Should Doug Hann Be Expelled- Argument Essay

Quincy Day Eng. 095 Mrs. Dahlin October 31, 2012 Should Doug Hann be Expelled Racism, a word that describes people that have hatred for others cause of their race, sexual orientation, religion and sex just to name a few. It exists everywhere especially in our universities, there’s a article written by one Nat Hentoff about a Caucasian male being expelled for racial slurs he direction to other students his name is Doug Hann. Doug Hann broke the rules and lashed out verbally on innocent students so yes he should be expelled.He’s hiding behind the free speech amendment â€Å"Freedom of Speech,† which usually all racists do to get away with their actions. According to the president of Brown University, there’s an agreement that every new student signs before he or she attends the university. In this agreement it gives a list of standards of acceptable behavior at Brown university that has been read for more than 10 years by entering students who agree in writi ng to abide by them. Now prior to this event Hann was involved in another incident with a Brown student.He was in an encounter with a fellow student at a fraternity bar, while intoxicated again, he called the guy a NIGGER! So it’s not like this is something Hann just did, it’s something he is known to do especially while being drunk, so he’s trying to hide behind the 1st amendment :Freedom of Speech Now don’t quote me on this but Freedom of Speech means freedom to speak freely where you don’t have to ask for permission to speak right. You know that saying â€Å"when your drunk you speak the truth of what’s on your mind? So I believe he did it knowingly and purposely and he needs to be drunk to do it. The argument is that Hann didn’t act on anything so it’s called Freedom of Speech. Really? Don’t you think saying what you think is acting out on your thoughts. Now speaking freely is not directed at anyone its speaking so people can hear usually a message or scripture or things that we want the public or community to hear. Now we can argue all day about whether or not its freedom of speech and so n but what about the rules he broke in the process? That has to be enforced or that whole agreement is null and void. If anything that is one thing that the universities in American do and will continue doing is upholding the rules. Rules are made for a reason, without rules there would be no structure and we would be in utter chaos. So either way you look at it rules were broken and consequences were handed out. He’s the first to be expelled and the first to break the rules, there’s always going to be a first time for everyone.When that first time comes are we just suppose to overlook it, of course not. The constitution also states that were all created equal, so that means the rules apply to everyone. So Hann needs to man up and take the consequence that were handed to him I bet you anything this is not going to be the end of Hann and his racial slurs. Works Cited Hentoff, Nat. â€Å"Should This Student Have Been Expelled† 75 Readings Plus 9th Edition Edu. Sani V. Buscemi and Charlotte Smith. New York: Mcgraw Hill 2010. 398-402 print

Lennie & George in “Of Mice & Men” Essay

In the story â€Å"Of Mice & Men†, John Steinbeck creates a pair of low-class companionship as the story’s main character. This pair of companionship, George and Lennie is very different from each other, nothing alike, no matter talking about their figures, personality, IQ, etc, except that they both carry the same American dream as they spend their hard days traveling together and working in the ranch. Lennie is portrayed as being childlike. He looks up on George as a parental figure: â€Å"Lennie’s lips quivered and tears started in his eyes.† Lennie seek reassurance from George like a child does from their parents. He displays the excitement of a child: â€Å"Tell me about the rabbits, George. Tell me about the rabbits.† Steinbeck suggests that Lennie’s dependent on George and that we all need companionship even if the relationship is unequal. Not only is Lennie portrayed as being childlike, but also very forgetful: â€Å"I forgot, tried not to forget. Honest to god I did George†. Lennie always gets in trouble, and always needs George to help him out.: â€Å"Course you did. Well, look Lennie— if you jus’ happen to get in trouble like u always done before, I want you to come right here and hide in the bush†. Not only does he make himself in trouble but also gives trouble to George: â€Å"An’ whatta I got, I got you! You can’t keep a job and you lose me ever’ job I get. Steinbeck wants to give the readers a hint or preparation that a serious event is going to occur with Lennie, he also wants to convey that although Lennie is big, it doesn’t mean that he has a big brain nor can he be independent and look after himself. Lennie is also being put in a character with characteristic’s like an animal: â€Å"His huge companion dropped his blankets and flung himself down and drank from the green pool; drank with long gulps, snorting into the water like a horse.† Lennie enjoys keeping mice, but as a result always kills it:† They were so little, I’d pet them, and pretty soon they bit my fingers and I pinch they heads a little and they was dead— because they were so little.† Steinbeck wants to show that a big man also has a sensitive side, and that being strong also has disadvantages, especially for Lennie who enjoys to pet mice and as a result kills it very quickly due to his big, strong hands. Lennie’s physique is described by Steinbeck as being big, strong looking, but is also described to have body parts in which imitating an animal: â€Å"A huge man, shapeless of face, with large, pale eyes, with wide, sloping shoulders; and he walked heavily, dragging his feet a little, the way a bear drags his paws.† Although Lennie is very immature, but he is a very helpful and great worker : â€Å"Say, you sure was right about him. Maybe he ain’t bright, but I never seen such a worker.He damn near killed his partner buckin’barley. There ain’t nobody can keep up with him. God, awmighty I never seen such a strong guy.† Steinbck points out that even an immature, childish man like Lennie with low IQ, can also work better than a normal man, and that we should always give a chance to people like Lennie to work like a normal person with no prejudice against them. Lennie is a very simple minded man, and does whatever George tells him to do. He never thinks for himself and won’t bother to rate if it was dangerous or not, he simply just does as he says, like master and servant: â€Å"Tell you what made me stop that One day a bunch of guys were standin’ around Sacramento River.I was feelin’pretty smart. I turned to Lennie and says â€Å"Jump in† and he jumps, couldn’t swim a stroke. He damned near drowned before we could get him.† Not only does Lennie always listen to Georges demands, but he also never rejects him and never dares to argue with him. â€Å"He never got mad with it neither. I’ve beat the hell outa him, and he could bust every bone in me just with his one han’, but he never lifted a finger against me†. Steinbeck expresses to readers that Lennie looks up at George at a higher status, like an idol and believes that whatever George tells him to do, is  for his own good, which is why he listens to George not minding if it is dangerous or not. Where as the other main character in the story â€Å"Of Mice & Men†, known as George, is totally different from Lennie. George is suggested to protect Lennie too much, and that he doesn’t let Lennie talk when he is suppose to. When he sells Lennie too much, people might mistaken that George is hiding something about Lennie.: â€Å"Then why don’t you let him answer? What you trying to put over?†. George also uses a special technique to make Lennie listen to him, from this technique he gives pressure to Lennie so that he will always keep George’s words in mind.: â€Å"But you ain’t gonna get in no trouble, because if you do, I won’t let you tend the rabbits.† Steinbeck points out that George is protecting Lennie too much, and that he should always let him try and let him communicate more, socialize more and approach the outside world more, or else he would depend on George too much and takes it as an advantage. George is also suggested to be smart, and has a lot of common sense. He uses his sensitive sensitivity to teach and lead Lennie to the right track: â€Å"Tastes all right, don’t really seem to be running though. You never oughta drink water when it ain’t running, Lennie.† Not only is George sensitive but he is also very smart in the ability to judge correctly: â€Å"You never had none, you crazy bastard. I got both of ’em here. Think I let you carry your own work card?† Steinbeck shows the readers that it is an advantage for Lennie to be looked after by George, for George has the power to untie him from troubles he makes, and knows what’s best for him. Steinbeck also tells the readers, that the people with the same problems as Lennie should always be helped and be guided to the right way, instead of being discriminated. George also gets very fed up with Lennie sometimes, having to escape with Lennie from the troubles Lennie has caused from time to time.: â€Å"God a’mighty, if I was to live alone I could live so easy. I could get a job and  work, and no trouble. No mess at all, and when the end of the month come I could take my fifty bucks and go into town and get whatever I want.† But on the other hand, he also cares a lot about Lennie’s feelings, and always persuades him to think towards the positive side when Lennie is depressed.: â€Å"Aw, Lennie! I ain’t taking it away jus’ for meanness. That mouse ain’t fresh, Lennie; and besides, you’ve broke it pettin’ it. You get another mouse that’s fresh and I’ll let you keep it a while.† Steinbeck suggests that in order to be companionships, we will have to care for one and another’s feelings, Steinbeck also coveys that there aren’t any perfect pair of companionship, for there has to be arguments between people, since humans are born with these characteristics. George having to be a trustworthy companionship with Lennie, always believes in his partner no matter what happens. He will always trust Lennie for whatever he does, and the decisions he makes.: â€Å"Lennie never done it in meanness. All the time he done bad things, but never done one of them mean.† George makes the relationship between Lennie and him like a family, George tells Lennie about their dreams, and how they are different to other people, as if it’s going to come true. George gives hope to Lennie making him feel better and have a target so that he won’t feel that he is working for nothing and that they are working to make their dream come true.: † But not us! An’ why? Because †¦because I got you to look after me, and you got me to look after you, and that’s why†¦Ã¢â‚¬ ¦Ã¢â‚¬ . Steinbeck tells the readers that although these low-class workers are poor and lonely, they haven’t got a stable home. But George and Lennie are different. For they carry a hope, a dream. This is why George and Lennie are never lonely. Steinbeck also suggests that an American dream in those days, does not come true easily. Overall I think that John Steinbeck wants us to know that we should use Lennie and George as an example to how we should treat people with the same problems as Lennie is facing. Instead of discriminating them, we should always give them a hand of trust to help them. John Steinbeck also suggests  that although Lennie may have mental problems, but from this information, it doesn’t mean that Lennie is useless. He may be stupid, but he is very hard working and may be better than most normal workers working in the ranch. John Steinbeck also wants us to know that although people like Lennie often creates serious problems due to his stupidity, this doesn’t suggest that he can use his low IQ, and stupidity as an excuse to not face the problem and just find another job, not caring what he had done before.

Angels Demons Chapter 62-63

62 Langdon's progress around his side of the Pantheon was being hampered somewhat by the guide on his heels, now continuing his tireless narration as Langdon prepared to check the final alcove. â€Å"You certainly seem to be enjoying those niches!† the docent said, looking delighted. â€Å"Were you aware that the tapering thickness of the walls is the reason the dome appears weightless?† Langdon nodded, not hearing a word as he prepared to examine another niche. Suddenly someone grabbed him from behind. It was Vittoria. She was breathless and tugging at his arm. From the look of terror on her face, Langdon could only imagine one thing. She found a body. He felt an upswelling of dread. â€Å"Ah, your wife!† the docent exclaimed, clearly thrilled to have another guest. He motioned to her short pants and hiking boots. â€Å"Now you I can tell are American!† Vittoria's eyes narrowed. â€Å"I'm Italian.† The guide's smile dimmed. â€Å"Oh, dear.† â€Å"Robert,† Vittoria whispered, trying to turn her back on the guide. â€Å"Galileo's Diagramma. I need to see it.† â€Å"Diagramma?† the docent said, wheedling back in. â€Å"My! You two certainly know your history! Unfortunately that document is not viewable. It is under secret preservation in the Vatican Arc – â€Å" â€Å"Could you excuse us?† Langdon said. He was confused by Vittoria's panic. He took her aside and reached in his pocket, carefully extracting the Diagramma folio. â€Å"What's going on?† â€Å"What's the date on this thing?† Vittoria demanded, scanning the sheet. The docent was on them again, staring at the folio, mouth agape. â€Å"That's not†¦ really†¦Ã¢â‚¬  â€Å"Tourist reproduction,† Langdon quipped. â€Å"Thank you for your help. Please, my wife and I would like a moment alone.† The docent backed off, eyes never leaving the paper. â€Å"Date,† Vittoria repeated to Langdon. â€Å"When did Galileo publish†¦Ã¢â‚¬  Langdon pointed to the Roman numeral in the lower liner. â€Å"That's the pub date. What's going on?† Vittoria deciphered the number. â€Å"1639?† â€Å"Yes. What's wrong?† Vittoria's eyes filled with foreboding. â€Å"We're in trouble, Robert. Big trouble. The dates don't match.† â€Å"What dates don't match?† â€Å"Raphael's tomb. He wasn't buried here until 1759. A century after Diagramma was published.† Langdon stared at her, trying to make sense of the words. â€Å"No,† he replied. â€Å"Raphael died in 1520, long before Diagramma.† â€Å"Yes, but he wasn't buried here until much later.† Langdon was lost. â€Å"What are you talking about?† â€Å"I just read it. Raphael's body was relocated to the Pantheon in 1758. It was part of some historic tribute to eminent Italians.† As the words settled in, Langdon felt like a rug had just been yanked out from under him. â€Å"When that poem was written,† Vittoria declared, â€Å"Raphael's tomb was somewhere else. Back then, the Pantheon had nothing at all to do with Raphael!† Langdon could not breathe. â€Å"But that†¦ means†¦Ã¢â‚¬  â€Å"Yes! It means we're in the wrong place!† Langdon felt himself sway. Impossible†¦ I was certain†¦ Vittoria ran over and grabbed the docent, pulling him back. â€Å"Signore, excuse us. Where was Raphael's body in the 1600s?† â€Å"Urb†¦ Urbino,† he stammered, now looking bewildered. â€Å"His birthplace.† â€Å"Impossible!† Langdon cursed to himself. â€Å"The Illuminati altars of science were here in Rome. I'm certain of it!† â€Å"Illuminati?† The docent gasped, looking again at the document in Langdon's hand. â€Å"Who are you people?† Vittoria took charge. â€Å"We're looking for something called Santi's earthly tomb. In Rome. Can you tell us what that might be?† The docent looked unsettled. â€Å"This was Raphael's only tomb in Rome.† Langdon tried to think, but his mind refused to engage. If Raphael's tomb wasn't in Rome in 1655, then what was the poem referring to? Santi's earthly tomb with demon's hole? What the hell is it? Think! â€Å"Was there another artist called Santi?† Vittoria asked. The docent shrugged. â€Å"Not that I know of.† â€Å"How about anyone famous at all? Maybe a scientist or a poet or an astronomer named Santi?† The docent now looked like he wanted to leave. â€Å"No, ma'am. The only Santi I've ever heard of is Raphael the architect.† â€Å"Architect?† Vittoria said. â€Å"I thought he was a painter!† â€Å"He was both, of course. They all were. Michelangelo, da Vinci, Raphael.† Langdon didn't know whether it was the docent's words or the ornate tombs around them that brought the revelation to mind, but it didn't matter. The thought occurred. Santi was an architect. From there the progression of thoughts fell like dominoes. Renaissance architects lived for only two reasons – to glorify God with big churches, and to glorify dignitaries with lavish tombs. Santi's tomb. Could it be? The images came faster now†¦ da Vinci's Mona Lisa. Monet's Water Lilies. Michelangelo's David. Santi's earthly tomb†¦ â€Å"Santi designed the tomb,† Langdon said. Vittoria turned. â€Å"What?† â€Å"It's not a reference to where Raphael is buried, it's referring to a tomb he designed.† â€Å"What are you talking about?† â€Å"I misunderstood the clue. It's not Raphael's burial site we're looking for, it's a tomb Raphael designed for someone else. I can't believe I missed it. Half of the sculpting done in Renaissance and Baroque Rome was for the funeraries.† Langdon smiled with the revelation. â€Å"Raphael must have designed hundreds of tombs!† Vittoria did not look happy. â€Å"Hundreds?† Langdon's smile faded. â€Å"Oh.† â€Å"Any of them earthly, professor?† Langdon felt suddenly inadequate. He knew embarrassingly little about Raphael's work. Michelangelo he could have helped with, but Raphael's work had never captivated him. Langdon could only name a couple of Raphael's more famous tombs, but he wasn't sure what they looked like. Apparently sensing Langdon's stymie, Vittoria turned to the docent, who was now inching away. She grabbed his arm and reeled him in. â€Å"I need a tomb. Designed by Raphael. A tomb that could be considered earthly.† The docent now looked distressed. â€Å"A tomb of Raphael's? I don't know. He designed so many. And you probably would mean a chapel by Raphael, not a tomb. Architects always designed the chapels in conjunction with the tomb.† Langdon realized the man was right. â€Å"Are any of Raphael's tombs or chapels considered earthly?† The man shrugged. â€Å"I'm sorry. I don't know what you mean. Earthly really doesn't describe anything I know of. I should be going.† Vittoria held his arm and read from the top line of the folio. â€Å"From Santi's earthly tomb with demon's hole. Does that mean anything to you?† â€Å"Not a thing.† Langdon looked up suddenly. He had momentarily forgotten the second part of the line. Demon's hole? â€Å"Yes!† he said to the docent. â€Å"That's it! Do any of Raphael's chapels have an oculus in them?† The docent shook his head. â€Å"To my knowledge the Pantheon is unique.† He paused. â€Å"But†¦Ã¢â‚¬  â€Å"But what!† Vittoria and Langdon said in unison. Now the docent cocked his head, stepping toward them again. â€Å"A demon's hole?† He muttered to himself and picked at his teeth. â€Å"Demon's hole†¦ that is†¦ buco divolo?† Vittoria nodded. â€Å"Literally, yes.† The docent smiled faintly. â€Å"Now there's a term I have not heard in a while. If I'm not mistaken, a buco divolo refers to an undercroft.† â€Å"An undercroft?† Langdon asked. â€Å"As in a crypt?† â€Å"Yes, but a specific kind of crypt. I believe a demon's hole is an ancient term for a massive burial cavity located in a chapel†¦ underneath another tomb.† â€Å"An ossuary annex?† Langdon demanded, immediately recognizing what the man was describing. The docent looked impressed. â€Å"Yes! That is the term I was looking for!† Langdon considered it. Ossuary annexes were a cheap ecclesiastic fix to an awkward dilemma. When churches honored their most distinguished members with ornate tombs inside the sanctuary, surviving family members often demanded the family be buried together†¦ thus ensuring they too would have a coveted burial spot inside the church. However, if the church did not have space or funds to create tombs for an entire family, they sometimes dug an ossuary annex – a hole in the floor near the tomb where they buried the less worthy family members. The hole was then covered with the Renaissance equivalent of a manhole cover. Although convenient, the ossuary annex went out of style quickly because of the stench that often wafted up into the cathedral. Demon's hole, Langdon thought. He had never heard the term. It seemed eerily fitting. Langdon's heart was now pounding fiercely. From Santi's earthly tomb with demon's hole. There seemed to be only one question left to ask. â€Å"Did Raphael design any tombs that had one of these demon's holes?† The docent scratched his head. â€Å"Actually. I'm sorry†¦ I can only think of one.† Only one? Langdon could not have dreamed of a better response. â€Å"Where!† Vittoria almost shouted. The docent eyed them strangely. â€Å"It's called the Chigi Chapel. Tomb of Agostino Chigi and his brother, wealthy patrons of the arts and sciences.† â€Å"Sciences?† Langdon said, exchanging looks with Vittoria. â€Å"Where?† Vittoria asked again. The docent ignored the question, seeming enthusiastic again to be of service. â€Å"As for whether or not the tomb is earthly, I don't know, but certainly it is†¦ shall we say differente.† â€Å"Different?† Langdon said. â€Å"How?† â€Å"Incoherent with the architecture. Raphael was only the architect. Some other sculptor did the interior adornments. I can't remember who.† Langdon was now all ears. The anonymous Illuminati master, perhaps? â€Å"Whoever did the interior monuments lacked taste,† the docent said. â€Å"Dio mio! Atrocits! Who would want to be buried beneath piramides?† Langdon could scarcely believe his ears. â€Å"Pyramids? The chapel contains pyramids?† â€Å"I know,† the docent scoffed. â€Å"Terrible, isn't it?† Vittoria grabbed the docent's arm. â€Å"Signore, where is this Chigi Chapel?† â€Å"About a mile north. In the church of Santa Maria del Popolo.† Vittoria exhaled. â€Å"Thank you. Let's – â€Å" â€Å"Hey,† the docent said, â€Å"I just thought of something. What a fool I am.† Vittoria stopped short. â€Å"Please don't tell me you made a mistake.† He shook his head. â€Å"No, but it should have dawned on me earlier. The Chigi Chapel was not always known as the Chigi. It used to be called Capella della Terra.† â€Å"Chapel of the Land?† Langdon asked. â€Å"No,† Vittoria said, heading for the door. â€Å"Chapel of the Earth.† Vittoria Vetra whipped out her cell phone as she dashed into Piazza della Rotunda. â€Å"Commander Olivetti,† she said. â€Å"This is the wrong place!† Olivetti sounded bewildered. â€Å"Wrong? What do you mean?† â€Å"The first altar of science is at the Chigi Chapel!† â€Å"Where?† Now Olivetti sounded angry. â€Å"But Mr. Langdon said – â€Å" â€Å"Santa Maria del Popolo! One mile north. Get your men over there now! We've got four minutes!† â€Å"But my men are in position here! I can't possibly – â€Å" â€Å"Move!† Vittoria snapped the phone shut. Behind her, Langdon emerged from the Pantheon, dazed. She grabbed his hand and pulled him toward the queue of seemingly driverless taxis waiting by the curb. She pounded on the hood of the first car in line. The sleeping driver bolted upright with a startled yelp. Vittoria yanked open the rear door and pushed Langdon inside. Then she jumped in behind him. â€Å"Santa Maria del Popolo,† she ordered. â€Å"Presto!† Looking delirious and half terrified, the driver hit the accelerator, peeling out down the street. 63 Gunther Glick had assumed control of the computer from Chinita Macri, who now stood hunched in the back of the cramped BBC van staring in confusion over Glick's shoulder. â€Å"I told you,† Glick said, typing some more keys. â€Å"The British Tattler isn't the only paper that runs stories on these guys.† Macri peered closer. Glick was right. The BBC database showed their distinguished network as having picked up and run six stories in the past ten years on the brotherhood called the Illuminati. Well, paint me purple, she thought. â€Å"Who are the journalists who ran the stories,† Macri asked. â€Å"Schlock jocks?† â€Å"BBC doesn't hire schlock jocks.† â€Å"They hired you.† Glick scowled. â€Å"I don't know why you're such a skeptic. The Illuminati are well documented throughout history.† â€Å"So are witches, UFOs, and the Loch Ness Monster.† Glick read the list of stories. â€Å"You ever heard of a guy called Winston Churchill?† â€Å"Rings a bell.† â€Å"BBC did a historical a while back on Churchill's life. Staunch Catholic by the way. Did you know that in 1920 Churchill published a statement condemning the Illuminati and warning Brits of a worldwide conspiracy against morality?† Macri was dubious. â€Å"Where did it run? In the British Tattler?† Glick smiled. â€Å"London Herald. February 8, 1920.† â€Å"No way.† â€Å"Feast your eyes.† Macri looked closer at the clip. London Herald. Feb. 8, 1920. I had no idea. â€Å"Well, Churchill was a paranoid.† â€Å"He wasn't alone,† Glick said, reading further. â€Å"Looks like Woodrow Wilson gave three radio broadcasts in 1921 warning of growing Illuminati control over the U.S. banking system. You want a direct quote from the radio transcript?† â€Å"Not really.† Glick gave her one anyway. â€Å"He said, ‘There is a power so organized, so subtle, so complete, so pervasive, that none had better speak above their breath when they speak in condemnation of it.' â€Å" â€Å"I've never heard anything about this.† â€Å"Maybe because in 1921 you were just a kid.† â€Å"Charming.† Macri took the jab in stride. She knew her years were showing. At forty-three, her bushy black curls were streaked with gray. She was too proud for dye. Her mom, a Southern Baptist, had taught Chinita contentedness and self-respect. When you're a black woman, her mother said, ain't no hiding what you are. Day you try, is the day you die. Stand tall, smile bright, and let 'em wonder what secret's making you laugh. â€Å"Ever heard of Cecil Rhodes?† Glick asked. Macri looked up. â€Å"The British financier?† â€Å"Yeah. Founded the Rhodes Scholarships.† â€Å"Don't tell me – â€Å" â€Å"Illuminatus.† â€Å"BS.† â€Å"BBC, actually. November 16, 1984.† â€Å"We wrote that Cecil Rhodes was Illuminati?† â€Å"Sure did. And according to our network, the Rhodes Scholarships were funds set up centuries ago to recruit the world's brightest young minds into the Illuminati.† â€Å"That's ridiculous! My uncle was a Rhodes Scholar!† Glick winked. â€Å"So was Bill Clinton.† Macri was getting mad now. She had never had tolerance for shoddy, alarmist reporting. Still, she knew enough about the BBC to know that every story they ran was carefully researched and confirmed. â€Å"Here's one you'll remember,† Glick said. â€Å"BBC, March 5, 1998. Parliament Committee Chair, Chris Mullin, required all members of British Parliament who were Masons to declare their affiliation.† Macri remembered it. The decree had eventually extended to include policemen and judges as well. â€Å"Why was it again?† Glick read. â€Å"†¦ concern that secret factions within the Masons exerted considerable control over political and financial systems.† â€Å"That's right.† â€Å"Caused quite a bustle. The Masons in parliament were furious. Had a right to be. The vast majority turned out to be innocent men who joined the Masons for networking and charity work. They had no clue about the brotherhood's past affiliations.† â€Å"Alleged affiliations.† â€Å"Whatever.† Glick scanned the articles. â€Å"Look at this stuff. Accounts tracing the Illuminati back to Galileo, the Guerenets of France, the Alumbrados of Spain. Even Karl Marx and the Russian Revolution.† â€Å"History has a way of rewriting itself.† â€Å"Fine, you want something current? Have a look at this. Here's an Illuminati reference from a recent Wall Street Journal.† This caught Macri's ear. â€Å"The Journal?† â€Å"Guess what the most popular Internet computer game in America is right now?† â€Å"Pin the tail on Pamela Anderson.† â€Å"Close. It's called, Illuminati: New World Order.† Macri looked over his shoulder at the blurb. â€Å"Steve Jackson Games has a runaway hit†¦ a quasi-historical adventure in which an ancient satanic brotherhood from Bavaria sets out to take over the world. You can find them on-line at†¦Ã¢â‚¬  Macri looked up, feeling ill. â€Å"What do these Illuminati guys have against Christianity?† â€Å"Not just Christianity,† Glick said. â€Å"Religion in general.† Glick cocked his head and grinned. â€Å"Although from the phone call we just got, it appears they do have a special spot in their hearts for the Vatican.† â€Å"Oh, come on. You don't really think that guy who called is who he claims to be, do you?† â€Å"A messenger of the Illuminati? Preparing to kill four cardinals?† Glick smiled. â€Å"I sure hope so.†

Collision Regulations Essay Example | Topics and Well Written Essays - 500 words

Collision Regulations - Essay Example It Important to take into consideration that it is not the high speed that solely becomes the use of a collision or accident. Rather it is the inaccuracy vessel operators have when estimating the speed difference between the vessels that creates much problems. Significant factor to take into regard when contemplating risks and collisions attributed to the advent of an 80 know ferry in the English Channel should encompass: The operator of the vessel has many more responsibilities than speed when preventing a collision. As the term itself implies, speed is a factor associated with timings. Controlling the speed involves evaluation of right timings of actions. When a vessel has to speed up to avoid collision, it must do so immediately. Designing of the vessel's structure and capabilities to meet such situations is a prerequisite. Speed is not the only factor responsible for a maritime collision and in cases of poor visibility and lighting speed is not even a factor. Collisions normally occur during overtaking and when the vessels meet head on. Rule 13(b) of International Collision Regulations states: "A vessel shall be deemed to be overtaking when coming up with another vessel from a direction more than 22.5 degrees abaft her beam, that is, in such a position with reference to the vessel she is overtaking, that at night she would be able to see only the

The Place of Television in Advertising Effectiveness Essay

The Place of Television in Advertising Effectiveness - Essay Example Information has become the keystone of 21st-century advertising, both for the consumer and the advertiser. Interactive television (iTV) integrates traditional analog TV advertising with digital and broadband technology to provide an exciting new and flexible advertising and information medium. The key to effective television advertising, iTV or analog, is in creating a positive cognitive experience for the viewer. As such, advertisers and marketers need to rethink traditional advertising assumptions about the communicative process. With iTV, there is enhanced quality of visual images, access to richer information and an overall more engaging experience for the consumer. These combine to produce a two-way communication process between the consumer and advertiser, rather than the previous uni-directional model of analog TV. The present research aimed to identify the place of television advertising effectiveness within the contemporary media mix. This study utilized secondary data from a number of contemporary sources. These sources were both qualitative and quantitative in nature, providing for both parametric and non-parametric analyses. The choice of these studies has resulted in a comprehensive evaluation of the state of television advertising at the current time. The first study used a telephone survey in North America to compare the advertising media of television, radio, newspapers, magazines, and the Internet. It was concluded that television remains a dominant medium in the media mix in regard to perceptions of authority, influence, excitement, and persuasiveness, as well as being a viable source of product information.

Cost of Turnover Research Paper Example | Topics and Well Written Essays - 250 words

Cost of Turnover - Research Paper Example e increased level of employee turnover within an organization can result in incurring costs related to recruitment and selection of new employees along with inviting training costs associated with the new hired staff. At the same time, the article further revealed that increased employee turnover has significant and much adverse impact on the overall productivity as well as competiveness of an organization (Ebodey, n.d.). In this regard, it can be affirmed that the role of staffing is considered to be extremely vital for any organization in order to attain greater competiveness within an industry and reduce the turnover rate. The recruitment, selection along with hiring of skilled and competent candidates with an organization can largely ensure the success and enhanced performance of the organization which in turn can enable it to attain greater sustainability (Ployhart, 2011). Performance management is another important aspect that drives worker behaviors to align with the goals and the objectives of an organization. Efficient performance management facilitates an organization to develop and foster its employees (Resurreccion, 2012). It has been observed that monetary and non-monetary incentives along with compensation can largely facilitate an organization to foster and retain skilled employees. If adequate and on-time compensation is offered to employees then it can motivate them to render sustain ed dedicated efforts towards the accomplishment of organizational goals and objectives. This in turn can enable to reduce the rate of employee turnover by a considerable extent (Agba &Ushie, 2010). Agba, A. M. O., & Ushie, E. M. (2010). Motivational incentives and staff turnover in the hospitality industry in cross river state, Nigeria. Global Journal of Management and Business Research 10 (8), pp. 18-28. Resurreccion, P. F. (2012). Performance management and compensation as drivers of organization competitiveness: the Philippine perspective. International Journal of

Human rights in libya Essay Example | Topics and Well Written Essays - 2250 words

Human rights in libya - Essay Example ministrations and amidst the progressive clashes in others, the hopes for meaningful and permanent human rights changes in these nations and the areas had vanished. In both the Tunisian and Egyptian elections, the parties that had gotten the highest support were in now way committed to the communal principles of human rights. This same scenario has been witnessed in Libya where the post-dictatorship systems are even more unpredictable. The statements about human rights in the discussion of the Arab revolutions had all but vanished (St. John, 2011). This paper considers some of the aspects that have led to this rather disappointing outcome specifically in Libya. The paper proves that political, religious, and cultural factors played a significant role in this failure. As Fathali Moghaddam (2012) points out, dictatorship, not democracy, has characterized human life for many centuries now. This means that our psychological faculties have developed within this framework of social relations. Dictatorship has been the main type of rule for thousands of years, while democracy and by extension human rights have taken much time to form and relocate dictatorship. Dictatorship is much more prevalent that one would acknowledge it is. Libya, for example, has not known anything else apart from tribal regimes and autocracy in one way or another all through its history until the Arab Spring in 2012. In order to understand the reasons why human rights might remain a dream in Libya even after the change of rule, it is important to understand some of the primary elements of psychology that make it possible for dictators such as Gaddafi to assume and stay in power. This can best be seen in what Fathali Moghaddam refers to as the springboard to dictatorship model. In this model, it is clear that it is not only the dictatorship of the person that contributes to his ascension to power, but also the environment of the situation that contributes to the opportunity for dictatorship to

Unit 4 assignment Essay Example | Topics and Well Written Essays - 500 words

Unit 4 assignment - Essay Example 4. The criminal investigation department has ruled Medicare fraud as a form of crime. What are the views of the people concerning the criminalization of Medicare fraud? (a) Do people consider Medicare fraud as a criminal activity? (b) Do people blame the authority for their misfortunes? A hypothesis is statement that provides a tentative answer to the research problems according to the proposed research designs and methodology (Creswell, 2008). The following statements represent our hypothesis for the quantitative, qualitative, and mixed methods research methods respectively. 1. The choice of the hypothesis was based on the role of government in providing basic healthcare to the citizens. The hypothesis provides a tentative answer to research questions that are related to the role of the medical authority in ensuring equitable healthcare services. In addition, the hypothesis provides a direct comparison between the two main research variables. 2. The qualitative research approach provides answers to research questions that cannot be answered through a quantitative approach. The choice of the research question and hypothesis was based on their ability to respond to questions that are related to the society. Although it is impossible to determine the extent to which different institutions contribute to healthcare fraud, it is necessary to determine reasons that contribute to Medicare fraud through the qualitative approach. 3. In the mixed method approach, a researcher will be concerned with the relationship between quantitative and qualitative research outcomes (Creswell, 2008). Thus, the research questions and hypothesis designated for the mixed methods section provide tentative relationship between different research variables and the respective social

Title Essay Example | Topics and Well Written Essays - 1000 words - 1

Title - Essay Example Therefore, our feelings, living conditions, and other important aspects that contribute to a happy life are sacrificed for the benefits of other people. As a result, this has led to unhappy life among the people in different spectrum. In the past one decade, many companies have expanded their markets with the aim of increasing their overall revenues. This is because with the increasing levels of globalization resulting from liberalization of markets, efficient flow of information, and integration of economies, the level of competition has increased tremendously. This results from the entry of multinational companies which have a huge financial base to segment the market, position their products or services strategically in the market and attract customer loyalty towards their products or services. However, the intensified competition has increased the level of uncertainty among the consumers. In the meantime, the customers cannot be able to predict the future prices of the commodities. Each company is trying to implement new strategies in order to increase its market share. Furthermore, they have kept their competitive strategies as a secret in order to lower the chances of the competitors reacting towards their new move. Moreover, the companies keep on introducing new products in the market in order to diversify the source of revenues, an aspect that is aimed at reducing the risks and uncertainties associated with concentrating on a single product. Therefore, these aspects are making it hard for the consumers to know what will happen in the future and whether it will affect their financial stability. In order to a bit feel secure, the customers are forced to undergo some happiness in order to save the available money. This is making it hard for them to lead happy and satisfying lives. Majority of the people are employed in the corporate sector. With the increasing levels of competition in the market,

Summary of book Call of The Wild Essay Example | Topics and Well Written Essays - 250 words

Summary of book Call of The Wild - Essay Example In chapter four, Buck takes the pack’s leadership and he demonstrates his capability by making the pack travel faster than the previous leader had done. This is seen when he makes the pack travel from Dawson to Skaguay in one day instead of the ten days they had taken previously. The pack is sold to a Scotsman after Perrault and Francois receives official orders directing them to transfer elsewhere. They travel back to Dawson and one of the dogs dies from fatigue and illness (London 36). In chapter five, the dogs are sold to new masters, Hal and Charles who travel with Charles’ wife Mercedes. The inexperience of the pack’s new masters makes them starve and carry heavier loads than the ones it carried before. The pack reaches John Thornton’s camp and Thornton frees it from Hal’s mastership (London 46). In chapter six, Buck becomes friends with Thornton, defends him from his foes, and helps him win a bet (London 55). In chapter seven, Buck and Thornton travels east to find a lost gold mine. It is here that Buck first enters the woods after feeling wild yearnings. He wanders in the wilderness with wolves and one day, he come back to his master’s camp to finds it attacked by Yeehat Indians. He attacks the assailants, killing some and dispersing the rest. The book closes with Buck going into the woods and joining the wolves in wandering the wilderness (London

Critically compare and contrast Karl Marx's attack on capitalism with Essay

Critically compare and contrast Karl Marx's attack on capitalism with Susan Mendus's attack on individualism. How would Ward Churchill evaluate their arguments - Essay Example n a similar way, Susan Mendus also rejects individualism on the basis that â€Å"the language of domination and subordination is a central factor to individualism†. She also argues for equality between men and women, believing that individualism does not generate equality (Mendes 1993). She equates the individualists to the bourgeois, who elevate themselves at the expense of others. Marx states that a person’s spirituality is the labor power he has. He argues that a case of alienation develops when man is deprived of the opportunity to exercise this labor power. He believes that religion is the â€Å"opium of the masses† and states that religion is the response of the oppressed person, trying to find heart in a heartless world and the soul of soulless conditions (Marx 1970). He views religion as the means by which people try to deal with social inequalities. Mendus on the other hand, believes that religion is brainwashing to make people believe in certain things, but merely because they espouse such beliefs, it does not necessarily indicate that they are true. She believes that applying moral rules to love and relationships is basically flawed.(Mendus 1996). While Marx believes religion is purely palliative and does not achieve anything constructive, Mendus on the other hand states that individualism cannot serve the cause of religion or the commo n good. Ward Churchill launches an attack on the â€Å"pious† Christians of America who have been at the forefront of their leaders’ war initiatives, unleashing death and destruction upon the less fortunate world. (Churchill 2001). He would perhaps agree with Marx, who viewed religion as the opium that drugs the majority, so that they can be led to their slaughter. Similarly, religion is also functioning as the opium that dulls the individual American’s ability to think clearly and rationally about the concepts of equality and justice among people. Marx’s views on the power of the proleterait are relevant here,

Workers in capitalism Essay Example for Free

Workers in capitalism Essay According to James W. Rinehart in The tyranny of Work: Alienation and the Labour Process, work is a primary activity for human beings that differentiates human from other forms of life and today adults spend at least one-third of their waking hours on the job, which has great impact on personality of those who perform it (Rinehart 171). Quoting from Russell, there are two kinds of work according to professor Conlin. First type of work is the one where you alter the position of matter, which is unpleasant, ill-paid and dangerous. Second type of work involved you telling others to move matter, which is pleasant, well paid and safe. Although I never had a privilege to perform the second type of work, I had a chance to experience the first type of work at Mac Donalds. As Russell said, first type of work, which I experienced was definitely unpleasant, ill-paid and dangerous. I worked under unpleasant working condition with no benefits, constantly forced work more than five days a week, including the weekends. My job at Mac Donald involved basically everything, from cashier to cooking to cleaning. At first, I felt sense of pride because I was able to perform many different tasks at any given situation. However it turned out that I was spending too much time at work. Since I was able to perform many jobs, management constantly forced me to work more days with less or no break and even on holidays. I was making government regulated minimum wage of some where between six to seven dollars per hour. When I got home from work, I would be so tired that I was not able to do anything but to recover for the next day of work. Also I started to fall behind in school and I spent less time with my friends and family. Work at Mac Donalds became a large portion of life and it started to penetrate into my personal life. According to Rinehart, What people do during work hours often penetrate to the core of their personalities. Work became an activity that takes large portion of time that spills over into non-work spheres of life. (Rinehart 171). However I could not quit because of that sweet pay cheque that I got every two weeks. Then I realized that I was deeply involved and a part of Capitalism. The purpose of this paper is to relate my working experience at Mac Donalds to Rineharts argument in respect to relationship between work and alienation. According to Rinehart, who quoted Karl Marx, there are four type of alienation. A condition in which workers are alienated from the product they create, a condition in which workers are alienated from work  process, a condition in which workers are alienated from themselves and finally, a condition in which workers are alienated from others. These four types of alienation will be further analyze and related as I disclose my working experience at Mac Dona lds. First type of alienation is a condition in which workers are alienated from the products they create. This was extremely true in relation to my experience at Mac Donalds. Everything that I was producing was coordinated by management, owner and Mac Donalds, since it is a franchise. A machine dumped certain amount of fries into basket, which was placed into a fryer that had a timer. Burgers were cooked on a grill that had timer. Certain amounts of sauces were dispensed from a saucer machine and certain amounts of drinks were poured into cups by machines. Every process in preparing a meal was done through machines. The quality, contents and quantity was not determined by those whose labour is responsible for preparing a meal because the ends of capitalist production are not defined by the needs and interest of workers but by employers needs to generate profits and expand capital (Rinehart 177). Even though I was earning income through the process I could not feel sense of pride and acco mplishment. Another alienation that Rinehart discusses is a condition in which workers are alienated from the work process. Workers are cede their ability for determine the intensity and duration of work, to define the manner in which work is organized, divided and allocated and to determine the tools and machines used in the production process (Rinehart 178). It is obvious that I had no control over my work process in Mac Donalds. As mentioned earlier, everything had to follow certain process in preparing a meal for a customer. Even the process of serving had to follow an order. A drink had to be served, and then I take money from customer, then a burger was served followed by fries. Because I had to follow these steps in serving I received complains from customer about their food being serve too slow. It was not my choice to serve the way I did, I was instructed by management. The work at Mac Donalds gave me no room for creativity. According to Rinehart, quoting Marx, work is an activity in which people can clearly manifest their unique qualities as human beings and a medium for self-expression and  self-development (Rinehart 178). But in fact I was separated from my own creativity and expression at work. All the work processes were routinized and work became not a creative activity but an earning activity in order to survive. Finally, last type of alienation deals with the relationship of individuals to one another (Rinehart 178). The owner of Mac Donald never showed during the day. But just before store close he would come into the store to talk to the management about the days profit. He was not standing in front of a hot fryer or grill. He was not standing in front of cashier taking orders from customers, where as I did not get a minute to catch my breath. But at the end of the day he was the only one going to home with loaded bank account. I also realized that this is not a problem in just one Mac Donalds. Problems like this are occurring everywhere the label capitalism exist. Capitalism is the name of the economic system that dominates the world today (Heilbroner 3). Individuals invest money into capitals to multiply their wealth and one who possesses wealth is usually a person who enjoys esteem and who wields power in the market place (Heilbroner 29). In addition, the situation for my manager who has worked since the opening of the store was not so much different from mine. He had no where to move up, has been doing the same thing for years, and only made few dollars more than I did. He worked five to six times a week and often called into fill in for someone else. He was never home on the weekends or even holidays, thus, he had no social life. As an individual he was a kind person but when it comes to work he was very stubborn. This is a form of alienation that Rinehart address and quotes;People who occupy dominant and subordinate positions at the workplace alienated from each other. Their relationship is an antagonistic one and is based purely on pecuniary consideration. This asymmetry of workplace relationship creates the foundation for a class structure that entails sharp differences in power, privilege and life chances and that inhibits social intercourse across class lines (Rinehart 178). The owner, who only came to collect his daily profit and the manager, who only made few dollars more than me, were alienated from each other based on occupation and position in the workplace. I had never talk to the owner and  for owner I was another high school kid who could be replaced at any moment because hundred other guys like me who wants work just as hard as I did. This alienation in workplace created a class system within one little Mac Donald. The source of alienation was social structure rather than in individual personalities; its causes are social rather than psychological (Rinehart 179). Going back to the purpose of this paper, how are these four types of alienation discussed by Rinehart and Marx manifested at Mac Donalds? I did not need high school diploma or university degree to work as a cashier and cooker at Mac Donalds. Also since I was replaceable at any moment and considered not as a person but as a employee number and a kid who sells his labour for minimum wage, the owner and the management treated me as they wish. This is how alienation is manifested, even in such a small local Mac Donalds, and this is where the true nature of capitalism prevailed. For the working class and the lower class capitalism is always a downhill, as time goes on your moving closer to the bottom of the society. It is definitely a perfect example of the rich getting richer and the poor getting poorer. I have to strongly agree with Rinehart in respect to capitalism and alienation of labour because through my job experience I was able to witness everything Rinehart had expressed. Rinehart points out three sources of alienation; concentration of the means of production in the hands of a small but dominant class, markets in land, labour and commodities and an elaborate division of labour. It is obvious to see that I experience at Mac Donalds clearly show all three sources of alienation. I did not have the sophisticated machines to produce tasty burgers and fries. I did not own a building to sell my burgers even if I was capable of making better burgers than Mac Donalds. Furthermore, as mentioned earlier, every work process was precisely and scientifically calculated and measured by management. I was only carrying out tasks that were told by people from above. Work had become a repetitive and mindless and narrowly limited the development of my human capacities (Rinehart 181). However on the other side, there are scholars like Daniel Bell and Edward P. Thompson who disagrees with Rinehart and argues that capitalism is the only way human can increase standard of l iving. Bell argues discretionary income is a good thing. Income above that  necessary for the fulfillment of basic needs allowed individuals to choose many varied items to exemplify different consumption styles (Bell 155). My question is why should the few dominant class be able to enjoy high level of income where the majority, who work hard everyday be left with a few dollars just enough to put food on the table every night and just enough for basic survival. Our modern capitalist world evolves around money and our social relationship is based on exchange of money. Capitalism is forcing the world to be structured on the factor that skills and experience have little or no recognition compared to wealth and power. Initial principle of capitalism was to emancipate peasants from feudal obligations. However capitalism is forcing working in labour market, where they are exploited by capitalists and turned into machines that listens and obey to our bosses, who contribute a very small portion of what they make for telling us what to do. Work can offer a sense of accomplishment or meaninglessness; it can be a source of pride or shame (Rinehart 171). In my experience I inherited the shame and the owner who comes once a day to collect inherited the pride. How can a system which provides a hard working individual with shame be the best economical system for workers? Thompson argues that the working class chose to be in the position where they are. Also he says that they system (Capitalism) require large portion of workers that converted into simple machines, ignorant, degraded, and brutal human beings (Thompson 127). But problem is that working class never had a choice to choose between worker and capitalist to begin with. Is this phenomenon inevitable in modern capitalist society? There are government approaches and labour union movements to give workers not all but some sort of advantage over their work processes. However I never had a privilege to enjoy the help of union when I worked at almighty Mac Donalds. And although some people assume that union is a pain in society, it is definitely a necessary evil for workers feel sense of pride in their work and protect their right in workplace. Bibliography -Bell, Daniel. The cultural Contradictions of Capitalism. Basic Books. 1976-Heilbroner, Robert. Twenty-First Century Capitalism. House of Anansi Press Inc. Toronto: 1992. -Rinehart, W. James. The Tyranny of Work: Alienation and the Labour Process. Harcourt Brace Jovanovich. 1987. -Thompson, P. Edward. Making of the English Working Class. Penguin Books. Canada: 1968.

Analysis of Staff Motivation Levels

Analysis of Staff Motivation Levels Abstract The objective of this project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. This research study presents the methods of employee motivation and the rewarding system adopted by WILO company. This project is a result of a theoretical study of available literature as well as empirical research conducted at the company in order to analyse the effectiveness of the implemented methods and system. The analysis has also provided background for defining the role of managers and the required skills in the process of motivating employees. In addition, salary and benefits, good atmosphere, interesting job, professional development and job security have been tested and proved to be key motivating factors for both Polish and Hungary WILO employees. Nowadays in the increasingly competitive global economy it seems to be of great significance that motivated employees might turn into the source of the companys competitive advantage, especially in such areas as: quality, service and costs. Therefore, there seems to be a necessity to create a committed workforce, which is an investment for the future resulting in boosted efficiency, creativity, increased turnover, and subsequently a strong position of the company on the competitive market. PREFACE The current competitive business world is focused on fast development and sustainability of strong position on the market, therefore companies search for various ways of ensuring their success. The success of the business seems to be an outcome of the interaction between employees vs. customers, product and the organisation. Therefore, to create a business oriented company these three elements have to work out together to generate a profit for the organisation and financial benefits for employees. Hence, it is significant for an organisation to create a culture where employees would feel appreciated. This might be reached by providing rewards and incentives or benefits in return for their effective work. As a result of this, employees are expected to make efforts to accomplish objectives of an organisation. Background Employee motivation is a key factor in the success or failure of any organisation. In hard economic times, which require companies to face the need to increase both budget cuts and productivity, it appears crucial to maintain workers loyalty and motivate them continuously. Should an organisation omit to motivate its staff, less productivity may occur, morale is not high as well as products and services are of a lower standard. I have selected the topic of motivating and rewarding of employees as my interests are focused on motivation programmes and I wish to gain an improved understanding of the area of building employee engagement. Moreover, my choice was dictated by my willingness to develop a better understanding of what precisely could motivate employees in different subsidiaries at WILO company. Furthermore, I wish to concentrate on factors which could potentially encourage employees to be committed to work and develop a better atmosphere at a workplace. The objective of the study The main objective of the project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. Moreover, the goal of the research is to conduct a theoretical study of selected literature as well as empirical data collection by means of a survey, questionnaires and interviews at WILO company. I will also attempt to analyse the data to be aware of the current level of motivation as well as classify significant motivators for the Polish and Hungarian employees at WILO company. Finally I wish to draw a conclusion to improve the level of satisfaction and to build a better committed workforce. Summary The project has been divided into six chapters: Introduction to the study, literature review, WILO company motivation and compensation system, methodology, results of the survey, and conclusion. The literature of the field presents all manner of findings concerning solutions to the problem of motivating and rewarding employees. For the purpose of formulating the main concepts of my thesis, I reviewed a wide variety of relevant literature, which serves to provide a theoretical background to my study. First part of the literature review covers the definition of motivation as well as various theories of motivation. Moreover, I explore Maslows hierarchy of needs theory, in comparison with Herzbergs theory, Alderfer as well as McClelland theory and McGregor theory (Schermerhorn, 2005). Furthermore, I focus on personalities and behaviour of employees and cover various issues regarding motivation and compensation systems, techniques and tools, and, in addition, I wish to explore the role of a manager. The following part focuses on a motivation and compensation system at WILO company. I will attempt to present the way of motivating and rewarding employees at WILO company as well as the benefits and perks received by WILO employees. Furthermore, I introduce the training system which is applied at WILO to boost productivity. The thesis will consist of two parts, that is a theoretical and a practical one. In the theoretical part of my thesis, I intend to examine selected literature of the field in order to present possible ways of motivating and rewarding. In the practical part of my thesis, I will conduct a research whose purpose is to analyse empirical data extracted by means of questionnaires carried out in the Polish and Hungarian subsidiaries of WILO company. My study will explore the role of leadership in the process of motivation and methods of improving working conditions, by means of bonuses provided by the company. Finally, I draw a conclusion and discover crucial findings regarding motivation and compensation of the Polish and Hungarian subsidiaries of WILO company. Motivating and rewarding employees is one of the most significant and the most challenging activities that managers perform. Managers invariably debate on ways of motivating, thus we are in a position to find numerous views and speculations regarding this topic. It appears to be crucial to demonstrate briefly paramount ideas regarding motivation and rewarding of employees, presented by different authors. Moreover, both academic researchers as well as practicing managers have attempted to understand and explain the problem of employee motivation for years (Robbins, Coulter, 2003 p. 425). Furthermore, effective managers who expect from their employees the maximum effort recognise that they are required to be familiar with the way employees are motivated as well as to modify their motivational practices to satisfy their needs. Chapter Two Literature Review Definition of Motivation There is hardly anything more frustrating than working hard, meeting or exceeding expectations and discovering that it doesnt matter to your company. You get nothing special, or you get what everyone else does. People need to get differentiated rewards and recognition to be motivated. (Jack Welch, 2005:107). There seems to be a wide variety of definitions of motivation. It is a term originally descended from the Latin word movere, which means to move (Rue, Byars, 2000). However, it has been extended to include the various factors by which human behaviour is triggered (Campbell Pritchard, 1976). What is interesting, the concept of the motivation was already well-known in ancient times as, for instance, Egyptian pyramids or the Great Wall in China without motivation and determination would not exist. It should be borne in mind that the problem of motivation is not a current development. Research conducted by William James in the late 1800s pointed out the significance of motivation. He assumed that hourly employees might keep their jobs by applying approximately 20 to 30 percent of their ability. Moreover, he found that highly motivated workers will perform at approximately 80 to 90 percent of their ability. Consequently, highly motivated employees are in a position to increase in performance as well as significantly decrease in problems such as turnover, strikes, absenteeism (Rue, Byars, 2000). As expressed by the 34th American president Dwight D. Eisenhower: Motivation is the art of getting people to do what you want them to do because they want to do it. Motivation might be analysed by the following sequence: Consequently, in motivation needs create motives, which lead to the accomplishment of goals. Moreover, a motive is a stimulus which leads to an action that satisfies the need, which means that motives create actions. When employees achieve the goals, they satisfy the needs and simultaneously decrease the motive. Nonetheless, it might occur that other needs may arise. Understanding the motivation sequence provides managers with slight help in determining what motivates employees (Rue, Byars, 2000). Nowadays it is extremely important to have motivated employees in every organisation. While non-motivated employees will not provide good service, they are likely to make mistakes and the reputation of the organisation may suffer as a result. Therefore, all businesses need enthusiastic and committed employees who work to support organisational goals. What is important, motivation occurs within people; therefore work needs to meet their goals as well. Additionally, people have different motivation, consequently a reward that is attractive to one employee might be unimportant to another (Boddy, 2002). Moreover, one of the paramount factors which has an impact on efficiency and effectiveness of employees work as well as how they organise time at work is their motivation (Bruce and Pepitone, 2001). While, as claimed by Forsyth (2001), non-motivated employees tend to spend more time on breaks, surfing the internet or private discussion. Nevertheless, motivation commences with employee engagement, and engagement starts with effective communication skills. As mentioned by Jack Welch, former CEO of General Electric (GE) and current Business Week columnist, no company, large or small, can succeed over the long run without energised employees who believe in the mission and understand how to achieve it. It is also worth mentioning that three main words in this quotation remain the secret to motivating employees: energised, believe, understand (Gallo, 2008). Moreover, according to Carmine Gallo (2008), successful companies have employees who believe in their mission. As emphasised by Scott Cook (INTU), people want more than a paycheck. They want to feel as though they are part of something bigger than themselves. When discussing motivation, not only should we mention a different management style adopted in Europe in comparison to Asia and America, but also the differences between companies in the same country or even differences between workplaces in the same company. To understand better what precisely could motivate employees I will attempt to explore what motivation means in general. As claimed by Dessler (2004), a motive is an incentive that stimulates the person into the action or provides direction as well as hints to action. However, Robbins and Coulter (2003) presented a different view. They claim that motivation is the willingness which brings out high levels of strivings to achieve goals as well as to satisfy individual needs. What is more, studies conducted by Schermerhorn (2005), also provide a valuable input. He argues that motivation is in charge of the standard, direction, as well as tenacity of effort developed at the workplace. Moreover, in order to understand motivation, it is essential to understand human nature as it might be very simple or very complex at the same time. Hence, understanding the human nature is significant for effective motivation of employees at the workplace. Gary Dessler (2004) argues that motivation is the intensity of an employee desire to engage in some actions. However, Buford, Bedeian Lindner (1995) stated that motivation is a tendency to behave in an intentional manner to fulfil particular and insatiable needs. Nevertheless, Kreitner (1995) presented a different view. According to his statement, motivation is a psychological process that provides behaviour aim and direction. Furthermore, as defined by John Schermerhorn (2005) and subsequently supported by Stephen Robbins and Mary Coulter (2003), motivation is the willingness which presents the level, direction, and perseverance of effort expanded at work to satisfy some individual needs. As claimed by Kondo (1995), motivating the employees is one of the numerous conditions and policies recognised to achieve the objectives of each company. Moreover, people involved in a task have to be sufficiently motivated to overcome all difficulties. Therefore, by saying, a company is its people it is meant that () people are our most important assets (Schermerhorn, 2005). This statement demonstrates that a proper approach to people in an organisation is extremely important, that is, if managers treat employees appropriately, they will be repaid with effective work. What is important, even if we create an outstanding organisation, it will not be effective and even counter-productive if the employees lack motivation (Kondo, 1995). To conclude, highly motivated employees seem to be the most important assets for owners, chairmen, managers. Otherwise the productivity of the employees and the costs of the production will dramatically deteriorate. Personality and behaviour of employees It is commonly known that people differ in characters, abilities, values, behaviour, and needs. Moreover, different actions cause various reactions on people. One employee might jump whenever the boss wishes, while the other would not execute this order (Dessler, 2004). For a manager it is significant to be familiar with how to manage different personalities as ineffective management of a team with different personalities as well as working styles might lead to a failure of a particular project. As stated by Schermerhorn (2005) personality is the mixture or overall profile of characteristics that causes one person to stand out from all others. personality As claimed by Carl Jung, the Myers-Briggs Type Indicator (MBTI) is a popular tool for measuring personality. This system is helpful for organisations to be familiar with the working styles of employees, balance teams and avoid conflicts. According to Myers-Briggs, assessment characteristics of personality are classified as: Introvert/Extrovert; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving. The MBTI questionnaires categorised people into 16 personality types along four scales (Mutchler, 1998). Employees who possess the introvert personality tend to be introspective, they are often an analytical and scrupulous team member. However, extroverts are active as well as easy-going and comfortable with expressing their ideas openly. The sensing/intuition personalities tend to measure process of information. A sensing person seems to be visual and fact-oriented, whereas an intuitive person has a tendency to be more open and creative. The thinking/feeling type of personalities refers to the decisions making. Thinkers draw conclusions based on external standards and regulations, however, feelers are more focused on protecting feelings and values. As team members, feelers might consolidate people, while thinkers are successful in expressing logical reasons behind decisions. Finally, judging/perceiving concerns the approach people have to their life. People with judging personality tend to be well organised and they know what to do about their daily activities, while people with perceiving personalities are more flexible and spontaneous. It is note-worthy that every team is enriched by diversity, therefore, a range of personalities might create a stronger team. Moreover, the diversity of the team might bring into a project different ideas, which is bound to increase performance and creativity of the team (Boddy, 2002). On the other hand, as claimed by Gary Dessler (2004) and illustrated in Figure 4. psychologists, nowadays emphasise the big five personality traits as they apply to such behaviour at work as extroversion, emotional stability, agreeableness, conscientiousness and openness to experience. Extroversion is personality where a person is outgoing, assertive and friendly. While emotional stability names someone who is relaxed, calm and secure. Moreover, this person is emotionally stable and confident. Agreeableness, in turn, is someone who is good-natured, cooperative and trusting. Furthermore, a person who possesses an agreeable personality is also in good relationships with others, and a disagreeable person generates conflicts and discomfort for others. The following personality is called conscientiousness. An employee with this character trait is responsible, trustworthy and careful. On the other hand, a person who lacks conscientiousness is careless and often doing little. Finally, openn ess is the degree, to which someone is curious, open to new idea and creative. What is more, an open person is tolerant, open to change and receptive to new things. Moreover a person who lacks openness is resistant to change, narrow-minded and has limited sources of interests (Schermerhorn, 2005). Many studies conclude that these five traits signify the essential structure of personality, and therefore influence how the person behaves (Beck, 2000). In addition, personality traits are not the only one factor which is responsible for persons behaviour at work. Therefore, individual differences in abilities also influence workers behaviour and performance (McCormick and Tiffin, 1974). To perform the work successfully every employee needs to possess appropriate abilities. However, even the most competent employee will not perform the task successfully without motivation. Therefore, Performance = Ability x Motivation (Dessler, 2004). As claimed by Richard Field (2002) the main goal of attitudes is information of how to act with regard to other person. Moreover, attitudes are significant in organisations as they affect behaviour. Additionally, we may distinguish three parts of work attitudes that are the affective, such as what the employee feels about work, as well as the cognitive attitude- what the employee thinks about the work and the international- what actions is the employee planning to perform at work. Moreover, the job satisfaction is influenced by both the work environment and by the employees personal traits. It has been assessed that the individuals personality constitute between 10% and 30% of employees job satisfaction, however, 40% to 60% of the discrepancy in job satisfaction is motivated by situational factors. Furthermore, the interaction between personality and the situation constituted between 10% and 20% (Field, 2002). Theories of Motivation There are numerous motivation theories, however, the universal theory of motivation, which can explain all its aspects does not exist as each person is unique and has different needs and expectations. Managers have for ages attempted to understand why for one person work is enthusiastic and challenging, and means a possibility to improve the ability, while for other person work is something which you have to perform, as compulsion to survive and for living in a good condition. Theories of motivation focused on how managers might motivate their subordinates. However, they also have to motivate other people such as colleagues, consumers, or other managers. Psychologists created three main approaches when studied what motivates employees such as the need-based, process based and learning/reinforcement-based approaches. Need-based Approaches to Motivation Need-based approaches to motivation concentrate on how needs trigger people to act the way they act as well as which needs are the most significant for each person. The most common theories of motivation are: Maslows Hierarchy of Needs Theory, Herzbergs theory, McClelland theory and McGregor theory. Scientists generally commence most discussions concerning motivation by explaining individual needs; therefore, as claimed by Schermerhorn (2005), a need is an unmet desire. An extremely significant and generally known theory of motivation is Maslows needs-hierarchy theory. Abraham Maslow a hierarchy of needs Abraham Maslow was an American clinical psychologist, who formed a theory of human motivation to understand the needs of his patients. This model suggests that people have different types of needs. He also found it useful to investigate data and observations of Douglas McGregor theory. He proved that the lower-order needs are leading until they are at least partly satisfied (Maslow, 1970). On the basis of this theory, an unsatisfied need can change a persons behaviour while a satisfied one can be a motivator of immediate action. As illustrated in Figure 5, Maslow argued that there is a hierarchy of five levels of needs. Starting from the lowest one, we may distinguish needs such as physiological, security, social, self-esteem and self-actualisation. Physiological needs are the needs essential for survival, such as: food, water, shelter and clothing. These needs may be satisfied in an organisation by monetary compensation. Maslow proved that if these basic needs are unsatisfied, people will focus on activities that allow them to obtain the necessity of life. If they do not fulfil these basic needs, they will not strive to reach the higher needs (Boddy, 2002). However, if the physiological needs are gratified, new needs would appear which he called security needs. These needs provide such values as: security, protection, stability, dependency (Maslow, 1970). They protect from fears, anxiety and chaos. In the event of this need being paramount for a person, a stable and regular job with secure working conditions may satisfy them. A company may meet these needs by medical or retirement benefits. The following need is belongingness which may be reached by assuring a place in the group or family. This need triggers affection and love and also requires closeness and cooperation with other people. This is the desire for acceptance and approval by friends and co-workers (Boddy, 2002). Maslow discovered that a wide variety of people possess self- esteem needs, which means self-respect and the respect of others. Self-respect is gratified when people have a sense of achievement, confidence, adequacy and competence. Moreover, people search for the respect of others, a desire for reputation in the eyes of other people such as prestige, status, attention and recognition. They wish to be noticed by others. In most cases they take challenging or difficult tasks just to demonstrate that they are good at their job. This behaviour gives them respect and status. To motivate employees through satisfying those needs, management may offer them recognition awards. Finally, Maslow named the paramount range of needs as self-actualisation, which provides the desire for self-fulfilment as well as potential. Maslows pointed out that this need only begins to dominate when the all lower-level needs have been relatively satisfied. People who wish to gratify self-actualisation needs will search for personal relevance in their work. They are more willing to value new responsibilities to realise their potential and also develop new talents, skills or horizons (Boddy, 2002). Unfortunately, on this level it is almost impossible to satisfy a person completely as this refers to the feeling of self-fulfilment and the realisation of ones potential, which become higher and higher during persons development. This need may be gratified by paying attention to allowing a person to participate in seminars or temporary assignments to special projects. Maslows hierarchy of needs model is referred to as a content theory, it focuses on what will motivate a person without exactly explaining why an individual is motivated. It is not a complete model of human motivation, but it does demonstrate how managers can approach the basic needs of their employees (Alderfer, 1969). Moreover, it suggests that there are significant differences among people in terms of the needs they may wish to satisfy. A manager should always have in mind that motivators may change over time due to environmental influences and the individuals life cycle. It is also note-worthy that, until basic needs are satisfied, people will not concentrate on high-level needs. However, there is little evidence that people must meet their needs in the same sequence of the hierarchy, for instance not all of them must gratify social needs such as affiliation and esteem before moving on to satisfy self-actualisation needs (Dalrymple, 1992). Furthermore, there are people for whom se lf-esteem is often more significant then love, however, for others creativeness is the priority. In this case, they are not searching for self-actualisation once they satisfied their basic needs. Others had such permanently low aspirations that they experienced life at a very basic level (Boddy, 2002). In other words, it is of great significance that human beings always have a variety of needs (Kondo, 1995). Clayton Alderfer- Existence Relatedness Growth (ERG) Theory The following theory provided by Clayton Alderfer (1969) was based on Maslows research and focuses on three needs: existence, relatedness and growth. His work was built on Maslows ideas, however, he presented an alternative to them. He created and researched his theory in questionnaires as well as interview-based studies conducted in five organisations such as: bank, a manufacturing firm, two colleges and a school. His existence needs are similar to Maslows physiological needs and to security needs such as: concern for losing the job and salary. They include physiological desires such as hunger and thirst which symbolise deficiencies in existence needs. Nevertheless, pay and benefits symbolise ways of satisfying material requirements (Dessler, 2004). Relatedness needs focus on relationships with important people such as: family, friends, but also bosses, subordinates, team members or customers. Additionally, they require interpersonal interaction to gratify the needs such as prestige and esteem from others. People gratify these needs by sharing thoughts and feelings. Moreover, acceptance, understanding, and confirmation are significant for satisfying relatedness needs (Boddy, 2002). Growth needs are approximately equal to Maslows needs for self-esteem and self-actualisation. People satisfy these needs if they deal with problems by using their skills or developing new talents (Alderfer, 1969). Maslows and Alderfer models can be distinguished in two major ways. Maslows created five sets of needs, while Alderfer formulated three. Moreover, Maslow claimed that each of the needs should be satisfied before moving to the next level of needs. However, Alderfer argued that existence, relatedness and growth needs are active simultaneously (Dessler, 2004). David McClelland- Need for Affiliation, Power and Achievement David McClelland (1961) examined the way people think in wide variety of situations. Moreover, he claimed that managers should satisfy employees higher-level needs. His research discovered three categories of human needs. They vary in degree in all employees and managers, and characterise style and behaviour. The need for affiliation means to develop and maintain interpersonal relationships. People who have the need for affiliation are motivated to maintain strong relationships with family and friends. In social meetings they attempt to create friendly atmosphere by being agreeable or providing emotional support (Litwin Stringer, 1968). The need for power means to be in a position to influence and control others. People with the need for power wish to influence others directly by providing opinions, making suggestions. They would find themselves as teachers or public speakers as well as leaders. However, the need for power depends on persons other needs. A person with a strong need for power but a low need for good relationships might turn into a dictator. Simultaneously, a person with strong needs for friendship might turn out to be a social worker or a cleric. McClelland assumed that a good manager is motivated by a regimented and regulated concern for influencing others (McClelland, 1995). It means that a good manager should have the need for power; however it always has to be under control. The need for achievement means taking personal responsibility and demonstrating successful results. People who have a strong need for achievement have a predisposition to reach a success, and they are searching for advancement at work. They possess the strong need to achieve satisfaction from challenging goal or task. These people prefer tasks in which success is reasonably achievable, consequently avoiding tasks which are too easy or too difficult (McClelland, 1961). To sum up, it is note-worthy that what is valuable to one person might mean nothing to another. One manager may aspire for promotion, while other is searching for stability and is more satisfied with a slower track. For some managers independence and autonomy are of great significance as they wish to work on their own, while others are more concerned with long-run career job security and also they wish to have stable future (Dessler, 2004). Frederick Herzberg Hygiene-Motivator (two-factor) Theory The following theory provided by Frederick Herzberg (1959) is Hygiene Motivation Theory. He split Maslows theory into lower-level (physiological, security, social) and higher-level (ego, self-actualisation) needs. According to the motivation theory proposed by Herzberg , motivation is managed by two different types of factors such as satisfiers and dissatisfiers. It seems that employees experience dissatisfaction with things such as low pay or noisy working environment and it is significant to eliminate these dissatisfiers. In turn, to motivate employees it is crucial to enrich daily work in satisfiers. Moreover, to motivate employees it is also significant to involve them in preparing working standards and setting work goals, precisely appraising their results, as well as rewarding them appropriately (Kondo, 1995). Herzberg conducted a research with 200 engineers and he focused on their experience of work. The respondents were asked not only to reminisce about a time when they had good time at work but they were also asked to bring back to memory a time when they felt bad at work and provide the background (Boddy, 2002). Research analysis demonstrated that when employees thought about good times they mentioned factors such as: recognition, achievements, responsibility, advancement, and personal growth, work itself, etc. However, when they were describing the bad time, they mentioned the following factors: supervision, company policy and administration, salary, working conditions, interpersonal relations, etc. Herzberg concluded that factors which generate dissatisfaction are hygiene factors and these satisfiers he called motivators, as they seemed to influence individual performance and effort (Herzberg, 1959). According to Herzebrg, it seems to be significant to motivate employees by creating challenges and opportunities for achievement. Consequently, dissatisfied personnel work with lower motivation and their Analysis of Staff Motivation Levels Analysis of Staff Motivation Levels Abstract The objective of this project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. This research study presents the methods of employee motivation and the rewarding system adopted by WILO company. This project is a result of a theoretical study of available literature as well as empirical research conducted at the company in order to analyse the effectiveness of the implemented methods and system. The analysis has also provided background for defining the role of managers and the required skills in the process of motivating employees. In addition, salary and benefits, good atmosphere, interesting job, professional development and job security have been tested and proved to be key motivating factors for both Polish and Hungary WILO employees. Nowadays in the increasingly competitive global economy it seems to be of great significance that motivated employees might turn into the source of the companys competitive advantage, especially in such areas as: quality, service and costs. Therefore, there seems to be a necessity to create a committed workforce, which is an investment for the future resulting in boosted efficiency, creativity, increased turnover, and subsequently a strong position of the company on the competitive market. PREFACE The current competitive business world is focused on fast development and sustainability of strong position on the market, therefore companies search for various ways of ensuring their success. The success of the business seems to be an outcome of the interaction between employees vs. customers, product and the organisation. Therefore, to create a business oriented company these three elements have to work out together to generate a profit for the organisation and financial benefits for employees. Hence, it is significant for an organisation to create a culture where employees would feel appreciated. This might be reached by providing rewards and incentives or benefits in return for their effective work. As a result of this, employees are expected to make efforts to accomplish objectives of an organisation. Background Employee motivation is a key factor in the success or failure of any organisation. In hard economic times, which require companies to face the need to increase both budget cuts and productivity, it appears crucial to maintain workers loyalty and motivate them continuously. Should an organisation omit to motivate its staff, less productivity may occur, morale is not high as well as products and services are of a lower standard. I have selected the topic of motivating and rewarding of employees as my interests are focused on motivation programmes and I wish to gain an improved understanding of the area of building employee engagement. Moreover, my choice was dictated by my willingness to develop a better understanding of what precisely could motivate employees in different subsidiaries at WILO company. Furthermore, I wish to concentrate on factors which could potentially encourage employees to be committed to work and develop a better atmosphere at a workplace. The objective of the study The main objective of the project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. Moreover, the goal of the research is to conduct a theoretical study of selected literature as well as empirical data collection by means of a survey, questionnaires and interviews at WILO company. I will also attempt to analyse the data to be aware of the current level of motivation as well as classify significant motivators for the Polish and Hungarian employees at WILO company. Finally I wish to draw a conclusion to improve the level of satisfaction and to build a better committed workforce. Summary The project has been divided into six chapters: Introduction to the study, literature review, WILO company motivation and compensation system, methodology, results of the survey, and conclusion. The literature of the field presents all manner of findings concerning solutions to the problem of motivating and rewarding employees. For the purpose of formulating the main concepts of my thesis, I reviewed a wide variety of relevant literature, which serves to provide a theoretical background to my study. First part of the literature review covers the definition of motivation as well as various theories of motivation. Moreover, I explore Maslows hierarchy of needs theory, in comparison with Herzbergs theory, Alderfer as well as McClelland theory and McGregor theory (Schermerhorn, 2005). Furthermore, I focus on personalities and behaviour of employees and cover various issues regarding motivation and compensation systems, techniques and tools, and, in addition, I wish to explore the role of a manager. The following part focuses on a motivation and compensation system at WILO company. I will attempt to present the way of motivating and rewarding employees at WILO company as well as the benefits and perks received by WILO employees. Furthermore, I introduce the training system which is applied at WILO to boost productivity. The thesis will consist of two parts, that is a theoretical and a practical one. In the theoretical part of my thesis, I intend to examine selected literature of the field in order to present possible ways of motivating and rewarding. In the practical part of my thesis, I will conduct a research whose purpose is to analyse empirical data extracted by means of questionnaires carried out in the Polish and Hungarian subsidiaries of WILO company. My study will explore the role of leadership in the process of motivation and methods of improving working conditions, by means of bonuses provided by the company. Finally, I draw a conclusion and discover crucial findings regarding motivation and compensation of the Polish and Hungarian subsidiaries of WILO company. Motivating and rewarding employees is one of the most significant and the most challenging activities that managers perform. Managers invariably debate on ways of motivating, thus we are in a position to find numerous views and speculations regarding this topic. It appears to be crucial to demonstrate briefly paramount ideas regarding motivation and rewarding of employees, presented by different authors. Moreover, both academic researchers as well as practicing managers have attempted to understand and explain the problem of employee motivation for years (Robbins, Coulter, 2003 p. 425). Furthermore, effective managers who expect from their employees the maximum effort recognise that they are required to be familiar with the way employees are motivated as well as to modify their motivational practices to satisfy their needs. Chapter Two Literature Review Definition of Motivation There is hardly anything more frustrating than working hard, meeting or exceeding expectations and discovering that it doesnt matter to your company. You get nothing special, or you get what everyone else does. People need to get differentiated rewards and recognition to be motivated. (Jack Welch, 2005:107). There seems to be a wide variety of definitions of motivation. It is a term originally descended from the Latin word movere, which means to move (Rue, Byars, 2000). However, it has been extended to include the various factors by which human behaviour is triggered (Campbell Pritchard, 1976). What is interesting, the concept of the motivation was already well-known in ancient times as, for instance, Egyptian pyramids or the Great Wall in China without motivation and determination would not exist. It should be borne in mind that the problem of motivation is not a current development. Research conducted by William James in the late 1800s pointed out the significance of motivation. He assumed that hourly employees might keep their jobs by applying approximately 20 to 30 percent of their ability. Moreover, he found that highly motivated workers will perform at approximately 80 to 90 percent of their ability. Consequently, highly motivated employees are in a position to increase in performance as well as significantly decrease in problems such as turnover, strikes, absenteeism (Rue, Byars, 2000). As expressed by the 34th American president Dwight D. Eisenhower: Motivation is the art of getting people to do what you want them to do because they want to do it. Motivation might be analysed by the following sequence: Consequently, in motivation needs create motives, which lead to the accomplishment of goals. Moreover, a motive is a stimulus which leads to an action that satisfies the need, which means that motives create actions. When employees achieve the goals, they satisfy the needs and simultaneously decrease the motive. Nonetheless, it might occur that other needs may arise. Understanding the motivation sequence provides managers with slight help in determining what motivates employees (Rue, Byars, 2000). Nowadays it is extremely important to have motivated employees in every organisation. While non-motivated employees will not provide good service, they are likely to make mistakes and the reputation of the organisation may suffer as a result. Therefore, all businesses need enthusiastic and committed employees who work to support organisational goals. What is important, motivation occurs within people; therefore work needs to meet their goals as well. Additionally, people have different motivation, consequently a reward that is attractive to one employee might be unimportant to another (Boddy, 2002). Moreover, one of the paramount factors which has an impact on efficiency and effectiveness of employees work as well as how they organise time at work is their motivation (Bruce and Pepitone, 2001). While, as claimed by Forsyth (2001), non-motivated employees tend to spend more time on breaks, surfing the internet or private discussion. Nevertheless, motivation commences with employee engagement, and engagement starts with effective communication skills. As mentioned by Jack Welch, former CEO of General Electric (GE) and current Business Week columnist, no company, large or small, can succeed over the long run without energised employees who believe in the mission and understand how to achieve it. It is also worth mentioning that three main words in this quotation remain the secret to motivating employees: energised, believe, understand (Gallo, 2008). Moreover, according to Carmine Gallo (2008), successful companies have employees who believe in their mission. As emphasised by Scott Cook (INTU), people want more than a paycheck. They want to feel as though they are part of something bigger than themselves. When discussing motivation, not only should we mention a different management style adopted in Europe in comparison to Asia and America, but also the differences between companies in the same country or even differences between workplaces in the same company. To understand better what precisely could motivate employees I will attempt to explore what motivation means in general. As claimed by Dessler (2004), a motive is an incentive that stimulates the person into the action or provides direction as well as hints to action. However, Robbins and Coulter (2003) presented a different view. They claim that motivation is the willingness which brings out high levels of strivings to achieve goals as well as to satisfy individual needs. What is more, studies conducted by Schermerhorn (2005), also provide a valuable input. He argues that motivation is in charge of the standard, direction, as well as tenacity of effort developed at the workplace. Moreover, in order to understand motivation, it is essential to understand human nature as it might be very simple or very complex at the same time. Hence, understanding the human nature is significant for effective motivation of employees at the workplace. Gary Dessler (2004) argues that motivation is the intensity of an employee desire to engage in some actions. However, Buford, Bedeian Lindner (1995) stated that motivation is a tendency to behave in an intentional manner to fulfil particular and insatiable needs. Nevertheless, Kreitner (1995) presented a different view. According to his statement, motivation is a psychological process that provides behaviour aim and direction. Furthermore, as defined by John Schermerhorn (2005) and subsequently supported by Stephen Robbins and Mary Coulter (2003), motivation is the willingness which presents the level, direction, and perseverance of effort expanded at work to satisfy some individual needs. As claimed by Kondo (1995), motivating the employees is one of the numerous conditions and policies recognised to achieve the objectives of each company. Moreover, people involved in a task have to be sufficiently motivated to overcome all difficulties. Therefore, by saying, a company is its people it is meant that () people are our most important assets (Schermerhorn, 2005). This statement demonstrates that a proper approach to people in an organisation is extremely important, that is, if managers treat employees appropriately, they will be repaid with effective work. What is important, even if we create an outstanding organisation, it will not be effective and even counter-productive if the employees lack motivation (Kondo, 1995). To conclude, highly motivated employees seem to be the most important assets for owners, chairmen, managers. Otherwise the productivity of the employees and the costs of the production will dramatically deteriorate. Personality and behaviour of employees It is commonly known that people differ in characters, abilities, values, behaviour, and needs. Moreover, different actions cause various reactions on people. One employee might jump whenever the boss wishes, while the other would not execute this order (Dessler, 2004). For a manager it is significant to be familiar with how to manage different personalities as ineffective management of a team with different personalities as well as working styles might lead to a failure of a particular project. As stated by Schermerhorn (2005) personality is the mixture or overall profile of characteristics that causes one person to stand out from all others. personality As claimed by Carl Jung, the Myers-Briggs Type Indicator (MBTI) is a popular tool for measuring personality. This system is helpful for organisations to be familiar with the working styles of employees, balance teams and avoid conflicts. According to Myers-Briggs, assessment characteristics of personality are classified as: Introvert/Extrovert; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving. The MBTI questionnaires categorised people into 16 personality types along four scales (Mutchler, 1998). Employees who possess the introvert personality tend to be introspective, they are often an analytical and scrupulous team member. However, extroverts are active as well as easy-going and comfortable with expressing their ideas openly. The sensing/intuition personalities tend to measure process of information. A sensing person seems to be visual and fact-oriented, whereas an intuitive person has a tendency to be more open and creative. The thinking/feeling type of personalities refers to the decisions making. Thinkers draw conclusions based on external standards and regulations, however, feelers are more focused on protecting feelings and values. As team members, feelers might consolidate people, while thinkers are successful in expressing logical reasons behind decisions. Finally, judging/perceiving concerns the approach people have to their life. People with judging personality tend to be well organised and they know what to do about their daily activities, while people with perceiving personalities are more flexible and spontaneous. It is note-worthy that every team is enriched by diversity, therefore, a range of personalities might create a stronger team. Moreover, the diversity of the team might bring into a project different ideas, which is bound to increase performance and creativity of the team (Boddy, 2002). On the other hand, as claimed by Gary Dessler (2004) and illustrated in Figure 4. psychologists, nowadays emphasise the big five personality traits as they apply to such behaviour at work as extroversion, emotional stability, agreeableness, conscientiousness and openness to experience. Extroversion is personality where a person is outgoing, assertive and friendly. While emotional stability names someone who is relaxed, calm and secure. Moreover, this person is emotionally stable and confident. Agreeableness, in turn, is someone who is good-natured, cooperative and trusting. Furthermore, a person who possesses an agreeable personality is also in good relationships with others, and a disagreeable person generates conflicts and discomfort for others. The following personality is called conscientiousness. An employee with this character trait is responsible, trustworthy and careful. On the other hand, a person who lacks conscientiousness is careless and often doing little. Finally, openn ess is the degree, to which someone is curious, open to new idea and creative. What is more, an open person is tolerant, open to change and receptive to new things. Moreover a person who lacks openness is resistant to change, narrow-minded and has limited sources of interests (Schermerhorn, 2005). Many studies conclude that these five traits signify the essential structure of personality, and therefore influence how the person behaves (Beck, 2000). In addition, personality traits are not the only one factor which is responsible for persons behaviour at work. Therefore, individual differences in abilities also influence workers behaviour and performance (McCormick and Tiffin, 1974). To perform the work successfully every employee needs to possess appropriate abilities. However, even the most competent employee will not perform the task successfully without motivation. Therefore, Performance = Ability x Motivation (Dessler, 2004). As claimed by Richard Field (2002) the main goal of attitudes is information of how to act with regard to other person. Moreover, attitudes are significant in organisations as they affect behaviour. Additionally, we may distinguish three parts of work attitudes that are the affective, such as what the employee feels about work, as well as the cognitive attitude- what the employee thinks about the work and the international- what actions is the employee planning to perform at work. Moreover, the job satisfaction is influenced by both the work environment and by the employees personal traits. It has been assessed that the individuals personality constitute between 10% and 30% of employees job satisfaction, however, 40% to 60% of the discrepancy in job satisfaction is motivated by situational factors. Furthermore, the interaction between personality and the situation constituted between 10% and 20% (Field, 2002). Theories of Motivation There are numerous motivation theories, however, the universal theory of motivation, which can explain all its aspects does not exist as each person is unique and has different needs and expectations. Managers have for ages attempted to understand why for one person work is enthusiastic and challenging, and means a possibility to improve the ability, while for other person work is something which you have to perform, as compulsion to survive and for living in a good condition. Theories of motivation focused on how managers might motivate their subordinates. However, they also have to motivate other people such as colleagues, consumers, or other managers. Psychologists created three main approaches when studied what motivates employees such as the need-based, process based and learning/reinforcement-based approaches. Need-based Approaches to Motivation Need-based approaches to motivation concentrate on how needs trigger people to act the way they act as well as which needs are the most significant for each person. The most common theories of motivation are: Maslows Hierarchy of Needs Theory, Herzbergs theory, McClelland theory and McGregor theory. Scientists generally commence most discussions concerning motivation by explaining individual needs; therefore, as claimed by Schermerhorn (2005), a need is an unmet desire. An extremely significant and generally known theory of motivation is Maslows needs-hierarchy theory. Abraham Maslow a hierarchy of needs Abraham Maslow was an American clinical psychologist, who formed a theory of human motivation to understand the needs of his patients. This model suggests that people have different types of needs. He also found it useful to investigate data and observations of Douglas McGregor theory. He proved that the lower-order needs are leading until they are at least partly satisfied (Maslow, 1970). On the basis of this theory, an unsatisfied need can change a persons behaviour while a satisfied one can be a motivator of immediate action. As illustrated in Figure 5, Maslow argued that there is a hierarchy of five levels of needs. Starting from the lowest one, we may distinguish needs such as physiological, security, social, self-esteem and self-actualisation. Physiological needs are the needs essential for survival, such as: food, water, shelter and clothing. These needs may be satisfied in an organisation by monetary compensation. Maslow proved that if these basic needs are unsatisfied, people will focus on activities that allow them to obtain the necessity of life. If they do not fulfil these basic needs, they will not strive to reach the higher needs (Boddy, 2002). However, if the physiological needs are gratified, new needs would appear which he called security needs. These needs provide such values as: security, protection, stability, dependency (Maslow, 1970). They protect from fears, anxiety and chaos. In the event of this need being paramount for a person, a stable and regular job with secure working conditions may satisfy them. A company may meet these needs by medical or retirement benefits. The following need is belongingness which may be reached by assuring a place in the group or family. This need triggers affection and love and also requires closeness and cooperation with other people. This is the desire for acceptance and approval by friends and co-workers (Boddy, 2002). Maslow discovered that a wide variety of people possess self- esteem needs, which means self-respect and the respect of others. Self-respect is gratified when people have a sense of achievement, confidence, adequacy and competence. Moreover, people search for the respect of others, a desire for reputation in the eyes of other people such as prestige, status, attention and recognition. They wish to be noticed by others. In most cases they take challenging or difficult tasks just to demonstrate that they are good at their job. This behaviour gives them respect and status. To motivate employees through satisfying those needs, management may offer them recognition awards. Finally, Maslow named the paramount range of needs as self-actualisation, which provides the desire for self-fulfilment as well as potential. Maslows pointed out that this need only begins to dominate when the all lower-level needs have been relatively satisfied. People who wish to gratify self-actualisation needs will search for personal relevance in their work. They are more willing to value new responsibilities to realise their potential and also develop new talents, skills or horizons (Boddy, 2002). Unfortunately, on this level it is almost impossible to satisfy a person completely as this refers to the feeling of self-fulfilment and the realisation of ones potential, which become higher and higher during persons development. This need may be gratified by paying attention to allowing a person to participate in seminars or temporary assignments to special projects. Maslows hierarchy of needs model is referred to as a content theory, it focuses on what will motivate a person without exactly explaining why an individual is motivated. It is not a complete model of human motivation, but it does demonstrate how managers can approach the basic needs of their employees (Alderfer, 1969). Moreover, it suggests that there are significant differences among people in terms of the needs they may wish to satisfy. A manager should always have in mind that motivators may change over time due to environmental influences and the individuals life cycle. It is also note-worthy that, until basic needs are satisfied, people will not concentrate on high-level needs. However, there is little evidence that people must meet their needs in the same sequence of the hierarchy, for instance not all of them must gratify social needs such as affiliation and esteem before moving on to satisfy self-actualisation needs (Dalrymple, 1992). Furthermore, there are people for whom se lf-esteem is often more significant then love, however, for others creativeness is the priority. In this case, they are not searching for self-actualisation once they satisfied their basic needs. Others had such permanently low aspirations that they experienced life at a very basic level (Boddy, 2002). In other words, it is of great significance that human beings always have a variety of needs (Kondo, 1995). Clayton Alderfer- Existence Relatedness Growth (ERG) Theory The following theory provided by Clayton Alderfer (1969) was based on Maslows research and focuses on three needs: existence, relatedness and growth. His work was built on Maslows ideas, however, he presented an alternative to them. He created and researched his theory in questionnaires as well as interview-based studies conducted in five organisations such as: bank, a manufacturing firm, two colleges and a school. His existence needs are similar to Maslows physiological needs and to security needs such as: concern for losing the job and salary. They include physiological desires such as hunger and thirst which symbolise deficiencies in existence needs. Nevertheless, pay and benefits symbolise ways of satisfying material requirements (Dessler, 2004). Relatedness needs focus on relationships with important people such as: family, friends, but also bosses, subordinates, team members or customers. Additionally, they require interpersonal interaction to gratify the needs such as prestige and esteem from others. People gratify these needs by sharing thoughts and feelings. Moreover, acceptance, understanding, and confirmation are significant for satisfying relatedness needs (Boddy, 2002). Growth needs are approximately equal to Maslows needs for self-esteem and self-actualisation. People satisfy these needs if they deal with problems by using their skills or developing new talents (Alderfer, 1969). Maslows and Alderfer models can be distinguished in two major ways. Maslows created five sets of needs, while Alderfer formulated three. Moreover, Maslow claimed that each of the needs should be satisfied before moving to the next level of needs. However, Alderfer argued that existence, relatedness and growth needs are active simultaneously (Dessler, 2004). David McClelland- Need for Affiliation, Power and Achievement David McClelland (1961) examined the way people think in wide variety of situations. Moreover, he claimed that managers should satisfy employees higher-level needs. His research discovered three categories of human needs. They vary in degree in all employees and managers, and characterise style and behaviour. The need for affiliation means to develop and maintain interpersonal relationships. People who have the need for affiliation are motivated to maintain strong relationships with family and friends. In social meetings they attempt to create friendly atmosphere by being agreeable or providing emotional support (Litwin Stringer, 1968). The need for power means to be in a position to influence and control others. People with the need for power wish to influence others directly by providing opinions, making suggestions. They would find themselves as teachers or public speakers as well as leaders. However, the need for power depends on persons other needs. A person with a strong need for power but a low need for good relationships might turn into a dictator. Simultaneously, a person with strong needs for friendship might turn out to be a social worker or a cleric. McClelland assumed that a good manager is motivated by a regimented and regulated concern for influencing others (McClelland, 1995). It means that a good manager should have the need for power; however it always has to be under control. The need for achievement means taking personal responsibility and demonstrating successful results. People who have a strong need for achievement have a predisposition to reach a success, and they are searching for advancement at work. They possess the strong need to achieve satisfaction from challenging goal or task. These people prefer tasks in which success is reasonably achievable, consequently avoiding tasks which are too easy or too difficult (McClelland, 1961). To sum up, it is note-worthy that what is valuable to one person might mean nothing to another. One manager may aspire for promotion, while other is searching for stability and is more satisfied with a slower track. For some managers independence and autonomy are of great significance as they wish to work on their own, while others are more concerned with long-run career job security and also they wish to have stable future (Dessler, 2004). Frederick Herzberg Hygiene-Motivator (two-factor) Theory The following theory provided by Frederick Herzberg (1959) is Hygiene Motivation Theory. He split Maslows theory into lower-level (physiological, security, social) and higher-level (ego, self-actualisation) needs. According to the motivation theory proposed by Herzberg , motivation is managed by two different types of factors such as satisfiers and dissatisfiers. It seems that employees experience dissatisfaction with things such as low pay or noisy working environment and it is significant to eliminate these dissatisfiers. In turn, to motivate employees it is crucial to enrich daily work in satisfiers. Moreover, to motivate employees it is also significant to involve them in preparing working standards and setting work goals, precisely appraising their results, as well as rewarding them appropriately (Kondo, 1995). Herzberg conducted a research with 200 engineers and he focused on their experience of work. The respondents were asked not only to reminisce about a time when they had good time at work but they were also asked to bring back to memory a time when they felt bad at work and provide the background (Boddy, 2002). Research analysis demonstrated that when employees thought about good times they mentioned factors such as: recognition, achievements, responsibility, advancement, and personal growth, work itself, etc. However, when they were describing the bad time, they mentioned the following factors: supervision, company policy and administration, salary, working conditions, interpersonal relations, etc. Herzberg concluded that factors which generate dissatisfaction are hygiene factors and these satisfiers he called motivators, as they seemed to influence individual performance and effort (Herzberg, 1959). According to Herzebrg, it seems to be significant to motivate employees by creating challenges and opportunities for achievement. Consequently, dissatisfied personnel work with lower motivation and their