Quality of Work Life Essay Example for Free

Quality of Work Life Essay Employees at any level many time experience a sense of frustration because low level of wages, poor working conditions, unfavourable terms of employment, inhuman treatement by their superiors the like whereas managerial personnel feel frustrated because of alienation over their condition of employment , interpersonal conflicts, role conflicts, Job pressure , lack of freedom , absence of challenging work, etc. QWL means different things to different people, J. Richard J. Loy define QWL as the degree to which members of a work organization are able to satisfy mportant personnel needs through their experience in the organization. In the search for improved productivity, manager executives alike are discovering the important contribution of QWL. Hackman suttle describe QWL from varied viewpoints. From a professional view point , it refers to industrial democracy, increase workewrs participation in corporate decision making , or culmination of the goals of human realations. In terms of management perspective, it relates to a variety of efforts to improve productivity through improvements in the human , rather than he capital or technological inputs of production. From standpoint of the characteristics of individual workers , it refers to the degree to which members of a work organization are able to satisfy important personal needs through their experience in the organization. From the unions, perspective , it is a more equitable sharing of the income and resources of the work of organization, and more human healthier working conditions. DIMENSIONS OF STUDY : Quality of work life improvement are defined as any activity which takes place at very level of organization which seeks greater organizational effectiveness through enhancement of human dignity and growth a process through which the stockholders in the organization management, union and employees- learn how to work together to better to determine for themselves what actions, changes improvements are desirable and workable in order to achive twin simultaneous goals of an improve quality of life at work for all members of organization greater effectiveness for the company and unions. Trade union claim that they are responsible for the improvements in various facilities to workers hereas management takes credit for improved salaries, benefits facilities. However, HR manager has identified specific issues in QWL. Klott Mundick Schuster suggested major QWL issues. They are: (1) Pay Employment on permanent basis: Good pay still dominates most of the other factors in employee satisfaction. Various alternative means for providing wages should be developed in view of increase in cost of living index , increase in levels rates of income tax profession tax. QWL must be build around an equitable pay programs . in uture more workers may want to participate in the profits of the firm. Employment of workers on casual, temporary, probationary basis gives them sense of insecurity. On the other hand , employment on the other basis gives them security leads to higher order QWL. (2) Occupational Stress : Stress is a condition of strain on ones emotions, thought process ; physical condition . stress is determined by the workers abilities nature and match with the Job requirements. Stress is cause due irritability, offering prestigious designation to the Jobs, providing well furnish amp; decent work places, offering membership in clubs or association , providing vehicles, offering vacation trips, or means to recognize the employees hyper- excitation or depression unstable behaviour, fatigue, stuttering, trembling psychometric pains, heavy smoking drug abuse. Stress adversely effects on employees productivity. The HR manager, in order to minimize the stress has to identifiy, prevent ; tackle the problem. He may arrange the treatment of problem with the health unit or provide some stress buster activities during the hectic work schedule. 3) Organizational Health programs : Organizational health programs aim at educating employees about health problems means of maintaining ; improving health etc. These programme covers drinking and smoking cessation ( if it is affecting the productivity of employee ) , hypertension control , other forms of cardiovascular risk reduction, family planning etc. Effective implementation of these progrme results in reduction in absenteeism, hospitalization ,disability, excessive Job turnover ; premature death. It should also covers relaxation, physical exercise , diet control etc. 4) Alternative work schedule : Alternative work schedule including work at home , flexible working hours, staggered hours , and reduced work week, part time employment which may be introduced for the convenience ; comfort of the workers as the work schedule which offers the individual the leisure time , flexible hours of work is preferred. 5) Participative Management ; control of work : Trade unions and workers participation in management and decision making improves QWL . workers also feel that they have control their work, use their skills ; make a real contribution to the Job if they re allowed to participate in creative and decision making process. (6) Recognition : recognizing the employee as a human being rather than as a labourer increases the QWL . Participative management , awarding the rewarding systems , congratulating the employees for their achievement , Job enrichment, offering prestigious designation to the Jobs, providing well furnish and decent work places,offering membership in club or associations , providing vehicles , offering vacation trips, or some means to recognize the employees . (7) Congenial Worker- supervisor Relation : Harmonious supervisor- worker relations give the worker essence of social association , belongingness, achievement of worker results etc. This in turn led to better QWL. 8) Grievance procedure : workers have a sence of fair treatement when the company gives them opportunity to ventilate their grievances and represent their case succinctly rather than settling the problems arbitrarily. (9) Adequacy of resources : Resources should match with stated objective ; otherwise , employee will not be able to attain them . This results in the employee dissatisfaction and lower QWL. 10) Seniority ; meri t in promotions : seniority is generally taken as the basis of promotion in case of operating employees . Merit is considered as the basis for advancement for managerial people whereas seniority cum- merit is preferred for promotion of ministerial employees. The promotional policies ; activities should be fair 7 Just in order to ensure higher QWL. (11) Welfare Benefits : Since workers are now better organized , educated ; vociferous, they demand social security ; welfare benefits as a matter of right which were once considered a part of bargaining process.

Bayezid I :: Ancient History European

Bayezid I- (r.1389-1402) Ottoman ruler who started to besiege Constantinople in 1395. The Europeans saw him as a new threat to Christendom, and Hungary’s king led English, French, German, and Balkan knights in a crusade against the Turks. He defeated them at Nicopolis, and moved their capital from Bursa to France. If Bayezid had not defeated the Christians, the Ottoman Empire might not have taken Constantinople. The armies of Timur defeated him near Ankara in 1402 where he was taken prisoner and died in captivity. Captiulations- gave autonomy to foreigners living in a Muslim territory (a practice adopted by the Ottomans). European nationals were freed from having to bey Ottoman laws or pay taxes. This attracted European traders, and spared the ottomans from having to settle their disputes. System adopted from the Mamluks. Constantinople former capital of the Byzantine Empire and of the Ottoman Empire , since 1930 officially called Istanbul (for location and description, see Istanbul ). It was founded (AD 330) at ancient Byzantium as the new capital of the Roman Empire by Constantine I, after whom it was named. The largest and most splendid European city of the Middle Ages, Constantinople shared the glories and vicissitudes of the Byzantine Empire, which in the end was reduced to the city and its environs. Although besieged innumerable times by various peoples, it was taken only three times—in 1204 by the army of the Fourth Crusade (see Crusades ), in 1261 by Michael VIII, and in 1453 by the Ottoman Sultan Muhammad II. Defended by Greek fire , it was also well fortified. An early inner wall was erected by Constantine I, and the enlarged Constantinople was surrounded by a triple wall of fortifications, begun (5th cent.) by Theodosius II. Built on seven hills, the city on the Bosporus presented the appearance of an impregnable fortress enclosing a sea of magnificent palaces and gilded domes and towers. In the 10th cent., it had a cosmopolitan population of about 1 million. The Church of Hagia Sophia , the sacred palace of the emperors (a city in itself); the huge hippodrome, center of the popular life; and the Golden Gate, the chief entrance into the city; were among the largest of the scores of churches, public edifices, and monuments that lined the broad arcaded avenues and squares. Constantinople had a great wealth of artistic and literary treasures before it was sacked in 1204 and 1453.

Organizational Structure and Culture Essay

Authority structure within organizations is important for the oversight of delegated processes and expected outcomes. Without structure, chaos would impede support, communications, and vision development. Organizational designs vary according to the need of the organization to operate efficiently, to achieve goals, and to support the associates within the organization. The organizational structure style design helps lead the organization in successful endeavors (Sullivan & Decker, 2009). Organizational History The history of an organization contributes to the design of the formal organizational structure.  The medical center has a tumultuous history. A new modern building was constructed in 2000 to replace an older structure. The local physicians had no input into the decision or design of the new facility. The organizational structure during that time was a strict parallel design. The physicians reported to the chief medical officer and the Board of Trustees. The physicians jointly decided not to support the new local hospital; the organization began to collapse. The medical center eventually fell into bankruptcy because of the lack of physician support, poor financial management, and unscrupulous use of organizational monies. The court system retained a reconstruction organization in an attempt to rebuild the local hospital. During the time of bankruptcy the parallel organizational structure remained in place, but with less authority of the medical governance branch. The main focus of the organizational structure was financial survival of the organization. An immediate change was needed for the improvement of the dangerously low morale of the health care associates The once country owned, bankrupted not-for-profit-hospital was bought and sold twice before stabilization began to be a possibility. A corporation purchased the hospital and changed it to a for-profit organization. There was very little resistance to the change because the organization had been surviving in chaos. According to Kurt Lewin’s three stage theory of change, the first phase, the unfreezing phase, is an important phase of change. Change is getting ready to happen during this phase. The health care associates of the medical center had been getting ready for change for a few years. The unfreezing phase requires the development of motivation. Motivation was the chance to prosper in a successful business venture while delivering quality care to the community (â€Å"Kurt Lewin,† 2012). Generational Culture The generational culture of the organization had a positive effect on the change. There was a common goal developed, the success of the organization. The generational similarities outnumber the generational differences. According Anick (2008), â€Å"The top reason for happiness in the workplace is the sense of feeling valued† (Table 2. Elements on which members of each generation are mostly similar). The traditional, baby boomers, generation X, and generation Y became involved in the decision making as the new organization structure formed. They shared ideas and offered suggestions for patient care improvement. Informal leaders began to emerge. During the refreezing phase, the stabilization became the norm. The differences in the generational culture became more apparent. More processes, greater accountability, and new required use of technology caused a feeling of less worth for the older generation of health care providers. The younger nurses seemed to adapt more quickly to new systems and techniques. Older nurses began to believe they were less important to the process. The informal leader roles changed. A new information system was installed and education was initiated. This led to more attention on the differences of the generational cultures. Much of the required education was completed on the computer. E-mail is essential for communication within the organization. Some of the traditional generation began to feel left behind. At the end of the first year, many of the health care providers who had survived the previous chaos succumbed to the new advancements and left the organization. Current Organizational Design The current organizational structure of the medical center is a matrix design. The upper administration consists of a chief nursing officer, chief financial officer, and an assistant administrator. This group reports directly to the chief executive officer. The chief executive officer reports to the Board of Trustees. The medical center consists of two distinct campuses, four on-site clinics, and one clinic located off campus. The upper administration is responsible for the organization. The matrix esign is complex and requires good interpersonal skills for dual managers. Each nursing unit has a nurse manager. The nurse managers report to the chief nursing officer regarding any patient care issues. The nurse managers of the behavioral health campus also report to the behavioral health program director for organizational issues. The physicians are under the organizational umbrella for operational regulations but report to the chief medical officer regarding medical patient care. The resource manager has a dual reporting line to the chief nursing officer and the chief financial officer. The matrix requires frequent communication between the dual authorities. Non-management views the frequent meetings as meetings about meetings (Sullivan & Decker, 2009) Formal lines of reporting are evident within the organization. The nurse managers report to the chief nursing officer. Managers of departments involving financial business of the hospital report to the chief financial officer. Ancillary and support services report to the assistant administrator. The compliance officer, the pharmacy director and the behavioral health program director report directly to the chief executive officer. The formal lines of reporting are used for recognition of associates, disciplinary offenses, and arbitration of challenges between departments. Patient-Centered Care Environment The organization is creating an environment for client-centered care by the development of a nursing leadership council consisting of direct care providers. The council membership includes seven registered nurses from nursing units with day and night shift representation. The nursing council interviews associates and patients, observes processes, and reports findings to the council. Changes in nursing processes are approved through the nursing council with final approval by the chief nursing officer. The council members were selected using predetermined criteria. The informal leaders of individual departments were chosen for their job performances and their proven leadership skills. The shared governance gives ownership of patient care to the frontline caregivers (Hess, 2004). Organizational Communication Various communication methods are used within the organization. Formal, time sensitive communications are delivered face-to-face or by technology. E-mail and web conferencing are the most frequent used methods for upper administration. Both methods allow quick responses between the communicators. Upper-level management processes the information and decides the best delivery method to the next lower-level management, depending on the subject matter and the expected time frames. Middle management associates attend leadership meetings every two weeks. Management communicates organizational status through these meetings. Plans for future projects are discussed during the leadership meetings. Middle management has e-mail accounts and receives electronic communications on changes. Middle management holds departmental meetings at least monthly to distribute information to the direct care providers. Upper-level management holds open meetings for the direct care providers each quarter. The meetings focus on current organizational trends and plans. Direct care providers ask questions and make suggestions for improvement during the open meetings. Communication boards are placed in strategic areas through the work areas. Information is placed on the communication boards and updated weekly. Questions frequently come from the information from the boards. Conclusion The organizational structure can be descriptive of the culture of the organization. A ridged authoritarian organizational structure defines an organization that does not allow the frontline workers to participate in decisions that affect the organization. The matrix organizational design requires open communication between the leaders of the organization. Added shared governance from the frontline creates more awareness is put on the quality and delivery of the product. Organizational structures vary and are representative of the leadership within.

The Temperance Movement Essay - 1374 Words

Temperance Movement What was the purpose of the Temperance Movement and Prohibition on alcohol? The Temperance Movement was an anti-alcohol movement. The Temperance Movement took place back in the early 20th century. The Christian abolitionists who fought slavery also prayed to the same God to end the scourge of alcohol. The purpose of the Temperance Movement was to try to abolish alcohol in the early 1900’s. â€Å"’We Sang Rock of Ages‘: Frances Willard Battles Alcohol in the late 19th Century† (Willard). The author the of literary piece is Frances Willard and the literary piece is an autobiography. America should get rid of alcohol because it ruins lives along with the family of that person who is an alcoholic. The article â€Å"’We Sang Rock of†¦show more content†¦Ã¢â‚¬Å"For those Americans who did not want to go to the effort of making their own liquor, an army of bootleggers, moonshiners, and rumrunners was available to supply the na tion with all the booze its citizens could drink† (Hanson). Americans could just buy alcohol from bootleggers, moonshiners, and rumrunners if they did not want to make it themselves because they could find an alcohol seller anywhere. â€Å"The Eighteenth Amendment was intended to reduce drinking by abolishing the businesses that made and sold alcohol: breweries, distillers, winemakers, wholesale sellers, and retail establishments such as saloons† (Hanson). The Eighteenth Amendment was made to stop alcohol from getting on the streets but it did no use so they got rid of the Eighteenth Amendment. The temperance movement and the prohibition on alcohol helped stop most of the drinking in the United States of America. The authors intent on the Temperance Movement was to show how people were trying to stop the Temperance Movement. The people involved in the stopping of alcohol sales were know where close to stopping it. The prohibition on alcohol was far from being possible o n stopping alcohol consumption in the United States. â€Å"In the great arc of American history, it is tempting to view the anti-alcohol forces as a historical anomaly, a minor obstacle that interrupted the march fromShow MoreRelatedThe Events Of Temperance Movement1332 Words   |  6 Pages Part 1: The Event; Temperance Movement â€Å"Second Great Awakening was not focused simply on promotion individual conversions; it was also intended to reform human society, which was said by Lyman Beecher a champion of evangelic Christian revivalism† (Tindall and Shi 508). The United States, which was known for a nation of separation and church and state was swept with religious revivals during 1790 to 1830s known as the Second Great Awakening. 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