IM in the Workplace Harnessing the Power of the Virtual Hallway

Abstract The technology convergence witnessed in the 21st century has heralded a new technological communication frontier for organizations. This report specifically aims to delineate how instant messaging (IM) could be harnessed to drive the business and organizational strategies of MM’s into the future.Advertising We will write a custom report sample on IM in the Workplace: Harnessing the Power of the Virtual Hallway specifically for you for only $16.05 $11/page Learn More The success of MM’s has been attributed to many factors, including eye-catching and distinctive advertisements and promotions, effective employee and consumer participation and feedback, extensive marketing strategies, affordable pricing, and a broad assortment of customized product possibilities. Through a critical evaluation of existing literature, it has been demonstrated that the real-time functionality of IM, simplicity of use, unique affordances, collaboration cap ability, and rich presence has endeared many organizations to adopt the technology. Other factors such as presence awareness, visual alerting, and capability to support multiple synchronous conversations have been highlighted as strong points for IM. Among the disadvantages, it has been noted that IM can not only turn into a productivity drain if misused, but it can open a can of worms in terms of security risks and legal issues if it is ineffectually used. IM represents one of the most rapidly proliferating communications tools that are swiftly being adopted by global organizations. A critical review of literature contained in this report demonstrates that corporate IM use is substantial and growing. Consequently, the most fundamental thing for MM’s to do is to swing into action and ensure that policies and frameworks are put in place with the aim to holistically harness the power and communication capabilities offered by IM. Introduction The technology convergence witnessed in the 21st century has heralded a new technological communication frontier for organizations as unprecedented discoveries and innovations continue to bombard the global business scene with a panorama of communication technologies aimed at establishing and sustaining the groundwork for organizations to meet their business goals and objectives.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Business leaders are taking notice of the advantages offered by new and emerging technologies such as email, videoconferencing, mobile telephony, teleconferencing, and in recent times, instant messaging (Primeaux Flint, 2004; Cameron Webster, 2005), and many organizations have adopted either one or several of these communication platforms depending on their business needs and objective of use (Symon, 2000). While consecutive studies have been published to demonstrate the efficacy and productive capab ilities of the emerging communication technologies, the knowledge of their weak links and perceived disadvantages is also in the public domain. This report specifically aims to delineate how instant messaging (IM) could be harnessed to drive the business and organizational strategies of MM’s into the future. A Synopsis of MM’s Company For the over 60 years that it has been in existence, MM’s has created a market share that is yet to be matched by the company’s close competitors. In 2004, the company was on record for realizing an impressive $201 million in candy sales in the United States alone, a feat that propelled it into the top spot in the market for boxed and bagged chocolates in the country (Wax, 2010). The success of MM’s has been attributed to many factors, including eye-catching and distinctive advertisements and promotions, effective employee and consumer participation and feedback, extensive marketing strategies, affordable pricing, and a broad assortment of customized product possibilities(MM Website, 2010). According to Nash (2000), for contemporary businesses to remain competitive and be profitable, they must develop the right communication tools aimed at eliciting maximum employee and customer satisfaction. Although MM’s has a hierarchical organizational structure to allow for efficient leadership through the rank and file of the company, the management takes cognizance of the fact that its corporate culture must emphasize the brand essence, promise, and unique personality (Rehoboth, 2004). The concept that the company’s products, services, and experiences are a major constituent of its personification has been well enshrined in the company’s strategies geared towards fulfilling the needs and expectations of an expanding market base.Advertising We will write a custom report sample on IM in the Workplace: Harnessing the Power of the Virtual Hallway specifically for you for on ly $16.05 $11/page Learn More MM’s take cognizance of the fact that employees are the organization’s most valued asset and, as such, it exercises an open-door communication strategy aimed at availing to employees the leverage to be flexible, creative and innovative as long as products meets or surpasses customer expectations (Wax, 2010). MM’s has been in the frontline in adopting computer-based technologies with the view to integrate them into the frameworks and platforms that guide the day-to-day running of the company, especially in terms of management-employee interactions, management-customer interactions (feedback), and sales improvement (Rehoboth, 2004). The organizational culture in MM’s is aligned to the basic principles of enhancing employee value preposition, provision of unmatched products and services, and improving efficiency, effectiveness, and productivity through continuous uptake of relevant technologies. According to Keyto n (2005), â€Å"†¦organizational culture is the set of artifacts, values, and assumptions that emerge from the interactions of organizational members† (p. 1). At MM’s, the management is aptly aware that creating an enabling environment for free and effective management-employee communication is the cornerstone to a prosperous and resilient organizational culture. A Comprehensive Analysis of the Impact of IM in the Workplace According to Cameron Webster (2005), â€Å"†¦Instant Messaging (IM) represents a communication technology that allows employees to send and receive short text-based messages in real time and to see who else is on line and currently available to receive messages† (p. 86). Intrinsically grounded on a previous technology known as the Internet Relay Chat, IM was initially intended to offer home internet users a platform through which they could socialize with friends and family members. However, as the efficient and cost-effective capa bilities in supporting informal communications came into the public limelight in the 1990s (Huang Yen, 2003), conscientious and assiduous managers grabbed the opportunity and started to experiment with the technology, especially on how it could be applied to solve or lessen workplace communication challenges.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The discovery and adoption heralded a new form of communication medium that is today known as instant messaging. The uptake of IM by organizations has been unprecedented, with available statistics demonstrating that 26 percent of organizations operating in the U.S. were already using the technology as an official communication service by 2004, and an additional 44 percent of organizations had employees who used the technology on their own (Primeaux Flint, 2004). Market analysts’ projections for corporate IM stood at 229 million users worldwide in the first quarter of 2005 (Cameron Webster, 2005), and IBM (2008) â€Å"†¦estimates are that by 2011 business use of IM will have risen to about 400 million accounts – with applications designed for businesses used in 150 million of those instances† (p. 4). The statistics demonstrates the scope of IM adoption by organizations across a span of less than 10 years, with all indications showing the adoption is on an upward trend. The factors assessed below clearly demonstrate why such a trend in IM adoption is in the offing. IM and Employees Communication Patterns Collaboration is primarily perceived as the initiator of innovation (IBM, 2008), and innovation is key to achieving organizational efficiency, effectiveness and productivity. In today’s competitive business environment, sharing information and experiences can be decisive in driving organizational success and set outcomes, and the IM protocol guarantees an outstanding framework through which employee communication patterns can be molded to enhance information sharing and collaboration within the organization as well as across geographical locations (Quan-Haase et al., 2005). Traditional communication patterns may fail to strike a cord with today’s business requirements especially with the realization that many organizations have switched into virtual workplaces (IBM, 2008), and that employees are expected to have timely i nformation to make sound judgments relating to the daily operations of the organization. As such, IM proactively influences their communication capacities and patterns by not only extending a framework through which relevant knowledge can be tapped from the relationships established with other stakeholders, but also ensuring that the needed information is immediately available when it is needed due to IM’s aspect of immediacy (Symon, 2000). According to Cameroon Webster (2005), IM systems contain a presence or peripheral awareness capacity, implying that the management or employees will have a general sense of who is around what they are currently engaged on at specific times in the workplace. The authors further suggest this type of â€Å"†¦presence awareness represents a type of peer monitoring designed to enhance communication between colleagues† (p. 86). As such, IM greatly influences employee communication patterns by virtue of the fact that users can active ly see the status indicators of other subscribed users who are online, and who are presently available to perform certain functions as may be deemed fit by the organization. This function greatly reduces time wastage, and enables the organization to focus on the available manpower resources to perform tasks that may have great ramifications in terms of enhancing its competitive advantage. Time usage, according to IBM (2008), is critical to the attainment of productive capacities. Huang Yen (2003) observes that the solid and reliant communication patterns extended to employees by IM systems has enhanced workflow processes within organizations and across locations. It is also imperative to note that IM influences employees’ communication patterns by extending to them the capability to engage in multiple, concurrent, and synchronized conversations to influence consensus or decisions made in meetings or other corporate gatherings (Rennecker, 2005). For instance, an employee enga ged in a meeting convened by stakeholders may text his boss to request for advice or clarification while still actively engaged in the normal face-to-face conversation with the stakeholders. Lastly, it is true that the nature of communication in work-settings has dramatically changed and that â€Å"†¦managers and professionals often communicate in fluid, multiple social networks rather than being sorely embedded in a single work group† (Quan-Haase, 2005, para. 1). IM certainly influences the communication patterns in the social networks. Potential Impact of IM to the Organization Many researchers and business analysts have demonstrated a clear interest in evaluating the possible impact of IM as an emerging tool for business communication. The real-time functionality, simplicity of use, unique affordances, and rich presence has been noted by Greengard (2003), Cameroon Webster (2005), Primeaux Flint (2004), and Rennecker et al (2003) as some of the foremost factors why m any organizations are using IM systems for communication purposes. According to Rennecker et al (2003), IM provides the ability to not only detect when other employees are available for communication via the network (presence awareness), but the system makes use of visual prompts to notify recipients of an impending message (visual alerting). In the workplace, these capacities are fundamentally important to drive efficiency, productivity, and ensure that critical time is sparingly used to drive the organization’s agenda forward. The real-time function enables users to get immediate responses, thus are able to act and make decisions based on knowledge and collaboration. This, according to IBM (2008), is a plus in today’s knowledge-based economy. According to Rennecker et al (2005), â€Å"†¦IM is unique in its capability to support multiple, simultaneous, synchronous conversations† (p. 199). This capability, known as polychromic interactivity, is essentially needed in today’s business environment, especially in organizations dealing with offering a wide array of services to multiple clients. In such an arrangement, IM can be used by employees to communicate privately with other employees and request for clarifications or instructions while still engaged in another coordinated interaction, preferably with the customer. When employed in this manner, IM has the capacity to essentially alter the â€Å"†¦temporal ordering of meeting-related interactions, including fact-finding, consensus formation, and decision-making† (Rennecker, 2005, p. 199). This implies that IM does not only saves time, but also enables organizations to enhance their productive capacities by virtue of the fact that the interactions, consensus reached, and the decisions taken will have either positive or negative ramifications on the organization. IBM (2008) underscores the fact that some emerging communication technologies such IM boosts an organizati on’s collaborative capacities, hence its productive acumen. Collaboration, more than anything else, institutes the innovation needed to enable organizations achieve an edge over their competitors. Employees in a virtual workplace are now collaborating using IM, either as a complimentary platform to email communication or as its substitute. According to Quan-Haase et al (2005), IM is also popular among workers since â€Å"†¦it adds speed and ease to workplace communication, and eliminates the time typically lost to ‘telephone tag’ or wasted trips of a coworker who is absent or otherwise occupied† (p. 2). This has obvious time and productivity implications for the organization, not mentioning the fact that it acts as a bridging tool between departments, therefore saving more time and ensuring efficient coordination. Below, some of the disadvantages of IM are evaluated. Disadvantages of IM There has been some weak links and disadvantages associated with emerging technologies, and IM is no exception. Greengard (2003) acknowledges that â€Å"†¦while the goal of staying in touch with employees, customers, and business partners is noble enough, today’s technology can create more than a few diversions and even devastations along the way† (p. 84). According to the author, IM can not only turn into a productivity drain if misused, but it can open a can of worms in terms of security risks and legal issues if it is ineffectually used. The above sentiments are also shared by Chudoba et al (2005) and Primeaux Flint (2004), who argue that most employees take advantage of the communication technology to chat with each other on issues unrelated to business, and to friends and family members outside the organization. Available statistics reveal that â€Å"†¦30 to 40 percent of internet use in the workplace isn’t related to business, and employee misuse of the internet is a $63 billion problem for cooperate America † (Greengard, 2003, p. 85). While IM is only a small component of the enormous internet universe, there is no guarantee that such systems will not be abused by employees in the absence of a strict regulatory framework. Harmful computer viruses can be transmitted via IM protocols, with some having the capacity to sabotage critical business processes. Indeed, hackers and data thieves can easily penetrate the security settings of some free IM services such as Yahoo! Messenger and AOL Instant Messenger due to the fact that the texts sent through IM are not encrypted. Legal challenges can also be potentially dangerous. By virtue of the fact that IM communications are not electronically recorded at the organizational level, â€Å"†¦companies can find themselves in a netherworld where it’s one party’s word against another’s† (Greengard, 2003, p. 84). There are concerns that IM, due to its easy usability, may be a source of interruption of workplace ta sks (Garrett Danziger, 2008). A recent ethnographic study extensively quoted by these authors â€Å"†¦revealed that workers spent an average of just 11 minutes on a task before being interrupted or moving on to a new task, and more than half the interruptions (57%) were unrelated to the task at hand† (p. 1). While it is known that the most common types of workplace interruptions revolves around receiving calls and conversations, some computer-mediated communication platforms such as IM and email can actually exacerbate the problem. In many workplace scenarios, IM supplements other existing forms of communication, resulting in an increase in the overall volume of communications taking place during work hours, thus the disruption of workflow processes (Garrett Danzinger, 2008). In addition, most IM communications are neither initiated nor scheduled by the recipient, and therefore often results in disruption of current activity or workflow processes on the part of the rec ipient. What’s more, companies using the IM protocol to dismiss employees may find themselves being accused of wrong termination in the absence of necessary precautions (Greengard, 2003). Communications Best Suited for IM Due to security concerns, highly sensitive communications should be reserved for other communication channels rather than IM unless the organization has the capacity to encrypt the texts or use a secure IM platform (Greengard, 2003). However, other forms of communications such as customer feedback, employee sensitization and awareness, company notices, strategies and advice, sales and order requests, advertisements, employee collaboration, and human resource decisions can be communicated via IM (Huang Yen, 2003). This is in line with the numerous activities supported by IM such as multi-tasking, informal communications for effective collaboration in the workplace, coordination and scheduling of work-related tasks, organizing short-notice meetings, and socia l networking with friends and family (Nardi et al., 2000). Recommendations MM’s takes cognizance of the fact that enhanced communication between management and employees on the one hand and between management and customers on the other is of fundamental importance in assisting the company to drive its success story into the 21st century (MM Website, 2010). As such, it is recommended that the organization takes a bold step towards formalization of IM as a preferred communication platform especially in communicating general organizational policies to employees and receiving feedback from customers. Available literature has revealed that the communication technology’s real-time functionality, simplicity of use, unique affordances, and rich presence (Greengard, 2003; Cameroon Webster, 2005; Primeaux Flint, 2004; Rennecker et al., 2003) are key ingredients that are destined to drive MM’s success story forward. MM’s greatly depend on its innovative employees to come up with new and enticing candies. To further drive the urge for employees to remain innovative, it is highly recommended for the company to fully adopt IM technology in the workplace so as to enhance interdepartmental collaboration and the development of new ideas. Such a platform will indeed extend frameworks through which the management collaborates with customers to evaluate feedback, and hence develop mechanisms for improvement. According to IBM (2008), IM enhances informal and formal collaboration in the workplace. Lastly, MM’s should come up with ways of utilizing the interactive and immediacy capabilities of IM (Cameroon Webster, 2005) by channeling its advertisements through the platform in efforts aimed at complimenting other mainstream media used by the company for advertisement purposes. At MM’s, it is not difficult to manage IM for optimal deployment since the company exercises an open door communication style that encourages open and independent decision making and responsibility at the individual level. The organizational culture reverberates well with the wishes and aspirations of employees (MM Website, 2010), and as such, it is almost a guarantee that employees will utilize the new technology for the betterment of the organization as well as for their own collaboration. Chudoba et al (2005) argues that many organizations employ several communication technologies to ensure their communication needs are sufficiently met. This internet-based communication technology fits well within MM’s existing frameworks of communication, which are also technology-based. The company mostly utilizes email and telephone communications in the workplace, and satellite communications across geographical locations (Rehoboth, 2004). IM will not only serve in complimentary roles with email in inter-departmental communications, but can also substitute the use of telephones to communicate company policies and strategies to employees. IM can be used to replace satellite communications in areas with network connectivity, further bringing down operational costs and enhancing both efficiency and productive capacities (IBM, 2008). The successful implementation of IM technology in MM’s can only be hindered by security and productivity concerns. As such, the CEO is allowed to introduce austerity measures aimed at curtailing the improper use of the technology by employees. It is also the duty of the chief executive to develop a solid ICT team which will constantly look into ways through which the IM technology can be optimally used by the company and its employees without causing security vulnerabilities as demonstrated by Greegard (2003). As such, end-user security regulations must be introduced to successfully harness the power of IM. The company should also introduce regulations aimed at informing the employees about the complimentary or substitute roles of IM vis-à  -vis other existing platforms so that it is used for the purposes it is intended. This will go a long way in ensuring its success, while curtailing the potential drawbacks already discussed comprehensively in this report. To submit the concluding remarks, it is a well known fact that the pursuit for instantaneous connections and enhanced communication has occasioned the adoption of a wide array of technologies purposely designed to speed up organizational activities (Cameroon Webster, 2005). IM represents one of the most rapidly proliferating communications tools that are swiftly being adopted by global organizations. A critical review of literature contained in this report demonstrates that corporate IM use is substantial and growing. Consequently, the most fundamental thing for MM’s is to swing into action towards ensuring that policies and frameworks are put in place with the aim to holistically harness the power and communication capabilities offered by IM. Reference List Cameroon, A.F., Webster, J. (2005). Unintende d consequences of emerging communication technologies: Instant messaging in the workplace. Computers in Human Behavior, 21(2), 81-103. Chudoba, K.M., Wynne, L.V. M., Watson-Manheim, M.B. (2005). How virtual are we? Measuring virtuality and understanding its impact in the global organization. Information Systems Journal, 15(4), 279-306. Retrieved from Business Source Database. Garrett, R.K., Danziger, J.N. (2008). IM = Interruption management? Instant messaging and disruption in the workplace. Journal of computer-mediated communication, 13, 23-42. Greengard, S. (2003). IM speeds workplace communication, but it can also spell trouble: Workforce Management, 82(7), 84-86. Retrieved from MasterFILE Premier Database. Huang, A.H., Yen, D.C. (2003). Usefulness of instant messaging among users: Social vs. work perspective. Human Systems Management, 22(2), 63-65. Retrieved from Business Source Premier Database. IBM. (2008). The new collaboration: enabling innovation, changing the workplace . Web. Keyton, J. (2005). Communication and organizational culture: A key to understanding work experiences. Thousand Oaks, CA: Sage Publications, Inc. MM Website. (2010). History. Web. Nardi, B.A., Whittaker, S., Bradner, E. (2000). Interaction and outeraction: Instant messaging in action. Proceedings of Conference on Computer Supported Cooperative Work (CSCW), Philadelphia PA, 70-88. Nash, E.L. (2000). Direct Marketing: Strategy, Planning Execution, 4th ED. New York, NY: McGraw-Hill. Quan-Haase, A., Cothrel, J., Wellman, B. (2005). Instant messaging for collaboration: A case study of a high-tech firm. Journal of Computer-Mediated Communication, 10(4). Web. Primeaux, R.O., Flint, D. (2004). Instant messaging: Does it belong in the workplace. Intellectual Property Technology Law Journal, 16(11), 5-7. Retrieved from Business Source Premier Database. Rehoboth, W.G. (2004). Dandy Candy. Convenience Store News, 40(13), 28-31. Rennecker, J., Dennis, A.R., Hansen, S. (2005). Invisib le whispering: Instant messaging in meetings. Sprouts: Working Papers on Information Systems, 5(24). Web. Symon, G. (2000). Information and communication technologies and the new network organization: A critical analysis. Journal of Occupational and Organizational Psychology, 73(4), 389-414. Retrieved from MasterFILE Premier Database. Wax, B (2010). Target Marketing Thrives on the Web. Property Causality Risk Benefit Management, 114(14), 32-36. This report on IM in the Workplace: Harnessing the Power of the Virtual Hallway was written and submitted by user Jovani S. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Terrorism response

Terrorism response Know Your Terrorist PAGE 3Know Your TerroristMelissa Chastain, Jesse Digiovanni,Glenda Miranda, and Courtney TerrellUniversity of PheonixCJA/313 OntarioKeith A. GreenNovember 26, 2007Al-Ittihad al-Islami (AIAI)Duale A. Sii'arag (2005). The Birth and Rise of Al-Ittihad Al-Islami in the Somali Inhabited Regions in the Horn of Africa.Al-Wafa al-Igatha al-IslamiaSumner, Tim (2007). Ex-Guantanamo detainees on trial in Morocco for terrorism. Retrieved on November 20, 2007 from 911familiesforamerica.org/?s=guant%C3%A1namoAsbat al-Ansar'Asbat al-Ansar (N.D.). Retrieved on November 20, 2007 from fas.org/irp/world/para/asbat.htm4. Darkazanli CompanyChediak, Mark (2005). Following the Money: Tracking Down Al Qaeda's Fund Raisers in Europe. Retried on November 20, 2007 from http:/www.pbs.org/wgbh/pages/frontline5. Salafist Group for Call and Combat (GSPC)Keats, Anthony (2003). Center for Defense Information. The Salafist Group for Call and Combat (GSPC) Retrieved on November 20, 2007 from cdi.o rg/program/issue/document.cfm?DocumentID=386IssueID=56StartRow=1ListRows=10appendURL=Orderby=DateLastUpdatedProgramID=39issueID=56.6. Islamic Army of AdenThe Islamic Army (1999).Sea Tigers freighter sunk by Sri Lankan Air Force ...Abu al-Hassan and the Islamic Army of Aden-Abyan. Retrieved on November 20, 2007 from al-bab.com/yemen/hamza/hassan.htm.7. Libyan Islamic Fighting GroupBlack, Andrew (2007). The Reconstituted Al-Qaeda Threat in the Maghreb. Terrorism Monitor: Vol. 5 Issue 2.8. Jamiat ul-MujahideenMahbub, A. G. (2007). Islamic Terrorist Leaders Shun Suicide. Retrieved March 22, 2007 from http://english.ohmynews.com/articleview/article_view.asp?no=351550rel_no=19. Ansar Al-IslamSchanzer, J. (2003). Ansar Al-Islam: Iraq's Al-Qaeda Connection. Retrieved March 25, 2007from frontpagemag.com/Articles/Printable.asp?ID=557110. Armed Islamic Group (GIA)Pike, J. (2004). Armed Islamic Group. Retrieved March 25, 2007 fromfas.org/irp/world/para/gia.htm11. Palestine Islamic Jihad (PIJ)Pi ke, J. (2004). Palestine Islamic Jihad. Retrieved March 25, 2007 fromfas.org/irp/world/para/pij.htm12. Jemaah Islamiah, Islamic Group, Islamic CommunityJemaah Islamiyah. (2007). In Wikipedia, The Free Encyclopedia. Retrieved March 25, 2007from http://en.wikipedia.org/w/index.php?title=Jemaah_Islamiyaholdid=11881530213. Liberation Tigers of Tamil Eelam (LTTE)Pike, J. (2004). Liberation Tigers of Tamil Eelam. Retrieved March 25, 2007 fromfas.org/irp/world/para/ltte.htm14. Moranzanist...

Reviewing the literature Essay Example | Topics and Well Written Essays - 1750 words

Reviewing the literature - Essay Example 5). The elderly, the malnourished, and those with acute illness are the most vulnerable (Moore and Cowman, 2010, p. 5). Pressure ulcers are a serious problem for older people because of pain, osteomyelitis, sepsis, and mortality that can be associated with the condition (Graumlich et al., 2003, p. 147). Up to 18% of the hospitalized can have pressure sores or ulcers (Moore and Cowman, 2010, p. 5). In nursing homes, a prevalence of 24% was reported (Graumlich et al., 2003, p. 147). Among surgical patients, the incidence of pressure ulcers can be as high as 12 to 45% (Armstrong et al., 2003, p. 647). Pressure sores or ulcers arise when pressure from lying or sitting on a particular body area result to tissue damage and oxygen deprivation to the affected area (Moore and Cowman, 2010, p. 5). Because of continuous pressure, tissues are depleted of blood flow, waste products are not removed from the wound and the wound fails to get oxygen and nutrient supply that are all necessary for heal ing (Moore and Cowman, 2010, p. 5). According to Graumlich et al. (2003, p. ... In the United States, Graumlich et al. (2001, p. 645) estimated that the cost of treatment for pressure ulcers exceeded US$1 billion annually. Heyneman et al. (2008, p. 1165) reported based on the study of Severens and others in 2002 that the cost of pressure ulcers is about 1% of the health care budget. Of course, prevention is the cornerstone of care for pressure ulcer (Heyneman et al., 2008, p. 1165). However, when pressure ulcers already took place, there are several modes of treatments available. One of them is repositioning (Moore and Cowman, 2010). Another mode of treatment involves the use of collagen (Graumlich et al., 2003). Still another treatment involves the use of phenytoin (Hollisaz et al., 2004). Finally, another way is through hydrocolloids (Hollisaz et al., 2004; Belmin et al., 2002; Heyneman et al., 2008; Graumlich et al., 2003; and Thomas, 2008). The modes of treatments enumerated do not exhaust the modes of treatments feasible or possible on pressure ulcers but w e focus on the use of hydrocolloids. Heyneman et al. (2008, p. 1165) reported that a wide range of treatment is available and the treatment methods can be subdivided into secondary prevention, topical products, surgical treatment and physiotherapy. The word â€Å"hydrocolloids† was coined in the 1960s in the development of mucoadhesives in the combination between carboxymethyl cellulose (CMC) with adhesives and tackifiers for treating mouth ulcers (Thomas, 2008, p. 602). Thomas (2008, p. 602) reported the term hydrocolloids was subsequently adopted to describe a new type of dressing based on the technology (Thomas, 2008, p. 602). The dressing technology identified as hydrocolloid, a hydrophilic gelable mass was applied in a

Comparing and contrasting the Epic of Gilgamesh and Genesis 1-11 Essay

Comparing and contrasting the Epic of Gilgamesh and Genesis 1-11 (Religious Studies) - Essay Example Many people are telling that the flood in Gilgamesh is the same with the flood in Genesis. Definitely, it is not. The God in Genesis is not the same as the Mesopotamian deities. Understanding this fact give us a clear view point of a concrete difference between both accounts. Considering that there might be some similarities in the flow of the story however, the mere authority whom both accounts recognize builds a definite margin line that establishes their differences. Many people most especially those who devote themselves in religious and historical literature know the famous story about the great flood that can be found both in the Book of Genesis and of the Mesopotamian Gilgamesh. The stories are very much the same, however making a close comparison about details showed that they are very different. The God in Genesis is also more reasonable than that of the Mesopotamian gods. Understanding what has been the reason for flood will give us the clear idea of the differences of the character of the God in Genesis and of the Mesopotamian gods. The biblical account showed that God has seen how people have turned wicked. It has never been the will of the God of the Bible that man will stay wicked and will be unpunished. Because of that he decided to save Noah and his family from those evil people and the way by which it could be done is through the flood. The mere reason for that flood is to end the wicked generation that God of the Bible has seen existing during the time of Noah. On the contrary, the main reason why the gods in Gilgamesh caused the flood is because of the noise that the people create. The gods decided for a flood simply because they can not sleep (Gilgamesh 12). The unanimous decision of gods is to cause a flood and to make no any man survived. Ea who created man does not want it to happen. Meaning, we could even see misunderstanding in their mythical gods that mostly resembles human character. But through a dream, the

Training And Development Play An Important Role Management Essay

Training And Development Play An Important Role Management Essay Training and development is a system, a set of activities or process designed to help expand and improve a persons skills and knowledge which are related to his or her job scope. It is also a good way to help to improve the attitudes and competencies of employees. Training focuses more on current and present jobs, whereas development emphasizes more on long term and future jobs. Training and development programs can enhance the capabilities of employees to achieve organizational goals and effectiveness and efficiency of the operations within the organization. Trainings make better for business development and help the company to become more competitive and profitable. Training and development plays an important role in human resources management. One of the reasons is due to the significant changes of technologies in this modern era, where some business functions are becoming older and outdated. If the organization does not introduce new methods of accomplishing tasks and make changes to its existing business functions, the organization will fade out from its market eventually. Therefore, it is of paramount importance for an organization to implement training and development strategies to ascertain that the employees possess the skills and knowledge needed to operate the latest technologies. In addition, training and development programs will help to save cost for a company in the long run. An organization can launch training and development program to train and improve the skills of existing employees instead of hiring new employees to handle a project as the cost of training existing employees will be cheaper than hiring a new employee. Besides reducing the turnover rate of employees, effective training programs will help to increase job satisfaction, motivation and morale of employees. This is because employees will feel that the company cares for their welfare and appreciates their contributions, thus they will be loyal and work for the company for a long period of time. When a company gives its employees an opportunity to learn and develop new skills, they will feel that they have value in the company and try their best to contribute in building a stronger and more competitive organization. In short, training and development programs are essential for increasing pro ductivity, effectiveness and efficiency of an organization besides enhancing the image of the company. The major aim and objective of training and development is to add value to a firms human assets. These programs raise the capacity level of the company and help the company to overcome the rapid changes of technology in the globalized business world. Furthermore, it tends to increase the power of a company to compete with its competitors in the global market. Training and development programs also act as motivational tools to boost the enthusiasm of employees in performing their jobs. This will reduce the requirement for close supervisions and improve the effectiveness, efficiencies and performance of employees in the organization. Content Theories and Concepts Training and development is a set of planned programs and procedures aimed to improve employees capacity and organizational performance. The performance of employees in terms of ones attitude, behavior, skills and knowledge can be improved through the training programs implemented by an organization. Therefore, training and development programs can effectively improve the overall performance of the business. Trainings are normally targeted at technical staff, lower level management, middle and also senior level management. Normally, when programs are applied to lower and middle level management, they are known as trainings whereas when applied to senior level management, they are called development programs. Some general purposes of training and development are to enhance employees growth, improve the quality of workforce, bridge the gap between planning and implementation and help new comers. There are few relevant theories which are associated with training and development, namely the sensory stimulation theory, the reinforcement theory, the action theory, the experiential learning and the adult learning. Sensory theory states that when multi-sensory stimulation effect is great, learning takes place. In order words, efficient training will occur when the senses are inspired or stimulated. Some research found that 75% adults knowledge is learned by seeing, hearing and the other 13% is by other senses like smell, taste as well as touch. Reinforcement theory can be further classified as positive reinforcement and negative reinforcement. In positive reinforcement, trainee will repeat the desired behaviour; in negative reinforcement, trainee can strengthen behaviour when a negative condition is stopped. This theory focuses on the significance of experience, meaning, the development of insight and problem-solving skills. For instance, many trainers believe that trainees will develop problem-solving abilities when they are exposed to various situations and varied experiences. Action learning is a dynamic process that involves a group of people solving real-life problems. But at the same time, they must concentrate on what they are learning and how the learning can benefit the group members, the group itself as well as the organization as a whole. Nowadays, action learning becomes one of the key training and problem-solving tools for some large companies such as Nokia, Motorola, British Airways, US Department of Agriculture and Marriott. (Michael, 2004) Experiential learning defines learning as a process of creating the trainees knowledge via the transformation of experience. There are four stages in experiential learning. Firstly, the experiential learning is through concrete experience, which is putting something into practice. Secondly, it is through observation and reflection, in which one objectively analyzes the outcome. Thirdly, it is through abstract conceptualization, in which one review your conceptual understanding. Lastly, it is through active experimentation, which is experimenting to find solution. The diagram below shows the experiential learning cycle and the basic learning styles. stage.jpg Lastly, adult learning is a theory that holds six assumptions about how adults learn and this theory emphasizes on the value of the process of learning. There are six assumptions of adult learning, which are adults need to know why they need learning, readiness to learn, self-concept, motivation to learn, orientation to learning and learners experience. This approach is problem-based and collaborative rather than precept and also focus on more equality between the trainer and trainee. (Benefits and Problems, n.d.) In addition, there are two dimensions of training and development processes, which are the degree of formality and the balance between self-directed as well as other-directed learning. These two choices of the dimensions result in 4 overall methods. For instance, one can take a formal training to self-directed or other directed learning, likewise one can take informal training to self-directed or other directed learning. Trainers make decision about what approach to be taken into training depending on several factors, such as the amount of money which can be invested for training, timeliness of training needed, specificity and complexity of the skills and knowledge needed as well as capacity and motivation of the learner. Undeniably, formal and other-directed learning and development programs are more expensive than other approaches. However, through this approach learner can achieve the desired skills and knowledge in a timely basis. This form of learning is mostly used in colleges, universities and training centres, which normally grants diplomas and certificates. Employee development plans is another form of formal and other-directed training. Employee development plans help to identify performance goals, the ways to achieve the goals, by when and whom to verify their result. Besides, in formal and self-directed training, learner should set his or her own learning goals, methods and means to verify the accomplishment. For example, supervisors and employees work together to achieve formal and self-directed learning in the workplace, at the same time they collaborate to accomplish continuous learning for continued productivity and learning. Informal training and development is more casual and incidental. Normally, there are no specific training goals and ways to evaluate their level of accomplishment of goals. Make an example of informal and other-directed training, supervisors send their employees to training regarding sexual harassment in the workplace. Informal and self-directed learning can be very low cost and this training approach may take longer time than other-directed forms. However, the learner must have the capacity and motivation to pursue their own training. For example, there are informal discussions among employees on a certain topic or organizations sending their employees to attend talks by famous speakers, as long as the learners select the activities and topics by themselves. (Carter Mcnamara, n.d.) Contributions and Significance Training and development programs can contribute to an organization by helping it to save cost. Normally, a successor will be trained by someone who is an expert in a particular field to refill a position if there is a sudden vacancy within the organization. This can help the company to save recruiting cost, training cost, and keep the organization operating smoothly. By this way, the company need not hire someone outside the company to train since the training is easily attainable by present employees. Training the successors is better than recruiting people from outside of the organization. In addition, recruiting professional with high skills is much more expensive than training current employee to acquire those skills. Secondly, training and development can improve the relationship between bosses and subordinates. Training programs will involve different levels of employees in an organization and this increases communication among each other. When the communication breakdown between bosses and subordinates, the business will suffer, the tension will increase and cause other negative consequences to happen. Through training and development process, they can understand their jobs better; therefore some accidents and misunderstanding can be avoided. At the same time, productivity of employees may increase. Thirdly, training and development will lead to an increased profitability and more positive attitude towards an organizations goals. These can be done by enhancing employees knowledge and polishing their skills at all levels within an organization. When the satisfactions of customers are fulfilled by well-trained employees, this will increase the number of repeated business. At the same time, the reputation of the company is also enhanced because of good services performed by the employees. Therefore, training and development helps an organization to achieve competitive advantage over others in the industry. Case Development Companys Background Resorts World Sdn Bhd was a private limited company established in year 1980. In year 1989, the company was listed into the Kuala Lumpur Stock Exchange market to become a public listed company on 14 July. It was subsequently renamed as Resorts World Bhd, in which this company name had been used from year 1989 to 2009. Resorts World Bhd then changed its name again to Genting Malaysia Berhad on 18 June 2009 and this name has been used until today. As everyone knows Resorts World Genting is built in the high mountain areas; the cool and refreshing air is an indispensable factor in attracting visitors. Besides, Resorts World Genting excels in offering full-of-fun entertainment attractions and the luxurious international class destination, in order to satisfy different cultures and needs of tourists. Generally, Resorts World Genting has established six hotels, namely the First World Hotel, the Theme Park Hotel, the Awana Hotel, the Maxims Genting, the Resort Hotel and the Highlands Hotel. The First World Hotel with a total of 6,118 rooms was the Worlds Largest Hotel according to Guinness World Records (Knowles, 2011). In addition, Resorts World Genting also offers close to 200 distinctive dining outlets and shopping stores, business convention facilities and mega shows. The most attractive features of the company are the two theme parks with more than 40 rides and non-stop entertainment. Adult Bumper Car, Flying Dragon, 4D Motion Master, Ride de Paris and other entertainment facilities are provided in indoor theme parks. Moreover, outdoor theme parks provide more fun rides than indoor, such as Pirate Ship, Spinner, Flying Coaster, Corkscrew, Boating, Dinosaur land and Rodeo Rider, which have successfully attracted visitors from all walks of life. Resorts World Genting also monopolizes the legal gambling market in Malaysia as it operates the one and only casino in Malaysia. Many locals frequent the casino to gamble. The casino offers international gambling games such as Tai Sai, Baccarat, Roulette, Blackjack, slots and Pokers. Resort World Genting not only operates the entertainment facilities but also the longest cable car system in Southeast Asia, named as Genting Skyway. The cable cars are crossing 3.38km from the hillside to Highlands Hotel at the peak. Therefore, it is obvious that Resorts World Berhad focuses its businesses in entertainment and tourism industry. Training and Development Practices, Advantages and Disadvantages of the Practices Resorts World Genting supports and promotes employee development and organizational effectiveness by pursuing personnel policies in training and development, which is in line with the organizational culture, mission and vision. The organization has been actively involved in providing high quality trainings, development programs and opportunities for career development of individual workers. In fact, Resorts World Genting recorded more than 8,500 employees attending internal and external training programs in year 2009. The various training programs carried out to produce competent workers include etiquette, grooming and personal impact, customer service and service delivery aimed at front-line employees and consistent departmental team-building activities. To improve productivity and effectiveness within the organization, Resorts World Genting offers internal trainings such as on-the-job training and job rotation from time to time. As an effort to support the Skim Latihan 1Malaysia (SL1M) launched by the Prime Minister in year 2011, Resorts World Genting has gone all out to provide on-the-job placements to unemployed or underemployed graduates with appropriate qualifications. This scheme requires candidates to achieve a minimum CGPA of 2.5 for a degree from any recognized tertiary institution and possess the ability to converse in Bahasa Malaysia and English. Shortlisted trainees will be given 2 to 3 months soft skill trainings and 9 to 10 months on-the-job training. During the training period, trainees will assist in organizational projects and departmental functions and involve in departmental or organization-wide planning and decision making. Subsequently, trainees are evaluated on their suitability for vacancies in Resorts World Ge nting. There are several advantages that can be yield through the on-the-job training. Resorts World Gentings effort has actually helped to enhance the employability of unemployed graduates to compete for jobs that match their qualifications. Through SL1M, trainees acquire necessary soft skills such as communication skills, critical thinking and organizational adaptability to increase their competency in the job market. As the organization usually customizes the learning to fit business purposes, trainees will be well-prepared to perform real job tasks because they will be taught to master the tools needed to perform their specific roles. Therefore, SL1M improves the quality and helps fresh graduates to be more marketable in the labor market. On the contrary, there are also certain drawbacks towards Resorts World Genting through the implementation of SL1M on-the-job training. This scheme lacks of consistency as the training is closely dependent on experienced senior workers to give out instructions that are purported to be essential in completing a task efficiently and effectively. As the instructions vary with each trainer, there is no standardized learning carried out across the organization. It is also insufficient for a trainee to learn the skills and knowledge from only a trainer. Besides, when there is no structured guidance on training lessons, trainees will only learn about the routines and solve daily problems that arise in the normal course of working. They will face difficulties and feel humiliated in the future when they are confronted with complex and rare problems which are not taught during the SL1M scheme. Under close supervision by a trainer, the trainee can be easily influenced by the trainers habits and attitudes towards various aspects of the job such as management and interaction techniques. They can quickly adopt lazy habits and take shortcuts in performing their tasks, which in return will bring unfavorable consequences towards Resorts World Genting. Resorts World Genting also offers Management Trainee Program which provides job rotation opportunities to potential employees. Its purpose is to discover and develop the next generation of leaders to hold higher managerial positions in the future by equipping them with the required skills, judgment and qualities of an effective manager. Under the Management Trainee Program of Resorts World Genting, trainees will be given the chance to conduct cross-functional assignments and special projects to develop leadership skills. The 18-24 months program allows trainees to explore different areas of the corporation such as Casino Operations, Theme Park Operation, Theme Park Technical and Human Resource. Successful trainees will be posted to Senior Executive or Assistant Manager positions. According to the official website of Resorts World Genting, 19 management trainees successfully graduated and recruited as permanent employees in year 2009. The Management Trainee Program has benefited Resorts World Gentings employees in many ways. Selected trainees will have good prospects in their career advancement as they are exposed to all facets of the business, from marketing to customer service, to human resource and operations. Thus, they can be easily promoted to a managerial position once a vacancy comes up within the organization. Besides, the program helps to identify and develop potential talents as a means of providing a good succession planning and enhancing morale in the organization. It helps to foster teamwork within the organization, promote good camaraderie and improve communication among teams because trainees usually collaborate with different team members at different levels. A major disadvantage of the Management Trainee Program is that successful trainees tend to be more self-centered and expect preferential treatment such as higher compensation and benefits from the organization. They might think high of themselves with the qualifications possessed. As the management trainees undergo job rotation, there is a tendency that the trainees could not master the operations and have an in-depth understanding of the functions in a department before switching to another department in just a few months. Consequently, they will become Jack of all trades and a master of none. The result might be harmful to the organization as these future-to-be managers might not be good managers. In addition, off-the-job learning is conducted by Resorts World Genting. Scholarships were awarded to 21 high-performing employees in the year 2009. Deserving employees received scholarships to further their studies at MAHTEC, Kolej Antarabangsa Genting Inti and Institute of Chartered Accountants in England and Wales (ICAEW). In year 2011, 22 scholarships worth RM1.7 million were awarded under the Genting Malaysia Education Fund to outstanding employees and other external recipients. Moreover, the organization partners with colleges and universities and professional associations such as Genting INTI International College (GIIC), ACCA, CIMA and ICAEW to provide the opportunity for employees to enhance their qualifications. For instance, Resorts World Gentings Finance Department has been recognized by professional accountancy bodies such as ACCA, CIMA and ICAEW to provide trainings to accounting fields employees to become qualified accountants. One of the advantages of Resorts World Genting offering further studies opportunities is that the employees with higher qualifications and professionalism can contribute more to the organization in various aspects of the organization. These professionals such as accountants, risk management experts and investment analysts can make better planning, professional evaluations and decisions for the organization in the business dealings. This will in turn help Resorts World Genting to minimize cost, maximize profits and penetrate into more profitable markets in various countries. When the organization has a good reputation of offering scholarships to high-performers, there will be a larger pool of qualified unsolicited candidates for the organization to make selection for a vacancy. Therefore, Resorts World Genting is less likely to face the problem of lack of qualified candidates for selection process. However, offering scholarships might be costly to Resorts World Genting as the organization has to fork out a whopping amount to support the increasing cost of living and tuition fees of scholarship recipients. This is much more expensive compared to other internal training programs. The organization also faces the risk that it might lose its high-quality employees after they have finished their studies. This is because when the high-performers have completed their duration of work as stipulated in the scholarship agreement, they might be poached by Resorts World Gentings competitors by being offered a higher compensation and more benefits. Furthermore, Resorts World Genting has also organized many seminars and conferences to help develop the professionalism of the senior management. For example, in October 2011, the organization carried out the 23rd Genting Malaysia Senior Managers Conference in Awana Kijal, Terengganu to encourage workers to be passionately committed to achieving the organizations goals and core values. Last but not least, besides organizing departmental team-building activities, Resorts World Genting emphasizes on work-life balance programs which improve employees wellbeing. To highlight holistic development of all levels of employees, the organization has also organized sports events and self-improvement activities. Some of the programs involved in inculcating team-spirit and lifelong learning include Coaching Leadership A Future for Women in Leadership, Sexual Harassment in the Workplace, Labour Day celebration and Genting Employee Carnival. The conferences organized by Resorts World Genting have benefited the organization as the senior managers and top management have the chance to exchange various viewpoints regarding the course of businesses run by the organization. This encourages communication and collaboration among all levels of managers of different departments within the organization instead of emphasizing on only one department. As a grand decision made by one department affects another, it is essential that all departments involved discuss and analyze a matter before making a final decision. Besides, the programs and activities carried out help to drive the behaviors and personal goals of employees to be in line with the organizational purpose, which in turn contributes to a highly-productive working environment. These activities are effective motivators for the employees to perform better and achieve organizational objectives. In contrast, attending various seminars and programs may be a loss of productivity and a waste of time for the employees of Resorts World Genting. Discouraged workers tend to take these activities as distractions to escape from work. There are also times that the information presented during seminars or the activities organized do not interest a particular individual. Moreover, the information presented by external parties may be incorrect, flawed and biased. The information cannot appeal to all the needs of the employees from different departments in the organization and it may be just a reiteration of what the employees have known. What the speakers provide are mostly theoretical and these theories cannot be applied in real-life situations due to various factors. The above are the human resource practices implemented by Resorts World Genting to ensure the effectiveness and efficiency of the employees. There are advantages and disadvantages for each activity organized by the organization. The top managers should look into the boon and bane of a practice before implementing it to maximize productivity within the organization. Critiques of Practices on the Effectiveness of the Company There are several critiques on the effectiveness of training and development practices implemented by Resorts World Genting on the normal course of business. The first method used by Resorts World Genting is on-the-job training, which is Skim Latihan 1Malaysia (SL1M). This method mainly helps the unemployed or fresh graduates to brush up their qualifications so that they have the capacity to meet the skills and knowledge needed by the jobs. This scheme is actually less effective to the operations of the organization as there is no structured and detailed handbook or guidelines to follow. Since this scheme has so many disadvantages such as inconsistency in training, too subjective and only dependent on one senior worker for each trainee, it would be cost-consuming to retain workers which are not well-trained. In long-term, this method will reduce the productivity of the company. Therefore, SL1M might be useful in decreasing the unemployment rate in the country but this scheme is unfavorable towards Resorts World Genting as it reduces the effectiveness of the organization. The second method applied by Resorts World Genting is job-rotation trainings that are offered to train potential employees to hold managerial positions in the future. Overall, the management trainee program increases the productivity and effectiveness of the organization. The disadvantages of the management trainee program are minor as they can be easily eliminated through some modifications of the program. This program usually has a higher requirement from its trainees as the trainees must be able to work under high pressure. Since they will be exposed to the functioning of every department within Resorts World Genting, they will be able to master all the operations when they have completed their training. Thus, the high-performing and well-trained employees will be able to manage high positions effectively and meet the organizational goals. In addition, Resorts World Genting also provides off-the-job learning by offering scholarships and opportunities to further studies to high-performing employees. This will be cost-saving in a way that the actual amount spent on scholarships is much lower than the cost of recruiting and selecting a new employee. The organization will have low turnover rate as this increases the job satisfaction of the employees. It will also be able to retain its pool of talents, and this human asset will provide comparative advantage to the organization to compete with other competitors. Professionals trained by the organization could make better professional analysis and decisions which in turn will increases the effectiveness in the business dealings. Therefore, off-the-job training increases the effectiveness and efficiency of Resorts World Genting in the long-run. Seminars and talks organized by Resorts World Genting appear to be less effective in training the employees as majority of these seminars involve only theoretical presentation. It is also not cheap to invite external speakers to give talks to the employees which will then be considered as a waste of time. As it is difficult to control human behavior, the company also cannot avoid the fact that some lazy employees take this chance to escape work. In short, organizing seminars and talks would decrease the effectiveness and productivity of the operations in Resorts World Genting. Recommendation There are some recommendations for Resorts World Genting to improve their training and development programs. First and foremost, there are few recommendations to increase the efficiency and effectiveness of on-the-job training, which is Skim Latihan 1Malaysia (SL1M) implemented by Resorts World Genting. The organization can set a standardized and structured on-the-job training scheme, alongside with clear and detailed handbook for every trainer and trainee. Trainers can follow the scheme and handbook which detail all workplace procedures to train the new employees and make sure that the trainees fully understand their jobs. Besides, Resorts World Genting has to choose the trainers carefully. Trainers must achieve the level of qualification required to train the new employees and the organization must make sure that they do not show bad habits or examples. This is because a good trainer will influence a trainee to become a good employee in the future. Besides teaching the trainees on how to solve their daily problems, the experienced trainers should also emphasize on rare and potential probl ems that might happen in the future, or at least the trainees are taught about these problems using theories. Furthermore, Resorts World Genting can assign more supervisors to observe how trainers and trainees work in their positions and require weekly report from the trainers. Trainers and trainees will then concentrate and pay more effort on their jobs because they do not wish to obtain bad comments in their report. Secondly, there are some recommendations for Management Trainee Program. Resorts World Genting can first try to observe the characteristics of potential employees and then decide which department is suitable for the individuals. Besides, managers can also interview the potential employees and tests their abilities in each and every sector. This can help to enhance the skills and knowledge that the management trainee lacks in a particular sector. Furthermore, Resorts World Genting also can set the period of job rotation longer. Potential employees can learn and discover more on a post before they change to another position if the job rotation duration is longer. Since these potential employees are going to handle managerial positions in the future, it is important for them to practice job ethics. Therefore, Resorts World Genting should show their employees that the organization emphasizes ethical ways of doing jobs. This will influence the employees and may change their decisions and actions to become more ethical in performing their job. In addition, to achieve cost-effectiveness, Resorts World Genting can offer their employees scholarships to further studies in local educational institutions instead of overseas. The tuition fees in local educational institutions are much cheaper compared to those abroad. Furthermore, the cost of living is also lower than staying overseas. Resorts World Genting can also plan to set up their own educational institution instead of partnering with other colleges. By taking this initiative, Resorts World Genting can save much cost for scholarships and attract more students to study in

A Balance of Power :: Career Employment Businesses Essays

A Balance of Power Eliminating "co-dependent" behavior has become as important for employment health as it is for psychological well-being. Today’s workers are realizing that the only source of employment security is the security they create for themselves, by becoming self-reliant and career resilient (Brown 1996). Continued employment is tied to lifelong learning and ongoing skill development, practices that enhance career growth and the potential for career advancement and mobility. This trend toward career independence is reflected in the new breed of independent contractors and temporary workers who move from job to job and project to project, marketing themselves for temporary assignments in a variety of organizations rather than seeking permanent jobs. When the self-employed are counted, these "free agents" comprise more than 16% of the U.S. population, roughly 25 million people who are continually marketing their skills, abilities, and achievements to realize their employment goals (Pink 1997). Workers are recognizing the need to ensure their marketability to employers, and employers are facing increased pressure to make their organizations attractive to workers. In the current tight labor market, where workers remember job loss as an outcome of corporate restructuring and downsizing, company loyalty has gone by the wayside. Brown (1998a) reports that even newly hired workers are on the lookout for a "better" opportunity, with 50-60% of them changing jobs within the first 7 months of employment. To offset excessive turnover, many companies are offering advantages associated with free agency (Reich 1998): "flexibility in how, when, and where you work; compensation linked to what you contribute; freedom to move from project to project." This shared responsibility for employment has resulted in the evolution of various partnership arrangements. Formal employment contracts, which are designed to satisfy the needs of both employers and employees, are being developed through collective bargaining and contain employment stipulations that are agreeable to both parties (Brown 1997). Through such contracts, "employers provide the opportunities, tools, and support to help employees develop their skills and maintain their employability; the employees have the responsibility of managing their careers by taking advantage of the opportunities they are given" (ibid., p. 1). What are the implications of this shared responsibility? Today’s workers must be entrepreneurial. They must function as free agents, marketing themselves and the skills they can offer to employers who serve as "customers." How Can Career Development Programs Be Updated? Career development programs, although continuing to focus on career awareness, exploration, and development, must be updated to contain strategies for employment in the 21st century.

How do I know anything?

The Film The Matrix was a Box Office hit due to the idea it presented to the audience. Even though Descartes' Meditations inspired the film, the idea of living in a computer simulated environment was an interesting, original concept that had been created recently. It opened up a question, how do I know anything? It is possible that we may be living in a computer-simulated environment, or in a big dream of some sort. We are unable to prove any of this at the moment, which could then possibly lead to scepticism about this theory. The only real argument to support the theory is to use the fact that our government keeps information confidential from the public, for a number of reasons. This demonstrates that there are things that we do not know; therefore, we should not totally doubt what we do not know, and that we may be living in a simulated environment. There is also the problem of perception. It is easy for us to perceive something to be different to what it really is. Magicians use optical illusions to fool us. If we are living in a simulated environment, then how can we break ourselves away from the perception that we are in, to separate ourselves from the simulation, and find out what the other reality is like? The closest technology has come to simulating environments is virtual reality. The environment is simulated, allowing humans to interact, although they may be elsewhere. The graphics within virtual reality are still basic, and this is one of the reasons why we are able to recognise virtual reality as being different to reality. Another reason is that virtual reality does not cause you to feel pain. Whether Virtual Reality is comparable to the neural-simulated environment in The Matrix, VR is the closest thing we have to relate to the theory. However, VR could be as real as reality if it had realistic models of physics (e.g. feather and coin fall at the same rate in a vacuum), better graphics, and the ability to stimulate the body into experiencing physical feelings of pain, heat and cold, etc. Another problem with doing this is having a computer powerful enough to process all this information via calculations. IBM have developed a supercomputer that can calculate the force of nuclear explosions. Does a computer exist powerful enough to simulate the reality we live in exactly? If it does, then the theory proposed by the film could be right. Another concern brought up by the film was about A.I. (Artificial Intelligence). In the film, A.I. developments created intelligent, living computers. Machines are physically better than man in many ways. They do not excrete, need tea breaks at work, sleep, be lazy, require wages, things that humans do. They are more efficient than humans. However, Humans have consciences, imaginations, and the ability to think. Computers do not have this. If computers did have this, they may be worth more than human life. Once recognising their status and power, it is possible that they may consider the human race to be inefficient, and may then start to eliminate humanity, like in The Matrix and The Terminator. This is something we have to be wary about when we decide to improve A.I., whether it be in industrial machines, home appliances, or computer games. If AI started to have a mind of its own, would anyone be willing to corrupt it, and turn it against others? It could be something terrorists would do to disrupt the activities of Governments around the globe? It may not be possible for machines to be a living, independent-thinking species. Computers work by calculations. Let us take an example. Home appliance in the future; greets person as they get in the door. A sensor will detect that the door is opening. It activates another smart sensor to identify that person. It is the house-owner. It greets with ‘hello'. The house-owner says ‘hello' back. The appliance uses a sensor to detect the reply, and assesses it not only for vocal identification, but to determine what mood the person is in. It will then choose a speech passage suited to the mood of the person. E.g. the person has a cold, so the computer tells the person that they are making a warm glass of Lemon and Honey for them, and ordering for a prescription of medicine to the doctor. Another sensor in the house will scan the person and send the details of the cold to the doctor, allowing the doctor to prescribe the right medication. The person will say ‘thanks', and the appliance will say ‘your welcome'. All this could happen just by entering the door and saying hello. The computer can display signs of compassion, but will not actually feel them. This will be a major mountain to conquer in the development of Artificial Intelligent Life. Commercially, Artificial Intelligence is still under development, and will take some time before it can resemble anything human. Overall, Technology will get better, and maybe we will discover if the simulated neural environment theory is right.