Free Essays on Weber & Dahrendorf

Max Weber and Ralf Dahrendorf Contemporary and classical theorists Max Weber and Social Science Max Weber thought that statements of fact are one thing, statements of value another, and any confusing of the two is impermissible, Ralf Dahrendorf writes in his essay Max Weber and Modern Social Science as he acknowledges that Weber clarified the difference between pronouncements of fact and of value (Dahrendorf). Although Dahrendorf goes on to note the ambiguities in Weber's writings between factual analysis and value-influenced pronouncements, he stops short of offering an explanation for them other than to say that Weber, being human, could not always live with his own demands for objectivity. Indeed, Dahrendorf leaves unclear exactly what Weber's view of objectivity was. More specifically, Dahrendorf does not venture to lay out a detailed explanation of whether Weber believed that the social scientist could eliminate the influence of values from the analysis of facts. Did Weber believe that, even though facts are one thing and values another, soci al and economic facts could be evaluated without the analysis being influenced by values? And what is the relation of objectivity to values? Could objectivity, for instance, be used to show that one value is superior to another? Or does objectivity apply only to the analysis of facts? Do one's values or perspective stem from human nature, metaphysical views, personal identity, or is it just as likely that they are a mere construct of culture? These questions, and others like them, underlie much that has been considered ambiguous in Max Weber's writings: His methodology. Since his death, sociologists and political scientists have been disputing where Weber stood with regard to questions concerning the relationship of objectivity to facts and values. Most of Weber's commentators, Edward Bryan Portis writes, have assumed his advocacy of the fact-value dichotomy, despite his explicit and ... Free Essays on Weber & Dahrendorf Free Essays on Weber & Dahrendorf Max Weber and Ralf Dahrendorf Contemporary and classical theorists Max Weber and Social Science Max Weber thought that statements of fact are one thing, statements of value another, and any confusing of the two is impermissible, Ralf Dahrendorf writes in his essay Max Weber and Modern Social Science as he acknowledges that Weber clarified the difference between pronouncements of fact and of value (Dahrendorf). Although Dahrendorf goes on to note the ambiguities in Weber's writings between factual analysis and value-influenced pronouncements, he stops short of offering an explanation for them other than to say that Weber, being human, could not always live with his own demands for objectivity. Indeed, Dahrendorf leaves unclear exactly what Weber's view of objectivity was. More specifically, Dahrendorf does not venture to lay out a detailed explanation of whether Weber believed that the social scientist could eliminate the influence of values from the analysis of facts. Did Weber believe that, even though facts are one thing and values another, soci al and economic facts could be evaluated without the analysis being influenced by values? And what is the relation of objectivity to values? Could objectivity, for instance, be used to show that one value is superior to another? Or does objectivity apply only to the analysis of facts? Do one's values or perspective stem from human nature, metaphysical views, personal identity, or is it just as likely that they are a mere construct of culture? These questions, and others like them, underlie much that has been considered ambiguous in Max Weber's writings: His methodology. Since his death, sociologists and political scientists have been disputing where Weber stood with regard to questions concerning the relationship of objectivity to facts and values. Most of Weber's commentators, Edward Bryan Portis writes, have assumed his advocacy of the fact-value dichotomy, despite his explicit and ...

How to Become a Speech Language Pathologist

How to Become a Speech Language Pathologist Speech-language pathologists, also known as speech therapists, play a huge part in diagnosing, treating, and managing communication disorders (which include recovery from strokes, brain injuries, hearing loss, developmental disabilities, and autism). The speech-language pathologist career at a glance:The Day-to-DaySpeech-language pathologists can be found in a variety of medical and educational settings: hospitals, elementary and secondary schools, colleges and universities, health clinics, and private practice offices. They typically work a 9-to-5-type schedule in an office, seeing patients on an appointment basis. Speech-language may specialize in treating communication disorders in particular age groups, from children (including autism spectrum communication issues and developmental delays) to adults (including stroke recovery and degenerative diseases like Parkinson’s). This position also often includes research and study of speech disorders and treatment in addition to wo rking directly with patients.The RequirementsSpeech-language pathologists typically have a master’s degree in the field, plus licensing and clinical training. Licensing requirements vary by state, so be sure to check on your own state’s regulations for speech therapists.The SkillsSpeech-language pathologists require a number of special skills and knowledge bases, including:Healthcare management and administrationHuman communication processesProblem solvingCurrent medical technology and methodsPatient care and communicationHuman behavioral patternsThe PayPer the U.S. Bureau of Labor Statistics (BLS), the median salary of speech-language pathologists is $71,550.The OutlookThis area is a fast-growing area of Allied Health, with the BLS predicting robust 21% growth.Interested?  Apply Here

TOTAL QUALITY & PERFORMANCE MANAGEMENT Essay Example | Topics and Well Written Essays - 2000 words

TOTAL QUALITY & PERFORMANCE MANAGEMENT - Essay Example This requires regular monitoring of organizational success and measuring performance. Internationalization and globalization has increased the importance of rethinking of the performance measurement system. Edgar Schein defines culture as a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems (cited by Nellen, n.d.). Schein further emphasizes that organizational culture is the key to organizational excellence... and the function of leadership is the creation and management of culture. Culture differentiates one organization from another and provides a sense of identity. Change according to the ancient Greeks was tampering with the basic character of things and was a sure path to disaster. Modern western culture, however, thinks change is a means to bend fate to ones ends (Kanter et al., 1992 cited by Appelbaum et al., 1998). Globalization, internationalization and the challenge to meet international needs have made change a standard business practice to meet long term organizational goals. This paper will discuss the relationship between performance measurement, organizational culture and change management at Marriott Hotels. It will further demonstrate how performance measurement and management ultimately impacts the organizational excellence. Marriott International has always been known as an employee-oriented family atmosphere organization. As service expectation of the existing customers and potential customers have gone up, and as total quality management (TQM) is a management philosophy based on continuous improvement, Marriott felt the need to consider TQM in their company to be able to

Deutsche Telekom Essay Example | Topics and Well Written Essays - 250 words

Deutsche Telekom - Essay Example 2. When the letter from the technician becomes known to the public, what, do you think, various stakeholders might say about Deutsche Telecom? What would customers say? What would analysts say? What would the general public, say? What would employees of the organization say? The various stakeholders will end up disappointed by the CEO of Deutsche Telecom and his entire managerial team and immediately call for his removal from office. Many customers would feel pity for the employees of the company and would remain loyal to the company, whereas analysts will put it clear to the media that, the main reason for the company’s failure is due to the CEO’s incompetence. This will tarnish the corporation’s reputation besides prompting mixed reactions amongst the employees of the company. Some due to the fear of losing their jobs will start criticizing the move adopted by the company’s technician. However, others will be in full support of the move and encourage the technician. The employee’s actions of making the letter public will be below par. Therefore, I would insist on meeting with the CEO first to discuss on the way forward. Then I would also hold a meeting with all the company’s employees to discuss on their grievances and the steps to take. 4. Put yourself in the shoes of middle manager of DT. Imagine that your employees are actively discussing the letter after it became public. Would you be engaged in those discussions? If yes, would you do that informally or in a formal setting? What would you say or ask? Yes, I would engage myself in the discussions but in an informal setting to make them feel at ease, hence share their thoughts. I would ask them of their opinions concerning the letter, whether it was right or wrong. I would also try making them feel appreciated by asking what they think is the way forward for the survival of the

Importance Of Time In As If To Nothing Drama Essay

Importance Of Time In As If To Nothing Drama Essay I find this contemporary dance piece As if to nothing which reflected to The important of time is very interesting in terms of the meaning that all dancers express feeling towards the audience and the question of What have we done so far in our lives? It came up in my mind as I observe the dance piece. It is a very strong idea about a persons life and brings upon a great impact when expressed correctly. Another aspect of the piece that I admire is how the choreographer made use of the dancers and the space on stage. The effects of the video recording with different angles and the use of space with the blocks is a very effective way in communicating the message to the audience. Thus I will be reviewing these two aspects: the theme for this piece and how does the choreographer achieve the effects of the video recording and the use of space. Lastly, I will be explaining the overview of the whole piece whether or not the choreographer has successfully fulfilled the intent of his work. The idea of important of time in this piece is catchy, as it is very relevant to a lot of us. As we know, time can change everything or even destroy many things in our life. We often do not realize a lot of minor details that happens in our life as time pass because it has become a routine for us. I reason I feel that this idea is interesting is because I strongly believe that the idea that a choreographer is trying to portray in a dance piece must always be relevant to the audiences that you are performing to. A lot of dance pieces have failed to Tee 2 connect because the audiences could not relate to the idea that the choreographer wants to communicate. Although it might be a very basic decision, a lot of choreographer missed this and made a piece that only they can relate to. As we can see in the beginning of this piece, the dancers played with different elements for example talking while dancing, repetition and exploring the speed of each and every movement. The first one that I have observed is repetition and talking while dancing at the same time. The female dancer kept repeating the same sentence what am I doing hereà ¢Ã¢â€š ¬Ã‚ ¦? (in Cantonese). Well, it took a while for me to get the meaning of it. I felt that she was trying to express her feeling of regretful about why she was still doing a particular thing at this period of time and yet she could be doing a better one instead. However, the choreographer linked daily routines, such as brushing teeth with repetition to show that it is something that I am doing in my daily lifestyle. As the audience, I was trying to focus on whats going on with different individual on stage. I personally think that it is a little of a distraction to see different dancers doing different actions repeatedly. In my op inion, it would be more effective if all of them are doing the same action. This will keep the audiences focus on the idea of the story. One of the aspects I particularly liked, and was present in the second scene in this performance, was the play of lights. This scene made use of the lights extensively to enhance the effect of the performance and personally, the lighting were vital in the effectiveness of the performance. Shapes of lighting were being used and most of these shapes were squares, rectangles or strips of light across the props. This was unique for me because spotlights were usually in circle but in this performances, all the spotlights towards the props were, not circles, but rectangles or squares. It gave me the feeling that the dancers were being enclosed Tee 3 in a box and confined to the space within those boxes walls. A particular scene of the performance that I remember vividly was the scene where Peggy Lam, the female dancer was being carried by 2 male dancers in and outwards from the particular small box in square shape. I can see that she is very light and even one hand can carry her up passing through the hole of the box. This particular moment gave me the sense that the she was searching her memories, trying to think back what she had done in the past. The frustration that I can felt it from her emotion reminds me the important of time in my life. Movable props also played a big part as the choreographer successfully fulfilled the meaning of As if to nothing in this performance. The dancers kept changing the position of the props in different patterns like L shape, doors with square window and others. It gave me the feeling of nothing is permanent; nothing can remain the same in a particular period of time because time can destroy many things. In my opinion, the choreographer has cleverly expressed that nothing is permanent by just moving the set around the stage. It is definitely simple, but effective in the sense that the props were represented our memories or time. Another interesting choreographic intention was how the choreographer played through the video by showing the dancers movements whereas dancers were dancing the same movements on stage. The question of Why did the choreographer wanted to show the dancers movements through projection? appeared in my mind as I observed the dancers dancing on stage and at the same played with the projections. There was a segment which the dancers were dancing behind the props. The screen where placed at the ceiling facing the dancers. This scene was very powerful to me. Each dancer simply walking through the screen with so much conviction and focus in their eyes through the projection and though I was seated rather high up and far away from the stage, it was as if I could feel the intense focus in Tee 4 their eyes as they walked forward, seemingly with a purpose of getting somewhere. I was captured in the moment so intensely and it was breath-taking, the power of such simplicity. I started to gain a new knowledge where by the projection is my memory and my daily routines are the dancers movements. To explain in detail that can link to the theme of the whole piece, nothing is permanent, time can destroy many things but if I take a picture or record video of any interesting things that I have done in the life, it will still remain. Overall, what inspired me the most is the sense of being a professional dancer on stage. Dancers performance quality must be good so that it give the audience an overall image that can link to the theme of nothing is permanent. T.H.E dancers looked ready to perform, giving their full energy and high spirit to dance for one and the half hours. The dancers also showed good emotions as they immerse themselves into the dance theme As If To Nothing. This value should be with all dancers at all time. If I observe the dancers spatial awareness, I can see that the dancers are very precise when moving the sets around. I can see a lot of discipline involved in carrying out this piece. The dancers movements are also very sharp and strong. In conclusion, in terms of the idea, I think that the piece brings a very meaningful idea to be expressed to the crowd and it definitely has a lot of values such as discipline and professionalism for aspiring dancers like me to learn from. I find myself drawn to works that have the courage to push beyond the norms and give the audience a unique experience. This is the main reason that this performance As if to nothing stood out as a memorable experience for me. (1348 words)

Leading Equality and Diversity Essay

Be able to understand the commitment to equality of opportunity and diversity 1. 1 – Evaluate the organisation’s commitment to equality of opportunity and diversity Equality and diversity means that every service user has their individual needs comprehensively addressed. He or she will be treated equally and without discrimination. This is regardless of the individual’s ethnic background, language, culture, faith, gender, age, sexual orientation or any other aspect that could result in their being discriminated against purely because they have such characteristics. Ashley Care LLP is firmly committed to diversity in all areas of our work. We believe that we have much to learn and profit from diverse cultures, experiences and perspectives, and that diversity will make our organisation more effective in meeting the needs of all our stakeholders. We believe that equality and diversity within our organisation contributes to our objectives and we are especially conscious of the fact that effective partnership relationships require a shared commitment to equality of opportunity and valuing and managing diversity. Our Equality and Diversity Policy helps to ensure that there is no unjustified discrimination in the recruitment, retention, training and development of staff on the basis of gender including transgender, marital status, sexual identity, religion and belief, political opinion, race, work pattern, age, disability or HIV/AIDS status, socio-economic background, spent convictions, on the basis of having or not having dependants, or any other irrelevant grounds. Our Policy is an integral way on which we handle our recruitment procedures to ensure a fair and approachable image of our organisation. Ashley Care LLP have an Equality, Diversity and Inclusivity Policy and its purpose is to ensure that its service is fully committed to these principles and values and to communicate this commitment to all stakeholders. The policy should always be referred to wherever differences of view based on lack of understanding or prejudice about diversity, equality and inclusion are evident. Equality, diversity and inclusion means that every service user has their individual needs comprehensively addressed he or she will be treated equally and without discrimination. This is regardless of the individual’s ethnic background, language, culture, faith, gender, age, sexual orientation or any other aspect that could result in their being discriminated against purely because they have such characteristics. 1. 2Discuss how behaviour, actions and words of all members of the organisation support the commitment to equality of opportunity and diversity At Ashley Care LLP we are committed to working together to build a community founded on equality of opportunity – a social care community which celebrates the rich diversity of our service users and staff populations. Discriminatory behaviour has no place in our community and will not be tolerated. Within a spirit of respecting difference, our equality and diversity policies promise equal treatment and opportunity for all regardless of gender, sexuality, race, colour, disability, religion, age, and ethnicity or nationality. We call on all members of our company to make a personal commitment to these aims. Our Partners of the Company will ensure that its own actions promote equality and diversity. Through their words and behaviours, Partners will aim to provide genuine equality of opportunity regardless of gender, sexuality, race, colour, disability, religion, age, and ethnic or national origin. In considering its own composition and filling vacancies, the Partners will seek to ensure that its membership embraces the widest possible variety of backgrounds and views, consistent with the need to maintain a Partnership with the skills and experience necessary to carry out its responsibilities. Ashley Care LLP expresses its commitment to equality and diversity by: a. especting service users’ ethnic, cultural and religious practices and making practical provision for them to be observed b. reassuring its service uses that their diverse backgrounds enhance the quality of experience of the service c. accepting service users as individuals, not as cases or stereotypes d. involving service users to express their individuality and to follow their preferred lifestyle, also helping them to celebrate events, anniversaries or festivals which are important to them as individuals e. howing positive leadership and having management and human resources practices that actively demonstrate a commitment to equality and diversity principles f. developing an ethos throughout Ashley Care LLP that reflects these values and principles g. expecting all staff to work to equality and diversity principles and policies and to behave at all times in non-discriminatory ways h. providing, training, supervision and support to enable staff to do this i. aving a code of conduct that makes any form of discriminatory behaviour unacceptable; this is applicable to both staff and service users and is rigorously observed and monitored accordingly. Partners will devote time to the development of their own knowledge, understanding and practices to promote and achieve equality and respect for diversity and will see such development as one test of their effectiveness. The achievement of genuine equality of opportunity is at the heart of our mission as a provider of higher education. We aim to build a learning community which exhibits the diverse range of skills and experience which cannot be found within any single group of students or staff. In pursuing this aim, we want our community to value and to be at ease with its own diversity and to reflect the needs of the wider community within which we operate. Although we accept all of our responsibilities under current legislation, we aim to reach beyond the strict confines of the law to provide equality of opportunity for all. We will continue to formulate and implement policies to that end. Every member of our company has a moral and legal responsibility to promote equal treatment within that community and to respect its diversity. Overall responsibility for working with our community in support of these aims lies with the Senior Partner, closely supported by the other Partners. The HR & Workforce Development Manager is responsible for matters relating to equality of opportunity in employment, for developing policies which meet legislation and best practice, for monitoring the impact of these policies on different minority groups, and for providing relevant employment statistics. All staff and service users are responsible for ensuring that their actions are carried out in accordance with this policy. They may be held personally to account should their actions fall sort of the requirements of this policy in any way. We are committed to being an equal opportunities employer. We wish to see people from all groups in our society represented at all levels of employment, to ensure that no available talent is overlooked and to provide role models for our staff members. 1. 3Identify organisational and personal responsibilities and liabilities under equality legislation and codes of practice The Equality Act became law in October 2010. It replaces previous legislation (such as the Race Relations Act 1976 and the Disability Discrimination Act 1995) and ensures consistency in what we needed to do to make our workplace a fair environment and to comply with the law. â€Å"This was, primarily , the Equal Pay Act 1970, the Sex Discrimination Act 1975, the Race Relations Act 1976, the Disability Discrimination Act 1995 and three major statutory instruments protecting discrimination in employment on grounds of religion or belief, sexual orientation and age. † en. wikipedia. rg/wiki/Equality_Act_2010 The public sector Equality Duty (section 149 of the Act) came into force on 5 April 2011. The Equality Duty applies to public bodies and others carrying out public functions. It supports good decision-making by ensuring public bodies consider how different people will be affected by their activities, helping them to deliver policies and services which are efficient and effecti ve; accessible to all; and which meet different people’s needs. The Equality Duty is supported by specific duties, set out in regulations which came into force on 10 September 2011. The specific duties require public bodies to publish relevant, proportionate information demonstrating their compliance with the Equality Duty; and to set themselves specific, measurable equality objectives. The Equality Act covers the same groups that were protected by existing equality legislation – age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage and civil partnership and pregnancy and maternity – it extends some protections to some of the groups not previously covered, and also strengthens particular aspects of equality law. The Equality Act is a mixture of rights and responsibilities that have: * Stayed the same – for example, direct discrimination still occurs when â€Å"someone is treated less favourably than another person because of a protected characteristic† * Changed – for example, employees will now be able to complain of harassment even if it is not directed at them, if they can demonstrate that it creates an offensive environment for them * Been extended – for example, associative discrimination (direct discrimination against someone because they associate with another person who possesses a protected characteristic) will cover age, disability, gender reassignment and sex as well as race, religion and belief and sexual orientation Been introduced for the first time – for example, the concept of discrimination arising from disability, which occurs if a disabled person is treated unfavourably because of something arising in consequence of their disability. As a result, I needed to review and change most of our policies and practices. 2. Be able to understand the application of equality of opportunity and diversity 2. 1 – Describe the organisation’s equality and diversity policies and how these are communicated within the workplace To ensure equality and diversity is no longer viewed as something only affecting minority groups, any issues need to be viewed not as issues, but as something to be explored and celebrated. Staff could be personally affected by stereotyping, prejudice and/or discrimination when attending work, which could lead to non attendance or non achievement. As a manager I need to ensure all my staff value one another and that the basic rights they are entitled to, for example to learn in a comfortable and safe environment are met. The Pre-Employment Induction to Ashley Care LLP include details of all policies and procedures, including equality and diversity, which are brought to the attention of the staff members during their initial interview and during the induction session. Having a policy is not enough, Ashley Care LLP also have a working group to ensure that the policies are promoted, monitored and regularly reviewed. Policies are also communicated to all staff through the following mechanisms: * Staff handbook * Contract of Employment * Application Form * Team meetings * Staff meetings Ashley Care LLP fully supports all principles of equality and diversity, and opposes any unfair or unlawful discrimination on the grounds of ability, age, colour, culture, disability, domestic circumstances, employment status, ethnic origin, gender, learning difficulties, marital status / civil partnership, nationality, political conviction, race, religion or belief, sexual orientation and/or social background. Ashley Care LLP aims to ensure that equality and diversity is promoted among all staff and service users and that unfair or unlawful discrimination, whether direct or indirect, is eliminated to promote a climate of equality and respect. All staff can expect to work in an environment free from harassment and bullying. † Taken from Ashley Care LLP’s policy on Equality and Diversity 2. 2 – Assess the application of the organisation’s commitment to equality of opportunity and dive rsity The evidence that Ashley Care LLP have collected over the years clearly demonstrate our commitment to equality and diversity. The application form states that â€Å"Ashley Care LLP is an equal opportunities employer and we welcome applications from all sections of the community. We are committed to a policy of equal opportunities for all work seekers and shall adhere to our policy at all times. We review all aspects of recruitment to avoid unlawful or undesirable discrimination. † Our policy states that â€Å"Equality and diversity means that every service user has their individual needs comprehensively addressed. He or she will be treated equally and without discrimination. This is regardless of the individual’s ethnic background, language, culture, faith, gender, age, sexual orientation or any other aspect that could result in their being discriminated against purely because they have such characteristics. † Within our policy we also state that â€Å"Ashley Care LLP expresses its commitment to equality and diversity by: a. respecting service users’ ethnic, cultural and religious practices and making practical provision for them to be observed b. reassuring its service uses that their diverse backgrounds enhance the quality of experience of the service c. accepting service users as individuals, not as cases or stereotypes d. nvolving service users to express their individuality and to follow their preferred lifestyle, also helping them to celebrate events, anniversaries or festivals which are important to them as individuals e. showing positive leadership and having management and human resources practices that actively demonstrate a commitment to equality and diversity principles f. developing an ethos throughout Ashley Care LLP that reflects these values and principles g. expecting all staff to work to equality and diversity principles and policies and to behave at all times in non-discriminatory ways h. providing, training, supervision and support to enable staff to do this i. aving a code of conduct that makes any form of discriminatory behaviour unacceptable; this is applicable to both staff and service users and is rigorously observed and monitored accordingly. † 2. 3 – Review the diversity of the workforce against the local and/or national population and identify areas for review. Diversity is about valuing and respecting the differences in the workforce, regardless of ability and/or circumstances or any other individual characteristics they may have. If you have more than one member in your workforce you will experience diversity. I am also different from my workforce in many ways, and they are different from one another, therefore they are entitled to be treated with respect, wi th their differences taken into consideration. Combined together, equality and diversity drive an organisation to comply with anti-discrimination legislation as well as emphasising the positive benefits of diversity such as drawing on a wider pool of talent, positively motivating all employees and meeting the needs of a wider customer base. Differences should be acknowledged, celebrated and embraced, to ensure all employees feel included in the process to be followed, and that the working environment is suitable for all. Examples of these differences are: * ability| * disability – physical or mental| * age| * domestic circumstances| * belief| * educational background| * colour| * employment status| * class| * ethnic origin| clothing worn| * experience| * confidence| * gender| * culture| * intelligence| * language, accent, dialect| * race| * learning difficulties| * religion| * marital status / civil partnership| * sexual orientation| * nationality| * social class or identity| * occupation| * talent| * parental status| * tr adition| * physical characteristics| * transgender| * political conviction| * wealth| Promoting diversity in the workforce is about attracting and retaining the best people, regardless of what group they belong to. â€Å"There is considerable evidence to show that inclusive organisations benefit from diversity through: enhanced competitiveness, attracting and retaining more competent employees, who understand the needs of their workforce and respect differences; * improved performance and outcomes, creating a working environment in which everyone is encouraged to perform to their maximum potential; * improved customer services, being able to reflect and meet the diverse needs of the workforce and; * improved staff relations, which reduced the risk of costly tribunals by complying with anti-discriminatory legislation. † www. lluk. org. uk/3167. htm As a manager working within the Health ;amp; Social Care Sector, I agree with the above statement, particularly creating a working environment in which everyone is encouraged to perform to their maximum potential. An inclusive organisation will ensure that their workforce are not excluded for any reason, either directly or indirectly, from part aking in a chosen programme. All the workforce will bring with them valuable skills, knowledge and experiences, I try to incorporate these within any training sessions and treat everyone as an individual. I am always positive and proactive where equality and diversity are concerned, even if my opinions differ from those of my workforce. I have to challenge my own values and beliefs. However, as a professional, I am first and foremost a manager, and my personal opinions must not interfere with the employment process. I must also be careful not to indulge the minority to the detriment of the majority. 3. Be able to understand the needs of others in relation to equality of opportunity and diversity 3. 1 – Explain the requirement to understand individual’s needs, feeling and motivations and to take an interest in their concerns The fundamental reason for promoting equality is to meet the needs of the workforce. Individuals are at the heart of the company and meeting their needs requires an active approach to equality of opportunity at all stages of their employment. It is about the removal of social and economic barriers to participation. Good equal opportunities ensure that all employees: * are respected and not discriminated against; * become aware of equality and inclusion; * benefit from high quality opportunities * work in an environment that supports their development. The Learning and Skills Council (LSC) look to employers and learning organisations they fund to help promote equality of opportunity, widen participation and improve performance. They recommend the following. â€Å"Explicit references: equality of opportunity should be promoted and discrimination tacked so that all employees achieve their potential, * guidance and support should be sensitive to quality of opportunity, * organisations should have effective measures to eliminate oppressive behaviour, including all forms of harassment, * companies should be socially inclusive, ensuring equality of access and opportunities for workforces, * managers should use materials and methods that promote equality of opportunity, * there should be explicit aims, values and strategies promoting equality for all that are reflected in the organisation’s work. Implicit references: staff should have access to relevant, effective support on personal issues, * staff should understand their rights and responsibilities, * resources and accommodation should allow all staff to participate fully, * organisations should promote good working relationships, * programmes should be responsive to local circumstances, * the organisation’s values should be fully understood by staff, including sub contractors and work placement organisations, * the performance of different groups of staff should be used to guide programme development. As a manager I need to take positive steps to promote a culture of equality and diversity in everything that I do that may affect the employment process. 3. 2 – Evaluate the impact of showing respect to others, recognising their value and upholding their rights An example of showing respect to others, recognising their value and upholding their rights could be: An employee has declared to me during this Common Induction Standards training that he is transgender and wants to know which toilet facilities he can use. He has not asked this information remain confidential. This declaration by the employee means that my whole organisation is deemed to know under the Equality Act 2010, and will need to make reasonable adjustments so that the employee has access to toilet facilities he is comfortable with. I may suggest that the employee can use the disabled toilet which is accessed by both males and females. If I am unable to respond to the employee’s needs, he may feel that under the Gender Reassignment Regulations (1999) his needs have not been given the same consideration as those of male and female gender. Some employees may not want to may not want to complete the section on the application form (pre 2008), which required them to disclose details such as a disability, ethnic origin, date of birth etc. Although it was not compulsory, the information often helped our organisation support the workforce, as well as collect data for purposes such as funding and statistics to inform policies. 3. 3 – Describe the need for integrity, fairness and consistency in dealings with individuals When considering forms of harassment, it is important to bear in mind that different people have different cultural and social perceptions as to what they consider to be hostile or degrading. If possible, deliver sessions with your workforce to try to address these perceptions or assumptions. During the recruitment and selection process, I often ask the interviewers what they understand by equality and diversity and how they ensure it in their interviewing. Very often the response is that they would treat everyone the same. However, diversity, fairness and equality are about treating others as they would wish to be treated, rather than making assumptions on their behalf. The workforce is all different and therefore have different needs and different degrees of need which will lead to equal outcomes at the end of their training. Language has a fundamental role to play in treating people fairly. Words you use should give a clear message to all the workforce that myself and my organisation value diversity and respect individual differences. Carefully examining the language I use and the way I use it will help ensure that I treat my workforce as individuals and not merely as members of staff. Communication is not just about words, however, and I also should ensure that my tone of voice, demeanour and body language convey the same message of inclusiveness. An example may be: Gemma has been asked to plan, design and deliver a four week Job Skills programme as part of a Support and Achieve Programme for Lone Parents. The clients are referred to the programme from JobCentrePlus and the aim of the project is for the one parents to return to work. The very title of this project typecasts these clients into a particular group. They are immediately identified as lone or single parents. Gemma therefore suggests the title be changed. Reports from the media project an image of lone parents as predominately young mothers or fathers with children living on their own and claiming state benefits. There are many diverse people who find themselves as lone parents due to different circumstances, for example, widows, windowers or divorcees. The title of a programme can therefore affect who will apply for it, in this example it is positive discrimination in favour of lone parents. However, the content will be based around returning to work and could easily be adapted to suit others, and the mix of workers will help promote inclusion and equality. 3. 4 – Outline a process for dealing with others whose behaviours, words or actions do not support a commitment to equality of opportunity or diversity When an inspection is planned, the Care Quality Commission (CQC) uses the provider’s annual self-assessment report, along with other information such as data on achievement and development plans. Inspection reports include judgements on self-assessment and the self-assessment report. During the inspection the self-assessment report will continue to provide CQC inspectors with crucial evidence to support judgements about the Essential Standards of Quality and Safety’s main aspects, the contributory grades for equality and diversity, safeguarding and the provider’s capacity to improve. Inspectors will use the report to assess risk, monitor standards and plan for inspection. Where subject areas are to be inspected, the report will help the lead inspector select the areas to inspect. Findings during the inspection will be compared with those in the self-assessment report, and a conclusion reached on the accuracy of those judgements. Judgements on the accuracy and use made of the self-assessment report contribute to the grade awarded for the provider’s capacity to make and sustain improvements. A provider that is judged to be outstanding in this area will have a self-assessment report that is highly accurate. The process of self-assessment will be comprehensive and inclusive. It will be used very effectively to secure sustained improvements in all aspects of the provider’s work. A provider that is judged to be good in this area will have a self-assessment report that is largely accurate. The process will be thorough and used well to secure improvements in most aspects of the provider’s work. A provider that is judged to be satisfactory in this area will use self-assessment well to identify most of the provider’s strengths and weaknesses and bring about improvements. A provider judged to be inadequate in this area may be one where quality improvement and self-assessment do not lead to demonstrable improvements. After inspection you must review and update your plans to take account of the inspection findings. Providers are required to set out clearly what actions are needed and to link this explicitly to the inspection findings within two months of the publication of the inspection report.

Compare the Presentation of Love in Shakespeare to Pride...

‘Romeo and Juliet’ and ‘Pride and Prejudice’ are the two of English literature’s most celebrated and loved stories. In both cases, the theme of the story is love between a young man and women and the lovers are the main characters about which the rest of the cast or characters in the story revolve. Although both are romances, in the literal sense of the word, there are numerous differences between them; this essay intends to examine the similarities and differences between the two works, specifically in the way that the idea of love is presented. ‘Romeo and Juliet’, written by the Stratford-Upon-Avon–born playwright William Shakespeare, was first performed on a London stage around 1594, although the actual date cannot be given for†¦show more content†¦The main character is a young middle-class woman of marriageable age (20 turning 21) called Elizabeth (Lizzy), who is one of five daughters, all of whom are brought up to believe that â€Å"a single man in possession of a good fortune must be in want of a wife†. The second half of this opening sentence of the novel reveals that the â€Å"universal truth† that it proclaims is nothing more than a social assumption. When claiming that a single man must be in want of a wife, Jane Austen reveals that the reverse in also true; a single woman may be in desperate want of a husband. However, being the second daughter in the family, Lizzy is unable to marry in a â€Å"respectable† way until her elder sister, Jane, has already done so. She is repelled by the attention of the pompous minister, Mr. Collins; by contrast, she attracted to the youthful, but dangerous, cavalry officer Mr. Wickham. Although mostly a peripheral character to begin with, Mr. Darcy is the best friend of the rich young man, Mr. Bingley, who Jane falls in love with. When their relationship fails to develop as hoped, Darcy is blamed by Lizzy for turning Bingley against her sister. Despite his reservations, which she interprets as arrogance, Darcy is attracted to Lizzy, but she cannot see him as anyone other than â€Å"the man who has been the means of ruining, perhaps forever, the happiness of a most beloved sister.† Shocked by her refusal of his offer ofShow MoreRelatedComparing Shakespeare s Midsummer Night s Dream, Pride And Prejudice And The Great Gatsby2712 Words   |  11 PagesCompare and contrast the presentation of love and marriage in A Midsummer Night’s Dream, Pride and Prejudice and The Great Gatsby. The main theme which brings A Midsummer Night’s Dream, Pride and Prejudice and The Great Gatsby together is the idea of how love and marriage is presented. Shakespeare, F. Scott Fitzgerald and Austen all portray love and marriage as being two separate issues, which rarely intertwine. The different contexts in which these texts are written have all had a huge impactRead MoreLangston Hughes Research Paper25309 Words   |  102 Pagessalvation. 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Preface Introduction Over the past hundred years or so, Organization Theory has developedRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesWorkers More Satisfying Jobs?) †¢ New Case Incident (Crafting a Better Job) †¢ Updated Case Incident (Long Hours, Hundreds of E-Mails, and No Sleep: Does This Sound Like a Satisfying Job?) Chapter 4: Emotions and Moods †¢ Entirely new Opening Vignette (Love at Work: Taboo No More?) †¢ New feature: glOBalization! †¢ New Myth or Science? (â€Å"We Are Better Judges of When Others Are Happy Than When They Are Sad†) †¢ Revised introduction to the topic †¢ Review of research on moods and employee attachment †¢ New sectionRead MoreLibrary Management204752 Words   |  820 Pagesthe public services programs, identifying and mentoring staff as a part of succession planning and development of a long- 1    Introduction range facilities plan. Key characteristics of the successful candidate will include demonstrated presentation skills, strategic agility, and a quick grasp of process management and systems thinking. Using the vertical hierarchy of management levels, what level of manager is this? What skills are required for this position? How could a librarian who wished