Thursday, January 30, 2020
The HR Manager Essay Example for Free
The HR Manager Essay Introduction            In this country, and even in the rest of the world, the practice of Human Resources Management is rapidly evolving to assume a more pervasive role in the society.  We are in the era of organizational revolution. Out time is marked with rapid shifts in the demography of our workforce, changing corporate culture, and changing organizations. Organizational forms have become more complex and new forms have been developed (Block, 1981). The management of people has never been as important and crucial than ever before. Today, it is considered a central figure and the key to productivity and quality especially in a very competitive society. The Need            In the light of the rapid shift in today’s organization, the skills required of human resource managers, beginners in the profession and even aspiring students in the discipline, rest on the foundation of knowledge on the whole gamut of human resources management, specifically management theories applied in our setting (Kline Saunders, 1993).            The need for a more efficient, economical and equitable management of the human resources in business industry has never been as pronounced as it is today. This need has never been brought about by factors which inevitably affect not only the established structures and ways of doing things within the personnel area but also by the more meaningful and substantial task of managing the organization’s most important asset – the human resource. Among these factors are: stiffer competition in business; rapid changes in technological, competitive and economic environments; the explosion of technical and managerial knowledge; spiraling wage and benefits cost and so many others. These factors have no doubt been responsible for the emergence of the personnel function as a vital area in the implementation of corporate strategy (Bruffee, 1993).            The influence of behavioral science has resulted in a humanistic orientation for personnel management that is geared toward attainment of organizational objectives. Traditional functions in personnel such as hiring, wage and benefits administration and record keeping are still being performed. However, the scope of personnel management has been expanded to include strategic concerns such as, among others, career planning, organizational development and community relations. This linking of personnel management with the process of achieving the organization’s strategic goal defines the qualitative leap into human resource management (Demick, 1993). III. Defining our terminology            What are learning theories and what are the implications of these to the matter at hand? How do we know that these are in operation? What activities should be secured in an organization that will encourage the knowledge of these theories? As we were just pondering on the grave need for the upliftment and maximum utilization of our workforce by addressing several factors inherent in the profession, we want to first look into these learning theories and analyze about their contribution to a difficult year.            Atkinson (1993) best summarizes what learning theories assume:            â€Å"Learning pervades our lives. It is involved not only in mastering a new skill            or academic subject but also in emotional development, social interaction            and even personality development. We learn what we fear, what to love,            how to be polite and so on. Given the pervasiveness of learning in our lives,            it is not surprising that we have already discussed many instances of it – how            for example, children love to perceive the world around them, to identify with            their own sex, and to control their behavior according to adult standards.†           Learning as proponents claim them to be, maybe defined as a relatively permanent change in behavior that results from practice: behavior changes that are due to maturation (rather than practice), or temporary conditions of the organism (e.g. fatigue, or drug-induced) are not included. All cases of learning are not the same, though. Learning is defined by Craig et al as a process through which one’s capacity or disposition is changed as a result of experience. Apparently, while learning can be defined as a process and a product, most definitions stress learning more as a process. Changes resulting from development and experience are emphasized. III. The Concepts of Learning            There are three kinds of learning. These three different kinds may be distinguished as classical conditioning, operant conditioning, and cognitive learning. In the study of behavior, concepts in learning are differentiated and defined.            In classical conditioning, the conditioned response often resembles the normal response to the unconditioned stimulus. Concepts such as, acquisition, extinction, discrimination, extinction, generalization, spontaneous recovery, and higher order of learning are all associated with classical conditioning. is portrayed by our independent yet harmful.            Much of real-life behavior is like this though: response is learned because individuals operate on, or effect the environment. Concepts like instrumental conditioning, reinforcement, shaping, extinction, punishment, biofeedback, token economies, and programmed learning are essential notions in the theory (Atkinson et al, 2000).            While classical and operant conditioning are both relatively simple forms of learning, Cognitive learning, on the other hand, involves mental processes, such as attention and memory, that may be learned through observation or imitation; it may not involve any external rewards or require the person to perform any observable behaviors. Concepts in cognitive learning include Insight learning and observation learning. Insight learning is a mental process marked by the sudden occurrence of a solution whereas observational learning, say theorists, may account for most human learning. It occurs, when we observe people around us, as early as a year old and even below, doing things and we learn those tasks they do (Atkinson et al, 2000).            Modern management theories employ these concepts in specific and specialized forms. It’s psychology applied in the industry and organization. They call these self-learning and continuous learning. Self-directed training includes the learner initiating the learning, making the decisions about what training and development experiences will occur, and how. The learner selects and carries out their own learning goals, objectives, methods and means to verify that the goals were met.            Probably the most important skill for todays rapidly changing workforce is skills in self-reflection. The highly motivated, self-directed learner with skills in self-reflection can approach the workplace as a continual classroom from which to learn.            Supervisors and employees who work together to accomplish formal, self-directed learning in the workplace also accomplishes continuous learning for continued productivity and learning. The Nature of the Work.            Attracting the most qualified employees and matching them to the jobs for which they are best suited is significant for the success of any organization. However, many enterprises are too large to permit close contact between top management and employees. Human resources, training, and labor relations managers and specialists provide this connection. In the past, these workers have been associated with performing the administrative function of an organization, such as handling employee benefits questions or recruiting, interviewing, and hiring new staff in accordance with policies and requirements that have been established in conjunction with top management. Today’s human resources workers manage these tasks and, increasingly, consult top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies. Senior management is recognizing the significance of the human resources department to their financial success.            In an effort to enhance morale and productivity, limit job turnover, and help organizations increase performance and improve business results, they also help their firms effectively use employee skills, provide training and development opportunities to improve those skills, and increase employees’ satisfaction with their jobs and working conditions. Although some jobs in the human resources field require only limited contact with people outside the office, dealing with people is an important part of the job.            The educational backgrounds of human resources, training, and labor relations managers and specialists vary considerably because of the diversity of duties and levels of responsibility. In filling entry-level jobs, many employers seek college graduates who have majored in human resources, human resources administration, or industrial and labor relations. Other employers look for college graduates with a technical or business background or a well-rounded liberal arts education (Maccoby, 1998).            Many colleges and universities have programs leading to a degree in personnel, human resources, or labor relations. Some offer degree programs in human resources administration or human resources management, training and development, or compensation and benefits. Depending on the school, courses leading to a career in human resources management may be found in departments of business administration, education, instructional technology, organizational development, human services, communication, or public administration, or within a separate human resources institution or department.            Because an interdisciplinary background is appropriate in this field, a combination of courses in the social sciences, business, and behavioral sciences is useful. Some jobs may require a more technical or specialized background in engineering, science, finance, or law, for example. Most prospective human resources specialists should take courses in compensation, recruitment, training and development, and performance appraisal, as well as courses in principles of management, organizational structure, and industrial psychology. Other relevant courses include business administration, public administration, psychology, sociology, political science, economics, and statistics. Courses in labor law, collective bargaining, labor economics, labor history, and industrial psychology also provide a valuable background for the prospective labor relations specialist. As in many other fields, knowledge of computers and information systems also is useful.            The management of human resources or to put it simply means the management of people who come from different backgrounds, differing worldviews, age and cultural distinctiveness. Any person who will be handling such diversity is in for trouble. Hence, a solid knowledge of human behavior is prerequisite (Bohm, 1998). Why the need for learning theories? And how to promote it in the context of HR management?            Understandably, the HR manager’s role is one of leadership not just of management. When he/she leads people he/she takes into account the individuality and the complexity, the seemingly unpredictability of behavior. Why seemingly, because at one end we think of the difficulty in truly expecting people to follow the way we want them to follow. However, we also see the other end, that for reasons that we too are human, we know to a certain extent what makes people tick, or what makes people squirm and so on. If we have sufficient background on the learning theories (i.e. insight learning or observational learning), we bring with us an arsenal to help us create change, and move people within our leadership (or influence) to create the change we believe (or our employers believe) should happen in the workplace (Morecroft Sterman , 1994).            When we are equipped with the knowledge of learning theories we come with a knowledge of people. For example, we can employ the information by crafting our goals and mission statements by involving our people in the process. Learning theories teach us that by involving people in goal-setting gives them ownership; by itself (the involvement) is a form of reward (intrinsic).            In general, the spirit of learning is the spirit of desiring knowledge above and beyond the current abilities a particular individual possesses. It means creating the appetite for change, positive and better change for the person and for the organization where he/she belongs.       Promoting learning in the workplace is both easy and difficult. Easy because if we are experts on human behavior we use influence to help us towards that direction and difficult, usually when we don’t take time to study the kind of people our organization has. What are our strategies?            In the workplace, we can employ several strategies. An HR manager may choose from a variety of methods or line of attack so to speak.            One is self-learning, which is a combination of insight, observational and classical /operant learning. Self-learning occurs when the individual reflects on his/her encounter or experience on a particular day and learns something from it. It is informal and most often the typical kind of learning that occurs. Self-directed learning programs possess abundant advantages over traditional variety of classroom instruction for employees in the workplace, whether they are leaders, managers, or individual contributors. Bouchard (Self-directed Learning in Organizational Settings (a working paper), Concordia University, Montreal, Canada) clarifies, â€Å"Over the years, it has become increasingly clear that traditional approaches to program design and delivery in the workplace and in associative organizations present some important weaknesses. Problem areas include: coping with the short life span of useful knowledge; passing down acquired competencies to succeeding cohorts; accommodating the demands of productivity while providing for a continuity of learning; [and] enabling learners to pursue activities that correspond to their learning styles and needs†(p. 1). Carl Rogers, pioneer of self-directed therapy, claimed that â€Å"anything that can be taught to another is relatively inconsequential, and has little or no significant influence on behavior†(1961, p. 276). He contends, â€Å"The only learning which significantly influences behavior is self-discovered, self-appropriated learning†(p. 276).            Continuous Learning is the ability to learn to learn. It goes beyond linear learning. Learning need not be a linear event where a learner goes to a formal learning program, acquires areas of knowledge and skills about a system or process, and then the learning terminates. If the learner can view life (including work) as a learning program, then the learner can continue to learn from almost everything in life. As a result, the learner continues to expand his or her capacity for living, including working (Bridges, 1991).            Peter Senge, well-known systems theorist, elucidates that continual learning and individual mastery are very alike. In continuous learning, the learner carries on to: 1. Distinguish priorities or overall values about themselves and how they want to live and work          they have a personal vision. Undergo a dynamic function in the world and work. Keep on reflecting on their encounters in the world and work. Inquire about current feedback about the world (including work) and their activities in it Continue to be as receptive as possible to the feedback (which entails a considerable level of personal maturity). Create continuing regulations and modifications, based on constant feedback, to the manner they live their lives and perform their work in order to meet their goals and priorities. Consequently, the primary features of continuous learning include:            Having some basic values in a person’ life or priorities in his/her work.; owning responsibility in the world; relating with the new information and skills; pausing to make inquiries and contemplate about one’s life and experiences; expecting and receiving continuing feedback;  eliminating personal impediments on receiving feedbacks and possessing the audacity and humility to adjust. Conclusions            Much of the learning in the workplace has been adaptive (i.e. individuals are trained to adapt to the needs of the organization in a manner that ensures consistency and compliance with norms). In contrast, the new paradigm focuses on liberating individuals and bringing forth their ability to create. This develops within the person, a work ethic that he/she is expected to adhere to, considering that it reflects his/her personhood, his wants and wishes, as well as his future plans. This has generated a much greater contribution from the workforce than expected and continues to develop a learning community where the exchange of ideas is encouraged and work output increased. Enthusiasm towards work in general will be maximized and relationship within the workplace improved. Reference: Atkinson, RL, RC Atkinson, EE Smith, DJ Bem, and S. Nolen-Hoeksema, Hilgard’s     Introduction to psychology. 13th ed., New York: Harcourt brace and Company,            2000. Block, Peter, Flawless Consulting: A Guide to Getting Your Expertise Used, University            Associates, San Diego, CA 1981. Bohm, David. (1985) Unfolding Meaning. Loveland, CO: Foundation House. Bridges, William, Managing Transitions, Making the Most of Change, Addison-Wesley,          Menlo Park, CA 1991. Bruffee, Kenneth A. Collaborative Learning: Higher Education, Interdependence, and the Authority of Knowledge. Baltimore: Johns Hopkins Univ. Press, 1993. Demick, J. and Miller, P., Development in the Workplace, Lawrence Erlbaum Associates,            Publishers, New Jersey, 1993. Gozdz, Kazimierz, ed., Community Building: Renewing Spirit and Learning in Business,            Sterling Stone (NewLeadersPress), San Francisco, 1995. Kline, Peter and Bernard Saunders. Ten Steps to a Learning Organization. Great Ocean Publishers, Inc. Arlington, VA. 1993. Maccoby, Michael, Why Work: Motivating and Leading the New Generation, Simon            Schuster, New York, 1988. Morecroft, John D.W. and John Sterman eds.(1994) Modeling for Learning        Organizations. Productivity Press. McNamara, Carter., http//:www.authenticity   consulting.com. Copyright 1999 Rogers, C., On Becoming a Person: A Therapist’s View of Psychotherapy, Houghton    Mifflin, 1961, p. 276.  Senge, Peter, 1990. The Fifth Discipline: The Art and Practice of the Learning  Organization 1st edition, 1994 paperback edition, xxiii, 413 p., ISBN 0-385-        26095-4. West, G. W. Group Learning in the Workplace. In S. Imel (Ed.), Learning in groups: exploring fundamental principles, new uses, and emerging opportunities. San Francisco: Jossey-Bass. (1996).
Wednesday, January 22, 2020
Reward Management Essay -- Reward Systems RM
Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage. Various conflicts in the RM system can affect the benefits that can be obtained. It has been argued that performance management systems only provide superficial motivations and have little effect on underlying behaviours and attitudes. Although the RM system can have some limitations, there is strong argument for the benefits, and logic also deems it as a credible strategy to assist in improving employee performance. The implementation and application of RM within the subject organisation has provided many opportunities for increased performance. Limitations and inequities have been recognised in the system employed, mainly due to the lack of assessment and changes to the system in order to align it with organisational objectives. Reward Management Theory Reward management involves defining, facilitating, and encouraging performance. The positive effects a successful RM system can provide to employee performance and in turn organisational success and competitive advantage are clear. This appeal has driven many organisations to take up RM as part of their performance management stratagem. The RM system falls into the broader process of the performance management model within the organisation, as stated by Clark (as cited in Human Resource Management, 2000). This involves the continual process of setting performance objectives, measuring outcomes, providing feedback on the results, providing rewards which are linked to desired outcomes and finally evaluating and making amendments to objectives and activities of the system. When developing an effective RM procedure as part of organisational strategy many considerations must be addressed. O’Neil (1998) suggests the following key methods of linking pay to performance; ascerta... ...e â€Å" The reward system of the organisation guides the actions that generally have the greatest impact on the motivation and performance of individual employees†. Similarly, Wah (2000) argues that companies which treat their high-performing employees significantly better than those that don't are the best-performing companies around and they reside in the upper quartile of shareholder returns. In addition Lawler (as cited in, Readings In Contemporary Employment Relations, 1998) states that if all the psychological rewards are removed employees will grudgingly remain at work, however if all the financial rewards are removed they would most likely leave. As most of the literature suggests, employee performance is a vital element in organisational survival and success. The systems developed and applied to facilitate the management of employee performance are therefore major contributors to the overall success of performance management. To remain effective the RM process should not be isolated from other HRM functions, in addition the process must be dynamic and constantly aligned to organisational strategy. In these instances long term benefits for all stakeholders can be realised.
Tuesday, January 14, 2020
Economics paper
Mall Sullivan University Operations Strategy April 26, 2014 Abstract: Shoulders hospital has been the best service provider for treating hernias and been in demand since a long time. However, due to the limited capacity of 89 beds the hospital is not able to meet the market demand which is causing it to lose its market share and success. The main constraints mentioned in this case study are the number of beds in the hospital for patients and the number of surgeons to operate.In order to remove the above two limitations, Shoulders hospital should come up with single solution that can help them to expand their facility without losing the current service quality. The current paper deals with the analysis of current operations followed by few recommendations for improving their facility without upsetting the present work force and the quality of service. About the Company: Shoulders hospital was started by an Ontario born Dry. Edward Earl Shoulders in 1945. Dry. Shoulders showed interest in medical research since 12 yr of age and graduated from University of Toronto.Dry. Shoulder's work was related to find the cure for pernicious anemia, intestinal obstruction, hydrocephalus cases and his facial concentration was to find innovative surgical method for hernia. The shoulders hospital was initially a six room facility, however the capacity was increased to 36 beds in 138-acre estate and 17,000 square foot main house and then to capacity of 89 beds due to the increasing inflow of patients of both first time and recurring cases. Shoulders method has become so popular for treating hernia. After Dry. Earl, Dry. Bribes Shoulders and Mrs.. W.H Request, the children of Shoulders method inventor followed their father's footsteps and continued practicing and managing the teeth since 1961. In 1965, Dry. Nicholas Boney, companion of Dry. Shoulders started his work as chairman of the board and increased the capacity to 6,850 operations per year by 1982. They have developed the ho spital to a facility with five operating suites, expert surgeons, nurses and staff all working together to treat patients with hernias. History: Dry. Shoulders showed interest in medical research and graduated from University of Toronto in 1916. Dry.Shoulders served medical examining board during World War II and operated many young men in the army for hernias before their training. Due to he limited number of doctors and hospital area, he invented an ambulation method to provide free service to 70 people and named it as Shoulders method. Shoulders method became popular and a large group of people started contacting Dry. Shoulders to get operated for hernias. The lack of hospital area, beds etc. And the demand from the people allowed him to open a hospital in Toronto, Canada and it gained a demand of 48% from northern part of United States.The site initially had a hospital with a capacity of 36 beds and a clinic in one building allowing patients to move from one to other for communi cation and interaction. The site was later expanded to a capacity of 89 beds allowing more patients into the hospital facility. Shoulders Hospital Process: Success rate: The treatment of hernia with no pain and fast recovery is the main objective of the doctors working at Shoulders hospital and had served hernia patients for more than 55 years with 300,000 cases and 99% success. The surgeons at the hospital have 100% success rate executing primary and recurring cases.Customer satisfaction was the primary importance of the shoulders hospital and this was very well taken care by the nurses who provided counseling during recreational activities and socializing vents for patients. The cost of operation was $1030 which is comparatively cheaper than other hospitals. Also the patients were allowed to work, perform physical activities and meet other patients immediately after the operation to discuss their experience in a comfortable environment. The hospital used word of mouth from the pat ient and their experience as a sole source for advertising which brought huge demand.The hospital used standardized equipment for operations thus reducing their operating costs. There were patients from outside the country and were provided with very good care which proves its success. Advantages of Shoulders technique: Unique method Broad patient experience Thoughtful employee policies Experienced surgeons and staff The above mentioned are certain advantages of shoulders technique that differentiate it from other methods used by various surgeons across the country. Situation Analysis: Shoulders method was invented to treat young military men with hernias.This method became more popular due to its speedy recovery and positive surgical results. Dry. Shoulders after serving for the army started his hospital due to the increase in demand for the treatment. Shoulders method involved operating hernia under local anesthesia and pain killers. The method helped the patients to move from the operating table to their rooms and move freely immediate after operation to talk to other patients. The patients have dinner together as a routine so that they can discuss and build up their confidence.The whole process was so successful with 140,000 happy customers due to the positive experience, speedy recovery and lower recurrence percent of 0. 8. The technique was popular among the surgeons as it allowed them to have time for their families, daily activities and good wages. The technique was popular among nurses due to the good wages and time for counseling deeds. Though the hospital was running with good success rate, it had its own further challenges with an accumulation of 1200 patients and available resources.Shoulders hospital needs to come up with a plan to decrease such patient backlog and improve its business with existing quality of service. Problem: The problem that is bothering Shoulders hospital management is that though having a very good method and work force, the y are not able to meet the demand and accumulated a huge number of cases (1200 patients). This might cause them to lose their market. In order to sustain its market share, Shoulders hospital should come up with an idea that can increase its capacity without losing its quality of service.The other problem is that Dry. Boney, the chief surgeon is retiring soon. So, the position has to be filled with someone who has the knowledge of the technique as well as the system. Problem analysis: Shoulders hospital has been treating hernia successfully since 55 years. The fee charged by this hospital for treatment is $2230, which is very less when compared to other hospital facilities who charge $5240. The excessive demand for their treatment method doesn't require any advertising and promotional conducts and was spreading its fame by word of mouth.Such excessive demand has been compelling to expand their facility; however the management has several fears and concerns such as losing its basic pr oficiency and market share etc. Expansion and advertising fear: The management has a fear about expansion in response to the demand for their technique as they preferred in improving their services giving complete proficiency. They also feared about competitors using their name in order to promote themselves which might lead Shoulders hospital to lose its name and be blamed in case of any failure in treatment.Fear about scheduling operations on Saturday: Due to the demand and backlog, if the hospital decides to perform operations on Saturday, they need to set 6 surgeons and 1 supervising surgeon at work on Saturdays. This may disappoint the staff as its not they signed the contract for. The staff also feared that if they increase the capacity, the quality of service might not be the same. Options: The options would include 1 . Performing operations on Saturdays utilizing the existing facility 2. Adding a new floor with 45 hospital beds 3.Opening off new hospital facility in US. Eval uation of options: The criteria for evaluation include costs, quality, comfort, approvals and discontent among staff members. 1) Performing operations on Saturdays can be considered valid as it would use the existing facility thus saving the cost of new construction and avoiding additional investments. The routine of the hospital can be maintained same with similar environment and culture. With this option, the number of surgeries performed per week would increase from 165 to 185 (14% rise).However, there might e a decline in the service quality due to the increase in the work load in the given time period for the staff and the only solution to this problem is to appoint additional staff or by paying additional wages to the existing staff. The benefits of performing operations on Saturdays option would be that it doesn't require approvals from the state, increase in wages and incentives to the staff, reduction in the backlogs and surgeons can spend time with their family. ) Adding a new floor plan with 45 beds would increase the bed count by 50% and can still help in maintaining the quality of service, environment and culture. However, adding a new floor plan would cost 2 Million $ and that can take at least 4 years to recover the costs. It would also require additional staff and surgery rooms due to the increase in the work load by increase in number of beds, housekeeping, laundry and other utility maintenance to accommodate increase in patients.The construction of new floor can cause disturbance to the existing patients. Also, it is difficult to accommodate the increasing patients in the canteen that would disturb the meal hours. 3) The formation of new hospital facility can solve problems like staff working n Saturdays and increase in wages and incentives of the existing staff as the new facility would need a whole new staff and surgeons reducing the pressure on existing setup. Patients can directly consult qualified surgeons rather going to the unqualified ones as earlier.However, the quality of the service cannot be maintained as of the existing facility as it would need hiring of very qualified surgeons and staff which is not an easy task. Also, the new staff should be trained to treat patients as in the existing facility. Finally, the formation of new facility and hiring people is not only mime taking but also requires huge investment and the patients might not come to visit Toronto campus anymore. So this might not be a better option to reduce the patient backlogs.Recommendations: From all the above analysis, I would like to propose few recommendations that can help Shoulders hospital in reducing patient backlogs and improve the facility. The first recommendation would be working on Saturdays with slight changes such as making Saturdays as working days in the month of September (high inflow of patients in this month) and adopting a plan of action to synchronize various activities. Also, the additional rooms in the third floor can be used for keeping patients.The second recommendation would be not to expand or form a new facility in US as hernia operations are common in US and involves huge investment. Also, there can be regulations and issues pertaining to USA government and administration issues to build and run hospital in different country. However, if expanded it might provide new opportunities. The third recommendation would be to patent the Shoulders technique of external hernia treatment so that any other organizations cannot use the name illegally.The forth recommendation would be to implement and adapt a succession and retirement plan for doctors and staff and their families. Giving bonus and incentives to them depending upon their efficient performance and seniority, survey and votes etc. The fifth recommendation would be to continue as a specialized hospital for hernia treatment rather expanding to other treatments thus preventing diversification from its competency. The sixth recommendation woul d be to increase the nurse-patient ratio by hiring more number of nurses to take care of patients and improve the quality of service.The seventh recommendation would be to convert the hostel facilities to hospital beds to allow more inflow of patients and decreasing patient backlogs. An eighth recommendation would be contracting with other local and similar facilities as silent partners and team up with their doctors providing them the required training. This would allow holding the existing position in market with no competition. The final recommendation would be to alter the inflow of patients that can prevent adding more beds by utilizing the freed bed-space. Reference: Hackett,J. (2003). Shoulders hospital limited. Harvard Business Review.
Monday, January 6, 2020
The History of Jews in the United States of America Why...
The History of Jews in the United States of America. Why and when did they migrate? The history of Jews in the United States of America is a long and arduous one. This relationship began in the first week of September 1654, when 23 Jewish immigrants landed at New Amsterdam, the Dutch colony ( Now known as Manhattan), and was immediacy ask to leave by the then governor Peter Stuyvesant, for as he said they should not be allowed to infest the new colony,(Schappes 9). The Jews immigrants refused and was later granted permission by the Dutch West India Company to stay , travel and trade. However, the major migration of Jews to the United States of America took place in three waves mainly known as the German period of immigrants1850-1870,†¦show more content†¦This was made worst by the oppressive rule of political tyrants and the defeat of the revolution in 1848. (Schnapps 65). The second wave, the Eastern Europe migration took place (1881-1924),this saw many Jews migrating from Russia and its territories due to the political persecution that they received after the assassination of, Czar Alexander II In 1881 for which the Jews were blamed , This lead to the deterioration of living and working conditions for the Jews. Following the assassination, mass rebellions broke out and the situation in Russia became anarchic and chaotic for everyone. Pogroms broke out everywhere, mainly in the form of looting; some murders and rapes were also committed. Decades of persecution against the Jewish population followed. This upheaval of anti-Semitism coupled with deplorable economic conditions was the reason 2 millions of Jews from Eastern Europe came to the USA In addition laws were passed that punished the Jews for the pogroms. This led to restrictions on Jewish landownership, prohibited Jews from living in villages, and the number of Jews studying in secular schools was limited to 10% in the Pale of Settlement and 3-5% everywhere else. These laws were strictly applied by the police, which lead to the Jews being embittered to the Russian society. Subsequently In 1891, Jews were systemically expelled from Moscow in 1891 The third wave of Jewish migration took place during (1945-60)Show MoreRelatedContrast And Attitude Of American Jews During Ww21583 Words  | 7 PagesAmerican Jews in the WW2 The World War II started in the late 1930s. The war mainly affected Europe and Asia the neighboring nations. Following the NAZI xenophobia against the Jews, there was continuous mass murder against the Jews, which forced most of them to migrate to buffer zones and those that had the ability migrated to other continents. 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Weaved deep into our history are the tales of people traveling overseas to the New World looking for better lives. Of course, not all these tales have happy endings (or happy beginnings, or any happiness anywhere in some cases), but regardless, learning about our nation’s migratory history is very important. Immigration is a very serious topic of discussion inRead MoreThe Reasons Behind Self Segregation1376 Words  | 6 PagesIntroduction Self-segregation is defined as the conscious decision to form groups and services separate from society based on gender, income generated, religion or ethnic groups (2014). While segregation in history may have been due to political or economics exploitation, research is showing that different communities are segregating certain aspects of their livelihood to achieve their own comfort zones or purposes. Segregation, while conjuring a negative stigma of social inequalities, may haveRead MoreThe Palestinian-Israel Conflict Essay2191 Words  | 9 Pages19th century. The conflict became an international concern when Israel got its independence in 1948. This conflict has resulted in a lot of minor conflicts and 5major wars. Tensions between the Arabs and Zionists started after the 1800’s when the immigration of the European Jews to Palestine was on the increase. The population of Palestine from 1882-1883 was 468,000 and the population consisted of 408 Muslims, 44,000 Christians and 15,000 Jews. During this time Palestine was under the Ottoman EmpireRead MoreThe Influence of Immigration in America2615 Words  | 11 PagesRunning head: (THE INFLUENCE OF (The influence of Immigration of America) Bonnie McMullen University of Phoenix Thesis statement America was built by all migrants because this land long before anyone came to this country the land belonged to the Indians. The reason for writing this paper is to learn more about immigrant’s history and immigration today. Why an immigrant can only come to the states with a student or work visa. I want to learn is immigration because the rulesRead MoreEssay on Discrimination Against the Gypsies4352 Words  | 18 PagesThere are some 15 million Roms dispersed across the world. Their history is one of suffering and misery, but it is also one of the victories of human spirit over the blows of fate. Today the Roms revive their culture and are looking for their identity. On the other hand, they integrate into the societies in which they live. If they are understood by their fellow citizens in their new homelands, their culture will enrich the societys atmosphere with the color and charm of spontaneity (Ghandi).Read More The Reasons Behind Puerto Rican Migration t o America Essay2566 Words  | 11 PagesThe Reasons Behind Puerto Rican Migration to America As a Puerto Rican who was born and raised in Hartford, I did not think much about how or why my parents are here in the United States. It was after reading the articles in Hist 247 Reader: Latinos in the USA that I began to question the reasons and conditions of my grandparents migration. Many think that Puerto Ricans began to migrate to the United States after 1898 when the United States took over Puerto Rico but Puerto Ricans have been migratingRead MoreNative American Genocide5146 Words  | 21 Pagesnation, one must first disarm its citizens.†- Adolf Hitler, 1933 Abiona Yemane US History Ms.Brown Section F Independent Research Project 4 June 2014 Introduction In August of 1492 Columbus set sail from Spain hoping to soon arrive in Asia, but a few months later he arrived in the Bahamas and claimed it as new land. He thought he had discovered a new land, but little did he know or careâ€â€that this land was already inhabited by a group of Indigenous peoples called Native
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