Sun Block

?Ernesto L. Rios Class: Composition 1 Prof: Larsen 3/26/09 How does Sunblock works This essay is about how sunblokck works and the correct methods to use it. It also emphasizes the danger of the sun rays ( UVA/UVB). Many experts have different opinions on the subject but in reality is up to us as individuals to either use this product correctly or risk future injury on our skin. Sunblock works by blocking the sun's UV radiation on the skin, both UVA and UVB. Fifteen to twenty minutes before exposing yourself to the sun, it is ecomendable to apply sunblock directly on the skin. Sunblock loses effectiveness after sweating, contact with water and after two hours of applying. As a rule, you're supposed to time the SPF (Sun Protection Factor), which is provided on the back of your sunblock container. This process will allow you to know when to re-apply sunblok again. Traditionally we use the lotions, oils, sticks, and gels. Now, the two types of sunblock that are available to us are the p hysical and chemical type. Physical sunblock is any product which carries zinc oxide and titanium dioxide. Both ingredients protect you form UVA and UVB rays. Physical sunblock reflects the light and UV rays off your face. This type of sunblock is better for sensitive skin. It rarely leaves any irritaion, itching or discoloration of the skin. Chemical sunblock has several active ingredients. There are no ingredients in the chemical sunblock that entirely protects you from UV rays. Most chemical agents work to protect us from UVB rays, all the while, not protecting us at all from UVA rays which are extremely harmful to the skin. In conclusion, taking care of your skin is very important. The results of bad skin care could result in skin blisters, skin irritation and primarily, skin cancer. It is always fun to be out sunbathing. Specially if you're in Puerto Rico, Cancun,Aruba or anywhere in the caribibbean. What isn't fun is not using protection thus getting a nasty sunburn and having people heckling you about looking like a lobster or even slapping you across the sunburned area. Trust me, I've been through it myself and it isn't fun.

Organizational Behaviour Assignment †Management Essay

A manager is a person who supervises one or more subordinates (Bailey et al., 1991, p. 14) by using the management functions of planning, organizing, leading and controlling. Managers can make a group of individuals more efficient to achieve (Reid) an organization’s goals. In addition to the functions, managers have roles to play in an organization and skills which make easier for them to do so. The management functions of planning, organizing, leading and controlling is a way for managers to mold individuals into ideal employees. With planning, managers can define the goals of the organization, and then establish an approach to achieve it (Gibson et al., 1997, p. 16) by developing a plan. Inputs from subordinates concerning about the plan are very much encouraged; as they’re the ones that make a plan work and by asking for their thoughts, subordinates would feel valued. After a plan is designed, organizing it will be the next step. Everything should be on stand by and everyone should understand the significance of their role (Gibson et al., 1997, p. 16). Next comes leading, where managers are seen motivating the employees and resolving conflicts. When the plan is being implemented, managers can control activities to ensure everything goes accordingly. A back-up plan should be developed in case of a crisis (Reid). Being aware of all these functions, managers can effectively assist an organization to attain its goals. In Henry Mintzberg’s study, he concluded that a manager’s roles falls into three categories; interpersonal, informational and decisional roles (Robbins & Coulter 2002, p. 9). In the category of interpersonal roles, a manager is a figurehead, a leader and a liaison of which he is a person who to gets closer to other individuals in the organization by developing a more personal connection with them. To accomplish this, managers should recognize that individuals have life to lead outside their office. Within the informational roles category, managers are the organization’s monitor, disseminator and spokesperson. Information is used here as an advantage for subordinates; managers facilitate by seeking receiving and transmitting information to them. In the decisional category, managers are seen as an entrepreneur, disturbance handler and resource allocator. Managers make important decisions that can influence individuals’ work environment. By assuming these rol es, an effective manager can be born in oneself. An effective manager needs certain skills as well. Skill is an ability to transform knowledge into act that ends in a desired performance (Bailey et al, 1991, p. 22). The vital managerial skills are sorted out into three categories; technical, conceptual and human skills (Robbins & Coulter 2002, p. 11). A technical skill is a specialized knowledge, which can be learned through experience or basis education. Conceptual skills are the potential to analyze, identify and correct problems. Human skills are the capability to work well with others by using motivation and understanding human behaviors. Organizational Behaviour is a knowledge which helps managers who deals closely with human resources to understand their subordinates as an individual, a group or as a whole organization (Robbins, S. P. et al., 1998, p. 10). Organizational Behaviour offers several concepts in helping managers to understand individuals better. The concepts are globalization, workforce diversity, improving quality and productivity, empowerment, improving people skill, ‘temporariness’, simulating innovation and changes, balancing family with work and ethics (Robbins, S. P. et al., 1998, pp. 13-18). Globalization is interdependency of transportation, distribution, communication and economic networks across global boundaries (Gibson, Ivancevich & Donnelly 1997, p. 54). This influences a manager’s people skills by two ways; he’ll likely be transferred to a foreign country or having to deal with individuals from difference countries (Robbins, S. P. et al., 1998, p. 17). To adapt, managers should think globally and being aware of the process of globalization. Managers should sensitise themselves while dealing with a global organization (Gibson, Ivancevich & Donnelly 1997, pp. 57-58). A clear code of conduct for the workplace can be developed so that employees have respect for difference cultures. To benefit from globalization, managers should equip employees with information about cultures in a country that they wish to penetrate its market (Gibson, Ivancevich & Donnelly 1997, p. 58). Procter & Gamble’s introduction of liquid detergent failed in Europe because European washing machines weren’t equipped for it so modifications had to be made to their product (Gibson, Ivancevich & Donnelly 1997, p. 56). This is an example in which Procter & Gamble had to suffer the loss of profits because they were ignorant in finding out about the pros and cons of launching their product. Managers will have to give pleasure to local as well as international needs so that global success can be attained. A diverse workforce will help managers to appreciate the intricacy of globalization. Workforce diversity occurs when an organization becomes more distinct in terms of gender, race, ethnicity and minority (Robbins & Coulter 2002, p. 41). Managers will have to mingle with the diverse workforce. Cultural awareness training for the current workforce (http://www.pwcglobal.com/us/eng/careers/diversity/index.html, 2001) can help employees and managers to learn about each other’s background. At PricewaterhouseCoopers, a Diversity and Workforce Champions are appointed in each department to find solutions concerning diversity problems; in hope of enhancing work performance. Jim Schiro, the CEO there, said that; â€Å"When you make a genuine commitment to diversity, you bring a greater diversity of ideas, approaches, experiences and abilities that can be applied to client problems. After all, six people with different perspective have a better shot at solving complex problems than sixty people who all think alike.† (http://www.pwcglobal.com/us/eng/careers/diversity/index.html, 2001) From the statement above, it shows that a diverse workforce is well appreciated because it can improve an organization’s quality and productivity. To improve quality and productivity, this is where Total Quality Management (TQM) comes in. TQM is a philosophy of management that is driven by constant attainment of customer satisfaction through continuous improvement of organization (Robbins & Coulter 2002, p. 46). Managers can use the approach of reengineering (Gibson, Ivancevich & Donnelly 1997, pp. 349-50) which is to reconsider how work would be done if it was from scratch. This can be done if a manager’s conceptual skills are used. Managers will have to come out with an arrangement that can improve organization’s productivity and quality so that customer satisfaction could be maximised. The organization should be completely change for the better; not only the final product but also the small things like how quickly is the employees’ response to complaints, how polite are they and so on. Citigroup’s employees are promoted based on their work performance (http://www.citigroup.com/citigroup/corporate/values/index.htm, 2003). At Hewlett-Packard Corporation, customers’ respect and loyalty is earned by providing high-quality services (http://www.hp.com/hpinfo/abouthp/corpobj.html, 2001). This can be done by putting employees in direct contact with customers. By doing so, employees can personally identify customer needs, so better choices can be made to satisfy the customers. Managers can empower employees to achieve customers’ approval. Empowerment means putting employees in charge of what they’re doing. It eases employees because when there’s no managers breathing down their necks during their work. At Nokia, employees are rewarded for the overall success based on their performance so it generates an environment for employees to optimize to their full potential; which managers can provide by giving employees all the information they need to succeed (http://www.nokia.com/nokia/0,8764,5452,00.html, 2003). Motivation is the best means for managers. In the Lesson of the Red Horse, it stated that employees tend to work more competent when employees are able to think on their own (Reid). Managers should treat employees as individuals and show that their contribution to the organization count. Meetings across departments; as a whole should be held regularly to help employees recognize the organization’s objectives better. In those meetings, ‘brainstorming’ (Robbins, S. P. et al., 1998, p. 741) can be done so new ideas from employees can be considered. Susan M. Heathfield wrote that: â€Å"†¦I attended a meeting led by a young manager. I watched †¦ as she provided [information] and led a discussion. The most striking feature of the interaction was that she talked to the group as if they were all colleagues working on the same goal.† (Heathfield, 2003) This exhibits that a manager isn’t more or less important than other individuals in the organization. Organization’s goals can be achieved when its managers’ people skill enhances. Employees should have a sense of importance and thrill, exhibit openness, insight and originality, and flourish on change, challenge and competition. A manager can make an employee have that sense by making them know that mistakes are tolerable as long as it’s being dealt with as soon as possible. Citigroup encourages an ‘open-door’ management style where doors in the office aren’t close at any given time to make the working environment more laid-back and giving the employees an opportunity to converse as well as interaction with their co-workers and managers alike without fear of rejection (http://www.citigroup.com/citigroup/corporate/values/data/index.htm, 2003). Communication is the key to bring individuals closer. At Nokia, a culture of internal and external communication is valued. Its range of communication channels that helps employees to use corporate information that they receive and by doing so knowledge is pooled and a sense of openness in Nokia is supreme (http://www.nokia.com/nokia/0,8764,321,00.html, 2003). Managers can take cue from people at Nokia as there is a Nokia People magazine which is published in 4 languages, a Nokia News Service which offers daily organizational news online, and an Intranet that contains Nokia’s company information. The reason why Nokia was focused is because of their commitment in bringing the Nokia employees throughout worldwide closer to one another (http://www.nokia.com/nokia/0,8764,5450,00.html, 2003). Managers should familiarize themselves with employees to can create a sense of family bond in the workplace. At HalfPrice books, its founder made the working environment enjoyable by encouraging a sense of play at work and enlivening employees so that they feel they’re a part of something brilliant (Heathfield, 2003). Managers have to simulate employee’s creativity and tolerance for change. The business world today is a global one with the introduction of the Internet. It offers plenty of opportunities for organizations to discover in. Hallmark, a greeting card company recognised this and developed their own website. Managers can nurture innovation by making information accessible to its employees and selecting creative people who are trained to develop first-class products (Robbins, S. P. et al., 1998, p. 18). Even if the company is the first to develop something new, it’s time to move on to the next best thing when their competitors reached the same product level. At Citigroup, management are willingly to invest in infrastructure and focus more on technological innovation because they want employees to give the very best service to their customers (http://www.citigroup.com/citigroup/about/index.htm, 2003). A change in an organization is inevitable therefore managers and employees face the concept of ‘temporariness’ (Robbins, S. P. et al., 1998, p. 18). They have to learn flexibility, spontaneity and unpredictability in the workforce today, by constantly updating themselves to better perform. Employees tend to defy changes because fear of getting fired, getting a lower pay or just fear of the unknown (Robbins & Coulter 2001, pp. 345-47). Resistance to changes can be avoided if the changes are planned well and there is clear communication between management and employees. Explaining the need for changes to employees and getting their views can diminish the resistance. Companies like Ford or JVC had to deal with changes when computerised assembly lines were introduced. All these changes happened due to new innovations being made everyday. Change creates stress for employees. Managers have to realise that employees have another part of life outside the workplace (Robbins & Coulter 2001, p. 351). Balancing work and family add more stress to employees that it disturbs their working potential. Work and family relates to one another. Organizations realized family concerns jeopardize business results. Managers should be aware of this as employees are afraid to voice out their concerns in fear of appearing less dedicated to their jobs. At Motorola, a work-life vision statement is made and a â€Å"Special Delivery† program gives expectant parents a 24-hours nurse hotline in hope of comforting and calming employees (Hammonds 1997). Satisfying employees’ personal needs can encourage more effective workers with less constant worry. Companies that recognise the need to adapt work to peoples’ life will win employees’ loyalty which gains them an edge in the business. Managers might find themselves dealing with ethical dilemma where they’re required to define right or wrong conducts. Managers need to create an ethically healthy working climate at the workplace for employees. Levis Strauss became the first global company to establish a broad ethical code of conduct in 1991 (http://www.levistrauss.com/responsibility, 2003). Values of the organization can be seen through its employees. For example, Malcolm Walker who heads a retail food chain called Iceland is also a member of an environmental awareness group called Greenpeace (Robbins & Coulter 2001, p. 130). His company showed ethical behaviour when they decided to sell products which are free of chemicals that can harm Earth. Managers should hire ethical individuals, establishing a code of ethics at workplace (Robbins & Coulter 2001, p. 131) and of course, be a good role model by making the right choices in managing the organization. Managers can either make or break an organization as they can influence and control the employees into doing anything they want. Managing individuals isn’t easy; however, it can be done effectively with the aid of organizational behaviour concepts and knowledge. It is something that a manager can improve on with practice and experience throughout their working profession. Reference List ‘About HP: Hewlett Packard Corporate Objectives’, [online] 2002, Available from: , [2003, October 10]. Bailey, J., Schermerhorn, J., Hunt, J., Osborn, R., 1991, ‘Chapter 1 Organisational Behaviour and the Manager’. In: Managing Organisational Behaviour. London: Jacaranda Wiley Ltd. p. 14. – – -. p. 22. ‘Citigroup – Our Values’, [online], 2003. Available from: , [2003, October 9] ‘Citigroup – About Us’, [online], 2003. Available from: , [2003, October 9]. Gibson, J. L., Ivancevich, J. M., Donnelly, J. H. Jr., 1997, ‘Chapter 1: The Study of Organization’. In: Organizations Behavior Structure Processes. ed. Biernat, J. E., Rob Zwettler. United States of America. p. 16. – – -. ‘Chapter 3: Globalization’. p. 54. – – -. ‘Chapter 3: Globalization’. pp. 56-58. – – -. ‘Chapter 13: Organization Structure’. pp. 349-50. Hammonds, K. H. 1997, ‘Balancing work and Family: Business Week’, [online], Available from:, [2003, October 15]. Heathfield, S. M.,2003. ‘Help People Thrive at Work’. [online]. Available from:, [2003, October 9]. – – -. ‘Make Learning Matter: Become A Learning Organization’. [online]. Available from: , [2003, October 1]. ‘Levi Strauss Co. | Social Responsibility’, 2003. [online], Available from: , [2003, October 4]. ‘Nokia – Internal Communications. [online], 2003, Available from: , [2003, October 4]. ‘Nokia – Nokia as an Employer’. [online], 2003, Available from: , [2003, October 7] ‘Nokia – Performance Based Rewarding’. [online], 2003, Available from: , [2003, October 10]. ‘PricewaterhouseCoopers:US:Careers:Diversity’, [online], 2001. Available from: , [2003, October 10]. Reid, J., 2003. ‘Lesson of the Red Horse’. [online]. Available from: [2003, September 18]. – – -.2003. Management 101. [online]. Available from: [2003, September 18]. Robbins, S. P. & Coulter M. 2001. ‘Chapter One: Introduction to Management and Organizations. In: ‘Management’. Prentice-Hall International Inc. p. 9. – – -. p. 11. – – -. ‘Chapter Two: Management Yesterday and Today’. p. 41. – – -. p. 46. – – -. ‘Chapter Five: Social Responsibility and Managerial Ethics. Pp. 130-31. – – -. ‘Chapter Thirteen: Managing Change and Innovation’. pp. 345-47. – – -. p. 351. Robbins, S. P., Millett, R., Cacioppe, R., Marsh-Waters, T., 1998. ‘What is Organisational Behaviour?’. In: ‘Organisational Behaviour: Leading and Managing in Australia and New Zealand’. French’s Forest NSW: Prentice Hall. p. 10.

I Integrating Science and Mathematics Essay

One major concern when science and mathematic is being integrated is the way teachers will teach the two this is a continuing professional concern. Educators will have to make the efforts to direct the presentation of science and mathematics lessons In an era dominated by mathematics, science, and technology , it is essential that science and mathematics be taught in K-12 and that classroom teachers are equipped with the knowledge and skills to teach both science and mathematics meaningfully to students. However, in a test driven curriculum where students and teachers are evaluated on student performance based on reading and mathematics standardized test scores, teaching meaningful science remains a challenge (2007 Joseph M. Furner ). Because of the many benefits of integrations academic subjects this is not a new concept. The integrations of mathematic and science help students thinks about the â€Å"real world â€Å"and by doing so the NCTM standards are met. There are others benefit of the integrations of math and science it allows the students to start thinking about why things happen which in term will the students a more practical approach to learning and using mathematics with the application of science. A common question asked by students is’ are we ever going to use this when we leave school† the integration between math and science will show the students how usefulness and importance of mathematic which therefore enables them to develop new understandings and skills. Educators in all schools systems have struggled to rise students test scores one advantage that integrating math with science is to help students’ scores increate. In defining how to integrate math and science, White and Berlin (1992), and Sunal and Furner (1995) made the following recommendations: †¢Base integration on how students experience, organize, and think about science and †¢Take advantage of patterns as children from the day they are born are looking at patterns and trying to make sense of the world Collect and use data in problem-based integrated activities that invoke process skills. †¢Integrate where there is an overlapping content in math and science. †¢Be sensitive to what students believe and feel about math and science, their involvement and the confidence in their ability to do science and math. †¢ Use instructional strategies that would bridge the gap between students’ classroom experiences and real-life experiences outside th e classroom. When integrating math and science in the classroom it will encompasses a number of considerations, an example of this integrating would be if the teachers taught math entirety as a part of the science or to teach math as a language tool for teaching science, or teaching science entirely as a part of math. The teachers’ training and knowledge level will determine their confident level in teaching math and science and if the teacher lacks either this need to be addressed , for example if the teachers is confident in their able to teach math but not science some teacher may not know how to teach all require science disciplines. Beane (1995) defines curriculum integration as a way of thinking about the purpose of schools, the sources of curriculum, and the basis of knowledge. Beane believes in order to define curriculum integration; there must be a reference to knowledge. According to Jacobs (1989) and the Association for Supervision and Curriculum Development (1989), planning and teaching interdisciplinary lessons involve two or more teachers, common planning time, the same students, teachers skilled in professional collaboration, consensus building, and curriculum development. As Robinson (1994) pointed out, the following considerations are necessary for the preparation of interdisciplinary instruction. Some state tests are being designed to reflect an integrated curriculum. In Connecticut, students take the CAPT (Connecticut Academic Performance Test) while in high school. While traditional assessments determine what students know, the CAPT test was intended to determine what students can do with that knowledge. The objective of the test is for students to be able to apply what they have learned to other situations. Another reason to consider the integration of curriculum is because it is the way people learn. Current brain research points out that the human brain looks for patterns and interconnections as its way of making sense of things. Unfortunately, in many schools students learn one subject in one classroom and then move on to the next classroom for the next subject. By delivering the curriculum in this format, subjects lack coherence and therefore students become disconnected and disengaged. Educators presume that students will miraculously make the associations between subjects by themselves and will see how the subjects â€Å"fit† together and into the real world. With an integrated curriculum, teachers do not need to guess about whether the connections have been made by students, the connections will be clear. Integrating mathematics into the curriculum can be a challenge for many teachers. It takes a great amount of time and teamwork but the benefits outweigh any possible disadvantages. Integration of subjects gives meaningful contexts for students rather than having them learn in isolation. As a result, this relevance of information better prepares all students. Teaching mathematics in isolation does students a disservice. One goal of mathematics teachers is to produce a mathematically literate nation where people can use the concepts from this subject to solve real-life problems. When mathematics is connected with other subjects, students can develop the intellectual scaffolding they need that will aid them and the nation for the future. Mathematical assessments should be more than just tests at the end of every chapter. Assessments should inform and guide teachers and enhance student learning. They should give students the opportunity to communicate mathematically and apply their knowledge. PBAs do this by providing an open-ended curriculum and can more accurately assess the skills of a diverse group of students. PBAs are a way for students to use their expertise and knowledge to â€Å"tie everything together† because the goal of acquiring knowledge should be its application. Both mathematics and science education are highly influenced by standards developed by professional organizations. For math, the National Council of Teachers of mathematics [NCTM] (2000) produced Principles and Standards for School Mathematics. This document purports six principles for school mathematics and five curriculum and five process standards. Similarly, the National Research Council [NRC] (1996) produced National Science Education Standards that provides standards for science teaching, learning, and professional development.

What Strategies Should McDonald's Pursue in 2011-2013 Essay

What Strategies Should McDonald's Pursue in 2011-2013 - Essay Example Thus, the strategic management within an organization revolves around conducting an analysis, deciding on an appropriate course of action and finally taking the action. Analysis of strategic management entails the critical evaluation of internal as well as the external environments within which the firm operates. Along these lines, an organization analyzes her missions, visions, goals and objectives as against the other players within the industry. Among these decisions that the organization must make is with what other firms do they compete and through what ways should the competition be? Finally, actions are taken with the aim, of realizing the set goals and meeting the decisions made after the analysis (Dess, Gregory, Lumpkin and Marilyn, 2005, 1) The McDonald’s (MCD) is a trade logo for a group of fast food and burger restaurants; she works like â€Å"Burger King Holdings.† The McDonalds are seen to be the dominant players within this industry with the widest covera ge of the world. According to past reports, the company has set an ever rising performance in the last nine years with her key operational pillars being founded on; people customers and employees), price, products, promotion and place. Their fundamental operation strategy has been â€Å"plan to win† all through. The annual report on investors for the year 2010 reveals a fabulous performance of the company despite the many challenges she faced just like all other firms and especially those in a like industry of the fast foods. By managing deeper insights for customers and proper alignment of business strategies, the CEO says that a 5% rise in comparable sales was realized, 9% growth in operating income and the company’s overall market share around the globe increased. By upholding proper prioritization for the relevance of the firm’s brand and focusing sharply on the customers, the firm managed to keep on top in the year. However, as the CEO puts it, it was the s ame focus that was to be employed for the following year, 2011. The basic working formula for the firm has been building on and holding onto the basics while at the same time modernize and differentiate their brand. As for the service delivery, the brand was committed to further her excellency by adopting onto favorable technologies, invest in training and adoption of other service enhancement mechanisms that are all aimed at maintaining or improving her performance in the year 2011. Repackaging as part of product differentiation and promotion was to be adopted more so through restaurant re-imaging (McDonald’s Corporation, 2010, 1-3). In a more like manner, the year 2011 saw a fantastic performance of the corporation. The CEO records a 5.6% comparable sales rise a 10% growth in operating income and an increase in the corporations overall market share margin. All these are attributable to the proper forecasts made and policies put in place in the previous year, followed by the right decisions and the correct actions. This therefore has revealed a strong strategic management planning of the corporation over the year 2011. There was even deeper commitment to modernizing the operations of the corporation even further than the previous years with even more innovations on customer oriented products. 2012 was no lesser as the comparable margin in sales shot up by 3.1% while 4% was the income increase. The year marked a continuation of inventions and innovations where new menus’ came into place and the focused decision to become modernized taking shape. In a bid to reach more markets, the report also reveals great strides that have been taken to exploit new markets, especially within even the emerging economies. The

Apple Case Analysis Term Paper Example | Topics and Well Written Essays - 1250 words

Apple Case Analysis - Term Paper Example Though Apple may be thriving on its success in different segments specially its non-PC segment however, it is confronting with certain issues which can critically affect its operations in the future. Since late 1990s, the overall share of Apple in personal computers market is consistently below 5% which is far below than Apple’s traditional competitors. It seems that the buyers of Apple are too much focused on its non-PC products and consumers are willing to buy those products. The competitive products against Apple Mac are reasonably priced therefore consumers tend to prefer them over Mac due to price related variables. Further, technology is changing fast in the area where Apple is operating and historically firms tend to lose if they don’t keep up with the changes in technology. Whether Apple will be able to keep pace with this technology is something which everybody likes to explore. Situation Analysis External Analysis Apple’s competition is of international nature in its Mac segment of personal computers wherein it sells its PCs either through its own flagship stores, electronic retailors as well as through its website. The overall range of personal computers of Apple includes desktops, laptops as well as smaller mini notebooks. There can be different factors which may at play and can directly affects the way Apple operates in the industry. It is critical to note that Generation Y is becoming technology oriented with ownership of at least one PC is considered as essential because PC is now a days being used not only for entertainment purposes but for improving the productivity as well as to have access to information. What however, has changed over the period of time is the fact that consumers tend to favor those manufacturers which conserve the environment in their overall manufacturing process. The reusability of the material as well as its ability of not harming the environment is what is making the difference. It is also critical to note that the overall revenue of the industry is on rise since last decade except a slight dip during 2009. It may therefore can be safely assumed that industry is growing and there is relatively better potential for the existing players to expand with little bit of more innovation and creativity. A Porter Five Forces Analysis of Personal Computer Industry would suggest that buyers have higher bargaining power because of low switching cost. Suppliers also tend to have higher bargaining power due to technological sophistication as well as expertise they held in terms of providing the required hardware and software components to manufacture a personal computer. Providers such as Intel tend to have monopoly over certain critical components required to manufacture a PC and therefore tend to have more bargaining power. The overall threat of new substitutes is relatively low because industry is dominated by large players and the overall capital expenditure required is relatively high. Threats of substitutes can be significant especially in the wake of latest changes in the technology allowing smaller and compact tablet PCs to emerge as alternatives. Apple’s own IPAD is considered as a gadget which can actually kill personal computers therefore going forward there can be significant threats of substitutes. As a result of the technological developments and new market dynamics, the overall rivalry has intensified

Psychology -The difference of aggressive and submissive behaviours Essay

Psychology -The difference of aggressive and submissive behaviours between chimpanzees and l'hoest monkeys - Essay Example Submissive behaviour on the other hand, can be dangerous for primates who operate in a no-holds-barred â€Å"dog-eat-dog† world. Submissive animals are more likely to hunted, less able to defend themselves and their offspring and more quickly likely to become prey. Is there a biological basis for certain types of behavioural traits in animals? Are some primates more aggressive than others? Animal behaviour has always been addressed by zoologists. Studies from the Colchester zoo have addressed a variety of behavioural traits among primates. In her study entitled, â€Å"The effect of a foraging enrichment on the behaviour of buffy-headed capuchin monkeys†, Amanda Skornia observed primate behaviour for six days and discovered positive behavioural differences in buffy-headed capuchin monkeys following enclosed environmental enrichment (Skornia 2002). In a study of aggression in captive patas monkey, Donna Miller observed the behaviour of this primate following a collective move to a new enclosure. Overall activity and aggressive behaviour was observed following the move but a direct correlation between the actual aggression and the move could not be adequately established (Miller 2002). Although not a primate-specific study, in her insightful analysis of behaviour among lions, Hayley Monaghan looked at different behavioural traits between zoo lions and safari lions (2002). She undertook this study on the effects of captivity and determined that there is a significant difference between activity levels of lions in the zoo and in safari parks. The active behaviour of male and female lions was significantly higher in the zoo than in the safari. As we shall see in the Discussion section of this essay, the Monaghan study, although not directly tied to primate behaviour, will have important implications for future research on behavioral differences between chimpanzees and lHoest primates. The particular behaviours of

Globalization Research Paper Example | Topics and Well Written Essays - 3000 words

Globalization - Research Paper Example The research swill discuss in depth the pros and cons of the phenomenon of McDonaldization. In this study, the researcher is going to analyze the effects McDonaldization has on the society. From the research, a person is able to judge whether the phenomenon is to expected, accepted, rejected, or if it is inevitable. The study will explain why the term McDonaldization was used as a concept of bureaucracy in the early days. The phenomenon was an organizational structure aimed at rationalizing and standardizing the society’s products and services, and the processes involved in producing them. However, from the study, it will be evident that the concept differs from bureaucracy. The concept concerns itself with five points that the paper shall discuss. They include efficiency, calculability, predictability, and control. The study aims at explaining the concept of McDonaldization. In addition, the study will help the people understand to what extent the concept has influenced the employees of the 21st century. It shall discuss the possible consequences for theories of human motivation. Users of this study will understand whether the concept of McDonaldization applies equally to all the jobs. The journal by Kellner described McDonaldization as a process by which the principles of the fast food outlets has taken over majority of the American’s and the rest of the world’s sectors. The author explains how the concept has affected nearly every aspect of today’s society. Nevertheless, the author predicts the concept shall influence the aspects of the future’s society (Kellner 1). In the interview, Ritzer argued that the concept serves the world as a directing force. From his own words, Ritzer implies that the human beings adapt to every turn that the world makes. Definitely, change is good, and McDonaldization is one of the changes the world is adopting. Many companies that follow the concept have achieved immense success. For

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An about Children of a Lesser God film - Essay Example A typical example of some of these basic characteristics is the influence of gender in communication. Gamble and Gamble (2007) in their book The Gender Communication Connection bring out some of the very peculiar gender characteristic concepts of communication. Interestingly, some of the core concepts in the books are also reflected in the film Children of Lesser God. Below are some of the discussions on the key concepts discussed in chapter five (5) of the book. One of the major concepts tackled by Gamble and Gamble (2007) is the issue of perception process. It is said that perception generally refers to how we see other people from our own point of view (Huggai, 2009). This is very much application in communication and influences communication greatly because â€Å"the way that you see people will greatly determine how you interact with them and what you will get from them† (Brewster, 2012). This means that perception has the power to start communication, sustain communication, as well as influence the input and outcome of a given communication. NOVA (2005) identifies three major processes in the perception process. These are selection, organization and interpretation. Gamble and Gamble (2007) adds a fourth dimension and this dimension is response. The most important fact however is that Gamble and Gamble (2007) looks at the perception process from a gender point of view, where they make it clear that men and women certainly have di fferent styles and approaches to reacting to the perception process and thus have different ways of listening. Hesper Anderson and Mark Medoff give a well illustrated format in the differences pointed by Gamble and Gamble (2007) are displayed by men and women in the film Children of Lesser God. In the film –as highlighted in the book, we see a very vast difference between how men and women perceive communication. This difference is further consolidated by the fact that even though the female role was being played by

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Management Influences on Turnover Intention of Software Developers Essay Example for Free

Management Influences on Turnover Intention of Software Developers Essay Introduction The Information Technology (IT) Age has created many opportunities for employment in the IT and IT services industry.   IT professionals are in demand all over the world.   Organizations worldwide invest money that go not only into salaries but for further training of IT professionals they hire. However, around the world, the demand, supply, selection, recruitment and particularly retention of IT professionals has threatened organizations that use, manage or deal in IT or IT services for the past few years (Parà © and Tremblay 2000; Ermel and Bohl 1997; Morello 1998; Guptill et al. 1999). This is why the departure of an IT professional from a company usually comes with disastrous effects to the organization.   When an IT professional resigns, the organization suffers loss of business process knowledge and acquired technical skills (Dorà © 2004). Since late 1996, the turnover for IT professionals has jumped from 15% to 20% annually, with only 8 of 10 IT positions being filled with qualified candidates (McNee et al. 1998).   With the annual turnover rate estimated at 20% or more (Alexander 1999; Kosseff 1999), job-hopping of IT professionals has been one of the biggest problems among managers and human resources (HR) experts (Parà © and Tremblay 2000). IT professionals seem to have a tendency to change their jobs faster than other employees when they feel dissatisfied with their current employer (Hacker 2003).   The estimated cost of replacing IT professionals range from 1.5 to 2.5 times of their annual salaries for the companies they resigned from (Kosseff 1999).   On the other hand, the cost of losing a qualified IT professional is actually 3 to 6 times more expensive than the cost of losing a manager (Kochanski and Ledford 2001). IT professionals, as also mentioned previously in this study, also tend to change jobs more quickly than other employees when they feel dissatisfied with in their current employment (Hacker 2003).   However, rational models of voluntary turnover cannot be used to explain the high turnover rates for IT professionals (Rouse 2001) since many IT professionals remain dissatisfied with their jobs even though they enjoy high financial rewards yet their creativity and expertise do not receive high respect from their peers, supervisors and companies as a whole (Fisher 2000). Furthermore, another explanation why IT professionals may resign more quickly when dissatisfied with their current employment is that â€Å"much of IT work is project oriented, the technical employee’s loyalty may be more to the project, and not necessarily to the employer† (Hacker, 2003, p. 15). These trends place intense pressure on both IT executives and HR managers.   High IT professional turnover translates to a threat not only to an organization’s IT department but to the business as a whole. Most importantly, high IT turnover poses a threat to the growth, competitive positioning and strength of the global economy (Parà © and Tremblay 2000). A dissertation by Dr. Timothy Lee Dorà © (2004) studied the relationships between job characteristics, job satisfaction and turnover intention among software developers.   These two factors – job characteristics and job satisfaction – are deemed to play crucial roles in understanding turnover intention not only among software developers but IT professionals as a whole. The current study aims to investigate the management influences on employee retention of IT professionals, focusing on job characteristics and job satisfaction, and their impact on turnover and retention.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1.1.1  Ã‚  Ã‚   Scope and Limitations of the Study This research will study the impact of job characteristics and job satisfaction on the turnover intention of IT professionals.   Although this paper intends to replicate some of Dorà ©Ã¢â‚¬â„¢s findings, the study will not be limited to software developers only as this sector only constitutes a small sample of IT professionals as a whole. Specifically, the research study will focus on the turnover intention of IT professionals in___________. In studying the relationships between job characteristics, job satisfaction and turnover intention, this study is limited to the use of the following theoretical models and theories to support its conclusions: For the discussion on job characteristics, the research study will make use of the Job Characteristics Model developed by JR Hackman and GR Oldham (1975/1980) and the analysis on Model Employers by Minda Zetlin (2001). For the discussion on job satisfaction, as well as motivation, the paper will use the Motivator-Hygiene Theory by F. Herzberg (1968/2003) and the Synergistic Model by T.M. Amabile (1997). For the discussion on turnover, the study will use the Voluntary Turnover Model by R.M. Steers and R.T. Mowday (1987); the Rational Turnover Model by P.D. Rouse (2001); the Instinctual or â€Å"Unfolding† Model of Turnover by T.W. Lee, T.R. Mitchell, L. Wise and S. Fireman (1996); and the Conceptual Model for Investigating Turnover in IT, developed by J.B. Thatcher, L.P. Stepna and R.J. Boyle (2002-03) These models will be discussed in detail later in this chapter, as well as in Chapter 2 on Review of Related Literature. Chapter 2 Review of Related Literature This chapter will analyze the various literature which are related to this research paper. It will discuss the works of other analysts and researchers on theories/models that will be used to support this study, as well as pertinent literature on IT professionals’ turnover intentions. The chapter begins with a general discussion on motivational theories, cutlure, and leadership which are all critical factors that affect an employee’s intent to leave. The discussion them dovetails into a more specific presentation of the framework used in the current study. This chapter will also include a definition of terms incorporated into the discussion of related literature. 2.1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Relationships between Job Characteristics, Job Satisfaction, and Turnover Intention In 2004, Timothy Lee Dorà © submitted a dissertation titled â€Å"The Relationships Between Job Characteristics, Job Satisfaction, and Turnover Intention Among Software Developers†.  Ã‚   According to Dorà ©, the factors leading to the turnover intention of software developers have been poorly understood.   His study was designed to further understand the relationships between job characteristics, job satisfaction, and turnover intention among software developers.   His study involved the use of 326 web surveys that contained questions relating to job characteristics, job satisfaction, turnover intention and demographic information. The results of Dorà ©Ã¢â‚¬â„¢s study showed that several factors can influence turnover intention, most significantly, job characteristics that may be influenced by management, such as training, autonomy, feedback, number of developers, task significance, and skill variety (Dorà © 2004).   In his study, Dorà © made use of two research questions and sixteen hypotheses to understand the job characteristics variables which contribute to the various dimensions of job satisfaction, and which of these job satisfaction dimensions, in turn, contribute to turnover intention. Dorà © made use of indirect effect tests, to determine if certain job characteristics could be linked to turnover intention through the job satisfaction scales he provided.   The results of his study indicated that ten of the indirect effects were statistically significant.   All ten of the statistically significant indirect effects were associated with only three of the seven job satisfaction scales: internal work motivation, general job satisfaction, and satisfaction with pay. The largest indirect effect, according to Dorà ©, was the effect of autonomy on turnover intention through general job satisfaction: higher levels of autonomy lead to lower levels of turnover intention by increasing general job satisfaction.  Ã‚   The next largest indirect effect was the effect of organizational training on turnover intention through general job satisfaction: organizational training decreased turnover intention through an increase in general job satisfaction.   The next three highest indirect effects in Dorà ©Ã¢â‚¬â„¢s findings were also between a job characteristic (feedback, skill, variety, and number of developers) and turnover intention through general job satisfaction (Dorà ©, 2004, p. 130). 2.2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Measuring Turnover Intentions Among IT Professionals Guy Parà © and Michel Tremblay, in contrast to Dorà ©Ã¢â‚¬â„¢s study, completed a research covering the turnover intention of not just software developers but IT professionals as a whole.   Their study, â€Å"The Measurement and Antecedents of Turnover Intentions among IT Professionals† (2000), submitted to Cirano research center, aimed to present and test an integrated model of turnover intentions that address the unique nature of the IT profession (Parà © and Tremblay, 2000, p. 3).   The authors identified a multidimensional set of HR practices that will most likely increase retention among IT employees.  Ã‚   They emphasized citizenship behaviors as well as two distinct types of organizational commitment as key antecedents of turnover intentions. The study involved the sending of questionnaires to 394 Quebec members of the Canadian Information Processing Society.  Ã‚   The study addressed four research questions: 1) What are the essential HR practices necessary to create an effective plan for retaining IT professionals? 2) What is the impact of compensation and negotiation conditions on the turnover intentions of IT personnel? 3) What is the effect of employee demographic characteristics on the turnover intentions of IT personnel? 4) Do organizational commitment and citizenship behaviors mediate the effects of HR practices, compensation and negotiation conditions as well as demographic characteristics on the turnover intentions of IT personnel? (Parà © and Tremblay, 2000, p. 4) Parà © and Tremblay provide that IT employees who are highly committed to their organization are less likely to leave than those who are relatively uncommitted.   They attach three distinct dimensions to organizational commitment: affective, continuance and normative commitment (Meyer and Allen 1997). 1)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Affective commitment – means an employee’s personal attachment and identification to the organization.   This results in a strong belief in an acceptance of the organization’s goals and values.   â€Å"Employees with a strong affective commitment continue employment with the organization because they want to do so† (Parà © and Tremblay, 2000, p. 5) 2)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Continuance commitment – is a tendency to engage in consistent lines of activity based on the individual’s recognition of the â€Å"costs† associated with discontinuing the activity.  Ã‚   â€Å"Employees whose primary link to the organization is based on continuance commitment remain because they need to do so.† (Parà © and Tremblay, 2000, p. 5) 3)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Normative commitment – provides that employees exhibit behaviors solely because they believe it is the right and moral thing to do. â€Å"Employees with a high level of normative commitment feel that they ought to remain with the organization.† (Parà © and Tremblay, 2000, p. 5) In their findings, Parà © and Tremblay provide that affective commitment and continuance commitment are negatively related to turnover intentions (Parà © and Tremblay, 2000, p. 6).   In addition to these two distinct types of commitment affecting turnover intention, their studies also points to the factor they call Organizational Citizenship Behavior or OCB. OCB is considered as a key element in organizational effectiveness.   OCB is defined as â€Å"an employee’s willingness to go above and beyond the prescribed roles which they have been assigned† (Parà © and Tremblay, 2000, p. 6, quoting from Organ 1990). Based on Parà © and Tremblay’s findings, the stronger the citizenship behavior of an IT employee, the more likely they are to stay in their company.   The IT professional’s affective commitment, or attachment to his or her organization, also decreases turnover intention. 2.3  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job Characteristics Model Hackman and Oldham’s Job Characteristics Model, as earlier introduced in Chapter 1 of this research study, predicts what aspects of jobs reflect the level of job enrichment for employees, and how these relate to employees’ individual differences and to the work outcomes required. The model includes five core job characteristics that can be applied to any job: skill variety, task identity, task significance, task autonomy and feedback. Skill variety is defined as â€Å"the number of different skills required in the job† (Hackman and Oldham 1980; Pilon 1998). Task identity means â€Å"the completeness of the tasks done in the job† (Hackman and Oldham 1980; Pilon 1998). Task significance on the other hand is defined as â€Å"the importance of the job to the served population.† (Mohamed 2004). Autonomy means â€Å"the vertical expansion of responsibility, the amount of decision-making and independence allowed for employees.† (Mohamed 2004). And lastly, feedback means â€Å"the extent that the job itself provides information about employees’ performance† (Huber 2000). These characteristics – skill variety, task identity, task significance, autonomy, and feedback – are combined into a single predictive index which is called the Motivating Potential Score (Hackman and Oldham 1980). Figure 1. Job Characteristics Model Source: A.H. Mohamed (2004)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The five core job characteristics enumerated in the previous paragraph are in continuous interaction with individual differences that evoke three critical psychological states in an employee.   These three states are: 1) when the job is structured by skill variety, task identity and task significance this could lead employees to experience meaningfulness in their work. 2) The second state, task autonomy, which leads to feelings of responsibility for the outcomes of work. 3) The third and last state is feedback, which leads employees towards knowledge of the results of their work (Douthit 2000; Huber 2000).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These three critical psychological states lead to a set of affective and personal outcomes:   high internal work motivation, high growth satisfaction, high general satisfaction, high work effectiveness, and low rate of absenteeism (Mohamed 2004; Donovan and Radosevich 1998).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These affective and personal outcomes are the results of en employee’s job characteristics.   They are defined as follows: High internal work motivation – this is the degree to which an employee is willing to work and to consider the organizational objectives as part of his or her own goals (Mohamed 2004). High growth satisfaction – this is the achievement of the employee in overcoming challenges, succeeding and growing (Steers and Black 1994) High general satisfaction – this the feeling derived from the overall satisfaction with the work itself. â€Å"This type of satisfaction is reflected mainly in decreased rates of absenteeism among employees† (Steers and Black 1994; Omachonu et al 1999). High work effectiveness – this refers to both the quality and quantity aspects of work performance (Hackman and Oldham 1980). Low rate of absenteeism. The Job Characteristics Model, also includes three attributes that are identified as Moderators: knowledge and skills, context job satisfaction, and employee growth-need strength.   These attributes indicate which employee will respond positively to the Motivating Potential Score of their job and its outcomes (Hackman and Oldham 1980). An employee’s knowledge and skills are dependent on their educational qualifications which in turn will reflect their perceptions toward their work outcomes (Sabiston and Laschinger 1995).   On the other hand, an employee’s perception of his or her context job satisfaction involves factors like pay, supervision, colleagues, and job security.   All these affect the employee’s outcomes as well (Mohamed 2004).  Ã‚   Lastly, growth-need strength is the degree in which an employee seeks opportunities in his or her job for self-direction, learning and personal accomplishment.   These elements in turn affect the employee’s level of work internal motivation (Mohamed 2004). An example of a study which made effective use of Hackman and Oldham’s Job Characteristics Model is the one conducted by A.H. Mohamed (2004) called â€Å"Using the job characteristics model to compare patient care assignment methods of nurses† for the Faculty of Nursing, University of Alexandria in Egypt.  Ã‚   The population used were the nurses in the Alexandria Main University Hospital.   Mohamed made use of a Job Diagnostic Survey (also developed by Hackman and Oldham) to determine nurses’ perceptions towards the components of the Job Characteristics Model in relation to their performance in utilizing the case and functional methods of patient care assignment (Mohamed 2004). In his study, Mohamed concludes that the jobs of intensive care unit nurses result in different expectations based also on the different categories of nurses, based on skills and challenges inherent in the work they perform (Mohamed 2004). Generally speaking thus, studies like Mohamed shows that an employee’s personal and affective outcomes are a result of the employee’s job characteristics. 2.4  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Model Employers However, management also plays a crucial role in the retention and conversely turnover of IT professionals.  Ã‚   Since IT professionals still enjoy a wide selection of employers to choose from, employers constantly compete to attract the best IT professionals by becoming â€Å"model employers†.   In her 2001 article for Computer World, called â€Å"Model employers†, Minda Zetlin outlines the strategies that make certain companies â€Å"model employers†. By compiling its eight annual list of 100 Best Places to Work in IT, Computer World roughly sums up the model employers as offering not just top compensation, but also â€Å"opportunities for career growth, investment in training, diversity in the work place, work flexibility, and, ideally, a comfortable and fun place to spend their daytime hours† (Zetlin 2001).   Zetlin in her article outlines three common themes behind the success of these model IT employers: IT is central to the best employers’ success According to Zetlin, excellence in IT is a top corporate strategy.  Ã‚   Prioritizing IT should not be limited to companies that strictly provide IT or IT services.   Companies such as Avon, for instance, which ranks 4th in Computer World’s list of 100 best employers, may be perceived to operate on a relationship-based environment.  Ã‚   Yet to process its more than 60 million custom orders every year, the company relies heavily on IT to process its complex supply chain.   The fact that is it is actually a very transactional business, dependent on technology, makes IT one of its priorities (Zetlin 2001). Management takes an active interest in employers’ careers from the day they arrive This includes having development plan for employees as soon as they join the organization.   Employees meet with their managers on a periodic basis for a formal review to assess their development plan and to evaluate its progress.  Ã‚   Orientation programs at the start of the employment are also part of this strategy.   Apart from orientation, Harley-Davidson, Inc. (ranked as No. 11) also provides for a yearly self-assessment for its employees against the established competencies for their jobs, with their supervisors doing the same (Zetlin 2001).   Such focus on career development per employee makes the employee feel that management takes an active interest in aligning its objectives with the employee’s personal goals. Model employers also provide for continuous interest on their employees’ careers throughout their employment with the company.   Knowledge mentoring programs and career mentoring programs, used by the State Farm Mutual Automobile Insurance Co. (ranked No. 13), for instance, allow employees to learn more skills and career guidance from their more experience colleagues, and help management to identify employees to fill leaderships positions in the short and long term (Zetlin 2001).   State Farm’s mentoring program is in fact so successful that it has extended the program to employees who haven’t even arrived yet – such as assigning mentors to college students who plan to join State Farm after they graduate. There are no walls between business and IT Unlike other organizations, model employers ensure that IT people and business people work side by side.   There is no division or competition.  Ã‚   IT professionals are given a better understanding that what they do helps the business succeed.   This understanding leads to career satisfaction for IT professionals.   Technology people know exactly how they contribute to the revenues of their business and how important they are in the business plan.   One advantage here is that a close relationship between IT and business allows people to switch between the two fields (Zetlin 2001).   Another strategies such as cross-functional work teams gives career development not just to IT professionals but to business people in the organization as well.  Ã‚   There are continuously different career tracks available.   An IT professional may opt to advance by taking on management roles within technology, or they may shift to business management positions (Zetlin 2001). 2.5  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Voluntary Intention Model   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   R.M. Steers and R.T. Mowday, in their study â€Å"Employee turnover and post-decision accommodation processes† (1981) analyzed turnover as rooted in voluntary intention.   Steers and Mowday viewed the interaction of intention to leave, and alternative job opportunities (ease of movement) as direct antecedents to turnover (Steers and Mowday 1981; Rouse 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As earlier discussed in Chapter 1 of this study, the direction of the process in Steers’ and Mowday’s Voluntary Intention Model starts with Job Expectations, then Affective Responses, then Turnover Intention, then finally,   Actual Turnover (see Section 1.2.1.1 of this paper).   However, these four elements were actually grouped together by Steers and Mowday under three steps. As can be seen in the Figure 3: Each step in Figure 3 contains two constructs.   The second construct (Job Attitudes) of Step 1 becomes the first construct of Step 2.   The second construct (Intent To Leave) of Step 2 becomes the first construct of Step 3. Step 1 of the Voluntary Intention Model involves the manner in which job expectations influence an employee’s attitudes regarding his or her job.   Attitudes are composed of job satisfaction, organizational commitment, and job involvement.   Job expectations in turn are influenced by three stimuli. The first stimuli focuses on individual characteristics such as occupation, age, tenure, family concerns, and personality form (Steers and Mowday 1981; Rouse 2001). The second stimuli involves information obtained during the recruitment process and at various assessments points throughout the employee’s career (Steers and Mowday 1981; Rouse 2001). For instance, studies have shown that job expectation levels are often high when the employee first accepts a new job (Porter and Steers 1973). At these particular periods, expectations are developed from both the employee and employer’s ends. In other words, a sort of unwritten social contract is deemed to be adopted by the two parties (Prouse 2001). Lastly, the third stimuli affecting job expectations are alternative job opportunities.   Studies have shown that the more alternatives there are confronting an employee, then the more negative the employee’s attitudes becomes concerning his or her current job (Pfeffer and Lawler 1979). Step 2 in the Voluntary Intention Model involves the Affective Responses that are elicited from Step 1.   These responses include the construct of job satisfaction, and how those responses influence the employee’s desire to leave the organization.   Factors that affect the employee’s decision to leave include non-work factors such as family, hobbies, religion and political influences (Cohen 1995). Steers and Mowday also identified the potential of employees to alter their actual job, in terms of pay, working hours, environment, etc., and thus change their attitudes regarding their jobs (Prouse 2001). Chapter 3 Methodology The aim of the research is to examine the relationships between job characteristic, job satisfaction and turnover intention among IT professionals in ______________.   The proposition is that job satisfaction and job characteristics as management influences have indirect impact to the levels of turnover intention among IT professionals.   The literature review indicates that there are different factors affecting IT professionals’ turnover intention.   This research is going to study the turnover intention of IT professionals in _____________. 3.1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research Questions The study will answer the following two research questions: Which job characteristic variable(s) causes the job satisfaction among IT professionals in ____________? What job satisfaction variable(s) cause the turnover intention among IT professionals in ____________?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In answering these two primary questions, the thesis will make use of the following framework:    Hypotheses Research Question 1   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Which job characteristic variable(s) causes the job satisfaction among IT professionals in _______________?†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first research question will analyze the standardized effect of job characteristics to job satisfiers.  Ã‚   The null hypotheses tested were: Job Characteristics à   Job Satisfactions H1: The level of IT training does not affect the various measures of job satisfaction. H2: The level of user contact does not affect the various measures of job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H3: The job-required skills do not affect the various measures of job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H4: The level of task significance does not affect job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H5: The amount of workload does not affect job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H6: The amount of feedback does not affect job satisfaction. Research Question 2   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"What job satisfaction variable(s) cause the turnover intention among IT professionals in ________________?†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first research question will analyze the standardized effect of the job satisfaction scales to turnover intention.  Ã‚   The null hypotheses tested were:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job Satisfactions à   Turnover Intention   Ã‚  Ã‚  Ã‚  Ã‚   H7: The level of internal work motivation does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H8: The level of job security satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H9: The level of social job satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H10: The level of job growth satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H11: The level of satisfaction with pay does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H12: The level of satisfaction with supervision does not affect turnover intention. Research Procedures   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3.3.1  Ã‚  Ã‚   Data Collection   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research is a process of studying and analyzing situational factors of a specific problem or issue in order to determine solutions of it (Cavana, Delahaye and Sekaran 2001). According to Cavana, Delahaye and Sekaran (2001), there are three research paradigms: positivist, interpretivist and critical research.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As the research hypotheses of this study try to explore the relationships between job characteristic, job satisfaction and turnover intention among the IT professionals in __________________, the positivist approach will be adopted and it will provide the framework upon which the methodology of this study can be used.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In this study, the research problem requires primary data to specifically address the twelve hypotheses. An Internet questionnaire will be used as it is the most effective and appropriate data collection method. â€Å"Questionnaire† is defined as a â€Å"pre-formulated written set of questions to which respondents recorded their answers within closely defined alternatives† (Cavana, Delahaye and Sekaran, 2001). A well-designed questionnaire provides accurate and useable data for analysis in order to make a conclusion of accepting / rejecting a research hypothesis.  Ã‚   A copy of the questionnaire to be used is attached as Appendix A of this study.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After gathering the data from questionnaires, the analysis of the data (including frequency distribution, correlation analysis and regression analysis) will be performed by a quantitative data analysis tool called SPSS (Statistical Package for the Social Sciences). SPSS predictive analytics advances in usability and data access, drawing reliable conclusions from the collected quantitative data (SPSS, Inc. 2002). In depth quantitative analysis of the data will be undertaken. Frequency Distribution, Correlation Analysis, and Regression Analysis will be used to analyze the collected data.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The population of this research is the _________ professionals in the country. The research is expected to have a 10% response rate (i.e. ____ questionnaires).   A reminder email will be sent to the students to ensure reaching the planned response rate. Participants are not inconvenienced or exposed unnecessarily to potential harm by recruiting more than is required. The research conducted by Dorà © in 2004 (which this paper intends to compare itself to) only received 326 responses which is less than 0.1% of the population.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An invitation email   will be sent to the administration managers of the participating institutions. Then the manager will forward the invitation email to all qualified IT professionals and invite them to fill in the Internet anonymous questionnaire within 10 business days. A reminder email will be sent by the manager on the 6th business day. The invitation email only contains a consent form   and a URL to the Internet anonymous questionnaire. Participation is entirely voluntary. The participant can withdraw at any time and there will be no disadvantage if the participant decides not to complete the survey.   At no time will any individual be identified in any reports resulting from this study. A copy of the consent form is attached with this application. Variables   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The variables which will used in this study can be categorized into two categories: job characteristics and job satisfaction.   The factors within each category are discussed as follows:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The following job characteristics for IT professionals were selected for this study, based also on previous usage in similar studies as indicated in the literature review: IT Training User Contact Job-required Skills Task Significance Workload Feedback   Ã‚  Ã‚  Ã‚  Ã‚   On the other hand, the job satisfaction scales include the following: Internal Work Motivation Job Security Satisfaction Social Job Satisfaction Job Growth Satisfaction Satisfaction with Pay Satisfaction with Supervision Data Analysis   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The study will make use of descriptive and inferential analysis were used throughout the study.  Ã‚   Descriptive statistics (percentages, means, standard deviations, frequencies, and item means) were computed using the SPSS (SPSS, Inc., 2002).   This general-purpose analysis program will be used to characterize the sample in terms of demographic characteristics pertaining to gender, income, education, age, years as an IT professional, years in the current organization, and years in the current position.   SPSS will likewise used to analyze the correlation among job characteristics, the correlation between job satisfaction scales, the correlation between job satisfaction and job characteristics, and the correlation between job characteristics, job satisfaction, and turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The primary inferential technique that will be used is bivariate correlation.   SPSS will   also be used to analyze the regression analysis for the data.   A 0.01 level of significance was adopted for testing significance.   The standardized effects of all the job characteristics for each job satisfier will also be computed.   The same method will be used to analyze the standardized effect of all the job satisfaction scales to turnover intention.   From these standardized effect analyses, the prediction of turnover intention by job satisfaction scales will be computed.    The job satisfaction scales which had a 0.60 level were considered significant to turnover intention.   The reliability coefficients ranging between 0.60 and 0.70 are deemed adequate for research purposes (Aiken, 2000, p.88).   For purposes of this study, the job satisfiers and job characteristics which have indirect effects of 0.60 above significance to turnover intention will be used.   The standardized effect of the significant job characteristic will be multiplied to the standardized effect of the particular job satisfier.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Each of the twelve hypotheses of this study will be tested in essentially six multiple regression analyses – one for each job satisfier as the constant, independent variable and its relation to each dependent variable represented by the job characteristics.   Otherwise stated, each job satisfier will represent a criterion variable and the six job characteristics will be considered predictors in each of the six regression analyses. 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Personal Development: Plans and Theories

Personal Development: Plans and Theories A person when chooses some specific job or field of work or engage him in particular activities such engagements are known as his profession. Every profession has its own requirements which the professional has to fulfill being to known as skilled professional of the same. Economic environment as well as business environment is changing dynamically therefore, it requires improvement in performing activities or skills of the professional to run with the age. New discoveries and inventions are being removing problems of business and economic environment and also are improving the standard of working and making the performance of work easy and more efficient but a professional can only take the advantage of those discoveries and inventions when he will improve or develop his skills according to the pace of changings. I started my career from the job of an accountant but I now found myself more improve than before, because when I started the job I had not adept in computer operating and relevant operating software prevailing at that time but then I observed that if I shall not effort to learn the prevailing computer software then my skill shall be remained undeveloped and I shall not be able to grow/develop with the pace of dynamic changes then I started for developing my professional skills through learning and getting help and assistance from my managers and now I have become the assistant accountant of the organization. Personal development means to improve the innate abilities or learned skills which a person possesses as God gifted or learned from some institution or his seniors or managers. Professional development is indeed personal development such as when I started my job I had lack of confidence that may be I could not be performed my job properly but when I learned the skills and effort to improve my professional skills then, on the other hand I found myself confident about my working because my hesitation has been abolished and my morale has been grown up. Therefore, in my view personal development entirely basis on professional development because hesitation and confusion are personal factors which become hindrance in the way of ones professional success and it only remove when ones professional skills develop and in this way the requirements of the profession are satisfied and it also improve the efficiency and performance of him. Organizational and Personal Goals Objectives Organizational goals and objectives belongs to goals and objectives of one group who are working for their mutual benefits because organizations progress is their progress, in other words every member of organization represent the goals and objectives of the organization because his progress and organization progress is interconnected. Organization itself is nothing but it is known with the group who is running and representing it. Personal goals and objectives are the ambitions and aims of one individual which he plans and achieves through his personal and professional skills. Just as every individual desires to be the best in every aspect as in his personal life and professional life but he can be if he plans for to achieve them. An organization expects good and efficient performance from each of its worker/member and every individual of the organization expects good remuneration as consideration of his professional skills which should be sufficient to satisfy his demands and desires and indeed the demands of an individual are the goals and objectives because he supposes that at a particular post or rank he shall be able to satisfy them therefore, goals and objectives of an organization and an individual are reciprocal because an individual meets with the expectations of an organization only when the organization satisfy his goals and objectives and in the same way an organization do the same when the individual returns the same as the organization expects from him, therefore, an individual can only achieve his, as well as of organizational goals and objectives if he improves his personal and professional skills. A better performer achieves more in short span and lazy one waste a lot and achieves less. Methods for Developing Personal and Professional Skills Different people possess different intellectual ability of understanding and performing and also have different innate and God gifted abilities therefore, when one teacher teaches one class together then it is impossible to say that all the students have understood the concepts which have been conveyed to them by the teacher although all the students have different problems in same lesson. It is therefore, important for every student or individual to realize the method through which he can learn easily and whether the method is compatible to his intellectual abilities. Therefore, different methods attract different person at one time due to the compatibility of their abilities with the method so adopted or supposed to be adopted because the efficiency/personal skills and professional skills of every individual are not equal to other. Following are the methods for developing personal and professional skills:- Development through Learning Learning is such a method which keeps one in touch with the inventions, changes and challenges which directly affect the performance and efficiency of organizations and of individuals and it also keeps in touch the learners with required solutions and techniques through which they can get them out from the problems. Learning basically reflects the ideas and practical works of the authors who share their experiences with other through books, notes and reports and also provide their conclusions of particular professions on the basis of material works which help the learners in solving their prevailing problems. In my view learning is such a method through which only theories and ideology of one or more authors could be observed or consulted but practical work is missing from such concepts. Business strategies and methods of doing business are different in different countries because different countries different factors affect the environment and there are no hard and fast rules of doing and running businesses and all the businesses have different problems in same economic environment because nature and size of all the businesses are different and the person doing the business and the strategies of executive management who is controlling the organizations activities are different, political atmosphere and government policies regarding the concern business are also different then how they could be considered and controlled according to one or more theories based methods which are also of different persons. In my view development through learning is not a comprehensive method but partially it is useful for learner to the extent of knowledge about dynamic changes and future challenges. Development through Apprenticeship Development is process in which a person struggles to maintain the quality what he knows and also struggles in the same time to improve or develop his skills more efficiently so that he could be able to achieve his personal goals and objectives by playing his effective role also in achieving the organizational goals and objectives. Apprenticeship a very useful method of development of personal and professional skills because in this method one can apply his knowledge what he learnt during his education under the supervision and support of managers and mentors and also can practically remove his hesitation about concerned working and can build confidence reliance on the feedback from the seniors. When I started my apprenticeship right after studies, I was thinking, how I shall do my duties, what would be behavior of the seniors towards juniors, shall I be able to be a good accountant and many more questions were in my mind and I was hesitating because I was joining a new environment in which I was totally unknown from every work and every person but during my apprenticeship my seniors played very positive role in removing my hesitations, building my confidence, facilitation me in my working, supporting me in all the way they can and aware me with the techniques to removing hindrances. They always answered my every question about my field. Now up to today I feels that many developments have been occurred in me because my confidence level has been grown more than my expectations because now I know almost all the techniques to work effectively even in pressure and I can plan and settle goals. This is all because of apprenticeship method of development. Self Managed Development It is such a method of development in which the individual arrange for learning and developing personally through any means which he considered useful for him. Individual takes all the initiative to learn, training and knowledge with the help of the organization because it is the organization that has to provide him time to its employee to improve his skills and sometimes the organization pays the fee to the courses and training of its employee. A skilled employee is asset of organization but dynamic changes required him to improve his skills to work with the pace of changes and this is possible only when the process of development of individual is in accordance to inventions and dynamic changes in the culture of economy and business. An organization plays very important role in the development of its skilled individual because to improve the skills of its best employees, it has to arrange training program, seminars, meetings for discussion and all the other possible ways through which it can help its employees for development because efficient employee perform good and also plays its effective role in the achievement of organizational goals and objectives. When an organization provide opportunities to its employees for development of his professional skills then it is indeed providing opportunity to develop his personal skills in the main time because when an individual knows all the ways to perform or face challenges connected to same task then he can work more confidently and his hesitation has been finished and i.e. is the basic factor through which the assessment of development could be measured. Development through Coaching Coaching is such a development method in which all the focus is kept only on specific work and all the skills required to perform that very work. Normally coaching method is used for short span of time in such a scenario when the senior employee is getting retired from the organization and such senior employee is held with the responsibility to coach his succession with the all skills and techniques required for effective performance and market culture and all the other connected ways. Senior has to coach the successor with all the prevailing techniques and inventions up to date and culture of the organization to face and work in external environment and he also has to convey the ways with which he can work under pressure and work load and also to defeat he rival acts of the competitors. Under the method of development through coaching the individual is getting advantage from the practical experience of his coach and the coach as culture of all the organizations is not same even if t hese are connected one industry or field therefore, for effective performance it is compulsory for every employee of the organization to know the culture of the organization. Coaching is the best way through which one can focus only on the techniques and modes for effective and considerable performance in one field and can save his time even to waste by spending in other activities which are general and irrelevant to the profession. It is such a method in which the individual can improve and develop his personal and professional skills under the supervision of practical experienced coach to the relevant profession who even teaches the individual all the aspects with which he can develop his skills more effectively and get the positive results by applying those skills in his personal and professional life. In my organization the senior manager account was on leave due to training course in abroad for six months and for such period I was recommended for additional charge and my senior was held with the responsibility to coach me as an alternative of senior manager accounts. During the coaching and practical working under the supervision of my seniors I foun d myself on such a stage where I could not be able to arrive after many years and my skills have been developed at such a stage that I have been promoted for such development. According to me coaching is the best way of development and now all the factors which hesitates me in performance of my duties have been removed from me and my personal skills have also been grown up. Development through Mentoring When one skilled individual offers guidance, support, help and facilitate other in performing their work is known as mentor and the method under which he offers help to others in developing their skills is mentoring. Mentoring is such a method in which an individual is allowed to make mistakes under the supervision of supervisor and to satisfy their questions by getting answers from him. Mentoring and coaching are similar to the extent that in both the methods the mentor and coach help the individuals in developing their skills but in coaching the focus is limited to the extent of job and in mentoring the focus is upon all the field and works being done in organization. Mentoring is a comprehensive method of development which gives knowledge about all the departments and fields of an organization and in this way it waste the time of the individual in such works to which he does not intend to perform or adopt in his future, on the other hand coaching is the best way through which the coach focus only to the extent of particular work and field and conveys all the best possible techniques and tips regarding the solution of problems so relevant and for effective performance which develop the personal and professional skills of the individual. Personal Development Plan Personal and professional skills are reciprocals of each other because without developing anyone other skills could never be developed. Development of professional skills are mainly under focus of mine because I concluded in my professional career that when I was just a raw handed person who had just knowledge about account but no practical experience I was hesitant and had lack of self confidence because I was of the opinion that accounts work is very much difficult but now after starting my professional career and practical working, now I think that accounts work is not a difficult one and I perform my work with confidence and this is all because I struggled to improve my professional skills because improvement of these skills is very much important for me to meet my own goals and objectives and I could not be able to meet my goals until and unless I shall not play my effective role in achieving the organizational goals and objectives and the management of the organization assesses my performance more effective than before. I planned for the achievement of my settled my goals and objectives that I shall mainly focused on my professional skills development and for this I planned that I shall keep myself prominent and dominant through coaching and leadership and shall not miss a single chance of training from organization and in this way I can develop my professional skills as well as my personal skills and also can keep myself prominent in organization. My short term settled goals and objectives are to be the best one in the organizations account department. My long term goals and objectives are to be the best in the company so that the executive management of the organization promotes me head of the account section/department. My future goals are to be the best one in accounts field in all over the world. Action Plan Now to achieve my own goals and objective through the achievement of organizational goals and objectives I arose a suggestion before the executive management of the organization that we should start a learning program in round the department of the organization through which we could develop the skills of the employees by encouraging and facilitating them with the new and latest thoughts and methods in their relevant fields and I account section I offered my services as a coach. If I shall be afforded this opportunity then I shall be able to develop my skills in all the ways and I shall be recommended for all trainings on behalf of the organization and this shall be the success of my plans first stage. Through coaching I shall coach number of employees and satisfy their queries with my practical experience which will improve my position in the organization and also strengthen my confidence and also keep me integer me with the organizations management and employees too. When I started my work on my plan then I had weaknesses such as I was over confident and emotional and my patience was shaky but now I am so calm and believe in practical work not in assumption and my main strength is, I do not afraid from the load of work because my work has become my habit and I feel more relaxed in working than to free time. Thats why my executive likes me a lot and they always want to know my suggestions about the problems solutions and about any new project which the intend to lay down. On the success of my this plan I think that in the short time I shall be able to achieve my own and organizational goals together because both are combined and without the achievement of organizational goals and objectives I could never achieve my owns therefore, my all efforts are for the achievement of organizational goals and objectives. Preferred Learning Styles Learning styles are different of different peoples and it is the mentality of every person relying on which he assesses him that what are his weaknesses and strengths and what are his innate abilities and many other aspects of his professions. As different theorist have difference in their way of thinking and doing same job they present different styles of learning in different ways but indeed they all are presenting same styles there is just difference which is due to their knowledge and mode of explaining. Kolb and Honey and Mumford present different styles but in my view the styles of Honey and Mumford are compressive and therefore, are preferred. Honey and Mumfords Learning Styles According to Honey and Mumford there are four learning styles which are nearly around the Kolbs sequence. They classified they learner into four categories such as activists, reflectors, theorists and pragmatists relying on the preferences of each group that what are there preferences. Activists Activist learners preferences are towards practical working because such learners do not completely rely on theories and in other words theories are not sufficient to satisfy their thirst of queries and such learners do not possess patience. These learners are active and they want to sort result quickly on the basis of practical experience not only on the basis of theories. Generally a great number of such learner is around of us because such learners do not have patience and therefore, they are not consistently perform one work and different confused queries remained in them. Reflectors Reflectors are such learners who just take a concept from the phenomena and think about them and start working on the task. These learners are over confident learner who is anxious in nature and lack of patience. Such learners are not very much successful because they do not possess requisitive knowledge about the task and even dont know about the nature and diversification of work. Their works reflect their competence and skills and the concepts of such learners are not based on practical work but based on assumptions and hear say knowledge. Theorists Theorist are analytical learners who always seek to understand the underlying concepts and they only considers those approaches which are based on logical reasons and reflect logical solutions of problems because such learners remain in touch with the theories and studies and they have practical working experiences. They analyze the situations and scrutinize the factors affecting their work and then do work on the basis of logical and reasonable arguments. Such learners possess serious personality and so efforts for the sake of development of their skills relying on practical and acceptable reasons. Pragmatists These learners are called common sense learners because these learners do not study to improve their skills but the carry on research when the face a practical problem in their works and find the solution of the problems from theories. Pragmatists are best practical experienced employees or learners who are almost expert of their works which they are doing and are consistent worker but when the find any problem in their work or require any invention to improve the working conditions then the carry on study. As they have practical experience of working their basic concepts are very much clear and they learn quickly. According to me I am a pragmatist learner because I am working as accountant and as a coach in my organization therefore, I always doing practical work during my working hours and almost very well aware of the routine problems and therefore, I do not have need of so much learning but when any employee or trainee asked a unique or different question which I never observed then I effort to satisfy my concepts and to rightly answer the question so put to me. On the other hand I dont think that I have need of daily study just to repeat my work because account work is routine practice which is making me more conversant to my profession and also developing my both personal and professional skills. Affect of Learning Styles on Development and Personality It is very much important for everyone to know his weaknesses, strengths and special competitive abilities which make him special because if someone knows this then he not even can choose right profession for him but also can choose the right style of learning because both profession and learning styles last lasting affect on the personality and development of skills. A practical instance from my own life is that during my professional education I had a close friend who was interested to become a doctor but his father wanted him to be an accountant because he was an accountant in a well known organization and he got him admitted in my class but my friend neither be able to become a good accountant because his interests were in medical studies and he had abilities that he could become a doctor. Right from that time I got it considered that if a person chooses wrong profession and wrong learning style which is not compatible to his innate abilities then he could never be develop his skills ever his personal life adequately. Important Management Skills Management is a very difficult job because a manager is responsible for his work and as well as the work done by any employee under him therefore, a manager should possess the following personal and professional skills to perform his duties adequately and according to the requirement of work:- Personal Skills Manager is a person whom has been authorizes to supervise the employees under him and get positive results from them in shape of effective and considerable performance. In my view a manager should possess the abilities and skills of motivation, goals setting, leadership, hard working, loving, patience and many more. A manager is authorize by the authorities to direct the employee of his team for smooth and effective results from them to complete a task assigned to him within in the particular time and budget. Professional Skills Good professionals are selected as managers because they are supposed to lead and direct one team and also have to support, help out and facilitate the members of their teams. Therefore, in my view the managers should posses the skills of team management, task oriented, work in pressure, calm minded, controlling, briefing, debating and patience etc. Conclusion From the research, consultation, discussion and study on the above explained task it is concluded that organizational goals and personal goals and objectives are names of one thing because when one person is doing job in an organization then his goals and objectives are the success of the organization in which he is working because he knows that his effective working can make him able to meet with the expectations of the organization from him and which shall be return to him by the organization in shape of rewards and promotions which is actually his a positive part of his goals and objectives. It is further concluded that personal skills can be developed when ones professional skills are developed because if a person doesnt know any thing about the work he is suppose going to do then he will definitely hesitate and avoid from such work but when he shall know every aspect of the work then he shall perform his work more efficiently and effectively without hesitating because his possess the professional skills about such work. Therefore, development of professional skills is more compulsory for personal development.