The Use of Helicopters for the Primary Purpose of Air Ambulances in Wor

Introduction In this paper we will discuss the first documented use of helicopters for the primary purpose of Air Ambulances in World War II. During 1943, the United States, British Commonwealth and the Chinese faced the armies of Japan, Thailand and Indian National Army. The Burmese Independent Army started off on the Japanese side, but later switched sides fighting with the allied forces. Under the control of President Franklin D. Roosevelt, the United States made a decision to support the Chinese during the war with aircraft.1 With Japan controlling much of the Chinese territory, the main supply route for the Chinese was thru the Burma Road. This supply route was essential to operations in the area shaped a restructure for the way supplies would be delivered to soldiers fighting and patients being able to get the urgent care they extremely needed. The only logical and expeditious way to do all of this would be through the use of aircraft flying a supply route known as â€Å"the Hump.†2 History Commanders from all units across the world have thought about how to take care of their troops in times of war. Maybe one of the most heavily weighed thoughts is how much risk I am willing to take if I can’t provide my men immediate medical care at the time when they most need it. Dated back as far as 1866, the idea of an â€Å"Air Ambulance† has been on the minds of certain individuals across the world. Paris, France first used the hot air balloons in order to evacuate more than 160 soldiers from the besieged city to medical care facilities.3 In the beginning, using a hot air balloon to rescue shipwrecked sailors seemed logical since the balloons where already delivering mail and supplies across the area of operations. This action dire... ...pter Evacuation, http://olive-drab.com/od_medical_evac_helio_ww2.php Ed Holmes, MEDEVAC Flight in WWII, http://www.helis.com/stories/burma45.php History of Air Ambulance and MEDEVAC, Mercy Flight, http://www.mercyflight.org/content/pages/medevac Map Of Burma, BBC, Animated Map: The Burma Campaign, http://www.bbc.co.uk/history/interactive/animations/wwtwo_map_burma/index_embed.shtml Mark W. Bielauskas, Imphal, The Hump and Beyond, http://www.comcar.org/Air%20Commando%20Group/1st_air_commando_group_beginings.htm Peter Dorland and James Nanney, DUST OFF: Army Aeromedical Evacuation in Vietnam, CMH Publisher, 90-28-1, page 9 U.S. Army Medical Department, Call Sign – DUSTOFF â€Å"Chapter 1† http://www.bordeninstitute.army.mil/other_pub/dustoff/Dustoffch1.pdf World War 2 Burma, History Channel, http://www.history.co.uk/explore-history/ww2/burma.html

Guilt and Regret in Gwendolyn Brooks Poem The Mother :: Poetry Analysis

The Mother" Gwendolyn Brooks' poem "The mother" tells us about a mother who had many abortions. The speaker is addressing her children in explain to them why child could not have them. The internal conflict reveals that she regret killing her children or "small pups with a little or with no hair." The speaker tells what she will never do with her children that she killed. She will "never neglect", "beat", "silence", "buy with sweet", " scuffle off ghosts that come", "controlling your luscious sigh/ return for a snack", never hear them "giggled", "planned", and "cried." She also wishes she could see their "marriage", "aches", "stilted", play "games", and "deaths." She regrets even not giving them a "name" and "breaths." The mother knows that her decision will not let her forget by using the phrase "Abortions will not let you forget." The external conflict lets us know that she did not acted alone in her decision making. She mentions "believe that even in my deliberateness I was not deliberate" and "whine that the crime was other than mine." The speaker is saying that her decision to have an abortion was not final yet but someone forced her into having it anyway. The external conflict is that she cannot forget the pain on the day of having the abortions. She mentions the "contracted" and "eased" that she felt having abortions.

Marketing Mix for Manchester United Product Essay -- Business Manageme

Marketing Mix for Manchester United Product: A massive sports store selling Manchester united. Introduction Marketing Strategic marketing: defined by Stevens, Loudon, Wrenn, and Warren (1997). ‘Consisting of the complete plan for the accomplishments of the organisation’s mission statements and stated objectives’ And by Hiebing and Cooper (1995) ‘Marketing strategy is a statement detailing how an individual marketing objective will be achieved, and describes the method for accomplishing the objective’ Whereas market strategies are a system designed to help make the decisions that will create a fit between your organisations goals and resources and changing market opportunities’ (Gray 1991). Manchester United: A massive and possibly the richest club in world football today, Started off in 1878, as a small town club originally called ‘Lancashire and Yorkshire Railway Newton Heath’. Became professional in 1885 and adopted Manchester United in 1905. Marketing Mix for Manchester United Product: * Hugely Successful European football team. * A massive sports store selling Manchester united products (e.g. football’s boots, lunchboxes team kits etc...). * The personal images of being a winning team so making the supporters believe they are winners. * The game experience including, food, drink, entertainment before and at half time and the match). * Images of idols. E.g. idol to kids is Wayne Rooney, older generation Bobby Charlton or Eric Cantona. * M.U.T.V. A television station on sky giving fans an insider’s view to the clubs history, present and future goings on. * M.U. finance. A selection of credit cards, insurances, savings, mortgages and loans. * M.U.... ...n to ensure compatibility of its recommendations with EU law. Strengths †¢ Large Fan base †¢ Large facilitated club stadium †¢ Constant income from tickets to kits to insurance †¢ Have partnerships with major brands such as Nike, Vodaphone and Budweiser. Weaknesses †¢ Many fans live abroad and cannot attend games regularly †¢ Are Manchester’s products such as insurance market orientated? †¢ Losing fans to Chelsea Opportunities †¢ To gain the fan base of USA and parts of Asia †¢ partnerships could lead to bigger market share †¢ Young idols appearing which most kids want to copy. E.g. Wayne Rooney †¢ Wage cap means some clubs can’t afford certain players †¢ Team can attract big name players Threats †¢ Chelsea †¢ Peter Kenyon's move to Chelsea †¢ Real Madrid's control over Asia †¢ No longer having David Beckham †¢ Britain’s economic slow down Marketing Mix for Manchester United Product Essay -- Business Manageme Marketing Mix for Manchester United Product: A massive sports store selling Manchester united. Introduction Marketing Strategic marketing: defined by Stevens, Loudon, Wrenn, and Warren (1997). ‘Consisting of the complete plan for the accomplishments of the organisation’s mission statements and stated objectives’ And by Hiebing and Cooper (1995) ‘Marketing strategy is a statement detailing how an individual marketing objective will be achieved, and describes the method for accomplishing the objective’ Whereas market strategies are a system designed to help make the decisions that will create a fit between your organisations goals and resources and changing market opportunities’ (Gray 1991). Manchester United: A massive and possibly the richest club in world football today, Started off in 1878, as a small town club originally called ‘Lancashire and Yorkshire Railway Newton Heath’. Became professional in 1885 and adopted Manchester United in 1905. Marketing Mix for Manchester United Product: * Hugely Successful European football team. * A massive sports store selling Manchester united products (e.g. football’s boots, lunchboxes team kits etc...). * The personal images of being a winning team so making the supporters believe they are winners. * The game experience including, food, drink, entertainment before and at half time and the match). * Images of idols. E.g. idol to kids is Wayne Rooney, older generation Bobby Charlton or Eric Cantona. * M.U.T.V. A television station on sky giving fans an insider’s view to the clubs history, present and future goings on. * M.U. finance. A selection of credit cards, insurances, savings, mortgages and loans. * M.U.... ...n to ensure compatibility of its recommendations with EU law. Strengths †¢ Large Fan base †¢ Large facilitated club stadium †¢ Constant income from tickets to kits to insurance †¢ Have partnerships with major brands such as Nike, Vodaphone and Budweiser. Weaknesses †¢ Many fans live abroad and cannot attend games regularly †¢ Are Manchester’s products such as insurance market orientated? †¢ Losing fans to Chelsea Opportunities †¢ To gain the fan base of USA and parts of Asia †¢ partnerships could lead to bigger market share †¢ Young idols appearing which most kids want to copy. E.g. Wayne Rooney †¢ Wage cap means some clubs can’t afford certain players †¢ Team can attract big name players Threats †¢ Chelsea †¢ Peter Kenyon's move to Chelsea †¢ Real Madrid's control over Asia †¢ No longer having David Beckham †¢ Britain’s economic slow down

A Survey of Behavioral Finance Summary

A Survey of Behavioral Finance Nicholas Barberis and Richard Thaler In this handbook, Barberis and Thaler define the differences between traditional finance and behavioral finance. Traditional finance is rational. Rationality means two things; correct Bayesian Updating and choises consistent with expected utility. On the other hand behavioral finance assumes that market is not fully rational and analyzes the facts when the some of the princibles are loosen up. This essay also discusses about two main topics; limits to arbitrage and psychology.These two topics are known as the two buildings blocks of the behaviour finance. In the normal markets security prices equal to fundamental value. In this sitiuation. expected cash flows can be easily calculate with the markets’ discount rates. This hypothesis called Efficient Market Hypothesis. According to this hypothesis; as soon as there will be a deviation from fundemantal value and mispricings will be corrected by rational traders. An arbitrage is an investment strategy that offers riskless profits at no cost.The rational traders le became known as arbitrageurs because of the belief that a mispriced asset immediately creates an opportunity for riskless profits. Behavioral finance argues that this is not true. According to behavioral finance â€Å"prices are right† and â€Å"there is no free lunch† statments are not equal. If the market value of a stock is not equal to fundemantal value of the stock, arbitrageurs can not enter the position easily. Because there are some risks and costs. First of all there is a fundemantal risk.If the negative shock occurs to the stock , there is not a prefect substitude to hedge theirselves. Second risk is about noisy traders. Noisy trader can be caused to decrease according to their pessimistic behavior. Noisy traders forces the arbitrageurs to liquidate their position early. This is called seperation of brains and capital. Trading in the same direction of noisy traders and arbitrageurs can also caused problems. Execution or implementation costs are also limitting to arbitragesuch as commisions, bid/ask spread; Price impact, short sell costs and identification cost.So far, we see how the difficult for the rational traders such as hedge funds to exploit market market inefficiencies. In Evidence part of the hand book they discuss if there is some evidence that arbitrage is limited. If arbitrage were not limited, the mispricing would quickly disappear. It is not easy to identify mispricings. when a mispriced security has a perfect substitute, arbitrage can still be limited if arbitrageurs are risk averse and have short horizons and the noise trader risk is systematic, or the arbitrage requires specialized skills, or there are costs to learning about such opportunities.Index ? nclusions are shown as a good example of evidence supporting limits to arbitrage in the handbook. It almost says that stock prices jups premanantly and gives examples fro m S&P. The theory of limited arbitrage shows that if irrational traders cause deviations from fundamental value, rational traders will often be powerless to do anything about it. In this part Barberis and Thaler summarize the psychology and summarize what psychologists have learned about how people appear to form beliefs in practice.Overconfidence, optimism and wishful thinking , representativeness, conservatism, belief perseverance, anchoring, availability biases are some of beliefs that explain in the book. The important thing of all these biases that according to observations when the bias is explained, people often understand it, but then immediately proceed to violate it again. On the other hand, people, through repetition, will learn their way out of biases; that experts in a field, such as traders in an investment bank, will make fewer errors; and that with more powerful incentives, the effects will isappear. Prospect Theory is explained in the book with some examples and for mulas. This section of the book gives answers to how prospect theory could explain why people made different choices in situations with identical final wealth levels. Ambigutiy aversion is defines risk as a gamble with known distribution and uncertainty as a gamble with unknown distribution, and suggests that people dislike uncertainty more than risk. The experiments about ambigutiy aversions shows that people do not like sitiuations where they are uncertain .Aversion changes based on preceived competence at assessing relevant distribution. US stock market is a good research area for the facts about its behaviour. The most three important behaviours are equity premium , high volality and predictable returns. Risk preium seems to high and possible explanations are under prospect theory. Rational approches must focus on changing risk aversion to explain volatility. Volatiliy explanations under beliefs are overreaction to dividend growth, overreaction to returns, confusion between real and nominal rates. All three of these facts are known as eqity puzzles.Both the rational and behavioral approaches to finance have made progress in understanding the three puzzles singled out at the start of this section. The advances on the rational side are well described in other articles in this handbook. Here, we discuss the behavioral approaches, starting with the equity premium puzzle and then turning to the volatility puzzle. Equity premium puzzle is that even though stocks appear to be an attractive asset investors appear very unwilling to hold them. In particular, they appear to demand a substantial risk premium in order to hold the market supply.Benartzi and Thaler are one of the earliest papers link prospect theory to the equity Premium. Their study is about how an insvestor allocate his portfolio between T-Bills and the stock market with the prospect theory acknowledge. Prospect theory argues that when choosing between gambles, people compute the gains and losses for e ach one and select the one with the highest prospective utility. In a financial context, this suggests that people may choose a portfolio allocation by computing, for each allocation, the potential gains and losses in the value of their.One possible story is that investors believe that the mean dividend growth rate is more variable than it actually is. When they see a surge in dividends, they are too quick to believe that the mean dividend growth rate has increased. Their exuberance pushes prices up relative to dividends, adding to the volatility of returns. holdings, and then taking the allocation with the highest prospective utility. this is a example of representativness. In the handbook they explains the cross-section of average returns.They document that one group of stocks earns higher average returns than another. These facts have come to be known as â€Å"anomalies† because they cannot be explained by the simplest and most intuitive model of risk and return in the fin ancial economist’s toolkit, the Capital Asset Pricing Model, or CAPM. This is explainin by the size Premium, long term reversals, the predictive of scaled ratios, momentum , event studies of earnings announcements,event studies of divident initiations and ommissions, event studies of stock repuchases, event studies of primary and secondary offerings.Barberis and Thaler clasify the behavioral models on whether their mechanism centers on beliefs or on prefences. the result of systematic errors that investors make when they use public information to form expectations of future cash flows. Conservatism and representativeness cause this. Behavioral finance has also discuss about how certain groups of investors behave, and what kinds of portfolios they choose to hold and how they trade over time. It is simply to explain the actions of certain investors, and these actions also affect prices.Some of the actions of nvestors and the behavioral ideas are insufficient diversifation, naiv e diversifation,excessive trading, the selling and buying decision. In the corporate finance part of the hand book; gives opinions to rational managers in a mispricing market and gives examples for â€Å"market timing†. On the conclusion of the hand book they mentioned that behavioral finance will be develop on coming years. This handbook publish on 2002 and it is valid nowadays. After I read this book I mentioned how important to analyszing the market as an investor by the view of the behavioural finance. PINAR TUNA 108621034

Great Expectation Essay

Compare the filming techniques used in Pip’s first meeting with Miss Havisham with two adaptations of Charles Dickens’s â€Å"Great Expectations†Ã‚  The two film clips that this essay will be based on, and comparing, is a version by Julian Jarrold which appeared on TV screens in 1999 and a much older cinema appearance by David Lean from 1946. The first noticeable difference is that the earlier film is played in black and white and therefore has certain lighting limitations and, as a result of technological disadvantages, has limited camera shot availability. However, there are a number of useful factors available for analysis. Both films attempt to build up a sense of mystery and increasing tension all the way through the scenes and the task in hand is to focus in on all the different types of filming techniques used to do so. On the whole, the 1999 version is darker than the 1946 edition and this increases the tension factor. Each scene takes us from Pip entering Miss Havisham’s room to when he leaves and incorporates all of the insults and belittling from Miss Havisham and Estella, although even this is played differently in the two films; David Lean makes very obvious insults as though Estella is actually telling him he is lower than her yet in Jarrold’s version Estella either insults Pip to Miss Havisham or to herself in an undertone. There are six main techniques used by each director which this essay will analyse, they are: shot types and framing-how each camera shot affects the â€Å"mood† of the scene, camera angles and lens movement-how the camera is positioned and what bearing that has on the scene, editing, music and sound effects-the backing sounds and its effect on the viewer, costumes-what each actor is wearing and what it does for the characters personality/appearance, lighting and visual effects-how the light and dark areas of the screen portray different ideas. Firstly, there are a few similarities between both scene’s Shot types and framing/Camera angles and lens movements/Editing. The first is that both incorporate a long shot as Pip enters to show the huge room in front of him and show that this room really is intimidating as Pip looks tiny compared to the huge open space ahead. Secondly, both films show Pips reaction as a close up shot after the insults from Estella, this gives the viewer a real sense of pity for Pip and shows us what exactly is going through his mind at the time. The final similarity is as the game of cards unfolds, both films fade into the game to show a passing of time and both use an extreme close up to show us what is happening and, Miss Havisham is sat high on a chair in the middle, with Pip and Estella on the floor either side, with a medium shot, making Miss Havisham look very dominant and the children look almost patronised. The 1999 version has a lengthy amount of time when Pip is wondering around the room looking at certain objects, building up mystery and tension, which Jarrold misses out and skips from Pip entering straight to his conversation with Miss Havisham. This â€Å"added† section has a mixture of medium close ups, close ups and extreme close ups, but all the way through the shots are positioned a bit higher than Pip so it gives the audience the idea that somebody has a watchful eye on him, and this, to a certain extent, is almost creepy, certainly builds up mystery and also borderlines on scary. For example, when Pip is walking past the dummies the camera is high up so it is as though the viewers are looking through Miss Havisham’s eyes. The other main camera uses are when Pip sees Miss Havisham in the mirror, she looks virtually ghost like and it is almost scary, but just before she appears, its looks again as though he is being watched, and as Miss Havisham waves her arm to tell Pip to play, there is a close up of her arm to show her dominance and shortly after a close up of Pip’s face to show the confused reaction. This section of the scene is very clever camera work by Jarrold, and really does freak the audience out. Both films use shot types, framing, camera angles, lens movement and editing differently, but there a number of specific differences between the two. When the two films join back up, there are many different camera uses and consequences of such. In the 1946 version, there is a long shot as Pip walks up to Miss Havisham and a medium close up as they talk to one-another and as Pip advances further, the camera moves in an arc to keep him and Miss Havisham on the picture at the same time. When they are closer, it allows an even closer shot than before of their faces and therefore portrays both expressions and the reactions to each others expressions individually. An addition to this version of â€Å"Great Expectations† is how the camera zooms in on a cobweb covered bible to show the lost faith of Miss Havisham, and explain to the audience that something terrible has happened earlier in her life to make her do so. A two shot of Miss Havisham and Pip is on screen, and, as Estella joins the camera â€Å"slides† horizontally to follow her in. As Estella whispers in Miss Havisham’s ear there is a two shot to portray Miss Havisham’s expression. When Miss Havisham asks Pip his opinion of Estella he is made to whisper it in her ear but as he does so there is a medium close up showing all three expressions at the same time, i.e. Pip’s horror as Miss Havisham tells Estella what he has just said and Estella’s delight of hearing such approving words. As Pip approaches the gate to go home, there is another fade in to show more time has passed by. This can be compared with the 1999 version which has a much briefer conversation between Pip and Miss Havisham as much time is spent when Pip walks around, but, when Pip is whispering about Estella, the camera zooms in on Estella’s face to show her reaction after being praised by Pip. Finally, when Pip and Miss Havisham are talking, there is a two shot of them to show each reaction as each person says something.

Recruitment Policy vs Recruitment Process

Find (Cntl-F) Best Paper Index Table of Contents RECRUITMENT POLICY VS. RECRUITMENT PROCESS: ESPOUSED THEORY AND THEORY-IN-USE ANNA M. STAFSUDD Department of Business Administration Lund University P. O. Box 7080 SE-220 07 Lund Sweden INTRODUCTION This paper argues that recruitment policy does not influence the recruitment process to a large extent, as it represents an espoused theory, which is used to explain and idealize behavior after it has occurred. Instead, it is argued that recruitment decision assumptions will guide the recruitment process, as they represent theories-in-use. These recruitment decisions, in the form of how internal employees’ firm-specific knowledge is valued, will affect whether managers are internally promoted or externally recruited. How an organization values such knowledge may be inferred from control systems, which is illustrated using the examples of socialization and bureaucratic control systems. These control systems have been chosen, as they represent opposite perspectives on the value of firm-specific knowledge and will, therefore, have opposite impacts on internal or external recruitment being more probable. ESPOUSED THEORY AND THEORY-IN-USE The framework of Argyris and Schon (1974) presents how espoused theory and theory-inaction relate to each other, as well as to other variables. As can be seen in figure 1, espoused theory and theory-in-use can be positioned against each other, resulting in either congruence or incongruence. Furthermore, the figure depicts the assumption that espoused theory is separated from action and only serves to explain and idealize it afterwards. Instead, it is theory-in-use, which influences action, as people act according to the requirements of the governing variables of their theories-in-use. Theories-in-use will also tend to influence how a person will perceive the surroundings, i. e. the behavioral world. This is a world created by human convention and continued by human choice, rather than being an inherent nature of reality. Concluding a feedback circle, the behavioral worlds will be used as validation for those same theories-in-use, by which the behavioral worlds have been created and tend, therefore, to further reinforce them. This framework thus, depicts one problem with having theories-in-use, in that they tend to be self-sealing. Theories-in-use shaping action and behavioral world, while still using action and behavioral world as reasons and validation tends to enforce a circular logic, where a feed-back loop is dependent on the prior assumptions. One example of such a problem is presented by Argyris and Schon (1974), where a teacher experiences a self-sealing problem of assuming that his students are stupid. In assuming that the students are stupid, the teacher acts as though they are in fact stupid. By clearly letting the students know that he thinks they are stupid, the teacher will ask such questions as elicit stupid answers from them, thus, enforcing stupid behavior on the part of the students. The teacher will then test his theories and as he himself enforces stupid behavior in the students, his theories will be reinforced. The longer the teacher and the students interact, the more firmly will the teacher become in his theory-in-use of them being stupid. Academy of Management Best Conference Paper 2003 HR: G1 ———————-Figure 1 about here ———————–Apart from the earlier discussed variables there are five more, with which espoused theory, theory-in-use, action and behavioral world can be analyzed and which represent possible dilemmas in or between the other variables. Internal consistency may be analyzed for each of the two variables of espoused theory and theory-in-use, as a description of how internally consistent the theories and the assumptions of the theories are. Congruence, on the other hand, represents a means for analyzing fit or consistency between espoused theory and theory-in-use. Espoused theory and theory-in-use are related in the way that espoused theory represents what one says one is doing, whereas theory-in-use represents what one actually does do. Thus, theory-in-use influences action and behavioral world. Effectiveness is a variable, with which one can analyze how well actions enforce the behavioral world that a theory-in-use would lead to without the mediating variable of action. Effectiveness is, therefore, not used when analyzing espoused theory, as it will not influence action. The model also depicts a feedback loop, as theory-in-use influences action, which in turn leads to a behavioral world, which is then used to validate and reinforce theories-in-use. How well the behavioral world can be used to reinforce or gainsay theory-in-use in turn depends on how well the theory-in-use can be tested, i. e. the testability of the theory in a specific situation. Apart from these analytical variables, there is one more variable, which represents a normative dimension of the framework. This variable is represented by the values of the behavioral world. After having analyzed the other variables, a person would finally also ponder whether the behavioral world, created by the process involved in the framework, would be considered a positive or negative one. Depending on the answer, the person would perceive a propensity for stability or change. RECRUITMENT POLICY AND RECRUITMENT DECISION ASSUMPTIONS The espoused theory in the case of an organization’s recruitment activities is represented by the recruitment policy, as stated by the organization, whereas theory-in-use is represented by the assumptions on which the recruitment is actually based. An internal recruitment policy may in general be assumed, due to it being so common as it represents marketing towards the employees (Coff, 1997; Chan, 1996; Browner and Kubarski, 1991; Tanushaj, Randall and McCullough, 1988). In contrast to espoused theories, theories-in-use cannot be easily observed (Argyris and Schon, 1974). It can be argued that recruitment decision assumptions may be observed indirectly through what candidates are in fact recruited, but in such cases we would resort to tautology in assuming that persons are selected based on the fact that they are selected. However, patterns may of course be observed and analyzed. As for recruitment decision assumptions, it seems safe to argue that the primary governing variable in a recruitment process is recruiting the best candidate available for the position. The ability of a candidate is, however, difficult to evaluate and recruiters will, therefore, use different proxies in order to evaluate ability and reduce information uncertainty. Focusing on the recruitment process in terms of choice between internal promotion and external recruitment, it would seem more probable for an organization to recruit internally, as this reduces information uncertainty in that candidates may be directly observed. Furthermore, Academy of Management Best Conference Paper 2003 HR: G2 internal recruitment may be preferred due to employees’ firm-specific knowledge (Chan, 1996). The higher the value placed on firm-specific knowledge, the likelier will internal recruitment be. Recruitment decision assumptions in the case of what value is placed on firm-specific knowledge may be observed through what control systems are used. This argument is based on the assumption that control systems not only represent measurement systems in evaluating a manager’s behavior, but that they also signal what behavior is considered appropriate and, therefore, will be learned by managers. This reasoning is based on expectancy theory (Vroom, 1964), stating that motivation for a certain behavior depends on a person’s beliefs of what outcomes will tend to result from a specific behavior and the attractiveness a person attaches to those outcomes in terms of their ability to satisfy a person’s needs. Thus, persons will be shaped by what is expected from them by others. Consequently, as behavior and values are affected, control systems will have an impact on whether certain skills can be found in the organization or not. Here, the impact of the two control systems of socialization and bureaucratic control systems will be presented, as they relate to whether learning of corporate-approved behavior is valued or not. Thus, the difference lies in whether appropriate behavior needs to be learned over time or if it has been formalized by the organization in terms of for example rules and regulations. Socialization is a form of premise control, i. e. ontrol is exerted prior to the action (Cyert and March, 1988), which means that appropriate behavior is internalized by the employees. Not only actions, but also thinking, are thereby influenced to include appropriate assumptions and values. This is related to how institutionalization will tend to become self-reinforcing, after a while needing no rewards or other intervening procedures, as once institutionaliz ed social knowledge will tend to become a part of organizational daily life (Zucker, 1977). Lack of displaying the appropriate behavior will result in personal consequences. Reinforcements of proper behavior and thinking are in this context made in terms of peer approval, membership and leadership. In contrast, not displaying appropriate behavior will result in the person’s actions being perceived as deviating, which is punished by belittlement, hostility and ostracism (Anthony, Dearden and Bedford, 1989). A high degree of socialization will affect the recruitment process in numerous ways. First, managers who do not embrace the appropriate values and display the appropriate behavior will have a lesser chance of being promoted. Second, the internal managers will have an advantage, compared to the external ones, in the recruitment process. Third, a recruiter would tend to feel less uncertainty in recruiting a person from within the organization, knowing that the person has had opportunity to learn appropriate behavior and not having to resort to indirect signaling of such behavior in other candidates. Bureaucratic control systems do not provide the difficulty of observation that socialization does, in that this form may be termed the most visible of controls, where appropriate behavior is signaled by such mechanisms as budgets, reports and other documents. This form of control may be termed action control (Cyert and March, 1988), i. e. control is exerted during the action, which means that appropriate behavior is not internalized. Instead, tasks are simply performed in accordance with for example manuals, without having to reflect on what the appropriate action is. Thus, this form of control concerns mainly behavior and not an internalization of appropriate thinking. However, I stress my use of the word mainly, as repeated actions may in time be internalized and transferred into control of thinking and especially so if the bureaucratic control mechanisms in question are stable over time. Here, reinforcements of appropriate behavior consist of management commendation, monetary incentives and promotions, whereas Academy of Management Best Conference Paper 2003 HR: G3 punishment for the wrong behavior will tend to consist of demanding the person accountable to explain the behavior in question (Anthony, Dearden and Bedford, 1989). Reinforcements and punishments can in the case of bureaucratic control systems be considered to consist of more normative than affective mechanisms, as compared to possible ostracizing in organizations with a high degree of socialization. In the case of bureaucratic control systems, internal candidates will not tend to have the advantage of inherent knowledge of corporate values, to which external candidates do not have access. Therefore, as no internalization of appropriate values is present, external candidates will have a greater possibility of attaining a position, as compared to when organizations use socialization as control mechanism. The competitive situation will be more equal and the possibility and probability of external recruitment is, therefore, increased. However, there may still be higher costs incurred and a higher information uncertainty with external recruitment, as internal candidates may be observed directly. The above arguments do not include a certain prediction that a high degree of socialization will invariably lead to internal recruitment and bureaucratic control systems to an external one. They propose that external recruitment is made possible and, therefore, more likely by the absence of internalized knowledge of appropriate behavior and thinking, as such is instead formalized into rules and regulations. Indeed, this proposition may also include the opposite relationship, where a high degree of socialization may in fact incapacitate employees in terms of new thinking and dealing with new situations (Alvesson, 1993). For example, Wiersema and Bantel (1992) found that organizational tenure in CEOs was negatively correlated with strategic change. This implies that the longer persons stay in an organization, the more will they strive to preserve the organizational status quo and especially so in the case of a high degree of socialization. Thus, if new thinking is required in an organization with a high degree of socialization, due to for example a changing external context, external recruitment may be needed in order for the organization to cope with it. Degree of resistance to attempts of change tends to be related to the degree of institutionalization (Zucker, 1977). Still, the proposed relationship of recruitment being influenced by what value an organization places on firm-specific knowledge holds true, as the inherent knowledge of the internal employees has been transformed from a competitive advantage into a competitive disadvantage. A DILEMMA OF TWO EVILS When deciding on form of control system, the organization will not only communicate and influence its recruitment decision assumptions in terms of internal and external recruitment, it will also influence what conflict it will be affected by when trying to achieve its goals. Inconsistency in one’s theories-in-use leading to no attaining one’s goals or incongruence in what one is doing and what one is saying one is doing, leading to not keeping one’s worldpicture constant. With a high degree of socialization, an organization will tend to have congruence between recruitment policy and recruitment decision assumptions, promoting a positive self-image. The organization will, however, tend to suffer from the conflict of an internally inconsistent theoryin-use in the form of recruitment decision assumptions, as internal candidates will not be the best ones in all situations, although having the advantage of internalized knowledge of corporate values. This conflict may be lessened by prioritizing internal recruitment, which would also Academy of Management Best Conference Paper 2003 HR: G4 avoid incongruence between recruitment policy and recruitment decision assumptions. Just such a case has indeed been promoted by previous research (Chan, 1996), in claiming that external candidates will be recruited only when they are very superior to internal ones, in that employee well-being needs to be promoted for the organization to be able to continue its existence. If instead recruiting the best candidate is prioritized, the organization will instead suffer from the same conflict as organizations with a high degree of bureaucratic control systems. In promoting the best candidate, external recruitment will be more possible as well as probable and the existing employees’ may perceive the incongruence of an internal recruitment policy and external recruitment. As for an organization with a high degree of bureaucratic control systems, the recruitment decision assumptions are internally consistent. However, it will face a conflict of incongruent recruitment policy and recruitment decision assumptions, as the recruitment decision assumptions promotes the recruitment of the best candidate, regardless of organization membership. Although those responsible may not believe in the espoused theory, the incongruence may nevertheless be noticed by employees, who may feel deceived and mistreated in receiving less promotion opportunities. This may lead to consequences such as a lack of motivation for staying with the organization and, in time, a high employee turnover. Furthermore, this conflict would probably not be resolved by the organization boldly admitting to not recognizing organization membership as a variable in recruitment decisions, as this would hardly result in persons wanting to enter into the organization in the first place. In such cases when corporations with a high degree of bureaucratic control systems recruit internally, no incongruence will arise. However, it is unlikely that internal candidates will always be the best ones and, therefore, one of the wo conflicts will tend to arise. The conflicts of inconsistency in recruitment decision assumptions and incongruence between recruitment policy and recruitment decision assumptions may be perceived as the organization breaching the implicit contract of them providing employees with future economic safety, while the employees have fulfilled their part of it by providing the organization with ability (Morrison and Robinson, 1997; Cassell, Juris and Roomkin, 1985). As organizations commonly only succeed in inspiring conditional trust in their employees, any discrepancy in behavior may lead to a distrustful environment (Jones and George, 1998), which is hardly conducive for employee well-being, nor for productivity. Although such mistrust is bad in itself, the situation may worsen if perception of breach of contract evolves into a perception of violation of contract (Morrison and Robinson, 1997), as breach of contract focuses on the cognitive aspect, whereas violation affects the employee emotionally. Whether a breach of contract will evolve into a violation in the perceptions of the employees depends on the perceived magnitude of the discrepancy, how it affects the employee, whether the discrepancy is perceived as purposeful or not, if the procedure leading to the discrepancy is perceived to have been fair and the employee’s overall social relationship with the organization. Thus, in the case of discrepancies caused by the recruitment process, the evaluation will, first, be worsened by employees having a relational contract, i. . it is broad, open-ended and long-term, based not only on monetary elements but also socio-emotional ones such as loyalty and support (Rousseau and McLean Parks, 1993). Second, individual situations will determine perceptions of magnitude and fairness, but perceptions of discrepancies will generally worsen, due to the purposeful breach in deciding on recruiting an external candidate. Counterintuitively, employees will tend to experience less violation if discrepancies in contract are more common than not, which is, however, consistent with unexpected negative events leading to more intense emotional responses than expected ones (Ortony, Clore and Academy of Management Best Conference Paper 2003 HR: G5 Collins, 1988). Therefore, we would expect external recruitment to elicit more severe conflict in organizations with a high degree of socialization than in the case of bureaucratic control systems. As this breach will occur in relation to recruitment decision assumptions and organizational norms, this will probably also increase perceptions of breach of contract. However, as such recruitment will tend not to occur on an extensive basis, the impact on present managers will not be great, unless in the case of filling top management positions with external candidates, thus, extensively lessening internal managers’ possibility of advancement. In the case of organizations with a high degree of bureaucratic control systems, the discrepancies will be more common and relate to not following the recruitment policy, which will probably lessen the impact of such breaches. Nevertheless, such extensive external recruitment will reduce internal managers’ possibilities of advancement. Although this may not lead to recurring perceptions of violation of contract, it may instead infer a state of organizational cynicism (Dean, Brandes and Dharwadkar, 1998) among employees. Such cynicism would then infer a belief that the organization lacks integrity, a negative affect towards the organization and tendencies to disparaging and critical behavior towards it. Such perceptions seem unlikely to improve individuals wanting to join the organization, nor will they tend to improve motivation. Ultimately, evaluation of organization behavior will depend on employees’ beliefs about whether they have been treated honestly and respectfully as well as having received adequate justification for the contract breach (Bies and Shapiro, 1987). Perhaps this is the cause of organizations sometimes specifying their policies by saying that although they are, of course, intended to bring about internal promotion, this has to be re-evaluted in specific cases, such as when recruiting experts or managers. Figure 1 Argyris and Schon’s framework contrasting espoused theory and theory-in-use. Espoused Theory Internal Consistency Congruence Effectiveness Values Internal Consistency Theory-in-use Action Behavioural World Testability REFERENCES AVAILABLE FROM AUTHOR Academy of Management Best Conference Paper 2003 HR: G6

Evaluation of a Business Code of Ethics Essay

The purpose of this assignment is to assist you in refining problem-solving capabilities that organizations already possess for use in business ethics applications. This paper uses a structured, objective format sometimes called a system of inquiry. This assignment is a systematic formalized inquiry into or examination of the code of ethics of an organization and its effects to achieve a specific level of ethical behavior in employees, management, and executives. Each business should have a framework for ensuring ethical behavior. The structure, format, and scope of codes vary depending on the company’s business. An oil company’s code, for example, would probably have different criteria and emphases than a healthcare provider’s code of ethics. Sometimes, codes of ethics are called by other names, such as an employee code of conduct. A code of ethics, though, should be differentiated from standard good operating practices. Evaluation and analysis includes problem solving and behavior in assessing organizational ethics along with decision-making processes. In this case, you are evaluating your own company’s code of ethics, or that of another company if your employer does not have a code of ethics. Write a 1,200- to 1,400-word paper, one not using question-and-answer format, discussing your organization’s code of ethics in detail. Perform the following steps: Â · Obtain a copy of your employer’s code of ethics or find an example on the Internet from a major corporation, such as Shell Oil Company’s Statement of Ethics. This is the document upon which to base your inquiry. Â · Write a general information paragraph on the company, including its mission statement. Â · Determine the type of ethical system used by the firm and reasons or examples upon which you based your decisions. Ethical systems include ends-driven, relativistic, entitlement, and duty-driven (legal or religious) ethics. Â · Identify and discuss how the code of ethics is used. Include several paragraphs on each use: one for employees, one for management, one for the board of directors, and so forth. Some of this information comes from the company’s code of ethics. Others may be available through an Internet search. Consider the following: o Why it is used—the general or special circumstances o How it is used o When it is used Note. You may not be able to find all the information. In that case, state this fact and indicate which sources were examined with no results. Â · Why might the organization need to modify their existing code of ethics? Consider how you might modify the code if you were the new CEO and how you would implement the changes. Â · What possible reactions to the code are to be expected from employees and managers? What effects does the organizational culture have on the acceptance of the code? Â · What is the effect of the code on the organization? Â · Summarize the results of your systematic analysis or inquiry into the code of ethics of this organization.