Citizens view on police conduct Essay Example | Topics and Well Written Essays - 1500 words

Citizens view on police conduct - Essay Example An effective civilian oversight ensures that the police work force utilise their power in respect to the law, and the constitutional rights and freedoms of the citizens. Walker explains that there is a review board responsible for the oversight units in law enforcement agencies. The review board consists of professionals who monitor the law enforcement operations (Walker, 2005). The areas that the oversight agencies focus on include the use of force, personnel issues, and lawsuits against the police departments, policies used in police departments. The special counsel and review commission acts as mediators between the public and the police departments. Citizen oversight agencies process public complains. The internal affairs unit investigates the complaints. The counsel reviews the internal affairs investigations if they find the public complaints are justified the counsel makes recommendations that are incorporated into the policies of law enforcement agencies. According to walker and Andreaz, the recommendations are essential in the transformation of policies in police units. Citizen oversight encourages law enforcement agencies to foster a culture of openness and responsiveness. The special counsel and review commission responsible for citizen oversight publish reports that allows member of the public and media access to information regarding public complaints and the effort made by law enforcement agencies to improve the situation (Walker, 2005). Walker (2005) explains that citizen oversight have time and again failed to achieve their goals. This failure stems from factors such as poor planning, lack of political and financial support. According to walker, the resistance from police departments is a key obstacle in the successful implementation of the citizen oversight goals. Walker argues that citizen oversight agencies desire to have a working relationship with law enforcement agencies and at the same time, they value their independence and objectivity. The success of citizen oversight agencies requires finding solutions for financial constraints and resistance from police departments. It is important for police administrators to come up with ways to foster a working relationship with citizen oversight agencies. This move will facilitate the establishment of a valuable accountability system. Law enforcement units that support the role of citizen oversight agencies benefit by gaining the public’s confidence (Walker, 2005). The problems that citizen oversight agencies encounter while implementing their goals include financial constraints, unrealistic expectation set by oversight agencies, the poor planning makes it hard for oversight agencies to accomplish their goals. A lack of cooperation between oversight agencies and police departments contributes to an increased deterioration of the public’s trust in their police force. Citizen oversight agencies adopt an impartial work attitude where they focus in gathering of neu tral facts. It is due to these reasons that agency investigators fail to embrace the outrage and perspective of citizen complaints (Livingston, 2004). Walker describes that citizen oversight agencies focus on delivering the expectations of the members of the public and at the same time, assist police departments fight the issue of misconduct. However, citizen oversight agencies are encouraged to avoid offering a judgement on the allegations. On the other hand, there are police

Apply The Theory Of Consumer Behavior To Tea Drinking Marketing Essay

Apply The Theory Of Consumer Behavior To Tea Drinking Marketing Essay With the deepening of research on consumer behavior, people more and more profoundly realize that consumer behavior is an integral whole, is a process, and obtaining and purchasing are just a stage of this process. Therefore, the study of consumer behavior should investigate and understand the evaluation and selection activities of consumers before the obtaining of products and services, and whats more, attention should also be paid to the activities of the use and disposal after the obtain of the products (Elizabeth, 2009). Since consumer behavior is important, research on the theory of consumer behavior is necessary. In a narrow sense, consumer behavior only refers to purchase behavior of consumers and the actual consumption of consumer data. In a broad sense, consumer behavior not only comprises some decision-making processes, which refer to various actions that consumers take for the demand and dispose of consumer goods, but also includes a serious of complex processes, such as t he obtain of consumption revenue (Leon, 2007). Both theory of central place and model of space interaction regard the consumer group activities as the research object. Theory of central place assumes that consumers will tend to a recent center that can provide goods or services, which accords with the agent of economic-man. According to the theory of central place, consumers are intellectual in saving cost and maximizing their utility. Model of space interaction regards that consumer behavior is closely linked to the reaction of center attraction and the competition among other center systems. In real life, purchase decision-makers, buyers, users of the same goods or services may be the same individual, also may be different. Consumer behavior is closely related to the exchange of products or services (Bruce, 2009). In the condition of modern market economy, enterprises research on consumer behavior focuses on establishing and developing long-term exchange relationship with consumer s. In order to earn more profits and make a long-term development in the fierce competition, enterprises should firstly need to understand that consumers are how to acquire products and services, and they also need to know that consumers are how to use products and products are how to be treated after the use. Consumers spending experience, mode and feeling of disposal old products can have an impact on the next round of consumers purchase, in other words, it can directly influence the long-term exchange relation between enterprises and consumers. There are many factors that can have an impact on consumer behavior, and this article will just introduce some main factors (Laura, 2009). The first one is cultural factor. Culture is the basic factor of desires and behavior of human. Different culture can generate different social strata. Due to the diversity of value, consumption, aesthetics and habits of different social strata, they have different ways of choosing pattern, quantity, qu ality, design requirements of products. Consumers of each stratus have their shops and products of adapting themselves. The second one is social factor. Social factor refers to related groups, character and position of family and individual. In purchasing behavior, consumers often use the most general consumption concept and consumer behavior to regulate their own consumption behavior, so related groups around consumers especially their family and good friends have a considerable influence on the purchasing behavior of consumers. The third one is personal factor. Purchasing decisions of consumers are affected by their individual characteristics, such as age, occupation, economic status, lifestyle and self-concept. The fourth one is psychological factor. The psychological factor concludes demand and motivation, consciousness, learning and memory, attitudes. These factors not only affect and in some extent resolve the decision-making behavior of consumers, but also can has enlarging o r inhibition effect on the external environment and marketing stimulation. 2, Apply the theory of consumer behavior to tea drinking With the improvement of living standards of residents and the changes in the concept of consumption, tea drinking has transferred from the former life luxury to daily necessities of life. More and more consumers choose tea drinking as their main drinking, instead of other drinking. There are many reasons responsible for this phenomenon, and the main reason is that great changes have taken place on purchasing behavior of consumers. A serious of factors that influence consumer behavior can have an impact on tea drinking (Natalie, 2009). The first aspect is the change of cultural factor. With the change of value and consumption of consumers, more and more consumers choose tea drinking. Natural, healthy, natural regression has become the main health consume trend that more and more consumers pursue. The reason why tea drinking suddenly fire arises is that it meets the consumers needs, and the consumption way of tea drinking meets the requirement of modern way of life. The characteristics of tea drinking can be summarized as three low: low calorie, low fat and low sugar. Natural, thirst, healthy, refreshing, tea drinking is more thirst than carbonated drinks, and is more pleasant than water drinking. Tea drinking is not only elegant, lingering fragrance, rich in health care, bur also has the function of nutrition, health effect and thirst quencher. The second aspect is the change of social factor. If some consumers like the tea drinking, they can affect the related groups, and the last outcome is that some relevant consumers choose tea drinking. The third aspect is the change of personal factor. One of the reasons that tae beverage began to sell lies in that the income level of young consumers has an improvement in recent years. With the increase of disposable income of the younger generation, most consumers regard that bottle beverage is more expensive, but they feel more smart, fashion. People with the characteristics of pop, fashionable and fancy will more choose the consumption of tea drinking. The fourth aspect is the change of psychological factor. Brand loyalty has a lot to do with the consumer behavior of tea beverage market. Due to brand loyalty, consumer behavior can have positive effect on tea drinking. Once consumers like to drink some tea drinking, they will choose the same tea drinking under the effect of brand loyalty. Another reason that more and more consumers like tea drinking is that health consciousness of people has risen. In the past carbonated drinks like cola drinks occupy the absolute superiority in the cool and refreshing beverage market, and drinks with high sweetness are popular in the non-carbonated drinks. The reason is that people think that since purchasing, the higher the nutrition has, the more cost-effective it is. With the lifestyle of high-income people gradually European, people start caring about their weight. Because people pursuit vogue weight as a fashion, tea beverage of low sweetness is reasonably to be accepted by people. People with the characteristics of the pursuit of good figure tend to consume tea beverage. Undoubtedly, it is precisely because tea beverage meets the function and psychology demand of contemporary consumer that it develops so quickly in such a very short time. Consumer behavior has an impact on purchase behavior of consumers, which directly decides the demand of tea drinking. Therefore, consumer behavior has a great influence on the development of tea drinking. 3, Impact of theory on marketing strategies for tea The foundation of marketing decision-making is the research on consumer behavior, which is inseparable with the marketing activities of enterprises. The establishment of marketing strategies for tea is not an exception, and it will be affected by the theory of consumer behavior. The research on consumer behavior has a very important significance on improving the level of marketing decision-making and enhancing the effectiveness of marketing strategies. Consumer behavior can have an impact on drinking behavior, which influences the formulation of marketing strategies for tea, such as advertising and drinking environment (Lee, 2007). On the one hand, there are many kings of tea, if enterprises want to accepted by consumers and establish brand loyalty, it is necessary to emphasize brand image and brand management. Through the research on consumer behavior, enterprises can understand each index of various brands, such as visibility, buy/usage, loyalty, conversion and reputation. Based on understanding image, status and evaluation of each brand in the consumers, enterprises can make better brand development strategy. Tea has many different types, such as green tea and black tea, and different types should lay out different marketing strategies in order to attract more consumers. On the other hand, because people pursuit vogue weight and some consumers pursue nutrition, it is necessary to make market segmentation in the tea beverage market. Market segmentation is the foundation for the formulation of marketing strategies. The purpose of marketing segment for enterprises is to find target markets which are appropriate for themselves. According to the demand of target markets, tea enterprises can formulate targeted marketing plans, in order to more fully satisfy the unique needs for consumers of the target markets (Norton, 2006). Through the effective market segmentation, tea enterprises can divide different consumers into different consumer groups so that they can imp lement efficient marketing strategies to meet the needs of different consumers. In the process of enterprises development, every enterprise has to develop new products in order to meet the needs of consumers. In the course of implementation of new products, tea enterprises can take marketing strategy that every consumer can drink free of charge in a certain period of time so that consumers can accept the new product better. Besides, tea enterprises can give tea of small packing to consumers. Tea enterprises can develop new products according to understanding the needs and desires of consumers and the evaluation of various products attributes. It can be said that the research on consumer behavior is an important source for the design of new products, and meanwhile it is also an important way of testing new products of various factors, such as performance, packaging, taste, color, specifications, which can be accepted and in what ways it should be further perfected. The aim of the dev elopment of new products is to obtain more market shares and meet the needs of different consumers. Natural, healthy, natural regression has become the main health consume trend that more and more consumers pursue, so tea enterprises should blend this trend into their advertising and marketing strategies (Eric, 2004). Consumers regard tea drinking as a fashion, so advertising and marketing strategies of tea enterprises should add fashionable element so that consumers can accept it easily. Through the study of consumer behavior, tea enterprises can understand the way that consumers gain information, the attitude and evaluation that consumers treat advertising and promotion of enterprises, so that tea enterprises can set up set up reasonable and effective advertising and promotion strategies. 4, Statistics on Tea consumption in China According to introducing of tea industry insiders, tea beverage is the fastest-drinks in Europe and America in the 1990s, and it is regarded as a beverage of new era. In Taiwan and Japan, tea beverage has become the first biggest drink variety, and 95% of beverage enterprises in Taiwan produce tea beverage. In recent years, the development speed of tea beverage market in China has exceeded 300%, and tea drinking has become the third drinking after carbonated drinks and bottled drinks, increasing rapidly. According to tea consumption in China, readers can find that the development of tea consumption is China is fast. With the passage of time, the consumption will continue to become larger. The following form is the tea consumption in China in recent years (internet data): year Output(tons) Revenue(billion yuan) 1984 0.66 3.3 1990 1.7 4.4 1995 6.9 23 1996 9.4 35.2 1997 10.5 41 1998 11.6 45 1999 13.5 54 2000 14.4 55.5 2001 15.5 58 2002 17.5 65 2003 20 70 Form the above form we can find that with the improvement of living standards of residents and the changes in the concept of consumption in China, tea drinking has transferred from the former life luxury to daily necessities of life, and Chinese consumers have more and more tea consumption. 5, History of Lipton Tea Lipton is the largest tea brand in the world. It not only represents the tea experts, but also stands for an international, fashionable, urbanization life. Lipton has remained superior quality and aromatic delicious of successive generation for more than 100 years (internet data). With its bright yellow Lipton delivers its purpose to the world: natural light, vigor and good fun. Mr. Thomas once went out to travel and reached Ceylon, a famous tea production area. British people like Ceylon tea very much, but due to the high price of drinks, only few people can enjoy it. Lipton sensitively realized that if he can make the tea enter the mass of everyday life, it will become a good business. Lipton was founded by Mr. Thomas in 1871. In 1890 he officially launched Lipton tea in Britain, and his slogan is direct from tea garden to the tea pot. In 1892, Lipton began its globalization movement. It firstly opened its factories in the United States, and then ran its branches in India, entering the far eastern markets. In 1898, Lipton was conferred dignity by queen, winning the reputation of the king of tea. 80 years after the old Lipton beginning its global expansion of Lipton brand, the history of Lipton occurred qualitative change, and the unilever, the most famous global individual consumer group bought the entire Lipton brand. Since then, Lipton boarded this global ship of unilevel and started its more powerful expansion. Combining the marketing experience of Lipton and unilever, products of Lipton tea now are on sale in the 110 countries and regions. Whether fame or sales, Lipton tea is the biggest global brand in the world, and its sales are higher at least one time than the second-largest brand. At the same time, Lipton tea is the third non-alcoholic beverage that consumers choose most, only after the Coca Cola and Pepsi cola. In 1992, Lipton tea entered the oldest and largest nation in the world: China. Within five years, Lipton tea won the achievements of the fi rst tea bags sales and the first market share in the investigation of mall in China. In 2001, Lipton established its global brand image again. According to different taste of consumers, Lipton makes precise market segmentation, and launches a serious of tea products in order to meet the needs of different consumers. Distinctive brand logo for the new movement of Lipton is quickly popular among young people all over the world. The vitality, healthy and upward that Lipton creates have infiltrated into the heart of young people. Lipton not only creates a kind of brand-new brand experience for young consumers, but also pours a fresh energy into tea drinks. 6, Branding and marketing of Lipton Tea China Tea culture, especially green tea culture has taken root in China for over a thousand years. Under the influence of ancient tea culture, Chinese consumers have a deep understanding about tea and the benefit of tea. Black tea originated in China has become the indispensable tea drinks in Europe and America. However, Lipton tea is obviously an exotic for todays Chinese consumers (Adam, 2009). Using black tea as its core brand, since entering Chinese market in 1992 Lipton has realized that it must break through the traditional branding and marketing gimmick of tea products in order to make Chinese consumers understand and accept Lipton brand. On the one hand, Lipton Tea is guided by the market rather than the product orientation. Lipton divides various products of tea into different categories, constantly creating new tastes and user experience. Aiming the demand of consumers rapidly drinking a cup of tea, Lipton attracts a lot of young people and office white-collar. In the website, Li pton puts several dynamic humorous videos for consumers, delivering the information that drinking tea can achieve the following purposes: keeping lightsome body, representation of youth, getting rid of fatigue and prolonging life. Various functions and different flavors of products can meet different age groups and different needs, so that Lipton can have a clear market goal and pounce in branding and marketing. On the other hand, Lipton devotes to standardization of products and brand image. Due to the reasons of plant environment, picking and making, tea products are difficulty in forming the standardization of taste. Many consumers have not the ability of identification of tea, so tea enterprises have the opportunity of shoddy. With the media exposure and the gradually mature of consumer behavior, it actually is a trust crisis for enterprises. Based on function orientation of products and brand orientation, Lipton has made a good image in the mind of consumers, so standardization of products and brand image is a great wealth for Lipton. In addition, the branding and marketing of Lipton is winning channels and the king of terminals. Lipton uses its strong image in the channel and terminal change the drinking habit of young generation and White-collar. Using the innovation marketing method of internet, Lipton has closely interaction with consumers in the fan BBS, which lets Lipton brand into the life of generation even the mood. 7, Current marketing strategies Besides the high quality and the solid foundation of brand, Lipton never slows the pace of understanding consumers and establishing communication with consumers (Jean-Pierre, 2001). Lipton devotes itself to marketing innovation: brand promotion. The current marketing strategies of Lipton focus on modern young people and White-collar. They are active, like pop culture, pay attention to health and wander about working partners to share little drops of life. Now Lipton values the needs of the Internet boom and the emotional contact between consumers. As the core products, Lipton tea is not only a simple office drinking, but also strives to deeply communicate with office white-collar group in emotional level. Lipton finds that everywhere is busy White-collar in modern city, though they are lucrative, they work strain. Although they want to contact with friends, office life takes most of their time. Lipton uses Lipton tea as a contact link between friends, which can close the relations be tween colleagues through the good office afternoon tea in relaxed moments. On the one hand, Lipton establishes brand image of the tea experts in the targeted consumers. On the other hand, it brings forth healthy tea and life attitude for consumers. In order to satisfy the consumers needs of good form and health, after efforts of four years the global RD center of Lipton and Lipton tea research institute launch Lipton tea, rich in catechin and healthy diet.

Comparing Characters of Ellen Foster and Into the Wild Essay -- Compar

Comparing Characters of Ellen Foster and Into the Wild The raging cold screams against his back at night. Her father's drunken jeers make her shiver as she cowers in the corner of her room. Both have natural families, yet both have been driven to flee from these families. She flees because her life amongst family is terrifying, loveless, and oppressive. He flees because he believes that his family has grown arrogant and materialistic, and is thus oppressive as well. She is the title character of Kaye Gibbons' Ellen Foster, and he is Chris McCandless, a real young man portrayed by Jon Krakauer in Into the Wild. In their respective stories, Ellen and Chris both find themselves on their own, each taking a journey farther and farther away from his or her family as each searches for truth and personal satisfaction. Neither Chris nor Ellen seems to regret leaving home, but their reasons for fleeing are quite different. Ellen is attempting to escape from her family because she desires love and a stable setting in which there are people to nurture her, while Chris is trying to avoid just that. Ellen's code of ethics places strong value upon family and friends; Chris's, however, spurns human companionship because he seems to feel that it pollutes his relationship with nature and with the one upon whom the course of his life depends the most: that is, himself. Upon first glance at the character of Ellen Foster,... .... He seemed more at home with the harsh elements of nature, which disciplined and taught him like dutiful parents. Even though he died as a result of his journey toward truth and freedom from the fetters of society, Chris was alone with nature, which was his idea of true family. The nurturing bodies that aid the growth of Ellen Foster and Chris McCandless are complete opposites. Ellen thrives on human love and acceptance, eating it like the sweetest fruit of the shadiest tree, while Chris bathes in snowstorms and nestles into the elements as if he sleeps in a home-sewn quilt. Each character   endures a long journey to attain security, but in the end, they both arrive home, where they are free at last.

Case Analysis Stevens V Brodribb Sawmilling Co Pty Ltd Essay

Introduction The Classification between an independent contractor and employee has raised a number of issues throughout the past 50 years. Failing to create an effective formality to be applied by the courts to any particular case, it has lead to commercial uncertainty through Australia. This essay will analysis Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 decision regarding the high court process in distinguishing between whether there was an relationship between the employer of employer/employee or employer/independent contractor. Facts While working for Brodribb Sawmilling Co, Stevens and Gray were employed by Sawmilling Co Pty Ltd as a trucker and snigger. During 1985, while Gray was moving a Log onto Stevens truck, the log fell off and rolled off the truck, as a result, Stevens was injured1. These truckers and sniggers used their own vehicles, worked during the time they set out, were paid by the amount of timber delivered and did not deduct income tax installments2. Both employees owned and used their own equipment and vehicles, were never guaranteed work from the Sawmill3 and were free to seek other work if factors such as the weather prevented them from working4. Issue 1. To establish whether Gray and Stevens were employees or independent contractors while employed by Sawmilling Co. Rationale Decidendi The legal principle that the High Court applied in Stevens5, in regards to employee/independent contractor, was the ‘multiple indicia test’. This test is used to identify a number of criteria that the court can use, when distinguishing between employees or contractors. In regards to Stevens, Control was weighed as the significant factor when deciding between employee/contractor during the case. Judgement and Analysis Stevens6 was held in favour of Sawmilling Co Pty Ltd, classifying the two as  independent contractors through the application of the ‘indicia’. The test was originally established in 1968 in the UK 7, recognising a number of criteria to be used when assessing relationships. The test was established in response to a collapse of the previous test, the control test, which had been found to be more suited to the social conditions of earlier times, becoming obsolete in modern society8. It was found that due to technological developments, the control test had become inconsistent with the retention of effective control9, as employees skills now exceed that of their employers 10. This meant by using the application of the ‘indicia’ test, Stevens would be able to determine the relationship between the two workers. When applying the test in Stevens, the outcome of the courts decision failed to clarify which criteria was to be used when determining future cases. Stevens had adapted its ratio from previous cases, looking at the whole relationship between the individuals, making a decision on balance11 through the application of the particular criteria; the relationship of master and servant, mode of remuneration, provision and maintenance of equipment, obligation to work, hours or work, deduction of income tax and the delegation of work by the employee12. This left a problem open for interpretation, the weight that the court applied to the different ‘indicia’ on any particular case13. Previous cases before Stevens offered little help in defining the relationship between the employer and contractor, as the legal concept remains largely undefined except in terms of the various indicia, which varies between cases 14. In modern society many employers don’t process the knowledge to be able to tell their employees what to do, failing to address distinction between the relationship between employer/employee15. Stevens’ decision used control as the significant factor when determining control, weighing the balance in favor that they were contractors. Therefore, when attempting to make a judgement between employee/contractor, it can be misleading for future cases where control isn’t the significant factor, as it is no more than a guide to the existence of the relationship between master and servant. Furthermore, Stevens was self-employed, therefore in performing his contract, he used his own tools, which indicates that he was not a servant16. However,  Stevens places too little emphasis on what defines a contractors tools, which was seen in 2001 Hollis v Vabu17. The court applied the legal principles held in Stevens18, however held that the courier was an employee, not a contractor. Although the couriers provided their own tools and equipment, it actually involved ‘little capital outlay as such tools were not only capable for use as a courier, but could be used for other general purposes’19. This provides a great example of the weight that Hollis places on another particular criteria that the test, when applied in Stevens, was able to effectively establish whether they were contractors, but left much open, leading to commercial uncertainty. Impact on Subsequent Cases The impacts that followed Stevens20 saw major changes in the Industrial Relations Act 1988, the Superannuation Guarantee Act 1992 and the liability to deduct pay as your earn installments21. Businesses started avoiding the statutory obligations owed to their employees, saving up to 17% by classifying its employees as contractors22. Consequently an entirely new industry rose, attempting to take advantage of the multi-test, structuring their business so it appeared to be one of employer to independent contractor, then employer to employee23. The consequences of this was subsequently seen in Vabu v Taxation24, having avoided lodging superannuation guarantee statements, Vabu was found guilty of avoiding the minimum level of payment of superannuation for all of its couriers25. Future and Commercial implications The commercial implications that arose form Stevens26 found large corporations using the capacity of the Multi-Test to ‘minimise social wage costs, providing legal validation for the businesses to classify employees as contractors’27. These individuals became stand-in employees, still under the control of these corporations, with the ‘formality of freedom as an illusory trap’28. Therefore this has meant, that by applying Stevens multi-factor test, more times than less, the type of worker will be classified as an independent contractor, which means they will only have limited rights under the Act 29. By wrongfully labeling employees, it can have potentially serious consequences for the employer, opening up claims  for unfair dismissal, vicarious liability, potential prosecution and financial penalties, particular in regard to company’s failure to pay tax30. The effect of Stevens has meant that many businesses are now exposed to having to pay hundreds of thousands of dollars back to the government from past taxes31. Conclusion In conclusion there seems that the Multi-Indicia test is without its faults, but it is without doubt that Stevens32 was an independent contractor. However without further legislation, further developments in regard to the employee or independent contractor will be limited to the interpretation of the test by future judges, as businesses will try and continue to avoid payments and mandatory benefits to its employee’s. Bibliography Case Law Federal Commissioner for Taxation v J Walter Thompson Pty Ltd (1944) 69 CLR 227 (at 231) Hollis V Vabu Pty Ltd (2001) 207 CLR 21 Jackson & Wilson v Monadelphous Engineering Associates Pty Ltd (1997) 42 AILR 3-658 Leichhardt Municipal Council v. Montgomery (2005) NSWCA 432 Ready Mixed Concrete (South East) Ltd v Minister of Pensions and National Insurance (1968) 2 QB 497 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 Translators Agency Pty Ltd v Commissioner of Taxation (2011) FCA 366 Vabu Pty Ltd v Commissioner of Taxation (1996) 81 IR 150 Vabu Pty Ltd V FC 96 ATC 4898 Zuijs v Wirth Bros Pty Ltd (1955) 93 CLR 561 Legislation Fair Work Act 2009 (Cth) Independent Contractors Bill 2006 (Cth) Industrial Relations Act 1988 (Cth) Superannuation Guarantee (Administration) Act 1992 (Cth) Articles/Books/Journals Carrigan, F. ‘A Blast From the Past: The Resurgence of Legal Formalism’ (2003) 27 (1) Melbourne University Law Review 186-199 Catanzanti, J. ‘Two limbed test distinguishes employees from contractors’ (2011) 49 (6) Law Society Journal 52-56 Chan, T. E. ‘Organisational Liability in a health care system’ (2010) 18 (3) Torts Law Journal, 228 Chin, D. ‘Losing Control: the Difference Between Employees and Independent Contractors after Vabu v Commissioner of Taxation’ (1996) 52 Law Society Journal 52 De Plevitz, L. ‘Dependent Contractors: can the test from Stevens v Brodribb protect workers who are quasi-employees?’ (1997) 13 Queensland University of Technology Law Journal 263-275 Franklin, G., Lilburne, R. ‘Joint Employment: Possible pitfalls with the use of labour hire in the resources industry’ (2005) Australian Mining and Petroleum Law Association Yearbook 275-299 Gava, J., ‘Another blast from the past or why the left should embrace strict legalism: a reply to Frank Carrigan’ 27 (1) (2003) Melbourne University Law Review 186-199 Jay, D. J. ‘Employees and Independent contractors, (1999) 73 Australian Law Journal Volume 30-34 Lockton, D. Employment Law (4th ed. 2005) 137 Marshall, B. ‘Working it out – Employee or independent contractor’ (2006) 12 (5) The National Legal Eagle 14-19 Nieuwenhuysen, J. ‘Towards flexibility in academic labour markets?’ (1985) 11 Australian Bulletin of Labour 271-81 Steckfuss, K. ‘The Regulation of Unpaid Superannuation Contributions: The Inspector-General of Taxation’s Review into the ATO’s Administration of the Superannuation Guarantee Charge’ (2011) 24 (3) Australian Journal of Labour Law 281-294 Stuhmcke, A. Essential Tort Law (2nd ed 2001) Terry, A. and Ginugni D. Business and the law (5th ed 2009) 819- 8-20 Vincent, R. ‘What are the tax effects of incorporating legal practises?’ (2002) The Law Society of New South Wales 45 Other Sources Australian Government, Fair Work: Independent contractors and Employees Fact Sheet (2012) at 15 May 2012 Australian Government, Facts sheets: Independent Contractors (2012) http://www.abcc.gov.au/Factsheets/Independentcontractors/Pages/AmIanIndependentContractor.aspx> at 16 May 2012 Australian Government, Independent Contractors: The Essential Handbook (2012) at 12 May 2012 [pic] 1 De Plevitz, L. ‘Dependent contractors: can the test from Stevens v Brodribb protect workers who are quasi-employees?’ (1997) 13 Queensland University of Technology Law Journal 263-275 2 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 3 Gava, J., ‘Another blast from the past or why the left should embrace strict legalism: a reply to Frank Carrigan’ 27 (1) (2003) Melbourne University Law Review 186-199 4 De Plevitz, L. ‘Dependent contractors: can the test from Stevens v Brodribb protect workers who are quasi-employees?’ (1997) 13 Queensland University of Technology Law Journal 263-275 5 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 6 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 7 Ready Mixed Concrete (South East) Ltd v Minister of Pensions and National Insurance (1968) 2 QB 497 8 De Plevitz, L. ‘Dependent contractors: can the test from Stevens v Brodribb protect workers 9 Carrigan, F. ‘A Blast From the Past: The Resurgence of Legal Formalism’ (2003) 27 (1) Melbourne University Law Review 186-199 10 De Plevitz, L. ‘Dependent contractors: can the test from Stevens v Brodribb protect workers who are quasi-employees?’ (1997) 13 Queensland University of Technology Law Journal 263-275 11 Australian Government, Facts sheets: Independent Contractors (2012) 12 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 13 Terry, A. and Ginugni D. Business and the law (5th ed 2009) 819- 8-20 14 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 15 Stuhmcke, A. Essential Tort Law (2nd ed 2001) 16 Franklin, G., Lilburne, R. ‘Joint Employment: Possible pitfalls with the use of labour hire in the resources industry’ (2005) Australian Mining and Petroleum Law Association Yearbook 275-299 17 Hollis V Vabu Pty Ltd (2001) 207 CLR 21 18 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 19 Franklin, G., Lilburne, R. ‘Joint Employment: Possible pitfalls with the use of labour  hire in the resources industry’ (2005) Australian Mining and Petroleum Law Association Yearbook 275-299 20 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 21 Jay, D. J. ‘Employees and Independent contractors, (1999) 73 Australian Law Journal Volume 30-34 22 De Plevitz, L. ‘Dependent contractors: can the test from Stevens v Brodribb protect workers who are quasi-employees?’ (1997) 13 Queensland University of Technology Law Journal 263-275 23 De Plevitz, L. ‘Dependent contractors: can the test from Stevens v Brodribb protect workers who are quasi-employees?’ (1997) 13 Queensland University of Technology Law Journal 263-275 24 Vabu Pty Ltd v Commissioner of Taxation (1996) 81 IR 150 25 Catanzanti, J. ‘Two limbed test distinguishes employees from contractors’ (2011) 49 (6) Law Society Journal 52-56 26 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16 27 Carrigan, F. ‘A Blast From the Past: The Resurgence of Legal Formalism’ (2003) 27 (1) Melbourne University Law Review 186-199 28 Carrigan, F. ‘A Blast From the Past: The Resurgence of Legal Formalism’ (2003) 27 (1) Melbourne University Law Review 186-199 29 Catanzanti, J. ‘Two limbed test distinguishes employees from contractors’ (2011) 49 (6) Law Society Journal 52-56 30 Jackson & Wilson v Monadelphous Engineering Associates Pty Ltd (1997) 42 AILR 3-658 31 Translators Agency Pty Ltd v Commissioner of Taxation (2011) FCA 366 32 Stevens V Brodribb Sawmilling Co Pty Ltd (1986) 160 CLR 16

The Impact of Personal and Organisational Variables

The impact of personal and organisational variables on the leadership styles of managers Summary This study has attempted to collect and analyse data on a number of personal as well as organisational variables that are considered as potentially useful in explaining the leadership styles of managers. Such data include the gender, age, length of service in present organisation, length of service in an organisation, hierarchy, size and type of organisation, whether a manufacturing or a financial services entity, for example.The objective of the study is to examine the impact of these variables, if any, on the leadership style practices of managers. In the modern management of human resources it is useful to investigate whether, for example, there is less use of directive form of leadership in preference to consultative, participative and delegative leadership practices. If so, such practices will be in line with the expected liberalisation in today’s world as different from yeste rday’s more authoritarian styles of organisational management.It would be useful to know what personal characteristics, such as age, have on leadership practices which is supposedly based on some suggested principles. For example, how do older and younger top-level and lower-level organisational leaders differ in their leadership activities? Knowledge of the answers to these and similar questions can be used to improve the management of human resources. Respondents to this study identified a number of personal variables during the data collection phase.This included their age, gender, and length of service either in the present organisation or in all organisations in which they have worked. Although a number of variables were thus involved and consequently used in the exploratory data analysis, some of them, like gender and length of service, were not significant, on their own, in the analysis. However, age shows up most significantly in their effects on the leadership styles of the managers. On leadership styles and behaviour, ompared with older workers, the researchers found that younger workers feel more comfortable in fast changing environments and are more willing to take risks and consider new approaches. They also operate with more energy and intensity, and have a greater capacity to energise others. In addition, they are more likely to seek out opportunities to take charge and push vigorously and competitively to achieve a high level of results. When compared to older workers, younger workers also tend to work to develop and promote themselves.Similarly, on leadership styles and behaviour, compared with younger workers, the researchers found that older workers study problems in light of past practices in order to ensure predictability, and minimise risk. They tend to maintain a calmer and more understated (though not detached) demeanour. Older workers tend to maintain an in-depth knowledge of their field and use this knowledge to approach proble ms. They cooperate and delegate more, in addition to showing a greater degree of empathy and concern for other workers. Contrary to the practices of younger workers, the authors suggest that older workers work to develop and promote others.Respondents were asked to indicate their overall satisfaction levels with their boss’s leadership styles. Given the hierarchical nature of most organisations, subordinates rated bosses who, in turn, rated their own bosses and so on so that a full picture of the situation with this consideration was obtained. A further examination of the data suggests that managers at higher organisational hierarchy, obviously, tend to use some but not all of the four leadership styles – directive, consultative, participative and delegative.The impression seems to be that before they get to the higher organisational position they would have tried each of the leadership style dimensions and decided to concentrate on only one, two or three of them but n ot all four leadership styles. Experience would have assisted them in selecting and concentrating on the style or styles of leadership that they considered most appropriate during the performance of each of their organisational activities.A corollary of this finding is that lower level managers tend to use significantly more of the overall leadership styles in comparison with the higher-level managers. This finding is as expected since lower-level managers need time and experience to decide which of the styles would work best for them in different situations. Thus in their learning processes, they might decide to use each and all of the leadership styles during their learning period. This study set out to examine the leadership styles of managers from the perspectives of their ages and the levels they occupy in their organisational hierarchies.Using survey data from over 400 UK employees and managers, the authors found that managers at higher organisational hierarchies tend to use l ess of the overall leadership style in preference to one or the other of the directive, consultative, participative or delegative leadership styles. It was felt that their experiences enable them to more easily select an appropriate style of leadership in performing their organisational activities rather than relying on a composite leadership style. However, it was also found that older managers tend to use less of the individual leadership styles in preference to the overall leadership style.This situation leaves us with the conclusion that the higher level managers in our study may not be the oldest ones and that, today, younger managers are rising to the top positions in organisational management. One reason for this, of course, is the increasing use of technology in managerial duties and that younger managers tend to be more adept at this than their older colleagues. One of the implications of our finding is that organisations today must increasingly recognise the complementary roles and skills of younger and older employees in achieving their goals. Age does not necessarily have to be an asset or a barrier.THE DOWNSIDE OF SELF-MANAGEMENT: A LONGITUDINAL STUDY OF THE EFFECTS OF CONFLICT ON TRUST, AUTONOMY, AND TASK INTERDEPENDENCE IN SELF-MANAGING TEAMS Summary Over the past few decades, interest in self-managing teams has increased, particularly interest in understanding their design, structure, and performance. Little is known about how self-managing teams design and adapt themselves, and how these actions affect performance. A recent review of teams in organizations that specifically discussed adaptation did not reference any research exploring structural change as an adaptive mechanism.The author illustrated an example of teams with high trust suffering performance losses when they adopted a design with high individual autonomy. Thus, selfmanaging teams’ ability to choose and adapt their structures has important implications for their performanc e. In general, flexibility and adaptability are beneficial and are often what allow teams to avoid trouble and manage problems successfully. However, the author suggest this flexibility can sometimes be a liability, specifically when a self-managing team unintentionally adopts a potentially dysfunctional design.The authors focus is on how task and relationship conflict in self-managing teams can cause them to restructure themselves in response. The author defines task conflict here as disagreement among group members about decisions, viewpoints, ideas, and opinions and as potentially including controversy over the best way to achieve a group goal or objective. In the context of self-managing teams, the issue of structure and process becomes more complex than it is for â€Å"traditional† work teams.Normally, structural, or design, variables are considered exogenous inputs in a classic input-process-output (IPO) model, but in the case of self-managing teams they can clearly be outputs as well. This characteristic raises two thorny issues, one conceptual and one methodological. First, it suggests that the study of self-managing teams should address not just the immediate effect of structure on outcomes such as performance, but also the effects on structure itself of various processes, such as conflict, and the effects of emergent states like trust.Conflict has long been known to have the potential to harm group processes, such as coordination and cooperation, as well as performance outcomes, such as goal accomplishment, and much is known about the causes and effects of conflict in teams. Although the benefits of sharing divergent viewpoints and discussion are clear, especially in terms of team decision-making quality, the overall effect of both task and relationship conflict on performance appears to be negative. Despite voluminous research, the effects of onflict on team structure have remained largely unexplored, representing a significant shortcoming in academic understanding of teams, particularly selfmanaging ones. The author believes that the links between conflict and structure may not only be direct, but also indirect—through intervening variables such as intrateam trust, which has been found to be important to self-managing team performance. Hypothesis 1. Higher conflict, whether task or relationship, is associated with lower trust.The author expects that the reductions in trust associated with increased conflict will in turn influence team structure, resulting in lowered autonomy and task interdependence. Autonomy and task interdependence both consistently stand out in the team design literature as the two primary structural factors of teams. Hypothesis 2. Lower trust is associated with lower levels of individual autonomy in a team. It is also likely that trust influences task interdependence. By a logic similar to that presented above, perceptions of risk may also lead team members to limit task interdependence and coordination requirements.Task interdependence is often considered the extent to which an individual’s task performance depends on the efforts and skills of others. Hypothesis 3. Lower trust is associated with lower levels of task interdependence in a team. In addition to the indirect effects discussed above, it is also possible for conflict to have direct effects on team structure. In terms of autonomy, such effects might result from a desire for revenge or retribution in response to task or relationship conflict; a team member might essentially withhold autonomy from another as a punitive act.Hypothesis 4. Higher conflict, whether task or relationship, is associated with lower levels of individual autonomy in a team. A direct effect of conflict on task interdependence is also possible, as team members may redesign their team to avoid interacting with one another. If relationship conflict is high, members can reduce task interdependencies to minimize their contact with team members they do not like, thus avoiding conflict. Hypothesis 5. Higher conflict, whether task or relationship, is associated with lower task interdependence.Hypotheses 1, 2, and 3 thus suggest that trust serves as an indirect intervening variable by which trust is affected by conflict and, in turn, affects team structure. Hypothesis 6. Higher conflict, whether task or relationship, is associated with teams characterized by a combination of lower task interdependence and lower individual autonomy. Finally, it is worth noting that such a design— low interdependence combined with low autonomy—is potentially dysfunctional.Thus, moving slightly outside the main focus of the present study, the author would also expect to find such an interactive effect of autonomy and task interdependence on team performance. In other words, design changes that are either directly or indirectly associated with conflict in a self-managing team are likely to have dysfunctional effects on perfo rmance. The authors basic contention is that self-managing teams can be particularly susceptible to detrimental effects of conflict as a result of their ability to alter their own structures and designs.The results have largely supported that contention. He has shown that higher levels of conflict (especially relationship conflict) in teams are associated with lower task interdependence and individual autonomy, partly because of direct effects, and partly because of indirect effects of lower trust. He also demonstrated that high conflict in teams is associated with the combination of lower autonomy and interdependence, which is a potentially dysfunctional design for a self-managing team, with lower performance than other configurations. Leadership in the Service of Hospitality SummaryThe definition of leadership has changed considerably in the past one hundred years, beginning with the â€Å"great man† concept and, more recently, focusing on â€Å"transformational leadership . † The next step in leadership evolution is servant leadership, in which the leader seeks to support and empower followers. The implications are considerable for the hospitality industry, since it is based on the concept of leadership through service. Hospitality educators could take steps to instill servant leadership principles in students to equip them for this increasingly relevant leadership style.This paper looks back on half a century of publications, the changes it has recorded in leadership theory and practice illustrate the evolution of approaches to understanding the relationship between leaders and followers in hospitality organizations. In the current business climate, there is a greater need for leaders who can guide with integrity and courage instead of autocratic leaders. Therefore it seems logical to research several philosophies on employee care and environmental stewardship. These philosophies promote a culture of trust and respect.This emerging approach to leadership is examined in light of the pressing issues businesses are confronting as we move into the second decade of the twenty-first century—leaders whose motives are often questionable and a workforce that has become increasingly stressed, disillusioned, and disengaged. Early theories focused almost exclusively on personal characteristics of the leader and attempted to better understand the reason for his or her impact on organizational performance. In fact, one of the first perspectives was called the â€Å"great man† theory under the premise that leaders (at that time, almost exclusively male) were born, not made.During the 1950s and 1960s, behavioural theories emerged with increasing frequency. Theorists proposed that individuals could learn to be leaders through skill development and deliberate action. While the earliest theories focused on the leader’s characteristics and competencies in search of the key to greater effectiveness, thinking during the p ast twenty-five years has generally taken a broader view that considers both the dynamics created between the leader and his or her followers as well as the context and features of the particular environment.Servant leadership captures and reimagines elements from earlier thinking on the requirements of both the individual as leader and his or her relationship with followers. Servant leaders demonstrate the flexibility required for effectiveness in a culturally diverse workplace, incorporating the positive and appropriate aspects of other leadership models. Behaviors Associated with Servant Leaders 1. Listening intently to others combined with personal reflection on what is heard 2. Empathy: assuming the good intentions of colleagues 3. Awareness: understanding issues involving ethics and values . Persuasion, rather than relying on authority or coercion 5. Conceptualization: servant leaders dream great dreams and are also operationally skilled 6. Foresight: the ability to foresee th e likely outcome of a situation 7. Stewardship: holding institutions in trust for the greater good of society 8. Commitment to the personal and professional growth of all employees 9. Building community within the organization As definitions of customer service turn to customer care, servant leadership becomes increasingly relevant. Servant leaders appreciate, encourage, and care for their followers.Employees, inspired by the example their leader sets, in turn provide generous and genuine care to guests. When employees take personal responsibility for addressing each guest’s needs, when they serve out of a personal commitment to provide value and assistance, service becomes authentic and quality increases. This customization of service translates into high customer satisfaction and subsequent organizational effectiveness. When employees perceive their leader as trustworthy—when they keep their promises and act on espoused values—employee commitment, effort, and efficiency increase.While both servant and transformational leaders seek to empower employees, servant leadership adds an ethical emphasis beyond what is generally found in transformational leadership theory. Arguments have been posed that transformational leaders, highly motivated to accomplish their organizational goals, may be tempted to use their charisma and misrepresent aspects of the situation to their followers. The path to servant leadership is not always direct, and students must be encouraged to cultivate a long-term view of the journey.Educators can help each student to see the value in doing what is right, even if it is not immediately recognized or rewarded. While focus is on facilitating these outcomes in student learners, faculty may find that modelling servant leader attitudes and practices can help them to facilitate personal responsibility and high standards of ethical behaviour. When faculty demonstrate empowerment and build trust, they can raise students’ expectations regarding the requirements of their future hospitality leadership role. Job-Related Barriers and Coping Behaviors n the Career Development of Hospitality Undergraduates Summary The main reason why this research is done is to understand the reason for the extremely high turnover in the hospitality industry. The purpose of most of the hospitality education programs is to prepare students for future management positions. However, many of these students drop out after 3-5 years. The first step of the survey, in the direction of solving the problem is to understand students' career planning. Studies from the student perspective are scarce, so this study will focus mainly on these students, hree main objectives guiding the study. 1. To explore and compare hospitality students' perception of work-related barriers 2. The relationships between the role of the barriers students investigate in their career decision processes. 3. To evaluate the effectiveness of career counseling to improve and suggest directions for future studies focusing on barriers for hospitality students Job-related barriers are defined as â€Å"events or circumstances, either within the person or in his or her environment, which are part of a career progress difficult†.Several studies focus on further classification of these career difficulties. Factors, including race, age, education and background are examined during the years. In addition to the quantitative studies that have focused on the effects of barriers for student career development processes a few researchers found that qualitative methods have the advantage of improving the exploration of the students' perceived barriers. Nowadays hospitality researchers have developed a new and different approach to the career development of students in the hospitality industry.Acquiring useful skills is viewed helpful in promoting hospitality graduates compatibility with advances in the industry. Along with the before mentioned a pproach, the view and the perception of the students in the hospitality is considered more and more important. The lack of opportunities for growth was the main reason reported by alumni of hotel and restaurant programs for changing employers or leaving the industry. Unsuitable working hours and poor financial compensation be mentioned as another important reason for the change businesses, changing careers, or leave the industry altogether.Career decision-making self-efficacy (CdSe) refers to the degree of confidence people have in their expertise or ability to informational, educational and professional goal-planning activities to be carried out. In addition to these CdSe states that â€Å"the students' perceptions of barriers can be based on several considerations: chance barriers arise, the degree of disruptiveness as it occurs, and an individual is able to overcome barriers† . A total of 430 surveys were distributed to hospitality students at two universities through the stratified sampling method (program enrollment ratio: 7:3).School 1 is located in a small suburban university city with a population of 27,906 and a number of medium-sized cities in the area. School 2 is located in a medium sized city known for commercial and medical institutions with a population of 217,326 and the proximity of nearby small towns. Selection of these two samples, the investigator in order to determine whether location has significant influence on the selected variables. One of the outcomes of this research is what kind of factors are considered as the main barriers.The factors, difficulty finding a job because of a tight labor market and not knowing the â€Å"right people† to get a job came in first and second. The findings of this study suggest that students perceived barriers differently, because the same item are grouped into different factors within the subscales. Thus, the inability to move away from friends / family seen as affecting â€Å"getting a jo b they desire† (finding the job factor), but the move was also seen as their â€Å"performance on the job† to influence (performing the work factor).When both quantitative and quantitative measures were used to students' perceptions of career barriers to explore other results have emerged from these two reviews. When students had a choice to predetermined list of wide assessments given, they rated the tight labor market as the top concern, followed by lack of connection. The findings of this study showed that students often use problem-oriented methods to deal with barriers.Again, although the qualitative method may have limited students from considering all possible coping strategies, students turned on internal (hard to improve themselves, work) over external assistance (eg professional help) to find solutions. This result showed a consistency in the qualitative data, because internal barriers (lack of experience, motivation, self-confidence) more than external ones ( tight labor) were cited. Finally, the moderate relationship found in this study showed that although students were able to career decision in the hospitality industry , they do not have the confidence in this field to conquer the barriers.By studying the career development processes of hospitality students, hospitality teachers will benefit from understanding how to help students cope with barriers and hospitality situated in a better position to help students with their career goals. Decreasing barriers in students' career planning will improve hospitality students control over their career behavior. A conscious choice of career, a meaningful career goal and career preparation will facilitate hospitality students commitment to their career choices and retention in the hospitality industry. Career Decision Making and Intention: a Study of Hospitality Undergraduate StudentsSummary This study focused on a sample of hospitality undergraduate students and had three main objectives: Firs t, to determine factors that affect their career-related decisions; second, to explore motivations for pursuing a hospitality career; and third, to examine whether the probability of hospitality students’ career intentions can be predicted by selected variables Self-Efficacy. This concept dominates career development theories and may be best described as â€Å"Can I do this? †. Self-efficacy serves as a mediator to motivate people to achieve a special goal, such as pursuing a career in the hospitality industry.Self-efficacy is about individuals’ belief in their ability to carry out the following five tasks: self-appraisal, vocational information gathering, plans for the future, problem solving, and goal selection. Performing these five tasks is essential to achieve career maturity. Outcome Expectations. This factor is an important determinant of â€Å"career interests and choice goals† and may be best described as â€Å"If I do this, what will happen? â € . Outcome expectations are both the intrinsic and extrinsic rewards that career choices and goals are based on. Vocational Exploration.This factor refers to a process that an individual engages when choosing a career. This process begins with exposure to various sources of information (about one’s self, the vocational world, and alternative options) and involves activities such as (a) testing occupational preferences and interests, (b) evaluating suitability and obtaining feedback, (c) establishing career goals and overcoming barriers and obstacles, and (d) engaging in and committing to a career choice. Career Intentions. This factor is defined as â€Å"the degree to which a person has formulated conscious plans to perform or not perform some specified future behavior†.Both self-efficacy and outcome expectations are predictors of â€Å"career intentions and persistence behavior†. Three methods of data analysis were performed in this study. First, a series o f bivariate correlation analyses was conducted to test the relationships among career-related variables. Second, logistic regression analysis was performed to test the hypothesis and identify background and career-related variables that significantly predicted the probability of students’ intention to work in the hospitality industry after graduation.Third, students’ responses to one open-ended question were thematically analyzed. This question encouraged students to express their own views and opinions about pursuing careers in the hospitality industry. The authors results hold three main implications for both hospitality educators and industry. First of all, hospitality students in this study identified themselves as the most influential factor in making career decisions and also reported intrinsic rewards as more valuable outcomes or motivators for pursuing careers than extrinsic.Implications of this finding suggest that hospitality firms continue to create industry positions that promote â€Å"self-reliance,† â€Å"autonomy,† â€Å"advancement,† â€Å"opportunities for personal and professional development,† and â€Å"sense of achievement†. These researchers concluded that â€Å"money alone does not motivate a young manager† â€Å"the strongest driver of commitment is the intrinsic nature of the job,† and â€Å"one of the most important job features focuses on challenging job that offers growth opportunities†. Industry may also find our qualitative data on students’ motivations for pursuing a hospitality career valuable.Their responses matched with industry professionals’ views regarding qualifications for hospitality graduates in the 21st century, and included service attitude, flexibility, enjoy serving people, enjoy what you do, dedication, and commitment. Second, hospitality educators may find our regression analysis on factors affecting undergraduate students’ c areer intentions worthwhile when planning curriculum. For example, female students were found to show stronger intentions to work in the hospitality industry than male students. How does the material/information in the articles relate to the career development programme hat you followed at IHM? The IHM career development programme is created to prepare the student for his/her professional life after graduating IHM. By the use of several obliged tests and assignments, the student and his/her study career coach try to find out what the weaknesses and more important, strengths of the student are. Along with the before mentioned activities, the students tries to acquire skills that might help him/he in the future. Because the author of this assignment is currently a second year student, the first two years of the career development programme are examined.According to (Kuang Chuang, 2011) most of the career development programmes are designed to fit the student in a profile that companie s expect. However the turnover rate in the hospitality industry is extremely high, most of the universities do not change their programmes to decrease this high turnover rate. As mentioned before, students are bounded to several tests in order to increase their chance to receive a suitable job after graduation. The examples given in the article of the before mentioned authors, are the so called job-barriers.These barriers are events of circumstances that are part of career development difficulties of the ex-student. Examples of barriers are; inflexible working hours, poor financial compensation and the lack of growth. Students mentioned these three barriers as most important factors to leave the industry. Nowadays the industry, together with the universities, realize more and more that the students' point of view is important as well. Only fitting into a profile is not applicable anymore in the current market. Personal opinions, from students in this case, are becoming the new stand ard.The link with the IHM career development programme is that IHM tries to learn the student a range of skills that might turn out useful in any industry and not only the hospitality industry. Improving the lack of experience and motivation are also an important part of the programme. Of course fitting into a certain profile is also part of the programme, e. g. company visitations in the first year, and the expectations that derive from these visitations. Overall the article concludes that hospitality teachers will benefit from understanding how to help students with their barriers and how to give them a better position on the future market.A well chosen choice of career, a well structured goal and preparation will improve the chance of reaching the goals of students. The second article (Ning-Kuang Chuang and Mary Dellmann-Jenkins, 2010), tries to understand the factors that are involved in choosing a future career for students. Further objectives were if the career intentions of s tudents can be predicted by researching several variables. In accordance with the IHM programme, the articles explains the importance of self efficiency. It can be best described as; Can I do this?Part of the self efficiency are also individuals’ belief in their ability to carry out the following five tasks: self-appraisal, vocational information gathering, plans for the future, problem solving, and goal selection. Especially in the practical modules, students are constantly challenged to improve their performance and look critically towards themselves and to others. These factors are essential in achieving a mature and professional student. The focus in this part lies on the last two factors, problem solving and goal selection because these to factors can be best related to the career development programme of IHM.One of the boundaries that lies in the main question in this part of the assignment is the fact that all the articles should relate to the career development progra mme. However, the entire educational programme of IHM focuses on the before mentioned factors, and therefore this part will also include information about the rest of the IHM programme. The most obvious factors in the IHM programme related to problem solving is Problem Based Learning. In short, PBL. During these sessions students are trained in solving real life problems, that might also occur in the careers of the students contributing in a session.But PBL is in the authors opinion not only about solving problems but also about setting goals. What does a group want to achieve, will that challenge them, and why do the students want to know it? All these aspects of the IHM programme relate to this article in such a way that IHM also tries to find out why a student wants to achieve something. In the article, the students stated that money was not the only motivator in a job, but the intrinsic value that was found in a job gave the decisive. Especially these intrinsic values are also m entioned in the industry as most important in hiring people.Therefore the IHM educational programme is an extension of the article or the other way around. Describe in your own words how a manager of a hospitality company can use the information derived from the articles and the career development programme. What is a leader? Is a leader someone born to lead, or someone learned to lead? In earlier times especially men were considered leader that were born. There gender and background gave them the status that was expected and necessary to lead. In those days, most of the leaders were autocratic leaders, not much or little attention was given to the human aspects of leading.According to (Judi Brownell, 2010), the ‘great man' concept was the way to look at leaders. Nowadays leaders are considered transformational, they change according to what is needed to lead successful. The next step is the servant leadership style in which the leader seeks to support and empower followers. T he implications are considerable for the hospitality industry, since it is based on the concept of leadership through service. In the current market there is a need for trustworthy leaders who lead with integrity. Care about employees and the environment are considered more and more important.Keywords are trust and respect, however motives of leaders are, or are becoming questionable, and more often employees are stressed, disillusioned and disengaged. Is the personality of the leader the key factor in success? Or can a leader be trained to be a leader as mentioned before? Servant leadership might be the new success, but I have my doubts about the ‘new' element in this case. The hospitality industry has always been an industry were not the employees, but the guests and their expectations were considered most important.Employees in this industry have always been servants of guests. In my opinion is a good leader in a hospitality company, a trustworthy, respectable and integer p erson. One that has feeling with his company and his employees in order to let the guest feel at home and treated as such. Quality increases when employees feel respected and valued. While both servant and transformational leaders seek to empower employees, servant leadership adds an personal aspect to the business beyond what is normally found in transformational leadership.According to (Titus Oshagbemi, 2008), t would be useful to know what personal characteristics, such as age, and gender have on leadership which is based on some suggested principles. For example, how do older and younger top-level and lower-level organisational leaders differ in their leadership activities? Older workers are considered more calm and understated, they tend to cooperate and delegate more work compared to their younger employees. Also these older workers show a greater degree of empathy and care for their colleagues, they work to develop and promote others instead of themselves.According to my opin ion all this theory is important but not essential. Of course a leader can be trained in more or less disciplines of the hospitality business. But overall a leader is born, a leader has a natural feeling of what he/she has to do in order to make his employees do what he/she wants without being questioned. In addition to this most important factors a good leader, let his/her employees feel valued and respected. I think a hospitality leader is a leader that can deal with all sorts of problems. The most important information in these two articles is the information about the servant leadership.This kind of leadership should, in my opinion, almost be natural in a hospitality company. It doesn't maybe give direct rewards or benefits, but it would increase the quality of a lot of companies. A leader is in every way a role model, not only business wise but also personal wise. When answering the main question, for a hospitality manager without the natural leadership ability, I would recomme nd to turn the entire process around. Try to find out what you would like to experience when visiting your own company. How should the staff treat you, how should the overall feeling be?Explore what being a leader is about? According to these articles there are different ways to achieve a successful company. In addition to these articles, a manager should learn how to develop him/herself, the career development programme gives lot of opportunities to do so. By the hand of e. g. a Belbin Teamroletest or a Core Quality Quadrant, a manager might come up with ways to improve his leadership capabilities. But in my opinion, a manager hopefully already owns this kind of knowledge about him/herself, and should not have to rely on a university programme.Describe in your own words the importance of self management, personal leadership and career development for your personal professional development as a manager. Self management is the ability to lead a group without being constantly supervis ed or controlled. Little is actually known about the pro's and con's of self management, on the one hand it is a positive factor that individual peers can form an autonomous group, with self control. A group that makes it own decisions and is responsible for its performance. Skills like: leadership, cooperation and team-building can be learned.On the other hand, one might say that conflicts easily occur within a group, these conflicts might decrease the overall performance in this group. Conflicts are caused by a bad designed group, a group without clear agreements and without a clear structure. In this case the self management in my own personal professional development as a manager is the main issue. E. g. is the experience I gained at IHM with self managed groups. Especially in module assignments, teamwork is at the essence. Placed most of the time in a random group, it is just luck whether you are placed in a productive group, or not.Of course there are the workshops about cultu ral differences, effective teamwork and communication skills, but these workshops do not contribute to the basic of these groups. A group consists out of 4 peers, 2 peers are contributing and obviously 1 or 2 are not. This is the problem that, in my opinion, comes forward in any group. Answering the before mentioned main subject, self management is extremely important, if carried out correctly. Students at IHM, might get the feeling that there are always negative aspects in a group process. This is a negative aspect in the self managing atmosphere of IHM.However I believe that if carried out correctly and if just slightly supervised, the before mentioned, negative peers get the feeling that they also have to work in order to reach the set objectives. So concluded I would say that self management is important when becoming a future manager but it should be learned correctly in order to succeed. Secondly I will explain my vision on personal leadership in my personal professional devel opment as a manager. As mentioned earlier in this assignment, I think leaders are born instead of taught. I realize that in the current, international market, this vision is to black and white.I understand the importance of knowing the theory behind leading and the ability to perform according to the theory. In addition I will specify the †manager† part in the earlier mentioned statement. At IHM we are becoming future hospitality managers. In my opinion hospitality managers should have a common feeling of what a guest actually wants. The basic should be right in order to successfully create a future manager. Besides all the business, marketing and HRM knowledge, the basic should be right. Therefore I think that just a percentage of all the IHM graduates will become successful future hospitality managers.This might also be a reason for the high turnover in the industry, however this will not be examined further in this assignment. Self management will however remain one o f the most important factors in our future jobs, because of the increasing globalization and the changing nature of the hospitality industry. Finally this part of the assignment will focus on the career development part in becoming a manager. In my opinion standing still is †¦ Especially in the current modern business market, every single individual has to keep improving whenever the possibilities are present.Improving does not only relate to performing better, but also on the before mentioned fact of dealing with problems, the so called barriers. These barriers will not only come up when being a manager, but will cross the paths of current IHM students as well. Therefore I would like to explain the importance of career development by using the example of the students, becoming managers. I think one of the most important factors in career development is to turn the barriers into something positive. Learn from the difficulties that will sooner or later arise. Together with this barrier dealing issue, the performing part is the other main aspect.I think it is wise for managers in any industry to improve their overall performance constantly. Not only from learning theory, but from learning the industry as well. Explore what, related to the hospitality industry, your guests want and how their needs change. What are the trends and how will you use these in your advantage? Write a reflection of what you have learned from this replacement assignment, and how this can help you to make the right career decisions for you. At first, I have to be honest, I thought of this assignment as just the next of many others.The same aspects of the career development programme highlighted again. Until the moment that I started searching for articles. I realized that there was a lot to learn about these kind of programmes. Information that I had never seen before. Useful research that had been done concerning real life students' †problems†. In the last part of this r eplacement assignment I will focus on the 3 factors mentioned in the part above. Self management As mentioned earlier in this assignment I consider the luck factor in a designated module assignment group as a negative aspect. But maybe I should consider this barrier as a positive factor.I will help my fellow peers to gain a feeling with a project, try to guide them trough the available theory and set up clear rules and agreements. This might be a positive influence in a group. These steps will improve the group process and eventually the overall performance. Therefore I consider this a right decision in my upcoming career. Personal leadership I always have, and still do, consider myself as a leader type of person. This comes forward out of my personal experiences. E. g. I have been the chairman of several commissions, part of the largest student hockey club in the Netherlands.And I used to be the captain of my team. One of my strong points is that I can understand the position of ot her people in situations, I always try to listen carefully, not only to what people are telling me, but also what they don't. During my first two years at IHM, especially my practical module points and PBL points, underline this personal skill. Positive feedback from PBL coordinators and fellow peers also prove this. Currently my objective is to get a internship at the famous Amstel Hotel in Amsterdam. During my third year at IHM I will focus more on what is expected from me if I want to get the internship.Together with the Industrial Placement Office, I will try to make the right decisions in this step of my career as well. Career development After making this assignment I think I will consider the career development programme of IHM as a useful part of the education, instead of a less interesting way to receive credits. I think it would be good to make these kind of assignments part of the career development programme, because it offers a lot of information to students that they o therwise wouldn't have seen at all. It also gives students the opportunity to broaden their horizon bout career development, further than the basic assignments, in my opinion, for the portfolio do. The assignments given in the first 2 years of the education give not really a in depth view of the benefits the programme has. Conclusion Finally I want to conclude that however I didn't like the assignment at first, I realize that it will contribute to my career development programme in a positive way. After reading all the information in the articles, my look on the programme changed. It became clear to me that it is a way of preparing you for your upcoming professional life, however at first I might not seem that way.I read more about self management, career development and personal leadership in one week than in the rest of the two years together, and learned a lot. Literature list 1. Ning-Kuang Chuang. (2011). Job-Related Barriers and Coping Behaviors in the Career Development of Hos pitality Undergraduates . Journal of Human Resources in Hospitality & Tourism. 14-32. DOI: 10. 1080/15332845. 2010. 500183 2. Ning-Kuang Chuang and Mary Dellmann-Jenkins. (2011). Career Decision Making and Intention: a Study of Hospitality Undergraduate Students. Journal of Hospitality & Tourism Research 2010 34: 512 originally published online 19-05-2010.DOI: 10. 1177/1096348010370867 3. Judi Brownell. (2011). Leadership in the Service of Hospitality. AUGUST 2010 Cornell Hospitality Quarterly 363. Volume 51, Issue 3 363-378. DOI: 10. 1177/1938965510368651 4. George W. Langfred. (2007). THE DOWNSIDE OF SELF-MANAGEMENT. Academy of Management Journal 2007, Vol. 50, No. 4, 885–900. 5. Titus Oshagbemi. (2008). The impact of personal and organisational variables on the leadership styles of managers. The International Journal of Human Resource Management, Vol. 19, No. 10, October 2008, 1896–1910.