School s Responsibility On The Prevention Of School Violence

School’s responsibility in the prevention of school violence: Why the schools are responsible for the safety of children Every parent wants their children to go to school to learn and feel safe. With bullying, fighting and sexual offenses in schools across this country, teachers and faculty should do everything in their power to ensure the safety of all students. However, in order to combat the violence, teachers must first understand the problem and come up with strategies to address the issues. School safety continues to be one of the top issues due to many of the treats we face today. One of the most undeniable reasons why schools should protect the safety of students is bullying. Bullying is everywhere in this country and the students are victimized daily by this type of behavior. The act of bullying comes in many forms. Physical violence, poking, kicking, pushing is a form of direct bullying. Verbal bullying, name calling, and teasing is another form of indirect bullying. Basically, excluding a person from a peer group (Scarpaci,20 06; Reid, Monsen, Rivers,2004). Children between the ages of 9-15 are most often bullied. Research by Cohen (2015) states, since the early 1990s there have been more fatal school shootings due to this type of harassment. Prevention of this type of behavior educators as well as parents are working together to identity the characteristics of bullies and victims to stop this violence. Another contributor to violence is fighting inShow MoreRelatedMaintaining A Safe Environment At School844 Words   |  4 PagesHenderson 1 Madison Henderson Instructor Henry English 10H, Period 2 18 September 2015 Maintaining a Safe Environment at School The use of illicit drugs for all grades combined was 27.2% in the year 2014(â€Å"DrugFacts: High School and Youth Trends†). At a New Jersey high school, two girls were found smoking in the bathroom by a teacher. The teacher took the girls up to the vice principal immediately, then the vice principal asked both of the girls if they had been smoking in the bathroom. The firstRead MorePersonal Religious And Cultural Beliefs And Values754 Words   |  4 PagesBelief systems. The decision for a person to stay or flee a domestic violence situation often is determined by their personal religious and cultural beliefs and values. The person believes that marriage is a union of God and divorce or separation is wrong. Instead they believe that all things can be worked out through the power of prayer. They believe the children need their father and divorce would hurt the children emotionally. Economic dependence on the abuser Many women caught up in abusiveRead More Violence in the School Systems Essay1127 Words   |  5 PagesViolence within this country has been an ongoing problem throughout history. Due to all the media coverage of more recent violent events in school history, such as Columbine, it is of popular belief that violence in school systems is the worst it has ever been. There are many questions about what type of violence occurs most often, what gender and what ethnicity violence is most affecting in schools. Violence can be defined by any deliberate act, serving no legitimate purpose, which causesRead MoreThe Aggregate Group: Children and Adolescents Essay1122 Words   |  5 Pages(Burrus et al, 2012). Optimum health can be better achieved when children are under the care of a responsible adult. There are over 160 objectives directed towards adolescent health; from wellness checkups to serious violent incidents in public schools (HealthyPeople.gov website, 2013). Community health professionals have a unique opportunity to improve the health of community’s and their aggregates. Assessing the health needs is a first step in understanding how to improve the health risk andRead MoreHigh School And College Campuses947 Words   |  4 PagesExam II Several education, prevention, and punishment programs can be enforced in high school and college campuses to discourage and prevent: extensive use of alcohol to the point of alcohol poisoning potentially leading to the death of the individual(s), prevention of reckless sexual behavior, date rape and other sexual violence. By enforcing more and effective programs through means of education, prevention and punishment the frequency of these actions in high schools and college campuses will decreaseRead MoreThe Issue Of Bullying And Bullying1401 Words   |  6 Pagesof the solution. It will take a collaborative effort to bring about change. (Bullying in Schools: A Behavior Portfolio) Bullying is not a new challenge, it has just involved to be more pervasive and destructive. The intensity of the behavior and its extreme negative consequences has been documented for generations. Society usually has focused on overt forms of physical violence such as crimes of violence referring to sexual assault, murder, and mugging. There are consequences that come with committingRead MoreThe Effects Of Sexual Violence On College Campuses883 Words   |  4 Pagespositive attributes, however, what has continued to plague schools is the attention that sexual violence has on college campuses. In my opinion, the most important matter addressed while evolving as a freshman at the University of Oregon was my awareness of sexual violence. Through Chapter 8, I was able to explore how sexuality is conducted through society including its uses through U.S. college campuses. Unfortunately, sexual violence is parasite and college campuses have continuously sufferedRead MoreYoung People Join Gangs For Social And Economic Reasons Essay1431 Words   |  6 PagesAccording to the authors of Gangs, Graffiti, and Violence, they state that young people join street gangs for social and economic reasons (Leet, 2000). However, one of the main factors young people join gangs is due to the lack of stability of being raised in an unstable family environment. For instance, gang members raised in a single parent home by their mother, usually in her early thirties, caring for three or four children at a time, on her own without the presence of a male father figure. AsRead MoreSexual Assault On College Campuses1591 Words   |  7 PagesSexual assault on college campuses is a growing epidemic. Twenty five percent of college women are affected by sexual assault (A. Amar, T. Strout, S. Simpson, M. Cardiello, S. Beckford, 2014, p. 93). Sexual assault is the non- consensual sexual touching of a person, in which a person is forced to engage in a sexual act against their will. Taking advantage of a person sexually is morally wrong, and causes victims of sexual assault significant emotional and physical damage. Sexual assault is a bigRead MoreThe Role Of Sociocultural, Socioeconomic, And Diversity Factors1414 Words   |  6 Pagesachievement of health and wellness. (ACOTE Standard B.2.4). Explain the role of occupation in the promotion of health and the prevention of disease and disability for the individual, family and society. (ACOTE Standard B.2.5) Express support for the quality of life, well-being, and occupation of the individual, group, or population to promote physical and mental health and prevention of injury and disease considering the context. (ACOTA Standard B.2.9) Effectively locate and understand information including

Police Duties On The Private Lives Of New Zealand Police...

I am a member of Expert Learning Group E and will be presenting on our assigned text, namely the section titled Policing in Small and Rural Jurisdictions. For the case study portion of the assignment I read an article by John Buttle, Corrine Fowler, and Mei Wah Williams titled The Impact of Rural Policing on the Private Lives of New Zealand Police Officers. This article studied the impact police duties on the lives of rural police officers in comparison to those working in urban areas. A total of 16 officers from the national police force of New Zealand were interviewed; 7 were from urban areas, and 9 whom worked in rural assignments. The information gleaned from the interviews indicated there are significantly different impacts on the lives of police officers between the two areas. Rural officers felt a heightened sense of danger associated with receiving support from other officers due to the diminished concentration of officers, and the significantly increased geographic separation. This is in contrast to the urban areas where officers often rely on the timely response of back-up. Another issue related to having rural officers in large geographic areas of responsibility was the issue of response time when having to respond significant distances to investigate calls for service. In urban areas officers are never very far from their calls, and the higher concentration of officers reduces response time. Because of limited resources in rural areas, the New ZealandShow MoreRelatedMagistrates4753 Words   |  20 Pagesjustified - that the selection procedures tend to favour the appointment of new magistrates whose views are compatible with existing members. Magistrates must be aged between 27 and 65 at the time of appointment (though very few in fact are under 40); they must be British, Irish or Commonwealth citizens; they must be in good health (sufficient to enable them to do the job); and they must live within or close to the area served by the court to which they are appointedRead MoreDescribe with Examples How Schools May Demonstrate and Uphold Their Aims:14953 Words   |  60 Pages----------------------------------------------------------------- P206 1.1. Identify the main types of state and independent schools: Over the past ten years there are an increase in the types of school that are offering education within England and Wales. The new association’s government is focusing to expand educational provision to further and ensure every child and young person to have a range of choice to enable them to access a school that will meet their individual needs. Between the ages of five to sixteenRead MoreEthics of Information Communication Technology (Ict)27618 Words   |  111 Pagesof economic advancement, political stability, religious causes, the campaign against terrorism, or for personal greed and interests. Violations of these rights have created new problems in human social systems, such as the digital divide, cybercrime, digital security and privacy concerns, all of which have affected people’s lives either directly or indirectly. It is important that the countries of the Asia-Pacific region come up with an assessment of the situation, followed by guidelines for actionRead MoreDuty of Care Essay33461 Words   |  134 PagesDuty of Care: GELERAL Week 2::Seminar 2 This concept is based on three proof of elements, its ingredients are – A legal Duty of D towards the C to exercise care in such conduct of D as falls within the scope of the duty, Breach of that Duty means failure to come up to the standard required by law amp; Consequential damage to C which can be attributed to D’s conduct. Duty of Care General: Duty is the primary control device which allows the courts to keep liability for negligence within whatRead MoreRunway Collision of Unitted Express 5925 and Beechcraft King Air N1127D3065 Words   |  13 Pagesthis extended survivability time could have allowed them more time to find, open, and escape through the overwing exit. â€Å"Accordingly, the Safety Board concludes that if on-airport ARFF protections had required for this operation at Quincy Airport, lives may have been saved.† â€Å"The Safety Board concludes that although some communities may lack adequate funds to provide ARFF protection for small airports served by commuter airlines, commuter airline passengers deserve the same degree of protectionRead MoreManagement Control Syaytem for Ipl7369 Words   |  30 Pagesboard was formed in December 1928 as BCCI replaced Calcutta Cricket Club. BCCI is a society, registered under the Tamil Nadu Societies Registration Act. It often uses government-owned stadiums across the country at a nominal annual rent. It is a private club consortium. Basically to become a member of a state-level association, one needs to be introduced by another member and also pay an annual fee. The state-level clubs select their representatives (secretaries) who in turn select the BCCI officialsRead MoreHealth Safety Issues in Garments Industry of Bangladesh11720 Words   |  47 PagesIntroduction Origin of the report Health safety polices are not available in most of the garments manufacturers exporters in Ready made Garments Industry of Bangladesh. As a requirement of Human Resource Management course, this project is prepared on Health Safety issues in present Garments Industry of Bangladesh. Because if Heath Safety policies cannot be established properly, in near future garments sector of Bangladesh will face very tough competition for ensuring it’s competitiveRead MoreA Study on the Effectivity of the Philippine Prison System10770 Words   |  44 Pagesmodest way, we offer some recommendations and proposed solutions. II. 11ETHODOLOGY The group engaged in theoretical as well as empirical research. For the latter the 11unicipal Jail .o f Romblon, Quezon City Jail, Provincial Jail of Batangas and the New Bilibid Prison were utilized as venues as actual investigation. Ten maximum-security prisoners, six medium security-prisoners and five miniJ11um-security .prisoners . were informally interviewed. A pack of cigarettes always helped in eliciting honestRead MoreHis171 Part 7, E3 Eznotes5586 Words   |  23 PagesChapter 27—The New Power Balance, 1850-1900 1. How was ocean shipping transformed by the mid-nineteenth century? a. There were more efficient, powerful engines. b. The average size of freighters increased from 200 to 7,500 tons. c. Steel hulls replaced wooden hulls. d. Propellers replaced paddle wheels. e. All of these* 2. The annihilation of time and space, extolled by the public and the press in the late nineteenth century, referred especially to a. the development of aircraft. b.Read More People know what they do; they frequently know why they do what they do; but what they dont know is what what they do does.5185 Words   |  21 Pagesvalue of privacy and confidentiality as a basic fundamental right. Access to the new technology of electronic mail can jeopardize both values. What privacy rights should employees enjoy, and how can these be reconciled with the legitimate need of organzations to control and manage their network? People have come to depend on email as a way to communicate, even actually creating less of a divide for families that live far away or even in another country. But there are quite a few ethical concerns

Nokia Values That Make a Company Global Free Essays

string(36) " the Intellectual Capital Partners\." STraTeGiC Hr MaNaGeMeNT case study with teaching notes Nokia: Values That Make a Company Global By Geraldine Willigan, MBA Project team Author: SHRM project contributor: External contributor: Copy editing: Design: Geraldine Willigan, MBA Nancy A. Woolever, SPHR Ram Charan, Ph. D. We will write a custom essay sample on Nokia: Values That Make a Company Global or any similar topic only for you Order Now Katya Scanlan, copy editor Terry Biddle, graphic designer  © 2009 Society for Human Resource Management. Geraldine Willigan, MBA. This case was prepared by Geraldine Willigan, MBA, former editor at Harvard Business Review, under supervision of Ram Charan, Ph. D. , former faculty member at Harvard Business School, winner of best teacher award at Northwestern University’s Kellogg School of Management, and a regular teacher in executive programs across the globe. The authors gratefully acknowledge the help of Juha Akras, Ian Gee, Antti Miettinen, Arja Souminen, Olli-Pekka Kallasvuo, Hallstein Moerk, Tero Ojanpera and Shiv Shivakumar. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www. shrm. org/education/hreducation 09-0353 Nokia: Values That Make a Company Global Introduction In the summer of 2006, the global competitive landscape in which Nokia was operating was changing at an astoundingly fast pace. Market growth was shifting to emerging countries, mobile devices were being commoditized, handset prices were declining, networks were combining (Nokia had just merged its own networks infrastructure business with that of Siemens, forming Nokia Siemens Networks, or NSN), Microsoft and Apple were making moves toward mobile devices, new technologies were being developed, and new strategic opportunities were arising as mobile phones were becoming the gateway to the Internet. To win in such a fast-paced and intensely competitive environment, the company had to move with speed and do a superb job of satisfying consumers. Decision-making would have to occur at the lowest possible level to reflect the peculiarities of the local markets while leveraging the power of Nokia’s diverse people, its brand, its financial resources, and its technology and design expertise. Collaboration between locals and headquarters and among multiple cultures and partners was paramount. Nokia conducted extensive interviews with people inside and outside the company, including partners and suppliers, to understand how Nokia was perceived and how it might have to change. That research informed a number of actions and renewed the focus on Nokia’s culture and, in particular, its values. From Paper Mill to Conglomerate to Global Brand Nokia, headquartered in Espoo, near Helsinki, Finland, is the world’s largest mobile handset manufacturer. It holds some 40 percent of the global device market as of the second quarter of 2008. It operates in 150 countries and had more than 117,000 employees, including NSN, as of late June 2008. It is the top-rated brand globally. Annual revenues for 2007 were $74. 6 billion (51. 1 billion euros). The company began in the late 1800s as a paper mill, then evolved into a diversified industrial company and was an early entrant in the mobile era in the 1980s. In the 1990s, CEO Jorma Ollila restructured the conglomerate to focus on mobile phones and telecommunications, and Nokia became the technology and market leader, starting first in Europe, then expanding to the United States and dozens of other 2009 Society for Human resource Management. Geraldine Willigan, MBa 1 developed and emerging economies, including China and India. In the early 2000s, Nokia was briefly challenged by Motorola and Samsung but was able to maintain and soon to increase the lead. In 2006, Olli-Pekka Kallasvuo (OPK, as he is known at Nokia) became CEO. Nokia’s strategy at that time was changed to c over both the mobile device market as well as services and software. In 2007, Nokia announced that it would become more like an Internet company. Transforming the Culture for the New Challenges As Nokia’s leaders pondered what would hold people together and enhance collaboration and speed across their large global company, they arrived at an answer—culture, of which values had long been a foundation. Values align people’s hearts and emotional energy and define how Nokia employees (â€Å"Nokians†) do business with each other and the rest of the world. Because Nokia’s existing values had been unchanged for more than a decade and research showed there was some ambivalence about them internally, the executive board, comprised of the CEO and about a dozen senior leaders, decided it was time to re-examine the values. OPK selected a team of people to create a process for doing so. The challenge to the team was to get all the people of Nokia intellectually engaged. In keeping with Nokia’s culture, the values would have to be the result of â€Å"the many† communicating with â€Å"the many. † Assigning this task was not trivial. It required that senior management be committed to live with the outcome. The values that emerged from the bottom up would have to be taken seriously and stick—or the organization would be seriously harmed. As the team got to work and explored the options, they determined that the best approach would be to combine high tech and high touch. The high-tech part of the values-creation process would be through the â€Å"Nokia Jam†Ã¢â‚¬â€using IBM’s Jamming technology that would allow all Nokians to engage in an online dialogue. The hightouch part would come through the use of the World Cafe methodology. The World Cafe methodology had sprung up in the mid 1990s to accommodate a large group of people from diverse disciplines and far-flung locations around the world who wanted to discuss issues of common interest. 2 That group was known as the Intellectual Capital Partners. You read "Nokia: Values That Make a Company Global" in category "Papers" To create an informal conversation among so many people, participants were divided into small groups seated around tables to discuss a given question. The groups would then repeatedly disperse and individuals would rotate to other tables, so ideas were disseminated, cross-pollinated and combined. As the conversations continued, facilitators compiled the ideas that emerged. The World Cafe methodology had been used in some small pockets within Nokia but had never been tried on a companywide scale. The concept was right, but it was impractical for all 50,000-plus Nokians to directly engage in a dialogue. So the idea emerged to have a subset of people from across Nokia get together to discuss Nokia values with a totally clean slate, as if they were recreating Nokia on the planet Mars. 2  © 2009 Society for Human resource Management. Geraldine Willigan, MBa A trip to Mars became the metaphor for assembling a cross-section of Nokians to participate in the World Cafe format and create the new values. Nokia’s Trip to Mars Nokia produced 5,000 elegant, visually exciting invitations that looked like boarding passes and airline tickets. These were sent in bundles through snail mail to people at various organizational levels and functional areas, including HR, in each of the business units. The instruction to the recipients was to find a way to randomly distribute their bundle to people in their offices and factories whom they would trust to have a discussion about Nokia’s values and culture. The recipients could also keep a ticket for themselves. Each ticket was in a â€Å"wallet† that described what Nokia was doing. It stated the current values and gave instructions for how to proceed, first by going to the Nokia Way web site to learn more and to register for a cafe in their local area. Participants also got two luggage tags, which they were supposed to discuss with their colleagues beforehand: a green one, which represented the values or ideas Nokia should be sure to take with it as the company moved forward, and a gray one, for things that could be left behind. Nokia held 16 cafes in 60 days around the world. More than 100 employees representing a cross-section of Nokia attended each one. The day of the cafe, small groups discussed a predetermined set of questions. One person served as host and stayed at the table while everyone else rotated to other tables, eventually returning to their original spots. People had taken the preparation very seriously and interviewed their teams ahead of time; some brought stacks of paper with various notes and ideas. As the discussions took place, ideas began to emerge and converge. Facilitators captured them graphically and in written scripts. The outputs from each cafe were then uploaded to the Nokia Way web site, and everyone at Nokia had access to it and was invited to comment. Several thousand more employees were able to participate in the dialogue through the means of the web site, giving their opinions and making suggestions and sometimes asking questions they hoped the next cafe would address. The sessions were also videotaped and edited into short video blogs that were so funny and engaging that they logged approximately 30,000 visits. The video blogs, too, elicited comments from fellow Nokians. The mix of people attending the cafes was just what Nokia’s executive team had hoped for: an assortment of people from offices and factories and from every functional area and organizational level. The cafe process allowed those diverse viewpoints to be heard. Engineers said Nokia needed greater tolerance for risk, for instance, while marketing people wanted more stability. In the process, it broke down biases and misconceptions and began to build social bonds. â€Å"Latin Americans were not the only people with emotions! one participant commented. Another said: â€Å"At first it felt like I couldn’t even find a common language with my Mexican  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 3 marketing colleagues in Nokia. It was exciting when we found a common language and vision, and everybody was on board. † As the cafes took place, four values began to emerge. These were to be presented to the top 30 leaders at the final global cafe to be held in Helsinki. But instead of writing them on a PowerPoint slide, the values were presented in a way that was experiential. Representatives from each of the Nokia Way cafes were chosen to attend, and on day one of the Helsinki cafe, they got together and brainstormed how to make the values come alive. They recreated some of the skits, songs and visual aids their local cafes had generated to express the thoughts and feelings that underlay the values. The representatives from the Finnish cafes built a bird’s nest and a sauna in the hotel meeting room to represent Nokia’s passion for innovation (the bird’s nest was for the hatching of ideas, the sauna to represent the fire of passion). The next day, the group made their presentation to the senior leaders, and after some discussion, the four values that had came out of the cafe process were affirmed. OPK, who, like many Finnish people, was ordinarily quite reserved, was visibly moved by the intensity and sincerity of the feelings expressed. He felt as though he could hear the voices of Nokians around the world, and he, too, wholeheartedly supported the values. He asked that a representative present them to a group of 150 top leaders that was meeting three or four weeks later as part of the annual Strategy Sharing process. The group selected Ganeas Dorairaju, a native Malaysian who had been working in Finland for the past decade, to represent them. He stood in front of the top leaders and explained the values and the process by which they were created. At the end of it, the audience gave him a standing ovation. One leader wondered if the values could be turned into a catchy tune. Soon after, an employee teamed up with her husband and did just that! Nokia’s New Values3 Nokia’s new values and the explanation of them are as follows: n achieving together. Achieving together is more than collaboration and partnership. As well as trust, it involves sharing, the right mind-set and working in formal and informal networks. engaging You. For us, ‘engaging you’ incorporates the customer satisfaction value and deals with engaging all our stakeholders, including employees, in what Nokia stands for in the world. Passion for Innovation. Passion for innovation is based on a desire we have to live our dreams, to find our courage and to make the leap into the future through innovation in technology, ways of working and through understanding the world around us. Very Human. Being very human encompasses what we offer customers, how we do business, how we work together, and the impact of our actions and behavior on n n n 4  © 2009 Society for Human resource Management. Geraldine Willigan, MBa people and the environment. It is about being very human in the world—making things simple, respecting and caring. In short, our desire is to be a very human company. The world cafe process generated values that are different and more open-ended than most companies’. As leaders at Nokia note, the values require discussion. People might not know right away what â€Å"very human† means, but once people start to discuss it within the context of Nokia, it becomes very clear. People do, in fact, have those discussions. They use them to say, â€Å"Hold on a minute, is this engaging you? Are we meeting that value in what we’re doing? † ‘Very Human’ is closely associated with technology; it reflects the fact that Nokia has to develop devices that are easy to use. And ‘Achieving Together’ is about customers and suppliers as well as fellow Nokia employees. ‘Achieving Together’ also helps remove the fear associated with being an industry pioneer. The values are aspirational but also model what was already working well at Nokia. In India, for instance, where Nokia has built a dominant market position of some 75 million subscribers in a very short time, the values were evident before they had been articulated, which likely influenced the input of the three cafes conducted in that country. One of the key factors that drove business success in India was the distribution system, which Nokia and its business partner, ATL, built from scratch when large consumer electronics retailers declined to carry mobile phones because of their low margins. Working together to find an alternative, Nokia and ATL hit on the idea to mimic the small (sometimes just 5 x 5 feet) kiosks that are found in villages across India from which vendors sell fruits and vegetables. They recruited individuals interested in running their own kiosks, trained them and ensured they would have products in the right quantities and at the right margins for those vendors to make a living. The Nokia team wanted to be sure that whatever arrangement they designed would benefit Nokia, ATL and the individual mobile phone vendors. That way, they would Achieve Together. The Nokia team in India—a mix of native Indians and technology and other experts from such far-flung Nokia locations as Finland, China and Indonesia—collaborated in listening to and observing people in various parts of India to understand their needs. Their approach was collaborative and Very Human. As a member of the leadership team in Nokia India explains, â€Å"One thing that Nokia prides itself on is that it is not arrogant. That comes across in every interaction. People never take for granted that they know everything. Because of conditions in parts of the country, Indians needed a mobile device that was dustproof and didn’t slip out of sweaty hands. They wanted a device that could be an alarm clock, radio and flashlight (or â€Å"torch†) as well as a phone. Nokia’s Passion for Innovation drove the team to find the technology solutions Indians needed. Nokia found that the process of creating values itself had merit. It allowed the many to connect with the many and demonstrated that heterarchy was more important than hierarchy. It captured Nokia employees’ understanding of the challenges they were facing personally and organizationally and their desire to create an organization  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5 that could meet them. It also reflected the spirit of bonding across cultures, functions and silos. As a member of the executive team says, â€Å"It is proof that a strong global corporate culture is possible. † The next order of business was to track the effectiveness of the values. To that end, the company has created a number of vehicles. Nokia includes values in its annual employee survey, â€Å"Listening to You,† and made them a key part of the change pulse survey it undertook during a recent reorganization. The suggestion arose to have pictures to demonstrate the new values, so the company staged an employee competition for photos that represent the values. Photos were posted online, and employees voted for their favorite. The top prize went to a quality manager in one of Nokia’s Chinese factories, who got to accompany Nokia’s brand people on a photo shoot in Paris. Given the quality of Nokia’s artistic skills, it was a choice prize. More than 22,000 employees took part in the competition, and Nokia has a rich bank of photographs to represent the new values. Nokians now are learning to create 90-second films that tell how values are making a difference in their work. These films can be uploaded to a video hub where fellow employees can view them. As of October 2008, more than 60 films had been uploaded to the internal VideoHub, and they have had over 50,000 viewings. 6  © 2009 Society for Human resource Management. Geraldine Willigan, MBa Teaching Notes Global companies require the alignment of their employees and partners not only on the strategy itself but also on the values needed to make that strategy successful. Values reflect and shape corporate culture. A shift in strategy often requires a shift in values. The Nokia case explores the connection between values, strategy, and the collaboration, innovation, speed and flexibility that are required for Nokia to succeed. Nokia is a very large company, with one of the highest brand recognitions in the world. It has the rare ability to design a new strategy and reshape its culture to deliver the strategy at the same time. The Nokia case describes Nokia’s social process for achieving alignment on values—a component of corporate culture—across geographies, silos and hierarchical levels. The learning objectives of the case are as follows: n note NOTE note Instructor’s Note Distribute only pages one through sixNOTE case study document to of this students. A PDF version of this document is also available online for your convenience. To learn the social process of engaging multicultural, multi-country employees in generating and agreeing on a set of values. To concretely demonstrate one way to build a workforce receptive to crossfunctional, cross-cultural teaming that can therefore make fast, high-quality decisions and increase the organization’s flexibility. To probe and deepen understanding of the relationships between strategy, culture, values and business outcomes. To encourage participants to brainstorm alternative ways to engage employees and accomplish similar results. To challenge participants to think critically about whether Nokia’s approach to creating values can apply to other business issues. n n n n The case is appropriate for graduate students in higher-level HR courses and for HR professionals at the highest levels.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 7 The classroom instructor might want to pose the following questions for discussion: 1. Why did company management choose values as a foundation for taking the culture to the next level? Nokia needs collaboration because it must routinely leverage its technology platforms, global brand and manufacturing footprint, experience base in multiple countries, and in-depth knowledge of consumers and the marketplace. While individuals must have some degree of freedom to act, they cannot know everything or understand in depth all of the implications of various trade-offs that must be made in the ordinary course of business. As people come together to exchange information and make trade-offs, they must also have a common glue to hold them together. Values can be a uniting factor; they can be the glue. In the process of creating values, discussions touch on other topics, such as strategy, management style, opportunities, competition, priorities, and the inadequacies of organizational structure and reward systems. Values can fill in the gaps or provide what formal mechanisms miss—for instance, they can support open communication outside of formal reporting relationships. 2. What is your view about the four values the cafe approach produced? Note that they are few in number—four instead of 12. They describe the kind of company many people would like to work for. They can be applied in the real world and are relevant to any job function or organizational level. They are in keeping with requirements for Nokia to succeed. They capture the sense of higher purpose and human dignity people long for in their personal and work lives and therefore encourage positive, authentic behavior. 3. How do Nokia’s values compare with those of your company? Graduate students can compare with a company they are familiar with or one the instructor presents. One option is to look at the values of a competitor—for instance, Apple, given that Apple is now going into the cell phone business. Consider whether people â€Å"connect† with the values, or whether the values are too abstract or too generic to be meaningful. How many are there? Are they actually practiced? Do they relate to company strategy? 4. How will Nokia’s values help execute the change in business strategy? The process and content of the values build trust, making people more receptive to information and ideas from elsewhere in the company. Information flows are likely to be nonhierarchical. Nokia should therefore be able to innovate and respond to change better and quicker. Take, for example, the value â€Å"achieving together. † This value is now fully socialized at all levels in the company. It gives a lower-level person the freedom to call a higher-level person for collaboration and expertise where needed. By reinforcing this behavior, the values help break hierarchies, silos and other barriers. 8  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5. concisely define the behaviors that were stimulated through the cafe approach at Nokia. What information channels got opened? Individuals took time to think about the company and how it does and should operate. They expressed their ideas, knowing their ideas could have wide visibility and make a difference. Before attending the cafes, people sought input from their peers. Participants listened to the views from many other employees. They sought commonality among the viewpoints. They experimented with creative ways to express their ideas. Employees became excited about the company and renewed their emotional commitment to it. Information flowed across boundaries. Because participation in the value creation process required no special knowledge, every participant was on equal footing, including newer employees, whose fresh ideas and energy got released. Thus, information flowed up even from some of the youngest Nokians, who represent the future of Nokia. 6. What’s your evaluation of the social process for engaging thousands of employees across the globe in defining the values? It was an efficient way to engage a broad, diverse set of people. The ready acceptance of the values (the output) indicates that the process was effective. It mirrored the patterns of communication and cooperation in a matrix organization. 7. What does Nokia’s cafe process say about its senior leaders? The senior leaders were secure about their role in the company and heir personal power. Once they committed to the process, they had to be prepared to accept the output. They also had confidence in Nokia employees. They were willing to â€Å"let go. † Senior management of any company should not feel insecure about the outcome of the bottom-up process. Because the process is open, it has built-in sincerity. People want to do the right thing. Also, broad participation is a check against a few radicals who want their way. 8. If Nokia were to use the cafe process again in 2010, what change in values would you anticipate? The outstanding goal of this process is to produce a set of values that are enduring. If the company were to do it again, the values themselves might not be very different, but they might be deepened or tweaked because people will have examples of how they have been used, or not used. The exception is if Nokia were to make a 180-degree change in strategy direction. Then some new values might be needed. If such new values did not emerge through this process, consider whether the strategy shift will succeed. Also consider how the outcome might be different if some regions are far more successful than others going forward, and how working relationships might be affected. Consider, too, the values of younger people who will be entering the workforce around that time.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 9 The instructor needs to press participants on how concrete the values are, how engaged the people are, what are the pros and cons of having values cascade upward, why this process generates energy, and how management can measure whether the values are indeed being practiced and having the intended results. The instructor can jumpstart discussion by dividing the class into eight small groups and having each group discuss one of Nokia’s four values, addressing the following: If the group participants were the leaders, how would they ensure that the value takes deep roots and builds a superb social fabric while at the same time improving business results? The instructor may choose to broaden the discussion to explore issues around new theories of organization and management, such as Enterprise 2. 0 and the use of Web 2. technologies that promise to overcome the bureaucracy associated with hierarchy and make the organization more agile and productive. 4 What some people refer to as Enterprise 2. 0 or depict as a flat organization includes the direct exchange of information among people at lower organizational levels and bottom-up decisionmaking. Nokia’s value-creation process is representative of this new way of engaging employees and doing business. The following questions c an prompt discussion: n Is there a negative side to mass participation, or connecting the many to the many? Lack of knowledge or commitment can cause people to generate bad ideas that nonetheless gain momentum. Senior management will appear to be heavy-handed if it derails or ignores them. The major risk is when management is not trusted by employees, is erratic or seen as incompetent. Under those conditions, this process will fail. If that failure gets the attention of the board, which in this day and age is likely, the board might well insist on a change in management. Good management should learn from anything that comes in that does not match their expectations. In what situations, or for what issues, does a cafe-type approach work or not work? Any time a new leader is starting to take charge of a unit or company, cafe-type approach is a fantastic tool to energize and align people and hear what’s on their minds. This could be used to generate ideas around any particular topic—for instance, to gather ideas for coping with the global financial crisis. Do you think employees want to weigh in on all issues? In this knowledge worker society, tapping everybody’s brain and energy can create momentum and be a competitive advantage. People want to participate. There may be some managers who don’t want to hear what people have to say. The blockage tends to be from management, not the employees. n n 10  © 2009 Society for Human resource Management. Geraldine Willigan, MBa n How do you know if the masses are generating a better or more authentic solution than a smaller number of experts? The adoption and application will reveal the validity of the solution. Let’s remind everybody that â€Å"experts† are also employees. All experts can learn from the front lines. Experts also can be narrow. An open process will surface those conflicts in point of view. In a fast-moving, highly volatile environment, it is hugely important to draw those conflicts to the surface and get them resolved. Even if the outcome is not better in some absolute sense, it will be better accepted. to what extent does engagement affect business performance? How can you measure it? An employee audit or pulse survey are common tools to measure engagement as well as perception of business performance beyond financial numbers. Have people shown more commitment? In this case, the value of achieving together might be evident in shorter decision cycle times. n  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 11 For Further reading Lawler, E. E. III, Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco: Jossey-Bass. Shirkey, C. (2008). Here comes everybody: The power of organizing without organizations. New York: Penguin. Charan, R. (2007). Know-how: The 8 skills that separate people who perform from those who don’t. New York: Crown Business. McGregor, D. (2005). The human side of enterprise. New York: McGraw-Hill. Hamel, G. (2007). The future of management. Cambridge, MA: Harvard Business School Press. Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more successful. New York: Hyperion. 12  © 2009 Society for Human resource Management. Geraldine Willigan, MBa endnotes 1 For more on the history of Nokia, see â€Å"The Story of Nokia† on the Nokia web site, www. nokia. com/a4303001. For more on the World Cafe methodology, see www. theworldcafe. com /reading. htm. Nokia’s earlier values are as follows: 2003 n Customer Satisfaction n Respect n Achievement n Renewal 1992 n Customer Satisfaction n Respect of Individual n Achievement n Continuous Learning 3 4 For more on theories of organization, see, for example, Andrew P. McAfee. (2006, Spring). Enterprise 2. 0: The dawn of emergent collaboration. MIT Sloan Management Review.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 13 SHrm members can download this case study and many others free of charge at www. shrm. org/education/hreducation/pages/c ases. aspx. If you are not a SHrm member and would like to become one, please visit www. shrm. org/join. 1800 Duke Street Alexandria, VA 22314-3499 How to cite Nokia: Values That Make a Company Global, Papers

The Question Of An Answer What free essay sample

The Question Of An Answer: What It Is To Be Human Essay, Research Paper The Question of an Answer: What It Is To Be Human The organic structure is socially constructed ; and in this paper we explore the assorted and ever-changing buildings of the organic structure, and therefore of the embodied ego # 8230 ; # 8230 ; The one word, organic structure, may therefore mean really different worlds and perceptual experiences of world # 8230 ; .. ( Synnot 1992, 43 ) It has been said that in order to understand life and society, we as people must foremost understand ourselves. Who are we as a people? Who are we as persons? Who are we as worlds? These inquiries all present themselves when discoursing a subject such as this. I believe that it is so of import to inquire inquiries such as these, and besides every bit of import to reply them. All of this presuming of class, that there is one specific reply. My job begins here, in that I do non believe that there is one defined reply to these inquiries. As you will see, many # 8220 ; great philosophic heads # 8221 ; have different positions and beliefs associating to these inquiries, and it is my occupation to screen through these different beliefs and discover # 8230 ; # 8230 ; What it is to be human It seems that for ages the human organic structure has been studied and inspected. However, actual # 8220 ; review # 8221 ; merely takes us so far. As worlds, we all know that there are parts of our # 8220 ; being # 8221 ; that are intangible. Take ideas, dreams, and things of the similar. We know they exist, yet they are unable to be inspected scientifically ( to any valuable grade at least ) . The differentiation between beliefs begins here. How one views this intangible side of life with regard to the touchable, is the factor that defines one # 8217 ; s beliefs. There are several ways in which 1 may see the organic structure. A dualist is one who views the organic structure and head, or touchable and intangible, as two separate intities bing together to organize one being. The rule of # 8220 ; Cogito, ergo amount, # 8221 ; or in English, # 8220 ; I think, therefore I am. # 8221 ; The # 8220 ; I # 8221 ; intending the head, and # 8220 ; I am # 8221 ; intending the organic structure. ( Synnott 1992, 92 ) The touchable side of the individual being edge of class, by the Torahs of biomechanics and gravitation, and the intangible being bound by nil but the Torahs of logical thinking. # 8220 ; # 8230 ; ..the organic structure, from its nature, is ever divisible and the head is wholly indivisible. # 8221 ; ( Descartes 1995, 70 ) Like anything, dualism comes with its pro # 8217 ; s and con # 8217 ; s. Many people choose to believe in the thought of dualism because of its truths. Obviously, we can all see that so, the organic structure is existent and touchable, and that the head on the other manus is the intangible, although it excessively is existent. Similarly, as grounds of dualism we have doubtless felt the physical every bit good as the non-physical. The physical being, exhaustion or heat. The non-physical possibly being the # 8220 ; ah-ha # 8221 ; experience, larning something or even woolgathering. Dualism nevertheless, does hold its portion of con # 8217 ; s. Take for illustration, the existent grounds of this belief. No 1 has of all time been able to explicate wholly how the head and the organic structure work together. How can a touchable world coexist with an intangible one? This one inquiry is the draw of most unfavorable judgment of the belief, evidently because no 1 has been able to reply it. Along the same line of thought, how does one explicate the physical location of the head, without giving it a physical nature? If I said that undoubtedly my head is located in my encephalon, I have made it portion of the encephalon, and therefore into a physical, touchable intity. The same goes for wherever one would wish the head, or # 8220 ; soul. # 8221 ; Dualism itself can be broken up into four types. Object dualism, value dualism, behavior dualism, and linguistic communication dualism. ( Kretchmar 1994, 37 ) Of the four, object and value are by far the two most outstanding. Its of import to understand that any dualist is an object dualist. The footing of object dualism is that of dualism itself, the thought that the head and the organic structure are separate intities. Value dualism nevertheless, is a bit different. A value dualist agrees that the head and the organic structure are separated, yet they value the head over the organic structure. A value dualist puts accent on the fact that the head is superior to the organic structure, and in consequence supervises it. # 8220 ; The organic structure is distanced from the believing individual because it is less capable. # 8221 ; ( Kretchmar 1994, 42 ) The attractive force of value dualism is immense. The fact is that people merely can non swear their senses ( their organic structure ) all of the clip. Kretchmar provides an first-class illustration of this: For illustration, playing centre field, we see the hitter take a mighty swing, hear a loud cleft of the ball against the chiropteran, and see the ball start on a flight that would take it over our caput. We begin to run back to do the gimmick, but we have been deceived. The ball really struck the terminal of the chiropteran, and it turns out to be a short blunder that falls in forepart of us. ( Kretchmar 1994, 42 ) It is facts like this that attract people toward the thought of a separate head that is superior to a separate organic structure. It seems that logic is so a better pick. Would logic hold allowed our organic structure to do the error? The truths in dualism have allowed it to do its manner into much of our civilization. In society today, it is really difficult to get away Manichaean thought. Take the Christian position of decease and hereafter for illustration. # 8220 ; Does non decease mean that the organic structure comes to be by itself, separated from the psyche, and that the psyche exists by herself, separated from the organic structure? What is decease but that? # 8221 ; ( Plato 1995, 68 ) Of all the type of dualism, value duali samarium is the most apparent signifier found all around us. For illustration, here at The University of the Pacific, the class of survey now known as # 8220 ; Sports Sciences, # 8221 ; was once known as # 8220 ; Physical Education. # 8221 ; Although the same class stuff is covered, the name was # 8220 ; upgraded # 8221 ; due to the fact that society seems to put much more importance on the academic side of the human than it does the physical. What would it be like if the physical were valued every bit much as the mental? Well gratefully there is a system of sing the organic structure that allows this common, equal importance to happen. Holism is a school of idea that views the mental and the physical on the same degree. Holism really incorporates four BASIC thoughts, two stemming from the organic structure, two stemming from the head, all associating together. ( Sverduk talk 1996 ) The thought of holistic theory is a licking to the thought of mechanistic thought which evolved between 500BC and 1300AD. ( Sverduk talk 1996 ) The thought of mechanistic thought is that everything on Earth can be explained by interrupting it down and analyzing its parts. It is apparent how frequently the organic structure itself is taken in a mechanistic position, and so many are treated as if their organic structure is a machine, making anything to do it better, bigger, faster, and more efficient. With the mechanistic position of the organic structure comes many methods of which to heighten it. # 8220 ; This compulsion with organic structure image has led to exponential additions in decorative surgery, weight-loss crazes, musculus edifice, and even upseting utilizations of new familial technology techniques. # 8221 ; ( Kimbrell 1992, 52 ) This position of the organic structure even brings on several Manichaean impressions. The thought that we are # 8220 ; shades caught in machines. # 8221 ; ( Kimbrell 1992, 59 ) Obviously this impression is a harmful one, # 8220 ; Much of the emphasis and unwellness caused by the modern workplace is due to the fact that adult male is non machine. # 8221 ; ( Kimbrell 1992, 59 ) Holism, as I mentioned earlier, is a licking to this mechanistic line of thought. The basic thought is that the organic structure is made from a small spot of a broad assortment of things. Feelingss, emotions, biomechanics, kinesiology, phyco-social facets of activity, etc.. These factors can be set up into a quadrant system, leting us to see them all individually. Bing viewed individually, these things go # 8220 ; holons, # 8221 ; each bing entirely, while at the same time bing as portion of another. ( Sverduke talk 1996 ) All of these, along with many more things, do up the homo. Take for illustration the action of weight-lifting. On one manus, the lifter feels the hatred, disgust, or assurance brought about by his action. This facet falling into the upper-left quarter-circle. The jock besides feels the Torahs of biomechanics. Thingss like gravitation and the Torahs of gesture. All of these falling into the upper-right quarter-circle. Phyco-social facets besides enter into the lower- left manus quarter-circle. These are things like values and inquiries as to why the lifter is raising ( i.e. : to affect others, or for his ain wellness ) . The last quarter-circle is reserved for the existent kinesiology of the lifter. He can experience his bosom rate addition, his take a breathing addition, etc. A holistic position incorporates all four quarter-circles into the # 8220 ; complete # 8221 ; individual. It is all of these # 8220 ; truths # 8221 ; that draw people to the thought of holistic theory. For a holist, physical instruction is merely every bit of import as mental instruction. It is merely every bit of import to travel intelligently as it is to believe intelligently. Holism is a spot like a piece of paper. You can non hold a piece of paper with lone one side. Each side is separate, yet each are indispensable to organizing one entire piece of paper. ( Beal talk 1996 ) Taking into consideration all of this information, I am now able to make my ain personal doctrine as to what it is to be human. It is a really hard undertaking so, to sit and believe entirely about what comprises my human presence. To make so, one must see values, moralss, and their beliefs. To be homo, in my head, is much more than simply the head and the organic structure. It seems strange to me that such a complex being could be explained by a school of idea such as dualism. Dualism seems a spot excessively obscure. I believe that I would take a more holist attack to this inquiry. Possibly this is due to the fact that I can associate to all the sub-groups in a holistic attack. I have felt all of these countries, and hence seem to believe a spot more in this thought. To me, the homo is a being comprised of a head that takes into consideration clip and infinite, every bit good as emotions and feelings, and a organic structure that exists kinetically and spiritually. The physical facet of life is merely every bit of import as the mental 1. A human is a being that experiences life with regard to all these countries, and works throughout there lives to make the best life they can. The human hunts for, and wholly defines his beliefs. I believe in the experiential thought of being proceeding kernel. # 8220 ; # 8230 ; .first of all, adult male exists, turns up, appears on the scene, and, merely afterwards defines himself. # 8221 ; ( Vanderzwagg 1969, 48 ) I do non believe that the homo is born # 8220 ; into # 8221 ; a life, but works to make one. Whatever the homo may be comprised of, it is no uncertainty that it is a hard inquiry to reply. Different people believe different things. I am in no manner to do the determination that tells specifically what the homo is, but possibly neither is anyone else. Possibly the of import thing is that we answer the inquiry separately, each coming to our ain beliefs and apprehensions.