Short Story - 754 Words

â€Å"Please, call me Kassius and she’s in the bathroom. It was hard to get her to come to this event, ever since Gerard’s death, I haven’t even seen her smile once. It’s heartbreaking.† Paisley frowned. â€Å"Poor Malessica. She must really be going through a lot right now.† â€Å"I can always try to talk to her.† Sabra said. â€Å"I think the best thing we can all do is give the little lady some time.† Sawyer said. â€Å"Sawyers right.† Dorian added. â€Å"She’ll eventually get better, support her the best you can.† Claire sighed. â€Å"It’s all we can do right now.† Agreeing to this, the all followed Kassius to the dining hall, knowing the dinner was going to start soon. Isaac still thought about Malessica, despite agreeing to give her space and time.†¦show more content†¦Epsilon nudged Isaac, whispering in his ear. â€Å"If you have something to say to her you should say it. I can tell how you feel about her.† Isaac was surprised to learn Epsilon knew how he felt towards Malessica. Though it caught him by surprise, he knew Epsilon was right. Isaac had been through a lot of things with her. He started to understand his feelings for Malessica, trying to think of how he would try and break everything down to her. Swallowing his spit, Isaac decided to speak. â€Å"Mal, you mind if I talk to you after all this? It’s kind of important. â€Å"I don’t mind at all.† Malessica replied. â€Å"Is it anything specific?† â€Å"Sort of, but I’ll mention it later. I think it’d be better to talk where there’s not too much noise.† â€Å"There’s going to be a speech soon.† Malessica said. â€Å"After it’s done, we can go find somewhere to talk.† Isaac smiled. â€Å"Alright we’ll wait for the speech.† Costelios City, 7:02 PM Waiters and waitresses came to each table, handing out plates of appetizers before the speech started. Looking down at the Salad, Isaac moved it to the side. Epsilon looked at him, waiting for the green light to take it from him. Isaac allowed him to do so, turning his attention to the large speakers, listening to the music. Everyone ate their salads, not paying any mind to anything else. Kassius could be seen in the distance, fiddling with a microphone in his hand. Isaac knew the speech would be starting in a short amount of time, waitingShow MoreRelatedshort story1018 Words   |  5 Pagesï » ¿Short Stories:  Ã‚  Characteristics †¢Short  - Can usually be read in one sitting. †¢Concise:  Ã‚  Information offered in the story is relevant to the tale being told.  Ã‚  This is unlike a novel, where the story can diverge from the main plot †¢Usually tries to leave behind a  single impression  or effect.  Ã‚  Usually, though not always built around one character, place, idea, or act. †¢Because they are concise, writers depend on the reader bringing  personal experiences  and  prior knowledge  to the story. Four MajorRead MoreThe Short Stories Ideas For Writing A Short Story Essay1097 Words   |  5 Pageswriting a short story. Many a time, writers run out of these short story ideas upon exhausting their sources of short story ideas. If you are one of these writers, who have run out of short story ideas, and the deadline you have for coming up with a short story is running out, the short story writing prompts below will surely help you. Additionally, if you are being tormented by the blank Microsoft Word document staring at you because you are not able to come up with the best short story idea, youRead MoreShort Story1804 Words   |  8 PagesShort story: Definition and History. A  short story  like any other term does not have only one definition, it has many definitions, but all of them are similar in a general idea. According to The World Book Encyclopedia (1994, Vol. 12, L-354), â€Å"the short story is a short work of fiction that usually centers around a single incident. Because of its shorter length, the characters and situations are fewer and less complicated than those of a novel.† In the Cambridge Advanced Learner’s DictionaryRead MoreShort Stories648 Words   |  3 Pageswhat the title to the short story is. The short story theme I am going conduct on is â€Å"The Secret Life of Walter Mitty’ by James Thurber (1973). In this short story the literary elements being used is plot and symbols and the theme being full of distractions and disruption. The narrator is giving a third person point of view in sharing the thoughts of the characters. Walter Mitty the daydreamer is very humorous in the different plots of his dr ifting off. In the start of the story the plot, symbols,Read MoreShort Stories1125 Words   |  5 PagesThe themes of short stories are often relevant to real life? To what extent do you agree with this view? In the short stories â€Å"Miss Brill† and â€Å"Frau Brechenmacher attends a wedding† written by Katherine Mansfield, the themes which are relevant to real life in Miss Brill are isolation and appearance versus reality. Likewise Frau Brechenmacher suffers through isolation throughout the story and also male dominance is one of the major themes that are highlighted in the story. These themes areRead MoreShort Story and People1473 Words   |  6 Pagesï » ¿Title: Story Of An Hour Author: Kate Chopin I. On The Elements / Literary Concepts The short story Story Of An Hour is all about the series of emotions that the protagonist, Mrs. Mallard showed to the readers. With the kind of plot of this short story, it actually refers to the moments that Mrs. Mallard knew that all this time, her husband was alive. For the symbol, I like the title of this short story because it actually symbolizes the time where Mrs. Mallard died with joy. And with thatRead MoreShort Story Essay1294 Words   |  6 PagesA short story concentrates on creating a single dynamic effect and is limited in character and situation. It is a language of maximum yet economical effect. Every word must do a job, sometimes several jobs. Short stories are filled with numerous language and sound devices. These language and sound devices create a stronger image of the scenario or the characters within the text, which contribute to the overall pre-designed effect.As it is shown in the metaphor lipstick bleeding gently in CinnamonRead MoreRacism in the Short Stor ies1837 Words   |  7 PagesOften we read stories that tell stories of mixing the grouping may not always be what is legal or what people consider moral at the time. The things that you can learn from someone who is not like you is amazing if people took the time to consider this before judging someone the world as we know it would be a completely different place. The notion to overlook someone because they are not the same race, gender, creed, religion seems to be the way of the world for a long time. Racism is so prevalentRead MoreThe Idol Short Story1728 Words   |  7 PagesThe short stories â€Å"The Idol† by Adolfo Bioy Casares and â€Å"Axolotl† by Julio Cortà ¡zar address the notion of obsession, and the resulting harm that can come from it. Like all addictions, obsession makes one feel overwhelmed, as a single thought comes to continuously intruding our mind, causing the individual to not be able to ignore these thoughts. In â€Å"Axolotl†, the narr ator is drawn upon the axolotls at the Jardin des Plantes aquarium and his fascination towards the axolotls becomes an obsession. InRead MoreGothic Short Story1447 Words   |  6 Pages The End. In the short story, â€Å"Emma Barrett,† the reader follows a search party group searching for a missing girl named Emma deep in a forest in Oregon. The story follows through first person narration by a group member named Holden. This story would be considered a gothic short story because of its use of setting, theme, symbolism, and literary devices used to portray the horror of a missing six-year-old girl. Plot is the literal chronological development of the story, the sequence of events

First Nations Midwifery - 1216 Words

TITLE: FIRST NATIONS MIDWIFERY NAME: SALAM IFEJESU STUDENT NUMBER: 200356851 COURSE NAME: INHS 100 INSTRUCTOR: JULLIET. O. BUSHI INTRODUCTION Midwifery has been practiced in several communities of the world since time immemorial. A midwife is a trained person, mostly a woman, who assists in the pregnancy, delivery and post-partum care of an infant. In most countries of the world, the act of midwifery has been neglected for more modern and westernized medical practices deemed safer. In the First nations community, midwives have always been an integral part of the health system assisting expecting women during delivery. In the mid nineteenth and twentieth century, midwifery was outlawed in many communities and reserves ‘for the sake of the health of the country’ (Parkland Memorial Hospital School of Nurse Midwifery). With the outlaw of midwifery in First nation reserves, expectant mothers were transported to hospitals and clinics in urban centers for delivery. With this came several new challenges for expectant first nations women and mothers including, ‘increased maternal newborn complications, increased postpartum depression and decreased breast-feeding rates’ (O’Neil et al., 1990, Smith, 2002 and Klein et al., 2002a. The relegation of first nations midwifery has done more harm than good because it makes the birth process more medical, has led to the inflict of new post natal diseases and has led to the neglect of the traditional and spiritual roles in childShow MoreRelatedThe Indigenous Peoples Of Canada1347 Words   |  6 Pagesthe worst environmental, educational, social and economic state in the Nation decades after initial contact (Canadian Population Health Initiative, 2004). As a direct result traditions pertaining to all aspects of Indigenous life were affected, specifically traditional means of health. In an attempt to figuratively breathe new life into a wounded community, efforts have been made to bring back the ways of Aboriginal midwifery in Nunavut, Quà ©bec and Ontario. Facilities in said provinces have beenRead MoreThe For A Midwife With The Univers ity Of Colorado Hospital ( Uch )1684 Words   |  7 Pageswhy would the mother want to choose a midwife? Midwifery is a natural approach to labor and delivery that offers a less intrusive kind of birthing environment, more birthing options, and midwives are able to accommodate the specific needs and wants of the mother. When a person has the correct information from a credible source regarding what a midwife really entails, the answer will be easy to decide. To get the correct information needed about midwifery, it is important to have various credible sourcesRead MoreNursing Is Defined As Moral And Medical1490 Words   |  6 PagesAustralia and United States of America (USA). Furthermore, this will explore the development, function and significance of the Australian National Competency Standards for the Registered Nurse according to the guidelines of Australian Nursing and Midwifery Council (ANMC). Finally, this will discuss about the Code of Ethics for Nurses and the Code of Pro fessional Conduct for Nurses in Australia. Traditionally, nursing education in Australia began with apprentices from public hospital whereby they wereRead MoreHealth and Society: Smoking in pregnancy Essay963 Words   |  4 Pageshealth and society, and the effects of smoking in pregnancy will also be discussed. ‘Health is a state of physical, mental and social well-being and not merely the absence of disease or infirmity’ (World Health Organisation, 2011) This definition was first cited by the International health conference in July 1946, and the definition has remained the same. Health is a way of life which is reflected upon every individual, factors such as the condition of your body, has an impact on your health overallRead MoreGovernment Funding For Midwifery Across Canada2050 Words   |  9 PagesGovernment Funding For Midwifery Across Canada Will Implement Positive Changes To Indigenous Women In Canada And Our Healthcare. Erin Gibbs: 200270053 INHS 100 Professor: Melissa Bendig University of Regina Due Date: October, 30th, 2014 Government Funding For Midwifery Across Canada Will Implement Positive Changes To Indigenous Women In Canada And Our Healthcare. Traditional midwifery has been practiced in indigenous culture for many generations. Midwifery is one of many traditionsRead MoreAssess and Workplace as a Learning Environment Essay1330 Words   |  6 Pagesindividual. Nursing is a competence based profession and registered nurse or mentors are accountable for assessing students skills and knowledge in clinical setting (NMC 2008).According to QUINN (2002) describes clinical environment as a holistic nation involving the learner. I am currently working as a community nurse with the district nurse team. Our patient are mostly elderly patients, and most of the elderly patient have a range of physiological, psychosocial functional needs , multiple co-morbiditiesRead MoreHealth Promotion in Realtion to a Midwife Essay2945 Words   |  12 Pagesof nutrition for infants and so is an important topic in the context of health promotion (Dearling, 1999). Health promotion is not an extended role of the midwife but a core competency. In its Cod e of Professional Conduct (2008), the Nursing and Midwifery Council (NMC) outlines the role of the midwife to include supporting people in caring for themselves to improve and maintain their health. Midwives must work with others to protect and promote the health and well-being of those in their care (NMCRead MoreWhy I Want For A Midwife1984 Words   |  8 PagesWhy do I want to be a midwife? Introduction This essay examines the reasons why I want to pursue a career in midwifery. I want to be a midwife because I believe that I would enjoy helping people, specifically women, as they progress from pregnancy to child birth and then finally the post-natal stage. The qualities that I bring to the midwifery profession include being able to work well under pressure and the ability to work with different types of people; for example, working in a Rest Home (AlexanderRead MoreMidwifes and New Trends in Child Deliveries Essay1578 Words   |  7 Pagestrend, and more women are opting to have children at home. One of the keys to a successful home birth experience is the hiring of a midwife. A midwife is a trained medical professional with expertise in supporting women during their pregnancies. Midwifery is becoming more common because women want a more comfortable experience in giving birth, they want specialists that take mothers’ wants and desires into consideration, they want more co ntrol in the child-birth process, and they want to lower healthRead MoreRole of Community Midwives in Hospitals2411 Words   |  10 Pagesor younger demographic. The birth of a new life requires aid during the process, along with receiving assistance before and post pregnancy. Individuals offering such service are known as a midwife. The World Health Organization or WHO recognizes midwifery as a role that encompasses care of women during pregnancy, labour, and the postpartum period, as well as care of the newborn. Community midwives vary from those that work in hospitals. The former are involved from the beginning by scheduling

India Post Strategy Free Essays

string(70) " have adopted a low cost strategy it is the most important objective\." Term Project ? Table of Contents Operations Constraints Matrix3 Flexibility3 Cost5 Quality7 Structural Decisions7 Capacity7 Facilities8 Process Technology9 Sourcing and Vertical Integration10 Infrastructural Decisions12 Operations Constraints Matrix Flexibility is about the operation being able to change what it does quickly. How quickly can the organization change the mix of products and services it is offering to the customer? Changing consumer tastes affects demand levels and the product range desired. For an organization to stay competitive, it needs to be able to respond to these changes with flexibility. We will write a custom essay sample on India Post Strategy or any similar topic only for you Order Now †¢Can the organization react to demand changes and increase or decrease the volume of output in response? †¢Is a wide range of products or services on offer? Can the organization bring new product/service designs to market quickly so it is in a position to meet changing customer needs? Providing flexibility in delivery options, both the manner and the timing give an opportunity for differentiation. In case of Indian Postal Service, they are high on flexibility parameter. The range of products / services for Indian Post suits to people from all economic level, almost all customers can avail all the services of India Post in all location. India Post postal services are under two heads, Mail services and Premium Services. Mail Services LetterThe communication is enclosed in an envelope and addressed Inland letter cardCommunication is contained on a sheet of paper with prescribed size folding, for transmission within India only. Post cardOpen communication on a card of prescribed size. Available in two varieties: Single reply post card. Post cards are for transmission within India only. Printed Post cardPost cards containing communication recorded by printing, cyclostyling or by any other mechanical process are classified as ‘Printed Post Cards’. Printed matter includes printed pictures also. Blind literature packetPapers of any kind, periodicals and books impressed in â€Å"Braille† or other special type for the use of blind are allowed to be transmitted by post as Blind literature packets. ParcelAnything can be sent in a parcel excepting articles whose transmission is prohibited. RegistrationThe postal article that is registered is given identification and is recorded at every stage of handling. Letters, letter cards, Book and Pattern Packets, Parcels, News papers prepaid with postage may be registered for transmission at any post office. The registered postal article is delivered specifically to the addressee. VPL/VPPThe Value Payable Letter or Value Payable Parcel is paid for at the time of receipt. Premium Services Speed PostSpeed Post is market leader in domestic express industry, for providing time-bound and express delivery of letters ’ documents and parcels across the nation and around the world Express ParcelExpress Parcel Post is an ideal service for sending the parcels up to 35 kg within India. It is fast and reliable, provides door-to-door convenience and pick-up from customer’s premises service. Business PBusiness Post is a one-stop shop service to manage entire mail-out process. It provides cost-effective and professional mailing services, including printing, collating, inserting, sealing, and addressing to meet specific business needs. Media PostMedia Post is an innovative and effective vehicle for Brand and Marketing Managers to communicate their corporate message across the nation. Greeting PostGreeting Post is an innovative product of India Post comprises of a card with envelop with pre-printed postage stamp upon the envelope. It used to express yourself perfectly on every occasion, festival or event. Logistics PostLogistics Post caters to any demand for moving goods, parcels and consignments in terms of delivery deadline and quality of service. It offers the possibility of monitoring the delivery progress at all times. Comparison with the other players in Postal / Courier service India PostDTDC CourierBluedart Courier No fixed delivery time guaranteeService include next business day delivery guaranteeService include next business day delivery guarantee Media post offer advertisement opportunity to marketing managerDedicated for courier and parcel delivery, no specific service like advertising Dedicated for courier and parcel delivery, no specific service like advertising Wide reach within India, specifically high penetration in rural IndiaWide reach but rural penetration is not as deep as India PostWide reach but rural penetration is not as deep as India Post Offers registered post service, where consignment is handed over to only specific addressee General service, and couriers can be received by any individual within corporation / homeGeneral service, and couriers can be received by any individual within corporation / home Consignment tracking is limited to premium products deliveryConsignment tracking facility is available for all kinds of deliveriesConsignment tracking facility is available fo r all kinds of deliveries Prices band is high and weight range starts from as minimum as 25gms for deliveryPrice band is narrow and weight range starts usually from 500gmsPrice band is narrow and weight range starts usually from 500gms Single delivery timing, no customized service as customer requires, although service for guaranteed timely delivery availableConsignment delivery can be defined by customers with a minimum duration of Next business day 1030AM within same time zone Consignment delivery can be defined by customers with a minimum duration of Next business day 1030AM within same time zone No special facility for weekends like Saturday or SundaySpecial pick up facility for Saturday and delivery on SundayNo specific delivery facility for weekends Proof of delivery is claimable on paid basisProof of delivery is visible online for freeProof of delivery is visible online for free Greeting card delivery, special printed card delivery service No special greeting card delivery se rvice at presentNo special greeting card delivery service at present Freight on delivery service available business Freight on delivery service available business Freight on delivery service available business International deliveries service available with maximum eight of 100kgInternational deliveries service available with maximum weight of 10000kgInternational deliveries service available with maximum weight of 100kg No packing, box packaging service, pick up service available on paid basisProvide packing, loading, box packaging service, free pick up serviceProvide packing box, box packaging services, free pick up service Cost is the last objective to be discussed but clearly not the least. For organizations that have adopted a low cost strategy it is the most important objective. You read "India Post Strategy" in category "Essay examples" The lower the cost of producing the goods the lower price that can be offered to customers, which in turn will boost sales and profits. Even organizations that seek to gain their competitive advantage through differentiation are keen to lower their cost basis because that will lead to improvements in profit levels. To be able to deliver a cost advantage an organization has to analyze where operation costs are incurred. When considering a service industry, like hospitals, the biggest cost element will be staff costs, then facility and technology costs followed by bought-in materials and services. Many costs in a hospital operation are fixed and will not vary according to the number of patients treated. That is to say those facilities like beds, operating theatres or laboratories are as expensive as are the highly specialized staff. These are all needed to be available if not all of the time, then most of it. That obviously has cost implications. Generally, the level of costs depends on the volume and variety of output and how variable is demand. Variety of outputs leads to greater levels of complexity and therefore increased costs. Cost is dependent on the other performance objectives. Improvements in each of the other four will lead to cost reductions. The relative priority of the performance objectives is determined by the demands of customers and the actions of competitors. Making these decisions on priorities links back to the statement in the strategy of what business the organization is in and who are its customers. Selling to customers who insist on error-free products requires the organization to concentrate on its quality performance. Consumer segments that are looking for low-priced products or services will lead the organization to emphasize its cost performance. In case of India Post, reaching to the mass is part of their mission. They operate at locations where, revenues do not even cover 15% of expenses. They have more than 89% of their offices in rural areas, where the cost of operation is usually higher than revenues. Even the post office in urban areas, the target given is to earn a profit of 5% beyond their operating cost. India Post caters primarily in rural areas and therefore its emphasis on offering very low / economical prices to customer irrespective of their operating cost. Private postal service agencies have their motive of earning profit from business, therefore they highly emphasize on providing value service to their customers. They focus on limited services designed to fulfill general need of customers. Their service portfolio is transforming from delight services to order winning services. They emphasize on excelling in providing order winner services and compete in limited range of services. Pricing offered by India Post: India post premier service of simple post card is in no comparison with any other service agency. It is most cost effective way of mail hitherto in India. Apart from post cards, letters, India Post offers standard fixed rates for all customers depending on distance (irrespective of place of origin or destination). Speed Post: WeightLocal (within municipal limits)Upto 200 Kms201 to 1000 Kms1001 to 2000 KmsAbove 2000 Kms Up to 50 gramsINR 15INR 35INR 35INR 35INR 35 1 grams to 200 gramsINR 25INR 35INR 40INR 60INR 70 201 grams to 500 gramsINR 30INR 50INR 60INR 80INR 90 Additional 0. 5 kg or part thereofINR 10INR 15INR 30INR 40INR 50 Express Parcel Post: WeightLocal (within municipaI limits)Upto 500 Kms. 501 to 1000 Kms. 1001 to 2000 Kms. Above 2000 Kms. Up to 2kg3550 607090 Additional 1kg or part thereof58122535 India Post does not offer the air-mail service for domestic deliveries, whereas private players like Bluedart, DTDC, and Firstflight etc have the air mail service that offers next day delivery guarantee. Therefore, the prices of services offered by different agencies can be compared on the surface mode. Cost of parcel up to 500gms 500gmsIndia PostBluedartDTDC ithin city30200 Ambala50200 Amritsar60200 Mumbai80200 Calicut90210 Cost of parcel up to 10kg 10kgIndia PostBluedartDTDC within city75250 Ludhiana114250 Ahmadabad156290 Mumbai270290 Calicut370290 India post is more cost effective and economical than other private players. It is high on providing cost effective services to its customer than its competitors. Due to its pan India reach, and easy access in rural areas, other private players cannot compete in cost factor. Quality, whether you are running a hospital or a retail superstore, is about doing things right so that error-free goo ds and services are delivered that are fit for their purpose. Quality encompasses both the quality of the design of the product in terms of aesthetics, reliability and performance and the quality of the process that delivers the product or service. Quality of delivery process has direct impact on costs and dependability. Quality is a major source of customer satisfaction or dissatisfaction. Poor quality products or poor quality of service are likely to put the customer off returning, leading to future lost sales. For service sector like postal / courier service, the primary quality factors can be following: †¢Ease of accessibility – availability, easy reach †¢Customer focus – language, service, waiting time Reliability of service design – useful for customer, trust on the service †¢Conformance to specifications – delivery on time as committed, rates as specified, influence to change or modify requisite service †¢High delivery performance – delivery at the right place, right time, right pers on Speed Speed is all about how long customers wait before receiving their service. Addressing the speed objective requires the organization to pay attention to the cycle time involved in their new product development. An organization also has to pay attention to its scheduling and capacity planning as well as inventory management to be able to deliver on the speed objective. Reducing inventory will also impact on obtaining a cost advantage. Speed is an important factor considering that a lot of parcels are required to reach on time and are often related to business. As such, almost all the courier services have a special service catering to this constraint. In case of India Post, .No. Services/TransactionSuccess IndicatorsService StandardsUnit AService Standards of various services for Departmental Post Offices 1MailsTime from posting / booking to delivery†¢ Excludes day of posting, holidays and Sundays. †¢ Maximum time. †¢ Articles posted before cut off time. Unit in Days /Minutes etc. 1. 2Delivery of First class mail i. e. , letters, postcards, Inland letter cards, etc. Local* and between Metro Cities** * Local – within Municipal City limits ** Metro- Delhi, Mumbai, Kolkata, Chennai, Hyderabad and Bengaluru. 2Days Rest of India4-6 1. 3Delivery of : †¢ Registered / Insured articles Express Parcel Post †¢ Second Class Mails i. e. Parcels, Book Packets, Registered Newspapers, etc. Local* and between Metro Cities** * Local – within Municipal City limits ** Metro- Delhi, Mumbai, Kolkata, Chennai, Hyderabad and Bengaluru. 3Days Rest of India5-7 1. 4Delivery of Speed Post articlesLocal* and between Metro Cities** * Local – within Municipal City limits ** Metro- Delhi, Mumbai, Kolkata, Chennai, Hyderabad and Bengaluru. 2Days Rest of India4-6 1. 5International EMS articles†¢ All International Mail articles are subject to customs examination. †¢ Period for customs examination/detention is not included in the service standards. 4-10Days DTDC on the other hand provides a lot of services catering to this need which is case specific: DTDC Domestic2-7 daysNormal deliveries (city specific) Value added service (Speed)Days to deliverSpecifications DTDC PlusAssured Next business day delivery†¢To metros and major cities in India Prime Time Plus (PTP) PTP 10. 30 and PTP 12. 00 within the next possible business day†¢Time-critical Business to Business (B2B) and Business to Customer (B2C) Segments. †¢From select origins to select pin codes at Metro locations. DTDC Blueassured second business day delivery†¢To places far and wide across the country In addition to it, DTDC provides money bank guarantee in case a delivery is not made on time on its Value added services. Blue dart Dart Surfaceline2-7 daysDistance specific Premium Services Dart Apex1-2 daysFor commercial shipments Domestic PriorityNext dayFor time-critical parcels DP 10. 30 and DP 12. 00Time specific, within a day Blue dart, like DTDC provides money back guarantee in case a delivery is not made on time on its premium services. As such, Speed of India post is comparable to most of its competitors as far as value based services are concerned. Though, at few places delivery is guaranteed the very next day and before a specific time, which is not provided by India post. Some services like Air to Air which ask customers to collect the post from the Airport for a faster delivery is provided by some of its competitors. Also, unlike DTDC and Blue Dart do not provide money back guarantee on a delay though they provide money back guarantee if a parcel is lost or damaged. This feature allows other players to create a better perception among consumers with respect to speed. Dependability Dependability is, of course, about consistency. An organization’s processes have to be geared up to consistently meeting a promised delivery time for a product or service. Customers are unlikely to be satisfied by an increase in delivery speed if it is not matched by consistent performance. This will require that an organization has systems in place to identify problems early and be flexible enough in its planning to be able to move to a plan B as necessary. The dependability of India post is an issue. Though its registered post is known for dependability in terms of security and handling, but the consistency in speed is still a concern in terms of dependability. The targeted dependability of 95% deliveries on time is far from the reality. Though a lot of premium services are delivered on time, but the general posts are often delayed or sometimes are even lost. When talked to an employee working in India Post, Dependability came out as one of the major reasons why people prefer high priced courier services provided by competitors over India Post. Structural Decisions An effective operations organization is one that meets the need of strategic business units competitive strategy. Therefore, once the type of differentiation has been specified , management must ensure that its operations organization is configured and managed in such a way that there is no one best way for dealing with any business problem – whether one is making, delivering, or selling a service, designing a management information / quality system, or measuring performance. In every situation, one must make choices that reflect one’s context, goals, resources and personnel. Translating the business strategy into appropriate tangibles and intangibles involves different structural and infrastructural decisions and tradeoffs. The structural and infrastructural decisions in service industry are derived from manufacturing operations. Structural decisions address all the issues that are relevant to Capacity, Facilities, Process Technology and Sourcing (vertical integration). Capacity Capacity management is defined as â€Å"ensuring a service has the capability to meet the demand experiences, like wise capacity management is a response to demand†. Service delivery process depends on three basic factors to achieve the expected output: 1. Service load that illustrates the variety of service being offered, the variation of demand and the management of demand 2. Capacity task that illustrates forecasting methods, scheduling, bottleneck management, prioritizing and altering capacity that are used to manage capacity task successfully 3. Capacity leakage, in other words the degree that there are quality failures, scheduling losses, labor lateness, labor underperformance and changeovers Facilities Facility network is the configuration of an operating network in allocating various service centers and contact points. In Mail Service industry, facility is the reach of agency to the customers at different location and various services that can be offered in that service center keeping in mind the objectives and goals of company. India Post has one of the objectives as â€Å"To provide basic postal facilities, i. e. , collection and delivery of mails, within easy reach (1. 5 kms) of all people and businesses. This is to be achieved through opening of more post offices, relocation of existing post offices, giving out franchisees to individuals, shops, institutions, self-help groups, etc. In order to achieve this objective, they constantly thrive to open new service centers at desirable places and shutoff from redundant locations. Apart from post offices, there are approximately 5. 7 lacs letterboxes, processed by network of Mail Offices and conveyed by rail, road, and airlines all over the country to reach the customers. Postal operations at the post office counter encompass the entire gamut of basic postal service that include sale of stamps, booking of registered articles, insured articles, value payable articles, booking of parcels and other banking transaction. Below data shows the penetration of India Post in rural and urban segment. Year2011201020092008 Urban13904089. 78%13918289. 81%13914489. 76%12548980. 94% Rural1582610. 22%1579710. 19%1587110. 24%2954619. 06% Total154866100. 00%154979100. 00%155015100. 00%155035100. 00% State wise presence of post offices in India: Andaman102Dadar and Nagar Haveli39JK1656 Andhra Pradesh16152Daman Diu20Jharkhand3092 Arunachal Pradesh295Delhi531Karnataka9761 Assam4023Goa263Kerala5054 Bihar9015Gujarat8934Lakhasdweep10 Chandigarh51Haryana2662MP8031 Chattisgarh3119Himachal Pradesh2778Maharashtra12490 Manipur697Rajasthan10338 Meghalaya475Sikkim209 Mizoram409Tamilnadu11897 Nagaland328Tripura710 Orissa8192U. P. 17584 Pondicherry91Uttarakhand2719 Punjab3842W. B. 8700 Each facility center in the network is independent in itself, thereby satisfying the condition of Horizontal Networks, but each central / metro / common facility center is dependent on the traffic / mail at other service centers also, thereby working as Mixed Network Structures. India post has about 387 mail offices to process the mails through its network and conveyed by rail, road, and airlines all over the country. Facility decision in mail service sector includes the office layout, customer support, guidance, and customer interface with employees, basic facilities for employees and services available. India Post is oldest mail service in India and some of the offices of India Post are very old. The ambience, infrastructure, facilities is not comparable to private agency offices, which are equipped with modern infrastructure and facilities. â€Å"Project Arrow† is a step toward modernization of post offices. It focuses on creating conducive and friendly work environment for staff and customers, information technology enabled services and improving the quality of core business services, primarily focusing in rural areas. It has been implemented in more than 15000 post offices and more post offices are in process of implementation. In comparison to private service providers, India Post has maximum reach, are available at the last mile. Private agencies are working for profit maximization therefore they operate in limited space, and their presence is imited to metro cities and some critical business locations. Due to limited offices and service centers, they have made their offices IT enabled and customer friendly. Process Technology The meaning of the process technology lies behind the meaning of focus. Well-managed service organizations are characterized by a high degree of focus. Better focusing such as the utilization of classification schemes, refers to †¢to delivery systems that allow customers to have high contact with the system †¢easy segregation / sorting of mails †¢ease of tracking †¢improving the quality of delivery †¢connection of various location with centralized database †¢management information system and database maintenance Automation and information technology leads to cost savings, consistent and reliable services, it helps to increases the availability of a service operations and the speed of service delivery process that helps in marketing and customer benefits. In mail service, the level of automation depends on amount of load, types of services, quantity of parcels, cost, and risk appetite of the company. For India Post, the scope of Automation and upgradation in process technology can be defined in many areas: †¢Computerized booking of mails and parcels †¢Segregation / sorting of mail according to destination through bar code scanner †¢RFID technology to track the consignment location in real time †¢Hand held devices to confirm the delivery status on real time basis †¢Centralized data management Automatic loading of mails in the Transporting Mode †¢Automatic packing of goods and mail to utilize as full load (except in case of lower quantity) †¢Connectivity of al l facility centers to check the system information in real time †¢Advance booking and pick up parcel †¢Centralized database to better control the address database of customers India Post is lagging in automation of its process. It has implemented barcode technology in most of its services, but it is not fully supported by its aging staff. Most of the post offices in the rural areas are manually functioning. Many post offices, Mail offices, Administrative offices are not yet computerized. Automatic letter sorting machine is under installation in four metropolitan cities of India, which can increase the sorting speed to approx. 35000 per hour. In addition, Mixed Mail sorting machine are also under process of implementation to sort large size letters, parcels/packets to the speed of about 16000 per hour. These machines will help to automate the process with better speed, quality and efficiency. As compared to private mail service providers, most of the offices are fully computerized, with full system integration with centralized server. Their offices are connected with real time information system and the core business functions are controlled through IT. Sourcing and Vertical Integration Sourcing is an important structural aspect of an operations organizations encompasses decision regarding how much of the total work required to create and deliver its services will be done internally and how much can be outsourced from outside organizations. In service industry, outsourcing can reduce the cost of operation. Strategic control in the operation decides the level of outsourcing in mail service. India Post is operating under huge geographical exposure. As a part of its public service, it has to reach to the last consumer in the map. Establishing self-employed service centers at all operating location is costly proposition, therefore to maintain the presence and cost effectiveness it has to outsource some of its activities in the extreme areas of operation. Apart from its front office activities, India Post has scope for outsourcing at almost every stage of operation. Post office maintenance at certain location as per India Post terms and Condition †¢Transportation of dak / mail by road, rail and air through third party agency rather than self procuring the trucks and loaders †¢Deploying a local team for post office maintenance at distant location, but centralized control through district head or regional head post office †¢Dealership and franchise network apart from regular staff †¢Liaison with government organizations and PSU’s to deliver all the mails of govt. institutions through India Post Front office counter franchise India post has a franchise scheme that offers various products and services in urban and upcoming urban areas. Basic features of the Urban franchise model: †¢It provides only counter services, delivery and transmission lies with India post. †¢Provision of services under franchise across the counter for a minimum defined time schedule with flexibility to work round the clock Products and services offered †¢Sale of Stamps and stationery †¢Booking registered articles, speed post articles, money orders, e-post etc. †¢Functioning as an agent for PLI and provide related after sales service, including collection of premia (subject to fulfillment of criteria for PLI agents). †¢Marketing products for which the Department has a corporate agency or tie-up and provide related follow up services (subject to agreement with the other organizations involved). Providing retail and bill/tax/fine collection/payment services of the Department (Subject to agreement with the other organizations involved) †¢Facilitating the provision of e-governance and citizen-centric services (s ubject to agreement with the other organizations involved) †¢Any other service introduced by the Department in future through its outlets which is considered amenable to the franchisee model. (subject to agreement with the other organizations involved) Transportation Service The transportation of mail is through various modes 1. By hand 2. Surface line, road transport 3. Surface line, rail transport 4. Air line, Plane transport India Post has manages mail transportation with their own facilities as well as third party service providers. India post has huge employee base to deliver the post by hand to the recipients, but for the transportation on surface and air, it has its own vehicles and also arrangements with third party logistics vendors. Air transport – international deliveries, India Post has tie-up with premier DHL logistics Mail Motor Services (MMS) – For transmission of mail between mail offices and post offices between cities, India Post has its own fleet of 1282 vehicles, full-fledged maintenance workshop facilities Rail transport – for long distance transmission of mails, India Post has tie-up with Indian Railways Scope for Sourcing 1. Road transportation – India post can outsource the transmission of mails between cities and reduce the load of maintenance and fixed fleet expenses, third party service dedicated to India Post can help in focusing on timely delivery and maintenance of quality service. It offload the risk of transportation, maintenance expenses, buying-selling of vehicles etc 2. Franchise for rural areas – India Post franchise scheme is primarily for Urban Areas where the post office is justified but cannot be opened. For India Post, the focus of expanding the reach should be associated with cost factor. As in urban areas, the cost of opening a post office would be high. Similarly, operating cost in the far distant rural areas will also be high. In order to minimize the cost of operation, India Post can outsource some of its urban offices, and similarly rural office, where the cost of operation for local would be lesser than setting up self-employed service centers. 3. Long-term contracts with Customers – India Post can leverage on its wide presence, and govt. institution tag for getting long-term contracts with other govt. institutions and PSUs for delivery of all mails through India Post. This will ensure dedicated source of Income for India Post, and beyond that, it will be a great financial assistance to serve the rural areas. Infrastructural Decisions A company’s operations infrastructure is composed of its policies and systems governing a number of activities, from capital budgeting and equipment selection to organizational structure. Each of these systems often has repercussions and implications for other infrastructural and structural elements. Resource allocation and capital budgeting systems Human Resource systems India Post has workforce, which is old aged, there has been no fresh recruitment in India Post from many years for junior and senior level management positions. In the present system, where consumer are growing at fast pace, and the technology and information system is growing in the industry, there is need of well-informed and responsive workforce that can understand the existing IT and customers need. Due to aging workforce, computer literacy among the employees is not at par and training and development of employees has taken a back step in the policies of India Post. Although, India Post organizes many training program for its middle / senior level management employees but due to aging factor, the life expectancy in the organization as well the contribution in the organization is limited. Work Planning and Control systems Quality systems The quality system has been focused upon by India post since 2005-06. With the prioritization of computerization in 2006-07 for the development of India post, the Government has laid focus on improving service levels and to enable electronic networking of about 1, 30,000 rural Post Offices. Recently, A Plan costing Rs. 1877. 2 Crores has been formulated to computerize the Post Offices in Rural areas to further improvise on this front. Project Arrow was launched in April 2008. The project envisages up gradation of Post Offices in urban and rural areas both in terms of upgrading and enhancing the quality of service in â€Å"core areas† and improving their â€Å"look and feel†. The project aims at creating a conducive and friendly work environment both for the staff and the customers visiting the Post Offices, providing all IT enabled services through secure connectivity, improving the service quality levels in the core business areas e. g. Mail delivery, Remittances both electronic and manual and Postal Savings schemes. The â€Å"Look and Feel† activity focuses on improvement in Branding, Information Technology, Human Resource and Infrastructure. Based on the audit report of Project Arrow conducted over 50 post offices of 10 states: 1. In terms of Performance on Mail Delivery, Registered letter performances were 99 %, where as the figures for Ordinary mail varied between 94 to 100%. For Speed post it ranged between 98 to 99 %. 2. In terms of time taken for delivery of letters, post offices scored between 90 to 92% during the 3 rounds of Audit though a higher score was expected. Till June 2012, the Project has been implemented in respect of monitoring of core areas in more than 15,500 Post Offices and â€Å"Look and Feel† has been improved in 1,530 Post Offices. The Government has recently started a new Automated Mail Processing Centre (AMPC) in Delhi on August 20, 2012 to improve mail quality with next-generation sorting centres and to modernize the mail processing operations at India Post. The new letter sorting machine can sort 35,000 letters per hour, while the mixed mail sorter can process 20,000 letters, packets and small parcels an hour. The automated sorting systems should â€Å"considerably† improve sorting errors and improve the quality of mail services, the government said, with the new mixed mail sorter scanning tracking barcodes automatically as items are being sorted. Processing efficiency should also improve because mail can be sorted in a single run, while manual sorting had required a second stage of sorting. As per an interview given by Siemens, the developer of AMPC, to the media; â€Å"The automation route will â€Å"significantly† reduce processing time and save â€Å"considerable† cost for the Indian postal department. Handwriting or language is no longer a barrier as the special IVR by Siemens can read various scripts e. g. Greek, Cyrilic, Arabic, Chinese, English, Hindi. For the postal centers at Delhi and Kolkata, this machine will be able to read English and Hindi and as a result will enable Department of Post to provide better and more efficient services with hig h level of productivity† . From quality aspects as such, the ministry is taking measures like the introduction of AMPC and Project Arrow to improvise the quality. Still, a lot of rural villages are not computerized and timely delivery of mails has been a major issue. Also, the technologies like AMPC need to reach out to more major cities for further reducing the cost and improve service levels. The Government provides money bank guarantee of Rs 500 on damage or loss of any parcel but no specifications regarding this are provided. As such, a lot of people prefer other courier services to send valuable or important mails/parcels. Measurement and reward systems One of the major problems with India post is the undefined promotion structure. The employees are bound for a fixed pay and no variable pay/ Incentives are provided. The promotion is based on experience rather than utility/ quality and irrespective of poor showing at work, job security is provided which makes the system lazy. Frequent transfer of employees and low growth potential for an individual are few other concerns which needs to be addressed upon along with a continuous feedback system of employees. Product and process development systems India Post although the oldest and most significant player in mail service but with time the competitors has taken a lead and the social obligation of India Post has put them in back step in process development, improvement and fast implementation. The project team for process improvisation works on the guidelines given by the members after approval for the Ministry of Telecommunications and IT, larger projects has to get the approval from the ministry before commencement. Organization structure The organization structure of India Post is a complex organization structure (Exhibit 1). It has many vertical layers and simultaneously horizontal divisions. India Post is a government body, therefore the bureaucratic organization structure is inevitable, it has members deputed by Govt. of India as well as personnel that are recruited by India Post itself. Due to various business dimensions (postal mail service, PF fund, MNREGA fund, Bank, Finance, Forex etc) of India Post, each business vertical is treated as separate business unit and therefore makes the structure more complex. The organization structure is a centralized, and bureaucratic, power to take decision lies with the senior management and staff is primarily to do the regular business / operational activities. Operations Strategy for India Post Considering, the fact that India post is the Govt. institutional body and their prime focus is to serve the mass market by offering its services at lowest possible rates with high quality and good speed. In addition, India Post desires to be self-sustaining organization, it involves trade-offs between operation strategy matrix parameters (Price, Quality, Dependability, Flexibility and Speed). They can make their product primarily in two segments: 1. Business Mails2. General Mails General Mails – it is for mass market focusing on public, for cost sensitive customers (primarily poor people), delivery of mails to any location with a specified time delivery. Business Mails – it is specialized service, other than just sending mails (other than General Mails), the prices should be competitive with other private players, delivery time specified, service customization as required by the customers. E. g. speed post, registered post, logistics, parcels and box parcel etc. Exhibit 1 : Organization Structure, India Post How to cite India Post Strategy, Essay examples

Business Communication Program

Question: Discuss about the Business Communication Program. Answer: Introduction: Being the communication advisor of the organization. I have asked to design a communication program announcing a reduction in employees, when the company has just announces that they have recorded profitability. The plan needs to be devised that will minimize the amount of friction, tension down-time in the organization. Moreover the plan communication plan will include provisions for coping with difficulties after announcing the news of staff layoff. The organization employs around 1800 employees the layoff of 300 employees was the last resort measure even though the company was in profit. The reason behind layoff is because the company is incurring too much cost on automation which will reduce manual efforts and make the work process automated. Communication Objectives, Audience Analysis Communication Process The objective of the program is to ease the transmission of layoffs in the best possible way for the entire organization. By creating outplacement service developing a firm foundation for the workers that are being laid off, well be able to build a steady level of morale amongst the employees throughout. (Sollier, 2008) For the audience analysis well use the model Change Planning Worksheet which is adapted from Clampitt (2009). The model will help us in identifying the best means to relate the message of change to the prospective audience. There would be 4 main audiences that need to analysed and should be identified, i.e. the employees who are leaving the organization (laid off employees), those employees that would accept the early retirement option, employees who will stay with the organization those who are the part of the exterior audience (i.e. community public). There would be some variation in the channels messages for the external audience and for rest of the audience it would be very much similar. (Baily, 2009) For each group opinion leaders or lions need to be identified. These opinion leaders will assist in influencing the resistant members of a given audience. It is best to seek out the group who have accepted the changes (i.e. who are living the organization), as they will help the other group to understand the situation and will bring them on board. In the group of employees who are staying with the organization, the managers need to identified to assist reinforce why the changes were made, and try to support the goal of job security for future. For the audience external to the organization well run a PR campaign will seek out media. This would be the best way to reach out to the large audience. (Wagner Harter, 2010) Next step should be to analyse how the audience will be impacted. The people who are leaving the organization will have two major concerns i.e. uncertainty about their future they will be jobless. The people who will stay with the company would have a relief, but perhaps will be depressed for their lost colleagues. The external audience might be impacted by the concern over access to organization. They may see this decision as the weakness might fear the state of the organization. (Clmpitt, Philip,2009) In order to send the message right channel needs to be selected. The message is quite complex and non-routine. Hence, the communication channel that should be chosen should be richest, in order to give news to those employees who are directly impacted. The richest channel would be face-to-face communication, as this will allow for immediate feedback. For external audience, the channel chosen would be rich media, but will not be getting face to face treatment because they are in large number, the best way would be to conduct a press conference launch a PR campaign which could clearly demonstrate the concern for the departing employees. (Vroom, 2006) You are the chair of a local community service group. How would you encourage attendance, participation and commitment from members? Being the chair of a local community service group, I need to design a communication program which will encourage attendance, participation commitment from the members. Analyse the target audience Reasons for absenteeism from the meeting. Strategies to encourage the attendance participation commitment from the members Target Audience The target audience for this case will be the younger members between the age group of 24-34 years; the population for younger members constitutes approximately 80 percent of the total community group population. There are many reasons, younger members dont attend and participate in the local community service group, and some of them include: Some people of the group view the dinner/lunch meetings as intimidating or boring, as they might not know people in the event. Some of them are unaware of the events happening at their areas. (Porges Stephen, 2011) Objectives The objective of the program is not only to increase the attendance among younger members, but also to increase the participation commitments from the members. As engineers, we often succeed on repetition because it makes the planning simpler does not force us to think out of the box. However, we sometimes forget that people love new events enjoy change. (Connolly Viswesvaran, 2000) Communication Process In order to better communicate and reach out to the target audience well have to bypass many barriers that would include the cost for reaching out to the audience, there should be a quite high budget that needs to be allocated in order to complete this communication process. Also this task might be time consuming, as reaching out to the correct audience and ask them to participate will full attendance and commitment will be a biggest challenge. (Dobson, Deb, 2009) The best way to communicate and encourage the targeted audience (i.e. young people of the community) would be through face-to-face meeting, as this will allow for immediate feedback. The next way to communicate could be through print media, where in pamphlets and broachers could be printed and delivered to the residence address of the members. These pamphlets and broachers would include the information on the benefits of the program, how their participation and contribution can help the society, how they can get more information about the events happening in their society, important contact information and ways to contact the community head and how they can register themselves for the events and ensure their participation. (Mwah, 2012) Most of these events are conducted at the same location every month. For members who are working living on the outskirts of a region, may cause difficulties for them to participate. So, holding these events at different location may lead to success. Another way to encourage the young crowd and bring new attendance to the events would be to ask the younger member group to host a meeting at the location of their choice. Also, in order not to disturb the people routines, the meeting can be scheduled on weekends. (Saari Judge, 2004) Following these steps will encourage the young members of the community and will definitely lead to participation and commitment from the targeted audience. References: Bailey, Ben (2009). Personal Interview. Clampitt, Phillip (2009). Communicating for Managerial Effectiveness. Sage Publications, Inc,. Print. Dobson, Deb. Personal Interview. 2009 Vroom, V. H. (2006). Work and Motivation. New York: John Wiley. Saari, L. M., Judge, T. A. (2004) Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395-407. Connolly, J. J., Viswesvaran, C. (2000). The role of affectivity in job satisfaction: A meta-analysis. Personality and Individual Differences, 29(2), 265-281. Porges, Stephen W. (2011). The Polyvagal Theory: Neurophysiological Foundations of Emotions, Attachment, Communication, and Self-regulation. New York: W. W. Norton Company. Sollier, Pierre (2008). Listening for Wellness: An Introduction to the Tomatis Method. MWah, L. (2012). Engaging employees a big challenge. Management Review, 88(9), Wagner, R., Harter, J. K. (2010). 12: The elements of great managing. New York, NY: Gallup Press..ozart Center Press.

Stanford Academic Calendar Essay Example

Stanford Academic Calendar Paper AUTUMN QUARTER 2017-18 August 1 (Tue) Axess opens for course enrollment. Stanford Bulletin publishes academic year 2017-18 degree requirements August 28 (Mon) M.D. first-year students, first day of instruction. August 31 (Thu) M.D. second-year students, first day of instruction. September 5 (Tue) Law School instruction begins for 1st-year J.D. students. See the full Law School academic calendar (pdf). We will write a custom essay sample on Stanford Academic Calendar specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Stanford Academic Calendar specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Stanford Academic Calendar specifically for you FOR ONLY $16.38 $13.9/page Hire Writer September 15 (Fri) Autumn Quarter Cardinal Care Waiver Deadline; see the Cardinal Care web site. September 15 (Fri) M.B.A. 1st-year instructions begins. September 15 (Fri, 5:00 p.m.) At-status enrollment deadline in order to receive stipend or financial aid refund within the first week of term. September 19 (Tue) New undergraduates arrive. Convocation. Undergraduate housing opens for new students; see Residential Dining Enterprises Calendar. September 21 (Thu) Undergraduate housing opens for returning students; see Residential Dining Enterprises Calendar. September 25 (Mon) First day of quarter; instruction begins. September 25 (Mon, 5:00 p.m.) Preliminary Study List deadline. Students must be at status; i.e., students must have a study list with sufficient units to meet requirements for their status, whether full-time, 8-9-10 units (graduate students only), or approved Undergraduate Special Registration Status or Graduate Special Registration Status. The late study list fee is $200. September 25 (Mon, 5:00 p.m.) Deadline to submit Leave of Absence for full refund (see undergraduate leaves of absence and graduate leaves of absence). See Tuition and Refund Schedule for a full refund schedule. September 25 (Mon) Law School instruction begins for 2nd/3rd-year J.D. and advanced degree students. See the full Law School academic calendar (pdf). September 28 (Thu) Conferral of degrees, Summer Quarter 2016-17. September 29 (Fri) GSB course add/drop deadline. October 13 (Fri, 5:00 p.m.) Final Study List deadline, except GSB. Last day to add or drop a class; last day to adjust units on a variable-unit course. Last day for tuition reassessment for dropped courses or units. Students may withdraw from a course until the Course Withdrawal deadline and a W notation will appear on the transcript. November 6 (Mon, 5:00 p.m.) Term withdrawal deadline; last day to submit Leave of Absence to withdraw from the University with a partial refund. November 17 (Fri, 5:00 p.m.) Change of grading basis deadline, except GSB. November 17 (Fri, 5:00 p.m.) Course withdrawal deadline, except GSB, Law, and M.D. November 17 (Fri, 5:00 p.m.) Application deadline for Autumn Quarter degree conferral. November 20-24 (Mon-Fri) Thanksgiving Recess (no classes). December 1 (Fri) Last day of Law classes. See the full Law School academic calendar (pdf). December 2-7 (Sat-Thu) Law School Reading Period. See the full Law School academic calendar (pdf). December 4-10 (Mon-Sun) End-Quarter Period. December 8 (Fri) Last day of classes (unless class meets on Sat.), except Law. December 8 (Fri) Last opportunity to arrange Incomplete in a course, at last class. December 8 (Fri, noon) University thesis, D.M.A. final project, or Ph.D. dissertation, last day to submit. December 8 (Fri, 5:00 p.m.) Late application deadline for Autumn Quarter degree conferral ($50 fee). December 8-15 (Fri-Fri) Law School examinations. See the full Law School academic calendar (pdf). December 11-15 (Mon-Fri) End-Quarter examinations. December 15 (Fri) Winter Quarter Cardinal Care Waiver Deadline; see the Cardinal Care web site. December 16 (Sat, noon) Undergraduate housing closes for Winter Break; see Residential Dining Enterprises Calendar. December 19 (Tue, 11:59 p.m.) Grades due. January 11 (Thu) Conferral of degrees, Autumn Quarter. WINTER QUARTER 2017-18 October 29 (Sun) Axess opens for course enrollment. December 29 (Fri) At-status enrollment deadline in order to receive stipend or financial aid refund within the first week of term. January 6 (Sat, 8:00 a.m.) Undergraduate housing opens for Winter Quarter; see Residential Dining Enterprises Calendar. January 8 (Mon) First day of quarter; instruction begins for all students. January 8 (Mon, 5:00 p.m.) Preliminary Study List deadline.Students must be at status; i.e., students must have a study list with sufficient units to meet requirements for their status, whether full-time, 8-9-10 units (graduate students only), or approved Undergraduate Special Registration Status or Graduate Special Registration Status. The late study list fee is $200. January 8 (Mon, 5:00 p.m.) Deadline to submit Leave of Absence for full refund (see undergraduate leaves of absence and graduate leaves of absence). See Tuition and Refund Schedule for a full refund schedule. January 12 (Fri) GSB course add/drop deadline. January 15 (Mon) Martin Luther King, Jr., Day (holiday, no classes). January 26 (Fri, 5:00 p.m.)Â  Final Study List deadline, except GSB. Final day to add or drop a class; last day to adjust units on a variable-unit course. Last day for tuition reassessment for dropped courses or units. Students may withdraw from a course until the Course Withdrawal deadline and a W notation will appear on the transcript. February 19 (Mon) Presidents Day (holiday, no classes; Law does hold classes). February 21 (Wed, 5:00 p.m.) Term withdrawal deadline; last day to submit Leave of Absence to withdraw from the University with a partial refund. March 2 (Fri, 5:00 p.m.) Change of grading basis deadline, except GSB. March 2 (Fri, 5:00 p.m.) Course withdrawal deadline, except GSB, Law, and M.D. March 2 (Fri, 5:00 p.m.) Application deadline for Winter Quarter degree conferral. March 12 (Mon) Last day of Law classes. See the full Law School academic calendar (pdf). March 12-18 (Mon-Sun) End-Quarter Period. March 13-15 (Tue-Thu) Law School Reading Period. See the full Law School academic calendar (pdf). March 16 (Fri) Last day of classes (unless class meets on Sat.) March 16 (Fri) Last opportunity to arrange Incomplete in a course, at last class. March 16 (Fri, noon) University thesis, D.M.A. final project, Ph.D. dissertation, last day to submit. March 16 (Fri, 5:00 p.m.) Late application deadline for Winter Quarter degree conferral ($50 fee). March 16-23 (Fri-Fri) Law School examinations. See the full Law School academic calendar (pdf). March 19-23 (Mon-Fri) End-Quarter examinations. March 24 (Sat) Undergraduate housing move-out (if departing at end of Winter Quarter); see Residential Dining Enterprises Calendar. March 27 (Tue, 11:59 p.m.) Grades due. April 5 (Thu) Conferral of degrees, Winter Quarter. SPRING QUARTER 2017-18 February 11 (Sun) Axess opens for course enrollment. March 23 (Fri) At-status enrollment deadline in order to receive stipend or financial aid refund within the first week of term. March 31 (Sat) Undergraduate housing move-in date for Spring Quarter; see Residential Dining Enterprises Calendar. April 2 (Mon) First day of quarter; instruction begins for all students. April 2 (Mon, 5:00 p.m.) Preliminary Study List deadline.Students must be at status; i.e., students must have a study list with sufficient units to meet requirements for their status, whether full-time, 8-9-10 units (graduate students only), or approved Undergraduate Special Registration Status or Graduate Special Registration Status. The late study list fee is $200. April 2 (Mon, 5:00 p.m.) Deadline to submit Leave of Absence for full refund (see undergraduate leaves of absence and graduate leaves of absence). See See Tuition and Refund Schedule for a full refund schedule. April 5 (Thurs) GSB classes begin. April 10 (Tues) GSB course add/drop deadline. April 13 (Fri, 5:00 p.m.) Application deadline for Spring Quarter degree conferral. April 15 (Sun) Spring Quarter Cardinal Care Waiver Deadline; see the Cardinal Care web site. April 20 (Fri, 5:00 p.m.) Final Study List deadline, except GSB. Last day to add or drop a class; last day to adjust units on a variable-unit course. Last day for tuition reassessment for dropped courses or units. Students may withdraw from a course until the Course Withdrawal deadline and a W notation will appear on the transcript. May 14 (Mon, 5:00 p.m.) Term withdrawal deadline; last day to submit Leave of Absence to withdraw from the University with a partial refund. May 25 (Fri, 5:00 p.m.) Change of grading basis deadline, except GSB. May 25 (Fri, 5:00 p.m.) Course withdrawal deadline, except GSB, Law, and M.D. May 28 (Mon) Memorial Day (holiday, no classes). June 1-7 (Fri-Thu) End-Quarter Period. June 1 (Fri) Last day of Law classes. See the full Law School academic calendar (pdf). June 2-3 (Sat-Sun). Law School reading Period. See the full Law School academic calendar (pdf). June 4-8 (Mon-Fri) Law School examinations. See the full Law School academic calendar (pdf). June 6 (Wed) Last day of classes. June 6 (Wed) Last opportunity to arrange Incomplete in a course, at last class. June 6 (Wed, noon) University thesis, D.M.A. final project, or Ph.D. dissertation, last day to submit. June 6 (Wed, 5:00 p.m.) Late application deadline for Spring Quarter degree conferral ($50 fee). June 7 (Thu) Day before finals, no classes. June 8-13 (Fri-Wed) End-Quarter examinations. June 13 (Wed, noon) Grades for GSB graduating students due. June 14 (Thu, noon) Grades for graduating students due. June 15 (Fri) Undergraduate housing move-out date (for all students not involved in Commencement); see Residential Dining Enterprises Calendar. June 16 (Sat) Senior Class Day. June 16 (Sat) Baccalaureate Saturday. June 16 (Sat) Law School Diploma Ceremony. See the full Law School academic calendar (pdf). June 16 (Sat) GSB Diploma Ceremony. June 16 (Sat) Medical School Commencement Ceremony. June 17 (Sun) Commencement. Conferral of degrees, Spring Quarter. June 18 (Mon) Undergraduate Housing move-out date (for graduates and others involved in Commencement with permission); see Residential Dining Enterprises Calendar. June 19 (Tue, 11:59 p.m.) Grades for non-graduating students due. SUMMER QUARTER 2017-18 April 8 (Sun) Axess opens for course enrollment. June 15 (Fri) Summer Quarter Cardinal Care Waiver Deadline; see the Cardinal Care web site June 15 (Fri) At-status enrollment deadline in order to receive stipend or financial aid refund within the first week of term. June 25 (Mon) First day of quarter; instruction begins. June 25 (Mon, 5:00 p.m.) Preliminary Study List deadline. June 25 (Mon) Deadline to submit Leave of Absence for full refund (see undergraduate leaves of absence and graduate leaves of absence). See Tuition and Refund Schedule for a full refund schedule. July 4 (Wed) Independence Day (holiday, no classes). 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Free Essays on The Hapsburg Dilema

The European Political arena in 1500s to 1650 was full of religious, political and domination wars. At the beginning of the 1500’s Spain was one of the most powerful, influential nations in Europe. The Spanish had colonies in South America ( Mexico) and they supplied the Hapsburg Empire with gold and silver. The Hapsburg Empire was situated in Spain, Austria, parts of Netherlands and held a lot of influence in MittleEuropa . The Hapsburg’s had the largest, most technologically advanced , well equipped standing army in all of Europe. The Spanish were economically powerful and most importantly they were hard-core Catholics. At the beginning of the 1500’s France was a Protestant nation, which had a mediocre army and medium economy. The French Protestants were called Huguenots. France was military and economically weaker than Catholic Spain. The French resented being under Spanish influence and this resentment led to a series of wars and confrontations between the two countries. The English were largely an isolated community who were busy consolidating their power while the French and Spanish fought for control of northern Italy. The English were Anglican and would be sympathetic towards their fellow Protestants in Europe when the drums of war would begin to beat. MittleEuropa was a piece of land where the north was Protestant and the south was Catholic. This land was at a constant state of ‘civil war’ and it would be this place, which would draw the central European powers into a serious of bloody wars. The Catholic Church in that time had a lot of influence in Catholic nations. The Pope was the head of the Church and he was suppose to be ‘ advisor’ to the Holy Roman Emperor. The Pope was very well skilled at ‘flaming the fires of Catholic intolerance’ towards The Holy Roman Emperor who in turn would lead religious and political wars against Protestants. The Netherlands were under the rule of t... Free Essays on The Hapsburg Dilema Free Essays on The Hapsburg Dilema The European Political arena in 1500s to 1650 was full of religious, political and domination wars. At the beginning of the 1500’s Spain was one of the most powerful, influential nations in Europe. The Spanish had colonies in South America ( Mexico) and they supplied the Hapsburg Empire with gold and silver. The Hapsburg Empire was situated in Spain, Austria, parts of Netherlands and held a lot of influence in MittleEuropa . The Hapsburg’s had the largest, most technologically advanced , well equipped standing army in all of Europe. The Spanish were economically powerful and most importantly they were hard-core Catholics. At the beginning of the 1500’s France was a Protestant nation, which had a mediocre army and medium economy. The French Protestants were called Huguenots. France was military and economically weaker than Catholic Spain. The French resented being under Spanish influence and this resentment led to a series of wars and confrontations between the two countries. The English were largely an isolated community who were busy consolidating their power while the French and Spanish fought for control of northern Italy. The English were Anglican and would be sympathetic towards their fellow Protestants in Europe when the drums of war would begin to beat. MittleEuropa was a piece of land where the north was Protestant and the south was Catholic. This land was at a constant state of ‘civil war’ and it would be this place, which would draw the central European powers into a serious of bloody wars. The Catholic Church in that time had a lot of influence in Catholic nations. The Pope was the head of the Church and he was suppose to be ‘ advisor’ to the Holy Roman Emperor. The Pope was very well skilled at ‘flaming the fires of Catholic intolerance’ towards The Holy Roman Emperor who in turn would lead religious and political wars against Protestants. The Netherlands were under the rule of t...

Selection Strategy for Merino Textiles Essay Example | Topics and Well Written Essays - 2500 words

Selection Strategy for Merino Textiles - Essay Example This essay stresses that an effective HR Department will provide the company effective people to man the sensitive jobs of selecting qualified personnel for the various jobs of machine operators and an effective workforce for the different machineries in the production of textile and fabric products of the company. The role of the human resource department is significant to the attainment of the organisation’s goals and objectives. The manager has to maintain a good and effective rapport with his employees. The employees too have to establish an effective communication with the customers. Meeting the needs and wants of customers is the job of both the manager and employees. This paper makes a conclusion that the human resource department has to focus on identifying and selecting persons capable of implementing the organisation’s plans. HRD should maintain employee performance and see to it that that they are highly motivated. Without motivation employees cannot function well. Other HRM functions include job analysis, appraisal, and performance standards. Human resource management also determines the number and type of employees needed in the team and where the labor supply should come from. Recruitment, training and development, and assignment of people should all be in accordance with the organisation’s objectives. The organisation’s objectives are crucial to the staffing process.

Paris in 1792 Essay Example | Topics and Well Written Essays - 2000 words

Paris in 1792 - Essay Example The events of this year thus, also heralded a new form of governance, complete democracy as the major form of governance. Even though democracy was followed in varying degrees in many parts of Europe, it was the French Revolution that gave the impetus for its establishment as the sole form of government acceptable to the people of a nation. As is the case with any historic event, the actual event is preceded by a build up consisting of mounting tensions, resentment and dissatisfaction on the part of certain communities. The involvement of the French government in the American Revolution and the huge expenditure that this interference had cost had created widespread dissatisfaction among the middle classes of France, who felt that this expenditure was needless and could have been avoided, had the government been more astute in the evaluation of the situation. The refusal of the nobility to have helped out the government had meant that an unfair share of the taxes required for the expe nses were extorted out of the bourgeoisie. This bred a lot of resentment amongst them, not only against the monarch, Louis XVI, but also against the nobility of France. France’s unsuccessful attempts to defeat England in war had also placed a heavy burden upon the exchequer that fell largely upon the French bourgeoisie whose standards of living dipped drastically. The constitution of the National assembly, a body of people who were picked out of the middle classes was an important development during the year of 1792. This led to an understanding on the part of both the king and the bourgeoisie of the power of a collective. Michael David Sibalis remarks upon this understanding of the power of the collective as an outcome of the class-consciousness that had seeped into the minds of the middle classes of France, as is seen in the emergence of â€Å"mutual aid societies† in Paris before 1789. These societies enabled the mobilization of the masses during the constitution of middle class citizens during the creation of the National Assembly that was created for the purpose of the creation of a national constitution for France that would invest the bourgeoisie with more powers that it had till then. This constitution of the National Assembly represents, for Sibalis, an attempt on the part of the Parisian middle classes to â€Å"provide themselves with some minimal economic security through their own efforts† (http://fh.oxfordjournals.org/content/3/1/1.extract). Many of these efforts were frustrated by later events of the Revolution but the events of 1789 displayed a passion and fervor on the part of the Parisian middle classes to rise above their petty divisions and fight for the causes of equality that the French Revolution stands for, even today. The fight was also against what Barry M. Shapiro refers to as an â€Å"irrational and inhumane judicial system† (Barry M. Shapiro, Revolutionary Justice in Paris, 1789-1790, ix) that refused to treat every subject of the state equally. The embodiment of this passion and fervor and one of the turning points of the revolution, according to historians like Eric Hobsbawm, was the storming of the Bastille on the morning of the fourteenth of July in 1789 (Eric Hobsbawm, The Age of

UNIT 5 DISCUSSION BOARD Essay Example | Topics and Well Written Essays - 500 words

UNIT 5 DISCUSSION BOARD - Essay Example Here the cost center is a responsibility center whose employees control costs but do not control its revenues or investment level. On the other hand a revenue center is a responsibility center whose members control revenues but do not control the cost of the product or service they sell or the level of investment in the responsibility center. Thirdly there is a profit center which is a responsibility center whose manager and other employees control both the revenues and the costs of the product or service they sell or deliver. Lastly, we come up to the investment center that is a responsibility center whose manager and other employees control the revenues, costs, and the level of investment in the responsibility center. If we take into account the policies incorporated by Howard Works ltd the scene could be easily clarified. In Howard Works Ltd the four aspects of Responsibility Centers are dealt in the most efficient manner. Cost centers, Revenue centers, Profit centers and Investment centers are in able hand and they are evaluated in every possible way. In Howard Works Ltd Responsibility Centers are evaluated in regular interval by the dint of underlying the accounting classifications of responsibility centers is the concept of controllability. Moreover, the controllability principle asserts that people should only be held accountable for results that they can control. Though it should be remembered that, according to Rick Dobson, the CEO of Howard Works Ltd, â€Å"it is often difficult to apply the controllability principle†. (Hobbs, 84) Rick Dobson also pointed out some problems associated with controllability; according to him the problem stays with jointly earned revenues and/or jointl y incurred costs. He also pointed out the problem regarding intricate, and often arbitrary, accounting procedures. But with management principals applied in a more perfect manner and with more vigor it is expected that these problems would gradually

Effect of Different Leadership Styles on Organisation

Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no Effect of Different Leadership Styles on Organisation Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no