First Order Change In Organizational System

First Order Change In Organizational System This study discusses the impact of change in the organization towards management and the challenges that the company have to face. This study used two main methodologies, namely: case study and interviews. A case study was used to study on the change of the organization which is based on first-order change. In addition, an interview was used to study the perception of the management towards decision making on changing. In order to achieve this objective, in-depth interviews were conducted with Assistant General Manager and the Marketing Executive of the Company. The change of organization can be seen through changing system in multi-level marketing to single-level marketing. The result from this study has been analyzed using observational method, structured interviews, and analysis of documents, in order to identify the impact from change system. It is expected that the findings of this study will give a clear understanding and awareness of the various challenges in managing effectiv e management towards change system. Keywords: First-order Change, Challenges In Changing Introduction This research project was conducted at Era Edar Marketing Sdn. Bhd. (EEMSB), a Bumiputera owned company that markets health products produced by a network company named as Kumpulan Syarikat Doktor Azizan (KUSDA) situated in Jitra, Kedah. EEMSB is also one of a company under KUSDA apart from other support companies such as Homeopathic Laboratories (M) Sdn. Bhd. (HOMEOLAB), also the producer of most of the products of EEMSB, KUSKAMEI the producer of spices, Printing Era PDA (PEPDA) producing printed materials, Centre for Homeopathic Medicine Biochemistry PDA (PPHB) which is based on the homeopathic treatment clinic and biochemistry, College of Homeopathy Chamber of institutions in the field of alternative medicine and homeopathy and biochemical UNA Beauty House of Beauty Care Centers Face. Found by the late Prof Dr Azizan Bin Ismail, mainly focused to market health products developed by him which based on homeopathic medicine known as Biochemistry Schuessler, Herbalisme and Aromatherapy. Products marketed by EEMSB are based on the concept of Halalan Toyyiba which is a part of Islamic halal products and good for health. They have received many compliments because of its effectiveness is being proven successful. ListenRead phonetically   Dictionary View detailed dictionary By using the image of Prof. Dr Azizan as a trade mark and immortalize him on the products logo, EEMSB is now widely known throughout Malaysia, Singapore and Brunei Darussalam. Even though the company was established in 2001 but actually the business had started since 30 years ago when the founder has marketed the products through his clinic which was operated in Jitra, Kedah. Later in 1985, he had made a stepping stone to appoint one of the companys based in Kuala Lumpur to be his distributor. This joint-venture business has carried out until 1989, when the late Prof. Dr Azizan had set up Sistem Era Edar Sdn. Bhd. known as SEE on the same year. At that time SEE was the company which deal the business located at Bandar Darul Aman which was known as Tanah Merah, Jitra. The business was conducted in conventional method and the distributor was appointed to distribute the products to certain areas or locations. This direct selling business has started when SEE is formed only on July 18th in 1991. In 1998, during the economic crisis, the company had no profit and faced loss because of the situation, which lead to retrenchment of some of the workers. Nevertheless, with the remain workers, the business is still active whereby, Prof. Dr Azizan , has formed a company name as Era Edar Marketing Sdn. Bhd. (EEMSB) on the April 1st in 2001. EEMSB is placed as the headquarters for the Group Companies of Dr Azizan (KUSDA), now consists of 125 workers from the KUSDA and from the nine service centres in Malaysia by the concepts of multi level marketing. Literature review Change defined as an effort that consists of actual physical changes to operations and different emotional stimulation (Bernerth, 2004) is painful in the workplace, going from what is certain and known to the otherwise. So, organizational change is typically conceptualized as moving from the status quo to a new, desired, configuration to better match the environment. Change therefore can be seen as a departure from the norm or alternatively as normal and simply a natural response to environmental and internal conditions (Bernerth, 2004). Change is about adaptation and resiliency while maintenance is about continuing activities, structure and function. However the change of the organization might be first-order change or second-order change and this paper attempts to reveal the change of organizational is based on first-order change. First-order incremental change may involve adjustment in system, processes or structures but it does not involve fundamental change in strategy, core values or corporate identity (Palmer, 2009). Comparing with second-order change that is more radically transform. For Era Edar Marketing Sdn. Bhd. the first-order change that they have being made is based on a few factors that we will be revealed. 3.0 Research Methodology Data collection involved interviewing with General Assistant Manager, Dr. (H) Mazelan Bin Ismail and Marketing Executive by Dr. (H) Che Normawan Bt Idris. All these data collection techniques have used observational methods, structured interviews, and analysis of documents. A qualitative design and Open Question was used in the interview. The research question was: why company makes a decision to change their system and how they cope with the challenges that came from company itself, members and distributors. Based on the questions, objective for the research was developed to create a clear understanding towards this research. It is related to three parts: perception from the organization change, impact from the organization change, implementation of organizational change. Objective 1: why they choose the system (Single Level Marketing) and how the members perception from the change? Objective 2: aimed to enquire to what extent the impact of the organization change and how the member and distributor accept the change? Objective 3: what is the strategy they used to implement the organization change? During interview, we conducted semi structured and audio-taped interviews with an average duration of 60 minutes. Two different interview questionnaires were used one interview questionnaire for General Assistant Manager that is more to the managerial question, the other one was for Executive marketing which is more to outside challenges. Topics covered in both interview questionnaires were the same with few different questions for each group of interviewees. Open-ended questions were carefully worded to be as neutral as possible without creating awkward situation or offending interviewees. Interview questionnaires for both interviewees were pilot tested to check whether there is any ambiguity or confusion of questions. 4. 0 Research Findings 4.1 Multi level marketing concepts Prior to this, when Era Edar Marketing Sdn. Bhd. (EEMSB) used multi level marketing as their operation system, it is more to the head hunting concepts which is finding the person or agent or down line people to expand the business. If there is no one join, the company cannot growth well because of the strength of the program lies in the number of new members who join in and not totally depends on the product itself. However, repeat purchase will occur if the featured products have a quality and useful towards customers. The concepts of multi level marketing can be seen as:Read phonetically  Dictionary View detailed dictionaryRead phonetically  Dictionary View detailed dictionar The Company will take or appoint an individual as a member of the company or being as distributor to distribute the goods. Member or distributor concerned will appoint another individual (down line) to form their own network to sell a company products. Recruitment of new members or new distributors can be continued until its reach a certain level. Each member or distributors will get commissions / bonuses / incentives from private sales and the sales or distributors in the network (over-riding bonus). Figure 1: Multi Level Marketing Member 1 COMPANY Era Edar Marketing Sdn. Bhd Supplier / Distributor Member 2 Member 3 Member 1 Member 2 Member 3 Supplier / Distributor Multi Level Marketing In this strategy, the seller recruits other distributors or sales people, and also receives commissions and bonuses on the sales they make. Down liners are necessary to increase the sales force, and thus generate a huge number of sales. 4.2 Single-level marketing concepts For the new system that EEMSB implementing now is known as single level marketing. Single Level Marketing (SLM) is a compensation plan for direct selling in which sales associates are paid only for their own personal sales activity. They do not recruit other sales representative and derive income from them as in a multi-level marketing (MLM) organization. The concepts of single level marketing can be seen as:Read phonetically  Dictionary View detailed dictionaryRead phonetically  Dictionary View detailed dictionar The company will appoint a sales representative or the sales agent and pay salaries or commissions or by the combination of salary and commission from the sale made. Sales representatives / sales agents were not allowed to nominate or sponsor sales representative and agent of the other sales. Figure 2: Single Level Marketing COMPANY Era Edar Marketing Sdn.Bhd Supplier / Distributor member Retailer Single level marketing- rewards the sellers for their personal sales activity. They do not sponsor any other member or distributorship or sales personal. Income from the business based on commission or bonus after sale of the products. 4.3 Change system and challenges Various aspects needs to be taken into consideration in assuming that types of organizational changes can be neatly categorized as small, adaptive, and incremental compared to those that are large and transformational. Mental frameworks, individual perspectives, the extent to which a change is directly relevant to a person and his or her activities, and the degree to which he or she accepts the need for change will all influence how the change is viewed. Here we choose to view from the management and members of the company. In view of the changes made by the company of Era Edar Marketing Sdn. Bhd., Multi Level Marketing (MLM) changed to Single Level Marketing (SLM), an aspect of similarity by both are subject to the same Direct Sales Act 1993 in which this Act is to make provision for the licensing of those who carry out direct selling business, the regulation of direct sales and for other matters connected therewith. The concept of direct selling is where individuals were trained to understand their role not only on sales or sponsorship, but also it provides a unique channel to customers and consumers in accordance with the requirements at the time. Therefore, sellers are more alert and focused to meet the needs of users in the process of purchasing and selecting products. Advantages to members or distributors in direct selling activities are that they can become leaders to themselves, manage their own time, getting paid or the income of their own efforts, close ties and expand the number of their contacts. For the concept of MLM, the activities carried out require a lot of documentation. The three main purposes in this concept are to use, sell and sponsor. The management is only required to provide information and guidance to the major distributors to market the product. Distributors need to find and appoint down liners to market the product. This method not only promotes the growth of the company to grow in terms of membership but also users of the products. In MLM system, the bonus is based on sales made due and payable each month. It is in the form of incentives on sales made by down liners. For this method, the dealer does not have to work hard to get rewards. In this case the product will not change. Compared with SLM system, it involves three stages, using, selling and sponsoring. For SLM method, all levels, whether distributors or down liners should make one for the benefits and returns that can be redeemed immediately. Returns or benefits provided in the form of discounts or points. For this method, the distributor or down liners are equal. Business through the SLM method is simpler, easier, and does not involve down liners. It encourages more people to trade and indirectly over the companies and product output.ListenRead phoneticall   Dictionary View detailed dictionary Listen Read phonetically Dictionary View detailed dictionary Translate any website Nord-Cinema-France News.de-Germany El Confidencial-Spain Tom.com-China Spiegel Online-Germany Venezuela Tuya-Spanish Focus Online-Germany Onet.pl-Polish Pà ºblico.es-Spain à §Ã¢â‚¬ ºÃ¢â‚¬  Ãƒ ¦Ã‚  Ã‚ ½-Japan NouvelObs-France Sueddeutsche.de-Germany Do more with Google Translate Listen Read phonetically Dictionary View detailed dictionary Translate any website Nord-Cinema-France News.de-Germany El Confidencial-Spain Tom.com-China Spiegel Online-Germany Venezuela Tuya-Spanish Focus Online-Germany Onet.pl-Polish Pà ºblico.es-Spain à §Ã¢â‚¬ ºÃ¢â‚¬  Ãƒ ¦Ã‚  Ã‚ ½-Japan NouvelObs-France Sueddeutsche.de-Germany Do more with Google Translate Recently used: Malay > English English > Malay Malay > Malay Detect language Afrikaans Albanian Arabic Armenian Azerbaijani Basque Belarusian Bulgarian Catalan Chinese Croatian Czech Danish Dutch English Estonian Filipino Finnish French Galician Georgian German Greek Haitian Creole Hebrew Hindi Hungarian Icelandic Indonesian Irish Italian Japanese Korean Latvian Lithuanian Macedonian Malay Maltese Norwegian Persian Polish Portuguese Romanian Russian Serbian Slovak Slovenian Spanish Swahili Swedish Thai Turkish Ukrainian Urdu Vietnamese Welsh Yiddish Listen Read phonetically Dictionary View detailed dictionary Translate any website Nord-Cinema-France News.de-Germany El Confidencial-Spain Tom.com-China Spiegel Online-Germany Venezuela Tuya-Spanish Focus Online-Germany Onet.pl-Polish Pà ºblico.es-Spain à §Ã¢â‚¬ ºÃ¢â‚¬  Ãƒ ¦Ã‚  Ã‚ ½-Japan NouvelObs-France Sueddeutsche.de-Germany Do more with Google Translate 4.4 Management Implementation In making this change, the management has set a strategy of gradual and prudent so as not to dramatically affect the distributor, down liners, workers and goods sold. The management provides a period of one year to dealers to make changes in terms of incentives and the income derived from the proceeds of the sale. Typically, the bonus will be paid once a month but the new system, bonuses and incentives are given immediately. The main purpose of the changes made was to make the business carried on is based on the characteristics of Islamic business and non-conventional. Revenue earned income is more beneficial and all parties share profits and earn rewards and benefits equally. An important aspect of the researchers model is the concept of the order or magnitude of change. First-order change is change that is consistent with prevailing values and norms, meets with general agreement, and can be implemented using peoples existing knowledge and skills. A change becomes second-order when it is not obvious how it will make things better, it requires people to learn new approaches, or it conflicts with prevailing values and norms. Second-order changes require leaders to work far more deeply with staff and the business community. They can disrupt peoples sense of well-being and the co-operation and cohesion of the business community. They may confront and challenge expertise and competencies and throw people into states of conscious incompetence. Different perceptions about the implications of change mean that a change that appears to be a solution to one person can appear to be a problem for another. To the degree that individuals and/or stakeholder groups in the company or company system hold conflicting values, seek different norms, have different knowledge, or operate with varying mental models of business strategy, a proposed change might represent a first-order change for some and a second-order change for others (Waters, Marzano, and McNulty, 2003). Change and improvement of this sort takes conscious effort that is focused on clear outcomes, it takes the right set of conditions in the professional learning context, and it takes time. We cannot assume that because people appear to have learned, it follows that they will change their practice or that because they have changed their practice, it follows that every outcomes will improve. The company faces challenges in which not all distributors who received the positive changes made. Some of them have ceased to be a distributor because the feel there is an injustice towards those who have been longer in the business. The new system requires them to work together with down liners and equally be rewarded, where else the distributor feels they are pioneer and deserve more attention and privileges. In applying the SLM system, the management should augment its efforts to educate and provide information on all targets for this system is accepted and fully utilized. Objectives are to provide convenience to all parties. While, the use of the old system, the company need to only provide training and information to the distributor against the new system at all levels who are involved. Accordingly, companies should be more active and require more aggressive actions in order to provide training strategies and to be more detailed in explanations pertaining to systems and effective use of skills through wider media. Educators at all levels of the system need to test the impact of changed practices on the diverse learners for whom they are responsible, using inquiry skills to judge when their practice possesses the desired outcomes and when it is not necessary and need to be changed. When such evidence-based practices are firmly embedded, they can generate their own momentum. Each view of change described above reflects the fact that changes in beliefs and understanding are the foundation of achieving lasting reform (Fullan, 2007). However, Understanding can follow action (Spillane et al., 2002). Learning may be deeper when it follows attempts to try out new practices, and so both practices and beliefs need to be addressed through a continuous cycle of inquiry within and between educators communities of practice. In our cognitive framework, the nature of the changes sought by policy makers is also important because some changes involve more complex cognitive transformations for implementing agents than others. Focusing on the balance between continuity, growth, and loss, Marris (1975) identifies three levels of social change. The first level is incremental change, which requires little or no alteration of the extant purposes or expectations of the people undertaking the change. Such change can be incorporated into existing schemas and frameworks rather than undermining them. The second level requires changes in the growth of some of the changes worked, but still have goals and hopes to remain intact the changes sought by an innovation, the greater the extent to which existing schemes must be restructured to form coherent understandings of the new ideas. (Spillane et al., 2002). The third level of change represents loss for the implementing agent, in that it necessitates the discrediting of existing schemes and frameworks. This level of social change is the most difficult to achieve (Marris, 1975). For example, change the way of incentives and bonuses based on any particular sale or points earned during the period that is does not require changes in goals and expectations of the company itself. From the interviews conducted, we found that effective communication played a significant role in ensuring the system successfully operated. This, in turn impacted on the products volume and the number increased of the distributors. Communication is important among management and employees or distributors, and also in sustaining relationship among employees. Most of the interviewed employees concurred that listening skills, as part of effective communication, is one of the key competencies that the management ought to possess at all times. Before, during and after the implementation of change, management should listen to their employees and distributors opinions and understand their perspective and feelings on the imposed changes. This would further help management to introduce future organizational change. 5.0 suggestions This research has revealed suggestions for management in the direct selling industry recognized as volatile and vulnerable businesses to external environment as to take what actions in order to smoothly implement organizational change. Emphasis on action orientated implications is to ensure that all issues and concerns are acted upon immediately without procrastination. When a decision to apply organizational change occurs in the direct selling industry, managers as being responsible for the success of organizational change should pay attention to their communication approach with employees or distributors, distributors attitude, perception of managers actions, distributors motivation and continuous improvement of the working environment. Consequently, the following actions are suggested: Action 1: Realize the value of effective employees and distributors cooperation and collaboration, motivation in the workplace. Before implementing a change in the system, managers should understand that different individuals hold dissimilar opinions about change. Also, not all employees, distributors and member are outspoken and willing to be honest with their managers or up line that is management. Therefore, managers should have the initiative to interact with employees and keep them informed about any organizational change. By maintaining communication and listening to employees, and distributor managers can understand their unfulfilled needs and resistance to change. Thats where, in the unfreezing Lewins stage (Levasseur, 2001) the communication should be improved between managers, employees and distributors. Action 2: During the implementation of organizational change, which is the moving Lewins stage (Levasseur, 2001), managers should be able to understand employees and distributors attitudes, but also they should keep in mind Conners (1998) stages of human cycle of negative response in related industry, such as stability, immobilization and denial. As leaders, managers should guide and direct employees along the organizational change process, be aware of importance of employees motivation to proceed with change, and be receptive to new ideas that come from employees. Listening and explaining to employees is a necessary process to convince them about the projected benefits that are expected from the introduced change. Action 3: As soon as the change is implemented, which is the refreezing Lewins stage (Levasseur, 2001) managers should continue to communicate with employees about the change implemented. This will promote an open exchange of ideas and information among all parties. By being attentive, managers can discover to what extent change affects employees especially distributors and take corrective actions immediately to support them. For example, managers should be aware that although organizational change impacts that bring positive results into the related industry do not necessarily bring positive outcome to their distributors. Change of a working system especially in selling and marketing the product may increase employees income with extra workload creating fatigue and low spirits. To distributors this is such a challenge for them to work hard than the old days just sponsoring the down liners to get benefits. We can conclude that, before the change occurs it seems important for managers to have thorough analysis of the implementation of organizational change to enable to determine at extent the change is beneficial to both management performance and employees. Since the direct selling industry requires a high labour input, management should pay attention to different kinds of impacts imposed on employees. They should, in particularly, keep in mind employees motivation create an environment that encourages employees to accept change and sustain the companys product competitiveness. 6.0 Summary Research has been done in Era Edar Marketing Sdn. Bhd., we identified that observational method, structured interview and analysis of document is used in research. We found the company is using first order change. Hence we recommend three action plans should be implemented in order to enhance the development of the Company. Methods are as employees motivation, accept change and sustain product competitiveness. As a conclusion, this study was done successfully and had achieved its objectives to study on how SLM works in the company. We found that effective communication played a significant role in ensuring the system successfully operated. Communication is important among management and employees or distributors, and also in sustaining relationship among employees. Understanding the people involve and communication are part of effectiveness of the implementation the system. 7. Acknowledgements We would like to thank Era Edar Marketing Sdn. Bhd. (EEMSB), for their support and permission in providing the research grant for us to study about the change in organization in order to complete our research and achieve the objective of this course.

Superstition :: essays research papers

Writing on the wall   Ã‚  Ã‚  Ã‚  Ã‚  Superstitions exist everywhere in the world. Every country on the planet has its own local superstitions. Each country also has its own variations on common superstitions. Some of the most common superstitions have to do with cats, alcohol, and death.   Ã‚  Ã‚  Ã‚  Ã‚  Cats have been domesticated longer than any other animal. Humans have even worshiped them; therefore, it makes sense that there are innumerable superstitions worldwide involving them. In the United States, there is a belief that if a black cat crosses your path, you will have bad luck. In Germany, whomever harms or kills a cat shall meet with great misfortune. In France, there is a superstition that it is bad luck to cross a stream carrying a cat. In the Ukraine, it is believed that if you give a cat gin before sundown you will have much misfortune.   Ã‚  Ã‚  Ã‚  Ã‚  Alcohol is considered to be the bane of society by many people worldwide. Having existed for thousands of years, alcohol has many superstitions associated with it. In the Czeck republic, it is considered bad luck to serve alcohol on Christmas. In the US, it is considered bad luck to not serve alcohol on Christmas. In Germany, it is believed to be good luck to drink three or more drinks with the groom immediately before the wedding. In Poland, they believe that if one consumes alcohol before noon, one will die young.   Ã‚  Ã‚  Ã‚  Ã‚  Death is the one thing feared most by humans. They attempt to justify death by creating superstitions. Many of these superstitions have to do with agriculture. In China, it is believed that when a farmer’s child dies on a harvest moon, there will be an excellent crop the next year much like in â€Å"The Lottery†; death leads to a good harvest.

Mark Sheet: Leading and motivating a team effectively Essay

INSTRUCTIONS FOR ASSESSMENT AND USE OF MARK SHEET Assessment must be conducted with reference to the assessment criteria (AC). In order to pass the unit, every AC must be met. Assessors will normally award marks for every AC and then total them into a percentage. However, for greater simplicity, there is the option to not use marks at all and merely indicate with a ‘Pass’ or ‘Referral’ in the box (below right). In order to pass the unit every AC must receive a ‘Pass’. Where marks are awarded according to the degree to which the learner’s evidence in the submission meets each AC, every AC must be met, i.e. receive at least half marks (e.g. min 10/20). Any AC awarded less than the minimum produces an automatic referral for the submission (regardless of the overall mark achieved). Sufficiency descriptors are provided as guidance. If 20 marks are available for an AC and the evidence in the submission approximates to the ‘pass’ descriptor, that indicates it should attract 10 mark s out of 20, if a ‘good pass’ then ca. 15 out of 20. The descriptors are not comprehensive, and cannot be, as there are many ways in which a submission can exceed or fall short of the requirements. 1.Learner named above confirms authenticity of submission. 2.ILM uses learners’ submissions – on an anonymous basis – for assessment standardisation. By submitting, I agree that ILM may use this script on condition that all information which may identify me is removed. However, if you are unwilling to allow ILM use your script, please refuse by ticking the box: Learning Outcome / Section 1: Know how to communicate the organisations vision and strategy to the team Assessment Criteria (AC) Sufficiency Descriptors [Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result] Assessor feedback on AC AC 1.1 Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16] An explanation of the importance of the team having a common sense of purpose is not given or, if given, the supporting of the overall vision and strategy of the organisation is not included The importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation is merely stated, as opposed to explained or, if explained, is incorrect, inappropriate or minimal The importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation is correctly and appropriately explained although the explanation may be limited and the link to organisational vision may be more implicit than explicit A thorough and detailed explanation is given of the importance of the team having a common sense of purpose and its link to the overall vision and strategy of the organisation is made explicitly clear / 16 (min. of 8) Pass or Referral AC 1.2 Explain the role that communication plays in establishing a common sense of purpose Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16] Assessor feedback on AC The role that communication plays in establishing a common sense of purpose is not explained or is merely outlined as opposed to explained The role that communication plays in establishing a common sense of purpose is explained but the explanation is incorrect or minimal The role that communication plays in establishing a common sense of purpose is explained although the explanation may be limited A thorough and detailed explanation is given of the role that communication plays in establishing a common sense of purpose and an outline of how, in contrast, inappropriate communication may damage a common sense of purpose AC 1.3 Assess the effectiveness of own communication skills on the basis of the above Referral [ca. 3/12] Pass [6/12] Good Pass [ca. 9/12] Assessor feedback on AC Own communication skills in establishing a common sense of purpose are not assessed against appropriate criteria or are merely listed or described Own communication skills in establishing a common sense of purpose are assessed against appropriate criteria although the criteria may be limited Own communication skills in establishing a common sense of purpose are thoroughly assessed in detail against a range of appropriate criteria and a judgement on self is made / 12 (min. of 6) Pass or Referral Section comments (optional): Verification comments (optional): Learning Outcome / Section 2: Know how to motivate and develop the team Assessment Criteria (AC) Sufficiency Descriptors [Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result] Assessor feedback on AC AC 2.1 Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16] The main motivational factors in a work context are merely stated as opposed to described The main motivational factors in a work context are described but the description does not apply to different situations and teams and individuals and/or the description is incorrect, inappropriate or minimal The main motivational factors in a work context are described, although the description may be limited, and the description applies to different situations and teams and individuals although the emphasis placed on each of these factors may be imbalanced A thorough and detailed description of a range of the main motivational factors in a work context is given which  clearly applies to different situations and teams and individuals Examples may be provided to enhance the description given. / 16 (min. of 8) Pass or Referral AC 2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives Referral [ca. 5/20] Pass [10/20] Good Pass [ca. 15/20] Assessor feedback on AC The importance of a leader being able to motivate teams and individuals is merely stated as opposed to explained An explanation of the importance of a leader being able to motivate teams and individuals is given but does not explain how their commitment to objectives might be gained and/or the explanation is incorrect or minimal The importance of a leader being able to motivate teams and individuals and gain their commitment to objectives is explained although the explanation may be limited A thorough and detailed explanation of the importance of a leader being able to motivate both teams and individuals, outlining the different approach to teams and individuals, and gain their commitment to objectives is given and an outline of how, in contrast, a leader’s disregard of the importance motivation could undermine the gaining of team or individual commitment to objectives / 20 (min. of 10) Pass or Referral AC 2.3 Explain the role that the leader plays in supporting and developing the team and its members and give practical examples of when this will be necessary Referral [ca. 5/20] Pass [10/20] Good Pass [ca. 15/20] Assessor feedback on AC An explanation of the role that the leader plays in both supporting and developing the team and its members is merely stated as opposed to explained, or if explained, is incorrect, inappropriate or minimal No more than one practical example of when this will be necessary is given A correct and appropriate explanation of the role that the leader plays in both supporting and developing the team and its members is given although the explanation may be limited At least two practical examples of when this will be necessary is are given A thorough and detailed explanation of the role that the leader plays in both supporting and developing both the team and its members is given and is supported by several practical and relevant examples of when this will be necessary / 20 (min. of 10) Pass or Referral Section comments (optional): Verification comments (optional): / 100 TOTAL MARKS Assessor’s Decision Quality Assurance Use Outcome (delete as applicable): PASS / REFERRAL Signature of Assessor: Date: Outcome (delete as applicable): PASS / REFERRAL Signature of QA: Date of QA check:

Lennie Essay On Friendship - 989 Words

Friendship Hurts Friendship: it can’t be bought, nor can it be found—it is something that is earned. Some friendships last days, weeks, years, even lifetimes. A friend is someone who gives a person the freedom to be who they rightfully are. No doubt, life is simply more pleasant with friends as some speculate. But what if the friendship was no longer the childhood bond that it used to be? John Steinbeck exposes the painful struggle of friendship in his petite novella Of Mice and Men with George Milton and his lifelong best friend, Lennie Small, whom struggles with a mild mental disability. After a series of unfortunate events causes Lennie and George to grow attached to each other, they become stronger together—similar to brothers. Their†¦show more content†¦George has learned over the years to not only accept Lennie for his mental challenges, but also love him for who he is. When George found Lennie at their rendezvous point after unintentionally killin g his puppy and Curley’s wife, Lennie knew he was going to be in trouble. As a result, Lennie says to George: â€Å"’Well, I can go away,’ said Lennie. ‘I’ll go right off in the hills an’ find a cave if you don’ want me.’ George shook himself again. ‘No,’ he said. ‘I want you to stay with me here’† (Steinbeck 104). Despite Lennie knowing what he did was very wrong, George refused to not show him love. He treated him well by informing him that he wanted Lennie to stay with him, not leave. With this unconditional love George had for Lennie, he made the tough decision to—in a sense—put Lennie down. George prepared his gun after getting Lennie to ramble about their farm they would buy. â€Å"’No,’ said George. ‘No, Lennie. I ain’t mad. I never been mad, an’ I ain’t now. That’s a thing I want ya to know’† (Steinbeck 106). Geor ge wanted Lennie to go out knowing that he was never angry with him no matter what and that he wasn’t mad now. George lets Lennie continue to talk about the farm and the rabbits until it is time and George shoots him right in the back of the head so Lennie would feel no pain—mercy kill. The best form of love is forgiveness. Not only does it take a strong person to say they’re sorry, but it takes an evenShow MoreRelatedGeorge and Lennie - a Friendship Essay1669 Words   |  7 Pages Of Mice and Men by John Steinbeck is a novel involving two extremely different main characters. George is a reasonably intelligent, hardworking ranchman. Lennie on the other hand always manages to find trouble. He is equally as hardworking and honest as George but his simple childlike mind always finds him trouble wherever he goes. However they have one thing that unites the two of them as close as any bond can. This is that they both share the same dream of owning their own ranch Ââ€" and afterRead MoreOf Mice and Men by John Steinbeck Essay701 Words   |  3 Pagestheme of Friendship through various literary elements. Friendship is people that care for and respect each other. It is the link that makes people stick together through the struggles of life. This essay will prov e that friendship is important in life. The book starts in a town called Soledad, which means lonely, but George and Lennie are far from lonely. Their friendship is a caring one because all they have is each other. The first example of their friendship is when George and Lennie are atRead MoreOf Mice and Men Lennie Needs George More Than George Needs Lennie764 Words   |  4 PagesOf Mice and Men Essay Lennie needs George more than George needs Lennie. Both Lennie and George would be nothing without each other. 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The title of the novel is taken from Robert Burns’ poem written inRead MoreOf Mice And Men By John Steinbeck894 Words   |  4 PagesOf Mice and Men Essay John Steinbeck once said, â€Å"A journey is a person in itself; no two are alike. And all plans, safeguards, policing, and coercion are fruitless. We find that after years of struggle that we do not take a trip; a trip takes us†. In his novella, Of Mice and Men, two men go on an unexpected journey in search for their dream of happiness. There are many themes that come from their journey such as, the gilded American dream, the bond of male friendships, the power of women and femininityRead More The Character of George in John Steinbecks Of Mice and Men Essay965 Words   |  4 PagesOf Mice and Men character essay George Character : George George, a character in Of Mice and Men, by John Steinbeck was â€Å"small and quick, dark of face, with restless eyes and sharp, strong features. 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