Asian Americans In Broadcast Media Non Stereotypical Ways - 275 Words

Recommendations For Including Asian Americans In Broadcast Media In Non-Stereotypical Ways? (Research Paper Sample) Content: NameCourseTutorDateRecommendations for including Asian Americans in broadcast media in non-stereotypical ways?The representation of Asian American in broadcast media is inadequate. Different television media rarely acknowledge the Asian American as everyday Americans. Some broadcast media have labelled the Asian Americans a community with passive characters. Some broadcast media present Asian Americans as foreigners with inabilities to assimilate information, or persons confined to specific kinds of marginalized occupations and clichs, as well as comical mannerisms and accents. All these stereotypes influence the participation of Asian Americans in broadcast media. This paper explores the recommendations that can be made to include Asian Americans in broadcast media in a non-stereotypical way.The first recommendations involve featuring Asian Americans on the broadcast shows. The absence of Asians on television subjects the children to conclusions that Asians may not m ake worthy actors on the studios (Dave, Nishime and Oren 150). Such a conclusion is likely to encourage a stereotypical environment. Having many Asians on the show will help kill the cycle of stereotypes while encouraging high participation of Asian AmericansThe second recommendation is involving the Asian Americans in news programming. Currently, the programming does not address the current racial challenges. It does not involve Involving Asians in programming. Involving Asians in broadcast programming will help cut the problematic tenure of the stereotypes (Dave, Nishime and Oren 99). Using photos of Asians Americans on advertisements, and broadcast will also change the public indifference towards other races.The third recommendation that can cause non-stereotyped ways of including Asian Americans in broadcast is through policy change (Dave, Nishime and Oren 65). The existing policies on broadcasting media need to change to accommodate the Asian Americans in a non-Stereotyped way. The policy should be changed to provide role model positions to Asi...

Conjugating the Italian Verb Cercare

Research Papers on Martin Luther Kings I Have a Dream Speech

Speaker The orator of the speech is Martin Luther King, a man trusted, respected, and considered the most renowned civil rights movement leader of America by the audience.   King had developed some promising ethos through the speech (Martin Luther King).   For instance, Martin Luther stared the speech through reading from his arranged text, and half way ignored this text during the speech to include a theme â€Å"I have a dream†.   He was enthusiastic and became more confident as he gained trust and reassuring applause from his audiences (Sundquist). Martin Luther was the most prominent leader of American civil rights movement. He is considered by people throughout the world as a peace maker because of his backing of equal treatment for all races and advocacy for non violence (Sundquist). Past high school, Luther attended Morehouse College under the mentorship of the school’s head-a civil rights leader- Benjamin Mays and graduated later in 1948 with a B A degree in sociology. In the speech, the anaphora technique is used as one of the rhetorical devices. Repetition of words a number of times sets and emphasizes patterns thereby increasing the rhetorical effect (Arthur S House). King has succeeded in influencing the audience’s actions and beliefs. There is an outstanding emotion in his voice and presumably body as he delivered the speech. He used language and phrases from significant cultural texts for his personal rhetorical purposes. For instance, â€Å"I have a dream that one day† The dream symbolizes the future and further sets the stage for the other nations of the words. Dream is a vague aspiration in itself and only made specific by the phrase one day.   (Mark Tatham)â€Å"This nation will rise up† this is a hint of revolt, and a threat to the whites, that may be frightening although it is tempered by succeeding words. We hold these truths to be self-evident: that all men are created equal. This is direct quote from the third president of the United States, Thomas Jefferson, who is also the author of the declaration of independence. This will be readily accepted as being right by everyone; it adds gravity to the speech.   (Arthur S House)The ‘Creed has sacred connotations, a proposition that this had not yet come to pass on the day of the speech delivery; nearly one hundred and fifty years after it was said. â€Å"Will be able to sit down together at a table of brotherhood† following the tension of the preceding words, this phrase then becomes reconciliatory. The metaphor, ‘Table of brotherhood’ triggers feelings of comfort. In his speech, he communicated strongly to white people, perhaps as prime targets. Even as he hinted at rebellion, his expressions were often about, peace, hence offering an idea into which each person could buy (Sundquist). Also, the context of the speech delivery; which is the heart of capital city, at the memorial service of the President who overpowered the Southern states on the slavery issue made it remarkably effective. Occasion (Purpose) The speech was delivered on 23rd August at Abraham Lincoln memorial; this was during the march for freedom and jobs on Washington. Lincoln was the president who overpowered the Southern states on the fight against slavery (Sundquist). King had developed a suitably strong message to unravel the crisis of discrimination in America. The purpose for this speech was to secure justice and get the treasures of freedom. Audience The speech audience is United States citizens particularly black people who are the subjects of discrimination and those of their white counterparts who wanted peace, the administration and the president of America (Martin Luther King). One rhetoric device that was used by king is repetition. The obvious illustration being the phrase â€Å"I have a dream†. However, there are additional equally vital examples. In the beginning of the speech, he repeated the expression â€Å"one hundred years later† to stress the time lapse after liberation declaration issued in the year 1863, yet Afro Americans still had not achieved fairness (Sundquist). Conclusion Indeed, this is a very successful and persuasive speech. King delivered the speech at the correct place and time. His vocalization is well-prepared and he became successful in altering people’s perceptive through the speech. Works Cited Arthur S House, George W Hughes. SPEECH ANALYSIS . New York: Defense Technical Information Center , 1969. Mark Tatham, Katherine Morton. Expression in Speech: Analysis and Synthesis . New York: Oxford University Press , 2006. Martin Luther King, Jr. I Have a Dream: Writings and Speeches That Changed the World . Carlifonia: Baker Taylor, CATS, 2009. Sundquist, Eric J. Kings Dream: The Legacy of Martin Luther Kings I Have a Dream Speech. New Haven: Yale University Press , 2009.

My Mother Has Type 1 Bipolar Depression Disorder - 1176 Words

Growing up as a child, my mother was constantly anxious, went through periods of depression, and mania but I perceived her as normal. My mother has type 1 bipolar depression disorder. My family and I were not aware of the actual diagnosis until six years ago when she had a mania attack and periods of severe depression. The average age of onset of bipolar is 25 however, she was not diagnosed until 55 years old. From 2009-2010 my mother, Lois had been severely depressed, she never left the couch, watched television all day, lost her job, and begun putting weight on. Henceforth, My family and I had discussed getting her help for her depression but we weren’t sure how to approach the situation without making it worse because she was reluctant to get treatment. In May of 2010, my cousin called the police stating her aunt was severely depressed and needed treatment immediately. The police and an ambulance came to my home and they took her out of our home on a stretcher. From what I can recall, she was screaming â€Å"Please don’t let them take me, please Alison.† She spent three weeks at the local treatment center where she was diagnosed with â€Å"depression†. Consequently, my mom was put on a Selective Serotonin Re-uptake Inhibitor, also known as anti-depressants. As a result, we begun to see positive changes, she begun working out, watching less television, and looking for a job. My family and I were pleased to see her doing so well after being on the SSRIs. A few short weeks later, myShow MoreRelatedMy Mother Has Type 1 Bipolar Depression Disorder1177 Words   |  5 PagesGrowing up as a child my mother was constantly anxious, went through periods of depression, and mania but I perceived her as normal. My mother has type 1 bipolar depression disorder. My family and I were not aware of the actual diagnosis until six years ago when she had a mania attack and periods of severe depression. The average age of onset of bipolar is 25 however , she was not diagnosed until 55 years old. From 2009-2010 my mother, Lois had been severely depressed, she never left the couch, watchedRead MoreThe Problem Of Bipolar Disorder1462 Words   |  6 Pagesâ€Å"Hot N Cold† comes to mind when I think of bipolar disorder, â€Å"You re yes then you re no, You re in then you re out, You re up then you re down.† This is the kind of general explanation that is given to give people an idea of what bipolar is. Not in the sense that it is rapid but it can be a battle between two ends. The National Institute of Mental Health defines bipolar disorder which is â€Å"also known as manic-depressive illness, is a brain disorder that causes unusual shifts in mood, energyRead MoreEssay on Depression962 Words   |  4 Pagescommon usage of the word depression isnt usually in reference to a clinical disease. People most often use it to mean that they have the blues or theyre just feeling down. Unfortunately, the disease depression isnt so simple. Its not something that one can just `get over. Its usually something that must be treated with therapy, and in some cases medication must also be used. There are many different types of the mental illness; clinical depression, bipolar disorder (otherwise known as manicRead MoreMental Illness / Disorders ( Ocd ) And Post Traumatic Stress Disorder1612 Words   |  7 PagesMENTAL ILLNESS/DISORDERS A mental illness or disorder is a medical condition that can alter a person’s emotions, thoughts, mood, and actions, sometimes causing the person difficulty relating to others and daily functioning. (â€Å"Mental Health Conditions.†) It is a condition that keeps the person from coping with their everyday lives if it is not addressed and properly treated. Mental illness is a sickness of the mind that may involve a mental breakdown so serious that the patient must have specialRead MoreEssay about Hamlets Wild Roller Coaster Ride1268 Words   |  6 Pagesof depression and highest peaks of mania, Hamlet was accused of being melancholic and even insane. But, in present times, it would have been recognized that Hamlet had bipolar disorder. Bipolar disorder is a mental disorder where the sufferer goes back and forth between episodes of mania and depression (Basile). So, in modern day, Hamlet would have been diagnosed with bipolar disorder, and it was one of his manic epis odes that ultimately lead to his death. Hamlet shows signs of depression startingRead MoreDepression, Types and Causes1124 Words   |  5 PagesDepression: types and causes. 1 Burgundy Carroll COM 150, Effective Essay Writing June 4, 2010 Jennifer Lloyd 2 Depression is very common; it may be as simple as a change in the weather or as difficult as a chemical imbalance in the brain. There are many different types of depression. I am going to choose just a few, to look at a little closer. The types of depression I am going toRead MorePsy Analysis Essay1414 Words   |  6 Pages750-word paper analyzing Marla’s disorder. Address the following: Decide which disorder Marla may have using the information in the Faces of Abnormal Psychology Interactive Application at http://www.mhhe.com/socscience/psychology/faces/#. The profile introduction will match more than one of the disorders found in the application. You must choose one of the disorders and complete the profile. Include the 10 question from the week Four CheckPoint. Summarize the disorder using the information providedRead MoreDo People Living With Bipolar Disorder Need Medication?1154 Words   |  5 Pagesliving with bipolar disorder need medication People living with bipolar disorder need medication to help them function at their full potential. Some people feel that people living with bipolar disorder do not need to be medicated to live a healthy fulfilling life. However to say this first a person must know what bipolar disorder is and how a person is affected by the disorder. According to Rachal Pollock PHD bipolar is described as a common recurrent, often lifelong major psychiatric disorder characterizedRead MoreBipolar And The Bipolar Disorder1247 Words   |  5 PagesBipolar is a disorder that has a severe impact on everyone that is around the person diagnosed. While the individual may suffer from the disorder the most, others are right there with them. As of yet most scientists tend to agree that there’s no single cause for the bipolar disorder to form in an individual. There are many different types of bipolar and each type has different symptoms. Bipolar disorder most commonly develops in a person’s early adult or late teen years. According to the articleRead MoreSymptoms And Treatment Of Bipolar Disorder1670 Words   |  7 PagesOnce the diagnosis has been made that Bipolar disorder is the cause of the symptoms then a treatment plan can be started. When one lives with Bipolar disorder symptoms can be managed. Management involves various types of treatments such as medication, education, and talk therapy. There are numerous types of medications used to help cope and deal with the many symptoms of Bipolar disorder. These are used as mood stabilizers, sleep assistance, focusing agents, calming agents, antidepressants and

Basic Computer Hardware and Software - 1712 Words

The Basic Computer Hardware Central Processing Unit: The central unit is the basic part of the computer and includes all the main computer parts. It is the heart of the computer system. It is responsible for executing, or running the software. The software programs are translated into a series of codes made up of 1s to 0s that the CPU can understand. Every code means a certain operation should take place. A CPU has various discrete units to help it in these tasks for example there is an arithmetic and logic unit(ALU) that takes care of all the math and logical data comparisons that need to performed. A control register makes sure everything happens in the right sequence. The motherboard is the main circuit board inside the PC. All other†¦show more content†¦The data and programs can be read and used by the computer but cannot be altered. They are read only. It checks the computers won components to make sure that they are working properly. It loads programs referred to as BOOTING UP. Cache memory is a form of RAM that is very fast and expensive as compared to RAM. It is situated between the processor and main memory and is used to store frequently used or recently used program instructions. Input Devices Keyboard-Keyboards are perhaps the most common input devices used with personal computers. Keyboards are set in QWERTY layout just as a typewriter. In addition to the letters, numbers, and special characters of the typewriter, the computer keyboard also contains function keys (F1, F2, etc.), special keys (Ctrl, Alt, Home, Page Up, Insert, cursor keys, etc.) and often a numeric keypad. Function keys let you perform an activity with one keystroke. For example, most programs use function key F1 for help. Mouse-The mouse is used to control the position of the cursor on the screen and to make selections. It is easier with the mouse although you can do the same with a keyboard. The mouse is a small box with a ball built into the bottom and with two or three buttons on the top. The cursor can change shape depending on the task being performed. Nowadays mouse and keyboards do not have to be attached to the computers base unit. Some now useShow MoreRelatedHardware And Software Basics Plug1409 Words   |  6 PagesHardware and Software Basics Plug-In B3 There are two basic categories of information technology which are hardware and software. Hardware refers to the physical elements of a computer which is sometimes called the equipment of the computer which consists of the keyboard, disk drives, microprocessor, the monitor, the mouse, the processing unit, and many other physical parts. Most of a computer s hardware cannot be seen, it is not an external element of the computer, but an internal one surroundedRead MoreThe Digital Literacy Training Program Essay1623 Words   |  7 PagesGoals and Objectives The module served as an introduction to basic computer skills. 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Information System lead to a great change in people`s life style, it is any kind of systems and it consist of six main elements which are people, hardware, software, communication network, data resources, policies and procedures. all of these elements are working together in order to operate more efficiently andRead MoreBIS 320 Week 2 Asm1197 Words   |  5 Pagesï » ¿ Operating Systems and Software Applications - Microsoft Windows 8 Your name BIS/320 Date Professors name Operating Systems and Software Applications - Microsoft Windows 8 Introduction Microsoft has been the world leader with respects to computer Operating Systems Software, and has increasingly become more efficient and precise with each release. Microsoft released their first version of the Windows Software (November 20th, 1985). 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Organizational Behavior and Development Organizational Culture

Question: Discuss about the Organizational Behavior and Developmentfor Organizational Culture. Answer: Any Organizational Behavior and Development Concept Organizational behavior and development are fields of theory, research and practice that are dedicated to expanding the effectiveness of individuals to achieve particular organizational change and performance. They influence the management of organizational climate, organizational culture, and organizational strategies. As a result, these two concepts are effective tools for influencing organizational change. The Relationship of the Concepts and Impact on Organizational Culture Organizational behavior and organizational development are focused on people issues such as talent development, employee relations, and leadership development. Both of them also draw from a theoretical basis that emerged from the literary works of authors such as Abraham Maslow and Fredrick Taylor. Despite these striking similarities, however, they have several differences. Some researchers define it as the system-wide transmission of the knowledge of behavioral science to the planned advancement as well as strengthening of the various processes and strategies that result into organizational efficacy. Some of them like Burke describe organizational development by focusing on ODs approach to organizational evolution and change that puts considerable emphasis on behavioral change (Rigg Richards 2008, p. 78). French, Bell, and Zawacki (2006, pp.3-4) pay close attention to this concept as a systematic process for applying behavioral science principles in organizational processes with th e sole objective of increasing both individual and organizational effectiveness. While there are several descriptions of these terms, organizational development and behavior practitioners have established that organizational development and organizational behavior are centered on peoples issues. They are, however, still working towards striking a balance between identifying ways to maximize the value of organizational experiences and finding ways of maximizing interaction to improve organizational performance. Experts also seek to find an amicable balance between supporting humanistic systems within their respective places of work as well as applying all the competencies of this field to both the methodical and reason based systems of various efforts like organizational improvements and strategy formulation. Through this, organizational development helps organizations to be innovative and responsive in increasingly complex environments (Jaccard 2013, p. 157). Organizational behavior involves studying human behavior in organizational settings. This concept focuses on organizations as closed systems at a given moment (French et al. 2015). This idea is in contract with organizational development, which considers organizations as open systems and puts great emphasis on how organizations change and evolve over time. The organizational development also leans more towards the scholar-practitioner continuum than organizational behavior. The latter is more focused on research than the application (Jaccard 2013, p. 159). This particular discipline is focuses on making out and managing both the attitudes and actions of individual persons and teams, with the main emphasis on the manner in which managers can motivate them to join and stay in their organizations for a long period. It also focuses on ways getting employees to perform their jobs more efficiently, and methods that human resource managers can rely on to make their employees more flexible and creative (Martin 2002, p. 32). The rationale of using this approach is to help leaders to identify challenges, find the best ways of correcting them so as to be able to influence behavior and eventually increase organizational efficiency. From the early 1900s, researchers have made serious attempts to prescribe ways to manage employees to be able to realize organizational goals. The classical view, an early approach, promoted increased management coordination of duties, standardization of works, strict specialization, strict chain of command, and centralized, streamlined decision making. The following new school of thought emerged during the 1920s and 1930s (Kreitner Kinicki 2010, p. 47). By and large, these schools of thought demonstrated how psychological and social processes could have a significant effect on productivity and work behavior. It considered organizational behavior by advocating for more people-oriented management style. This style is more participative and oriented towards solving the needs of employees. The contemporary organizational thought has, however, changed all these and brought about a more integrative system approach that incorporates the consideration of external influences, organizational processes, and the relationship between managers and employees. The organization is currently depicted to be made up of several interrelated, interdependent, and interacting subsystems that are changing and evolving. A contemporary management approach underpins that there is no best way to manage. The best way to manage, therefore, is to tailor management approaches to fit particular situations (Kreitner Kinicki 2010, p. 49). The role of a manager, according to contemporary organizational behavior and development, is to effectively predict, explain, and manage all kinds of behaviors that take place in organizations. In particular, they are interested in establishing the reasons people are either more or less motivated to work. Managers are required to have the ability to observe and understand the behavior patterns of organizations, various groups, and individuals to be able to predict the type and nature of responses that will be drawn out by managerial actions. In addition, they must be able to use all the understanding and eventual predictions so as to be able to effectively manage employees (Pranit 2010, p. 17). Experts examine behavior on three levels, namely, the individual, the group, and the organization. They seek to know what makes people behave as they do in organizational settings. Some of the questions that managers seek to find their right answers are what motivates their employees, what mak es some of their employee's potential leaders and others not, and people communicate and make decisions. Besides, they seek to find out how their organizations are responding to changes in the external environment (Collins 2001, pp. 18-23). While it is often argued that the responsibility to study organizational behavior rests with researchers, it is the primary responsibility of managers to assess and increase organizational effectiveness (Williams 2015, p. 9). Managers should gather information about the environment in which their people work and find ways of developing plans for improving behavior and attitude using the data. They can find it easier to appreciate organizational behavior by accurately describing attitudes, behaviors, and events (Badal, 2009, p. 84). Managers can use a variety of ways to gather data. They can achieve this by observing situations, interviewing employees, surveying employees, and studying written documents. These are methods that help them to describe attitudes, events, and behaviors. If managers want to use direct observation, they can attend meetings and subsequently describe what is taking place. Besides, survey questionnaires could be sent to employees (Badal, 2009, p. 85). The differences and similarities can be used to describe how organizational behavior relates organizational development and how they are focused on peoples issues. Organizational development involves a planned, ongoing effort that organizations undertake to so as to be more effective (Shani Noumair 2015, p. 52). When there is a gap between what an organization is trying to achieve and what it has achieved, the need for organizational changes becomes more apparent. Organizational processes include using knowledge of behavioral science with the intention of promoting an organizational culture of incessant examination and readiness for change. In this particular case, an organization puts considerable emphasis on interpersonal and groups processes. Organizational development links human process like communication, decision making, and leadership. This factor differentiates it from change approaches that depend on accounting and finance concepts (Shani Noumair 2015, p. 53). Additionally, organizational development is systematically planned, and this also makes it different from the many other routine changes that do take place in the organization. The fact that these processes are centered on interpersonal and team processes to enhance performance makes is clear that change has an affect the performance of all members and that the cooperation all team members is essential for the successful implementation of change processes (Certo Certo 2016, p. 46). The forces pushing an organization towards accepting change can exist both inside and outside an organization. These internal forces can influence the need to adopt a technology, change the composition of the workforce, goals of the organization, and organization structure. Some of the external forces that require managerial action include changes in manufacturing technology, changes in resources availability, changes in market conditions, and change in laws (Certo Certo 2016, p. 47). Organizations can choose to focus on organizational development in numerous areas, including changes to the structure, using many strategies for development, and technology. Common strategies for changing organizational structure are changes in work design to allow more specialization, modification of policies, changes in power or authority, classification of job descriptions, and change in the span of control. Planned change can also involve modifications in technology. Enhancing technology or work methods can lead to more efficient operations, enhanced working conditions, and increased productivity. Technologic processes to change that organization adopt are changing processes for doing work, modifying production methods, and updating computer software. These strategies focus on people and enhance employee skills, motivation, and attitudes. They can take numerous forms, for instance, the introduction of new training programs to improve work skills, an increment of communication eff ectiveness, development of decision-making skills, or modification of employee attitudes so as to improve work motivation (Certo Certo 2016, p. 48). Organizational behavior and development help human resource departments to increase their competitiveness in the domestic and global markets. For these markets to improve, organizations have to motivate their employees and equip them to realize a competitive advantage. The type of performance that is required to achieve such a high level of success depends on the market and the kind of choices an organization makes. If a firm is operating in a market where price is the leading performance indicator, it will probably decide to produce large quantities of a particular item to reduce the cost of production per unit. With time, repetition and standardization of work processes will lead to the creation of high levels of efficiency, which will, in the long run, add to a competitive value. An appropriate human resource management is necessary for facilitating outstanding routine performance (Certo Certo 2016, p. 48). A good illustration is that if another innovation and being innovative are the key performance indicators, most firms will go for a strategy to manufacture products that meet the distinct needs of consumers. This approach will bring about work processes that are for the most part non-routine in nature but require innovative employees. A firm such as this requires an HRM policy that stimulates worker engagement in innovative processes that can substantially deviate from fixed behavior patterns. Cooperation among employees from diverse backgrounds and who have different skills and abilities is another critical feature that high performing and innovative organizations require. The word cooperation here implies the sharing of knowledge, working together to find solutions, and learning from one another (Buchanan Huczynski 2017, p.38). In conclusion, plans should always strive to realize a complex mix of performance indicators. In many cases, firms may have a pattern of performance goals that include efficiency, quality, and timely delivery. These patterns can also vary depending on different work units or departments. Besides, they can also change after sometime within the same firm, which can result in highly diverse work settings. OD interventions are the most appropriate tools to help organizations to focus on peoples issues effectively and realize the right balance. Survey Feedback Intervention Survey feedback is an effective organizational development and behavior intervention. Organizational development interventions are the methods, techniques, and planned activities that are part of the process and in which members of organizations participate. Organizational interventions such as survey feedback, process consultation, team building and management by objectives, and sensitive training are, for that matter, the tools of the trade Organization (Development Interventions n.d.). Survey feedback is a successful organizational development intervention that is described as a data-based intervention that flows from surveys of people are part of an organization on some subject and brings back all the relevant information gathered in the group. Alternatively, it has been described by other researchers as a process in which data is systematically gathered by use of various methods such as questionnaires from members of a particular system, evaluated in summary fashion, and reports back selectively to organizational members. There are several objectives of survey feedback (Survey Feedback as an Organizational Development Tool 2012). However, its major objectives are to help organizations to diagnose its problems and develop action plans for problem-solving and also to help members of these organizations to enhance the relationships through discussion of common challenges (Edwards 1997 p. 13). The process of survey feedback is simple. The first step is data collection. This process is often done by consultants based on structured questionnaires that include different aspects of organizational functioning. Some organizations prefer to use questionnaires that include questions on leadership. They focus on managerial support, managerial goal emphasis, peer support, motivation, and peer goal emphasis. Other considerations are decision making, employee satisfaction, and coordination between functional areas. Members of the consulting firm or some employees can administer the questionnaire. After the competition of the questionnaires, experts classify the data, tabulate it and analyze it to arrive at some meaningful conclusions (Survey Feedback as an Organizational Development Tool 2012; Edwards 1997, p. 13). The next step is feedback of information. After the data analysis, those who have participated in the filling up of questionnaires receive the feedback. This giving of feedback can be done either orally or in a written form. If an organization chooses to use an oral system of feedback, they can do so through group discussions or problem-solving sessions that the person in charge conducts (Edwards 1997, pp.20-37). In some cases, they may give out the feedback in the form of a written summary of findings (Ramnarayan Rao 2011, p. 93). The organization should compile and release to employees. People are always interested to hear what their co-workers think of their work environment. If they fail to get from the organization fairly quickly, they will make up their mind that the survey did not matter and when it is later released; their reaction may not favor the organization. It is then the work of the managers to determine where changes should be. The data can lead the organization to make reach rational conclusions about the most appropriate ways to address the concerns of employees or to identify a hotspot that has been outside the purview of human resources (Employee Feedback: Getting Results with Employee Surveys n.d.). Whether one chooses the oral system or written as a way to give feedback, the information should remain constructive and suggestive instead of threatening or emotion-hurting. The sole reason for this is that survey feedback is aimed at identifying a weakness that can only be solved through follow-up actions. Fault-finding techniques for criticism cannot, therefore, be helpful in this case (Sahoo 2012, p. 125; Iarossi 2006, p. 64). The final step is follow-up action. If no follow-up action is taken based on the gathered pieces of information, survey feedback program cannot be of any help to any organization. A common and useful follow-up action may might to guide all the participants to come up with their action plans so as to be able to overcome the problems revealed through the feedback (Mirvis Berg 1977, p. 92). Another common instance involves following-up action by coming up with some specific organizational development interventions such as process consultation and team-building (Messler 1992, 142). Since survey feedback provides an appropriate base for many critical managerial actions, it is necessary to evaluate them. Survey feedback helps in at least three major ways. First, survey feedback is a cost-effective way of implementing a comprehensive organizational development program, which makes its a highly desirable technique. Secondly, it efficiently and quickly generates a lot of data that can be used to solve problems that organizations and its members face. Lastly, this managerial tool enhances decision making and problem-solving abilities of organizations (Lambert 2003, p. 86). While survey feedback is very critical for management, it can mislead an organization if it is not done appropriately. For this tool to be effective, a manager must ensure the exercise is performed accurately. The success of any survey feedback will depend on two factors. The first one is the validity of the questionnaire used and method adapted for administration (Stevenson 2002 p. 34). If the questionnaire and method used are biased, all the attempts to diagnose the problems can be futile and abortive. The other factor is the effectiveness of the follow-up action taken. If valid and reliable data is gathered, the way that information is managed can still mean either success or failure. The follow-up action must be taken based on the gathered information. A survey provides data for action that is geared towards improving an organization (Employee Survey 2005, p.16). For all these processes to be successful, an effective leader must manage the entire process. The leader plays a critical role in ensuring that the collected data is used appropriately. Having a team leader who is not competent enough can mean the failure to find the right solutions. After collecting the data, it is the leaders responsibility to facilitate collaborate teaming and create room for people in the team to come up with creative ideas to improve their working environment (Johnson Converse 1985, p. 77). Leaders should not misjudge the amount of time and facilitation skills that are required to pass across the collected information. Timely action can help to cultivate an action-oriented setting. The development process simply begins with the initial meetings and communication sessions. The implementation must involve a comprehensive strategy that incorporates goals (Connolly Connolly 2006, p. 19). Before the beginning of the action meeting, leaders should have a detailed understanding of the data and, based on that information, start working on a practical plan for the initial meetings. The leader should then guide the evaluation of the groups results and come up with viable solutions once the meetings start. Consequently, after the first meeting, they need to draw a summary of the information to be documented and circulate action plans (Wealleans 2003, p.97). For the purpose of making coordination and evaluation of changes and progress feasible, there should be follow-up meetings. The leader should be optimistic and excited about the discoveries they have made and how it can be utilized to improve the organization and verbally express positive points. Besides, he should request for participation by everyone and reinforce their openness, invite them to explore with the leader areas that need improvement, and be supportive. In addition, the leader should be clear about action p lans and follow-ups (Clewis 2003, p. 82). A leader needs to rely on several principles to help an organization to gather valid and reliable data. A good leader should incorporate everyone in the process. It is not easy to be exact on the source of great ideas, and so one and no group of employees should be left out of this process. If an organization leaves some people or employee groups out for any reason, they risk ignoring a fertile source of data. If some employees do not know about some aspects of the organization, that does not make the whole process uncalled for. Such employees should be instructed to leave those sections blank. However, it is essential to know that they can still weigh in and provide surprising and enlightening information (Society for human resource management 2001 benefits survey 2001, p. 129). When an organization is looking for information on office processes, for example, useful data can come not only from officer workers but also other people who support office processes, including those who have occasional contact with the office. The more an organization is open to listening to the views of all their employees, the higher their chance of finding credible insight (Clewis 2003, p. 82). The next critical principle is including everything. The standard should be annual employee surveys, which should include all aspects of the organization. It is great to solicit feedback on everything that concerns the organization. Since there can be areas within the organization that the leaders think is faring on well yet it is a source of consternation among some employees, nothing should be the off limits (Clewis 2003, p. 82). Human resource professionals who are loath of sending out broad employee surveys for fear of inviting complaints can end up losing their employees. While a survey can become a breeding ground for gripping, being open to some little grumbling can just be what an organization needs to do better. When managers read complaints, they get a sense of for what those who are under their care are experiencing. In addition, its gives employees a safe place to air their grievances. While this type of feedback is useful, managers should also know that they are not any obligation to act on every comment. During the time of analyzing employ survey results, managers can select valid issues and deal with them (Clewis 2003, p. 87). Specific changes in an organization can call for surveys that focus on the change alone. Changes such as acquisitions, the merging of departments, layoffs, and moves all constitute areas that may call for employee surveys that are short and address the exact issue at hand directly. The survey should focus on the change itself and those affected by the change. Effective analysis of information is also critical for the success of survey feedback. The management should offer productive suggestions to help individual employees to make concise and easy to understand points. The first thing will be looking for when evaluating the collected information is a theme (Clewis 2003, p. 87). The best way to find a consistent theme is to start by mapping out what the greatest number of participants has reported and then identifying the groups that are most affected. One major question that should be at the back of the managers mind is whether their employees are happy or not. (Clewis 2003, p. 92). The second critical step is evaluation of departmental themes that emerge. A critical analysis at this stage will involve other things such as whether there is the lack of communication between functional areas and accounts receivable experience stress since the sales department submits complex work. It will also consider whether hourly employees use the fitness facility less than other class of workers as they do not feel welcome (Employee surveys 2000). While survey feedback plays a critical role in solving employee problems, it cannot help an organization to solve all employees concerns all the times. For this reason, an organization should ask employees to propose some solutions that they think can promote better relations. This may not solve the underlying problems, but since employees appreciate being heard, it will make the problem to look smaller. Employees also will believe that they are working for a company that takes care of their interests. Surveying plays the role of setting a tone of openness and receptivity, and this is a great opportunity to win the heart of employees (Employee surveys 2000). Conclusion No organization should ignore survey feedback as it is a sure way to know what people in the organization have in mind. These surveys can be used to guarantee a happier and more productive staff. Other than giving organizations an opportunity addressed emerging pressing issues, surveys empower employees. It gives the organization the chance to ask employees to propose solutions and acting on them makes the employees partners with the management in leading the organization. In the long run, the workplace becomes a place where employees would like to be most of their time and vests interest in being there. After surveying, the organization has to act on the information. Otherwise, that good feeling will not last. Employees want to know that organization involved them in a survey that is critical for everyones success and has responded to some of the issues they raised. References Badal, M 2009, Successful managers ambidextrous or not?: the relation between managers' ambidexterity and managers' performance, Erasmus Universiteit, Rotterdam. Buchanan, D A Huczynski, A 2017, Organizational behavior, Pearson Education, Harlow. Certo, S. C Certo, S 2016, Modern management: concepts and skills, Pearson, Boston. Clewis, J 2003, Employee surveys: a tool for change. Collins, R 2001, Effective management,CCH, Sydney. Connolly, P M Connolly, K 2006, Employee surveys: practical and proven methods, samples, examples, Performance Programs, Old Saybrook, CT. Edwards, J 1997, How to conduct organizational surveys: a step-by-step guide. CA: Sage Publications, Thousand Oaks. Employee Feedback: getting results with employee surveys n.d., viewed April 11, 2017, https://www.nbrii.com/employee-survey-white-papers/soliciting-employee-feedback-getting-results/ Employee surveys, 2000, Industrial Society, London. Employee surveys: improving job satisfaction by measuring employee attitudes 2005, Bureau of National Affairs, Washington, D.C. French, R Rayner C., Rees, G Rumbles, S 2015, Organizational behavior, John Wiley Sons, Inc., Chichester, West Sussex. French, W L, Bell, C Zawacki, R 2006, Organization development and transformation: managing effective change, Tata McGraw-Hill Education Private Ltd, New Delhi. Iarossi, G 2006, The power of survey design: a user's guide for managing surveys, interpreting results, and influencing respondents, World Bank, Washington, D.C. Jaccard, M 2013, The objective is quality: introduction to quality, performance and sustainability management systems. Boca Raton, FL: London. Johnson, D R Converse, R 1985, Employee surveys: benefits, costs, and cautions, National Park Service, Cooperative Park Studies Units , University of Washington, Seattle, WA. Kreitner, R Kinicki, A 2010, Organizational behavior, McGraw-Hill/Irwin, New York, NY. Lambert, L 2003, Leadership capacity for lasting school improvement, Association for Supervision and Curriculum Development, Alexandria, VA. Martin, J 2002, Organizational behavior, Thomson Learning, London. Messler, G 1992, Organizational development interventions: a case study. Mirvis, P. H., Berg, D. N. (1977). Failures in organization development and change: cases and essays for learning. New York: Wiley. Organization development interventions n.d., viewed April 11, 2017, https://www.citehr.com/3596-organization-development-interventions.html Pranit, K 2010, Organizational behavior, Gennext, New Delhi. Ramnarayan, S Rao, T 2011, Organization development: accelerating learning and transformation, Response Books, Thousand Oaks, CA. Rigg, C Richards, S 2008, Action learning, leadership and organizational development in public services, Routledge, London. SAHOO, U 2012, Organizational development, Lap Lambert Academic Publ. Shani, A B Noumair, D 2015, Research in organizational change and development, Emerald, Bingley, U.K. Society for human resource management 2001 benefits survey 2001, Society for Human Resource Management, Alexandria, VA. Stevenson, W 2002, Operations management, McGraw-Hill Irwin, Boston. Survey feedback as an organizational development tool 2012, viewed April 11, 2017, https://www.mbaknol.com/strategic-management/survey-feedback-as-an-organizational-development-tool/ Wealleans, D 2003, The people measurement manual: measuring attitudes, behaviours and beliefs in your organization, Gower, Aldershot, England. 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Self Assessment and Personal Development Plan †Free Samples

Question: Discuss about the Self Assessment and Personal Development Plan. Answer: Introduction The study has been created to develop a personal development plan identifying professional need of my career. By assessing the personal skills and competencies, the study evaluates personal SWOT of my character. Currently, I am working with Hikma Pharmaceuticals PLC and the development plan including the activities has been created for the manager. Precisely, the study has included my current professional needs and deficiencies so that in the long-run the abilities and competencies can be improved of my personal character. Assessment of personal skills and competencies: SWOT analysis In order to assess the personal strengths, weaknesses, career opportunities, and threats involved in the career, personal SWOT has been presented as follows: Strengths Has got significantmanagement experience in Pharmaceuticals industry Has got college degree Fluency in analytic abilities and communication Has skills and knowledge as a pharmacist 6-year Experience as medical representative, 6 years as tender manager, 5 countries sales manager Weaknesses Lacks motivation in personal career Lacks professionalism to some extent Personally not organised Casual at workplace Opportunities Has got potential learning skills Quick learning abilities supportive formanagement Career opportunist Can instruct others to design well-organised communication system Tracking and monitoring others at the right time Threats Recent work performance Competitive job market in pharmaceuticals industry Lack of broadermanagement skills and knowledge Academic qualification such as MBA Limited professional and academic knowledge Defining the personal SWOT, professional needs and deficiencies has been illustrated in the study paper before defining the personal development plan. Professional needs and/or deficiencies The personal SWOT analysis has clearly indicated the lack of professional instinct in the career. Alternatively, the academic knowledge will be evident to create more career opportunities. In the career planning, I have opted to complete MBA degree so that my academic qualification can backed my performance and experience. Apart from the degree course, I will join professional communication courses to invent new strategy implementations suitable for my job position in the pharmaceutical company. Furthermore, I need to show more professionalism to my responsibilities to impress the management. Decisively, latest management concepts and studies should be included in the personal development plan so that I can learn new methods of communication and management competencies suitable for my career in the long-run. Personal Development Plan: Objective The primary objective of the personal development plan is to improve my personal as well as professional skills in order to meet the future challenges in my organisation. On the other hand, the personal development plan will assist my HR manager to manage my job position adequately to improve the performance of the organisation. Action plan Personal Development Plan Development or skills needed Why the skills needed for the success of my career? What resources or assistance is needed? Measures to know the achievement of goals Timescale Communication Skills Communication skills will help me to improve my ability to interact with external agents. Communication theories and modern communication media. Positive response from the clients and subordinates. On-going Managementknowledge Management knowledge is required to develop professional attitudes to deal with customers. Management theories and degree. Positive response from the clients and subordinates. MBA degree Leadership skills Leadership skills are required to handle diverse workforce and activities. Leadership theories and assistance from HR manager. Positive feedback from HR manager and subordinates. On-going New legal frameworks guiding the pharmaceutical industry It will help me to assist my company with legal obligations. Legal training Positive feedback from HR manager On-going Time Management Skills Managing time to ensure that the tasks are completed at the best capability. Management knowledge and time management training. Complete activities with deadline On-going Planning Skills Improve strategic planning to conduct the activities. Management knowledge and HR planning training. Complete task without worrying about the last minute. On-going Evaluating skills Criticise our job and improve them to deliver high quality customer service. Creating feedback surveys and develops strategies to improve the quality of service. Clients and subordinates feedback On-going Resource management skills Ensure that the company has enough physical resources without over abundance. Resource planning knowledge and developing reports on resource management. Feedback of the management. MBA degree Conclusion By considering the above analysis, I have few weaknesses that must be transformed into strengths by meeting the objectives of my personal development plan. The activities in the personal development plan will enhance my professional skills and help me to meet the future challenges and responsibilities of my job.