Policing Policies Today Essay

Sir Robert Peel is well known for his great contribution to modern policing. His original work as noted by Nicola and others in ‘Community policing’ began in 1829 under the Metropolitan Police Act authority. (Sutton N, Draper G and Jones J, 2005). He established the police force and worked hard to sell the professional police to the public. In other words he aimed at creating a good relationship between the police and the public. He aimed at ensuring that the public understood that the police could actually work for their best interest. According to Nicola and others, Peel coined several principles to act as a marketing strategy that would convince the public of the police legitimacy. The police were to be guided by the principles as a code of conduct. According to Clyde in ‘Criminal Justice Administration’ Sir Robert Peel was the creator of the first professional police department in the world precisely, the London’s Scotland Yard. (Cronkhite C, 2008). This paper will focus on Sir Robert and his contribution on policing to the diverse needs of the present day population. To Peel, the police would not only enforce the law through the apprehension of criminals but it would also aim at preventing crime. The cornerstone of his principles was the prevention of crime, acquisition of public support and cooperation without jeopardizing the opinion of the masses or the public as well as the reduced use of force. As argued by Nicola and others, Peels’ principles are much in line with the modern-day policing and its application would be of much influence in meeting the diverse needs of the members of the public. The contemporary policing aims at reducing the reliance of rapid responses but rather calls for effective prevention tactics. Proactive approaches of resolving crime are advocated for as compared to reactive approaches. In the modern policing, it is also important that there is the creation of community partnership that involves the public in maintaining social order and harmony in their communities. (Sutton N, Draper G and Jones J, 2005). Â  It is very important that the police work hand in hand with the public so as to effectively maintain law and order. Clyde in ‘Criminal Justice’ argues that Peel coined the philosophy ‘the police are the people and the people are the police’ to show the need that the two parties work in collaboration. As Clyde points out, Peel identified twelve law enforcement organizational principles. (Cronkhite C, 2008). 1. The police must be stable, efficient and well organized along military lines. 2. The police must be controlled by the government 3. Prove that the police are efficient would not be by the number of arrests made but by the absence of crime. This advocated for the proactive approaches to resolving crime in the society. 4. The distribution of crime news is absolutely essential. 5. Deployment of police strength by time and area was also critical. 6. No quality is more vital to a policeman than the perfect command of temper. 7. Good appearance commands respect. 8. The securing and training of proper persons is a core issue if efficiency is to be realized. 9. Every police was to be given a number due to public security demand. This would ensure that there was increased accountability level on the part of the police. 10. The police headquarters should be centrally located and easily accessible to the people. 11. Policemen should be hired on a probationary basis. 12. Police records were necessary to the correct distribution of police strength. Peel faced much rejection from those who feared that the police force would be very powerful and consequently dangerous. Such rejection made it difficult to implement Peel’s principles but with time they proved to be a success and have been used across the globe. (Cronkhite C, 2008). In order for the police to perform their duties effectively they must depend on the public to approve their existence, their lives, actions, behavior and the ability to secure as well as maintain public respect. (Jim & James Chu, 2001). The police headquarters must be in a centralized location to make it easier for people to report crimes. This would also enhance the flow of relevant or useful information that can be used to curb crimes. The distribution of crime news would also be effective in curbing crime as it would eliminate the problems of distance or proximity when tracking criminals. It is also vital for comparison purposes as well as in analyzing trends which is an important aspect in the process of decision making. A harmonious relationship between the police and the public would be a plus in as far as the effectiveness of proactive approaches to crime is concerned given the fact that the public would be more willing to report suspicious incidences. Less strained relationship between the two would be an effective preventive measure. (Edwards C, 2005). Timeliness is also very important and the police must be deployed at the right place and time if a positive effect is to be felt. It is also very important that police control their tempers or anger as this would ensure that they have a good face in the eyes of the public. People who are to join the police force must be selected properly so that after training they are able to perform and meet the ever-changing needs of the public in an efficient manner. Peel advocated for the involvement of the members of the society in the maintenance of law and order which is also called ‘community policing’. (Levinson D, 2002). Record keeping is also important for analysis purposes. All in all, Sir Robert principles are still applicable in today’s world.

Chapter Reflection

I can definitely see myself using some of the stuff that I read about in this chapter in my true classroom. The first section of this chapter was all about the deferent levels of curriculum integration. I learned that there are three different levels of integration: connected, shared, and partnered. The least complicated of the three is â€Å"connected†, and would lust Involve me, as the teacher, making simple connections between two subject areas.I think that this would involve me looking at two subjects and then finding the common ground that they share so that I could reinforce knowledge from one subject In another. The second level would be â€Å"shared†, which would Involve taking salary incepts in two or more subjects and reinforcing them in each of the subjects. You want to be able to reinforce something in one subject, and do the same thing for the other. The keyword Is â€Å"share†. I learned that the last level, â€Å"partnered†. Is often the mos t difficult. It would be the most difficult because it involves a team of teachers discussing the same big ideas.I think that this would be difficult because each teacher In the team might have a different Idea about what would be best and It might be difficult to keep what is most important at the center of the discussion. Integration can definitely be hard, but it is doable. The next section of the chapter talked about devising your own cross-disciplinary topics. The big thing about this section was the matrix that was included to help us think about cross-disciplinary studies so that we can create our own topic connections.When filling out the matrix, It will become easier to see where commonalities may lie. Some links will come easily to us, but I think that this matrix will definitely be of use to me in the future. Matrixes and tables always have a way of making things easier to observe and understand. This Is Just the most basic, and the rest of the chapter got a little more t echnical and specific with ideas. The next big section of this chapter was about interdisciplinary examples for linking physical education content to other subjects.For math, we could do things like ask students to find their maximum heart rate that they reached after Jumping rope, or ask students about what shapes they can draw using the lines of a basketball court. With language arts, children could read books based on movement or games, which would help students make links with physical education, or we could also have them write â€Å"l can† sentences that talk about things that they can do in the ball below my waist, and by keeping my head up. We could incorporate physical education with science by having the students hop into the air, and then ask them why they come down after they Jump. With social studies, we could do things like ask students how games that we play in the US are different than the way they are played in other countries, or we could ask our students to think about things that they do after school and then whether or not they were available to children 30 years go. It is very important for connections to be made because, when they are, students are more likely to learn and retain information.They're also more likely to learn when they're having fun and enjoying themselves. If we can find a way for them to do this and become more physically fit, then that is always a bonus! The last section of this chapter was about how you can apply classroom study topics to physical education lessons. There were lots of different ideas listed in this section as well. After reading all of the ideas and suggestions that were presented in his chapter, it only confirmed what I believed before. Children are more likely to learn when they're having fun.When you incorporate classroom topics into physical education, children may think they're being given the chance to play when, in reality, they're also learning. The more we can do this, the better! I de finitely plan on using some of the ideas from this section in the future. The ideas put forth in this chapter were very useful to me. I plan on being creative and, in the future, taking some of these ideas and expanding on them to make them my own. I firmly believe that the more active we can get our students, the better.Over to You 1) I would say that I am the most creative in finding a way to make something work. If something doesn't work, I try everything I can to achieve the end result that I want or the ideal end result. Sometimes it may not be the most conventional way of doing things, but my somewhat creative mind gets the Job done that way. I also like making things look pretty, and I have found that I will often find a creative way to make something stand out. I think it definitely has an advantage in finding connections.It will help me look for similarities between two subjects and then find a way to bring them together based on their common ground. I'm a believer that the re is usually always a way to make something work. 2) To find ideas about cross-disciplinary learning, I could talk to my teachers and fellow colleagues, especially those who have been around in the profession longer than a new teacher has. They know what works and what doesn't work, and could be a great source of ideas and advice. Academic Journals could also be a good source of information and ideas. When in bout†¦ Ask! ) You could have students design a game that would make them become more active while, at the same time, helping them to review content that they've learned in the classroom. You want to get your students up and moving in any way that you possibly can. You can also have your students look at how certain popular games here in the US (such as baseball and basketball) might be played differently in other countries, and then have the students attempt to play the games being physically active. 4) I think that, for me, it would be easier to take classroom epics and apply them to physical education lessons.I could take my students on nature walks. I could also strive to plan more lessons and activities for the classroom that would get them to become more active. I think it's definitely easier for me to incorporate physical education into the classroom. It gives me an avenue through which I can be very creative, and I love that. I also think that it would help me to become more active as well, as I would have to kind of go through the motions to find out what would work best with my students and what wouldn't.

Internal Corporate Communication on Strategy

Internal corporate communication on strategy and employee commitment International Business Communication Master's thesis Michele Fenech 2013 Department of Communication Aalto University School of Business Powered by TCPDF (www. tcpdf. org) Internal corporate communication on strategy A CRITICAL COMPARISON OF and employee commitment EUROPEAN DOCUMENTARY EVIDENCES IN THE CONTEXT OF INTRA-COMMUNITY SUPPLIES Master? s Thesis Master’s thesis Katharina ele Fenech ? MichWeber 26. 09. 2012 2013 Spring International Business International Business CommunicationApproved by the head of the Department of Management and International Business __. __. 20__ and awarded the grade ___________________ Approved in the Department of Communication / / 20 and awarded the grade AALTO UNIVERSITY SCHOOL OF BUSINESS International Business Communication Mater’s Thesis Mich? le Fenech e ABSTRACT 02-02-2013 Internal corporate communication on strategy and employee commitment Objectives of the stud y This Master’s thesis had three objectives. The ? rst objective was to examine the employees’ needs and preferences of the case company’s internal communication channels, speci? ally internal corporate communication channels that convey the company’s corporate strategy. The second was to investigate success of the internal strategy (corporate) communication by analysing the employees’ perception of their strategy knowledge. The third was to research the relation between internal strategy (corporate) communication (ISCC) and employee commitment. Methodology and theoretical framework The research method was a single-case study and the data was collected using a background study, semi-structured interviews and a survey. The qualitative data was analysed and emerging patterns were identi? d, whereas the quantitative data was statistically analysed using the R programming environment. The theoretical framework presents how internal corporate communicat ion conveys corporate strategy messages via rich and lean media, how the channel attributes affect employee preference and choice, and how the communication and interpretation of the strategy eventually result in commitment. Findings and conclusions of the study In the case company, top-down and primarily one-way internal corporate communication conveying strategy (ISCC) met the employees’ needs better than lateral and two-way internal strategy communication.The needs were recognised to include gaining strategy knowledge, gaining ability to use the knowledge, and reducing equivocality and uncertainty. Apart from the needs, the employees’ communication channel preferences and satisfaction seemed to be affected more with the channel accessibility and information quality attributes than with the richness of the channel. Internal strategy (corporate) communication (ISCC) was successful because the employees perceived to have corporate strategy knowledge. This strategy know ledge had a strong relationship with employee commitment, especially affective commitment.The main implication of this study was the recommendation that companies invest resources in internal strategy corporate communication (ISCC), because it was preferred by the employees at the case company, it corresponded to their needs and it contributed to their affective commitment. Key words: international business communication, internal communication, internal corporate communication, strategy communication, communication channels, communication channel attributes, media richness, corporate strategy, employee commitment I AALTO-YLIOPISTON KAUPPAKORKEAKOULU Kansainv? lisen yritysviestinn? pro gradu -tutkielma a a Mich? le Fenech e Sis? inen strategiaviestint? ja ty? ntekij? iden sitoutuminen a a o o ? TIIVISTELMA 02. 02. 2013 Tutkimuksen tavoitteet T? ll? pro gradu -tutkielmalla oli kolme tavoitetta. Ensimm? inen tavoite oli tutkia ty? ntekij? iden a a a o o tarpeita ja n? kemyksi? sis? is en viestinn? n v? lineist? eritoten sellaisista sis? isen yritysviestinn? n a a a a a a a a v? lineist? , jotka v? litt? v? t yrityksen strategiaa. Toinen tavoite oli selvitt? a sis? isen strategiaa a a a a a? a viestinn? n (ISCC) onnistuminen analysoimalla ty? ntekij? iden n? kemys heid? n strategiatiedosa o o a a taan.Kolmas tavoite oli tutkia sis? isen strategiaviestinn? n (ISCC) ja ty? ntekij? iden sitoutumia a o o sen v? list? suhdetta. a a Tutkimusmenetelm? t ja teoreettinen viitekehys a Tutkimusmetodi on tapaustutkimus, ja aineisto ker? ttiin taustaselvityksell? , haastatteluilla ja a a kyselyll? . Kvalitatiivinen aineisto analysoitiin ja kategorisoitiin, kun taas kvantitatiivinen aia neisto analysoitiin tilastollisesti R-ohjelmistoymp? rist? ll? . Tutkielman teoreettinen viitekehys a o a n? ytt? a kuinka sis? inen yritysviestint? viestii strategiaa joko rikkaan tai niukan median kauta a? a a ta ty? ntekij? lle, kuinka v? lineiden ominaisuudet vaikuttavat ty? ntekij? iden mie ltymyksiin ja o o a o o valintaan, ja kuinka viestint? ja strategian tulkitseminen lopulta johtavat ty? ntekij? iden sitoutua o o miseen. Tutkimuksen tulokset ja johtop? at? kset a? o Tapausyrityksen ty? ntekij? t pitiv? t parhaana vertikaalista ja enimm? kseen yksi-suuntaista sis? ist? o a a a a a yritysviestint? a, joka v? litti strategiaa (ISCC). Se t? ytti heid? n tarpeensa paremmin kuin hoa? a a a risontaalinen ja kaksi-suuntainen sis? inen strategiaviestint? . Tarpeiksi tunnistettiin strategiatiea a don saaminen, strategiatiedon k? tt? minen, ja moniselitteisyyden ja ep? varmuuden v? hent? minen. a a a a a Ty? ntekij? iden viestint? v? lineiden preferenssiin ja tyytyv? isyyteen n? ytti vaikuttavan enemm? n o o a a a a a v? lineiden k? ytett? vyys ja tiedon laatu kuin v? lineiden rikkaus. Sis? inen strategiaviestint? (ISCC) a a a a a a on onnistunut siin? ett? ty? ntekij? t kokevat, ett? he tiet? v? t yrityksen strategian. T? ll? stratea a o a a a a a a giatiedolla on vahva suh de ty? ntekij? iden sitoutumiseen, eritoten affektiiviseen sitoutumiseen. o o T? m? n tutkimuksen johtop? at? ksiin kuuluu, ett? yritysten pit? si investoida resursseja sis? iseen a a a? o a a a strategiaviestint? an (ISCC), sill? se on ty? ntekij? iden suosima, se vastaa heid? n tarpeisiinsa ja a? a o o a se vaikuttaa heid? n affektiiviseen sitoutumiseensa. a Avainsanat: kansainv? linen yritysviestint? , sis? inen viestint? , sis? inen yritysviestint? , stratea a a a a a giaviestint? , viestinn? n v? lineet, viestinn? n v? lineiden ominaisuudet, media rikkaus, yritys straa a a a a tegia, ty? ntekij? n sitoutuminen o a II Contents 1 Introduction 1. 1 Research objectives and questions . . . . . . . . . . . . . . . . . . . . . 1. Terminology of this study . . . . . . . . . . . . . . . . . . . . . . . . . . 1. 3 Structure of the thesis . . . . . . . . . . . . . . . . . . . . . . . . . . . . Review of Literature 2. 1 Internal communication . . . . . . . . . . . . . . 2. 1. 1 Internal co mmunication matrix . . . . . . 2. 1. 2 Internal corporate communication . . . . 2. 2 Corporate strategy . . . . . . . . . . . . . . . . . 2. 2. 1 Strategy formation . . . . . . . . . . . . 2. 2. 2 Strategy implementation . . . . . . . . . 2. 3 Communication channels . . . . . . . . . . . . . 2. 3. 1 Media richness theory . . . . . . . . . . 2. . 2 Channel attributes . . . . . . . . . . . . 2. 4 Commitment . . . . . . . . . . . . . . . . . . . 2. 4. 1 Organisational Commitment . . . . . . . 2. 4. 2 Three-Component Model of Commitment 2. 5 Theoretical framework . . . . . . . . . . . . . . 1 3 6 8 9 9 13 15 18 19 23 30 32 41 43 46 50 55 61 61 62 63 64 66 66 72 80 83 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Methodology 3. 1 Research design . . . . . . . . . . . . . . . . . . . . . . . 3. 1. 1 Exploratory and descriptive research purpose . . . 3. 1. 2 Quantitative and qualitative research strategy . . . 3. 1. 3 Case study method . . . . . . . . . . . . . . . . . 3. 2 Data collection and analysis . . . . . . . . . . . . . . . . 3. 2. 1 Background study, interview and survey techniques 3. 2. 2 Statistical data analysis . . . . . . . . . . . . . . . 3. 3 Reliability and validity of this study . . . . . . . . . . . . Findings and Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 III 4. 1 4. 2 4. 3 4. 4 Description of the case company’s strategy and the internal communication channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 1. 1 Description of the company’s generic corporate strategy . . . . . 4. 1. 2 Description of the company’s internal com munication channels . Content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 2. 1 Strategy knowledge . . . . . . . . . . . . . . . . . . . . . . . . . 4. 2. Employees’ ability to apply corporate strategy . . . . . . . . . . 4. 2. 3 The quantity of strategy information . . . . . . . . . . . . . . . . Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 3. 1 Media richness . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 3. 2 Preference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 3. 3 Information quality and channel accessibility . . . . . . . . . . . 4. 3. 4 Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 3. 5 Channel comparisons . . . . . . . . . . . . . . . . . . . . . . . 4. 3. 6 ICC versus non-ICC . . . . . . . . . . . . . . . . . . . . . . . . 4. 3. 7 ICC channels ful? l the employee needs to varying extent . . . . . Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 4. 1 Affective, normative and continuance commitment . . . . . . . . 4. 4. 2 Strategy knowledge against commitment . . . . . . . . . . . . . 4. 4. 3 ICC channels and commitment . . . . . . . . . . . . . . . . . . . 83 84 86 89 90 93 94 96 97 102 106 107 109 112 113 116 117 119 122 125 125 127 128 129 130 5 Conclusions 5. 1 Research summary . . . . . . . 5. 2 Results . . . . . . . . . . . . . 5. 3 Practical implications . . . . . . 5. 4 Limitations of the study . . . . . 5. 5 Suggestions for further research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV List of Tables 1 2 3 4 5 6 7 8 9 10 11 Important terminology of this study . . . . . . . . . . . . . . . . . . . . Internal Communication Matrix (Welch & Jackson, 2007) . . . . . . . . Adjective-Pairs Used In Evaluating Communication Ch annels . . . . . Background material from case company . . . . . . . . . . . . . . . . . Interview data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The stages of channel choice for the survey . . . . . . . . . . . . . . . . Case study tactics for Four Design Tests (Adapted from Yin (2009, p. 41)) 7 14 42 67 68 70 81 Selected channels and their dimension of internal communication . . . . . 89 The employee channel preference comparison . . . . . . . . . . . . . . . 103 The top three employee channel preferences in terms of media richness and internal communication dimension . . . . . . . . . . . . . . . . . . 105 The employees’ ranking of channels . . . . . . . . . . . . . . . . . . . . 109 V List of Figures 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 The Shannon-Weaver model of communication (Shannon & Weaver, 1949) Internal Corporate Communication (Welch & Jackson, 2007) . . . . . . . Types of Strategies (Mintzberg, 197 8) . . . . . . . . . . . . . . . . . . . Strategy Implementation, a link between planned and realizing strategy . Media Richness Hierarchy (Lengel & Daft, 1988) . . . . . . . . . . . . . Media Selection Framework (Lengel & Daft, 1988) . . . . . . . . . . . A Three-component Model of Organizational Commitment . . . . . . . . The Theoretical Framework . . . . . . . . . . . . . . . . . . . . . . . . . A box plot with annotations . . . . . . . . . . . . . . . . . . . . . . . . . A box plot with outlier . . . . . . . . . . . . . . . . . . . . . . . . . . . Scatter plot without and with jitter . . . . . . . . . . . . . . . . . . . . . Scatter chart with Trend . . . . . . . . . . . . . . . . . . . . . . . . . . . Scatter plot without and without outlier . . . . . . . . . . . . . . . . . . Removal of outliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . The correlation between Affective, Normative and Continuance Commitment Scales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Theoretical Framework (Content) . . . . . . . . . . . . . . . . . The employees’ perception of their strategy knowledge . . . . . . . . Ability to apply strategy against knowledge of the strategy . . . . . . Having enough strategy information against knowledge of the strategy The Theoretical Framework (Media) . . . . . . . . . . . . . . . . . . Media richness attribute scores . . . . . . . . . . . . . . . . . . . . Richness and Richness Adjusted . . . . . . . . . . . . . . . . . . . . Channel preference ranking . . . . . . . . . . . . . . . . . . . . . . . Information quality and channel accessibility scores . . . . . . . . . . The employees’ channel satisfaction scores . . . . . . . . . . . . . . ICC and non-ICC channel attribute comparison . . . . . . . . . . . . The Theoretical Framework (Commitment) . . . . . . . . . . . . . . Overall ACS, NCS and CCS results . . . . . . . . . . . . . . . . . . Commitment scales against Strategy Knowledge . . . . . . . . . . . . Knowledge affect commitment . . . . . . . . . . . . . . . . . . . . VI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 16 20 25 34 38 51 56 74 75 76 77 79 80 82 90 91 93 95 96 97 99 102 106 108 112 116 117 120 121 31 32 ACS, Strategy Knowledge and Employees’ perspective . . . . . . . . . . 122 The employees’ ? rst channel preference type with respect to strategy knowledge and ACS . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 VII Chapter 1 Introduction In recent years, there has been a growing interest in internal communication in corporate communication research (Vercic, Vercic & Sriramesh, 2012).Internal communication can be described as any â€Å"communication with employees internally within the organization† (Cornelissen, 2011, p. 164). Not only does internal communication enable companies to have information and knowledge sharing between employees (D. Tourish & Hargie, 2004a) but it also satis? es and commits them (D. Tourish & Hargie, 2000), and gives them a voice to speak up (Morrison & Milliken, 2000). Internal communication is important, because it affects the bottom line of a company (Yates, 2006) and, quite simply, is a contributing factor to success (Argenti & Forman, 2002; D. Tourish & Hargie, 2004d).According to Welch and Jackson (2007), one of the recent internal communication theories is based on a stakeholder approach, where internal communication is divided into four interrelated dimensions according to identi? ed stakeholder groups: internal line manager communication, internal team peer communication, internal project peer communication and internal corporate communication. In their new approach to internal communication, Welch and Jackson (2007) concentrate on the fourth dimension, namely internal corporate communication. It is de? ned as â€Å"communication between an organisation’s strategic managers and its in1 ernal stakeholders, designed to promote commitment to the organisation, a sense of belonging to it, awareness of its changing environment and understanding of its evolving aims. † (Welch & Jackson, 2007, p. 193) The role of internal corporate communication is to convey corporate issues such as goals and objectives (Welch & Jackson, 2007). The internal corporate communication channels are mainly one-way channels, such as newsletters and the intranet. The aim of internal corporate communication is to reach four goals, which are belonging, commitment, awareness and understanding of the business environment.Welch and Jackson (2007) address speci? cally the formal and managed internal communication as opposed to the informal internal communication. Informal internal communication, also known as â€Å"grapevine†, includes the constant chat between people at work. The formal internal communication includes the managed company/work related communication. The new stakeholder approach to internal communication is important, beca use according to Welch and Jackson (2007), it broadens the previous approaches, which only looked at the employees as a single audience.The four internal communication dimensions give managers a tool to strategically communicate to different stakeholder groups within the company as well as to all employees at once. One of the corporate issues that internal communication conveys is strategy. Strategy has a multitude of de? nitions. Chandler (1962) created the basics for today’s typical strategy de? nition (Mintzberg, 1978; Mustonen, 2009), which is: â€Å"the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals† (Chandler, 1962, p. 3) Corporate strategy is important, because it aids the company to reach its long-term object2 ives and, therefore, affects the company’s long-term wealth (Al-Ghamdi, Roy & Ahmed, 2007). After the corporat e strategy has been formulated, it needs to be implemented, hence communicated, to the employees. The better the employees understand, accept and embrace the corporate strategy, the more successful the strategy communication is (Aaltonen & Ik? valko, 2002). Understanding the strategy objectives and the signi? cance a of everyone’s contribution has an effect on the commitment and work motivation of the employees (H? ? l? inen & Maula, 2004). a aa In spite of the wealth of research into strategy and strategy communication, there has been a call for more research on internal communication for more than a decade. For example, Argenti (1996, p. 94) points out that â€Å"no other corporate communication subfunction offers more of an opportunity for genuinely sought after research than employee [= internal] communication†. Even today, internal communication still calls for more research (Vercic et al. , 2012; Welch & Jackson, 2007). Welch and Jackson (2007, p. 94) call for fu rther research on â€Å"internal stakeholders’ [employees] needs and preferences for communication content and media† to improve internal corporate communication. Since the internal corporate communication concept is new, there has been little if any research in a corporate strategy context. Furthermore, internal corporate communication and its ability to contribute to the four goals, namely belonging, commitment, awareness and understanding of the business environment, hasn’t been studied much either. 1. 1 Research objectives and questions This Master’s thesis has three purposes. The ? st purpose is to examine the employees’ needs and preferences of the company’s internal communication (IC) channels, speci? cally internal corporate communication (ICC) channels that convey the company’s corporate strategy. The second is to investigate the successfulness of the internal strategy communication (ISC), speci? cally internal strategy corpo rate communication (ISCC), regarding the employees’ perception of their strategy knowledge. The third is to research the relation between internal strategy communication (ISC), focusing on internal strategy corporate communication (ISCC), and the employee’s commitment.The terminology 3 used in this study is described in Section 1. 2. Even though this study focuses primarily on the internal corporate communication (ICC) dimension, the other three internal communication dimensions, namely internal line manager communication, internal team peer communication and internal project peer communication, as well as the informal communication (non-ICC), are also taken into account in this study. This is because the other three dimensions are interrelated with the ICC dimension (Welch & Jackson, 2007); and, because informal communication adds an often used channel.This study looks both at the general internal strategy communication (ISC), which includes all four formal internal c ommunication dimensions and informal internal communication, and at Welch and Jackson’s (2007) more speci? c internal corporate communication conveying strategy (ISCC). Hereinafter, the general internal strategy communication (ISC) with the focus on internal strategy corporate communication (ISCC) is referred to as ‘internal strategy (corporate) communication’.Since, this study requires in-depth knowledge about a company’s internal strategy communication (ISC), it was deemed best to focus only on one company instead of looking at multiple companies. Also, since internal strategy communication (ISC) is con? dential, the case company prefers to stay anonymous. The chosen case company for this study is a Finnish daughter company of an international corporation. The daughter company is spread around Finland and has circa 350 employees. More information on the case company and the single case study method is presented in Section 3. . 3. The purpose of this stud y is transformed into one main and ? ve sub research questions. All of these research questions relate to the case company. The questions are as follows: Main research question: How does internal strategy communication, speci? cally internal strategy corporate communication, meet the employees’ needs and relate to employee commitment? Sub research questions: 4 1. What are the employees’ internal strategy (corporate) communication channel preferences? 2. How do the channels meet the employees’ needs? 3.How much knowledge do the employees perceive to have regarding the corporate strategy gained through internal strategy (corporate) communication? 4. How committed are the employees? 5. What is the relation between their commitment and strategy knowledge gained through internal strategy (corporate) communication? The main research question studies how internal (corporate) communication conveying the corporate strategy meets the needs of the employees. Also, it studi es whether the communication relates to the employees’ commitment towards the company. The ? e sub research questions are studying this main research problem more thoroughly. The ? rst and second sub research questions aim to identify what the employees’ internal strategy (corporate) communication channel preferences are and how the channels meet the employees’ needs. Internal communication media include different kinds of communication channels. On the one hand, it includes two-way internal communication channels such as performance appraisals, and on the other hand, it includes one-way internal corporate communication channels, such as newsletters and the intranet. The channel related needs will be identi? d from the literature. The emphasis in the ? rst and second sub questions is on the employees’ viewpoint on the channels and their characteristics. The third sub research question studies how much knowledge the employees perceive to have regarding the corporate strategy. It is assumed that strategy knowledge is gained and understood via several different ways, one of them being internal strategy (corporate) communication. The needs of the employees for internal strategy (corporate) communication are to receive the message, understand it, and gain the required strategy knowledge.The employees’ level of strategy knowledge and their ability to use this knowledge in their everyday work will help to determine whether the internal strategy (corporate) communication is effective and successful. The fourth and ? fth sub research questions investigate the commitment level of the case 5 company employees, and the relation between their commitment and their strategy knowledge. As has been discussed earlier, ICC leads to four goals, which are commitment, belonging, awareness and understanding of the business environment. Due to the scope restrictions in this study, only the ommitment goal is researched. The organisational commitment theory will be used to analyse how committed the employees are to the company. The gained strategy knowledge will be seen as a result of internal strategy (corporate) communication. Therefore, the employees’ strategy knowledge acts as a middleman in determining the relation between internal strategy corporate communication and the employees’ commitment. This Master’s thesis is well positioned in the research ? eld of International Business Communication, because this study is set in an international business setting researching communication.The Finnish case company is a subsidiary of a multinational company, with subsidiaries all over the world. There is close co-operation between the parent and subsidiary companies, providing an international setting for the business. This study explores internal strategy (corporate) communication in the ? eld of business. The speci? c interest is in the case company’s corporate strategy, how this company communicates t he strategy to its employees, how the employees perceive the communication and whether the communication relates to their organisational commitment. 1. 2Terminology of this study Since the ‘internal communication’, ‘internal corporate communication’ and ‘internal strategy corporate communication’ related concepts and terminology used in this study are very similar to each other, there is the potential for misunderstandings. In order to increase clarity of this study, a summary of the key terminology is provided. The terminology, the abbreviations and their descriptions are presented in Table 1. As can be seen in Table 1, the key terminology used in this study consists of variations about ‘internal communication’ and ‘strategy’.In each chapter, the ? rst time a term is mentioned, it is spelled out entirely with the abbreviation in brackets as a reminder. After 6 Table 1: Important terminology of this study Abbr. IC Desc ription Terminology Internal communication Internal corporate communication ICC Formal non-ICC Internal line manager communication Internal project peer communication Internal team peer communication Informal Small talk, corridor chats ISC Overall internal communication happening in a company. Could be both one-way or two-way communication.Includes all four formal internal communication dimensions and informal communication Predominantly one-way communication between an organisation’s strategic managers and its employees on corporate issues Other internal communication that is not ICC. It includes most two-way communication, formal and informal, on work related issues between all the employees (line manager to subordinate, employee to employee, project peer to project peer, team peer to team peer) of the company 7 ISCC Internal strategy communication Internal strategy corporate communicationFormal Internal communication conveying strategy information in a company. Could be bo th one-way or two-way communication. Includes all four formal internal communication dimensions and informal communication Predominantly one-way communication on precisely the corporate strategy conveyed from the strategic managers to all the employees more or less simultaneously Internal strategy line manager communication Internal strategy project peer communication Internal strategy team peer communication Informal Strategy small talk, corridor chatsOther internal communication on strategy that is not ISCC. It includes non-ISCC most two-way communication, formal or informal, on strategy between all the employees of the company that the abbreviation is usually used. However, in selected places, like Section 2. 1 on internal communication, the term ‘internal communication’ is spelled out instead of using the abbreviation IC in order to make the difference towards ICC more prominent. 1. 3 Structure of the thesis The four main sections in this Master’s thesis are the literature review, the methodology, the ? dings and discussion, and the conclusions. The literature review presents the most relevant literature for this study, including literature on internal communication, strategy, internal communication channels and commitment. The ? nal section of the literature review explains the theoretical framework of this study. The methodology chapter presents the research design, methods and data, and reliability of the study. The ? ndings and discussion chapter explains ? ndings on the internal strategy (corporate) communication channels, employee preferences and need ful? ment, employees’ perception of their strategy knowledge, and employees’ overall organisational commitment and its relation to the gained strategy knowledge. All of the ? ndings are discussed throughout this chapter. Finally, the conclusion chapter reviews the research summary, explains the practical implications of this research, presents the limitations of the stu dy, and proposes suggestions for further research. 8 Chapter 2 Review of Literature This chapter will review literature that is relevant to this Master’s thesis. All of the sections in this chapter ? st review more general literature on the topic at hand and then dive into the more speci? c theory or model that is of relevance to this study. The ? rst section presents research related to internal communication in general and, more speci? cally, to the internal communication matrix and the internal corporate communication (ICC) concept. The second section addresses the formulation and implementation of strategy. The third section highlights communication channels, in general, and then more speci? cally focuses on the media richness theory and communication channel attributes.The fourth section elaborates on commitment, organisational commitment and the threecomponent model of commitment. The last section presents the theoretical framework of this study. 2. 1 Internal communica tion The word communication is based on the Latin words â€Å"communis† and â€Å"communicare† (Wiio, 1977). â€Å"Communis† means sharing in common and â€Å"communicare† means to make common, hence communication is something that is being done together (Wiio, 9 1977). Wiio (1970) de? nes communication simply as the exchange of information between the sender and the receiver.One of the earliest ways to describe communication is the Shannon-Weaver model of communication, which includes more elements than just the sender and the receiver (Shannon & Weaver, 1949). This model is presented in Figure 1. Transmitter Information message (Encoder) Source signal Channel Noise Source received signal Receiver (Decoder) message Destination Figure 1: The Shannon-Weaver model of communication (Shannon & Weaver, 1949) In Figure 1 the sender encodes a message, transmits it via a channel to the receiver who decodes the message.Along the way there is noise, which refers to any disturbance that could affect the reception of the message (Shannon & Weaver, 1949). What makes this communication successful, according to Al-Ghamdi et al. (2007), is that the information transferred from the sender to the receiver is understood by the receiver. For a long time now, it has been recognised that the Shannon-Weaver model of communication is outdated because it cannot fully grasp the complex process of human communication, nevertheless, it is one of the best known models (Bowman & Targowski, 1987).It is important to note that communication can be both internal and external (Cornelissen, 2011). Traditionally it was easy to distinguish between the internal communication between the employees in a company and the external communication to, for instance, customers. Nowadays, however, with the arrival of technology and new communication tools (e-mail, intranet, videos, online newsletters) the borders between internal and external communication have become fuzzy (Cornel issen, 2011). For the purpose of this study, it is assumed that internal communication can exist as its own concept separate from external communication.This study will only focus on the internal aspects of communication. Internal communication is important because it helps to share information and know10 ledge with everyone at the company (D. Tourish & Hargie, 2004a). It informs (Smith, 2008), satis? es and commits the employees (D. Tourish & Hargie, 2000), as well as, engages them (Kress, 2005) and gives them a voice to speak up (Morrison & Milliken, 2000). Especially in today’s rapidly changing business world, with all the downsizing, outsourcing and restructuring, internal communication is important (Vercic et al. 2012). It has emerged as a critical function, because organisational leaders need better management skills in regards to employees (Vercic et al. , 2012). Welch and Jackson (2007) argue that internal communication, speci? cally ICC, explained in Subsection 2. 1. 2, leads to commitment, and commitment leads to better performance (Meyer & Allen, 1991) and, therefore, internal communication is crucial for business success. It is the key to good management (Jay, 2005) and it produces better results (Smith, 2008).Internal communication affects the bottom line of a company, by decreasing employee turnover and increasing market premiums, shareholder returns and employee engagement (Yates, 2006), therefore, leading to success (Argenti & Forman, 2002; D. Tourish & Hargie, 2004d). The growing importance of internal communication is visible in many initiatives, for instance, the setting up of the Institute of internal communication in the UK, with the aim of understanding and studying the ? eld (Vercic et al. , 2012). Already in the 6th century St.Benedict said: â€Å"Smaller organisational decisions should be taken by senior individuals, but large ones should be decided as a group. Everyone’s voice must be heard to avoid murmurs and back-bit ing† (Smith, 2008, p. 10), which indicates that internal communication has existed for a long time and it is not only a phenomenon of today’s business world (Smith, 2008). Although the actual practice of internal communication has probably existed for quite some time, the concept itself is relatively new, having started in the US and spread from there to Europe (Vercic et al. , 2012) in the 20th century (Clutterbuck, 1997; Smith, 2008).Even though internal communication has been studied directly or indirectly by many researchers such as Argenti (1996); J. Grunig and Hunt (1984); Jefkins (1988); Kalla (2005); Quirke (2000); Smith (2008); Stone (1995); D. Tourish and Hargie (2004b); Wiio (1970); Wright (1995); Yates (2006), there has been a considerable gap in the academic research and understanding of internal communication (Welch & Jackson, 2007). This is highlighted with the following quote. â€Å"no other corporate communication subfunction offers more of an opportun ity for genuinely sought after research than employee [= internal] communic11 ation† (Argenti, 1996, p. 4) It is dif? cult to de? ne internal communication because it has several, often interchangeably used, synonyms such as change management (Smith, 2008), employee communication (Argenti, 1996; Smidts, Pruyn & Van Riel, 2001), employee relations (Argenti, 1996; J. Grunig & Hunt, 1984; Quirke, 2000), integrated internal communications (Kalla, 2005), internal public relations (Jefkins, 1988; Wright, 1995), internal relations (J. Grunig & Hunt, 1984), industrial relations (Smith, 2008), reputation management (Smith, 2008), staff communication (Stone, 1995), staff communications (D. Tourish & Hargie, 2004b) and transformation (Smith, 2008).These synonyms add to the complexity of de? ning internal communication. The term internal communication has been chosen for this study due to the interest in Welch and Jackson’s (2007) ICC concept; for details see Subsection 2. 1. 2. In addition, the term internal communication is preferred by corporate communication theorists such as Van Riel (1995) and J. Foreman and Argenti (2005). There have been very few useful and appropriate de? nitions of internal communication. De? nitions have either been very simple, for example â€Å"communication with employees internally within the organization† (Cornelissen, 2011, p. 64), or describing something else entirely. For example, a very widely used de? nition of internal communication is that of Frank and Brownell (1989), which more accurately seems to be a de? nition of organisational communication instead of internal communication (Welch & Jackson, 2007). â€Å"the communications transactions between individuals and/or groups at various levels and in different areas of specialisation that are intended to design and redesign organisations, to implement designs, and to co-ordinate day-today activities† (Frank & Brownell, 1989, p. -6) Appropriately, Welch and Jackson (2007) addressed this gap in the academic research and understanding of internal communication and rede? ned internal communication. Welch and Jackson’s (2007) de? nition is adopted for this study, because of the interest in ICC 12 speci? cally. The de? nition is presented below. â€Å"the strategic management of interactions and relationships between stakeholders within organisations across a number of interrelated dimensions including, internal line manager communication, internal team peer communication, internal project peer communication and internal corporate communication† (Welch & Jackson, 2007, p. 84) This section continues by explaining Welch and Jackson’s (2007) internal communication matrix with its four formal internal communication dimensions in Subsection 2. 1. 1. Then, Subsection 2. 1. 2 de? nes the internal corporate communication concept and its four goals (Welch & Jackson, 2007). 2. 1. 1 Internal communication matrix The internal commu nication matrix created by Welch and Jackson (2007) consists of four formal internal communication dimensions, which are the earlier mentioned internal corporate communication (ICC), internal line manager communication, internal team peer communication and internal project peer communication.The internal communication matrix helps to separate the ICC dimension from the other internal communication dimensions. Welch and Jackson (2007) take a stakeholder approach to internal communication. This is done in order to address the criticism and recent calls for research. L’Etang (2005, p. 522) criticises that â€Å"employees are too often treated as a single public† with respect to internal communication in a company. In addition, Forman and Argenti (2005) call for more research on employees as the target audience of internal communication.Welch and Jackson (2007) address these issues by differentiating stakeholder groups at the company, while at the same time still focusing on communication that reaches all the employees. Hence, Welch and Jackson (2007) take a stakeholder approach to internal communication. 13 According to Freeman (1984, p. 25), a stakeholder is: â€Å"any group or individual who can affect or is affected by the achievement of the ? rm’s objectives†. Stakeholder theory, together with internal communication, add to the identi? ation of participants that form stakeholder groups at different organisational levels: all employees, strategic management, day-to-day management, work teams and project teams (Welch & Jackson, 2007). This implies the earlier mentioned four interrelated dimensions of internal communication (Welch & Jackson, 2007). These four internal communication dimensions in a management context form the internal communication matrix, which is visible in Table 2. Table 2: Internal Communication Matrix (Welch & Jackson, 2007) Dimension 1. Internal line management communication 2.Internal team peer communication 3. Internal project peer communication 4. Internal corporate communication Level Line managers/ supervisors Team colleagues Project group colleagues Strategic managers/ top management Direction Predominantly two-way Two-way Two-way Predominantly one-way Participants Line managersemployees Employeeemployee Employeeemployee Strategic managers-all employees Content Employees’ roles Personal impact, e. g. appraisal discussions, team brie? ngs Team information, e. g. team task discussions Project information, e. g. project issues Organisational/ corporate issues, e. . goals, objectives, new developments, activities and achievements As Table 2 shows, the four dimensions of internal communication are followed by the organisational level, the direction, participants and content of the internal communication, respectively. The level, direction, participants and content of the internal communication differ according to the internal stakeholder group in question. The ? rst dimension, inter nal line manager communication, is between the line managers and the employees of a company at the line manager/supervisor level.This communication is mainly two-way, between superior and subordinate with the content being, for instance, about employee roles (Welch & Jackson, 2007). The second dimension, internal team peer communication, is two-way communication between team members, employee to employee, with the content being team information (Welch & Jackson, 2007). The third dimension, internal project peer communication, is two-way communication between project peers, employee to employee, with the content being project informa14 tion.The difference here between a team and a project is that teams are work teams in departments and divisions while projects have a wider scope with dispersed teams (Welch & Jackson, 2007). The fourth dimension, ICC, is strategic one way communication from the strategic managers/top management of the company to all employees. This communication deals with corporate issues such as goals, objectives and achievements (Welch & Jackson, 2007). Internal line, team peer and project peer communication have been considerably researched by J. Grunig et al. (1992).Therefore, the focus of this study will be on ICC, which has been largely ignored to date. 2. 1. 2 Internal corporate communication The internal corporate communication (ICC) concept developed by Welch and Jackson (2007) is communication between the strategic top of the company and the rest of the company. It focuses on all the employees and, therefore, ? lls an existing void in research (Forman & Argenti, 2005). Internal corporate communication is predominantly oneway and includes issues such as company goals and objectives. The concept of ICC is presented in Figure 2, with the de? ition of ICC being: â€Å"communication between an organisation’s strategic managers and its internal stakeholders, designed to promote commitment to the organisation, a sense of belonging to it, awareness of its changing environment and understanding of its evolving aims† (Welch & Jackson, 2007, p. 186) Figure 2 shows that the strategic managers, who are situated in the circle in the middle of Figure 2, send corporate messages, shown as arrows in Figure 2, to all the company employees, who are situated in the circle depicting internal environment.Figure 2 also points out that internal corporate communication, where the strategic managers are sending corporate messages to the employees, leads to four goals, which are visible in the thick one-way arrows: commitment, awareness, belonging and understanding. In addition, there are four smaller double headed arrows between the internal environment and the external micro environment. These arrows imply two-way communication, which ex15 External MacroEnvironment Employees Commitment External MicroEnvironment Corporate Messages Understanding Strategic managers Awareness Belonging EmployeesInternal Environment Figure 2: In ternal Corporate Communication (Welch & Jackson, 2007) ists in the other three internal communication dimensions: internal manager communication, internal team peer communication and internal project peer communication. Finally, there is also an external macro environment in Figure 2. The double headed arrows in Figure 2 show that even though the main messages are predominantly one way, the strategic managers are still getting feedback and information from their employees in other ways, for instance, through internal team peer communication (Welch & Jackson, 2007).Welch and Jackson (2007) note that the one-wayness of the internal corporate communication concept can be criticised; however, it would be unrealistic to assume that the company could have face-to-face discussion with every single employee on every issue at hand. Therefore, it is important that the messages sent from the top are consistent and this could be done with mediated means of communication (e. g. external news rel ease, corporate television advertisement, corporate web site, internal newsletter).Internal mediated communication can be considered symmetrical: â€Å"if 16 its content meets the employees’ need to know rather than the management’s need to tell† (L. Grunig, Grunig & Dozier, 2002, p. 487). The channels of ICC are a focus in this study, which is to answer the call for further research highlighted in the following quote. â€Å"Research into employee preferences for channel and content of internal corporate communication is required to ensure it meets employees’ needs† (Welch & Jackson, 2007, p. 87) The aforementioned goals of the ICC concept are to increase commitment of the employees to the organisation, develop their awareness of the environmental change, increase their belonging to the company and develop their understanding of the changing objectives. Out of these four goals the commitment goal is of speci? c interest to this study. Commitment is like a positive attitude among employees (De Ridder, 2004; Meyer & Allen, 1997; Mowday, Porter & Steers, 1982) and a degree of loyalty towards an organisation (Welch & Jackson, 2007).It is de? ned as â€Å"the relative strength of an individual’s identi? cation with, and involvement in, a particular organisation† (Mowday, Steers & Porter, 1979, p. 226). Meyer and Allen (1997) identify three types of workplace commitment, namely affective, continuance and normative. Since the concept of commitment and Meyer and Allen’s (1991) three types of commitment are relevant for this Master’s thesis, they will be further reviewed in Section 2. 4. Belonging is described by Cornelissen (2004, p. 8) as â€Å"a ‘we’ feeling [–] allowing people to identify with their organizations†. Internal communication has an effect on this degree of identi? cation (Smidts et al. , 2001, p. 1052). The need to belong is a strong motivator for people (Baumeist er & Leary, 1995). Therefore, it has to be remembered that organisations could use a persuasive strategy to in? uence the employees (Cheney, 1983) or even use internal communication as a tool to try to manipulate employees (Moloney, 2000). Due to this Welch and Jackson (2007) point out that ICC has an ethical aspect.It is important for the employees to be aware of the environmental change, and understand how it impacts the organisation (Welch & Jackson, 2007), because the organisational environment is dynamic. This dynamic environment has three levels, namely macro, micro 17 and internal (Palmer & Hartley, 2002), which are also shown in Figure 2. These environments are subject to change, and change in the business world has been substantial in the past years for instance due to technology (Cornelissen, 2004).Due to these environmental changes and the implications they could mean, it is vital for the employees to be aware and understand the change (Welch & Jackson, 2007). In addition , to just plainly communicating the current situation of the organisation to the employees, the organisation should even communicate about the external opportunities and threats of the company. Effective internal corporate communication should enable employees to understand the constant changes the company is going through (Welch & Jackson, 2007), thus reducing employees’ uncertainty. In sum, ICC is of speci? interest in this study, because it hasn’t yet been extensively researched. Internal communication is important for companies, because it contributes to their success (Argenti & Forman, 2002; D. Tourish & Hargie, 2004d). When a stakeholder approach is taken, internal communication can be divided into four interrelated dimensions (Welch & Jackson, 2007). These dimensions together form the internal communication matrix (Welch & Jackson, 2007). Out of these four dimensions ICC is the strategic top addressing all the employees simultaneously about the company goals and objectives (Welch & Jackson, 2007).The goals of the ICC include giving the employees a feeling of belonging and commitment, as well as raising the employees’ awareness and understanding of the company’s changing environment (Welch & Jackson, 2007). 2. 2 Corporate strategy Corporate strategy is important, because it aids the company to reach its long-term objectives and, therefore, affects the company’s long-term wealth (Al-Ghamdi et al. , 2007). Understanding these objectives and the signi? cance of everyone’s contribution has an effect on the commitment and work motivation of the employees (H? m? l? nen & Maula, 2004), a aa which is a contributing factor to an effective company (Koch, Radvansk? & Sklen? r, y a 2011). 18 The origin of the word strategy comes from the Greek word â€Å"strategos†, â€Å"a general† (Bracker, 1980, p. 219), referring to skills of warfare (Cummings, 1993; Lahti, 2008). Furthermore, the Greek verb â€Å"stratego † stands for †plan[ning] the destruction of one’s enemies through effective use of resources† (Bracker, 1980, p. 219). The word strategy was originally linked to war and politics, and only after World War II was there a need to link the word to business (Bracker, 1980).The ? rst ones to connect the strategy concept to business were Von Neumann and Morgenstern with their game theory (Bracker, 1980), where strategy is the set of rules that players follow (Mintzberg, 1978). Chandler (1962) created the basics for today’s typical strategy de? nition (Mintzberg, 1978; Mustonen, 2009): †the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals† (Chandler, 1962, p. 13) Bracker (1980, p. 221) sums up many of the strategy de? itions to: â€Å"entails the analysis of internal and external environments of a ? rm to maximi ze the utilization of resources in relation to objectives†. Strategy quite simply put is a †plan† (Mintzberg, 1978, p. 935). This section continues by explaining the strategy formation with Mintzberg’s (1978) theory and a brief review on vision and mission related research in Subsection 2. 2. 1. Then, the strategy implementation is explained in Subsection 2. 2. 2. Issues covered include the importance of the implementation process, the de? nition, Aaltonen and Ik? alko’s (2002) a theory, the importance of managers in the process, some practical issues and the dif? culties of strategy implementation. Finally, the subtle difference between internal strategy communication (ISC) and internal strategy corporate communication (ISCC) is discussed. 2. 2. 1 Strategy formation The strategy process starts with the company’s corporate strategy formation. Mintzberg’s (1978) theory is one of the many theories that explains the theoretical strategy for mation. 19 A more practical view of strategy formation is found in research on vision and mission statements. Mintzberg’s (1978) theoryMintzberg (1978) developed a strategy formation theory, where there are two kinds of strategies, the intended and the realised. According to Mintzberg (1978), in the mainly theoretical strategy formation research, the majority of strategy de? nitions have one thing in common: they are a deliberate set of guidelines that determine future decisions. This type of a strategy is called an intended strategy, and it has the following three characteristics (Mintzberg, 1978). First, it is explicit. Second, it is created purposefully and consciously; and third, it is made in advance to help decision-making.Opposite to the intended strategy is the realised strategy, which is the actual strategy that is put into action. In order to expand the strategy formation research, Mintzberg (1978, p. 935) de? nes strategy as â€Å"a pattern in a stream of decision s†. He then claims that these two kinds of strategies, intended and realised, can be combined in three different ways, resulting in ? ve types of strategies, namely the intended, unrealised, deliberate, emergent and realised. These ? ve types of strategies and their relations are presented in Figure 3. Intended Strategy Unrealized StrategyDeliberate Strategy Realized Strategy Emergent Strategy Figure 3: Types of Strategies (Mintzberg, 1978) As can be seen in Figure 3, the intended strategy is to the left implying a starting point, and the realised strategy is to the right implying an end result. Mintzberg (1978) reasons that the intended and the realised strategy, at least theoretically, can be combined in the following three ways. First, intended strategies that get realised without anything left 20 out or added are called deliberate strategies. Second, intended strategies that do not get realised are called unrealised strategies.This could be caused by issues such as unreali stic expectations. Third, unintended strategies that get realised are called emergent strategies. These could develop over time, unintended, out of a pattern of continuous decisional behaviour. Mintzberg and Waters (1985) suggest that for a strategy to realise itself exactly as it was planned, three conditions need to be met. First, the strategy needs to be planned in detail, in a way that it can be communicated clearly. Second, everyone in the company needs to know it. Third, the strategy implementation is not in? uenced from outside of the company (Mintzberg & Waters, 1985).At least two out of these three conditions need communication, which emphasizes the role that communication plays in the strategy process, especially in the implementation, which is presented in Subsection 2. 2. 2. Vision and mission Vision and mission have been recognised as a part of the more practical view on the strategy formulation process for all types of organisations (Darbi, 2010; David, 1989). However, David (1989) argues that the strategy formulation process consists of not only the creation of the vision and mission statement, but also of the SWOT-analysis (strengths, weaknesses, opportunities and threats) and the identi? ation of the long-term objectives, to name a few. H? m? l? inen and Maula (2004) point out that it is common practice that a aa companies de? ne at least vision, mission, strategy (a more limited concept, not to be confused with the main corporate strategy) and value statements during their strategy process. These four components could be seen as the most central operational guidelines of a company (H? m? l? inen & Maula, 2004). a aa Vision and mission statements are important, because they in? uence strategy and organisational performance (Darbi, 2010).Vision and mission statements give direction and clarity to the employees; and create a common sense of purpose (Campbell, 1997; Ireland & Hirc, 1992; Klemm, Sanderson & Luffman, 1991; Matejka, Kurke & Gregory, 1993; Mullane, 2002). In addition, these statements also motivate (Ireland & Hirc, 21 1992), shape behaviours (Collins & Porras, 1991), develop commitment (Klemm et al. , 1991) and ? nally in? uence employee performance positively (Mullane, 2002). Vision describes the desired future state of a company (Darbi, 2010; H? m? l? inen & a aa Maula, 2004).The content and length of this description may differ (Darbi, 2010). In addition, G. Johnson, Scholes and Whittington (2008) argue that the vision should show how the company produces value for its stakeholders. A vision gives strategic direction to a company and, furthermore, is the foundation for the mission and other related goals (Darbi, 2010). â€Å"Vision statements are supposed to be challenging and ambitious yet workable enough to evoke employees’ ingenuity as far as its realisation is concerned† (Darbi, 2010, p. 96) A mission is the company’s current purpose (Darbi, 2010; H? m? l? inen & Maula, 2004). aa It answers the question: â€Å"what is our business? † (David, 2009, p. 85), and expresses the corporate strategy in terms of scope and value creation (David, 2009). The mission should convey the company’s strategic direction to the stakeholders (Bartkus, Glassman & McAfee, 2004). Hence the company should identify the most important stakeholders in their mission statement and assure that their needs are met (Mullane, 2002). The mission should speci? cally correspond to the values and expectations of the stakeholders (Darbi, 2010). The last two corporate strategy components presented are values and strategy.Values refer to the company embraced principles (H? m? l? inen & Maula, 2004). Strategy shows a aa how the company is going to achieve its vision and mission (H? m? l? inen & Maula, 2004). a aa This type of strategy is a more limited concept in the whole big corporate strategy process, and its purpose seems to be to show a practical way to reach the goals. It seems to b e rather confusing to have two separate concepts named the same, which de? nitely can be seen as a problem in the strategy implementation phase. This could potentially be solved by renaming the more limited strategy concept as something else.However, the word strategy has also many other meanings (Jones, 2008), and it has become a synonym for 22 different words. For instance, strategy could refer to a plan, a position, a purpose or a long term view (Jones, 2008) and in the adjective form of â€Å"strategic† even important or signi? cant (Alvesson, 2002). There is some criticism in regards to the usefulness and bene? ts of these vision and mission statements (Simpson, 1994). In terms of the content, for instance Simpson (1994) and Goett (1997) note that the majority of these vision and mission statements sound very general and are â€Å"rarely useful† (Goett, 1997, p. ). Hussey (1998) notes that there are semantic problems with vision and mission, therefore what someone thinks of as a vision, another one would say is a mission. Jones (2008) points out that the terms vision and mission have as many de? nitions as people want to give them and they are very overused. Collins and Porras (1999) go a step further and indicate that vision is one of the most overused words in the English language; it is also the least understood. In addition to the criticism against the content, there is also criticism against the process of formulating the vision and mission.Mullane (2002) noted that it is not really the content itself but rather the process of formulating the vision and mission, and how they are then implemented. These statements are seen as top management’s compulsory work that will inevitably end in the employees’ desk drawers or walls, forgotten. So, are the vision and mission statements useful after all? Well, the literature that supports the usefulness and relevance does outweigh the opposite literature (Darbi, 2010), implying that th e vision and mission statements are useful.However, the problem of not everyone knowing and understanding the vision and mission statements remains, and should be addressed with a well thought-out strategy implementation, which takes this into consideration. 2. 2. 2 Strategy implementation It is not enough if only the top management knows about the corporate strategy; it also needs the employees embracing the parts of the strategy that affect their work (H? m? l? inen a aa & Maula, 2004). Therefore, a successful strategy implementation is vital for any com23 pany (Aaltonen & Ik? alko, 2002). Strategy communication, being a major part of a strategy implementation, is important, because it is essential to operational ef? ciency of a company (Kagan, 2004; Roy, 2001). The more successful the strategy communication (Aaltonen & Ik? valko, 2002), the better the employees understand, accept and a embrace the corporate strategy and, hence, the more successful the strategy implementation. H? m? l? inen and Maula (2004) concluded from Juholin’s (1999) work that strategy a aa communication also increases work satisfaction.Strategy communication does not only affect culture, general well-being and performance, but when it is missing, there might be moral problems and weaker performance (Kazoleas & Wright, 2001). In H? m? l? inen and Maula’s (2004) viewpoint strategy implementation means those cona aa crete choices and decisions that employees do everyday at work. Noble (1999, p. 120) de? nes strategy implementation â€Å"as the communication, interpretation, adoption, and enactment of strategic plans†. Communicating strategy to the employees is a central part of strategy implementation (Alexander, 1985; Noble, 1999; Roy, 2001).Strategy communication, as part of the strategy implementation process, is both written and oral communication about the corporate strategy. It is usually communicated in a top-down direction (Aaltonen & Ik? valko, 2002). The com munication is about the responsibilita ies and tasks the employees need to know so that they can ful? l the corporate strategy (Alexander, 1991). Naturally, a strategy might need to be communicated to other stakeholder groups as well, such as customers, suppliers, partners, analysts, media, authorities, local community, NGO’s and competitors (H? m? l? inen & Maula, 2004).Steckel (2000) even points out a aa that companies commonly communicate the strategy to partners and customers and forget the employees. However, in this study the emphasis is put on internal strategy corporate communication (ISCC) and, therefore, the only receivers considered are the employees of a company. Aaltonen and Ik? valko (2002) developed a strategy implementation theory based on earlier a research (Mintzberg, 1978; Noble, 1999; Pettigrew, 1987). They adopted the strategy formation theory from Mintzberg (1978) and the strategy implementation components from Noble (1999).Aaltonen and Ik? valko’ s (2002) strategy implementation theory is a presented in Figure 4. 24 vision planned strategy Strategy implementation: communication interpretation and adoption actions realizing strategy Figure 4: Strategy Implementation as a link between

What Makes for Effective Interviews Essay Example | Topics and Well Written Essays - 2250 words

What Makes for Effective Interviews - Essay Example Good listening skills are the key to good communication and play an effective role in understanding the job requirements and applicants’ proficiencies related to the job. The interviewing process can be divided into three steps that are planning, the interview itself and recording of results. All these steps are crucial to make an interview effective. The interviewee should not be threatened and a relaxed environment should be created in order to receive positive feedback from the interviewee. Training should be provided for teaching the interviewers to take care of all stages of interview. The interview questions are required to be planned directly related to the knowledge, skills, and abilities required in a selection process. In addition, the interviewer should ask himself about a number of questions related to conducting an interview session such as â€Å"how long is it going to last?†, â€Å"When?†, â€Å"How many people are to be interviewed?†, †Å"What should be recorded?† and so on. Following the welcome courtesies, the interviewer should inform the candidate something about the organization, the job and how the two fit together. Questions should not be only from the interviewer’s side but also from the interviewee’s side in order to have a productive discussion. While conducting an interview, there should be no discrimination of any kind as it makes the interviewer to decide incorrectly about the job and the candidate. The interviewer should be neutral and should show an unbiased approach towards all candidates of the interview. His attitude should be encouraging so that both, the interviewer and interview can talk in a comfortable environment. It can be said that for conducting effective interviews, the interviewers require training, they should make use of good communication skills, they should do planning, they must be accommodative and should be unprejudiced. What Makes for Effective Interviews? In terviews are required at a number of occasions such as selection procedure of applicants for a specific job, for training of specific personnel, for appraising someone for promotion and much more. In all kinds of interviewing, the interviewer works as the authority and his job is to conduct such an interview that results in some outcome and is not just an activity without any output. The decision of a process is based on an effective interview. Communication is essential in all formal and informal professional gatherings, as without communication, there can be no success (Schockley-Zalabak, 2011). Similarly, communication is also required in interviewing, as interview is a communicative activity. For effective interviewing, the interviewer is required to make use of effective communication skills as without good communication skills, a person cannot be interviewed successfully. Interviews are a source of judgment of interviewees and this judgment can be faulty if the interviewer is unable to analyze the appropriateness of the candidate regarding a job. Communication is essential, as it is because of communication that an interviewer gets the chance to evaluate a person’s suitability for the advertised job (Dipboye, et al., 2010). The communication process that is part of an interview should not be restricted and complex. The interview should be facilitated with opportunities to express himself and his thoughts regarding a question asked by the interviewer. In addition, the i

Does a mentoring program offered in hospitals for newly hired nurses Essay

Does a mentoring program offered in hospitals for newly hired nurses help retention - Essay Example As a mentor he or she demonstrates and promotes lifelong learning and is able to reveal tremendous communication and critical thinking skills. Further a mentor is trusted and appreciated as a leader in his or her organization for honesty and integrity. The mentor looks after and is compassionate to the needs of others and support freedom, maturity, and professional growth (Barton et al., 2005). At all stages of human life, nurses provide the care that attaches medical treatment with patients daily lives. Frequently working at top speed for 10- or 12-hour shifts, they make vital decisions and handle emotional situations. Various Nursing Institutions brings nurses up to that high performance level through a mentoring program that teaches them how to apply their skills on the nursing profession. The mentoring program helps new nurses make the changeover from classroom to the patient’s bedside. This teaches them to take responsibilities with confidence in a protected environment of working along with their mentor (University of Virginia, 2003). The Center for Health Workforce Planning of Iowa conducted an aggressive application method for three groups of projects targeting recruitment and retention of nurses and nursing assistive personnel. The groups were: demonstration projects to identify best practice strategies for successful recruitment and retention; mentor programs to ease employee retention; and personnel motivation incentive packages. The demonstration plans and mentoring programs submitted the final reports that acknowledged best practices. The Center’s Advisory Committee recommended the continuation of the demonstration plans for complete evaluation, replications and communication of the best practices (Towers, 2004). Workplace mentoring, and on-line resources will help nurses in improving their skills. Working with Nursing organizations, nursing

State Tax Reform Essay Example | Topics and Well Written Essays - 1250 words - 17

State Tax Reform - Essay Example Investments in education and infrastructure have escalated. In response to the continuously weak economic performance of North Carolina, a significant change to the tax system has been proposed. According to research conducted by Civitas Institute, chaired by Arthur Laffer, it is claimed that a reduction of tax rates for the wealthy and the elimination of corporate tax will revive North Carolina’s economic performance and induce the creation of numerous job opportunities (Johnson, 2013). The Civitas/Laffer proposal would profoundly change North Carolinas tax framework by abolishing the personal income tax, franchise tax and corporate tax, which in aggregate generate 65 percent of the states income, and to a great extent supplanting this income with a higher sales tax that would apply to more products and services. In particular, the proposal would: first, abolish the personal income tax. Second, abolish the tax on corporate income (Johnson, 2013). Third, abolish the tax imposed on franchise business. Franchise businesses are businesses that benefit from already established brands and models by another organization. In California, the franchise tax is proposed to apply only to those franchise businesses incorporated within the State. The franchise tax is significant to the government since it is a source of revenue. The tax generates $ 650 million, thus the source of its significance. However, it is not as important as a corporate tax since the latter generates more revenue to the State government – $ 1.1 billion. Personal tax is the most important since it generates the highest amount of revenue to the government - $ 10.3 billion based on the fiscal period 2011-2012 (Johnson, 2013). Â  

Part One Evaluative Bibliography Assignment Example | Topics and Well Written Essays - 3000 words

Part One Evaluative Bibliography - Assignment Example Ruth Gruber has written an insightful discussion about Virginia Woolf, both from the perspective of her writing and of her as a woman in the early twentieth century. Gruber interviews Woolf and provides commentary on the ways in which Woolf presents herself, in contrast to the way in which she has created her work, her demure, self-deprecating discussion of her own intellect revealed in such a manner as to deny the proclamations of her writing, not because she does not realize her own intellect, but because she seems to polite to actually discuss it. Gruber discusses Woolf as a woman of elegance, her voice within her novels having the same casual elevation that her demeanor seems to have. Woolf states to Gruber â€Å"And you want to interview me for your book. I don’t know how I can help you. I don’t understand politics. I never worked a day in my life† (2). This statement is the crux of the investigation done about the novel Orlando: A Biography, that this ingen ious writer who exhibits such a depth of understanding in regard to the political nature of gender roles and the way in which the social politics of culture affect the lives of those who are subject to those politics, that it is with a great passion that further information was explored. Gruber agrees and states that â€Å"I wondered how she considered that it was not work to write groundbreaking novels, brilliant essays, and book reviews, and why she would demean her knowledge of politics. Her books were full of politics; her friends in the Bloomsbury crowd were energetic political thinkers† (2). The exploration of gender is a core theme within the novel as Woolf writes an almost autobiographical account through the symbolic magical occurances that surround the life of a man who becomes a woman and refuses to age or grow old and die. Gruber states that â€Å"the early period of his masculinity would be analogous to that stage in Virginia Woolf and in almost every girl, when she longs to be a boy†(148). What Woolf is searching for, and seems to find, is a way to write about the experience of coming into one’s feminine self, of finding the woman within and understanding the responsibility that is involved in being a woman within her time period. Gruber goes on to say that â€Å"it is the female Orlando who can feel with intensity the impulse for physical and spiritual completion†(148). Woolf discovers herself and finds a way to best express that discovery through Orlando. It is within the framework of having met and come to interview Woolf that Gruber is able to find a more in depth understanding of the work that she wrote. Her discussions with Woolf lead her to find the Woolf within the character of Orlando, to unveil some of the mystery of the woman while revealing the androgynous hero/heroine of the novel. As Woolf is the true subject of the work, it is clear that the way in which she is revealed is draped in symbolism, the nature of her life thick with the influences of the culture in which she has lived, thus providing a framework in which to discuss the political aspects that bleed from the pores of the work. Cucullu, Lois. Expert Modernists, Matricide, and Modern Culture: Woolf, Forster, Joyce. Basingstoke: Palgrave Macmillan, 2004. Print. Cucullu discusses the modern culture and the impact that writers have had upon the culture and the way in which they have been impacted by the effects of the changes and growth of modern culture. The nature of the work Orlando is discussed for the way in which androgyny comes to define a certain definition of love and desire. As Orlando has transformed from a man to a woman, his lust is no longer defined purely by the designation of gender. Thus, Cucullu states that â€Å"desire, and not gender or sex, is naturalized in the figure of Orlando†

Philosophy Essay Example | Topics and Well Written Essays - 500 words - 2

Philosophy - Essay Example Therefore, we are certainly not planning to take the legislation lying down. There are also those who will manage to pay the extra tuition fee one way or the other, and will not be forced to leave college. But they too realize that this increase will result in wastage of talent and violation of merit. It will also reduce opportunities for young people and promote economic inequality in a society which is already haunted by its ill-effects (such as unsettling urban crime rates). Protests can be very effective as they can demonstrate clearly to lawmakers the unpopularity of certain legislation. They can perchance sway them, and force them to reconsider their allegiances. Protests and acts of civil disobedience are sure to swiftly put the issue in media spotlight, which will get it the attention that it deserves. Protests can provide an effective means of mobilizing public opinion for a particular cause, and can help earn support from a wide range of people. Nonviolent protests and acts of civil disobedience have been carried out for worthy causes in the past. I intend to participate in such activities to make myself heard, and draw attention to this pressing concern. Part 2 The realm of ethics (not unlike other branches of knowledge) is fraught with conundrums and complications. But ethical decision-making is a necessity.

Segment reporting for investor Essay Example | Topics and Well Written Essays - 2500 words

Segment reporting for investor - Essay Example Company segments arise due to the complex nature of activities carried on by today's corporates.These activities not only embrace multiple products produced over different business lines adopting varying technologies and processes but also because of the fact that these activities cross national boundaries and spread geographically over many countries. Consolidated financial results of such a corporate, widely spread and complex, become a simplistic statements of broad figures- which hides more information than revealing it.Any decision maker,be it an investor or some other person or organization,finds it difficult to analyze the true financial position of the company with this broad set of results.Segment reporting was specified exactly to get around this difficult position.Under segment reporting a corporate's financial results are broken down segment wise and presented in a manner to exhibit clearly as to how they are contributing to the consolidated position.This evidently would enable any decision maker to analyze the corporate body from several segmental views and identify strengths and weaknesses which may vary in degrees.The decision based on such an analysis would be more factual and objective. Two widely accepted segmenting techinques distinguish between operating business lines and geographical segments. We examine below how such segment reporting influences investors and corporate entities who prepare such segmental data. We also examine the various regulatory and accounting prescriptions that govern segment reporting by corporate entities before taking up concluding remarks. Perception of Investors Investors are primarily concerned with the safety and return on amounts invested or to be invested in any entity. Safety and return concerns have a direct bearing on risk perceptions of the investors. Investors are essentially risk profiling a corporate entity and invest money only if calculated risk is permissible with their risk taking capabilities. The information that goes in such risk profiling has been theoretically built into share price movements and asset pricing constructs. From the mid-1950s to the early 1980s, a random walk theory (RWT) of share prices was developed based on the past empirical evidence of randomness in share price movements. RWT basically stated that speculative price changes were independent and identically distributed, so that the past price data had no predictive power for future share price movements. RWT also stated that the distribution of price changes from transaction to transaction had finite variance. The fundamental concept behind random walk theory is that competition in perfect markets would remove excess economic profits, except from those parties who exercised some degree of market monopoly. This meant that a trader with specialized information about future events could profit from the monopolistic access to information, but that fundamental and technical analysts who rely on past information should not expect to have speculative gains. Segment report essentially present investors an opportunity to project some such specialized information and gain from it. Efficient Markets Hypothesis (EMH)

Multiculturalism and Citizenship Education Essay

Multiculturalism and Citizenship Education - Essay Example A common issue that arises is the problem of stereotyping. People have preconceived notions about certain groups of people which often result in conflicts. These preconceived notions are most often based on stories that have been handed down from generation to generation, blindly trusting in the words spoken without finding out the reality them. To prevent problems regarding race from getting worse, proper education is needed. More than putting forward a sense of belongingness, citizenship offers a person or a citizen more than just his rightful place in this world. Along with a person's citizenship come a set of rights he is entitled to such as the right to vote, the right to acquire property and so on. With these rights also come a set of responsibilities, among which are obeying laws set by the government. (Family Guardian Fellowship n.d.). However, this is not enough. Citizens should be taught to acknowledge the existence of distinct cultural groups within the race. With this will come a better understanding other groups and their role in society which will lead to better interactions among groups. Bernard Crick has this to say with regard to educating the public about citizenship, "Citizenship is more than a subject. If taught well and tailored to local needs, its skills and values will enhance democratic life for all of us, both rights and responsibilities, beginning in school and radiating out. " (Citizenship Foundation n.d.., page 1) In the quote in the previous paragraph, Bernard Crick points out that citizenship should not be treated as just a subject taught in school. After finishing school, one is supposed to be equipped with the proper skills, inculcated with the right values that would enable a person to be an active, contributing member of society. This, of course, would vary depending on a nation's culture and need. Such a heavy burden lies on the shoulders of educators who are faced with the task of imparting knowledge and moulding the minds of the world's future leaders. They should take great care in doing this and in setting the right examples so as not to misinform students. On the part of the students, they should realize that once they have passed the subject, the matter of citizenship does not end there. After they leave school, it seems that they have forgotten about their lessons and go back to the old practices that put people of certain cultural backgrounds in stereotypes. In his article Multicultural Citizenship and post-devolution Britain: an analysis of minority rights, political representation and redistributive justice, Tristan Clayton associates the recent changes that have occurred in the British political landscape with several contentions in Will Kymlicka's work in Multicultural Citizenship. According to Clayton, Kymlicka claims that living in a culturally diverse society is achievable and necessary. Geographically speaking, the different areas in a country has different types of climates, terrain and resources This leads to the fact that people that come from different parts of the same country may have adversely different sets of inherent cultures and beliefs. According to Clayton, Kymlicka attests that given this innate organization, the issues that concern groups of different cultural orientation should be addressed in such a way that all groups

Social Cognitive Theories Essay Example for Free

Social Cognitive Theories Essay SOCIAL COGNITIVE LEARNING THEORIES Social Cognitive views have been influenced by the humanist idea of uniqueness of human beings, that human beings are decision makers, planners and evaluators of behavior. Key Concepts: Social cognitive learning theorists emphasize the importance of both the influences of other people’s behavior and of a person’s own expectancies on learning, and also that observational learning, modeling can lead to the formation of patterns of personality. Thought and behavior are closely interlined with the situation the person is in Bandura’s Social Cognitive Theory: Introduction: Albert Bandura a modern theorist helped reshape the theoretical landscape of behaviorism. Bandura believes that three factors influence one another in determint of behavior: the environment, the behavior itself and personal or cognitive factors that the person brings into situation from earlier experience. Key Terms: 1. Cognitive Processes and Reciprocal Determinism 2. Observational Learning 3. Self Regulation 4. Self Efficacy Cognitive Processes and Reciprocal Determinism: Bandura and like-minded theorists call their modified brand of behaviorism social learning theory or social cognitive theory. Bandura (1982-1986) agrees with the fundamental thrust of behaviorism in that he believes that personality is largely shaped through learning. However, he contends that conditioning is not a mechanical process in which people are passive participants. Instead, he maintains that â€Å"people are self-organizing, proactive, self-reflecting and self-regulating, not just reactive organisms shaped and shepherded by external events†. Bandura advocates a position called reciprocal determinism. According to this notion, the environment does determine behavior (as skinner would argue). However, behavior also determines the environment (in other words, people can act to alter their environment). Moreover, personal factors (cognitive structures such as beliefs and expectancies) determine and are determined by both behavior and the environment. Thus, reciprocal determinism is the idea that internal mental events, external environmental events, and over behavior all influence one another. According to Bandura, humans are neither masters of their own destiny nor hapless victims buffered about by the environment. Instead, the truth lies somewhere between these two extremes. ENVIRONMENT BEHAVIOR PERSONAL / COGNITIVE FACTORS (EXPECTATIONS, BELIEFS, SELF-EFFICACY BANDURA’S RECEIPROCAL DETERMINISM Observational Learning: Bandura’s foremost theoretical contribution has been his description of observational learning. Observational learning occurs when an organism’s responding is influenced by the observation of others, who are called models. According to Bandura, both classical and operant conditioning can occur vicariously when one person observes another’s conditioning. For example, watching your sister get burned by a bounced check upon selling her old stereo could strengthen your tendency to be suspicious of others. Although your sister would be the one actually experiencing the negative consequences, they might also influence you – through observational learning. Bandura maintains that people’s characteristic patterns of behavior are shaped by the models that they are exposed to. He isn’t referring to the fashion models who dominate the mass media – although they do qualify. In observational learning, a model is a person whose behavior is observed by another. At one time or another, everyone serve as a model for others. As social learning theory has been refined, it has become apparent that some models are more influential than others. Both children and adults tend to imitate people they like or respect more than people they don’t. People are also especially prone to imitate the behavior of people whom they consider attractive or powerful. Self-regulation: Bandura notes, human beings often demonstrate an impressive capacity for the self-regulation of their own behavior. While people may often respond to external factors such as positive reinforcement and punishment, they sometimes choose to ignore these and to operate in terms of internal standards and values. We set our own goals, and we often provide our own rewards when we reach them – a process Bandura describes as self-reinforcement. Self-Efficacy: Bandura discusses how a variety of personal factors (aspects of personality) govern behavior. In recent years, the factor he has emphasized most is self-efficacy. Self-efficacy refers to one’s belief about one’s ability to perform behaviors that should lead to expected outcomes. When self-efficacy is high, individuals feel confident that they can execute the responses necessary to earn reinforcers. When self-efficacy is low, individuals worry that the necessary responses may be beyond their abilities. Perceptions of self-efficacy are subjective and specific to certain kinds of tasks. For instance, you might feel extremely confident about your ability to handle difficult social situations but doubtful about your ability to handle academic challenges. Perceptions of self-efficacy can influence which challenges people tackle and how well they perform. Studies have found that feelings of greater self-efficacy are associated with greater success in giving up smoking; greater adherence to an exercise regimen; more success in coping with pain; greater persistence and effort in academic pursuits; higher levels of academic performance; enhanced performance in athletic competition; greater receptiveness to technological training and higher work-related performance, among many other things. What are the developmental antecedent of high self-efficacy? Schneewind asserts that parents can foster self-efficacy by providing a stimulating environment and by being responsive to their children’s behavior. An emphasis on warm support for children, early independence training, and non-punitive disciplinary techniques is also helpful. In contrast, parents who are authoritarian, intrusive, overprotective, or neglectful are likely to undermine self-efficacy in their offspring. Julian Rotter’s Social Learning Theory: Introduction: Rotter suggested that the likelihood of a given behavior occurring in a specific situation depends on the individuals expectancies concerning the outcomes the behavior will produce and the reinforcement value they attach to such outcomes – the degree to which the prefer one reinforcement to another. Key Terms: 1. Expectancies 2. Locus of Control Rotter developed his Social Learning Theory to incorporate cognitive factors. Rotter recognized that most the reinforcers we strive to obtain one social (e.g. Hugs, attention and that most learning occurs in social situation) Expectancies: The concept of expectancy is one of the most important elements of Rotter’s theory. When you take an exam apply for a job or ask for a date, you have some notion of the likelihood of success or failure. What you expect to happen has a powerful influence on your behavior, thought, feelings and in turn personality. Locus of Control: Locus of control involves the extent to which individuals believe that they or that external factors control their lives. Rotter focused on whether people place their locus of control inside themselves (internal) or in their environments (external). Locus of control influences how people view the world and how they identify the causes of success or failure in their lives. In an important way, people’s locus of control reflects their personality – their view of, and reactions to, the world. People with an external locus of control believe that they have little control over their lives. A college student may attribute his or her poor grade to a lousy teacher, feeling there was nothing he or she could have done to get an A. In contrast, individuals who develop an internal locus of control feel that they can master any course they take because they believe that through hard work they can do well in any subject. People develop expectations based on their beliefs about the sources of reinforcement in their environments. These expectations lead to specific behaviors described as personality. Reinforcement of these behaviors in turn strengthens expectancy and leads to increased belief in internal or external control.