My Writing Style And Skills - 900 Words

This semester has been an eye opener to me about how I formulate ideas and outlines to my papers and visual works. My writing style and skills have gone through many changes throughout English 150 but by far there have been three areas where I have seen the most improvement. How I compose and formulate my works, using certain resources and how I integrated them into my paper, how I edit those works, and how well I use the advice and guidance from my peers to help me revise or complete my works. Composing and formulating to me should be in their own category but are also two different components of that category. Formulating being the information I choose, what other topics may go along with it, and how much relevance it has to the certain assignment criteria and my audience. Before I participated in this class I would try and include every bit of information about each topic and try to somehow include that into my writing. I learned that there are some bits of information in which you should include and some where it might be best and help the paper more by not including it. I learned this when I was writing my assignment number four, which I have included in this portfolio. Composing is how I put my paper together, meaning my outline and structure. This is the stage where I decide how I want my paper to flow and how I want it to guide the reader through. A valuable lesson I learned in this class is to really make sure my organization of my paper is done well and in doingSh ow MoreRelatedMy Strengths And Weaknesses Of An Effective Student988 Words   |  4 Pagesevaluate their current skills and use their current strengths and weaknesses to create a game plan that will help them be an effective student. Personally, I think this is a great tool because it helped me identify what my strengths are. Since I identified more strengths than weaknesses I saw this self-assessment as a motivation tool. In this lesson, I learned that there can be patterns to your strengths and your weaknesses (Bethel University, 2014). This essay will go over what my strengths and weaknessesRead MoreListening : Critical Thinking Planning946 Words   |  4 Pageschange/flexibility Writing Speaking Seeking support from others Ability to focus on one thing at a time I was very nervous to begin my self-assessment from the reading assignment. I am not one to point out my weaknesses, but this self-assessment was very helpful in determining which areas I need to better myself. I have learned I am scaled as â€Å"Good† in categories such as listening, critical thinking, planning, prioritizing, and organization. I am scaled as â€Å"Okay† in areas such as writing, speakingRead MoreThe Self Assessment Test ( Bethel University, 2014 )908 Words   |  4 Pagesareas that I have enhanced in (Bethel University, 2014). The five weakest areas in my life go hand in hand. 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Cash Management Comparison - 1107 Words

Cash Management Comparison Many organizations make a financial goal to minimize the amount of cash on hand on a monthly basis. This goal is based on attempting to reduce the amount of non-earning assets for the company. Cash on hand that is not required to meet a specific need could be placed in an interest bearing account or used to pay down on a credit balance, also reducing the amount of interest a company would have to pay on a loan. â€Å"Minimizing cash balances as well as having accurate knowledge of when cash moves into and out of the company can improve overall corporate profitability.† (Block Hirt, 2004, pg. 175). As companies find a need to supplement business financial goals, obtaining credit or loans on a short-term basis is†¦show more content†¦186) Similar in concept to T-Bills, but different in the length of term are the Treasury Notes. â€Å"Treasury notes are government obligations with a maturity of 1 to 10 years, and they may be purchased with sh ort- to intermediate-term funds.† (Block Hirt, 2004, pg. 186) After federal government securities the next tier risk wise is federal agency securities. 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Global Journals Of Commerce And Management - MyAssignmenthelp.com

Question: Discuss about the Global Journals Of Commerce And Management. Answer: Organisational Behaviour Theories for Increasing Employee Productive Performance Organizational behaviour is defined as a crucial element which drives or steers towards improving the performance and productivity of employees and operations groups in a corporation. According to Robbins, Judge, and Campbell (2010), it is the study of both individuals performance and developed groups within a firm. Leadership is an essential element in a corporation which assists in scrutinising the impact of organisational behaviour; it is defined as the process of changing organisational behaviour in a firm with an objective to improve employees and companys performance. Effective leaders focus on encouraging productive performance from employees by providing extra care towards various corporations activities such as setting of goals, design of jobs, working conditions, motivation, and rewards. As per Parris and Peachey (2013), leaders apply various organisational behaviour theories in order to improve employees productive performance which assists in the achievement of organisati onal goals. This report will focus on analysing the role of organisational theories in a corporation and how leaders can use them to improve employees productive performance. Further, the report will evaluate the impact of organisation behaviour theories on employees performance and how managers can apply it throughout various processes in a firm. Due to globalisation and digitalisation, the competition between corporations has increased which require them to implement strategic policies. Truss et al. (2013) provided that modern corporations focus on increasing their employees productive performance since it improves their performance and assists them in gaining competitive advantage. Modern firms research into human behaviour to reveal its hard and soft dimensions and use them to encourage their performance. Leaders apply various organisational behaviour theories that assist them analysing employees attitude towards work and implement policies to improve their performance. Effective leaders strategically perform various activities relating to employees' performance such as job designing, goal setting, positive working environment, motivating and rewarding based on performance; they implement various organisational behaviour theories to improve the efficiency of the operations. Oldham and Hackman (2010) stated that job design is defined as the process of assigning tasks to specific employees which assist in improving their relationship with management which result in increasing the quality product and services. Many leaders use Herzberg's Two Factor Theory while designing various organisational jobs to ensure that employees are satisfied with their posts; it was provided by Frederick Herzberg. As per Yusoff, Kian, and Idris (2013), the theory provides that there are various factors in a corporation which causes job satisfaction or dissatisfaction, and they act independently of each other. There are several motivators and demotivators in a job which cause satisfaction and dissatisfaction in employees. The motivators include advancement, new responsibilities, achievement, growth, recognition, and others; the demotivators include policies, quality of leadership, pay, office relationships, working environment, status, security, and others. These factors influence an employee's performance, for example, a company with outdated policies, low pay grade, and hostile environment will not be able to motivate their employees by providing bonuses. Zeffane (2010) provided that the leaders have to strate gically monitor the organisational environment to implement effective policies which increase employees' productivity along with company's performance. According to Yamuna and Devi (2016), Tesco PLC uses Herzbergs theory to motivate its employees; as a result, the employees are highly motivated and empowered because of effective communication facilities. The company held forums every year which allow staff members to contribute their input on pay rises; Tesco personnel are also allowed to provide their input during designing of restaurants menus or retail stores to avoid dissatisfaction. Similarly, Job characteristics model (JCM) theory also focuses on five core job dimensions which include skill variety, task significance, autonomy, task identity and feedback to ensure that employees are satisfied with their jobs. As per Piccolo et al. (2010), managers should use this theory during the recruitment process to ensure that they select right person for the right job. Working condition of a corporation significantly influences its employees behaviour, and it increases or decreases their productivity. Leading organisation such as Apple, Google, Microsoft, and Facebook focus on establishing an effective working environment that promotes and support employees innovation approach which provides them a competitive advantage. Leaders can implement culture theory which provides that corporations are formed based on cultural values that provide what is right or wrong. The Personality-Job Fit theory given by John Holland provides that occupation environment and personality types determine job satisfaction of workers. There are six basic personality types which include realistic, artistic, social, investigative, conventional and enterprising (Whitteberry, 2016). Managers should use this theory during various organisational processes such as job designing, departmentalisation, and delegation to ensure that employees personality matches their job requirements. The leaders who match personalities with jobs are likely to have more satisfied employees who work with high efficiency; it results in increasing companys growth. For example, artistic people are more likely to be satisfied by an artistic environment which promotes their innovative approach, and they will be able to perform better in such environments. Modern corporations focus on fulfilling their social responsibilities while performing business activities to maintain a positive brand. Bauman a nd Skitka (2012) mentioned that modern companies consider their employees as a crucial part of the organisation rather than mean of production such as a machine or raw material. Modern corporations focus on motivation and reward methods to increase the efficiency of their employees since it is ethically right. Motivation is a crucial element which increases the employees productive performance, and leaders can use reward and recognition theories to motive workers. Maslows Hierarchy of Needs is a popular theory which focuses on fulfilling employees basic needs to motivate them. Kaur (2013) stated that Maslow divided needs into five parts: physiological, safety, social, esteem and self-actualization. Each employee has different needs, and leaders should fulfil such requirement to motive and increase their performance productivity. Generally, top-level management has self-actualization or esteem needs whereas low-level staff has physiological, safety or social needs. In the manufacturing process, a large number of employees are labours who have basic physiological, safety or social needs, whereas, in financial firms, most of the employees are highly paid individuals who have esteem or self-actualization needs. According to Bello (2012), ethical organisations implement a business structure whi ch promotes the development of employees; companies provide training and learning opportunities to employees in order to increase their personal development. For example, Google provides a larger number of free training programs to its employees that increase their knowledge; employees also have the option to teach the topics that they are interested. Goal setting theory is another motivational theory which assists managers to encourage employees in order to improve their productive performance. As per Lunenburg (2011), many leaders find it difficult to set realistic goals for their employees, and nonachievement of goals can discourage workers, and it negatively influences their performance. This theory provides that managers should set SMART goals which are an acronym for smart, measurable, assignable, realistic and time-based. These goals should be clearly communicated to each employee, and they should challenging but at the same time achievable. Management should assign goals to specific teams or groups to ensure that they are committed to achieving their targets. Feedback is a crucial process which allows managers to analyse whether goals are too hard or easy for employees, and they should take corrective measures based on such information (Cross, 2017). The complexity of goals is another critical element which is considered b y managers to ensure that each task is assigned as per employees skills and qualification. Highly complex tasks might discourage employees which result in decreasing their productive performance. Organizations might face difficulty in encouraging employees to improve their productivity if they failed to implement an effective motivation strategy; it also negatively influences their relationship with workers. The Human Relations Approach is another organisation behaviour theory which is used by managers to study the varying level of worker productivity. This theory provides that identifying formal and informal organisational behaviour of employees can have a significant impact on employees performance. Managers can analyse employees behaviour to incorporate policies that improve their productive performance (Perry, 2017). Modern ethical corporations focus on fulfilling their corporate social responsibilities and establishing an effective leadership approach which is suitable for both company and employees. Scientific leadership approach is considerably popular among modern enterprises which provide that there is no one best way to perform a job; instead, managers should change their leadership approach as per changing market condition (Van De Voorde, Paauwe and Van Veldhoven, 2012). Different leaders have distinct leadership traits which allow them to motivate their employees in negative working condition. Conclusively, modern managers can implement various organisational behaviour theories to increase their employees productive performance which directly influences companys growth. The managers have to take special care while performing various business functions that directly include employees performance such as setting of goals, designing of jobs, working conditions motivation and rewards; all these factors directly influence employees performance. The managers have to ensure that jobs are design as per employees qualification, so they can perform their tasks effectively; suitable jobs encourage employees to perform better since it reduces their stress. Leaders also set SMART goals for their employees and assign them to each worker or group which encourage them to perform better. Motivation is a key element which is used by manager to improve their employees productive performance because motivated worker perform with his/her highest efficiency. These factors assist modern corporat ions to fulfil their social, legal and ethical responsibilities while performing their business functions and sustain their future development. References Bauman, C.W. and Skitka, L.J. (2012) Corporate social responsibility as a source of employee satisfaction.Research in Organizational Behavior,32, pp.63-86. Bello, S.M. (2012) Impact of ethical leadership on employee job performance.International Journal of Business and Social Science,3(11). Cross, S. (2017) Goal-Setting Motivation in Organizational Behavior. [Online] Chron. Available from: https://smallbusiness.chron.com/goalsetting-motivation-organizational-behavior-25840.html [Accessed 11 January 2018]. Kaur, A. (2013) Maslows need hierarchy theory: Applications and criticisms.Global Journal of Management and Business Studies,3(10), pp.1061-1064. Lunenburg, F. C. (2011) Goal-Setting Theory of Motivation. [PDF] International Journal of Management, Business and Administration. 15(1), pp.2-5. Available from: https://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Goal-Setting%20Theoryof%20Motivation%20IJMBA%20V15%20N1%202011.pdf [Accessed 11 January 2018]. Oldham, G.R. and Hackman, J.R. (2010) Not what it was and not what it will be: The future of job design research.Journal of organizational behavior,31(2?3), pp.463-479. Parris, D.L. and Peachey, J.W. (2013) A systematic literature review of servant leadership theory in organizational contexts.Journal of business ethics,113(3), pp.377-393. Perry, G. L. (2017) Human Relations Management Theory Basics. [Online] Business. Available from: https://www.business.com/articles/human-relations-management-theory-basics/ [Accessed 11 January 2018]. Piccolo, R.F., Greenbaum, R., Hartog, D.N.D. and Folger, R. (2010) The relationship between ethical leadership and core job characteristics.Journal of Organizational Behavior,31(2?3), pp.259-278. Robbins, S.P., Judge, T. and Campbell, T.T. (2010)Organizational behaviour. Financial Times Prentice Hall. Truss, C., Shantz, A., Soane, E., Alfes, K. and Delbridge, R. (2013) Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. Van De Voorde, K., Paauwe, J. and Van Veldhoven, M. (2012) Employee well?being and the HRMorganizational performance relationship: a review of quantitative studies.International Journal of Management Reviews,14(4), pp.391-407. Whitteberry, K. (2016) The 6 Personality Types and How They Impact Your Career Choice. [Online] Iofficecorp. Available from: https://www.iofficecorp.com/blog/six-personality-types-how-they-impact-your-career-choice [Accessed 11 January 2018]. Yamuna, G. and Devi, R.J. (2016) Motivation Theories Applied for Increasing Employee Performance at Work Place-Case study Review. [Online]Imperial Journal of Interdisciplinary Research,2(11). Available from: https://www.onlinejournal.in/IJIRV2I11/194.pdf [Accessed 11 January 2018]. Yusoff, W.F.W., Kian, T.S. and Idris, M.T.M. (2013) Herzbergs Two Factors Theory On Work Motivation: Does Its Work For Todays Environment.Global journal of commerce and Management,2(5), pp.18-22. Zeffane, R. (2010) Towards a two-factor theory of interpersonal trust: A focus on trust in leadership.International Journal of Commerce and Management,20(3), pp.246-257.

Macromedia Essays - Software Licenses, Computer Law,

Macromedia MACROMEDIA Electronic End-User Software License Agreement THIS AGREEMENT IS A LEGAL DOCUMENT. READ IT CAREFULLY BEFORE COMPLETING THE INSTALLATION PROCESS AND USING THE SOFTWARE. IT PROVIDES A LICENSE TO USE THE SOFTWARE AND CONTAINS WARRANTY INFORMATION AND LIABILITY DISCLAIMERS. BY INSTALLING AND USING THE SOFTWARE, YOU ARE CONFIRMING ACCEPTANCE OF THE SOFTWARE AND AGREEING TO BECOME BOUND BY THE TERMS OF THIS AGREEMENT. IF YOU DO NOT WISH TO DO SO, DO NOT COMPLETE THE INSTALLATION PROCESS. PROMPTLY RETURN THE ENTIRE PACKAGE TO THE PLACE WHERE YOU OBTAINED IT, FOR A FULL REFUND. 1. Definitions (a) Authoring Product means Software, such as Macromedia's Authorware? and Director? products, which generate End-User Products. (b) Educational Version means a version of the Software, so identified, for use by students and faculty of educational institutions, only. End-User Products of Educational Versions may not be used for, nor shall they be distributed to any party for, any commercial purpose. (c) End-User Product means an output file generated by you using Macromedia's Authoring products, which contains the Macromedia Run-Time. Examples of End-User Products include animations, courseware, presentations, demonstration files, interactive multimedia material, interactive entertainment products and the like. (d) Not For Resale (NFR) Version means a version of the Macromedia Product, so identified, to be used for review and evaluation purposes, only. (e) Macromedia means Macromedia, Inc. and its licensors, if any. (f) Macromedia Run-Time means a portion of the Software required in order for the End-User Product to operate on hardware on which the Software itself is not resident. (g) Software means the programs supplied by Macromedia herewith, and any and all updates thereto. 2. License This Agreement allows you to: (a) Install and use the Software on a single computer and make one copy of the Software in machine-readable form solely for backup purposes. You must reproduce on any such copy all copyright notices and any other proprietary legends on the original copy of the Software. (b) Install the Software on a storage device, such as a network server, and run the Software on an internal network, provided the number of concurrent users does not exceed the number of copies of the Software purchased. A copy of the Software must be purchased for each such user. (c) If you have purchased a multi-pack license for the Software product, such as a Ten-Pack license, or a license to make multiple installations of the Software, you may concurrently use the number of copies of the Software authorized by that purchase. (d) Make copies of the End-User Product, and the associated Macromedia Run-Time, and distribute those copies for use solely by yourself or personnel employed by you, or by another party, solely for its own internal purposes. 3. Run-Time Distribution Agreement (a) You must enter into a Macromedia Run-Time Distribution Agreement if you wish to copy and distribute an End-User Product, and its associated Macromedia Run-Time, other than as set forth in Section 2(d). Please contact Macromedia for details. (You may telephone 800-449-3329 in the USA or see Macromedia's Web page: www.macromedia.com.) (b) End-User Products of Educational and Not For Resale (NFR) Versions may not be distributed for commercial purposes. 4. License Restrictions Other than as set forth in Section 2, you may not make or distribute copies of the Software, or electronically transfer the Software from one computer to another or over a network. You may not decompile, reverse engineer, disassemble, or otherwise reduce the Software to a human-perceivable form. You may not rent, lease or sublicense the Software. You may not modify the Software or create derivative works based upon the Software. You may not export the Software into any country prohibited by the United States Export Administration Act and the regulations thereunder. 5. Upgrades If this copy of the Software is an upgrade from an earlier version of the Software, it is provided to you on a license exchange basis. You agree by your installation and use of this copy of the Software to voluntarily terminate your earlier end-user license and that you will not continue to use the earlier version of the Software nor transfer it to another. 6. Ownership The foregoing license gives you limited rights to use the Software. Although you own the media on which the Software is recorded, you do not become the owner of, and Macromedia retains title to, the Software, the