Arkanul Islam and Aqeeda ul-Islam

Arkanul Islam and Aqeeda ul-Islam Task 2 The relationship between Arkanul Islam and Aqeeda ul-Islam The relationship between the arkanul Islam and the aqeeda ul-Islam is fundamental to the Islamic Faith. These two concepts provide part of an ethics basis to Islamic life and the link is inseparable. To achieve Allahs mercy and favour in life, a Muslim must practice first and foremost the Arkanul Islam or the five Pillars of Islam (practiced by the Sunnis). The Aqeeda ul-Islam are the â€Å"Articles of Faith† and give meaning and purpose to the Arkanul Islam. The pillars are so central and important to Islamic life, that by not following them, one is not truly submitting themselves to Allah and is therefore not a Muslim. And without the meaning given by the Aqeeda ul-Islam the deeds of the Arkanul Islam are meaningless in Allahs eyes. The five Pillars of Islam require the articles of belief before the act of a deed is meaningful. The submission to the six articles allows all deeds a Muslim may perform to be righteous and positive. The Aqeeda ul-Islam have six articles of belief. The articles are: 1. Belief in Allah, the only God 2. Belief in all the Prophets sent by God 3. Belief in the Angels 4. Belief in the Quran 5. Belief in the Day of Judgment and in the Resurrection 6. Belief in Destiny and Gods chosen path The five Pillars are set down in the Quran in various suras and provide a template of life for a Muslim. The most important Pillar and also the most conceptual is Shahadah, or the acceptance of Allah and his final messenger the Prophet Muhammad. This deceleration ties in with the Tawhid concept of God, a monotheistic and indivisible entity. A Muslim practices the Pillar of Shahadah simply by never relinquishing his belief or questioning the truth of the oneness of Allah or the Hadith, the teachings and stories of the Prophet. This declaration ensures that Allah is completely central to a Muslims life in every way. The praying of a Muslim towards Mecca, Salah, is an indication of his worship to God and also the giving of thanks towards Him. The most important aspect of salah is that a Muslim dedicates this time five times a day only to the worship of Allah. He asks Allah for guidance along the path of good that He has willed for him. But if the Muslim has no niyyah, then his prayer is worthless and the deed is not counted by God. Zakat in Arabic means purification. This purity is taught to a Muslim by sharing his wealth and to eradicating poverty and inequality in his community. The Zakat purifies the giver of selfishness and greed. To Allah, all of humankind is equal in His eyes, and wealth should be distributed fairly, for everything in Creation belongs to Him. Sawm is the abstaining from eating and drinking from dawn to dusk in the month of Ramadan. This teaches a Muslim directly the suffering and plight of the poor and its purpose is one of understanding. Also it allows a Muslim closeness to God and to express their dependence on Him and His benevolence. The Hajj in a Muslims life is his pilgrimage to the holy city of Mecca. A Muslim should try and make the journey at least once in his lifetime if he can afford it. The hajj demonstrates the solidarity of the Muslim community and their total submission to Allah. The pilgrimage to Mecca is the most arduous and demanding deed of the Pillars, a pilgrim not only must travel from all parts of the world but also strive for self-improvement throughout the journey and understand why he is on the pilgrimage. The five Pillars of Islam essentially teach a Muslim humility, respect and worship for his Creator. Every deed performed throughout a Muslims life whether it is a holy act or not must always be performed with the mind-set that Allah is watching and judging everything. It is simply not enough for a Muslim to practice the five Pillars and not understand or accept their meaning and the doctrines of the Aqeeda ul-Islam. The deeds of the Arkanul Islam are charitable acts as well as acts of worship and faith declaration towards Allah, but they also provide an ethics system fundamental to a believers life. Without niyyah or pure intention, the deeds become worthless in the eyes of God. One must understand and feel the significance of his acts before they are counted to his benefit. References: www.liveleak.com/view?i=2ee_1193085474 en.wikipedia.org/wiki/Five_Pillars_of_Islam en.wikipedia.org/wiki/Aqidah www.thenoblequran.com/sps/sp.cfm?secID=AQDloadpage=displaysection.cfm www.qss.org/articles/Aahaad.html

Efficiency Reward Management in British Airways

Efficiency Reward Management in British Airways Competition in the airline industry has gone global and the market and industry dynamics have necessitated the need for companies to make concerted efforts streamlined towards ensuring that high quality goods and services are offered in the market at competitive prices. This has resulted in the adoption and implementation of several tools and strategies by British Airways geared towards the aforementioned goals attainment. One of the strategies that have been soundly embraced by British Airways is the effective and efficient management of human resource department in regards to the selection, recruitment and satisfaction of employees. This has been attained through an emphasis on work site wellness program within the company. These initiatives are aimed at enhance performance management within the company. Company Overview Stiff competition has pushed the airline industry to attain very high levels of service quality to their customers. British Airways has been left outside the bracket in this push to smoke away competition and remain a top provider of airline services. The market expectation levels are expected to improve with the increase in the complexity of travelers demands. British Airways has recognized that employees from its most prized assets and has attached the capacity to improve its performance on the ability to effectively and efficiently manage its of human resource department. The pivotal challenge faced by the company is its inability to become a truly transnational airline. The recent economic crunch, political uncertainties in the Middle East and managerial problems have negatively on its ability to improve on its current performance. However, despite the above challenges, Yahoo Finance (2010) illustrates that net profit for the company has improved from 72m Pounds in 2003 to $438 m in Pounds in 2007 and the earnings per share increased from 6.7 pence to 37.2 pence within the same period. Efficiency Reward Management in British Airways Reward management Chew and Teo (1991) state that a reward system expresses what an organization values and is prepared to pay for; it is governed by the need to reward the right things in order to convey the right message about what is important in terms of expected behaviors and outcomes. The importance of HRM has increased with time and the need to properly manage people is becoming a central focus within organizations today. This has precipitated competition amongst various organizations seeking to portray the best skills in peoples management. This has defined a new role for line managers whose roles in organizations have shifted from the traditional supervisory role to more advanced people resource management. To effectively take efficient steps in the recruitment and selection, employee relations, reward management, appraisal and performance reviews, line managers must receive the support of the HR specialists. The above discussions illustrate the high levels at which British Airways as gone to enhance high levels of performance through better rewards management. Reward systems within organizations are always based on how ones value to the organization. It is concerned with both financial and non-financial rewards and embraces the philosophies, strategies, policies, plans and processes used by organizations to develop and maintain reward systems. Most organizations make use of the term compensation to refer to pay or remuneration. There has been a noted problem with the term compensation in that it means rewards to the employee is only for making amends for the distasteful fact people have to work to make a living. In the analysis of Chew and Teo (1991) proposition for most people work is, in the main, a source for disutility, and they therefore require payment to compensate them for the time they devoted towards it. While this argument is true in its literal sense, it however fails to provide a complete definition of pay philosophy. This is because pay philosophy should take into consideration one competence and contribution, not just compe nsation simply because some none has worked for it. In appreciating that employee rewards takes into deep consideration of the organizations integrated policies and practices, rewards are best given according to market worth of an employee. In addition to that, the ones contribution, skills and competence should also form central measurements under which rewards systems can be based. The rewards scheme runs through the culture and philosophies of an organization and is developed within its framework with the aim of maintaining the best levels of pay, benefits, compensation and other forms of rewards. According to Carter (1988), reward system consists of financial (fixed or variable pay) and employee benefits, which together comprises the total remuneration. In addition to that, rewards system also encompasses non-financial components that include (recognition, praise, achievement, responsibility and personal growth). The non-financial components of rewards system also include performance management systems (Lafferty McMillan, 1989). The combination of the two; financial and non-financial rewards forms the total reward system. Deeper analyses of the reward systems reveal that it has five more components that include processes, practices, structures, schemes and procedures (Heskett, Sasser and Hart, (1990). The successful design, development and implementation of management decisions are very complex and at times daunting tasks for many managers especially when managing the most prizes assets of organization-employees. Usually, managers will be faced with daily problems that require the application of tools that will ensure for the successful operations irrespective of the sectors they manage such as the identification of the objectives of the organization, alternative means of achieving the stated objectives and the selection of the means that accomplish the objectives in the most efficient manner. The first process in the decision making process will entail the identification of the problem. The problem in dealing with employee rewards for the optimum benefit of the organization must enhance the ability of the organization to effectively achieve its objectives. Ideally, successful identification of the problem will encapsulate trying to delineate answers to questions such as what coul d be the causes of the problem, where this is happening, how it is happening, when it is happening, with whom it is happening, and why it is happening (MacNamara, 2008). In essence, this should be followed by an in-depth analysis of the delineation of the complexity of the problem, verification of the understanding of the problem; prioritization and understanding the role to be played towards the redress of the problem (Collins, 1987). In recognizing the fact that an organizations performance depends primarily on the quality of its management and employees, line managers appreciate the role of reward in improving the quality of management through generous rewards. British Airways knows that rewards alone cannot play the sole role of management quality improvement but this process demands with it a number of other factors for it to be fully realized. This is because, the culture, values, and management style of an organization, together with its performance management and employee development programs are equally important (Bureau of Tourism Research, 1989).ÂÂ  It is therefore true that reward management forms an integral part of quality management but cannot stand alone in an organization in ensuring quality management. Reward management is one of the central management issue British Airways top management has over the year managed excellently. Effective reward management not only motivates the employees but also depicts harmonious management style the company is applying to capture and succeed in the market. In addition, the recruitment and retention of best talents take precedence in the business. According to Debrah (2005), The reward or compensation people receive for their contribution to an organization includes monetary and non-monetary components. Remuneration does not simply compensate employees for their efforts it also has an impact on the recruitment and retention of talented people. In this regard, reward management within British management calls for brilliant strategies to ensure that it succeeds. Towards this, the company has employed a number of strategies to help successful implement this program. These strategies include controlling reward, monitoring and evaluating reward theories, managing development of reward system, devolution of line mangers for responsibility for reward system (Hollings, 1998). Controlling reward British Airways has got a good reward management control strategy. Control offers the opportunity to plan and execute reward in a more organized and logical manner which reflect the spirit and mission of the company. According to Gabriel (1988), employers and managers should pay attention to their employees and special attention to the best employees. This is done to encourage good performers, to push them to greater heights. Positive recognition for people can ensure a positive and a productive organization. The recognition of outstanding performance aims to create an understanding of what behaviors might add significant value to the organization and to promote such behaviors. Awards- monetary and non-monetary should be given based on the achievements and accomplishments of workers. Effective reward management calls for effective and strategic management to ensure that the programs not only succeed but also offer a good platform for other companies to emulate. This is an entrenched culture within British Airways aimed at ensuring employee performance improvement. In controlling the rewards, the organization benefits a lot from such an initiative. The befits that come along as a result of reward control include offer of the best opportunity for strategic planning, ensures continuity of the reward system, it is effective in the process of the reward scheme evaluation. Monitoring and evaluating reward theories The process of monitoring and evaluating reward theories demand good management practices from the line managers. In British Airways, This process is ideally inclusive of the major parties to the problem and will involve holding a brainstorming session where the possible solutions to the problem are all presented and analyzed. Bowen (1986) has advised against passing judgment on the possible solutions as presented at the earliest stage of evaluating rewards so as to provide chance for possible solutions and errors that could be omitted. The selection of the reward within British Airways considers best alternative to resolving the problem is the next stage and is essentially where the possible solutions advanced are analyzed and dissected in details. In the selection of the best alternative, the line managers within British Airways takes into considerations the approach that is likely to resolve the problem in the long run, the most realistic solutions, the resources available, time a nd the risks associated with each alternative (McNamara, 2008). Managing the developing reward system Initiating a reward program in most organizations has been easy but managing and developing the rewards comes along with many challenges. This is because reward systems must be well developed and enhanced to reduce employee conflict (Irwin, 2003). In British Airways, this involves assessing how the situation will be once the reward has been initiated and looking for possible weaknesses within the reward scheme. This process is well handled within the British Airways by a pool of highly trained line managers. Essentially, this will entail a careful consideration of the best way to implement the new reward policies and procedures, what resources are desirable in terms of people, facilities and finances, time, who will drive the process, and the person in who will be responsible for the success of the plan. It is imperative that the action plan is communicated to all the stakeholders who will be affected by the new changes within and without the organization to limit the possibility of conflict and take into consideration all the divergent views. Communication within the British Airways values the culture and takes into consideration the major drive within the Airline industry which centrally aims at providing the best competitive work environment to the employees. Devolution for line managers The success of reward schemes and projects has to a large extent relied on the interests, support and commitment of the senior management within the British Airways. This is in order to ensure that everybody in the project team and indeed the whole employees are focused and committed. Most reward schemes within organizations are sometimes conceived, funded and developed without appropriate senior management involvement or approval. Naila (2009) has for example noted that some projects go forward without the management clearly conceptualizing what the project entails. A distinction between mere approval and commitment should be clearly discerned so that the projects run smoothly. According to Kerzner (2006), most projects fail when the senior management lacks a clear understanding and a paucity of the projects perceived benefits, risks and difficulties. This is fundamental because the management plays a central role in costs appropriations and budget allocations for project activities . This means that while the projects approval may actually have been acquired, in the euphoria of getting the projects approved; some of the risks may be ignored or glossed over. Efficient project cost management especially in the field of IT should however ensure that projects approvals are not based on hype and unrealistic calculations but on a framework that encapsulates a realistic assessment of the projects. These remain the central themes within British Airways that define its culture and its reward schemes. Interviews in selection and recruitment The most frequently used selection method in most organizations and companies, with British Airways being no exception, is the interview. The company employs this selection process in selecting and recruiting personnel in the top management positions such as departmental managers. Interviews occur when a candidate responds to questions posed by a manager or some other organizational representative. In an interview, common areas in which questions are posed include education, experience and knowledge of job procedures, mental ability, personality, communication ability, social skills as well as the knowledge of current affairs. The recruitment process within British Airways as a close nit process that enasure only the best is recruited. This is ullusterated below by Guemier and Lockwood (1989). Quality Performance Measurement The capacity to understands and measure performance of an organizational policies is crucial for the success of any business. These measures should include process performance and improvements that can be seen by customers. The importance of performance measurement is important to ensure that customer service is given, to set individual team and business objectives, highlight problems and failure in the processes, provide the needed stimulus for continuous growth and provide benchmark for establishing comparisons. To effectively carry out quality performance, an organization must understand the component of quality costs. These is because the capacity to show that quality system is effective, find more efficient ways of working and get it right from the first time are fundamental in the processes. Performance measurements include four quality costs such as prevention costs, appraisal costs, internal failure costs and external failure costs. Through the application of EFQM that recognizes the fact that there are many approaches to achieving sustainable excellence, British Airways has extensively made use of this non prescriptive framework to analyze its quality performance measurements. This process has been carried out using leadership in at the fore front while enablers include people, policy and strategy partnership and resources who are subjected through a process. The results for the performance of the reward policy within British Airways are then measured by peoples results, customer results and social results. These generate key performance results that are generated through three result components. The tool that was preferred for this process was Radar Scoring Matrix that was capable of covering all aspects of results, approach, deployment, assessment and review. The five poor causes of quality include wrong application of measurement tools, poor combination of enablers for the process, poor leadership, inability to establish a measurement process and failure to engage of all employees in the process. Conclusion The world over, organizations and business enterprises are experiencing major economic crunch and environmental upheaval such as deregulated industrial regulation systems, globalization, competition and technological advancement. These economic, social and political circumstances have precipitated a complex and sophisticated of overlapping and concurrent interventions that are radically changing the existing structures, cultures and job requirements. In response to this dynamic and rapid change, managers need to approach the selection and recruitment from a strategic perspective. Recruitment and selection strategies, process and policies should be integrated within the company human resource department and the organization culture. These have been entrenched in the operational culture of British Airways. In the Airline industry, there is need to streamline the operations to embrace the dynamic changes in selection and recruitment. These changes include new strategies on selection and outsourcing. British Airways has been successful and continue to gain more ground in the world market due to its strategic planning and management. This paper has given a comprehensive and in-depth analysis of the role of the human resource department in the selection and recruitment with special reference to British Airways.

Romeo And Juliet- Is The Story :: essays research papers

Love is the biggest thing that can happen in human life. It can make your life incredible or forgettable. In the case of Romeo and Juliet, it was both. They had something between them that would never be destroyed. Their determination to stay together through the tough times was incredible. Even when they knew that their relationship would never be normal, they never gave up. It was a case of love at first sight when their eyes locked on each other. The story of Romeo and Juliet is more to do with love than hate. Nearly every scene of the text has love conveyed in some way in them. From the pain Romeo suffered from the rejection of Rosalyn, to the first scene where the two meet. The only scene in the whole story where love isn’t conveyed is the very first scene where we see the first conflict between the Capulets and the Montagues. That just shows how much of an impact love has in Shakespeare’s story about two star-crossed lovers. Romeo and Juliet had such a strong love that they would die for each other. This is what Shakespeare is trying to show us what love is all about and this is why he chose to write this story, not to show hate, but to show love. The love in the story is not only shown between Romeo and Juliet. It is also shown in the form of filial love between Romeo and Mercutio. Romeo ‘loved’ Mercutio as a friend so much that he would vow revenge on the person that brought upon his death. The friendship was everlasting and would always be treasured by Romeo, even after Mercutio’s death. Other love was shown between Juliet and the Nurse. Juliet grew up with the nurse by her side all the time. The nurse was more of a mother to Juliet than Lady Capulet ever was. Romeo’s parents cared for him much deeper than Juliet’s did for her. His mother was always worried or concerned about where he was and what he was doing, hoping he wouldn’t get caught up in any trouble. Shakespeare also shows paternal love to go along with the others in the text. I guess that you could say that their was a bit of love from Juliet’s parents towards her in that they only wanted what they thought was best for her as well as getting what they want at the same time.

Individual and Society Essay -- Essays Papers

Individual and Society Medicine Since 1715 Medicine has been a great advancement in society. Without the advancement in medicine, we would not have the lifestyle that we do today. Many different nations and individuals within those nations have contributed to this progression. Medicine has greatly increased the life- span of humans. We are where we stand today because of the many great people we have had in our history who contributed to and performed medical advances. The tests and theories of these people have been a major contributing factor. William Cullen said, "Every one nowadays pretends to neglect theory, and to stick to observation. But the first is in talk only, for every man has his theory, good or bad, which he occasionally employs; and the only difference is, that weak men who have little extent of ability for, or have had little experience in reasoning, are most liable to be attached to frivolous theories."1 William Cullen's expression concerning the importance of theories was proved to be correct due to the many contributions of the theories of those who studied medicine. In 1790, the birthrate was high, along with the death rate. The majority of deaths occurred among the infants and young children. The death rate of the population as a whole was higher than today. Although children born had only a 75% chance of surviving past the age of five, the beginning advances in medicine aided the population growth causing the population to increase in England. The medical schools, hospitals, medical societies and journals, medical knowledge, and doctors of 1790 did not perform life- prolonging therapeutics. In Science and the practice of Medicine in the Nineteenth Century, it was concluded that "many laymen, and... ...Sheikh, Eastern and Western Approaches to Healing (New York: John Wiley & Sons, 1989), 65. BIBLIOGRAPHY Sheikh, Anees A., and Katharina S. Sheikh. Eastern and Western Approaches to Healing. New York: John Wiley & Sons, 1989. Proctor, Robert N. Racial Hygiene: Medicine Under the Nazis. Cambridge: Harvard University Press, 1988. Bynum, W.F. Science and the Practice of Medicine in the Nineteenth Century. Cambridge: Cambridge University Press, 1994. Taegu. "Yakryongshi-Market of Herb Medicine." Websites in Taegu. (c) 1996, JAC. n. pag. Online. Internet. 21 March, 1999 Available http://www.taegu.co.kr/h_045 .html "History of Medicine and Health." n. pag. Online. Internet. 21 March, 1999. Available http://ihs2.unn.ac.uk:8080/hhist.htm "Anatomy of an Epidemic." n. pag. Online. Internet. 21 March, 1999. Available http://library .advanced.org/11170/

Academic Qualification!

Since a very early age we all have been told to give our academics a lot of importance because our academics are what will ensure you succeed in life. We all can remeber our parents yelling at us for a bad grade in school and made sure we perform better next time. In truth success is an arbitary term(very subjective) and differs from person to person and field to field. One could take as the economic success as the touchstone to which a person is labelled successful in life overlooking his/her other failure such as health, divorce and inefficiency, etc.To others overcoming obstacle and challenges irrespective of what someone earns and the nature of the personal life proves thier success. So who is a successful person and who is a failure? Do school and college grades provide a way to ensure success? Isn't it true that drop-outs like Bill Gates and Richard Branson have become the most successful and inspirational icons today? And should we consider the millions of un -educated people in the world to be failures in life? There are various points to show otherwise that academic qualification does not ensure success.Sure academic qualification is necessary but that would get you only so far, beyond that point various other factors play and important role. Success isn't about getting grades and degrees, if that was true then why aren't all the graduates from Havard, Oxford and Cambridge uniformly successful? The rule of success lies in hard work and well a little bit of luck(destiny). If an engineering student gets good grades and gets a job but is not practically effective and not good at problem-solving effectively he wont get very far and will soon fade out. Unfortunately the world has changed the concept of success.It has become a rat-race where every student chases grades and therefore the entire perception of success and prosperity had changed. Rather than studying to reach our full potential, we study because we think its necessary for a successful career. We spend ten-years in school and a few more at college to educate ourself and then a couple of years looking and hunting for jobs and even after finding it people tend to be un-satisfied and at the wrong profession.And then at times of crisis such as recession when wealth is scares due to the not-so-responsible decisions of CEOs people are worried about their job and he perception of success changes, if you are able to stay away from the pink-slip(or keep your job) you are successful. To conclude i would like to say that academic qualifications are necessary but not to the level most people make it out to be. Academic qualification ensure a more rounded experience to meet people from different backgrounds and cultures, skills necessary to be successful . Hard work, determination, resiliance and your destiny ofcousre play an equally important role in ensuring ‘SUCCESS'.

Formal and Informal Communication: an Organizational Approach

Formal and Informal Communication: An Organizational Approach By: Masayu Shahnaz Winarko Student Number: 43005860 Faculty of Economics, Business and Law University of Queensland Brisbane, Queensland, Australia 2012 Abstract This paper concentrates on the discussion of formal and informal communication and its usage in organizational approach. Although both formal and informal communication support the well-Â ­being of organizations, studies suggest that informal communication has taken a big part in determining the productivity in organizations and it has derived many benefits and many challenges. Managers should know how to deal ith such thing and optimize the advantages that will create value added for the company and overcome the obstacles it might create. Many researches have studied and given results on this matter and its application in businesses worldwide. 1. Introduction Communication occurs in every single section in life, from personal to professional issues. It is inevit able that it supports the flow of social life and company’s workflow. It has been taking an important role in organizations; therefore, many studies concentrate in the discussion of organizational communication. It is believed that both formal and informal communication affect rganization’s productivity (Litterst & Eyo). However, unlike formal communication, informal communication is less controllable and unstructured. Informal communication plays a strong role in determining the result of scientific field by generating new ideas or improving the existed idea (Hagstrom). FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL 1 APPROACH Since informal communication has a strong impact on organizational performance, managers should be able to manage the flow of not only formal, but also informal communication. As business grows and the requirements needed in surviving within the competition keep adding on, xecutives should make the most effective use of every resource avai lable and by improving the flow of communication is one of the ways. This study will provide an analysis in dealing with managerial challenges regarding controlling the flow of informal communication and what managers should do to make the best of it. 2. Literature Review 2. 1 Communication Communication is the activity to convey messages through different channels, such as words, symbols and signs. Based on Duncan and Moriarty (1998), communication is a human activity that links people together and creates relationship. In order to create a successful communication, t requires three elements; they are the sender, the message and the receiver. Both the sender and the receiver have to share the same understanding so that the message can be fully transmitted. The success of communication is determined by how the message is understood by the receiver. As defined by Gamble and Gamble (2002), communication is the transfer of meaning and there are seven essentials of communication, which are people, message, channels, noise, context, feedback and effect. Although there are 126 different definitions on communication (Ruben & Stewart, 2006), but many scholars defined it as an exchange of information.Ruben & Stewart (2006) also stated that success in one’s career may well depend on communication. Not only in the individual performance, communication also determines organization’s performance. This present study will point out the importance of formal and informal communication and its applications within an organization. 2. 2 Formal Communication Formal communication is an organized and structured communication within an organization. The communication occurs in many flows. Upwards 2 FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL APPROACH communication indicates the communication from employees to executives. Downward ommunication represents the flow of communication from executives to lower level employees. Horizontal communication shows the flow o f communication within the same level of company, for example the communication flow of brand manager and finance manager. The last one is diagonal communication, which represents the communication of the upper level of a particular division with the lower level employees in another division. The types of formal communication within an organization that are commonly used are meetings, conference, phone calls, company bulletin and interview. 2. 3 Informal Communication Informal communication is nevitable in every organizational entity. By communicating with other people, employees can find similarity in hobbies, opinions and experiences, which result in being friends. Informal communication is based on social relationship among people (Litterst & Eyo, 1982). Informal communication is relaxed, casual and spread through word-Â ­? of-Â ­? mouth. Informal networks are communication links between individuals and sections that bypass the formal structures in an organization (Smith, 2011) . There are four flows in communication networks; the first one is single strand in which one person tells another person, the second one is gossip hain in which one person tells the others, the third one is probability chain in which one person tells another person who pass the news to someone else and the fourth one is the cluster chain in which one person tells other two or three people who spread the news to other two or three people as well. There is another important term in informal communication, which is grapevine. Grapevine is best described as the way gossip travels through organizations. Robbins and colleagues (2008) indicate the characteristics of grapevine: it is not controlled by management, it is more believable and reliable for the employees and it serves he self-Â ­? interests of those in the group. 2. 4 Differences between Formal and Informal Communication FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL 3 APPROACH No. 1. 2. 3. 4. 5. 6. Elements Definition Fl exibility Degree of control Evidence Discipline Formal Communication Informal Communication Takes place through Passing formal channels Flexible by Cannot be controlled No documentary proof is not followed formal channels Not flexible Controlled management Has documentary proof Official discipline are highly maintained is Discipline Flow of information Flows upwards, Flows freely to all downwards, horizontal directions and iagonal 7. 8. 9. 10. 11. 12. 13. 14. 2. 5 Differentiation and Complimentary Studies have attempted to determine which one between formal and informal communication has the most impact in organizations. Research suggest that formal communication takes role in the authority in organizational hierarchy (Dow, 1988; Jablin, 1987), differentiation of labor and specialized tasks (Dow, 1988; Jablin, 1987) and mechanism for coordination of work (Dow, 1988). Meanwhile, business communicators strongly believe that informal 4 FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATION AL APPROACH Speed Secrecy Rumor Distortion Time MisunderstandingCost Mistakes Slow Can be maintained occur Not distorted Requires much time misunderstanding Expensive Very low Very fast Difficult to maintain Small chance of rumor to Rumor can occur Can be distorted Less time occur Less expensive Very high Not much chance of Misunderstanding may communication plays an important role in increasing innovations within organizations (Johnson, 1990). Johnson, Donohue, Atkin and Johnson (1994) conducted a study on the means of formal and informal communication within an organization through three main perspectives: salience, channel factors and channel usage. The research suggested that the employees erceive informal communication as more effective and better used in achieving company’s mission. However, in terms of cultural means, formal communication is perceived as a more appropriate way to communicate. 3. Case Study First and Tomic (2011) conducted a research regarding the role of informal communication in creating company brand image and preferences. In this research, the object was an international turnkey contractor specializing in oil and gas industry. This company employed more than 38,000 employees all over the world at the time this research was conducted. This company operates in business market, so not many eople acknowledge this company’s existence. However, this company concerns about its brand image. They use formal approach in spreading its existence to college graduates by coming to the university and do presentations on its company profile. Nevertheless, formal communication only does so much. They also rely heavily on informal communication role to spread the word-Â ­? of-Â ­? mouth on the culture of the company. For example, people know from their acquaintances that this company gives high salary to their employees and this news draws them to working for this company. The second example of case study comes from the research ofAndr ea, Arnaldo and Romano (2011). The case was about Italian leading mineral water and soft drink company. In 2008, the company held 16% of the segment mineral water in Italy, 12% in soft drink and 19% in tea-Â ­? based drink. Its ROE was 18. 1% while its competitor was only 13. 8%. Its inventory turnover was 12. 6 compared to its major competitor whose inventory turnover was only 6. 15. The study focuses on determining the role of formal and informal communication in making this FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL 5 APPROACH company a leader in its filed. The study was conducted in three steps. The first one is dentifying the units that engage in the process of purchasing, manufacturing and logistics. The second step is tracing the flow of formal and informal communication during those activities. The final step is to identify how both formal and informal communication improved over time that results in a synchronized workflow of the company. The study suggested that formal communication was highly important in achieving internal integration (Andrea, Arnaldo & Romano, 2011), while informal communication is important in problem solving because it occurs in real time (Pagell). 4. Conclusion Based on the present and former studies conducted y many scholars on various objects (focuses on organizations in this matter), it can be concluded that both formal and informal communication are important in the productivity of the company and its performance as a whole. Managers should identify in which field the communication should be optimized and which way to use. There are several differentiations in the work progress on which it is better to use either formal or informal communication and managers should be well aware of it so they would not imply the wrong method of communication. As in optimizing the informal communication, managers should use personal approach as it ravels fast and is more favorable by the employees. Moreover, informal communication can be used in building company brand and image, so managers should be really careful that only the good values of the company is transmitted through informal communication. 6 FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL APPROACH References Andrea, F, Arnaldo, C & Romando, P 2011, ‘Case study: understanding how formal and informal communication affect purchasing, manufacturing and logistics integration’, Advances In Management, vol. 4, no. 7, pp. 22-Â ­? 32. First, I, Tomic, M 2011, ‘Formal and informal communication channels in creating Formal and Informal Communication: an Organizational Approach Formal and Informal Communication: An Organizational Approach By: Masayu Shahnaz Winarko Student Number: 43005860 Faculty of Economics, Business and Law University of Queensland Brisbane, Queensland, Australia 2012 Abstract This paper concentrates on the discussion of formal and informal communication and its usage in organizational approach. Although both formal and informal communication support the well-Â ­being of organizations, studies suggest that informal communication has taken a big part in determining the productivity in organizations and it has derived many benefits and many challenges. Managers should know how to deal ith such thing and optimize the advantages that will create value added for the company and overcome the obstacles it might create. Many researches have studied and given results on this matter and its application in businesses worldwide. 1. Introduction Communication occurs in every single section in life, from personal to professional issues. It is inevit able that it supports the flow of social life and company’s workflow. It has been taking an important role in organizations; therefore, many studies concentrate in the discussion of organizational communication. It is believed that both formal and informal communication affect rganization’s productivity (Litterst & Eyo). However, unlike formal communication, informal communication is less controllable and unstructured. Informal communication plays a strong role in determining the result of scientific field by generating new ideas or improving the existed idea (Hagstrom). FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL 1 APPROACH Since informal communication has a strong impact on organizational performance, managers should be able to manage the flow of not only formal, but also informal communication. As business grows and the requirements needed in surviving within the competition keep adding on, xecutives should make the most effective use of every resource avai lable and by improving the flow of communication is one of the ways. This study will provide an analysis in dealing with managerial challenges regarding controlling the flow of informal communication and what managers should do to make the best of it. 2. Literature Review 2. 1 Communication Communication is the activity to convey messages through different channels, such as words, symbols and signs. Based on Duncan and Moriarty (1998), communication is a human activity that links people together and creates relationship. In order to create a successful communication, t requires three elements; they are the sender, the message and the receiver. Both the sender and the receiver have to share the same understanding so that the message can be fully transmitted. The success of communication is determined by how the message is understood by the receiver. As defined by Gamble and Gamble (2002), communication is the transfer of meaning and there are seven essentials of communication, which are people, message, channels, noise, context, feedback and effect. Although there are 126 different definitions on communication (Ruben & Stewart, 2006), but many scholars defined it as an exchange of information.Ruben & Stewart (2006) also stated that success in one’s career may well depend on communication. Not only in the individual performance, communication also determines organization’s performance. This present study will point out the importance of formal and informal communication and its applications within an organization. 2. 2 Formal Communication Formal communication is an organized and structured communication within an organization. The communication occurs in many flows. Upwards 2 FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL APPROACH communication indicates the communication from employees to executives. Downward ommunication represents the flow of communication from executives to lower level employees. Horizontal communication shows the flow o f communication within the same level of company, for example the communication flow of brand manager and finance manager. The last one is diagonal communication, which represents the communication of the upper level of a particular division with the lower level employees in another division. The types of formal communication within an organization that are commonly used are meetings, conference, phone calls, company bulletin and interview. 2. 3 Informal Communication Informal communication is nevitable in every organizational entity. By communicating with other people, employees can find similarity in hobbies, opinions and experiences, which result in being friends. Informal communication is based on social relationship among people (Litterst & Eyo, 1982). Informal communication is relaxed, casual and spread through word-Â ­? of-Â ­? mouth. Informal networks are communication links between individuals and sections that bypass the formal structures in an organization (Smith, 2011) . There are four flows in communication networks; the first one is single strand in which one person tells another person, the second one is gossip hain in which one person tells the others, the third one is probability chain in which one person tells another person who pass the news to someone else and the fourth one is the cluster chain in which one person tells other two or three people who spread the news to other two or three people as well. There is another important term in informal communication, which is grapevine. Grapevine is best described as the way gossip travels through organizations. Robbins and colleagues (2008) indicate the characteristics of grapevine: it is not controlled by management, it is more believable and reliable for the employees and it serves he self-Â ­? interests of those in the group. 2. 4 Differences between Formal and Informal Communication FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL 3 APPROACH No. 1. 2. 3. 4. 5. 6. Elements Definition Fl exibility Degree of control Evidence Discipline Formal Communication Informal Communication Takes place through Passing formal channels Flexible by Cannot be controlled No documentary proof is not followed formal channels Not flexible Controlled management Has documentary proof Official discipline are highly maintained is Discipline Flow of information Flows upwards, Flows freely to all downwards, horizontal directions and iagonal 7. 8. 9. 10. 11. 12. 13. 14. 2. 5 Differentiation and Complimentary Studies have attempted to determine which one between formal and informal communication has the most impact in organizations. Research suggest that formal communication takes role in the authority in organizational hierarchy (Dow, 1988; Jablin, 1987), differentiation of labor and specialized tasks (Dow, 1988; Jablin, 1987) and mechanism for coordination of work (Dow, 1988). Meanwhile, business communicators strongly believe that informal 4 FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATION AL APPROACH Speed Secrecy Rumor Distortion Time MisunderstandingCost Mistakes Slow Can be maintained occur Not distorted Requires much time misunderstanding Expensive Very low Very fast Difficult to maintain Small chance of rumor to Rumor can occur Can be distorted Less time occur Less expensive Very high Not much chance of Misunderstanding may communication plays an important role in increasing innovations within organizations (Johnson, 1990). Johnson, Donohue, Atkin and Johnson (1994) conducted a study on the means of formal and informal communication within an organization through three main perspectives: salience, channel factors and channel usage. The research suggested that the employees erceive informal communication as more effective and better used in achieving company’s mission. However, in terms of cultural means, formal communication is perceived as a more appropriate way to communicate. 3. Case Study First and Tomic (2011) conducted a research regarding the role of informal communication in creating company brand image and preferences. In this research, the object was an international turnkey contractor specializing in oil and gas industry. This company employed more than 38,000 employees all over the world at the time this research was conducted. This company operates in business market, so not many eople acknowledge this company’s existence. However, this company concerns about its brand image. They use formal approach in spreading its existence to college graduates by coming to the university and do presentations on its company profile. Nevertheless, formal communication only does so much. They also rely heavily on informal communication role to spread the word-Â ­? of-Â ­? mouth on the culture of the company. For example, people know from their acquaintances that this company gives high salary to their employees and this news draws them to working for this company. The second example of case study comes from the research ofAndr ea, Arnaldo and Romano (2011). The case was about Italian leading mineral water and soft drink company. In 2008, the company held 16% of the segment mineral water in Italy, 12% in soft drink and 19% in tea-Â ­? based drink. Its ROE was 18. 1% while its competitor was only 13. 8%. Its inventory turnover was 12. 6 compared to its major competitor whose inventory turnover was only 6. 15. The study focuses on determining the role of formal and informal communication in making this FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL 5 APPROACH company a leader in its filed. The study was conducted in three steps. The first one is dentifying the units that engage in the process of purchasing, manufacturing and logistics. The second step is tracing the flow of formal and informal communication during those activities. The final step is to identify how both formal and informal communication improved over time that results in a synchronized workflow of the company. The study suggested that formal communication was highly important in achieving internal integration (Andrea, Arnaldo & Romano, 2011), while informal communication is important in problem solving because it occurs in real time (Pagell). 4. Conclusion Based on the present and former studies conducted y many scholars on various objects (focuses on organizations in this matter), it can be concluded that both formal and informal communication are important in the productivity of the company and its performance as a whole. Managers should identify in which field the communication should be optimized and which way to use. There are several differentiations in the work progress on which it is better to use either formal or informal communication and managers should be well aware of it so they would not imply the wrong method of communication. As in optimizing the informal communication, managers should use personal approach as it ravels fast and is more favorable by the employees. Moreover, informal communication can be used in building company brand and image, so managers should be really careful that only the good values of the company is transmitted through informal communication. 6 FORMAL AND INFORMAL COMMUNICATION: AN ORGANIZATIONAL APPROACH References Andrea, F, Arnaldo, C & Romando, P 2011, ‘Case study: understanding how formal and informal communication affect purchasing, manufacturing and logistics integration’, Advances In Management, vol. 4, no. 7, pp. 22-Â ­? 32. First, I, Tomic, M 2011, ‘Formal and informal communication channels in creating

How Socio-Economic Classes Contributed to Events in 1800 Europe Essay

Described as â€Å"the divine distribution of men into different ranks, and at the same time uniting them into one society† (Gladstone, 1896), the socio-economic class order formed the structure and foundation of society in Europe. Consisting of three distinct entities and with a strong correspondence between economic prosperity and social standing, it would also serve as the backdrop for which historical phenomena would occur. Europe’s social order was not just the environment in which these events would materialize, but also a fundamental causal factor in three notable events; The French Revolution (1789-1799), The French Revolution of 1848 and Britain’s Industrial Revolution (1750 onwards). However, the origins of these events were also contingent upon other circumstantial factors. The roots of the first French revolution, arguably, are in The Enlightenment; the period of the philosophers. New philosophies advocating human rationality came to form by the mid 1700’s and were propelled into popular thought after the isolated, and highly charged, Jean Callas incident . Philosophers like Voltaire found the perfect vehicle in this incident to question the arbitrary use of power so prevalent in French society. The monarchy and the presence of the Social Order soon came into question. Across Europe, cafes sprung out to host discussion centered on the common theme of reason. Society cleaved toward enlightened ideas of rationality, equality and liberalism, leading to the growing questioning of the existing monarchial power structure. Alternative political ideologies for the state, from personalities like Rousseau and Locke, sprouted and undermined the legitimacy of the monarchy. While The Enlightenment is responsible for creating pressure from society against the monarchy, these ideas would have been impotent without suitable ground. The socio-economic categorizing of European society is a more fundamental cause of the first French Revolution because it provided this ground. The rigidity of the social order in late 17th century France accounts for the origins of the first French revolution. In theory, the social divisions were permeable and promoted mobility (Roberts, 1997). Across Europe, titles and estates could be purchased and so also, the privilege of the nobility. However the reality was often different. In light of booming trade, the demand for titles from the French bourgeoisie and returning nobility outstripped the number permitted by the social order . Furthermore, while the bourgeoisie enjoyed increasing economic power and could live equally, if not exceedingly, extravagant lives as the nobility, the social order shut this community out from the benefits of social privilege . This was exacerbated by the nobility’s stress on privilege in response to the new Bourgeois economic threat. The system’s disregard of merit in place of hereditary, and the fundamentally irrational social construct sowed discontentment within the second and third estate, where the ideals of enlightenment; rationality and equality, would find willing subscribers. Riding on the resentment toward society’s order and fuelled by The Enlightenment’s ideas did the French Revolution tear its way through to the Bastille. While the first French revolution was understandably a social battle, one could argue that the revolution of 1848 was born out of opposition to economic factors than on society’s social construct. The time leading up to 1848 was a time of gradual industrialization for France. Its products; rapid urbanization and changes in economic practices, broke familiar social patterns of the working class. For instance, the commercial system was rewritten by doing away with the cottage industry and previously public lands, privatized. Added to this, a burgeoning population, severe industrial and agricultural depressions in 1846 and Louis-Phillipe’s inaction in alleviating rural and urban poverty culminated to create great peasant discontent. The economic change that accompanied its deterioration galvanized the working class, triggering the third French revolution in 1848; aptly, also known as a Worker’s Revolution. However, it is artificial to separate economics from social class since there is a correspondence between social hierarchy and wealth. They are, after all, aptly named â€Å"socio-economic† classes. In analyzing yet another French revolution, an important observation to make is the persistence of Europe’s social order. Though the 1830 revolution delivered another great blow to the old social order (Magraw, 1987), and promised equality in opportunity and economic liberalism manifest in the abolishment of seigneurial practices for all, much had remained the same. Succinctly captured by Cobban’s argument that ‘it [did] not matter whether we [called] it aristocracy or bourgeoisie† , the cleaving of the aristocracy and bourgeoisie shows an adaption, not an eradication of the social order. The aristocracy kept to their ranks by continuing their distinctive politics and marriage practices (Magraw, 1987). Since most engaged with capitalism, they were mostly able to maintain their privileged lifestyle and control of much of the land . The Bourgeoisie continued to thrive, especially under the â€Å"Bourgeois King† and even went as far as to convert their wealth into land ownership. This neo-feudalism masquerading as the product of laissez faire economic practices, and the continuation of aristocratic dominance came at the expense of the working class. Thus did the working class continue in their economically disadvantaged positions. Their economic dependence on the old order’s aristocracy, had merely been replaced with a dependence on remnants of the same old order and a new Bourgeois one. The social order is a more fundamental account for the workers revolution, since it was responsible for creating the economic grievances of the working class which became the fuel for the 1848 revolution. The European social order again features as a causal factor in Britain’s Industrial Revolution. It is the very hierarchical nature of the class system that functioned as the engine for the Industrial Revolution. The industrial entrepreneurs of Britain, the main thrust for the innovation that characterized the revolution, took hold of Britain’s mineral resource advantage to affect rapid development. The motivations behind entrepreneurship are traced back to the make-up of society. Since social privilege was linked with economic wealth, successful merchants strived to purchase titles and convert their wealth into social status (Briggs, 1979). In this way, the extravagance of noble life, held in high regard, could be emulated. However, it is admittedly reductionistic to exclusively use the quest for noblehood to account for an entire revolution. Coupled with the desire for social advancement were also ideas from The Enlightenment and The Scientific Revolution; laissez faire economic practices and technological advancement respectively. Society as a whole was geared toward revolutionary development, equipped with the necessary ideology and possessing the necessary scientific capability. Nonetheless, the power of science and the power of thought would have remained a means without an end if not for the existence of Europe’s social class as the motivation to individuals for conomic advancement. Furthermore, the narrow elite which feature in Europe’s social order meant that there was a prolific number from the working class available for cheap employment and indeed, were the working class called upon for this. By 1850, more than 50% of the population were living in towns and city to work in factories and city-bound industries. The abundance of cheap labor comes from the old social order’s narrow top and wide base, and it sustained and accelerated industrialization to revolutionary measures. Thus, we trace back the origins of the Industrial revolution to socio-economic classes. Social hierarchical ascension was the motivation, and the demographic make-up, the sustenance. Evidently, the causality of the three historical events covered is not monolithic. Though the contributing factors are layered and many, the role of socio-economic class is central. Its rigid, persistent and hierarchical institution shaped the motivations of humanity and in doing so, account for the origins of major events in History.