The Wizard of Oz as a Fairy Tale Essay Example for Free

The Wizard of Oz as a Fairy Tale Essay For hundreds of years, parents have been enthralling children with stories of magic and wishes coming true. Fairy tales are passed from one generation to the next through oral tradition, and, in modern times, books. As various societies develop, fairy tales are changed to fit the needs and morals those societies want to impress upon their children. Thus, the style and content of a fairy tale is directly affected by the social attitudes of a particular society at a particular time. Jack Zipes adopts and assumes the magical folktale is the oral version and the fairytale the literary version of a tale when he describes the rise of â€Å"the fairytale in the Western world as the mass-mediated cultural form of the folktale† (Zipes 15). Fairy tales include common themes, motifs, story lines, and characters that aid in the protagonist’s working towards a common goal. In the first chapter of his book, Swiss scholar Max Luthi identifies fourteen characteristics that are vital to the unique classification of a fairy tales as demarcated from other forms of children’s literture. With the help of these distinctive structural and stylistic features, Frank L. Baum’s novel, â€Å"The Wizard of Oz† can be classified within the boundaries of the fairy tale. â€Å"The Wizard of Oz,† like so many fairy tales, naturally has cultural, social, and political undertones interwoven within the text. Virtually all of Baum’s characters and magical land pertain to specific cultural or socio-political event of the time. Contemporary social issues are unconsciously rolled into the fabric of the story like: the yellow brick road and the silver slippers that both symbolize the influence of the gold and silver debate prominent in Baum’s time. Baum lifts phrases almost directly from Grimm. In â€Å"The Wizard of Oz†Ã¢â‚¬ ¦Ã¢â‚¬Å"she wished the girl to remain with her to do the cooking and cleaning† (Baum 27) is similar to the witches request if Gretel in â€Å"Hansel and Gretel† when she says, â€Å"I want you to fetch some water and cook your brother something nice† (Grimm 53). Dorothy also states to the Scarecrow, â€Å"If you come with me Ill ask Oz to do all he can for you†(Baum 22). Which is reminiscent to the donkey’s words in the Grimms’ â€Å"The Bremen Town Musicians† (Grimm 96)†¦The basic plot of this tale is similar to â€Å"The Wizard of Oz† in that a group of helpers accompany a hero and use their specific skills to achieve a quest. Baum does not forget to include several classic airytale motifs: seven league boots are replaced with silver slippers that take the wearer any place his or her hearts desires and the classic object used three times to summon a helper is represented by the golden cap that is used to call upon the winged monkeys three times. The motifs appearance in this story demonstrates how often similar motifs are re-used in an altered states across various types of literature. The witch threatens the heroes with forty bees, forty wolves and forty crows. Though forty may not be the most commo n number used to highlight the unique fairy tale repetition of numbers, this number of course holds meaning. In the Bible there were forty days of flood, forty days of fasting and forty days of wandering. In fact the very nature of â€Å"The Wizard of Oz’s† medium, the novel, increase the differentiation between it and fairy tales. Oz is too long a work for it to be easily recognizable as a fairy tale. Most tales do not describe locations, physical features, or emotional states. Heroes are rarely afraid of foreign creatures, they just kill them or die trying, it is simply a part of their nature as heros. Luthi (Visual Aspect non-deliniation of character p. 25) Within the first few pages Baum informs the reader of the what Dorothy is wearing, a checked gingham dress, and that she â€Å"cries sorrowfully when the wizard wont see her† (Baum 60). The story’s descriptive passages concerning the physical environment mainly relate to the colors that are present (what is visible), especially in the description of the forest †¦ Psychoanalysis has classified and links fairy tales to childhood sexuality. They serve a psychological function by representing to children their subconscious sexual urges and conflicts. Bruno Bettelheim uses his â€Å"The Uses of Enchantment† to discuss the manifestation of these drives in fairytales and how children use such literature to reconcile internal struggles they may be having. The Wizard of Oz provides internal resolution in preparation for something greater—sex. Sex, is of course skirted around rather than confronted head on. For example in chapter eight of the novel, â€Å"The deadly poppy field† sleep is used as a substitute for death. Dorothy never has to experience any real death, but wakes up surrounded by dead wolves she is only mildly frightened for a moment until the woodsman explains their presence euphemistically as being not dead, but â€Å"shaggy. † Oz approaches the deep levels of meaning discussed by Bettelheim and falls into the Freudian romance, like â€Å"Cinderella† who escapes her psychologically unsatisfactory step family to achieve a better life. Dorothy, though she returns to her home in Kansa, manages to move towards maturity and self-realization. As Dorothy realizes the power of the magic slippers and the other characters find what they were looking for but had all along, the reader gets the message that what we need for â€Å"wholeness† is within, not without. Different from the psychological approach of Bettelheim, Max Luthi worked to identify what makes a fairy tale a fairy tale. So although characters may seemingly act without logic, reason, or emotion and one incident may not connect with what occurs immediately before or after it, there is a rationale that permeates every tale. Dorothy is to some degree disconnected from reality. Aunt Em and Uncle Joe are rarely happy because reality has soured them but Dorothy who is not fully integrated with reality is able to go on a quest to discover her own happiness (Luthi: Supernatural #8 p25). Dorothy, as the heroine, is in tune with the underlying fairytale theme of†¦ (Luthi p25, 34 #5, 14). Dorothy seems to be unknowingly blessed. She is mistakenly revered as a sorceress; â€Å"The silver shoes fitted her as if they had been made for her† and she accidentally kills not one, but two wicked witches. The outward sign of her charm is the mark of the good witchs kiss. In some fairytales there is a similar physical indicator, it could be freckles, red headedness, extreme ugliness or a tuft of hair. Separate but related to chance is magic. What distinguishes the fairytale from other folk literature is the prescience of magic. What is fundamental is the existence of magic and the otherworldly. Often there is a stated crossing from the mundane to a magical realm. Once in the magical realm Baum utilizes stock motifs like talking animals, witches, wizards, the Simpleton figure, caps that can summon powerful creatures three times and shows that can travel infinite distances in a few strides. Help is the central motif of the folktale, it propels the narrative and defines the hero. In the folktale the hero would not achieve his objective without help, in particular the help of otherworld beings. And this support is lavished on him. Dorothy never asks for or thinks about magic gifts but when she needs them they are granted. Gifts are given to Dorothy without entreaty and do come into play when needed but, especially in the case of the slippers, she has to work for the privilege. Dorothy shows no extraordinary strength of character yet she is given the silver shoes and fatefully obtains the golden cap. Though one would assume the nature of the heroine determines her success and reflects her good character her quest is often solely for personal gain. Dorothy and her friends want whats best for them and by following their own course they inadvertently rescue other people without intending to do so. This in turn paves the way to their ultimate goal. The happy ending, as Bettelheim reiterates, is what makes the fairy tale stand out as childrens literature. Because fairy tales provide resolution and reassurance children can easily relate and learn from the tales (Bettelheim, 10). Dorothys goal is achieved not in Oz, because Oz is not the right place for her, but instead back at home where she can apply what she has gained to get her â€Å"happily ever after†. â€Å"The Wizard of Oz† corresponds to a large number of fairy tale characteristics, but it undoubtedly does not fit quite perfectly into the exact fairy tale mold. It doesnt fit entirely, partly because its just too big. The nature of its form, the novel, demands a greater level of descriptive information and plot explication, both which lead away from the traditional fairytales.

Overwhelmed by Marigolds :: Marigolds

Overwhelmed by Marigolds [ADM1]  Ã‚  Ã‚      I'll be honest; I picked this short story first because of the bright, blooming title, "Marigolds."   But when I read the story, I felt torn, like the marigolds that were when destroyed by Lizabeth[ADM2].   Throughout this story I felt overwhelmed with reality;[ADM3] I was showered with confusion, contradictions, and it seems as though I read this story of harsh truth in a dream.   Lizabeth's character is so close to myself, yet so far away, that I detest her, especially for her furious outrage taken out on a sliver of hope surrounded by despondency, yet I feel compassionate towards her.[ADM4]   I leaped furiously into the mounds of marigolds and pulled madly, trampling and pulling and destroying the perfect yellow blooms.[ADM5]   Ã‚  Ã‚  Ã‚   When she madly demolished the beautiful marigolds, I wanted to scream;[ADM6] she had ruined the only things ravishing[ADM7] and worthwhile, taking her anger and confusion out on something that seemed so perfect.   I felt like the marigolds because far too often I have been in a similar situation.   For example, I play the saxophone well, making it into Wind Ensemble (the highest[ADM8] band) as a freshman.   Many call me "perfect,"[ADM9] and because I can play better than they can, they hate me.   They treat me rudely,[ADM10] and they don't even know me except for my ability to play an instrument.   I feel dejected and trampled over socially because [ADM11]I happen to be able to be gifted in an area.   Some also detest me because of my grades, making assumptions before knowing me [ADM12]that because I get decent grades, I am perfect and too good for everyone.   Instead of seeing past me[ADM13], they make fun of me and put me down for achieving my highest goals.   So when Lizabeth tore at the flowers, smoldering[ADM14] them and killing them because they were full of hope and bloom, which she had none of[ADM15], I felt angry with her for handling her situation in this way.   She killed innocent life that thrived and stood out, because it possessed things that she wanted and that she was being deprived of[ADM16].   Because of this terrible reaction to this scene, I think that it is safe to assume [ADM17]I am not sympathetic towards anyone who hurts others, physically or mentally, for being happier or full of hope or more talented than them because they feel hopeless, fearful, or even feel confused and overwhelmed.

Managing and developing people Essay

Executive Summary: Procter and Gamble (P&G) is a business idea developed by William Procter and James Gamble. The company was established in the year 1837. Initially the company, engaged in making candles and soaps. However, later the company started producing consumer goods such as beauty care, health care, baby products, food and beverages etc. The company suffered with several organizational and cultural issues between 1999 and 2000. The case study on P&G, suggests that the period of 1999 and 2000 has been headed by two different CEOs i.e. Durk Jager and Alan Lafley. Both of them managed the company in their own style and presented a good example of leadership skills. Therefore, the aim objective of this report is to highlight the challenges faced by P&G. The organizational challenges under this report will be evaluated on the basis of strategic development, HR practices and leadership styles under the two different CEOs. Although, each of the CEOs had there own individual personality, management st yle, leadership style and functioning but both of them evidently contributed towards the success of P&G. Additionally, strategic recommendations will be provided in the form of 5 year strategic plan which will be helpful in improving the HR performance, organizational culture and the overall financial performance of the organization. Introduction: This report is solely positioned on the assessment of the organizational issues. These issues are present in Procter and Gamble under the leadership of two different individuals, Durk Jager who headed the organization in July 1999 and under the regime of Alan Lafley who ruled in June 2000. Both the styles of leadership and actions taken will be critically evaluated with reference to strategic development, leadership skills and HR practices. During mid- late 1990s, Durk Jager launched the organizational restructuring exercise, which included refurbishment of P&G’s organizational culture, retrenchment of employees along with reduction in hierarchies. Strategic development basically involves the changes and plans that were initiated within the organization by each of the leaders separately.  Further, this report will be evaluating the consequences of these changes on the performance of the company. Secondly, Leadership styles will be explained on the basis of leading methods of both the CEOs and these methods will be analyzed using the transactional and transformational theories of leadership. Additionally, this report will analyze how employees overall performs due to different leadership styles. Thirdly, HR operations will determine the practices and rules that supervise personnel management, organizational behavior and employee relations. However, all these activities will be seen under both leader’s authority. Finally, this report will demonstrate behavioral aspects of employees and their individual needs. In the last, the report will consist of strategic recommendations in regards to all the issues described. This wi ll be carried out through a SWOT analysis on the existing HR rules and policies. Moreover, the plan in the report will address both best-fit and best practice concepts. Strategic Development: Durk Jager Vs Lafley: It may be defined as strategy that is adopted by the business to grow its business (CIPD 2012). However, Durk Jager at his time of presidency introduced various changes. He used Information Technology (IT) as catalyst for change, his vision was to influence innovative approach. According to Jager, the only way to increase the growth, sale , volume and earning is to remain constant throughout. Along with these changes, reorganization of company’s corporate structure was done; P&G increased its business unit from four to five under Jager’s supervision. Jager believed that his step would help to speed up decision-making power within the organization and additionally it helps in eradicating bureaucracy (Bryson 1988). The strategic development has various benefits such as it helps organization to think strategically, helps in clarifying future directions clearly, improves performance of both employees and organizations and most importantly it effectively deals with the speed ily changing conditions. However, Jager did not predicted hassle this brought to the employees of the organization by increasing the gap in the communication. For example line manager of one country is liable to report to the line manager in another country. Moreover, employees did not seem to be happy about the acquired changes  (Bradutan and Sarbu nd). Employee of the P&G were not satisfied and suggested that the system have a loophole. The culture of the organization went through many other changes like they discarded old dressing code, the employees were given opportunity to decide their own dress. While some of the things changed for bad, the others were good too. For instance, due to new changes all employees were treated equally by serving coffee in the same cups. Hence, after these changes the organization is aligned on common goals, high level of team collaboration, leaders were able to take up more challenging tasks. Therefore as a result of implemented change, Jager’s measures to change were not successful. The changes faced several problems, consequently the net profit declined to 18%. Whereas, again in the history of P&G another president named Lafley made various efforts to improve the declining conditions of the organization. He made the initial change by transferring 15 seniors most officers and gave all the high level of job roles to women. According to him this effort will help in promoting competition in the top-level hierarchies amongst the organization (Reid, Flin and Mearns 2008). Furthermore, Herzberg’s two-factor model also suggest that nature of work, recognition, job satisfaction level also helps in increasing motivation of the employees. Therefore, Lafley suggested that people on the top level management tends to be motivated by the suggested factors by Herzberg (Hyun 2009). Just like Jager, Lafley too emphasized on IT however, his action plan was mainly focused on customers. This is however a good point because it adds on a competitive advantage other competitors. While Jager practiced inflexible, inward and constant approach. On the opposite hand, Lafley wanted P&G to more open to challenges, flexible and outwardly. Leadership : Durk Jager Vs Lafley : The two leaders Jager and Lafley both demonstrated two different kinds of leadership skills namely, transformational leaders and transactional leaders. However, both depict different personality; the transactional leader addresses the worldly necessity of the employee whereas, the transformational leader focuses on the individual-concept of the employee and the employee’s consciousness of self-worth. The transformational leader  motivates the follower to habitus a self-concept that identifies with the leader’s self-idea and mission. To endeavor for consistency, the follower is motivated to apply extra effort to match the follower’s personal self-concept and operation with the leader and thereby increases his or her own sense of self-quality as a result. In 1978 Burnes, explained that transformational leadership represents a leadership style that is signified by shared vision and charisma between followers and the leaders. The potential of transformational leade rs comes from their power to impact and animate others to originate exceptional piece of work. In comparison, transactional leadership explains more of a â€Å"give and take†on the job relationship – close relationship between leader and follower is constituted through transaction, such as a remuneration system for achieving any particular target or goal (Lai 2011). According to this case study, Jager tried implementing too many changes in a short interval of time therefore he represents an autocratic leadership quality. Whereas, Lafley demonstrated democratic leadership skills and style, hence represents a democratic leader, who tries to convince all his employees (Bakhtari 1995). Jager’s leadership style was conservative, and very methodical whereas, Lafley took more pragmatic approach and a gradual approach. Lafley was considered to be transformational leader. Bass in 1985 suggested. Transformational leaders widen and promote the interests of masses, create awareness and acceptance among the people of the purposes and operation of the group and propel followers to go on the far side of their self-interests for the benefit of others (Hartog, Van Muijen and Koopman 1997). Therefore, demonstrating the transformational leadership skills, Lafley deeply inspired their employees. He always inspired his subordinates to perform beyond the expectation. As a transformational leader, Lafley gently communicated to employees stating the need to cultural change. Whereas, Jager do not believe in communicat ing the change process to its employees. Role of communication is really vital in the process of change. Postmes in 2001, suggests that employees will be actively committed if they attain adequate information to execute their task, and this message was presented to them via formal official channels rather than casual channels. Social communication with peer group and direct superiors foreseen commitment less than communication with more superior management did, and communication with a social emotional content was little  predictive of loyalty than formal communication (Elving 2006). Human Resource (HR) Practice: Human Resource is the most crucial asset for any organization and it is the root of achieving competitive advantage. Managing human resources is very difficult as compared to managing technology or capital and for its effectual management, administration requires effective HRM scheme. HRM system should always be backed up by safe HRM practices. HRM practices refer to business activities oriented at managing the reserve of human resources and ensuring that the resources are employed towards the satisfaction of organizational goals. Procter and Gamble (P&G) always treated employees of the organization as its own family members. The vision of the organization is to focus on the company’s principles, core values and purpose. The organization gives pay off on Saturday of every week. The organization offered a sickness, life insurance plan, and disability benefits. They moreover, granted forty-eight weeks of employment to the employees in a year. P&G’s recruitment process is comprehensive in manner, the HR department scans resume for the most promising candidate. The company selects its candidates on the basis of applicant’s aptitude test for problem solving and leadership skills. P&G’s HR policies focused on delegating responsibility and accountability to the new recruits in order to develop and build the long lasting careers with in the company. The unique feature of P&G is amongst the best features, i.e. the new recruits are supposed to spend the first year of their employment in the P&G’s college. In this college different types of courses are taught so that the new comer can gain a deep insight as to what to expect and how to deal with the situation that might erupt in future during the time of employment. However, P&G followed several code of conducts for the benefits of the employees and to encourage dedicate working environment. For instance; employees were reminded not to disturb other workers or to visit other sector or de partment, except in case of extreme urgency. All these rules and regulation changed slightly during the regime of two different leaders. Jager: Due to its transactional leadership nature, P&G was popularly known for its narrow – minded, and conservative image. Therefore, the HR policies under  Jager’s regime were not people- centered. This Change, from people – centric to target – centric came as a surprise to the employees. This shock created an outrage within the employees. This outrage further leads to resistance to change. The literature suggests that resistance occurs in situation when the goal, ideas, reason and targets of change is unclear and not wisely communicated to the employees. The employee resistance towards change, also occurred due to uncertainty, threat to skills and inconvenience etc. Schein in 1999 proposed, that the culture of organization is very difficult to change (Maurer 2006). In the very starting Jager, introduced an extended goal plans and therefore resulted in setting up the unrealistic targets for the employees. However on analyzing the situation, it seemed to be a good move, as it will help in uplifting those employees who are not performing or who are under performing. Whereas on the other hand, unachievable targets can also demotivate employees and further the employees may become unproductive in terms of work. From the situation, it can be analyzed that Locke’s goal setting theory is not used in this organization, under the regime of Jager. According to the theory of Locke, goals should always be specific, must be attainable in nature, must be accepted by the organizational members and most importantly the leader should provide feedback on the goal attained. All these are necessary to keep people motivated and aligned towards attaining the goal (Lunenburg 2011). In contrast with this theory, Jager proposed all things in contrast du to which employee’s resisted change. Secondly, he introduced a new remuneration system that was meant for only those employees that contributed extraordinary. This is both good and bad for employees, it is considered to be good because it gave recognition to the employees who performed well. While in a team-based achievement, rewarding an individual seems biased decision. This may further lead to different perception, employees will believe that re ward will be given to only those who perform extraordinary rather than to those who completes the job on time. This outcome can be related to Adam’s equity theory, wherein people compare themselves with others on the basis of time, efforts, sacrifices and outputs received (Al- Zawahreh and Al- Madi nd). The environment became informal under the regime of Jager that created equality amongst each other within the organization. Lastly, Jager made significant amount of job cuts while doing restructuring  of the organization. This came as a huge shock to the employees as all these actions were taken without their consent. Lafley: Lafley’s approach was more flexible and outwardly. He believed that the targets are unachievable and not realistic therefore, he decided that conservative goal plan would be a good option. Lafley joined P&G at the time when the organization was in loss hence, he wanted to save cost. In order to save cost he started cost- cutting. For this purpose, he disallowed employees of every department to work from home. This method definitely saved a of cost for the company. Recommendations and Conclusion: This report widely examined the organizational issues that were present in P&G under the leadership of Jager and Lafley. Both Jager and Lafley, undergone through changes in the context of leadership, HR practice and strategic development. It is therefore clear that both the leaders had very different styles of leadership and way of operating things. Moreover, throughout the case study it is evident that their different style of doing the job has affected the organization both negatively and positively. However, the next section will focus on the plan of action that P&G needs. Additionally, the report will have a five year plan and the main objective is to improvise its HR practices and culture of the organization. In order to craft this plan a SWOT analysis will be done on P&G’s existing HR rules and processors. SWOT of existing HR activities: SWOT Analysis is the most famous means for audit and analysis to know the total strategic position of the commercial enterprise and its environment. Its central aim is to determine the strategies that will create a firm constricted business model that will best adjust an organization’s resources and the environment in which the business functions (Johnson and Scholes 2010). Strengths: Under SWOT analysis strength deals with what benefit does your organization have over the rivals? What do you do better than anyone else in the same field? What specific or lowest-cost resources can you show upon that others can’t? What do people in your industry see as your strengths?. The core strength of P&G is their Policy that focuses entirely on the people. The organization’s policy is lined up according to the needs  of the employees. Therefore, P&G is often called as People Company. Another strength consists of its effective and efficient global processes such as training, recruitment, training and highly motivated staff. Procter and Gamble also have sustainable competitive advantage. Weaknesses: SWOT analyses under this determine things like what could you amend? What should you avert? What are masses in your market likely to perceive as weaknesses? What factors lose you gross revenue?. In the case of Procter and Gamble it can be analyzed that the company definitely lacked direction. It is evident that both leaders at there time had excellent aspirations for the organization but was poorly implemented. The second and the real weaknesses was that employees were not fully convinced with the idea of change, this could have been due to lack of communication within the organization. Lack of product offering was amongst other weaknesses. Opportunities: In this questions such as what good opportunities can you spot? What interesting trends are you aware of? . There were several opportunities open to P&G such as innovation of their products and brands. P&G would have tried exploring new market through expanding its business in other parts of the world. They need to be risk takers therefore should think of adopting growth and diversification Strategies. Threats: Under threats questions like what hurdles do you face? What are your rivals doing? Are quality specifications for your job, products or services dynamic?. Some of the threats affects P&G as a whole. For instance, intense competition changes in demographics and customer power. Another threat for this organization is economic downturn and global recession. Strategic Recommendations: This section will be based on the SWOT analysis that is done above, the following recommendations will be helpful in improving its HR performance, the profit of the organization and the culture of the organization. The foremost recommendation for P&G is to formulate an effective talent management. The process Involved in the talent management include workforce planning, development, retention, talent review and evaluation (Lewis and Heckman 2006). Talent management plays an important role in the HR department and the strategy should focus on business as a whole. The process  of talent management must be unified within the business strategies of the P&G. The organization needs to realize that to survive in the market it has to match the pace of the changing environment. Talent Planning: The HR professional employed in this field ensures that the organization is able to determine and pull in key people with the ability to create competitive advantage and that it actively manages an proper scale of resource to meet dynamic needs, fulfilling the brief and long-term ambitions of the administration strategy (CIPD 2013). P&G should encourage recruitment and selection of individuals who have the ability to add competitive value to its organization. This needs to be done across all the levels within the organization. Moreover, P&G must try to engage all the hired staff in training and Development as it will be good for people to enhance the right skills. Additionally, employees must be taught about cultural change so that they do not resist change. Learning and Development for employees: Employees along with rest of the staff need to enhance and develop the skills and capabilities required to stand out on the job with the help of organizational and individual training programs. This process will help in encouraging employee retention. The process of learning and development includes 3 main steps i.e. 1. Plan; where training need is gathered. 2. Do; in this step plan is implemented 3. Review; the last step, learning and development activities are monitored and evaluated. Performance Management in the organization: Performance Management is a process for setting up a common understanding about what is to be attained and how it is to be attained. It is a technique of managing people that expand the chance of achieving success (CIPD 2013). This generally deals with appraisals, performance etc. P&G as an organization needs to select the quality oriented view of the performance management that is related to the enhancing strong performance, regular improvement and coaching of workers by senior level of managers that helps to improve motivation of the job. Reward Management in Procter and Gamble: Reward management may merely defined as the joint actions an employer may take to stipulate at what levels worker wages will be offered, based on what standard and data, how the substance will be ordered over time, and how both the deliberate links between organizational goals and belief should be interpreted and acted on by the parties to the occupation kinship (Parkins and White 2011). It is amongst one of the ways when P&G can keep employee retention. This should cover pay structures, grade, and contingent pay and employee benefits as well. This overall suggests those employees efforts are accepted and this motivates workers to work better, hence ensures retention. Conclusion Concluding this report by suggesting the strategic plan for P&G to improve its HR practices. This plan is focused for five years that will include the strategies they have to adopt and they people who will implement the strategies for the people who will be affected by these strategies. Talent Planning is a strategy that will be implemented by the Chief Executive Officer and other senior executives for all the employees of P&G. The duration for this strategy is 2 years. The Learning and Development will be executed by the senior level managers for the mid and entry lever employees and this will take 3 years. Performance management will be perform by the senior executive and CEO that will be effective for all employees of P&G and its will be executed quarterly. CEO will do reward management strategy for all the employees of the company and it will be for 1 year. List of References Bradutan, S. and Sarbu, A. (ND) ‘ Advantages and Disadvantages of the Strategic Management in the Current Economic Context ‘. Journal of Management [online] 1-4. Available from [1 June 2013] Bryson, M.J. (1988) ‘A Strategic Planning Process for Public and Non-profit organizations’. The Journal Of Long Range Planning [online] 21 (1), 73-81. Available from [28 May 2013] CIPD (2012) ‘Development strategy’ [online] available from [1 June 2013] CIPD (2013) ‘ Performance Management: an overview’ [Online] available from [2 June 2013] Dr. Zawahreh, A.A and Dr. Madi, A.F (ND) ‘The Utility of Equity Theory in Enhancing Organizational Effectiveness ‘. European Journal of Economics, Finance and Administrative Sciences [online] 1-31. Available from [31 May 2013] Hartog, D.N.D. , Muijen, V.J.J. and Koopman, L.P. (1997) ‘Transactional Versus Transformational Leadership: An Analysis of the MLQ’. Journal of occupational and organizational Psychology [online] 70, 19-34. Available from [4 June 2013] Hyun, S. (2009) ‘ Re-examination of Herzberg’s Two Factor Theory of Motivation’. Available from [5 June 2013] Jones, B.B. and Brazzel, M. (2006) Handbook of Organization Development and Change Principles, Practices and Perspectives San Francisco: Pfeiffer Lai, A. (2011) ‘Transformational-Transaction Leadership Theory’. Journal of Leadership Theory [online] 1-34. Available from [2 June 2013] Lewis, E.R. and Heckman, J.R. (2006) ‘Talent Management: A Critical Review’. Journal of Human Resource Management Review [online] 16, 139-154. Available from [28 May 2013] Lumenburg, C.F. (2011) ‘Goal Setting Theory of Motivation’. International Journal of Management, Business and Administration [online] 15 (1), 1-6. Available from [30 May 2013] Perkins, J.S and White, G. (2011) ‘ Introducing the Reward Management System’ (2 edition), UK; CIPD

The Culture Of The United States - 1057 Words

Within each culture you will find various items called material culture that is associated with that cultural group in a certain way (Little, 2014). These items may or may not be unique to that specific culture. However, these items represent the different ideas or beliefs of that culture. These ideas and beliefs are referred to as the nonmaterial culture (Little, 2014). In the United States there are shared ideas about certain material culture that stretches from coast to coast. Some of the ideas and beliefs about the items that I describe may be the result of stereotyping. Never the less, the ideas are share by many regardless if they are fair or unfair. The U.S. Army Uniform In a country like Iraq, the U.S. Army uniform may†¦show more content†¦Guns are a major item in the American culture and it has played a huge role in shaping the history of this country. Despite the increase in mass shootings and the link between guns and violence, the gun continues to be a symbol of freedom and protection. Ownership of guns is a part of the U.S. constitution, therefore it symbolizes a right that we have as an American. Food For a very select few, food is only viewed as fuel for the body. For the overwhelming majority it represents lifestyle, comfort, enjoyment and fellowship. We have holidays that are centered on eating or having cookouts (barbequing and eating outdoors). Some of these holidays have nothing to do with food. Two of the United States’ leading cookout holidays are Independence Day and Memorial Day. For many people that attend church, eating after the service has become sort of a tradition. Drive past any restaurant in the evening and the chance of the parking lot being full is very high. The Minivan The minivan has grown in popularity over the years. This vehicle is unique because when you see it you automatically think that the person that has it is family oriented. It is the ultimate family vehicle and you would be hard pressed to find a person who is not married driving a minivan. Jordan Shoes It used to be that Jordan made shoes that were worn by an athlete that plays basketball. The shoe has taken on a very different meaning and is no longer just associated with basketball. This