The U.S. - A Legitimate Democracy Essays - Forms Of Government

The U.S. - a Legitimate Democracy? In any system which claims to be democratic, a question of its legitimacy remains. A truly democratic political system has certain characteristics which prove its legitimacy with their existence. One essential characteristic of a legitimate democracy is that it allows people to freely make choices without government intervention. Another necessary characteristic which legitimates government is that every vote must count equally: one vote for every person. For this equality to occur, all people must be subject to the same laws, have equal civil rights, and be allowed to freely express their ideas. Minority rights are also crucial in a legitimate democracy. No matter how unpopular their views, all people should enjoy the freedoms of speech, press and assembly. Public policy should be made publicly, not secretly, and regularly scheduled elections should be held. Since "legitimacy" may be defined as "the feeling or opinion the people have that government is based upon morally defensible principles and that they should therefore obey it," then there must necessarily be a connection between what the people want and what the government is doing if legitimacy is to occur. The U.S. government may be considered legitimate in some aspects, and illegitimate in others. Because voting is class-biased, it may not be classified as a completely legitimate process. Although in theory the American system calls for one vote per person, the low rate of turnout results in the upper and middle classes ultimately choosing candidates for the entire nation. Class is determined by income and education, and differing levels of these two factors can help explain why class bias occurs. For example, because educated people tend to underezd politics more, they are more likely to vote. People with high income and education also have more resources, and poor people tend to have low political efficacy (feelings of low self-worth). Turnout, therefore, is low and, since the early 1960s, has been declining overall. The "winner-take-all" system in elections may be criticized for being undemocratic because the proportion of people agreeing with a particular candidate on a certain issue may not be adequately represented under this system. For example, "a candidate who gets 40 percent of the vote, as long as he gets more votes than any other candidate, can be elected?even though sixty percent of the voters voted against him"(Lind, 314). Political parties in America are weak due to the anti-party, anti-organization, and anti-politics cultural prejudices of the Classical Liberals. Because in the U.S. there is no national discipline to force citizens into identifying with a political party, partisan identification tends to be an informal psychological commitment to a party. This informality allows people to be apathetic if they wish, willingly giving up their input into the political process. Though this apathy is the result of greater freedom in America than in other countries, it ultimately decreases citizens' incentive to express their opinions about issues, therefore making democracy less legitimate. Private interests distort public policy making because, when making decisions, politicians must take account of campaign contributors. An "interest" may be defined as "any involvement in anything that affects the economic, social, or emotional well-being of a person." When interests become organized into groups, then politicians may become biased due to their influences. "Special interests buy favors from congressmen and presidents through political action committees (PACs), devices by which groups like corporations, professional associations, trade unions, investment banking groups?can pool their money and give up to $10,000 per election to each House and Senate candidate"(Lind, 157). Consequently, those people who do not become organized into interest groups are likely to be underrepresented financially. This leads to further inequality and, therefore, greater illegitimacy in the democratic system. The method in which we elect the President is fairly legitimate. The electoral college consists of representatives who we elect, who then elect the President. Because this fills the requirement of regularly scheduled elections, it is a legitimate process. The President is extremely powerful in foreign policy making; so powerful that scholars now speak of the "Imperial Presidency," implying that the President runs foreign policy as an emperor. The President is the chief diplomat, negotiator of treaties, and commander-in-chief of the armed forces. There has been a steady growth of the President's power since

TETRAHEDRON KITE Essay

TETRAHEDRON KITE Essay TETRAHEDRON KITE Essay TETRAHEDRON KITE CAPITOL CENTER ELEMENTARY MESA DAY GRADE LEVEL: TYPE OF COMPETITION: COMPOSITION OF TEAM: MAXIMUM NUMBER OF ENTRIES: ELEMENTARY TEAM (PREPARED) 2 – 4 STUDENTS PER TEAM UNLIMITED GUIDELINES: Only 9† Jumbo Straws are acceptable. Both string, fishing line, and tape methods for construction are acceptable. Various covering materials are acceptable. (i.e. newspaper, wrapping paper, plastic wrap, tissue paper, etc...) Both the 10 cell and the 16 cell kite are acceptable and will be judged equally. With the rules comes 2 different sets of directions. One for the 10 cell and one for the 16 cell kite. The building of the kite can be done either way for either size kite. Judging: Kites are judged on 3 criteria: Style Integrity (30 points) – Does each tetrahedron have 6 straws? Does every tetrahedron have 2 sides covered? Is the covering unusual or attractive? Was there an effort to be neat? Are any of the parts of the kite colorful or decorative? Structural Integrity (30 points) – Are connections sturdy? Are coverings secure and the right size for the frame? Are straws rigid, e.g. neither curved nor bent? Flight Integrity (40 points) – Do the students successfully launch the kite? Do kites fly a minimum of 5 minutes? Once landed, are the kites still intact? 1 of 6 Elementary MESA Day 2005 16 Cell Directions DIRECTIONS FOR THE 16 CELL KITE Step #1: Tape 2 straws together as indicated in illustration. Repeat so there is a pair of taped straws. Step #2: Tape the 2 pairs of taped straws together to make a string of 4 taped straws. Step #3: Bend the two ends together and tape them together as well. Now you should have a square or diamond shape. Take a fifth straw and tape it between two opposite corners. Step #4: Bend the other two corners up and tape a straw between them. The middle straw becomes the hinge. Taping has to be clever to accommodate the folding and hold all the pieces together. 2 of 6 Elementary MESA Day 2005 16 Cell Directions Step #5: Two adjacent faces should be covered. Wax paper, tissue paper, or thin plastic works well. This shape works well as a cover for 2 sides. Fold flaps around straws and tape. Now you should have a tetrahedron, (a 4 sided figure) with 2 of the 4 sides covered in a thin material. It looks like a 3 sided pyramid. Front side Back side Step #6: Repeat steps 1-5 until you have 16 small tetrahedrons completed. You are now going to tape, sew, or tie 4 tetrahedron cells together to make a larger tetrahedron. Make sure the covered faces are parallel. To do this, first take 3 tetra cells and tape, attach them together at touching corners. Then, take the 4th tetra cell and attach it to the top of the other three, attaching it to the top of the three base tetra’s. Repeat this process until you have made 4 larger tetrahedrons with the small tetra cells. Now take those 4 larger tetrahedrons and make one BIG tetrahedron kite! Make a base with three of the four using the same procedure as in step 6. Then attach the fourth one to the top of the other three. You now have a tetrahedron kite. Congratulations! . 3 of 6 Elementary MESA Day 2005 10 Cell Directions DIRECTIONS FOR THE 10 CELL KITE Start Start by building 10 individual pyramids. Step #1: Cut string to be 60 inches in length. Step #2: Thread all but 2 inches of string through 3 straws (A, B, C). You should have 34 inches of string left. . . Step #3: Form the three straws into a triangle and tie off. Make sure the string is taut. Step #4: String two more straws onto the long end of the string. Use those two straws to form

Antigones Defiant Monologue by Sophocles

Antigone's Defiant Monologue by Sophocles Here,  Sophocles has created a dramatic female monologue for his powerful protagonist, Antigone. The monologue gives the performer the opportunity to interpret classic language and phrasing while expressing a range of emotions. The tragedy, Antigones, was written around 441 BC. It is part of the Theban trilogy that includes the story of Oedipus. Antigone is a strong and stubborn protagonist who holds her  duty to her family obligations above her own safety and security. She defies the law as enacted by her uncle, the king, and holds that her actions obey the laws of the gods. Context After the death of their father/brother banished King Oedipus (who, you may recall, married his mother, hence the complicated relationship), sisters Ismene and Antigone see their brothers, Eteocles and Polynices,  battle  for control of Thebes. Both perish. One brother is buried as a hero. The other brother is deemed a traitor to his people. He is left to rot on the battlefield. No one is to touch his remains. In this scene, King Creon,  Antigones uncle, has ascended to the throne upon the deaths of the two brothers. He has just learned that Antigone has defied his laws by providing a proper burial for her disgraced brother. Antigone Yea, for these laws were not ordained of Zeus,And she who sits enthroned with gods below,Justice, enacted not these human laws.Nor did I deem that thou, a mortal man,Couldst by a breath annul and overrideThe immutable unwritten laws of Heaven.They were not born today nor yesterday;They die not; and none knoweth whence they sprang.I was not like, who feared no mortals frown,To disobey these laws and so provokeThe wrath of Heaven. I knew that I must die,Een hadst thou not proclaimed it; and if deathIs thereby hastened, I shall count it gain.For death is gain to him whose life, like mine,Is full of misery. Thus my lot appearsNot sad, but blissful; for had I enduredTo leave my mothers son unburied there,I should have grieved with reason, but not now.And if in this thou judgest me a fool,Methinks the judge of follys not acquit. Character Interpretation In one of the most dramatic female monologues of Ancient Greece, Antigone defies King Creon because she believes in a higher morality, that of the gods. She contends that the laws of Heaven overrule the laws of man. The theme of civil disobedience is one that can strike a chord in modern times. Is it better to do what is right by natural law and face the consequences of the legal system? Or is Antigone being foolishly stubborn and butting heads with her uncle? The strong, defiant Antigone is convinced that her actions are the best expression of loyalty and love to her family. And yet, her actions defy other members of her family and the laws and traditions she is bound to uphold.

Impacts of MIS on Aramex Assignment Example | Topics and Well Written Essays - 2000 words - 1

Impacts of MIS on Aramex - Assignment Example As the discussion stresses  the managers will have to train and educate the employees on the various impacts MIS has on the entire organization’s operations, especially if they are to achieve competitive advantage. For Aramex, the way they implement their MIS will determine whether IT will drive their business or whether it will become a function to be absorbed by business lines as their managers become more versed with the systems. For this reason, this paper will seek to determine the impact of MIS on Aramex’s decision-making, organizational structure, data security, as well as the impact that future trends are likely to have on Aramex’s strategy.  This paper highlights that  Aramex has an abundance of data at their disposal that they can draw on when making decisions. Aramex can use many tools in the analysis of data to improve on their decision-making. According to Mr. Iyad Kamal, Aramex COO, they use the Performance Planning Value Chain to enhance thei r decision making. Through this, they are able to bring a vast collection of analytical tools to focus efforts and extract data value in adding value to the organization.  MIS aids in the process of value extraction from data, such as the development of a hypothesis, data gathering, data analysis, data interpretation, communication of insights, and making decisions that are informed to take action.  At Aramex, their MIS framework compares to the Plan Do Check Act cycle, which is an almost modern quality control.

Philosophy Essay Example | Topics and Well Written Essays - 500 words - 57

Philosophy - Essay Example Socrates was accused in corrupting new generations while he not only fulfilled his civil obligations conscientiously, but demanded the same from others. The main goal of his philosophic activity was to serve the society. This activity was directed on preparation of people with high level of intelligence, moral virtues and strong feeling of obligation and responsibility, which could bring much benefit to the society. He stated: â€Å"employ your time in improving yourself by other mens writings, so that you shall gain easily what others have labored hard for† (Socrates). He wanted young people to become more educated making less mistakes and not wasting time for their correction. Socrates had a chance to stay alive. When he was considered guilty by the court, he had a chance to stay alive due to the fact that he was already old and if he had decided to refuse from his beliefs. But Socrates was not going to justify himself anyhow and to refuse from anything. This was a kind of sacrifice made in order to prove that he and his followers would keep revealing the truth, looking for the new â€Å"gods† and influencing new generations. He did not only refuse to excuse for his philosophic activity, but also made such arguments, which the judges simple could not treat nicely. He irritated judges by stating that he was not afraid of death. In the apology he stated: â€Å"to fear death, gentlemen, is no other than to think oneself wise when one is not, to think one knows what one does not know. No one knows whether death may not be the greatest of all blessings for a man, yet men fear it as if they knew that it is the greatest of evils†(Socrates). The phi losopher said that he had been living for 70 years and knew pretty well what he liked and what he did not liked and such statement testified about his wisdom. He considered death to be a blessing for himself (May, 2000). The conclusion can be made that Socrates may have been considered

The Organizational Theories of Max Weber

The Organizational Theories of Max Weber Bureaucracy is a distinct concept within organizational settings since it exemplifies a working organizational design as per the ideologies of Max Weber. The principles of bureaucracy derive their basis from the organizational practices and theory. It is thus noted that Weber deduced that bureaucratic organizations conformed to streamlined organizational practices and constructs that improved productivity and efficiency. Diverse factors contributed to efficiency and productivity thus a rational career structure that typifies relations among positions. It is equally noted that such positions are arranged in reference to hierarchy thus according rights, responsibilities to the position within the hierarchy. It is noted that Weber stressed that current bureaucracies need to be managed in accordance to the stipulated rules, procedures and policies that can be learnt. Furthermore, a need arises to record events and transactions so that corrective measures can be initiated. In as much as t he current understanding of bureaucracy differs from Webers ideologies, it is crucial to exemplify its ideal characteristics, the roles of power and authority, the models weaknesses and potency. Bureaucracy as per the ideologies of Weber is characterized by specification of jobs consequently illuminating scope of authority, rights and responsibilities. It is crucial to understand the concept of job specification within the constraints of organizational theory since it highlights the strategies required to satisfactorily complete a task. Arguments by technocrats posit that specification of jobs accords a worker the right to engage in practices within the organization thus attaining stipulated objectives. It is also argued that Weber shunned the operational and tactical levels of an organization consequently focusing on the managerial levels thus limiting specialization (Du Gay, 2000). Authority is a distinct concept that exemplifies bureaucracy, it is thus crucial to deduce this concept by analysis of theoretical constructs and literature. First, authority is widely deduced as the legitimate use of power within the constraints of an organization. Such an organization needs to be defined by rules that enhance appropriate relations. Secondly, authority is derived from a position within an organization and not a person. Assumptions made indicate that for a person to reach a position of authority he or she must be subjected to scrutiny. This is with reference to seniority and skills; furthermore, this process should be conducted in a legitimate and organizational based manner. This will consolidate the position consequently making it simple to exercise authority. Another assumption pertaining to authority is that an individual may lose his or her authority, upon deviation from the norms established within an organization (Clegg, Kornberger Pitsis, 2008). This is part of the discipline process and adherence to the stipulated policies, laws and regulations. As illustrated in popular literature, power and authority assumes a personal dimension. This contradicts Webers ideologies on bureaucracy (Daft, 2007). Organizations are consequently urged to strive to enhance legitimate authority controlled by respect for personnel rights and responsibilities. Centralization is a key bureaucratic concept that needs to be explored by drawing reference to the organizational theory. This highlights the organizational level constructs which are cogent and indispensable for a functional bureaucracy. In order to explore this concept further, it is crucial to hypothesize the degree of specialization since it emphasizes distinct roles played by organizational members; thus, centralization refers to the extent to which such roles are correlated. This is by relations that draw their functionality from a familiar central position or set of positions with the ability to issue commands. Organizational theory and literature affirm that the degrees of centralization in organizations are different. This means that some organizations are more centralized thus they have a single center of command through which all decisions pass. This characterizes a typical bureaucracy thus indicating that possible deviations from this concept lack the spirit and letter of Webers ideologies. A key concept pertaining to centralization indicates that growth in bureaucracy is commensurate to increase in the level of centralization. However, when the level of centralization in an organization is high then the ability to communicate among the members is significantly diminished. This is because other aspects of the bureaucratic organizational design such as formalization and specialization are increasingly manifested (Clegg, Kornberger Pitsis, 2008). Additional key arguments pertaining to centralization indicate that large organizations with departments responsible for definite processes are habitually accorded the opportunity to make their own decisions. This means that when organizations become increasingly large, they decentralize in order to enhance competence and productivity. The classical theory provides insight thus comprehending the concept of centralization through reconciliation of the contrary requisites of centralization and decentralization to attain flexibility in the functioning of different constituents of an organization. Several theories and practices as pertains to public administration equally illuminate the concept of centralization. First, it is a move based on increased administrative competency consequently empowering leaders to engage in elaborate decision-making exercises. Secondly, centralization in the public sector is based on the need to provide uniform services to the people. This becomes simpler when the power to make decisions is with a well-defined position (Denhardt, 2007). Rules within the bureaucratic model constitute the formalization process. These are exemplified by processes or procedures that exemplify the goals and objectives of an organization. These rules are derived from written manuals, policy documents or job descriptions that indicate the rights, as well as the duties of personnel. The classical theory indicates that organizations that are more developed rely, on formal structures such as policies and rules, to achieve discipline and concerted efforts. This is because decision making authorities are unlikely to maintain discipline and control through observing the actions of employees. Furthermore, such actions will only result to conflicts and diminished levels of understanding. It is worth mentioning that Webers ideologies on rules are best exemplified when they are formally coded. The rules that specify tasks need to be distinct and specific; furthermore, they need to be achieved by formal categories of personnel who are qualified and c omprehend the nature of the tasks. Hierarchy is an important constituent of bureaucracy since it supports other organizational attributes such as specialization and centralization. Weber highlights a key constituent of hierarchy, which entails span of control and reporting process. This means that there should be a clear illustration of which leader or manager reports to whom. This enhances unity of command or direction consequently exemplifying the principles of management as fronted by Fayol (Daft, 2007). At this point, it is interesting to note that the characteristics of an ideal bureaucracy are related to the aspects fronted by Fayol with regards to the principles of management. In the event that spans of control are diminished thus the employees reporting to a supervisor are few then the hierarchy assumes a tall stature; furthermore, the vice versa is equally true. A key definitive principle of hierarchy indicates that it is an aspect of complex systems, which are likely to evolve rapidly when stable intermediar y forms are exemplified (Morgan, 1995). Diverse positions within a hierarchy require different qualifications; thus, the need to adopt a clear career structure. This means that personnel can only be promoted on the basis of seniority or distinguished performance within the organization. This will enhance the level of respect for the hierarchy within the organization. It is not forgotten that positions in a hierarchy are paid differently since they carry out different functions and roles. Supervision of personnel is a key concept in bureaucracy since it enhances growth of organizations. The process ensures that personnel act in accordance with the knowledge descriptions that exemplify their roles. Supervision as per the administrative theory fronted by Fayol enhances adherence to rules and technical specifications. It is crucial to highlight that supervision draws recognition for the hierarchy within an organization together with the sources of power. Grey and Willmott indicate that organizational supervision is the key to governance within an institution (Grey and Willmott, 2005). In order to accord the supervision process increased influence, it is crucial to train employees on requirements so that the supervision process does not seem like a learning process. Supervision and training reduces the problems that are associated with specialization within an organization thus the need to ensure they are included in organizational processes (Clegg, Kornberger Pitsis, 2008). Power and authority play distinct roles within an organization as exemplified by the bureaucracy model. It is notable that the cornerstone of any organization that enables it achieves its goals and objectives are the people. This means that power and authority focus on enhancing relations among people. This concept is further exemplified by the argument, which states that loyalty in an organization is directed towards a position and not personalities. This culminates in the impersonality of relations thus focusing on objectives and roles. An additional argument indicates that exercising power and authority in reference to Webers principles means that rules, directives, and discretion are applied uniformly (Daft, 2007). This is concerning definite situations in organizational settings. In the end, this positively influences organizational practices thus facilitating growth. Secondly, power and authority is instrumental in enhancing communication within an organization (Daft, 2007). This is concerning communication theories within organizations, which highlights that top leaders usually surround themselves with loyal executives. This is to stay in touch with events taking place within organizations. It is further acknowledged that authority makes it simple to issue directives to this effect. Furthermore, authority and power makes it simple to build alliances since it enhances unity in direction. Consider the following hypothesis; a management team that supports a leaders decisions and policies contribute to the alliance building within an organization. This ideology works in a reverse direction since lower-level managers can exercise greater authority. This enhances building alliances especially when they relate positively with their superiors. Empowerment is a theory explored within the organizational setting that differs significantly from Webers ideologies; however, technocrats argue that it exemplifies bureaucracy in light of the changing organizational environment. It entails pushing power and authority down the organization to enable the lower-level managers to achieve their target. This eventually contributes to the attainment of organizational goals and objectives (Daft, 2007). Power and authority in this scenario aids in the sharing of responsibilities and delegation of roles. In order to attain significant empowerment levels in an organization, it is crucial that, employees receive information concerning the performance of an organization. Secondly, employees need to draw sufficient power to make decisions (Daft, 2007). Thirdly, employees need to have abilities and skills to make use of the power accorded to them. Resource dependence as a theory exemplified during the 1970s exemplifies the role of power and authority in an organization (Clegg, Kornberger Pitsis, 2008). It states that these aspects define the organizational structure by highlighting organizational considerations. This theory departs from the traditional explanations that expound the formal structure. It is noted that this status is achieved when power and authority are utilized to maintain organizational autonomy. This eventually makes an organization stand out, upon comparison to other entities in the society. Power and authority necessitates a shift from productivity and efficiency as the sole determinants of the success of an organization. It exemplifies the fact that efficiency can only be attained when relevant entities exercise power so as to achieve control and command. It is thus reinstated that power and authority exemplifies an organizations structure making it distinct. This makes it stand out in the market, a facto r that contributes to success and proper positioning. It has been fronted within organizational settings that Fayols theory with regard to management functions can only be attained when power and authority are exercised with reference to bureaucracy. It is necessary to mention the management functions which include planning and control; furthermore, organizing and leading are equally crucial. These functions can only be attained when a leader, executive or related personnel within an organization can exercise authority consequently wielding substantive power. The strengths of organizations that are aligned to bureaucracy are best illustrated by the specialization of tasks. Literature indicates that this enables employees to gather skills on a particular activity within an organization consequently doing it well, upon comparison to job rotation which culminates in diminished specialization levels. It is thus noted that this model augments the efficiency with which tasks are handled in an organization. It is necessary to illustrate the Japanese theory of management, which advocates for job rotation and its effects on an organization (Grey and Willmott, 2005). This can be summarized as lack of specialization such that tasks are accomplished by persons who lack refined knowledge. It is further noted that Webers ideologies on specialization can be equated to Fayols administrative theory. The second strength of bureaucracy is exemplified by the principle of a well-defined career structure. This means that promotion to a senior level or position within a hierarchy is attained on the basis of seniority or attaining the relevant qualifications. It is affirmed that this accords legitimacy to the authority and power wielded by positions within an organization (Grey and Willmott, 2005). Thirdly, bureaucracy allows for the incorporation rules and procedures that guide the actions of employees within an organization. These rules equally stipulate the rights of such employees. This ultimately reduces the need for supervision by observing employees and deducing changes in their performance and attitude. Literature analyzed from organizations such as the UPS, in US indicates that formalization thus initiation of rules and procedures positively influences other processes (Daft, 2007). These processes include specialization and standardization; furthermore, discipline in an organi zation is wholly dependent on the ability to focus on formalization. Finally, bureaucracy propagates hierarchy consequently contributing to respect and adherence to the concepts of scalar chain as exemplified by Fayol. However, Weber failed to forecast a circumstance when a junior person within the hierarchy may need to contact a higher authority, upon notification of his or her immediate boss. This means that scalar chain as exemplified by Weber draws its foundation from hierarchy (Castells, 1996). The benefits of the hierarchy are illustrated exercising power and authority. The weaknesses associated with the bureaucratic model are numerous; however, the most significant entails focusing on the rational and instrumental aspects of human beings. It thus forgets that emotions and societal aspects also affect an organization. This model fails to address moral personality as a determinant of the success of an organization. It is worth mentioning that such a weakness is addressed later in history by Elton Mayo, as exemplified by the human relations theory. This deduces that an organization needs to exist as a technical, social, and economic entity consequently addressing the needs that come with such a position. Secondly, bureaucracy poses a challenge when it comes to the ethical comportment of an organization (Du Gay, 2000). Weber illustrates that this model is a manifestation of ethics since personal capacities are exemplified. However, counter arguments indicate that focusing on leaders and managers consequently forgetting the tactical level amounts to unethical practice. Thirdly, bureaucracy is associated with difficulty in making decisions and executing strategies. This is in light of competitive pressure from an organizations external environment and quality management. Furthermore, increase in the knowledge based roles indicates that decisions need to be made swiftly. This calls for decentralization with the aim of empowering teams and groups so that they can engage in decision-making processes. Consider the following argument that exemplifies the concept mentioned above. Swift decision-making, managing eminence at the point of production and provision of services at the location of customers means that decisions must be made at the lower-levels of an organization (Clegg, Kornberger Pitsis, 2008). These ideologies depart from the principles highlighted by Weber thus highlighting a weakness. Lastly, bureaucracy is cumbersome when poorly executed. Consider General Motors bureaucracy, which is faulted for its inefficiency and diminished productivity. The regional managers indicate that it is impossible to run their branches when directives come from headquarters. These managers have to wait for a long time to receive authorization thus influencing the process (Daft, 2007). Weber visualized an efficient organization that is capable of meeting its objectives through adhering to the concepts of bureaucracy. In conclusion, Webers ideologies focused on a structure of authority that enhances order within an organization. He thus indicates that the model values accountability, precision, reliability and productivity. However, bureaucracy is currently mistaken for officialdom and circumstances associated with red tape. It is noted that organizations currently employing bureaucratic strategies are embroiled in organizational inefficiencies. This is partly attributed to the fusion of this model with unrelated practices. The success of this model is dependent on the effectiveness with which power and authority are exercised in diverse organizational circumstances.

Hr Policies of Ibm by Bal Essay

About ibm IBM is a global technology and innovation company that stands for progress. With operations in over 170 countries, IBMers around the world invent and integrate hardware, software and services to help forward-thinking enterprises, institutions and people everywhere succeed in building a smarter planet. IBM has been present in India since 1992. The diversity and breadth of the entire IBM portfolio of research, consulting, solutions, services, systems and software, uniquely distinguishes IBM India from other companies in the industry. IBM India’s solutions and services span all major industries including financial services, healthcare, government, automotive, telecommunications and education, among others. As a trusted partner with wide-ranging service capabilities, IBM helps clients transform and succeed in challenging circumstances. IBM has been expanding its footprint in India – and has a presence in over 200 cities and towns across the country – either directly or through its strong business partner network. IBM India has clearly established itself as one of the leaders in the Indian Information Technology (IT) Industry – and continues to transform itself to align with global markets and geographies to grow this leadership position. Widely recognised as an employer of choice, IBM holds numerous awards for its industry-leading employment practices and policies. IBM has one of the largest professional workforces in the world today. And what we bring to market is the expertise of our people, a workforce which is responsive to market requirements, with the skills and expertise to deliver value to clients, is resilient to market forces and delivers strong leadership. IBM has retained its position as one of the World’s Top Employers of Choice over these years because of its three-fold initiatives for the employees: * Capability: Rigorous and ongoing career/skills development programs * Climate: A challenging, empowering work environment, with world-class infrastructure * Culture: Sensitive to a global workforce The attributes that qualify these 3Cs are the Top Reasons that people come to work at IBM. IBM HR Policies 1. Global employment standards At IBM, we have always set high standards for the way we conduct business – in areas from corporate and social responsibility to sound business ethics, including compliance with all applicable laws and regulations. These Conduct Principles apply to all IBM employees. However, they are not meant to describe the full scope of IBM human resource policies or practices. More detailed statements of policies, procedures and practices are contained in documents such as the IBM Business Conduct Guidelines. Employees are required to comply with all IBM policies, procedures and practices at all times and are responsible for consulting their management if they have any questions. Our goal is to ensure full compliance with these principles by IBM managers and employees. A companion to this document, the IBM Supplier Conduct Principles, governs our relationships with and standards for IBM suppliers. . Forced or involuntary labor IBM will not use forced or involuntary labor of any type (e. g. , forced, bonded, indentured or involuntary prison labor); employment is voluntary. 3. Child labor IBM will not use child labor. The term â€Å"child† refers to any employed person under the age of 16, or under the age for completing compulsory education, or under the minimum age for employment in the country, whichever is greatest. We support the use of legitimate workplace apprenticeship, internship and other similar programs that comply with all laws and regulations applicable to such programs. 4. Wages and benefits IBM will, at a minimum, comply with all applicable wage and hour laws and regulations, including those relating to minimum wages, overtime hours, piece rates, nonexempt or exemption classification and other elements of compensation, and provide legally mandated benefits. 5. Working hours IBM will not exceed maximum hours of work prescribed by law and will appropriately compensate overtime. Employees will not be required to work more than 60 hours per week, including overtime, except in extraordinary business circumstances with their consent or where the nature of the position requires such work, as for exempt employees and employees in executive, managerial or professional positions. In countries where the maximum work week is shorter, that standard shall apply. Employees should be allowed at least one day off per seven-day week. 6. Nondiscrimination and harassment IBM will not discriminate in hiring, promotion, compensation of employees and employment practices on grounds of race, color, religion, age, nationality, social or ethnic origin, sexual orientation, gender, gender identity or expression, marital status, pregnancy, political affiliation, disability or veteran status. IBM will create a work environment free of discrimination or harassment based on race, color, religion, gender, gender identity or expression, sexual orientation, national origin, disability, age or veteran status. . Respect and dignity IBM will treat all employees with respect and dignity and will not use corporal punishment, threats of violence or other forms of physical coercion or harassment. 8. Freedom of association IBM will respect the legal rights of its employees to join or to refrain from joining worker organizations, including labor organizations or trade unions. IBM complies with legal requirements worldwide regarding employee and third-party involvement. IBM respects the rights of employees to organize, and makes managers at all levels aware of those rights. The company’s long-standing belief is that the interests of IBM and its employees are best served through a favorable, collaborative work environment with direct communication between employees and management. IBM endeavors to establish such favorable employment conditions, to promote positive relationships between employees and managers, to facilitate employee communications, and to support employee development. 9. Health and safety IBM will provide its employees with a safe and healthy workplace in compliance with all applicable laws and regulations. Consistent with these obligations, IBM will have and will implement effective programs that encompass things such as life safety, incident investigation, chemical safety, ergonomics, and will provide safe standards of health and safety in any housing and transportation provided for our employees by the company. 10. Protection of the environment IBM is committed to worldwide leadership in environmental protection.