Research Topics

Manage a Small Team

Small Team Management     PART A: Domestic and Commercial Building Company In the present day work environment, expectations exceed regarding the workloads and task requirements among employers and employees. Multi-tasking defines the current situation in most of business organizations as advances in technology especially in the use of the computer and the Internet continues. (1992) claimed “the systems theory of management is built upon the tenet that ‘the whole is more than the sum of its parts.” For a quality improvement effort to truly succeed, such a whole must evolve.” According to (1995), teams with “substantive” participation outperform teams where subordinate input is limited to “consultative” participation. A less direct control and new risk for the leader is called substantive participation. Hence, social acuity and interpersonal astuteness are factors needed to ensure leader effectiveness and subsequent group success.   In the article, the building and construction company is mainly composed of five (5) people who function for the internal and external operations of the business organization. Such functions include the administrative management of the firm as a business entity and the project-based accounts and responsibilities of the company as a member of the construction industry. Figure 1 below illustrates the (1) Organizational Chart for the company:   Figure 1. Organizational Chart for the Building and Construction Company       The (1) Owner/Builder initiates responsibilities such as (a) the holistic administrative management of the construction firm, (b) site supervision of the construction projects being handled, and (c) supplier relations management for the needed construction raw materials. In order for the Owner/Builder to undertake these tasks responsibly, he should have appropriate leadership skills to pilot each and every construction project, decision-making skills to efficiently carry out the responsibilities of the entire business organization and meet its goals and objectives, effective communication with all the members of the company for the dissemination of information and work loads, and competent business administration and management strategies and values.     The (2) Part-time Office Worker is tasked with (a) accounting management for the settlement of payable procurements of the company, and (b) customer relations management for inquiries, quotations, project scheduling, and possible clienteles. Hence, as the person mainly responsible for all the administrative work of the business organization, the Office Worker should be competent enough to meet clients and customers who may need inquiries regarding the performance and operations of the company as well as background in accounting and business management in order to effectively function his responsibilities. Good customer service training and auditing skills are needed along with effective communication skills for both the internal and external operations of the company.   The (3) Full-time Carpenters are responsible for the (s) completion of the projects on time, (b) raw materials inventory management, (c) project planning considerations, (d) selection of casual carpenters depending on the demand of the projects being handled, and (e) training of the apprentice carpenter. With these enumerated responsibilities, the Full-time Carpenters should be expert in the building and construction business particularly in the site duties they are required to undertake since their output sets the profit of the company. In line with their responsibilities at the site, they should be able to manage preparations to finish projects on time along with proper monitoring of the needed supply of raw materials including selection of additional manpower as dictated by the demands of the business. Moreover, since the training of the Apprentice Carpenter is likewise included in their responsibilities, they should have the experience and expertise to teach and lead the Apprentice to good project handling practices.   The (4) Apprentice Carpenter is tasked with (a) assistance for the full-time carpenters, (b) along with other responsibilities and duties expected as a project site worker. More than having the skills of a good and dependable carpenter, as a trainee, he should be open to new knowledge and skills that can be provided by the full-time and more experienced carpenters in the company to be able to exhaust all the possible training that he may need for future responsibilities in the company.              However, there are (2) tasks and skills that the current staff lacks. According to  (2002), credibility is the foundation of leadership. In addition, a leader should possess honesty, competence, aspiration, and a forward-looking approach. In the business point of view, good leadership proves to be quite beneficial. As the team leader in the building and construction company, the Owner/Builder should aid in effectively meeting job-related demands, in creating higher-performing teams, in fostering renewed loyalty and commitment, and in increasing motivational level of employees since effective leadership comprises the aptitude and ability to inspire and influence the thinking, attitudes, and behavior of other people (1997). But although this specification seems relatively simple, the reality of leadership is very complex. Intrapersonal factors such as ideas and emotions interact with interpersonal processes to have effects on a dynamic external environment and bring complexity to the leadership process.   Meanwhile, the most important asset of a business is the people in order to achieve sustained business success. Realizing this leads to a strategic management of people within the organization. It has been argued that through the workplace culture, management can have control in the hearts and minds of its employees towards making them more committed to the organization. One way of manipulating the workplace culture is implementing a “shared value” (1995). Through shared value, each and every member of the organization will work towards adhering to it, thus inappropriate behavior can be lessened. In the case of the Part-time Office Worker, higher morale will reflect in their work attitude and will gradually become more committed to the aims of the organization and to the organization as a whole.   The same is true for the Full-timer Carpenters with regards to higher work morale. Its philosophy is based on the simple belief that human resources are the most important asset in achieving and sustaining business success. (2001) highlighted the importance of high work life quality through good supervision, working conditions, pay and benefits as well as challenging and rewarding jobs. She said that these conditions will provide opportunities for employees to contribute in the overall effectiveness of the organization as they become more motivated and productive members of the company’s work force with positive self-esteem and improved morale. Moreover, there are various training and development methods as part of training menus that are all accessible to utilize and relate according to individual training and organizational training needs. They should realize that training is also on hand far beyond and outside the classroom. Training and learning development includes facets such as morals and principles; stance and behavior; skills and knowledge and as well as leadership and willpower (1987).   On the other hand, the Apprentice Carpenter should be able to identify his position and functions along with the hierarchies that the work environment should follow since development isn’t constrained to training. Rather it’s anything that aids a person to nurture in aptitude, expertise, poise, broadmindedness, dedication, inventiveness, inter-personal skills, understanding, self-control, enthusiasm and some more (1992; 2002). More prominently, it should be realized that training or learning, at the trainee’s view is anything offering learning and developmental experience.    If the Owner decided to replace the part-time Office Worker with a (3) Full-time Receptionist/Bookkeeper, the following should be considered and compiled for the new position: (1) Job Description and Person Specification, (2) recruitment alternatives, and (3) induction and training program.   Job Description Title: Receptionist/Bookkeeper   Scope: The Receptionist/Bookkeeper will be responsible for the operation of the company office, implementing customer service standards, and administrative assistant to the Owner/Builder.   Responsible to: The Owner/Builder   Main Responsibilities: Manage the operations of the company office including: Ø  Procurement of construction raw materials Ø  General accounting responsibilities Performance criteria: Minimal stock wastage and balance of account.   Customer related duties such as: Ø  Customer inquiries Ø  Project quotations Ø  Project schedules Performance criteria: Increase customer base and customer satisfaction.   As assistant to the Owner/Builder, work includes: Ø  General secretarial tasks Ø  Provision of supplier contacts Ø  Efficient schedule management thru appointments and meetings Performance criteria: Effective work-related time management for the Owner/Builder for efficient attendance to responsibilities.    Conditions of Employment: Award wages and superannuation. Annual performance bonus. Saturday work and some evening work required.   Person Specification Title: Receptionist/Bookkeeper   Essential Skills and Experience: Experience in general office management and bookkeeping. Experience in customer service roles. Demonstrated ability in secretarial duties.   Desirable Skills and Experience: Experience in construction industry. Formal qualifications in office management and bookkeeping.   Personal Qualities: Ability to work as part of an administrative team. Loyalty and integrity. Excellent customer relations skills. Accuracy and good organization skills. With initiative, a self-starter. Enthusiastic and energetic personality. Decisive. Ability to handle pressure.   Personal Circumstances: Able to late and on weekends if the work demands. Able to attend to management meetings and consultations after office hours.               Selection is a critical process for the organization because good selection decisions ensure the company of their financial investments in their employees (1993). The wrong selection process can lead to frustration, repetitive training, documentation, low morale and a waste of time and financial resources. For the recruitment of the receptionist/Bookkeeper, several choices are available in order for the management to select and hire the most ideal person for the position. These include the traditional job hiring process, the use of agency to look for the needed person, and promotion or appointment of the most qualified member of the organization.   First, the management can follow the traditional recruitment and selection procedures among business organizations. This includes advertising for the job vacancy along with the preferences of the management for the specific person they need. Once the applications come, the management could start the preliminary selection through the submitted curriculum vitae. Interviews will be scheduled to know the applicants more fully, thus narrowing the selection process and the eventual hiring of the best applicant for the job.   Second option is for the management to consult agencies that can provide the right person for the vacancy. This will minimize concerns on job vacancy advertisements of the management and could be the most efficient way to hire the needed Receptionist/Bookkeeper. Moreover, referrals from friends and acquaintances could also work as a means to identify and hire a new person for the administrative operations of the company.   A third option is for the management to review the performances of the very members of the business organizations who can be promoted for the needed administrative position. Among the advantages of this particular option include the personal knowledge of the person and his/her capacity to do the needed responsibilities as well as the lesser time needed to fill in the position.       Once the person is hired as the new Receptionist/Bookkeeper of the company, an induction and training program should be initiated by the office for the enumeration of expected work load and work output from the new person. The employers, in their goal to improve and develop aggressive and competitive business organization, may exhaust the potential of their human resources for the benefit of the company relative to total work output. This will also promote the positive working relationship and good communication channeling among the personnel in the establishment whether between the supervisor and the subordinates or employee to peers and colleagues.   The employee, on the other hand, should avail of the opportunities of developing their skills further and enriching their knowledge through the training programs and exercises. This will ensure their competitiveness in the fast-paced and ever-changing description and scope of their work and may also sustain their personal desire of improving themselves as productive individuals and will foster minimum stress level in the workplace.   Among the points needed for the effective induction and training program for the new Receptionist/Bookkeeper includes: A.   Meeting with the other members of the company and their respective roles and responsibilities. B.   Overview and briefing on the construction industry business and the industry sector the company belongs to. C.   Discussion on the history of the company and the goals, mission and values it upholds. D.   Explanation of the general operations of the company and the everyday routine of the members of the company. E.   Briefing on the tasks and responsibilities as the Receptionist/Bookkeeper of the company.    New issues about employment and management of people arise and the tasks and responsibilities of the human resources management of companies also increase. Hence, it is necessary to make the workforce of the company strong by making sure that they are talented, skilled, and bounded by effective regulations and organization policies. Aside from this, (4) unexpected situations should be handled with competence by the management through effective contingency plans since the adaptation and gradual acceptance of the company’s transformation posted difficulty among the employees and staff whose responsibilities, duties and positions in the organization were braved.   For those who were threatened by the changes, the transformation was, for them, immediate and unreasonable. The threats to their occupation in the company could be traced to their competence as quality work force of the said business organization. The new learning process that inevitably should take place within the company made the worries of lax employees to surface. But for the employees and staff who have the attitude of improving themselves with the changes that were being implemented in the organization, the transformations were faced as a challenge and opportunity for individual and personal evaluation improvement. Key staff absences can be resolved by (1) strict policies for attendance, and (2) incentives for highly responsible and performing members of the organization. Meanwhile, increased workload due to customer demand can be resolved by (1) consulting referrals and agencies for temporary or casual workers need, and (2) thorough project planning and preparations with regards to needed additional work force.    Information has always been a critical factor to a success of a business. For this reason, every company in this age must realize the importance of information technology. Not only does it play a role, but it must somehow, blend with the corporation’s business strategies and techniques. Among the (5) list of Staff Records that should be kept include (a) Personal Data Information of the Employees, (b) Benefits and Insurances, (c) Job Description and Responsibilities, (d) Contract Details, and (e) Attendance and Regular Performance Appraisal. The continuous advancement in technology gave way to inquisitive inquiries on the logic that governs information management, its importance and its drawbacks.   Information management is the administration of data with regards to its uses and transmission as well as the application of theories and techniques of information science to be able to create, modify, or improve information handling systems within a particular business organization. It is the function of managing the organization’s information resources which includes the creating, capturing, registering, classifying, indexing, storing, retrieving and disposing of records and developing strategies to manage records. It also includes the acquisition, control and disposal of library and other information products, items kept for reference purposes, and the provision of services to internal and external customers, based on information resources.   The modern age of digital electronics made it possible for business and corporate organizations to keep up with the demands of their industries. At present, most business organizations are equipped with the latest information technology (IT) systems that enable them to function fully and effectively in the efficient delivery of their products and services. It has provided every person with the ability to communicate and perform tasks which were impossible to do before the arrival of the 21st century. As such, modern information technology has been considered the result of a crucial connection between digital and communication technologies. It has been declared as the fundamental core of an information system, which involves various interactions between data, the users, software, hardware, business corporations and their environment.     PART B: Business Situation Analysis It is known that every organization’s primary purpose is to stay in business, so that it can promote the stability of the community, generate products and services that are useful to customers, and provide setting for the satisfaction and growth of organization members ( 1969;  1985;1986). The trend towards internationalization and increased global competition among huge and successful business corporations directed business executives to find ways and means to improve their products and services to clients and consumers. Every existing business company in this era of modernization have invested resources to enable them be successful in the local as well as in the international market competition. Quality and productivity are the common goals among business individuals.   In this regard, quality strategy if executed appropriately can make the company prosper not only through increased number of customers and the greater possibility eventual gained customer loyalty but also in fostering ideal working environment within the business organization. There had been a number of strategies implemented by various companies in order to practice quality customer service. From customer studies to the application of information technology, several international businesses have confirmed that putting quality into customer service results to positive outcomes (1997). While the benefits of quality customer service have already been recognized, it is important to consider that quality customer service is not dependent on the quantity of trainings or seminars an organization undergoes but on the level of collaborative effort exerted.   According to  (1997) (1) motivation is “the set of processes that arouse, direct and maintain human behavior toward attaining some goal”. This definition contains three key essential aspects: arousal, direction and maintaining. Arousal is to do with the drive/energy behind people’s actions such as their interests to do the things or they do it just want making a good impression on others or to feel successful at what they do. Direction means the choices people make to meet the person’s goal. Maintaining behavior could keep people persisting at attempting to meet their goal hence to satisfy the need that stimulated behavior in the first place (1997). In this regard, business organizations are aware of the importance and significance of employee motivation In order to meet the set goals through the human resources of the company.   Motivation can be assumed as the reason or the force behind why a person does what he or she does. Sometimes, it is also a means to make the person perform better and more efficiently. Basically there are three assumptions in human motivation established in research: (1) motivation is inferred from a systematic analysis of how personal, task and environmental characteristics influence behavior and job performance; (2) motivation is not a fixed trait; but rather it refers to a dynamic internal state resulting from the influence of personal and situational factors; and (3) motivation may change with changes in personal, social or other factors (1997). Moreover, motivation affects behavior, rather than performance (1995). As what Wiley explained, “Initiatives designed to enhance job performance by increasing employee motivation may not be successful if there is a weak link between job performance and an employee’s efforts” ().   Performance appraisal is a process of assessing whether organizational objectives are met. It would evaluate how the employee’s performance has fared to satisfy the organization (2003). Evaluation seeks to monitor and improve effectiveness by giving the employee feedback on his/her performance. This process should be carried out at regular intervals and should follow specific protocols to maintain objectivity in the evaluation process. The company should have a clear set of evaluation or assessment tools that will be used in all levels of the organization. The process should either be carried out as an individual consultation or a face-to-face evaluation. Lastly, a standard review mechanism conducted by a third party should be commissioned for the reassurance of fair play and objectivity in the evaluation ( 2004).   This concept has its strengths as defined by (1997) for it helps the manager to be able to identify individual present performance along with the employee’s future potential. Evaluation also assesses the weaknesses and the accompanying disciplinary actions. The third strength is that it can determine which training aspect should be developed for the particular employee. It also increases the communication line between the employer and the employee because of the feedback and evaluation process. According to (2004), evaluation is also a way for the organization to assess the role of the manager as well for evaluation and supervision are interdependent because evaluation is a tool for measuring supervision. Moreover, another advantage is that evaluation aims to establish trust among the entire organization because objectivity and fair play are called into this task. Lastly, the evaluation process is a good way of providing employee satisfaction and maturation which will improve the performance in the future.   Conflict simply means lack of agreement in terms of beliefs, practices and in other human activities. It has different levels, which are: intrapersonal or intrapsychic conflict; interpersonal conflict; intragroup conflict; and intergroup conflict (1999). The four types of conflict are: intrapersonal conflict; interpersonal conflict; intragroup conflict; and intergroup conflict.  Conflict resolution is important because of the fact that conflict is unavoidable. Conflict is inevitable in every organization because the business environment, both external and internal, experience changes constantly. When business processes are affected and an organization is forced to change its ways, the problem with human factors would then take place. Staff and employees are not passive individuals, but rather show reactions to such changes. Change affects many working processes that might have a direct or indirect impact on an employee. The impact might affect the way they work or might determine their attitude in adapting with the changes that took place. Furthermore, most likely there will also be problems on the capabilities of the employees to adapt with the change.   These are just some of the factors that should be considered from organizational change. Other human factors can also be considered as roots of conflict such as diversity, because employees have differing values and experience differing situations (2001). Through interaction, such characteristics are responsible for the development of tension among employees (2001). Changes intensify this reality, as employees are obliged to cope with them. Like the others, coping styles differ, making the need for a good management and leadership more essential. However, it can also be said that change could root from conflict. Proper management of conflict fosters understanding and the appreciation of difference ( 2001). Thus, conflict and change should be managed effectively, instead of being eliminated or halted.   Along with the roles and responsibilities of each and every employee and employer are the (2) rules, regulations as well as policies that govern the business organization in order to identify and enumerate the obligations of all the people in the company. According to  (1987) governments uphold employee rights as either mandatory or voluntary in which mandatory rights include the right to a safe and healthy working environment guaranteed by the Federal Occupational Safety and Health Act, the right to compensation for work-related disease or injury granted by state workers’ compensation laws, and the right to equal opportunity of employment set out in Title VII of the Civil Rights Act of 1964.   In line with these government provisions,  (1981),  (1980), and other academic researches have provided framework that set the guidelines rules and policies concerning the business environment. Their framework incorporated fixed costs so that worker preferences and budget parameters directly relate to the packaged work hours. Others have emphasized the role of technological considerations, including startup costs, fatigue, and hiring and training costs that are fixed per along with nonlinearities in compensation that are induced by fringe benefits, payroll taxes, and overtime pay, as well as the costs of coordinating workers who work different hours employee (1971; 1969;  1969; 1976). This resulted to the average output per hour and the average full cost per hour of employing someone depending on hours worked per week and weeks worked per year.     PART C: Work Group Evaluation Toyota Motors is an established company known for two supreme values: kaizen and respect for people. Our company prides itself for being one of the market leaders in every aspect of the business. Thus, it is only right that the Human Resources side of the company is continually developed to uphold these values which embody the Toyota Way. Toyota tries to preserve its home-grown economic model such as the values it practices in its business practices to be able to retain their competitive advantage. Indeed, it is a hard task for the company to preserve its locally conceptualized model while maintaining linkages with the global economy. However, because critical success factors are established as key aspects needed by a company, this has become easier in dealing with the issue of globalization. The latest developments in the company proved that it is stronger than ever, emerging victorious from otherwise discouraging situations.   Strengths. The Annual Report for 2004 has introduced the new management system which concentrates on making operations and decision making faster and easier globally (2005). The organisation also has a set of established in-house committees and councils which monitor all aspects of management and corporate activities using the perspective of several of the company’s stakeholders. This would ascertain the transparency of the organisation and the fulfilment of their social obligations. The unique quality of this system is that the managing directors would not solely focus on management because they would also act as the link between management and on-site operations. The result is a less-vertical decision making because the managing directors and officers will have the complete responsibility for the operations performed by their divisions. In addition as the highest authority, they would participate in companywide management processes as well as ensure that their “division-level decision making is firmly rooted in operational conditions on the ground” ( 2005).   Weaknesses. Even though there are strategic choice models that are available to base the company’s strategy in, it was deemed appropriate to incorporate the new system of Toyota with the traditional management model which focuses on increasing competitive advantage through development of human resources (2005). According to the model, the traditional ways of management focus on imposing strategies on the workforce without considering potential contribution which results to an underutilization of human resources while the new model focus on three key business enablers: people, knowledge and coherence ( 2005). Developing these three aspects together would also influence the financial performance of the company.   Strategies in addressing weaknesses. As the relationship between stress and performance is complex, several tried to quantify how stress affects an employee and his/her work performance. However, the rising cost of overstressed employees prompted investigation of the relationship as the Occupational Safety and Health Act of 1970 and other state laws hold employed liable for “all diseases arising out of and in the course of many employment” which means that it includes stress-related sicknesses (1985). It can result in physical, psychological and behavioural responses.   As such, the management need to enroll their staff in annual or quarterly training courses to upgrade their skills and enrich their knowledge so as to foster individual and personal development and improvement. Possibilities of promotion through their acquired knowledge and improved skills as competitive employees should always be reminded to the staff as a form of motivation to encourage productive outputs. Incentives in the form of financial aids like bonuses and other material compensations as well as intrapersonal rewards such as positive critical feedbacks and recognition should be endorse by the company to boost confidence and motivate the employees. This in turn will also be profitable to the organization itself due to increased output of the work force.   Communication within the group. It is also apparent that equal relations between the employer and the employees should be practiced to encourage productivity in the business organization. Enhancing good working relations among all the employees and preserving a good working environment and atmosphere ideally, will provide harmonious relationship inside the business organization. Maintaining such condition within the office will elicit productivity from the employees as they enjoy their duties of accomplishing their tasks and will help in reducing stress and eventual burnout in the workplace. Team building exercises wherein work peers as well as the supervisors will be participating should be regularly held. Bonding activities like out of town trips can be psychologically helpful to all the employees that will elicit bond among the people inside the company as well as for the employers to know their work team.       Team performance evaluation. Under Toyota, the pressure is exerted from within the team through three different ways. The first source of stress is the virtual absence of stock parts which the workers have to cope with because it is not easy to change the assembly line to suit the situation. The second source is that management does not provide enough resources to teams so the members work to minimise dead time. The last source of stress is the group pressure because if one member of the team is not up to par, the whole group is penalised. However, this situation has changed as there is a new report which speaks of the newly established Associate Support and Assistance Program. It is devoted to resolve personal and work-related issues which ensure confidentiality and trust. Employees are given assistance and counselling services which the company pays for. There is also a service wherein Toyota employees can avail of anger management services where an outside company which Toyota contracts with will design one-on-one training program for employees and managers.     Credit:ivythesis.typepad.com

Manage a Small Team

Small Team Management PART A: Domestic and Commercial Building Company In the present day work environment, expectations exceed r...

ARTICLE REVIEW: HOW TO MOTIVATE YOUR PROBLEM PEOPLE

How to Motivate Your Problem People An Article Review.               Running a company is hard. But running the people that help make the company run is even harder. According to , its easy to motivate people to do things your way when they really like what they are doing, but there are those exceptional few who eat up most of you time but don’t seem to move an inch in productivity rate.  probes into the issue of those people who, more or less, lacks the proper motivational urges to make any movements in their chosen fields.             According to , there are three stages in attacking the said problem:             <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%; punctuation-wrap: simple; text-autospace: none"> Create a rich picture – try to delve into the inner world of your employee. Try to see what makes him do things, and not just do things, but do things with vigor, outside work. Once that has been done, figure out a way into which this employee could harbor the same vigor into doing his assign work.</li> </ul> Of course, another aspect should be considered into having this undertaking. Try to asses your image to your employees. Do you do your part in motivating them? Do you create an environment that helps them be motivated at work?     <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%; punctuation-wrap: simple; text-autospace: none"> Reframe your goals Try to be open-minded on the issue. Perhaps other people have better ideas to add motivation to others. Be careful in listening to the problem employee when you choose to discuss the issue. He may have ideas that can bring motivation into his work. And of course, never forget the central issue and the possible solutions that you have. Always focus on the major issue.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%; punctuation-wrap: simple; text-autospace: none"> Stage the encounter –The stage wherein you have formal colloquy with the employee. Make sure that when this stage is reached, you talk about how you can create this “rich picture” and the considerations that has been done in order to reconstruct these goals.  This is the perfect opportunity in which you could talk about the contributions of the employee to the company and the need to remedy the situation the problem employee has posed.  reminds us that the conversation should be a “two-way street” in which both of you have active involvement.</li> </ul>    is not arguing that every situation similar to this can be solved. Each case is unique. It’s up to the manager on how he handles the operation. , does however provide counsel on how to wholly understand the situation and to gather enough perspective before making the right decision.     Credit:ivythesis.typepad.com

ARTICLE REVIEW: HOW TO MOTIVATE YOUR PROBLEM PEOPLE

How to Motivate Your Problem People An Article Review. Running a company is hard. But running the people that help make t...

Stress and Quality of Life Questionnaire

Stress and Quality of Life Questionnaire               You were chosen as a respondent to answer this survey – questionnaire on “An Examination of the Relationship Between Stress and Quality of Life Factors in College Students.” Your answers will provide the data needed in this study. Rest assured that your answers would be treated with utmost confidentiality. Thank you very much.                                                                                                                      Researcher        Part 1.  Demographic Profile of Respondent   Direction: Please fill up in all the necessary information about yourself. Don’t leave any item unanswered.   a.            Age  _______ b.            Gender Male ( )           Female ( ) c.            Civil Status Single ( )        Married ( )      Separated ( )             Widow/Widower ( ) d.            Monthly Income U$ 500 and below               (  )        U$ 3001-4000           (  ) U$ 501-1000             (  )        U$ 4001-5000           (  ) U$ 1001-2000           (  )        U$ 5001-10,000       (  ) U$ 2001-3000           (  )             e.            Amount of Credit Hours taking in School 3 units            and below    (  ) 6-9 units                    (  ) 12-15  units               (  ) 15 and above            (  )                    f.             Social Support Fully Supported       (  ) Partial Support         (  ) Self-Supporting        (  )               g.         Living Arrangement: ____________________   h.         Religion _________________ Part II. A. Quality of Life Scale Please read each item and circle the number that best describes how satisfied you are at this time. Please answer each item even if you do not currently participate in an activity or have a relationship. The items will be measured using the following interpretations: 7             Delighted 6             Pleased 5             Mostly Satisfied 4             Mixed 3             Mostly Dissatisfied 2             Unhappy 1             Terrible   1.    Material comforts: home, food conveniences, financial security 2.    Health- being physically fit and vigorous 3.    Relationships with parents, siblings and other relatives- communicating, visiting and helping 4.    Having and rearing children 5.    Close relationship with spouse or significant other 6.    Close friends 7.    Helping and encouraging others 8.    participating in organizations and Public Affairs 9.    Learning- attending school, improving understanding and getting additional knowledge 10. Understanding yourself- knowing your assets and limitations- knowing what life is all about 11. Work- job or in home 12. Expressing yourself creatively 13. Socializing- meeting other people, doing things, parties, etc. 14. Reading, listening to music or observing entertainment 15. Participating in active recreation   7       6       5     4      3      2         1   7       6       5     4      3      2         1   7       6       5     4      3      2         1   7       6       5     4      3      2         1 7       6       5     4      3      2         1   7       6       5     4      3      2         1   7       6       5     4      3      2         1   7       6       5     4      3      2         1   7       6        5     4       3      2      1   7       6       5     4      3      2         1 7       6       5     4      3      2         1 7       6       5     4      3      2         1   7       6      5     4         3      2        1   7       6      5     4         3      2        1     Credit:ivythesis.typepad.com

Stress and Quality of Life Questionnaire

Stress and Quality of Life Questionnaire You were chosen as a respondent to answer this survey – questionnaire on “An Ex...

Networking: An Aide in Career Advancement

Networking: An Aide in Career Advancement Introduction             This chapter discusses economic backgrounds and situations of networking in parts of Asia and the United States.  It answers the question on how networking aide in career advancement.  This also suggests ways for an individual on how to be successful in the networking business.  While there are numerous types of networking, this paper focused on small entrepreneurial businesses.  A network can be defined as a system of relations and/or contacts that link firms and actors together and whose content can refer to material goods, information or technology.  From the perspective of economic activity, a network is the set of relations among firms or entrepreneurs, which facilitate the exchange of goods, services and information ( 1996). Whatever the definition adopted relations among entrepreneurs and actors may have the following features, among others ( 1993).  In the first place, a network refers to transactions within the context of reciprocity (not to market exchanges or hierarchical relations within a firm).  Second, these are interdependent relations between actors and firms; they are not relations of independence, as in the market, or of dependence, as in the hierarchic firms and organizations. Furthermore, networks refer to systems of multiple interconnections and of responses and reactions of firms and actors.  Networks are characterized by a series of weak links whose interaction strengthens the network through access to information, interactive learning and diffusion of innovation.  And finally, relations among firms and actors can be asymmetric, of a hierarchical nature, when power becomes a functional element in the network’s performance. Networks can vary greatly.  Therefore, in order to describe precisely their content and importance, it is necessary to classify them according to the kind of relations established among the firms and actors (1995).  First, relations can be formal, that is explicit, related to decisions on strategic goals of persons and organizations, or they can be informal, that is, tacit or spontaneous, specifically, personal contacts among actors and firms.  The former would refer to relations with organizations such as banks or service firms, while the latter would involve interaction of a casual nature with families, friends, colleagues or ex-employees. Firm networks may also refer to commercial transactions that are, to the exchange of goods and services, which facilitates relations with suppliers and clients, or to technical relations based on the exchange of codified information on technological applications, and of product, process, organization or market innovations.  Since the latter depend on technical cultures, the contacts and relations are based on specific rules that govern professional and personal ties. From the specific point of view of economic development and entrepreneurial activity, it is important to establish the distinction between personal networks and firm networks (1993; 1987; 1989).  Personal networks formed by individuals provide information and, over time, resources that are necessary for the emergence and start-up of a firm, but they also favor the exchange of goods and knowledge within local productive systems.  Firm networks, on the other hand, provide technical advice and information on business, financial and material resources and they even lead to strategic alliances against rival firms and groups.  The notion of network, its characteristics and typology, brings us to the concept of industrial networks, which are of particular interest to local development.   A Look on Business Networks in Asia The networks’ preeminence in Asia and the current economic crises provide an excellent laboratory for studying the interaction and evolution of the economic forces of Japanese keiretsu*, Korean chaebol*, Overseas Chinese networks and, increasingly, Overseas Indian networks. The emerging network organizations of mainland China are a further factor. Each of these players uses their own unique form of networking to compete in the market. This is why the study of the networking strategies of these players will serve to provide a greater understanding of the recent phenomenon of Asian economic development and may help us comprehend the current turmoil ( 1999). () Entrepreneurial Networking The study of entrepreneurial networks informs the field of entrepreneurship by highlighting the role of individual entrepreneurial action on the discovery of opportunities and mobilization of resources (1991; 1988;  2000).  Study of entrepreneurial networks at the individual level focuses on the relationships or ties of entrepreneurs–as agents of the firm–with other individuals and organizations ( 2003; 2003;  2002). The network ties of an emerging firm can provide the conduits, bridges and pathways through which the firm can find and access external opportunities and resources.  Thus an emerging firm’s network ties can facilitate successful firm emergence, growth and performance. However, the characteristics of these network ties can influence the extent to which opportunities and resources can be identified, accessed, mobilized and exploited.  When a network tie is embedded within the social relationship and influences the firm’s economic decision making, the tie is called relationally embedded (1985; 1996).  However,  (2003) suggests that these relationally embedded ties may differ based on the different characteristics of the social relationships.  In addition,  (1993) and Hite (2003) indicate that network ties may evolve in their degree of relational embeddedness due to an entrepreneur’s proactive management.  This potential for the evolution of relationally embedded network ties specifically suggests that entrepreneurial action can influence both opportunity discovery and resource mobilization. Therefore, a critical challenge for emerging entrepreneurial firms is to understand and manage the evolution of their relationally embedded ties and the effects of this evolution on entrepreneurial strategies for opportunity discovery, resource acquisition and firm governance.  From the scope of entrepreneurship as firm creation with the entrepreneur as a founder of the firm, this study explores and explains how network ties of an emerging firm might evolve toward increased relational embeddedness, specifically due to individual action.     Working out on Networking             Networking has always been a big part of a business individual’s marketing strategy.  The state of small business continues to be challenging, so networking is critical to being in business. Of course, there are several economists who claim the economy is starting to pick up steam thanks to federal tax rebates, lower federal income-tax rates increases in military spending low interest rates, and President Bush’s economic stimulus package, which will allow small businesses to write off up to ,000 worth of equipment purchases as expenses (instead of the previous ,000). But for many of the 22.9 million small businesses in the United States–some 820,000 of which are African American owned–the rise in unemployment and decrease in consumer spending translates into less revenue for their enterprises.  For small black businesses, changes in the economy tend to have an even greater impact. “When the economy offers challenges, many black businesses, in particular, do not fare as well,” says Ronald N. Langston, national director of the Minority Business Development Agency (MBDA), “mainly because they are unable to adjust to or absorb [extreme economic] challenges, making them particularly vulnerable”, says  (2003). To overcome these difficulties, small business owners are flexing their networking muscle. They are joining local chambers of commerce, obtaining memberships in industry-specific organizations and associations, forming strategic partnerships and alliances with their entrepreneurial peers, and attending trade shows and business conferences such as the annual Black Enterprise/ Microsoft Entrepreneurs Conference held in May in Nashville, Tennessee. But how you go about creating that social interaction is the key to landing the contracts, clients, financing opportunities, partnerships, and other things you’ll need to maintain and grow your business during lean times. Networking is more than just passing out a bunch of business cards at an arbitrary meet-and-greet function in your neighborhood. It is a step-by-step process to building relationships. In the business world, networking is considered social capital. Spending yours successfully requires a plan, the proper place, advance preparation, and a little bit of patience. Here are the steps developed by Harris, W. M. (2003) that you should take to make networking work for you: * Determine your objective.  Successful networking begins with setting goals for your business.  “A small business person who wants to strengthen their penetration in the marketplace through networking really has to define what they want to accomplish,” says Norm Dominguez, United States national director of Business Network International (BNI), a referral-based organization with 58,000 members in 15 countries. “The small business person has to ask themselves.  This will not only identify why you want to network but it will also help clarify where you should network. * Choose your location. Once you decide to build your business through networking, your next step is to identify what kinds of organizations, clubs, associations, conferences, and other events or places you think will help you achieve your goals.  Look for organizations and events dedicated to business networking, such as business conferences. * Be prepared to work it. Whether you’re attending a wine and cheese at a local organization or a series of workshops at a national business conference, you’ve got to be prepared. * Follow up and make a referral.  Once you leave the networking event, be prepared to follow up with the contacts you made in the next few days.   Networking Options             Many entrepreneurs join business and professional associations or private clubs to increase their networking power. These options give your company the constant visibility it needs to attract new clients and can also help you with aspects of running your operation.             Local chambers of commerce frequently hold smaller gatherings, such as morning coffees or evening meet-and-greets, where you may be able to form relationships. Trade shows provide a tailor-made business environment and face-to-face contact with prospective customers in your industry. Networking cart be done through strategic partnerships as well. Teaming up with businesses that complement what you do and that are a good source of referrals can help you expand your market area and target larger accounts.             The Internet is another networking option. Through bulletin boards and chat room communities you can cyber-meet potential customers and fellow entrepreneurs. Just keep in mind that when networking, nothing beats good old-fashioned face-to-face encounters. So although you may make initial contact with potential clients in cyberspace, the Internet should not be your sole vehicle for building networking relationships.   In addition to the abovementioned tips, . has suggested the following steps for a successful networking: 10 Steps to Successful Networking 1. Network in places and at events that would attract your target audience. Don’t choose venues and occasions where just your good friends hang out. Your friends may not have anything to do with furthering your business goals. 2. Sharpen your networking skills before attending an event. Have a few topics in mind to use as icebreakers. Ask open-ended questions to keep conversation flowing. 3. Set Specific goals and stick to them. If your objective is to meet three new people at a local chat-and-chew make it a point to do that before you leave. Dominguez suggests that you never spend more than 10 minutes with one person when you’re networking.  If you find yourself spending more time than that, politely introduce that person to someone else, then move on. 4. Describe your business in 60 seconds or less. No one wants to hear you ramble about every aspect of your company. Create a concise and interesting way to let others know what you do. 5. Be willing to listen. Business owners often make the mistake of talking to much when attending a networking event. Ask questions of the person you’re talking to and give your undivided attention. Don’t glance down at your watch too often or let your eyes wander over their shoulder. 6. Relax. When networking, don’t whip out your business card seconds after you shake the person’s hand. Create interesting dialogue first. That will begin the relationship-building process. 7. Take notes. Whether you attend a conference, organization meeting, or chamber event, gather information about potential clients and write it on the backs of their business cards. This will help you recall your conversations when it’s time to follow up. 8. Look for people to refer. Sometimes the fastest way to get referrals is to give referrals, so pull your entrepreneurial peers into your discussions. 9. Follow up. After the event, don’t throw all of the business cards you collected into a drawer. Follow up with a phone call, fax, letter, or e-mail. Or suggest a lunch meeting. 10. Be patient. Obtaining new clients through networking doesn’t happen it does happen. Stay focused, maintain contact with potential clients, and never give up.   Business Networking International (BNI), based in the United States, is a business and professional networking organization that offers members the opportunity to share ideas, contacts and most importantly, referrals.  So far, here are the following testimonials of networkers after training in the BNI’s Certified Networker Program (CNP):   “The Certified Networker Program is a must for business owners and sales professionals. Since taking the course, I have increased my sales 85 percent and at the same time established personal relationships that will last a lifetime.”  MDRT, Northwestern Mutual, Virginia Beach “By applying the systems and principles learned, I increased my sales 60 percent within eight weeks and all my business now comes from referrals.”   “CNP will help you reach a higher level and dramatically improve your understanding of how truly effective networking can be achieved. Just think if you could get all your referral sources to take this class how powerful your networking system could become.”  Collision Specialist, New Orleans ()   Credit:ivythesis.typepad.com

Networking: An Aide in Career Advancement

Networking: An Aide in Career Advancement Introduction This chapter discusses economic backgrounds and situations of networ...