Demystify the Rumor!!!!

As an enthusiastic job seeker, daughter, writer and blogger I demystify the
rumor that International Association of Professional writers and Editors is a
scam. Terming it as Prey Company is rather insultive and unprofessional.

The aim of every writer is to scale higher in their respective publication,
being a daughter from the furthest end of the world, remotely encompassed
with poverty and political instability; I stand strong on grounds that building career is an individual role and securing employment for people like us has been made easy through IAPWE.

It is sad that out there most organizations have embarked on taking advantage of the vulnerabilities of others, as a cash-strapped individual with narrowed pay and increased responsibilities, the pandemic subjected me to joblessness since I could no longer go to the office. More ever, I was still required to foot all the family’s needs.

Getting to work with IAPWE has given me a brand name. Apparently the
organization assisted me in climbing the ladder to being a professional writer. Who knew that I would be featured for any magazine publication? It is overwhelming from my end to carry out research for different countries even when I have never traveled out of Kenya. The editors there assisted me a bunch, corrected me severally and ensured that whatever I presented was up to the standard. I can confidently affirm that the stated organization has played a big role in what I am today.

Overwhelmingly it has channeled me to a platform where I meet several writers across the globe and share ideas. Whatever you termed as “little too good to be true” is absolutely wrong, because every training, client and work I have received there is true.

The only thing that lured me there was my passion for writing. Possibly that
was the same reason why you also joined it. Think about this? Why would
you accept to be lured when you are professionally qualified? How true is the luring part of the stated article? Well, if your argument is on the share they receive I am made to understand that they have people who work for them at the far end. For any notifications sent to their members, any auditing from their writers is an emphasis of a globally grown organization that needs to cater for its employees. Where is the problem with giving a small percentage so that it could assist in paying salaries and other miscellaneous?

As I conclude, your conventional writing, be it formal or informal should be
channeled to the right source. Fortunately IAPWE is a second home to those
that feel they have the potential of excelling in their writing. Feel free to hop in and go through the website if you like what you see, do not hesitate to apply. However, I demystify the rumor that IAPWE is a scam and assure
you full safety and good work flow at IAPWE.

“ARTICLE OF GOLD”

Perhaps i am an article of common use?…… Could be i am of no much use to the ministry and the church at large….. What really does the word common stand for? Then how common am i when Christ became a common article so that i may become a gold article…

I want to think out loud today, as 2nd Timothy places it “In a large house there are articles not only of gold and silver, but also of wood and clay; some are for special purposes and some for common use”. Well then, my sinful nature was the one that was common

When CHRIST died for us the common and sinful man within us was defeated, how then will we still remain common? when CHRIST defeated death and resurrected He resurrected with our inner Gold article. In our hands, ability, potential and work lies the GOLD ARTICLE. it only needs to be activated….

To be continued…………………..

Nissan as an Organization

AFRICAN JOURNAL OF ECONOMIC REVIEW

Nissan is a modern automotive company with its own distinctive course and philosophy that is from within (2004 Annual report n.p).    The motor company was founded in 1933 under duol governance comprising the board of directors and Statutory Audit Committee. The board of directors governs important decision making, while the statutory audit committee is in charge of all the important functions in the company (Witcher and Chau 182).

            In late 1990s during the financial crisis of the East Asia the company incurred serious debts from the Kereitsu and property investment.  The action further led to the alliance with the Renault.  A revival process was carried out by the new president of the company Carlos Ghosn who embarked on the major reviews of all the company’s units including the oversees branch (Witcher and Chau 182).

            Since its revival the company has managed to maintain a management of high caliber, leaders with great strength on how they convey visions, manage with accountability, commit to action plan, recognize high performance and assess progress of the company (2004 Annual report n.p).  Similarly it runs under two concepts the first one being cross-functional terms (CFT) and v-up that is a powerful tool for management and assists in reaching across the functions of this global company (2004 Annual report n.p). Secondly, the stretch; this aims at meeting the expectations of the customers through combining diverse ways of thinking and background to create decision and solutions that stretch the organization to a better and new direction (2004 Annual report n.p).

According to the 2004 Annual report; Commitment is a vital role to the organization.  In order to achieve the set goals people must commit themselves to achieving these goals. Further, the attitude of the people working at Nissan is very motivating and positive therefore, this greatly reflects on the good performance of the company.  The employees at Nissan are the company’s greatest asset (2004 Annual report).

How leadership and management underpin performance management

An organization is an indication of a certain leader.  A leadership that is tactful in issues of managing organization is of great assistance to the company at large.  Managing organization and assisting them achieve their set goals and dealing with the global business setup is of great significance (Laschinger et al. n.p).

Upon the taking over of Nissan by Carlos Ghosn he had one mission of making deep changes in the company. However, his belief was that; to make changes he needed the right catalyst of people in the right place and not the loads of people (Hughes, Kathryn, Barsox and Manzoni 3). He chose people of around 40 years, very open minded coaches and experts in their respective fields (Hughes, Kathryn, Barsox and Manzoni 3). 

In an article redesigning Nissan the authors agree that when Carlos was joining Nissan he had a clear objective of fixing the company.  Nonetheless he managed to embrace transparency whereby he broadcasted globally the speeches he made in the organization (Hughes, Kathryn, Barsox and Manzoni 3).  Further, he formed a team Renault-Nissan that was to form a dictionary of essential terms that further increased efficiency in the organization (Biek n.p).

Carlos came up with a cross-functional team to help generate ideas for change and recommendations.  Similarly he reduced the barriers on communication between the boards and the hierarchy lines (Hughes, Kathryn, Barsox and Manzoni 3).

Finally Carlos Ghosn had a transformational leadership approach that was change oriented and necessary for empowering other organizations (Milikin and Fu, d., 123).

Training and development

The company’s target is to become among the top innovative and trusted car company.  Therefore, they provide training and development to their employees by relying on world class people and innovative thinkers (Noe and Kodwani n.p).  According to Noe and Kodwani Nissan has embraced a culture of life-long learning whereby ones knowledge and skills are further trained to development opportunities.  From the newly hired people to the professionals they are taken through the leadership skills, problem solving and project management.  Further the company offers mentorship, assessment and cross-cultural team assignment (Noe and Kodwani n.p). 

The company provides special accelerated development programs to increase the performance of their employees.  However, this action creates an opportunity for growth of leadership skills in the organization (Noe and Kodwani n.p).

Talent Management

In Nissan they believe that to achieve high performance; the company should recruit, maintain and develop best talents that acts as the main factor in achieving their goals      (Furusawa 160).  The company constantly inspires and unifies people worldwide.  They have three policy that constantly keeps them on top (Furusawa 160). Firstly, they believe in hiring the best and challenging them, this way they are left with a broad and deep talent pool.  Secondly the talent management team under the Renault-Nissan alliance has provided challenging diverse career opportunities (Furusawa 161).

In conclusion and thirdly they believe in shattering the glass ceiling whereby they the high and best performers’ employees should rise to the top and not be limited to irrelevant factors such as age, gender, nationality or race (Furusawa 162)

Work Cited

Chau, Vinh Sum, and Barry J. Witcher. “Dynamic capabilities for strategic team performance management: the case of Nissan.” Team Performance Management: An International Journal (2008).

Works, Greater Cincinnati Water. “Annual Report (2004).” (2006).

Donnelly, Tom, David Morris, and Tim Donnelly. “Renault‐Nissan: a marriage of necessity?.” European Business Review (2005).

Hughes, Kathryn, Jean-Louis Barsoux, and Jean-François Manzoni. Redesigning Nissan (A): Carlos Ghosn Takes Charge. INSEAD, 2003.

Bieck, Volha. Leadership through change, change through leadership: Analysis of Nissan’s successful turnaround 1999-2001. GRIN Verlag, 2013.

Millikin, John P., and Dean Fu. “The global leadership of Carlos Ghosn at Nissan.” Thunderbird International Business Review 47.1 (2005): 121-137.

Furusawa, Masayuki. “Global talent management in Japanese multinational companies: the case of Nissan Motor Company.” Global Talent Management. Springer, Cham, 2014. 159-170.

Noe, Raymond A., and Amitabh Deo Kodwani. Employee Training and Development, 7e. McGraw-Hill Education, 2018.

FOCUSED AREA WRITING ASSIGNMENT

Focused Area Writing Assignment

I intend to tackle two sections in this focused area writing.  The first one being the Performance Work Statement (PWS) whereby I will clearly bring out the meaning of PWS, Also, I will give a scenario that would require me to draft a PWS. Moreover, I will explain in details how and when it is of importance to implement a PWS.  Actually, I intend to go through various performance standards and describe how I would use SMART test to bring out an exemplary PWS and not vague. On the other hand, I will handle a question on the Contractor management process, major challenges associated with the contractor management. Nonetheless, I will also filter out these challenges to come up with the one most challenging contractor management process and explain in depth why I feel it is the most challenging. Finally, I intend to present a real life example to support my explanation.

Performance Work Statement  

            A Performance Work Statement (PWS) is a statement of work that clearly defines the performance, objectives and standards that are required of the contractor. This kind of statement relies on performance rather than methodology. A performance-based statement allows the government/proprietor to describe its requirements and lets the contractor determine how to meet them.  By carefully planning, we are able to use resources better, save on time, improve the products and most importantly minimize interruption in activity performance.

In my scenario, I was trying to design a wedding gown with some specification correctly placed on the dress.  The following was required of the person to make the dress.

Specification	Requirement
The shape of the gown	For apple body, empire waistlines, A-line silhouettes
Fabric	Silk
Color	Ivory
Location of the wedding	On the Beach
Sketch	The front and back details to be sketched in closer portion

 

From the above illustration, the performance outcome owner did the work as required but in some areas, close attention was to be paid.  For any success in the performance work statement, it ought to be simple to understand and strive to present ideas in a concise, accurate, thorough and logical sequence. Avoid ambiguity since most people tend to get tired reading very conspicuous and hard words. For any success of the PWS, ensure that you do away with redundancy and repetition; it tends to become boring when one reads the same thing severally.  In as much as someone else is the one reading and interpreting the PWS ensure that if it is within your powers you do not make wrong use of words and phrases.

From the scenario above I think the performance output owner achieved an acceptable performance level (APL). Below is a brief summary of the Performance measurement.

Performance measurement	Responsibility/Outcome	Out of 100%
Correct shape of the gown	Correctly done	100%
Correct Fabric	Silk	100%
Color	Crème white	60%
Sketch	Details of the front and back were not as close as required.	95
Total performance standard		89.5

 

Having gotten the performance standards I think that people are ultimately responsible for achieving different outcomes.  From the SMART test, it was very easy to identify if the outcome of my scenario was specific since the color choice for the gown was ivory but rather the performance outcome owner presented a cream white.  It was also easy to measure the outcome considering what was required.  On either if, the task was attainable; not perfectly done in my own views and hence there was need to perfect it. On relevancy and timely the outcome was on time and to some extent presented some level of relevancy.

 

CONTRACTOR MANAGEMENT PROCESS

Contractor management process is the process of outsourcing workers (contractors) to perform a certain task.  For the success of the contract, the government prepares a Quality Assurance Surveillance Plan (QASP) with a purpose of evaluating contractor’s execution of the PWS.   This organization believes that the contractor is solely responsible for management and quality control action to ensure that they meet the requirements of the contract.

 

However, as earlier indicated, the purpose of the QASP is monitoring the contractor’s success of the performance of the task assigned. It is also vital to eliminate human biases from the process since when people start defending one side and leaving the other the contractors will feel neglected and demoralized. There are several methods used in the surveillance of contractors’ outcome, never the less I do not intend to go into details in explaining but I will briefly mention some of them. The most common method used is the random sampling.  In this type of surveillance, the performance or the outcome of the contract depends on the percentage of the outcome.  The other one is the periodic sampling, this surveillance involves evaluation of the task at only given times or period.  One hundred percent inspection, this one is required where there is need for strict or stringent measures like when the lives of people are involved.  Trend analysis; this is used to assess contractors whose tasks are ongoing or recurrent. The last one is customer feedback.  In this type of surveillance, the customer or the end user has permission to assess and evaluate the performance provided and give a feedback.

Several challenges are associated with the contract management process of which they have become a pain point to the managers and even the contractors at large.  Among the greatest challenge is an unclear contract scope.  When the PWS is unclear and the terms and conditions hard to understand it becomes very tedious and hectic to deliver exactly what the client needed.  Again, cost tracking is among the great challenges that most managers of contracts and contractors face.  For any busy organization it is not easy to control and track the cost budgeted by the client when the contracts to manage are many it tends to be one hell of a task to ensure that all budgets are just as required.

Failure of the projects offered. When the communication from the PWS is poor and hard to understand it becomes very easy for the contractor to fail.  However, most fingers always point at the contractor forgetting that the person presenting the project never in the first place followed the SMART test.

Nonetheless, I wish to come to a conclusion and in my own opinion, I think that, of the greatest challenge that the contractor management can face is failing to deliver the task as required.  Be it that the PWS was incorrectly done or the contractor had many contracts to handle, even with the limited transparency and the much screwing from the surveillance team I believe that once the contractor is given a chance failure should and would not be part of the vocabulary. Finally, the contractor management team ought to come up with defense mechanism that will not allow scope for failure in the work given and this way they will not have much issues with the QASP.

 

 

References

Department of Defense.  (2012a). Director, Defense Procurement and Acquisition Policy (COR

Handbook).  Washington, DC: Retrieved from https://www.acq.osd.mil/dpap/cpic/cp/

Department of Defense.  (2012b). Defense Contingency COR Handbook.  Washington, DC:

Retrieved from https://www.acq.osd.mil/dpap/ccap/cc/corhb/Files/DCCOR_Handbook_

2012. pdf

EFFECTS OF CIVIL WAR TO TENNESSEE

As the United States of America divided in 1861, so did Tennessee.   Confederates and Unionists fought their own political battle to determine which way Tennessee would go.  When the states voted for secession in February 1861 Tennessean’s rejected to leave the union.  In June 1861 a second vote was held after the firing of Fort Sumter and Lincoln’s call to Tennessee for soldiers; 105,000 (voted in favor of leaving the union to 47,000 against but East Tennesseans voted more than two-to-one (33,000 to 14,000) for the union, indicating a large and massive anti-secession and anti-confederacy.

Upon Governor Harris summoning the legislature to a special session to consider secession and obtain better view of the voters’ sentiment, the legislature called for a referendum to decide whether a secession convention should be held.  It is at this point that the secession fever that had taken over the Deep South remained muted in Tennessee and the other Border States. Majority of the Tennesseans rejected the call for the secession convention with west Tennessee supporting convention, East Tennessee rejecting it in great numbers and middle Tennessee equally divided.  The division heat was rather too much on Franklin Countians and he threatened to secede from the state and join Alabama.

General Albert Sidney Johnston  in September 1861 arrived to take over the Tennessee’s defenses. It is during this time that the construction of Forts to guard Mississippi River was ongoing having been ordered by Governor Harris.  However, Johnston saw the Tennessee and Cumberland Rivers as more potential routes for Union troops. He accelerated work on the Forts Henry, on the Tennessee and Fort Donelson on the Cumberland and he also sought to build a defensive front to run from the Cumberland Gap in southern Kentucky to Bowling Green and on to Columbus, Kentucky, on the Mississippi River. Johnston himself took up headquarters in Bowling Green (Encyclopedia)

The Tennessee’s strategic location made both the Union and confederacy fight fiercely over the state because of its rich resources like the rail and rivers.  During the war, the Tennessee’s rivers and rails were critical arteries to Deep South, both the United States and confederates force fought hard to control them in major battle like Fort Donelson, Shiloh and stones River.  The union army commanded by General George H. Thomas defeated a confederate force under Generals George Crittenden and Felix Zollicoffer in 19 January, 1862 at the battle of Mill Springs (Fishing Creek) near Somerset, Kentucky and he compelled the Confederates to abandon their eastern defenses and retreat into Middle Tennessee.

The state became divided with the large armies constantly destroying its rich farmland with the Eastern counties habouring pro-union settlement.  The war first took place along the Tennessee and Cumberland rivers which was recognized as a major military highway.  Mountain passes such as Cumberland Gap were keenly competed for by both sides. By mid 1862 the union army occupied much of middle and west Tennessee while the confederates held on to most of East Tennessee. US irregulars staged raids attacks in East Tennessee thereby leading to serious economic, social and political degradation.  The Tennessee civil war brought about several impacts (negative) to the nation at large.  Poorly constructed and unfinished forts quickly fell after a barrage of cannon shells by the Union gunboats on February 6 which led to increased massive deaths.

The Tennessee civil war successfully managed to divide a nation that was once united.  It weakened and seriously disrupted the education curriculum in all levels; with such war, it was absolutely impossible for academics to proceed, due to the lengthy and huge division, most students resorted to staying home where only cannons and military weapons were felt.  There was serious unrest to the people of Tennessee caused by this war.

The war caused a total fragmentation of the churches due to conflicting opinions found within the congregation. It was hard to unite them being that some were on the confederacy and others on the unions. In addition to that, the local government was being forced to take up unprecedented responsibility which further strained the budget that had been already weakened by the war.

Ordinary and Common Tennessee’s’ faced tremendous hardship during this war.  It is during this period that most people lost their properties due to the war.  Financial stability was also a challenge since most people had been laid off work due to the unrest caused by the war.  It was also absolutely impossible for any political, social and economic improvement rather most people ended up being killed in the war

The war further led to continued increase in civilian woes. The government collapsed, and most institutions ceased to be operational.  Law and order declined thereby, leading to increased outlaw bands formation which went ahead in terrorizing communities, stealing livestock and food, burning houses, and murdering their owners. With ordinary business ventures disrupted, commodities such as flour, sugar, salt, and coffee became rare to obtain.

The war left most of the Middle class Tennessee in ruins and most of them were bearing deep scars as well.  However, it also brought enormous changes in that many Tennessee women had to assume new roles during the war.  For example some of them were running plantations and farms, others managing businesses, others took up the role of serving as nurses while some spying on the enemy.

The war ended slavery and with its demise brought about a new era of race relations in that the African Americans were assured a good future and  they were also promised freedom with less uncertainty and hardship. Economically, the level of prosperity that Tennessee’s’ had enjoyed would take years to achieve it back.

Over 120,000 soldiers were sent to fight for confederacy and over 31,000 to help the union.  With the civilian violence taking a heavy rise, families across the state had lost loved ones and the scares were still fresh.  In conclusion, the civil war ended in 1865 having left permanent scars to the people of Tennessee.  Moreover Tennessee became the first secession state to rejoin the United States therefore, beginning of reconstruction and creating a society whereby people of all colors enjoyed the full rights of citizenship.   Nothing can have such a negative effect on the state as the civil war did.

 

 

 

 

References

• Bryan, Charles Faulkner Jr., “The Civil War in East Tennessee: A Social, Political, and Economic Study. ” PhD diss., University of Tennessee, 1978.
• Larry H. Whiteaker, “Tennessee Encyclopedia” http://tennesseeencyclopedia.net/entries/civil-war/

 

 

HOW TO ADDRESS ARTIFICIAL INTELLIGENCE

1. OVERVIEW

Delight Biotech Medical Centre (DBMC), aimed at gathering and analyzing pools of data, in conjunction with BIS solutions in London for Artificial Intelligence installation. From the top management is Dr. Meghan Woo who is a pediatrician and head doctor. Below him is Dr. Donald Mcreg the Chief Data Officer (CDO); followed by Dr. Wills Brown the Chief Information Officer (CIO), right after them are the Clinical officers and nurses. The health centre will be located in the Capital Centre opposite the National Archives.

Strategic Position

We target a large population of people with high infections. Further, we will take account of the future and assess whether the current strategy is suitable to fit the strategic position chosen (Johnson and Schoeles, 2005).

Performance objectives

We target that by the end of the year 2020, we would have a strategic plan and software oriented programs to research on cancer cure. From the healthcare information system, we expect that by mid 2021 we would have an inbuilt programmable cancer treatment.

1. STRATEGIES TO ADDRESS TRUST AND RESPONSIBILITY

With the innovation of Artificial Intelligence, it will act as a supporting tool to the human intelligence and ingenuity. According to the founder and CEO of Spark Cognition Amir Husain, he suggested that even if we have the cyber security experts they are just not enough to handle different businesses hence,  leading to the introduction of Artificial intelligence. With this software, accuracy is paramount thereby leading to increased trust and responsibility.  However, as an upcoming health centre we still need to come up with ways of building trust and making workers responsible. Therefore, in order to build trust it takes hard work.  Similarly, we are required to practice whatever we say. Keep promises made to employees and further make our values match our behaviors.

Nevertheless, honesty and supportiveness is of great importance. Cultivate a culture of honesty in the workplace and no matter the circumstance always tell the truth.  Understand the employees and always put their feelings at heart. Take time to listen to the employees and attend to their views. Learning to be consistent in what we say we will do builds trust and makes others responsible (Soones, E 2013). Our duty is to model the behavior that we seek. Give credit where it is due and set a stage where people appreciate each other (Leroux S. 1999).

Creating an environment where people are accountable for their mistakes.  When we learn to acknowledge and be accountable for our mistakes, the employees tend to be motivated hence fostering honesty and responsibility.

1. STRATEGY TO ADDRESS FAIRNESS, BIAS AND INCLUSION

Often, leadership comes with several challenges some of which are favoritism from the top management, maintaining equity and employees concern over pay system. More often, places of work ought to embrace complete fairness. However, for this to take place, it is our duty to ensure that every employee receives equal opportunities, this is in regards to promotion and work delegation (Gilbert, K. E. (2012).  In addition, it is our work to handle promotions fairly by providing personal support to employees, therefore embracing professional development. To address fairness, transparency is encouraged whereby the top management to ensure that they fairly treat and pay the employees. Similarly, offer a fair process of appealing, in that, all the employees are given equal opportunities for their grievances to be heard.

For organizations to thrive well; set expectations and gather feedback.  Therefore, it is easy to iron out any issues in the organization (Sabel M, 2018).  In addition, when hiring, most people will tend to feel discouraged.  To respond to this, the top management to identify the necessary skills and set the objective scales for the equal evaluation of the employees. During the evaluation of the employees’ performance, the employer to discourage self-evaluation this is because most of these are associated with stereotyping.  If need be for employees to evaluate themselves then the employer to evaluate first and then allow the employees to evaluate on a later date.

Finally, the employers should minimize fear and maximize joy and connection.  In an event of challenging the employees’ beliefs, they tend to react in fear.  In such an organization, working will not be friendly.  To create a more inclusive workplace, the employers need to ensure that they instill joy in their workers.  Focus on helping the employees to grow.  Instead of criticizing, always talk to them in a friendly tone, this way they will feel inclusively belonging.  In a working environment that there is an honest conversation and healthy tension, real change is inevitable therefore; employers should build a new habit to their employees (Florentine S, 2019).

1. ADDRESSING THE BUSINESS STRATEGIES TO ADDRESS SOCIO-ECONOMIC AND ENVIRONMENT IMPACT

The social economic and environmental factors have greatly contributed to the success or the failure of the business. In regards to our health facility, we have the socio-economic factors to consider allowing a smooth running of the business.  Some of these factors are the socio-economic environment.  This is the outward appearance of the business that needs attention.  In fact, the physical environment is another impact.  A physical environment with very poor network will tend to disrupt the internet connection being that the entire process relies on technology. It is obvious that our behaviors will affect the outcome of the business thereby we are encouraged to always be responsible in whatever small things we do.  This is the hardest factor to even deal with since most people have characters that directly affect the business. The environment is also a vital aspect in our business.  If the environment is attractive, it will encourage even more clients and customers.  The environment will keenly identify the social status of people in that given area.

 

1. BUSINESS STRATEGY AND ANALYSIS OF THE ABOVE PRINCIPLES.

We regard Delight Biotech Medical Centre as a business venture because; we intend to generate income from it by offering information system treatment.  On the other hand, the supportive staff and professions that we have are our source of strength.  Our Information system department is one of the best and acts as our strength. We target to offer treatment to the aged and most COVID 19 and Cancer patients.  Our research is ongoing to ensure that we finally get cure for the two sicknesses. Our business as earlier indicated will be dealing with machine learning, artificial intelligence.  We have various strategies that will help us stand out in the midst of the competition.  Fist, we are working in collaboration with the BIS in London.  They will ensure that a clear provision of networking for the patients and employees.  In fact, we expect them to process large amount of data quickly.  Such measures will ensure that we can be able to handle a number of patients very fast.

We are focusing to reach to the greatest number of people within the country so, our target is to use the artificial intelligence to help identify and trace out possible causes of infections and provide an examination and further generate the results.  With these measures, we will be far much ahead of our competitors that rely on the human brain that is subject and prone to forgetting.

We are keenly taking into account of the principles mentioned above.  For the success of any business, we will ensure that we meet the above principles.  We intend to build confidence with our workers.  It is our duty to ensure that we are honest and supportive to our employees.  For any employee to feel comfortable they need a listening ear.  We are setting the boardroom where we will have discussions severally and allow people air their grievances. We intend to be consistent by placing policies and following them to the latter. In fact, we are targeting to be having seminars where we will model all the behaviors that we are comfortable.

We intend to embrace accountability in workplace, and offer equal opportunities to all our employees.  Fairly handle promotions in the workplace.  It is our duty to be very transparent and ensure that we are open in whatever we do and that we are committed to the work. Finally, as we will be evaluating the performance of the employees we intend to ensure that we fairly do it. Occasionally when we have time, we will be encouraging elective participation where we will be chairing.
It is also our duty to make all the employees feel comfortable and belonging.  For any individual to bring their best they must be having a sense of belonging. Finally, we intend to focus on helping employees grow so that they achieve the set objectives.

Conclusion

In conclusion, the main aim that made us to use the Artificial Intelligence is to quickly provide prescription to patients, optimize treatment and identify various health needs. Upon several complaints in congestions in health centre, we decided to come up with a health centre that can comfortably handle more than a hundred patients at the same time.

We intend to offer all types of medical care the quickest way possible and be able to discover vaccines for various illnesses.  We are working in liaise with the Business information solution.  Moreover, we have put the SMART formula in perfect use.  Whereby, we have a specific agenda of ensuring that we provide a vaccine for cancer and COVID 19.  Measurable our target is to ensure that the work place is measurable and we are able to achieve the set goals and objective within a stipulated time.  Our aim is that we achieve our objectives by the mid 2021. We have also noted and worked to ensure that the project is relevant and time bound.

 

 

 

 

 

 

 

 

 

 

References

• Reina, D. S., & Reina, M. L. (2006). Trust & betrayal in the workplace: Building effective relationships in your organization. Berrett-Koehler Publishers.
• Sones, E. (2013). Trust: the DNA of leadership. US Army Medical Department Journal, 33-36.
• Appelbaum, S. H., Hébert, D., & Leroux, S. (1999). Empowerment: power, culture and leadership-a strategy or fad for the millennium?. The journal of workplace learning, 11(7), 233-254.
• Blader, S. L., & Tyler, T. R. (2003). What constitutes fairness in work settings? A four-component model of procedural justice. Human Resource Management Review, 13(1), 107-126.
• Cullen, F. T., & Gilbert, K. E. (2012). Reaffirming rehabilitation. Routledge.
• Derven, M., & Gundling, E. (2014). Leveraging Diversity & Inclusion for a Global Economy. Association for Training and Development.

STEREOTYPING IN WORKPLACE.

Stereotyping in workplace is an unfair or wrong set of ideas/judgment about particular persons in a workplace.  We can also say that it is an act of imposing characteristics (negative) on persons based on their race, nationality, sex, religion or gender. Stereotyping can affect the productivity of an organization; can lower the self esteem of workers and therefore creating a working environment that is not conducive to the workers.

 

It is not always that stereotyping is intentional; at times it can happen where people really never intended to hurt the other people’s feelings.  More often, identity crisis encourages stereotypes in an organization; most people in the managerial believe that stereotyping is brought about with different opinions, different beliefs and culture.  For instance, it is always believed that women are never good in math as the men.  However, this discourages the female that have the capability and the potential of handling math as their fellow men this brings about discrimination in gender.

 

There are two types of stereotyping threat in a workplace.  These are acute and chronic.  With acute this is whereby one keeps on being reminded of negative stereotype before attempting the task.  For instance, modeling for short, plump and dark skinned ladies is often a challenge.  This is because co-workers will keep reminding the modeler before she goes to stage that she does not have the correct and required qualities, even if the modeler is capable of outstanding the rest this often discourages her from the beginning and in such a situation thriving and excelling becomes a challenge.

 

The other stereotyping threat in workplace is chronic.  These are daily visual reminders that persist over time.  They are associated with mathematics and science achievement on representative, working memory and intellectual helplessness in girls/women. Using structural equation modeling on data from a representative sample of ladies from colleges and university, the research examined the relations of chronic stereotype threat with engineering/mathematical achievement and effectiveness of working memory.  Chronic stereotype threat decreases work achievement namely intellectual helplessness.

 

Stereotyping in a company can exist in every level of a company’s operation. For instance, people believe that older employees cannot perform as the younger ones.  It is always assumed that they have less energy for work.  Such stereotyping always brings about internal conflict in an individual thereby making the person feel unsafe or they don’t belong hence leading to underperformance and impairing the work outcome.

 

In countries like America, Asia and Europe there are still huge racial and cultural disparities.  Often people with a black skin color are always thought of not being productive.  Research shows that if you undertook an engineering course in African university and you intend to work in America you will be required to go back to school again.  This has however discouraged people with a black racial in these countries.  Racial discrimination persists in virtually every industry in the United States of America.    Cultural, racial and gender stereotypes not only affects employees morale, and productivity but also leads to dissatisfied customers and reduced revenues.

 

In conclusion, stereotyping in workplace need to be addressed by the immediate superiors whereby they call for a meeting and implement workplace policies that are against discrimination and harassment. They are also required to create an equitable opportunity for both men and women in the organization.   In our research we noted that when a stigmatized person becomes aware that their stigmatized status may be relevant in a particular context they may become vigilant and increase attention for environmental cues relevant to potential prejudice and discrimination.  Also, women are encouraged to separate female identity from work identity because despite the fact that they are women they still have the potential as their fellow men, they are also encouraged to build up trust and believe on themselves, this way, they can be able to stand and support what they believe in.  To completely curb stereotyping in our workplaces all employees need to be made aware, a friendly environment should be embraced and let each employee perfect on his/her work.

The Language of Dude Feminism

Wow!!! Well said.

The sort of language used to assert men’s dominance over women has a pretty recognizable pattern across the cultural landscape. Men, we are told, are in charge of things because they have something women (supposedly) lack: physical strength, honor, higher cognitive facilities, or the mystique of the male organ itself. Women, sadly “lacking” these qualities, need to be “protected” from the all-consuming lusts of strange men.

This can be spun as noble chivalry, brutal domination, or a playful battle of the sexes, but at the root it’s the same: women are denied the freedoms that men take as a God-given right, assigned subordinate status, and coerced into performative gender roles.

In this dialectic, men’s protective abilities and ravaging urges come from the same place and are both aimed squarely at women. Language, of course, did not create the patriarchy, but language is a powerful method of inscribing the possible, shaping…

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