Economic Environment of Sweden - 778 Words

Every country has its own Economic environment which can be affected by any number of compounding factors. A Courtiers region, natural resources, government, and even its predisposition to war can shape its Economy. In this paper, we look at how these factors can play a major role in creating Economic prosperity in a country. The Kingdome of Sweden or as it’s commonly known, Sweden, Is as Scandinavian Country located in the upper most part of Europe. It is populated by 9.5 million people. Sweden boasts of some of the highest living standards in the world. Ranked seventh in the world in highest per capita income it has set its high standards as one of the most affluent country not only in Europe but across the world. In the Early 1990’s Sweden sustained an economic depression like many other countries around the world. The country’s GDP dropped by five percent as unemployment rates dropped 10 percent, reaching an all-time high. The national government took control of the situation by cutting social benefits down. Sweden reduced its taxes along with cutting pensions, allowances, and unemployment benefits. These actions commonly referred to as â€Å"The Swedish Model† lead Sweden out of a depression and into an extended period of economic prosperity. The government of Sweden took steps to prevent another economic catastrophe like the one they sustained in 1993. They set new guidelines such as a spending ceiling and moving to a Central Banking system. 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The War Crimes of Iraqs Saddam Hussein

Saddam Hussein Abd al-Majid al-Tikriti was born on April 28th, 1937 in al-Awja, a suburb of the Sunni city of Tikrit. After a difficult childhood, during which he was abused by his stepfather and shuffled from home to home, he joined Iraqs Baath Party at the age of 20. In 1968, he assisted his cousin, General Ahmed Hassan al-Bakr, in the Baathist takeover of Iraq. By the mid-1970s, he had become Iraqs unofficial leader, a role that he officially took on following al-Bakrs (highly suspicious) death in 1979. Political Oppression Hussein openly idolized the former Soviet premier Joseph Stalin, a man notable as much for his paranoia-induced execution sprees as anything else. In July 1978, Hussein had his government issue a memorandum decreeing that anyone whose ideas came into conflict with those of the Baath Party leadership would be subject to summary execution. Most, but certainly not all, of Husseins targets were ethnic Kurds and Shiite Muslims. Ethnic Cleansing: The two dominant ethnicities of Iraq have traditionally been Arabs in south and central Iraq, and Kurds in the north and northeast, particularly along the Iranian border. Hussein long viewed ethnic Kurds as a long-term threat to Iraqs survival, and the oppression and extermination of the Kurds was one of his administrations highest priorities. Religious Persecution: The Baath Party was dominated by Sunni Muslims, who made up only about one-third of Iraqs general population; the other two-thirds was made up of Shiite Muslims, Shiism also happening to be the official religion of Iran. Throughout Husseins tenure, and especially during the Iran-Iraq War (1980-1988), he saw the marginalization and eventual elimination of Shiism as a necessary goal in the Arabization process, by which Iraq would purge itself of all perceived Iranian influence. The Dujail Massacre of 1982: In July of 1982, several Shiite militants attempted to assassinate Saddam Hussein while he was riding through the city. Hussein responded by ordering the slaughter of some 148 residents, including dozens of children. This is the war crime with which Saddam Hussein was formally charged, and for which he was executed. The Barzani Clan Abductions of 1983: Masoud Barzani led the Kurdistan Democratic Party (KDP), an ethnic Kurdish revolutionary group fighting Baathist oppression. After Barzani cast his lot with the Iranians in the Iran-Iraq War, Hussein had some 8,000 members of Barzanis clan, including hundreds of women and children, abducted. It is assumed that most were slaughtered; thousands have been discovered in mass graves in southern Iraq. The al-Anfal Campaign: The worst human rights abuses of Husseins tenure took place during the genocidal al-Anfal Campaign (1986-1989), in which Husseins administration called for the extermination of every living thing--human or animal--in certain regions of the Kurdish north. All told, some 182,000 people--men, women, and children--were slaughtered, many through use of chemical weapons. The Halabja poison gas massacre of 1988 alone killed over 5,000 people. Hussein later blamed the attacks on the Iranians, and the Reagan administration, which supported Iraq in the Iran-Iraq War, helped promote this cover story. The Campaign Against the Marsh Arabs: Hussein did not limit his genocide to identifiably Kurdish groups; he also targeted the predominantly Shiite Marsh Arabs of southeastern Iraq, the direct descendants of the ancient Mesopotamians. By destroying more than 95% of the regions marshes, he effectively depleted its food supply and destroyed the entire millennia-old culture, reducing the number of Marsh Arabs from 250,000 to approximately 30,000. It is unknown how much of this population drop can be attributed to direct starvation and how much to migration, but the human cost was unquestionably high. The Post-Uprising Massacres of 1991: In the aftermath of Operation Desert Storm, the United States encouraged Kurds and Shiites to rebel against Husseins regime--then withdrew and refused to support them, leaving an unknown number to be slaughtered. At one point, Husseins regime killed as many as 2,000 suspected Kurdish rebels every day. Some two million Kurds hazarded the dangerous trek through the mountains to Iran and Turkey, hundreds of thousands dying in the process. The Riddle of Saddam Hussein: Although most of Husseins large-scale atrocities took place during the 1980s and early 1990s, his tenure was also characterized by day-to-day atrocities that attracted less notice. Wartime rhetoric regarding Husseins rape rooms, death by torture, decisions to slaughter the children of political enemies, and the casual machine-gunning of peaceful protesters accurately reflected the day-to-day policies of Saddam Husseins regime. Hussein was no misunderstood despotic madman. He was a monster, a butcher, a brutal tyrant, a genocidal racist — he was all of this and more.But what this rhetoric does not reflect is that, until 1991, Saddam Hussein was allowed to commit his atrocities with the full support of the U.S. government. The specifics of the al-Anfal Campaign were no mystery to the Reagan administration, but the decision was made to support the genocidal Iraqi government over the pro-Soviet theocracy of Iran, even to the point of making ourselves complicit in crimes against hu manity.br/>A friend once told me this story: An Orthodox Jewish man was being hassled by his rabbi for violating kosher law, but had never been caught in the act. One day, he was sitting inside a deli. His rabbi had pulled up outside, and through the window he observed the man eating a ham sandwich. The next time they saw each other, the rabbi pointed this out. The man asked: You watched me the whole time? The rabbi answered: Yes. The man responded: Well, then, I was observing kosher, because I acted under rabbinical supervision.Saddam Hussein was unquestionably one of the most brutal dictators of the 20th century. History cannot even begin to record the full scale of his atrocities and the effect they had on those affected and the families of those affected. But his most horrific acts, including the al-Anfal genocide, were committed in full view of our government — the government that we present to the world as a shining beacon of human rights.Make no mistake: The ouster of Saddam Hussein was a victory for human rights, and if there is any silver lining to come from the brutal Iraq War, it is that Hussein is no longer slaughtering and torturing his own people. But we should fully recognize that every indictment, every epithet, every moral condemnation we issue against Saddam Hussein also indicts us. We should all be ashamed of the atrocities that were committed under our leaders noses, and with our leaders blessing.

School Behaviour Policies For Children Education Essay Free Essays

Student behavior has ever been a cardinal issue in any school. Students go to school chiefly to interact with other students in an environment that is good suited for survey and drama. However true, pupils seem to be more motivated in the resort area than in the schoolroom. We will write a custom essay sample on School Behaviour Policies For Children Education Essay or any similar topic only for you Order Now Behaviour suffers really frequently when these pupils are non every bit motivated as the others. Classify behaviour becomes debatable at the really worst as childs direct their attending off from the existent academic demands of being in school. Teachers and staff of schools are dead set in work outing such issue widening their control of pupil behavior to highs that may non be good to the pupils, every bit good as the school. Disciplinary actions, punitive in every sense, are the most likely to be used to rectify pupil misbehavior. Sir Alan Steer ( 2009 ) in his study found that in the UK, in its schools, there is no demand or want to give schools and its staff wider powers but there is a demand for a â€Å" airing scheme † to be cognizant and to understand the bing powers in school. In his 2005 study, he proposed wider options of legitimate wagess and countenances must be at manus, all of which decently, reasonably and systematically applied by all concerned staff. Lapp has been suggested four old ages subsequently ( Steer, 2009 ) . Findingss have been singular in his 2009 study. He reiterated that â€Å" clear regulations and the consistent application of wagess and countenances † are critical. He rejects â €Å" punitory solution † to bad behavior. Tough love is acceptable but punitory methods are immoral and socially destructive. Several suggestions have been earmarked so as to implement the relevancy of the findings. Steer ( 2009 ) studies: A wages system that is effectual and tied to public presentation in the schoolroom ensures pupil battle and better behavior. Good behavior demands to be learned. It is really imperative to learn childs to act good â€Å" so schools must follow processs and patterns † that will assist pupils on how to act. All staff must be good function theoretical accounts of good behavior. Schools do hold policies that reward good behavior and good work every bit good. Sanctions are in topographic point to streamline the demand for better behavior but what is left out is how to make and implement appropriate wages systems. Simple countenances proved to be more effectual than excepting the kid from category. Statistical informations on behavior betterment must be at manus to hint alterations and complement hereafter actions. Praise can be used to actuate pupils and promote better behavior. Using student tracking system to recognize positive and negative behavior is besides efficient. Motivation and Incentives Motivation has been long considered as a really of import factor in learning. It is the precursor for successful comprehension of the pupils. Geting inducements from good work after a motivative treatment is extremely recommended. Student motive is the involvement of pupils in larning or making academic work ; inducements are methods used to actuate pupils in larning academic stuffs ( Slavin, 1984 ) . Cardinal to this researchaa‚ ¬a„?s aim is to utilize the motivational effects of wagess or inducements in learning. It is long known that motive plays a cardinal function in pupil accomplishment. So, specific in this analysis is the function of motive in behavioral alterations of a pupil in a schoolroom scene. Self-worth and Self-Efficacy In educational psychological science, it is standard runing process to analyze the intrapersonal behavior of a scholar. His or her perceptual experiences of the ego must be taken into consideration in order to happen the appropriate solutions to behavioural jobs. Dignity is linked to the self-concept of ability in any school scene ( Ames, 1990 ) . It is how a pupil considers his ain capacities with regard to othersaa‚ ¬a„? . Self-efficacy is outlook or belief that one can perchance transport out a undertaking. It is task-specific or state of affairs particular. Often, self-efficacy serves as a barometer on a kid ‘s willingness to larn, his set of options in larning and existent public presentation ( Ames, 1990 ) . However, age play a function in how pupils understand ability. Younger childs are more positive or optimistic. They have high outlooks are resilient after a failure. They tend to presume attempt and ability as the same. Older childs are more negative in measuring themselves. Effort for them gives them higher opportunities to win but ability is a set of bounds. Trying difficult and neglecting are really menaces to their self-concept of ability ( Ames, 1990 ) . Students determine self-worth and self-efficacy in relation to their environment. To act ill means self-worth and self-efficacy are dampened by the rigidnesss in the schoolrooms puting. Otherwise, the students are able to get by with its demands. It is here where motive plays its function. Giving wagess or inducements is one motivational tool. To maintain on relaying good behavior and its corresponding benefits, a repeat of good behavior is expected to happen. This is what we call operant conditioning or response support behaviorism. It is the gratifying of a â€Å" partial or random † behavior that which finally leads to the â€Å" desired behavior † ( PBS, 1998 ; Phillips A ; Soltis, 2004 ) . This molds future behavior. If a wages succeeds a â€Å" response to a stimulation † , so that response is likely to be repeated. Complecting the constructs discussed, this paper plots motive and the self-concept of pupils in the schoolroom through the usage of a reward/incentive system. Changes from their behavior, chiefly their self-worth and self-efficacy will be carefully studied. Methods Based on the premiss above that wagess play a function in actuating pupil behavior, this research is suggesting the efficaciousness of a wages system ( that is reenforcing ) in different schoolroom scene and pupil age groups. With the constructs of operant conditioning, this survey is specifically poised to find how studentaa‚ ¬a„?s self-worth and self-efficacy significantly alterations ( or non ) when treated with wagess or inducements. The Steeraa‚ ¬a„?s studies confirm the value of using such systematically. The research will be utilizing questionnaires and interviews as the primary manner of informations aggregation ( Anderson, 1998 ) . The questionnaires will both aim instructors and pupils as its respondents. Data analysis will be chiefly descriptive and correlational ( Runyon et al, 2000 ; Kirk, 2007 ) . Descriptive informations from socio-demographics will supply the initial analysis. Correlation analysis on pupil and instructor information from the questionnaires will follow thenceforth. The chief part of this analysis lies on the important alterations of pupil self-concept as alterations in the wages systems are put into topographic point. An analysis of discrepancy ( ANOVA ) will make a series of important trials on alterations of perceptual experience by the pupils, i.e. self-worth and self-efficacy ( as dependant variables ) before and after a wages system is placed ( Kirk, 2007 ) . Besides, the age-groups and schoolroom scene will be used as independent variables treated against alterations in self-worth and self-efficacy. How to cite School Behaviour Policies For Children Education Essay, Essay examples

How to Manage and Motivate Employees in an Organization

Question: Describe about theManaging People in Organizations and Employee Motivation?. Answer: Introduction Organization behaviour is the application of knowledge on ways that employees will relate with the organization. For any firm to succeed, organisation behaviour is should be put in to practice so as to ensure people in an organisation behave or respond to situations in a manner that is required of them.(Armstrong Taylor, 2014). Organisation behaviour thus is not about the way organisations behave, but the study of an individual behaviour when in an organisation setting. For example, it will look at how an employee will behave alone and how he will behave when in a group. The study of organisation behaviour is very important as in enables firms to gain a much greater understanding of factors that influence an indivual behaviour and group dynamics. This is important as it will enable groups and individuals become more effective in the organisation. Organisation behaviour assists in formulating organization structure, improve technologies and help employees in the organization to blend with the work environment. According to Snezana (2007), organization behavior is defined as the study which looks at the role employees and the organization structure will play in the firm for the purpose of improving the effectiveness of the firm. This report looks at factors that affect employee motivation in organizations by discussing some of the main variables that if not managed properly will affect the way people work in the organization(Bernerth, et al., 2007). Employee Attitude Armstrong Taylor (2014), looks at attitude as being the beliefs and feelings that are highly influenced by the way employees will look at the kind of work they assigned in to. Employee attitude is also very important as it will be able to determine their commitment to the firm(Root, 2016). For example, when an employee starts complaining about working hours, his dissatisfaction might spread to other workers. Another example is when a department is run by a very cranky manager who is always scolding workers or refusing to appraise employees; this might make the working atmosphere difficult thus affect employee attitude and behaviour(Mack, 2016). . The attitude of employees also produces their evaluative statements with regard to the way the view one another in their work places; it will determine their commitment to the organization. The attitude of an employee also reflects the way each employee feels about a particular task and other operations in the organization like their boss, salary, working hours and job allocation. According to Candlin Sarangi (2011), the attitude of an employee is usually regard under three components that include the behavioral component which will analyse the intention of each employee as the enter the office and why some of them will behave in a particular manner with regard to different aspects of the organization(Candlin Sarangi, 2011). It will also look at the cognitive component which analyses the emotional aspect of the opinions and other decisions that are made in the organization(Cummings Worley, 2014). Thirdly is the affective component which will discuss the feelings of each employee and emotions regarding worktime of an action taken in the organisaiton (Benn Bolton, 2011). In order to deeply understand the relationship between organization behaviour and the attitude of an employee Leon Festinger theory of Cognitive dissonance, (2007) can be applied as it discusses different incompative situations which a person will use to reflect on different attitudes at work. There are so many studies which support the theory as an employee attitude is a major determinant of the what the person would be productive in the organization. Accoding to Candlin Sarangi (2011), employee attitude is a major determinant of the way that employee would be productive in the organization. The attitude of an employee is reported to have a very strong link in the way that they adopt the culture in the organization (Candlin Sarangi, 2011). One of the examples of such situations is when an employee is asked by the manager to decide whether they are comfortable working in the organization in the next five year or not(Saari Judge, 2014). Also according to Saari Judge (2014), for an organisation to improve employee attitude, it is important for organisations to constantly hold trainings and seminars where employees and managers can be taught about various behaviour factors and be able to improve on their attitude as well. If the employee totally accepts the offer then it will mean that he has a positive attitude towards the organization however if the intention of the employee is to leave the organization immediately his or her co ntract ends then it might mean that he has developed negative attitude about the organization. Employee attitude thus will affect the way that an employee is motivated to do is tasks and how he will be productive (Bernerth, et al., 2007). The other ways in which an organization can look at employee attitude with regard to motivation is by asking them how they feel about their workstations, job description and working hours on a salary. These questions are also necessary to ask since they help in shaping up the organization behaviour of the firm and enables organizations to understand their employees more closely(Hofstede, 2001). Job Satisfaction According to Choi (2011), job satisfaction looks at the attitude an employee carries whenever they are working. This has to do with whether they feel overworked, exploited or treated well in their jobs. In most cases job satisfaction is about employees achieving what they desire in their Job description. According to literature, employees with good communication skills tend to gain more at their workplaces than those without(Nishii, et al., 2008). Other factors that will also be considered when discussing job satisfaction will look at the work environment that discusses supervision at work, standard operating procedures, working hours and policies in the organization(Snezana, 2007). The above factors will be will be used to determine whether employees are satisfied with the style of management, employee promotion, working policies and relationships with co-workers (Hart Cooper, 2001) When it comes to managing people in organizations job satisfaction will explore employee feelings ab out the work and how they perceive the way that they are treated in their places of work. This aspect is thus an affective and shall mostly look at the emotions of employees and the things they like and what they do not like(Festinger, 2007). This is thus the overall attitude with regard to the work that an employee is assigned. According to Guest (2008) it is important for managers to discuss negative and positive feelings that workers show when they are at work. For example, this can be observed through personal character. According to, Walumbwa, et al. (2010) managers are required to interact with employees and other workers. The companys standard operation procedures should also be design in a manner that it enables employees accept and live by the working conditions. It is important that employers put in place aspects that can encourage an employee to hold a positive attitude towards work and the level of satisfaction which also looks at the way that he or she is going to conduct oneself in the organization. According to (Grigaliunas Herzberg, 2007) the advantages of ensuring employees are satisfied with their place of work will result in to high performances by employees and increase turnover for the organization(Armstrong Taylor, 2014). The areas are very important in the behaviour of organizations. Increased performance of employees in an organization like hospitality for example, can only be realised if employee are well motivated(Choi, 2011). When this is realised then the company will also reduce the cost of employee turnover and recruitment and training costs. Theory of Motivation and Job satisfaction The satisfaction of an employee at work is a challenging concept for any manager and is not easily measured, this could be slightly different from employee motivation. However the two go together. Employee job satisfaction will look much more at the personal attitude with regard to the way that employees feel about their current job description. These factors can be quantitative or qualitative, organizational or personal motivation which directs to job satisfaction in the organization (Hecht, et al., 2010). According to the Motivator Hygiene theory by Frederick Herzberg, (2007) the satisfaction of an employee or dissatisfaction will look at factors which are both external and internal in nature. Such factor are very important since the enable organizations to understand attitudes that employeees form with regard to work. Internal factors for example, will be related to the department the employee works in. for example the kind of powers that the employee is allowed to exercise, job description and the kind of supervision excercised in the organization(Armstrong Taylor, 2014). In this regard, motivation will be the main factor that would be looked at by an employee when they are looking forward to peforming their tasks. Hygienic or external factor on the other hand will have more to do with the employees work environment in all aspects. For example, it is likely that an employee may not be satisfied with the work policies in the organisaiton, the salary allocation, interpersonal relatio ns or the working hours and leave days. The theory of motivation states that factors which are important in employee motivation will look at job satisfaction as well(Hill, et al., 2014). In another view by Darwish (2000), job satisfaction does not always have to do with the single view by various dimensions of work as well. However, there is quite a very unique relationship when exploring employee motivation in different aspects. For example, in one organization, there could be employees who are not satisfied with a certain area of their job but are happy about the salary. This means that for these workers, though the job may not be as welcoming as such, they are motivated to continue working due to the kind of salary allocated for the work. This proves that different levels of satisfaction may not really affected the way that employee is motivated to work with regard to individual, cultural and organizational factors(Loon, et al., 2015). This means that it is very important for managers to ensure differences which exist between employees and the organization and what they feel with regard to how they are supervised at work, working hours, increment of salary and other policies in the organization. Employee motivation will be important factor in shaping them up to what they need to be as employees and make then find satisfaction in the way they do their work. This is due to the fact that, organization behaviour will shape up employees to the effect that they are able to realise positive results and also improve their internal and external view of the organization. It is also important to note that employees in organization are only able to act on the basis of what they see as being the right thing to do in the organization. The basic reason for this is to be able to understand how different work situations will motivate an employee and increase production in the company. This means that, as employees are able to bring their perception closer to the reality of the organization, the will be able to know what to know with the organization and what to do with themselves within the organization. It is also important that each employee shares with the management of the organization about what they expect from the organization so that managers are able to put in place mechanisms that look in to their concerns as well as the needs of their organization. Employee motivation thus determines the performance at work, according to Snezana (2007), the relationship between employee motivation and the employee performance is more complicated and may not usually lead to the other. It is also not fair to assume that employee motivation will eventually result to performance(Harris, et al., 2012). For example, when an employee is rated as an average performer it does not mean that if motivated he may do more. Other factors come in such as knowledge and work experience(Hackman Katz, 2010)(H.Zhao Seibert, 2006). Employee motivation and performance has a very challenging relationship that need to be explored more deeply. According to the Hawthorne studies carried in 1930, a researcher looked at the effects of employee attitude for example, and the way that this affected performance (Loon, et al., 2015). It was found that employee motivation and performance can be seen through believing that performance can change employee attitude thus increase motivation for the employee. This is due to the fact that increased performance at work eventually leads in to high social and economic regard for the employee, which is a major factor for motivation(Bernerth, et al., 2007). (Armstrong Taylor, 2014). Employee motivation will also affect the behaviour of people in the organization as it is the major determinant in the way people are productive in the organization. A well-motivated employee will always perform his or her task with a positive regard. This will be seen in the way that employee is able to meet deadline schedules, comes early at work and is in good relationship with his or her peers. When there is much motivation at work, even other employees will that the organization with the same attitude which improves the general organizational behaviour. Employees will also be able to perform much more when there is general attitude at the workplace that encourages positivity through sharing experiences in each aspect of the job(Hecht, et al., 2010). Also according to the motivation theory, employee motivation will affect the general employee turnover. But it is important that the firm considers other factors which will also come in play like the current conditions in the market, work tenure, alternative job opportunities economic situations and salary scale of the organization. These are some of the main factors that can lead to the employee seeking an alternative employment. Grigaliunas Herzberg (2007), supports this argument when he reiterates that the major reasons that employee leave organizations is due to lack of motivation which affects the employee. However, for other aspects of the organisaiton, this may not really be affective. The same issue is observed even with poor perfromers who may not be taken in other organizations hen they are not motivated to work in the current job(Darwish, 2000). It is a common observation for an unmotivated employee to constantly withdraw from their daily work duties. An employee who is not well motivated is most likely to quite the job at the end of the day or immediately he gets a new placement. There is a very clear relationship between a low performing employee and motivation at work (Festinger, 2007). This is also seen in other forms of work withdrawals like abuse of drugs, lateness, grievances, excuses not to come to work, work theft and early call for retirement. It is also important to remember that employee motivation can also lead to the defiance within workplaces where employees come together in unions and fight out the current administration who may not have listened to their grievances. Such issues may include long working hours, the work policies, lack of employee promotion and other aspects of motivating employees (Bernerth, et al., 2007). In this regard, the organization is likely to find employees teaming up in protest of dissatisfaction of their job descriptions and protesting work relationship with supervisors or long hours. Conclusion In conclusion organization behaviour is influenced by factors such as employee motivation which ensures that there is maximum performance. It is important for managers in organization to look at determinants of employee motivation and make sure that this is exercised at all times. Some of the issues that are worth remembering would be first of all to put in place job description that do not exploit employees. It will also be important that employees are given opportunities for promotion, salary increment, are allowed to form unions and often are given leave days and day off. It is also important that managers make the work environment friendly for employees by not being too strict for them or too lenient for them to not feel as if they are valued in the organization. References Armstrong, M., 2012. Armstrong's handbook of management and leadership: developing effective people skills for better leadership and management. s.l.:Kogan Page. Armstrong, M. Taylor, S., 2014. Armstrong's Handbook of Human Resource Management Practice: Building Sustainable Organizational Performance Improvement. s.l.:Kogan Page; Thirteenth Edition edition. Benn, S. Bolton, D., 2011. Key Concepts in Corporate Social Responsibility. 1st ed. NY: SAGE Publications Ltd. Bernerth, B. 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