LABOR UNION, LAUNCHED IN 1866, AND THE KNIGHTS OF LABOR, WHICH REACHED

LABOR UNION, LAUNCHED IN 1866, AND THE KNIGHTS OF LABOR, WHICH REACHED ITS ZENITH IN THE MID-1880S. ON THEIR FACE, THESE REFORM MOVEMENTS MIGHT HAVE SEEMED AT ODDS WITH TRADE UNIONISM, AIMING AS THEY DID AT THE COOPERATIVE COMMONWEALTH RATHER THAN A HIGHER WAGE, APPEALING BROADLY TO ALL PRODUCERS RATHER THAN STRICTLY TO WAGEWORKERS, AND ESCHEWING THE TRADE UNION RELIANCE ON THE STRIKE AND BOYCOTT. BUT CONTEMPORARIES SAW NO CONTRADICTION: TRADE UNIONISM TENDED TO THE WORKERS'' IMMEDIATE NEEDS, LABOR REFORM TO THEIR HIGHER HOPES. THE TWO WERE HELD TO BE STRANDS OF A SINGLE MOVEMENT, ROOTED IN A COMMON WORKING-CLASS CONSTITUENCY AND TO SOME DEGREE SHARING A COMMON LEADERSHIP. BUT EQUALLY IMPORTANT, THEY WERE STRANDS THAT HAD TO BE KEPT OPERATIONALLY SEPARATE AND FUNCTIONALLY DISTINCT. DURING THE 1880S, THAT DIVISION FATALLY ERODED. DESPITE ITS LABOR REFORM RHETORIC, THE KNIGHTS OF LABOR ATTRACTED LARGE NUMBERS OF WORKERS HOPING TO IMPROVE THEIR IMMEDIATE CONDITIONS. AS THE KNIGHTS CARRIED ON STRIKES AND ORGANIZED ALONG INDUSTRIAL LINES, THE THREATENED NATIONAL TRADE UNIONS DEMANDED THAT THE GROUP CONFINE ITSELF TO ITS PROFESSED LABOR REFORM PURPOSES; WHEN IT REFUSED, THEY JOINED IN DECEMBER 1886 TO FORM THE AMERICAN FEDERATION OF LABOR AFL. THE NEW FEDERATION MARKED A BREAK WITH THE PAST, FOR IT DENIED TO LABOR REFORM ANY FURTHER ROLE IN THE STRUGGLES OF AMERICAN WORKERS. IN PART, THE ASSERTION OF TRADE UNION SUPREMACY STEMMED FROM AN UNDENIABLE REALITY. AS INDUSTRIALISM MATURED, LABOR REFORM LOST ITS MEANING - HENCE THE CONFUSION AND ULTIMATE FAILURE OF THE KNIGHTS OF LABOR. MARXISM TAUGHT SAMUEL GOMPERS AND HIS FELLOW SOCIALISTS THAT TRADE UNIONISM WAS THE INDISPENSABLE INSTRUMENT FOR PREPARING THE WORKING CLASS FOR REVOLUTION. THE FOUNDERS OF THE AFL TRANSLATED THIS NOTION INTO THE PRINCIPLE OF PURE AND SIMPLE UNIONISM: ONLY BY SELF-ORGANIZATION ALONG OCCUPATIONAL LINES AND BY A CONCENTRATION ON JOB-CONSCIOUS GOALS WOULD THE WORKER BE FURNISHED WITH THE WEAPONS WHICH SHALL SECURE HIS INDUSTRIAL EMANCIPATION. THAT CLASS FORMULATION NECESSARILY DEFINED TRADE UNIONISM AS THE MOVEMENT OF THE ENTIRE WORKING CLASS. THE AFL ASSERTED AS A FORMAL POLICY THAT IT REPRESENTED ALL WORKERS, IRRESPECTIVE OF SKILL, RACE, RELIGION, NATIONALITY, OR GENDER. BUT THE NATIONAL UNIONS THAT HAD CREATED THE AFL IN FACT COMPRISED ONLY THE SKILLED TRADES. ALMOST AT ONCE, THEREFORE, THE TRADE UNION MOVEMENT ENCOUNTERED A DILEMMA: HOW TO SQUARE IDEOLOGICAL ASPIRATIONS AGAINST CONTRARY INSTITUTIONAL REALITIES? AS SWEEPING TECHNOLOGICAL CHANGE BEGAN TO UNDERMINE THE CRAFT SYSTEM OF PRODUCTION, SOME NATIONAL UNIONS DID MOVE TOWARD AN INDUSTRIAL STRUCTURE, MOST NOTABLY IN COAL MINING AND THE GARMENT TRADES. BUT MOST CRAFT UNIONS EITHER REFUSED OR, AS IN IRON AND STEEL AND IN MEAT PACKING, FAILED TO ORGANIZE THE LESS SKILLED. AND SINCE SKILL LINES TENDED TO CONFORM TO RACIAL, ETHNIC, AND GENDER DIVISIONS, THE TRADE UNION MOVEMENT TOOK ON A RACIST AND SEXIST COLORATION AS WELL. FOR A SHORT PERIOD, THE AFL RESISTED THAT TENDENCY. BUT IN 1895, UNABLE TO LAUNCH AN INTERRACIAL MACHINISTS'' UNION OF ITS OWN, THE FEDERATION REVERSED AN EARLIER PRINCIPLED DECISION AND CHARTERED THE WHITES-ONLY INTERNATIONAL ASSOCIATION OF MACHINISTS. FORMALLY OR INFORMALLY, THE COLOR BAR THEREAFTER SPREAD THROUGHOUT THE TRADE UNION MOVEMENT. IN 1902, BLACKS MADE UP SCARCELY 3 PERCENT OF TOTAL MEMBERSHIP, MOST OF THEM SEGREGATED IN JIM CROW LOCALS. IN THE CASE OF WOMEN AND EASTERN EUROPEAN IMMIGRANTS, A SIMILAR DEVOLUTION OCCURRED - WELCOMED AS EQUALS IN THEORY, EXCLUDED OR SEGREGATED IN PRACTICE. (ONLY THE FATE OF ASIAN WORKERS WAS UNPROBLEMATIC; THEIR RIGHTS HAD NEVER BEEN ASSERTED BY THE AFL IN THE FIRST PLACE.) GOMPERS JUSTIFIED THE SUBORDINATION OF PRINCIPLE TO ORGANIZATIONAL REALITY ON THE CONSTITUTIONAL GROUNDS OF TRADE AUTONOMY, BY WHICH EACH NATIONAL UNION WAS ASSURED THE RIGHT TO REGULATE ITS OWN INTERNAL AFFAIRS. BUT THE ORGANIZATIONAL DYNAMISM OF THE LABOR MOVEMENT WAS IN FACT LOCATED IN THE NATIONAL UNIONS. ONLY AS THEY EXPERIENCED INNER CHANGE MIGHT THE LABOR MOVEMENT EXPAND BEYOND THE NARROW LIMITS - ROUGHLY 10 PERCENT OF THE LABOR FORCE - AT WHICH IT STABILIZED BEFORE WORLD WAR I. IN THE POLITICAL REALM, THE FOUNDING DOCTRINE OF PURE-AND-SIMPLE UNIONISM MEANT AN ARM''S-LENGTH RELATIONSHIP TO THE STATE AND THE LEAST POSSIBLE ENTANGLEMENT IN PARTISAN POLITICS. A TOTAL SEPARATION HAD, OF COURSE, NEVER BEEN SERIOUSLY CONTEMPLATED; SOME OBJECTIVES, SUCH AS IMMIGRATION RESTRICTION, COULD BE ACHIEVED ONLY THROUGH STATE ACTION, AND

When to Use the Words A, An, and And

When to Use the Words A, An, and And A and an are two forms of the same word. The conjunction and is a different word altogether. Use the  indefinite articles a and an before nouns: a before a noun that begins with a consonant sound (a doctor, a horse, a university); an before a noun that begins with a vowel sound (an envelope, an hour, an umbrella).  And is a coordinating conjunction: use it to join words, phrases, and clauses. Examples Every minute felt like an hour, and every hour felt like a day.Love is not a feeling. Love is an action, an activity. (M. Scott Peck)For lunch, she had an apple, a carrot, and a European oyster.Betty is an honorary member of the Lollipop League.Shyla and I were sitting at a table with an energetic clown and a rowdy little girl. Usage Notes on When to Use A or  An A HistorianPeople worry about whether the correct article is a or an with historian, historic, and a few other words. Most authorities have supported a over an. The traditional rule is that if the h- is sounded, then a is the proper form. . . . This is not a new rule. Even the venerated language authority H.W. Fowler, in the England of 1926, advocated a before historic(al) and humble. (Bryan A. Garner, a. A. Choice Between a or an. Garners Modern American Usage.  Oxford University Press, 2003)A and An Before AbbreviationsA minor complication arises with some abbreviations. Do you write, He received a M.A. degree or an M.A. degree? Do you write, a N.Y. Central spokesman or an N.Y. Central spokesman? The test is how people say or read such designations. M.A. registers with most people as alphabetical letters, not as Master of Arts; hence, an M.A. degree is proper. On the other hand, N.Y. Central is instantly translated by the mind into New York Central; it would not be read as En Wye Central. Therefore, a N.Y. Central spokesman is proper. (Theodore M. Bernstein, The Careful Writer: A Modern Guide to English Usage, Simon Schuster, 1965) Practice Exercise Fill in each blank with either a, an, or and. (a) Writing is just having ______ sheet of paper, ______ pen, ______ not a shadow of ______ idea what you are going to say.(b) ______ good coach is ______ understanding tyrant ______ a hard-headed friend. Answers to Practice Exercises: A, An, And (a) Writing is just having  a  sheet of paper,  a  pen,  and  not a shadow of  an  idea what you are going to say.(b)  A  good coach is  an  understanding tyrant  and  a hard-headed friend.

Demand and Utility Essay Example | Topics and Well Written Essays - 500 words

Demand and Utility - Essay Example If to look at the demand of expensive houses, demand is affected by the situation on the stock markets - if people do not have the need to buy another house, they would consider the option of investing the money into real estate or stock market to gain the profits in the short term. If the consumer wants to get the long term profits, he would invest into luxury products and the demand will go up. The decreased demand leads to the decreased supply of the luxury goods and increased supply of the goods aimed at middle-income people. As the result, the companies tend to introduce products that are more innovative and cheaper. The luxury goods are still desired, but less demanded and less purchased. However, when people buy luxury goods as the mean to show their social standing, the supply will not be affected because the demand stays the same as well. Looking at the never decreasing supply of the luxury high-end clothes, it is possible to say that the supply of expensive cloth will never go down and it is not affected by any economic factors. The demand of luxury electronics depends on the desire of potential customers to change their old devices on the new as well as on the price of the new devices.

Hong Kong film Essay Example | Topics and Well Written Essays - 1250 words

Hong Kong film - Essay Example This research will provide you a ability to examine the workings and products of the creative and hugely accepted current Hong Kong film industry, contribution you the chance to investigate your interests about the connections among popular culture, national personality, and the commercial realities of filmmaking. All along the way we'll dissimilarity some Mainland Chinese film work with Hong Kong films to appreciate the complexities of the Mainland's sight of itself and of Hong Kong film industry. I have also focus to pursuing explore on the growing interface among the Hollywood and Hong Kong film industries, identifying and analyzing latest trends in mutually (moreover, the growing use of CGI in Hong Kong; the claim of Hong Kong construction methods to film series like the Matrix and Lord of the Rings trilogies), and will like tentative Hong Kong's advance to reinventing traditional accepted film genres. In this research I have argue a well-known question: what do we make of film as industrial product and film as cultural body For the purposes of this research on hong kong film culture I use 'film culture' in a limited sense to submit to film expenditure, or the globe of movement of the cinema between different audience groups. At the very beginning I hope to spot out that I create a number of statements, at times challenging ones, devoid of given that suitable clarifications or proof. This is suitable method to deal with hard problems. Though, It may be pardon for opting for the simple way out in the glow of the constraints of space. 'Kung Fu: Negotiating Nationalism and Modernity' According to the article writer movies, as a shape of art, too, exemplify the vision of its audiences. A few celebrate its charming originality; others derogate its delusive diversion. Whether optimistic or pessimistic, it is no doubt that cinematic vision possesses its exclusive meaning and its secure association by realism, mutually psychical and physical. In the late twentieth century, or to put it further exact, in the 70's, kung fu genre, pioneered by the unending star Bruce Lee, arose, moving a marvelous tempest in the movie industry. The vision of Bruce Lee's kung fu movies is clear, and has been discussed in numerous researches. For instance, David Desser, by analyzing "the heart of kung fu's fandom" in the United States, that is, "black youth in the inner city and the rural South", says that kung fu movies "was the genre of the underdog, the underdog of color fighting against colonialist enemies" . Or as experts has seen in Lee's kung fu globe, there exists the option of pol y-culturalism which "accepts the differences in cultural carry out" (Lee, Joanna Ching Yun,2002 , PP129-147). The desire, apparently an anti-colonial one, envisioned by Bruce Lee's kung fu movies is also one factor that contributes to its success. Though, as Joel Stein, the columnist of Time, scornfully comments on Bruce Lee's three free movies in America: one of which was unwatchably awful, the further two of which were watchably awful", the plot of kung fu movies is just droning, boring and unsurprising. In fact, what the audience actually loves concerning Lee's films is other than his thrashing up the Japanese or

Reflection on Clinical Placement

Reflection on Clinical Placement Clinical Placement Reflection 1 Communication with others within the clinical setting – this may include staff members, patients and relatives. From working within in a team I have learnt that communication in health and social care underpins everything that professionals do and can determine the quality of service that patients receive. Poor communication between members of inter-professional teams affects the quality of care patients receive and can result in any number of bad experiences for the patients. I’ve noticed that some of the factors that contribute to poor communication include the use of professional jargon, abbreviations and poor handwriting. Thus I made it a personal objective try and avoid these behaviours and if I did for example, use jargon I made sure its universal so that there is no miscommunication. Your ability to work within a team. During this time on placement I have been able to witness and participate in multidisciplinary team meetings and have also had the opportunity to work with different healthcare professionals such as physiotherapist and also have been involved in ward rounds with doctors and nurses. The ward I was placed had a great team. I always felt a part of the team, and that I was making a valuable contribution thanks to both my eagerness to take on anything they threw at me, and, their inclusiveness and supportiveness. I learnt that holding back and waiting for people to notice you is not a good strategy. Let everyone know that you’re interested every day, and opportunities will come your way. Your role and relationship with others within the clinical practice My role and relationship with others within the clinical setting was very important to me. It was important for me to build the team member relationship with others as it helps to establish a mutual understanding and trust with other team members. When reflecting upon my own strengths and weaknesses, in relation to my role and relationship with others, I feel that whilst I am beginning to acquire an in depth understanding of the role of the nurse in the care of the patient, I feel that I lack substantial knowledge of the roles of the other healthcare professionals that I work alongside in the care of these same patients. I have listed the priority of this as being medium to high as I feel that it is not possible to become an effective collaborative healthcare member without having an understanding of the roles of others with whom I am are working with. If there is a lack of understanding of the roles of others, I fee l that it would be difficult to see why they are involved in the care of my patient, or even when it is appropriate to involve other healthcare professionals, inevitably leading to the quality of the care for the patient to suffer. Thus I made it in my best interest to interact more with others during the placement so that I could work alongside them confidently and work towards the same goals. Your problem solving skills. Where possible give examples of how you have used these. Being in acute care setting, the kind of problem-solving that I did tend to be solving were immediate problems rather long-term problems. For example, patients who cant get up who needs to have a sponge and clean linens on their bed. However each patient is different and often I couldn’t just perform the task without thought. The process of problem solving has guided me in finding solutions to a problem. I have learnt that this process is effective and helps me make the right decisions. I have also learnt to reflect on my decision so that I can see if the decision was the best or not for the situation. To assist me in problem solving more complex situations, I asked my mentor to provide some problem solving stimulations to further develop my problem-solving skills which was very beneficial for my learning process. Your time management skills I learnt the importance of time management a lot during this placement. On one of the days, I did not wash my patient before 8:00 am in order to prepare her for her family visit later on that day. My patient’s 10:00 am Parkinson’s’ medication administration was delayed by 45 minutes because she was being washed at that time. This event occurred because I did not prioritize the tasks I had to complete during the day properly, and therefore I learned the importance of time management. If I had obtained nursing knowledge and familiarize myself with the daily routine care of the patient I could have handle my time more efficiently. After this event, I learned effective time management strategies to handle my time on clinical and I will definitely utilize the time managing strategies step by step from knowing , planning , prioritizing tasks, gaining support from other nurses, and being flexible with my tasks. Your ability to understand your competence and scope of practice It was important for me to have an understanding my own competence and scope of practice as it guides me to good clinical practice and the delivery of my care to my patients. As a student enrolled nurse, there were strict practice standards and regulations, especially when medication is involved and supervision from our mentor was required at all times. Reflecting back, there were situations where although the practice was within my scope of practice, the policy and procedures of the facility did not allow it thus it is important to understand and familiarize yourself with the policy and procedures of the hospital as well as working within your scope. How you adapt and use new technology and reflect on historical changes in nursing As I was quite young and I didn’t have any problems adapting and using new technology. It was very exciting seeing new technology as I believe it will greatly improve nursing practice and make it more efficient. Some of the new technologies I had the opportunities to use include new vital signs machine, lifting machines and computer programs that included online hospital policy and procedures and mims. All documentation was still hand-written and stored in folders. Historically, nursing documentation has been a hand- written. However, today facilities are now introducing new technology aimed to improve efficiency and effectiveness. Your competency in relation to your nursing skills Competency in relation to my nursing skills had a lot to do with my confidence. For me, confidence is an important aspect of the practice of nursing and plays a major role in development. After an incident, I recognised that despite my lack of confidence the skill set that required to be completed for a particular patient was within my scope of practice, within my ability and within my knowledge base. On reflection it is clear that my lack of confidence in my ability, when put ‘on the spot’ contributed to my feelings of inadequacy which affected my competency in relation to my nursing skills. Through reflection and use of a mentor I was able to clarify that my weakness was not my nursing skills or knowledge level but my inability to effectively perform when under close scrutiny, which in turn led to a lack of confidence in my skill level and clinical knowledge. To develop my confidence and communication skill I became pr oactive and requested the assistance of a senior clinical educator to critically assess my skills and knowledge base. By doing this I reinforced my knowledge and skills but more importantly developed self-confidence. My efforts in seeking assistance and assessment of my skills could be seen as a step in ‘becoming more independent’. By gaining input and validation from my clinical educator, I ensured that I was able to successfully utilize my nursing skills competently and independently. An overall reflection of the day and how you can use your reflection to improve your practice Upon starting this placement I didn’t really know what to anticipate as it was my first time in a hospital setting, so when I was asked about my expectations all I could say was â€Å"That I wanted to learn all I can† Thinking back on that not so confident response, now at the end of this placement, gives me good insight into how valuable this placement has been to my professional development. This placement gave me the opportunity to begin to see myself as a professional, as I gradually learnt how to think critically about the patient’s health and managing their care and needs. This led to my becoming increasingly confident in the role I was determined to fill. Although I feel that I have a long way to go in this endeavour and will always continue learning, I know that I have learnt a lot during my time at this placement. To further improve my practice, I will use refle ction as it enables me to solve problems or learn from actions through thinking consciously about an activity which would then enable me learn and develop. Clinical Placement Reflection 2 Communication with others within the clinical setting – this may include staff members, patients and relatives. During my placement I was in a stroke unit. Being on this unit, I worked with many clients who suffered from post-stoke symptoms and many had difficulty with speech. The experience helped me learn the importance of both verbal and non-verbal communication. As an aspiring nurse, I have to continuously sharpen my communication skills because I will be interacting with more diverse range of patients in the future. I have to be able to establish rapport with each new patient and I can do this by communicating with them. I must maximise my communication with my patients because I can do a lot of things by communicating such as motivate, empower, educate and understand my patients. Your ability to work within a team. Working in a team provides me with a great satisfaction. From this teamwork experience, I strongly feel the importance of teamwork in providing consistent care for patients. It taught me to interact with others and as an individual in order to work towards the same goal. I had witnessed examples of both good and poor inter-professional collaboration and communication whilst in practice and have reflected on those incidents. Also, being self-aware I found was not only essential to nursing as a basis for reflection but it also contributed to how I communicate with others and assisted me in developing inter-personal skills with our colleagues so that I could work better in a team. Your role and relationship with others within the clinical practice In order to work efficiently together, it was important to understand my role and the roles of others within the clinic setting. My professional relationships with others was good except with occupational therapist (OT) mainly because I never had a fully understand of their role. I felt more clarity was needed surrounding the role of the OT so I made the efforts to research and speak to some of the OT to find out about their roles. As a result I was able to witness some of their work and worked closely with them. Being professional relationships and understand the roles of others has also lead me to understanding about the unique qualities and skills that different professionals bring to the team. In learning about other team members roles, I was also able to enhance my own professional identity which made me comfortable in the clinical setting. Your problem solving skills. Where possible give examples of how you have used these. I was quite a confident problem-solving however there are times where I’m faced with a situation where I can identify the problem but I’m not able to come up with a solution due to lack of experience. For example performing venepuncture; the patient had very poor vein and my first attempt failed and was very demotivated. We were never taught in school on how to deal with bad veins except to have two attempts and have someone else do it if you fail. Determined to do the venepuncture successful, I suggested to my mentor, if I was able to pull the vein downwards to minimise the movement of the vein. With the approval of my mentor, I went in and was successful on my second attempt. Your time management skills Prioritizing is a necessary tool for effective time management thus I made sure I prioritize tasks from high to low priority order. However during this placement, a staff had questioned my time management skill because I choose to assist patient who was lying in a soiled bed over researching my medications that was due in half an hour. This experience made me question how I was prioritising my time management skills. I decided to reflect on experience, and I believe that the staff was wrong to question my time management skills. I had thought about which was the greater priority in this situation and I still believe that the patient was. If the same situation arose again I feel that I would not do anything different other than to speak up and justify my decisions. I recognize and knowledge Time management as an important skill in nursing and hope that my skills will further improve with practice. Your ability to understand your competence and scope of practice My ability to understand my competence and scope of practice is demonstrated through my clinical practice to safely provide care that is in accordance to the competency standards and actively informing others of my scope of practice. I always clarified what the specific activity or task details were from my mentor and obtained any additional information that I may need, such as facility policies or procedures. I also I made sure I expressed the concern to my mentor or educator. An example of this was my knowledge of medication. Although it was in my scope to administer medication, it was important that I do it competently with full understanding of the drug use and why the patient is receiving it. While it was in my scope, I lacked knowledge of the drug therefore I felt incompetent to administer it safely. For this reason, I made it my goal to research the medications prior to administration. How you adapt and use new technology and reflect on historical changes in nursing During my placement, I adapted well to the new technology. The ward I was on had new software integrated in their computers which allowed me to access patient results and continue my learning through web-based training programs and access to online medical dictionaries and mims. My experience using these was very positive and very efficient. Historically, nursing documentation has been a hand- written. This was still the case in the ward that I was working in. This form of documenting has provided good communication between health care professionals and plan of patient care for the patient for a long period however the increase of medical errors and miscommunication has driven facilities to introduce new technology aimed to improve this and the efficiency and effectiveness of clinical practice. Your competency in relation to your nursing skills Nursing competency requires accumulation of evidence based knowledge and skills, understanding of cultural diversity and the care provided. During clinical practice I used the ANMC competency standards to reflect on my own practice. Areas that I felt competent in was my providing care in a safely manner and my ability to address the physiological, psychological, physical, emotional and spiritual needs of the patients and significant others. In addition, I continued professional education in order to build up knowledge and skills that will be necessary in coping with the dynamic changes in healthcare. Continuing education ensures that my knowledge is current and level of competency is maintained at a satisfactory level. An overall reflection of the day and how you can use your reflection to improve your practice My last placement has proved to be a huge progress. Through observations and clinical practice, I managed to develop my nursing skills both as an independent learner, but also as a member of the health team. Having been assigned patient loads, research medications and or reflecting on how I went, I was able to employ a range of skills that could not have found a better environment to develop in; critical thinking and problem solving, working with others and time management are just few examples. I will continue to do reflective practice to evaluate any clinical incident, positive or negative to attempt to better understand and contemplate the events which have taken place, and the behaviour, emotions and actions of not only myself, but the patient and others involved at that time In doing so, It will increase knowledge surrounding that situation and my professional development.

Sales Report Example

Table of Contents Executive Summary3 Part 1: GSM Personnel Specification4 1. Experience4 2. Qualifications4 3. Required skills5 Part 2: Key issues and Recommendations6 1. Introduction6 2. Key issues6 2. 1 Motivation and job satisfaction6 2. 2 Recruitment and selection7 2. 3 Training and development7 2. 4 Key account management8 2. 5 Sales team structure8 3. Conclusion9 4. Recommendations10 4. 1 Change the reward system10 4. 2 Set up the formal recruitment and selection process11 4. 3 Set up a standardized training11 4. 4 Restructure the sales team with the new role of KAM13 . 5 Action Plan15 4. 6 Expected Outcomes16 5. Limitations17 6. Bibliography18 7. Appendices19 7. 1 The recruitment process19 7. 2 Sales people calculation19 Executive Summary The report is divided in two parts. The first part ‘Personnel Specification’ is aimed to identify the required main skills areas of the new GSM. Those are: * Five to eight years sales experience and management; * University degre e of business or marketing management; * Excellent and proven communication skills and interpersonal skills; * Ability to reate a work environment and culture to stimulate individual’s development and motivation; * Ability to negotiate and high levels in numeracy and literacy skills; * Personal traits: high motivation, ambition in sales, enthusiasm, full commitment, and ability to work under high pressure. The second part, which is the most important part of this report, consists two main sections: key issues and recommendations. The key issues have been identified through analyzing our current company’s situations and related theories.Those key issues are: * Low motivation and decreasing job satisfaction; * The lack of formal recruitment and selection process; * The lack of quantity and quality in training and development; * The missing role of Key Account Management in the sales operation; * The inappropriate sales team structure. Based on the analysis of key issues, the fully detailed recommendations are provided in the end of this report, following with an Action Plan and expected outcomes. Part 1: GSM Personnel SpecificationAccuClean is in crucial need of a new General Sales Manager, who will be in charge of the sales team in all regions and report directly to the Managing Director, Peter Ward. Our company is facing several leadership problems and lack of focus in sales team. The new GSM is expected to bring the new fresh leadership style and able to manage the sales team in all regions to achieve the highest performance and long-term development. The personnel specification of GSM will be illustrated in details. Experience The new GSM is expected to have at least 7 to 8 years sales experience, preferably in B2B market (CPSA, 2012; Myjobs, 2012; Reed, 2012).The experience in B2B sales market is very important for our company since our customers are ranging from small to large sized companies, and many of them are with us more than ten years. He/she has a minimum of 5 years experience in business management, marketing and sales strategies and planning, and financial oversight (Inc, 2012; Myjobs, 2012). With these experiences, the new GSM is able to diagnose the management problems within our sales operation, and bring in his/ her new approach in leadership style, in order to improve sales team’s performance as well as increase the motivation and satisfaction of sales people.However, we should be very flexible in selecting candidates based on experience. If a candidate had excellent qualifications regarding his/ her education and 2-3 years experienced, we should not exclude him/ her from our shortlist. The requirement of sales experience is likely to cause a problem of excluding potential candidates (Jobber and Lancaster, 2006). Qualifications The candidate needs to have Bachelor degree of Business or Marketing Management (CPSA, 2012). The university degree is necessary since the good educational background will h elp the new GSM a lot in management.Besides, the combination of education and experience for the GSM position is ideal for long-term development of our sales force. Required skills The new GSM is required to have excellent and proven oral communication skills (Inc, 2012). In addition, the candidate needs to prove his/ her skills in exceptional customer facing and interpersonal skills to enable difficult situations to be overcome successfully (JCT600, 2012). Communication skills are the most crucial qualities of sales people, especially sales manager (Jobber and Lancaster, 2006).Furthermore, the new GSM should be able to create a workplace environment and culture that allows all the sales people in the team to develop and excel their jobs (JCT600, 2012). This requirement is essential since the current leadership style in our sales operation does not seem to work very well and need a crucial change and improvement. The potential candidate is able to negotiate effectively and at the hi ghest level together with excellent numeracy skills and literacy skills (JCT 600, 2012). For both short-term and long-term development of our sales force, these skills are necessary.Besides, the most two important basic qualities that a good sales person must have are empathy and ego drive (based on the study of Mayer and Greenberg, 1964, cited in Donaldson, 2007). Empathy is defined as â€Å"the important central ability to feel as the other fellow does in order to be able to sell a product or service† (Donaldson, 2007, p. 60). Ego drive is a desire to want and need to make a sale (Donaldson, 2007). Both of these basic qualities are a must for our potential GSM since in order to be a good sales manager, he/ she should be a good sales person.Last but not least, we are looking for a new GSM with high motivation, ambition in sales, enthusiasm, full commitment, and ability to work under high pressure (Mathews and Redman, 2001, cited in Jobber and Lancaster, 2006). Part 2: Key is sues and Recommendations 1. Introduction Part 2 is aimed to illustrate the key issues regarding our sales operation in AccuClean. The analysis based on our current situation and theory is presented for every issue. Recommendations are coming in the end of this report, followed by the Action Plan and expected outcomes.All the key issues and recommendations are ordered according to its priority of taking urgent actions. Key issues 1. 1 2. 1 Motivation and job satisfaction Motivation is â€Å"the amount of effort that a salesperson expends on each activity or task associated with the job† (Donaldson, 2007, p. 230). Many factors are believed to cause positive motivation, such as monetary reward, workload, promotion, degree of recognition, supervisory behaviour, targets, and tasks (based on Adams’s inequity theory, Jobber and Lancaster, 2006).In AccuClean, the first factor that causes the low motivation in the sales team is bonus system, which is perceived by many staffs as unfair. The bonus system in AccuClean is set based on achieving a sales figure above the individual sales target, starting from 5% above target sales with a bonus of 5% basic salary. Last year, only nine sales people out of 71 have been able to achieve the bonus, which gives the evidence about the inappropriate bonus system. In addition, the salary is based on individual negotiations when they joined the company, which might lead to unfairness between individual sales people in the team.According to Vroom’s expectancy theory, it is assumed that â€Å"people’s motivation to exert effort is dependent upon their expectations for success† (Jobber and Lancaster, 2006). It means to what extent AccuClean sales people believe by working harder (increase effort), they will achieve 5% above target sales (high expectancy), and that higher sales will lead to higher salary – bonus of 5% of basic salary (high instrumentality), and higher salary is very important for t hem (high valence).Moreover, during the merger, there were several sales staffs left to join competitors, which may result from the lack of motivations. According to Herzberg’s motivation- hygiene theory, working conditions and company policies are two of the hygiene factors, which cause dissatisfaction, thus, lead to low motivation (Donaldson, 2007). Bonus as money is the only type of rewards that is used in AccuClean, nevertheless, there are many more types of rewards that could also be applied, in order to motivate various types of sales people.The suggested bonus system will be illustrated in the recommendation part in the end of this report. 2. 2 Recruitment and selection Bob Carter is in charge of the selection process for new sales people. However, he has no formal system for recruitment and selection as well as no job description. Formal selection process is crucially important to ensure the quality of sales persons, which can have a substantial effect on sales turnov er (Jobber and Lancaster, 2006). Furthermore, hiring a sales person is very costly, much more than the basic salary.Therefore, selecting the right person for the right position is essential, and can be achieved through setting up a formal selection procedure. Another problem is Carter’s way of selection – ‘he knows a good sales person as soon as he sees one’. This bias can harm the screening process, which is part of the recruitment process (see Appendix 5. 1). Either selecting the wrong person or dropping good persons is costly (Donaldson, 2007). Donaldson defines job description as the roles and duties attached to a specific position in the organization (2007).It is necessary for AccuClean to prepare job descriptions for any new positions in the sales team, to ensure the responsibility of each team members, thus, no role ambiguity can occur. 2. 3 Training and development Training is one way for sales managers to improve the performance of the sales peopl e under their controls, broadly to meet the company objectives (Donaldson, 2007). Training and development for sales people in AccuClean are lacked due to several reasons. Any trainings or development relies on the management style and differs in every ASM.There is no formal training process since Carter believes that sales people learn best ‘on the job’. Indeed, there are many kinds of training, which includes individual on-the-job training as Carter’s opinion (Donaldson, 2007). However, good trainings can also be achieved through company-specific programs that are organized in a standardized and professional manner. The irregular and occasional training sessions, usually occur when introducing new products (currently in AccuClean), might lead to the lack of knowledge about products and new skill practices.As the merger of one cleaning chemicals and the other in cleaning machinery, training should have been taken at the early stage of the merger, in order to sup port sales people in both companies about the company objectives and targets, the knowledge of different and new products, competitors and their products, selling procedure and techniques (Jobber and Lancaster, 2006). 2. 4 Key account management Area sales teams are responsible for all accounts regardless their size and importance.The treatment for key accounts, medium-size accounts or small accounts is much dependent on each ASM’s view, its current mix of accounts in the area and experience. There are in fact 21 customers; each has accounts worth over ? 4 million. Those customers are important to our business and need to be prioritized as key accounts since the loss of even one of them would significantly cause a radical drop in sales and profits (Jobber and Lancaster, 2006). Key account management seems currently necessary, in order to serve our key customers with special treatment in all areas of marketing, administration, and service (Jobber and Lancaster, 2006).In additi on, key account management will help to develop a close relationship between our company as supplier and our customers, in order to enhance the communication and co-ordination between us, thus, create more in-depth penetration of DMU, which includes push and pull opportunities for buying decisions (Jobber and Lancaster, 2006). 2. 5 Sales team structure The sales territories of AccuClean, which are merely geographic based, have not been changed since the merger. Geographic structure is traditional and the most widely used type of sales organization in the UK.It has several advantages such as simplicity, shorter journey times, low travel costs, and less potential for conflicts over responsibility (Donaldson, 2007). However, geographic structure has some drawbacks, which might influence to the effectiveness of the sales team and its management. Examples of disadvantages are the need to sell full range, broad expertise needed, and overhead costs for more layers of management evolved (Do naldson, 2007). In order for the sales team to work more productively and better management, it is necessary to make some changes concerning our sales team structure (see Recommendations, section 4).The number of sales people in AccuClean is currently more than necessary, compared to the number of customers. Figure 1 illustrates the current sales people in each ASM as well as the actual needed sales people based on the number of customers in each area. Territory| Number of customers| Current number of sales people| Actual number of sales people| Spare sales people| Midlands| 1973| 26| 18| 8| South| 1545| 22| 14| 8| North| 1196| 16| 11| 5| Scotland/ North Ireland| 499| 7| 5| 2| UK total| 5264| 71| 47*| 24*|Figure 1: Number of Sales people (* approximate number) 1 2 Conclusion Five key issues that have been listed and analyzed above are low motivation and decreasing job satisfaction, informal recruitment and selection process, unstandardized and the lack of regular training, the lack of key account management, and the ineffective sales team structure. Those issues are the most urgent in AccuClean that need to be solved as soon as possible, in order to improve the sales team to work more effectively. Recommendations 4. 1 Change the reward systemBonus (monetary reward), which is the only form of reward using in AccuClean, shows its limitation, therefore, improving the bonus system is crucial. The starting point of 5% should be set lower and dependent on different products and accounts. There should also be other chances to get commission, which can be based on the annual sales revenue and profits. In addition to the monetary reward, AccuClean can apply many other types of rewards such as promotion or workload (based on Adam’s inequity theory, Jobber and Lancaster, 2006).Not all sales people highly value money; some of them might place higher value on promotion, responsibility or recognition. Thus, the variable of rewards will motivate different type of sale s people, in order to maximize the expectancy and value of reward (Vroom’s expectancy theory, Jobber and Lancaster, 2006). A study of sales force practices by Chartered Institute of Marketing showed that sales people are mostly motivated by individual meetings with supervisor to discuss career, job problems, etc. The second ranked motivating factors is ‘regular accompaniment in the field by the sales manager’ (Jobber and Lancaster, 2006).These methods of improving leadership style should be aware by ASMs and higher management. 4. 2 Set up the formal recruitment and selection process The formal recruitment process is proposed as below (according to Jobber and Lancaster, 2006, p. 384). Bias in selecting applicants should be minimized by carefully preparing job description and personal specification. Of course, the experience of employer should be used during the selection process. However, those five steps above should be strictly followed to avoid any mistakes dur ing recruitment. 4. Set up a standardized training Good training programs will help to equip our sales people with sufficient knowledge and skills. Besides, it plays as a motivation factor for sales people and positively influences the job satisfaction. 4. 3. 1 When should our company train our sales employees? According to Donaldson (2007, p. 208), the training should be held properly when: * New sales person is recruited * A sales person takes on a new territory * New products * New business, new market segments * Company new policies or procedure * Selling habits are poor or inappropriate An individual is being considered for promotion The sales techniques are very important to train all sales people in the organization (69% of North European firms providing sales techniques training). The market and customer knowledge is also essential in training (42% of firms providing this, based on Roman and Ruiz, 2003, cited in Donaldson, 2007). 4. 3. 2 Who should do the training? Sales tra iner can be senior managers (i. e. ASMs, GSM), technical specialists (from Production department), external specialists, or inside experienced sales people (i. e. from other ASMs).In many cases, training is more likely to be provided by inside company specialists, who not only have the best understanding about the organization and individual needs, but also can tailor training programs to suit both internal and on-the-job requirements (Donaldson, 2007). 4. 3. 3 Where should training be done? The training can be organized in internal single location (different ASMs), a centralized external location or a decentralized location (on the job). It depends on the purpose of training and variable factors to decide where to hold the training.Below is the nine possible options that are proposed by Donaldson (2007, p. 210). 4. 3. 4 What methods of training should be used? Lectures, films, role playing, case studies, or in-the-field training are options of training methods (Jobber and Lancaster , 2006). Each has its advantages and limitations. The point is how to use them properly for different training purposes, in order to achieve the best results and highest satisfaction of participants. 4. 4 Restructure the sales team with the new role of KAM New proposed sales team structure is presented in Figure 2 with two radical changes. ASM North and ASM Scotland will be combined into Regional Sales Manager of North and Scotland * Key Account Manager is added to our sales team structure as one independent function Figure 2: Sales Team Structure (proposed) The Regional Sales Managers are formed to ensure the number of sales people is interrelated to the number of customers in each region. The number of customers in the North and Scotland, which is 1196 and 499 respectively, is much fewer than the number of customers in Midlands and South (1973 and 1545 respectively).Therefore, it is appropriate to merge two ASMs North and Scotland together, in order to enhance the performance in t he broader area, and increase the influence on organization’s decision-making of sales people in the North and Scotland area. The Key Account Manager is added to be in charge of all key accounts in the whole UK. KAM’s responsibility is to manage all sales people, who are managing those key accounts in different regions. Moreover, KAM is also responsible for potential key accounts and complex DMUs. The communication and leadership style are crucially important to be successful in managing sales people in different areas.Monthly meeting can be organized and the advanced record system (computer based) should be built up to develop the whole sales team’s communication flows in long-term. This proposed sales team structure is based on all forms of selling simultaneously: KAM for very big accounts, general territory representatives (Regional Sales Managers) for the medium and small- sized accounts (Jobber and Lancaster, 2006). The number of sales people in AccuClean i s currently more than necessary, as calculation based on the current number of customers. In fact, it is difficult to get rid of 24 sales people at once, and should not be done in that way.AccuClean can evaluate sales people in the whole company by their performance, motivation and achievement in past years. In a period of 12 months, it is expected to dismiss six sales people. After two years, 12 sales people in total will be fired. AccuClean may attract more customers in the future and need more sales people; therefore, it is dependent on the situation at the time to decide how many more sales people have to leave. 4. 5 Action Plan 4. 6 Expected Outcomes Limitations The merger of two ASMs North and Scotland into one Regional Sales might cause problem in the span of control.The new RSM will manage 20-23 sales people, which might lead to the role ambiguity and lack of coaching and supervision. The Action Plan illustrates many tasks that need to complete in the first year, thus, it mi ght be very challenging in the first year for the new GSM. It is a tough decision to fire some sales people in the next two years. It might cause several problems within the sales team concerning rumours or miscommunication. Therefore, it is necessary to have a serious evaluation based on a formal checklist and consultancy from different people in the team.Furthermore, the training needs to be held at the beginning of the year, to inform the sales team about new changes, thus, reduce miscommunication. Bibliography CPSA (2012) Sales Manager Job description [Online]. Available from :< http://www. cpsa. com/pdf/src/tools/Sample%20Sales%20Manager%20Job%20Description. pdf> [Assessed 16 December 2012]. Donaldson, B. (2007) Sales Management. 3rd ed. NewYork: Palgrave MacMillan. Inc (2012) General Manager Job description [Online]. Available from :< http://www. inc. com/tools/general-manager-job-description. html> [Assessed 16 December 2012].JCT 600 (2012) General Sales Manager Job descripti on [Online]. Available from :< http://www. jct600. co. uk/data/cm/careers/1028. pdf> [Assessed 16 December 2012]. Jobber, D. And Lancaster, G. (2006) Selling and Sales Management. 7th ed. England: Pearson Education Limited. Myjobs (2012) Senior Sales Manager (Oil Machinery) [Online]. Available from :< http://myjobs. classifiedpost. com/index. php/Job-Search/ENGINEERING-GENERAL-BUSINESS-DEVELOPMENT-ACCOUNT-MANAGEMENT-Job-Description/SENIOR-SALES-MANAGER-OIL-MACHINERY/597925> [Assessed 16 December 2012]. Reed (2012) General Manager – Milton Keynes [Online].Available from :< http://www. reed. co. uk/jobs/general-manager-milton-keynes/22306659#/jobs/general-sales-manager-in-milton-keynes> [Assessed 16 December 2012]. Appendices 3 4 7. 1 The recruitment process 7. 2 Sales people calculation The Figure 1 calculation will be illustrated in details as below. Based on: Number of sales people = (Number of customers x Number of call pa) / (number of calls per day x Number of working day s per year) Suppose there are 225 work days per year, 12 times calling per customer per year (once a month) Each sales person supposes to make 40 calls per week, 10 of those are to be made to prospects.Therefore, each sales person has to make: (40-10)/5 = 6 calls per day. * Number of sales people in Midlands = (1973 x 12) / (6 x 225) = 18 * Number of sales people in South = (1545 x 12) / (6 x 225) = 14 * Number of sales people in North = (1196 x 12) / (6 x 225) = 11 * Number of sales people in Scotland/ North Ireland = (499 x 12) / (6 x 225) = 5

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