Relocating Margaret Thatchers in the Workplace Essay Example for Free

Relocating Margaret Thatchers in the Workplace Essay Working environments are dimensions in which the individual’s skills, talents and production capabilities are put into the test. The war-like situation manifested in corporate arenas continues to post a challenge to each and every individual. It is a legitimized jungle wherein only the strong remains and the weak perish. Thus, for every struggle that is addressed, this spells sweet victory for the triumphant warrior. It is for this aspect that Karsten described the workplace a source of one’s â€Å"sense of self, power and prestige (162). † As the individual continue to climb the corporate ladder, his or her â€Å"sense of self, power and prestige (Karsten 162)† continue to increase. This is most especially true in scenarios wherein leadership roles are assumed and performed. However, a critical examination shows that holding power, garnering respect and expressing authority have exclusively remained in the hands of men. The opportunity to lead has been an exclusive right of males and women, despite of the strong campaign to uphold equality, are continuously pushed to the periphery. Women leadership remains a critical issue in the corporate environment. Despite of the efforts to render equal opportunities to both men and women, the actions taken, remained futile. Women as leaders are still seen from a derogatory perspective. As Spade and Valentine described, work places are no less than â€Å"gendered institutions† that operate under â€Å"inequality regimes (341). † Under this context, it can be argued that the so-called â€Å"inequality regimes† mentioned in this discussion, is no less than the hegemonic and oppressive patriarchal orientations that are highly manifested in various work spaces. Drawing on Dahrendorf’s distribution of power and authority (Lemell Noll, 52), it is evident that many working environments deprive women from having equal chances or access to positions that demand an exercise of power and control. Also, power legitimacy as for the case of women leaders are often questioned or blatantly ignored. While it is true that women have managed to acquire managerial positions, Ely et. al expressed that only 1 % of these females are CEOs of Fortune 500 companies or establishments (161). Likewise, Ely et. al mentioned that in terms of governmental positions and functions, only a small percentage of women can be observed. The seemingly under representation and to a certain extent—total absence of women leaders in the corporate world is triggered by society’s patriarchal culture. The practices seen in the business world reflect the manipulative and discriminating orientation of the patriarchal system. Under this context, societal roles and functions are highly determined by gender. Men are seen as the stronger sex whereas women are the exact opposite. Women are constantly confined into domestic roles. They are mothers and wives whose values and worth are best exemplified in the bedroom and kitchen. Thus, their entries into the workplace or business environments are often seen as a threat. In addition to that, this scenario highly contradicts the so-called â€Å"normative behaviors (Ridgeway 223)† of world. Leadership in business environments translates to performing firm decision, asserting authority and showing direct control, if necessary. Needless to say, these traits or characteristics are often played or portrayed by men. On the other hand, the idea of being a mere â€Å"follower† is relegated to women. Therefore, in the event wherein a woman leader practices authority, utilizes power and make decisions, these scenario is immediately dismissed as a violation of the canonical norms not only of the workplace, but also of the overall social structure (Ridgeway 223). The problem with women executives or leaders is that their socially-constructed roles are mixed with their corporate or work-related functions. The merit of their leadership skills and capabilities are based on how well they perform their overtly stereotyped duties and obligations. When women act like leaders, the patriarchal system immediately questions their efficiency via insisting the women’s highly biased and gender-based tasks (Ridgeway 223). As Ridgeway stressed, women leaders are initially seen as a woman, then a leader (223). Gender would always come first and leadership capabilities are only secondary. There are several ways in which women are prevented from acquiring leadership positions in the workplace. The first one is illustrated by the â€Å"glass ceiling concept (Goethals Burns 77). Under this context, women are blatantly deprived of acquiring leadership positions via unequal distribution of chances and opportunities (Goethals Burns 77). This is despite of eliciting commendable work-related achievements and success. The glass ceiling acts as a barricade that prevents women from being hailed as managers and executives despite delivering good results and performances (Haslett, Geis Carter 128). In addition to that, it is also evident that women are placed into positions or departments in which they cannot possibly harness their leadership skills (Goethals, Sorenson Burns 77). They are subjected into roles that do not engage into actual corporate management and decision making. Therefore, in the event in which women are recommended for promotions, their skills and experience readily lag behind. Or in such cases, a woman must shoulder the entire burden of exerting efforts and energy to prove themselves, but with no assurance that they will be selected. But then again even if some women were able to secure their positions on the corporate hierarchy, Goethal, Sorenson and Burns shared that this is no less than a defense mechanism used to avoid accusations of gender discrimination and inequality (77). Aside from the glass ceiling, the persistence of the seemingly omnipotent â€Å"old boy network (Goethals, Sorenson Burns 77)† is also instrumental in the under representation of women leaders. A critical examination of the old boy network clearly shows the strong attempt of men to protect their own interests (Sanchez et. al 240). There is the intention to keep power in the hands of the few and eliminate new players. This basically explains the degree of favoritism in promotions. Men often receive high preference compared to women not because they are better or more productive. Instead, this is just a way to preserve the patriarchal rule. Since majority of senior executives are men, their power legitimacy is highly acknowledged and recognized. This kind of prestige is then used by males to control, manipulate and safeguard their interests. Thus, to ensure that their power and authority shall remain, these executives are more likely to choose male protegees—individuals, who like them, present a common set of beliefs, ideologies and value systems. Lastly, the limited access of women to building social networks lessens their chances of being corporate leaders (Goethals, Sorenson Burns 78). Goethals, Sorenson and Burns mentioned that â€Å"informal gatherings† is a way for women to connect with other individuals in the business organizations (78). It is through these activities that women can further improve their social and communication skills—two of the most significant traits that leaders should acquire. However, these opportunities are hardly given to women. Other than obstructing women to create meaningful relationships and camaraderie, this scenario also inhibits females from having their own mentors and role models (Klenke 185). Mentors and role models serve as a support system. Through them, valuable knowledge and insights are shared and transmitted. Mentoring relationships help potential leaders devise sound decisions and appropriate solutions. Unfortunately, this right is highly exclusive to men. The struggles and challenges faced by women leaders in the corporate system is yet another gender issue that should be readily addressed. Leadership roles should not be equated to gender-based functions. Equal rights and opportunities should be provided to both genders and should not be an exclusive privilege of men. It should be stressed and remembered that leadership efficiency is determined by skills and performances, never by gender. Works Cited Sanchez, Penny; Philip Hucles; Janis Sanchez-Hucles and Sanjay Mehta. â€Å"Increasing Diverse Women Leadership in Corporate America: Climbing Concrete Walls and Shattering Glass Ceilings. † Women and Leadership Transforming Visions and Diverse Voices Eds. Jean Lau Chin; Bernice Lott; Joy Rice and Janis Sanchez-Hucles. Massachusetts: Blackwell Publishing, 2007 Ely, Robin; Erica Foldy; Maureen Scully and The Center for Gender in Organizations Simmons School of Management. Reader in Gender, Work and Organization. Massachusetts: Blackwell Publishing, 2003 Goethal, George; Georgia Sorenson and James MacGregor Burns. Encyclopedia of Leadership. California: Sage Publications Inc, 2004 Haslett, Beth; Florence Geis and Mae Carter. The Organizational Woman. New Jersey: Ablex Publishing Corporation, 1992 Karsten, Margaret. Gender, Race and Ethnicity in the Workplace. Westport, CT: Greenwood Publishing Group, 2006 Klenke, Karin. Women Leadership. New York: Springer Publishing Company, 1996 Lemell, Yannick and Heinz-Herbert Noll. Changing Structures of Inequality: A Comparative Perspective. Canada: Mc-Gill Queen’s University Press, 2002 Ridgeway, Cecilia. Gender Interaction and Inequality. New York: Springer –Verlag New York Inc. , 1992 Spade, Joan and Catherine Valentine. The Ka

Women in the Work Force- 1960s Essay -- Essays Papers

Women in the Work Force- 1960s The 1960s were a time of social and political identification for American women. Despite the victory of voting rights, women still experienced discrimination in daily life. With the current millenium drawing to a close, women today still express concern of unequal treatment. It is important to glance backwards in history and remember the struggles that our mothers and grandmothers experienced. Thanks to the women of the past, women of the present are able to participate in politics and receive equal pay for equal jobs. The struggle continues, but we conquer more discrimination every year. It has always been a popular misconception that women are the weaker sex.1 This idea leads to the opinion that women can not possibly perform the same job requirements as men. Why should a woman seek further education when she cannot handle a job physically and psychologically in the male work force? A woman who does decide to work out of the home could not expect to earn as much as her male counterpart since she can not do the job nearly as well. History paints the picture of women staying home as homemakers where they belong. We see the ideal woman as June Cleaver from the TV sitcom Leave it to Beaver. A feminist author Betty Friedan wrote a best-selling book arguing that magazines, advertisements, educators, and social scientists portray women as happy as housewives.2The Feminine Mystique explained this portrayal of the trapped women into a life of raising children, taking care of the home, and giving no chance labor outside the home. Despite the expectation of women as homemakers, women broke free. They wanted to take more active roles in politics, society, and the work force. One arena of support cam... ... Jovanovich, 1987) p.236. 4 John Winters, Jr., http://nimbus.ocis.temple.edu/~rkarras/winters2.htm, Representation of Women in the 1960’s Civil Rights Movement. 5 See Robert L. Daniel, p.263. 6 See Robert L. Daniel, p.264. 7 See Robert L. Daniel, p.264. 8 See Robert L. Daniel, p.276. 9 See Robert L. Daniel, p.277. 10 See Robert L. Daniel, p.277. 11 See Robert L. Daniel, p.277. 12 See Robert L. Daniel, p.257. 13 See Robert L. Daniel, p.257. 14 See Robert L. Daniel, p.258. 15 See Robert L. Daniel, p.258. - Gabin, Nancy F. Feminism in the Labor Movement: Women and the United Auto Workers, 1935-1975. London: Cornell University Press, 1990. - Spain, Daphne and Suzanne M. Bianchi. Balancing Act: Motherhood, Marriage, and Employment among American Women. New York: Russell Sage Foundation, 1996.

Knowledge management and intellectual capital Essay

Knowledge is something that comes from information processed by using data. It includes experience, values, insights, and contextual information and helps in evaluation and incorporation of new experiences and creation of new knowledge. People use their knowledge in making decisions as well as many other actions. In the last few years, many organizations realize they own a vast amount of knowledge and that this knowledge needs to be managed in order to be useful. â€Å"Knowledge management (KM) system† is a phrase that is used to describe the creation of knowledge repositories, improvement of knowledge access and sharing as well as communication through collaboration, enhancing the knowledge environment and managing knowledge as an asset for an organization. Intellectual capital is considered as a key influencer of innovation and competitive advantage in today’s knowledge based economy. Knowledge management helps in obtaining, growing and sustaining intellectual capital in organisations. This paper focuses on how knowledge management and intellectual capital helps the organization to achieve their goals and as well as the relation between these two concepts. Key words: knowledge management, intellectual capital, organizational goals, benefits Introduction: Knowledge is something that comes from information processed by using data. It includes experience, values, insights, and contextual information and helps in evaluation and incorporation of new experiences and creation of new knowledge. Knowledge originates from, and is applied by knowledge workers who are involved in a particular job or task. People use their knowledge in making decisions as well as many other actions. In the last few years, many organizations realize they own a vast amount of knowledge and that this knowledge needs to be managed in order to be useful. Knowledge management is not one single discipline. Rather, it an integration of numerous endeavours and fields of study. Knowledge management is a discipline that seeks to improve the performance of individuals and organizations by maintaining and leveraging the present and future value of knowledge assets. Knowledge management systems encompass both human and automated activities and their associated artifacts. So, what is Knowledge? Knowledge is a fluid mix of framed experience, values, contextual information, expert insight and institution that provides an environment and framework for evaluating and incorporating new experiences and information. From this perspective, knowledge management is not so much a new practice as it is an integrating practice. It offers a framework for balancing the numerous of technologies and approaches that provide value, tying them together into a seamless whole. It helps analysts and designers better address the interests of stakeholders across interrelated knowledge flows and, by doing so, better enables individuals, systems and organizations to exhibit truly intelligent behaviour in multiple contexts. The reasons why companies invest in KM are that it either gives them a temporal effectiveness or efficiency advantage over their competitors, or they do it to try to negate the competitive advantage of others. For the purpose of this research, KM is defined to include the five fundamental processes of: (1) Knowledge acquisition (KA) (2) Knowledge creation (KC) (3) Knowledge documentation (KD) (4) Knowledge transfer (KT) and (5) Knowledge application (KAP) These five KM processes are not necessarily sequential but rather iterative and overlap. The effective management of knowledge necessitates a thorough understanding of the relationships not only among the KM processes themselves but also between the KM processes and the intellectual assets of an organization. Intellectual capital (IC): Intellectual capital can include the skills and knowledge that a company has developed about how to make its goods and services. It also includes insight about information pertaining to the company’s history; customers; vendors; processes; stakeholders; and all other information that might have value for a competitor that, perhaps, is not common knowledge. Intellectual capital is therefore, not only organizational knowledge, it is also industry knowledge. It is the combination of both cognitive knowledge and intuitive/experience-related knowledge. Intellectual capital is known for creating innovation and competitive advantage in this knowledge based era. But knowledge management plays a dominant role in obtaining, growing and sustaining intellectual capital in organizations which implies that the successful implementation and usage of KM ensures the acquisition and growth of Intellectual capital. Organizations should deploy and manage their IC resources in order to maximize value creation. The IC term was first introduced by Galbraith (1969) as a form of Knowledge, intellect, and brainpower activity that uses knowledge to create value. Since then, different views of IC have been emerged. For instance, view IC as a knowledge that can be converted into value. IC as the aggregation of all knowledge and competencies of employees that enable an organization to achieve competitive advantages. In addition, IC is defined to include all non-tangible assets and resources in an organization, including its processes, innovation capacity, and patents as well as the tacit knowledge of its members and their network of collaborators and contact. In spite of its multidimensionality, this research conceptualizes IC as consisting of three basic interrelated dimensions: Human capital (HC) Organizational (or structural) capital (OC), Relational (or customer) capital (OR) Human Capital encompasses attitudes, skills, and competences of the members of an organization. Organizational Capital includes elements such as organizational culture, routines and practices, and intellectual property. Relational Capital, however, includes relationships with customers, partners, and other stakeholders. The investments in Human Capital, Organizational Capital, and Relational Capital are expected to increase the value of an organization. The management of intellectual capital involves: Identifying key IC which drive the strategic performance of an organisation. Visualizing the value creation pathways and transformations of key IC Measuring performance and in particular the dynamic transformations. Cultivating the key IC using KM processes The internal and external reporting of performance Knowledge management and Intellectual capital: IC and KM serve different purposes and include the whole range of intellectual activities from knowledge creation to knowledge leverage. IC and KM as a set of managerial activities aiming at identifying and valuing the knowledge assets of an organization as well as leveraging these assets through the creation and sharing of new knowledge. KM and IC are believed to be closely coupled. When KM activities are used to develop and maintain IC, it becomes a resource of sustainable competitive advantage. On the other hand, when IC is properly utilized and exploited, it increases the absorptive capacity of the organization, which, in turn, facilitates its KM processes. Knowledge can add value to organizations through intangible assets such as Intellectual capital. Conceivably, the socialization, externalization, combination, and internalization (SECI) model is a more fitting theoretical foundation for understanding the KM-IC relationship. The SECI model outlines different interactive spaces (Ba), in which tacit knowledge can be made Explicit. The IC components (e.g. HC, OC and RC) represent the input for the knowledge creation process in the SECI model, and its main output takes the form of commercially exploitable intangibles. The four processes of the SECI model involve not only knowledge creation and utilization but also the other KM components including knowledge transfer, knowledge documentation, and knowledge acquisition. Knowledge transfer (sharing) is the common factor of the four processes of the SECI model. Socialization facilitates the conversion of new tacit knowledge through shared experience, which allows the less communicated knowledge to be communicated. Therefore, the socialization processes involve knowledge transfer. In addition, externalization is the process of articulating tacit knowledge into explicit knowledge, which can be shared by others. In the combination and internalization processes, knowledge is exchanged and reconfigured through documents, meetings, or communication networks. Effective execution of the SECI processes can generate different types of IC. Socialization involves the accumulation of HC, OC, and RC by sharing and transferring experiences through joint activities. Also, the conversion of tacit knowledge into explicit knowledge through externalization creates and accumulates OC. Combination creates knowledge structures in the form of systemic, institutionalized knowledge (i.e. OC) that can be directly disseminated and distributed. Internalization, on the other hand, accumulates HC and RC through learning by doing. Review of Literature: Francis Bacon has emphasized on importance of knowledge management in organizations with his famous phrase â€Å"knowledge is power† (Muller-Merbach, H. 2005). The strategy that considers knowledge along with other resources such as land, work and capital as an asset is knowledge management (Nonaka and Takouchi, 1995). Dell (1996) believes that knowledge management is a systematic approach for finding, understanding and applying of knowledge in order to create knowledge. According to Simon (1999) knowledge management is intelligent planning of processes, tools, structures and etc with the purpose of increasing, restructuring, sharing or improving of knowledge application that is apparent in each of three elements of mental capital, i.e. structural, human and social. Some of the clear-sighted believe that knowledge management is not a technology (Clair Guy, 2002; Lang, 2001; DiMatta, 1997; Koenig,2002; McInerey, 2002). This process helps organizations to be able to use their assets, work faster and more wisely and obtain more capital (Shawarswalder, 1999). An increased attention is focused on KM and IC management in the organisation. In the last decade there has been a shift in management focus from traditional accountancy practices where financial capital is paramount, to growing realisation that intangible assets are of greater significance in our knowledge-based economy (Egbu et al 2000, 2001). Knowledge can be a valuable resource for competitive advantage and harnessing its value is one of the pre-eminent challenges of management. Identifying and exploiting knowledge assets, or intellectual capital (IC), has been vastly documented. There are different types of knowledge in an organisation from the tacit knowledge of individuals, which is unarticulated and intuitive, to explicit knowledge that is codified and easily transmitted (Nonaka and Takeuchi, 1995). Further distinctions have been made by academics and practitioners involved in the IC debate. Three components of IC have been identified comprising human, structural and customer capital (Edvinsson, 2000; Bontis, 1998; Bontis et al., 2000). However, it is asserted that the human capital in an organisation is the most important intangible asset, especially in terms of innovation (Edvinsson, 2000; Stewart, 1997; Brooking, 1996). Marr et al. (2003) argue that KM is a fundamental activity for growing and sustaining IC in organizations. Bontis (1999) posits that managing organizational knowledge encompasses two related issues: organizational learning flows and intellectual capital stocks. Organizational learning, as a part of KM (Rastogi, 2000), reflects the management’s effort to managing knowledge and ensures that IC is continually developed, accumulated, and exploited. A thorough review of the relevant literature and discussions with targeted researchers in the field would suggest that the development of successful knowledge management programmes involve due cognisance of many factors. Compilation of data: Knowledge Management consists of managerial activities that focus on the development and control of knowledge in an organization to fulfil organizational objectives. The knowledge sharing takes place in the organizations in two ways, explicit and tacit. The knowledge management seem to in two tracks as dynamic process or static object. Depends on how individuals understand what knowledge is and their aims both intellectual capital and knowledge management actors thus emphasize either the static or the dynamic properties of knowledge. Measuring the knowledge management is growing area of interest in the knowledge management field. The metrics are being developed and applied by the some organizations, but limitation of current measures is that they do not necessarily address the knowledge level and the types of value added knowledge that individuals obtain. The intellectual capital is most valuable asset it brings intellectual capital firmly on to the management agenda. The sum of everything everybody in organization knows that gives a competitive edge in the market place. The individual intellect effect more attribute of an organization. The intellectual capital characterizing as Intellectual material that has been formalized, captured and leveraged to produce the static properties of knowledge are inventions, ideas, computer programs, patents, etc., as Intellectual Capital also include human resources, Human Capital, but emphasize that it is clearly to the advantage of the knowledge firm to transform the innovations produced by its human resource into intellectual assets, to which the firm can assert rights of ownership. The measures for intellectual capital in use: 1. Value extraction 2. Customer capital 3. Structural capital 4. Value creation 5. Human capital Components of intellectual capital: Human capital indicators Structural capital indicators The knowledge management community needs to be responsive to the needs management in the organization by trying to adequately measure the intellectual capital and assess the worthiness of the knowledge management initiatives. Developing metrics and studies for measuring intellectual capital will help to consolidate the knowledge management field and give the discipline further credibility. Applying of knowledge is very important to the supply chain design and operation. Intellectual capital and knowledge management principle helps to enterprise supply chains. Knowledge management is formalizes approaches to understanding and benefiting knowledge assets at the firm level. The drivers which maximizes the enterprise supply chains Operational efficiency Opportunities to better service customer and stakeholders need A spring board for innovation A foundation concept in the field of intangible assets that is important for practice in that there are two dimension of knowledge, explicit and tacit. Next we develop these ideas further by interleaving intangible and traditional firm assets. Later we indentify the special characteristics priorities for the four generic supply chain models The intellectual capital approach: Intellectual capital comprises all the nonmonetary and nonphysical resources that are fully or partially controlled by the organization and contribute to the value creation. Three categories of intellectual assets are organizational, relationship and human. Strategies to manage knowledge: 1. Operational excellence 2. Design excellence Conclusion: Hence we would like to conclude that this paper has considered the importance of knowledge management and intellectual capital to organisations. Knowledge management practices differ from organisation to organisation. Organisations are at different stages in the knowledge management trajectory. Organisations ‘learn’ at different rates and apply different techniques (formal and informal) in managing knowledge. In the study on which this paper is based, there is a general consensus that the management of knowledge assets is vital for business. Knowledge Management and Intellectual Capital should be integrated to maximize organizational effectiveness. However, the relationship between KM and IC is complex and so is its management. In order to effectively manage such a relationship, it is imperative to understand where and how the accumulated IC is reflected in managing KM activities in organizations. The management of knowledge and intellectual capital provides opportunities for project creativity and innovation. However, the effective implementation of knowledge management in organisations depends on many factors, which includes people, culture, structure, leadership, people and the environment. In most organisations, there is a lack of appropriate formal measuring constructs for the measurement of the benefits of knowledge assets to organisational performance. Managers operating in the knowledge economy are required to be â€Å"knowledge leaders,† who must be aware of the relationship between knowledge and those who possess it in order to successfully fulfil their leadership responsibilities. Based on the findings of this research, managers in the organizations are expected to develop strategies, adopt structures, and construct systems that effectively coordinate and integrate the efforts aiming at managing knowledge, human resource, and customer relationship in order to enhance knowledge flows, accumulate IC, and create and sustain business values. References: Intellectual capital and knowledge management: A new era of management thinking?- Jodee Allanson Reconfiguring knowledge management – combining intellectual capital, intangible assets and knowledge creation – Tomi Hussi Intellectual capital and Knowledge management effectiveness Bernard Marr, Oliver Gupta, Stephen Pike, Goran Roos. Developing knowledge management metrics for measuring intellectual capital – Jay Liebowitz Influence of KM and Intellectual capital on organisational innovations – Charles Egbu, Katherine Botte rill and Mike Bates

Descriptive Essay - Original Song Of My Life - 1322 Words

Feet dragging through a magically soft and grainy mixture, ankles experiencing the rush of a gentle ebb and flow, fingers weaving through the delicate yet power-bearing wind, it was a beautiful sensation that fit the cleanliness of the crisp air. A gentle swish of the wind whispers across my skin, contrasting harshly with the grating sound of barking in the distance that ground beneath the edges of my jaw. Large, white, noisy birds made sounds that rather resembled cackling. Children’s laughter flooded the air along with those of their parents. The sun shone lightly down upon the earth, but the dark clouds on the horizon and the chill in the breeze told me it wouldn’t remain sunny. A crashing and a special roaring breathed life and is†¦show more content†¦The water became infused with my blood and my stomach sank: who knows what was out here. The lake was absolutely huge and terribly deep. The sunlight had completely vanished by leaving the sky full of dark c louds: at least that’s what it looked like, with me now drowning and all. I stretch my arms above, reaching for the fading light streaming through with a strong desire. Cool strength engulfing me completely. It withholds me from the strength of the wind and the sun. A persistent, but rather dull roaring pulsed in my ears. My hair glides, following my movements, but moreso those of the cool strength. The muscles in my thighs tense as I strain to reach the light. All around tiny slippery figures dart over and momentarily press against my body: as if they are inquiring my presence, as if they know I do not belong. My fingertips are so close, they strain to reach the top and feel the breeze. My feet push against the water strenuously in a desperate attempt to help me escape from this dark constrictive prison. Nothing worked though; my lungs burned with a fire and my head stung immensely, I couldn’t escape. 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