Overview Of Motivation And Its Theories Business Essay

Overview Of Motivation And Its Theories Business Essay Motivation has been a complex concept to define, because there are many theoretical approach towards the nature of human beings and about what can be known about people (Pinder 1998, p. 11). There are different perceptions and definitions of motivation. Sims (2002, p.55), defined motivation as the satisfying of the inner needs through actions and behaviours. According to him, motivation includes various mental and physical drives, combined with the proper environment that guides people to act in a certain way. According to Robbins and Coulter (1998), motivation may be defined as the willingness to put forward high levels of effort toward need. From this theory, Mullins (1996) has come up with the definition where he assumes that every person is unique and this uniqueness is demonstrated in one way or another via the various theories which influence workers control and behaviours towards a particular goal. He also identifies two factors about what gets people activated (arousal) and secondly, and what drives people to engage in the desires behaviour or choice of behaviour. The set of processes that arouse, direct, and maintain human behaviour towards attaining some goal. (Greenberg Barron, 2003, p. 190) On the other hand, Rabey (2000) defined motivation as a reciprocal process. We will give you something you want if you give us something we want. From the above definitions, it can be observed that every author has defined motivation from different viewpoint but they all have tried conveying the same message, that is, the individuals drive to do something at a particular time. Halepota (2005, p. 16) defines motivation as a persons active participation and commitment to achieve the prescribed results. From this theory, there is no single strategy that can generate guaranteed positive results all the time, since different strategies produce different outcomes at different times. It can be concluded from the above definitions that, motivation in general, is more or less mainly concerned with the different aspects that moves, leads, and drives human action or inaction over a given period of time. In other words, there is an invisible force that drives people to do something in return. Evolution of Motivation Theories The theories about employee motivation have greatly varied over the past century, from scientific management through the human relations movement, to the human resource approach. Scientific management: According to the scientific management theory workers see work as a pain and money is their main concern. Thus, it assumes that people will work hard and behave sensibly to gain their own personal objectives, that is, to maximise their own income first, rather than putting their effort towards the organisational objectives as priority. Human relations movement: According to this school of thought, managers should take into consideration the social aspect in the working environment because employees value social belongingness much more than money. Bendix (1956, p. 294), summarised this revolution by taking into consideration that failure to treat workers as human beings is regarded as the main cause of low morale, lack of interest and confusion. Thus, the Human relations model to this problem has come up with creating opportunities for teamwork and nurturing closer relations between management and employees. Human resource approach: This approach assumes that the Human Resource department plays an important role in the implementation of different types of rewards system in an organisation inorder to maintain the employee and organisation morale. According to Steer et al. (1996), the human resource model, human beings are motivated by a set of complex factors, including, money, need for affiliation, need for achievement, and desire for meaningful work. Therefore, it is the managements responsibility to learn how to tap such resources as employees are the reservoirs of potential talent. Scientific Management As per the Scientific Management theory (1911) which was proposed by Gilbreth and Taylor, the relationship between worker and the management is based on the low trust. However, he believed that higher salaries may contribute to cooperation between them. However this form of management is no longer as scientific as Taylor first suggested. Today workers are considered much more as humans than as commodities, as new management approaches focus on the human side of employment relations. Mayo and Hawthorne Studies According to the Mayo and the Hawthorne studies (1927-1932), human relations approach to management has become the main focus of managers (Bedeian, 1993). It was concluded that employees exert greater effort at work when they were not bossed by or being closely supervised by anyone. As such workers developed an increased sense of responsibility by themselves rather than expecting management imposing their set of discipline on workers. Moreover, interpersonal relationships and informal work groups greatly influence output, in the sense that workers felt themselves to be contributing freely and without force. Mayos conclusions were that money was a less influential factor and that group influences extensively affect individual behaviour towards output. In addition to this, workers were better motivated when they were having their social needs met at work (Robbins, 1998). Theory X and Theory Y Douglas McGregor (1960) had further contributed to the study of work motivation with his opposing motivational theories as Theory X and Theory Y. According to the theory X (McGregor 1989, p. 315), it is the management responsibility to set elements of rewards in order to motivate people and modifying their behaviours to fit the needs of the organisation. Thus, without the interference of management people would be be passive-even resistant- to organisational needs. Thus, workers must be persuaded, rewarded, punished, and their activities should be controlled. Conversely, the Maslows Hierarchy of needs emphasises towards the fulfilment of workers needs. Such an example is that Theory X may use a salary cut to motivate employees rather an increase in the salary. On the other hand, Theory Y postulates that people like to work; they are self-directed and they do not have to be threatened to work and they seek more responsibilities. In the framework of Maslows theory, Theory Y presume that , it is the social, esteem, and self-actualisation needs which are the driving forces that motivate employees. Given that traditional Theory X orientation is far more negativistic, Theory Y is rather widely used and accepted nowadays. Hackman and Oldham Hackman and Oldman (1980) put forward their Job Characteristics Theory as a three-stage model, in which a set of core job characteristics impact a number of critical psychological states, which can motivate the workers. The worker must have knowledge of the ultimate results of their work, experience responsibility for the work results and consider the work as important, as something which is generally valuable. As such the job itself must be designed accordingly to promote all the three psychological states. (Hackman and Oldham, 1980, p.81) suggested that the work should include five characteristics skill variety, task identity, task significance, autonomy and feedback, as shown in Figure, where the presence of certain job attribute motivates workers. Figure. The job characteristics model Source: web.njit.edu/~rotter/courses/hrm301/lecturenotes/hrm301-11. The job characteristic model identifies that adding certain elements to the jobs may alter peoples psychological state in a manner that boosts their work effectiveness (Greenberg and Barron, 2000). Thus, there is the need to redesign jobs through job enlargement, by increasing the number and variety of activities performed, while at the same time, redesign the jobs by increasing the employees level of responsibility and control. What can be deduced till now is that, the first theories of motivation have focused on the financial aspect as being the motivator. On the other hand, more recent theories such as Hackman and Oldmans Job Characteristics Model, has laid more emphasis on the content of work as a motivator. Content Theories of Motivation In this section, there are four prominent content theories of work motivation which will be analysed. The first two theories Maslows hierarchy of needs and Alderfers existence-relatedness-growth (ERG). Abraham Maslow is a humanistic psychologist that developed a theory of personality, which is valuable in the field of employee motivation. Then, there is the Herzbergs motivation-hygiene and Mc Clellands needs theory. Maslows Need Hierarchy Theory Maslows (1954) theory of motivation is one of the most well-known motivation theories called the Hierarchy of Needs (fig..). Robins and Coulter (1998) mentioned that Maslow envisages the workers needs in relation to a pyramid whereby people progress up the hierarchy as they successively gratify each level of need. The five basic kinds of needs are: psychological needs, safety needs, social needs, esteem needs, and self-actualisation needs. Thus, it is understood from this theory that managers must attempt to identify individual employee needs and promote satisfaction. If they do so, employees will progress toward self-actualization, permitting the organisation to be all that it can be (Sims 2002). Marchington Wilkinson (1995) argued that money act as a motivating factor for those at the lower level of the hierarchy, since these workers are low income earners. On the other hand, those already earning a higher income and have been able to satisfy their lower level needs can therefore proceed to the high order needs. However, this theory has been criticised for being vague and without ability to predict human behaviour. It also views individual needs as stagnant rather than dynamic. An example is, needs can change unexpectedly when subject to undesirable factors such as the effect of job loss on aesthetic needs. Figure.Applying Maslows Hierarchy on Needs Source: http://www.wiziq.com/tutorial/122744-Organization-Management-models-and-diagrams-for-presentations Alderfers Existence-Relatedness-Growth Theory (ERG) This theory of needs for existence, relatedness and growth by Alderfer (1972) is much simpler than the Maslows approach. According to Greenberg and Baron (2003, p.192), the five needs identified by Maslow corresponds with the three needs of Alderfers ERG theory. Alderfer specifies that there exist three main needs but these needs are not necessarily activated in any specific order. In fact, Alderfer claims that any need may be activated at any time (Greenberg and Baron, 2000).However, this theory has a frustration regression element which suggest that if a higher order need is frustrated, an individual will increase his level of desire for a lower level need. Such an example is, an individual is unable to meet the growth need, perhaps due to a restrictive work environment, thus, his desire for rewards such as money is likely to increase. Therefore the above two need theories, namely Maslows need hierarchy and Alderfers ERG theory, do not agree completely. However, they do agree that satisfying human needs is a vital part in motivating employees. Need Theories: A comparison Source: e-learning.mfu.ac.th/mflu/1203141/chapter7.html Herzberg Motivation Hygiene Theory Frederick Herzberg (1923) had close links with Maslow and believed in a two- factor theory of motivation. He identified hygiene factors which do not motivate but cause dissatisfaction in the employee and the other one are called the motivators which lead to satisfaction, comparable to Maslows higher needs (Jones and Jordan, 1982). Hygiene factors are all extrinsic factors found in the external environment, while motivators are all intrinsic factors which the employees attribute to themselves and to a certain extent, these factors correlate to Maslows esteem needs. According to Mc Kenna (1996), hygiene factors vary from motivators in the sense that a lack of adequate job hygiene will cause dissatisfaction. Therefore, it is important to ensure that the hygiene factors are correct, and the manager should manipulate the motivators by attending to job-content issues, like job enrichment (Johnson and Gill, 1993). Job enrichment entails redesigning jobs to make them more exciting and challe nging by allowing requirements to be made for increased responsibility and creativity. According to Adair (1990), the phrase job satisfaction arose from the work of Herzberg. In identifying a set of motivational factors, Herzberg made a distinction between long-term and temporary motivation levels. The motivators are long-term satisfaction and they are essential to intrinsic motivation (Deci and Ryan, 1985), which are also very similar to the Maslows esteem needs. On the other hand, the hygiene factors contribute to more life dissatisfaction and money cannot buy happiness (Kasser, 2002). They found that the lowest ranked motivator was an increase in salary because money do fulfil the requirement of the hygiene factor, but overtime are poor motivators. Since the hygiene issues are not the source of satisfaction, these issues must be in order to create a conducive atmosphere in which employee satisfaction and motivation are possible. However most practical studies with distinction made by Herzberg, show that salary, recognition and responsibility, for instance, have been seen both as motivators and hygiene factors (Maidani, 1991). Mc Clleland Theory of Needs David Mc Clelland proposed the three-needs theory: affiliation, power, and achievement, which serve as motivators in organisations (Robbins Stuart-Kotze, 1990). The first need is the need for affiliation which is same as to the Maslows social needs. This need gives rise to the desire of friendship; prefer to keep good relationship instead of competitive environment (Robbins and Coulter, 1998). As such, individual with a strong need for affiliation is likely to take up jobs which is characterised by a desire to belong to a particular group, or a concern about interpersonal relationships at work, such as counselling, customer service, and public relation. The second need proposed is the need for power. The need for power is indicated by a persons desire to control and the ability to influence people and their actions. As such, Mc Clleland and Burnham (1976) find that the acquiring and maintaining of power is an essential motivating process in organisations. The third need is the need for achievement, which refers to the individuals desire to success and obtain excellent results. People are highly motivated by challenge and competitive work situation (Stoner, et al. 1995). In view of the last two needs of Mc Cllelands theory, the Maslows influence can be seen as it is similar to the Maslows esteem needs, with power and recognised achievement come self-confidence and prestige. However to study the need for achievement, Herzberg and Atkinson developed the Thematic Apperception Test which determines the individuals score for each of the needs of achievement, affiliation and power. For the high achievers, money is looked upon as a symbol of achievement rather than an intrinsic motivating factor. In this theory, people with a high need for achievement are eager to obtain feedback on their performance and exhibit moderate levels of risk taking (Wood 1992). Financial rewards are not the key motivator and money is a form of feedback and recognition to them. Conclusion of the need theories Table . shows the relationships among Maslows, Alderfers, and Herzbergs theories of motivation. Table Conclusion of Need-Based Approaches Source: http://e-learning.mfu.ac.th/mflu/1203141/chapter7.html. Despite the obvious differences between need theories discussed, there are several points at which the theories intersect. On the other hand, the need-based theories share an innate weakness. They do an adequate job of describing the factors that motivate behaviour, but they tell us very little about the actual processes of motivation (Moorhead Griffin, 1995) Process Theories of Motivation Process theories attempt to identify the relationships between variables which give rise to motivation. According to Mullins (1996), process theories provide a further contribution to our understanding of motivation. They focus on why people choose to behave in a certain manner in order to fulfil their needs and also how they evaluate their satisfaction level after they have attained their goals. Expectancy Theory The expectancy theory was developed by Victor Vroom in 1964 and it has been further developed by Lyman Porter and Edward Lawler in the 1968, where it is believed that there is a direct correlation between performance and outcome and the reward for that outcome is defined. Therefore, this theory is concerned with the internal processes that an individual undergoes in order to decide whether he/she wants to put in additional efforts towards a specific goal (Robbins Stuart-Kotze, 1990; Stueart Moran, 1993; Server Wescott, 1983). Vroom suggests that there should be a link between effort and performance for an individual to be motivated (Droar, 2006, p.  2). According to Vroom, the three factors that should be considered when determining the effort put forth by an individual are: valence, instrumentality, and expectancy (Holdford and Lovelace-Elmore, 2001). The first variable valence, refers to the desire that an individual has to achieve a goal or to fulfill a need. The second one is instrumentality, whereby there is the belief that performance is related to rewards such as bonuses, piece-rate incentive system or sales commission plans. As such, the merit system, which is referred as the pay-for-performance may be carefully implemented. The third element, expectancy refers to the belief that an individual has about the relationship between effort and performance. According to Armstrong Murlis (1994), this theory is the most relevant one to reward practice. However, this theory also recognises that people are motivated by other different things (Robbins Stuart-Kotze, 1990). Therefore, it can be seen that there is no one theory which can explain everyones motivation. According to Marchington Wilkinson (1998), what motivates people depends on their perception of the attractiveness of the goal and its attainability. Figure provides an overview of the Expectancy Theory. Expectancy Theory: An overview Source: http://www.nwlink.com/~donclark/leader/leadhb_2.html#Vroom Equity Theory The Equity theory was developed in 1963 by John Stacy Adams and states that people will be motivated if people are treated fairly and equitably, and they would be demotivated if they are treated unfairly and inequitably. Employees evaluate their own input/output ratios based on their comparison with the input/outcome ratios of other employees (Carrell and Dittrich, 1978). That is, they will compare the ratio of what they put in (e.g. experience and effort) and what they get out of the job (e.g. salary and promotion) with what others are getting in a similar job. If an employee notices that another person is getting more recognition and rewards for their contributions, even when both have done the same amount and quality of work, then dissatisfaction will occur. As such, the employees will behave in ways to enforce equity (Cheung, 1997). Therefore employees will seek to reduce it, either by increasing performance to output when the perception is that of being over-rewarded or decreasi ng performance when they feel they are being under-rewarded or even leave the organization (Carrell and Dittrich, 1978). In light of the equity theory, it can be said that employees should be rewarded based on their performance and hard work, rather than on their seniority, for example. For instance, instead of receiving a bonus at the end of the year, the increase in salary should rather be based upon the employees performance so that employees may feel they are being treated equitably. As such, it is believed that employees contributing more to the organisation , should receive higher rewards. This belief is called the equity norm. Employees are the passive observers and they are aware of what is happening at their workplace. If they feel they are being exploited or treated unfairly, they might take the initiative to go on a strike or retaliate in other ways. On the other hand, when employees are being paid more than what they deserve, and they are actually receiving this higher pay, they tend to lower their work level to normal (Greenberg and Barron, 2000). Goal Theory The Goal theory or the goal-setting theory was initially developed by Latham and Locke (Locke Latham, 1990, 2002). According to Goldstein (1993), goal provides a sense of direction and purpose. Goal setting is simply defined as a specific outcome that an individual is striving to achieve (Alderman, 1999). Seijts et al. (2004), found that people with a specific high learning goal is effective in increasing a persons performance. That is, the more difficult the goal, the higher the level of performance expected. Feedback also help to identify the difference between what an individual has done and what they want to do and thus guide them as to how well they are moving ahead towards their goals. Also, according to Moorhead and Griffin (1995), when employees are given the opportunity to participate in setting their own goal, their efforts in achieving them will be greater when compared to the goals being assigned to them. Therefore the control tend to restrain motivation, while the individuals involvement in their own goal-setting task, creates a more productive environment (Kennish, 1994). In general, Locke and Lathams model of goal setting has been supported by several studies which suggests, it is a valuable approach concerning how the goal-setting process works. Reinforcement Theory Reinforcement theory was proposed by BF Skinner (1975), whereby he states that individuals behaviour is a function of its consequences. This theory emphasises on re-designing the external environment should be made suitable to the individuals and that punishment will actually lead to frustration and de-motivation. This approach explains the role of rewards in greater detail as they cause the behaviour to change or remain the same. Positive reinforcement refers to rewarding a desirable behaviour as this may increase the probability of outstanding behaviour occurring again. Praise and recognition are appropriate examples of positive reinforcement. Negative reinforcement is another way to influence behaviour, but the aim is to prevent an a negative action from being repeated in the future. Such an example may be negative feedback or reprimands. According to Skinner, a third way to influence behaviour is punishment, which decreases the probability of the behaviour from being repeated. Punishment is something unpleasant that an individual tend to avoid, and as a result, employees would be motivated to behave in the right behaviour. The last method of behaviour modification is lack of reinforcement. The idea behind this concept is that, if behaviour is not reinforced, it will decrease and soon be forgotten by the individual (Stueart Moran, 1993). Section 2 Performance Management Introduction According to Gilley and Maycunich (2000), performance management helps organisations maintain and improve performance, encourage greater consistency in performance appraisal and provide high quality feedback. Motivational approaches tend to boost up the workforce in order to attain the likely job performance. (Byham and Moyer, 2005). Referring to above theories which has been discussed above, it can be assumed that some theories do consider ways to increase motivation aiming at improving employees performance which will contribute to organisational goals. A motivated team and hard-working employees is essential to the success of the company. This is because performance will certainly suffer if workers lack motivation, resulting in poor productivity. Furthermore, job satisfaction has an important role in the improved performance of an employee. In other words, high employee job satisfaction implies improved performance of the organisation. Thus, this statement signifies that improvement may be achieved by providing people rewards and the chance to perform (Armstrong, 2003, p. 240). However, according to some experts, people consider work as a less significant aspect due to the fact that the new generation of the highly educated workforce want more prospect for development, autonomy, flexibility and work experiences (Hammett, 1984).They want to contribute fully in the work environment and respond unfavourably to rigid hierarchies. Thus, performance management is declared to be part of human resource management which can make the utmost impact on organisational performance (Philpott Sheppard, 1992). Creating and sustaining a high performance organisation Organisations go into business to create long term performance and values. According to Keith Owen et al. (2001), the ability of an organisation to maintain the delivery of quality products and services is essential to its long-term success. And this ability is a learnable organisational competence. From Performance appraisal to Performance management Performance appraisal and reward systems are based on the supposition that employees performance and motivation can be enhanced by establishing a clear link between efforts and reward through formalised and particular individual targets (Latham et al. 2005). As companies move towards the complex business environment, they will have to develop approaches to tackle various threats, challenges, internal and external problems and explore new opportunities simultaneously. Thus, these companies have to invest in the most vital element the performers. On the other hand, Sims (2002), has relate both performance management and the performance appraisal systems through the HRM systems. According to Sims (2002), performance appraisal is a process by which an employees contribution to the company during a particular period of time is evaluated. Performance appraisal acts both as an evaluation and a development tool. Moreover, it is a legal document which contain , both positive actions as well as deficiency and plans for the future development. However, the main disadvantage of performance appraisal system is that there is no mutually agreed goal since job description and performance appraisal does not correlate, arising the issue of unclear evaluation criterion (Grote and Grote, 2002). As such employees are reluctant to support this system because it fails to consider the human touch and employees job expectation diminishes. The organisations culture and empowerment Nowadays organisational culture has become popular compared to earlier times due to increased competition, globalisation and diversified workforce (Schein, 1992).According to Sammuto and OConnor (1992), culture is a vital factor which contributes to the success or failure of an organisation. Organisational culture is the sharing of values, thoughts and experiences with others Cummings and Worley (2001). As such, the shared culture encourages a certain level of stability among the members of the organisation. Organisational culture basically include the values, beliefs and ideas on what the organisation is all about, how its workforce should behave and how it defines itself in relation to its external environment. On the other hand, Leach, Wall and Jackson (2003) defined empowerment as a motivational state which comprises of having a personal choice over work behaviours and processes. Empowering employees may develop feelings that may help increase work motivation. Thus, workers may develop a can do attitude that reflects a feeling of confidence within themselves (Geller, 2001). However, empowerment is often misinterpreted and feared by traditional managers, because they may lose control and respect by sharing their power and authority (Kahnweiler, 1991). Pay and Motivation Pay is an important factor which encourages motivation, as individuals utilise it to satisfy their needs and wants. It also acts as a recompense for employees diligence and commitment. According to Cooke (1999) and Fisher (2005), money is the key motivator for employees. This statement concurs with that of Crystal (1970) who further asserted that money can be a motivating factor, but little money may have no effect. The use of monetary or other financial incentives in the classic work performance paradigm is based on the reinforcement theory. Performance-based pay is a compensation paid which varies with the individual, team or organisational performance, such as the merit pay, team incentives and profit sharing (Milkovich Newman, 2002). However, studies have shown that pay does not seem to boost productivity levels in the long term and money does not improve performance (Whitley, 2002).Instead, this can deteriorate employees attitude in which they work merely in the interest of high pay. Therefore, it can be said that pay is not the only main reinforcement as other non-financial factors such as rewards, social recognition and performance feedbacks are also found to be positive motivational factors (Smith Rupp, 2003). The job itself and motivation According to Redmond (2010), a well designed job is one which is appealing to the person performing the task, that is, it should be interesting, motivating and meaningful. Well designed task will obviously lead to a higher employee satisfaction which encourages the workforce to be more productive and help to meet business goals (Schermerhorn et al, 2005). Conversely, poorly designed jobs that lack adequate attention to the needs of the workers are known as the arbitrary groupings of activities (Campion Thayer, 1987, p. 78). Thus, in order to motivate employees, it is important to implement a flexible task system to provide job satisfaction (Redmond, 2010, p.2). Nevertheless, there are two major theories which have considered this approach to motivation. Firstly, the Herzberg theory, which has addressed to the design of individual jobs as a two-factor theory, on the basis that motivation, arises from the nature of the job itself, and not from the job situation or external rewards (Garg Rastogi, 2006). Secondly, Hackman and Oldman (1976) come up with the job characteristics model, which main focus was on the content and nature of jobs. Training and motivation Losyk (1997) considers training as a key motivator. Training is a way to learn new skill and behaviour and employees look upon training as a strong element of their career development as it makes them more marketable (Niemiec, 2000). The expectancy theory presents a framework for assessing, interpreting and evaluating employees behaviour in learning, decision-making, formation and motivation (Chen Lou, 2002). According to McCloy Wise (2002), learning is a vital factor which helps in contributing to both individuals and organisational performance.

Tracer 480 Sc

Insecticide Tracer 480 SC MENU: What is it ? Tracer 480 EC is a suspension concentrate, with a short residual action acting as a contact and stomach insecticide, with trans – laminar properties for the control of insects on agricultural crops as listed. Tracer 480 SC EC’s active ingredient is Spinosad (Naturalyte) with a 480 g/l. active ingredient and, placed in the 5A chemicals group for agricultural use in S. A. Manufactured by Dow AgroScience S. A. (PTY) LTD. with registration No. L 6557 under act 36 /1947. . What does it do? Tracer 480 SC is a very specific type of chemical made from a fermentation process from wild mushrooms.The short residual of the product and the minimal effect on natural predators including predatory mites makes it well suited for use in IPM control programs. Tracer 480 SC sprays are rainfast within 1 hour after application. Apply Tracer 480 SC sprays, with equipment that is correctly calibrated and in good working order that provides full cove rage of the crop, for obtaining the best results against the pest trated for. Tracer 480 EC has a rapid knock down action on larva by contact, but contact and stomach action still provides the best results.Tracer 480 SC has some effect on certain predators & parasites in citrus, and Honeybees. (Read the label) List of Crops and pests on wich Tracer 480 SC is registered. Crops Apples Citrus Pests Thrips ( Various species ) Including Western Flower Thrip F. occidentalis Thrips,. ( S. aurantii ), (See Comments for IPM program ) Green Beans & Peas Potatoes Table Grapes Tomatoes Leafminer ( L. huidobrencis) Tubermoth larva ( P. operculella ) . Thrips Spp including Western Flower Thrip (F. occidentalis ) American leafminer ( L. trifolii ) A. Boll worm ( H. armigera )Obey the waiting periods on various crops, and follow the recommendation for resistance management as specified on the label. How and When to Apply: Tracer 480 SC. must be sprayed according to dosages and threshold values as s pecified on the label for the various crops. Read warnings on label for resistance strategy. Tracer 480 SC is not pH sensitive. . (Refer the label for the specific crops) Compatibility: Tracer 480 SC is compatible with B P Agripron Super, Light or medium narrow range sprays oils and Sanawett 90 –940 SL. Mixing instructions for tank mixes: Use clean water and fill spray tank up to one third and start agitation.Add different formulation types in the order indicated below, allowing time for complete mixing and dispersion after addition of each product. Allow extra mixing and dispersion after addition of each product. Allow extra mixing and dispersion time for dispersible granular (WG) products. Add following types in the following order: u Water dispersible granules. (After pre mixing with water. ) u Wettable powders. ( After pre mixing with water) u Tracer and other aqueous suspensions. ( Maintain agitation and fill spray tank to three quarters of total spray volume. Then add : u Emulsifiable concentrates. Spray adjuvants. ( Where Tracer 480 SC is needed to be applied in combination with a spray oil . first pre – mix the required volume of tracer 480 SC and spray oil, before adding to the spray water). u Foliar fertilizers. Application: All Tracer 480 SC spray applications must be made with suitable equipment that is in a good working order with good agitation, and correctly calibrated, to give the desired coverage for that particular method of application. Study and follow the recommendations on the label for spray volumes / Ha for row crops, fruit tree crops, deciduous fruit trees and table grapes. Read the label. ) Product Label: Download Now A specimen Product Label is available for download. Amongst other information, the Tracer 480 SC label outlines the current registered uses as well as rates, directions for use, general instructions, safety instructions and warnings. If you have any problems downloading the product label, please contact (01 2) 842 0200 during business hours and a copy will be faxed or mailed to you. Material Safety Data Sheet: Download Now A MSDS is available for immediate download.The MSDS identifies the chemical and physical properties of the product, outlines the health hazard data, precautions for use, safe handling and other information pertaining Tracer 480 SC insecticide. If you have any problems downloading the Material Safety Data Sheet, please contact (012) 842 0200 during business hours and a copy will be faxed or mailed to you. Where to get it: Tracer 480 SC is available from your local Agricultural Chemical Dealer. If you have any problems finding Tracer 480 SC please call (012) 842 0200 and they will bring you in touch with an Agricultural Chemical Dealer near you.

Al Qaed A Lesson Of Irony - 1612 Words

Al-Qaeda: a Lesson in Irony Much of the past decade of the american foreign policy debate has been dominated by the discussion over the merits of counterterrorism. Prior to the September 11th attacks on the World Trade Center, counterterrorism was a theoretical measure at most (Cronin). After America threw its weight behind the ‘war against terror,’ however, the coordinated international campaign quickly overwhelmed multiple militant extremist groups. The main target of the ‘war against terror’ was al-Qaeda, an organization that subscribed to the ideas of Islamic thinker Sayyid Qutb and claimed responsibility for the 9/11 attacks in 2004. The attacks were a double-edged sword for al-Qaeda because the ensuing media storm increased their influence like no other while also drawing a target a mile wide on their back. The ‘war against terror culminated in bin Laden s assassination in May of 2011 by Navy SEALs (Katulis and Juul). Al-Qaeda has since experienced a steady and significant decline of power and influence after bin Laden’s demise. No matter its past status as the dominant extremist group in the Middle East, al-Qaeda has crumbled after American intervention in killing various key figures. The irony of American involvement in the Middle East in the name of counterterrorism was not lost on many. Al-Qaeda was founded in the wake of Afghanistan’s 1978 Saur Revolution (Quiggin), in which King Zahir Shah was deposed by his cousin and prime minister Daoud Khan. The Soviet

A Short History of the American Red Cross

Evaluation Of A Project Management Essay - 1293 Words

There are different methods that will get a project completed. Some projects failed due poor planning or poor decision making by the project manager. However, according to Harold Kerzner, â€Å"Today, excellent companies realize that project failures have more to do with behavioral shortcomings – poor employee morale, negative human relations, low productivity, and lack of commitment.† (377). Today, project managers are to focus on situational leadership, which is known to be effective in project management. Situational leadership refers to when the leader of the project must adjust his style of leadership to the team members’ personalities. Situational leader is known to be effective in project management. It is important for leaders to focus on their behavior towards the team, such as â€Å"tolerance of external events and tolerance of people’s personalities.† (378). There have been managers that had to change their leadership style from traditional to situational leadership to lead their team to success. To be successful, it is a mixture of a person’s experience and personality with his or her style of leadership. Once the decision has been established and shared by the project manager, the project manager is recognized to possess strong behavioral skills and are presumably have a successful project. Additionally, a project manager who maintains a strong behavioral skills are delegate responsibilities are in all likely to be accountable for the team, and the result of theShow MoreRelatedEvaluation Of A Project Management1897 Words   |  8 PagesOversight in Project Management Donald L. Thornton Jr. INF410: Project Management Instructor: Dr. Kevin Kuznia 02/13/2017 Although it may be temporary, a project is an exclusive endeavor initiated with a defined start and finish point and a set number of tasks that need to be completed to reach a possible set or unset finishing date. In project management, we carry out a group of tasks with a defined set of skills, capabilities, and philosophy acquired over a set period, whileRead MoreEvaluation Of A Project On Project Management847 Words   |  4 Pagescollection of strategic methods that focus on how to plan, perform and complete certain projects. It has a conductive approach which depends on the conditions of different projects(Marchewka, 2003). Role of the Methodologies in Project Management: It suggests variations, tools and techniques, analyzation to accomplish the projects(Marchewka, 2003). It designs a plan to fulfill the project and product life cycles(Marchewka, 2003). Methodologies enable the sponsors, team membersRead MoreEvaluation Of A Project Management Essay1388 Words   |  6 PagesIn project management, there are many different to methods to handle how the project should be completed, how an ethical situation should be handled, what types of decisions should be made, how much knowledge the project management should possess, their focus of completing the job on budget and on schedule and understand the scope, as well as knowing how to communicate. When I completed OGL 320: Foundations of Project Management, I understood the hard work the project management had to endure toRead MoreEvaluation Of A Project Management1202 Words   |  5 PagesProject Management For this Running Case, we are Checking and controlling procedures measure progress toward the task goals, screen deviation from the arrangement, and make a restorative move to match pace with the agreement. Execution reports are primary yields of observing and controlling. The project manager ought to be watching advance intently to guarantee that deliverables are being finished, targets are being met. The project manager must work intimately with the venture group and differentRead MoreEvaluation Of A Project Management Organization1573 Words   |  7 PagesEvaluation is always considered as the center piece of attention and every project or product needs to be properly evaluated before simulated in the real time environment (Cunico and Vecchietti 2015). There are number of different tools, techniques and approaches which can be utilized for assessment of any product, project or services (Pienaar and Vogt 2012). However, in the project management organisation or any organisation w hich are executing similar tasks or activities related to the projectRead MoreEvaluation Of A Project On Risk Management1217 Words   |  5 Pages4. Project governance 4.1 Project organization 4.2 Project Governance 4.3 Governance Management Process 11. Risk Management 11.1 Risk management plan A risk is an indefinite event or circumstance that, if or when it does occur it can have a positive or negative effect on the project and its outcome. Risk is an integral part of every project and every project manager should assess risks throughout the phase of the project and develop plans on how to tackle themRead MoreEvaluation Of A Project Management Audit Essay950 Words   |  4 PagesWhat should be done to ensure appropriate closure of this project and why? There will be several areas of â€Å"clean-up† to address before announcing the project success and closure. First, before the closure of the project, it is better conduct an interim project audit to analysis the result. A project management audit is an examination designed to determine the true status of work performed on a project and its conformance with the project statement of work, including schedule and budget constraintsRead MoreCritical Evaluation Of A Project Management1306 Words   |  6 PagesIn project management, there are different methods to get it completed with success. Some projects failed due to poor planning or poor decision making by the project manager. However, according to Harold Kerzner, â€Å"Today, excellent companies realize that project failures have more to do with behavioral shortcomings – poor employee morale, negative human relations, low productivity, and lack of commitment.† (377). Today, project managers are to focus on situational leadership, which is known to beRead MoreEvaluation Of A Project Management ( Apm ) Essay1600 Words   |  7 PagesA project is a temporary organization that is created for the purpose of delivering one or more business product in accordance to an agreed business case (PRINCE2 2005). However, this definition doesn’t seem to elaborate on all the principles and numerous factors, which define a project as compared to Association for Project Management (APM). APM defines a project as an endeavor in which, human materials and financial resources are organized in a novel. Therefore, being able to deliver a unique scopeRead MoreEvaluation Of A Project Manager Management1251 Words   |  6 Pagesin estimation. Master schedule, daily, weekly and monthly forecasts for a project was covered by scheduling and also the various processes that go into making the schedule more efficient like crashing were observed on site as well as from t he perspective of a project manager. During the course of work, a proposal for standardizing the processes like material management on site, preparing punch lists and work force management were proposed by me which are implemented or in the stage of implementation

Business-to-consumer and Business-to-business relationships Free Essays

The business-to-consumer type of relationship is considered as â€Å"economic transactions conducted between individual consumers and organizations† (van Slyke, Belanger, Comunale, 2004). There are several differences between this type of marketplace, the business-to-consumer (B2C), and its other counterpart, the business-to-business (B2B) marketplace. It has its corresponding impact to Cavalier Products that needs to be considered before venturing into this type of business relationship. We will write a custom essay sample on Business-to-consumer and Business-to-business relationships or any similar topic only for you Order Now As mentioned earlier, there are differences between the B2B and B2C type of relationship along several lines. First, the clients of the two are different where in the B2B, it is businesses or organizations and in B2C markets, the clients are individual consumers (Wright, 2006). Approach towards these two types of clients is different where in the former, buying behavior is considered to be more rational and in the latter, it is influenced by biases and personal preferences (Wright, 2006). The approach in terms of marketing and the selling strategy would be different when dealing with these two types of clients. Second, the volume of sales is entirely different for that of the B2B and B2C business types. It is known that the sales, and consequently the profit derived, is far greater in the transactions that arise from the B2B as compared to the B2C because of the differences in the demand (Moore, Petty, Palich, Longnecker, 2008). The demand for the B2B is far greater because of the larger needs of the organizations as compared to individual customers who would not consume as much as what businesses consumer. This is especially true for the office equipment and materials where there is a greater amount needed for such in an office than for an individual consumer. It also takes a longer time for the individual consumers to consume a specific quantity compared to the businesses who would consume more at a faster rate. However, it remains that both of these lead to profits for the company but with corresponding business risks. It is best to conduct an initial study regarding the profitability of a B2C business endeavor through simulation and projection. There are several means through which this could be done without incurring significant losses. From a personal standpoint, there is a feasibility of such but the problem lies mainly with the delivery of goods especially for distant areas which require long transportation and careful handling for the equipment. This is especially true for purchases made for small quantities only and would require a large cost for handling and shipping. This requires additional distribution centers in the region where the company intends to launch its B2C business. There should be safety nets installed in order to prevent losses and failures when it comes to the inability of the company to meet the demands of the customer as expected because this would also affect the image it has in its B2B relationships. There should also be a thorough understanding of the company’s capabilities in meeting the volume of demand from both the B2B and B2C clients. When there are sufficient clients, it is deemed better to sell to businesses because of the continuous demand for the products and the volume required by these organizations. It is significantly large for the company and would save on shipping and handling. A B2B relationship would also be easier to handle because the clients are lesser, compared to a B2C market, and would make marketing easier to formulate and implement. Thus, it has been shown that there are differences and similarities in B2B and B2C markets, which primarily lie on the volume and nature of clients. These are important considerations when venturing into any of the two markets in order to maintain the reputation of the company. References Moore, C. , Petty, J. W. , Palich, L. , Longnecker, J. (2008). Managing small business: An entrepreneurial emphasis (14th Ed. ). Mason, OH: South-Western Cengage Learning. van Slyke, C. , Belanger, F. , Comunale, C. (2004). Factors influencing the adoption of web-based hopping: The impact of trust. ACM SIGMIS Database, 35(2), 32-49. Wright, R. 92006). Consumer behavior. London, UK: Thomson Learning. How to cite Business-to-consumer and Business-to-business relationships, Papers

Stormed at with shot and shell Essay Example For Students

Stormed at with shot and shell Essay The use of onomatopoeia by both poets makes it clearer for us to envision the scene of the war. Tennyson uses volleyed, thundered, stormed to refer to the brave soldiers rapid movement and recreate the echo in the battlefield. Owen uses it to describe the death of a soldier, he recreates the actual sound produced by the soldier in agony, gargling in the phrase Come gargling from the forth-corrupted lungs to make us relive the moment in which it took place. Both poets include enjambment to offer special effects to the reader. Tennyson includes the enjambment Not though the soldiers knew/Some one had blundered. The first line confuses the reader and puts them into suspense, as they are eager to find out what it was that the soldiers failed to notice. Consequently, the second line makes it clear that some one had a slip-up and that the soldiers given task was a sheer mistake, thus their actions are in vain. Another one that Tennyson uses in which to create the same sort of effect as the last one as well as to astonish the reader Into the valley of Death/Rode the six hundred. The reader from the first line comprehends the fact that someone who enters the valley will inevitably be killed. They only find out that it is the soldiers themselves who are lured into this so called valley of Death which shocks the reader since the soldiers who are the subject of the poem are going to die. The delay of the message adds anxiety to the reader. Similarly, Owen makes use of enjambment with the same intentions. In one of his enjambments, he purposely generates an air of anxiety by postponing his intention of what it is that you can hear and how exactly blood is related, Come gargling from the forth-corrupted lungs/If you could hear, at every jolt, the blood. Only when we read the next line, do we find that blood gargles from the poor mans lungs, a horrible thing to experience. He engages with us by first person If you could hear so that we can put ourselves in that position and experience the dreadful scene. Another enjambment in Owens poem, If in some smothering dreams you too could pace/Behind the wagon that we flung him in. The writer reschedules the message of what he wants us to speed at in a very oppressed dream hence creates tension and to some extent surprises the reader by telling them to race a wagon filled with a dead man. He brings the horror of the war to the reader. I assume he writes in a dream since the scene was so terrifying that one cannot ever experience it again, thus it has to be a smothering dream (You will have to read all of the third stanza to understand what is going on). Tennyson utilizes alliteration on the s sound to emphasis that men were surrounded by gunfire and cannons Stormed at with shot and shell,. This is a sibilant alliteration, which increases the pace of the rhythm to recreate the real fast-paced event. Another alliteration Tennyson uses (same s sound) but to produce a very disappointing effect, a contrast to the whole fast high spirited poem, Shattered and sundered. Tennyson also uses alliteration to contrast Owens worthless soldiers by creating a feeling of nobility towards the soldiers While horse and hero fell (h).  Owen uses a different form of alliteration to construct a furious and seething toner; The old Lie; Dulce et decorum est Pro patria mori. Owen repeats the letter w in the alliteration And watch the white eyes writhing in his face to mirror the distorted victim. .u1b96d0149ee8b97b8e5577370b7f7b83 , .u1b96d0149ee8b97b8e5577370b7f7b83 .postImageUrl , .u1b96d0149ee8b97b8e5577370b7f7b83 .centered-text-area { min-height: 80px; position: relative; } .u1b96d0149ee8b97b8e5577370b7f7b83 , .u1b96d0149ee8b97b8e5577370b7f7b83:hover , .u1b96d0149ee8b97b8e5577370b7f7b83:visited , .u1b96d0149ee8b97b8e5577370b7f7b83:active { border:0!important; } .u1b96d0149ee8b97b8e5577370b7f7b83 .clearfix:after { content: ""; display: table; clear: both; } .u1b96d0149ee8b97b8e5577370b7f7b83 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u1b96d0149ee8b97b8e5577370b7f7b83:active , .u1b96d0149ee8b97b8e5577370b7f7b83:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u1b96d0149ee8b97b8e5577370b7f7b83 .centered-text-area { width: 100%; position: relative ; } .u1b96d0149ee8b97b8e5577370b7f7b83 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u1b96d0149ee8b97b8e5577370b7f7b83 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u1b96d0149ee8b97b8e5577370b7f7b83 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u1b96d0149ee8b97b8e5577370b7f7b83:hover .ctaButton { background-color: #34495E!important; } .u1b96d0149ee8b97b8e5577370b7f7b83 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u1b96d0149ee8b97b8e5577370b7f7b83 .u1b96d0149ee8b97b8e5577370b7f7b83-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u1b96d0149ee8b97b8e5577370b7f7b83:after { content: ""; display: block; clear: both; } READ: An Analysis Of The Poem If You Should Go By Countee Cullen EssayTennyson cleverly uses euphemisms to put the dreadfulness of war in the stead and depict it in a very courteous manner. He respectfully tells us that as the charging soldiers attacked the awaiting enemy with their weapon, they died, as the enemy were simultaneously attacking them too; Flashed all their sabres bare, Flashed as they turned in air. The transformation to an air suggests their death. In the same stanza, he uses a similar euphemism. He indicates that some of the soldiers out of the six hundred had died by substituting their gory death with a mild expression, Then they rode back, but not, Not the six hundred. The one that really sticks out for me are Into the valley of Death, Into the jaws of Death and Into the mouth of hell (where death and hell are personified to give the poem realism). He avoids the violent massacre of the soldier and instead gives them a superior status as they rode (a very powerful verb) to their own death gallantly. These all negate the violent of a war. However, Owen does not utilize any euphemisms. He writes what he sees which makes the poem more revolting but gives it realism. One singular point about Tennysons poem is that he includes a rhetorical question Was there a man dismayed? Tennyson does this to encourage us to reflect on what the implied answer to the question must be which in this case is of course a yes since the soldiers are outnumbered and are charging into the valley of death, but still he asks us. My assumption is because he wants to certify us that there were in fact soldiers that were dismayed but due to their commitment and dignity for their nation, they carried on ahead. This gives the poem slight realism. It can be said that The Charge of the Light Brigade is mostly renowned for its celebration of war. One of the popular lines is; Theirs not to make reply, Theirs not to reason why, Theirs but to do and die. This is an excellent three-part structure telling us that the solders had no rights to determine their own fate. It makes it clear that the mens duty was to obey unquestionably regardless of the gruesome, fatal consequences and if necessary even their own life. Therefore, we know how apprehensive and intricate the tasks solders have to carry out are. It shows ones fortitude to take part in wars. However, it can be misinterpreted in another way, a non-heroic way that may offend people who are in the army as it makes them look like a toy that will almost perform anything when ordered to. The Charge of the Light Brigade has a slow start with a dark cyclic tone but as soon as we read the fifth line Forward, the Light Brigade!, the pace suddenly elevates dramatically. This line rhymes with the next, which maintains the fast tempo. The poem is generally fast. The three part structured lines like Cannon to the right of them, Cannon to left of them, Cannon in front of them and the alliterations support this. However, each stanza ends quite slowly due to the grand toned line Rode the six hundred. The poem ends quite slowly so as to award a moment in time to the appreciated Light Brigade in a very grand tone Honour the Light Brigade. In between, it is quite emotional and sympathetic, Shattered and sundered, While horse and hero fell. Whereas Dulce Et Decorum Est is very sluggish to begin with. The speed only develops from the start of the second stanza when a desperate attention is alerted on behalf of the poisonous gas. It is soon slow down by the imagery of the dying soldier And floundring like a man in fire or lime I believe Owen does this to recreate the scene of the gas victim falling slowly as the others watch helplessly. The tempo progressively develops until the end. It is an angry oppressed tone throughout. It changes and slows down to a quite sympathetic but furious tone at the end My friend, you would not tell .uc9ecb83560f592f68f558f200b020e21 , .uc9ecb83560f592f68f558f200b020e21 .postImageUrl , .uc9ecb83560f592f68f558f200b020e21 .centered-text-area { min-height: 80px; position: relative; } .uc9ecb83560f592f68f558f200b020e21 , .uc9ecb83560f592f68f558f200b020e21:hover , .uc9ecb83560f592f68f558f200b020e21:visited , .uc9ecb83560f592f68f558f200b020e21:active { border:0!important; } .uc9ecb83560f592f68f558f200b020e21 .clearfix:after { content: ""; display: table; clear: both; } .uc9ecb83560f592f68f558f200b020e21 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc9ecb83560f592f68f558f200b020e21:active , .uc9ecb83560f592f68f558f200b020e21:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc9ecb83560f592f68f558f200b020e21 .centered-text-area { width: 100%; position: relative ; } .uc9ecb83560f592f68f558f200b020e21 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc9ecb83560f592f68f558f200b020e21 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc9ecb83560f592f68f558f200b020e21 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc9ecb83560f592f68f558f200b020e21:hover .ctaButton { background-color: #34495E!important; } .uc9ecb83560f592f68f558f200b020e21 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc9ecb83560f592f68f558f200b020e21 .uc9ecb83560f592f68f558f200b020e21-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc9ecb83560f592f68f558f200b020e21:after { content: ""; display: block; clear: both; } READ: Narrative Poetry EssayAfter analysing the two poems, I prefer Dulce Et Decorum Est to The Charge of the Light Brigade. It is more realistic as its filled with his own thoughts, feelings and reactions to reveal war. He offers a better graphic description of the effects. All of these are kept consistent throughout the poem. We are more inclined to believe his since he took part in the war. He succeeds in the message hes trying to get across to the readers by using harsh revolting words and phrases to describe the atrocious events. We are more engaged in his poem than in Tennysons. I personally admire the end bit; The old Lie; Dulce et Decorum est, Pro patria mori, which literally means it is sweet and right to die for your country. It is shocking to know what the soldiers have to go through in war after reading Owens poem. People especially youths were misled and made to think that it was a glorious thing to die in war as a self sacrifice for the country. This was very appalling for men who experienced the dreadfulness of war. Therefore, Owen notifies the horror of participating in war and criticizes the statement. He regards war as a waste of valuable life. Throughout the poem he contrasts this old lie.  The thing I liked about Tennysons poem is that it commemorates the soldiers epic act. Wars now are often considered a terrible thing and people usually tend to forget the sacrifice the valiant soldiers do in order to promote good by erasing evil. However, he is too passionate and exaggerates exceedingly. He lacks detail and the fact that his poem was influenced by a newspaper.