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Flexible work places.
Flexible work places
Table of Contents
TOC o “1-3” h z u HYPERLINK l “_Toc268454772” Executive summary 2
HYPERLINK l “_Toc268454773” Introduction2
HYPERLINK l “_Toc268454774” Barriers to flexible work Places 3
HYPERLINK l “_Toc268454775” Benefits of Flexible Work Places4-5
HYPERLINK l “_Toc268454776” Strategies of Enhancing Flexible Work Places5-6
HYPERLINK l “_Toc268454777” Reccomendations 7
HYPERLINK l “_Toc268454779” Bibliographies 8
Executive Summary
Flexible workplaces are getting more difficult to describe due to their more noticeable nature. Present surplus labor force, along with globalization, technological expansions, ageing labor force, new workplaces values and workplace diversity has transformed employers’ mindset on the issue of flexibility at the workplaces. Various barriers affect the existence of flexible work places such as Attitudinal Behaviors on Employees, fear of leadership and problems of organizational systems. However the establishment of flexible work places has benefits both for the employees and the organization if suitable strategies such as motivation, promotion of team building are adopted at the work place.
Introduction
Followers of flexible workplaces regard them as a more significant recognition of the many problems that many employees have in harmonizing between their respective families and work duties. Critics on the other hand tend to challenge this citing that their intentions are only meant to restore some past inequities within the work as well as the family life balance (Thomas-Jones, 2006, 67).
This report is intended to give an overview on the benefits and barriers of flexible workplaces as well as giving out appropriate recommendations.
Flexible workplace barriers
Attitudinal Behaviors on Employees
Ashforth (2002, 103) outlines that Issues of attitude of employees on various work approaches can be a hindrance. These are often based on mistaken beliefs such as whether the work approaches adopted might hinder their future careers for instance. The problem lying here is that organizations only transform if the employees too accept changes and this has to begin from the top level. Attitudinal behavior is therefore really hard to attain if there is no consensus within an organization particularly on issues related to the adoption of new work methods.
Fear on Leadership and Managerial Blocks
This is due to many organizations opting to remain as they were other than experiencing the challenges that they may face on adoption. Such organizations therefore do not accrue benefits of such methods of working in the long run (Ashley 2009, 122).
Organizational System Problems
This can be observed in cases where there are splits within the organization particularly in times where new working approaches are to be implemented. Resentments may come out mostly from the workers and this can act as a barrier to adoption. No amount of policy development, values declaration and systems implementation can transform an organization to one that solves issues between the management and employees (Ashley, 2009, 123).
Flexible workplace benefits
Improved Balance between Work and Home Life
Flexibility at the workplace offers many benefits to members of the organizations in terms of work and home life balance. This is brought out as a result of the increased control over when their various duties are completed. Employees are therefore free to choose to work at their own timings in the evening as well as spending enough time with their children during the afternoon hours (Christine & Diane, 2000, 210-212).
They are also able to avoid disruptions related to the office environment. The main objective in the flexible work arrangements favors this a lot since it is often tailored to making sure that the work is conducted or done in the most efficient way in addition to being done at the most effective location. Flexible work places could be homes as well as satellite offices (Christine & Diane, 2000, 210-212).
Increased Productivity
Flexibility approach within the organization allows for transformations that restructures as well as giving out well-built analysis of the various organizational issues. This means the organization gets a three-dimensional look of its future or having a vision; a vision that encourages creativity as well as the drive to act as an employee and therefore assists developing a road map to get achievable steps towards the goals.
Productivity level of the organization therefore rises since everyone within the organization is his or her own driver working to attain the similar goals. It also cuts across diversity other than being three-dimensional. Their is diversity since flexible work places disregard language as well as cultural barriers in its operations. This allows a varied labor force to be involved in the culture transformation process more easily. Leaders who undertake this approach also provide the essential resources adding up to the motivation; this in itself is an innovation that makes it possible for transformations hence a prolonged flexible workplace (Maitland, 2009, 45).
Promote Team Building
Flexible work places employ a structured type of both part-time works together with other work models. They always have an equal split though it is not always the available option. Some employers also ensure that their employees have not more than one day in common. This enable employees share out vital and concise information about the current issues and tasks. Team work is built through these interactions.
Flexible workplace strategies
Motivation
Management duties should mainly be centered on motivation, team work as well as creating a good working environment for all the employees. Employees work well when they are well motivated in addition to when they are most productive. Motivation therefore acts as a strategy that revolves around flexible work places. It has a role of encouraging employees in addition to promoting productivity. Motivations not only care for the employees’ but also bond the relations between the workers and employers. Better jobs are not easy to find and therefore such workplaces make and maintain loyal employees who working with an objective towards a shared obligation (Ashforth, 2002, 104).
Promote Team Building
Team work should be emphasized by the employers as a strategy within the flexible work places. This should be promoted between all the employees whether on-site or off-site. This can be made possible through involving them in shared activities such as training or special meals while providing unusual office coverage to make them aware of the realities of the workplace. This eventually acts as a forum for team building and productivity increment (Maitland, 2009, 45).
Appropriate and Occasional Orientation
The employer should make certain that the employees despite of their locations of work are equally directed so that they are all pulling together towards the same organizational goal. This should involve, for instance, keeping in mind the off-site employees making sure that they access training as well as promotion opportunities. Such opportunities are of great significance to every employee irrespective of their working localities (Thomas-Jones, 2006, 45).
Recommendation
Organizational success comes from an incorporation of focused dedications by all the members of an organization. Motivation in this case acts as the backbone that forms a road map towards the success.
Motivation develops various organizational workplaces coming up with environments that encourage employees for this reason fostering their productivity levels. Other than improving the morale of the employees, motivation also makes stronger the relationship between the respective employers and the employees.
In general, motivation provides a well balanced picture between the work, employees and their employers and as a result plays a significant role towards any organizational success.
Bibliographies
Ashley, A, 2009, Five Barriers to Workplace Flexibility, Ezine Articles. 122-125
Ashforth, B.E, 2002, The Flexible Workplace: A Sourcebook of Information and Research, Personnel publications, Arizona State University, 102-105.
Christine, A and Diane, Z, 2000, The Flexible Workplace: A Sourcebook of Information and Research, Westport.200-212
Maitland, A, 2009, The Advantages of Having a Flexible Workplace, Article from The Times and the Sunday Times Archives, Times Newspaper Limited, London. P.45.
Thomas-Jones, A, 2006, Flexible Workplaces, Oxford Press, London p 67.
Earthquakes in Japan
Earthquakes in Japan
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Earthquakes occur due to the constant movement of the earth’s plate (plate tectonics). Due to sudden movements along the faults that is planar fractures and gradual motion referred to as creep, opposite sides of the plate stretch. This force applied on the plates finally exceeds their strength and they strain. Strain usually occurs along the boundaries of the plate. This results in volcanic eruptions. This motion may also release stress in the form of seismic energy and the plates return to their unrestrained state (elastic rebound theory). Where the first rupture occurs on the plates is referred to as the focus and may be shallow (<100 kilometers) or deep (>300kilometers). A deep focus causes less harm than a shallow focus. The location on the earth’s surface just directly above the focus is referred to as the epicenter CITATION Und14 l 1033 (Understanding Earthquakes, 2014). The Japan archipelago is prone to earthquakes and tsunamis since it sits and/or is near an area where four oceanic and continental plates meet. These plates are the Pacific, North American, Filipino, and the Eurasian plates. These plates are continuously in motion.
Physical Aspects
Japan is an archipelago that consists of 6,852 islands with 75% of its land being mountainous, forested and heavily wooded. The main islands are Honshu, Kyushu, Shikoku, and Hokkaido, with the largest being Honshu and is referred as the mainland. Most of the land in Japan is inhabitable and has therefore been extensively modified by rand reclamation methods, the razing of mountains and hills, and development of artificial islands. Studies have stated, that despite Japan being a very small area, it has been struck by about 10% of the earth’s earthquakes. Japan’s location, on the boundaries of four tectonic plates, makes it susceptible to earthquakes. The earth’s plates move in different directions at a speed of a few centimeters annually. Great forces are applied on the plate boundaries by tectonic motion. Earthquakes may also occur inland due to the accumulated strain on the continental plate.
Figure SEQ Figure * ARABIC 1 Pacific Plate Boundary, where majority of earthquakes and eruptions occur
Japan has experienced some large earthquakes on its continental plate that have resulted in the fault displacement reaching the ground surface and deforming the geological layers and geographical features. These deformations caused by repetitive fault movements eventually form characteristic geographies. The dislocations include continuous cliff formations, dislocations on valleys, and dislocations on mountain ridges. Today, geologists estimate that Japan has more than 2, 000 active faults. This region is therefore referred to as the “Pacific Ring of Fire”.
Areas with these active faults and large-scale subduction have been identified to be prone to earthquakes. Large-scale earthquakes usually occur repeatedly at the same place. For instance, the Nankai Trough, an area where subduction earthquakes occur, has been identified to experience large-scale earthquakes repeatedly. Studies have also shown that large-scale inland earthquakes occur repeatedly.
Japan is also very likely to suffer tsunamis due its location in the Pacific Ocean. If an earthquake results in a large crustal deformation under the ocean, it moves the overlying mass of water, and causes a tsunami. Tsunamis therefore occur due to large earthquakes occurring in the ocean. After an earthquake occurs, a tremendous crustal deformation results in the ocean bed. This causes the overlying seawater to rise and fall. The fluctuation of the water results in a tsunami. However, tsunamis are not only created by earthquakes but volcanic eruptions on the seabed, seabed landslides, or collapses close to the shore. Tsunamis characteristically reduce their velocity and increase in height as they head towards land. The velocity although slowed down is about 40km/h and the water height at 10 meters. The velocity and height are correlated and depend on the magnitude of an earthquake, the shape of the coastline, and the topography of the seafloor.
When an earthquake occurs, part of its energy travels in waves referred to as seismic waves. When the underground rock is broken and a fault shifts, part of the seismic energy is propagated in every direction. Seismic waves contain P (primary) waves and S (secondary) Waves. P waves travel faster than S waves, are the propagation of density change, and the direction of their shake is perpendicular to the direction of their propagation. S wave shake perpendicular to the direction of propagation and are the propagation of shear deformation. P waves are also referred to as longitudinal while S waves are referred to as transverse waves. P waves always occur before the S waves as they are faster and are therefore felt first. They rattle the ground while the S waves sway the ground.
Social, economic, and political aspects
Nearly everyone in Japan is at risk of two or more hazards. These hazards include; floods, earthquakes, landslides, tsunamis, or ground liquefaction. Japan is therefore a multiple hazard zone (MHZ). An MHZ exposes people to greater risks than in other places. According to Degg’s model, there are differences between hazards, vulnerability, and risks, although they are all interrelated. If a vulnerable population is exposed to a hazard where natural and human systems overlap, then a disaster occurs. The larger the magnitude or scale of an earth’s event or process, and the more vulnerable the people, then the larger the magnitude of the natural disaster or hazard.
Economic aspect of development
According to data by the land ministry in Japan, about 58.9 million people are at risk of being hit by an earthquakes CITATION The111 l 1033 (The 2011 off the Pacific coast of Tohoku Earthquake Disaster (92nd Report), 2011). This is approximately 46.3% of the nation’s total population. The economic, social, and political aspects of Japan make it better at handling earthquake disasters more than other nations. Japan’s Human Development Index (HDI), for instance, is at 0.91. The high HDI is not only linked to economic status, but to health, education, and longevity. Since hazards and disasters are known to make poverty worse, and vice versa, Japan is at a safe place since it does well on a global scale. Japan has the third largest economy globally, and has equitable distribution of wealth and resources, people in Japan have high standards of living, and most of the population is insured. Therefore, Japan is able to handle hazards efficiently. It has systems and structures for mitigating the effects of hazards that are financially backed. Moreover, Japan is able to warn its citizens before the natural hazard strikes.
Social aspect
Japan had high- quality, secure housing built with earthquakes and other hazards in mind, it has enforced the earthquake-resistant housing codes, and it has a high expectancy and an extremely low infant mortality rates. However, when analyzing Japan’s population pyramid, one realizes that it has a large ageing population. This increases its vulnerability since people aged over 65 years are highly unlikely to be agile during a disaster. They also die due to the impact of shock, and other impacts on their chronic illnesses. It is therefore able to manage disasters better. Its Gross Domestic Product (GDP) is estimated to be at $34,200 GDP/cap CITATION Bir12 l 1033 (Birmingham & McNeill, 2012). In terms of preparedness, that is, education and infrastructure, Japan has an average of 11.9 years of schooling, and 75% of the buildings are built with earthquakes in mind.
Environmental aspects
Japan is a world leader in environmental protection. It is involved in massive land reclamation and reforestation policies.
Political aspects
Japan is characterized by an effective government, and by robust systems that have the capacity to deliver during disasters.
History and Perceptions of Hazards
The March 11, 2011 Tohuku Earthquake that occurred off the Pacific Ocean from Tohuku to the Kanto Region was the earthquake Japan has ever experienced. The earthquake had a magnitude of 9.0 and its epicenter was off the coast of Sanriku. The Japan Meteorological Agency (JMA) termed it as the strongest earthquake ever received in the country since Japan began taking magnitude measurements CITATION Pre11 l 1033 (Preliminary Report on Earthquake and Tsunami Disasters, the 2011 off the Pacific coast of Tohoku Earthquake, 2011). The JMA named it, ‘The 2011 off the Pacific Coast of Tohoku Earthquake.’ Data from Japan’s National Police Agency revealed that on September 11, six months after earthquake, and a total of 15,782 people had died (including deaths caused by the tsunami and aftershocks) and 4086 persons were missing. Sixty percent of the persons that had lost their lives were aged sixty-five and above. The number of buildings that had been completely destroyed were 128,530, while those that had been half destroyed totaled to 240,332 CITATION The11 l 1033 (The 2011 off the Pacific coast of Tohoku Earthquake Damage Status and Measures by the Police, Public Information Document , 2011). Buildings on the coast were washed away by the tsunami while those that were inland were destroyed by the seismic waves.
The Cabinet Office of Japan has not provided the overall costs of the damage. However, there have been estimates by these office on the estimated costs CITATION Est11 l 1033 (Estimate of the Cost of Damage in the 2011 off the Pacific coast of Tohoku Earthquake Disaster, 2011). For instance, the buildings were about ¥10.4 trillion, lifeline facilities such as gas, electricity, water supplies, communication, and broadcasting damages cost about ¥1.3 trillion, and infrastructure facilities such as rivers, ports, sewage lines, airports, and roads cost about ¥2.2 trillion. In the end, the earthquake was thought to have costed Japan about ¥ 16-25 trillion.
Japan was not so vulnerable to this disaster since it is a high-income nations and they respond to disasters better using an adaption approach rather than a fatalistic one. Before the earthquake, Japan’s national territory had covered the early warning symptoms. Six months prior to the disaster, 670,000 persons participated in the national earthquake drill that better equipped the citizenry on how to react. Japanese recovered by the government’s quick response to the emergency CITATION Mot12 l 1033 (Kazama & Noda, 2012). The government organized a large emergency respond team, the Ministry of Defense gathered the Self- Defense Forces to assist in the crisis. The National Police and the Fire and Disaster Management Agency to help out in the rescue missions. Regarding awareness, perception, and approach, Japan’s citizenry is aware of these hazards since they regularly occur in the nation CITATION Suz14 l 1033 (Suzuki & Kaneko, 2014). They have therefore adapted to these happenings as their resources allow. Japan’s citizenry tends to be more aware of all the risks affecting them, accepting these risks, and using their ample resources to mitigate the effects of these disasters.
References
BIBLIOGRAPHY Birmingham, L., & McNeill, D. (2012). Strong in the Rain: Surviving Japan’s Earthquake, Tsunami and Fukushima Nuclear Disaster,. Basingstoke: Palgrave Macmillan Trade.
Estimate of the Cost of Damage in the 2011 off the Pacific coast of Tohoku Earthquake Disaster. (2011, June 24). Retrieved from Cabinet Office: 〈http://www.bousai.go.jp〉
Kazama, M., & Noda, T. (2012). Damage statistics (Summary of the 2011 off the Pacific Coast of Tohoku Earthquake damage). Soils and Foundations, 780-792.
Preliminary Report on Earthquake and Tsunami Disasters, the 2011 off the Pacific coast of Tohoku Earthquake. (2011). Retrieved from Japan Meteorological Agency: 〈http://www.jma.go.jp/jma//kishou/books/saigaiji/saigaiji_201101/saigaiji_201101.pdf〉
Suzuki, I., & Kaneko, Y. (2014). Japan’s Disaster Governance: How was the 3.11 Crisis Managed? New York: Springer.
The 2011 off the Pacific coast of Tohoku Earthquake Damage Status and Measures by the Police, Public Information Document . (2011). Retrieved from National Police Agency: 〈http://www.npa.go.jp/archive/keibi/biki/higaijokyo.pdf〉
The 2011 off the Pacific coast of Tohoku Earthquake Disaster (92nd Report). (2011, September 26). Retrieved from Ministry of Land, Infrastructure, Transport and Tourism, 2011a: 〈http://www.mlit.go.jp/saigai/saigai_110311.html〉
Understanding Earthquakes. (2014). Retrieved from The Headquarters for Earthquake Research Promotion: https://www.jishin.go.jp/main/pamphlet/brochures2014en/understanding_earthquakes.pdf
Flexible Citation
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Flexible Citation
This article examines three reference sources which I used in my previous research essays about Griselda Blanco de Trujillo and women in the drug trafficking business.
Ethan Brown of Maxim magazine does not acknowledge any sources in his articles about Griselda Brown, either formally or informally. The writer does not use any formal citation method and the paragraphs seem to just flow with the story rather than follow a particular distinct pattern. Many magazine columnists tend to follow this writing approach by assuming that interested readers will definitely find many sources by searching certain topics on the web. This approach is effective to some extend since majority of the readers are not very keen on the citations.
In his article “Godmother of cocaine gunned down in Colombia”, Lee Ferran of ABC news does acknowledge all his sources. He does it in an informal but effective way by using both hyperlinks and mentioning his sources in sentences. Lee must have been aware of the consequences of plagiarizing material hence using this approach. This approach saves a lot of space as well since there is no need for a bibliography. The method is effective in the sense that many readers prefer to click on a link than go through a bibliography and type long URL’s in their browser. Another writer who does not cite or acknowledge her sources is Hariette Surovell in her article “Queenpins of the Cali Cartel”. The article does not conform to any specific citation technique as well. It looks more of a blog post thus explaining why Harriet did not follow any citation technique. This technique is in a way effective since at the end of the post Harriet states that she is from the U.S library of congress. This maybe explains her source of information. Works Cited
Brown, Ethan. “Searching for the GODMOTHER.” ethan-brown. Maxim. Jul. 2008. Web. 11 Nov. 2012.
Ferran, Lee. “’Godmother of Cocaine’ Gunned Down in Colombia: Reports.” news.yahoo. abc News. 4 Sep. 2012. Web 7 November 2012.
Surovell, Hariette. “Queenpins of the Cali Cartel.” corpse.org. Exquisite Corpse. 2000. Web. 7 Nov. 2012.