Financial management Essay

Q1. What are the goals of financial management? Ans. Financial management means maximization of economic welfare of its shareholders. Maximization of economic welfare means maximization of wealth of its shareholders. Shareholder’s wealth maximization is reflected in the market value of the firm’s shares. Experts believe that, the goal of financial management is attained when it maximizes the market value of shares. There are two versions of the goals of financial management of the firm- Profit Maximization and Wealth Maximization. Profit maximization Profit maximization is based on the cardinal rule of efficiency. Its goal is to maximize the returns with the best output and price levels. A firm’s performance is evaluated in terms of profitability. Profit maximization is the traditional and narrow approach, which aims at maximizing the profit of the concern. Allocation of resources and investor’s perception of the company’s performance can be traced to the goal of profit maximization. Wealth maximization The term wealth means shareholder’s wealth or the wealth of the persons those who are involved in the business concern. Wealth maximization is those who are involved in the business concern. Wealth maximization is also known as value maximization or net present worth maximization. This objective is an universally accepted concept in the field of business. Wealth maximization is possible only when the company pursues policies that would increase the market value of shares of the company. It has been accepted by the finance managers as it overcomes the limitations of profit maximization. The following arguments are in support of the superiority of wealth maximization over profit maximization: * Wealth maximization is based on the concept of cash flows. Cash flows are a reality and not based on any subjective interpretation. On the other hand, profit maximization is based on any subjective interpretation. On the other hand, profit maximization is based on accounting profit and it also contains many subjective elements. * Wealth maximization considers time value of money. Time value of money translates cash flow occurring at different periods into a comparable value at zero period. In this process, the quality of cash flow is considered critical in all decisions as it incorporates the risk associated with the cash flow stream. It finally crystallizes into the rate of return that will motivate investors to part with their hard earned savings. Maximizing the wealth of the shareholders means net present value of the decisions implemented. Q2. Explain the factors affecting Financial Plan. Ans. To help your organization succeed, you should develop a plan that needs to be followed. This applies to starting the company, developing new product, creating a new department or any undertaking that affects the company’s future. There are several factors that affect planning in an organization. To create an efficient plan, you need to understand the factors involved in the planning process. Organizational planning is affected by many factors: Priorities – In most companies, the priority is generating revenue, and this priority can sometimes interfere with the planning process of any project. When you start the planning process for any project, you need to assign each of the issues facing the company a priority rating. That priority rating will determine what issues will sidetrack you from the planning of your project, and which issues can wait until the process is complete. Company Resources – Having an idea and developing a plan for your company can help your company to grow and succeed, but if the company does not have the resources to make the plan come together, it can stall progress. One of the first steps to any planning process should be an evaluation of the resources necessary to complete the project, compared to the resources the company has available. Some of the resources to consider are finances, personnel, space requirements, access to materials and vendor relationships. Forecasting – A company constantly should be forecasting to help prepare for changes in the marketplace. Forecasting sales revenues, materials costs, personnel costs and overhead costs can help a company plan for upcoming projects. Without accurate forecasting, it can be difficult to tell if the plan has any chance of success, if the company has the capabilities to pull off the plan and if the plan will help to strengthen the company’s standing within the industry. For example, if your forecasting for the cost of goods has changed due to a sudden increase in material costs, then that can affect elements of your product roll-out plan, including projected profit and the long-term commitment you might need to make to a supplier to try to get the lowest price possible. Contingency Planning – To successfully plan, an organization needs to have a contingency plan in place. If the company has decided to pursue a new product line, there needs to be a part of the plan that addresses the possibility that the product line will fail. Q3. Explain the time value of money. Ans. Money has time value. A rupee today is more valuable than a year hence. It is on this concept â€Å"the time value of money† is based. The recognition of the time value of money and risk is extremely vital in financial decision making. Most financial decisions such as the purchase of assets or procurement of funds, affect the firm’s cash flows in different time periods. For example, if a fixed asset is purchased, it will require an immediate cash outlay and will generate cash flows during many future periods. Similarly if the firm borrows funds from a bank or from any other source, it receives cash and commits an obligation to pay interest and repay principal in future periods. The firm may also raise funds by issuing equity shares. The firm’s cash balance will increase at the time shares are issued, but as the firm pays dividends in future, the outflow of cash will occur. Sound decision-making requires that the cash flows which a firm is expected to give up over period should be logically comparable. In fact, the absolute cash flows which differ in timing and risk are not directly comparable. Cash flows become logically comparable when they are appropriately adjusted for their differences in timing and risk. The recognition of the time value of money and risk is extremely vital in financial decision-making. If the timing and risk of cash flows is not considered, the firm may make decisions which may allow it to miss its objective of maximizing the owner’s welfare. The welfare of owners would be maximized when Net Present Value is created from making a financial decision. It is thus, time value concept which is important for financial decisions. Thus, we conclude that time value of money is central to the concept of finance. It recognizes that the value of money is different at different points a of time. Since money can be put to productive use, its value is different depending upon when it is received or paid. In simpler terms, the value of a certain amount of money today is more valuable than its value tomorrow. It is not because of the uncertainty involved with time but purely on account of timing. The difference in the value of money today and tomorrow is referred as time value of money. Q6. What are the assumptions of MM approach? Ans. Modigliani Millar approach, popularly known as the MM approach is similar to the Net operating income approach. The MM approach favors the Net operating income approach and agrees with the fact that the cost of capital is independent of the degree of leverage and at any mix of debt-equity proportions. The significance of this MM approach is that it provides operational or behavioral justification for constant cost of capital at any degree of leverage. Whereas, the net operating income approach does not provide operational justification for independence of the company’s cost of capital. Basic Propositions of MM approach: 1. At any degree of leverage, the company’s overall cost of capital (ko) and the Value of the firm (V) remains constant. This means that it is independent of the capital structure. The total value can be obtained by capitalizing the operating earnings stream that is expected in future, discounted at an appropriate discount rate suitable for the risk undertaken. 2. The cost of capital (ke) equals the capitalization rate of a pure equity stream and a premium for financial risk. This is equal to the difference between the pure equity capitalization rate and ki times the debt-equity ratio. 3. The minimum cut-off rate for the purpose of capital investments is fully independent of the way in which a project is financed. Assumptions of MM approach: 1. Capital markets are perfect. 2. All investors have the same expectation of the company’s net operating income for the purpose of evaluating the value of the firm. 3. Within similar operating environments, the business risk is equal among all firms. 4. 100% dividend payout ratio. 5. An assumption of â€Å"no taxes† was there earlier, which has been removed. Limitations of MM hypothesis: 1. Investors would find the personal leverage inconvenient. 2. The risk perception of corporate and personal leverage may be different. 3. Arbitrage process cannot be smooth due the institutional restrictions. 4. Arbitrage process would also be affected by the transaction costs. 5. The corporate leverage and personal leverage are not perfect substitutes. 6. Corporate taxes do exist. However, the assumption of â€Å"no taxes† has been removed later.

Organizational Change: the Effect on Employee Morale and Motivation

Abstract News of job losses (whether we label them as downsizing, layoffs, or restructuring) reaches us daily. And sometimes the reality hits close to home – loss of a job of a family member, a close friend, a valued coworker or someone you supervise. According to McKinley, Sanchez and Schick (1995), â€Å"This process of deliberate personnel reduction has been justified as a cost-cutting measure and as an incentive to increase productivity. However, evidence has shown that downsizing negatively affects employee morale and productivity. While people who lose their jobs can be strongly impacted by loss of financial security, fear for the future, and even decreased self-esteem, it’s important to recognize that people who survive job cuts face their own set of negative consequences. This group of â€Å"survivors† may experience stress as well as feelings of anxiety or depression. This paper examines these issues by reviewing the numerous organizational and leadersh ip changes that have taken place at WellPoint, Inc. within the last two years.In addition, a small sample of WellPoint associates was surveyed to assess the effects that the organizational restructuring and leadership changes have had on employee morale over the last two years. The results of that survey are presented in this paper. Introduction What single change causes the most consternation in the work place? The announcement of job cutbacks. With all the recent staff reduction announcements, this news is all too familiar. With it comes the immediate negative effect on employee morale, both for the laid-off employees and the remaining staff.Emotional turmoil resulting from an event such as organizational change can leave lasting scars on individuals and organizations. Disruption of normal operation can be short-lived if normal feelings of grief, loss, fear, and even guilt and anger are allowed to be expressed when the organizational change is being announced and/or is occurring. However, if these feelings are not allowed expression, they may be manifested later in more serious and damaging forms such as increased illness; absenteeism and turnover; decreased productivity and morale; and isruption in communication among employees and between employees and managers (Abbasi and Hollman, 1998). This can lead to massive chaos and interruption in the smooth flow of work activities? Abbasi and Hollman. (1998) emphasize the following, â€Å"There has been a clear change in corporate philosophy among American firms in the past two decades. Firms which once perceived employees as long-term assets to be nurtured, developed, engaged, and empowered by management, now see them as commodities. Workers are short-term expendable costs to be jettisoned at a moment’s notice when downsizing.The steady drumbeat of layoffs in recent years has made many workers feel that the days of career security are gone for good, no matter how dedicated they may be. † K. Mishra, Spreitzer and A. MIshra (1998) support this idea with the following, â€Å"Downsizing has become almost a way of life for U. S. companies. In fact, a first round of downsizing is generally followed by a second round a short time later. Sixty-seven percent of firms that cut jobs in a given year do so again the following year. †The outcome of these changes and the resulting impact on employees’ morale is discussed. This paper reviews literature that addresses corporate downsizing, what it is and why it is important. The literature review includes books and various articles. To assess the effect that these changes have had on employee morale, a 15-question survey was given to a small sample of WellPoint associates to measure their current feelings that impact their self-confidence. The results of the survey are offered, along with an analysis of the data, including conclusions. Literature ReviewCurrent business literature supports the idea that although managers implement downsizing to enhance profitability and productivity, research reveals that downsizing does not always result in higher earnings, improved productivity and better customer service and that workforce reductions often adversely affect employee attitude and morale. Abbasi and Hollman (1990) point out that throughout the early 1990s, the newspapers and airwaves were filled with stories of major American companies announcing layoffs of several thousand additional employees.Companies large and small were cutting jobs at a rate never seen before in American economic history. The trend toward downsizing is so pervasive, and its impact so profound, that it literally shapes the business strategy of many companies. In a study by Watson Wyatt Worldwide, it was reported that fewer than half of the companies it surveyed after the 1990 recession met profit goals after downsizing. Furthermore, study after study has challenged and often contradicted the long-term benefit of staffing cutbacks as a m eans to return to profitability.However, according to Carol W. Garnant, â€Å"The number one issue that companies immediately face when downsizing is employee morale. † She adds that â€Å"prompt resolution of staffing and organizational issues is essential to the first step in change. The longer the process takes, the more painful it becomes, and the greater the chance of losing key employees in the disruptive environment. † Abbasi and Hollman (1990) contend that today’s organizations no longer provide workers with a secure and stable workplace.It’s an unstable environment where workers work for managers who often find their compassion and concern for workers in sharp conflict with the pressures of relentless competition and investor expectations. Over the years, many employees stayed in their organization because the believed it was a good place to work. They believed in the organization, were loyal to it, and had expectations of periodic pay increases and regular opportunities for advancement. Their interests were aligned with those of management. The old paradigm is now gone.The myth that institutions will take care of their employees has been shattered. Lately, each round of organizational restructuring results in more bodies on the corporate scrap heap. Abbasi and Hollman (1990) agree that one of the biggest problems arising from workforce reduction concerns the devastating impact on employee morale and attitudes. A sense of foreboding usually pervades the workplace where downsizing is being discussed or is in progress. Employees often feel that their long years of work and dedication to the company are not reciprocated.They may perceive themselves as victims of some abstract management exercise which is outside their control and beyond their capacity to comprehend. Cutting staff doesn’t always work; in fact, it frequently has the opposite effect. The American Management Association surveyed 700 companies that had downs ized between 1989 and 1994. Employee morale plummeted in 83% of the companies. Employees who survive the unsettling and disruptive effect of downsizing also tend to experience a disproportionate amount of problems. They feel that management has put them at the very bottom of its priority list.According to Abbasi and Hollman, they feel betrayed, suffer ebbing morale, become dispirited and self-absorbed, submit a larger number of stress disability claims, become obsessed with layoffs and internal politics, and exhibit various behavioral problems. Many workers are forced to struggle with heavier workloads and become overburdened to the point of burnout. Others experience heightened anxiety as they wonder who will be next to go and if they will be able to make it safely to retirement before being forced out in a subsequent downsizing.After all, downsizing seems to beget more downsizing. Three out of four firms that downsize in one year plan to do it again in the next year. With some of the surviving employees having trouble getting to work on time and spending their day just going through the motions, no longer enjoying what they do, companies are finding that these employees are suffering from workplace depression. Corporate psychologists coined this phrase to characterize the feelings of suppressed anger and anxiety that are widespread in today’s workplace.According to Marjorie Whigham-Desair (1993), â€Å"The symptoms run form a general lack of enthusiasm and low productivity to high absenteeism coupled with a low rate of voluntary employee turnover. â€Å" This results in delays in projected deadlines and lackluster employees. Psychologists agree that the recent wave of corporate layoffs has taken its psychological toll on the nation’s workforce. When companies eliminate large numbers of workers, those who remain experience anxiety, says Therman Evans (1993), MD. , president and CEO of Whole Life Associates, a stress-management firm based in El kins Park, PA.This leads to higher workers’ compensation claims and extremely paranoid employees. â€Å"As companies downsize, responsibilities shift to those who remain, this can result in frustration, irritability, fatigue and ultimately burnout, adds Michael D. Cox (1993), Ph. D a psychologist at Baylor College of Medicine in Houston. As authors and human resource consultants Kenneth N. Wexley and Stanley B. Silverman (1993) point out in their book, Working Scared: Achieving Success in Trying Times, organizations that downsize violate two fundamental factors that motivate workers; the need for security and the desire for justice.Not only do surviving employees distrust the company, they also become more cautious. As a result, innovation and creativity are stifled. People worry about the unknown and need time to prepare for it, says Cox. â€Å"They don’t like to be given bad news abruptly; they don’t want to feel out of control. † Those managers who mu st implement layoffs suffer too. Two researchers found that managers often become abrasive, narcissistic, withdrawn, alienated, apathetic or depressed. Mishra et al. 1998) found, â€Å"the irony is that downsizing companies are unwittingly destroying the very qualities they need for competitive advantage, namely their employees’ trust and empowerment. At the same time they are downsizing, many companies are advocating the implementation of high-involvement work systems and total quality management strategies. Yet employee trust and empowerment, often shattered in the process of downsizing, are the engines that make these initiatives work,† resulting in a decrease in employee motivation and increase employee absenteeism. Mishra et al. 1998) call attention to the fact that â€Å"trust between managers and employees is critical for effective work relationships, especially under conditions of high uncertainty and conflict. † Trust is defined as an individual’ s willingness to be vulnerable to another based on the belief that the other party is competent, open, reliable, and concerned about the individual’s own interests. Employee trust and empowerment decline considerably during downsizing. Survivors may no longer trust top management’s openness because communication is not credible or information is withheld.Survivors may not believe that management cares about employees’ needs if they see that their welfare has been sacrificed for top managers’ personal gain. Survivors’ sense of empowerment may suffer and their competency also may be threatened as they take on the jobs of laid-off coworkers, which often require different skills. Their sense of personal control may suffer because of unclear or constantly changing job responsibilities or frequent layoffs that leave them wondering if they are next. Not surprisingly, their willingness to take risks may decline, and they may become more resistant to change (Mishra et al. 1998). Isabella (1989) suggests, â€Å"Companies that downsize may be unprepared for the strong emotions, lengthy adjustment time, diminished morale, and lower productivity experienced by the survivors of massive restructuring. In fact, companies often have surprisingly little information about the adjustments and assessments of those ultimately responsible for revitalizing the company. † Isabella (1989) adds, â€Å"The downsizing also can trigger substantial uncertainty and concern for one’s professional and personal future.Feelings of security can be of significant concern because years spent in an organization can create a level of familiarity that is difficult to rebuild elsewhere. † Therefore, it is not uncommon to employees update their resumes and begin seeking employment elsewhere during these stressful times. This certainly has been the case for employees of WellPoint, Inc. Shortly after the Anthem/WellPoint Health Network merger in 2004 , when the company became known as WellPoint, Inc. , numerous attempts have been made to reengineer the company and minimize duplication wherever possible.Even after several rounds of layoffs, WellPoint, Inc. once again decided to trim more positions as it faces a still-sluggish economy and uncertainty from potential health-care reforms coming out of Washington. â€Å"As the economic environment changes, WellPoint reviews the size and skills of our work force and makes adjustments as necessary,† WellPoint spokeswoman Kristin Binns said in an email. Job reductions by businesses across the country during the downturn have caused shrinking membership in many of WellPoint’s employer-sponsored health plans.The company said it is looking for ways to operate more efficiently in 2010. Early this year, WellPoint trimmed about 1,500 jobs in a move that included about 600 layoffs (Lee, 2009). This leads to those who are left behind feeling very uncertain about their own job secur ity, wondering if they will survive the next phase of layoffs. Gibbons and Brenowitz (2001) acknowledge, â€Å"Only the luckiest businesses in any industry will survive their entire lifecycles without experiencing the wrath of corporate downsizing. In the aftermath of downsizing, fewer people are left to do the same or increased amount of work.The organization, once designed for and built around a greater number of people, is now left in a state of imbalance. While survivors usually move from denial to acceptance, they often struggle to get there. † They further state,† At a time when they’re feeling the lowest, middle management must perform at their best. Although the company appears to be in a state of chaos, managers must seem calm, confident and in control. It’s their job to begin allocating tasks, confirming work objectives, making sure people stay focused on appropriate tasks, and pulling together a new team. What many companies may not realize is t hat the design of an organization cannot withstand such turbulence without some degree of consequence. Senior management cannot assume to rebalance the company’s design by moving around a few boxes on the organizational chart. The fact is that organization design goes beyond the company structure. It addresses issues more systemic than the lines, boxes and arrangement of people and functions. It includes such factors as information and reward systems, management and decision making processes; mission, vision and values; business strategy and people (Gibbons and Brenowitz, 2001).In addition to impacting management, downsizing also has a profound effect on those who survive. Some of the most common challenges survivors of downsizing face include: guilt, some remaining employees may feel guilty that they were â€Å"saved† from the job cuts; stress, not only do employees have to cope with the stress of job insecurity, but they also have even more work to do with fewer reso urces; and anxiety, the anxiety engendered by job cuts doesn’t end with initial layoffs, survivors often live in a state of shock, wondering if the worst is over or still to come (Harris, Rothenberg International, LLC, 2008).In conclusion, as downsizing continues to become an increasingly normal business practice, managers need to find ways to improve their ability to manage the change. This includes motivating traumatized employees and getting operations back on track. It means addressing the drama of the situation, not denying it. Can-do attitudes are badly needed and understandable goals must be spelled out. Yet, nothing promises post-downsizing success like the practice of open, honest communications? Methodology To determine how the organizational changes have affected employee morale, a survey was administered to a small sample of employees.Twenty WellPoint employees were surveyed. About the same number of surveys was given to male and female employees. Eight State Spon sored Business and 12 Shared Services employees participated in the survey for a total sample size of 20. The survey was adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Although the original survey created by Kenexa and those found on the EAP website consisted of a number of additional questions, the questions for this survey has been reduced to 15 questions.Each of the 15 questions was rated according to a five-point Likert scale response, ranging from a numerical score of one, if the respondent strongly disagrees with, to five, if the respondent strongly agrees. A total score of 75 is the maximum possible for the survey. Quantitative results were placed into tables and the mean and standard deviation were calculated for each question. The results were analyzed and interpreted in the Analysis and Conclusion sections of this report. The survey follows. Associate Morale ObservationYou are invit ed to participate in this survey to help Pamela Forrest with a research paper for an MBA class project. Your participation is entirely voluntary and your responses will be kept strictly confidential. If you are willing to participate, please answer all of the questions and return this survey to Pamela by Monday, October 12, 2009. To complete this survey: In the space to the right of each statement below, please place a number from 1 to 5 indicating how true the statement is about your experience working at WellPoint, Inc. using the following scale: =Strongly Disagree 2=Disagree 3=Neither Agree nor Disagree 4=Agree 5=Strongly Agree 1. I feel that I am part of a team. _____ 2. I am involved in decisions that affect my work. _____ 3. My job makes good use of my talents and abilities. _____ 4. I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. _____ 5. WellPoint provides me with the opportunity for learning and development. _____ 6. I have t he training I need to do my job effectively. _____ 7. I receive the coaching and feedback I need to do my job effectively. ____ 8. I feel that I have limited control over the outcome of my job. _____ 9. I am satisfied with my opportunities for career advancement. _____ 10. I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. _____ 11. I regularly receive appropriate recognition for my contributions. _____ 12. I am paid fairly for the work I do. _____ 13. I dread going to work, especially on Sunday night. _____ 14. I receive the information and communication I need to do my job effectively. _____ 15.My immediate manager does a good job communicating the reasons behind important changes that are made. _____ Thank you for your time and support for this class project! Questionnaire adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Results A total of 20 surveys were distributed to WellPoint associates. Twenty surveys were completed and returned, for an overall response rate of 100 percent. The average total score for the survey, calculated from all 20 respondents, is 51. 5 out of a possible maximum of 75. This equates to an average total rating of 68 percent. The mean was calculated for each of the 15 rating-scale questions. The mean for the results ranges from a high of 4. 25 to a low of 2. 85. The standard deviation was calculated for each of the 15 rating-scale questions. The results range from a high of 1. 459 to a low of . 7539. The results for each of the 15 rating-scale questions are given below. Question 1: I feel that I am part of a team. The mean for the total results is 4. 25 and the standard deviation is . 8507.The most frequently occurring response given by all respondents for this question is 5, â€Å"strongly agree. † Question 2: I am involved in decisions that affect my work. The mean fo r the total results is 3. 6 and the standard deviation is . 9947. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 3: My job makes good use of my talents and abilities. The mean for the total results is 3. 45 and the standard deviation is 1. 191. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 4: I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. The mean for the total results is 3. 15 and the standard deviation is 1. 04. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 5: WellPoint provides me with the opportunity for learning and development. The mean for the total results is 3. 4 and the standard deviation is . 9403. The most frequently occurring response given by all respondents for this question is 4, â€Å"agre e. † Question 6: I have the training I need to do my job effectively.The mean for the total results is 3. 6 and the standard deviation is . 7539. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 7: I receive the coaching and feedback I need to do my job effectively. The mean for the total results is 3. 45 and the standard deviation is . 9445. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 8: I feel that I have limited control over the outcome of my job. The mean for the total results is 3. 35 and the standard deviation is 1. 1367.The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 9: I am satisfied with my opportunities for career advancement. The mean for the total results is 2. 95 and the standard deviation is 1. 099. The most frequently occurring r esponse given by all respondents for this question was tied between 3, â€Å"neither agree nor disagree† and 4, â€Å"agree. † Question 10: I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. The mean for the total results is 3. 4 and the standard deviation is 1. 39. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 11: I regularly receive appropriate recognition for my contributions. The mean for the total results is 3. 4 and the standard deviation is 1. 0463. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 12: I am paid fairly for the work I do. The mean for the total results is 3. 45 and the standard deviation is 1. 1459. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 13: I dread going to work, es pecially on Sunday night. The mean for the total results is 2. 85 and the standard deviation is 1. 4244. The most frequently occurring response given by all respondents for this question was tied between 1, â€Å"strongly disagree† and 3, â€Å"neither agree nor disagree. † Question 14: I receive information and communication I need to do my job effectively. The mean for the total results is 3. 15 and the standard deviation is . 9333. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. †Question 15: My immediate manager does a good job communicating the reasons behind important changes that are made. The mean for the total results is 3. 8 and the standard deviation is . 7678. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Analysis The overall survey score of 51. 25 percent indicates that the employee morale for WellPoint associates is average. While th ese scores could be a little higher, they still are quite positive in light of the major organizational changes that recently have taken place across the company.In fact, WellPoint is doing better than one would expect considering all of the organizational changes it has experienced within the last couple of years. The survey question with the highest mean score overall (4. 25 mean) was number one, â€Å"I feel that I am part of a team. † This is largely due to the fact that the majority of associates who took part in this survey, work for a highly creative department whose direct management has fostered monthly team-building activities and encouraged collaboration when completing everyday tasks.The question with the lowest mean score overall (2. 85 mean) was number 13, â€Å"I dread going to work, especially on Sunday night. † Because this question had a negative spin on it, the fact that it received a low mean score actually is a positive indicator. Based on their re sponses, the majority of associates surveyed enjoy coming to work, even when the week is just getting underway. Consequently, the next lowest mean score overall (2. 95 mean), which actually indicates a considerable amount of discontent is number 9; â€Å"I am satisfied with my opportunities for career advancement. This has been a trouble area for quite some time, due, in large part to the fact that a majority of the associates within our department have realized little or no career advancement within the last few years. To further assess this study’s survey results, questions were evaluated based on the percentages of answers for each question, adding together the percentages for response #4, â€Å"agree† and response #5, â€Å"strongly agree. † These figures were compared to the sum of the remaining three percentages for response #1, â€Å"strongly disagree,† response #2, â€Å"agree† and response #3, â€Å"neither agree nor disagree. The fact t hat some of the questions had a negative spin, resulted in reversing the percentages for a more accurate representation. For question 1, â€Å"I feel that I am part of a team,† a total of 85% either agreed or strongly agreed as compared to 15% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that the team-building efforts initiated by management have had a positive affect on associates. For question 2, â€Å"I am involved in decisions that affect my work,† a total of 55% either agreed or strongly agreed as compared to 45% who either strongly disagreed, disagreed or neither agreed nor disagreed.This shows that associates feel that they have a say in their daily decision-making tasks. For question 3, â€Å"My job makes good use of my talents and abilities,† 60% either agreed or strongly agreed as compared to 40% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that associates feel that they ar e utilizing their skills in their daily work routine. For question 4, â€Å"I feel overwhelmed trying to keep up with my responsibilities,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed.This shows that associates feel that their workload is balanced and they are able to accomplish their daily tasks with a limited amount of stress. Question 5, â€Å"WellPoint provides me with the opportunity for learning and development,† primarily was split almost down the middle with 55% either agreeing or strongly agreeing and 45% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing. This reveals the possibility that opportunities for learning and development may not be offered equally to all associates; some associates may be favored to take educational courses over other associates.For question 6, â€Å"I have the training to do my job effectively,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most associates feel well-equipped to adequately handle their job duties. However question 7, â€Å"I receive coaching and feedback to do my job effectively,† predominantly was split down the middle with 45% either agreeing or strongly agreeing and 55% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing.This shows that management may not be communicating effectively nor providing adequate coaching and feedback on a regular basis. And question 8, â€Å"I feel that I have limited control over the outcome of my job,† was split down the middle, 50/50, which shows that associates feel that external factors may have more direct impact on their job than the direct contributions they make on a daily basis. For question 9, â€Å"I am satisfied with my opportunities for career advancement,† 60% either strongly disagreed, di sagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed.This demonstrates the belief shared by a majority of WellPoint associates, that there is little opportunity for upward mobility with the organization. For question 10, â€Å"I am able to maintain a healthy work-life balance,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are maintaining an adequate balance between their work responsibilities and their leisure time.And question 11, â€Å"I regularly receive appropriate recognition for my contributions,† was split down the middle, 50/50, which shows that appropriate recognition may not always be given equally to all associates; some associates may be favored over others. For question 12, â€Å"I am paid fairly for the work I do,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are satisfied with their rate of pay for the work that they do.For question 13, â€Å"I dread going to work, especially on Sunday night,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed. This shows that associates feel content with their jobs and look forward to coming to work. For question 14, â€Å"I receive the information and communication I need to do my job effectively,† 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed. This reveals that WellPoint needs to improve their channels of communication.And finally, for question 15, â€Å"My immediate manager does a good job communicating the reasons behind changes,† 70% either agreed or strongly agreed as compared to 30% who eit her strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel satisfied with the way their immediate manager is communicating with them. Conclusion Depending on the scope and size of the organizational change and the number of staff affected, consequences can be disruptive. Employees may find even the act of reporting for work very stressful.They may have difficulty sleeping or eating. People respond differently and recover at different rates. For most people, the effects of the event will subside within a few weeks as people adjust to the changes. For others, the symptoms may become worse. However, surprisingly, the results of this study refute most of the literature on this subject. While downsizing is a workplace trend that is here to stay and that undeniably creates anger, stress, fear and even trauma for surviving employees, according to the findings in this survey, this has not proven to be the case for WellPoint associates.This study’s survey results indicate that WellPoint has been reasonably successful to this point. Employee morale and attitudes are at or slightly above national norms, which is rather commendable considering the recurring layoffs that have taken place over the course of the past two years. While the industry trend indicates otherwise, WellPoint associates who have weathered the storm by remaining gainfully employed with the company, increase their engagement while striving to achieve superior performance in their daily work activities.Evidence can be seen in the high survey rankings reported in this paper on questions such as â€Å"I have the training to do my job effectively† and â€Å"I am able to maintain a healthy work-life balance. † Even under the most extreme circumstances of additional impending layoffs, the morale of the surviving associates at WellPoint is surprisingly high. I am inspired by the fact that WellPoint associates have managed to hold onto emp loyee morale in spite of some tough economic conditions.Some of the survey results that support this include the high survey rankings reported in this paper on questions such as â€Å"Associates feel that they are part of a team† and â€Å"My job makes good use of my talents and abilities. † However, the common rationale that downsizing is necessary to financial health and that greater efficiency always follows job cuts is questionable. Therefore, WellPoint also must give attention to alternatives that may cause less turmoil and still achieve the desired economic results.There are numerous alternatives to downsizing that are far less demoralizing to employees. Some of these alternatives include gearing down to a four-day work week or using job-sharing techniques, where employees lose pay but keep their job. Other alternatives include pay reductions, taking vacations without pay, having fewer paid holidays, retraining or redeploying workers, or providing early retiremen t buyouts for workers past a certain age. Finally, some other ideas include imposing wage and hiring freezes, restricting the amount of overtime available to employees or cutting back on executive perks.The negative effects of downsizing can be eased by acknowledging the situation, asking questions and communicating honestly, listening to others and exploring new ideas and ways of doing things. Taking an active, positive role in reducing the trauma of downsizing can enhance WellPoint’s chances of being part of a creative, profitable company and enhance its professional growth and opportunity for the future. In addition, if there don’t seem to be any alternatives to layoffs, WellPoint can make the layoffs seem less arbitrary and cruel by keeping the lines of communication open and explaining with dignity the strategy behind them.In the opinion of this author, WellPoint needs to turn its attention to cultivating the staff that is ultimately responsible for revitalizing t he company by providing more opportunity for learning and development and career advancement as well as expanding the lines of communication. Questions in the survey show that WellPoint is weak in these two key areas. Evidence can be seen in the low survey rankings reported in this paper on questions such as â€Å"I am satisfied with my opportunities for career advancement,† and â€Å"I receive the information and communication I need to do my job effectively. Therefore, providing more opportunities for associates and improving the flow of communication, not only would be a worthwhile investment for the company, but also a vehicle for providing a worthwhile work environment for the associates. This in turn would result in a direct benefit to the organization by increasing associate engagement and providing the necessary tools for associates to do their job more effectively. This, in turn, would make the most of the human capital available in the 41,000 WellPoint associates.A ppendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |SSB Survey Results | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Associate Morale Monitor | | | | | | | | | | | | | | | | | | | | | | | | | |Results for WellPoint, Inc. Associates 10. 9. 09 | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Avg. |SD |Mode | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 |0. 85 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 |0. 97 |4 | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 |1. 19 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 |1. 04 |3 | |5. WellPoint provides opportunity for develo p. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 |0. 94 |4 | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 |0. 75 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 |0. 94 |3 | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 |1. 14 |4 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 |1. 1 |3 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. 4 |1. 1 |4 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 |1. 05 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 |1. 15 |4 | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 |1. 42 |3 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 |0. 93 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. |0. 77 |4 | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 | |3.Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 | 4 |3 |5 |3 | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 | |6. Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 | |8.Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 | |13.Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 | |Sum | | | |46 |42 |50 |49 |41 |45 |58 |53 |55 |56 |51 |39 |53 |61 |63 |49 |56 |50 |52 |56 | |Score (%) | | | |61% |56% |67% |65% |55% |60% |77% |71% |73% |75% |68% |52% |71% |81% |84% |65% |75% |67% |69% |75% | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Mean | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 | | | |3. Job makes good use of talent s & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. | | | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. | | | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |St. Dev. | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |0. 507 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |0. 9947 | | | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |1. 191 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |1. 04 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |0. 9403 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |0. 7539 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |0. 9445 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |1. 1367 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |1. 099 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |1. 3139 | | | |11.Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |1. 0463 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |1. 1459 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |1. 4244 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |0. 9333 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |0. 7678 | | | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results – Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Percentage for Each Response | | | | | | |% Ans. 1 |% Ans. 2 |% Ans. 3 |% Ans. 4 |% Ans. 5 |Total | | | | | | | | | | | | |1. I feel that I am part of a team. | | | | | | | |0 |5 |10 |40 |45 |100 | | | | | | | | | | | | |2. I am involved in decisions that affect my work. | | | | | |0 |15 |30 |35 |20 |100 | | | | | | | | | | | | |3. My job makes good use of my talents and abilities. | | | | | | |10 |10 |20 |45 |15 |100 | | | | | | | | | | | | |4. I feel overwhelmed trying to keep up with my responsibilities. | | | | |5 |20 |40 |25 |10 |100 | | | | | | | | | | | | |5. WellPoint provides me with the opportunity for learning and development. | | |5 |10 |30 |50 |5 |100 | | | | | | | | | | | | |6. I have the training to do my job effectively. | | | | | | | |0 |10 |25 |60 |5 |100 | | | | | | | | | | | | |7. I receive coaching and feedback to do my job effectively. | | | | |0 |15 |40 |30 |15 |100 | | | | | | | | | | | | |8. I feel that I have limited control over the outcome of my job. | | | | |5 |20 |25 |35 |15 |100 | | | | | | | | | | | | |9. I am satisfied with my opportunities for career advancement. | | | | |10 |25 |30 |30 |5 |100 | | | | | | | | | | | | |10. I am able to maintain a healthy work-life balance. | | | | | | |15 |10 |10 |50 |15 |100 | | | | | | | | | | | | |11. I regularly receive appropriate recognition for my contributions. | | | | |0 |25 |25 |35 |15 |100 | | | | | | | | | | | | |12.I am paid fairly for the work I do. | | | | | | | |10 |10 |15 |55 |10 |100 | | | | | | | | | | | | |13. I dread going to work, especially on Sunday night. | | | | | | |25 |15 |25 |20 |15 |100 | | | | | | | | | | | | |14. I receive the information and communication I need to do my job effectively. | | |0 |30 |30 |35 |5 |100 | | | | | | | | | | | | |15. My immediate manager does a good job communicating reasons behind changes. | |0 |5 |25 |55 |15 |100 | | | | | | | | | | | | | Appendix B Charts of Results for Each Survey Question Sources Consulted Abbasi, Sami M. Hollman, Kenneth W. (1998). The myth and realities of downsizing. Records Manag ement Quarterly, 32. n2, 31(6). (Document ID: A20776055). Business Editors. (2000). Workforce Growth Averages 5. 9%, Annual AMA Survey Finds. Business Wire. Retrieved from http://findarticles. com/p/articles/mi_m0EiN/is_2000_Oct_25/ai_6632 Canada and the World Backgrounder. (1996). Downsizing or dumbsizing? Canada and the World Backgrounder, 62. n2, 12(1). (Document ID: A18927954). Cummings, Thomas G. & Worley, Christopher G. (2005). Organization Development & Change. Ohio. Thomson South-Western. See pages 287-297. ) Garnant, Carol W. (2001). Who re-moved my cheese? Responding to staff reductions. Tax Executive, 53. 4, 283. (Document ID: A79052297). Gibbons, Tracy & Brenowitz, Randi S. (2001). The Impact of Downsizing on Corporate Culture. Data Center Management. Harris, Rothenberg International, LLC. (2008). Helping Employees with Organizational Change: A Guide for Managers. Retrieved from www. wellpoint. com. Harris, Rothenberg International, LLC. (2008). Managing in Uncertain Tim es. Retrieved from www. wellpoint. com. Harvey, Don & Brown, Donald R. 1996). An Experiential Approach to Organizational Development. New Jersey: Prentice-Hall, Inc. Isabella, Lynn A. (1989). Downsizing: survivors’ assessments. Business Horizons, 32. n3, 35(6). (Document ID: A7739163). Lee, Daniel. (2009). WellPoint Says Economy Could Prompt It to Cut More Jobs. The Indianapolis Star. Retrieved from http://www. istockanalyst. com/article/viewiStockNews/articleid/3499717. McKinley, William, Sanchez, Carol M. & Schick, Allen G. (1995). Organizational downsizing: constraining, cloning, learning. The Academy of Management Executive, 9. 3, 32(13). (Document ID: A17452339). Mishra, Karen E. , Spreitzer, Gretchen M. & Mishra Aneil K. (1998). Preserving employee morale during downsizing. Sloan Management Review, 39. n2, 83(13). Retrieved from http://find. galegroup. com/ips/start. do? prodID=IPS. Noer, David M. Healing The Wounds: Overcoming the Trauma of Layoffs and Revitalizing Dow nsized Organizations. New York. Jossey-Bass Inc. , 1993. (See pages 3, 4, 10-12. ) Whigham-Desir, Marjorie. (1993). Strategies for coping with workplace depression. Black Enterprise, 24. n2, 77(4). (Document ID: A13287127).

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Outlined and it varies Essay Example | Topics and Well Written Essays - 1750 words

Outlined and it varies - Essay Example However, in the case of emotion, it is usually much difficult to really create the link. For instance in making decisions through emotions, one can be driven by such factors like nostalgia while they might be well aware (through cognition) that such a decision is not really the best (Norman, 2005). The traditional hard science approach in decision making faces much antipathy in the conventional practical situation. It relies much on positivism and logical sense. However, in today’s science, decision making and decision calls for more than mere objectivism. The world is indeed inundated with many situations and options which have made human beings to be accustomed to different experiences. In this regard, in making decisions and designs, it is important to demonstrate a subjective mind that highly promotes experientialism. It is further realized that the reaction of human beings to design normally occurs in three different levels: visceral, behavioral and reflective. The viscer al level is very important as it creates the first impression in terms of appearance. In this case, one is attracted by what their see before they can consider such aspects like functionality. Secondly, people are also driven by behavioral factors which include the ability of the item to perform the required needs. Lastly, the reflective level regards the effects of the item on the self-image and satisfaction of the individual. The subjective and post-positivist approach is realized in the design of such products like watches and autos in which case the mere functionality of the item does not really drive people to be interested. In the technological field, image and sound are some of the most fundamental factors that drive people to purchase specific items like computers and phones. The designers of these products should therefore move away from the traditional focus on objectivism and realize the very importance of creating an item which lures people through sight, sound and perfo rmance. The products used in everyday life should therefore be designed in a way that evokes certain emotions on the users. Most designers still hold on to the traditional objective ideas regarding science where emotional concerns of the users are not given much consideration in the design process. However, companies like Apple have realized this crucial value and are not only enhancing functionality but also image and visual characteristics of their products. The results are basically the increase in sales as people tend to be attracted visual efficiencies of such products. The subjective orientation places much focus on creating experience on the part of the users. For instance, in information technology, the designers should make products which are identified with specific features such as efficiency. Therefore the present usability design places greater emphasis on such critical factors that create a mental attitude on the part of the consumers who are then driven to purchase su ch items. PHILOSOPHY--A CRASH COURSE Philosophy is normally a subject of many debates and questions regarding its very nature and its importance in conventional human practice. While some people normally feel that it is almost unnecessary owing to its excessive indulgence in rational argument, the core of the matter is basically with respect to the importance of philosophy in

Piracy in the internet Essay Example | Topics and Well Written Essays - 2000 words

Piracy in the internet - Essay Example The question here is how the piracy on the internethad affected the economy? While the internet has become a useful resource over the years, piracy on the internet has had a huge impact on the economy. (Thesis) As internet is a renowned medium of communication, it is a viable platform for such illegal activities. And this popularity of internet has led to an increase in the piracy activity. A person who is engaged in the process of piracy can do all his/her activity on the internet including the advertising and sales of the product. Piracy on the internet is a significant criminal problem because of the easiness of performing it, even over a long distance. Generally speaking, the foremost piracy was done on digital music files, and this has caused much damage to the artists and music industry. Apart from this, movie industry is also a victim of piracy on the internet, and this has negatively affected the economies of many countries. II.Online Piracy : An enormous economic problem Pir acy on the internet is a significant economic problem which affects different sectors of the U.S. economy. Piracy is the theft of music, movies, videogames and software. The infringement on the copy right of these entertainment medium can affect the U.S economy on a large scale. There is a huge cast working behind the entertainment industry, and they are recording artists, songwriters, computer technicians, audio engineers, marketing experts, producers, publishers and other creative experts. Internet users, downloading illegally one or two songs or movies, may not show any negative impact on the entertainment industry, but when millions of people do the same, it causes billion dollar loss on entertainment world. When no compensation is allotted to the creative people in the entertainment industry, the effect is devastating. The problem of online piracy is not negligible and is a big enough issue to ignore. It does not only violate copyright and patency, but also steals revenue from creative people working in different fields on a business arena. The American intelligent property business provides high paying employment to many individuals, and infringement on intellectual property steals them off their wages. Loss of American jobs also is another adverse effect of internet piracy. The online theft of intellectual property cannot be considered something different from stealing of products from a retail store. So, the piracy on the internet makes it mandatory for the U.S. legislation to enforce law on the illegal internet pirates. In order to understand the negative effects of internet piracy, it is necessary to scrutinize every aspect of it deeply. A. Online piracy and U.S. economy The piracy on the internet has a tremendous impact on the economy of any country as it is a business which can be done with great aspect of anonymity. Any person or organization can indulge in piracy as internet is a business platform which allows people to conduct commercial activit y under the cover. The piracy is done on music, movies, software and e-books which indicates the amount of damage it can cause to the entertainment industry and other commercial organizations. According to Sprigman and Raustiala (1), â€Å"online piracy is an enormous problem that costs the United States economy about 200 to 250 billion dollars every year†. The piracy on the internet has caused many problems to the American economy, which sometimes can be difficult to gauge. It is the

My thoghts about Was Democracy Just a Moment article Essay

My thoghts about Was Democracy Just a Moment article - Essay Example His arguments go back and forth into time with the objective of providing a resourceful historical analysis of the manifestation of democracy throughout the evolution of government. The inaugural speech by President George W. Bush espouses some of the ideals some of the American ideals that attend to the question of democracy and America’s approaches in spreading the ideology beyond its borders. Basically, the remarks made by President Bush might be considered as representative of the dominant American thought on the question of democracy within and without its borders. The speech is informed by multiple nuances and subtle warnings that give meaning to past, present and future American approaches, methods and intention on the subject of democracy. There are mild threats and incentives throughout the speech, which are meant to highlight America’s intended objective of impressing democratic values in all areas it can spread its influence. One of the weighty assertions mad e by Kaplan in his essay is that the collapse of communism would not necessarily lead to the thriving of Western democracy (Kaplan 1). This assertion is consistent with most of the central themes that are explored in the entire article. In this article, Kaplan provides several examples to build his argument against the place, relevance, and suitability of democracy in the modern world. His central argument is that unexamined application of democratic processes might lead to the same, or even more, disastrous ends than authoritarian regimes. On the other hand, the speech by former President Bush makes the point that the survival of liberty in the United States depends on the success of liberty in other lands (Bush 1). This assertion may appear straight and plain but it condenses America’s foreign policy and its approach and application on the question of democracy. It is important to consider some of the challenges of democracy in light of the assertions made by the two partie s. There seems to be an obvious point of demarcation in the positions adopted by Kaplan and Bush. The tone in Kaplan’s article is essentially critical of the ideals of democracy. Much of the argument is informed by examples and illustrations of the failings of democracy. Kaplan argues how once stable political institutions were wrecked after the imposition of democratic processes. He cites cases in Latin America where seemingly dictatorial or authoritarian regimes appear to be more stable than those that uphold the principles and practices of democracy. An important statement that lies between the lines of Kaplan’s argument is that most of the democratic processes are essentially governed by the other cultural and historical factors. For this reason, Kaplan argues that it would not be very prudent to impose democratic systems of government to countries whose histories and cultures do not resemble those of the west. Kaplan observes that the kind of challenges and histor ical processes that have taken place in the west are conducive for the thriving of democratic processes. Kaplan’s assertion could be examined in light of the difficulties experienced in imposing democratic processes on institutions that are essentially divided along ethnic lines. This assertion fits into the concern of applying democratic processes to sharply divided societies. The consequence as illustrated by various examples in Kaplan’s argument would be the entrenching of divisions and creating of conflicts. The massacres in Sudan and

International media and telecommunications are not promoting a more Research Paper

International media and telecommunications are not promoting a more peaceful - Research Paper Example The media has different and opposite roles during the war. During a war for instance, the media could choose to concentrate on destroying the war as opposed to exalting the freedom from the tyranny. This discourse delves into analysing the position that International media and telecommunications are not promoting peaceful International relations. The author of the paper posits that the media could design and package the war as an invasion against an attack. Furthermore, telecommunications and media can outline negative against a positive attitude during the conflict. News Media benefits from the development in technology sector. Strategy in the simplest definition entails understanding who the players are in international relations as well as it stands in the society today. The comprehension covers the real position and both external and internal perceptions. The definition also includes having clear understanding of where international relations should get to and means of ensuring it gets to the destination. They constitute specific forms of substance with an intrinsic communicative ability. Among others, they are structures, innovations, reforms, legislation, institutions, investments, and policies in the media sector. They remain suggestive, memorable, remarkable, and newsworthy. The review of evidence applied in search strings to peruse five journal databases. The researcher filtered various papers after identification based on the date of publication starting the last decade of the twentieth century. Identification also considered countries with experiences in conflict and telecommunications and media associated with political occurrences. The analysis yielded twelve papers for review. Experts supplemented the twelve papers. The researcher graded evidence based on a regular pattern, evaluating the degree and quality of empirical

DATA ANALYSIS PORTFOLIO OF WORK - Working Party Forum Questionnaire Essay

DATA ANALYSIS PORTFOLIO OF WORK - Working Party Forum Questionnaire Canteen and Staff shop - Essay Example It is at this forum where members approve the report and dividend, scrutinize the budget and make suggestion on how to improve services offered by the canteen. As part of social welfare arrangement, the canteen strives to provide a cheap alternative feeding programme to employees on duty. However, profitability is a key requirement as it a collective investment. People engage in business ventures to make profit although it is not important that you realize profit yearly (Stephen 2011). To boost sales and increase profits, the committee proposed to members to allow it starts selling hot food and open a staff shop during a working party forum held on 23rd December, 2011. As a tradition, such new venture is subjected to research after which the members deliberate and acts on findings and recommendations of the report. To this end, the committee sought my services in conducting a survey on the proposal with core intention of finding out the opinion of workforce regarding the proposals. B esides, the study had the following objectives: To gauge the support for or against hot food and staff shop To determine appropriate time for serving hot food To determine the cost likely to be incurred by staff buying hot food To find out the preferred type of hot food and other categories To establish the time to open the shop and commodities to sell COLLECTION OF DATA The random sampling technique was used to select a representative population. In random sampling individuals are picked from study population based on chance (Leonard and Leonard 2009). This technique ensured that each employee has an equal chance of taking part in the survey and therefore not biased. The sample was deemed to be a true representative of the population because in this method the process of coming up with a sample was based on probability and not predetermined. The employees were assigned numbers 1 to 510 according to the way the names appear in the payroll. The numbers were keyed in online sampling s oftware called randomizer (randomizer.org), which generated 142 unique numbers. The numbers were matched with payroll numbers to select employees who represented the other workers in the survey. The following numbers were generated by randomizer: 290, 133, 42, 201, 181, 175, 369, 431, 39, 239, 445, 2, 150, 296, 67, 8, 6, 387, 308, 167, 25, 90, 444, 408, 266, 203, 208, 292, 1, 122, 97, 284, 101, 477, 34, 92, 93, 85, 155, 457, 193, 301, 306, 396, 79, 191, 270, 246, 38, 162, 134, 354, 96, 437, 390, 264, 281, 27, 447, 209, 169, 412, 501, 194, 312, 21, 280, 195, 158, 176, 83, 46, 33, 388, 438, 410, 110, 368, 321, 50, 329, 365, 115, 434, 339, 318, 479, 17, 88, 508, 229, 61, 361, 440, 95, 156, 343, 311, 424, 382, 331, 421, 327, 124, 154, 373, 453, 187, 330, 493, 397, 200, 293, 372, 336, 119, 126, 407, 159, 47, 143, 87, 254, 89, 4, 459, 64, 15, 358, 392, 252, 225, 65, 400, 352, 462, 433, 500, 232, 30, 40, 230. The employees corresponding to a selected number were given questionnaire to fill and then return it to Forum Representative within 7 days. Out of 142 questionnaires issued, 123 were returned to the committee. As the researcher, I scrutinized the filled questionnaires and accepted 114 to be used for analytical purpose. This number translates to 22.4% response rate corresponding to 8.1% error margin at 95% confidence level. This figure was calculated using online application (surveysystem.com) by feeding the sample size and required confidence

Construction management Essay Example | Topics and Well Written Essays - 2000 words

Construction management - Essay Example It was also useful in providing our geotechnical engineers with information about the strength, compressibility and hydraulic characteristics of soil strata. Site investigation was also very vital, firstly by allowing us the study of the general suitability of the site for an engineering project. Secondly, it ensured a safe and economic design is prepared. This helped us to save on costs that might be incurred from failure to do so. Thirdly it shed light on possible difficulties that may be encountered by a specific construction method for any this particular civil project. Finally, site investigation allowed for the study of construction materials. The site investigation was carried out fully as lack of proper site investigation or forfeiture of the entire process brings undesired consequences. There might be significant delay and increase in construction costs when the design has to be revised or amended to cater for the unseen disasters that could have been detected if the site investigation was done. In carrying out the site investigation it only cost an extra 5% of the project which disputes the notion that forfeiture of site invest igation saves on costs as this is a very small price to pay. We prepared a document after the site investigation referred to as the Geotechnical Report. In it we put down the summary of the content details. It provided the site description based on the analysis made by the investigators. Other information contained in the geotechnical report included: seismic ground motion data, lab data, and ground water and drainage information. The above information is interpreted by the site engineers. The investigators did not find any reason why the project should not go on and therefore gave a go ahead. This document discussed all of the site investigation findings making their decisions with regard to them. For instance, if the findings showed

Utilitarianism - Act and Rule Essay Example for Free

Utilitarianism Act and Rule Essay

Team Leadership Essay Example for Free

Team Leadership Essay One of the key facets of being a good manager is being able to bring people together that have many different personalities, and forge them into a team that works like a well-oiled machine. In the case of my marketing team, including myself I have four personalities, which to work from to put together a marketing team that will work efficiently with one another. The people in my marketing team were analyzed on the Jungian 16-Type Personality test, and the personality types in my group are two ESTJs, one ISTJ, and one ENTJ. These personality types are overall very similar to one another and that fact should make forming an effective marketing group that much easier (University of Phoenix, 2013). The first personality that I will analyze will be I and another person in my group, the ESTJs. ESTJ stands for Extroverted Sensing Thinking Judging, which means that people with my personality type are acute leaders who promote work ethics, responsibility, and standing up for the principles that one holds. ESTJs are particularly well suited for management or political office due to the fact that they make impersonal decisions quickly, and are very good at supervising those under them in order to accomplish goals. One theory that applies particularly well to those who are ESTJs is the collaborative leadership theory, which states that creating and working through strategic alliances and strong partnerships creates leadership roles that allow for great change and work to be accomplished within businesses, corporations, etc. Collaborative leadership is upheld not by formal institutions of leadership or communication, but by a complex web of interpersonal relationships that are essential to the proper functioning of the business. Since ESTJs are very good at making decisions quickly, a trait that is necessary in order to efficiently collaborate, the collaborative leadership theory is a theory that can be easily used to direct ESTJs. The next personality type that is to be evaluated is the ISTJ. Similar to the ESTJ in that the person has a great focus on taking in facts and making logical, clear decisions, the main difference is the way in which the ISTJ communicates to others. Being an Introvert does not necessarily mean that this person is shy; rather, being an Introvert usually just means that interpersonal communication takes more effort and energy to do effectively than Extroverts. ISTJs function on the principle of quantifiable, measurable means of data and actions, and thus are very effective at analyzing situations and processing a decision to be made and held to in a very short amount of time. ISTJs are very determined, and will usually pursue a job or a goal in an effective and efficient manner. When they see other people that do not follow through on their goals or responsibilities as the ISTJ would, this causes the ISTJ to become frustrated, as others inconsistency is something the inhibits their progress. The final personality type in my marketing group is the ENTJ, a personality type that often embodies the traits of leadership that are often looked for in managers. ENTJs are those personalities who become world leaders or powerful people, as they are unequivocal in their resoluteness to accomplish whatever goals are set before them or by them for their own sake. ENTJs are decisive, and have the inborn ability to delegate and assign roles to their peers efficiently, traits that management and leadership laud and constantly search for. In the midst of conflicts, problems, or any other kind of issue that arises before and ENTJ, they remain calm and persistent in their efforts to take care of the problem in a manner that will efficiently close it. The situation in which my marketing team is one where we will need to come together in order to accomplish group goals that will be set by the leader of the group. Since all of the personalities in the group share common characteristics, the TJ part of their personality test, then it would follow that our group will be able to easily and efficiently communicate and work together on these goals. The urgency within the group will be to find and make someone a leader, establish goals, divide and assign labor, and then begin work on those goals. Since all four people in the group could possibly be an effective leader, picking a leader will not be an especially urgent task, as each group member has a personality type that is conductive to being self-motivated and accomplishing tasks that have been set before them. The matter that will be of the most urgency is the division of labor within the group, because one of its biggest strengths, the above-mentioned fact that all members could be possible leaders, is also one of the groups biggest possible weaknesses. Making sure that everyone knows his or her job and that no one bumps over into someone’s work territory will be an important first step for my marketing team to take (University of Phoenix, 2013). Since I have been chosen to take charge of this group, I will use the fact that all of us in the group share the TJ characteristic to being communicating the different duties that will be assigned to each person. By dividing the labor and clearly establishing who needs to do what, and what lines are to be drawn, the members of my group will be able to operate within clear guidelines that all of our personalities tend to crave. Two leadership theories that will be able to be practically applied in this situation will be the theories of relational and collaborative leadership. Relational leadership theory focuses on the importance of the relationships that are established in leadership roles. Making sure that the relationship between me and my co-workers, and my co-workers and themselves is an essential facet of having a successful team. Without the trust and confidence that is given through effective and meaningful relationships, leadership in a group such as this will be difficult to exercise. The collaborative leadership theory applies here because in such a small team, making sure that everyone is collaborating on work is a critical part of making sure that everyone is on the same page. In conclusion, I believe that the teams of people that have been assigned to me as my marketing team are serendipitously set to be a powerful and effective team. As our personality types are congruent and conductive to the kind of work that will be taking place, being a leader among personalities that understand and know leadership qualities will be an interesting and  fulfilling task. The urgency of dividing labor and establishing leadership can be assuaged by applying the leadership theories that have been mentioned, along with the communication and relational focus that is necessary for leadership in this kind of situation. Being a leader in a group of leaders can sometime cause issue, but with time and effort, this group can become a well-oiled work machine that every manager lives to see.

What is intellectuality? how and to what effect is it used in the media?

What is intellectuality? how and to what effect is it used in the media? What is intertextuality? How and to what effect is it used in the media? Intertextuality can be discussed on many different levels. However, I have discovered that when thinking of intertextuality in contemporary media, my mind recalls those who founded intertextuality and are now an inspiration from their various approaches to this topic. Indeed, intertextuality mirrors its ever-present service as a way of formalizing a vast number of different techniques and effects in literature and in the media. Speaking in the light of this, I shall discuss the various concepts many linguistics reveal which revolve around the relationships between various interconnected texts in media studies. I also aim to explore intertextuality as a literary term, while I hope to illustrate the elements which reinforce intertextuality as an effective device used widely in the media today. Firstly, however, I would like to discuss the term ‘intertextuality. Intertextuality can be described as the shaping of texts meaning to other texts. This idea portrays the meaning of a text belonging exclusively to its authors intentions, as the former text to a readers referencing of one text in reading another. Intertextuality is the word coined by Julia Kristeva, a French linguist who has written much on this topic. She proposed the idea that a text should not be interpreted merely by its words, but also studied based on other works it has adapted. Kristeva referred to texts in terms of two axes: â€Å"horizontal axis (subject-addressee) and vertical axis (text-context) coincide, bringing to light an important factor: each word (text) is an intersection of word (texts) where at least one other word (text) can be read.† (Kristeva, 1980) Bonding these two axes can be meant they are shared codes; which leaves every text and every reading depending on prior signs or symb ols. Kristeva declared that â€Å"every text is from the outset under the jurisdiction of other discourses which impose a universe on it† (Kristeva, 1980). In Mikhail Bakhtins work, these two axes, which he calls â€Å"dialogue and ambivalence† (Bakhtin: cited in Kristeva, 1980), are not clearly separated. He argues that â€Å"any text is constructed as a mosaic of quotation; any text is the absorption and transformation of another. The notion of intertextuality replaces that of intersubjectivity, and poetic language is read as at least double.† (Bakhtin: cited in Kristeva, 1980) This debate between Kristeva and Bakhtin shows that there are conflicting views surrounding this topic concerning various terms applied; which open further discussion on the meaning of intertextuality as a literary term. Kristeva follows to argue that any text, as a ‘concept allows one to think about how language is arranged in ways which undercut its communicative purposes, meanwhile exposing the codes that classify the creation of linguistic messages. â€Å"The text provides one with the conceptual means by which to theorize and thus analyze the formation and deformation of the human being that takes place in the circuits of symbolic exchange.† (Kristeva, 1980) On the other hand, Roland Barthes (1977) introduces his concept and definition to intertextuality as â€Å"woven entirely with citations, references, echoes, cultural language which cut across in through and through in a vast stereophony. The intertextual in which every text is held, it itself being the text-between of another text, is not to be confused with some origin of the text† rather â€Å"the citation which go to make up a text anonymous†. (Barthes, 1977: cited in Graham Allen, 2003) However, Barthes declar es that the concept of text is that related to the concept of intertextuality by explaining that â€Å"a text is a multidimensional space in which a variety of writings, none of them original, blend and clash. The text is a tissue of quotations The writer can only imitate a gesture that is always anterior, never original; his only power is to mix writings, to counter the ones with the others, in such a way as never to rest on any one of them† (Barthes, 1977: cited in Allen, 2003). This shows that Barthes believes that text convey a meaning imparted to it by its author and is keen to avoid the misinterpretation of his defintion and relationship between ‘text and ‘intertextuality, different from all linguistics. Conversely, it can be said that all the above arguments show the concept of intertextuality launched in order to identify a fundamental dialogue of discourses and texts. Perhaps intertextuality â€Å"as a phenomenon presents certain difficulties precisely because it is so widespread. A particularly important problem has to do with the fact that the concept of intertextuality appears to be infinitely expandable† (Allen, 2003). This problem is complicated when applied in literary studies. However, Jonathan Culler (1998) found a way much easier to explain; a way in which intertextuality can be a simpler term to understand. He applied â€Å"the linguistic concept of presupposition to the way a text produces a ‘pre-text or draws attention to its own conventions.†(Culler 1998) Intertextuality through Cullers quote can be explained, for instance; if a reader picks up a book and reads its introduction or the blurb (pre-text) and engages with it, and then later decides to buy the book in order to discover the ‘full story. Notably, texts do dialogues but â€Å"it could be difficult to imagine dialogues without some notion of the author† (Anker Gemzoe, 1997). In other words, Gemzoe explains that although work can be seen as part of an authors belonging, it is usually difficult to read or analyse any text without some concept of the work. â€Å"These objections do not invalidate the idea of intertextuality in literary studies, but they make it clear that it should be handled with care† (Gemzoe, 1997). Furthermore, Norman Fairclough (1992) and John Fiske (1991) comment on the concept of intertextuality to expose an awareness of both its â€Å"promise and limitations†. (Fairclough and Fiske: cited in Allen 2003) Fairclough thought to introduce a systematic approach to intertextuality in order to involve various â€Å"categories and types designed to make the basic concept† (Fairclough, 1992) easier to apply. Accordingly, he points to a useful division between â€Å"‘manifest intertextuality and ‘interdiscursivity† (Fairclough, 1992). Manifest intertextuality is implied to be subdivided into the following categories: â€Å"Discourse representation, presupposition, negation, metadiscourse and irony† (Fairclough 1992). Interdiscursivity is more complicated because it â€Å"construes the categories in question as genres and styles† (Fairclough 1992). The idea of genre here, embraces the others as it sets the rules for styles and discourses. Culler states in his study of interdiscursivity that it â€Å"depends on several presuppositions† (Culler, 1998). However, Gemzoe draws particular attention to some significant theoretical suggestions involved in Kristevas earlier coining of the term ‘intertextuality. In Gemzoes opinion â€Å"Kristevas gesture involved a critical confrontation with the subject, representation, narrative and the work as an autonomous entity† (Gemzoe, 1997). The subject and the idea of representation are changed by a written structure with its own structures of reference. Two of these four suggestions â€Å"could make any use of the concept of intertextuality ambiguous in a literary context, even if the concept is acknowledged as somehow indispensable† (Gemzoe, 1997). Generally, intertextuality is seen to be used widely in the media. We interact with media everyday during our daily routines. Wither we read newspapers before going to work, or listen to the radio while driving our cars, or watch the television or a film in our free time or even read an advertisement displayed on a wall; we are all part of this media world or society in which we live in. However, from all the above arguments and definitions, it has been clearly recognized that intertextuality is present in literary studies. However, in media studies, intertextuality is obvious in some types of media than others. Fiske (1987) identifies intertextuality as a main supplier to the ways in which media texts make meaning culturally. He argues that â€Å"text relate to other text both similar, and different, and in doing so make meaning for audiences†. In the light of this, I shall start identifying examples of intertextuality used in a newspaper article, television soap, and music v ideos and in films. Not all newspapers contain intertextuality. The reason for this relates back to the type of paper. For examples, tabloids are known for their conversational and simple language which is written in favour for all age groups. Intertextuality is therefore most obvious in tabloids than in the ‘quality paper. For instance, in the Daily Mail Online, there is an article on Rita Simon from EastEnders revealing: â€Å"I hate the muffin tops Ive developed since having children†. This example of hating ‘muffin tops is the way she expresses her feelings towards the un-likeliness to her round like shape of her bust and later claims she would like â€Å"perkier boobs†. This example of intertextuality was not seen as a directly clear and profound one; rather it was hidden through the phrases used to portray another image. This technique is used effectively in newspapers and in this example, to focus on a particular subject to overlap the significance of another subject. Speaking of EastEnders, it can be said that the title of this soap itself, displays a clear heading of intertextuality in television. As known, EastEnders is set in the traditional working class area in the London Borough of Walford, in the ‘East End of London. The word ‘enders can be suggested to be the plural of the individual who lives in the east end, and thus this represents the lifestyle of the east in London. Fiske states that â€Å"discourse about television is itself a social force. It is a major site of the meditation of television meanings, a site where television meanings fuse with other meanings into a new text to form a major interface†, (Fiske, 1987). In examining a films intertextuality, therefore, it is best to look at the prior texts that influenced the film which that film takes up and makes into something new. Even if the film is mostly similar to its previous version, intertextuality can still be identified. For example, when discussing the film‘The Matrix, as this film is an example of intertextuality. It draws upon texts of Christian, Buddhist, and Hindu religions. Also, the film‘Slumdog Millionaire is another film name which draws our attention to the original name of the international, most famous program ‘Who Wants To Be A Millionaire? The films name derives from this well known program but is used to portray the life of a Mumbai teenage boy who grows up in the slums, becomes a contestant on the Indian version of â€Å"Who Wants To Be A Millionaire?† Following to this, music videos is a genre which is seen to rely heavily on the use of intertextuality to achieve a particular effect. Often this borrowing of a text to link it to a second one is stylistic. This means that a text will mimic or copy certain stylistic features of another text. Usually this is done in order to create a particular impact, although there may be instances where this borrowing may seem simply a matter of convenience to give a music video, for example, a particular look. For example, Christina Aguilera in her music video ‘Hurt dyed her hair blonde and cut it short, used red lipstick and took on a Marilyn Monroe look; many of her fans believed she is one of the main proponents in bringing back the 1920s and 1940s.   This, however, has always been the image of Marilyn in everybodys mind; therefore Christinas transformation had helped leave an impact on the viewers to sell her single quicker making it number one in the charts in 2005. For the viewers he re, the power of the image of the original text (Marilyn Monroe) is likely to be carried through into the new text (Christina Aguilera). In this study, I have interpreted the multiple meanings of intertextuality by many academics as a literary term and followed to examine how effective it is through examples I showed in the media. In conclusion to intertextuality in the media, it can be said that it acts as a ‘communicative occurrence; meaning that its presence helps analyse many genres, texts, media discourses etc. Without intertextuality, I believe it is partly difficult to understand where an original piece of text came from and how it developed into becoming a ‘new version of that original. Although I did not study all the media type in order to finalize my opinion on intertextuality in the media, however I believe that with the continuous revolutionized techniques the media uses to portray any sort of text or image; intertextuality will need to keep up with this development and thus catch up with the what is so-called ‘internet era in which we live in today.