Research Proposal - 661 Words

TO: Professor Sara Cutting FROM: Kiersten McCaffrey DATE: February 18, 2014 SUBJECT: Begin Business Plan for Potential Future Investment Background In the beginning of the semester you requested that I research a topic related to a personal decision such as a future goal. I am currently employed at a yoga studio and have a general understanding of the hard work that goes into running a small business. At the same time, I also directly see the benefits of owning a successful business. As a business management major, and someone who enjoys practicing yoga, I believe opening my own yoga studio is a potential career choice for me. Purpose of the Study Since I will not be finically stable upon finishing college, I would like†¦show more content†¦Plan for Collection Secondary Data. Secondary data will be found though official publications such as websites that provides real estate information, as well as statistics about the area’s median income, population, etc. Primary Date. Proper primary data will not be found at this time due to the timeline of this research. Once the proposal is approved, and the research is further conducted, I will be able to present primary data when the project is realistically implemented in ten years from now. Data Analysis The research obtained for the financial features of this project will be shown through a spreadsheet. The financial statement will be for this current year instead of the time period when I choose to apply this project because it would be unrealistic, as well as extremely difficult to research the future expenses of such large ticket items. Time Required Complete Secondary Research March 15 Produce Progress/Status Report March 18 Deliver Research Report April 22 Decide whether to Implement Plan May 1 Implement Plan 2020-2025 Presentation of Results I will present my conclusion and decision to in a formal written report that will include a financial statement and table comparing the competition. You previously stated that I would not be able to conduct this research without your prior approval. I will send you aShow MoreRelatedProposal For A Research Proposal814 Words   |  4 PagesWhat is it? A typical research proposal is used by scholars and students who have an interest in your field. This usually happens as part of a grant application, postgraduate application (PhD), or for a final year dissertation. It usually ranges from 1,000-3,000 words and is a summary of what is being proposed to study. It is usually judged by content and proposal format. A Research proposal should†¦ Clearly set out what the research is going to be about. This includes a provisional/working titleRead MoreResearch Proposal1267 Words   |  6 PagesResearch Proposal: It addresses a particular project: academic or scientific research.  It also contains extensive literature reviews and must offer convincing support of need for the research study being proposed.   Doctoral dissertations begin with research proposal; the proposal must be accepted by a panel of experts (usually professors) before the actual research can begin.   In addition to providing rationale for the proposed research, the proposal must describe a detailed methodology for conductingRead MoreResearch Proposal1706 Words   |  7 PagesMOI UNIVERSITY MAIN CAMPUS SCHOOL OF BUSINESS AND ECONOMICS DEPARTMENT OF ECONOMICS. Course: RESEARCH METHODS Course code: ECO 217 Task: GROUP ASSIGNMENT NAMES REG. NO. SIGN 1. HUSSEIN IBRAHIM ABDIRAHMAN ECO/201/O9 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2. THIONG AGUTORead MoreResearch Proposal1447 Words   |  6 PagesCohort January 2013 Module Title Business Research Issue and Anylysis (Module code BAMG 2104 ) Assignment Topic/ Title Research Proposal Name of Instructor Dr Michael Ng Name of Student 1) AU Kwan Tai, 2) Chan Yan Ki, 3) Choi Chak Pan, 4) Chong Ka Chun DMU Student No. 1) P13014477 , 2) P13014523 3) P13014614, 4) P13014628 Group No. Date of Submission 25 Feb, 2014 DMU Business Research Methods Research Proposal 1. Research Project Title The relationship betweenRead MoreResearch Proposal2386 Words   |  10 PagesResearch Proposal Tony Franco, Anita Badejo, Annie Petroian Malhami, Brenda Baillargeon, Christina Hyett, Kenneth Haynes RES/351 June 11, 2012 Dr. James Gartside University of Phoenix Research Proposal In recent years, the amount of media coverage surrounding assisted suicide, or euthanasia, has increased. The term evokes a multitude of emotive responses. The Royal College of Nursing completed research on the issue of euthanasia initiating change in their policy of opposition to euthanasiaRead MoreParts of a Research Proposal2853 Words   |  12 PagesPARTS OF A RESEARCH PROPOSAL Typical parts of a research proposal are: Title (or Cover) Page Abstract Table of Contents Introduction (including Statement of Problem, Purpose of Research, and Significance of Research) Background (including Literature Survey) Description of Proposed Research (including Method or Approach) Description of Relevant Institutional Resources List of References Personnel Budget The Title (or Cover) Page. Most sponsoring agencies specify the format for the title page,Read MoreDifferences Between Formal Research and Business Proposals1403 Words   |  6 PagesDifferences between â€Å"Formal Research† and â€Å"Business Proposals† There is a great difference between a formal research proposal and a business proposal. In fact these two types of proposals seem to be very similar but there are critical differences in the overall purpose, uses and goals. With such distinct differences for a writer it helps in understanding for writing the formal research proposal or business proposal more effectively. The general purpose of a proposal is the identify a particularRead MoreGuidelines on Writing a Research Proposal2565 Words   |  11 PagesGuidelines on writing a research proposal Introduction This is a guide to writing M.A. research proposals. The same principles apply to dissertation proposals and to proposals to most funding agencies. It includes a model outline, but advisor, committee and funding agency expectations vary and your proposal will be a variation on this basic theme. Use these guidelines as a point of departure for discussions with your advisor. They may serve as a straw-man against which to build your understandingRead MoreResearch Proposal2068 Words   |  9 PagesUniversity of South Africa 2013-05-30 Dear Sir/Madam Re: Research proposal: Why do People Volunteer Work. I am currently associated with UNISA where I am an honours student in Psychology. I have special interest in why do people volunteer work due to some volunteer work I am doing with a home called Botshabelo and an organisation called Stop Hunger SA. I have attached a proposal for further research in this field. The reasons for approaching you is because I will need fundingRead MoreFormal Research vs Business Proposal Essay778 Words   |  4 PagesFormal Research vs. Business Proposals Comparing and contrasting any business proposal can be a little confusing when there is little to no knowledge of what either of the proposal really stands for or mean. Every business has the opportunity for change or to seek change. These business environments are potential projects that intermingled with the start of a new product. Depending on the company or organization’s focus, will determine which proposal is best to

Path Goal Theory Free Essays

Path Goal Theory In order to encourage, support and motivate their followers, Path Goal Theory requires a leader to take into account situational factors when adapting a leadership style. Successful integration of situational factors with a leadership style can lead to maximized satisfaction and effort from the follower. The Path Goal Theory states leaders must: †¢Forge a path for followers to obtain their goal through coaching and direction †¢Remove roadblocks and obstacles that are preventing followers from accomplishing goal †¢Increase rewards and incentives along the way 1. We will write a custom essay sample on Path Goal Theory or any similar topic only for you Order Now Subordinate Factors (Follower Characteristics) A. Ability: A follower’s self-efficacy and self perception of competence in performing tasks to achieve goals. B. Authoritarianism: is defined as the degree to which the followers seek structure and task clarity. C. Experience: Knowledge of or skill in achieving a goal. D. Locus of control: How one perceives how much they can control events that affect their goal achievement. Those with low internal locus of control seek to participate and engage in decision making. On the contrary, those with a strong external locus of control like to be directed and provided structure. Coach Lengyel has a diverse group of followers with a variety of contrasting personal characteristics. Due to their lack of experience, youth and general â€Å"rag-tag† composition, the players on the team lack confidence, ability, cohesion and self efficacy. Given these characteristics, these players have a high external locus of control and yearn for task clarity and guidance. In contrast, Coach Red Dawson and Interim President Donald Dedmon have more autonomy and have established themselves more in their respected roles. Lengyel adjust to the varying characteristics of these followers by engaging them more in the decision-making process and seeking their advice on certain issues that arise. 2. Environmental Factors: A. Task structure: A leader needs to analyze the elements and nature of a task a follower is responsible for and identify and remove any difficulties it could pose to the follower. B. Formal authority: is the power position of the leader which can affect the satisfaction of a follower. If directive leadership and a highly formal authority system are in place, the redundancy can cause follower dissatisfaction. C. Work group: Group dynamics and relationship among followers. In situations where team cohesiveness is low, followers need supportive leadership. Where a group is more established and talented, a directive or achievement oriented style is more optimal. The players face significant environmental challenges in both their task structure and work group dynamics. First, the vast majority of the team consists of freshmen or students who have never played organized football. Learning the complex play schemes and the intricacies of the competitive collegiate game in such a short period is certainly daunting. Moreover, positions players such as the punter do not fully comprehend everything their roles entail. Since almost all the players haven’t played with each other, the team lacks the camaraderie and cohesion of their competitors. The confluence of these factors and the physically demanding tolls of the game have created significant roadblock in accomplishing their goals. The fear of embarrassing the community and university with poor performance on the field and the stress of the tragedy compounds the challenges the team face and weighs on them greatly. As a result, the players are more sensitive and an overbearing and authoritarian leader will only exacerbate the situation. Similarly, the stress of the tragedy is also weighing significantly on both Coach Dawson and Interim President Dedmon. After losing colleagues and players he coached and recruited from the tragedy, Dawson has significant doubts about whether he can be around the game anymore. The drastic changes with Dawson’s workgroup and formal authority figure are daily reminders of the tragedy that occurred with the team. The tragedy wears on him and he has a significant effect on his confidence and motivation to fulfill and execute the tasks associated with the assistant coaching job. With Dedmon, the opposition by some in the community to rebuild the football program has made Interim President insecure and timid when approaching tasks with the job. Furthermore, Dedmon’s confidence erodes initially when numerous coaches around the country turn down the offer to coach the Marshall team due seemingly insurmountable challenges facing the program. Dedmon has to adjust o a changing environment surrounding the university and to Coach Lyngel’s energetic and enthusiastic style which contrasts greatly with his own. 3. Leader Behavior: A. Supportive leadership: Consider the needs of the follower, showing concern for their welfare, being approachable as a leader and creating a friendly working environment. This approach is best when the work is stressful, ambiguous and or hazardous. B. Directive l eadership: Telling and providing leaders with structure, task clarity while giving appropriate guidance along the way. The leader sets clear standards of performance in order to decrease role ambiguity. This form of leadership can be helpful when the follower is inexperienced. C. Participative leadership: Effective when followers are autonomous. This form involves consulting with followers and making them an integral part of the decision process. This approach is most effective with followers who are knowledgeable and skilled and have a high internal locus of control. D. Achievement-oriented leadership: Setting challenges goals, both in their work and in self-improvement. The leader establishes high standard of excellence and leader shows confidence in the capabilities of the follower to succeed. This approach is best when the task is complex. Lengyel has to question whether the famous sports tenet, â€Å"Winning isn’t everything; it’s the only thing† is applicable to the season Marshall is about to embark on. His predecessor, like a majority of other coaches led with predominately directive and achievement-oriented styles. Due to the nature of the sport and the intolerance of role ambiguity in the game, Coach Lengyel also exhibits a directive style of leadership in some scenarios. The players’ perceptions of their abilities are relatively low and Lengyel helps them by clarifying and directing them how to do their tasks. For instance, this directive style of leadership is evident when Lengyel instructs and clarifies the position players like the punter and offensive lineman how to do everything that their role entails. Given the players desire for task clarity and guidance, the directive style would most likely be the most effective leadership style with inexperienced players in most scenarios. The most important factor however that impacts the follower characteristics and environmental factors is the stress and pressure resulting from the tragedy. Realizing the enormity of the tragedy, Lengyel utilizes a supportive style that provides psychological support and concern to his followers by their acknowledging the pain and frustration. Knowing that Dawson is in a sensitive emotional and mental state, Lengyel isn’t too aggressive in his pursuit to have him on the coaching staff and always carefully listens and assesses Dawson’s objections and feelings. Lengyel’s pregame speech at the resting spot of six of the players from the Marshall team also exemplifies his exceptional ability to collectively assess both characteristics of his subordinates and the environmental factors when trying to motivate and instill confidence in his team. In the speech he addresses the tragedy of the past, the current team’s shortcomings and even mentions how the team they’re facing has more ability and talent. He declares if they give maximum effort they will not lose and will reach their goals of honoring the memory of the teammates killed in the plane crash and making the community proud. Lengyel realizes that due to the circumstances, that leading with the directive and achievement oriented styles isn’t the most conducive approach. To motivate the players on the team, Lengyel has to utilize a Supportive style that taps into and emphasizes with the emotions of the players and tries to alleviate the stress and pressure of the situational factors. While some other leaders and his peers ultimately fail in certain circumstances for their stubbornness, Lengyel’s biggest leadership strength in contrast is his flexibility. As mentioned, with the players on the team Lengyel’s demonstrates mostly directive and supportive styles. In regards to followers with contrasting characteristics of the players, Lengyel is able to successfully adapt his leadership approach to engage and accommodate them. After assessing that the players on the team do not have the ability to execute relatively complex offensive schemes and tasks, Lengyel realizes they need to simplify their playbook. In this instance, because the assistants have established themselves in their respected roles, Lengyel engages them in the decision-making process. Utilizing the Participative leadership style results in Coach Dawson coming up with the idea to use the simplified Veer Offense. In addition to building trust and satisfaction from the assistant coaches, the players also benefit as it reduces a significant roadblock for them 4. Outcome: A. Performance: Helps followers reach their peak performance. B. Satisfaction: Makes working to obtain goal more satisfying. By successfully adapting to both the characteristics of his subordinates and of the environment, Lengyel helps his followers exert maximum effort and gain satisfaction from obtaining their goals. Coach Lengyel was able to forge a path for his followers by taking into account the different strengths and weaknesses of his followers. As articulated in his speech the team’s main goal of honoring the memory of the team was to â€Å"lay it on the line† and provide maximum effort. Whether it was the players on the players on the field or even Interim President Dedmond aggressively petitioning the NCAA to let their freshmen play, Lengyel’s followers were clearly motivated by his leadership How to cite Path Goal Theory, Papers

Ineffective Practices Beachside Impacts †Myassignmenthelp.Com

Question: Discuss About The Ineffective Practices Beachside Impacts? Answer: Introducation One of the ineffective practice used by Beachside Hotel is the application of outside recruitment method for the hotel manager. The hotel seems to take the workers and hire them from other hotels. It is inappropriate because a new General manager will not have a good history of the hotel. Consider Joe in sunrise hotel. Joe started as a front manager in Sunrise hotel and advanced towards becoming the general management. He has a good history, organizational culture of sunrise hotel and he is able to transform Sunrise hotel to a better position. The impact of outside recruitment especially in higher management position is that, the organization may lose customers because of a change resulted by a new general manager. The new employee takes time to learn the organization culture and adapt, therefore, the hotel may be stagnant in development (Herman, Huang Lam, 2013, p.763). Neglecting employee recognition of their performance Another ineffective practice is failing to recognize the employee performances which in turn kills motivation in the hotel. A non-motivated environment is not conducive for work. Beachside hotel does not offer motivation to its employee. Nobody is concerned about the welfare of the employee as the HR practitioner is concerned with recruiting new workers. The results of lacking motivation lead to employee turnover (Long, Ajagbe Kowang, 2014, p.103) To beachside hotel, the average rate of tenure is too low compared to Sunrise hotel. beachside hotel rate is 3 months while for Sunrise it is 4 years. In fact, this is incomparable. Sending employees off and hiring others frequently, will affect the occupancy as well as customers will not get uniformity of service. Operating without the policy guide There is no policy guide in Beach guide hotel. A policy is the guide that directs the organization on what to do and how to do it. If beachside hotel doesnt have that policy guide, there is no future. Policies based on hiring or recruiting new employees, policies of service among others should be included in the guide. If beachside hotel does not have them, then it would not perform as Sunrise hotel is doing. For instance, Brian is not involved in hiring employees, the lady who does it has no manual on how to do it and no policies to guide her. Therefore, things are done carelessly, employees psychological contract broken and the hotels income is affected. Practices at the beachside hotel that could cause a staff member to launch a grievance A staff member can launch a grievance against the hotel for late payments of their salaries. According to New Zealand employment rights, workers should be paid the agreed wages or the remuneration fees. Failure to which, a worker is allowed to launch a grievance against the company. The grievance can be launched on the basis of breaking the agreed terms and conditions of service in the hotel. Another grievance can be laid based on firing the staff members. There is a record where the company hires new employees after either firing the existing ones on the basis of performance or due to employee turnover (Hausknecht Holwerda, 2013, p.210). However, if the process for financial an employee is not carried on as legally expected. The staff member can raise a grievance based on that. The reason is because, an abrupt firing of an employee results to a bad experience to the party involved because of no preparation through communication and procedural approaches to denouncing of someones services. The process that Brian should use in for resolving the grievances The process should start with the staff member who writes a letter to the employer setting out the details of the grievance such as the reason or the basis for the grievance. In this part, the employee should suggest how the grievance could be solved. After Brian receive the grievance on writing, he should consider it and set a date for solving it with the employee. In this meeting, Brian should seek to grasp the facts about the grievance and deliberate with the staff member or the employee on hoe the issue will be solved. Brian should also be prepared to handle the issue written to him as the general manager of the hotel because if the staff member notices that Brian is not ready to hear about the grievance, he/she may decide to take the issue to the legal authority and result to a penalty for compensation of the workers. The hotels can even be kept on hold if a certified trade union official in New Zealand ruled in favor of the employees based on the poor working conditions or environment. Then Brian checks the suggestions to settle the grievance and writes back to the staff member a letter bearing the action or the response towards settling the proven problem.Specific recruitment and selection procedures that could be implement ed in the Beachside hotel. Identify the vacancy and develop the position description The process starts by identifying the vacancy and developing a position description. This involves the team of managers together with the HR department who meets to identify the need they have and what the type of the employee they need for that work. Beachside hotel could identify the gap in their hotel, if for example, the front manager, the hotel then describes the qualities and qualifications as the first step. Develop a recruitment plan The second step would involve developing a recruitment plan. The Beachside hotel team of managers should then device the plan that they would use for advertising the position, recruitment and employment process. The plan would also describe the type of method they would use for selecting of the employee they require. It may be through interviews, random selection or purposive employee selection. Conduct an Interview The third step will include conducting an interview where the selected individuals are invited to present themselves before the managers board. Interested individuals are evaluated on the basis of experience, education achievement and attainment, recommendations from previous firms and also personality. This step would help the employers in Beachside hotel to have a person who is able to deliver good services to the hotel and also a person of good conduct and reputation from the acknowledged referees. Select and Hire The final step is select and hire. The person who have achieved the position description is considered for the post. The Beachside hotel will be assured that the person who they have selected for a specific task is in a position to do it efficiently and professionally. Workers who have been selected this way are able to deliver for the hotel. For Beachside hotel, there would be seen a positive deviation in all aspects ranging from customer satisfaction, reduced turnover and also occupancy (Ritesh, 2014). The process used by Beachside hotel that has resulted Mary be in her current position. Advantages The advantage is that; Beachside hotel will be in a position to retain Mary. Considering that Mary was unable to perform at the front desk, the organization was to fire her. Redeploying an employee or reshuffling of positions helps to retain him/her in a new post which he/she may perform better. Mary for instance would improve on her level of performance as a Human Resource Management Practitioner. Another advantage is that, there is reduced recruitment cost. The reason is that, Beachside hotel did not have to go through the whole recruitment and selecting procedure as Mary was their workmate and they knew much about her. The process of transferring an underperforming employee to a new task is not a guarantee that they will perform well. At the front desk, Mary was not able to handle the customers. When it comes to the HR department, she is not performing at all because there are late payments, no motivation of the employees and turnover rate is very high (Long, Ajagbe Kowang, 2014, p.103). There is no criteria or policies for promotions in Beachside hotel. One would ask themselves, which criteria was used for Mary to become a HR practitioner? The reason is that; she did not achieve or added educational merits but it was just a single persons idea. The shift in position for the case of Mary results to breaking the psychological contract for other employee who are hardworking and dedicated in service. A person who deserved that position was not Mary but, since she was given the post, other workers must have felt unjustified and the results would be poor performance. Other HR initiatives that could be undertaken by Sunrise in order to help with the overall performance of the Organization. Creating flexible working hours Joe and his team can initiate flexible working hours for the employees. The initiative would make the workers free to choose their most convenient working hours and provide their services extensively for the hours at work. The initiative would assure the workers freedom of choice and the performance would increase (De Menezes Kelliher, 2016, p.58). According to the research done in United States of America, organizations that allows the workers to work at their flexible and convenient time for each, were noted with an increase of performance by a 12%. Sunrise would make a step further by giving its employees a flexible working scheme. Employee engagement Engaging the employee in making decisions and suggesting workable ideas would work very well for Sunrise hotel. Workers needs to feel as part of the organization. They should not be just subjects for receiving orders (Mone London, 2014, p.37). The initiative would help the organization to develop the skills and monitor talents of the employee. Those who have nice ideas are motivated to bring them on board and they are implemented. Overall performance is finally increased. References De Menezes, L. M., Kelliher, C. (2016). Flexible Working, Individual Performance, and Employee Attitudes: Comparing Formal and Informal Arrangements. Human Resource Management. Hausknecht, J. P., Holwerda, J. A. (2013). When does employee turnover matter? Dynamic member configurations, productive capacity, and collective performance. Organization Science, 24(1), 210-225. Herman, H. M., Huang, X., Lam, W. (2013). Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective. The Leadership Quarterly, 24(5), accounting. Long, C. S., Ajagbe, M. A., Kowang, T. O. (2014). Addressing the issues on employees turnover intention in the perspective of HRM practices in SME. Procedia-Social and Behavioral Sciences, 129, 99-104. Mone, E. M., London, M. (2014). Employee engagement through effective performance management: A practical guide for managers. Routledge. Ritesh, J. (2014). Important Measures and Dominents of Appointment or Recruitment Period in an operations. Truss, C., Shantz, A., Soane, E., Alfes, K., Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. Uzonna, U. R. (2013). Impact of motivation on employees' performance: A case study of CreditWest Bank Cyprus. Journal of Economics and International Finance, 5(5), 199.

Management Effective contemporary quality Management practices

Introduction Management is considered the most important aspect of operation in the organization. There are several factors that opt to be effectively managed and coordinated to ensure that the organization effectively and efficiently operates or function. There are several resources that an organization or company require to effectively and efficiently operate.Advertising We will write a custom report sample on Management: Effective contemporary quality Management practices specifically for you for only $16.05 $11/page Learn More However, human resources are considered the most important resources in an organization. This is because human resources are directly in charge of execution of duties and achievement of results in an organization. Basically, human resources are in charge of formulation and implementation of policies in an organization. Organizations require effective and realistic policies to efficiently operate. Furthermore, the human resource s or employees must be competent to ensure that the formulated policies are effectively implemented. This is a report paper discussing or debating the relationship between employees’ competency and organizational efficiency. Employees’ competency and efficiency in an organization Today, there are four major impediments that may affect the level of productivity in any given organization. These challenges include call to satisfy clients, need for innovation, call for a speedy response to the ever-shifting market requirements, and augmented levels of competition. Consequently, both managers and workers ought to be committed to the attainment of a company’s objectives in order to overcome these impediments. It is therefore necessary for management to come up with effective strategies to deal with the issue at hand, for instance, management should ensure that all aspects of a company’s operations are supportive and encouraging to employees. They can achieve th is by first ensuring that the organization’s basic requirements are put in place. Such requirements may include high quality of goods and services that employees can easily advocate for. Generally, such requirements require competent employees to ensure that they are met. Employee competency ought to begin with the top management and enforced among the junior employees too. Furthermore, an excellent system of delivery that guarantees that pledges and promises made to the customers are met, effective practices which are sincere, clear-cut and executed with honesty. Most importantly, management should consider the manner in which it should provide thrust to motivate workers as this influences their level of commitment to the company (Ferguson 36).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More There are several factors that are considered while evaluating efficiency of an organizatio n. These factors should be effectively coordinated and implemented to enhance efficiency of the respective organization. Basically, an organization requires competent staff or employees to achieve its goals and objectives, and effectively and adequately respond to market changes, produce quality goods and services and create or enhance good relation between the company and the public and enhance consumers’ satisfaction. Generally, efficiency of an organization is derived from the quality of goods and services it produces or offers in the market, its response to technological changes and market changes, consumers’ satisfaction and relation the company has with the general public among others. Therefore, an organization requires competent employees to enhance efficiency in operation. Furthermore, efficiency in organization is enhanced by competency of employees of the respective organization (Gowdy 28). Even though technology is known to dominate the current corporate se ction throughout the world, a lot of focus has recently been put on employees as well as the manner in which they are handled by their seniors. Basically, relationship between the junior and senior employees is determined by competency of both the junior and senior employees. It has been proved that competent employees professionally relate irrespective of their position in the respective organization leading to efficiency in the organizational operations. It is often said that the best managers produce the best results from their employees. As a matter of fact, throughout history, managers have devised several approaches and strategies which have been aimed at enhancing performance of employees. In addition, a lot of research has been carried out with regards to employee engagement. For this reason, there is need to critically examine employee engagement and competency as well as roles played by managers and relationship between employees’ self-efficacy and managers’ effectiveness. This will help to explain the impacts as well as benefits of enhancing employee competency through engagement. Moreover, it will help to illuminate on various ways that may be used to enhance employee competency through engagement in the respective organization (Bret 37).Advertising We will write a custom report sample on Management: Effective contemporary quality Management practices specifically for you for only $16.05 $11/page Learn More Organizational objectives, organizational efficiency and employees’ competency Businesses or organizations are formed with objectives or goals. However, there are different types of organizations, for instance, profit oriented and non profit organizations. Though non profit organizations are not after maximization of profits, they require competent employees to meet their goals or objectives. Objectives and goals are set by both profit oriented and non profit organizations. This is because objec tives and goals govern operations of individual organizations in the respective industries and market where they operate. Basically, organizations require competent employees so that they can outline or set realistic goals or objectives that can be achieved within the stated deadline (Uche 35). Objectives and goals set or outlined by an organization may lead to efficient operation of the respective organization or company. Achievement of the respective goals and objectives within the stated deadlines also reflects efficiency of not only the organization, but competency of the employees of the respective organization. Therefore, an organization requires a competent staff or management team to set or establish realistic objectives. Furthermore, organizations also require competent employees or staff to achieve the respective goals and objectives within the stated deadlines. This is because achievement of goals and objectives requires competent employees who understand the nature of ea ch objective and time required during the implementation period to achieve the respective goals and objectives (McCarthy 42). Objectives and goals of an organization may also determine the efficiency of the respective organization. However, this can only be realized in case the respective organization employees competent employees to enhance realization or achievement of the respective goals or objectives. An organization may establish effective goals and objectives, but the respective goals or objectives may not lead to efficiency of the respective organization. This can happen in case the organization lacks competent employees who can effectively implement the respective goals and objectives, and ensure their achievements within the stated deadlines by the respective organization. Generally, an organization requires a competent human resource team that can formulate realistic goals and objectives, which can lead to efficiency of the respective organization. However, formulation of effective goals and objectives may not be useful to an organization in case it lacks a competent human resource team to implement the respective goals and objectives.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, an organization should develop and maintain competent employees who can effectively work towards achievement of the goals and objectives, and enhance efficiency of the organization by ensuring that the goals and objectives are achieved within the deadlines stated by the management team during formulation of the respective goals and objectives (Singleton and Singleton 52). Employees’ competency, organizational efficiency and technological changes In operation of businesses, management has to consider both internal and external business environment factors. Organizations have direct influence over internal factors, but not the external factors though both affect operations of an organization, for instance, technological changes. There are several uncertainties in the business environment that organizations ought to effective respond to enhance efficiency in operation in the respective market and industry where they operate. Failure to adequately and effectively respo nd to these uncertainties may lead to losses or even closure of operation of the respective organization. Technology is dynamic and frequently changes and this also affects operations of organizations irrespective of their line of business or nature of businesses they transact. Generally, technological changes affect delivery of services and production of goods by organizations and companies in the market or globally (Silverstone and Sheetz 48). Organizations must effectively and adequately respond to changes in technology that directly affect their nature of business. Failure to respond to these changes may affect income levels of the respective organization. Furthermore, it may also affect operation of the respective organization. Efficiency of an organization is determined by the response the organization has towards changes that affect their operation. Basically, failure to respond to technological changes may lead to production of goods using outdated technologies, and delivery of low quality services in the market. Technology frequently changes due to developments and frequent research on technology. Furthermore, developments in technology influence production processes and delivery of services. Moreover, effective and adequate response of an organization to technological changes enhances efficiency of the respective organization. However, an organization requires a competent human resource team to effectively and adequately respond to these technological changes. Generally, effective response to technological changes may enhance efficiency of an organization because it may lead to adoption of better production methods and delivery of quality services, which meet the market requirements and demands of the respective consumer in the market (Bret 44). Effective response to technological changes is determined by competency of employees responsible for technological department in the respective organization. Employees need to frequently and regularly review technological changes and adopt or adjust to changes that directly affect their operation in the respective market or industry. Effective review of technological changes requires a competent human resource team that can effectively and adequately review technological changes and effectively advise the organization on how to adopt the new changes and enhance efficiency in operation by meeting market demands and requirements. Therefore, organizations require competent employees to effectively and adequately respond to technological changes that directly affect their operation in the respective market and industry. This can also enable an organization to meet demands of consumers by producing quality goods and offering quality services (Gowdy 55). Ensuring that Employees’ competency facilitates the Achievement of an Organization’s Goals Managers should ensure that they connect the employee competency strategies with the realization of the company’s objectives. As a matter of fact, employee competency should be seen as a means to an end but not an end in itself. Consequently, managers should ensure that they first establish the company’s main objective as it is pointless to have employee competency without linking it to the organization’s goals. Effective linking of the organizational objectives and employees’ competency may lead to increased efficiency in an organization. This is because it can lead to achievement of the outlined goals and objectives by the management team within the stated deadline. An organization should ensure that competency of its employees facilitates achievements of goals and objectives leading to increased efficiency in the organization (Mouse 72). In addition managers should ensure that they show their commitment to the ideas of competent employees, for instance, they should always make sure that they respond and act on employees’ propositions for improvement of the organization’s p erformance. It is indeed very exasperating to employees when they are asked for suggestions and their responses disregarded. Competent employees may positively contribute to increased efficiency in an organization through suggestions of ideas that can lead to improved operations within the organization. Generally, competent employees may suggest effective strategies that can lead to efficiency in operation in the respective organization, if the suggested ideas are effectively implemented (Silverstone and Sheetz 82). Moreover, supervisors should always volunteer to teach employees more about the business or organization itself. Employees can only contribute positive suggestions that can enhance efficiency in the organization if they are well versed with the organization where they work. This is because lack of enough knowledge on how a company runs may influence employees to give unsuitable suggestions. Basically, employees’ suggestions in an organization may be used to enhanc e efficiency. Ideally, knowledgeable and empowered employees are likely to produce best outcomes from employee competency programs. Employees are only empowered to give productive suggestions if they are competent and are well versed with their roles in the respective organization and how the organization operates too. Generally, employees’ competency can only contribute to the achievement of organizational goals and objectives if they understand the objectives and goals of the respective organization. Therefore, for an organization to reap from its employees’ competency, management has to enlighten its employees on the goals and objectives of the respective organization, and how the organization operates (Hopwood, Young and Leiner 73). Drivers of Employee competency Even though we can determine the level of employee competencies through employee surveys, we may not be in a position to identify necessary areas that need to be improved within an organization through sur veys. It is therefore important for managers to consider a variety of factors, which are also referred to as drivers, which are said to improve general employee competency and enhance efficiency in the respective organization. In case these drivers are effectively handled, a company can successfully deal with increasing employees’ degree of competency. These drivers include effective communication, performance intelligibility and response, organizational values, incentives as well as appreciation, excellent relationships between employees and managers, professional advancement prospects and familiarity of a company’s objectives are some of the major aspects that enhance employee competency hence enhancing efficiency in the respective organization (Hopwood, Young and Leiner 86). Employee perceptions of his/her job and company According to a recent study, a worker’s attitude towards his/her work in a particular organization has a major influence on his/her on loya lty to the organization which has a tremendous impact on customer satisfaction. Generally, it is believed that competent employees have positive attitude towards their work in respective organization and effectively undertake their duties. This may lead to improved services to customers and production of quality goods leading to increased customer satisfaction. Additionally, this may enhance efficiency in operation because individual employees understand and value their job in the respective organization. An organization requires competent employees because competent employees understand their job leading to positive perception about their job and the respective organization where they work in case they understand the values and culture of the respective organization too. Therefore, positive perception about a company or job by an employee may enhance his/her competency leading to increased efficiency in the respective organization (Manning 75). The clarity of job expectations in th e employees In case the management’s expectations are not clearly outlined to employees, and the entire fundamental resources are not adequately provided, unenthusiastic feelings such as boredom or bitterness may crop within employees and they are therefore likely to shift their attention from the organization’s general wellbeing to survival mechanisms. Employees should be well informed on the job expectation. This makes the employees prepared to carry out their respective duties. Better understanding of an organizational job expectation may also enable an employee to utilize his or competency in carry out respective duties in the organization. Generally, employees may not be able to effectively utilize their competency if they are not aware of job expectation in the respective organization. However, if employees are well informed on the job expectations in the respective organization, they may easily utilize their competency towards improvement of the organizational e fficiency. Moreover, though an organization may hire competent employees, benefits of their competency might not be realized in case the organization does not effectively and adequately inform the respective employees on the job expectations. An organization’s management should enlighten employees on job expectations in the respective organization. In return, this can enhance competency of the respective employees because they adequately understand their job leading to increased organizational efficiency. Therefore, clarity of job expectations may enhance employees’ competency leading to increased efficiency in the respective organization (McCarthy 63). Professional development opportunities Research has shown that career improvement opportunities often have a positive impact on workers attitudes as it contributes to employee motivation. As a matter of fact, in many organizations, this is often suggested by employees and made effective through management. In most cases , career improvement has a positive impact on an organizations general performance. Generally, professional development opportunities are meant to enhance employees’ competency in respective organizations. Employees enhance their performance by undergoing different trainings related to their area of profession. Organizational efficiency greatly relies on employees’ competency. Since professional development opportunities leads to increased employees competency; therefore, it also contributes to efficiency of respective organizations that have established employee professional development plans or programs. An organization requires competent employees to enhance efficiency. However, employing and maintaining competent employees or staff may be difficult. Organizations need to establish a professional development plan or program so as to enhance competency of the respective employees to enhance efficiency. Professional development plans or programs are essential in boost ing employees’ competency leading to increased efficiency in the respective organization. Therefore, professional development plans or programs may enhance employee competency leading to increased efficiency in the respective organization (Lenox 45). Regular and effective communication between employees and managers Management should always strive to present an opportunity for dialogue where employees air their views, are appreciated and reminded of management’s expectations. This way, employees are likely to develop a feeling of belonging and hence likely to influence their productivity positively. Communication is an essential management tool that positively contributes to efficiency in organizations. Employees and managers should frequently and constantly communicate to enhance efficiency in the respective organization. This is because effective communication between managers and employees enables both the managers and employees to understand the organization better . It may also enable the employees to understand changes in the organization and how to adjust to such changes without affecting operations within the respective organization. Furthermore, regular and effective communication between and among employees may enable employees to decide on the necessary changes that the respective organization require leading to increased efficiency. Basically, regular and effective communication between managers and employees may enhance employees’ competency leading to increased efficiency in the respective organization. Therefore, an organization requires regular and effective communication between junior and senior employees to enhance their competency leading to increased efficiency in the respective organization (Silverstone and Sheetz 74). An effective relationship among workers and with superiors An effective relationship among employees and with their superiors is a vital ingredient ‘ in an organizations general performance. In cas e employees do not relate with their fellow employees as well as managers in a cordial manner, then they are not likely to perform at their best. As a matter of fact, employee adequate incorporation of their competency is a direct manifestation of workers feeling towards their relationship with their colleagues and superiors. In addition, such a relationship moves management closer to workers and they are thus in a better position to understand workers grievances and respond to them appropriately. In such instances, management is able to depict when performance is not at its best in good time and thus act promptly. In return, this may lead to increased efficiency in the respective organization. Efficiency in an organization can only be enhanced by performance of employees in the respective organization. Furthermore, competent employees are most likely to enhance efficiency in the organization because competent employees effectively perform their duties. Generally, efficiency in an o rganization may only increase if employees effectively and professionally relate with their supervisors. This is because it leads to good working relation and enhancement of competency. In the long run, this may enhance efficiency in the respective organization (Mouse 94). Perceptions of an organization’s culture and values An organization’s culture and values postulates a vital inspirational factor of employee engagement and competency. Absence of the two is likely to affect a company’s performance negatively. Organizational values and culture stipulates on the expected codes of conduct among employees in the respective organization. This might enhance efficiency of the respective organization if employees adhere by the culture and values of the respective organization. An organization need to enhance employees understanding of their culture and values to enhance their operation in the respective organization. This might also increase competency of employees in the respective organization leading to increased efficiency in operation. Therefore, organizations need to enlighten employees on their cultures and values so as to increase their competency in operation leading to enhanced efficiency (Uche 62). Reward for competency In any organization, it is important for managers to reflect on the benefits that an organization stands to gain if they offer incentives to employees. This is an important way of improving employees’ drive and thus improves their engagement and competency. In order to achieve this, it is important for supervisors to set sensible goals for employees, pick the most appropriate rewards for the incentive program, constantly address reward issues, come up with several and different winners and different rewards, support constant effort, present awards in a transparent manner and assess incentive programs on a regular basis. Rewards to competent employees or best performing employees greatly motivate employees to wor k hard to be recognized by the organization’s management. In return, this enhances employees’ competency because individual employees will have to work towards achievements of respective goals within the stated deadlines to be appreciated and rewarded accordingly. This increases employees’ competency hence enhancing efficiency of the respective organization (Singleton and Singleton 86). Conclusion Organizations operate to enhance efficiency hence increase their market share and profit level. Basically, organizational efficiency relies on employees’ competency. There are several factors that an organization has to effectively respond to so as to enhance efficiency, for instance, technological change, market demands and requirements, service delivery and production of products among others. Furthermore, there are drivers that may increase employees’ competency leading to increased efficiency in respective organizations, for instance, professional dev elopment plans or programs, competency reward system and regular and effective communication among employees among others. Considering relationship between employees’ competency and organizational efficiency, organizations need to promote employees’ competency so as to enhance efficiency in the respective organization. Works Cited Bret, Sharon. Essentials of Human Resource Management. Oxford: Oxford University Press, 2008. Print. Ferguson. Management: Effective contemporary quality Management practices. New York: Infobase Publishing, 2010. Print. Gowdy, John. Organizational Efficiency and Employees’ competency. Chicago: CRC Press, 2010. Print. Hopwood, William, Young, George, and Leiner, Jay. Management and employees’  Competency. McGraw-Hill Companies, Inc, 2011. Print. Lenox, Marcel. Effective Management towards organizational efficiency. New York: Springer, 2009. Print. Manning, George. Management: Organizational efficiency. Chicago: CRC Press, 2010. Print. McCarthy, David. ‘Contemporary Human Resource Management: Competency Based Approach.’ Cambridge; Cambridge UP, 2011. Print. Mouse, Mika. Management: Competency based approach. Indiana: Pearson Education, 2010. Print. Silverstone, Howard and Sheetz, Michael. Employee competency and Organizational  Efficiency. New York: John Wiley and Sons, 2011. Print. Singleton, Tommie, and Singleton, Aaron. Contemporary Management, Organizational  Efficiency and employees’ competency. New York: John Wiley and Sons, 2010. Print. Uche, Austin. Human Resource Management. Cambridge: Cambridge UP, 2009. Print. This report on Management: Effective contemporary quality Management practices was written and submitted by user Jorge Winters to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Biography and Profile of Susan Rice

Biography and Profile of Susan Rice Name: Susan Elizabeth Rice Position: Nominated as U.S. Ambassador to the United Nations by then President-elect Barack Obama on December 1, 2008 Born: November 17, 1964 in Washington, DC Education: Graduated National Cathedral School in Washington, DC in 1982 Undergraduate: Stanford University, B.A. in History, 1986. Graduate: Rhodes Scholar, New College, Oxford University, M.Phil., 1988 Oxford University, D.Phil. (Ph.D) in International Relations, 1990 Family Background Influences: Susan was born to Emmett J. Rice, Senior VP at the National Bank of Washington and Lois Dickson Rice, Senior VP for Government Affairs at Control Data Corporation. A Fulbright Scholar who served with the Tuskegee Airmen in WWII, Emmett integrated the Berkeley Fire Department as its first black fireman while earning a Ph.D. at the University of California; taught economics at Cornell as the only black assistant professor; and was a governor of the Federal Reserve from 1979-1986. A Radcliffe graduate, Lois was a former VP of the College Board and chaired an advisory council of the National Science Foundation. High School College Years: At the elite private girls school that Rice attended, she was nicknamed Spo (short for Sportin); she played three sports, was student council president and valedictorian. At home, the family entertained distinguished friends such as Madeleine Albright, who would later become the first female Secretary of State. At Stanford, Rice studied hard yet made her mark via political activism. To protest apartheid, she established a fund for alumni gifts with a catch - the funds could only be accessed if the university divested from companies conducting business with South Africa, or if apartheid were abolished. Professional Career: Senior foreign policy adviser to Senator Obama, 2005-08 Senior Fellow in Foreign Policy, Global Economy Development, Brookings Institution, 2002-present Senior adviser for National Security Affairs, Kerry-Edwards campaign, 2004 Managing Director Principal of Intellibridge International, 2001-02 Management consultant, McKinsey Company, 1991-93 Clinton Administration: Assistant Secretary of State for African Affairs, 1997-2001 Special Assistant to the President Senior Director for African Affairs, National Security Council (NSC), 1995-97 Director for International Organizations Peacekeeping, NSC, 1993-95 Political Career: While working on the presidential campaign of Michael Dukakis, an aide encouraged Rice to consider the National Security Council as a future career path. She began her stint with the NSC in peacekeeping and was soon promoted to senior director for African affairs. When she was named Assistant Secretary of State for Africa by President Bill Clinton at age 32, she became one of the youngest ever to hold that position. Her responsibilities included overseeing the actions of more than 40 nations and 5000 foreign service officials. Her appointment was regarded with skepticism by some US bureaucrats who cited her youth and inexperience; in Africa, concerns over cultural differences and her ability to deal effectively with traditional African male heads of state were raised. Yet Rices skill as a charming but firm negotiator and her unflagging determination have aided her in difficult situations. Even critics acknowledge her strengths; one prominent Africa scholar has called her dynamic, a quick study, and good on her feet. If confirmed as US ambassador, Susan Rice will be the second-youngest ambassador to the UN. Honors Awards: Co-recipient of the White House’s 2000 Samuel Nelson Drew Memorial Award for distinguished contributions to the formation of peaceful, cooperative relationships between states. Awarded the Chatham House-British International Studies Association Prize for the most distinguished doctoral dissertation in the UK in the field of International Relations. Personal Life: Susan Rice married Ian Cameron on September 12, 1992 in Washington, DC; the two met while at Stanford. Cameron is executive producer of ABC Newss This Week with George Stephanopoulos. The couple have two young children. Sources: Berman, Russell. Meet Obamas Tenacious, Take Charge Dr. Rice. NYSun.com, 28 January 2008.Brant, Martha. Into Africa. Stanford Magazine at Stanfordalumni.org, January/February 2000.Brookings Experts: Senior Fellow Susan E. Rice. Brookings.edu, retrieved 1 December 2008.Emmett J. Rice, Education of an Economist: From Fulbright Scholar to the Federal Reserve Board, 1951-1979. University of California Black Alumni Series, transcript of an interview conducted 18 May 1984.Stanford Alumni: Black Community Services Center Hall of Fame. Stanfordalumni.org, retrieved 1 December 2008.Times Topics: Susan E. Rice. NYTimes.com, retrieved 1 December 2008.WEDDINGS; Susan E. Rice, Ian Cameron.  New York Times, 13 September 1992.

How Christmas Trees Became Popular in the 1800s

How Christmas Trees Became Popular in the 1800s The husband of Queen Victoria, Prince Albert, gets the credit for making Christmas trees fashionable, as he famously set one up in Windsor Castle in the late 1840s. Yet there are reports of Christmas trees appearing in the United States years before the royal Christmas tree made a splash in American magazines. One classic yarn is that Hessian soldiers had been celebrating around a Christmas tree when George Washington caught them by surprise at the battle of Trenton. The Continental Army did cross the Delaware River to surprise the Hessians on Christmas night 1776, but there is no documentation of a Christmas tree having been present. Another story is that a Hessian soldier who happened to be in Connecticut set up Americas first Christmas tree in 1777. While thats accepted local lore in Connecticut, there also doesnt seem to be any documentation of the story. A German Immigrant and His Ohio Christmas Tree In the late 1800s a story circulated that a German immigrant, August Imgard, had set up the first American Christmas tree in Wooster, Ohio, in 1847. The story of Imgard appeared often in newspapers as a holiday feature. The basic version of the tale was that Imgard, after arriving in America, was homesick at Christmas. So he cut down the top of a spruce tree, brought it indoors, and decorated it with handmade paper ornaments and small candles. In some versions of the Imgard story he had a local tinsmith fashion a star for the top of the tree, and sometimes he was said to have decorated his tree with candy canes. There actually was a man named August Imgard who lived in Wooster, Ohio, and his descendants kept the story of his Christmas tree alive well into the 20th century. And there is no reason to doubt that he decorated a Christmas tree in the late 1840s. But there is a documented account of an earlier Christmas tree in America. First Documented Christmas Tree in America A professor at Harvard College in Cambridge, Massachusetts, Charles Follen is known to have set up a Christmas tree in his home in the mid-1830s, more than a decade before August Imgard would have arrived in Ohio. Follen, a political exile from Germany, became known as a member of the abolitionist movement. The British writer Harriet Martineau visited Follen and his family at Christmas 1835 and later described the scene. Follen had decorated the top of a spruce tree with small candles and presents for his son Charlie, who was three years old. The first printed image of a Christmas tree in America seems to have occurred a year later, in 1836. A Christmas gift book titled A Strangers Gift, written by Herman Bokum, a German immigrant who, like Charles Follen, was teaching at Harvard, contained an illustration of a mother and several small children standing around a tree illuminated with candles. Earliest Newspaper Reports of Christmas Trees The Christmas tree of Queen Victoria and Prince Albert became known in America in the late 1840s, and in the 1850s reports of Christmas trees began appearing in American newspapers. A newspaper report described an interesting festival, a Christmas tree, which was viewed in Concord, Massachusetts on Christmas Eve 1853. According to the account in the Springfield Republican, all the children of the town participated and someone dressed as St. Nicholas distributed presents. Two years later, in 1855, the Times-Picayune in New Orleans published an article noting that St. Pauls Episcopal Church would be setting up a Christmas tree. This is a German custom, the newspaper explained, and one that has been of late years imported into this country, to the great delight of the young folks, who are its especial beneficiaries. The article in the New Orleans newspaper offers details indicating that many readers would be unfamiliar with the concept: A tree of evergreen, in size adapted to the dimensions of the room in which it is displayed, is selected, the trunk and branches of which are to be hung with brilliant lights, and laden from the lowest bought to the topmost branch, with Christmas gifts, delicacies, ornaments, etc., of every imaginable variety, forming a perfect storehouse of rare presents from old Santa Claus.What indeed can be more gratifying to children than to take them where their eyes will grow big and bright, feasting on such a sight on the eve of Christmas. A Philadelphia newspaper, The Press, published an article on Christmas Day 1857 which detailed how various ethnic groups had brought their own Christmas customs to America. It said: From Germany, in particular, comes the Christmas tree, hung all round with gifts of all sorts, interspersed with crowds of small tapers, which illuminate the tree and excite general admiration. The 1857 article from Philadelphia whimsically described Christmas trees as immigrants who had become citizens, stating, We are naturalizing the Christmas tree. And by the time, an employee of Thomas Edison created the first electric Christmas tree in the 1880s, the Christmas tree custom, whatever its origins, was permanently established. There are a number of unverified stories about Christmas trees in the White House in the mid-1800s. But it seems the first documented appearance of a Christmas tree wasnt until 1889. President Benjamin Harrison, who always had the reputation of being one of the less interesting presidents, was nonetheless very interested in Christmas celebrations. Harrison had a decorated tree placed in an upstairs bedroom of the White House, perhaps mostly for the entertainment of his grandchildren. Newspaper reporters were invited to see the tree and wrote fairly detailed reports about it. By the end of the 19th century, Christmas trees had become a widespread tradition throughout America.

Struggle in Fairy Tale Essay Example | Topics and Well Written Essays - 500 words

Struggle in Fairy Tale - Essay Example Realism makes a story appealing to the reader (Moore 1995). However, realism seems very minimal in fairy tale prose. This realism is concerning about the action/reaction relativity in the story setting of the situation in the fairy tales.Somehow their unrealism can be credited for by the given struggle to them by its authors. Also by the very characterization of the characters that speak and reacted unexpectedly that made the story less credible.An interesting story mostly relies on the reaction from the action given or from the struggle that the main character dealing with as a conflict. Literature scholars have been discussing and affirming this literary concept.In the matter of the fairy tale concept, it was traditionally formulated that the functions of the characters serve as the stable "serve as stable, constant elements in a tale, independent of how and by whom they are fulfilled", according to Russian Scholar Vladimir Propp (Lefavole. Org 2008). He also said that it has been observed that the number of function in the fairy tale is limited and its sequence of function is often identical (Lefavole. Org 2008).Study says that changing the obstacle or danger of the story could also affect the reaction of the character. Thus the changes in the story then able to comply to the expected realism that critical reader would highly appreciate or prefer.