...Unlike Physicist Parents * At 33 was a Fellow at Montreal Neurological Institute * Absent Stimulation Causes Deterioration and Hallucinations * First Non-American to Win APA Distinguished Scientific Contribution Award * Had an Award for Canadian Scientists Named after Himself Donald Hebb decided at an early age he did not want to be a Physicist like his parents. He had other aspirations, he wanted to write and study. At the age of 33, Hebb received a position at the Montreal Neurological Institute as a research fellow (Olson & Hergenhahn, 2009). The research Hebb conducted ultimately contributed greatly to the modern knowledge of the brain. He discovered, when there is an absence of stimulation the resulting product is the brain has more difficulty in its ability to problem solve and even to concentrate (Olson & Hergenhahn, 2009). The absence causes deterioration in the ability to do things quickly and efficiently, causing extreme difficulty. Hebb has even reported a few people who said they had experienced hallucinations from the absence of stimulation (Olson & Hergenhahn, 2009). Hebb’s research was extremely helpful in the studies of airplane pilots and of truck drivers. Many of these workers had reported having hallucinations while on the job. Hebb discovered the hallucinations were due to the fact they were not experiencing enough mental stimulation to keep their brains alert and active. From the age of 43 until he retired at the age of 68, Hebb...
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...PROPOSAL ABSTRACT Express, LLC is a growing company. It continues to meet and exceeds net sales every year and a program to reward our loyal customers will only make the company better. Express Next is a point-dollar reward system that engages customers into the brand. Companies, such as, American Eagle Outfitters and GUESS have created such programs and with the comparison of before and after financial reports it boosts net sales by more than 30%. INTRODUCTION Express Next is a point-dollar reward system that affiliates each dollar spent with 10 points. The more points a customer accumulates the better a reward they will receive. There will be a two tiers of loyalty. A Base tier, the beginning tier, that rewards a customer with 10 points with every dollar spent. And a A-List tier, the advance tier that is gained when a customer reaches a certain amount of loyalty, that rewards customers with 15 points with every dollar spent. There will be a two quarter beta program to be held at various locations that have the top volume in the company and will be launched in the beginning of the upcoming fiscal year. This loyalty program will increase sales up to 30% percent and start a clientele-esque program. LIST OF SOURCES Berman, B. (2006). Developing an Effective Customer Loyalty Program . California management review , 49(1), 123. Demonstrate how to create an effective program that will increase net sales Chen, M. (2005). Mining changes in customer behavior in retail...
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...Course Project Leadership and Organizational Behavior in Action Title: Evaluating Reward Systems GM 591: Leadership and Organizational Behavior Table of Contents Introduction....................................................................................................................... 4 Problem statement.............................................................................................................. 4 Body................................................................................................................................... 4 What are reward systems................................................................................................... 4 How reward systems can improve companies.................................................................... 4 Case study Company - history on Oakley Inc..................................................................... 4 Job positions to be evaluated - National Sales Rep........................................................................................................... 4 - Outside Sales Rep............................................................................................................ 4 Reward systems................................................................................................................. 4 ...
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...The text begins with a quiz “Does this sound like where you work?” The answer will probably be yes, because the questions deal with the basic problem inherent in all human organizations, the gap between ideals and practice. After it is established that one’s organization needs to learn GMP, the book presents the basics, which include the principle itself, stated and expanded upon. The second part deals with strategy. In ten chapters, Michael LeBoeuf, a professor of management at the University of New Orleans, addresses the problems posed by the quiz and presents a numbered, step-by-step method for dealing with each problem. Exercises teach one how to reward risk-taking instead of risk-avoiding and quality work instead of fast work. The third part consists of ten “Action Plans” that tell the manager how to reward. Specific exercises help one to find the answer to three crucial questions: “What behavior do I want?"; “How will I recognize it?"; and “How will I reward it?” Sample plans tell how to manage subordinates and, if appropriate, one’s boss. The text ends with a short summary of the Greatest Management Principle and a request for the reader’s favorite ways to solve problems with GMP. Do the chief rewards for which employees work always correspond to the reward system that management has fostered? Of course not. Though management may be rewarding glibness and self-promotion, there will always be some employees who will do important tasks well solely for their own personal...
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...University of Louisiana at Monroe When hearing the word pacemaker, the first thought that comes to one’s mind is a cardiac pacemaker. With a pacemaker for the brain, the wires are implanted in the brain instead of heart. Some of the things that brain pacemakers have been seen to do with medical and technological advances are reducing seizures in people with epilepsy, controlling the tremors of people with Parkinson’s disease, the testing for treatments of bipolar disorder and depression. The modern medical and technological advances that have been made contributes to all of those things. A brain pacemaker, also known as a neurostimulator, is implanted through a surgical procedure called deep brain stimulation. This is an invasive, chronically implanted device that uses electrical stimulation to alleviate dysfunctions of the brain (Johansson, Garwicz, Kanje, Halldenius, Schouenborg, 2015). There are three components to this pacemaker which are a lead, an extension, and an implantable pulse generator. According to the National Institute of Neurological Disorders and Stroke (2015), “the lead (also called an electrode)—a thin, insulated wire—is inserted through a small opening in the skull and implanted in the brain. The tip of the electrode is positioned within the specific brain area. The extension is an insulated wire that is passed under the skin of the head, neck, and shoulder, connecting the lead to the implantable pulse generator. The implantable pulse generator (the "battery pack")...
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...To Make Right Things Happen in Appropriate Time In the article On the Folly of Rewarding A, While Hoping for B, the author Steven Kerr represents his theory about the Fouled Ups Systems. In another word, we rewarding the individuals while hoping for collaboration. The essential point of high-efficient employee execution is about doing the right thing in the appropriate time. To get the most from the employee, we do need to develop the right reward system. Furthermore, Kerr states the causes of the folly rewarding system that has been widely and commonly applied in the business and public field. Based on his experiences, the author reveals the examples of the explanation of why the fouled-up system seems to be so prevalent, basically is the overemphasis of visible performance but not the efficiency. In author’s opinion, it is easy to point the finger of blame at employees. But in most companies and organizations, the reward system causes poor attitudes and performance that discourage desired behaviors while rewarding the very action that will make the executive crazy. At the end of the article, the author gives method of improving the reward system. The most significant point is to expand the scope of the behaviors should be rewarded. To create an efficient reward system, executive must first clarify the behaviors, or performance, to help the employee better understand how they can support what to accomplish. Secondly, to devise an effective performance appraisal system...
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...Wendell D. Dinglasa PA 221B-Human Behavior in Organization Prof. Vivian Rojas Molina This reaction paper is in regard to Chapter 5 Rewards 2025- the only way is Ethics. As you may know today employees strive hard to get rewards, bonuses, remunerations, salaries. This is some sort of a motivation to employees to work harder and trying to surpass their previous accomplishments in order to get these rewards, other than the promotion they deserve. Rewards are a powerful method for encouraging good job performance. Good work may not be repeated and employees can upset customers when managers don’t recognize, encourage, and reward them for job performance that meets or exceeds customers’ expectations. But these rewards must be used effectively. Every company needs a strategic reward system for employees that address these four areas: compensation, benefits, recognition and appreciation. The problem with reward systems in many businesses today is twofold: They're missing one or more of these elements, usually recognition and/or appreciation, and the elements that are addressed aren't properly aligned with the company's other corporate strategies. A winning system should recognize and reward two types of employee activity-performance and behavior. Performance is the easiest to address because of the direct link between the initial goals you set for your employees and the final outcomes that result. For example, you could implement an incentive plan or recognize your top...
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...”Allstate Insurance Company” Dr. Felicia Bridgewater Leadership and Organizational Behavior - BUS 520 May 1, 2011 When John F. Kennedy put the provision for affirmative action into effect, all of the companies knew that they could not deny anyone a job because of their race, creed, or sex (www.oeod.uci.edu). No one knew at that time how they where going to incorporate affirmative action into their business so that everyone involved would have a positive outcome. The executives at Allstate realized that in order for their current employees not to feel resentment for the new changes they were going to be put into effect, they had to come up with a way in which the company can thrive even better than it had before. In order to do that they came up with four steps that would help them to promote diversity in the workplace. Using the model for goal setting, evaluate Allstate’s goal setting process to determine whether or not Allstate has an effective goal-setting program. After comparing the model for goal setting with the steps that Allstate had put into effect, I believe that they do have a successful goal-setting program already established. Nevertheless, when you are trying to make sure that a business is operating as smoothly and efficiently that it can, there will always be room for improvement. One way they could improve is instead of giving, each manage a twenty-five percent of each manager merit pay, and why not break that down to at least...
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...© Academy of Management Executive. 1995 Vol. 9 No.1 AN ACADEMY CLASSIC On the folly of rewarding A, while hoping for B Steven Kerr Executive Overview This article, updated for AME, needs no introduction.1 Even today, the original article is still widely reprinted. Now part of the lexicon, it truly qualifies as an Academy of Management Classic for almost twenty years, its title has reminded executives and scholars alike-it's the reward system. stupid!" We hope you enjoy the update! Editor Whether dealing with monkeys, rats, or human beings, it is hardly controversial to state that most organisms seek information concerning what activities are rewarded, and then seek to do (or at least pretend to do) those things, often to the virtual exclusion of activities not rewarded. The extent to which this occurs of course will depend on the perceived attractiveness of the rewards offered, but neither operant nor expectancy theorists would quarrel with the essence of this notion. Nevertheless, numerous examples exist of reward systems that are fouled up in that the types of behavior rewarded are those which the rewarder is trying to discourage, while the behavior desired is not being rewarded at all. Fouled Up Systems In Politics Official goals are “purposely vague and general and do not indicate. . . the host of decisions that must be made among alternative ways of achieving official goals and the priority of multiple goals. . . ”2 They usually may be relied on to offend absolutely...
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...1. Monetary rewards can put added pressure on employees to perform to perfection for the rewards. No person wants unnecessary pressure and this can lead to a decline in an employees production from a point that they are afraid to fail expectations. Monetary rewards can have unproductive results and lead to employees having a false sense of a reward and those rewards never being met, leading to disappointment among the employees. 2. One limitation of a monetary reward is that it doesn’t develop the skills of an employee. Sure every employee would enjoy some sort of a monetary reward but how does that help the employer have a more skilled employee? If you want your business or company to develop and be more successful, you must develop the skills of your employees, monetary rewards don’t necessarily do that. A second limitation is that monetary rewards don’t always improve the job quality. Just because you receive a monetary reward it will not change your boss if you don’t like them or the city you work in that you may not enjoy. The last main limitation of monetary rewards is that they do not discourage unethical behavior. If employees don’t have high morals then they will find the easiest way to receive extra money and if you can constantly receive a monetary reward then unethical behavior is never discouraged. 3. 1. Define and measure performance accurately – You must emphasize on what goals the employees should be trying to achieve. Once the goals of the organization...
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...different parts of an organisation - Proper interchange/flow of information within the organization - Enable strategic plans implementation (L.D. Benyayer, 2014) Evaluate the planning and control system use at Johnson & Johnson Strengths - Decentralized Management o Decentralization, split by business unit – easier to control and have a better view of each unit o All subsidiaries report directly to executive committee members. o Subsidiaries are managed by locals, which enables the organization to gain proper knowledge of the local market, cultural affinity, norms and values. o Each director has to analyze their own business unit strategy and is in charge of monitoring. Allows them to get a grasp of the bigger picture instead of solely working through their day-to-day activity. - Long term approach (5 to 10) o Even though the company has to face a very volatile market, they try to maintain a long-term basis. o Retrospective learning: J&J accords a lot of importance to learning from its mistakes o Motivational factors for directors of subsidiaries: Financial incentives in order to promote motivation o Train someone in JJ and send him to work at a subsidiary to «...
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...OMM 618: Human Resources Week 1 Assignment Organizations motivate employees by offering rewards and bonuses and at some rate this is a good way to keep everyone engaged if not abused. The problem starts when the management starts to misuse it like giving out rewards to people based on their familiarity rather than on their performances. Being left behind knowing that you deserve better can make a person more dissatisfied and might end up living the organization. So what do you think satisfy an employee and makes them stay to the company? Of course benefits, salary, and the sense of being needed in the company as much as appreciated for being a performance. With these things, employees will definitely stay with the company. For the human resource management, providing an enticing and rewarding reward system is sometimes bothersome. Knowing that rewards play an important role to how an individual functions in the organization, the management is making processes that will make the reward system more acceptable to all employees involved. It is important that once the system has acted, it should be there to motivate more employees, and not to cause more problems because it can add to the satisfaction of the employees in the working place (Galanou). When rewarded for their effort, employees can become more productive because they knew they are doing their job properly and at the same time they knew they are being appreciated. This process can also make them more loyal to the...
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...CASE STUDY: REWARDING TEAM WORK IN THE PLAINS 1. Explain the organizational reward system this firm uses. Usually the tangible rewards that people receive from employment come in the form of salary, incentives and benefits. Also the tendency in the past was to have reward systems implemented for individual employees. However when the company with its diversification plans in mind went from traditional top-down approach to a better way, horizontal matrix system, the new concept of ‘team work” emerged. As stated below it is how Behlen Manufacturing Company in Columbus, Nebraska USA, has implemented their unique methods of rewarding systems and became the industry leader in customer satisfaction. Behlen has identified their most valuable asset as their employees thus naming them as “Partners in Progress” in all their articles. Founders of this company have understood that when they make the customer better-off; they themselves be better-off too. Further they firmly believed that for them to help them to grow, they have to pass on to the team “the heritage of Behlen”, the strength of work ethic and the entrepreneurial spirit of the earlier culture. According in Behlen Company they have implemented three major rewarding systems: 1). Gain Sharing – where all members share a usually fixed percentage of the documented savings or performance gain accomplished by the team. They earn monthly gain sharing up to $ 1an hour when a respective team meet a productivity...
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...Managerial Powers in ME : Intro: Organizational power is the capacity to persuade a group to work toward the accomplishment of a company's organizational goals. It depends on the personality traits of the individual exercising the power. There are five types of organizational power: reward, coercive, expert, legitimate and referent. Reward and coercive power are commonly used within organizations. However the use of these two together can decrease the power of the individuals over time. 5 Types of Managerial Powers in ME: by Justin Johnson, Demand Media Businesses are run by people in power. There are, however, different kinds of power that allow those wielding them to use varying approaches and methods with varying degrees of effectiveness. There are five basic types of power in business, and it is important to learn how to recognize each type, and how to use each type effectively in business situations. Coercive Power Coercive power is the most primitive type of power in the workplace. Coercive power exists when a person in authority threatens a subordinate with some type of punishment if a certain duty or activity is not completed or performed correctly. It is important to note that coercive power is used most effectively in scenarios where the business is in a crisis or is somehow threatened. Coercive power can also be used effectively when attempting to make cuts in personnel as a result of management shifts and transitions. Legitimate Power Legitimate power...
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...Human Service Organizations mission is to serve their clients. A reward/motivation system can encourage and motivate employees to get as productive as possible while providing high quality, effective services. Employers would like to have high quality work, loyalty, commitment and service from their employees. Employers have reward systems in place to offer employees incentives perform to maximum efficient. The rewards can be monetary, recognition based, education, training, or material based. Having a good reward and well integrated reward system is very important to have maximum employee performance. There was a study conducted on motivation by P. Montana and B. Charnov in 1993. There was a questionnaire with 25 items motivating you to do your best work. Out of the 25 items only nine factors were chosen as the top preferences. They are respect for me as a person, good pay, chance to turn out quality work, chance for promotion, opportunity to do interesting work, feeling my job is important, being told by my boss when I do a good job, opportunity for self-development and improvement, and large amount of freedom on the job. These are some factors that should be considered when developing or implementing a reward system. Employees who chose to work in human services organizations often do so to have a positive impact on others' lives. Human service organization employees will work with other people’s and their problems and needs. A reward/motivation system should be in place...
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