Secondly, as a result of the climate change food production around the world will be affected. Weather conditions will damage crops, growing regions will shift or disappear, clean water will become scarce; therefore, helping other countries will become more important in the future. Helping a needy country today will mean reciprocity in the future. In other words, lend a coat today and the favor will more likely be returned in an unstable future.

Finally, despite current trends that indicate that more and more corn is going toward ethanol production, the U.S. should continue to helpfeeding hungry nations. It is the right thing to do. China is one of the main culprits, but the U.S. is also flirting with meeting the massive F for alternative fuels instead of feeding people. It can only mean disaster for the U.S. and a hungry planet. Food is not a just a commodity, it is a necessity and the U.S. must share to keep its place as a symbol of the superiority of democratic principles.

        

One of the most beloved pastimes for young children is being read to. Even when able to read, a child loves being read to by an adult for a number of reasons. First of all, it provides him with an opportunity to ask for explanation whenever he or she needs one. Secondly, expressive intonation of an adult reading aloud helps the child to visualize the characters and scenes, developing his or her imagination. And last but not least, being read to is more than just a pastime, it is a kind of a ritual, enhancing the child/parent relationship, calming and soothing, creating a unique atmosphere of intimacy and loving attention. That is the reason why this activity so frequently takes place before bedtime or when the child is ill.

Another popular activity is building. A set of wooden blocks or bright plastic Lego bricks brings a child many happy moments. Not only does it develop his or her tactile sensing, coordination, spatial reasoning, but also generates a highly rewarding feeling of achievement, when the bricks that were scattered over the floor become parts of an impressive construction, be it a railway bridge or a tower – just three colorful wooden blocks, placed one upon another by tiny plump hands of a one-year-old constructor.

Equally enjoyable is swinging. Combining elements of both active and passive pastimes, the swing allows even a very young or a disabled child to feel the thrill of rapid motion. Apart from the pleasure, swinging develops the child’s vestibular apparatus and trains various groups of muscles.

These are just a few examples of activities popular with young children. They are not only pleasurable, but also beneficial for the child’s mind and body, preparing it for more serious tasks that adult life presents us with.

        

The most basic principle and distinct characteristic to the institutional theory is conformity. Conformity is the meter stick that is used to determine the legitimacy of an organization. The concept of conformity establishes “rational myths” in which it is just “rational” that an organization would incorporate certain social norms, rules, and requirements into it mission and goals (Shortell and Katunky, 2000, p.24). In order for an organization to be endorsed as a valid one, it must conform to the “rational myths”. For instance, it is “unthinkable for a business school not to have an MBA degree [program] and not teach accounting, strategy and marketing,” (Johnson & Greenwood, 2002, pp.4-5). In this example, societal expectations and norms dictate the requirements needed to achieve an MBA degree because if accounting, strategy, and marketing was not taught, the program would be viewed as illegitimate. So, the program in an astute effort to obtain legitimacy the program may conform. As a result of conformity, many organizations began to resemble one another because they are faced with the same social pressures (Johnson & Greenwood, 2002, pp.44-46). This process is known as isomorphism. Isomorphism has proven to be a beneficial component of the institutional theory because it can offer an alliance between organizations with the same focus (i.e. usually seen in public health through the development of a coalition). Within the case, it is pivotal that Dr. Amayo attempted to construct a clear mission statement and concise core values and objectives so that the organization conforms with the norms surrounding a governmental communicable diseases agency and matches the goals of its constitutes(Welton & Cole, 2000). However in a slim market, isomorphism may not be beneficial. It may encourage or create competition among similar organizations who are trying to serve that same population or market (Johnson & Greenwood, 2002, p.44-45), so one’s focus may shift to the competition rather than the service or product.

Despite, the level of conformity presented by the Institutional theory, the theory is quite promising because it bridges the gap between societal views and organization’s actions. Management is more aware of social views and opinions and more willing to incorporate societal norms and expectations, rules, regulations, and requirements in its daily operations of an organization. This concept of unifying these two entities: environment and management has proven to be the ultimate advantage to theory in addition to isomorphism. Nonetheless, there are a few disadvantages associated with the theory. One disadvantage to the institutional theory is that it places a tremendous amount of constraints on management to conform to the norms, rules, or requirements (Johnson & Greenwood, 2002, p.44-46). High level of constraints can prove to be deleterious to the organization because it can inhibit versatility, creativity, and diversity within a particular field (Johnson & Greenwood, 2002, p.44-46). Another disadvantage to the theory is the creation of “cookie-cutter” organizations and the legitimacy of organization that are outcast from the “cookie-cutter” format. One example of this is within the arena of academia. For example, Drexel University- School of Public Health is non-traditional school of public health because it utilizes the Problem-Based Learning (P.B.L) format and non-traditional methodology of learning. In my opinion, the legitimacy of the institution was questioned due to the PBL format and non-traditional methodology of learning and may have hindered its acceptance into the world of Public Health. However, this example, also, shows how the skepticism produced by the institutional theory maybe diluted over time with further understanding and the transformation of societal norms whereas PBL has become a more acceptable learning style. It is this concept of legitimacy that oftentimes makes organizations resistant to change in fear of breaking away from the norm because their legitimacy may be challenged (Johnson & Greenwood, 2002, p.44-46). Also, within this type of environment, management may have a minimal amount of freedom to make decisions which may hinder the structural process with an organization.

The institutional theory places emphasize on the crossroads of the environmental factors and their influence on organizations and corporations. In the case, we are presented with a Management /Organization Paradigm and Management Operation paradigm, both paradigms incorporates external factors in its framework to demonstrate the validity and importance of external factors in contributing the organization, structure, and legitimacy of a corporation or organization (Welton & Cole, 2000, pp.4-5). In the Management Operation Paradigm, the external factors-legal, political, and social which sets the stage for the institutional theory in the paradigm because one can see the direct connection that the external factors plays in the framework of an organization as noted by the flow chart of the paradigm (Welton & Cole, 2000, pp.4-5). In addition, the paradigms suggests that the relationship between the mission statement, values, vision, and etc. (see Paradigms in case for other component of organization)and external factors are oscillating components that goes back and forth in the development, structure , and strategic management of an organization (Welton & Cole, 2000, pp.4-5). This means that the relationship between both is constantly changing so that one can accommodate the other.

The institutional theory can be a rewarding concept to an organization because its stakeholder, as a whole (society), plays a vital role in determining the legitimacy of an organization, directly, and have much more power in the operations of an organization. Many other theories of organization do not extend the same level of power to its stakeholders in which the stakeholders set the standards. It is for this reason that that the institutional theory is a promising theory, despite its disadvantages. Nevertheless, this theory is not advantageous for every organization but can be determined by a “best fit approach” (Handy, p.107). This approach examines the capability of an organization mission, goals, vision, and strategic plans to the basic principles of a theory in an effort to determine which theory fits best with that particular organization (Handy, p.107). This approach is important because as explained within this paper, the institutional theory can provide a few downfalls that may hinder productivity.

        

This argument lacks statistical significance. Due to the inadequate analysis of observing ten companies, the argument is based on anecdotal evidence. Recommending that an employee identification badge program will prevent employee theft has no merit. Close examination of the argument being presented reveals that it provides no statistical support, only coincidental anecdotes from an insignificant and incorrect research sampling.

Turning first to the anecdotal evidence, the organization assumes that the mere use of identification badges, rather than some other observable fact, was responsible for the decrease in the levels of employee theft within these ten companies. Perhaps the decrease in employee theft simply reflects the tendency of higher security in organizations that would require employees to wear identification badges. The lower theft rates could be attributed to the type of products being handled by the organizations. A candy distributor could be more susceptible to theft than a high tech medical device manufacturer. For that matter, perhaps the amount of theft is due to the workforce’s skill and education level. There could be a more thorough background check on employees that require a high level of education and experience. The company is drawing on the assumption that the success of one security process can clearly affect another. The experience of their clients is valuable information, however, there would appear to be no correlation other than some organizations are more adept at security issues than others.

Employee dishonesty can involve theft of money, product or time. The forces that give rise to employee dishonesty are as complex and varied as the individuals who perpetrate such acts. It’s helpful to understand why employees engage in dishonest behavior in order to help recognize and prevent these situations from occurring. Even the most-trusted employee may be tempted to steal if an opportunity arises in which he or she feels safe from discovery. Personal hardships caused by chemical dependency, gambling debts or medical bills may create a situation where an otherwise honest employee may become desperate enough to steal. An employee who feels that he or she has been passed over for a raise or promotion may turn to theft in order to take back what they consider theirs. Understanding these factors can allow an organization to implement measures that can reduce the level of employee theft. The suggestion that the implementation of an identification badge program could be one of these measures is rash and without merit.

I believe that it is hasty to recommend establishing an identification program to clients with such unsubstantiated facts to support it. Furthermore, I think it is irresponsible to make such a blanket recommendation to a customer without considering any other issues. Some other factors that may affect such a decision may include the cost of implementing such a program, how it may hamper workflow of employees, staff acceptance and privacy issues. On the surface, there are several other methods that would seem to make more sense in stopping employee theft. An organization may wish to establish strict guidelines in the hiring process of its employees. They may choose to increase the level of supervision within their workforce. Establishing tighter accounting procedures and increasing audits may aid in lowering the incidence of employee theft. Without a plausible link between the use of ID badges and the causal effect of eliminating employee theft, the conclusion of the memo doesn’t sustain the recommendation.

Implementing an employee identification badge system may be an excellent recommendation for several reasons. An employee identification program would make a facility more secure from unauthorized entry. It may allow for the tracking of employee movement or employee information. An identification program could replace keys required for entry and timecards required for time tracking. However, you cannot assume that by having employees wear identification badges the level of employee theft can be reduced.

In summary, the argument presented is devoid of merit. The evidence provided is simply the fact that the ten companies that happen to use an employee identification program have lower incidences of employee theft. This appears to be pure coincidence. To strengthen their point they should have provided direct evidence that shows a statistical correlation between implementing an employee identification badge program and the deterrence or a complete halt to employee theft. Without an understanding of what aspects of employee theft an ID badge will prevent, the suggestion seems illogical. Also, I believe that it would have been helpful to understand the driving factors and various characteristics of employee theft and how implementing an identification process would address these concerns.

        

SMC has investigated all avenues of how and why increasing the staff will benefit the current state of the company, and the clients the company serves. Due to the increased demand of their product, SMC realizes the need to expand, and has decided to start their staffing increase within the Human Resource Department. Currently, the Human Resource Department has two employees. The roles and responsibilities of these two employees do not allow them to have enough flexibility or mobility when it comes to staffing, recruiting and/or training. By increasing the Human Resource Department to a staff of five, including an HR Manager, and four personnel representatives, SMC will attain the proper coverage while planning for future growth within the company. Another department that needs to be addressed is the customer service department, which currently has five employees. Increasing the customer service department to a staff 15, including a Customer Service Manager, a Customer Service Supervisor, and 13 customer service assistants, will adequately cover that department’s anticipated needs. The third department assessed would be the finance and accounting department. The finance and accounting department currently has seven employees, and due to our forecasted increase in both accounts receivable, and accounts payable, SMC will need to add two qualified individuals with a background in finance. In the manufacturing department, there are currently 65 employees, which will need to be increased to a staff of 75. These positions will include a Manufacturing Manager, a Manufacturing Supervisor, with the remaining 73 employees ranging from engineers, a planner, and various manufacturing roles. The operations department has 10 employees that will remain the same with any additional assignments to be filled by temporary assistance.

Our main focus at SMC is to meet the current customers’ needs with an attempt to gain market share by first time quality production and delivery. The increased demand for SMC products will necessitate output levels to be increased by 100%. When the market exhibits a period of growth, they aim to address the challenges of increase in the areas that are absolutely necessary. Nevertheless, before a company can effectively increase the staff, the company needs to assess how the increase can be financially beneficial and profitable. Such assessments can benefit a company by: helping the company overall save money while reducing the total cost of new hires, reducing the turnover rate, save money in training cost, reduce absenteeism, and minimizing workplace theft. Although it may appear that a business is performing well with an influx of added personnel, the key to becoming a healthy organization is the ability to sustain as much as possible, an unvarying staff year end, and year out. This will decrease the amount of turnaround, and assist with most future visioning (planning) events. Therefore, fluctuations in personnel needs, will be addressed with temporary services so as to limit the need for modifying the established foundation of employees. However, any of the decisions made to accommodate the increase in business are subject to change at any time. We will review the production levels, as well as the support staff on a bi-monthly basis to determine how well the implementation of the new team members have affected the new business conditions.

Seeking candidates to fill in the manufacturing, operations, customer service, and distribution departments can start at a job fair. SMC will see how these candidates try to make a good impression in person (especially important if a resume does not necessarily stand out from the crowd). The candidates will learn about the culture of the organization when they meet the SMC people, and can ask questions at this fair. In addition, SMC employers can screen resumes and cover letters, taking advantage of the opportunities to meet job seekers face-to-face. Some fairs include follow-up interviewing as part of the fair, for a full or half day. Some of the employers who attend these career fairs also participate in an on campus-interviewing program. Meeting students in person at fairs gives SMC another way of screening candidates besides just the resume being submitted for on-campus interviewing.

SMC can also develop a structural employee referral program. Employees do not refer people they do not want to work with, so the referral program serves as a pre-screening process for SMC. But, to make it work, the organization needs to set a financial incentive. When an employee refers someone SMC hires, they will receive a bonus. For example, It can range from $200-$500 hundred dollars, depending on the persons’ position and value. This practice can help serve the company in two ways. First, by recommendation of qualified recruits, and second, by increasing morale through the offering of such an incentive.

To fill positions in the finance department SMC will utilize the services of an executive search firm. These firms often maintain large databases of candidates with specific capabilities such as finance. They are also able to locate candidates quickly. Using the search firm also ensures SMC of not wasting time sorting through inappropriate job candidiates. However, SMC should demand a certain level of service from such a firm. A reputable search firm should meet with SMC and learn the corporate culture, and secure a written job description of the position. It should offer a timetable, report progress, interview the prospective candidates, verify credentials or experiences, assess each candidate’s strengths/weakness, check for references, participate in the negotiation, and assist in the candidates adjustment to the new environment. On the other hand, SMC needs to keep in mind that the most effective and least costly recruiting strategy is to position their organization as an outstanding place to work and be successful
Ulimately, the SMC company’s ability to adequately staff, and recruit will lead to a successful transition of their current business climate. By implementing the staffing changes proposed, SMC will have the opportunity to realize their goal of increasing output by 100%. Furthermore, having a strategic plan for recruiting is paramount. By utilizing our plan to seek out the appropriate people needed to fill those positions, SMC can avoid wasting precious time in finding the right people and focus on their long-term business plans. Consequently, setting the standard in their industry for staffing and recruitment practices.