Labor Market Analysis

Question: Compose an article onlabor showcase investigation. Answer: A work advertise investigation basically recognizes the territories inside which the organization vies for business. The work showcase examination assists with leading the market overview inside the work advertise so as to decide the pace of the compensation that is paid to the various people. There are diverse work advertise portions in the economy of the Australian work Market. The work showcase predominantly alludes to the collaboration between the interest and flexibly of work. The work showcase examination in the Australian work advertise essentially assists with deciding the quantity of occupations in the Australian work showcase (Bowen Finegan, 2015). The size of the Australian work power has expanded from 5.6 million individual to about 9.8 million between the years 1971-2001. In the course of recent years, the Australian work advertise has experienced an intelligent change. On the gracefully side, the individual specialists are the piece of the work advertise where they flex ibly work contributions to creation. In the Australian work advertise, the pace of business expanded to 17,400 and the pace of joblessness diminished by781, 100. The official pace of joblessness diminished from 0.1 focuses to 65 percent (Atalay Barrett, 2015). An Understanding of Australian Traditional Market Theory According to the reports, there are patterns that have been going on in the computerized innovation just as online networking that are growing with the assistance of the advertising strategies. The customary showcasing hypothesis can be clarified in the accompanying ways:1. Market the customary market hypothesis are for the most part dependent on a colleague with the business sectors. The market thus comprises of the customers, contenders just as the tyrant offices. The efficacious conventional market thus offers a higher estimation of the customers when contrasted with that of the opposition that happens in the market. The customary market hypothesis verifies that the organization demonstrations in concurrence with the fitting laws just as guidelines. So as to execute an effective promoting procedure the organization must know about what the buyers requires just as what the contenders are executing (McLachlan, 2013).As per as a showcasing overview that has been led, the review gives a criticism on the mentality of the customers towards the result of the organization just as the contenders. Since various customers have different necessities, the organizations must pick a market that can be effectively available at a sensible value (Hildenbrand, 2014).2. Item according to as selling is concerned, conventional advertising varies in the methodology they use to sell the items. Regarding customary advertising, selling is named as the way that requires persuading the buyers so they buy the items that is sold by the organization. Customary showcasing discovers what is required by the buyers just as what is the cost the shoppers are happy to pay. Subsequent to discovering the subtleties, the organization will offer the cost to the shopper that the purchaser is eager to pay. On the off chance that the showcasing research is done effectively, at that point the shoppers will buy the item (Sabia Wooden, 2015). 3. Channel One of the most significant components of customary promoting is the choice of a dispersion channel that is practical for the buyer who is purchasing the item. The circulation channels mostly incorporate the retail locations, direct deals just as the mail request with online deal getting imperative. The online deal has likewise fitted into the hypothesis of customary showcasing model as a discretionary channel. The advertising overview gives the insights regarding the items that the buyers would like to buy (May et al., 2013). 4. Worth One of the most significant bases of the conventional showcasing is encouraging the important merchandise for trade. It is critical to elevate the items to those clients who has the incentive for the specific great and is probably going to buy that great. A reliable client is made when the client gets the full fulfillment from the utilization of the item. The reliable will in this way keep on making the buy till the person in question gets fulfillment from the great. The figure gives a system about the assurance of the result of cost and amount in the Australian Labor Market. The assurance of the amount incorporates the assurance of the work, joblessness just as the result of the value that thusly incorporates the work cost of the business (Wilkins Warren, 2013). S means the work gracefully that mirrors the investment of the workforce. D that thus mirrors the eagerness of the businesses to employ signifies the interest of the work. V indicates the degree of opportunity, though the work is estimated concerning the D-V bend. W shows the pay bend that thus catches the attributes of the clingy cost of the Australian Labor advertise (Tan Lester, 2012). The Labor Demand Trend in Australia The adjustment in the yield and the expense of the data sources primarily changes the interest for the work. The interest of the work is displayed as a choice of the firm and furthermore from the neoclassical perspective. The work showcase in Australia predominantly takes the pay and the expense of the contribution as given and with the assistance of this; the organizations pick the work so as to boost the arrival. The work request bend of the firm in the short run is given by the bend of the minimal income item. Be that as it may, over the long haul there are enormous prospects of subbing the work for capital and furthermore the material data sources (Australia, 2014). The customary interest of work in Australia can be written in the accompanying ways:ln Lt = 0 + 1 ln (w/p) + 2 ln Qt + 3t + 4 ln Lt-1 + utHere L is characterized as the business that is estimated as the quantity of representatives utilized and the hours they work. The total national output deflator is indicated by p. The ostensible pace of pay is shown by w and Q is the yield (Duncan et al., 2014). The time pattern is indicated by t. In the Australian Labor Market, the wages changes radically and it likewise streams over the budgetary framework to all the enterprises. In the Australian Labor Market, the work is commonly estimated as far as the all out business and it is deteriorated on the various factors that incorporate genuine wages, yield just as the time (Australia, 2014). The adjustment in the innovation prompts the pattern in the work request of the Australian work Market. The innovative change builds the profitability of the high gifted when contrasted with that of the low-talented laborers. The second factor that has influenced the pattern in the work request in the Australian Market is the global exchange that has shortened the relative interest for the low-talented laborers. The Labor Supply Trend in Australia The work power in Australia incorporates those people who are utilized and are effectively searching for employments. One of the variables that add to changing patterns in the Australian work flexibly is relocation. Movement influences the work flexibly pattern in Australia by expanding the number of inhabitants in the working age. Migration assists with improving the development of the economy by bringing the talented laborers who are profoundly requested. The adjustment in the structure of the movement admission of Australia has influenced the work gracefully of the Australian work showcase. The ascent in cooperation has related with a reduction in normal hours worked, overwhelmingly over the previous decade. Subsequently, the whole number of hours worked has created at a more slow rate than the quantity of individuals working. (Muffels, 2014). The elements those are remembered for movement likewise incorporates a scope of brief visa holders and the working occasion creators who ad ditionally prompts the pattern in the work gracefully of the Australian Labor advertise. The taste, perspectives and the inclinations of the laborers likewise influences the flexibly pattern in the Australian work advertise (Watson, 2013). The size of the working populace is additionally answerable for the adjustment in the gracefully of the work in Australia. According to the report, the yearly development of populace in Australia got in the year 2000. The extent of the work power that had shown up in Australia in the previous five years expanded from under 3 percent in 1996 to right around 6 percent in 2011. The migration brought about the improved pace of the flexibly of work and subsequently, the quantity of jobless migrants diminished. The migrants therefore, had a higher pace of investment when contrasted with that of everyone. This was chiefly in light of the fact that the foreigners were more youthful when contrasted with everybody. The significant commitment of movement to the work gracefully has originated from changes in the creation of relocation admission in Australia. Specifically, the increase in suffering visas since the mid 1990s has for the most part been for talented vagrants. According to the reports, there are an aggregate of 457 visas that added to the all out number of foreigners that thusly added to the all out flexibly of work. The outsiders generally settled in the Western piece of Australia just as Northern Territory where the occupations identified with mining was for the most part well known. The visas of the understudies additionally added to the bigger flexibly of work in Australia. The understudies in Australia worked for in any event 20 hours per week while their exercises are in meeting. Over the previous decade, the quantity of understudies who holds visa has significantly increased. This was by a long shot the biggest increment in the visa class. The quantity of working occasion visa holders in Australia has around two colla psed since the mid 2000s. Be that as it may, this number was moderately when contrasted with the understudies and different settlers. The interest and Supply Equilibrium in the work marketThe wage w* is otherwise called the market clearing wage and the explanation is that some other pay level would either make an upward or a descending power on the compensation. Subsequently, there will be number of employments that will pursue just a couple of acc

Culture Jamming - Definition and Examples

Culture Jamming s Culture sticking is the act of upsetting the unremarkable idea of regular daily existence and the state of affairs with astounding, frequently humorous or ironical acts or fine arts. The training was advanced by the counter consumerist association Adbusters, which frequently utilizes it to drive the individuals who experience their work to scrutinize the nearness and impact of promoting and commercialization in our lives. Specifically, culture sticking regularly requests that we think about the pace and volume at which we devour and the unchallenged job that the utilization of merchandise plays in our lives, in spite of the numerous human and natural expenses of worldwide large scale manufacturing. Key Takeaways: Culture Jamming Culture sticking alludes to the formation of pictures or practices that power watchers to scrutinize the status quo.Culture sticking disturbs social standards and is regularly utilized as an instrument for social change. Activists have utilized culture sticking to bring issues to light of issues including sweatshop work, rape on school grounds, and police mercilessness. The Critical Theory Behind Culture Jamming Culture sticking frequently includes the utilization of an image that modifies or plays off of a normally perceived image of a corporate brand, (for example, Coca-Cola, McDonalds, Nike, and Apple, to give some examples). The image is normally intended to raise doubt about the brand picture and qualities connected to the corporate logo, to scrutinize the purchaser relationship to the brand, and to enlighten hurtful activities with respect to the organization. For instance, when Apple propelled the iPhone 6 of every 2014, the Hong Kong-based Students and Scholars Against Corporate Misbehavior (SACOM) arranged a dissent at a Hong Kong Apple Store where they spread out a huge flag that included the picture of the new gadget sandwiched between the words, iSlave. Harsher than harsher. Still made in sweatshops. The act of culture sticking is enlivened by the basic hypothesis of the Frankfurt School, which concentrated on the intensity of broad communications and publicizing to shape and direct our standards, qualities, desires, and behaviorâ through oblivious and subliminal strategies. By undercutting the picture and qualities appended to a corporate brand, the images conveyed in culture sticking plan to create sentiments of stun, disgrace, dread, and at last annoyance in the watcher, since it is these feelings that lead to social change and political activity. Now and then, culture sticking utilizations an image or an open presentation to scrutinize the standards and practices of social establishments or to address political suppositions that lead to disparity or foul play. The craftsman Banksy is an outstanding case of this kind of culture sticking. Here, well inspect some ongoing cases that do likewise. Emma Sulkowicz and Rape Culture Emma Sulkowicz propelled her exhibition piece and senior proposal venture Mattress Performance: Carry That Weight at Columbia University in New York Cityâ in Septemberâ 2014, as an approach to cause basic to notice the universitys misusing of disciplinary procedures for her supposed attacker, and its misusing of rape cases as a rule. Talking about her exhibition and her experience of assault, Emma told the Columbia Spectator that the piece is intended to take her private experience of assault and disgrace in the result of her assault into the open circle andâ to genuinely bring out the mental weight she has conveyed since the claimed attack. Emma promised to convey the weight out in the open until her supposed attacker was removed or left grounds. This never occurred, so Emma and supporters of the reason conveyed her sleeping cushion all through her graduation service. Emmas every day execution not just broughtâ her asserted assaultâ into the open circle, it likewise stuck the notionâ that rape and its results are private issues, and enlightened the truth that they are oftenâ hidden from see by the disgrace and dread that survivors experience. Declining to endure peacefully and in private, Emma madeâ her individual understudies, workforce, overseers, and staff at Columbia face the truth of rape on school grounds by making the issue obvious with her exhibition. In sociological terms, Emmas execution served to evaporate the untouchable on recognizing and talking about the across the board issue of sexual savagery by upsetting the social standards of day by day grounds conduct. She brought assault culture into sharp spotlight on Columbias grounds, and in the public eye all in all. Emma got a pile of media inclusion for her way of life sticking execution piece, and individual understudies and graduated class of Columbia joined her in conveying the weight every day. Of the social and political intensity of her work and the boundless media consideration it got, Ben Davis of ArtNet, the pioneer in worldwide news about the workmanship world, composed, I can barely think about a fine art in late memory that legitimizes the conviction that craftsmanship can in any case helpâ lead a conversationâ in a remarkable way Mattress Performanceâ already has. Dark Lives Matter and Justice for Michael Brown While Emma was hefting that weight around Columbias grounds, most of the way the nation over in St. Louis, Missouri, nonconformists innovatively demandedâ justice for 18-year-old Michael Brown, an unarmed Black manâ who was slaughtered by a Ferguson, MO cop Darren Wilson on August 9, 2014. Wilson had by then yet to be accused of a wrongdoing, and since the executing happened, Ferguson, a prevalently Black cityâ with a transcendently white police power and a past filled with police provocation and brutality,â had been raked by day by day and daily fights. Similarly as interlude finished up during an exhibition of Requiem by Johannes Brahms by the St. Louis Symphony on October 4, a racially different gathering of vocalists remained from their seats, individually, singing the exemplary Civil Rights song of devotion, Which Side Are You On? In a wonderful and frequenting execution, dissenters tended to the prevalently white crowd with the tunes main inquiry, and begged, Justice for Mike Brown is equity for all of us. In a recorded video of the occasion, some crowd individuals look on disapprovingly while many applauded the vocalists. Dissenters dropped bannersâ from the overhang recognizing Michael Browns lifeâ during the performanceâ and recited Black lives matter! as they calmly left the ensemble corridor at the finish of the tune. The amazing, innovative, and excellent nature of this culture sticking dissent made it especially viable. The dissenters profited by the nearness of a tranquil and mindful crowd to upset the standard of audienceâ silence and stillnessâ and rather madeâ the crowd the site of a politically drawn in execution. At the point when social standards are upset in spaces in which they are generally carefully complied, we will in general rapidly pay heed and spotlight on the disturbance, which makes this type of culture sticking effective. Further, this presentation upsets the advantaged comfort that individuals from an orchestra crowd appreciate, given that they are principally white and rich, or if nothing else working class. The exhibition was a compelling method of reminding individuals who are not troubled by prejudice that the network in which they live is right now under attack by it in physical, institutional, and ideological waysâ and that, as individuals from that network, they ha ve a duty to battle those powers. Both of these exhibitions, by Emma Sulkowicz and the St. Louis nonconformists, are instances of culture sticking at its best. They shock the individuals who take the stand concerning them with their interruption of social standards, and in doing as such, call those very standards, and the legitimacy of the organizations that arrange themâ into question. Every offer an auspicious and profoundly importantâ commentary on alarming social problemsâ and drives us to stand up to that which is all the more helpfully cleared aside. This issues on the grounds that instinctively standing up to the social issues of our day is a significant advance toward important social change.

The Control Group in Psychological Experiment

The Control Group in Psychological Experiment Student Resources Print The Control Group in Psychological Experiment By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Updated on February 22, 2020 Doug Corrance/The Image Bank/Getty Images More in Student Resources APA Style and Writing Study Guides and Tips Careers The control group is composed of participants who do not receive the experimental treatment. When conducting an experiment, these people are randomly selected to be in this group. They also closely resemble the participants who are in the experimental group or the individuals who receive the treatment. While they do not receive the treatment, they do play a vital role in the research process. Experimenters compare the experimental group to the control group to determine if the treatment had an effect. By serving as a comparison group, researchers are able to isolate the independent variable and look at the impact it had. Why Its Important to Have a Control Group in Experimental Psychology While the control group does not receive treatment, it does play a critical role in the experimental process. This group serves as a benchmark, allowing researchers to compare the experimental group to the control group to see what sort of impact changes to the independent variable produced.?? Because participants have been randomly assigned to either the control group or the experimental group, it can be assumed that the groups are comparable. Any differences between the two groups are therefore the result of the manipulations of the independent variable. The experimenters carry out the exact same procedures with both groups with the exception of the manipulation of the independent variable in the experimental group. Example of a Control Group Imagine that a researcher is interested in determining how distractions during an exam influence test results. The researcher might begin by operationally defining what they mean by distractions as well as forming a hypothesis. In this case, he might define distractions as changes in room temperature and noise levels. His hypothesis might be that students in a slightly warmer and noisier room will perform more poorly than students in a room that is normal in terms of both temperature and noise. To test his hypothesis, the researcher selects a pool of participants who are all taking the same college math class. All students have been given the same instruction and resources over the course of the semester. He then randomly assigns participants to either the control group or the experimental group. Students in the control group take a math exam in their normal classroom. The room is quiet for the duration of the test and the room temperature is set as a comfortable 70 degrees Fahrenheit. In the experimental group, students take the exact same test in the exact same classroom, but this time the independent variables are manipulated by the experimenter. A series of loud, banging noises are produced in the classroom next door, creating the impression that some type of construction work is taking place next door. At the same time, the thermostat is kicked up to a balmy 80 degrees Fahrenheit. As you can see, the procedures and materials used in both the control and experimental group are the same. The researcher has used the same room, same test administration procedures, and the same test in both groups. The only thing that differs is the amount of distraction created by noise levels and room temperature in the experimental group. After the experiment is complete, the researcher can then look at the test results and start making comparisons between the control group and the experimental group. What he discovers is that the test scores on the math exam were significantly lower in the experimental group than they were in the control group. The results support his hypothesis that distractions such as excess noise and temperature can affect test scores.

Images of Custer and the Battle of the Little Bighorn

An Analysis of To Have without Holding by Marge Piercy

An Analysis of To Have without Holding by Marge Piercy The poem To Have without Holding, by Marge Piercy, is about the speaker trying to reconcile the conflict between her preconceived notion of a personal relationship with present reality. Her partner, whom she must feel worth the pain and effort, apparently has a more liberal and open approach, which causes her to feel insecure. The poem expresses, using metaphor, simile, and symbolism, the speakers discomfort at a point in time in this emotionally unbalanced relationship. She defines, explains, and personalizes her place in the relationship from a unique and unsettling perspective, while providing a reminder that preconceived notions must eventually be evaluated against ones†¦show more content†¦The third stanza goes on to define the pain, only now in more emotional terms, such as It hurts to thwart the reflexes / of grab, of clutch (14-15), as well as the pain of continuously having to say good bye, each perhaps as if for the last time: to love and let / go again and again ( 15-16). These lines reinforce the impression that the first stanzas definition of to love differently is in fact an anti-freedom or state of emotional anarchy, now using words like pester to describe any separation; the poet is compelled to remember / the lover who is not in the bed (16), hinting at obsessive tendencies as being possible components of the relationship. We also learn that she believes love requires work, which she cannot do without her partners assistance, and that this lack of cooperation frustrates her. She believes this neglected effort is the other partys fault by his failure to do his fair share, thereby leaving her own efforts ineffective, the whole of it characterized as an effort that gutters like a candle in a cave / without air (19-20). Her demands of this work are quite broad, encompassing being conscious, conscientious and concrete in her efforts and optimistically calling this work constructive (20-21) before ending the stanza. Next we begin to see the other side ofShow MoreRelatedMarge Piercy Barbie Doll Analysis1860 Words   |  8 Pagesfor women to â€Å"paint their face† is due to the fear of other people not seeing them as attractive (Warren par. 7). The perfect female is thought to have flawless skin, perfect make up, and a slim body. Hiding behind a full face of makeup discriminates women themselves, as it hides their genuine glamor and disguises their true personality. Marge Piercy, in her poem â€Å"Barbie Doll†, uses the account of an unnamed female character who goes through her life worrying about what others think of her flaws

Different Biomes Free Essays

Our family always looks forward every vacation time because of so many places we visited and how we learned a lot from it.   It’s just like an educational tour.   As we traveled along we learned of different biomes in the world. We will write a custom essay sample on Different Biomes or any similar topic only for you Order Now    The world contains different kinds of Biomes.   Biome is a kind of large ecosystem where animals, insects, plants and human beings live in certain type of climate.   The following are some of the places we visited: 1.   Northern Alaska. In Northern Alaska, you will find their frosty biome called the Arctic Tundra.   The earth’s coldest Biome.   The Arctic tundra is a cold, vast, treeless area of low, swampy plains in the north around the Arctic Ocean.   An example of tundra is the Alpine Tundra that is at the tops of high mountains.   The type of climate affects plants and animals living on that area because of the availability of food supplies.   Examples of animals are the polar bears, arctic foxes and caribou.   Plants include the cushion plants, small shrubs and the lichen. 2.   Asia Tropical rainforests are found in Asia particularly along the equator.   It receives rains each year, approximately 70 inches.   Most of the species of plants and animals are found in this type of biome.   Many of its plants are used in medicines.   However, rainforests are considered an endangered biome because of the rapid growth of people who have cut the trees and contributed to the so called global warming.   Some of the animals of the tropical rainforest are the anteater, jaguar, brocket deer, lemur, orangutan, marmoset, macaw, parrot, sloth, and toucan. Among the many plant species are bamboo, banana trees, rubber trees, and cassava. 3.   Russia Taiga is the name of biome found in Russia.   It is a land dominated by conifers, like spruces and firs.   It has a limited variety of animals and plants compared to the temperate deciduous forest. References http://www.factmonster.com/ipka/A0769052.html                                              How to cite Different Biomes, Essay examples

On The Methodology Of The Social Sciences †Myassignmenthelp.Com

Question: Discuss About The On The Methodology Of The Social Sciences? Answer: Introducation In Sociology class is a kind of social stratification that is consisted of group of people with similar status who are sharing certain level of wealth and power. There are various discussions over the definition of Class creates confusion and terminological problem. However through some established concepts we can try to define the social stratification Class. In the subjective location Classes are defined as the social categories that are ranked within the economic stratification by sharing peoples subjectively salient qualities (Landry 2016). As an objective position class is defined as a gradational concept based on the living standard. Therefore beyond the subjective attributes the relationship among income resources can form the class as well. Following Marxist tradition if the social system of inequality is considered then the class can be defined as a macro level concept that appropriate and produce the economic surplus (Wright 2015). Weber has described status and class are t wo different forms and through the shapes the individual life chances (Scott 2014). The definition of class can be placed within the political trajectory as well where social change is at the center in connection with economic resources and social relationships. We all are born in certain social classes and the class has great influence in our individual lives. This social stratification makes us experience various advantages and disadvantages and life chances. My individual social class has been greatly affecting my education, health, religious association, political behavior, health, social involvement and attitudes. It is generally considered that if my social status is higher than my life expectancy is longer, as we experience that lacks related to basic needs like food and shelter result in high mortality. Sociologist Weber has developed the concept of life chances as the opportunities that we can apply to improve our quality of life (Weber 2015). The life chances ensure better goals that we can achieve like standard college education, living a healthy life, successful career. However we can observe that the life chances are not equally distributed among the members of a social class. Our skill and qualification becomes the most signifi cant driver for acquiring those life chances. If I get better education I will have the access to a better life style but getting quality higher education is related to my economic status rather my parents financial status. If I am having better economic status I am more likely get admitted in a private schools but someone from the outskirts with limited financial opportunities might not afford to get admission in the private school. In the world of today the life chances significantly depend on the differences among various groups based on their earning, materialistic wealth and position in the societys hierarchy. Therefore the advantages and disadvantages are both being created simultaneously through our lives. Another disadvantage can be encountered in the context of handling crimes. We have experienced generally different people from different social classes get different treatment even if both are going through similar investigation. My realization is that the people belong to the lower stratum of the society are more likely to receive fewer life chances as social classes define and determine them. Reference Landry, B. ed., 2016.Race, gender and class: Theory and methods of analysis. Routledge. Scott, J., 2014.Stratification and power: Structures of class, status and command. John Wiley Sons. Weber, M., 2015.On the methodology of the social sciences. Lulu Press, Inc. Wright, E.O., 2015.Understanding class. Verso Books.

Extremely Loud and Incredibly Close Review Essay Example

Extremely Loud and Incredibly Close Review Paper Essay on Extremely Loud and Incredibly Close Well, yes, I also lost my dad. Although he did not die, but just left us. However, sometimes I think its better if he died and did not leave. But grandmother says that you can not wish for the death of living people. A dead possible? I ask, and we split with And I invent a lot before going to bed.. I invent the books themselves could talk about themselves. That would be like this: come to the bookstore and hear from all sides your name to my various books, and only to that book, whose voice do you enjoy the most, you can come and get to know. When I invented it, the imagined voice of this book. And I had the voice of a boy who seemed to want to talk about something terribly important, or ask for help, or cry, or laugh, or do it all at once. That voice is sometimes jokes and often says the word on the contrary, like that: yote eshcheul ugink loshan Ilse UPnP in Yan yuletsop We will write a custom essay sample on Extremely Loud and Incredibly Close Review specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Extremely Loud and Incredibly Close Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Extremely Loud and Incredibly Close Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer And the boy knows a lot of interesting and friendly with Stephen Hawking, and loves the stars and the brand and physics, and sundries. And I also, for example, I know that the matter turns into antimatter at 2.8 trillion times per second. Perhaps, when a man dies, his soul is converted to antimatter? I wonder whether antimatter turn back to the matter? That would invent such a device. Then it would be those who have died, to bring back as much as 2.8 trillion times per second! I would go with the device through the city, and if someone somewhere would have died, I had immediately be returned to life, and the people around would not even have time to notice that he had died. Because when I hear that someone somewhere dies in my heart, like the boy, once there is a pile of weights

Corporate Social Responsibility at MTN Nigeria The WritePass Journal

Corporate Social Responsibility at MTN Nigeria INTRODUCTION Corporate Social Responsibility at MTN Nigeria INTRODUCTIONWHAT IS CORPORATE SOCIAL RESPONSIBILITY?IMPORTANT OF CORPORATE SOCIAL RESPONSIBILITYREASONS FOR COMPANY TO ADOPT CORPORATE SOCIAL RESPOSIBILITYCORPORATE SOCIAL RESPONSIBILITY AND STRATEGY OF MTN NIGERIAREASONS FOR THE FOUNDATIONECONOMIC EMPOWERMENTDescription of the Project:Description of the project:Objective of the project:CONTRIBUTIONS OF CSR TO CORPORATE STRATEGYCONCLUSIONRECOMMENDATIONSREFERENCES:Related INTRODUCTION Corporate social responsibility has been in debate since 20th century even though there are some argument for and against if it were really the duty of an organization to provide some kind of social service to the people in its environment even though the organization generate both natural and human resources from its environment while at the same time exploit the opportunity meant to be enjoy by the society if without the existence of such organization. The Corporate Social Responsibility of MTN as an Information and communication Technology (ICT) Company will be examine in detail. MTN communication limited as a subsidiary of MTN group is the largest .MTN is one of the leading telecommunication Company that operates in 21 Africa countries and Middle East. MTN secured a licensed to operate digital Global System of Mobile Communication in Nigeria in February 2001 from the commission and based on that, it emerged as the first telecommunication company to make a commercial call on its GSM network. The rapid growth in the business of MTN as a telephony company gave the need for the company to provide its environment with some social service. WHAT IS CORPORATE SOCIAL RESPONSIBILITY? The Corporate social Responsibility (CSR) has been defined by different scholars so as to different individual stakeholder.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Lawrence and Webber, (2008) ‘‘Corporate social responsibility (CSR) means that a corporation should be held accountable for his action that affect the society, people, communities and their environment.’’ CSR simply means the duty of care owe the people, society and its environment at large by an organization as a result of damages cause in the line of carrying out their daily business activity such as air pollution, Evaporation, flow of waste in the stream, damaging of road due to heavy vehicles to mention but few. The social responsibility requires an organization to equate the goals to be achieved and the cost of achieving the set goals. COMPONENT OF CSR Ethical Consumerism Community Involvement Treatment of Customer Socially Responsible Investment Environment Treatment of Employee Social Reporting Cause related marketing As earlier said, the argument for and against Corporate Social Responsibility will be examine ARGUMENT FOR ARGUMENT AGAINST Promote business value and reputationConsistency in the profit of an organization.Amend any social discrepancies that may occur.Serves as a medium of saying thank you to the populace Reduction in profit sharingAdditional cost of competing with competitorsCost may outweigh benefit in terms of investing in capital projectLack of Information IMPORTANT OF CORPORATE SOCIAL RESPONSIBILITY In some years back, the concept of Corporate Social Responsibility (CSR) has been a very good strategy for most of the business organization to escape through in a highly competitive market environment. In a situation where there is a variation and unstable scales of preference from the consumers, the Corporate Social Responsibility is therefore the most applicable tool in order to survive. In the event of Corporate Social Responsibility, most company tends to reduce their operating cost for been socially and environmentally responsible. A company been socially responsible tends to gain the attention of more customers. And it makes the company be more visible and while serves as a medium by which the company will communicate to the public. The Strategic Management both internal and external risks can be control by corporate social responsibility as well as social and environmental factors A company been socially responsible tends to gain the confidence and trust of the investors and also it can be used as mean of influencing the decision of investors. In the areas of employee, all worker wish to work in an organization that really cares about the welfare of its staff and its environment. The concept of corporate social responsibility increased the reputation of the company and customer and investor and/or client can easily be influenced by the reputation. Promote organization reputations and brand. Business is more responsive to its Ethical environmental and social performance because of the globalization. This tends to put more pressure on careful selection of strategic tools Improve organization efficiency. Increased in the investment opportunity open to the business. REASONS FOR COMPANY TO ADOPT CORPORATE SOCIAL RESPOSIBILITY There are many reasons or motives for an organization to adopt corporate social responsibility. It is argue that shareholder been one of the driver of CSR constitute to the growing of Social Responsibility. Below are some of the factors giving rise to the adoption of corporate social responsibility by a business organization: Public Trust: Lack of public trust in corporate management has contributed to the growth of CSR such as case of ENRON in the United State of America. Globalization: The act of increasing trade international has giving rise to SR. Counter Globalization movements calls for transparency among the companies. Increased In Competitions: Some of the company adopts corporate social Responsibility due to the competitive pressure such as Banks. CORPORATE SOCIAL RESPONSIBILITY AND STRATEGY OF MTN NIGERIA MTN Nigeria been socially responsible created a way to drives its social responsibility across the whole 36 states in the country together with the Capital territory. MTN Nigeria created a part called MTN Foundation through which they get to people around. This Foundation was incorporated in the year 2004 as a way to reward the people in their environment. Up to 1% of their profit after Tax was use to fund this foundation in other to create a unique impact and corporate social driven project. A good networking of both locally and internationally has made it possible for the organization to execute its various projects. In creating MTN foundation, they have make a lots of impact while also they have a good model for better corporate citizens and make it possible for the group like stakeholders, Tax authorities, Government etc to endorsed their foundation. REASONS FOR THE FOUNDATION The MTN Nigeria created the foundation solely for the creation of Economics empowerment, Good education, Good Health Services in a way to make a positive impact on their brand. ECONOMIC EMPOWERMENT Through the MTN foundation and its Economics Empowerment, It has been possible for them to at least be working how to eradicate poverty in so many ways such as granting micro credit, creation of employment, acquiring of necessary skill for a particular job (skill acquisition) building capacity. As part of MTN foundation’s economics empowerment, It has been possible for MTN to work alongside some other reputable organization in other to achieve the purpose for which the foundation has been set up. The area at which the foundation has contributing to the growth of their community and also to the expansion of their brand will be examined in details: MTNF Rural Telephone Project (MTNF RTP) (In partners with growing business foundation (GBF) and the International Finance Corporation (ICF) Description of the Project: This project is set up to equip small, medium and entrepreneurs by providing them with equipment needed to start their own business such as telephone business. Ths project has help eradicate poverty in their chosen communities and since the creation estimated figure of 4,500 has benefited from the project. The project has been able to provide the following: Mobile Phone Recharge cards Yanggi Antenna Solar Charger MTN promotional Materials such as Umbrella, Table, Chair, Banner, T-Shirt, Face cap and lots more A-Week training on basic accounting knowledge and customer service. MTN foundation Rural Housing Project (In partnership with Habitat for International (HFHI). Description of the project: In view of the accommodation problem encounter by some people in the country, The MTN foundation has created the project to provide shelter for the people with low-income. Objective of the project: 2 bedrooms, a living room, toilet shower and the kitchen. Good Electricity Constant running water Sanitation facility MTN foundation- Lady Mechanic Initiative (MTNF-LMI) Description of the project: The acquisition of skill as a mechanic has always been classify as a men job only but with the introduction of Lady Mechanic Initiative by MTNF has made it possible for the foundation to empower and rehabilitate 50 young women by providing them with auto care skills Objective of the project: Practical Involvement in auto mechanic training at Pay Train centre Provision of lecture on the theoretical aspect of Mechanical Engineering Lecture on the social and health related issues on monthly basis Industrial attachment at Peugeot Automobile for 3 months in Kaduna, part of Nigeria Industrial attachment at Coscharis Motors for 3 months in Lagos Provision of Driver’s License and Driving test Trade test Certification Internship programme at Mitsubishi, R.T. Briscoe, Elizade and Toyota MTNF ‘How to Guide’ project in partnership with Fate Foundation Description of the project: This project is designed to create wealth and alleviate poverty among the Nigerian youth by making available for them a small business opportunity and thus provide reliable economics empowerment. Objectives of the project: Provision of adequate training for the potential beneficiaries of the small scale business opportunity. Empowering 120 people by providing recharge cards and other MTN promotional materials Printing of 5000 copies of a guide on CALL CENTRS. MTNF- Farm Fresh Milk F.L.O.W project (Fulanis Living Optimal Willingly) project in partnership with Integrated Dairy Farm Ltd-Farm Fresh) Description of the project: This project was completed in year 2009; it involved provision of support to almost 150 cattle-rearer through cross breeding of Friesian bulls with local cows in other to produce and sale of new quality and quantity of milk. Objective of the project: 70 Friesian Bulls 3 artificial Insemination Kits and Accessories 3 Liquid Nitrogen   Containers 3 First Aid Boxes 3 Motor Bikes 1 tractor and implements 1 hilux pick up Veterinary drugs MTNF – Children’s Development Centre (CDC) ‘Disability and U’ Road show and seminar. Description of the project: This is a program designed to create and increase the awareness of the public on the people with physical and mental disabilities through banners, road shows and workshop/seminars across the country. MTNF Disability support project (MTN DSP) in partnership with independent Living Programme for Person with Disabilities. Description of the project: This was created to increased and improved the quality of life of those that lives with disabilities by providing for them the mobility aid and appliances such as crutches wheelchair, guide canes hearing aid to mention but a few. This will help them in carrying out their daily activities without experiencing any difficulties or limitation. Objectives of the project: Provision of mobility aids and appliances such as wheel chairs Creation of vulnerability Index   Questionnaire Administration of Vulnerability Index Verification and selection of beneficiaries Distribution of the equipments MTNF Skill Acquisition Project for the People Living with Disabilities in Partnership with Friend of the Disabled (FOTD). Description of the project: The project was organize to empower 45 disabled youth across the nation with diverse skills such as Tailoring, Cobbler and welding to enable them make living successfully. Objective of the project: All the entire area of skill acquisition centre were renovated The boys and girls hostel were been renovated Training gadgets and consumables for welding, cobblers and tailoring were provided. Provision of 30KVA Generator A project vehicle was provided Provision of 10 Computer systems The MTN awareness in the need to promote corporate social responsibility and environmental has earned the corporation, a reputation as ‘The N0.1 CSR telecoms company’ and been the first mobile company to established a foundation. This has lead to the economics’ growth and development of Nigeria by helping to unleash the strong developmental potential through the provision of world class communication, innovative and sustainable social responsibility initiatives. CONTRIBUTIONS OF CSR TO CORPORATE STRATEGY Corporate Strategy is the analysis of how to achieve the set target and purpose for which the organization is set up. There are three main types of corporate strategy namely: I. Growth II.   Stability III.   Renewal Growth Strategy The means by which an organization tends to expand its market operation and product offered either through its current market or introducing new business. Here are some growth strategies: Concentration Vertical Integration Horizontal Integration Diversification MTN Nigeria adopted growth strategies by concentrating on their market and ensure expansion on the market. The most strategic of CSR occurs when a company adds a social dimension to its value proposition and ensuring social effect on integral part of the overall company strategy. CONCLUSION Corporate social responsibility is the guide to business ethical behavior. Being socially responsible is the most important and key areas to the stakeholders and on corporate reputation. The incorporation of Corporate social responsible into business mainstream practice it shows your corporate reputation while it does affect the opinion of the company. RECOMMENDATIONS In view of the conclusion above, The researcher thereby recommend to all the business, The Corporate social responsibility as the one of the channel to which a business organization could overcome some of the challenges that militating against business aims and objective such as losing to competitive, mimic of product while it will allow the business to promote business value and reputation. REFERENCES: ecrc.org.eg/Uploads/documents/Articles_CSR%20main%20concepts.pdf Accessed: June 20th, 2011 mtnonline.com/mtnfoundation/ Accessed: June 20th, 2011 mtnonline.com/mtnfoundation/about-us/who-we-are Accessed: June 20th, 2011 mtnonline.com/mtnfoundation/portfolio/economic-empowerment Accessed: June 20th, 2011 mtnonline.com/about-mtn/corporate-information Accessed: June 20th, 2011 http://osha.europa.eu/en/topics/business-old/csr/index_html Accessed: June 20th, 2011 http://graphics.eiu.com/files/ad_pdfs/eiuOracle_CorporateResponsibility_WP.pdf Accessed: June 20th, 2011 Lawrence and Weber, (2008) Business and Society, Mcgraw-Hill, International edition, 12th Editions.

Multiculturalism and cultural policy in Scandinavia Essay

Multiculturalism and cultural policy in Scandinavia - Essay Example As a prescriptive phenomenon, it refers to settlement policy that works towards promoting the perspective of institutionalizing cultural diversity. This paper expounds on this concept of multiculturalism and cultural diversity, with Sweden being a case study (CRAFT, 2011). Sweden has a reputation of having the most immigration policies in Europe. Behind such an image, their lies a more complicated reality. The current transformations are turning the explicit commitments regarding multiculturalism towards a cultural suppression that tends to conceal the power structure underlying ethnic, gender, racial, and the class inequalities (TCHIBOZO, 2013). As compared with Britain, and many other European nations, some of the multiculturalism paradoxes have been largely examined. This was established through critical reassessment of the dominant institutional, academic, and political discourses (TCHIBOZO, 2013). They tend to focus on changes with regards to the refugee policies, the representation of the immigrant youths and women, as well as the limited voice accorded to the contemporary social movements and the immigrant communities. In the course of discussing the kind of dilemma that is faced by welfare state especially under the localization and globalizat ion threats, a greater focus has been redirected on the perspective of trans-ethnicity. Doing so, exposes the necessity for the more comprehensive description of politics, state, class, everyday life, and the civil society (CRAFT, 2011). With regards to the international comparison, the Swedish nationalism has perhaps been relatively calm, but nevertheless, there were stronger assimilating pressures that were put on both the immigrant communities and the traditional minorities (CRAFT, 2011). Rather than the ethno-nationalist fanaticism, there was a greater elementary ideology of integrating the members of cultural and ethnic minorities into the

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The impact of intelligence on foreign policy - Essay Example It is a rationally accepted fact that no subject in the world is as complex as foreign affairs and hence to devise a foreign policy. The reason lays with the fact that in foreign policy making decisions, the policy makers have to deal not just with natural facts such as natural disasters and disease but also with social facts such as human beings, who change their minds and behave intuitively and creatively. Natural facts behave according to some well defined natural phenomenon or law and they always obey the same course of action while human behaviors and interests are the most unpredictable. Further, social facts are embedded in different cultures. People from different cultures interpret the same facts differently. Individual human beings and diverse cultures create multiple meanings from the same set of facts. Given this enormous complexity, how does an individual make any sense at all out of international affairs? Hence intuitively even a common observer of international events can guess that a foreign policy decisions are not only the result of multiple considerations and interests but also significantly manipulated by these considerations and interests. Substantial recent progress has been made towards understanding foreign policy making decisions. International relations theory has long refused to consider the complexity of international phenomena and it has attempted to simplify the foreign policy process in order to build an elegant causal theory. ... timely analysis needed to devise their policy options, to reach critical decisions and to implement the final policy mandates. Unless this process is well dealt with, the other moves made by intelligence to collect and analyze information might well be wasted. Since the role and impact of intelligence materials are very difficult to analyze, because of both confidentiality and intangible or definitional problems hence the key question rises how closely intelligence producers' work influences the policymakers to maintain and achieve their objective. A simple guideline and insight was given by Henry Kissinger, former Secretary of state. According to him the role of intelligence in foreign policy is only to pave a way in making national policy. "Anyone concerned with national policy must have a profound understanding interest in making sure that intelligence guides and does not follow national policy2". Foreign policy is considered as the result of a struggle among the decision- makers' goals and constraints. The decision maker's capacity to further his objectives will be dependent on the means at his disposal and the constraints he faces - such as the relative strength of other political actors trying to influence foreign policy. If a decision- maker is constrained by the demands of political stability, foreign policy will be more reactive rather than proactive, in the sense that it will seek to satisfy the demands of governance rather than state power. The collapse of the Soviet Union and hence the end of cold war totally changed the geopolitical environment in which the intelligence community operates. Although nuclear forces in the former Soviet Union

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Steps in Formulating Business Strategy What is strategy? Why is it so challenging for organisations? Introduction: â€Å"Strategy† It’s [A1]a one word but it have a whole language in it. Strategy can be describe in its best meaning that it’s the way of Art and Science of Planning And marshalling [A2]the resources for their most affective an offensive use to bring about a desired future. Strategy is the way through which an organization can move from one milestone to other in pursuit of the overall goals. Without Strategy a company can be like a person without its nervous system so if an Organization wants to move in a race with other companies they have to make solid strategies for their organization. The term Strategy is derived from the Greek â€Å"strategos† meaning a general set of man oeuvres carried out to overcome an enemy. Strategy mostly involves to Set goals determine the actions to achieve goals and mobilizing resources to execute the actions. The main them of strategy is how the end goal will be achieved through the mean (Resources). There three main compon ents of any strategy (Petros DeSimone, 2010). 1) Diagnosis 2) Guiding Policy: That will define how to deal with those challenges 3) Action Plans: Its Designed to carry out the guiding policy Diagnosis: This step is basic Component for any strategy planner though this the worker of an organization get able know which kind of challenge is this it will and it will explain whole scenario of challenge to the worker of an organization (Petros DeSimone, 2010). Guiding Policy: As a worker of an organization get Diagnosis of a challenge to its organization then a guiding policy will be needed which will define how to deal with that challenge which they are facing? Action plan: After Guiding policy the worker needs an Action Plans which is designed to carry out that guiding policy Beside these three basic components strategy involves two major processes which are 1) Formulating Strategy 2) Implementing Strategy (Petros DeSimone, 2010). Formulating strategy: This step basically depends upon the components of strategy. Formulation involves analyzing the environment or situation, making diagnosis and developing the guiding policy. Implementing Strategy: Implementation refers to the action plans taken to achieve goals which are established by the guiding policy. [A3] Why strategy is so challenging for organizations? To run a business or organization strategies are needed without that organization or a company can’t reach to our desired goal[A4]. Strategies are like a soul for organizations, because with time they have to face tough challenges and to complete those challenges strategies plays important role.[A5] With time to time the board of director change their strategies because of Competitor which are in market and need to unique strategy through which they can produce the result in order to maintain the fruitful result in a reliability of specific organization (Goldhirsch, et, all, 2011). Here are some points which strategy make rs thinks before making strategy and this indicates why Strategies are so challenging for an organizations Strategy Formulation and Implementation: Strategy formulation and implementation areseparate,[A6] distinguishable parts of the strategic management process of business. Logically, implementation follows formulation; one cannot implement something until that something exists (Donnelly, et, all, 2009). Without formulation and implementation the business cannot give the fruit which organization desires. Formulation and implementation is like a two legs of strategy which able to move it on their way Execution takes time: The successful implementation of strategy takes more time than its formulation. This can challenge managers’ attention to execution details. The longer time frame can also detract from managers’ attention to strategic goals (Donnelly, et, all, 2009). Controls must be set to provide feedback and keep management abreast of external â€Å"shocks† and changes. The process of execution must be dynamic and adaptive, responding to unanticipated events. This imperative challenges managers responsible for execution. Understanding uncertainties and risks: In business the board of director has to think on the answer of the question that: how did we get here? Answering this question is a more difficult for deciding what policies and actions will push future performance in the desired direction.And while moving in that direction the directors have to think about the risks and uncertainties in business and for limiting and low down effect of that risks they have to make best strategy because if that strategy fails on that risks their company will not able to stand in market as they were before (Jansen Janssen, 2010). Assessing and selecting among options: The goal is to select now, without perfect information, the strongest set of actions that will move the business towards its goals. Here it is important to consider not only the potential ‘bottom line’ benefits, but also the each of option under uncertain future conditions and the relative difficulty and time required for implementation (Jansen Janssen, 2010). Customer Retention: IF an organization doesn’t have an effective business strategy for costumer they will lose the customers easily and for that organization needs Develop a program for following up on customers, and for staying in touch with repeat customers to make sure your products are working properly. Organization has tried to find new ways to help the customer with your product. When customers call in with problems, there needs to be an established and efficient customer service strategy in place to reduce customer stress (MandiĆ¡, Basili, Harjumaa, Oivo Markkula, 2010, September). Customer follow-up procedures and efficient customer service programs are essential to customer retention and sales revenue. Clarity in Direction of Activities: Strategies focus on direction of activities by specifying what activities are to be undertaken for achieving organizational objectives (MandiĆ¡, Basili, Harjumaa, Oivo Markkula, 2010, September). They make the organizational objectives more clear and specific. For example, a business organization may define its objective as profit earning or a non-business organization may define its objective as social objective. strategies will provide how profit objective can be sharply defined in terms of how much profits is to be earned and what resources Of how much profit is to be earned and what resources will be required for that. When objectives are spelled out in these terms, they provide clear direction to per-sons in the organization responsible for implementing various courses of action. Most people perform better if they know clearly what they are expected to do and where their organization is going (MandiĆ¡, Basili, Harjumaa, Oi vo Markkula, 2010, September). Organizational Management: Management of any organization is playing a pivotal role in order to maintain strategy and the business on the zenith. This is the management which makes all success possible, through assurance of team work. This is the management which make the company out from the peril and which safe the company from any difficult situation. The role of management is much more authentic and much more systematic which includes the system much provide the way to accomplished the given tasks by higher authorities. This is the reason through which staffs are organized and all works are managed (MandiĆ¡, Basili, Harjumaa, Oivo Markkula, 2010, September). Feasibility Study: Feasibility study is most essential in order to maintain the work of the firm and for strategy planning. Through this feasibility process management of our firm must be active to know that what is actual amount which is use to initiate any business or to maintain any firm. Feasibility study is the keen interest of the person which effectively works in order to maintain the system more actively and more systematically (MandiĆ¡, Basili, Harjumaa, Oivo Markkula, 2010, September). The feasibility study tells our organization that how much budget we have to initiate any project in UAE or to maintain it into the sustainability and harmonizing it. Competitor Analysis: The competitor analysis is the techniques which must be known by the manager or higher authorities’ officials to maintain the status of their company into peak. This is the analysis in which a manager forecasting the capabilities and future position of his own firm and compare it with other firm. After getting result he engages to work more for the sake of maintenance of his firm. In UAE the competition in business is getting increase day by day (MandiĆ¡, Basili, Harjumaa, Oivo Markkula, 2010, September). We must have to maintain the marketing and apply different techniques in order to beat the market value of our client. It also considering of following and take out the anti ways to beat the competition of your competition. We have to promotes our policies and provide the best results with best deals of facilitates to attract the more clients (MandiĆ¡, Basili, Harjumaa, Oivo Markkula, 2010, September). [A7] Conclusion: To be on successive path organization or company should have to think about what best strategy they would make so they can stand in market and beat their competitors in marketing line. Without strategies company will not able to stand a day and if the directors of organizations want fruitful organization then they have to make first pillar first which is Strategy. References: Donnelly, J. E., Blair, S. N., Jakicic, J. M., Manore, M. M., Rankin, J. W., Smith, B. K. (2009). American College of Sports Medicine Position Stand. Appropriate physical activity intervention strategies for weight loss and prevention of weight regain for adults.Medicine and science in sports and exercise,41(2), 459-471. Retrieved from http://europepmc.org/abstract/med/19127177[A8] Goldhirsch, A. 2., Wood, W. C., Coates, A. S., Gelber, R. D., Thà ¼rlimann, B., Senn, H. J. (2011). Strategies for subtypes—dealing with the diversity of breast cancer: highlights of the St Gallen International Expert Consensus on the Primary Therapy of Early Breast Cancer 2011.Annals of oncology, mdr304. Retrieved from http://annonc.oxfordjournals.org/content/early/2011/06/27/annonc.mdr304.short[A9] Jansen, F., Janssen, D. (2010). Effects of positive politeness strategies in business letters.Journal of pragmatics,42(9), 2531-2548 retrieved from http://www.sciencedirect.com/science/article/pii/S0378216610000627 MandiĆ¡, V., Basili, V., Harjumaa, L., Oivo, M., Markkula, J. (2010, September). Utilizing GQM+ Strategies for business value analysis: An approach for evaluating business goals. InProceedings of the 2010 ACM-IEEE International Symposium on Empirical Software Engineering and Measurement(p. 20). ACM. Retrieved from http://dl.acm.org/citation.cfm?id=1852813 Petros, R. A., DeSimone, J. M. (2010). Strategies in the design of nanoparticles for therapeutic applications.Nature Reviews Drug Discovery,9(8), 615-627. Retrieved from http://www.nature.com/nrd/journal/v9/n8/abs/nrd2591.html[A10] [A1]Weak Start [A2]And should have been smaller [A3]Could have elaborayed [A4]Our desired goal, means? [A5]Weak sentence [A6]Why it is italics? [A7]Kindly arrange the document so as to relate to the topic and present strong arguments. [A8]Irrelevant reference [A9]Irrelevant reference [A10]All references are utter nonsense, nothing is relevant

Dissertation on Retention

Management Decision Emerald Article: A reconceptualization of mentoring and sponsoring Earnest Friday, Shawnta S. Friday, Anna L. Green Article information: To cite this document: Earnest Friday, Shawnta S. Friday, Anna L. Green, (2004),†A reconceptualization of mentoring and sponsoring†, Management Decision, Vol. 42 Iss: 5 pp. 628 – 644 Permanent link to this document: http://dx. doi. org/10. 1108/00251740410538488 Downloaded on: 26-10-2012 References: This document contains references to 54 other documents Citations: This document has been cited by 7 other documents To copy this document: [email  protected] om This document has been downloaded 1621 times since 2005. * Users who downloaded this Article also downloaded: * David Clutterbuck, (2004),†Making the most of informal mentoring: A positive climate is key†, Development and Learning in Organizations, Vol. 18 Iss: 4 pp. 16 – 17 http://dx. doi. org/10. 1108/14777280410544574 (2004),†R eview articles Getting the best out of workplace mentoring: More help for the helper†, Development and Learning in Organizations, Vol. 18 Iss: 5 pp. 20 – 22 http://dx. doi. org/10. 108/14777280410554979 Sandy Bond, (2011),†Barriers and drivers to green buildings in Australia and New Zealand†, Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 494 – 509 http://dx. doi. org/10. 1108/14635781111150367 Access to this document was granted through an Emerald subscription provided by ROBERT GORDON UNIVERSITY For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www. emeraldinsight. om/authors for more information. About Emerald www. emeraldinsight. com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Related content and download information correct at time of download. The Emerald Research Register for this journal is available at www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at www. emeraldinsight. com/0025-1747. htm MD 42,5 A reconceptualization of mentoring and sponsoring Earnest Friday Department of Management and International Business, College of Business Administration, Miami, Florida, USA 628 Shawnta S. Friday and Anna L. GreenSchool of Business and Industry, Florida A University, Tallahassee, Florida, USA Keywords Mentoring, Career development Abstract Mentoring is highly regarded as a career-enhancing phenomenon necessary for any aspiring executive. Several debates within the literature have led to a lack of consistency regarding the de? nition of mentoring and a mentor, the functions of a mentor, and the various types of mentoring. It appears that much of the confusion stems from the relationship and association of mentoring with the concept of sponsoring.Within the majority of the literature regarding developmental relationships, sponsoring has been posited to be a sub-function of mentoring. This paper presents two arguments for viewing and examining mentoring and sponsoring as distinctly different, non-mutually exclusive, and possibly concurrent phenomena, as well as offers universal de? nitions for both terms. This delineation is offered to aid aspiring executives in their decision making process as to whether to select a mentor, a sponsor, or both. Man agement Decision Vol. 42 No. 5, 2004 pp. 628-644 q Emerald Group Publishing Limited 0025-1747 DOI 10. 108/00251740410538488 Introduction Mentoring is an enduring and dynamic phenomenon, which dates back to ancient Greece when Odysseus entrusted the eponymous character, Mentor, with his son, Telemachus thousands of years ago in Homer’s Odyssey (Friday and Friday, 2002). The term â€Å"mentoring† has surged into the literature in many disciplines (e. g. , sociology, social psychology, education, management, social work, healthcare management, etc. ) over the last several decades. Mentoring emerged in the organizational literature in the late 1970s (e. g. Clawson, 1979; Collins and Scott, 1978; Kanter, 1977; Phillips, 1977; Roche, 1979; Shapiro et al. , 1978). Since that time, hundreds of books and articles (popular press, practitioner-oriented, and academic) have been published on mentoring in various organizational settings alone, not to mention other settings in which mentoring has been examined (e. g. , teaching, nursing, social work, etc. ) (Kelly, 2001). Published works in the organizational literature on mentoring have been anecdotal, conceptual, and empirical; and several journals have dedicated special editions to mentoring.By and large, these published works have highlighted the overwhelming perceived bene? ts (e. g. , increased mobility, promotion opportunity, and total compensation), and minimal perceived drawbacks of mentoring (Campion and Gold? nch, 1983; Kelly, 2001; Scandura, 1992, 1998; Whitely et al. , 1991, 1992). Hence, mentoring has been proclaimed as one of the key career development and advancement tools in the organizational milieu over the last decade (Simonetti et al. , 1999). In the organizational literature, Kram’s (1980) work has been viewed as one of the most comprehensive treatments of the mentoring concept (Scandura, 1998).It is implicit in Kram’s (1980, 1983, 1985) works that she explored naturally occu rring, informal mentoring relationships. Consequently, the functions and phases of mentoring that she inducted pertain primarily to informal mentoring. Based on her ? ndings, Kram (1980) suggested that mentors provide career support (sponsorship, exposure-and-visibility, coaching, protection, and challenging assignments) and psychosocial support (role modeling, acceptance-and-con? rmation, counseling, and ? ? friendship) to their proteges. She also suggested that mentorships (mentoring relationships) move through four phases: ? (1) initiation (the mentor and protege admire, respect, and trust one another); ? ? (2) cultivation (the protege develops competence and con? dence from the career and psychosocial support provided by the mentor); ? ? (3) separation (the paternalistic relationship between the mentor and protege changes, which may lead to non-positive affective experiences for both, because ? ? the protege has become more independent and empowered); and ? ? (4) rede? nition (t he mentor and protege’s relationship is reshaped to meet more collegial needs) (Kram, 1983).A canvassing of published works examining organizational mentoring suggests that as far back as the early 1980s (e. g. , Campion and Gold? nch, 1983; Hunt and Michael, 1983) and as recent as the early 2000s (e. g. , Higgins and Kram, 2001; Kelly, 2001) a lack of consensus on the de? nitions of mentoring and mentor has been articulated in the literature (Chao, 1998; Kelly, 2001; Lawson, 1996; Minter and Thomas, 2000; Noe, 1988a, 1988b). Hence, research on organizational mentoring has been criticized for not being conceptually well grounded (Gibb, 1994). An examination of over 200 practitioner and academic journal articles in the ? ld of management alone revealed that most de? nitions in the literature of mentoring, stated or implied, include sponsor or sponsoring as inherent in mentoring (e. g. , Campion and Gold? nch, 1983; Kram, 1983; Noe, 1988a, 1988b; Turban and Dougherty, 1994; Whi tely et al. , 1991), while some do not (e. g. , Covaleski et al. , 1998; Hunt and Michael, 1983). Similarly, most de? nitions of mentor (stated or implied) within the literature include sponsor or sponsoring in the de? nition (e. g. , Higgins and Kram, 2001; Scandura, 1998; Whitely et al. , 1991), while some do not (e. g. Hunt and Michael, 1983; Scandura and Schriesheim, 1994). Interestingly, some researchers did not directly state a de? nition of mentoring or mentor in either their survey or interviewing of participants (Phillips-Jones, 1982; Whitely et al. , 1992), thus allowing participants to draw on their own intuitive understanding of the mentor and mentoring concepts (Ragins and Cotton, 1993). However, other researchers did provide a de? nition of one of the concepts (mentor or mentoring) even though they recognized that the participants are still likely to draw on their own intuitive understanding of the terms (Chao et al. 1992; Ragins and Cotton, 1993). Still, given this la ck of consensus on de? nitions for mentoring and mentor, researchers and practitioners alike have continued to examine and explore various facets of mentoring. Those various facets include mentoring functions (e. g. , Kram, 1980, 1983), mentoring phases (e. g. , Kram, 1980, 1983), types of mentoring (e. g. , Burke and McKeen, 1989; Chao et al. , 1992), potential bene? ts of mentoring (e. g. , Fagenson, 1989; Scandura, 1992; Whitely et al. , 1992), potential drawbacks of mentoring (e. g. , Ragins et al. 2000; Scandura, 1998), diversity in mentoring (e. g. , Ragins, 1997; Ragins and Scandura, 1994; Thomas, 1993), and mentoring alternatives (e. g. , Higgins and Kram; Kram and Isabella, 1985). While many researchers have articulated the idea that the operational de? nitions of mentoring and mentor have varied considerably within Mentoring and sponsoring 629 MD 42,5 630 the last several decades, with some encompassing sponsorship or sponsor (Chao, 1998; Higgins and Kram, 2001; Mullen, 19 98), two of those major researchers have argued that mentoring needs to be reconceptualized (Higgins and Kram, 2001).Hence, two arguments for reconceptualizing mentoring are offered: (1) the lack of clarity and consensus on the de? nitions of a mentor, the process of mentoring, and the role of sponsoring; and ? ? (2) informal and formal proteges tend not to always receive career support, speci? cally sponsoring from their mentors (Bahniuk and Kogler Hill, 1998; Chao et al. , 1992; Noe, 1988b). Thus, the aim of this paper is to reconceptualize mentoring and sponsoring, and to offer them as distinctly different concepts, rather than viewing sponsoring as an inherent sub-function of mentoring.Therefore, it is posited that the reconceptualization of these two terms (mentoring and sponsoring) may bring much needed clarity and consensus to the organizational mentoring literature. It is also posited that this reconceptualization will provide aspiring executives with new knowledge to use in their decision making process as they select individuals to help them advance their careers. Mentoring and sponsoring – argument one Dalton et al. ’s (1977) theory of professional career development distinguished between mentor and sponsor, suggesting that an individual becomes a sponsor after being a mentor. On the other hand, Levinson et al. 1978, p. 97) viewed â€Å"a mentor as. . . a teacher, advisor, or sponsor†. These assertions would lead some to believe that the terms mentor and sponsor are confusing and overlapping (Campion and Gold? nch, 1983). As a result, the following question arises: has mentoring been used as a â€Å"catch-all† term? The answer would appear to be yes, given that the following terms have been used to describe a mentor in the organizational literature: guide, host advisor, sponsor, role model, teacher, protector, invisible godparent, friend, coach, counselor, patron, exemplar, benefactor, and advocate (Kelly, 2001; Pittenger and Heimann, 2000).Yet, Chao (1998) asserted that distinctions have been made between the terms mentor and sponsor. More recently, Higgins and Kram (2001, p. 269) echoed Chao’s (1998) sentiments, and distinguished between a mentor and sponsor by stating that â€Å"true mentors. . . provide high amounts of both career and psychosocial support, and sponsors. . . provide high amounts of career support but low amounts of psychosocial support†. Whether it is the interchangeable use of these two terms or the current de? itions of each that are posited to represent their distinction, it is feasible that both, to some degree, have contributed to much of the confusion in the organizational mentoring literature, thus leading to the mixed results on mentoring (Jacobi, 1991). In spite of the confusion and mixed results, mentoring relationships have been viewed as â€Å"one of the most complex and developmentally important relationships† in organizational settings (Levinson et al. , 1978, p. 97). Thus, mentorships and sponsorships have been pronounced to be critically important to the upward mobility of individuals in organizations (Kanter, 1977).The work of Levinson et al. (1978) served as the theoretical foundation for much of Kram’s (1980, 1983) work on mentoring, which appears to be the most comprehensive treatment in the organizational literature (Scandura, 1998). They suggested that a mentor is an individual who is usually older and â€Å"of greater experience and seniority. . . a teacher, adviser or sponsor† (Levinson et al. , 1978, p. 97). Building on the work of Levinson et al. (1978), Kram (1980) suggested that a mentor is a more senior ? ? individual who provides career and psychosocial support for the protege.Kram (1980, 1983) postulated career functions to include sponsorship, exposure and visibility, coaching, protection, and challenging assignments. The psychosocial functions were postulated to included role modeling, acce ptance-and-con? rmation, counseling, and friendship (Kram, 1980, 1983). Many of the de? nitions of a mentor used throughout the literature referenced Kram’s (1980, 1983, 1985) de? nition of mentor. Table I delineates how the terms â€Å"sponsor† or â€Å"sponsorship† are explicit in the de? nitions of mentor or mentoring that stem from Levinson et al. ’ (1978) and Kram’s (1980) de? nitions.Table I also depicts the de? nitions or lack of de? nitions of mentoring, mentor, and sponsor used in some published works that are generally considered premier management journals (Cabell, 2001). Due to the myriad management-related articles on mentoring, this method was chosen to determine which sampling of articles would be included in the table. As outlined in Table I, not all articles on mentoring explicitly de? ned mentoring, mentor, and/or sponsor, while a few did. As previously stated, in most cases, sponsoring is considered as sub-function of mentoring. Although there are various de? itions of mentor used throughout the literature, there appears to be more consistency in the de? nitions of sponsor used within the literature (see Table I). Sponsoring has been viewed in the literature as a developmental relationship in ? ? which the sponsor provides instrumental career support by nominating the protege for promotion and other types of organizational activities that may be supportive of promotion (Campion and Gold? nch, 1983; Thomas, 1993). This is relatively consistent ? ? with Kanter’s (1977) work, which posits that sponsors facilitate proteges in obtaining ? inside information and bypassing the hierarchy, as well as ? ght for their proteges’ promotions. While Shapiro et al. ’s (1978) continuum of advisory/support relationships acknowledges a difference between the organizational power that mentors and sponsors ? ? have in promoting the upward mobility of their proteges, they consider sponsors to have less organ izational power than mentors thereby causing mentors to be seen as more prominent than sponsors. It is highly probable that as a result of the works of Shapiro et al. 1978) and Kram (1980; 1983), which considers sponsoring a sub-function provided by mentors, that sponsoring has been viewed as a less powerful organizational developmental relationship than mentoring (Chao, 1998). This subjugation, thus causes sponsoring to remain in the shadows of organizational mentoring research. It is worthy to note that Kram’s (1980, 1983) early works were based on ? ndings from a sample in which a majority (11) of the 18 developmental relationships were direct or indirect reporting relationships in some phase of the developmental relationship.Consequently, the mentors had direct or indirect responsibility for promoting their ? ? protege. In which case, sponsoring (the nominating for promotion) was inherent in the developmental relationships Kram (1980, 1983) observed. Thus, Kram (1980, 198 3) was actually observing concurrent phenomena within her sample. Therefore, much of the organizational mentoring theory developed by Kram (1980, 1983) is based on what in recent research has been termed â€Å"supervisory mentoring†. Following suit, the supervisor-subordinate relationship has been the focus of much of the mentoring research (Gibb and Megginson, 1993).In this type of relationship, there is a high Mentoring and sponsoring 631 MD 42,5 632 Author (year) Campion and Gold? nch A relationship in which an individual takes a 1) Any individual who has a signi? cant positive 1) A sponsor discovers and fosters (1983) personal interest in another’s career and guides in? uence on another’s career, whether the role be individuals for higher placement in or sponsors that person one of sponsor, coach, or counselor other parts of the organization 2) A sponsor functions to generate ? power in proteges by ? ghting for and promoting them, by allowing them to bypass the hierarchy and obtain inside information, and by re? ected power or power by association Hunt and Michael (1983) Involves a unique, often emotionally 1) A person who suggests and advises new â€Å"fast interpersonal type of support and advising role track† recruits on career success matters that can be used to train and develop talented 2) A trusted counselor or guide ? ? ? proteges in many careers and organizations 3) A guide supporting a protege’s young adult dreams and helping in the attainment of them ? ? 4) A nonparental career role model for a protege Kram and Isabella Has a great potential to enhance the (1985) development of individuals in both early and middle career stages Noe (1988a) 1) An experienced, productive manager who relates well to a less-experienced employee and facilitates his/her personal development for the bene? t of the individual as well as that of the organization 2) Usually eight to 15 years older than the ? protege who frequently is a y oung professional with high career aspirations Noe (1988b) 1) A senior, experienced employee who serves as a role model, provides support, direction, and feedback to the younger employee regarding career plans and interpersonal development, and ? ? increases the visibility of the protege to decision makers in the organization who may in? uence career opportunities (continued) Table I. De? nitions of mentoring, mentor, and sponsor given in articles in premier journals Mentor de? nition(s) given in article Sponsor de? nition Mentoring/mentorship de? ition(s) given in article Author (year) Mentors actively intervene, contriving ? ? to get their proteges exposure and visibility through assignments that involve working with other managers ? ? and endorsing their proteges for promotions and special projects Mentoring/mentorship de? nition(s) given in article Mentor de? nition(s) given in article Sponsor de? nition Whitely et al. (1991) Whitely et al. (1992) 1) A particular interpersonal r elationship that can in? uence career progress 2) Classical, or primary, mentoring is an intense developmental relationship of relatively long ? duration in which proteges receive a range of career and psychosocial help exclusively from one senior manager 3) Secondary mentoring is a shorter, less intense, less inclusive developmental process involving multiple relationships, each offering specialized developmental functions, which tends to focus on external, career progress-oriented functions, such as sponsorship and visibility and exposure, rather than on inner-oriented psychosocial development functions 4) A set of roles and role activities including coaching, support, and sponsorship 5) Psychosocial mentoring referring to activities like providing counselling and friendship 6) Career mentoring referring to providing sponsorship, exposure, and the like 1) â€Å"Classical† mentoring is where the developmental relationship is of relatively long duration, is intense, mostly ex clusive, and in ? which a protege receives a range of career-oriented and psychosocial help from one senior manager 2) Career mentoring includes short duration, less intense, multiple, and less exclusive relationships that are more specialized in the kind of progress-oriented functions provided to ? ? proteges, they are more likely to focus on external, career-oriented mentoring functions, such as sponsorship or visibility/exposure, than on â€Å"inner-oriented† psychosocial developmental functions (continued) Mentoring and sponsoring 633 Table I. MD 42,5 634 Author (year) 1) Someone who provides high amounts of both career and psychosocial support 2) â€Å"The mentor is ordinarily several years older, a person of greater experience and seniority. . . a teacher, adviser or sponsor† (Levinson et al. , 1978) Higgins and Kram (2001) Chao et al. (1992)Ragins and Scandura (1994) Scandura and Schriesheim (1994) Turban and Dougherty 1) A set of role activities, including coac hing, (1994) support, and sponsorship, that upper-level ? ? managers provide to proteges Tepper (1995) Table I. Mentor de? nition(s) given in article Sponsor de? nition 1) A sponsor is included in one of the de? nitions of a mentor 2) Someone who provides high amounts of career support but low amounts of psychosocial support 1) Individuals with advanced experience and knowledge who are committed to providing support to and increasing the upward mobility ? ? of junior organization members, their proteges 2) An individual in? ential in the work environment who has advanced experience and knowledge and who is committed to providing upward mobility and support to careers 1) A trusted counsellor who accepts a guiding role in the development of a younger or less-experienced member of the organization 1) An in? uential individual at work who has advanced knowledge and who is committed to providing upward mobility and support to a person’s career (continued) Mentoring/mentorship de? nition(s) given in article 1) The developmental assistance provided by a ? ? more senior individual within a protege’s organization 2) A relationship in which a senior person ? ? working in the protege’s organization assists ? with the protege’s personal and professional development Mentorship is de? ned as an intense work relationship between senior (mentor) and junior ? ? (protege) organizational members. The mentor has experience and power in the organization and personally advises, counsels, coaches, and ? ? promotes the career development of the protege. ? ? Promotion of the protege’s career may occur directly through actual promotions or indirectly through the mentor’s in? uence and power over other organizational members Author (year) Mentoring/mentorship de? nition(s) given in article Mentor de? nition(s) given in article Sponsor de? nition Dreher and Cox (1996) ) Mentoring in organizations has been de? ned as a developmental relationship b etween an ? ? individual (protege) and a more senior and in? uential manager or professional (mentor) 2) Focuses particularly on the career-support aspects of mentoring Ragins (1997) 1) One who serves as a role model, friend, and ? ? counsellor, who accepts and helps the protege develop a positive and secure self-image 2) An individual who holds a position senior to yours who takes an active interest in developing your career. While it is possible for your immediate supervisor to serve as a mentor, relationships of this type represent a special opportunity to interact with a senior manager.The standard subordinate/supervisor relationship is not a mentoring relationship (it is possible to have multiple mentors) 1) Individuals with advanced experience and knowledge who are committed to providing ? ? upward mobility and support to their proteges’ careers Covaleski et al. (1998) 1) Sometimes also called coaching or counselling 2) It involves relations between senior managers and junior employees, in which the latter can â€Å"become interwoven into an organization’s culture by efforts of the former, who, embodying the â€Å"core values that best promote desired organization culture,† help frame the inculcation process† as well as â€Å"help cultivate desired norms and values† 3) A technique by which junior members imbibe and interiorize the more subtle, tacit, and noncodi? ble aspects of an organization’s goals, which are embodied in superiors and with which they develop their new identi? es as ? rm members 1) A more senior person who takes an interest in sponsorship of the career of a more junior person (Kram, 1985) (continued) Scandura (1998) Mentoring and sponsoring 635 Table I. MD 42,5 636 Author (year) 1) The mentor is traditionally de? ned as a source ? ? of information for the protege and the positive outcomes, such as greater income and promotion opportunities Mullen and Noe (1999) Ragins et al. (2000) Higgins and Kram (2001) Table I. Mentor de? nition(s) given in article Sponsor de? nition 1) Generally de? ned as individuals with advanced experience and knowledge who are committed to providing upward mobility and ? career support to their proteges (Kram, 1985) 2) A higher-ranking, in? uential individual in your work environment who has advanced experience and knowledge and is committed to providing upward mobility and support to your career Mentoring/mentorship de? nition(s) given in article A mentoring relationship is a one-to-one relationship between a more experienced member (mentor) and a less experienced member ? ? (protege) of the organization or profession. The relationship is developed to promote the ? ? professional and personal growth of the protege through coaching, support, and guidance. Through individualized attention, the mentor transfers needed information, feedback, and ? encouragement to the protege as well as providing emotional support and â€Å"putting in a good wordâ⠂¬  when possible Formal mentoring was as follows: â€Å"In order to assist individuals in their development and advancement, some organizations have established formal mentoring programs, where ? ? proteges and mentors are linked in some way. This may be accomplished by assigning mentors or by just providing formal opportunities aimed at developing the relationship. To recap: formal mentoring relationships are developed with organizational assistance. Informal mentoring relationships are developed spontaneously, without organizational assistance† A â€Å"traditional† mentoring relationship is one in ? ? which a senior person working in the protege’s ? ? organization assists the protege’s personal and professional development probability that the mentor will provide both psychosocial and career support for the ? ? protege.This would explain why sponsoring has surfaced as being inherent to mentoring in both qualitative research (e. g. , Kram, 1980, 1983) and quantitative research (e. g. , Noe, 1988a; Scandura, 1992), thus being viewed as a sub-function of mentoring. However, if a mentor is conceptualized in its most simplest of terms – those used by Webster’s Collegiate Dictionary – a wise and trusted counselor or teacher; and likewise with a sponsor – a person who vouches for, is responsible for, or supports a person or makes a pledge or promise on behalf of another – then from the onset, the nature of the reporting relationships in Kram’s study (1980, 1983) moved the examined phenomenon beyond the realm of just a mentoring relationship. Moving beyond this de? ition of mentor, there are at least two additional rationales for why a sponsor should not be viewed as inherent in mentoring, in addition to not being used interchangeably with the term mentor. First, the derivations of the terms are disparate – mentor from the ? ? Latin word mentor, meaning to teach; and sponsor from the Lati n word spondere, meaning to pledge. Second, based on Webster’s New World Thesaurus, mentor and sponsor are not synonyms. So, while Kram (1980, 1983) did observe the presence of the sponsoring phenomenon in her study, it is argued that it should have been considered a distinct concept rather than being considered inherent in mentoring.Since the foundation upon which the original conceptualization of organizational mentoring was developed in a somewhat dubious context, it begs the question as to the interchangeable usage of the terms mentor and sponsor. Similarly, given the emergence of the concept coaching in the literature as a distinctly different developmental concept than mentoring, it is posited that sponsoring should re-emerge as a distinctly different developmental relationship worthy of as much examination in the organizational literature as has coaching. So, based on this ? rst argument, it is posited that sponsoring may be just as important as mentoring in the upward mobility of individuals in organizational settings (Kanter, 1977).Therefore, a paradigm shift and new lens through which to investigate and utilize mentoring and sponsoring in organizational settings are being presented. Mentoring and sponsoring 637 Universal de? nitions Given the review of the various de? nitions of mentor, mentoring, sponsor, and sponsoring that have been presented in the literature, to date, â€Å"explaining mentoring through a single, universal and prescriptive de? nition. . . [has proven to be] inadequate† (Gibb, 1994, p. 47). However, explaining mentoring through a single universal and descriptive de? nition is more than adequate. Such a de? nition is necessary to provide solid conceptual grounding, and a lens through which to further examine and utilize mentoring and sponsoring. Hence, this is an opportune juncture to advance universal de? itions of mentoring and sponsoring to be used and operationalized in any research or organizational context hence forth. The following universal de? nitions regarding the concepts of mentor, mentoring, and mentorships are offered: . a mentor is a wise and trusted counselor or teacher; . mentoring is the guidance process that takes place between a mentor and a ? ? protege; and . ? ? a mentorship is a mentoring relationship between a mentor and a protege. MD 42,5 638 Similarly, regarding the concepts of sponsor, sponsoring, and sponsorships, the following universal de? nitions are offered: . ? ? a sponsor is a person who nominates or supports another person’s (protege) promotion; . ? ? ponsoring is the process of a sponsor nominating or supporting a protege’s promotion; and . ? ? a sponsorship is a sponsoring relationship between a sponsor and a protege. It should be noted that these suggested universal de? nitions of mentor and sponsor ? ? connote that neither one has to be older than the protege, which is a deviation from the sometimes explicit and other times implicit de? nitions for both terms in the organizational mentoring literature. It should also be noted that a mentor does not ? ? always have to be an organizational success to provide the protege with valuable guidance. Additionally, these universal de? nitions are speci? , yet general enough to be applicable regardless of the profession in which they may be studied or the research question examined, which has been perceived to be a matter of contention (Chao, 1998). Therefore, these de? nitions of mentor and mentoring allow for many of the forms of mentoring examined in the literature to be viewed as types of mentoring. This is consistent with Higgins and Kram’s (2001, p. 264) assertion that they are exploring different types of mentoring in their recent article, which views â€Å"mentoring as a multiple developmental relationship phenomenon†. Formal and informal mentorships – argument two The second argument for reconceptualizing mentoring and sponsoring requires an examination of the literature on formal and informal mentorships.As previously stated, original theorizing of organizational mentoring, in large part, resulted from the examination of informal, intraorganizational mentorships (i. e. , Kram, 1980, 1983). These types of mentorships have been purported to be a key developmental tool in the upward mobility of individuals in organizations (Hunt and Michael, 1983; Kanter, 1977; Pittenger and Heimann, 2000; Ragins et al. , 2000). Many researchers believe that all those who succeed have mentors, usually informal mentors (Campion and Gold? nch, 1983; Collins and Scott, 1978; Kanter, 1977). It should also be noted that sponsors have been said to be important to those who succeed (Kanter, 1977; Dalton et al. 1977) although they have not been the focus of as much attention in the literature as have mentors. Unlike sponsorships, there are copious amounts of articles suggesting that both informal and formal mentorships exist within most organizations, with informal mentorships being the most prevalent (e. g. , Noe, 1998b, Phillips-Jones, 1982). Informal ? ? mentorships are mentoring relationships where the mentor and protege, on their own ? ? accord, agree that the protege will trust the mentor to counsel or teach him/her (Noe, 1988a, 1988b). Formal mentorships refer to mentoring relationships where a third party ? ? (usually the organization) sanctions an agreement between mentor and protege, ? whereby the protege should trust the mentor to counsel or teach him/her (Noe, 1988a, 1988b). Both informal and formal mentorships can be either intraorganizational or interorganizational relationships (Ragins, 1997). Intraorganizational mentorships refer ? ? to those mentoring relationships in which both the mentor and the protege are employed by the same organization. Interorganizational mentorships pertain to ? ? mentoring relationships where the mentor and protege are employed by different organizations. Similar to mentoring, based on the u niversal de? nitions of sponsor and sponsoring offered in this paper, sponsoring can be formal or informal, and can occur intraorganizationally or interorganizationally.Informal mentorships tend to germinate as a result of work or non-work issues that ? ? lead the mentor and protege to realize they have shared interests, admiration, and commitment, which makes informal mentorships more in-depth and personal (Chao et al. , 1992; Lawson, 1996; Noe, 1988b). Thus, informal mentorships are likely to move beyond the discussion of career-related issues to more personal issues (Chao et al. , 1992; Noe, 1988b). The following examples given in an excerpt taken from Kalb? eisch (2000, p. 58) symbolize and embody some of the characteristics of informal mentorships: ? ? At a corporate cocktail party the proud mentor shows off her protege to her colleagues. As ? she introduces her rising star, her protege follows her lead in smiling and moving through the ? ? crowd. The protege mirrors her mentor ’s moves as she smoothly joins conversations then ? ? skillfully continues on to other interactions. At the golf course a mentor brings his protege along as a â€Å"fourth† to make up for a missing member of a traditional Saturday morning golf ? ? quartet. The mentor tells his pals that his protege is â€Å"like a son to him† and that he will ? t right in to their game. Mentoring and sponsoring 639 These examples illustrate how interactions in informal mentorships tend to move outside the typical con? nes of the of? ce.As a result of work and non-work interactions, ? ? the mentor helps to in? uence and socialize the protege (Bahniuk and Kogler Hill, 1998; ? ? Noe, 1988a). In addition, the mentor provides the protege with support, guidance, and feedback as a result of his/her knowledge about how to get things done, â€Å"what’s what,† and â€Å"who’s who† (Bahniuk and Kogler Hill, 1998; Noe, 1988b; Veale and Wachtel, 1996). ? ? Therefo re, â€Å"proteges learn from their mentors. . . not only how to do their jobs better, but also how to manage their organizational careers better, and how to balance and manage their lives better† (Lawson, 1996, p. 6). As a consequence of the perceived bene? s of informal mentoring, formal mentoring programs began to surface in the early 1980s to provide mentoring to â€Å"more than just a lucky few† (Forret et al. , 1996, p. 6) in an effort to replicate and capitalize on the perceived bene? ts of informal mentoring (Bahniuk and Kogler Hill, 1998; Noe, 1988b; Ragins et al. , 2000). While many organizations have implemented formal mentoring programs, there has been a lack of agreement on the intent and extent to which they are formalized in organizations (Noe, 1988b). Therefore, it has been suggested that ? ? organizations should not expect proteges in formal mentorships to gain the same ? ? bene? ts as proteges in informal mentorships (Noe, 1988b).Regardless, many orga nizations have instituted some form of formalized mentoring in an effort to gain a competitive advantage in today’s global and dynamic marketplace (Pittenger and Heimann, 2000; Veale and Wachtel, 1996). Some characteristics of formal mentoring programs are: top management support; corporate mentoring strategy; prudent mentor ? ? ? ? and protege selection and matching processes; comprehensive mentor and protege ? ? orientation; clearly stated expectations and responsibilities of mentor and protege; and ? ? established duration and contact frequency between the mentor and protege (Friday and Friday, 2002; Noe, 1988b; Scandura, 1998). Although formal mentoring programs are designed to replicate and capitalize on the bene? s of informal mentoring (Bahniuk and Kogler Hill, 1998; Noe, 1988b; Ragins et al. , MD 42,5 640 2000), de? nite differences exist between them. Chao et al. (1992) suggest that the most notable differences between formal and informal mentorships begin with the i nitiation phase. The differences begin with the alteration of the voluntary nature from which informal mentorships evolve (Ragins, 1997). In formal mentoring programs, mentors ? ? and proteges are assigned (Chao et al. , 1992; Noe, 1988b; Scandura, 1998). The literature ? ? suggests that proteges may not perceive formal mentors as bene? cial as informal mentors. Numerous factors (e. g. , required participation, personality con? icts, perceptual con? cts, limited interaction, perceived pressure, lack of commitment and motivation, differences in expectations, lack of intimacy and perceived value, and ? ? sanctioned monitoring) contribute to formal proteges considering their mentors not to ? ? be as bene? cial as informal proteges consider their mentors (Chao et al. , 1992; Kram, 1985; Lee et al. , 2000; Noe, 1988b, Ragins et al. , 2000; Tepper, 1995). This perceived decrease in bene? t is likely the case because while formal mentors have been found to provide the same amount of psycho social support as informal mentors, they have not been found to provide the same amount of career support, which is usually an expected outcome of mentoring (Chao et al. , 1992; Noe, 1988a).As purported by Kram (1980, 1983), in naturally occurring, informal mentorships, ? ? mentors tend to provide both career and psychosocial support to their proteges. However, research suggests that in some informal mentorships and many formal mentorships, mentors tend to have dif? culty providing both types of support to their ? ? proteges, with the majority of the dif? culty being in providing career support (Bahniuk and Kogler Hill, 1998; Chao et al. , 1992; Noe, 1988b). Given the observance of dif? culty formal and informal mentors tend to experience in providing career support, ? ? particularly sponsorship, to their proteges, it lends support to the argument that mentoring and sponsoring are distinct phenomena.Consistent with Kram’s (1985) original conceptualization of â€Å"relationsh ip constellations† (in which multiple developmental relationships are not all provided by one individual) facilitating an individual in his/her upward mobility within the organization, mentoring and sponsoring are posited as distinct, but related, non-mutually exclusive developmental relationships. Thus, mentoring and sponsoring may be provided by the same individual, but it is not necessary or expected that they will both be provided by the ? ? same individual. Therefore, a mentor and a sponsor for a protege may be one in the same or they may be two different individuals. Kram’s (1985) work made the distinction â€Å". . . etween the classic mentoring relationship and other less involving, exclusive, and intricate types of relationships such as the sponsor relationship. . . † (Murrell and James, 2001). This distinction is likely to have contributed to the lack of importance given to the sponsor relationship and its potential in? uence on career advancement as co mpared to the attention given to the mentor relationship. Although the classic mentoring relationship, which is more psychosocial, has been found to enhance the competence and personal effectiveness of individuals trying to advance, it is the sponsor relationship that has shown to relate more closely to individuals actually advancing in organizations (Murrell and James, 2001).Thus, for aspiring executives developing career strategies it is suggested that mentors be selected when they need to enhance their competence and effectiveness on the job, and that sponsors be selected to assist them in advancing within the organization. Therefore, aspiring executives may use these two types of developmental relationships independently or concurrently at various stages of their careers based on their needs at that given point in time. Mentoring and sponsoring Conclusion Over the last three decades, much of the organizational mentoring research has conceptualized mentoring as the career and psy chosocial developmental support provided by a more senior individual to a more junior individual (Higgins and Kram, 2001; Kram, 1983).As outlined by Kram (1980, 1983), it has been suggested that only a subset of possible functions is provided by most mentors. Usually, providing upward ? ? mobility for the protege is not in the subset provided (Chao et al. , 1992; Kram, 1986; Noe, 1988b). This raises a question. If the mentor is providing all the other ? ? sub-functions, but not providing upward mobility for the protege, is this a mentoring relationship? According to the existing literature the answer would be: â€Å"Yes, but the ? ? mentor is just not sponsoring the protege; therefore, he/she is not a true mentor† according to Higgins and Kram (2001). They claim that a â€Å"true mentor† provides high ? ? amounts of both psychosocial and career support to his/her protege.On the other hand, according to the arguments posited in this paper, the answer would be â€Å"yes ,† and while the mentor is not a sponsor, he/she is a â€Å"true mentor† nonetheless. Some researchers have suggested that there is no one word that communicates what has been perceived in the literature to date as mentoring (Burke and McKeen, 1989; Levinson et al. , 1978). That may be the case because, to date, researchers have likely been examining at least two phenomena simultaneously, mentoring and sponsoring. The various de? nitions of mentor and mentoring, and the movement of mentoring into a formally structured arena have helped to highlight the distinction between mentoring and sponsoring as being distinct, non-mutually exclusive, and possibly non-concurrent phenomena.While scholars may have distinguished between mentors and sponsors (Kanter, 1977; it is being argued that as long as the concept of mentoring is viewed as ? ? encompassing the sponsoring of a protege’s nomination for promotion, the concept and its operationalization will lack clarity, and th us remain less scienti? cally supported than would be desired. Therefore, mentoring and sponsoring should be viewed as two distinctly different developmental relationships that are not necessarily mutually exclusive in terms of being performed by the same individual. Consequently, the terms mentor and sponsor, and mentoring and sponsoring should not be used interchangeably.With the assertion that there is no explicit agreement on which types of developmental experiences should be classi? ed as mentoring (Whitely et al. , 1992), the changing demographics in the workforce, and the global business milieu of this millennium, mentoring and sponsoring need to be reconceptualized (Higgins and Kram, 2001; Ragins, 1997). This paper has done just that; it has reconceptualized mentoring and sponsoring to account for the infusion of new dynamics that have arisen, and that are likely to arise, since the initial conceptualizing and theorizing of the terms in the organizational literature dating b ack at least three decades ago (e. g. Collins and Scott, 1978; Kanter, 1977; Lawson, 1996; Roche, 1979). If mentoring and sponsoring are to be considered enduring scienti? c phenomena, their de? nitions and operationalizations should not change every time environmental or organizational dynamics change or by different users of the terms (e. g. , researchers, practitioners, etc). 641 MD 42,5 642 The universal de? nitions offered in this paper are considered enduring. Regardless of the research or organizational environment and its dynamics, these universal de? nitions will not need to be changed, thereby allowing for consistency in the de? nitions and operationalizations of mentoring and sponsoring in future research and practice.Given the two lucid arguments presented, strong evidence exists to warrant the future use of these new lens through which to view and examine mentoring and sponsoring in organizational settings. In conclusion, aspiring executives have new information, which can help them develop a more effective career enhancement strategy that includes both mentors and sponsors. 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