Wednesday, October 30, 2019

THE ROLE OF FILM IN SOCIETY Essay Example | Topics and Well Written Essays - 1000 words

THE ROLE OF FILM IN SOCIETY - Essay Example Sol Worth opened a school and did a study on films, naming the study as â€Å"Visual Communication.† He came across several important aspects and led the students into a world full of excitement and charm. His study revealed that the basic notion of a film usually derives from personal interests and personal skills and termed such kind of films as biodocumentary. Jumping into a brief description of biodocumentary films, such films do not require any special skills or filmmaking experience and therefore can be made by any person possessing sufficient skills to make a film. Worth came up with the conclusion that photography and filmmaking are the only and the best way to preserve historical, cultural, or political records for everyone. This shows the importance of film in every society, as films present a physical outlook of everything, which can be left unfelt in words. For instance, if films are made on every culture, then it will be really easy to compare one culture with ano ther! (Gross (Intro), 1996). Making films is an art which involves portraying real life emotions and events like love, hatred, happiness, life, death and so forth. The film industry history dates back to more than eighty years, and during all these years, films are recognized as different elements like art, communication, a social trend and finally as television. Films hold a significant place in any society or environment since it best conveys the different phases of lives, its difficulties and everything else. Just like painting and music reflects certain levels of mood and charm, films represent all such things in much more depth gripping everyone tightly to them. Films can be considered as being the most efficient form of conveying a certain message to a large crowd of audience (Gross (Intro), 1996). Jumping back to the starting era of filmmaking, it can be said that the

Monday, October 28, 2019

Ethical Theories In Human Rights Philosophy Essay

Ethical Theories In Human Rights Philosophy Essay underlying the currently influential business and management theories. Ethics may be viewed as the study of human conduct with an emphasis on determination of right and wrong (Fraedrich and Ferrell, 1992). Together with this, it is the assumption that management must adhere to a narrow version of positivism that excludes any reference to intention (Ghoshal, 2005). According to (Mallor et al., 2010), for centuries, religious and secular scholars have explored the meaning of human existence and attempted to define a good life. Ethical theories and principles are the foundations of ethical analysis because they are the viewpoints from which guidance can be obtained along the pathway to a decision. The four ethical theories according to the text are rights theory, justice theory, utilitarianism, and profit maximization. The rights theory covers a range of ethical philosophies that holds that certain human rights are important and must be respected by other society and her rights. Rights are also considered to be ethically correct and legitimate given that a large or ruling population endorses them. Few rights theorists are stringent deontologists, and one of the few is the 18th century philosopher by name Immanuel Kant and his theory is known as the Kantianism. Kant viewed humans as moral actors that are free to make choices and he also believed that humans are able to judge the morality of any action by applying his famous categorical imperative. One of his formulations of the categorical imperative is Act only on that maxim whereby at the same time you can will that it shall become a universal law. The meaning of it is that we judge an action by applying it universally. The most important strength of rights theory is that it protects fundamental rights, unless some greater right takes precedence. A major criticism of the rights theory deal with the near absolute yet relative value of the rights protected, making it difficult to articulate and administer a comprehensive rights theory. The Justice theory which came into limelight by John Rawls in 1971 when he published his book entitled: A theory of Justice, the philosophical underpinning for the bureaucratic welfare state. He reasoned that it was right for governments to redistribute wealth in order to assist the poor and the destitute. Furthermore, Rawls expressed this philosophy in his Greatest Equal Liberty Principle: each person has an equal right to basic rights and liberties. He further limited the principle with the Difference Principle: social inequalities are acceptable only if they cannot be eliminated without making the worst-off class even worse off. Rawlss justice theory has application in the business context which requires decision makers to be guided by fairness and impartiality. The strength of Rawlss justice theory lies in its basic premise, the protection of those who are least advantaged in society. The ethical dilemma for managers is to determine the fair rules and procedures for distributing outcomes to stakeholders. Managers must not give people they like bigger raises than they give to people they do not like, for example, or bend the rules to help their favorites. On the other hand, if employees want managers to act fairly toward them, then employees need to act fairly toward their companies and work hard and be loyal. Similarly, customers need to act fairly toward a company if they expect it to be fair to them-something people who illegally copy digital media should consider. The criticism that justice theory with the rights theory is that it treats equality as an absolute, without examining the costs of producing equality, including reduced incentives for innovation, entrepreneurship and production. Utilitarianism entails a decision maker to maximize utility for society as a whole. Maximizing utility means achieving the highest level of satisfactions over dissatisfactions which means that a person must consider the benefits and costs of her actions to everyone in society. A utilitarian will take action only if the benefits of the action to society outweigh the societal costs of the action. There are two types of utilitarianism, act utilitarianism and rule utilitarianism. Act utilitarianism judges each act separately, assessing a single acts benefit and its cost to societys members. Rule utilitarianism judges actions by a rule that over the long run maximizes benefits over cost. The strength of utilitarianism as a guide for ethical conduct is that it is easy to articulate the standard of conduct; which coincides with values of most modern countries like the USA who is capitalist in nature by focusing on total social satisfactions, benefits, wealth and welfare. In general under ca pitalism, the interests of shareholders are put above those of employees, so production will move abroad. This is generally regarded as being an ethical choice because in the long run, the alternative, domestic production might cause the business to collapse and go bankrupt. If this happens, all of the companys stakeholders will suffer-not just its employees. According to the utilitarian view, the decision that produces the greatest good for the greatest number of people is best. In this case, that means outsourcing the jobs. The criticism of utilitarianism is that it is difficult to measure ones own pleasures, pains, satisfaction and dissatisfaction, let alone those of all of societys members. Profit maximization as an ethical theory requires a decision maker to maximize a businesss long-run profits within the limits of the law. This has been based on the laissez faire theory of capitalism first expressed by Adam Smith in the 18th century and more recently promoted by economists such as Milton Friedman and Thomas Sowell. Profit maximization is closely related to utilitarianism, but it varies essentially in how ethical decisions are made. Profit maximization optimizes total social utility by narrowing the actors focus, requiring the decision maker to make a decision that merely maximizes profits for himself or his organization. The strengths of profit maximization results in ethical conduct because it requires societys members to act within the constraints of the law and a profit maximizer, therefore, acts ethically by complying with societys mores as expressed in its laws. The criticism of profit maximizer is that if profit maximization results in an efficient allocation o f societys resources and maximization of total social welfare, it does not concern itself with how wealth is allocated within Society. An ethical theory that was not found in the text is that of rationalism, which this ethical theory focuses mainly on norms. The moral rationalism is that in which the decisive factor of the truth is not sensory but intellectual and deductive, and it has its major proponent in Emmanuel Kant (Llano, 2002). Mr. Kant attempted to change our everyday, clear, rational knowledge of morality into philosophical knowledge. He went after a technique of using practical reason to reach conclusions which are able to be useful to the world of experience. Kant is also known for his theory that there is a single moral obligation which he called the Categorical Imperative, and derived from the perception of duty. He further stated that these moral norms must be obeyed in all situations and circumstances if our behavior is to observe the moral law. In a way to improve corporate governance and corporate social responsibilities, according to Mallor et al., 2010, one can modify the corporate governance model to educate, motivate, and supervise executives and thereby improve corporate social responsibility. Corporate governance is the structure used to direct and manage business and affairs of the company towards enhancing prosperity and corporate accountability. Corporate critics however did propose a wide rang of cures, all of which have been implemented to some degree and with varying degrees of success. Ethical codes: Ethic codes in a way have been adopted by many large corporations and several industries to guide executives and other employees. The Sarbanes-Oxley Act required that a public company discloses whether it has adopted a code of ethics for senior financial officers, and to disclose any changes in the code or waiver of the codes application. The codes can be viewed in two ways; one sees the codes as genuine efforts to foster ethical behavior within a firm or an industry while others view regards them as thinly disguised attempts to make the firm function better, to mislead the public into believing the firm behaves ethically, to prevent the passage of legislation that would impose stricter constraints on business, or to limit competition under the veil of ethical standards. Better ethical codes make clear that the corporation expects employees not to violate the law in a mistaken belief that loyalty to the corporation requires it. These kinds of codes work best, however, when a corporation also gives its employees an outlet for dealing with a superiors request to do an unethical act. Ethical instruction: Some corporate organizations require their employees to enroll in classes that teach ethical decision-making. The idea is that a manager trained in ethical conduct will recognize unethical actions before they are taken and deter herself and the corporation from the unethical acts. Majority of corporations in this present day express their dedication to ethical decision-making by an ethics officer who is not only responsible for ethical instruction, but also in charge of ethical supervision. The ethics officer tends to be a mentor or sounding board for all employees who face ethical issues. Greater Shareholder Role in Corporations: As shareholders are the vital stakeholders in a corporation in a capitalist economy, several corporate critics argue that businesses should be more attuned to shareholders ethical values and that shareholder control of the board of directors and executives should be increased. Evidence suggests that sources of ethical dilemmas will continue to increase. To understand this assessment, it will be useful to look at four categories of conditions influencing ethical behavior: global, social, organizational and individual. Global: A variety of global conditions affect our lives and our society; many are well-known to all of us. They include the increasing influence of cultural values substantially different from those of our Anglo-Saxon heritage; impacts of a complex global economy on local economic structures; and our rapidly increasing technological capacity to communicate and interact with the global community. Within the past few years we have watched the beginning of the development of a new world order that will be substantially different from our sense of world order developed over the last half century. Among the implications resulting from this picture, two are especially important: (1) we as a people no longer have a secure sense of our role in the world or our control over it; and (2) it has become increasingly acceptable, and even logical, to admit that we simply dont know what the appropriate response is. This era of rapid change has an indirect but important influence on our sense of ethi cal appropriateness. Social: A more direct source of ethical conflicts is social change. Change has been so rapid that some have argued that we have lost our sense of values or that we must seek better mechanisms to resolve value conflicts. This line of reasoning is incorrect for several reasons. First, value conflicts (and, therefore, ethical dilemmas) reflect our social and cultural fabric. Second, stakeholders have a relatively easy time gaining access to our policy making system; therefore, value conflicts are very visible and, frequently, cause our problem-solving process to forge slow, painful compromises. These processes continue to represent one of the great comparative advantages of our society and should not be changed without sober reflection. Organizational: Thirdly, we are witnessing rapid change in the nature and role of the public organization and concepts about administrative behavior. Organizational values are vital influence on the majority of us; thus far our organizational lives are becoming increasingly participatory, open, communicative and interactive. While I believe that the decline of organization hierarchy is among the more positive aspects of our society, it also signals a decline in another source of behavioral guidelines. Individual judgment, group dynamics and social interactions are replacing traditional rules of behavior dictated by the organization. We are also facing increasing conflicts between the bureaucratic ethos and the democratic ethos (Hejka-Ekins, 1998). The bureaucratic ethos includes such traditional organizational standards as efficiency, competence, loyalty and accountability. Individual: lastly, ethical anxieties are caused by changes at the individual level. In particular, individualism and materialism are at the present celebrated within major social institutions and have become a dominate ethos of the baby bust generation. Self-indulgence, greed, self-interest, and privatism are accepted components of the ethos of this generation (Frederickson, 1982). In order to improve the ethical climate of an organization, management must effectively communicate proper ethical behavior throughout the organization. Wimbush and Shephard (1984: 637-647) reported that businesses annually spend an estimated $40 billion on the ethical behavior problems. Thus, pointing to the fact that ethical dimension of employees behavior has a clear impact on the profitability of the company. It is generally accepted that customer satisfaction is one of the most important factors in successful business strategy. Although a company must continue to develop, alter and adapt products to keep pace with customers changing desires and preferences. It must also seek to develop long-term relationships with customers and its stakeholders. By focusing on customer satisfaction, a company continually deepens the customers dependence on the company, and as the customers confidence grows, the firm gains a better understanding of how to serve the customer so the relationship ma y endure. Successful businesses provide an opportunity for customer feedback, which can engage the customer in a cooperative problem solving. As is often pointed out, a happy customer will come back, but a disgruntled customer will tell others about his or her dissatisfaction with a company and discourage friends from dealing with it. When an organization has a strong ethical environment, it usually focuses on the core value of placing customers interest first. An ethical culture that focuses on customers incorporates the interests of all employees, suppliers, and other interested parties in decisions and actions. Employees working in an ethical environment support and contribute to the process of understanding customers demands and concerns. Ethical conduct towards customers builds a strong competitive position that has been shown to affect business performance and product innovation positively.

Friday, October 25, 2019

Essay --

The Flea: Rhetoric and Poetry Mingling In John Donne’s poem, â€Å"The Flea†, Donne uses the conceit of the flea to contrast the insignificant size of the flea and the incredibly significant metaphor attached to the flea. The speaker of the poem is talking to a woman, trying to convince her into having sex with him outside of marriage. This poem can be broken into three stanzas, of nine lines each, utilizes the image of the flea to convey three main ideas: the first as a vessel where their essence mingles, second as the institution of marriage, and finally as an insignificant representation of honor which would have no effect on them. Donne’s hyperbolic use of the flea extends through the poem as a metaphysical conceit to convey a logical argument out of something seemingly unrelated to the situation at hand. The speaker starts his argument by first mentioning that the woman has denied the speaker something. However, it is initially unclear what was denied, all that is known is that by taking note of â€Å"†¦this flea, and mark in this,/How little that which [she] deniest [him] is†¦Ã¢â‚¬ , thus paralleling how the flea, just like whatever she denies him, is inconsequential (Donne lines 1-2). This idea of insignificant things meaning much more in the grand scheme of things becomes an underlying thread, which is sewn throughout the poem. The speaker then notes how â€Å"†¦in this flea [their] two bloods mingled be†¦Ã¢â‚¬ , alluding to an erotic mingling of their blood (Donne line 4). This symbolizes the very essence of these two intertwining and becoming one in a single vessel. The flea is a vessel that symbolizes union, in this case the physical union between the speaker and the woman through sexual intercourse and the exchange of bodily fluids. It is impo... ... mean nothing in the end. Essentially his argument boils down to proving that sex with the speaker would not be shameful or sinful, and that all her fears are unfounded. Donne uses the flea throughout his poem as an essential link between sexual conquest and union. The flea transcends its initial existence as an irritating bug and become an existence essential to their union. It is through this representation of the flea, which allows Donne to draw the reader into an argument of carnal desire trumping propriety. The flea is essential to this argument, without which there is nothing grounding the obvious leaps of logic made by the speaker and Donne. The conceit is a popular literary device Donne uses in his poetry, and in this particular case he uses it masterfully throughout the entire poem to create a love poem that straddles the line between poetry and rhetoric.

Thursday, October 24, 2019

Explain the principles of effective communication in the workplace

I am working in careers advice for IT personnel. I have been asked to produce a small booklet on valued employee attributes and communication barriers. I will write a report explaining the principles of effective communication. Skills for General Communication Question and answer People at the workplace will always want to ask questions about what you have said. To avoid awkward questions do not talk about something which you do not know how to explain, and if you are going to include something in your presentation make sure you know exactly what it is and know how to explain it. When answering questions even when not sure about the answer it’s important to speak confidently as if you know exactly what to say, if you do it will seem that you know extensive knowledge about the subject. During my internship I had to do presentations and after questions were asked. I made sure I was comfortable with the topic I chose so that when I was asked questions Engaging the audience It’s important to keep your audience interested throughout a presentation. This is because if you do not then the audience will lose track of what you are talking about. Therefore they won’t understand what you are talking about and will become confused; especially if you are rambling and not making a clear conclusion. They may not understand the point you were originally trying to make and then the presentation will not be useful. Skills for Written Communication Grammar and Spelling When writing things such as an email or presentation it is extremely important that all of your grammar and spelling is correct, because if it is not than the employer will immediately look down upon you. If you have bad spelling and grammar it will look that you don’t care and are not checking back through your work which is unprofessional. It’s important to show professional level of English as it will show employers that you will be useful at any writing task. Structure As with grammar it is important to structure when writing a letter or an email, there are many ways you can structure such as using sub-headings to put a point across, using paragraphs and a conclusion show that your thought or point has come to a close and labelling a letter in a professional way Interpersonal skills Body Language When speaking to somebody its important to stand straight with your hands either side of you, this is because firstly standing with a straight back will allow you to speak loudly and clearly and will make you look confident which shows you know what you are talking about. Secondly if you keep your hands either side of you it is more professional than keeping them in your pocket and fidgeting. Active engagement It’s important to be actively engage in the conversation by showing eye contact and nodding. This will show that you are interested as if you show you are bored it will impact the other person’s communication and they may not want to interact with you again.

Wednesday, October 23, 2019

Operational Analysis and Effectiveness Essay

Competition in a corporate world is becoming intense. That is why strategic plans for a business in order to advance from competitors should be given proper attention in a business. Operational Performance is one of the important areas in management that needs to be taken focus in a company. It is a complex task in handling the operations of the business. In a manufacturing company, the performance of its facilities can be measured through various parameters, considering the external constraints of the market and defining it to follow its strategy and vision. Performance is all about capability; it is about the future. In any business, operational performance is an important issue. In needs to be measured The focus of achieving results on useful products and services for customers inside and outside the organization is the major contribution of performance management. It emphasizes the objective not only implementing strategic plans but doing them in the most effective way as possible. (McNamara, 2007) The first thing that comes to our mind when we hear this term is the performance in terms of the manpower or basically, the performance of employees. However, performance management refers to the areas where man is involved. First, it focused on the organization. The different activities in a department are involved such as computer support, administration, sales, etc. , the processes that concerns the billing, budgeting, product development, financial management and other), the programs for employees such as implementation of new policies and procedures to provide safe workplace and training programs, the products or services to internal or external customers, the projects (automating the billing process, moving to a new building, etc. ) and the teams or groups organized to accomplish a result for internal or external customers. Critical outcomes and Its Cost In this field of management, there are several activities that can be problematic. These areas have huge impact on the whole system. Costs are involved direct or indirectly. The key areas for measurement that should be considered are the profitability, market performance, resource utilization and people performance. (Wright & Race, 2004) Other matters such as score cards, statistical process control and benchmarking. When performance reviews fail, performance management often conflicts with relationship management. Negative feedback doesn’t motivate; ignoring the subjective element in reviews undermines employee attitudes. (Simmons, 2003) Performance reviews often conflict with relationship management. Negative feedback doesn’t motivate, and ignoring subjective elements in reviews can undermine employee attitudes. In fact, Simmons says this primary tool designed to improve performance can, and often does, create the opposite of the desired and intended result. Instead, she suggests an alternative review system that takes into account the important emotional aspects. (Simmons, 2003) The core assumption of most performance reviews is that if you clarify the gap between current performance and desired performance that will drive improved performance. However, that’s not the case. Instead, reviews tend to amplify the quality of the personal relationship between boss and employee. (Simmons, 2003) Measurements are significant to provide analysis to a certain area that to be studied. These will give valid conclusions on the subject. It is important to find improvements and effectiveness of the activities. Design and Implementation of a Performance Measurement System The main reason for constructing a measurement system for the case organisation was to obtain a tool for developing the organisation. The purpose of the measurement system was to improve the circumstances and the organisation’s employees. In addition, the measurement system was designed for guiding the implementation of the strategy. While designing and implementing the performance measurement system, the special characteristics were taken into account. (Mettanen) In an operational unit, individual approach emphasizes on individual performance appraisal, goal setting, and feedback. Performance appraisal has been a subject of much interest to HRM researchers. Literally hundreds of articles have been written on the subject over the past few decades. Most of this effort has been devoted to characteristics of instruments and raters, with underlying goals to eliminate errors of bias, better understand performance-related information processing, and ultimately to improve rating accuracy. Research on performance management has included other individually-focused phenomena that may occur before, during, and after appraisal. These include planning processes and interventions designed to maintain or improve performance. For example, individual feedback and goal setting have both received much acclaim as ways to manage task performance. Characteristics including the specificity of feedback and the extent to which it includes both behaviours and outcomes, and the degree of goal difficulty have been especially associated with higher performance (Chhokar and Wallin, 1984; Kim, 1984; Locke et al. , 1981). The interconnectedness of goal setting and feedback has also been discussed. Tolchinsky and King (1980) and Bandura and Cervone (1986) proposed that the effect of feedback depends on the beliefs that such feedback generate and, specifically, on the goals that are set in response to feedback. A TQM-compatible Approach Under this approach, the activities are on direct supervision. Their reasoning was largely based on the problems discussed above and the degree of system contribution to variance in work performance. A system-oriented approach would be primarily oriented towards improving processes which affect the performance of all individuals within the system. For example, in a production area, workflow or other technological processes might be evaluated and then improved in such a way as to enhance the performance of an overall work unit. Forms of performance management which attempt to link individual- and unit level performance are consistent with a system-oriented approach and TQM philosophies. Such a linkage may be accomplished in two ways. First, in line with the work of TQM proponents performance management may focus on ways to evaluate and improve the work system. In essence, this involves an identification of the internal or external customers associated with a work unit and measures to determine the extent to which customers’ needs are being met. Group-level involvement is attained so that co-workers and management work together to determine potential chronic problems which may be causing performance variance within the system and low levels of performance in relation to customer needs. A second mechanism for linking individual- and unit-level performance is to focus performance management largely at the unit level in terms of appraisal and rewards. This would be in contrast to the more common existing practice of making fine distinctions among individuals when appraising and rewarding . Individual efforts in organizations must increasingly be integrated in a total group effort and output. This idea leads to conclude that the natural unit of analysis for appraisal in organizations should be the group rather than the individual. Although group level assessment raises potential problems associated with social loafing demonstrated how having group-level goals causes individuals to accept more difficult goals for themselves. Matsui et al. oncluded that by having group goals, members develop a sense of shared responsibility for the attainment of their individual goals. It was showed how membership in quality circles could increase the commitment and productivity of individual members. had argued earlier that the group could be used as a â€Å"medium of change† to ensure the control of individual behavior and performance. (Waldman) Corporate Performance Management methods intend to provide improved. Roles of Operations Manager The operations manager is in charge of the supervision of the operations within the system. First, there must be qualifications for the said job. Operations manager should develop strong analytical skills and a logical approach to problem solving. It is advisable for them to take additional courses in statistics and computer systems. The operations manager is in charge of a more technical side of business so he should know how to handle multiple situations and problems. And also he must be able to communicate with different types of people in various functional areas for him to implement his plans effectively on his subordinates. If he aims to reach the highest levels of operations management he must acquire a master’s degree (MBA). According to a survey to general managers at large, global business firms conducted by (Reilly & Reilly, 2002) , the performance system on their company can be described as the company strategy includes measurable goals that the company is trying to achieve ,the performance measures collected and communicated in the organization are useful to managers in running the business ,managers understand how effective measurement provides key support in the pursuit of corporate goals, an understanding of the consequences of performance results is communicated and understood and the current measurement system encourages behavior that is good for the organization. The methodology used to gather information on managers’ feeling about their performance measurement systems is a questionnaire administered to attendees of various executive education courses at the University of Michigan Business School. Respondents are mostly general managers at large, global business firms. Almost half come from countries other than the United States. The number, form and content of the questions have varied somewhat over the years, but the following conclusions represent a reasonable consolidation of the results. (Reilly & Reilly, 2002) Responding managers most strongly agreed with the following descriptions of their performance measurement systems as the company strategy includes measurable goals that the company is trying to achieve, the performance measures collected and communicated in the organization are useful to managers in running the business, managers understand how effective measurement provides key support in the pursuit of corporate goals, an understanding of the consequences of performance results is communicated and understood, the current measurement system encourages behavior that is good for the organization Survey respondents tend to agree strongly with the most general kinds of statements about performance measurement. Measures are seen as supportive of the business strategy. Managers are positive about the firms’ efforts to communicate measurement results, analysis and significance. They view measurement systems as an important contributing factor to the success of the firm. Responding managers most strongly disagreed with the following descriptions of their performance measurement systems as the complexity of the business is fully reflected in the detail and structure of the measurement system, the company understands and measures the specific aspects of value it creates for customers, investors, employees, suppliers, and other key stakeholders, the measurement system helps managers understand the interrelationships among business activities across all parts of the business, managers at all levels of the business measure and understand the extent to which their process activities contribute to creating value for stakeholders, performance standards are to a large extent determined from a comparison to external sources such as other divisions, competitors, or unrelated, world-class, benchmark companies. As managers get into thinking about their systems in greater detail, they become more negative about their performance measurement systems. They do not think their systems fully capture the complexities and subtleties of the operation of the firm. Interrelationships among measures are not made sufficiently explicit. The â€Å"line of sight† between measures of operating activities and the value-creation results for corporate stakeholders is unclear. Standards for measures are not externally-driven benchmarks. While managers are generally satisfied with the measurement culture, level of measurement understanding, and communication of measures and their consequences, they are less enthusiastic about the structure, content, and connectivity of their measurement systems. Why might this be the case? Three reasons stand out. First, managers support the concept of performance measurement because their experience has shown it to be a positive force in helping to achieve corporate success. The more one knows about measurement, the more open that person is in communicating results, and the more positive a person is about the role of measurement, the greater the chances of achieving the desired business outcomes. Ignorance, secrecy, and negativism regarding measurement are a sure recipe for failure. Second, managers who use measures on a regular basis understand the difficulties inherent in the performance measurement process. Sometimes, the thing being measured and the measure itself are one and the same. Cycle Time, Number of Units Produced, Number of Errors are examples. More often, measures are an imperfect specification of the underlying idea. Return on Assets is meant to comment on the efficiency of the use of capital, but assets are measured using the principles of accrual accounting and are thereby measured by historical cost, or perhaps, not at all. Third, managers know the shortcomings of their own systems. They are aware of the distortions that can be introduced through cost and asset allocations. They know there is a tendency to measure the things that are easy to measure, and to avoid measures that are more difficult. They have watched as others engage in activities that clearly hurt the firm but help a key measure, for example, avoiding value-creating investment because it would drive down Economic Value Added in the current period. Please ensure that measures at the individual level aggregate upwards to the organization level. If the business wants to increase sales or reduce unsafe behavior (Reilly & Reilly, 2002) Improving Performance Measurement Systems It is an indicator of how the business is operating. The key to improved performance measurement is the development of integrated performance measurement systems. Integrated systems are constructed around a unifying theme such as business strategy or value creation, and are concerned with measuring the critical aspects of the structure that links the activities of people and processes in the firm to the intended outcomes for the company’s stakeholders. Integrated systems embody the quality concerns of production, the customer satisfaction focus of sales and marketing, and the monetary discipline of accounting, among other corporate sub-systems. They use measures denominated by money, units, time, feelings and other expressions of actions and results. But they present all these dimensions as parts of a single, overall representation of all aspects of company activity. When there is need for a sub-system, measures are taken from the whole and applied to the part. Measures used in pay-for-performance schemes are selected from the complete structure in recognition of their ability to drive the desired behaviors and outcomes, and will probably be different for different parts of the company. Measures selected to represent the performance of a unit of the organization reflect the unit’s performance, the linkages between the unit and other organizational units, and the linkage between the unit and the firm as a whole. (Kaplan & Norton, 1992) The sophisticated structure of integrated performance measurement systems is highly beneficial to management, but it does not eliminate some of the basic difficulties of performance measurement. There is still the unavoidable disconnect between our desire to know the future and our ability to measure only in the past or present. Some of the things we measure today may have the power to give insight into the future, but future outcomes per se cannot be measured. It must also be recognized that businesses are highly complex organizations that offer far more opportunities for measurement than can effectively be employed by management. The challenge of reducing the required number of measures to a critical few will always be present. Finally, the relationships among measures denominated so differently defy mathematical representation. As a consequence, we must be satisfied with understanding rough approximations of the strength and direction of interactions among measures. (Kaplan & Norton, 1992) In spite of these difficulties, the benefits of measurement integration far outweigh the costs. A better measurement system helps align the actions of people in the organization to ensure they work together to accomplish the intended goals. A unified system facilitates the creation of a â€Å"single version of the truth†, which helps avoid conflicts and misunderstandings resulting from inconsistent data or inappropriate comparisons. Finally, an integrated system motivates individuals by conveying a sense of fairness and logic in the scorekeeping. Employees can seek to do their best knowing that the measurement system will accurately and impartially measure the contributions they make and the extent of their success.