Business and professional communication Essay Example | Topics and Well Written Essays - 1000 words

Business and professional communication - Essay Example awareness, ritual interpretation, level of likelihood that key differences will be put aside and the employee will assimilate into the culture of the organization, as well as a host of others. As such, this brief analysis essay will seek to lay out this author’s view, supported by key course concepts, with relation to how incorporation of organizational culture/assimilation is achieved. Firstly, as a way to understand the extent to which cultural assimilation will take place, the reader should consider the attitudes and belief systems that one brings with them into the process. No one would be foolish enough to argue that having a distinct belief system is a hindrance with regards to being able to accept a company culture and work to assimilate oneself into the mores and norms of this culture as a way to differentiate oneself into a useful and valuable employee; however, the fact of the matter is that certain belief systems are rather incompatible with the assimilation process (Beamer 1997). Although it is beyond the scope of this short essay to enumerate upon which belief systems are a retardant with respect to the individual being both willing and able to incorporate/assimilate into the mold that has been set forward by the organization in question, the fact remains that a type of open minded liberalism is required to allow the individual to accept the constraint s that the organization may lay upon them and work to incorporate these as long as they do not violate any of the laws of universal ethics and/or morality. One of the premier determinants that should be discussed with relation to an employee seeking to assimilate himself/herself into the given company/organizational culture is the fact that there are key different between culture/rituals/and policies. Oftentimes, due to a liberal use of vocabulary terms, these three are coalesced into a singular idea; however, this could not be further from the truth. In fact, the company culture is merely a

Requirements Of Managers In Contemporary Business Practices Management Essay

Requirements Of Managers In Contemporary Business Practices Management Essay Topic: Imagine there is a proposed merger between a Chinese company and a South-African company. You are appointed to lead a team consisting of managers from both countries to examine any cultural problems linked to the proposed merger. Applying the work of Hofstede and Trompenaars, how close would the cultural fit be; and how might you seek to improve cultural understanding between the two groups of managers? Introduction In todays business environment, possessing management skills alone is no longer sufficient to be successful. Contemporary business practices require that managers have knowledge and experience regarding the differences between management and leading as well, and how both activities must be integrated for business success. With the importance of International Business environment is raising, understanding the host countrys culture can give managers a competitive advantage. The objective of this assignment is to examine any cultural problems linked to the proposed merger between Chinese Company and a South-African Company, by using Hofstedes dimensions of National culture, and then explore solutions which can improve cultural understanding between the two groups of managers. This assignment mainly has two parts; the first part will give out the cultural problems from two companys side; and the second part is going to find the solutions for the issues. Part One-Cultural Problems China -South Africa team-work As we may realize that the globalization of the world economy, on one hand, has created tremendous opportunities for global collaboration among different countries; on the other hand, however, it has also created a unique set of problems and issues relating to the effective management of partnerships with different cultures. With the increasing importance of the China market in the world economy, many businessmen rushed to enter China to explore business opportunities. Predominantly motivated by the quest for material inputs (oil and other primary commodities) required for its infrastructural investments and booming manufacturing sector, Chinese presence in Africa is rapidly growing (Song Li, 2004). The rapid growth and significance of enhanced Chinese participation in Africa has important implications while talking about cultural aspects. Hofstedes Cultural Dimensions on China and South Africa By applying Geert Hofstedes Cultural Dimensions, the culture difference between China and South-Africa has been displayed in the below charts. Five factors have been discussed on Hofstedes Cultural Dimensions (Hofstede, 1997) Power Distance Index (PDI) that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. Individualism (IDV), on the one side versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. Masculinity (MAS), versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. Uncertainty Avoidance Index (UAI) which deals with a societys tolerance for uncertainty and ambiguity; it ultimately refers to mans search for Truth. Long-Term Orientation (LTO) which versus short-term orientation. According to Hofstedes Value Dimensions on China (See below chart), it can be concluded that China has a comparatively high long-term orientation. This has a historical relationship with its economy. Commonly, most of Asian countries are belonging to the less developed / developing countries. Suffering bad times taught many Chinese people to think and act on a long-term basis. Prior to Chinas economic reform, the government ruled all strategies, supplies, and financial allocations. Leaders, under the contemporary definition, did not exist, because all organizations had to do was to make sure that the allocated quotas were fulfilled, and that the people assigned to them were cared for. The notion of leaders was fulfilled entirely by Confucian values, aligning allegiance to CEOs with allegiance to the government. However, in 1978, managers of state-owned companies were now responsible for corporate operations and profit-making. Example 1- China Source: Cultural Dimensions on China, 2009 Now looking at the figures of South Africa cultural dimensions, it is easy to find that the South Africa has a comparable high IDV and MAS, and its PDI and UAI are a little bit low. It means that people are tending to work individually and certain of social hierarchy exist which has much relation with its history. Example 2- South Africa Source: Cultural Dimensions on South Africa, 2009 Analysis on different cultural dimensions To clarify the differences between China and Africa, the student will focus on Hofstedes five cultural dimensions: power distance, individualism/collectivism, masculinity/femininity, and uncertainty avoidance and long-term/short-term orientation also called Confucian Dynamism(Hofstede, 1997). China and Africa differ greatly with regard to their economic systems, political systems, social values, and laws, despite the substantial changes that have occurred in China during recent years(McCoy, 2005). Some differences can be found according to Hofstede studies on culture differences. Power Distance China is centralized (though it has shown some tendency toward decentralized power) while Africa is relatively decentralized. In high power distance cultures, authority is inherent in ones position within a hierarchy. There are strong dependency relationships between parents and children, bosses and subordinates and a significant social distance between superior and subordinate. In low power distance or power tolerance cultures, individuals assess authority in view of its perceived rightness. Individualism The student notices in both cases that contrary to western countries which have a strong individualism, China and Africa have a strong collectivism. Individualism-collectivism refers to the relative importance of the interests of the individual versus the interests of the group. In collectivistic societies, the interests of the group take precedence over individual interests. People see themselves as part of in-groups and the in-groups look after them in exchange for their loyalty. In individualistic cultures, the interest of the individual takes precedence over the groups interest. Masculinity Africa has higher value than China in masculinity, which indicates that Africa is medium masculinity while China is medium femininity. Masculinity-femininity or goal orientation pertains to the extent to which traditional male orientations of ambition and achievement are emphasized over traditional female orientations of nurturance and interpersonal harmony (Song Li, 2004). Cultures differ on what motivates people to achieve different goals. Cultures of the aggressive goal behaviour type (masculinity) value material possessions, money, and assertiveness whereas cultures of the passive goal behaviour type (femininity) value social relevance, quality of life and welfare of others. Uncertainty Avoidance China and Africa have higher values for uncertainty avoidance the West. This shows that in both sides, people are relatively risk-avoiding while western people are relatively risk-taking. Uncertainty avoidance captures the degree to which individuals in a culture feel threatened by ambiguous, uncertain, or new situations. Cultures are characterized as either high or low on uncertainty avoidance. Whereas low uncertainty avoidance cultures prefer positive response to change and new opportunities, high uncertainty avoidance cultures prefer structure and consistent routine. Long/Short-term Orientation Africa has a short-term orientation while China has a long-term orientation. Also called Confucian dynamism, this last dimension assesses a societys capacity for patience and delayed gratification. Long-term oriented cultures (China and Hong Kong) tend to save more money and exhibit more patience in reaping the results of their actions. Short-term oriented cultures (African countries) want to maximize the present rewards and are relatively less prone to saving or anticipating long term rewards. It has been widely accepted that cultural differences greatly affect human thinking and behaviour and thus business organizations in which people interact on the basis of shared values. Management is embedded in a wider societal setting, and is heavily influenced by local historical and cultural norms (DiMaggio and Powell, 2003). The significant differences between Africa and China seem to affect some aspects of their business management practice. Part two-Solutions Cultural Differences in business Strategies Because entrepreneurs mature within a societal context, their attitudes toward cooperation are likely to be influenced by the underlying values of their society (Weaver, 2000). As discussed above, Africa and China have a strong collectivism. People depend more on groups or institutions to determine what they should do and emphasize loyalty to the group. They are more likely to cooperate with others to avoid risks and reduce responsibilities. However due to the medium masculinity, Africans sometimes are reluctant to cooperate because their masculine culture view cooperation in general as a sign of weakness and place a high value on independence and control. In the process of cooperation, Chinese tend to pay more attention to relationships. The student has to mention the term Guanxi which in English means relation or connection is at the centre of businesses in China. In Weavers studies (2000), the student found that entrepreneurs from societies that are masculine and individualistic h ave a lower appreciation for cooperative strategies as compared to entrepreneurs from societies that are feminine and collectivist in nature. Cultural Differences in Conflict Management In order to solve conflicts, Chinese and Africans have different ways. For Chinese where harmony and personal relationship are very important, they dont like open conflict; therefore they use indirect ways to work out problems. Anytime there is conflict, they use the authority to end up with it or settle things in private. Negotiation and compromise are determinant for them in this case. Contrary to them, Africans managers like Europeans or Americans, will directly confront problems and bring them out in the open (Richmond and Gestrin, 2008). To resolve problems, everybody is involved in order to bring rational arguments and ideas to suggest solutions. We can notice that Chinese avoid this method because for them that will create disagreement which is very undesirable. African managers are reluctant to devote their time and efforts together in solving business conflicts. Other peoples help is needed. In contrast, according to Bond (2001), the strong collective orientation and uncerta inty avoidance values in China encourage Chinese managers to use indirect forms of influence that involve the assistance of a third party. Indirect forms are used by Chinese managers to deal with a difficult or controversial request. In this way, they avoid losing face or damaging guanxi. Cultural Differences in Decision-making Risk-taking/Risk-avoiding Chinese and African managers differ from in the attitudes toward risks when they make decisions for their different values in uncertainty avoidance. Chinese managers with a high uncertainty-avoidance have a lack adventurous spirit and the sense of risks. Immediate decisions which make them lose the opportunity to compete in a market are avoided in the case they feel the circumstance is uncertain. Most of the time, they want to be safe by taking less risky decisions. For African managers, it is almost the same. Middle and lower level supervisors are less willing to make decisions without deference to superiors. The result is that decision-making takes much longer than anticipated and requires more input from players at various social and professional levels. Uncertainty Avoidance measures for Africa indicate low risk taking and a resistance to change which can further delay projects which encounter problems mid-cycle. Levels of Participation in Decision-making The decision-making process involves making sense of ambiguity and taking risks (Jackson, 2003).The decision maker is working on the information available about what has already happened, what is assumed to have happened or is happening. The second aspect is future oriented (Brady, 2000). A risk is being taken because one is applying a perspective based on knowledge of the past, and projecting this to what might happen in the future if a certain course of action is followed. Chinese managers or African managers have different level of participation in decision- making. In China, decisions are participatory. Employees accept decisions handed down by their supervisors. Because of their unquestioning attitudes towards their supervisors, they resist participation in decision-making. In Africa, managers make individual decisions. They dont consult with others but can defer to their supervisors. They value personal equality. To summarize, the student can say that Chinese managers adopt the no participatory approach to decision-making. The decisions come from the higher superiors to the subordinates. However, since the reforms in China, things are changing. More and more, participatory decision-making is starting to be used in a certain number of companies. Cultural Differences in Work-group Characteristics The first difference about the work-group characteristics is the concept of brotherhood, network, family feeling which is at the heart of all Chinese interactions. In African business style which is quasi the western business style, managers focus on the deal, the possibilities, the risks and so on. There is less focus on the people they are doing business with. They may encourage their group members to learn from each other, to focus on task rather than on social and interpersonal relations, and to build the confidence required for superior performance. They make difference between personal relationship and work. In China, it is the opposite. Chinese managers may initially focus more effort on building social and interpersonal relations (Guanxi) before entering into business or contractual relationship. They would like to spend time developing and maintaining guanxi during the process of interaction and consider it as a prerequisite to do business. A good deal of time is spent exploring peoples characters. People want to know your background, your family situation, your likes and dislikes. A good deal of business is conducted in banqueting halls. Chinese believe a persons true character comes out during these moments. The only purpose during these meetings is to see a persons other side, the human side. If they are comfortable with you, and if they think they can trust you, that you can be invited to join the family, you and your business are made. Chinese managers are not interested in short term; they want long, life-long business relations. However, as the economy has become increasingly marketized, privatized and competitive, the value and effectiveness of the Guanxi system has greatly deteriorated. In industries that have been substantially deregulated or privatized, or where there is vigorous competition, business is business, and Guanxi has been neutralized or marginalized. Relationships or connections now resemble that which we find elsewhere. Cultural Differences in Motivation Systems In business contexts, the motivations of employees, partners, superiors, social associates, and members of a society spring from cultural values, or what people think is important. In order to understand how to do business with members of another culture, it is necessary to understand what motivates them, to know where to begin and what you need to cover all necessary bases. According to Aguinis (2002), employees can be rewarded according to their performance, equally, or based on their needs. In general, the equity principle is common in individualistic cultures while the equality principle is widely used in collectivistic cultures. Pay for performance and pay equity are the two main differences in motivation systems. From the 1950s until the 1980s, every aspect of Chinas economic activity was planned, controlled and operated by the government (Helen, D. 2008). There was no private ownership of any property or asset, and, consequently, no profit motive for individuals or enterprises. The government would allocate everyone a pre-defined slice of the big pie. If anyone wanted more than what was allocated to him/her, it meant circumventing that system and getting someone in that allocation chain to provide a special favour. People were obliged to sacrifice their individual interests for those of the society. Cooperation, interdependence, group goals that create group harmony are applied in China. The sense of belonging and devoting to the group are important for Chinese people. Focusing on the view that ones success is mainly based on group work; they believe that one cannot claim the reward just for oneself. Contrary to what some Chinese researchers argued on this part, the student can say while setting salaries Chinese managers will not pay more attention to the working experience and academic qualifications of employees. In that case, the equality principle is reflected in the motivation system. For African managers, individual achievement is important. They are expected to achieve success only by their individual efforts. Value competition, achievement and personal goals are their main motivations in order to have plans to recognize their individual contributions. Their success relies on their own efforts. Talents and work performance of the employees will be considered by their superiors for salary increases and promotion. Conclusion As a result, understanding other cultures is more important than ever. If we consider that people from the same economic, political, and cultural background have problems communicating effectively; we can appreciate the difficulties and challenges that people from diverse cultures face when trying to communicate. Misunderstandings will always be a part of cultural aspects. Companies need to think outside the proverbial box when formulating their business strategies and when collaborating and forming business partnerships. As sometimes companies move to do business in other countries, a greater sensitivity to culture will be required and an understanding of cultural realities should facilitate business transactions. Knowing another culture is a legitimate concern of businesses. More than that, it is essential. Those who make effort the effort to understand another culture gain knowledge about how to behave in that culture. Otherwise, if you know what people value and understand their attitudes, you wont unintentionally do something that offends and diminishes your chances for business success. In todays global businesses context, the winners are not those who study the markets they deal with even if its important but those who study people they deal with.

Drones: Unmanned Aerial Vehicles Essay -- UAVs Technology Essays

Like much of today’s technology, Unmanned Aerial Vehicles attribute their creation to the military. The idea of using unmanned aircraft has long been a dream for the military -- scouting planes without any casualties to report should something go wrong, air strikes with only time and money to lose, and the ability to wage war without losing a single life. Well the third one may perhaps not be realistic – as Afghanistan has shown, lack of ground troops leaves certain entities unchecked.1 However, it may be argued that â€Å"they represent a significant step toward the eventual automation of the battlefield—one in which teleoperated or robotic systems replace many soldiers.†2 Either way, these machines do create a less expensive and more dispensable alternative to conventional air battles. This creates obvious moral issues, as the country with such technology is no longer as tentative to engage in armed combat. UAVs can do many things that conventional aircraft cannot. As Steven Ashley puts it, â€Å"’Traditional’ aircraft—fast photo/ reconnaissance fighters, high-flying U-2s, and sensor-laden patrol planes—nor the classified orbital spy satellites can do the job of the simple, prop-driven unmanned aerial vehicles.†3 These advantages, coupled with their low expense, place them in great demand. As Ronald R. Fogelman (U.S. Air Force Chief of Staff) states, â€Å"We are now impressed by the convergence of technological advances in computers, flight controls, lightweight materials, advanced electric motors, and communications packages that will make modern UAVs extremely effective.†4 UAVs are not only to be used for such questionable moral circumstances as war; these vehicles can provide a plethora of services in the commercial market. H... ...chanical Engineering 125 (2003): 11. 52 Steven Ashley, â€Å"Robot Spy Planes Peer Over the Horizon,† Mechanical Engineering 118 (1996): 91. 53 Brian P. Tice, â€Å"Unmanned Aerial Vehicles,† Airpower Journal 5 (1991): 48. Works Cited Max Boot, â€Å"The New American Way of War,† Foreign Affairs 82 (2003): 41. Brian P. Tice, â€Å"Unmanned Aerial Vehicles,† Airpower Journal 5 (1991): 41. Christopher M. Centner, â€Å"Consigning Air Bases to the Dustbin of History,† Airpower Journal 12 (1998): 100. John Degaspari, â€Å"Flying Blind,† Mechanical Engineering 125 (2003): 10. Steven Ashley, â€Å"Robot Spy Planes Peer Over the Horizon,† Mechanical Engineering 118 (1996): 84. Tom Clarke, â€Å"Flying Free,† Nature 417 (2002): 582. http://www.fas.org/irp/program/collect/uav.htm = info http://uav.wff.nasa.gov/ = info http://www.twofaces.net/newpage/1337hum1r/ = background

Management and corporate social responsibility Essay

Corporate social responsibility is a significant issue in the current business environment. There is now a significant shift in businesses to become recognized as being socially responsible whilst achieving the primary business objective of profit maximization. Business now strive particularly to reach the triple bottom line as a key objective as it incorporates; people planet and profit objectives. Corporate social responsibility is often difficult to define, as there are many different definitions and understandings amongst academics and professionals. However corporate social responsibility can broadly be defined as a ‘‘concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis’’ (Falkenberg and Bruns? l 2012). The relationship between socially responsible business actions and profit maximization is generally mixed and controversial. Generally the view is that in order for a business to undertake socially responsible practices there is often increased financial and non-financial costs in order to ensure this and thus leading to decreased profits in the short term. However it is also evident that socially responsible business actions and strong relationships with business stakeholders may lead to significant long-term profit maximization. Corporate social responsibility is now an essential factor within business management. A firm’s corporate social responsibility must be evident throughout all its business functions, in which the ethics and values of the business must align to meet all stakeholder expectations. Including social, environmental and ethical factors of business. In the article â€Å"Is harm reduction profitable? An analytical framework for corporate social responsibility based on an epidemic model of addictive consumption† (Massin 2012) the corporate social responsibility of firms in the industry of addictive substances, most noteworthy, gambling, cigarettes, and alcohol. There is a significant paradox in relation to producers within these industries and their socially responsible claims. â€Å"These firms claim to be socially responsible while marketing a product clearly identified and harmful† (Massin 2012). The paper generally focuses on the substances of alcohol, cigarettes and gambling, as it is these products â€Å"whose consumption shares the dual characteristic of being at risk of leading the users to gradually lose control over their consumption and of generating health and social damage. † (Massin 2012) thus highlighting the contradiction of the producer’s claims of being socially responsible whilst selling these highly addictive products. Within the industries of addictive goods firms cannot be completely socially responsible, as this would involve the removal of these products from the market. Thus highlighting the inability for producers of addictive products to achieve corporate social responsibility. Therefore illustrating the inability of firms in these industries to be socially responsible whilst still achieving the primary business goal of profit maximization. Corporate social responsibility involves business firms aligning their values with those of their stakeholders. There are many significant stakeholders of business, including shareholders, managers, employees and society. Another significant business stakeholder is that of the environment. A socially responsible business is viewed to have open and accountable business actions based on respect for the community, society and the broader environment, and not just legal regulations. This therefore means a socially responsible business ensures it takes into account environmental stability and sustainability. In the article â€Å"Environmental corporate social responsibility and financial performance disentangling direct and indirect effects† (Loiui, Sharma 2012) the link between environmental social responsibility and financial performance has been established. The increasing environmental awareness has lead to increased firm research and development and hence has established new technologies and production processes (Loiui, Sharma 2012). This increases research and development and implementation of new technologies and production processes generally leads to significant short-term business costs in the implementation and change within the business. However, the implementation of socially responsible business behavior leading to environmental sustainability creates significant long-term profit opportunities through increased waste reduction, lower business consumption and also increase brand image in the eyes of consumers. This linkage between socially responsible business actions, involving environmentally friendly processes and the ability to maximize profit highlights the ability for firms to uphold socially responsible business actions whilst also being able to achieve financial objectives and profit maximization. Corporate social responsibility is viewed as an essential business function in today’s business environment. However, corporate social responsibility is widely viewed as a violation of a businesses financial performance and the opportunity for business profit maximization. Corporate social responsibility is seen to have many disadvantages that hinder and impede the fundamental business goal of profitability. This concept is further explored in the paper â€Å"the casual effect of corporate governance on corporate social responsibility† (Maretno and Harjoto 2012). In which it is highlighted that there are three alternatives to the relationship between corporate social responsibility and a firm’s corporate financial performance. These three theories identify the variable relationships between socially responsible business actions and financial performance. One of the alternatives illustrates the constraint corporate social responsibility imposes on the primary business goals of profitability. It is stated that socially responsible business actions are viewed as â€Å"costly activities and a waste of scarce resources, and therefore have an adverse impact on firm value† (Maretno and Harjoto 2012). Corporate social responsibility is often viewed as a costly procedure for businesses to undertake. However, this cost of corporate social responsibility is not only financial but also involves costs associated with time, resources and labour, furthermore contributing to the overall financial inefficiency and disadvantages associated with corporate social responsibility. The impeding financial and non financial costs of the implementation of corporate social responsibility create significant hindrances to a businesses’ ability to maximize profits and thus, highlights the difficulty in relation to being socially responsible whilst also satisfying the primary business goal of profit maximization. Although corporate social responsibility is seen to violate profits, it is also believed that firms that conduct socially responsible business actions may reap financial gain and profit maximization. A company’s business action in relation to corporate social responsibility generally has significant influence on the attitudes of non-investing stakeholders and the general society. In the article â€Å"the casual effect of corporate governance on corporate social responsibility† (Maretno and Harjoto 2012) Maretno and Harjoto explain CSR as a â€Å"conflict resolution hypothesis†, in which corporate social responsibility is used as a conflict resolution tool between the firm and they’re non-investing stakeholders (Maretno and Harjoto 2012). Soana’s paper â€Å"the relationship between corporate social performance and corporate financial performance in the banking sector† (Soana 2011) further more identifies the positive link between both corporate social responsibility and financial performance and profitability. Corporate social responsibility is seen to give firms â€Å"competitive advantage† and may also be seen as a â€Å"safeguard of corporate reputation†(Soana 2011). The use of corporate social responsibility as a conflict resolution tool and a safeguard for unpredictability creates significant opportunity for strong financial performance within the firm, due to its creation of several strategic advantages for business, such as the enhanced and harmonious business environments as well as enhanced public image and greater brand value. These factors greatly contribute to the financial performance of the firm and thus if corporate social responsibility is achieved there are significant opportunities for profit maximization. Therefore illustrating the ability of firms to uphold socially responsible actions and corporate social responsibility, whilst still retaining the ability to achieve the primary business goal of profit maximization. Corporate social responsibility has a paramount influence on businesses in the current business environment. Corporate social responsibility consists of open and accountable business actions in order to align the firm’s values with those of their stakeholders. Businesses are now becoming more concerned with the demands of corporate social responsibility, whilst still trying to achieve the fundamental business goal of profit maximization. There is many challenges associated whilst trying to achieve the business objectives of corporate social responsibility and profit maximization simultaneously. Corporate social responsibility generally is associated with increased business costs, including those of time, misuse of resources and monetary costs. However, it has also become evident that socially responsible business actions may lead to long-term financial gains for business as well as greater stakeholder reputation, brand perception and efficiency, ultimately leading to the maximization of business profits. References Falkenberg, J. and Brunsael, P. (2012) corporate social responsibility: a strategic advantage or a strategic necessity?. Journal of business ethics, 99 p. 9-16. [Accessed: 24th April 2013]. Lioui, A. and Sharma, Z. (2012) Environmental corporate social responsibility and financial performance: Disentangling direct and indirect effects. Ecological economics, 78 p. 100-111. [Accessed: 24th April 2013]. Maretno, H. and Harjoto, A. (2012) The casual effect of corporate governance con corporate social responsibility. Journal of Business ethics, 106 p. 53-72. [Accessed: 20th April 2013]. Massin, S. (2012) Is harm reduction profitable? an analytical framework for corporate social responsibility based on an epidemic model of addictive consumption. Social Science and medicine, 74 p. 1856-1863. [Accessed: 24th april 2013]. Soana, M. (2011) The relationship between corporate social performance and corporate financial performance in the banking sector. Journal of business ethics, 104 p. 133-148. [Accessed: 24th April 2013].

Health and Wellness in the Workplace Essay

Thesis Statement: Health and Wellness programs in a workplace can benefit employees by helping them manage their physical and emotional health, reduce stress and provide a reward system program in the workplace. I. Introduction. II. Provide Nutrition Programs A. Manage employees physical & emotional health 1. Provide different seminars to manage different health issues. 2. Create a program that fits your employees concerns in the work environment. III. Promotes employee’s perfect attendance A. Prevent employee’s absenteeism 1. By providing random wellness check 2. Reward employees for perfect attendance in the wellness programs IV. Reduce Stress in Workplace A. Provide breaks to help employees reduce stress 1. Start a group during 15 minutes break to walk 2. Provide a massage therapist once every two weeks to give 15 minutes massages to relief stress. 3. Give a stress management seminar for nutrition and excerising. V. Reward System in the workplace to accomplish Goals A. Provide a reward program to lose weight and stay healthily 1. A support system for employees by offering extra days off for doing the programs. 2. Create a bonus program for employees for reaching health goals. VI. Conclusion. Resources By: Alden, Sharyn, Regroup, Recharge, Credit Union Magazine, Jul 2007, Vol. 73 Issue 7, p 30-35, 6p; Abstract By: Bulk Tran Sporter, Tax credits proposed for employee wellness, Nov. 2007, Vol. 70, Issue 5, p12-12, 1/2p; Abstract By: Shepherd, Leah Carlson, More time to smell the†¦