An inevitable task of being social Essay Example | Topics and Well Written Essays - 1000 words

An inevitable task of being social - Essay Example When I had to mingle and put up with these new people, I felt kind of exasperated. I knew it was something that I had to do, but I would rather have gone off with people that I knew and were familiar with. Due to these thoughts running through my head, I knew that I was a little less than friendly towards those that were trying to make acquaintances. Some of the people that I meet are a little too overenthusiastic, and it quickly becomes unbearable to spend more than enough time with them. This event sticks in my mind because I know that I did not make a good first impression with everyone and I still feel guilty about that. I am not comfortable with dealing with so many people at one given time, and I know that this showed during that specific moment. I did not feel too positive about the outcome of what took place; on the contrary, the events of the day kept coming back to mind, making me feel increasingly uncomfortable about the whole ordeal. Though this was in regards to how I ac ted, and not about the fact that I do not always like mass social situations. I always feel that there is one person too many, and it is that person that will test my nerves the most. After all had been said and poorly done, I took the time to fully consider the situation I had repeatedly put myself in that day. The bad aspects of the day had involved my negative attitude towards those that had taken to me with a more positive approach; my less-than-polite responses did very little to help how others viewed me.

Persuasive speech on child sex abuse Essay Example | Topics and Well Written Essays - 750 words

Persuasive speech on child sex abuse - Essay Example The immediate impact could be adverse, but in the long run, the future of these children is put into test especially the kind of adult people they become. III. National Child Abuse and Neglect Data System (NCANDS) in 2007 reported that of all the cases confirmed or substantiated as either child neglect or abuse, 9.3 percent of them were related to sexual abuse (â€Å"The national centre for victims of crime† web). These figures translated to a total of 83,800 victims in that year alone. This is a worrying trend in the modern world, despite reports indicating of a declining trend in this problem. This number represents a high number of children who have to suffer for no cause under the arms of people who are supposed to be offering them protection and love. Such reality should raise alarm to all of us since at one particular time we will be parents in case we are not are already. None of us I am sure would want their children to suffer sexual abuse or molestation. IV. Thesis Statement: due to the numerous negative effects associated with child abuse, there is needed to implement laws that will ensure that children are treated properly without worry. First I will discuss the effects of child sexual abuse, followed by proposed solutions to the problem, which would be focused on promoting good treatment among the children. Finally, I will share on the various benefits associated with adopting laws meant to oversee proper treatment of children in the society. I. Disturbing figures indicate that 1.6% or 16 out of every one thousand children suffer from rape cases, as reported by the Bureau of Justice Statics report. Annually, close to 16% of the youth in the United States are sexually abused. Results from different studies in 1986, 2000, 2002 and 2005 reveals similar results that 63% of women who had suffered sexual abuse by a family member also reported to have been

Art Museums: Issues in Profits, Acquisition and Ethics

Art Museums: Issues in Profits, Acquisition and Ethics Acquisition, Ethics, and Profit in the Art World What happens in the art world affects all parts of it, from the most well endowed museum to the myriad lesser-known and unknown galleries that try to eke out a living. This paper will examine the ways in which museums have weathered the vagaries of the market over the past few decades, including not-for-profit institutions as well as the for-profit sector, including the gray area in which the two—rarely—meet. The unifying factor, as this paper will show, is the reputation of the institution. The reputation of any building that houses works of art is a priceless commodity, whether it is a huge institution of international reputation, or a small but well-respected gallery with equally high standards of decorum and ethics. To maintain that reputation at all costs is of vital importance if an institution is to survive and remain a respected part of the art community. Ethics, Profit and Culture in Museums The role of museums in contemporary society has changed in the last several decades; still considered essential to society as both reflection and mirror, museums have found themselves floundering for financial support as never before. To continue to thrive—often just to survive—they have had to adapt to meet the new demands of a multicultural world, while at the same time maintaining their respected status. Traditionally seen as temples for the muses, todays museums are being challenged to be ethical for society and to build their reputation (Wood Rentschler, 2003). Traditionally, museums throughout the Western world have supported themselves in a variety of ways, most of which are dependent on cultural travel and funding sources. Admission receipts and gift-shop sales form part of their income. Donations from the government and from private and other funding sources supplement that. In recent years, however, cultural tourism rates have dropped, and additional funding from government and private sources has dwindled, leaving budgetary needs unmet. To stay afloat, museums have had to adapt and change with the times. They have done, and continue to do this, in a number of ways. Among these ways, unfortunately, have been activities that have raised eyebrows in the art world, and questions about acquisition, ethics, and profit have come to the fore. Importance of Reputation As institutions which house the priceless treasures and artifacts of our cultural pasts, museums are generally held in high regard. Among smaller galleries, there is also a hierarchy, primarily based on integrity and fair dealings with artists and with each other. For the larger institutions, though, in order to maintain this regard, they are expected to adhere to a higher standard. This expectation is so deeply ingrained that it seems at times a given: museums are considered bastions of artistic culture and historical identity. They are institutions which foster intellectual growth and which exercise discriminating taste and ethical behavior in building and maintaining their collections. Regardless of the exhibition or programme concepts, notes Edson, there are qualities and initiatives that are fundamental to museums, such as intellectual honesty, promotion of critical thinking, enhancement of open-mindedness and the sensitizing of visitors to the commonwealth of humankind (2001: p. 43). This is a tall order to uphold—and one which is under constant scrutiny. What happens when these hallowed institutions fall upon financial hardship? They adapt. The ways in which they adapt may change our preconceived notions of what a museum should be. For example, the concept of blockbuster exhibits in the eighties was considered unacceptable to some. This blatant advertising to sell art—in essence, sell culture, seemed a betrayal of the highest standards, a mockery of itself. It forced many to reconfigure commonly held notions about the institutions themselves. In his memoirs, art critic Richard Feigen echoes what many felt at the time: As museums began to commercialize, to adapt to 1970s inflation, exhibitions also veered away from an emphasis on scholarship toward a preoccupation with box office (2000: 137). The very words box office, in such close proximity to scholarship and museums, would have seemed quite jarring at the time. Yet, since then, we have grown more accustomed—albeit gradually—to the concept of art-for-profit. After all, someone has got to pay for the acquisitions and maintenance of cultural artifacts. If the funding is not forthcoming, museums have had to choose whether to close up their doors and die out like an obsolete breed, or to reinvent themselves in ways they deem acceptable. Having for the most part chosen the latter, museums have had to become more aggressive in pursuit of the funds necessary to at least survive, and hopefully to flourish. This has necessarily caused their patrons to reassess and re-evaluate as well. Just as museum definitions have changed, so too has our understanding of museum ethics explain Wood and Rentschler (2003). It has also forced us to understand the roles of the individuals who run these institutions, as Feigen concedes: In this new era of museology, he writes, a directors success has come to be measured by the crowds he attracts, the funds he raises, the buildings he builds, and how effectively he can dodge political cross fire (2000: 109). A major issue which has sprung from this process of adaptation is the need to maintain an impeccable reputation in the process. The last few decades have been a period of just that, as the concept of the museum—and the actual institutions themselves—have evolved to meet the needs of the people they serve: the patrons. Todays museums are called upon to offer an enhanced experience in an appropriately comfortable environment, one that instills a sense of cultural pride as well as challenge. In so doing, Edson writes: The museum by facilitating that experience serves the individual and the host community to the fullest extent of the concept of public service (Edson, 2001: p. 44). In order to do this, however, the reputation of the museum must remain intact; this means that decisions about affiliations with those outside the museum itself must be absolutely circumspect. And this, in recent years, is where museums have been coming under fire. The Staff The staff of a museum—from curators to custodians—forms the backbone of day-to-day operations. Considered in that light, the actions of staff members may be seen as a reflection on the museum itself. This is something that pertains to all levels of staffing. The security personnel who are responsible for safeguarding national treasures may not be accorded the highest prestige in society, but the importance of their roles should never be played down. A disturbance that distracts even a single security staff member from absolute vigilance can potentially set off a series of events that may lead to loss through damage or theft. And there are several known instances in which the roles of security personnel have been key in allowing unauthorised access to works of art: that they would willingly allow this is untenable, but not inexplicable. Monetary pressures mount, and outside influences can be very persuasive. Arts organisations cannot think that their people will be immune to these pressures assert Wood and Rentschler (2003). They advise that clearly stated ethical practices be a part of every organisation to avoid this very thing. They must be part of the training program, and they must be reviewed and reinforced on a regular basis to maintain both morale and loyalty. Failure to do so can have irrevocably damaging results: If temptation is not resisted, it can compromise the values for which the organisation stands and irrevocabl y damage the reputation that it may have worked for years to create (Wood Rentschler, 2003). These practices must apply to all levels of museum staff, not just those who can provide immediate access. What about those in positions further up in the hierarchy, who have just as much access as well as additional access and power? Their actions must at all times be in accordance with museum policy; in addition, they must adhere to the law—local, national, and international. This is particularly important when it comes to acquisition of properties whose histories may be questionable. To knowingly—or unknowingly—acquire stolen property is anathema, however authentic a piece may be. Any irregularities regarding provenance are a red flag, since a single lapse in judgment can cost a museum its cultural standing as well as its profitability. Alan Shestock, Director of the Museum of Fine Arts Boston, explains that museum curators are acquirers. . . . Most of us go into the profession because the desire to accumulate and bring together objects of quality is in our blood. We are personally and professionally devoted to adding to and improving our holdings . . . (Shestock, 1989: 97–98). This kind of passion, paired with the need to keep ones collection top-rate, can cause considerable angst. To know that a particular, highly coveted item is authentic is an exciting enough discovery for a museum professional. To know, furthermore, or to merely suspect, that its origins may be less-than-circumspect, means that this object cannot become a part of the museums holdings. This is not an easy thing to do. Explains Shestock: To consciously or intentionally turn down a highly desirable object we can afford to buy on the basis that we suspect that it might have been removed illegally from its country of origin—and also k nowing that it will end up in the collection of a rival institution or an unscrupulous private collector is a very hard thing to do (1989: 97–98). Edson and Dean point out several situations in which the circumstances may lead to ethically questionable behaviors. First, there are curators whose job responsibilities include researching and writing about the objects in their collections. Curators hired to research and interpret the collection in their care sometimes regard the notes and associated materials that result from this work as their personal property, regardless of the museums ownership of the actual collections objects (Edson Dean, 1994: p. 235). If the funding for this research is solely supplied by the institution, all rights would seem to revert to the museum. However, it is seldom this straightforward, as personal research may be involved as well. The situation becomes further complicated when international objects are involved, as there are several sets of law which much be adhered to in order to maintain high ethical standards. There are other, even more controversial situations, however, many of which result in unavoidable conflicts of interest. With whom should ones loyalty lie? According to Edson and Dean, in the case of curators, loyalty must be first to the institution; to avoid having to resolve the issue, they suggest judicious discrimination in selection of any extracurricular pastimes: activities that conflict with this loyalty or cause curators to favor outside or personal interests over those of their institutions must be avoided (1994: 232). What of gifts that are made directly to a museum professional? This can be confusing, since gifts can cover a range of services. A professional who would never under any circumstance accept a costly creation of artistic work may think nothing at all of accepting other favors, such as discounts. But these, too, must be avoided, and ultimately rejected. Finally, since it is commonly accepted that most individuals do not go into the arts for its lucrative remuneration, there may come times when it is necessary for museum personnel to supplement their incomes with additional paying work. This is particularly complex in cases in which higher-level museum professionals, such as curators, moonlight, or do additional evening or weekend work for pay. Such specialized types of work may bring them into contact with numerous opportunities for temptation, all of which are to be turned down to maintain propriety. Even a distant association with parties who are entangled with any kind of illegal trade can taint that professionals reputation, and therefore the museum itself. And cases like this are more common than most would like to admit—not to mention far-reaching: the illicit traffic in cultural property is, like narcotics, an international problem (Herscher, 1989: p. 118). Art for Profit In their article, Show Me the Monet, Steve Friess and Peter Plagens broach a subject which continues to be a point of contention in the art world. They discuss an agreement between the Museum of Fine Arts in Boston and the new Bellagio in Las Vegas, Nevada. According to the agreement, the Boston museum would lend a number of Monets to the Bellagio—for a fee. The tradition of extending loans to one another is long-standing among museums, large and small. The agreement to do so for cash, is less common. Among the loftier institutions, it is practically unheard of. Lending art works for set sums of money puts a new twist on the issue. In return for the loan of Monets, the Bellagio agreed to pay the Museum of Fine Arts a hefty some—at least one million dollars. The traditional cashless quid pro quo for lending art to other museums—OK, well lend you our Picasso if we can borrow your Matisse—had been augmented by lending fees (Friess and Plagens, 2004). This calls into question a number of issues, the most pressing of which seems to be, where does one draw the line? If items which are part of a museums permanent collection are accorded dollar values and made available for that price, can anyone with appropriate funds borrow them? What will this do to the reputations, not only of the museums that engage in this, but to the works of art themselves, and to the notion of cultural heritage in general? Ethics, Profit, and Culture in Dealership In a similar vein, private art dealers have had problems of a slightly different nature over the past few decades. Contemporary notions of an art dealer tend to be unkind. Less-than-savory deals, sly cash transactions, cagy tax evasion: these are what come to mind before the subject of art comes into focus. Art critic Peter Schjeldahl puts it succinctly in his article on art dealership in New York, in which he asserts that popular opinion sees the gallery owner as a stock figure of slinky charlatanry, or worse (2004). Because of this, it is with no small amount of glee that people welcome gossipy tidbits about high-society art dealers being brought down in shady, six-figure stings. People savor the cynical rush of discovering garden-variety greed behind a pose of lofty, intimidating sophistication notes Schjeldahl (2004). But, Schjeldahl points out, no matter what one thinks of an art dealers character, one thing remains constant: good taste. Without it, all the pretension means nothing. In addition, there is a hierarchy among the smaller circle of individual galleries that are also part of the art world. Judging by her record of accomplishment and her reputation in the art world, Marian Goodman seems to embody the highest of standards. First of all, when it comes to discrimination and taste, Goodman seems to have an abundance of both. The reputation of a dealer is of great importance in the art world, despite popular conceptions. Goodman, too, has had to weather the storms of changing times, just as larger, loftier museums have had to do, and she, too, has survived. Among her contemporaries, however, Goodman commands a high level of respect for refusing to follow trends and continuing to maintain her own exemplary standards. She employs what some see as old-fashioned standards in both her selection of gallery site and her selection of artists. For example, her gallery is still located in Manhattan, New York City, despite the mass exodus of galleries to outer boroughs of the metropolis. Furthermore, she has steadfastly remained in the pricier part of Manhattan, in the heart of the theatre district, in the mid-fifties. In his New Yorker article, art critic Peter Schjeldahl explains that Goodman could very easily save money and gain vastly more visibility by relocating to Chelsea . . . (2004, p. 36). However, Goodman refuses to budge, preferring instead the uniqueness of her own more expensive showplace to the identical hives of lower Manhattan. Of course, as a private dealer, she is free of the pressures of a committee of trustees and similar directives. Conclusion The art world is at once a seemingly small and insular community on the one hand, and a global community of vast proportions on the other. What happens in this world affects all parts of it, from the most well endowed museum to the lesser-known private galleries. This paper has attempted to examine how both the not-for-profit and for-profit sectors have managed to survive in the last several decades, adapting to best meet the needs of their patrons while maintaining the integrity and values they hold dear. One thing that is undeniable is reputation: To maintain that reputation at all costs is of vital importance if an institution is to survive and remain a respected part of the art community. Edson and Dean have noted that Objects communicate far beyond the walls of the museum in which they are housed. They influence the appreciation and appearance of objects of everyday use, and the level of respect and understanding for the personal and collective natural and cultural heritage of a people or nation (Edson, 1996, p. 7). The reputation of any building that houses works of art is a priceless commodity, whether it is a huge institution of international reputation, or a small but well-respected gallery with equally high standards of decorum and ethics. The slightest hint of a breach in ethical standards is enough to shake the very foundation of an institution; if the breach itself is, in fact, made known to be fact, it is highly unlikely that it will every regain its former stature, nor command the same level of respect. References Edson, Gary. 2001. Socioexhibitry as Popular Communication. Museum International: July 2001, Vol. 53, Iss. 3, pp. 40–44. Edson, Gary and Dean, David. 1994. The Handbook for Museums. London: Routledge. Feigen, Richard. 2000. Tales from the Art Crypt: The Painters, the Museums, the Curators, the Collectors, the Auctions, the Art. New York: Knopf. Friess, Steve, and Plagens, Peter. 2004. Show Me the Monet. Newsweek. New York, Vol. 143, Iss. 4, p. 60. Herscher, Ellen. 1989. International Control Efforts: Are There Any Good Solutions? In Messenger, P., ed. The Ethics of Collecting Cultural Property. Albuquerque, New Mexico: University of New Mexico Press, pp. 117–128. Messenger, Phyllis, ed. 1989. The Ethics of Collecting Cultural Property. Albuquerque, New Mexico: University of New Mexico Press. Schjeldahl, Peter. 2004. Dealership: Onward and Upward With the Arts. The New Yorker. New York: Feb. 2, 2004, p. 36. Shestock, Alan. 1989. The Museum and Cultural Property: The Transformation of Institutional Ethics. In Messenger, P., ed. The Ethics of Collecting Cultural Property. Albuquerque, New Mexico: University of New Mexico Press, pp. 93– 102. Wood,Greg, and Rentschler, Ruth. 2003. Ethical behaviour: The Means for Creating and Maintaining Better Reputations in Arts Organisations. Management Decision. London: 2003.Vol. 41, Iss. 5/6, p.528-537.

Im Ok Your Ok Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   A simple summary of I’m Ok-You’re Ok will not give the needed credit that the book and its author deserve. It is a book that one must read to fully or even partially understand it’s meaning and the author’s viewpoint of transactional analysis. The author, Thomas A. Harris M.D., explains in this book the vast amount of experiences that affect the way we live our life from the moment we are born to the second we die. He explains the different feelings a child experiences from being taken cared of and attended to and vice versa. These feelings are described as â€Å"I’m not ok-you’re not ok, I’m not ok-you’re ok, I’m ok-you’re ok, and I’m ok-you’re not ok.† The author explains how the interactions between a parent and a child help develop each of these feelings and tells how each one is either healthy or unhealthy. The book talks about the way every human has an â€Å"Adult, Parent and a Childâ⠂¬  in them all interacting with each other to perform certain task and make everyday decisions. It was amazing to read how certain verbal and physical actions can pinpoint which of the three we are using to perform whatever tasks we are doing. This book is a great guideline to understanding one’s own interpersonal behavior and understanding how to find and keep the â€Å"I’m ok-you’re ok† attitude in life.   Ã‚  Ã‚  Ã‚  Ã‚  Human development has always puzzled me in that I just don’t understand why everybody is completely different. No two people are alike in their ways of thinking, acting, or even dealing with everyday stress. I still don’t understand all of human development but after reading this book I do understand a great deal more about it. I did not realize that the development of a person’s personality starts from the earliest moments of life. It starts to develop when his or her mother or father holds them for the first time and it and it doesn’t stop developing and can always change. As I have grown up, I have realized that many of my actions are just mimics of what my parents did during my childhood. Just every day simple things such as chewing the inside portion of my lip while watching television, which is what my father has always done. The book explained to me that I saw these things being done by my parents and paired them in my mind as wh at an adult does, therefore I do them now because it is ... ...r word usage. I can usually pick out certain words that trigger the thought a child or parent. I have notice the more stable a person is or the more educated a person is the more their parent potential shows out. The longer or more complex their words are the more likely their adult decisions are parental influenced. I even have noticed myself sometime having a strong child influence. I sometime get mad and even whine a little. I recognized my inner child during a card game when I got beaten by a better hand and I stood up and wanted to quit. Usually I don’t notice these things right from the get go but later when I think about I just laugh because I know I looked like a child. I know I will continue to observe people’s actions as well as my own and hopefully I can learn or teach myself how to control my interpersonal feelings.   Ã‚  Ã‚  Ã‚  Ã‚  This book is a great self help book in my mind. I would definitely tell others to read it but not to get discouraged at it because it does take some time reading it to understand its purpose. We all have interpersonal problems but this book is a wonderful guideline in understanding them and controlling them.

Swot: Nokia Mobile Exist

Strengths, weaknesses, opportunities, and threats: Which is the most important? Why? How might your response change if you were the CEO of a corporation? What if you were a customer of the firm? An employee? A supplier? Answer: The SWOT strategy is one of the most useful tools in analysing data and information from the company. By using this SWOT tool, company will know itself clearly that which part is powerful, what to improve, what more can do and what to challenge.In my opinion, Threats is the most important overall because if there is no threats any more, companies will not be worried about the quantity of sales. For example, NOKIA (mobile phone), if there is just NOKIA mobile exist in the mobile world without other types mobile companies like SONY ERICSSON or SUMSONG, then people definitely have to buy NOKIA due to it is the only mobile company.As if I were the CEO of a corporation, I would see Opportunities as the most important strategy when I used SWOT, because I need to loo k for and make the opportunities for my company to help the company gain more benefits. For example, company can increase its scale to become a big-scale company by corporate acquisition, and to do so, I, CEO of the company, need to seek for the opportunities for it, thus I think Opportunities is the most important.I will choose Strengths as the most important strategy if I were the customer of the firm. As customer, I would like to compare the products or services among several companies and then purchase for the greatest one. For example, buying skin care products, I will buy the product that I used as the most comfortable, soft and effective for my skin even if others are cheaper; however, if I were the employee for the firm, I would say weakness is the most important for me.This is because I need to know what the weakness while I'm working, and then I will try my best to fix and improve it. This can be done by customer feedback and after-sale services. For being a supplier to th e firm, I would look at the Threats first. This is because I have to make sure that firm will make orders from me and one of the important problem is the plenty of competitors. This make the Threats as the most important thing that I would face.

Business Process Outsourcing in the Philippines

CHAPTER 1 THE PROBLEM AND ITS SCOPE INTRODUCTION Rationale of the Study Paternalistic management approach is a father-like treatment but gives a certain amount of freedom. It is a type of leadership style that focuses more on the welfare of patients but gives a firm decision for everyone. It is a modification of an autocratic management yet it provides patients feedback. A typical paternalistic management approach gives exact details as to why there are certain actions to be taken in managing patients in a certain way.It has been practiced for so many years by many medical professions. Although, this approach still finds an opposition, it continued to thrive as an effective approach in dealing with some difficult patients. Most Filipino workers find a Business Process Outsourcing (BPO) company as a source of income in today’s century. The Business Process Outsourcing (BPO) company hires call center agents in the local area. The nature of their work is taking calls from the cli ents and providing information to the consumers. It is a high paying job with health insurance and benefits.Some people chose this kind of work even though it has some disadvantages. Call center agents encountered health problems while working in their designated area. A clinic break is a privilege in some Business Process Outsourcing (BPO) companies. Some call center agents use this clinic break when they are not feeling well. But some of them abuse this privilege just to avoid taking calls or even to avoid going to work. These patients usually complained of being sick or any other illnesses just to be excused from their own work. Company nurses find it quite difficult in handling this kind of condition in the clinic.As a nurse working in a company, one has to do something in making decision for the best interest of the patient and for the productivity of the company. A company nurse must be able to understand the line of work especially in dealing with difficult patients. For inst ance, in a company, some call center agents are just malingering. Malingering is trying to escape from their work and has to use some means for their own personal benefit. A company nurse must be able to distinguish and find an effective solution to deal with this kind of situation.At times, it is difficult to comprehend the nature of such illness every time a patient complained of being sick. The company nurse has an authority to send home call center agents when they are actually ill. The problem arises when some call center agents pretended they are sick. Thus, a company nurse must assess the patient before the call center agent will be sent home. The researcher chose to conduct a study about paternalistic management approach of company nurses in a Business Process Outsourcing (BPO) Company. This to determine on how it will help the company nurses in dealing with these patients.The researcher has personal experiences in dealing with malingering patients. The researcher is inquisi tive and is willing to learn for the betterment of the welfare of others. Also, the researcher is competent to gather the needed data since she has been working for two consecutive years in a Business Process Outsourcing (BPO) company. Furthermore, the researcher believed that it is a good thing to cater the needs of everyone regardless if it’s true or not. A good company nurse is willing to serve for whatever purpose it will lead. Malingering is just a tactical method of a patient that is needed to be understood.The need of the patient should be provided since service is the key in nursing. Theoretical Background This study is anchored on the paternalistic management approach of company nurses in Business Process Outsourcing (BPO) Company. Paternalistic management style In a nutshell this management style tells the people what is best for them. This may sound the same as the autocratic style, but with the Paternalistic style of management, the business leaders are looking fo r the input of their employees. The business leader will make the final decision but not without careful consideration of the feedback.This gives the employees the opportunity to voice their opinions and ideas. This also allows for more awareness of the employees needs, as people rather than just plain business (Montana, 2008). Paternalistic management style has the same authoritarian dynamic. It is a bit more warm and fuzzy in its approach. It is like being at home with parents that are involved in every aspect of your life. Higher likelihood that employees will be motivated or feel some loyalty based on the concern shown towards them by management (www. universitydissertations. com).Paternalism is the interference of a state or an individual with another person, against their will, and defended or motivated by a claim that the person interfered with will be better off or protected from harm. The issue of paternalism arises with respect to restrictions by the law such as anti-drug legislation, the compulsory wearing of seatbelts, and in medical contexts by the withholding of relevant information concerning a patient's condition by physicians. At the theoretical level it raises questions of how persons should be treated when they are less than fully rational (Husak, 2003).If one believes that sometimes paternalism is justifiable one may do so for various kinds of theoretical reasons. The broadest is simply consequentialist, i. e. more good than harm is produced. A narrower justification is that sometimes the individuals (long-run) autonomy is advanced by restricting his autonomy (short-run). So one might prevent people from taking mind-destroying drugs on the grounds that allowing them to do so destroys their autonomy and preventing them from doing so preserves it. This is essentially Mill's argument against allowing people to contract into slavery.Note that if the theory of the good associated with a particular consequentialism is broad enough, i. e. , includ es autonomy as one of the goods, it can be equivalent to the autonomy theory (assuming that the structure of the autonomy view is a maximizing one). A different theoretical basis is (moral) contractualism. On this view if there are cases of justified paternalism they are justified on the basis that we (all of us) would agree to such interference, given suitable knowledge and suitable motivation.So, for instance, it might be argued that since we know we are subject to depression we all would agree, at least, to short-term anti-suicide interventions, to determine whether we are suffering from such a condition, and to attempt to cure it. More generally, we might accept what Feinberg called â€Å"soft paternalism. † This is the view that when we are not acting fully voluntarily it is permissible to intervene to provide information, or to point out defects in our rationality, but that if we then do make a voluntary choice it must be respected.Or we might agree to being forced to w ear seat-belts knowing our disposition to discount future benefits for present ones. The justification here is neither consequentialist nor based simply on the preservation of autonomy. Rather either kind of consideration may be taken into account, as well as others, in determining what we would reasonably agree to (Sunstein, 2003). When managers try to act as father figures to their employees, they are practicing paternalistic management approach. These managers often give attention to their employees' social needs to maintain engagement and productivity.Paternalistic management training style also involves decision making without employee consultation. The only difference it has with authoritarian style is that decisions are made considering the employee's best interests. Although employees did not have decision making participation, their welfare was considered, thus increasing employee motivation. Most of the time, surveys and investigations are conducted to know how employees w ill take a certain decision especially when changes are implemented (www. ehow. com). Paternalistic  managers give more attention to the social needs and views of their workers.Managers are interested in how happy workers feel and in many ways they act as a father figure (pater means father in Latin). They consult employees over issues and listen to their feedback or opinions. The manager will however make the actual decisions (in the best interests of the workers) as they believe the staff still need direction and in this way it is still somewhat of an autocratic approach. The style is closely linked with Mayo’s Human Relation view of motivation and also the social needs of Maslow (www. tutor2u. net). However, there’s more to influencing than just passing along orders.The example you set is just as important as the words you utter. And you set an example – either good or bad – with every action you take and word you speak, on or off duty. By using your words and example, you must communicate purpose, direction, and motivation to them. Whilst â€Å"paternalism† is defined as a kind of system under which an authority undertakes to supply necessities or regulate conduct of those under its control in matters of affecting them as individuals as well as in their relationships to authority and to each other.Thus paternalism is to supply needs for those under its protection or command, while leadership is to get things done. Paternalism is directed inwards, while leadership is directed outwards (www. ed-leadership. com). In its paternal aspect, it harkens in the line of a father being firm though has good intentions in the life of one’s children and in the business limelight, the employees. The typical paternalistic manager most of the time explains the specific reason as to why he has taken certain actions in management and for his employees (Sullivan, 2005).Two-factor theory distinguishes between: Motivators  (e. g. , c hallenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth, and Hygiene factors  (e. g. status,  job security,  salary,  fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed to motivate an employee to higher performance. Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you  have  to then that is classed as  movement, but if you perform a work related action because you want  to then that is classed as motivation (www. netmba. com).Health promotion is defined as behavior motivated by the desire to increase well-being and actualize human health potential. It is an approach to wellness. On the other hand, health protection or illness prevention is described as behavior motivated desire to actively avoid illness, detect it early, or maintain functioning within the constraints of illness (Kozier, 2004). Health promotion services are essential for improving the health of populations everywhere.It is noted that people of all ages can benefit from the health promotion care, which should be delivered at sites where people spend much of their time (eg schools and workplaces). Nurses can develop and execute health promoting interventions to individuals, groups, and families in schools, nursing centers, occupational health settings and the community at large. Nurses should work toward empowerment for self care and enhancing the client's capacity for self care through education and development (Wills,2007).Business process outsourcing or BPO is one of the fastest growing industries worldwide and this is especially true in the Philippines where offshore call center outsourcing services have led the business process outsourcing industry into tremendous growth. The Philippines is has proven to be an excellent venue for offshore call center outsourcing services for three important reasons: the country’s low labor costs, presence of reliable technology and availability of college graduates who posses high level of English and IT skills.Call centers in the Philippines operate 24 hours a day, 7 days a week. They handle inbound and outbound calls and are able to offer multilingual offshore call center outsourcing services in different fields of business to include customer care, marketing, sales, technical support, among others. Offshore call center outsourcing services in the Philippines cater to various industries such as retail, financial services, technology, travel and hospitality and telecommunications, among others (www. piton-global. com).The  Filipino call center industry has helped the country move up the ladders of technological advancement and living standards, leaving its fellow developing countries behind. In the rat race of development, the arrival of the Filipino call center has made such an impact to the once laid-back, culturally torn, and politically chaotic nation. It is therefore right to say that the Filipino call center and BPO industry is a breakthrough for Philippine society and a blessing to its people. What basically makes the industry a breakthrough is its ability to address unemployment in significant percentages.Although it is true that several turnovers occur, the number of hired Filipino call center workers, along with the growing number of call centers that are launching mass recruitment campaigns, are big enough to overshadow turnover incidences. The Filipino call center and BPO industry has been the undisputed number 1 employer for years now and, in view of its current position as the leading BPO hub in the world, it will continue to do so for many years to come. That in itself will make Filipino call center agents proud to be part of this breakthrough undertaking.As for being blessed, anyone who has worked in the Filipino call center industry and stayed there longer would attest to that. Many in the Filipino call center labor force are very grateful that their work is able to pay their monthly bills, send their children to school, or support their families living somewhere in the provinces. Work in Filipino call centers is also a favorable set up for the young and dynamic, who can keep up with the latest gigs as well as maintain their upbeat lifestyle.One of the problems faced by the Filipino call center industry is the fast turnover of its agents. At a distance, this seems like an uncontrollable problem. The real deal is that attrition in the industry can be prevented, if not solved. What management has to do is to assess the important fact sur rounding the Filipino call center workforce: majority of them are young. The youth has a set of common traits that make them prone to employment dilemmas. Being young is always accompanied by a sense of dynamism and adventure.Working in a Filipino call center company may frustrate them in the long run. For one thing, Filipino call center agents just stay in one place for the whole of eight hours. The routinary tasks of reading scripts daily, updating call leads, and filling information in the call log, and other repetitive speech and duties make young people working for Filipino call centers feel as if their life is being compromised. Thus, they would once more search for jobs that will afford them utmost freedom or at least provide them with enough motivation to work.Furthermore, there is a growing trend of materialism among them because the industry they belong to pays higher than the rest – even the government for that matter. Most Filipino call center firms are also situa ted at highly commercialized areas or economic zones, through which famous restaurants and coffee shops, top brands, and dusk-‘til-dawn bars plough their trade. One of the challenges of employers is to divert the attention of these young workers from such a worldly culture and bring back their purpose-driven and career-oriented idealism (www. filipinocallcenter. om). The above theories and literature served as the backbone of this study and this will serve as a basis for conducting a study to determine the paternalistic management approach of company nurses in a Business Process Outsourcing (BPO) company. THE PROBLEM Statement of the Problem This study will determine paternalistic management approach of company nurses in a Business Process Outsourcing (BPO) company. Specifically, this study will seek answers to the following inquiries: 1. What is the background characteristics of the respondents in terms of: 2. age; 2. 2 gender; 2. 3 civil status; 2. 4 years of formal educatio n? 2. What is the level of knowledge of the respondents on Paternalistic Approach of Management? 3. What is the level of Paternalistic Approach Practices of the respondents? 4. Is there a significant relationship between the following: 5. 5 Profile and Level of Knowledge 5. 6 Profile and Level of Practice 5. 7 Level of Knowledge and Level of Practice? 5. How has the Paternalistic approach influenced the working relationship between the respondents and the call center agents? 6.How has the call-center agents responded to the Paternalistic Approach of the respondents? Statement of the Null Hypothesis Ho1. There is no significant relationship between the following: 1. 1 Profile and Level of Knowledge; 1. 2 Profile and Level of Practice; 1. 3 Level of Knowledge and Level of Practice. Significance of the Study Paternalistic management approach can be a great help in terms of dealing in a difficult situation. Thus, a nurse must be able to comprehend the needs of every patient visiting the clinic. The result of the study would benefit the following:The Company Nurses. They will find some methods or approaches in treating and caring for their patients. They will also be able to facilitate on improving some of the clinic policies regarding health issues of their patients. The Call Center Agents/Workers. This study will be able for them to appreciate the importance of health and its benefits when given proper treatment and proper evaluation. The Team Leaders of each Operation. They will give awareness in dealing with their agents who frequently visited the clinic The Administrators of Business Process Outsourcing (BPO) Company.They will find ways and means to cater the needs of their employees regarding health issues and health problems. The Researcher. Through this study the researcher will be able to give some insights about health management and approaches. Future Researchers. This study will serve as future reference for further research study in the future. RESEARC H METHODOLOGY Research Design This study will utilize the descriptive-correlational survey method using qualitative and quantitative approaches to determine the paternalistic management approach of company nurses in a Business Process Outsourcing company.Research Environment This study will be conducted at Wipro BPO Phils. , located at Cebu Business Park in Cebu City and headed by its country head Mr. Gupta Romit (an Indian citizen). Mr. Rex Bispo is the senior manager of Wipro BPO Phils. Branch of Cebu. Since there are Wipro companies situated all over the world. The company started its operation in January 2008 with 400-500 employees at that time. The company occupied the ground floor, 9th floor, 10th floor, 11th floor and 12th floor in the building. The clinic is located at the 11th floor and is manned by a registered nurse.The clinic schedule is 24/7, from Monday to Sunday and it is even open during holidays. The employees ask some over the counter medicines in the clinic to aid their condition. Since they are allowed to have an hour rest for the day, they will have to ask permission from their team leaders or supervisors to do so. Now, there are 700-1000 employees working at Wipro BPO Phils. And even have another branch in Manila which started their operation on 2010. Research Respondents This study included 3 company nurses as key informants.They will answer the Part I-IV of the questionnaire. There will be 8 selective call-center agents as the respondents for the Part V of the research tool. This study used a universal sampling in gathering data. Research Instrument The study will use a researcher-made questionnaire to be used as an interview guide. The questionnaire will be divided into 5 different sets. The Part I is the profile of the key informants. The Part II is for the Level of Knowledge with its parameter limit. The Part III is the Level of Practice with its parameter limit.The Part IV is based on the Influenced of paternalistic management appro ach using qualitative questions. The Part V is the response of the Call Center agents regarding the paternalistic management approach using qualitative questions. Research Procedures Data Gathering The researcher will make transmittal letters in allowing a research study. These letters of requests are for asking permission to conduct a survey. Pre-testing will be done. After the pre-testing, the questionnaire will be then revised to fit for the actual study.The questionnaire included important queries to relate to the study of Paternalistic Management Approach of Company Nurses in Business Process Outsourcing Company. The questionnaire will be then distributed to company nurses and selective call center agents. Each respondent will be given 20-25 minutes to answer the researcher-made questionnaire. The researcher will be visiting everyday for data gathering. After the retrieval of the questionnaire, it will be tallied, tabulated, analyzed and then interpreted as based on the gathere d data. Data AnalysisTo get the result of demographic profile of the company nurses, Simple Percentage will be used. To determine the responses rating of company nurses in the Level of Knowledge and the Level of Practice, Weighted Mean will be used. It will be then categorized and given weight using a â€Å"Likert’s Four Point Rating Scale† The assigned equivalent weights of the responses will be: Level of KnowledgeLevel of Practice 4= Very Important4= Often 3= Important3= Sometimes 2= Unimportant2= Seldom 1=Very Unimportant1= Never The parameter of every response category will be defined through these limits: Level of KnowledgeLower Limit| Upper Limit| Response Category| Interpretation| 3. 26| 4. 00| Very Important| Very Good| 2. 51| 3. 25| Important| Good| 1. 76| 2. 50| Unimportant| Fair| 1. 00| 1. 75| Very Unimportant| Poor| level of Practice Lower Limit| Upper Limit| Response Category| Interpretation| 3. 26| 4. 00| Often| Very Good| 2. 51| 3. 25| Sometimes| Good| 1 . 76| 2. 50| Seldom| Fair| 1. 00| 1. 75| Never| Poor| The Chi-Square will be utilized to determine the relationship between the Profile and Level of Knowledge, and Profile and Level of Practice.To determine the relationship between the Level of Knowledge and Level of Practice of company nurses, the Pearson-r will be used. The Thematic Content Analysis will be utilized to get the result of the responses of Part IV and Part V of the research tool. DEFINITON OF TERMS For a clear understanding of the thesis, the following terms are defined operationally. Background Characteristics-is the description of the key informants who are being studied. It is use to identify age, gender, civil status and years of formal education.Call Center Agents – means people that are hired in a Business Process Outsourcing (BPO) company. Their opinions and views are being studied regarding the Paternalistic Management Approach. Company Nurses-emphasizes the key informants of this study. They are regis tered nurses working in a Business Process Outsourcing (BPO) company. Influence –refers to the outcome of Paternalistic Management Approach between the working relationship of Company Nurses and the Call Center Agents. Knowledge on Paternalistic Approach- implies on the understanding of Paternalistic Management Approach.Level of Knowledge- means the degree of understanding about Paternalistic Management Approach of Company Nurses working in a Business Process Outsourcing (BPO). Having variables of very important, important, unimportant, and very unimportant. Level of Paternalistic Approach Practice- refers to the degree of a repeated action of Paternalistic Management Approach of Company Nurses working in a Business Process Outsourcing (BPO) company. Paternalistic Approach- means a father-figure kind of a method which has a softer side when company nurses are dealing with patients who are working in a Business Process Outsourcing (BPO) company.Paternalistic Approach Practice- implies on the repeated action of the Company Nurses using Paternalistic Management Approach in a Business Process Outsourcing (BPO) company. Respondents- are the key informants of this study. The Company nurses are the one who are being studied. Response-refers to the reaction of the Call Center Agents regarding the Paternalistic Management Approach as practiced by Company Nurses in a Business Process Outsourcing (BPO) company.