Presentation Of The Interview Process - 971 Words

Most of us have had an interview before, and it can be a stressful time. Even with the best laid-out resume’, it can still be hard to get a job. That is because some employers look beyond the credentials that are written on your resume’. It is not only about having a degree sometimes, but about the way in which you present yourself or the way you speak. If there is another person with the same skills as you, what sets you apart from them? What ensures you the job instead of them? That is what this article is about. It speaks about the different ways in which we influence our interviewer besides our credentials. This article will be helpful to me in the future, and hopefully to others as well. ABC’s of the interview process stands for†¦show more content†¦This means that you have are going to do something, such as â€Å"I will be completing my master’s in psychology in May.† It also means something that you have already done, such as â€Å" I received my bachelor’s in psychology in 2012.† This is a great way for you to let your interviewers know about your future goals and the goals that you have already accomplished. It is hypothesized that behavioral verbal statements are extremely significant in the interviewing process because it shows your accomplishments, therefore showing your self-confidence. Cognitive verbal statements is the â€Å"C† in the ABC’s. This is pretty self-explanatory, meaning that you tell the interviewer your knowledge in the job skills needed for the job. This is when you let your interviewer know if you are certified in a specific field or if you are knowledgeable in a pertinent area. This is hypothesized to be another highly significant role in getting the job over another candidate. This lets the interviewer know your effectiveness. Method This experiment consisted of 20 interviewers which came from an oil company. They were a racially diverse group consisting of Caucasian, African American, and Hispanic. There were 16 men and 4 women with an average age of 35. They chose 19 applicants which included 9 males and 10 females that were Caucasian, African American, Hispanic, and Asian. The applicants were real college students that held a major in the field of work that was being interviewed.

The Concepts Of Care Within An Area - 1504 Words

In this assignment the concepts of care will be described and applied to a nursing practice based within an area, focusing on the 6C s (Smail,2013;Watterson 2013a). The concept of the 6C s are fundamental as they enable service users to get the care they need as well as providing confidence for service providers, which they can demonstrate in practice. Firstly a brief description on the history behind the 6C s and an explanation on why and how they were brought into practice. Secondly a short description of each of the 6C s providing references to give a more depth understanding, including positives and negatives of the information given. Thirdly providing detail about two of the 6C s and applying them to a dementia practice, showing†¦show more content†¦The 6C s are now well grounded in health care to enable service users to feel encouraged to speak up about poor care, to prevent negligence in care again (England, 2014). The 6C s are Care, Compassion,Communication, Courage, Competence and Commitment. Watterson, (2013b) care is described as the core business and that the care provided not only helps an individual yet it improves the health and wellbeing of a whole community. Service providers promote care that puts clients first, allowing them to make the best choices towards their treatment and care that they will be delivered, resulting in correct, good level of care. Foulds,Timms, Barwell, and Gunning(2015) and Watterson(2013c) state that care is the key to nursing as the care provided helps a service user to improve the health of not just the individual, yet the whole community service users expect the best care possible and nurses and nursing staff are there to help provide and promote care that put service users as the main focus. Service providers also aim to involve patients, service users, families and careers to maximize the best standard of care they will receive. Overall, care is both service users and service providers working together to provide the best outcomes for the individual in need. Clarke (2014) describes Compassion to be care based on empathy, dignity and respect. Baillie, (2014) agrees with this and adds that compassion a key feature in how people rate their care, stating it

John D. Rockelfeller was a rich man who made his f Essay Example For Students

John D. Rockelfeller was a rich man who made his f Essay ortune in the oil refinerybusiness. He created a monopoly in the standard oil trust company. He gave away mostof his fortune. In my opinion Rockelfeller is a captain of industry. Vanderbilt, The NewYork Times, Allen Nevins, and an excerpt from Rockelfellers biography led me to thisconclusion. Rockelfeller to me is a captain of industry because of his philanthropy and greatsuccess. An article from the New York Times helped swayed my decision. It gaveamounts of money he had given away. One of the foundations he had given the mostmoney to was the Rockelfeller Foundation, New York City. He gave $182,857,480.90 toit. Another foundation he gave to was the General Education Board. He contributed$129,209,167.10 to it. In his life time he gave away a total of 550 million dollars. TheNew York Times also stated he was a dedicated to giving his fortune away. I also felt hewas a Captain of Industry because of Allen Nevins (Historian). He talked aboutRockelfeller being a Bold Innovator in industry and philanthropy he also said he wasan organizing genius. Allen Nevins, Historian 1940. Another person who swayed mydecision was William H. Vanderbilt. He felt Rockelfeller had a monopoly because hewas Enterprising, Shrewd, Able, and Smart. Pg. 128 promise of America volume 3. Vanderbilt knew that Rockelfeller had a successful business because of his good skills. The last thing that helped me decide was a excerpt from Rockelfellers biography. Hisopinion was like Vanderbilts, stating his success was because of the traits he had. Theseare some of the things he said about his self. I manage my affairs well, have great vigor,and am fighting to sell 1936 John D. Rockelfellers biography. Another pointRockelfeller made was that he does have competition but in foreign markets. To himsuccess for him meant success for the US This means the more money he makes themore our country makes. If we buy from foreign countries our businesses would go outof business and many Americans would lose their jobs. To me this decision was hard to make but after comparing the pros and cons Ifeel he is more a Captain of Industry than a Robber Baron.

Equal Opportunities vs Diversity Management free essay sample

In the UK, the labour market is becoming progressively more diverse which presents several opportunities and difficult challenges for organisations and managers to address. This mounting diversity of workers is accompanied by patterns of labour market inequality and discrimination. The purpose of this essay is to explain the different forms of discrimination which can occur within organisations before defining the terms equal opportunities (EO) and diversity management (DM). It will examine if these terms are interchangeable or different approaches to the management of people. Discrimination is described as â€Å"an unfair treatment of a person, racial group, minority, etc; action based on prejudice or the ability to see fine distinctions and differences (Collins English Dictionary, 2013). According to Pincus (1996) discrimination manifests itself in the workplace on 3 levels: individual discrimination, institutional discrimination and structural discrimination. Pincus also states â€Å"individual and institutional discrimination are intentional forms of discrimination†. These forms of discrimination are outlined in the following way: †¢Individual discrimination – â€Å"the behaviour of individual members of a race, ethnic or gender group intending to have a differential or harming consequence on another a race, ethnic or gender group† (Wilton, 2011). †¢Institutional discrimination – â€Å"policies of a dominant race, ethnic or gender institution and the behaviour of the individuals who control the institution and implement policies intended to have a differential or harmful consequence on a minority group†. Structural discrimination – â€Å"policies of a dominant race, ethnic or gender institution and the behaviour of the individuals who implement these policies and control the institution which are race/ethnic/gender neutral in intent but have a differential or harmful consequence on a minority group† (Wilton, 2011). The EO approach uses legislation to influence behaviour. This approach identifies that people are the same and should therefore be treated the same. The aim of EO is to ensure there is no discrimination or harassment in society and the working environment. The policies, procedures and practices put in place should not disadvantage anyone with ‘protected characteristics’. EO is the approach virtually all governments and organisations have been using. It has become more importance to comply with equal opportunity legislation over the past 40 years. It is imperative all employees are fully aware of UK and European legislation. Since the 1970s, inequality has been one of the central focuses of social policy for the UK government therefore they have established and introduced anti-discrimination legislation to eliminate disadvantage on the basis of certain ‘protected characteristics’. Despite the broad nature of this legislation there is still evidence of labour inequality. The Equality Act 2010 states there are protected characteristics which ensure no decision can be made that prejudices anyone based on their â€Å"age, disability, gender re-assignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex or sexual orientation† (Equality Act 2010). There are different types of discrimination which are covered in the act: direct, indirect, associative, victimisation and harassment:- Direct discrimination does not allow an individual to be treated unfavourably because of any protected characteristics. †¢Indirect discrimination occurs when a provision or practice is used which puts an individual or group with protected characteristics at a disadvantage. It also applies when an employer cannot demonstrate it to be a fair means of achieving a legitimate aim. Associated discrimination – occurs when an individual is treated unfavourably because they are perceived to have a protected characteristic whether they do or they don’t. †¢Victimisation occurs an individual is treated less favourable because they have made or supported a complaint or raised a grievance. †¢Harassment unwanted and unwarranted behaviour relating to a relevant protected characteristic which violates an individual’s dignity or creates an intimidating, hostile, degrading, humiliating or offensive environment. Inequality has financial and emotional implications for individuals. It limits employability and therefore life opportunities. This can lead to social exclusion, conflict and an economy where the talents and prospects of an individual are not reached. The control of EO must be used from recruitment to termination of employment. In the UK, a liberal legislative approach to tackling discrimination has been adopted (Jewson Mason, 1986). A liberal perspective concerns â€Å"protecting the individual rights† of a person and provides an â€Å"equal opportunity of employment according to personal skills, qualifications and abilities regardless of age, gender, sexual orientation, race, religion or any other unfair working practice† (Kirton Greene, 2005). The EO approach focuses on identifying forms of discrimination at group level and according to Kirton Greene (2005) â€Å"the ideal of the radical approach is a situation where every workforce is representative of all the social groups available to it†. This approach to addressing discrimination is often criticised as inadequate as failing to challenge the embedded nature of discrimination. Differences are dissolved under equality policies (Liff, 1997). By focusing on ensuring procedural fairness in organisation decision making, the deep-rooted structures and culture that underpin discrimination remains unchallenged. Although differences exist from person to person, EO dictates differences should not be acknowledged, rather they should be ignored. Equal opportunity creates an environment where every person is able to perform to their relevant capabilities and is accessed on their individuality. There is an assumption when an EO approach is used there will be an equality of outcome if fair procedures are used and monitored. This assumption has not borne out in practice. It does not accommodate minorities such as the disabled, the aged or ethnic minorities. These groups may require additional support or legal framework protection to protect them from discrimination. â€Å"In an organisation’s decision making, an individual’s gender and ethnic origin are stripped of to be equal† and â€Å"any form of unfair, unequal treatment because of age, disability, marital status, ethnicity, religion, social-economical background, and any other factor that can give rise to unfair treatment is called discrimination† (Liff, 1997). Research has shown this approach alienates large sections of the workforce. Individuals felt the approach damaged their opportunities rather than benefited them. Shapiro Austin (1996) argue EO creates division. Individuals are expected to adjust to organisations and â€Å"traditional equal opportunity strategies encourage a view that women (and other groups) have a problem and need help† (Liff, 1997). The EO approach is unsophisticated and attempts to respond to the symptoms of discrimination rather than the causes. â€Å"Managing Diversity means different things to different people† according to Kirton Greene (2005). MD is a fairly new approach which identifies people are different therefore they should be treated differently with respect for their individuality. The concept of diversity includes respect and acceptance of difference. The MD approach concentrates on the individual rather than on groups therefore employers, employees and organisations all benefit. MD is described as dissolving, valuing, accommodating and utilising differences (Lift, 1997) and â€Å"a new way forward for business organisations (Liff, 1997; Kirton Greene, 2005). Although there is no consensus of opinion regarding the definition of managing diversity, there are some dimensions that most experts accept such as MD identifies difference in a positive way by encouraging and embracing these differences. It is the process to control and direct employees with different cultural values. Not all employees react in a similar manner when faced with the same type of management approach. Liff’s classification of managing diversity â€Å"is considered as a most influential framework within a UK context† (Kirton Greene, 2005). For a manager, dealing with radically different viewpoints and stances is becoming an increasingly complex task. â€Å"Managing diversity is presented not only as redressing the balance, but also an attempt to change the culture of organisations, meeting one of the major criticisms of the liberal equal opportunities approach† (Kirton Greene, 2005). Kandola and Fullerton (1994) state â€Å"managing diversity is about the realisation of the potential of all employees†¦.. certain group based equal opportunities policies need to be seriously questioned, in particular positive action and targets. † Diversity is defined as â€Å"the state or quality of being different or varied; a point of difference; the relation that holds between two entities when and only when they are not identical; the property of being numerically distinct† (Collins Dictionary, 2013). This is supported by Ellis and Sonnenfield (1994) who states â€Å"the challenge of meeting the needs of a culturally diverse workforce and of sensitising workers and managers to differences associated with gender, race, age, nationality in an attempt to maximise the potential productivity of all employees. † MD is â€Å"a management process that embraces the challenges of managing a workforce that is heterogeneous in terms of culture, ethnicity, religious belief, political affiliation, sexuality, gender and disability† (Kumra et al, 2012). The MD approach treats difference as positive where the equal opportunities approach minimises difference. The managing diversity approach not only brings advantages to the individual but also the organisations. The 4 main strengths of the MD approach according to Cornelius et al (2001) are â€Å"(1) taking advantage of diversity in the labour market; (2) maximizing employee potential; (3) managing across borders and cultures and (4) creating business opportunities and enhancing creativity†. The MD approach is based on the economics of a business and the business case for improving profitability. This approach ensures each person in the organisation is valued and given the same opportunities to maximise their contribution and develop. Managing diversity demonstrates the importance of culture and culture is important in managing diversity. Liff (1997) comments â€Å"the sociology of work literature shows how structure, cultures and practices of organisations advantage those from the dominant group by adapting to their skills and lifestyles†. This is difficult to address because it is at the centre of organisational discrimination. Having different employee perspectives and types of contribution provides added value to an organisation and allows a better understanding of customer needs. Are the Equal Opportunities approach and Managing Diversity approach interchangeable or different approaches to managing people? The author of this essay has shown that although these terms are often wrongly interchanged they are two very distinct approaches. The managing diversity approach is superior to the equal opportunities approach however they are mutually supportive. There are 8 major differences between the equal opportunities approach and the managing diversity approach; (1) the purpose of equal opportunities is to reduce discrimination where managing diversity utilises employee potential to its maximum advantage; (2) equal opportunities is argued on a moral and ethical basis where managing diversity uses the business case to improve profitability; (3) the responsibility of managing the equal opportunities approach lies with HR departments however the responsibility lies with all managers when using the managing diversity approach. Equal opportunities focuses on groups where managing diversity focuses on the individual; (6) equal opportunities deals with the different needs of different groups as apposed to the totally integrated approach of managing diversity; (7) recruitment is the focus of management activity when using the equal opportunities approach, however the focus changes to managing when using the managing diversity approach; (8) equal opportunities changes systems and practices where managing diversity changes culture. Managers and organisations continually face the challenge of creating a work environment that recognises the demands and needs of its workforce and responds to its diverse nature. Organisations, leaders and managers need to cross cultural boundaries in order to promote dynamic cross-cultural communications and create cultural synergy in the workplace environment. Organisations must be aware of and take full advantage of the output potential that is intrinsic to a diverse population. Organisations and governments must operate in a world market which is highly sophisticated. Organisations have to exploit the abilities of all their employees in order to be successful. A successful organisation which has a structure which uses the equal opportunities approach supported by the managing diversity approach would be the ideal combination.