The Role Of Journalism And Democracy And What Is The Most...

WHAT IS THE ROLE OF JOURNALISM IN DEMOCRACY AND WHAT IS THE MOST POWERFUL CURRENT THREAT TO THAT ROLE? Journalism and democracy are arguably inextricably intertwined concepts, each having a vital role in the effective function of the other. Democracy as a term and an inherent notion finds it origins from Ancient Greece with the term being derived from the Ancient Greek words ‘demos’ – people and ‘kratia’ – power (The Daily Miracle: An Intriduction to JOuranlism p. 45). Traditionally, journalism has been considered to play an integral role as somewhat of a gatekeeper of democracy by promoting and upholding the democratic societal values upon which countries such as Australia have been built. This role was first classified as ‘the Fourth†¦show more content†¦Accordingly, arguably the most powerful threat to Four Corners’ role in promoting and upholding democracy in Australia is the Executive’s constant threats to cut network funding. This can be explored through looking through the lense of the libertarian and social r esponsibility arms of the theory of the press developed by Fred Siebert, Theodore Peterson and Wilbur Schramm (whatever the book is (1956)) and the propaganda model developed by Herman and Chomsky (Manufacturing Consent, 1988). Cutting funding threatens the ABC’s and thus Four Corners’ ability to uphold the values of democracy in Australia on the basis of the libertarian model of the theory of the press This is on the basis that the loss of 400 jobs and funding to the ABC (http://about.abc.net.au/our-abc-our-future/) could have dire consequences on Four Corners’ ability to fulfil their vital and important roles to produce quality investigative reports that serve the public interest. The libertarian model is one of the four facets of the theory of the press developed by Fred Siebert, Theodore Peterson and Wilbur Schramm (whatever the book is (1956)). The model argues that â€Å"the press resembles an open marketplace of ideas,Show MoreRelatedMedia Bias And Its Implications2094 Words   |  9 Pages Media bias and its implications in Afghanistan Alia Sharifi, SID, Heller 18 October 2014 Introduction: The term media bias implies a pervasive or widespread bias contravening the standards of journalism and is mostly a perceived notion that the press has and is pushing a specific viewpoint, instead of reporting news or airing programs in an objective way. Such bias often refers to media as a whole, such as a newspaper chain, or a given television or radio network, instead ofRead More The Powerful Effect of Fake News Essay2860 Words   |  12 PagesThe Powerful Effect of â€Å"Fake News† Introduction From the beginning days of the printing press to the always evolving internet of present day, the media has greatly evolved and changed over the years. 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The Cold War Tension Effect On The U.s. And The World

Ison Leong Leong 1 Amy Hawkins ULI Lv6 Advanced Writing 26 July 2015 The Cold War Tension’s Effect on the U.S. and the World After the end of World War II, some people may have felt safe. However, even before Nazi Germany put its guns down in Germany in 1945, the political giant, and U.S. president, Franklin D. Roosevelt died by illness. The new president, Harry S.Truman, had to face an unstabilized situation and some new challenges. At first, he had to make sure the war criminals were punished during the Nuremberg trials. He helped create the World Bank and the International Monetary Fund (IMF) and financed the remaking of Japan under General Douglas MacArthur. In 1947, Truman developed the Marshall Plan, which offered more than $10 billion for the reconstruction and reindustrialization of Germany (SparkNotes Editors). The Marshall Plan was so successful that manufacturing plants in Western Europe were producing the product equal to prewar numbers within a couple of years. The U.S and the Soviet Union worked together during the World War II, because they had the same interest. Unfortunately, Joseph Stalin , Soviet premier, did not agree with what Truman did above. He wanted Nazi Germany to pay for what they had done in the Second World War, and he destroyed the factories in Germany in order to make sure the GermanShow MoreRelatedEssay on Causes and Effects of the Cold War1384 Words   |  6 PagesCauses and Effects of the Cold War The Cold War, though never involving any fighting on either side, resulted in one of the biggest scares the U.S. society and government had ever experienced. The Cold War was all in all an extended period of political and military tensions between the United States and our allies in the Western Bloc, and the pre-existing Soviet Union and their allies involved in the Warsaw Pact. If not had been dealt with very carefully, the Cold War would’ve gained a new nameRead MoreCold War Vs. 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Accounting for Business Decisions Helpful Investigating

Question: Discuss about the Accounting for Business Decisions for Helpful Investigating. Answer: Part 1: Executive Summary and Introduction The company's financial statements provide a very important basis for deriving economic information. It serves an essential data which is helpful in investigating the financial performance of a company. This report will be encompassing the concepts related to the financial statement and management decision making of the company listed in the Australian Stock Exchange. The main purpose behind the preparation of this project report is to analyze the financial position and performance of Australian Dairy Farms Group. This analysis will be supportive in numerous ways to the investors as it will identify whether investing in the company will be successful or not. This will also provide a deep insight about the company's strategies and decision making within the industry. Initially, a brief description about Australian Dairy Farms Group has been discussed in the report. Further, in order examine the financial position of Australian Dairy Farms Group; a comprehensive analysis of company's b alance sheet has been done which includes Income Statement, Balance Sheet and Statement of Cash Flow for two years i.e. FY 2014 and FY 2015. The current economic position of the company has been analyzed within food, beverage and tobacco industry. The company has prepared its financial books as per the Corporations Act, 2001, prescribed by the Australian Accounting Standards Board. However, the company observed a downturn in the consecutive FY 2014 and 2015 but progressively it is aiming to improve its performance and also building such schemes which are attractive towards more consumers and investors. In this project report, all the major financial records and items affecting the financial position of the company are briefly discussed which in turn will eventually help to find out the financial viability of the company. About the company Australian Dairy Farms Group is an Australian based company. The company was originally founded as the Australian Dairy farmers Federation (ADFF) in the year 1942. Successively in 1993, Australian Dairy farmers Federation were integrated as a guarantee limited company and hence, its name changed to the Australian Dairy Farmers Group (Australian Dairy Farmers, 2016). The company operates within a dairy farming industry as a producer of fresh milk. Basically, the company functions in the areas of Victoria including Brucknell farms, Brucknell No 3 farm and Ignatios farm (Investsmart, 2016). It was established with a motive to enhance the sustainability and profitability of the farmers in the country. Currently, with the successful implementation of policies, the company is holding six dairy farms along with more than 3000 dairy livestock and water licenses together with plant and equipments so as to operate the farm (Australian Stock Exchange (ASX), 2016). The company has successfully c onverted itself into one of the leading producers of milk producers. The company has established a strong communal influence to the Government, society and industry on the nationwide issues distressing farmers and their prosperity (ASX, 2016). The constitution of Australian Dairy Farms Group is consisting of a National Council, five Policy Advisory Groups, six members of State Dairy Farmer Organization and Board. However, the company is committed to the highest standards regarding the safety of public health (Australian Dairy Farms Group (ADFL), 2016). Part 2: Main Body Three financial statements including the balance sheet, the income statement and the cash flow statement are important to be analyzed because decision regarding the investment and accounting business management of the company can be analyzed with the help of these financial statements. The financial statements of Australian Dairy Farms Groups have been analyzed for the FY 2014 and FY 2015 in order to examine its stability within the dairy industry (Australian Dairy Farms Group, 2015). A. Statement of Financial Position The company's financial statement has been analyzed and the percentage increase or decrease in its financial items from the balance sheet statement of Australian Dairy Farms Groups has been recorded. a) Total current assets The current assets of a company indicate the total value of the assets which can be expected to be easily converted in the form of cash within a year. It is a vital asset for the operation of the company because these assets can be utilized to finance day to day function of the business activities. The purchase of the current assets varies from company to company, depending on the nature of activity within an organization. However, the current assets of the Australian Dairy Farms Group are comprised of cash, inventories (feedstock, silage and hay), debtors and other receivables. Particulars 2014 2015 Change in the Value Percentage increase or decrease Current Assets 794,596 15,810,079 15015483 1889.700301 The current assets of Australian Dairy Farms Group have increased rapidly from FY 2014. A positive change has been recorded in the FY 2015 which was amounted to AUD $ 15,180,079. This boost has been resulted due to increase in its cash and inventories (Wall Street Journal (WSJ), 2016). b) Total non-current assets The non-current assets indicate an investment made by a company for a long period of time and thus, its realization cannot be done within a year. These assets are also known as the long term assets. Australian Dairy Farms Groups includes plant, property, equipment and biological assets as non-current assets (Investsmart, 2016). Particulars 2014 2015 Change in the Value Percentage increase or decrease Non-Current Assets 0 16,876,463 16876463 0 In the FY 2014, Australian Dairy Farms Groups does not hold any non-current assets however, in FY 2015, the company invested AUD $ 16,876,463 to acquire these non-current assets in order to enhance its investment opportunities and future operations. c) Total current liabilities Current liabilities show the company's obligation payable within a year. Australian Dairy Farms Groups' current liabilities are consists of short term borrowings, provisions and trade payables. Particulars 2014 2015 Change in the Value Percentage increase or decrease Current liabilities 311,147 1,191,922 880775 283.0735954 The company's current liabilities has been raised by AUD $ 880775 i.e. 283.07% increase from the last FY 2014. Therefore, current liabilities of the company have not grown as the assets of the company have increased (Investing, 2016). d) Total non-current liabilities Non-current liabilities indicate the financial obligation of a company for more than one accounting year. The non-current liabilities of the company are comprised of long term borrowings. Particulars 2014 2015 Change in the Value Percentage increase or decrease Non-Current Liabilities 0 6,407,942 6407942 0 In the FY 2014, current liabilities of the company were nil but, in FY 2015, the company secured AUD $ 6407942 as its non-current liabilities. Therefore, the non-current liabilities of the company have appeared in the FY 2015. e) Total stockholder's equity Stockholder's equity represented in the balance sheet determines the amount of received capital from the investors in substitute of the stock or shares held with them. Particulars 2014 2015 Change in the Value Percentage increase or decrease Stockholder's Equity 483,449 25,086,678 24603229 5089.105366 The stockholder's equity has tremendously increased over the last FY 2014 with the percentage of 5089.1. In 2014, it was recorded as AUD $ 483,449 and increased to AUD $ 25,086,678 in the FY 2015 (Wall Street Journal, 2016). Comparative Financial Condition of the Company: The financial condition of the company is strong within an industry as it records increase in its total assets, liabilities and shareholder's equity during the FY 2015. The assets of the company are comparatively more than its liabilities in both the financial year, which in turn shows high liquidity position of the company in the market. Whereas, company's long term assets and liabilities has rapidly increased from the last FY 2014 and thus, a stable position of the company has been recorded. Australian Dairy Farms Group has enhanced its business operations in the overall trading of food and beverage products (Investing, 2016). B. Stockholders' Equity The stockholder's equity of Australian Dairy Farms Group is increasing from the last FY 2014. It records a positive change of USD $ 24,603,229 in FY 2015 which leads to the value of AUD $ 25,086,678. The capital composition of the company consists of debt and equity with high equity ratio. It reports 5089.10% increase in the stockholder's equity from the last financial year 2014. The equity shares of the company include issued capital, retained earnings and reserves. However, with less proportion of debt, company is in the better position in the market within industry. Particulars 2014 2015 Change in the Value Percentage increase or decrease Issued Capital 7,866,059 14,830,305 6,964,246 88.53538983 Reserves 197,767 5,056 -192711 -97.44345619 Retained Earnings -7,580,377 -8,396,350 -815973 10.76427993 Equity attributable to stockholders 483,449 6,439,011 5,955,562 1231.890437 Trust unit holders 0 18,647,667 18,647,667 0 Total Equity 483,449 25,086,678 24,603,229 5089.105366 C. Statement of Profit and Loss The statement of profit and loss of the company is used to analyze the profitability and revenue of the firm during a particular period of time. This statement differs from company to company depending on its area of activity. a) Total (operating) revenues The total revenue of the company has increased to AUD $ 2,725,348 in 2015 with a positive increase of AUD $ 2,722,713 from the last FY 2014. This huge increase has been recorded due to arise in the sale of milk and livestock. The rent received by the company has also contributed to the increase in its revenue. However, a net loss of AUD $ 2,051,668 has been observed with the increase in its revenue in the year 2015 (Financial Times, 2016). Particulars 2014 2015 Change in the Value Percentage increase or decrease Total Revenue 2,635 2,725,348 2,722,713 103328.7666 b) Cost of Goods Sold The cost of goods sold of the company is AUD $ 2,015,122 in the FY 2015 which indicates the sale of dairy related products. In the FY 2014, cost of dairy related products sold was nil which in turn shows increase in the cost of goods sold. Particulars 2014 2015 Change in the Value Percentage increase or decrease Cost of Goods Sold 0 2015122 2015122 0 c) Total Expenses (before income tax) The total expenses of the company was AUD $ 426,524 in 2014 and increased by AUD $ 2459954, which leads to the positive value of the total expenses to AUD $ 2,886,478 in 2015. The company continues to maintain the same financial position in the market. However, 576.74% increase in the total expenses of the company has been observed (WSJ, 2016). Particulars 2014 2015 Change in the Value Percentage increase or decrease Total Expenses (Before income Taxes) 426524 2886478 2459954 576.7445677 d) Any non-operating (or extraordinary) gains and losses In the FY 2014, the company is having a loss of $ 426524. Subsequently, a positive change of AUD $ 933183 i.e. 218.78% increase has been recorded in the next year 2015. This has resulted into increase in the company's net operating loss. The employment benefit expenses and finance cost of the company in 2015 was higher than its non- operating income which leads to increase in its non- operating losses (Investing, 2016). Particulars 2014 2015 Change in the Value Percentage increase or decrease Non-Operating Loss 426524 1,359,707 933183 218.7879228 e) Earnings per common share In 2015, the earnings per common share of the company were recorded as 3.02. It has been observed the great change from the last year where the earnings per common share of the company was 0.7. This change leads to 331.42% increase in the company's Earnings per common share (WSJ, 2016). Particulars 2014 2015 Change in the Value Percentage increase or decrease Earnings per common share 0.7 3.02 2.32 331.4285714 Comparative Financial Operation of the Company: The income position of the company is not efficient in its operation as a continuous loss has been recorded in both the financial year 2014 and 2015. However, the company has significantly expanded its revenue with a positive change of AUD $ 2,722,713 in 2015. Australian Dairy Farms Groups has attained a milestone in its operation through increasing and stabilizing its sales during the year. It has raised its business market by growing its sale in milk and livestock. The total expenses of the company have also increased from the last FY 2015 with the increase in its income. In addition, the company's earnings per share have also increased as compared to FY 2014 (ADFL, 2016). D. Statement of Cash Flow The cash flow statement of the company states the generated cash and utilized during the accounting period. It involves the cash generated from the following activities i.e. cash flow from operating activities, investing activities and financing activities (Motlagh, 2013). a) Net cash inflow (outflow) from operating activities The company reports the net cash outflow from its operating activities. In 2014, the company is having a cash inflow from interest received and outflow of AUD $ 150282 in the form of finance cost and payment to employees and suppliers. In the FY 2015, company records an income of AUD $ 2382970 generated from interest received and amount received from the customers. But outflow of the company was higher than its inflow i.e. AUD $ 3151799. This has resulted into cash outflow from the operating activities of the company (ASX, 2015). Particulars 2014 2015 Change in the Value Percentage increase or decrease Net cash outflow from operating activities 147,647 768,829 621,182 420.7210441 b) Net cash inflow (outflow) from financing activities The cash inflow from the financing activities in 2014 was recorded as AUD $ 26,652 and has been increased by AUD $ 27969855 which comes to AUD $ 27,996,507 in the FY 2015. A 104944.67% boost in the value of net cash inflow of the company has observed in these two years. In the FY 2015, the company has generated income from the issued securities, unsecured loans and facility provided by Commonwealth bank of Australia Limited, which results in the rapid increase of the cash generated from the financing activities (Investing, 2016). Particulars 2014 2015 Change in the Value Percentage increase or decrease Net cash inflow from financing activities 26,652 27,996,507 27969855 104944.6758 c) Net cash inflow (outflow) from investing activities The cash outflow of AUD $ 12,392,985 has been recorded in the FY 2015. However, the company's cash flow from investing activities was nil in the previous year i.e. 2014. In 2015, the company has invested its cash through purchase of fixed and biological assets which results into cash outflow. However, it has generated an income of AUD $ 629826 from the sale of long term assets and acquisition of trust. Particulars 2014 2015 Change in the Value Percentage increase or decrease Net cash outflow from investing activities 0 12,392,985 12392985 0 d) Net increase (decrease) in cash during the year The company reports a net decrease in its cash equivalents in the FY 2014 i.e. AUD $ 120,995 during the year and net increase of cash i.e. AUD $ 14,834,693 in the FY 2015. There is 12360.58% increase in the net cash during this year and it records AUD $ 14,871,060 as cash at the end of the FY 2015. Particulars 2014 2015 Change in the Value Percentage increase or decrease Net increase (decrease) in cash during the year -120,995 14,834,693 14955688 12360.5835 Cash Position of the Company: The cash position of the company indicates cash availability in the books of a company. It indicates the financial and liquidity strength of the company in the industry. The cash position of the company is stable with an available balance of AUD $ 14,871,060 in the FY 2015. Cash is continuously increasing in the recent years. However, in 2015 the company has made an investment in fixed assets which helps in generating funds for the future operations of the company. In terms of cash, position of the company is positive during 2015 with the outflow of cash in its operating and investing activity and inflow in the financing activity (Investing, 2016). Part 3: Conclusion Australian Dairy Farms Group is a company based in Australia operates under the Food, Beverage and Tobacco industry. Since its establishment, the company has proved it presence as a successful dairy producing company. The company aims to gradually increase the number of dairy farms in the primary region of Victoria and thus become one of the major milk suppliers in Australia over a period of time. Moreover, the company is continuously focusing on the quality of the products offered to the customers and committed towards the progress of the society as a whole. In the recent years, the company has recorded a significant improvement in its performance through increase in its sale in the FY 2015 as compared to FY 2014. The cash position of the company is also stable in the economy with a positive change in its cash flow during 2015. In order to expand its business, Australian Dairy Farms Group has invested its capital in the long term assets during the year. Therefore, investment made by the investors will support the product development of the company. Hence, with the stable and improved financial performance, Australian Dairy Farm Group is adding value to the development of the industry and country as well. Part 4: Recommendations On the basis of the company's financial position within the industry, here are some recommendations suggested for the improvement in the performance of the company in the near future. The company should concentrate on the research and development program of the dairy products as it will help them in improving the existing process and thus, would help in developing new products under food, beverage and tobacco industry. The growth and success of the company can only be ensured through its quality of products offered to the customers and hence, the program of research and development is essential for the development of the company (The Australian, 2016). The company should also focus on producing alternative dairy products in the market as it will help them in increasing their revenue and thereby profitability of the company will also likely to be increased. This will greatly contribute to the success of the company. It should also capture other area in the international market (The Australian, 2016). The company should achieve its objectives keeping in mind the benefit and welfare of the society and the environment as it helps to create brand value among its competitors within the industry. The company has several investment opportunities in the business. Through unique business strategy, Australian Dairy Farms Group should address its negative trend of generating profit in the market (Financial Time, 2016). The company should allocate its resources in such a way that it maximizes return and thereby minimizes risk in the business operations. The cash available with the company is high which indicates its liquidity in the market, but sometimes large amount of cash is not beneficial for the company as it attracts less investment and thus remains idle for the company without maximizing return (Lemsec, 2015). References ADFL, 2016. Australian Dairy Farms Group. ASX, 2015. Australian Dairy Farms. Australian Stock Exchange. ASX, 2016. Australian Dairy Farms Group. Australian Stock Exchange. Australian Dairy Farmers, 2016. About ADF. [Online] Available at: https://www.australiandairyfarmers.com.au/dairy-farmers-australia [Accessed 5 September 2016]. Australian Dairy Farms Group (ADFL), 2016. Australian Dairy Farms Group Australias ASX listed Dairy Farmer. [Online] Available at: https://www.adfl.com.au/ [Accessed 5 September 2016]. Australian Dairy Farms Group, 2015. Annual Report 2015. Australian Dairy Farms Group. Australian Stock Exchange (ASX), 2016. Australian Dairy Farms Group. Australian Stock Exchange. Financial Time, 2016. Australian Dairy Farms Group. [Online] Available at: https://markets.ft.com/data/equities/tearsheet/forecasts?s=AHF:ASX [Accessed 5 September 2016]. Financial Times, 2016. Australian Dairy Farms Group. [Online] Available at: https://markets.ft.com/data/equities/tearsheet/financials?s=AHF:ASX [Accessed 5 September 2016]. Investing, 2016. Australian Dairy Farms Group (AHF). [Online] Available at: https://au.investing.com/equities/australian-dairy-farms-group-balance-sheet [Accessed 5 September 2016]. Investing, 2016. Australian Dairy Farms Group (AHF). [Online] Available at: https://in.investing.com/equities/australian-dairy-farms-group-financial-summary [Accessed 5 September 2016]. Investing, 2016. Australian Dairy Farms Group (AHF). [Online] Available at: https://au.investing.com/equities/australian-dairy-farms-group-financial-summary [Accessed 5 September 2016]. Investing, 2016. Australian Dairy Farms Group (AHF). [Online] Available at: https://au.investing.com/equities/australian-dairy-farms-group-cash-flow [Accessed 5 September 2016]. Investing, 2016. Australian Dairy Farms Group (AHF). [Online] Available at: https://in.investing.com/equities/australian-dairy-farms-group-cash-flow [Accessed 5 September 2016]. Investsmart, 2016. Australian Dairy Farms Group (AHF). [Online] Available at: https://www.investsmart.com.au/shares/asx-ahf/australian-dairy-farms-group [Accessed 5 September 2016]. Investsmart, 2016. Company Financials - Australian Dairy Farms Group (AHF). [Online] Available at: https://www.investsmart.com.au/shares/asx-ahf/australian-dairy-farms-group/financials [Accessed 5 September 2016]. Lemsec, 2015. Australian Dairy Farms Group. Motlagh, A.J., 2013. Accounting: Cash Flow Statement. IOSR Journal of Business and Management, 7(4), pp.109-16. [Accessed 2016]. The Australian, 2016. Australian Dairy Farm Group claims fast ticket to China. [Online] Available at: https://www.theaustralian.com.au/business/opinion/tim-boreham-criterion/australian-dairy-farm-group-claims-fast-ticket-to-china/news-story/43de2c60dcc3977b2ea0fd7c6480ed24 [Accessed 5 September 2016]. The Australian, 2016. Newcomer Australian Dairy Farms Group looks to milk rising prices. [Online] Available at: https://www.theaustralian.com.au/business/opinion/tim-boreham-criterion/newcomer-australian-dairy-farms-group-looks-to-milk-rising-prices/news-story/10c9becd601553d17e17638477ba6df0 [Accessed 5 September 2016]. Wall Street Journal (WSJ), 2016. Australian Dairy Farms Group. [Online] Available at: https://quotes.wsj.com/AU/XASX/AHF/financials/annual/balance-sheet [Accessed 5 September 2016]. Wall Street Journal, 2016. Australian Dairy Farms Group. [Online] Available at: https://quotes.wsj.com/AU/XASX/AHF/financials/annual/balance-sheet [Accessed 5 September 2016]. WSJ, 2016. Australian Dairy Farms Group. [Online] Available at: https://quotes.wsj.com/AU/XASX/AHF/financials/annual/income-statement [Accessed 5 September 2016]. WSJ, 2016. Australian Dairy Farms Group. [Online] Available at: https://quotes.wsj.com/AU/XASX/AHF/financials [Accessed 2016].

Organisational Behavior free essay sample

?Inside an organization, people are expected to their best at work. Best work easier to achieve when there’s the help of motivation. Motivation is one of the important factors to create effective management inside an organization. Every person inside a company is motivated by different kind of things, for example motivation is a behaviour which and drives someone to act towards their goals in life. A motivated person will perform at maximum capacity in their job. The sense of purpose and money are the important factors that motivated people the most. There are 3 type of Elements of work motivation. Firstly the direction of behaviour which behaviours does a person chosen to perform in an organization. Second is level of effort on how hard does a person work to perform a chosen behaviour and lastly is level of persistence in when faced with obstacles, how hard does a person keep trying to perform a chosen behaviour successfully. We will write a custom essay sample on Organisational Behavior or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Sasone, Carol and Harakiewicz (2000) stated that there are 2 types of motivation, intrinsic and extrinsic. Intrinsic motivation was described as a motivation which dependent on internal factors such as the desire to work hard and the satisfaction of accomplishing something. For example an employee was motivated to become employee of the month, so he always submits his work before the datelines. The second type of motivation is extrinsic motivation. It described as a motivation that depends on external factors such as money, believes that external factors (money) have negative effect on behaviour. The chart emphasis is on creating a positive work environment. Employer should provide a culture through Good relationships. For example managers take care of their employees. They find out about the expectations of their employees. They give clear directions and the team has fun together. Clear communications and clear goals expectations are set and plans to be shared. Reasons for doing things are clearly explained so employees can see how they fit into the big picture. Adequate resources. Managers make sure that materials, equipment and information are provided and fit for purpose. Encouragement employees are praised for getting things right. Frustrations and problems are acknowledged. The focus is on working towards goals. Recognition effort and good performance are rewarded. By establishing best practice, it is possible to measure the benchmarks or standards it has set. Developing a motivating culture takes time and effort. Managers and team leaders are given in-depth training. This allows them to develop a strategic, long-term approach to building a culture of customer care through motivated people. Motivation Training gives employees an understanding of motivation principles and techniques, so everyone buys into business goals. This helps to raise standards of performance across the business. Team leaders need to understand the needs of the people they manage to ensure they apply the right motivating factors for individuals. During training, managers learn to assess the motivation culture. For example, a branch with highly motivated employees may demonstrate by answering the phone before the working day starts And working together as a team, regularly attending social work functions together, arriving early every day, organising and preparing the office at the end of the day. Employees are aware of the benefits of high levels of performance, such as recognition and promotion, but also the consequences of poor performance. Man’s need are arranged in a series of levels. A hierarchy of importance as soon as needs on a lower level are met those on the next, higher level will demand satisfaction. Abraham Maslow’s Hierarchy of Needs is known for establishing the theory of a hierarchy of needs, writing that human beings are motivated by unsatisfied needs and that certain lower needs to be satisfied before higher needs can be satisfied as per the diagram below. Maslows hierarchy of needs is often portrayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top. While the pyramid has become the de facto way to represent the hierarchy, Maslow himself never used a pyramid to describe these levels in any of his writings on the subject. The most fundamental and basic four layers of the pyramid contain what Maslow called deficiency needs or d-needs: esteem, friendship and love, security, and physical needs. If these deficiency needs are not met – with the exception of the most fundamental (physiological) need – there may not be a physical indication, but the individual will feel anxious and tense. Maslows theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs. Maslow also coined the term Metamotivation to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment. The human mind and brain are complex and have parallel processes running at the same time, thus many different motivations from various levels of Maslows hierarchy can occur at the same time. Maslow spoke clearly about these levels and their satisfaction in terms such as relative, general, and primarily. Instead of stating that the individual focuses on a certain need at any given time, Maslow stated that a certain need dominates the human organism. Thus Maslow acknowledged the likelihood that the different levels of motivation could occur at any time in the human mind, but he focused on identifying the basic types of motivation and the order in which they should be met. Based on the diagram, there are 5 level to achieve in life and also related aspects at work. Physiological Needs Maslow identified the core physiological needs to sustain human life as air, water, food and sleep. To perform their jobs, workers require healthy air to breathe, water to keep their systems hydrated, sustenance to fuel their bodies and adequate time to rest and recuperate between shifts, including regularly scheduled breaks. As described in his own book, Maslow on Management, Maslow cites that when deficiencies exist in these four basic requirements for survival, people become incapable of developing any ambition, much less acting on it and achieving their full potential. By comparison, such is the quest of an oppressive regime in which human lives are expendable and workers are routinely pushed to the point of dehydration, starvation and exhaustion. Safety Needs A safe and secure working environment reduces the threat of physical injury. When workers believe that the level of risk has been minimized and that good health and safety practices are judiciously enforced and monitored by management, they feel more comfortable and are less distracted from performing their tasks and interacting with others. Conscientious safety practices reduce absenteeism as well, which can impact productivity and morale. Security also extends to emotional well being in the workplace. An employer that provides medical benefits, contributes to retirement plans and is financially solvent makes workers feel more secure about their jobs and the future. Chip Conley, author of Peak: How Great Companies Get Their Mojo from Maslow, writes that companies that demonstrate they care for the welfare of their workers create an atmosphere of trust which, in turn, encourages loyalty and decreases stress. Social Needs Man is a social animal and, accordingly, seeks out companionship, acceptance and inclusion. Maslow identifies social needs as friendships, peer support and the ability to give and receive love. Observes Dianna Podmoroff, author of 365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money, the workplace offers an opportunity to be part of a team in which members share their respective knowledge, skills and unique experiences to solve problems in which they have a vested interest. Competitions, focus groups, mentoring, brainstorming sessions, after-work get-togethers and even office potlucks can make employees feel as if they are family. Esteem Needs In concert with social needs is the desire to be recognized for personal accomplishments. Maslow divides this portion of his theory into external and internal motivators. External motivators are prizes and awards bestowed for outstanding performance, elevation in status such as a coveted promotion and newfound attention and admiration from others. Internal motivators are the private goals that workers set for themselves such as beating a prior months sales figures and the satisfaction of experiencing self-respect for having done the right thing. Barry Silverstein, author of Best Practices: Motivating Employees: Bringing Out the Best in Your People, notes that fairness and consistency in the recognition process are critical. When employees know that their efforts arent going unnoticed by management, they take more pride in their work product. In addition, their coworkers see the correlation between responsibility and reward and may endeavor to set the performance bar higher for themselves. Self-Actualization Once the quartet of physiological, safety, social and self-esteem needs are met, Maslow believed that individuals are capable of achieving their true potential and embodying truth, meaning, wisdom and justice in their words and actions. Self-actualization moves them to a higher plateau of understanding as well as a greater empathy for the needs of others. Those who achieve this ultimate state and Maslow himself speculated that it was only 2 percent of the population enjoy a greater autonomy, have a deeper sense of humility and respect for others and a better sense of distinguishing between real and fake. Maslow also tied this to the belief that the journey in whatever form it takes can be more rewarding than the actual destination. Managers can apply this to a practice of appreciating the worth of each of the individuals traveling with them rather than focusing so intently on the end-game that they lose all sight of human emotions. Maslows theory is important for two reasons: Firstly it points out that peoples needs are not just met by hard cash (which arguably addresses levels 1 and 2). People have many needs which have to be met, and while people may be very well paid, they can still be unsatisfied if these needs arent met See more at: http://www. mindtools. com/pages/article/newLDR_92. htm#sthash. 0gREuDmV. dpuf Maslows hierarchy of needs is a model for the various needs of humanity, with important implications for behavior in the workplace. Under this theory, individual growth is key to an organizations success. Supervisors must attempt to identify individualemployee needs and foster employee job satisfaction. If they do so, employees will progress toward self-actualization, and willimprove the organization in the process. Following is a partial list of the various rewards, practices, and programs thatsupervisors and their organizations may use to satisfy employee needs. Reference ^ a b Maslows Hierarchy of Needs 1. ^ a b c Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–96. Retrieved from http://psychclassics. yorku. ca/Maslow/motivation. htm 2. ^ Maslow, A (1954). Motivation and personality. New York, NY: Harper. p. 236. ISBN 0-06-041987-3. 3. ^ Mittelman, W. (1991). Maslows study of self-actualization: A reinterpretation. Journal of Humanistic Psychology, 31(1), 114–135. doi: 10. 1177/0022167891311010 4. ^ a b Maslow, A. (1954). Motivation and personality. New York, NY: Harper. 5. ^ a b van IJzendoorn MH, Sagi-Schwartz A (2008). Cross-Cultural Patterns of Attachment; Universal and Contextual Dimensions. In Cassidy J, Shaver PR. Handbook of Attachment: Theory, Research and Clinical Applications. New York and London: Guilford Press. pp. 880–905. ISBN 9781593858742. 6. ^ a b Bugental DB (2000). Acquisition of the Algorithms of Social Life: A Domain-Based Approach. Psychological Bulletin 126 (2): 178–219. doi:10. 1037/0033-2909. 126. 2. 187. PMID 10748640. 7. ^ Steere, B. F. (1988). Becoming an effective classroom manager: A resource for teachers.. Albany, NY: SUNY Press. ISBN 0-88706-620-8, 9780887066207 Check |isbn= value (help). 8. ^ Goble, F. (1970). The third force: The psychology of Abraham Maslow. Richmond, CA: Maurice Bassett Publishing. pp. 62.