Albert Heijn-History

Albert Heijn 1602 (Barneveld) History Context Albert Heijn is a big supermarket chain which emerged from a small grocery store that once stood in Oostzaan. The 21-years old Albert Heijn took over the store from his father in 1887. The young Albert Heijn quickly began to expand the store towards other places. Albert also started to sell his self-made cookies and self-burned coffee (Albert Heijn, 2013). Now Albert Heijn is one of the largest supermarket chain in the Netherlands. Quality and customers are of great importance within the formula of Albert Heijn.For this reason all subsidiaries have to have the same style. In the small village of Barneveld there is also an Albert Heijn. This Albert Heijn was managed by Mr G. Aartsen for more than 15 years. Albert Heijn Barneveld did not experience quite a lot of changes. The only changes where changes of assortment and a small expansion of the shop. Trigger The management of Albert Heijn demands that every supermarket manager is managing f or a maximum period of 4 years. This is due the fact that a manager could turn into a friend when staying too long on the same position.Another reason is the emerging of business blindness. To prevent this from happening, all managers (except for the franchise shops) have to switch places once in a while. For example: the manager of Utrecht goes to Amsterdam after 4 years, the manager of Amsterdam goes to Groningen and so on. Philosophy The manager of Albert Heijn Barneveld was like a father to all the personnel. Mr Aartsen was often called â€Å"papa Aartsen† (daddy Aartsen). Mr Aartsen was not just the manager who commands the personnel.He was a kind guy who often smoked in his office (while this was not allowed), he just had his own rules and it worked. When there was a lot of pressure on the personnel he always helped them. For example, during Christmas time he helped stocking the shelves. Mr Aartsen also had a good relationship with the customers. Change idea Diagnosis A lbert Heijn Barneveld had the same manager for 18 years. For this reason the headquarters decided to make some changes. Mr G. Aartsen had to go. This was a big shock for the regular customers and the personnel. Change of strategyThe change of strategy was decided, there were no discussions possible. Mr Aartsen protested towards the headquarters, but their decision was final. Albert Heijn had accepted the fact that Mr Aartsen was the manager for a longer period than 4 years for a long time. However it was time for change. The headquarters wants all the shops to be the same, as well in layout as in the way of managing. Intervention plan The headquarters of Albert Heijn did not really had an intervention plan. They made up the rules and were the boss of Albert Heijn, so Barneveld had to listen.Albert Heijn did replace Mr Aartsen, however, the headquarters were much more open about where Mr Aartsen should manage after Barneveld. This decision was made together with Mr Aartsen. The other intervention plan that the headquarters had, was the implementation of two managers in Barneveld. This way Barneveld was managed better and with good efforts. Sadly enough, things were not any more than they were. Interventions 1 With the help of the two new managers the intention was trying to introduce a new way of thinking.However this did not work quite well. After a few weeks the headquarters decided that Barneveld had to do it with one manager again. This time the dissatisfaction was even bigger. Interventions 2 When it turned out that Barneveld did not run as well anymore as it did, the headquarters tried to bring old personnel back. An old assistant manager came back from another subsidiary. This happened to work out. The headquarters decided that Barneveld had to steer itself again. The next step was giving personnel promotions.This way, people who worked for Mr Aartsen were able to get more influence and help each other to get over the situation. Results of change process The change process for Mr Aartsen has led to overwrought, unfortunately the changes were too big for him. For Barneveld the changes were positive as well as negative (see table 1). Positive changes| Negative changes| Albert Heijn made Barneveld a real Albert Heijn. Barneveld had struggled with the changing process, however now Barneveld was now a real Albert Heijn like all the other subsidiaries. Albert Heijn Barneveld always was a neighbourhood supermarket, now it was one of those mass city supermarkets. The changes caused the dissatisfaction of the most customers. | Table 1, Positive and negative changes Albert Heijn Barneveld Conclusion Albert Heijn headquarters did not much effort steering the change process. Due to the lack of comprehending, the change process took a lot of time. At the end, Albert Heijn headquarters succeeded in making Barneveld a real Albert Heijn. However, the headquarters did not research whether the customers wanted this change or not.

5 Ways to Reach the Level of Ronald Reagan Speech Writers

5 Ways to Reach the Level of Ronald Reagan Speech Writers 5 Ways to Reach the Level of Ronald Reagan Speech Writers A speech is a kind of presentation that is essential to prepare correctly. Your speech has to captivate the audience and move them in a way that other presentations do not. Ronald Reagan’s performances were always superb, and following his masterful example can give us inspiration to write better. Of course, if we want to reach the highest level of speech writing, we have to practice a lot and sharpen our skills. Here are 5 tips on how to create a perfect speech in the same vein as the famous Ronald Reagan speech writers do this. 1. Profound Research Really do your research – not surface skimming of a few short pieces, but profound research. If you always mull over what you want to talk about for a while before you have to do it, your ideas will not be such a thing that you read off a paper and forget instantly. Instead, they will be a part of you, and your preparation will show in your confidence. A speech is a kind of presentation that you can’t just do off the cuff if you don’t know what you really feel about the particular topic. It should take you some research. 2. Target Audience Try to understand the audience. It is quite important to know whom you will be speaking to. If you’re addressing students, they won’t be interested in knowing how to withdraw an annuity, and if your audience is nothing but pensioners, they won’t be interested in risky investments that take about 30 years to be worthwhile. If there are special interest groups, think about their particular concerns and find a way to involve them in the body of your speech. Don’t think they won’t notice if you leave them out. Seeing things from your audience’s point of view is essential to connect with them while speaking. 3. Personal Experience Tell authentic stories from your own life or the lives of other people whom you know. Nothing gets an audience interested in, like a story where they want to keep listening so they can find out what will happen at the end. It doesn’t have to be a sensational story, and you definitely shouldn’t exaggerate what really happened. Even a short anecdote can help your main points sink in and make them more relatable to your audience – in other words, they bring the speech down from an abstract level to real life. 4. Created List Make a list of points to cover before you begin. In order not to miss anything, you have to make some notes. The order is essential here. You can still look up into the faces of the audience and speak extemporaneously on the same level, but you have to make sure that you are not missing an essential building block. 5. Expressed Emotions Use the emotion of beautiful, poetic language. In no speech of Reagan’s was this more true than in the difficult address he gave following the Challenger’s explosion and the deaths of six crewman and a schoolteacher. Peggy Noonan, a little-known speech writer, has created the perfect words for the occasion by remembering a poem from her childhood and including phrases from it in the speech. Who can forget Reagan saying, â€Å"We will never forget them, nor the last time we saw them, this morning, as they prepared for their journey and waved goodbye and ‘slipped the surly bonds of earth’ to ‘touch the face of God.† It is never too late, or too early to practice your writing as well as to sharpen your writing skills. Follow these tips to make your speeches catchy and memorable for the audience.

Diversity in Education Essay Example | Topics and Well Written Essays - 4000 words

Diversity in Education - Essay Example John Dewey affirmed that education can only occur through the process of social consciousness. This is seen in almost all spheres of life. For instance, whenever we acquire different habits or whenever an individual's feelings have been awakened, then that is still part of education. Regardless of the level of strictness in any school environment, teachers cannot claim to deviate from this principle. All people are first educated through the unconscious state. The latter assertions can be carried forward to the issue of diversity in education. Because all human beings regardless of their race, disability, gender etc go through this unconscious education, then one can assert that they deserve equal treatment if the same principle was to be applied to them. (Neil, 2005) Dewey also asserted that a child's social environment was particularly important in ascertaining whether that child was able to embrace true education. Again, this assertion can be related to the diverse classroom because a diverse classroom offers children the opportunity to deal with different demands from the ones that the child had been accustomed to thus giving them room for growth. Children learn through the various demands that are placed upon them from members of the group. Consequently, if those demands are narrow or nonexistent, then a child's feelings and action will remain as they were. However, if those demands are much greater than that child had anticipated, then chances are that the child will come out of their narrowness of thought and will embrace their role as contributors to the overall wellness of the group. Therefore, a child will be able to learn what is appropriate or not through the actions of others when they are responding to the former's deeds or words. For instance, when children are learning a certain language, they rely on the reactions which they get from the people around then in relation to certain actions. For example, whenever a certain activity solicits a certain response, then that child will place the meaning in context. (Neil, 2005) The latter principles also apply to diversity in education. In essence, diverse classrooms represent society as it is. Compared to conventional classrooms, diverse classes are much closer to Dewey's ideas. This is because they allow children to learn from one another especially in terms of those who may be different from them. According to the latter philosopher, education is imparted through two aspects Psychological aspects Social aspects The first aspect is more important than the second because of the fact that it incorporates the issue of a child's instincts. The latter characteristic is usually the starting point in any learning process. If education is conducted independently from the child's activities, then it can only be regarded as a form of external pressure. If a child has no opportunity to show initiative, then they may simply solve the problems assigned to them by their educators but no meaningful education will have taken place. This is because such educators have not bothered to make an insight into the psychological goings on of the child. When a teacher's approaches happen to fall in line with a child's ideas, then chances are that that child will learn. However, if those approaches contradict a child's psychology, then it will create conflict within the child's mind thus impeding

Methods Assignment Example | Topics and Well Written Essays - 500 words

Methods - Assignment Example There are other scholars with similar contribution (e.g., Fearon 1998; Lake and Rothchild 1996). A contention by (Saun and Tirone 2011) is that democratic transitioning develops an environment that easily encourages the rise of conflicts through the induction of exclusionary polarization and nationalism in the society. Significant exceptions towards the democratization-conflict tendency emerge in such countries as Tanzania, Malawi, Burkina Faso, and Kenya, all having experienced a democratic move within 20 years period without encountering much civil conflict. The authors argue that the key factor that â€Å"shelters† such democratizing states from violence comes from the democratization aid (Saun and Tirone 2011). The proposition by Snyder (2000) regarding instability indicates that in the initial phases of democratization are favored by two conditions via which civil conflict may emerge: there is the exploitation of rising nationalism by political elites, in the name of achieving their selfish ends and, therefore, creating society divisions, and that there is a general weakness on the side of central government in preventing the polarizing tactics of elites. (Saun and Tirone 2011) proposes that the assistance programs of democracy can potentially provide a restrictive force regarding the danger of politically initiated domestic violence; notably, even when a state lacks strong institutions, which would help, manage democratization, democracy aid can potentially provide an external source of stability, strength, and state credibility to ease the transition. The role played by the U.S. Agency for International Development’s (USAID) when Indonesia underwent the transition. Ideally, Indonesia attained democracy in 1999 from the Suharto’s regime (Saun and Tirone 2011). Some of the specific ideas developed as measurable and testable variables can be identified from the literature

Contemporary issues in business (Primark) Essay

Contemporary issues in business (Primark) - Essay Example Based on the success rate of the company, it has become apparent that more stores are needed to be added to the chain for improving its value. The company caters to the customers belonging from diverse age groups (Primark Stores Limited, 2013). It targets those consumers who are fashion conscious and want proper value in return for their money. The company caters to the market by way of fulfilment of needs of the people by supplying both menswear and ladies-wear. In addition, it also aims to meet the requirement of the market by way of supplying other products that range from accessories & hosiery, children’s wear and footwear among others. The company is said to attain a sales target of ?3.5billion in the year 2012 which is quite impressive (Northern and Shell Media Publications, 2013). The company has a very effective supply chain that brings together different manufacturing units in India, Turkey, and Bangladesh, China and other countries, having a number of retail outlets in the United Kingdom, Ireland, and in other parts of Europe (The Times Newspaper Limited and  ©MBA Publishing Ltd, 2010; Dobson, 2004). In relation to the ethical and corporate social responsibility, the company acts in a much diversified manner. It focuses upon delivering quality products at cheap prices and at the same time retaining the customers by way of creating value for the goods which are manufactured. Identification of the CSR responsibilities of Primark is considered to be the main theme of the paper. Additionally, the paper also aims to highlight various reasons for which the company focuses upon developing and third world countries in relation to sourcing of its products. A Snapshot of Primark Store Source: (The Times Newspaper Limited and  ©MBA Publishing Ltd, 2010) 2.0 Reasons for Sourcing From Developing Countries The primary reason for sourcing from developing countries is to source the products in an efficient manner. Moreover, the company in order to improve the manufacturing process the company opted for developing countries. Another reason was to utilise the local fabrics for producing the products. The other reason for sourcing was to create a strong focus on the current product trends (Choi, 2012). 2.1 Growth Rate It would enable to provide high opportunity of growth to the developing nations. It would allow the company to achieve the high rates of growth because it will get to expand its business channels. Primark’s business expansion comes from fulfilling the needs of the customers along with continuing to expand its markets in the selected regions. The company is able to implement very effective marketing strategies as it is primarily laying its focus upon the developing countries. These factors can prove to be concurrent in relation to the aspects related to growth (Grose, 2011).Therefore, the company planned to source its products from developing countries to attain high rate of growth through sourcing the products from developing nations (Grose, 2011). 2.2 Competitive Advantage This would lead to growth of an ideal company

My Vision for holistic nutrition Essay Example | Topics and Well Written Essays - 750 words

My Vision for holistic nutrition - Essay Example While holistic nutrition does not make any claims that a certain food, or a vitamin or mineral contained therein, will cure any degenerative disease, for instance cancer, adequately giving the body what it needs will help the body to heal itself. In holistic nutrition every person is viewed as an individual with different nutritional needs. The Holistic community believes that many variables play a role in establishing what may be a normal nutritional requirement, resulting in a â€Å"tailored† nutritional chart for individuals based on their needs. In contrast, Allopathic medicine looks at the population as a whole; it determines the norm based on an average requirement and applies that calculation to the individual, regardless of biochemical, environmental and physical differences. Holistic nutrition, as mentioned earlier, looks at the person as a whole, keeping the differences in body systems (neurological, structural, immune, reproductive, etc.) in view, and helps deal with the various challenges facing the body for optimal nutritional functionality. For example, instead of approaching depression, skeletal pain, and fatigue as three separate issues, thus calling for three separate prescriptions, a holistic nutriti onist will look at these three different weaknesses on the whole: what do they have in common and what systemic condition could be causing it. Such an approach treats the systems of the body as being interconnected and seeks to improve the health of the person on the whole. Holistic nutrition teaches that food is the best medicine. Dietary intake and supplements are important considerations when seeking to prevent illnesses or to strengthen a body already in crisis. Prescriptions medication may quiet or silence the symptoms of illness, but may not be able to identify and correct the root cause of the illness, which, in turn, will continue to weaken the body. A holistic

Management of Organizational Performance: Literature Review

Management of Organizational Performance: Literature Review Many broad descriptions of management of performance can be found when one goes through the bulk of management materials available in books, journals and internet. Michael Armstrong 2000 plainly describes management of performance as a means of getting better results from a whole organization, or teams and individuals within ità ¢Ã¢â€š ¬Ã‚ ¦within an agreed framework of planned goals. Whereas Armstrongs description does not exactly introduce a novel definition in management literature, it captures the extensiveness of the field of appraisal. This field is full of complexities in regards to elucidating the exact scale of practices and mechanisms involved in performance appraisal. Armstrongs definition sets us on an excellent path when it comes to understanding these complexities. Donna Mitchell in her book Performance Management is more forthcoming in her definition and attempts to cover more ground in the management literature. She adds another dimension to the definition by first i ncluding performance measurement in her attempts to exhaustively describe management of performance. She describes performance measurement as the process of assessing progress towards achieving predetermined goals (Mitchell, 2007). She goes ahead to describe management of performance as, building on that process adding, the relevant communication and action on the progress achieved against these predetermined goals (Mitchell, 2007). On top of incorporating the aspect of measurement of performance in management, it is notable to appreciate that management of performance is fundamentally about management of people. It is basically an attempt to comprehend the manner in which people in an organization work, both individually and with others. Aspects like supervision, decision making, inclusive employee involvement, motivation and promotion of technological innovations among workers are equally crucial in the development of the organization. Mitchells definition is an improvement from Armstrongs description and more elaborative. It can be observed from the two writers that the field of management is unmistakably composed of several disciplines. Diverse modalities for organizational evaluation are existent and thus various operational methods have been formulated to independently appraise an organizations development. Financial department policies that specifically deal with accounting are mostly employed in evaluati ng and controlling the fiscal robustness of organizations. The technical operations department evaluation policies are inherently concerned with enhancing the logistical fluidity of activities and functions in the various departments. The human resource department on its part is largely specialized in enhancing output of personnel. These three offer an insight into the compound realm of management of organizational performance. The discipline of management that is closely related with the appraisal of organizational performance is the human resources. Nevertheless, other departments have evaluation score cards that respective managers use to review in assessing employee outputs and efficiency. Elaine Pulakos, in Performance Management: A New Approach for Driving Business Results, underscores the significance of management of organization performance being tactical, united, geared towards enhancement of performance and enforced enactment of positive development concepts. But this wide and ambiguous definition of management of organizational performance makes it an increasingly intricate undertaking. The specific appraisal component that is clearly implicit of the progression of performance evaluation is definitely the performance scorecard Rampersad posits that the Balanced Scorecard, as a tool of measurement has evolved into the ultimate unit pointer of progression or regression. He divides the measurement tool into two components; the Personal Balanced Scorecard or PBSC and the Organizational Balanced Scorecard (OBSC) (Rampersad, 2003). The former is for individual employees to evaluate themselves, while the latter is for entire organization to gauge its collective progression. Whereas different literatures on management will present divergentthough synonymousdescriptions of management of organizational performance, most of them are homogeneous in their acknowledgement of the importance of the practice. To formulate a strategy, a business or organization needs sufficient data that indicate its current status. The current status of the organization will be determined only by a review of the organizations performance. The performance management similarly aids in management of the process of implementing the conceptualized strategies. In the process of managing the formulated strategies, the scorecard data will caution against making assumptions. In the absence of a scorecard, an organization can easily make assumptions about its position and use the hypothetical data to make skewed and erratic projections about the future. Balanced Scorecards for the individuals and the organization are the only sure means of checking the development or degeneration direction of firm (Thorpe Holloway, 2008). The management of organizational performance can help a company ascertain that it is realizing minimum allowable standards that are necessary for continued existence. These could be standards pertaining to environmental safety or legal provisions. Management of appraisals of the company also communicates a clear message of expectation to the employees. As such, employees are conscious of not only their duties and responsibilities, but of performance standards the employers expect them to deliver. Stakeholders are also informed of the companys sense of direction; such stakeholders include current and prospective shareholders, concerned government authorities and clients or customers. Management of organization performance can be a system for the acknowledgement and appreciation of the hard work and outstanding behavior of excellent employees. Appreciating and rewarding excellent employee behavior can be an incentive or a source of motivation for other employees to improve on their del ivery and output. Clear as the benefits of management are, there exist two performance management precepts. The first is the tactical management of performance and the other is conservative management system. The tactical system which is purely strategic is also intrinsically reactionary and depends on market or environment settings and conditions. The tactical management system is triggered whenever there are drastic changes in the organizational surroundings and the business needs to readjust its activities in the wake of environmental changes. The conservative performance management system on the contrary is a continuous system that is carried out at predetermined regular intervals to self-regulate the firm. The regulation could be a quarterly, bi-annual or yearly process, planned to coincide with specific but organization-wide release of statements, for example production output statements, fiscal position reports or profit announcements (Carton Hofer, 2006). Other than communicating the position of the firm to stakeholders, the regular management of organizational performance is critical in inspiring and rewarding exceptional employee behaviors. While in the conventional logic the evaluation of employee performance and the reward schemes have been associated with release of firms fiscal reports, some organizations are using the Personal Balanced Scorecard to negotiate salary, wages and compensation for their employees. Niven, 2006 is a big critic of the system that seeks to use appraisal reports in assigning compensation packages for its employees. Niven argues that appraisal results are efficient only if the rewards for good behavior are gifts that supplement an employees pay, not if the result is used to calculate and determine the compensation package. Mohan Nair disputes Nivens argument in his book, Essentials of balanced scorecard. Mohan is of the view that a scorecard is the surest means of keeping employees in check all year round . He, Mohan, posits that an organization has no business providing attractive compensation packages to non-performing employees as the main goal of an organization is to generate profits. Niven is critical of using scorecards to determine compensation packages because they create rivalries among employees within departments and they are also unsustainable. Niven wants us to imagine a scenario where the performance of an employee keeps fluctuating on monthly basis. If an employee is outstanding on the first month, average on the second and grossly underproductive on the third, does the management keep on updating the compensation package for every of those months and for every single employee in the organization? Matthew Kammerer explores deeper into the pros and cons of balanced scorecards as were developed by the pair of Robert S. Kaplan and David P. Norton. He notes that while Kaplan and Norton were innovative in formulating a system for evaluating performances, he hypothesizes that anomalous employee behavior is most likely to be observed in the long haul. This system will eventually water down on the worth of tactical performance management as it will not be entirely impartial to all employees. Research done by Michael Hammer on the same issue backs up Kammerers hypothesis, and points out to the prejudicial nature of scorecards on junior employees. The reward scheme is done by senior organization employees and these superiors will assign themselves favorable points and pocket the bulk of the rewards. Many departmental managers have raised complaints regarding the partiality of performance rewards scheme, and particularly criticized the criteria employed to settle on rewards. The human resource department is at the centre of this reward scheme and is equally burdened by the tenets to be used in rationally allocating rewards (Hammer, 2007). The big question therefore is, what aspects need to be managed when evaluating the performance of the organization? The quandary of assessing organizational performance is such a demanding undertaking that management experts and observers can only speculate on the best ways forward. Fiscal strategies are conventionally regarded as the easily usable schemes in many firms. With the turn of the millennia however, organizations have become more complex with multifaceted dimensions that need cannot be evaluated by fiscal analysis alone. Paolo Taticchi reckons in the International journal of Productivity and Performance Management that fiscal analysis, by use of management accounting, is an incomplete tool as a comprehensive organizational performance indicator. Taticchi notes that the use of management bookkeeping information is only enough when reviewing inflows and outflows. The inadequacies of purely financial appraisal systems in performance review have spawned a shift from cost analysis to encompass a wide range of issues such as a review of the firms goals. Observers in the appraisal of performance have debated and proposed ways in which organizations can formulate proper assessment systems. From the bulk of management literature available on performance measurement, comprehensive review outlines have the aim of delineating performance in a manner that echoes strategic organization goals (Taticchi, 2010). These outlines possess fundamental attributes that assist in pinpointing the apposite series of standards against which performance is sustainably assessed and managed. The literature covered in Thorpe and Holloway (2008), and Taticchi (2009) highlight the reality that a series of review measures employed by a firm must depict a crystal representation of the firm. These measures ought to echo the fiscal as well as the non-fiscal strategies; the internal and environmental attributes; and the competence and efficiency measures. The generated outline of quantifiable measures must also generate a clear indication of the firms performance. Case in point, the minimalism and perceptive basis of the Organizational Balanced Scorecard is regarded as its most resourceful feature, as it is simple and readily grasped (Fakhri, Menacere Pegum, 2011). Outlines need to show the necessity for a firm to employ a series of measures that are multifaceted in dimensions. All areas of organizational performance must be measurable to reflect development or regression in the outline. The sight of a chief executive officer handling a mass of data that has not been filtered into meaningful information is not so uncommon. Such heaps of data does not present any meaning and insightful account of the performance of individual and departmental units in the organization. To eliminate the occurrence of a scenario where an executive reads heaps of data that bears no informative insight, the department of quality management has to come into action. Some reputable methodologies can be used by the quality management department to cover the apparent inadequacies of balanced scoreboards for example the Demming Cycle (Balanced Scoreboard Institute). Developed by Edward Deming in the mid last century, he held that business processes ought to be scrutinized and gauged to make out the sources of discrepancies which result in manufactured goods digressing from clients specifications. The Demming Cycle represents just one of the many assessment tools that are not only geared towards fiscal analysis but cover other crucial organizational issues. The Demming Cycle is simple; place the undertakings and activities of the firm in an incessant feedback loop so that supervisors can make out and alter the activities that need upgrading. To demonstrate the cycle, he used the PDCA (Plan-Do-Check-Act) cycle to keep performance management in continuous check (Averson, 1998). Under the Plan, the management or whoever is concerned with the review of performance management-devises and revises the organization processes and the associated components (activities) to guarantee continuous development or improvement in results. The Do part of the cycle is concerned with the carrying out of the Plan, and the gauging of processes performance. The Check section is meant for assessment of products measurements, and the identification of faults. The results obtained from the Check section are forwarded to the organs of decision making. Finally, the Act part is mainly an action phase. Changes are made at this stage in case faults have been detected in the system. Tools for quality assessment managers are not few. There is the OODA loop which is an acronym for Observe, Orient Decide and Act that is used as a precept for strategic operations in the organization. The OODA loop appreciates the reality that the process of decision making is continuous cycle that needs regulated periods of observing and acting indefinitely. Similar to the Demming cycle, it is a deterrence mechanism that requires communication in the organizational structure. The six sigma is another management strategy, initially a project of Motorola, which is geared to identifying defects and eliminating them before they impact on the performance of the firm. It incorporates statistical quality management systems. Six sigma has its own share of debatable controversies and has been likened to the balanced scorecard for its lack of creativity by a host of management literatures. Research into the sigma six effects on business quality has revealed that an excess of 90 percent of fir ms that implemented the quality assessment programs recorded a loss in fortune (Morris, 2006). Others quality assessment tools include COBIT or Control Objectives for Information and related Technology that is specifically used in the information technology organizations and is a creation of the Information Systems Audit and Control Association. AIDA an abbreviation for Attention Interest Desire Action is another tool used in the marketing department to appraise marketing performances (Morris, 2006). All the management literature reviewed in this paper provides resourceful information in managing the performances of an organization. The literatures clearly indicate that for an organization to unlock its potential it must deal with right quality management tools and they should be applied appropriately to realize their potential. Performance management ought to be cross-sectional and not only target a particular section of the workforce. The exact performances that are being appraised ought to be reflected against expectations, the requisite requirements for outstanding performance and the qualities the clients are looking for. Performance must also be managed and appraised against feasible strategies and goals. A cross-sectional link between the performances of employees in hierarchical organizations should be explicitly assessed, so that the elimination of any possible conflicts in evaluation of employees is carried out. Conflicts are clear stumbling blocks in organizational eva luation. Such conflicts in the form of organizational politics need to be deracinated to ensure that departments with functional dependencies correlate with each other harmoniously. Organizations must center their performance appraisals systems towards communicating insight to employees, and not just generating raw data on employee productivity. If quality assessment tools are effective and the organization is realizing its objectives without subjecting employees to data about their performance, a positive culture of self drive is calculated amongst employees. On the contrary, if an organization is performing well and the company keeps on generating data for the purpose of rating employees, it creates a rivalry among departments and employees. This consequently results in some employees developing dysfunctional behaviors, either due to paranoia or insecurity over their jobs (Falcone Sachs, 2007). Considerable collective organizational effort must be spared to ensure the gradual development of apposite traditions in the firm that promote engagement of the firms employees in the processes and objectives of the company. Such a tradition should cultivate the feeling of appreciation among the employees so that employees enjoy their work. In brief, organization performance management will first encompass aspects such as planning of employee roles and demarcation of specific expextations from employees. Second, it involves an incessant process of performance supervision by use of quality assessment tools. Third, it encompasses the development of employees aptitude and competence to execute their roles. Fourth, it involves the intermittent positive appraisal of performance of individuals and departments. Finally, it covers the sensitive issue of rewarding employees who are exhibiting excellent organizational behavior and performance. Why i decided to go to college? Why i decided to go to college? When I think about college I think about a lot of studying and not enough time for myself. But I know that when I graduate college I will have many opportunities available. Going to college has affected my life in many ways, but in the end it will all pay off. I then decided that I wanted to go to college because I want a better future. After I graduated high school, I never thought about college. The reason I never thought about college was because, my parents didnt have that much money to support me through college. My parents wanted a better future for me, so that I can take care of myself. I then decided to go to Hennepin Technical College because they offered me financial aid. If it wasnt for financial aid, I wouldnt even think about going to college. I have a total to five in my family, and my father is the only one working. Financial aid helped me out a lot because, I didnt have to pay for anything. They helped me out with my tuition and my books. But sometimes my tuition don t always cover all of my cost in college. That made me happy because, I know that my parents didnt have to worry about paying for my tuition. Another reason I decided to go to college is because, it is closer to home. I wouldnt want to be making a long drive home from college. I also decide to go to Hennepin Tech because, of the time. They have morning, afternoon, and evening classes. I am a evening person. I concentrate better in the evening than 7:00AM. When I wake up that early, I feel like I cant concentrate. So for my classes, I have mostly all evening classes and one morning class. I try my very best to stay focused, but that was the only time they have available for morning class. When I started college, I thought that it wouldnt be so hard, but I was wrong. Not only do I have to study hard, but I dont have enough time for myself. I am going to college to become a dental assistant. In my dental class I have an exam every time I go to that class. I also have papers due for my other class the same time I have to study for my dental exam. It is so frustrating, because I dont know which one to do first, and I also become stressed out. But I end up doing well on my papers and on my exams. With all that studying and exams I have, I cant get a job, because I have so much work to do at college, I dont think that I can keep up with a job. My parents are great, they never tell me to get a job, because they know that I have to much papers and exams at the top of my head. They always tell me to focus on my studies and dont worry about a job, that they will support me. That made it less stressful knowing that I dont have to worry about getting a job. College has affect my life in many ways. I am the first one in my family to attend college, which means my parents are very proud that I decided to go. Since I am the first to attend college, I want to show my two brothers that they can do it, if I can. College has change my way of thinking. I know that when I graduate college, I will have a brighter future with many job opportunities available.