Change management

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1

The Scout Association

1 Introduction

The changes facing the Association are large and will take a lotof work and time over the next three years. The aim of this

document is to describe how this change can be managed and

the work distributed. In particular, it uses a Change Champion

(the Area/County Commissioner) to keep an overall view of the

change, and a Change Agent (usually someone other than the

Area/County Commissioner) to manage the project in detail.

There are a lot of theories about managing change particularly

in large organisations. There are two theories that might help us

through the period of change that the Association is about to

enter. One places more emphasis on systems and processes

whilst the other places more emphasis on the people involved.

To be successful, we need to balance these two approaches

managing change with the people involved and doing so in a

systematic manner.

The model for the Association

The change management model (see page ) suggested for this

project is described in five steps. Some of these steps may

overlap which is fine so long as you are clear about where you

are going overall.

For each of these steps in the change management process,

the following sections describe what should be achieved.

Managing change

People

driven

System

driven

Association model

Commitment to change

Where do you want to be?

Where are you now?

How do you get there?

Implement

our movement,

our future

.1 Step One Commitment to change

There have always been changes in our Movement at some

times more than at others. In this period of rapid and large

change, the commitment, support and encouragement of those

leading Counties and Districts will be crucial.We will all win if

everyone is committed to making the same changes.

Demonstrate commitment in leadership

Those leading groups of people will need to show that they are

committed to the change. This includes Group Scout Leaders,

District Commissioners and County/Area Commissioners. This

commitment must be shown by their behaviour and what they say.

Accept the limits that are imposed

Most changes will have some limits perhaps because of the

number of people, resources or money that you have available.

In this case, there will be limits given by the new programme

(such as age groups). Everyone needs to know about the limits

and accept them.

Engender commitment from all adults in the Movement

All the adults in the Movement must be committed to the

change. This means that everyone must be kept informed and

encouraged to participate. This includes administrators, Leaders,

Helpers, and Commissioners and 05 year olds for whom the

changes will provide new opportunities.

Explain why changes are taking place

Ensure that everyone knows why the changes are taking place.

Remember to communicate this often, both before and during

the change process.

Value everyone's view and ideas

There will be options in the changes and local decisions will

need to be made. Everyone should be encouraged to contribute

to this. All contributions should be considered and people

informed of the outcome.

. Step Two Where do you want to be?

In this step, the Area/County, Districts and Groups should

consider where they would like to end up after the process of

change.

Consider influences

There will be many issues that will shape your view of where you

want to be. There may be external constraints (such as the rules

defining the programme from PRI); external enablers (such as

grants to help development); local factors (such as Area/County

and District development plans); and resource implications

(such as the money and the people required).

Set objectives

Describe what you want to achieve in simple and measurable

terms (you will need to know that you've made it!). There may be

overall objectives giving the broad view and detailed objectives

to further define these.

Assign priority

The objectives will need to be put into an order of priority so

that you know what is most important to tackle first. As with

any plan, it is best not to get sidetracked into putting a lot of

time and effort into an item that you consider to be low priority.

Involve local membership

Ask the people involved locally what they think should happen

in the future taking into account the fixed limits. Include as

many people as possible and ensure that you tell them the

outcome.

Managing change

continued

'If you don't create

change, change will

create you'

. Step Three Where are you now?

This step looks at what you are doing at the moment in Groups,

Districts and County/Area. It is sometimes easy to assume

that we know what is going on rather than checking that it is

indeed true. You may find that there is less work to do than you

imagined and you may identify examples of good practice

to share.

Collect data/facts

Find out what is going on this is a simple audit that should

involve a lot of people.

Collect views throughout the organisation

It is important that lots of people have a chance to tell you what

they think about how they are doing things at the moment.

.4 Step Four How do you get there?

Having decided where you want to be and knowing where you

are now, it is time to decide what you are going to do about it!

Identify methods from many people

Ensure that as many people as possible are asked to identify the

methods for implementing the changes.

Develop options

Once you have some options for methods make sure that the

practical ones are developed.

Choose methods

From the range of methods that are now available, involve the

people who will have to implement these in making the choice.

Plan

Generate a plan to put the changes into practice. Ensure that

the plan is clear and timed.

.5 Step Five Implement change

Implement

Put the plan into action. Make sure that everyone knows what

the plan is first. Publicise it as widely as possible.

Monitor

Carefully track the implementation of the changes to ensure

that the plan is achieving its objectives.

Adapt

Be prepared to alter the plan if it is not quite working out as you

had hoped. Be flexible.

Allocate tasks

Ensure that people know what is expected of them and by when.

Select a Change Agent

For a large change process, it will be helpful to have someone

who can meet people and drive the process on. To be truly

effective the Change Agent will need some power and money

with which to do the job and will need to have credibility in the

Area/County.

Explain the facts

Ensure that everyone knows the facts the reasons for the

change and what you are going to do.

Deal with resistance

Many people don't like change. You must accept this and ensure

that you plan to address it.

Managing change

continued

4

. Focus on people

.1 Key roles

In this paper we have identified two roles the Change

Champion and the Change Agent. Both roles are key to the

successful implementation of change.

.1.1 Change Champion

The Change Champion keeps an overall view of the change

process and promotes the change to everyone involved.

In the County and Area, the ultimate Change Champion will be

the Area/County Commissioner. However, at times this role will

also be necessary for the District Commissioner and the Group

Scout Leader.

The main aspects of the role are

• Demonstrate commitment to the change. Talk positively about

the change, encourage those who are working on change and

acknowledge progress towards change.

• Ensure that the facts about the change are well known.

Tell people about why the change is necessary, the plan itself,

the end point of the plan, and what has been achieved so far.

Resist the temptation to use hype or spin instead of facts.

• Empower the Change Agent to do the job. The Change Agent will

need power over financial resources,may need other people to

help do the job, and will need to attend meetings and have time

on the agenda.

• Monitor the change process. Let the Change Agent do the

detailed work. Check progress against the plan with the Change

Agent and the District Commissioners.

• Provide management and support for the Change Agent.

Hold regular progress meetings and personal review meetings.

Set targets with the Change Agent.

The County/Area Commissioner will retain the overall

responsibility for the change process. This will include giving

the final approval for the plan and providing ideas and direction

as appropriate.

.1. Change Agent

The Change Agent manages and drives the change on behalf of

the County/Area Commissioner. The main aspects of this role are

• Demonstrate commitment to the change. Talk positively about

the change, encourage those who are working on change and

acknowledge progress towards change.

• Ensure that the facts about the change are well known. Have a

clear understanding of the changes that are taking place what

and why and spread the word.

• Lead the change process. Provide the first line advice and

support within the County/Area.

• Act as project manager. Create, implement and monitor the

plan. Solve problems and act as a 'trouble shooter'.

• Manage the resources allocated. The resources may be finance,

people, materials or time.

• Motivate and enthuse all those affected by the change.

Take opportunities at meetings, at events, and in newsletters.

• Report to the Change Champion. Provide regular updates on

progress (but not all the detail as the Change Champion will

need to see the bigger picture). Check that the project is meeting

the requirements of the Change Champion and the plan.

Agree on changes if necessary.

Managing change

continued

'The ultimate solutions

to problems are

rational; the process for

thinking them is not'

• Recruit and manage a team. It may be appropriate to gather a

small team to help. This team will report to the Change Agent

and should have clearly defined job descriptions.

. Resisting change

There will often be resistance to change. It may happen for

many reasons. It is important to recognise this and to plan to

deal with it.

..1 Why people resist change

The main reasons for resisting change include

Personal views

People may see no need to change they may think that the

current situation is fine or that the proposed change will not

work. Some may resist the change simply because it was not

their idea or because they have no interest in change.

Habit and fear of the unknown

It is often easier to stay with the current situation. Change can

mean upsetting the routine and losing a sense of security.

No vision of the benefits

The gains to be made by change may not be clear. In some cases,

only the problems may be apparent.

Reason for change unknown

Some may see only the change itself rather than the benefits of

the change.

Disturbing existing relationships

People may feel challenged, threatened, and perhaps a sense of

loss if current relationships and teams are changed. Some may

fear a loss of status.

No trust in change makers

There may be no trust in the people who are making the change.

There may have been previous mistakes. They may feel that

there are other motives for making the changes.

Not involved

People may feel that they are not influencing the direction or

outcomes of the change and that no one is listening to their

views.

Too much work

The amount of work involved in the change may be daunting.

There are many other reasons for resisting change. It is

important to think about how individuals will view the change.

.. Dealing with resistance

If we start by accepting that there will be resistance to almost

any change, the need to deal with this resistance is clear.

• Accept that whatever you do, however good your

communication and preparation, there will still be resistance

to change.

• Predict the possible reasons for resistance to the change and

plan how you will address them these might include people

feeling that they will lose their position, influence, authority

or group of friends. When you present the plan, reference and

address these issues directly.

• Once the change process has started, identify the real areas

of resistance. You need to tackle people individually and address

concerns.

Managing change

continued

5

6

It will help others to accept change if the County/Area

Commissioner, District Commissioners and Group Scout Leaders

all support the change by

• Encouraging everyone to take part from the start of the change

process.

• Making clear the areas that are open for discussion and those

that are not.

• Keeping people fully informed and involving people in decision

making that directly affects them.

• Meeting people and talking about the change process.

• Using a positive attitude to the changes in everything that is

said and done.

• Anticipating the adult support issues such as new job

descriptions, existing roles that are no longer required, new

roles, re-training.

• Providing incentives to change such as praise in newsletters,

free resources once a Group is ready to move to a part of the

new system, or free resources to help with implementation once

a District plan has been established.

No matter how hard you work at the change process, accept that

you will lose some people along the way. If people in roles of

power and influence do not support the change, you will need to

consider if they should continue in those roles.

. Motivating people

Many of the ideas that are discussed in this paper will motivate

people and reduce de-motivation. In addition it may help to

consider the following

• Using motivation theories to identify what motivates people

(particularly as individuals).

• Providing clear job descriptions that take into account people's

goals and aspirations.

• Rewarding people who embrace the changes don't forget

simply to tell them that they are doing a good job!

4. Focus on systems

The systems used to plan effectively will be very important.

The Scout Association already uses some techniques that will

be useful. This section gives a few points to consider when

planning.

4.1 Planning

Understand what needs to happen

Some parts of the plan may depend on other parts. The use of

diagrams may help you to see the bigger picture.

You can't do it all at once

Break down the plan into smaller, more manageable chunks and

set objectives for each. Using the systematic planning tool

NAOMIE will help.

Set priorities

Give a priority to each objective. Consider how urgent as well as

how important each objective is.

Monitor and review progress

Decide how you will monitor and review the progress of the

project both the overview and the smaller tasks.

Managing change

continued

'Lord grant me the grace

to accept the things

I cannot change, the

courage to change the

things that I can and

the wisdom to know

the difference'

Be prepared to tackle something more than once

Learn as you go along and be prepared to take two steps forward

and one step back occasionally.

Be flexible

Identify areas where there is flexibility this may be in

time-scales or areas in which people can influence the

change process.

Build in contingency

Change is bound to take longer than you anticipate and it will

cost more than you plan for.

Be prepared for a dip in performance

When change is first made, performance drops as people

struggle with the new system and ideas. Eventually performance

will improve. Some people give up at the first sign of difficulty

and want to go back to the original system. Confidence and

reassurance from the Change Champion and the Change Agent

will be crucial at this point.

Identify resources

The resources may be people, money, materials or time.

Resources should be allocated to the tasks in the plan. Look for

ways to combine the tasks to make best use of the resources.

Stay on track

Whilst the plan is being implemented keep referring back to the

plan itself, the outcome of the 'where do you want to be' step

and the Change Champion to ensure that you are still on track.

Communicate

Identify the communication systems you can use to bring about

the changes e.g. to consult, to explain the nature of the

changes. Make sure that you use the most appropriate systems

and adapt them to meet your needs.

People issues

Consider the people issues mentioned in this paper and don't

forget to include them in the plan.

4. Other tools

Here is a range of tools that you might consider using at

different stages in the change process. There are, of course, many

others. To order a pack of information to help you further, call

the Information Centre on 0845 00 1818.

• NAOMIE

• Objective trees

• Brainstorming

• Facilitating

• Generating ideas

• Solving problems

• Styles of leadership

• Diagrams

• How to prioritise -

Johari's window

• Using meetings

• Forcefield analysis

• Review

• Motivation

• Focus groups

• Questionnaires

• Interviews

• Delegation

• Preparing and giving

a talk

• Project management

• Ask the Adult Support

staff for help

Managing change

continued

7

8

5. Summary

Do…

• Remember change is a process not an end in itself. If you focus

change on an event that is all it will be, just an event.

• Select priorities for change rather than try to do everything at

once.

• Involve people from all levels at every stage of design and

implementation.

• Publish early success to build momentum and support.

• Expect it to take longer that you anticipate.

Don't…

• Underestimate the cost of change build in costing for

communication, training and materials.

• Expect to be able to control all factors. Plan your response to

factors you can't change.

• Deliver spin or hype but do deal in facts.

6. Bibliography

Managing Change nd Edition. Christopher Mabey and Bill

Mayon-White. The Open University. Published by Paul Chapman

Publishing. 1. ISBN 1-856-6-0.

Checkpoint. The management checklists and management

thinkers on CD-ROM. Year 000 issue. The Institute of

Management. Three articles may be useful Checklist 08

'Mapping an effective change programme'; Checklist 040

'Implementing an effective change programme'; and Checklist

068 'Motivating your staff in time of change'.

Communicating ChangeWinning Employee Support for New

Business Goals. T. J. Larkin and Sandar Larkin. Published by

McGraw-Hill 14.

Managing Change and Changing Management. The Open

University Business School. B800 course text for MBA.

Managing People A Wider View. The Open University Business

School. B800 course text for MBA.

Why Do Employees Resist Change? Paul Strebel, Professor of the

Change Programme for international managers at the

International Institute for Management Development. Published

in the Harvard Business Review 16.

Managing Change. The Government Accountants Journal,

Summer 000.

Managing change

continued

'Change creates the

opportunity for

innovation'

Please note that this sample paper on change management is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on change management, we are here to assist you. Your cheap custom college paper on change management will be written from scratch, so you do not have to worry about its originality.

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Well-Intentioned Protagonist

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Many novels have protagonists whom are unique people. These characters often try to help others and improve humanitys state of existence is some way. They can be anybody with any attitude or status in society, but something persuades them to help. These characters will often do anything they can to help in any way, large or small. Many times, the characters will invent a totally new idea to serve others and will pursue it with greater fervor than they would a conventional method. Unfortunately, in novels, like in life, good intentions can end in bad results. Such is the case in the novels Frankenstein and One Flew Over the Cuckoos Nest. In both of these stories, the well-intentioned protagonists wanted to help others in an unconventional way but ended up failing at least partially. So how did these well-meaning people with unique goals fail? Why did their good intentions end with sour results? These characters failed for three important reasons they were inexperienced; they had minimal control over their situations; and they did not have a well thought-out plan of action. Because of these reasons, the protagonists failed to achieve their goal helping others.

The inventive and well-intentioned characters in Frankenstein and One Flew Over the Cuckoos Nest were Victor Frankenstein and McMurphy respectively. The first reason they failed in reaching their goals of philanthropy was the fact that they were inexperienced. They didnt really know what they were doing. For example, Victor Frankenstein discovered the secret of animating dead flesh. Yes, he knew how to do this, but he did not know what the ultimate result of his discovery would be. He could not foresee that the reanimated dead flesh would be flawed. Instead of experimenting further and realizing that his discovery was not very helpful, he decided to jump right ahead and create a super-human monster. He hoped that his discovery would help all of mankind, but it instead became a curse to him and those he loved. If Victor had more experience, he would have known not to jump to conclusions in his excitement and to experiment more with his discovery. Similarly, McMurphy was inexperienced at what he attempted. He wanted to open the inmates eyes to the oppression of Nurse Ratched and the Hospital but he didnt know how to go about it the right way. He just went for it. Unfortunately, he ended up suffering for it in the end and the inmates learned less than he would have wanted. Because of their inexperience in their out of the box methods, Victor and McMurphy both increased their chances of failing.

Write your Well-Intentioned Protagonist research paper

The next reason why Victor and McMurphy failed was the fact that they had minimal control over their situations. Their lack of control gave them little ability to carry out their goals effectively. Many things happened, out of their power, which doomed their efforts to failure. For Victor, the lack of control was mostly caused by his first reason for failing lack of experience. This was true at first, before he created the monster. After he released his creation, however, Victor had very little control over what was happening. There were a few instances where he could have changed his fate (when the monster requests a wife, for example), but he was mostly powerless to stop the monsters tirades. McMurphy had almost no control over his situation. He was forced into the Hospital and he was ultimately subject to the authority of his enemy, Nurse Ratched. The only power he occasionally had was the fickle favor of his fellow inmates. Using this small and infrequent advantage, he tried to achieve his goal of helping the inmates. It was not enough and his efforts ended in failure.

The final and most important reason why Victor and McMurphy failed was that they lacked a thorough plan-of-action. They had no specific short term goals for meeting their long term goals. They both just did what they wanted; they leapt before they looked. Victor had no specific plan of action after he finished his creation, or even what his creations specific purpose would be. All he did was make the monster, realize his mistake, become afraid, and run away, turning his back on his creation and responsibility. If he knew what he was going to need to do before he finished, he would have not been frightened or surprised. He needed a plan. He didnt, so he panicked. McMurphy didnt have a plan either. He failed to carefully consider how he was going to fight back against Nurse Ratched, how he was going to open the minds of the inmates, and what he was going to do if something unexpected happened. Not only did McMurphy lack a conscious plan-of-action, he didnt even consciously realize his desire to help. This almost certainly doomed him. Imagine if President Bush wanted to take out Saddam and just sent a bunch of bombs his way without any real planning. His effort would almost certainly fall apart and fail. Similarly, Victor and McMurphy lacked a plan-of-action, their efforts failed, and their goals went unrealized.

Victor and McMurphy failed in achieving their goals for three reasons they were inexperienced, they had little control, and they didnt have plans to carry out their goals. McMurphy wanted to help the inmates to fight back against Nurse Ratcheds oppression, but he didnt succeed. Victor Frankenstein wanted to help all of humanity by discovering the secret of immortality, but he failed. Well-intentioned people in real life fail because of the same reasons. For example, Robert Oppenhiemer, the creator of the atomic bomb, had no idea of the full magnitude of his work, could not have had previous experience with a similar situation, was powerless because of control by the government, and could not have had a feasible plan-of-action for a unique situation that no one could predict. Instead of helping humanity (his goal), he unintentionally contributed to the threat of its extinction. As evidenced by Victor Frankenstein and McMurphy, when trying something new the risk of failure is greatly increased, especially if you are not prepared. Unfortunately, this even applies to trying something with the intention of helping people.

Please note that this sample paper on Well-Intentioned Protagonist is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Well-Intentioned Protagonist, we are here to assist you. Your persuasive essay on Well-Intentioned Protagonist will be written from scratch, so you do not have to worry about its originality.

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Berger

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After reading the first excerpt from the John Berger's essay from Ways of Seeing I developed the opinion that Berger liked the use of sight over the use of words. He pointed out instances where words are inferior to seeing in multiple situations. When he talks about the sun setting and how knowledge and explanation can't fit the sight he also uses the example of love. The first excerpt also led me to believe that the whole essay would be comparing words and sight and try to explain why the language was just behind the sight. My second take on it was that he would go into how sight was interpreted differently for everyone because he talked about how a person's background effected what they saw, but instead he starts to go into how art captures the moment in time better than literature because it gives a better feel for the surroundings. When I read this it dawned on me that Berger was also an artist so this opinion would be the obvious one of choice for him. I was caught off guard when the topic of the essay wasn't based on words as much as it was based on the purpose of art and what art's place really is. Berger makes a point to tell that art isn't a mystifying thing, but instead something that offers insight to the past and can link the present to the past. A lot of this essay was explaining and developing questions on what the artists are trying to do. I found that the article was trying to persuade me on some topics and that Berger did use these essays to throw his views out in the open. He is trying to get the readers to question themselves and I felt he was trying to manipulate people into putting art on a pedestal and looking at it as a great piece of work instead of as an entertainment like piece. He wants people to question there beliefs and become more open minded toward what they see in front of them. Convincing people to be more open minded is always a good idea as there are a lot of stubborn people in the world. I also think that the way Berger wrote this essay does make people think about how they look at the world and I agree with the way that Berger does this until he starts talking up art and kind of gets off the topic of open mindedness.

Please note that this sample paper on berger is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on berger, we are here to assist you. Your cheap research papers on berger will be written from scratch, so you do not have to worry about its originality.

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Methods of rewards and benefits management

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Human Resource Management (HRM) concerns the human side of the management of enterprises and employees¡¯ relations with their firms. HRM is resource-centered and directed mainly at management needs for human resources (not necessarily employees) to be provided and deployed. Demand rather than supply is the focus of the activity. There is greater emphasis on planning, monitoring, and control and rather than mediation (Letherbarrow, 00).

The design and operation of payment systems in many organizations have often been institutionalized by custom and practice, tradition and collective bargaining mechanisms. Nevertheless, trends show that the movement towards HRM has corresponded with the introduction of supposedly new forms and strategies of reward management. Contemporary developments in pay and reward concentrate on individual performance-reward contingencies in a unitarist framework. Employees will be highly committed, and thus motivated and productive, if the reward strategies of an organization match the corporate and the human resource strategy and are carefully implemented. The reward strategy is hoped to support other management techniques to blur the distinction between workers and management.

This assignment is to discuss and critically evaluate alternative methods of rewards and benefits management to get a realistic picture of the advantages and disadvantages of the methods currently in use and the impact on individual and the organizational performance. The assignment will follow the next aspects to make analysis Job evaluation, Motivational theory, Payment systems, and Performance management.1. Job evaluation

In the internal organization, there are strong competitions among all the employees at the similar position because most of them have the desire to get the chance of promotion. Even though they are not at the same position, the competitions still exist. Sometimes for a better position, there are maybe several people to apply for at the same time. Every employee hopes to make good performance in the working process, which can let him/her more distinct in the employees. In the competition, those with distinct advantages can get promotion or increases in the salary or bonus at the end of year.For the organization, it has to invest more money in bringing up new employees than in the retention of its old employees. And old employees are rich in business experience, so their competence is another kind of assets for the organization. But for new comers, the organization must spend more time and energy in the period besides money. Furthermore old employees have strong relationship with the external business so that losing these old employees means losing profits and the advantages. In order to keep these employees stay in the company, organization will think about increasing their salary or giving more business¡¯s welfare or allowance.

Employees can be encouraged by motivation rules to make better performance in the organization. If employees work all the time without some incentive elements, they will be bored with the work and cannot make a good performance in the work. It is not a good condition for the organization¡¯s operation. Organization use the method of motivation can let the employees more positive in performing the work and get a satisfactory result. The organization can give them intangible or tangible thing to motivate them in the process of working.

Every employee working well has the chance of getting promotion or rewards, and everyone making mistakes must accept the punishment. In the organization, the fairness and equity are suitable to every employee. If all the employees perform well, everyone can get rewards and nobody can be cancelled to lose the chance.

. Motivational theory

There are three well-known need theories that are Maslow¡¯s hierarchy of needs, Herzberg¡¯s two-factor theory of motivation and Porter and Lawler¡¯s expectancy model of motivation. They provide an indication of the different needs that individuals bring to the working environment.

Maslow¡¯s hierarchy proposed that everyone is motivated to satisfy a series of instinctual needs that are Physiological needs, Safety and security needs, Social and belonging needs, Ego and esteem needs and Self-actualization needs. Maslow¡¯s assumption is that once one level of needs has been satisfied they no longer motivate the individual and other needs will become prominent (Beardwell and Holden, 001507). The individuals have the ability to climb the hierarchy if the organization provides factors to improve their level of motivation. However if the individuals are fortunate to achieve the highest level of motivation, they don¡¯t stay there for long, as de-motivational aspects come along and have the effect of reducing their standing on the hierarchy.

Herzberg¡¯s two-factor theory makes the distinction between hygiene factors and motivators in the work environment. Hygiene factors are thought to be environmental, which are related to the conditions of work rather than to work itself. But hygiene factors don¡¯t actually increase a worker¡¯s job satisfaction. Motivation factors include such elements as sense of achievement on completing work, recognition from others within the organization, responsibility assumed, varied work and prospect for promotion. An organization must be concerned with ensuring that both the hygiene factors and the motivators are to an adequate standard (Beardwell and Holden, 001508).

Porter and Lawler¡¯s model of motivation can be stated that employees must value the rewards, put in more effort if they believe that good performance will lead to the achievement of the desired rewards, and engage in good performance. Managers must communicate their expectation and objectives clearly to ensure employees understand the requirement, make sure that rewards are clearly and visibly linked to performance, and recognize the important role played by comparisons in determining employee satisfaction, and therefore the consequent levels of effort they will put into a task.

. Payment systems

The payment systems have the three types Payment by results, Performance related pay and Competence-based pay.

In Payment by results (PBR), the motivational impact of the linking of a financial reward to quantity and quality of employee outputs is recognized by many motivational theories. Paying employees for results sets up a relationship between the outcomes of performance and financial reward. And the relationship will lead the individual to try to continue or increase the level of performance in order to receive more financial rewards. But there are some problems of this system. The main problem is that workers¡¯ tendency to manipulate working procedures and falsify records of output. Performance standards become slack as employees receive pay for performance that is lower than originally envisaged, hence inflating unit labour costs. Workers are often directly or indirectly able to assert control over the process of work allocation to install their own notion of equity rather than directed by management¡¯s ideas of efficiency. Management may deliberately relax standards and make it easier for workers to obtain bonuses. Workers may be reluctant to accept management¡¯s request for changes in working practices if their present job or task provides a high income and the change threatens their perceived ability to achieve high bonuses and receipt of other benefits (Beardwell and Holden, 001, pp.516-50).

Performance Related Pay (PRP) can be defined as a system in which an individual¡¯s increase in salary is solely or mainly dependent on the appraisal or merit rating (Swabe, 1817). This system could increase the motivation of employees, encourage certain behaviors; help in recruitment and retention; facilitate change in organizational culture; encourage the internalization of performance norms and weaken trade union power. But there exits some following problems expectancy theory of motivation, displacement of objectives, undermining esprit de corps, reinforcement of status, control and power differences, difficulties with the assessment of individual performance, financial constraints, and crowding our intrinsic motivation (Beardwell and Holden, 001, pp.5-58).

Competence-based pay this system reflects an intention by the organization to reward the use or development of job-related competences. Competences are already in place for development purposes. Its importance includes the following aspects. There is a move away from job-based pay to person-based pay. There are needs to stimulate and reward horizontal career moves; to develop and encourage flexibility and empowerment; to acknowledge and reward more intangible aspects of working; to acknowledge and reward the way in which objectives have been reached, not just the achievement of the objective; to ensure that organizations have the right competences and people with those competences for the future. Such schemes are less judgmental and more flexible than traditional PRP. They communicate the message that ¡®change is happening, and you are expected to change with it, but we will help and reward you¡¯. But care must be taken to ensure that the competence identified and rewarded are relevant to the content and scope of employees¡¯ roles, as there is a clear danger that organizations will significantly increase their overall salary bill without any improvements in organizational performance (Beardwell and Holden, 0015).

After making comparison among the three systems, Performance related pay is more advanced than the others. And more and more international companies make use of this payment system. Though there are some problems in the payment systems, its strengths are more profitable to the organizations in the process of operation.

4. Performance management

Performance is defined as the outcomes of work because they provide the strongest linkage to the strategic goals of the organization, customer satisfaction, and economic contribution. And performance management is a strategic tool in the sense that it is concerned with the broader issues facing the business if it is to function effectively in its environment, and in the general direction in which it intends to achieve longer term goals. It is not simply the appraisal of individual performance. It is an integrated and continuous process that develops, communicates and enables the future direction, core competences and values of the organization, and helps to create a horizon of understanding (Beardwell and Holden, 00158).

As a HR manager, he/she should usually observe the performance of employees from different departments and evaluate their performance from different aspects whether is very good or good or normal or bad or very bad. For those employees¡¯ performances are good, the organization should give them a reward to encourage their future. But for those performances are not good or even bad, the organization should give them criticism and some punishments to push them perform well in the job.

The rewards given to those people perform well can be divided into intrinsic and extrinsic thing. The intrinsic thing is a tangible reward, which can include money, company cars, casual dress and so on. The extrinsic thing is an intangible reward, which could be private health care, promotion and so on. For example the reward from Porter and Lawler¡¯s model is an intangible one. The values of different rewards are different. According to their different levels of performance, employees should receive different rewards that could be intrinsic or extrinsic thing.

Some organization requires all the employees perform the work completely following the procedure formulated by the organization. Some employees maybe cannot get a good performance. These people have an open and creative mind and make some innovation in the job when solving problem met in the work. The innovation can let them work well and get a good solution. For these employees, organization couldn¡¯t neglect the benefits brought from their innovation and should encourage them bring forth new ideas in the job.

In Storey¡¯s key levers, Managing Culture is more important than managing procedures and systems. Integrated action is essential on Selection, Communication, Training, Reward and development. Restructuring and job design allow devolved responsibility and empowerment. Based on those above elements, organizations should make use of integrated action in the reward management. Organizations could use hygiene factors and motivators motivate the employees and let them satisfy with the environmental and self matters. They also should reward employees both intrinsic and extrinsic thing to encourage employees¡¯ performance.

After performing the assignment of the topic about the methods of rewards and benefits management and their impact on individual and organizational performance. The assignment through the following aspect Job evaluation, Motivational theory, Payment systems and Performance management to evaluate this topic. The rewards and benefits management plays an important role in the Human Resource Management.

A detailed description of performance and performance management has been outlined in the assignment. The reward and benefit management is linked to the performance management. Thus the performance management is also very important in this topic.

Through this assignment, the reader could know that the three well-known need theories that are Maslow¡¯s hierarchy of needs, Herzberg¡¯s two-factor theory of motivation and Porter and Lawler¡¯s expectancy model of motivation. We have learnt the two former theories in the last semester, but more knowledge about them can be obtained from this module. The latter theory is a new theory for the learning. After studying the lecture about this theory, the Porter and Lawler¡¯s model emphasizes the importance of performance from the employees and the reward linked to the good performance of the employees.

The payment systems have the three types Payment by results, Performance related pay and Competence-based pay. Each of them has its own strengths and problems itself. The three payment systems have their own basement, so the payment is implemented from different elements. And compared the three types, the results reflect that Payment by results is more acceptable by the organization.

The rewards and benefits management makes great impacts during the period of operation in the organization. It could encourage individual to make better performance in the job and influence the organization to more focus on the performance of the employees in the organization. Thus organizations should realize its importance and concentrate on the implementation of the rewards and benefits management in the internal operations. The HR manager should take on the responsibility of this management.

1. Armstrong, M. (001), A Handbook of Human Resource Management Practice (8th edn), London, Kogan Page

. Beardwell, I. and Holden, L. (001), Human Resource Management A Contemporary Approach (rd edn), Essex, Financial Times Pearson Education

. Curtis, S. and Wright, D. (001) ¡®Retaining Employees ¨C The Fast Track to Commitment¡¯, Management Research News, Vol. 4 No. 81, 001, pp.56-60

4. Graham, H. T. and Bennett, R. (18), Human Resources Management (th edn), Essex, Financial Times Pearson Education

5. Leatherbarrow, C. (00), Lecture Notes for MPO, Britain, Staffordshire University

6. Swabe, A.I.R. (18) ¡®Performance-related pay a case study¡¯, Employee Relations, Vol.11, No., pp.17-

7. West, M. and Patterson, M. (18), ¡®Profitable Personnel¡¯, People Management, 8th Jan, 18, pp.8-1

8. Zhang, W. (001), ¡®Culture Development on Human Resource¡¯, China Marketing, March 001, pp.4-4

Please note that this sample paper on methods of rewards and benefits management is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on methods of rewards and benefits management, we are here to assist you. Your cheap custom college paper on methods of rewards and benefits management will be written from scratch, so you do not have to worry about its originality.

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Y is everone so cool

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on y is everone so cool. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality y is everone so cool paper right on time.

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Vision

To build together the first choice airline and global alliance network with the best people each committed to exceeding our customers expectations every day.

Mission

Providing safe, clean, on-time air transportation with luggage, in a professional and consistent manner, is the core mission.

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Future

1. Put Customers First

Ø outpace our competitors by providing the best customer service in the industry.

Ø best service recovery in the industry by solving problems on the spot.

Ø strive to be the first choice for passengers and shippers with innovative technology and courteous, convenient service

Ø Provide the best schedules and the simplest access to our network.

. Focus on People

Ø Employees -- our greatest asset

Ø enhanced communications

Ø fair and progressive labor relations

Ø state-of-the-art training

Ø improvements to employee services and facilities.

. Build our Network

Ø expanding service from each airline hub, domestically and internationally

Ø Expand the coverage of flying areas

Ø building alliances with other carriers

Ø develop cargo and mail services

Ø create robust, profitable and sustainable growth

Ø grow capacity by flawlessly executing the long-term fleet plan to take delivery of a new aircraft every three months for the next five years.

4. Secure our Future

Strategy

Ø improve performance

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Ø grow revenues

Ø identify high potential areas for expansion

Ø strengthen our balance sheet by controlling the cost of doing business

Objectives

· Leading carrier of the Asian routes.

· Global airline with connections spanning over the five seas and six continents

· One of the top 0 airlines (005)

· Maximized profit for our shareholders through increased corporate value

· Safest airline in the world

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· Leader in e-business

· Top career choice of professionals

Current emerging global and domestic scenario vis a vis the competition

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Flannery O' Connor

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1. At the end of Cathedral, the narrator has an epiphany. How would you describe it? How does it relate to the theme of the story?

People have stereotypical images, either good or bad, about certain people with different characteristics, people with different cultures, race, or religion, or people with disabilities. The same is true with Bub, the narrator of Cathedral by Raymond Carver. The entire story of Cathedral is symbolic based on the fact that Bub gradually changes his stubborn and jealous manners towards the blind man.

Bub initially has a strong aversion to his wifes blind friend, Robert, who comes over to his house to spend the night. He was no one I knew. And his being blind bothered me. However, at the end of the story his attitude toward the blind man is completely inverted. Bub comes to an understanding of the blind man. As the title indicates, it seems that Bubs revelation is more or less sudden when the Cathedral appears on TV and Bub starts drawing a picture of it for Robert. The change is, however, more gradual. The Cathedral is just one of the tiny steps that Bub takes to be opened up and accept the blind man as a friend.

Bub has a great aversion to the blind friend of his wife before he even knows Robert. It is because he is obviously jealous of Robert, with whom she feels intimate enough to share her life stories and poetry. As her husband, his dignity is somewhat hurt by the presence of the blind man and he feels insecure about it. During the conversation between Bub and his wife, his hostility toward the blind man becomes apparent. Maybe, I could take him bowling. Bub pretends to be unaware of the mans blindness, but he apparently means that he wants to take him bowling, which is something that a blind person is not able to do well at. He despises Robert for having a colored woman as his wife. Her name was Beulah. Beulah! Thats a name for a colored woman. Bub denies everything his wife says about Robert trying to feel better about himself.Cheap College Papers on Flannery O' Connor

But Before Bub meets the actual blind person; his attitude toward blind people is full of wicked prejudice. My idea of blindness came from the movies. In the movies, the blind moved slowly and never laughed. Sometimes they were led by seeing-eye dogs. However, his attitude subtly changes when he first meets Robert. A beard on a blind man! Too much, I say. He is startled because a full beard is far from the stereotype Bub has had about blind people from the movies. Then, he examines Roberts attire, which he describes as Spiffy. He implies that there is something funny about this blind man caring about his outfit, but admits that Robert is different. At this point, Bub still holds hostility toward Robert, but his stereotypes about blind people are completely washed away.

At the dinner table, too, Bubs attitude toward Robert slightly changes. He is amazed by how Robert locates his food on the plate. I watched with admiration as he used his knife and fork on the meat. His comments about the blind man have been dominantly negative. For the first time, he watches the blind man with admiration. Yet he is still unwilling to be friendly to him because he feels left out in the conversation taking place in his house with his wife and her friend. They talked of things that had happened to them. Them! His dominant feeling is still jealousy, and he is not yet opened up enough to fully accept the blind man.

As Bub spends more time with Robert, he gradually becomes aware of Roberts charm, his sincerity, and honesty. Unlike the beginning of the story at which he criticizes everything Robert does or says, he only remarks what Robert does and says and no longer provides his opinions about it. Not yet, he said, No, Ill stay up with you bub, If thats all right. Ill stay up until youre ready to turn in. We havent had a chance to talk.

It is obvious Roberts frankness is well reflected on these statements. Robert doesnt feel insecure about his blindness and never hesitates to show his positive attitude about his life to learn more about Bub, and even something out of news programs. Moreover it gets harder for Bub to deny the fact that Robert is indeed a fascinating person as his wife has insisted.

While the television is on, Bub begins to feel comfortable being with Robert. Then I said, Im glad for the company. And I guess I was. Bub genuinely views Robert as a company. But when the Cathedral appears on TV, the final change occurs to Bub. As he draws a cathedral for Robert, he finds himself drawn into the magic of Robert. I couldnt stop. The TV station went off the air. The man who has cared nothing but weed, alcohol, and TV first participates in communicating with the blind man. Bub comes to an understanding of Robert by putting himself into the state of blindness. It was like nothing else in my life up to now. He enjoys this new experience and says, Its really something.

The last sentence really stands out compared to what Bub says about the blind man at the beginning. His change is certainly remarkable, yet it doesnt occur all of the sudden. His attitude changes little by little as he gets to know more about this blind friend of his wife, Robert. Cathedral is not what directly brings about the change, but stands as the last step for Robert's refined revelation. http//homepage.nifty.com/olympia_wa/eng1b6.htm

. Discuss the relevance of the following quotation to understanding Flannery O' Connor's fiction

"I have found that violence is strangely capable of returning my characters to reality and preparing them to accept their moment of grace… This idea, that reality is something to which we must be returned at considerable cost, is one which is seldom understood by the casual reader, but it one which is implicit in the Christian view of the world… I have found, in short, from reading my own writing, that my subject is the action of grace in territory held largely by the devil."

Please note that this sample paper on Flannery O' Connor is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Flannery O' Connor, we are here to assist you. Your cheap research papers on Flannery O' Connor will be written from scratch, so you do not have to worry about its originality.

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Marketing permission

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Godin (1) has proposed a new idea- permission marketing. Here, consumers provide marketers with the permission to send them certain types of promotional messages. This is seen as reducing clutter and search costs for the consumer while improving targeting precision for marketers. This paper makes three contributions First, a critical analysis of the concept and its relationship to existing ideas in the marketing literature is discussed. Second, a taxonomy of four models used to implement permission marketing today, direct relationship maintenance, permission partnership, ad market and permission pool, is presented. Permission intensity is seen as a key differentiator among models. Finally, a comprehensive conceptual cost-benefit framework is presented that captures the consumer experience in permission marketing programs. Consumer interest is seen as the key dependent variable that influences the degree of participation. Consumer interest is positively affected by message relevance and monetary benefit and negatively affected by information entry/modification costs, message processing costs and privacy costs. Based on this framework, several empirically testable propositions are identified.

Introduction

Permission marketing (also called invitational marketing) envisions every customer shaping the targeting behavior of marketers (Godin, 1). Consumers empower a marketer to send them promotional messages in certain interest categories. Typically, this is done by asking the consumer to fill out a survey indicating interests when registering for a service. The marketer then matches advertising messages with the interests of consumers.

This is a new idea. Even though targeting appropriate customers has been recognized early on as a core marketing principle (Smith, 156), most targeting today can best be described as "targeting on averages." The advertiser obtains the average profile of the consumer (e.g., a marketer may identify the proportion of a show that meets a certain pre-specified demographic or behavioral category using Simmons data) and chooses, say, a TV show that matches the target consumer profile most accurately1. This leads to low targeting precision since not all consumers match the profile.

Theoretically, direct marketing holds the promise of improving targeting. One-on-one marketing proposes thinking about a segment of size one (Peppers & Rogers, 1, Pine, Victor & Boynton, 1). Given the new capabilities of addressing each individual (Blattberg & Deighton, 11) the goal is to customize the marketing mix in accordance with the needs of a consumer. Relationship marketing takes a long-term orientation in targeting as opposed to a short-term transactional orientation (Dwyer, Schurr & Oh, 187; McKenna, 11, Sheth & Parvatiyar, 15). The idea is to understand the lifetime value of the customer and allocate resources in accordance with these values (Day, 000). The emphasis is on retaining existing customers rather than on obtaining new ones (McGahan & Ghemawat, 14).

However, since one-on-one marketing and relationship marketing both propose marketer-initiated targeting, several problems arise. For example, consumers receive an excessive volume of proposals for relationships with firms, they do not perceive control over the terms of the relationship and do not perceive much value addition from such relationships. As a result, these techniques breed consumer cynicism (Fournier, Dobscha & Mick, 18). This is especially a problem with the Internet because the marginal cost of sending an additional promotional message is nearly zero for the firm (Shiman, 16).

Our goal in this paper is threefold. First, a critical analysis of the concept of permission marketing and its relationship to existing ideas in the marketing literature is provided. Second, a taxonomy of business models implementing permission marketing today is presented. Finally, a comprehensive conceptual cost-benefit framework that captures the consumer experience in permission marketing programs is presented. Based on this framework, several empirically testable propositions are identified that might serve to guide future theory-building and empirical research in this area.

Permission Marketing and the Internet

Clutter is a big problem on the World Wide Web ("Web" hereafter). The increased size of the Web- "an estimated lower bound on the size of the Web is 0 million pages" (Lawrence & Giles, 18, p. 8)- has led to increased search costs. More recent estimates put this number much higher. For example, the "bow tie" research study by IBM, Compaq and Alta Vista reports sampling over 600 million pages ( http//research.compaq.com/news/map/www%0paper.htm) and the search engine, Google, claims to index over a billion pages. Debris on the Internet (e.g., pages that are no longer updated) further exacerbates search costs.

Search engines (e.g., www.google.com) and Internet portals (e.g., http//www.yahoo.com/) were attempts at helping consumers navigate through this clutter. But when individuals search for information at these places, they are presented with hundreds of selections. Consumers will not go through all selections and are most likely to focus on the first few results. Hence, search-engine optimization has become an important research area (Bradlow & Schmittlein, 1). However, due to heterogeneity in the algorithms used by search engines, it is not always possible for one's site to be featured in the top few.

Therefore, it is clear that search engines alone will not help consumers find sites relevant to their needs. Increasingly, search engines tap into smaller and smaller fractions of the overall Web (Lawrence & Giles, 18) with no engine capturing more than 16% of the Web content (Lawrence & Giles, 1).

Individuals may cope with the increased search costs by focusing on firm reputation (Choi, Stahl & Whinston, 17, Chapter 6). For example, recently The Economist reported that 75% of all business to consumer e-commerce originates from five sites- Amazon.com, Buy.com, eBay, Yahoo and America Online (AOL). Hence, it is clear that these sites have established a reputation that is better than others . However, that does not necessarily ensure the delivery of relevant information since each of these sites contain a lot of information (For example, as of August 000, Yahoo! had links to at least 1.5 million pages on its site- http//searchenginewatch.com/reports/directories.html) - not all of which is relevant to any single consumer. Moreover, consumers may be interested in newer sites whose reputation may not be fully established.

Banner advertising and sponsorships were tools that were considered to have the potential to provide consumers with relevant information. However, despite the early promise detailed in pioneering research (Hoffman & Novak, 17), the click-through rates have not improved4. Average rates are in the 0.5% range. Banner advertising is also plagued with measurement problems. Getting a reliable estimate of the number of consumers who viewed a banner is a big challenge (Dreze & Zufryden, 18) and so is reliably identifying the top websites globally. Moreover, a recent eye-tracking study presents troublesome evidence that Internet users may "actually avoid looking at banner ads during their online activities" (Dreze & Hussherr, 1, p. ). If this is true, then placing banners around web content may be a poor way of delivering the message.

Permission marketing offers the promise of improving targeting by helping consumers interface with marketers most likely to provide relevant promotional messages. Many permission-marketing firms (e.g. yesmail.com- now part of the business incubator, CMGI) claim customer response rates in the region of 5-0% and since most use e-mail, they are not affected by the measurement problems of banner advertising. Since the ads arrive in the mailbox of the individual, it is likely that more attention would be paid to them in comparison to banners.

Even though permission marketing can be implemented in any direct medium, it has emerged as a serious idea only with the advent of the Internet. The two reasons for this are (1) on the Internet, the cost of marketer-to-consumer communication is low (Hoffman & Novak, 16; Shiman, 16); () the Internet has enabled rapid feedback mechanisms due to instantaneous two-way communication (Hoffman & Novak, 16).

Another motivation for permission marketing on the Web has been the failure of the direct mail approach of sending unsolicited promotional messages. The prime example of this is unsolicited commercial e-mail or "Spam" (Cranor & LaMacchia, 18). Senders of spam realize three things- the cost of obtaining a new e-mail address is minimal, the marginal cost of contacting an additional customer is nearly zero (Shiman, 16) and it is easy to deceive the consumer. Spammers can easily obtain new e-mail addresses from websites and Usenet groups using software programs that "troll" the Internet. Individuals provide their addresses at these places for other purposes and hence, this violates their privacy rights (Bloom, Milne & Adler, 14). In addition, marketers incur similar costs if they send out 1 million or 10 million e-mails. Moreover, there are now programs that enable the large-scale use of deceptive practices (e.g. forged e-mail headers). Due to these problems, Spam cannot be a legitimate form of marketing communication5. Using it would lead to an excessive message volume for consumers, weakening of brand reputation and a slowing of the entire network. Hence, permission marketing is seen as a feasible alternative for Internet marketing communication.

Permission marketing is now a large-scale activity on the Internet. A leading Internet business periodical recently noted that, "permission marketing was once a niche business. Now, everybody is doing it." (Business .0, April, 000, p. 176). In addition, permission marketing has been incorporated in leading texts on marketing management, e.g., Kotler's millennium edition.

Literature Review

Although the term "permission marketing" was coined by Godin (1)6, the general idea of customer permission in direct marketing had surfaced earlier in the marketing literature, mainly in the context of privacy issues in direct marketing. For example, Milne and Gordon (1) discuss the role of customer permission along with volume, targeting and compensation in the context of direct mail. However, their reference is to an individuals providing a direct marketer the permission to share his or her personal information with others. In other words, they see permission as a tool to establish privacy rights rather than to enhance targeting. Moreover, the privacy issue is different now since an infomediary (Hagel & Singer, 1) retains all the personal information and supplies ads based on that information; the advertisers never see the information.

Recently, Sheth, Sisodia and Sharma (000) have proposed the concept of customer-centric marketing, which includes what they call co-creation marketing. Co-creation marketing envisions a system where marketers and consumers participate in shaping the marketing mix. In the authors' own words, "Co-creation marketing enables and empowers customers to aid in product creation (e.g., Gateway computers), pricing (e.g., priceline.com), distribution and fulfillment (e.g., GAP store or GAP online delivered to the house), and communication (e-mail systems)"(Sheth, Sisodia & Sharma 000, p. 6). Hence, permission marketing can be viewed as focusing on the communication aspect of a larger concept called co-creation marketing. Gilmore and Pine II (17) had also earlier identified collaboration between marketers and consumers as one form of one-on-one marketing.

The direct marketing literature has also pointed out the importance of consumers controlling the terms of their relationship with marketers. Phelps, Nowak and Ferrell (000) point out that individuals like to control "how personal information about them is used by marketers, the kinds of advertising mail and catalogs that they receive and the volume of advertising mail they receive"(p. ). In this literature, direct mail is viewed as a social contract between the consumer and the marketer (Milne & Gordon, 1). Moreover, there is recognition that what is necessary to improve direct marketing relationships is not just a reduction of privacy concerns of individuals, but rather an improvement in the consumer's trust of the marketer (Milne & Boza, forthcoming).

Marketing scholars have long been disenchanted with the marketer-initiated approach to direct marketing. For example, in a critique on database marketing, Schultz (14) noted

If the database works for the consumer and not just the marketer, duplicate mailings should never exist. For the database to have value for customers, it should simplify and improve their personal lives, not just complicate them with unwanted offers or ridiculous solicitations. Also, if the database was really working for the consumer - and not just the marketer - privacy would not be the issue it is. Perhaps the greatest concern about the value of the database is the one-way marketing systems that are being developed- systems that favor the marketer and are disincentives to the consumer (emphasis added).(p. 4)

Hence, it is not surprising that several marketing scholars have begun to indicate their acceptance of permission marketing as a viable concept. For example, Petty (000) proposes "shift(ing) property rights for soliciting and selling information about consumers to the consumers themselves thereby reducing the marketing costs imposed upon consumers without their consent"(p. 5). Further, he argues that "by bearing the costs of identifying disinterested customers, marketers get an audience interested in their message. Consumers get fewer messages and only ones that they are interested in receiving "(Petty 000, p. 5). Similarly, Sheehan and Hoy (000) also suggest that permission marketing may be a technique to reduce privacy concerns of individuals. Even though they do not use the term permission marketing, Milne, Boza and Rohm (1) propose that "opt-in methods (can act) as a trust-building alternative to more effective information control".

Permission Marketing Business Models on the Web

In order to understand how permission marketing is currently being practiced on the Web, we define a key construct permission intensity.

Consumers define the boundaries of their relationship with firms in such businesses. In some cases, they give the business tremendous leeway and in others the firms are held on a tight leash. Formally, permission intensity is defined as the degree to which a consumer empowers a marketer in the context of a communicative relationship7.

Compare two scenarios.

Please note that this sample paper on Marketing permission is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Marketing permission, we are here to assist you. Your cheap custom college paper on Marketing permission will be written from scratch, so you do not have to worry about its originality.

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