Do Women Experience More Occupation Stress Than Men

Running Head: Stress Management Do working women experience more occupational stress than men or just more occupational stressors? [Name of the writer] [Name of the institution] Executive Summary Examines the sources of stress affiliated with male and female retail managers, a part identified as being hectic and where women are more likely than in other occupational parts to be managers. Self-completed questionnaires were circulated to males and females at various grades of retail management. The outcome verified the two study hypotheses: male and female managers described alike job stresses, in specific from â€Å"work overload†, â€Å"time pressures and deadlines†, â€Å"staff shortages and turnover rates† and â€Å"long employed hours†.†¦show more content†¦(2) feminine retail managers will report added stresses in relation to their occupations than their male counterparts. Literature Review Women, work and stress Much of the preceding study analyzing sex differences and degrees of job tension has demonstrated that numerous of the pressures females bear can be inextricably connected to the traditional roles ascribed to males and females. organising, supervising and controlling persons are components found to significantly affect male managers (Davidson and Cooper, 1983) and contemplate their senior place in the occupational hierarchy while need of influence (Brass, 1985), need of power and assets, and need of engagement and participation (Terborg, 1985) are stresses described by females and demonstrate their relative place vis-à  -vis male managers in the occupational hierarchy. preceding study has shown that female managers bear from role conflict and role ambiguity (Terborg, 1985), which brings with it force felt from tokenism (Rosen, 1982; Davidson and Cooper, 1983; Offermann and Armitage, 1993) isolation (Nelson and Quick, 1985; Davidson and Cooper, 1985) and not feeling completely accept ed by their gazes (Kanter, 1977). The lack of feminine function forms (Davidson and Cooper, 1983, 1985; Terborg, 1985), the need to prove themselves (Davidson and Cooper, 1983) or to emulate the male function (Clark et al., 1996) are supplemented pressures discovered to be associated with feminine managers, and can be attributed toShow MoreRelatedEssay on Stress and Gender Differences1710 Words   |  7 PagesIntroduction: Stress is a phenomenon that is experienced worldwide. It â€Å"has become a pervasive experience in the daily lives of Canadians† (McShane Steen, 2009, p. 90) with three out of four Canadians claiming to feel stress either frequently or sometimes (McShane Steen, 2009, p. 90). There are many coping strategies available to personnel but stress levels remain high. 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The Use of Hedonistic, Playful Youth Based Photography in...

A single word can group together all (or at least a large majority) of todays youth, that word is Hedonist. Hedonist (noun): a person whose life is devoted to the pursuit of pleasure and self- gratification. In a world where young people are only living for themselves, the corporations and brands are booming. Having expensive clothes, the newest phone and an overpriced cocktail in your hand on a weeknight has never been so important. This is the essence of youth, going to parties to show off your brand new purchases, buying a whole new wardrobe for your one week holiday to Ibiza. Major fashion brands have caught on to this and youth culture has began to feature heavily in campaigns. Well respected Fashion Photographer Elaine Constantine†¦show more content†¦If you buy these things, you could live like these people; theyre selling an idea just as much as they are trying to sell the garments in said campaigns. Another photographer whos work particularly focuses on youth culture is Danielle Levitt, a New York based photographer whos work reflects American youth culture. She has shot for brands like Penguin and Diesel as well as having a very full portfolio of youth culture based photography that has been featured in magazines like Hero and Rollacoaster. Her work for Penguin is quite similar to Elaine Constantine except maybe more commercial. All the shots are posed unlike Elaine Constantines whos tend to look more natural but the notion is the same, lots of very attractive people spending time together in bars or by the docks which is where this campaign is based; but her work for Diesel Reboot is worlds apart. Images of different types of subcultures in their bedrooms were something very fresh and interesting in the way of youth culture; it showed a completely genuine account of how young adults/teenagers live their lives and its a huge contrast to other brands campaigns trying to appeal t o youth audiences. Taking both of these photographers work into account and looking

Riverside Nursing Care v Honourable Bronwyn †MyAssignmenthelp.com

Question: Discuss about the Riverside Nursing Care v Honourable Bronwyn. Answer: Introduction: The case is belong to Riverside Nursing Care v Honourable Bronwyn Bishop [2000] FCA 1147 (16 August 2000) and based on the Aged Care Act 1977 and Administrative Decisions (Judicial Review) Act 1977. Both the Acts are prevailed in the provinces of Victoria, Australia. It has been observed that the Nursing care authority made a review appeal against the decision of the Secretary that has been passed on 5 March 2000. In this case, the learned Judges have observed an important code of Administrative law. They have nurtured the scope and application of natural justice. The grounds and rules regarding the review against the order of the Secretary have also been pointed out. Significance: The case is significant, as through this case, it has become easy to understand the application of the judicial review and its role in the natural justice. Various sections of the Administrative Decisions (Judicial Review) Act 1977 have been included in this case and the Nursing authority has made the review appeal under section 5 of the Act[1]. The important notification made by the court on section 5 is that if a person made an application under this section for review, the operation of the alleged order will not affected or it does not restrict the implementation of the decision until the court has ordered anything. It has been stated that the review will be accepted only if the claimant can prove that the decision will cause irreparable damage to the party. In this process, the court has taken the case of Annetts v McCann [1990] HCA 57 as a reference. Contribution: The contribution of this decision on theAdministrative Law has created a great impact. Through this case, it was cleared that the judicial review made against the decision of any statutory authority does not affect its operation[2]. It is the claimant, who has to establish that the rights, interest and the legitimate expectation of him will be affected by this decision. The inner meaning of section 67 of the Act has also been cleared in this process. It has been stated under the section that the principle of Audi Alterem Partem can be excluded if the secretary deem fit that the action of the party can injure the health and safety issue of care recipients[3]. It has also been pointed out by the court that the common duty of any legislation is to act fairly and for the sake of justice. It does not matter whether it is belongs to any particular provinces or nationwide. The court held that section 65 of the Act allows the applicant an option to request the statutory authority (in this case the Secretary) to reconsider the decision and he should have to write a notice regarding the same within 90 days of such decision. However, the claimant has not made it in this case[4]. Aged Care Act: Section 85 of the Aged Care Act has been applied in this case and it has been held that the object of the Act is to provide fairness and justice in the lights of legislative intention. It has been observed by the court that the decision of the Secretary, not in any way will cause injustice to the Riverside Nursing Authority and therefore, the review appeal has been cancelled. References: Clark, Shannon J., Rhian M. Parker, and Rachel Davey. "Nurse practitioners in aged care: Documentary analysis of successful project proposals."Qualitative health research24.11 (2014): 1592-1602. Jordao, Eduardo Ferreira, and Susan Rose-Ackerman. "Judicial review of executive policymaking in advanced democracies: beyond rights review." (2014). Leyland, Peter, and Gordon Anthony.Textbook on administrative law. Oxford University Press, 2016. McMorrow, Stacey, Genevieve M. Kenney, and Dana Goin. "Determinants of receipt of recommended preventive services: implications for the Affordable Care Act."American journal of public health104.12 (2014): 2392-2399.

Wal-Marts Global Expansions free essay sample

There it established a competitive advantage based upon a combination of efficient merchandising, buying power, and human relations policies. Among other things, Wal-Mart was a leader in the implementation of information systems to track product sales and inventory, developed one of the most efficient distribution systems in the world, and was one of the first companies to promote widespread stock ownership among employees. These practices led to high productivity that enabled Wal-Mart to drive down its operating costs, which it passed on to consumers in the form of everyday low prices, a strategy that enabled the company to gain market share first in general merchandising, where it now dominates, and later in food retailing, where it is taking market share from established supermarkets. By 1990, however, Wal-Mart realized that its opportunities for growth in the United States were becoming more limited. Management calculated that by the early 2000s, domestic growth opportunities would be constrained due to market saturation. So the company decided to expand globally. Initially, the critics scoffed. Wal-Mart, they said, was too American a company. While its retailing practices were well suited to America, they would not work in other countries where infrastructure was different, consumer tastes and preferences vary, and where established retailers already dominated. Unperturbed, in 1991 Wal-Mart started to expand internationally with the opening of its first stores in Mexico. The Mexican operation was established as a joint venture with Cifera, the largest local retailer. Initially, Wal-Mart made a number of missteps that seemed to prove the critics right. Wal-Mart had problems replicating its efficient distribution system in Mexico. Poor infrastructure, crowded roads, and a lack of leverage with local suppliers, many of which could not or would not deliver directly to Wal-Marts stores or distribution centers, resulted in stocking problems and raised costs and prices. Initially, prices at Wal-Mart in Mexico were some 20 percent above prices for comparable products in the companys U. S. stores, which limited WalMarts ability to gain market share. There were lso problems with merchandise selection. Many of the stores in Mexico carried items that were popular in the United States. These included ice skates, riding lawn mowers, leaf blowers, and fishing tackle. Not surprisingly, these items did not sell well in Mexico, so managers would slash prices to move inventory, only to find that the companys automated information systems would immediately order more inventory to replenish the depleted stock. By the mid-1990s, however, Wal-Mart had learned from its early mistakes and adapted its Mexican operations to match the local environment. A partnership with a Mexican trucking company dramatically improved the distribution system, while more careful stocking practices meant that the Mexican stores sold merchandise that appealed 1 more to local tastes and preferences. As Wal-Marts presence grew, many of Wal-Marts suppliers built factories near its Mexican distribution centers so that they could better serve the company, which helped to further drive down inventory and logistics costs. Today, Mexico is a leading light in Wal-Marts international operations. In 1998, WalMart acquired a controlling interest in Cifera. By 2005, Wal-Mart was more than twice the size of its nearest rival in Mexico with some 700 stores and revenues of $12. 5 billion. The Mexican experience proved to Wal-Mart that it could compete outside of the United States. It has subsequently expanded into thirteen other countries. Wal-Mart entered Canada, Great Britain, Germany, Japan, and South Korea, by acquiring existing retailers and then transferring its information systems, logistics, and management expertise. In other nations Wal-Mart established its own stores. As a result of these moves, by mid-2006 the company had over 2,700 stores outside the United States, employed some 500,000 associates, and generated international revenues of more than $62 billion. In addition to greater growth, expanding internationally has bought Wal-Mart two other major benefits. First, Wal-Mart has also been able to reap significant economies of scale from its global buying power. Many of Wal-Marts key suppliers have long been international companies; for example, GE (appliances), Unilever (food products), and Procter Gamble (personal care products) are all major WalMart suppliers that have long had heir own global operations. By building international reach, Wal-Mart has used its enhanced size to demand deeper discounts from the local operations of its global suppliers, increasing the companys ability to lower prices to consumers, gain market share, and ultimately earn greater profits. Second, Wal-Mart has found that it is benefiting from the flow of ideas acro ss the 14 countries in which it now competes. For example, a two-level store in New York State came about because of the success of -multilevel stores in South Korea. Other ideas, such as wine departments in its stores in Argentina, have now been integrated into layouts worldwide. Wal-Mart realized that if it didnt expand internationally, other global retailers would beat it to the punch. Wal-Mart faces significant global competition from Carrefour of France, Ahold of Holland, and Tesco from the United Kingdom. Carrefour, the worlds second largest retailer, is perhaps the most global of the lot. The pioneer of the hypermarket concept now operates in 26 countries and generates more than 50 percent of its sales outside France. Compared to this, Wal-Mart is a laggard with less than 20 percent of its sales in 2006 generated from international operations. However, there is room for significant global expansion. The global retailing market is still very fragmented. The top 25 retailers controlled less than 20 percent of worldwide retail sales in 2006, although forecasts suggest the figure could reach 40 percent by 2010, with Latin America, Southeast Asia, and Eastern Europe being the main battlegrounds. Source: Hill, Charles W. International Business, 7th edition. McGraw-Hill, 2009. 2 Questions: 1. ) 2. ) How does expanding internationally benefit Wal-Mart? What are the risks that Wal-Mart faces when entering other retail markets? How can these risks be mitigated? Why do you think that Wal-Mart first entered Mexico via a joint venture? Why did it purchase its Mexican joint venture partner in 1998? What strategy is Wal-Mart pursuing – a global strategy, localization strategy, international strategy, or transnational strategy? Does this strategic choice make sense?