Folkways, Mores, Taboos, and Laws

The social norm, or simply norm, is arguably the most important concept in sociology. Sociologists believe that norms govern our lives by giving us implicit and explicit guidance on what to think and believe, how to behave, and how to interact with others. We learn norms in a variety of settings and from various people, including our family, our teachers and peers at school, and members of the media. There are four key types of norms, with differing levels of scope and reach, significance and importance, and methods of enforcement. These norms are, in order of increasing significance: folkwaysmorestabooslaws Folkways Early American sociologist William Graham Sumner was the first to write about the distinctions between different types of norms in his book Folkways: A Study of the Sociological Importance of Usages, Manners, Customs, Mores, and Morals (1906). Sumner created the framework that sociologists still use. Folkways, he wrote, are norms that stem from and organize casual interactions, and emerge out of repetition and routines. We engage in them to satisfy our daily needs, and they are most often unconscious in operation, though they are quite useful for the ordered functioning of society. A common example of a folkway is the practice, in many societies, of waiting in line. This practice brings order to the process of buying things or receiving services, allowing us to more easily perform the tasks of our daily lives. Other examples of folkways include the concept of appropriate dress, the practice of raising ones hand to take turns speaking in a group, and the practice of civil inattention—when we politely ignore others around us in public settings. Folkways mark the distinction between rude and polite behavior, so they exert a form of social pressure that encourages us to act and interact in certain ways. However, they do not have moral significance, and there are rarely serious consequences or sanctions for violating them. Mores Mores are more strict than folkways, as they determine what is considered moral and ethical behavior; they structure the difference between right and wrong. People feel strongly about mores, and violating them typically results in disapproval or ostracizing. As such, mores exact a greater coercive force in shaping our values, beliefs, behavior, and interactions than do folkways. Religious doctrines are an example of mores that govern social behavior. For example, many religions have prohibitions on cohabitation with a romantic partner before marriage. If a young adult from a strict religious family moves in with her boyfriend then her family, friends, and congregation are likely to view her behavior as immoral. They might punish her behavior by scolding her, threatening judgment in the afterlife, or shunning her from their homes and the church. These actions are meant to indicate that her behavior is immoral and unacceptable, and are designed to make her change  her behavior to align with the violated more. The belief that forms of discrimination and oppression, like racism and sexism, are unethical is another example of an important more in many societies. Taboos A taboo is a very strong negative norm; it is a prohibition of certain behavior that is so strict that violating it results in extreme disgust and even expulsion from the group or society. Often the violator of the taboo is considered unfit to live in that society. For instance, in some Muslim cultures, eating pork is taboo because the pig is considered unclean. At the more extreme end, incest and cannibalism are both considered taboos in most places. Laws A law is a norm that is formally inscribed at the state or federal level  and is enforced by police or other government agents. Laws exist to discourage behavior that would typically result in injury or harm to another person, including violations of property rights. Those who enforce laws have been given legal right by a government to control behavior for the good of society at large. When someone violates a law, a state authority will impose a sanction, which can be as light as a payable fine or as severe as imprisonment.

British Films During The 20th Century - 925 Words

First, give some context and history to British films of the 80 s. Using pp. 340-347 outline the films, filmmakers and themes of 80 s British film. Many British films during the 80’s primarily were created by directors who did not bring a lot of attention to themselves. The movies themselves did not attract attention because they did not gross as much money in comparison to the 80’s blockbusters of the American Cinema. For the British Cinema it’s generally been split between conservative filmmakers and non conservative filmmakers in many cases the conservatives successfully controlled the market. However, in the 80’s the liberal left managed to gain some traction from international film critics. Many films created by the conservative right were adapted predominantly from different books. One such conservative director was James Ivory who created such successful films as â€Å"A Room With a View†, â€Å"Howards End†, and â€Å"Maurice†. Finally, we have the liberal left who considered rebellious in there filmmaking many critics had issues with the portrayal of the working class li fe in many films. Many critics felt that the portrayal of these lives was to dark and had a Marxist view on society. Second, What does the cook, the thief, the wife, and lover each represent? The film itself is shot and moves like a play in the beginning of the film we actually see the scaffolding on the sound stage where it is being filmed. Besides sequences of landscape wide shots along withShow MoreRelatedWhen Karl Freund’S The Mummy (1932) Was Released, The Horror1313 Words   |  6 Pagesgenre was already ingrained by Universal Studios and other American studios. The 1930s are considered the beginning of the horror genre’s classic phase. Horror films â€Å"primarily engages us affectively and viscerally-its aim seems to be to scare and disgust us, to raise the hair on the back of our necks or make us cover our eyes†. 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Japanese Language Free Essays

8 Tips to learn to speak Japanese effectively Tip 1: Attend Japanese classes If you are just starting out learning Japanese, I suggest that it is best you attend some basic Japanese courses at a local language school in your country. That is because the foundation of the language is so important that if you screw up in the beginning, it will drag you down when you move forward to the intermediate or advanced classes. You will always have to refer back the materials in the basic classes. We will write a custom essay sample on Japanese Language or any similar topic only for you Order Now I have seen many people suffered from their weak foundation and have to give up learning eventually because they couldn’t cope with the progress of the lessons. Conclusion? At least build a strong foundation by attending basic classes at a school. The native Japanese teacher there can help to correct your mistakes. You will appreciate a lot when you advance to higher levels. Tip 2: Japanese Learning Software I understand many people cannot commit to attend a regular class. Maybe because they have irregular working hours, need to travel overseas frequently due to works, unable to pay the school fees for long terms due to financial issues, or many other personal reasons. In that case, the best alternative is to learn through Japanese learning software like theRocket Japanese, where you can learn to speak Japanese at your own pace and time. This is because it is an online course and therefore you can plan to learn according to your own schedule, anytime, anywhere, so long you have an internet connection. The single reason that I recommend this online software is because it provides one great feature (Rocket Record) that you can use to match your voice to that of the Japanese native’s voice in order to perfect your Japanese pronunciation. While your pronunciation can be corrected by a teacher in a classroom, it’s impossible to know whether your pronunciation is correct if you were to study by yourself. With this recording feature, now you can simply practise speaking Japanese until your pronunciation is perfect, all at your own pace. This is the greatest benefit of using Rocket Japanese. I have also done a review on Rocket Japanese. Do check out the page. Tip 3: Stay in Japan I will say this is by far the most effective way if you really want to accelerate the learning progress. â€Å"Immerse† yourself in the total Japanese environment and you will have a big boost to your speaking ability. You are not only learning Japanese in Japan, you are in fact living and blending in the everyday life of Japan. In such environment, you will be forced to speak Japanese, write Japanese, and even think in Japanese if you need to react fast. If you can stay in this environment for at least a year, your Japanese proficiency will be greatly improved. And that is much faster than study the language in your own country, which doesn’t provide such conducive environment. There are 2 ways, in my opinion, that enable you to move to Japan. 1. Find a job in Japan so that you can stay there for a longer term, say 1 to 2 years. One good option is to join the JET program (The Japan Exchange and Teaching Programme) and teach your local language (such as English, etc) in Japan. . If you cannot commit to work in Japan, try enrol and study in a short term language course for at least 3 months. However this is also the most expensive way as the living standard in Japan is considerably high as compare to most countries. Tip 4: Work in a Japanese company This is a great way to learn to speak Japanese for free in your own country while you are working. It might be the next best way if you are unable to go to Japan. The key here is to surround yourself with Japanese-speaking people, natives or non-natives. And a Japanese-speaking environment is the best you can get to improve your language. Depending on your position, if you are lucky, you might get the chance to go to Japan for trainings. Make full use of the opportunity, know some Japanese colleagues and friends over there. Keep in contact with them when you are back home by exchanging emails, communicating using skype or msn, in Japanese of course. If your colleagues or friends want to learn your native language, both parties can then teach each other your own languages, which is beneficial to both of you. This is a more economical way to learn to speak Japanese. Tip 5: Make more Japanese friends If you cannot afford to go to Japan, another way is to know some native Japanese friends in your own country. Check out if there is a Japanese community in the place where you reside in. Get to know the people in the community and learn to speak Japanese with them. These people come to your country due to work or other reasons, so there is a high chance they can speak your native language. Tip 6: Join the activities organized by Japanese Association If there is a Japanese Association near your place, it is wise to join the activities that are organized by the association. The association normally holds many activities to help the locals to learn to speak Japanese. These activities include dialogue sessions with native Japanese, speech contests, Japanese language courses and other cultural activities, aiming to foster the relationship with the local people, as well as helping the locals to appreciate the beauty of the language. Tip 7: Watch Japanese News â€Å"If you cannot listen well, you cannot speak well†. This is the golden rule when learning a new language. Listening is always the â€Å"killing† subject in many languages, especially true in the case of Japanese. I am no exception. Listening has always been my weakest field. In order to overcome this, I make it a point to listen to the news in Japanese everyday. One of the online news sites that I often visit is the TBS News. Over there you can watch the videos and listen to the short summaries of news in Japan. Choose the topic that interest you most, listen to it without first looking at the written script to test how much you can understand. It is very important not to look at the script first so that it will force you to get used to listening the language without reading the content. Another reason is to make you concentrate on the listening part. Repeat listening to the same piece of news for a few times until you are sure that you cannot get anything more from it. You then look at the script and listen to the audio again for another few times to clarify those that you don’t understand. If you can do this continuously for a few months, you will realize that your listening skill improves tremendously. While this is a good method to improve your listening skill, I only recommend you to do this when you reach the advanced level, or at least intermediate level as the scripts are all written in kanji, hiragana and katakana. If not you will have problem understanding the scripts and get overwhelmed and feel demoralized. Tip 8: Watch Japanese Drama Listening to the news trains you on the formal Japanese speaking but you may get bored on the topics. Listening to the drama may be much more relevant because dramas are more related to our everyday life as the actors/actresses speak in more casual way. Similar to watching the news, don’t look at the subtitles while watching the drama because it not only distracts you from listening to the dialogues in the drama, you will grow more dependent on the subtitles and that will do you more harm than good. Conclusion If you can follow some of the tips I mentioned above, I believe they will help you a lot on learning to speak Japanese in a more effective way How to cite Japanese Language, Papers

National Investment and Insurance A Service Department Restored Essay Sample free essay sample

Executive Summary Having been handed merely the broadest public presentation authorization – attend to the demands of the NII employees who require computing machines to make their occupation – the IT Support subdivision clutters along with bloated staff. intra-team struggle. a turning malaise that it is non making the occupation. low morale and high turnover. From an organisational point of view. ITS is falling on the occupation. Response clip and quality are compromised. Most of the calls for aid are born of being novitiates at computing machines. Clearly. these are questions that even a high school alumnus can field. And yet. AO’s take from 1 to 2 yearss to react. Nor is it a inquiry of proficient expertness because many of the parttime AO’s are IT pupils and they are backstopped by supervisors who have been on the occupation for some clip and have received particular preparation. Pull offing ITS optimally calls for treble action: Addressing the service bringing failures and the implicit in motivational disregard is a paradigm displacement that will ruffle throughout NII and name for serious retrenchment within ITS itself. SECTION-1 A. Introduction ITS Manager Brendan has decided to take things in manus and fine-tune a support service that started good but is presently mired in public presentation and motivational issues. ITS is an indispensable operation to help the 19. 500-strong work force resoluteness hardware and package issues and. presumptively. acquire back to work right off. Unhappily. the waiting line of electronic mails and calls for aid is clogged with legion questions from employees who are utilizing PC’s for the first clip in their lives. And response clip is an unacceptable 1 to 2 yearss because there are no public presentation prosodies in topographic point. Dissatisfaction with the aid service is no uncertainty aggravated in the instance of the few calls from adept users who get the feeling they know more than the AO. This bespeaks a self-satisfied forepart line drive ( who may really be really knowing ) . the failure of the backup system. straight-out discord and hapless morale. Consequently. turnover has skyrocketed. B. Summaries of Academic Documents 1. Service Quality is Everything. Even In-house We draw analogues with the bank selling state of affairs described by Wigley ( 1989 ) . who proposed perceptual function to understand the five quality outlook countries covered by the MSI SERVQUAL questionnaire: 1 ) tangibles ; 2 ) dependability ; 3 ) reactivity ; 4 ) confidence ; and 5 ) empathy. This analytical model helps us understand the NII instance better in footings of specifying the public presentation standards that direction has neglected. In get downing a series of staff meetings. Brendan besides has the chance to determine consensus toward this more comprehensive position of service quality. Second. we see that the procedure itself is critical because Brendan must work towards a customer-focused civilization. This is the end that drives direction desire to understand AO motives. thrusts and committedness. Ken Blanchard. best-known as the writer of the best-seller â€Å"One-Minute Manager† series. conducted â€Å"a year-long literature reappraisal of 100s of surveies from 1980 though 2005† ; his aim was to synthesize the Leadership-Profit Chain theory that rests on â€Å"real connexions between leading effectivity. employee passion. client devotedness. and organizational vitality† ( â€Å"Salary additions are non the reply to retaining staff. says leading expert Ken Blanchard† . 2007 ) . A spouse at the â€Å"Leading at a Higher Level† event. Bayt. com asserted that battling turnover remainders on acknowledgment. employee growing ( chiefly an allusion to uninterrupted preparation ) . and the compensation bundle. Both important beginnings throw the limelight on of import employee motives and emotions and offer constructive solutions to a job that. they estimate. entails losingss of up to a year’s wages each clip a company needs to replace experient staff. 3. Expectancy Theory and Why Thingss Do Not Work at ITS As with Maslow’s hierarchy of demands. anticipation theory explains the kineticss of dreamy public presentation. attempt. purpose. penchant. and pick. A direction keen on actuating AO’s to supply continuously first-class service must acknowledge what are the primary hurdlings that need get the better ofing before giving much thought to recognition. pecuniary and other wagess. SECTION-2 DISCUSSION OF CASE STUDY A. Quality of Service: What is our mission and how are we making? The 90 AO’s are to render service to all other staff who are at a loss as to hardware or package issues. Beyond this. nil else is established. This is a serious weakness on the portion of both upper direction and the IT section because nonexistent public presentation outlooks: Developing a civilization that retains the best people over clip and motivates them to systematically execute at their best is the foundation of a service-oriented organisation ( Wigley. op. cit. ) . A shared civilization is built on. among other things. internalizing a quality service scheme forged from the ternary jussive moods of â€Å"customer† demand. end puting by section leaders and the actions of a motivated work force. If public presentation criterions are inoperative. so anticipation theory has no footing. The AO’s are unable to explicate what grade of attempt they need to set in when they do non even cognize how good they should make it. B. Performance Standards Surely. there is no deficiency of cues that ITS service does non come up to outlooks. Expert users deride the AO’s for cognition spreads. Response times to flush the most basic. novice-type questions go unreciprocated for hours and yearss. In the first-ever staff meeting. Brendan elicited anecdotal grounds that the staff often failed to present on three of the five factors consisting the Marketing Science Institute’s SERVQUAL theoretical account: dependability. reactivity and empathy ( the others are â€Å"tangibles and â€Å"assurance† ) . A more wide-ranging and theoretically-sound effort to operationalize service bringing outlooks is SQ-NEED. constructed to intentionally fit Maslow’s expanded hierarchy of demands ( Chiu and Lin. 2004 ) . Field tests suggest that SQ-NEED is a more dependable and valid concept. notably for intangible services such as those provided by the NII ITS. This theoretical account validates the demand for building service bringing criterions that take into history at least seasonableness and content ( convenience. reactivity ) . systematically high quality. and friendly call response and declaration ( empathy. niceness ) . In a contact Centre environment. whether in-house or outsourced. the literature is rife with a broad spectrum of public presentation criterions ( â€Å"metrics† ) that wittingly or non fulfill many constituents of the SQ-NEED theoretical account. A partial listing: C. Motivating Adherence to Performance Standards The inability of AO’s and the even more knowing supervisors to get by with the aid demands of both novitiate and expert users is an baleful mark of a squad that is self-satisfied about executing their nucleus mission. For there is merely no alibi why IT majors should cognize less than co-workers in other sections who have non invariably used computing machines before coming to NII. Similarly. the full-time AO’s. Suypervisors and Directors ought to be familiar with all company systems by now. Leading them to make the occupation in more dedicated manner must take cues from both anticipation theory and the theory of demands. On one manus. anticipation theory mandates direction to at least take the enterprise in set uping public presentation standards ( see subdivision B above ) and provide inducements for the AO’s to do the necessary attempt. The valency. instrumentality and anticipation constituents must besides be related to the world of AO’s exerting penchant and pick ( Van Erde. op. cit. ) On the other manus. the theory of demands illuminates the motivation factors Brendan can arouse to enjoin engagement. coherence and enthusiastic bringing of coveted service quality prosodies. Happily. there are many ways Brendan could excite and actuate the ITS staff. For one it is necessary for the civilization at ITS to cast its cloak of indifference. of moving as if seting in clip at one’s desk was the lone thing that mattered. Young workers like being identified with a company that is advanced ( Salary additions are non the reply. 2007 ) and Brendan is about to re-shape the subdivision construction. every bit good as introduce technological inventions. Employees besides demonstrate more committedness when the organisation recognizes their part and sees to their personal growing and calling programs with regular preparation programmes. D. The TQM Worldview: Why Bear Recuring Problems? The rules of entire quality direction strengthen the farseeing director from being overwhelmed by the great figure of calls for aid. 95 % of which are due to hapless user cognition. Were this job to be attacked at its roots. Brendan would hold more flexibleness about upgrading AO accomplishments so as to successfully decide even the most complex jobs. E. Manning Review Twenty-one AO’s adult male ITS over three displacements on weekdays versus a entire complement of 90. The Assistance subdivision is clearly overstaffed. a state of affairs that will be aggravated by the debut of clang preparation and modern client service package. Section III A. Options and Recommendations 1. Establishing Performance Standards The first undertaking for Brendan and the 1 with the most far-reaching benefits is to explicate mensurable and digesting public presentation criterions. If public presentation criterions are inoperative. so anticipation theory has no footing. The AO’s can non find what grade of attempt they need to set in when they do non even cognize how good they should make it or worse. what public presentation outcomes they ought to prosecute! The first concrete measure may good be to convene a undertaking force ( consisting an ITS director. a supervisor. 1 full-time AO and 2 parttime AO’s ) to plan. implement and tally a company-wide Service Factors email study with the purpose of formalizing anecdotal grounds raised at the first staff meeting. This commits ITS to public presentation criterions ; it is besides an early signal to all sections that the subdivision has begun to take satisfactory service earnestly. If the tick-off signifier is decently formulated. it should non take more than a few proceedingss to react to and the whole exercising should be over within a hebdomad. Why the clip force per unit area after holding been unenrgetic so long? Brendan will utilize the result to convene a 2nd staff run intoing a hebdomad after the first 1. In this meeting. he will promote maximal engagement in explicating mensurable and digesting public presentation criterions. On the evidences that an unfastened forum with 90 AO’s and the smaller figure of supervisors/managers is unmanageable. he can establish 11-man squads ( 10 AO’s. 1 superior ) and therefore acquire ITS to get down runing in squads. In one sense. the procedure is its ain wages for it immeasurably increases the sense of belonging. enhances self-esteem. ensures commitment and commences the backbreaking procedure of team-building. With committedness ensured. Brendan has a relatively free manus to O.K. execution but modesty to himself the privilege to polish the public presentation prosodies in six and 12 months’ clip. Other than flattening the organisation by doing the 11-man squads functional units ( whose leaders are accountable for group consequences ) . he lets the section proceed as earlier because there are other programs to acquire off the pulling board. First. application developers from other IT subdivisions will be tasked to develop on-line public presentation steps. No affair how drawn-out or complex prosodies become in future. informations will be automatically captured from the AO’s workstations. Other developers will interview the ITS work force and procure other information elsewhere to construct an online. scripted cognition base. On month seven. when the cognition base will come online. the AO’s can happen every imaginable job and solution options by snaping through the cognition base even as the call for aid goes on. Desired consequence: most concerns resolved right on the really first call. Accessory benefit: increased assurance. self-esteem and pride on the portion of the AO’s. From month seven to 10. the same developer squad will bring forth a user-friendly version of the cognition base that employees in other sections can tap over the intranet. Use will be encouraged by labelling it a â€Å"Quick Online Help† service that must be tried before picking up the phone or directing an electronic mail to ITS. While the coders are at work. Brendan can move to immensely cut down the 95 % of calls that come from employees with small cognition of computing machines. One manner to make this is ask Training Department to offer computing machine rudimentss workshops for all who desire it. For new hires. attending will be compulsory before they are given log-in privileges by IT Department. Between months six and 12. volume of calls should drop markedly. As good. squad public presentation against the standards can now be appraised. Brendan can prehend on decreased demand and public presentation defects to downsize the Section and thereby work out the job of overstaffing. Simultaneously. he confronts the position of the casuals. Remember that the full-time AO’s already have protection under the WRA and therefore enjoy security of term of office. Under current company regulations. the regular-status are motivated to remain on by economic. personal growing and self-esteem demands. The insouciant AO’s have nil beyond the physiological: they may remain on indefinitely every bit long as they are content with the parttime pay they earn. In fact. it is the indefinite nature of their contract that may give Brendan an chance to right the state of affairs and avoid the chance of some cagey insouciant AO filing suit. It may hence be seasonably for him to press Employee Relations to proclaim new regulations that offer the casuals regular position every bit long as they work. the legal minimal hours daily. As good. developing should now be offered to all casuals every bit good on the evidences that skills sweetening is non a fringe benefit but a necessity. To decide the job of AO’s who apparently do non cognize what to make or how to render the expected service in â€Å"customer-friendly† manner. for case. everyone should undergo client service preparation ( to learn empathy ) at the start. To be entitled to publicities. the former casuals should wor k at least 8 hours. The reply to the inquiry about how insouciant workers can utilize anticipation theory to work out how to derive full-time employment is reasonably straightforward. Brendan publicizes concrete and mensurable ( i. e. nonsubjective ) standards: a three-month norm of 38 non-overtime hours worked per hebdomad. no offenses that would give evidences for suspension. and gaining at least 85 % on all the on-line public presentation prosodies. Since these are all quantitative standards. there can be no inquiry in the insouciant worker’s head that giving the maximal attempt will acquire his public presentation recognized. There is no inquiry about office political relations acquiring in the manner. On the inquiry. in conclusion. of whether the insouciant worker will happen the wagess attractive. there are two replies to this. The first is that they now have a calling way. eligibility for publicity through the ranks of IT. This is moderately attractive to entry-level workers. The other reply has to make with acknowledgment strategies. Everyone craves acknowledgment and it does ever hold to be pecuniary or on a expansive graduated table. If Brendan were to acquire to cognize his AO’s better and thereby larn their likes and disfavors. he may good recognize that. as Neumayer ( 2005 ) suggested. that typically immature client support representatives respond good to â€Å"†¦rewards. merriment activities. acknowledgement/appreciation. and challenge. † There are other ways to actuate that are likely less hazardous. more individualised. and still much appreciated by workers. Customer service representatives ( CSR ) are typically motivated by any or all of these beginnings: 1. wagess. 2. merriment activities. 3. acknowledgement/appreciation. and 4. challenge. If your staff is comprised chiefly of extroverted. bubbly persons. they will likely react good to fun activities. For the remainder. I believe that the AO’s would besides fulfill the higher-order demand for invention when Brendan brings the new systems on-line get downing about month 6. every bit good. they can take huge satisfaction with a occupation good done when follow-up client satisfaction evaluation studies reveal that ITS has begin to make a perceptibly better occupation. Upgrading the position of the insouciant workers puts them on even picking with the regular employees and paves the manner for cohesive teamwork. The full-time squad leaders or supervisors should now hold a interest in the full squad doing the class systematically because Brendan has made it clear their leading and other team-handling accomplishments will be assessed entirely on the corporate public presentation of the squad. no alibis. rarefying fortunes or exclusions accepted. Once staff size has been whittled down to the low degrees consistent with greatly reduced volume of calls. Brendan’s leading undertaking consists of changeless acknowledgment and instilling trueness in his best staff. From Blanchard ( 2007 ) . 10 retention-building wonts: B. Decisions At nucleus. NII ITS is a instance of serious bringing failure. Brendan has the chance to set the subdivision back on its pess in better combat signifier. albeit pruner. Expectancy theory makes us recognize that the bosom of the job is the absence of public presentation specifications. The director can prehend the opportunity to prosecute with the section’s clients. measure their demands and. enjoining participative engagement from his squad. institute comprehensive public presentation prosodies and public presentation satisfaction standards. With formal public presentation criterions in topographic point. even the insouciant AO’s will cognize where to use their best attempts and. because their public presentation will ever be recognized. appreciate what rewards they will be entitled to. The Manager can guarantee committedness and better teamwork by get rid ofing all insouciant places and presenting equal position to the former parttime workers. Brendan can besides implement company-wide preparation to prevent the most common sort of aid calls. present technological inventions to better service bringing. and commit cheap acknowledgment steps. all while downsizing a grossly overmanned subdivision. Bibliography Chiu H. A ; Lin. N. ( 2004 ) A service quality measuring derived from the theory of demands.The Service Industries Journal. Vol. 24 ( 1 ) January 1. pp. 187-204 hypertext transfer protocol: //www. proquest. com/ ( accessed December 10. 2007 ) . Neumayer. S. ( 2005 ) Cash. praise. or pizza.Rough Notes. December 1. 40-41. hypertext transfer protocol: //www. proquest. com/ ( accessed December 10. 2007 ) . Salary additions are non the reply to retaining staff. says leading expert ken blanchard. ( 2007 )Al Bawaba. January 24. hypertext transfer protocol: //www. proquest. com/ ( accessed December 11. 2007 ) . Van Eerde. W. A ; Thierry. H. ( 1996 ) Vroom’s anticipation theoretical accounts and work-related standards: A meta-analysis.Journal of Applied Psychology. Vol 81 ( 5 ) . Oct 1996. pp. 575-586 hypertext transfer protocol: // World Wide Web. proquest. com/ ( accessed December 11. 2007 ) . Wigley. G. Jr. ( 1989 ) . Quality service: making world from the myth.School of Bank Marketing Documents. January 1. 52 p. hypertext transfer protocol: //www. proquest. com/ ( accessed December 12. 2007 ) .