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Administrative Law: A Manual for Employees, 2008.
A professional manual for employees regarding issues of administrative law as they would apply to an administrative agency.
1,091 words (approx. 4.4 pages), 10 sources, APA, £ 27.95
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Abstract
This paper presents a professional manual for employees of a specific administrative agency. It briefly looks at administrative law and the procedures the department should avoid to ensure that no legal problems arise. Specifically, the paper outlines the concepts of discretion, credibility (and how applicant credibility is to be determined), standards with regards to bias (that is to say, what will henceforth be expected of subordinate decision-makers) and the extent of duty that will now be expected from all employees.
From the Paper
"Before leaving the issue of credibility, I wish also to point out the manner in which concerns about an applicant's credibility are to be spelled out. Henceforth, if there is a suspicion of deceit, precise instances of deception and contradiction must be noted in the final judgment. As well, particulars and context must be provided whenever a claimant cannot answer a question; in other words, if the client was unable to provide certain information because of extenuating circumstances, that needs to be highlighted. Finally, all decisions rendered by an adjudicator must be carefully examined by that adjudicator to ensure that logical fallacies, inconsistencies and contradictions are not present in the text of the decision - and that there is a complete apprehension of all the facts of the case by the adjudicator. For a good example of precisely the sort of thorough, post-mortem examination of their decisions that I want my adjudicators to undertake (especially with regards to decisions about the credibility of an applicant), please see the court decision in Hilo v. Canada (1991)."
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Regular Employees vs. Temporary Employees, 2002.
An analysis and examination of the multitude of issues concerning the hiring of regular employees rather than temporary employees.
660 words (approx. 2.6 pages), 3 sources, MLA, £ 16.95
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Abstract
This paper analyzes the issues surrounding an employer's decision to hire regular rather than temporary employees. It discusses policy issues involving regular employees and temporary employees such as benefits, compensation, discharge, discipline, and overtime pay. The paper concludes with suggestions for eliminating or reducing the stark contrasts between regular employees and temporary employees.
From the Paper
"Overtime pay is another area where there is a divergence between regular employees and temporary employees. As mentioned above, regular employees are generally salaried, i.e., they work a set number of hours and receive a fixed income each month. Temporary employees are generally paid hourly and their hours of employment may vary, resulting in a variable income each month. In terms of overtime pay, regular employees who are salaried do not receive overtime pay regardless of how many hours per week they work. Regular employees who are not salaried, like temporary employees, receive overtime pay (time and one-half) for each hour over 8 hours per day and for each hour over 40 hours per week."
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"The User Manual Manual", 2002.
An analysis the literary style of Michael Bremer's "The User Manual Manual".
1,150 words (approx. 4.6 pages), 1 source, £ 31.95
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Abstract
This paper is a review of Michael Bremer's "The User Manual Manual". The author discusses Bremer's use of audience analysis, grammar, spelling, and writing style, organization, layout, and graphics, and analyzes positive and negative aspects, while providing specific points from the document to back up his arguments.
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Public Administration: Four Major Administrative Traditions, 2004.
This paper reviews four fundamentally different intellectual traditions and offers input as to where the ?public administration? of the U.S. is in 2003.
1,425 words (approx. 5.7 pages), 5 sources, MLA, £ 33.95
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Abstract
This paper introduces the issue of public administration and then discusses four major theories of public administration: the Hamiltonian Tradition, the Jeffersonian Tradition, the Madisonian Tradition, and Wilsonian Tradition. The paper then compares these traditions and provides an analysis of the traditions and today?s U.S. executive administration.
From the Paper
"Alexander Hamilton?s insistence on a strong executive branch was not based solely on his desire to push his own philosophy of public administration on the young nation. He had seen the failure of the Articles of Confederation in its attempt to solidify the country; states quarreled about everything before ratifying the Articles, and some even went out on a limb and had their own foreign policy. States couldn?t agree on paying for a national army, nor on taxation and spending. Hamilton?s balancing act was, how does the country create an executive ?powerful enough to make the government strong? (Kettl, page 30) and yet how does the country prevent a concentration of too much authority and power in the White House? Hamilton had plenty of experience in executive decision-making, as he was the very first treasury secretary in the nation; and it was his authorship of documents on public credit, national banking, and manufacturing that later formed the basis of the executive branch of national government."
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Parliamentary Control over Administrative Law, 2008.
An analysis of administrative law in India and the control that the parliament of India has over administrative rule-making.
4,583 words (approx. 18.3 pages), 7 sources, MLA, £ 83.95
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Abstract
This paper analyzes parliamentary control over administrative rule-making in India. It describes the various classifications of administrative action and then briefly defines the meaning of administrative rule-making. Next, the paper provides some insight into the concept of why administrative rule-making is necessary in the administration of the country. The paper then looks at the kinds of parliamentary control imposed over the administrative rule-making so as to keep a perfect balance between its power of delegation and its ultimate authority. Finally, the paper compares the situation in India and the United States.
Table of Contents:
Introduction
Chapter 1- Administrative Rule-Making: Meaning and Concept
Chapter 2 - Parliamentary control over Administrative Rule-Making
Chapter 3- A Comparative Study of the Parliamentary Control over Administrative Rule-Making: India and USA
Conclusion
From the Paper
"The position of our country regarding the same has already been discussed in the previous chapter. In this chapter, the same shall be discussed regarding USA. The position in the United States is significantly different. For the U.S. Congress operates under a written constitution and the courts have the authority to interpret the Constitution and thereby declaring a congressional ruling unconstitutional if it conflicts with their views of the Constitution. Also the doctrine of 'delegaus non potest delegare' holds in United States, which means that a delegate cannot further delegate its powers. Thus, the Congress being a delegate of the people cannot further entrust its powers to any other agency."
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Strategies to Retain Good Employees, 2006.
An essay discussing what employees can do to minimize employee turnover rates.
1,223 words (approx. 4.9 pages), 9 sources, MLA, £ 29.95
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Abstract
This paper examines and discusses several articles on strategies for retaining good employees. The paper concludes, after review the articles, that motivation more than money is the best strategy for retaining employees. The paper lists what factors in a job employees find most motivating and then suggests specific strategies for managers to implement that can help them hold on to their good employees.
From the Paper
"In the movie "Jerry Maguire" the line everybody soon yelled was "Show me the money!" But, the fact of the matter is that many employees, even those working at minimum wage, don't consider money the first and only means to be motivated. In a recent article dealing with problems of employee retention it was argued that merely paying them more may not be a solution. "By employing a full range of the following management levers, companies can solve their retention problems in a cost-effective way. 1. Opportunity for advancement. 2. Empowerment. 3. Challenging and interesting work. 4. Job security. 5. Respectful treatment and 6. Employer recognition." (Weiss, p. 1). Retaining good employees means motivating them."
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The Importance of Satisfied Employees, 2001.
An examination of the link between satisfied employees and employee motivation.
2,111 words (approx. 8.4 pages), 7 sources, MLA, £ 46.95
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Abstract
This paper looks at the correlation between job satisfaction and motivation. Job satisfaction may mean many different things to different workers, but is described as a self-defined positive attitude toward a person?s job. It discusses how an employee who has a high level of job satisfaction will receive benefits in the way of improved physical and/or emotional health.
From the Paper
"Just as a satisfied employee will add to the bottom line, a dissatisfied employee will take value from the company. A dissatisfied employee is more likely to call off work, causing costly time lost. They may suffer from medical conditions related to stress, which could affect overall medical costs and performance. They often do great harm to company morale and run the risk of destroying group cohesiveness. This kind of disgruntled employee may spread this attitude to other employees, which can severely affect the entire organization?s productivity. In many cases, an angry employee may even seek retaliation by destroying company property or stealing to get even. In rare cases, disgruntled employees have been known to resort to violence."
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Unprofessional Employees, 2008.
This paper explores the issue of unprofessional employees and its implications for managers.
1,672 words (approx. 6.7 pages), 5 sources, APA, £ 38.95
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Abstract
The paper describes the characteristics of unprofessional employees and looks at how an unprofessional employee manages to join the company. The paper discusses how an employee's unprofessionalism can result from the company itself or other employees. The paper looks at the role of the manager and maintains that he/she should help employees fix their problems instead of simply firing them. The paper notes the benefits for companies who regularly assess employees' performance and conduct a thorough screening process prior to hiring.
Outline:
Introduction
Identify the problem
Resolution
Summary and Conclusions
From the Paper
"Unprofessional employees are not necessarily the ones that have insufficient qualifications for the job. They also include employees that are impolite, rude, refuse to follow instructions, miss critical details, and lack follow-up. Some of them are slovenly or dress inappropriately. Their overall demeanor shows that they are uninterested in the work that they are doing and are not troubled about their performance. Unprofessional employees generally perform poorly and often ruin the company image. Their working behaviors can give the companies many serious consequences which affect profit margins, productivity, other employees and the future of the businesses."
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Administrative Professionals, 2006.
Examines how someone can advance within an administrative professional career.
1,005 words (approx. 4.0 pages), 6 sources, MLA, £ 24.95
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Abstract
Prior to the late 1990's, the skills needed by an administrative professional or secretary were typing speeds of a minimum of 60 words per minute, utilizing dictation equipment and taking shorthand. Today, being successful as an Administrative Professional means that you must have the skills of tomorrow, today. The paper shows that there are various obstacles that administrative professionals will face while advancing in their careers, including the skills needed as an entry level administrative professional, the obstacles that the administrative professional faces on the climb up the corporate ladder and the role that the administrative professional will play in the office of the future.
From the Paper
"Today, skills need to be learned by continuing education and attending training classes in order to keep up on the new technologies. Many professionals entering the industry look to the many local temporary placement agencies to assist them in obtaining the skills needed. Many of these companies offer training courses while allowing the Administrative Professional to gain valuable working experience as a temporary employee for various companies. This flexible schedule will allow entry level Administrative Professionals to obtain basic skills through such devices as community college programs, including Office Technology and Business Administration/Management and attending seminars."
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Administrative Culture, 2007.
This paper applies public administration fundamentals and Weberian theory to understanding the administrative culture of the University Student Council of the University of the Philippines.
4,195 words (approx. 16.8 pages), 7 sources, APA, £ 79.95
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Abstract
This paper explains that the University Student Council of the University of the Philippines is not only a service, campaign and activity center for students but also plays a historic militant role in political upheavals, which support the democratic interests of the Filipino people. The author points out that, while the members of an organization understand the formal structure, rules and regulations of the organization, its administrative culture dictates how and why members of an organization operate and deliver its goals. The paper stresses that the Weberian characteristic of strict subordination is very difficult to implement in the USC because of the strong notion of democratic leadership in the student council.
Table of Contents:
The UPM University Student Council (USC) Constitution in Brief
The NUSP Edgar Jopson Student Council Manual
Maintaining Leadership
Develop Expertise in Technical Work
Reviewing Waldo's the Study of Public Administration
The Pull of Culture in the University Student Council
Militant National Democratic Culture
Contemporary Youth Popular Culture
Understanding Culture is Key
From the Paper
"Nonetheless, understanding the politics-administration dichotomy might be very important in understanding the dynamics of the USC due to its fused politico-administrative character. The dichotomy stems from the notion that politics and administration can never be totally isolated from each other, no matter how big or small the bureaucracy is. In terms of structure, the administrative portion of the bureaucracy is clearly accountable to the political branches of government, to the policies laid down by the political actors at a given time."
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Recruiting and Retaining Employees, 2002.
A paper which provides methods on recruiting top employees and retaining their services.
2,585 words (approx. 10.3 pages), 5 sources, MLA, £ 55.95
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Abstract
The paper discusses why employees should consider recruitment as a continuing process and that, even during economic doldrums, a peak performer can bring new accounts with them or they could have an idea that will spark new business. It shows that employers must also make sure that they know how to keep existing employees happy. Employees are the cornerstone to good business. This paper outlines methods for recruiting some of the best employees and methods for keeping good workers satisfied.
From the Paper
"Young and creative employees want to see a tangible return on their investment in a company. Employment opportunities are viewed as short-term. Good employees are often on the look-out for new opportunities. Employees may feel as if they have a greater stake in the company if their value is raised and would want to stay at a company that provides learning opportunities and training. They are more likely to stay with a company, sometimes even with less money, if a company takes the time to improve the employee's skills."
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Employees? Private Lives and Employers? Rights, 2004.
A discussion about whether employers should have the right to look into their employees? private lives.
2,014 words (approx. 8.1 pages), 4 sources, MLA, £ 44.95
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Abstract
This paper shows that, while employers have some very valid reasons for checking into the backgrounds and private lives of employees, there is a point where employers just get nosy. It is these kinds of inquisitions that most people object to. This paper hypothesizes that most employees or prospective employees will not object to having basic information about them checked out, but employers that actively spy on their employees during their off hours go too far.
From the Paper
"It was with this concern in mind that many employers began to take more of an interest in their employees? private lives. It was not so much an interest in them as people, but rather an interest in whether they were going to cause problems for the company at some later date because they had some habit or hang-up that many people would find morally objectionable. The interest in what employees did during their time away from the company became a subject of concern simply because employers became worried about getting into problems by being associated with a certain kind of person."
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Researching and Protecting Prospective Employees, 2006.
This paper explores an employee's right to privacy in the workplace and contains a detailed action plan for researching potential employees.
2,705 words (approx. 10.8 pages), 13 sources, APA, £ 57.95
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Abstract
This focus of this paper is to determine which employer actions are in violation of federal rules on access and use of personal data. This paper discusses which policies and procedures should be developed for protecting and maintaining the confidentiality of personal records and related employee information. This paper contains a detailed action plan for researching and gathering pertinent information on prospective employees while also protecting the potential employee's right to privacy. This writer of this paper also probes state and federal laws on employee privacy and the unlawful practices of file tampering and discrimination in the workplace.
Topics covered in this report include:
Introduction
Attitudes on Privacy
Research Instruments
Structured Interview
Unstructured Interviews
Action Plan
Conclusion
References
From the Paper
"The researcher's opinion is kept out of this kind of research because he won't be able to influence the participant, thus making the survey a good method of research. Finally, surveys are not invasive to the participants, as most surveys will arrive through the mail or even distributed for some to take home. In order to determine who needs to be trained, researchers could analyze the data from the survey of those who show that they access and use data intentionally. Also, it would be wise to provide training to those who unintentionally access data. A follow up questionnaire can also be used after any training sessions to see if employees are satisfied with the training they received."
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?Unmasking Administrative Evil?, 2004.
A review of the book, ?Unmasking Administrative Evil,? by Guy B. Adams and Danny L. Balfour.
1,229 words (approx. 4.9 pages), 4 sources, MLA, £ 29.95
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Abstract
This paper examines how, in "Understanding Administrative Evil", authors Guy B. Adams and Danny L. Balfour explore the idea and evolution of the concept of evil. It looks at how, over time, historical evil has evolved into administrative evil, a form of evil that is unique to modernity, and how the main differences between historical and administrative evil lie in the perpetrator?s motivation. It analyzes how, to illustrate their arguments, Adams and Balfour cite numerous and varied cases of administrative evil, including the Jewish Holocaust, welfare reform, immigration, and the destructive organizational culture at NASA that spawned the Challenger tragedy.
From the Paper
"To support their argument, Adams and Balfour apply their theory to a number of modern historical events. In their first study, the authors analyze the Holocaust, first by summarizing the debate between intentionalist and functionalist scholars. However, to fully understand the German society?s complicity in the Holocaust, Adams and Balfour argue for a synthesis ? that the Holocaust grew out of a ?confluence of historical and political forces, racist ideology and anti-Semitism, organizational competition and the bureaucratic processes of a highly developed modern society? (59)."
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