Italy and jobs Term Paper Example | Topics and Well Written Essays - 1000 words

Italy and jobs - Term Paper Example The hypothesis for this paper is distribution of public employment is distributed based on region and employment types. This paper seeks to explain how job allocations are done in Italy plus, job search and mobility within Italy in relation to job. The Italian welfare state system does not offer job security for the temporarily unemployed but highly favors retirees. As a result, temporary unemployment subsidy from the government offers incentives for job seekers (Picchio, 2008 pp.1). Conversely, permanent employment would not offer such incentives since public employment remains a lifelong endeavor and could hardly be lost. The use or misuse of disability pension in the South could lead to compensation on permanent unemployment. The South also remains over dependent on public employment that offers permanent job welfare. This substantial reliance on public employment creates a sequence of attitudes and educational choices towards risks that could support tendencies to escape from private employment sectors (Picchio, 2008 pp.1). Informal networks, which incorporate social ties between currently, employed and job seekers, letters of reference and intermediation have affected the Italian labor market (Boca et al., 2004 pp.7). First, informal networks have become more successful in relation to job seekers’ placements than any other job search strategies in Italy. However, these networks work effectively for small firms that offer low wages regardless of the skills since they remain less governed by governmental hiring regulations. Most negative impacts on earnings arising from informal networks could be due to links developed by informal networks especially with small ï ¬ rms and their contracts (Picchio, 2006 pp. 4). There exists a negative relationship between job search by informal networks and earnings (Picchio, 2008 pp.1). Hence, people with

Change Management and Management Styles Research Paper

Change Management and Management Styles - Research Paper Example Managers, in these cases, adopt strategic changes in order to adapt to emergent set of management and operational issues (Stam and Andriessen, 2009, p. 136). Secondly, there is cultural change. It is the next logical step once a strategic change is adopted or when management decides to change the organizational goals and objectives. The rationale is that in order to achieve effective change in that direction, a gradual change in mentalities must be achieved as well (Hamalainen and Saarinen, 2004, p.143). This is crucial in changing the organizational behavior. A more specific change transpiring within organization would have to be the shortened organizational life cycle. Essentially, this is the life stages of an organization beginning with its birth, growth, maturity and its inevitable decline and potential revival (Nelson et al., p.258). These stages experience radical shifts today because of the advances in technology, project management and product design. For example, new comput ing solutions streamlines product development, radically shortening the operational process of the organizational subunit tasked with such responsibility. ... Change management theories provide effective frameworks in better understanding organizational change. For example Beer and Nohria (2000) posited two change management theories, which they merely labeled as Theory E and Theory 0. The first theory sees organizational change as critical in the way organizational economic value is changed. Initiatives, policies and strategies adopted to implement this model follow the so-called â€Å"hard† approach to change, emphasizing shareholder value and maintaining it as the only barometer of organizational success (p.134). On the other hand, Theory 0 approaches organizational change according to organizational capacity. Beer and Nohria calls this the â€Å"soft† approach to change in an effort to introduce organizational change through initiatives and policies that builds organizational culture on individual capability and learning. This is supposedly the strategy that Hewlett-Packard adopted amidst a flagging performance during the 1980s and involved â€Å"the process of changing, obtaining feedback, reflecting, and making further changes† (p.134). Finally, one could cite the Change Management Theory for a general framework explaining organizational change. Several authors have contributed to this theory such as Lakomski (2001) and Lewin (1951). Lakomski posited that organizations are in constant need to balance forces of change with the requirement for stability. Lewin explained that this constitutes a stalemate that is only broken once the force for change outweighs the resistance, paving the way for a change in the organizational equilibrium. The case of Lenovo is an excellent example of an organization grappling with change. In the process of addressing new change