The Importance of Training to Quality Free Essays

string(137) " must encourage employees to initiate process improvements and new ways of responding to customers’ needs – but in a controlled way\." Introduction Many theorists have suggested that it is crucial to adequately train stuff in order to improve the overall quality of the service or product offered. Today employers are increasingly depending on the skills of all their employees for improvements in efficiency, quality and customer service (Motwani, Frahm, Kathawala, 1994a). This review will focus on the findings of the main theorists in the quality management field and their views on the importance of employee training. We will write a custom essay sample on The Importance of Training to Quality or any similar topic only for you Order Now It will outline the factors which influence employee training and suggest how quality training should be implemented. The review will also provide some insight into alternative methods of quality employee training. The Importance of Training to Quality Motwani, Frahm, Kathawala (1994b) state that training is the critical variable in the success or failure of a company’s quality improvement programme. They go on to say that training enables a company’s workforce to acquire the skills needed to improve and maintain the quality production process. As the challenge of improving product and service quality becomes more important for all organizations so does the challenge to the training and development profession (Motwani, et al. 1994a). Motwani, et al. , (1994a) agree with other authors such as Cocheu (1992) and Ishikawa (1976), that quality begins and ends with training. According to Kaeter and Cothran (1992), training influences the process that help to improve quality. Ishikawa (1976) who has been a leader in stressing employee participation and the man who advocated the use of cause and effect diagrams (also known as ishikawa diagrams) to diagnose quality problems, has stressed that it is crucial to train managers and employees to improve quality. Deming (1982) notes that all employees should be trained continually as the needs of the customers are constantly changing over time. It is not enough to hire good people for the business organisation. They constantly have to acquire new skills for new materials and new methods of production. Deming (1982) considers training to be a long-term investment in people and the future of the company. Continuous training helps employees to improve their quality performance and the quality of the work processes they are responsible for (Deming 1982). When identifying key practices of quality management, most authors agree that training is an important factor. Saraph, Benson Schroeder (1989) list training as one of the eight critical factors of quality management. Lakhal, Pasin, Limam (2006) go on to state that employee training and employee participation are two of the eight critical factors of quality management. Eight key employee practices to improve quality have also been suggested by Smith (2001) and they are: recruiting, selection, retention, teamwork, training and development, appraisal, rewarding quality and employee involvement. Just knowing that training is important is not enough; training must also be effective (Cocheu, 1992). Cocheu (1992) proposes that to improve quality, organizations can use a six-step strategy, which includes: 1. Preparation, 2. Planning, 3. Awareness, 4. Deployment, 5. Implementation, and 6. Continuous improvement. This strategy should be supported by a six-phase training approach: 1. Understanding and commitment, 2. Quality management systems, 3. Improvement teams, 4. Customer service, 5. Process improvement, and 6. Advanced quantitative methods. Each phase of the quality training curriculum should build on the preceding hase of the training to give people at every level of the organization the knowledge and skills they will need. This includes both the employees and the management. (Cocheu, 1992) The Importance of Management to Training Most authors agree that quality management is crucial for the successful training of the employees. Without the wholehearted commitment of top man agement, spending time on quality training is pointless. Employees look to management to see if a company is really serious about quality training. If the management does not commit itself to change than the workers will not do so either (Motwani, et al. 1994b). Successful implementation of any change programme requires proper education and training of those who would be involved in the implementation process (Ernest Osseo-Asare Jr Longbottom, 2002). Management needs to be sincere and to devote adequate time and resources to the on-site training effort so that employees believe it is important. Whether on-site or off-site training is employed, the skills learned by employees need to be applied immediately. If this is done, employees will receive the quality message (Motwani, et al. , 1994b). Anjard (1995) argues that it is no longer a luxury or a question as to whether Total Quality Management (TQM) philosophy should be adopted. He states that â€Å"unless we adopt the concepts of continuous improvement, we are guaranteeing organizational obsolescence†. TQM is a visionary movement which represents a final recognition of a management philosophy that encourages employees to share responsibility for delivering quality services and products. Commitment from the top as well as a willingness to transform an organization from the bottom up is essential for effective implementation. More importantly Anjard (1995), goes on to say that effective TQM managers lead, coach and mentor amongst other things and that managers must train everyone and provide them with the knowledge, skills and tools needed for continuous quality improvement. Mathews, et al. (2001) add that the training that underpins quality management determines the likely effectiveness of the quality initiatives undertaken. Quality is achieved where employee satisfaction results from high-quality management, which places great importance on employee motivation and morale (Crome, 1998). Clear objectives in line with vision should be shared with staff through proactive leadership, highlighting areas that work well, creating champions of good practice and being supportive and motivational (Curry Lyon, 2008). Donaldson (2004) states that achieving true quality takes much more than just learning the basic skills and technical concepts, you also have to get the human element right. This means providing education and training opportunities for all involved, plus support and empowerment from above. The author adds that emphasis should be placed on employee empowerment and training to improve quality of service. Bharadwaj Karkera (2001) add that it is not realistic to think that mangers can achieve control by simply hiring good people, aligning incentives and hoping for the best. Today’s managers must encourage employees to initiate process improvements and new ways of responding to customers’ needs – but in a controlled way. You read "The Importance of Training to Quality" in category "Papers" Also, the employees must be told specifically what is expected of them. Specific training makes employees more confident and reduces staff turnover rates. This in turn increases quality (Pollitt, 2006). Smith (2001) agrees and states that employee involvement is positively linked with improved quality. As a result of this employee empowerment, some trainers responsible for self-guidance of the development process, become concerned that the philosophy implies their role within the organization will eventually become redundant. Quality control managers have subsequently discovered that the move to TQM has not reduced the importance of their job role. In fact, quite the reverse is usually the case because the quality manager’s new responsibilities as quality facilitator and mentor across all aspects of the organization’s activities is inevitably more rewarding and demanding than their old role of â€Å"organizational gamekeeper† (Chaston, 1994). Many companies have established written quality requirements for the products that they produce but few have developed internal requirements that must be met as process flows from one operation to another. Still fewer have developed requirements for the process itself – what must be done in what order to produce a conforming output (Oversmith, 1990). The author stresses the importance of using recognition systems that encourage participation and the involvement of employees in the quality process. Oversmith (1990) adds that companies achieve quality by making every single employee a â€Å"quality manager†. Each employee has to know what part they are playing in the quality improvement process. It begins when the employee is orientated into the company. The employee learns the requirements expected of all employees as well as the specific requirements for the job to be performed. This initial training should be followed up within the first few weeks of employment by formal quality education to stress the importance of the individual’s role in the quality improvement process as well as specific actions an employee is expected to take to avoid or eliminate quality nonconformance (Oversmith, 1990). Formal training in group problem solving and the proper use of teams to eliminate quality problems further prepares an employee to participate in improvement process. Smith (2001) also agrees that team based learning is important and suggests that incentives should be used to promote quality. Incentives for Quality and Alternative Methods of Training In order for the employees to use their training and improve the quality of the products/services, the management must provide them with incentives. If valued incentives exist for desired behavior, training that enables such behavior is likely to succeed as well: Many people receive a fixed amount of pay for the hours they work. They will not make more money immediately if they do a better job and they will not receive less, unless they are fired, for doing a poorer job. So, for these people, pay is an incentive for being present and for doing a minimally acceptable job – and not much more than that. Fortunately for employers, other incentives exist: approval and compliments, respect and trust, access to valued resources – tools, people, a window with a sunny view, awards, increased power and authority, more interesting or desirable assignments (Allen, 2003). Allen (2003) suggests that employers consider providing meaningful and memorable experiences through interactive multimedia to help employees see how the impact of their work determines the success of the group and ultimately affects quality. Burns (2005) suggests use of e-learning to train employees to improve quality. The key being interactivity. E-learning provides the potential to bring quality to life. When people are having fun, they won’t realize how much they are learning. If the average employee doesn’t enjoy learning he or she won’t absorb much about quality. Computers allow simulations to be built as an aid to learning and this is very relevant in lean Six Sigma training where factors such as throughput, work in progress, touch time and cycle time interact could be difficult to demonstrate. This would not just be effective but it will also be more enjoyable and people learn better when they are enjoying the learning experience (Pollitt, 2007). Pattison (2001) agrees that activities and interactivity make learning and training more enjoyable. Burns (2005) adds that humor is another means of providing motivation to learn about quality. Conclusion Upon review of literature on the importance of training to product and service quality it is evident that staff training is a vital part of any quality process. Quality products and services depend on a quality workforce. In order to sustain competitive advantage companies need to develop and implement quality training measures. A strong support from management is needed to constantly motivate and facilitate the employees training. Investing in employees training directly correlates with how the quality of the company’s products and services is viewed. If training continues to improve, if it continues to reinforce quality messages, then employees will believe quality truly is the foundation of their company’s long term culture. References Allen, M. (2003). Training rewards good performance. Quality, 42, 28-29. Anjard, R. P. (1995). Keys to successful TQM training and implementation. Training for Quality, 3(1), 14–22. Bharadwaj, G. , Karkera, R. (2001). Employee training in quality in the new millennium. Quality Congress. ASQ’s †¦ Annual Quality Congress Proceedings, 517-528. Burns, T. (2005). E-Learning: The Future of Quality Training. Quality Progress, 38(2), 50-56. Chaston, I. (1994). Managing for Total Training Quality. Training for Quality, 2(3), 11-14. Cocheu, T. (1992). Training with Quality. Training Development, 46(5), 10. Crome, M. (1998). Call centres: battery farming or free range? Industrial and Commercial Training, 30(4), 137. Curry, A. , Lyon, W. (2008). Call centre service quality for the public: a Scottish framework for the future. Managing Service Quality, 18(2), 194-208. Deming, W. E. (1982). Quality, Productivity and Competitive Position. Cambridge: MIT Press. Donaldson, D. P. (2004). Getting the People Part Right. Quality Progress, 37(7), 6. Ernest Osseo-Asare Jr, Longbottom, D. (2002). The need for education and training in the use of EGQM model for quality management in UK higher education insitutions. Quality Assuarance in Education 10(1), 26-36. Ishikawa, K. (1976). Guide to quality control. Tokyo: Asian Productivity Organisation. Kaeter, M. , Cothran, T. (1992). Pioneering Quality Training. Training(April 1992), 13-18. Lakhal, L. , Pasin, F. , Limam, M. (2006). Quality management practices and their impact on performance. International Journal of Quality Reliability Management, 23(6), 625-646. Mathews, B. P. , Ueno, A. , Periera, Z. L. , Silva, G. , Kekale, T. , Repka, M. (2001). Quality training: findings from a European survey. The TQM Magazine, 13(1), 61-68. Motwani, J. G. , Frahm, M. L. , Kathawala, Y. (1994a). Achieving a Competitive Advantage through Quality Training. Training for Quality, 2(1), 35-40. Motwani, J. G. , Frahm, M. L. , Kathawala, Y. (1994b). Quality Training The Key to Quality Improvement Training for Quality 2(2), 7-12. Oversmith, G. E. (1990). Developing Employee Ownership of the Quality Improvement Process. Hospital Materiel Management Quarterly;, 12(1), 38-45. Pattison, S. A. (2001). Staff meetings: an opportunity for accelerated training of employees. Journal of Workplace Learning, 13(4), 172 ±178. Pollitt, D. (2006). Holiday Extras is flying high Call-center training improves call time, quality and staff retention. Human Resource Management International Digest, 14(7), 22-24. Pollitt, D. (2007). ING Direct banks on the quality of its call centre employees. Training Management Development Methods 21(4), 579-582. Smith, W. L. (2001). Customer service call centers: managing rapid personnel changes. Human Systems Management, 20 123–129. How to cite The Importance of Training to Quality, Papers

Carmex case study free essay sample

1. a. the Advantages and disadvantages for the Carmex Marketing Team in collecting data to narrow the flavor choices from three to two using an online survey of a cross- section of internet Households are : AdvantagesDisadvantages 1. This is a way of marketing research tool. 2. May Gain a new Likes to the Brand. 3. Increase Carmex brand name known ability. 4. Survey over the internet will be less cost. 5. Encourage the new customers to give it a try as internet households interested in online coupons and products ads and etc,. 1. Has a very broad Segment to target that may end up but not giving the answers they needs. 2. Household may not like to complete a survey that involves writing their names and giving out their personal details. 3. The results will not be accurate enough to build a marketing research â€Å"in a result of inaccurate segmentation†. 4. Takes lot of time â€Å"time consuming†. 1. b. the Advantages for the Carmex Marketing team in collecting data to narrow the Flavor Choices from three to two using an online survey of Carmex Facebook Likers. We will write a custom essay sample on Carmex case study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page AdvantagesDisadvantages 1. Facebook is not just a social media but it is a marketing research tool. 2. Help to Target Exactly their Marketing Segment. 3. Receive Answers that are accurate that doesn’t have to be filtered later â€Å"on our Consumers or not consumer basis†. 4. Increase the interactivity between Carmex Brand and Its consumers†likers†. 5. Carmex will receive the Answers very quickly â€Å"within 5 minutes Carmex will receive dozen votes and, by the end of the business day Carmex can very easily have over 500 Responses. Accordingly to the Textbook. 6. This will help to increase the likers engagement. 7. This is an opportunity to increase Facebook community or potentially. †Gerst Adds in textbook. 8. Reduces the cost of the marketing research to find the 2 favorable flavors. 1. Consumers can be less likely to respond to a survey that has to enter data or writing statements. They prefer multiple choice styles of surveys. 2. May not receive a very accurate number of responses as not all the number of the likers are the number of the engaged customers that will respond to the survey, unless they do the contest +poll. 3. Survey on Facebook only will not drive new Likers to Carmex Facebook page. Answers of Question # 2: a. The engagement and likes are really measuring: â€Å"Engagement† measures how ACTIVE its Facebook Audience with the brand. â€Å"Likers† are the NEW â€Å" likers† to the brand’s Facebook Page. b. For Carmex the more important is the â€Å"Engagement â€Å" , because at any time Carmex likers can posts a comment on the Carmex wall, likes its status , or replies to one of its posts, the engagement level increases. The easiest way for Carmex to grow the number of â€Å"likes†on its facebook page its through contests and promotions. If it gives away prizes, people will be drawn to its site and its likes will increase . However these people may not actually be fans of the Carmex product so at the end of the promotion they may unlike Carmex or they may remain fans but not engage with the Carmex page at all . the people who were already on the page were there because they like Carmex and are engaged . According to the textbook. That’s why the engagement is more important to Carmex than Likes. Answer of question # 3: a. The Consumer Engagement on a brand page on Facebook is evoked by the â€Å" Engagement Strategy using a poll as consumers get engaged to a page Brand such as Carmex when the brand make polls to know their opinion , As where more Votes means more Engagement . According to figure 2 in textbook. b. The consumers get attracted to like a brand Facebook page by Contests, Promotions and prizes that the brand page give it away to the Likers and this techniques is used to get a new customers to like the page Answer to Question # 4: a. The Advantages of using a fixed – alternative poll question on facebook are : oThis is quick. oAnonymous oAnd will lead to more people to vote b. The open- ended questions is better to be used when a company has a new product to launch and need their consumer opinion as this type of question is used to distinguish purposes and require the marketer â€Å"evaluator† to interpret and analyze date in different ways. Answer to Question # 5: a. If I had a limited budget and two weeks to decide which two flavors to put into Quantitative testing, I would have chosen the â€Å"poll Only â€Å" for 3 reasons: 1. Poll strategy is faster than others 2. Less cost than the contest strategy. 3. Increase the Engagement between the consumers and the brand b. If I had a sizable budget and two months to make the same decision I would have chosen the combined strategy â€Å"use the poll and contest â€Å"as a marketer what i need is to increase engagement to my brand and to increase the Likers as well. So by using this strategy I will reach both by posts the poll question on the Facebook page wall I will drive the engagement and by creating a contest for a limited edition flavor will promote new likes.

What Difference Does It Make That God Is Immutable Essays

What Difference Does It Make That God Is Immutable? Doug Friesen TH211: Systematic Theology Shane Keating What difference does it make to us that God is immutable? Immutability is a key attribute of God and without that He wouldn't even be God. It would be hard to have a personal relation ship with Him. As well as our relationship suffering our knowledge of God would be severed also, and who is to say if our salvation would be as secure today? But first to understand completely what is in question we must define immutability and come to a conclusion as per its reference to God. Immutability defined in Webster's Dictionary is quoted as, "unchangeable; unalterable" . The same word defined in Unger's Bible Dictionary states, " The divine attribute of unchangeableness" . Again defined in Nave's Topical Bible, " the perfection of God by which He is devoid of all change in essence, attributes, consciousness, will, and promises" . In all three instances, secular and religious, the word is clarified as unchangeable, but only one gave it as an attribute of God. Now as a back up point to clarify, immutability declares that God is unchanging, but it is not to be confused with immobility. God acts, and His actions vary with reference to different ends. His affection changes according to how that person's attitude changes toward Him. So gathered from that we can state God is constantly the same in His essence, in the mode of His existence, in His perfections, and in the principles of His administration. Now that we have come to a conclusion on what the immutability of G od is we can ask ourselves what it would be like if He weren't immutable? If God were not immutable He wouldn't even be God. Just like all the other attributes of God place Him high above all else so does immutability. To state the fact that God is unchanging helps to create a foundation on which we can base other claims to our belief, such as the truth of God and imperfection. God with out this unchanging attribute is now given in to human likeness and that includes sin. He could change His ways to appeal to Him what ever He desired without any cares about man because when you remove immutability you remove the possibility of Him possessing benevolence or righteousness. If you remove the truth and benevolence of God you are left with imperfection. It is a big cycle with attributes, once one is removed they all may collapse without definite proof or backing. So lets look and see what a God without immutability would seem like. Well the attribute of immutability is essential the deity of God. "To think of God otherwise than as unchangeable is to think of Him otherwise than perfect" . With that said we must then ask how does that effect my relationship with God? Well if God were not immutable our relationship would definitely suffer. We wouldn't know first of all how to talk to Him because His attitude would be like ours and half the time I don't even know how to talk to others because of their attitudes. Imagine a God with stress. I mean how could we as puny humans be able to deal with a God who has drastic mood swings. We would all be busy hiding from God unknowing if this is the day He enjoys our company or not. Basically our relationship would be brought down from the level it is now with a loving Creator who saved His creation, to a High Commander and His miniscule microscopic beings, who better not make Him mad. But now to answer the question from the quote above, what if God isn't perfect, how do we k now our God isn't changing? If you look in Psalms 102:26-27 He tells us, "They will perish but You will endure; Yes, all of them will grow old like a garment; Like a cloak You will change them, And they will be changed. But You are the same, And Your years have no end." This passage shows us that our God is unchanging, but also that He has control over all things changing and that He changes them.

Evaluation of Properties of Foods

Evaluation of Properties of Foods Practical 1: Evaluation of Properties of Foods 1A) pHObjective:To determine the pH value of orange juice.Introduction:pH is a measure of the acidity or basicity of an aqueous solution. pH is an important aspect that is being inspected in food processing and food preservation. pH control method is one of the method used by food manufacturers to prevent growth of microorganisms in food that will eventually cause early food spoilage and food contamination. Most foodborne pathogens cannot grow below pH 4.4 (Montville, Matthews Kneil, 2012). Most microorganisms grow best in the pH range of 6.5 to 7.5 (Ministry of Agriculture, Food and Rural Affairs of Ontario 2013). Hence, pH level of food is being monitored during food processing to prevent microbial growth. pH levels also affect the appearance, taste, quality as well as the shelf-life of food products. It is also under the food safety issues.One example of pH control requirements is in the manufacture of fruit jelly. The gel formation brought about by pectin takes place over a narrow pH range, which is further complicated by sugar concentration. High pH value results in an unacceptable liquid. Too low pH causes the mixture to gel prematurely, resulting in an overly hard product. Continuous pH adjustment using acids such as citric acid yields the optimal gel consistency. Another example of pH control would be in the making of cheese. The enzymes used are particularly sensitive to pH. variations of 0.1 pH will affect the enzymatic reaction activity by as much as 50 per cent. However, modern technologies allow cheese ageing process to be accurately monitored by using the puncture probe. pH meter with resolution of 0.1 pH unit is the most common equipment that is used in food industry to measure the pH levels...

Finance report Assignment Example | Topics and Well Written Essays - 7500 words

Finance report - Assignment Example Ratio analysis is done to compare the performance of FHL with its major competitor, Harvey Norman. Profitability, Asset efficiency, Liquidity, Capital structure, and Market performance ratios are calculated for both the companies and performance of the two companies is analyzed in the light of these ratios. Some of the limitations of the analysis are identified, conclusions are drawn and recommendations are given on the basis of the analysis done on FHL. Financial statements include at least two accounting statements that are prepared by a company at the end of its accounting period. These two include Income statement and balance sheet and these statements of Fantastic Holdings LTD (FHL) are analyzed in this report. Financial statement analysis of a company is extremely important for a company so that it can reflect upon performance of the company and can add meaning to the figures of the financial statements. Financial statement analysis involves evaluating three characteristics: profitability, liquidity and solvency. A short term lender will be interested in the liquidity of the company which measures the efficiency of the companies to pay their obligations when they are due. A long term creditor would assess the profitability and solvency of the company which measures the long term standing of the company. Hence financial statement analysis is extremely important for the company as well as for the users of the financial statements. Comparisons can be made on the intra company basis, industry averages and inter company basis. Vertical analysis is done to make intra company comparisons and ratio analysis is done to make inter company comparisons. In this report, both comparisons are made. Intra company analysis is done using vertical and trend analysis and inter company analysis is done through ratio analysis of Fantastic Holdings Ltd and Harvey Norman Holdings Ltd. Through the analysis, conclusions will be drawn regarding the performance of FHL from

Managemnent psychology Essay Example | Topics and Well Written Essays - 2750 words

Managemnent psychology - Essay Example He further asserts that management psychology focus is basically on individuals and groups. In this particular issue, character is often used to define an individual’s personality. Personality can be attributed to individuality in the context of one’s internal states that manifests in the form of feelings and thoughts. It is also related to the attributions that cause an individual to behave in a certain manner, as well as, the ‘experienced stable core’ of an individual. In addition, it also entails how an individual interacts with other people in a social set up. There are tests and surveys in psychology that conceptualizes and classifies some aspects of workers’ selves. The sole purpose of these tests/surveys is to predict behavior, emotions and attitudes of employees and to provide a platform for their management (Alvesson & Willmott, 1996). Evidently, personality can be viewed in terms of ideologies, interaction, and context in question. In the 20th century, psychology surfaced as a tool and technique in the managerial skills. It was characterized by rationality in governance in terms of logics; increased means utilization throug h instrumental focus; and focus on work design, as well as, the organization. The traditional forms of authority where leadership was determined by social status and class were replaced. People began perceiving management as a form of profession. The impact of this phenomenon was that since it was viewed as a distinct occupation, the notion of competence was embedded into management. Individual knowledge-based was embraced in the context of economics, ergonomics, studies on time and motion, and industrial psychology (Thompson & Ackroyd, 1995). This contributed to the guidelines for roles in supervision which later incorporated social abilities. The supervisory mandates included literacy, technical skills, analytical, and numeracy skills. Feelings as an aspects that define

Effect of Technology on De-Skilling

Effect of Technology on De-Skilling Critically assess the contention that the introduction of new technologies into an organisation inevitably leads to de-skilling? As technology becomes ever more prominent in working practices the de-skilling debate is becoming more crucial. The following arguments will look at the effects of new technology with regard to de-skilling from the social deterministic point of view, particularly within the craft and service industries. The social deterministic view is that technology has no impact whatsoever on an organisation, apart from the strategic choices made by those who control the organisation. Marxists believe that the introduction of new technology has negative social connotations, arguing that technology is introduced by management with the sole intention of controlling and de-skilling labour. This perspective has been adopted by Braverman. Managerialists however, favour the positive social impacts of technology, believing it is management choices that determine the effects that technology has. Bravermans (1974) de-skilling thesis, based on Marxist theories, focused on the Taylorist aspects of breaking down complex skilled work into simple unskilled tasks. This enabled the introduction of technology to replace workers. Braverman also theorised that the introduction of new technology into the workplace, was carried out with the intention of replacing workers or making them work faster, as in the case of Fords production line assembly. Braverman argued that together, these were the two principal factors which led to the degradation and de-skilling of work. Braverman (1974:171) states, The unity of thought and action, conception and execution, hand and mind, which capitalism threatened from its beginnings, is now attacked by a systematic dissolution employing all the resources of science and the various engineering disciplines based upon it Braverman argues that the introduction of capitalist equipment is introduced with the intention of de-skilling workers by simplifying task s in a Tayloristic manner, or by simply replacing workers roles with technology. Much of Bravermans theory was based upon his own personal experience as a sheet metal worker, and subsequently an office worker. Bravermans de-skilling theory is associated mainly with the craft and service style proletariat industries. However, skills today can be perceived as something very different to skills in the 19th century. Certainly the jobs today differ greatly from those in the past. Barron and Robinson (2007) use the more recent example of the catering industry. New technology has enabled the outsourcing of production, provisions and labour. In essence this has lead to the de-skilling of catering workers, through the removal of many of their tasks. For example, chefs in many of the hospitality industry sectors are no longer allowed to demonstrate individuality and creative flair, but instead produce a standardised product. . Standardisation, or industrialisation, in foodservice, aims to guarantee consistent output while controlling the production process. Typically, this involves the replacement of skill with technology. (Barron and Robinson, 2007). Here the Tayloristic aspects of Bravermans de-skilling thesis are evident as the production process is broken down into simple controlled tasks, whereby new technology can replace workers. This process may be even more evident in multi-national corporations, where the same standard of product and service is expected worldwide. The Tayloristic principles adopted by many fast food restaurants, particularly noticeable in McDonalds, have led to repetitive and un-skilled tasks (Ritzer:2004). Ritzer argues that many of these have been made possible by developments in technology. Bravermans theory is demonstrated perfectly here. A Tayloristic management style coupled with the introduction of new technology has led to the simplification of jobs and ultimately their de-skilling. Ritzer also examined how the principles implemented in McDonalds were becoming more apparent in other sectors of society, such as call centres, supermarkets and even hospitals. The development of technology alongside Tayloristic management principles has meant it is possible for companies to outsource call centres, from Western European and American countries to India and other developing third world countries. Marxist theorists view the introduction of capital as a way for managers and companies to control and de-skill labour by reducing bargaining power and use value (Corbett:2009). The outsourcing of call centres is removing jobs from employees in Western Europe and America. Employees and knowledge are replaced by technology, so diminishing the bargaining power of the labour force. Outsourcing also employs lower skilled labour which translates to reduced wages and increased profits. Hence, the capital introduced has been employed to control and de-skill workers. Marxists have a radical perspective of how workers should accept the means and ends of a firm, arguing that workers should resist against the firm. They argue that the introduction of capital is exploiting workers as a higher value product is created, but wages are generally not increased (Roberts:2009). Profit made by workers is disproportionately divided between employees, managers and owners and as such a conflict of interest arises (Roberts:2009). Bravermans hypothesis and Marxists views on social determinism are not without detractors or limitations. The social -deterministic managerialist perspective of new technology holds the view that technology has no impact whatsoever on de-skilling. The decisions to de-grade or up-grade the skill of workers are the strategic choices of those who control the organisation. This perspective is supported by the New Technology Power Loop, which demonstrates that the design and choice of new technology, that is the strategic choices of management, can shape the control of a workforce. This in turn defines the level of expertise needed for implementation. The social-deterministic managerialist perspective holds the view that the expertise of the workforce has an influence over the design and choice of the technology at the beginning of the loop. Looking back to the example Barron and Robinson use of the hospitality industry it can be said that it is managements decision to standardise product s and menus through the simplification and de-skilling of jobs and the subsequent introduction of new technology. Wood (1987) considers the decisions of management regarding the introduction of technology, Certain tasks may be de-skilled in content because of technological changes, yet this may not amount to the de-skilling of any particular individual. Unskilled men may be allocated to these jobs, which for the purpose of argument may require a higher level of skill than they previously exercised, and skilled men who occupied the job prior to the change might be moved to superior skilled jobs, for example, the maintenance of new technology. Here Wood argues that, with the right job reorganisation technology can lead to the upgrading of skill. Atwell (1987) examines the work of data entry clerks in an insurance company. These are relatively unskilled workers who are able to enter the insurance claims onto the system and then pass them onto the examiner to process. In this example the examiners job is upgraded as the lower skilled tasks have been removed. The data entry clerks have also gained ne w skills as the introduction of technology has enabled them to begin entering insurance claims, a more highly skilled task than they were previously completing. The de-skilling effect, which the introduction of new technology can bring, can be revoked by managements strategic choices. The introduction of new technology, and the de-skilling effect it may or may not have, cannot be fully divorced from the context in which it occurs. The social-deterministic model also supports the theory that the successful introduction of new technology can be reliant on the tacit knowledge and skills of employees, as the choice of technology made by managers is affected by the expertise of employees. Wilkinson (1982) uses the example of the optical lens manufacturer. When new technology was introduced, the highly skilled staff were retained in order to exploit their knowledge and experience of the production processes. This indicates that not all skills can be degraded with the replacement of workers with technology. Jones and Wood (1984) also argue the importance of existing working knowledge and tacit skills to the effective implementation of new technology. As a result, it is impossible to say that new technology completely de-grades workers skill as the tacit knowledge that many have would still be regarded as a skill. Furthermore, the social-deterministic technology power loop model suggests that the tacit knowledge is ne cessary for successful introduction of new technology. Although some aspects of a workers job may have been de-skilled the worker has the ability to enrich their job with other tasks, perhaps more complex than their prior job, thus wholly up-skilling their job. Managerialists support the social -determinism theory and talk of technology as enabling organisational change and improvements (Corbett, 2009) Fincham and Rhodes (2005 need to check whether this is a direct quote and add page number) stress that technological development should be seen as a positive force, as part of the progressive elimination of alienating working conditions and their replacement with work which is more socially integrating is happening more or less as part of industrial evolution. In the instance of outsourcing, although the introduction of new technology is initially de-skilling, it is removing the lower skilled jobs from the economy and making way for more highly skilled jobs to be created as part of the economic development. Therefore, although in the short term technology has increased job mobility by providing temporary job cuts, it can have positive effects, such as en-skilling, as workers learn new trades. New technology may well have had an effect on the increasing number of career changes, but if this is leading to workers gaining new skills in new careers then surely it is re-skilling (the growth of wholly new skills) in the long term. Littler (1982, 1990) and Littler and Salaman (1982) critiqued Bravemans work arguing that if industrial capitalism itself can create new skills there can be no simple de-skilling process Fincham and Rhodes (2005:396). The managerialist perspective holds the view that, technology has no impact on people or performance in an organisation independent of those who would use it and the responses of those who have to operate it (Jones, 1982:199). This suggests that the introduction of technology has no impact on a firm, unless a resistance against technology is made by those who have to use it or operate it. Managerialists have a unitarist perspective on workers co-operation with management decisions. They believe that management should be able to make strategic choices that benefit the firm and that will have the desired economic outcome. Workers, from this perspective are required to co-operate with the means and ends of the firm as management will have the workers best interests at heart. The means of a firm relates to how work is organised, and the ends, the creation of private profit (Roberts:2009). In relation to the introduction of new technology, the managerialist view is that workers should co- operate with the strategic choices made by firms. It can however, be said that it is un-realistic to presume that managers always have employees best interests at heart. From this point of view a Marxist approach can be adopted, holding a negative opinion of the social impact of technology. They believe that management introduce capital with the sole intention of control and de-gradation of working practices and skill. Thus to conclude, the managerialist social-deterministic view that technology can have a positive social impact on working practices, disproves the contention that the introduction of technologies inevitably leads to de-skilling. Managements strategic choices, regarding job re-organisation, job numbers, and the type of technology employed, will always have an effect on the level of de-skilling which occurs. Subsequently, the level of de-skilling cannot be divorced from the context in which it occurs. Many factors can revoke the level of de-skilling, be it the tacit knowledge of existing employees or managements re-organisation of job roles once technology has been introduced. Furthermore, managerialists hold a unitarist perspective of how workers should re-act to change. The underlying belief that managers have workers best interests at heart would encourage employees co-operation with the means and ends of a firm. In addition, managerialists view the introduction of technology as a method of enabling change and economic development within an organisation, and should be viewed as a positive force.