The Reporter’s Privilege Essay Example for Free

The Reporter’s Privilege Essay For the last 34 years, over a thousand subpoenas were served to reporters of various news media organizations in the United States compelling them to testify and reveal their sources in all kinds of court cases. In 1999 alone, there were 1,326 subpoenas delivered to 440 news outlets according to the Reporters Committee for Freedom of the Press (RCFP). This epidemic has threatened to destroy the freedom of the press, which is protected under the First Amendment of the U.S. Constitution. The source possesses valuable information and is the lifeblood of newsgathering. There will be no story without the source. Professional ethics demands that journalists should safeguard their sources even if it means facing jail terms and always keep the promise of confidentiality they make to the source. The American Society of Newspaper Editors Statement of Principles, Article VI states that â€Å"Pledges of confidentiality to news sources must be honored at all costs, and therefore should not be given lightly. On the other hand, the Radio-Television News Directors Association Code of Ethics and Professional Conduct cite that â€Å"Journalists should keep all commitments to protect a confidential source†. Therefore, it is imperative that journalists should not be forced to disclose their sources because it would undermine their constitutional function to inform the people and even destroy the American free press philosophy that the public has the right to know. Subpoenaing a journalist threatens to transform the independent press into an investigative arm of the government; it silences potential confidential sources, which reduces the flow of information to the citizenry; and it thereby violates the First Amendment. (Bates, 2000, p. 4,  ¶2). If it will give meaning to the First Amendment and the freedom of the press, then the reporter’s privilege must be kept sacred. RCFP Executive Director Lucy Daglish, in an interview with Newsweek in 2004, said that democracy operates because the media provides information to the citizenry. Columbia Journalism Review Executive Director Mike Hoyt describes the press as the oxygen of democracy. However, today’s trends of attacking the source seem unlikely when journalists are getting drowned in a sea of subpoenas and face a ritual of jailing. The courts have been contesting the reporter’s privilege in over 100 years but the press continues to withstand the test of time whether in the court rooms or in the corridors of power. When the government subpoenas journalists in criminal cases, additional concerns are raised. The media is said to serve many functions critical to a democracy. Among these are the tasks of informing the public, serving as watchdogs by checking government abuse, and holding individuals in a position to affect the public interest accountable for their actions. To fulfill these functions, journalists must remain independent of government. Subpoenas naturally reduce this independence, thus undermining the medias function in a democracy. (Schmid, 2002, Proponents Of the Journalists Privilege,  ¶4). Court Rulings. Unlike the attorney-client, doctor-patient, spousal, and therapist privileges, the judicial system still does not recognize the reporter’s privilege. A number of cases have already challenged and continue to challenge this controversial privilege resulting in high profile landmarks of court rulings. The first Supreme Court case that answered whether the First Amendment protects journalists from not revealing their source was the Branzburg versus Hayes in 1972. In 1969, Paul Branzburg of the Louisville Courrier-Journal wrote an article about the views of hippies and their plan to produce and sell marijuana. He used fictitious names to protect the identities of his source. He was subpoenaed to testify in a state grand jury that was investigating a local drug trade. He refused to name the men who were in possession of marijuana and was held in contempt. Not worried he wrote another expose detailing a pot session in Frankfort, Kentucky. He was brought back before a grand jury and asked to describe the criminal acts he had observed but he refused to testify. The case went on for two years that ended up with a Supreme Court ruling. In a 5-4 decision, the court did not recognize such privilege saying that the First Amendment does not protect journalists from not revealing their sources. The Court declared that journalists, like most citizens, must respond to relevant questions put to them in the course of a valid grand jury investigation or criminal trial. (Schmid, Supreme Court Precedent,  ¶2). In the course of news gathering, the reporter becomes an eyewitness to a crime, he or she is liable to testify before a grand jury. Branzburg was sentenced to six months in jail. But in a short concurrence by Justice Lewis Powell, he hoped that in the future the law might give way to a court-recognized privilege. In his argument Justice Potter Stewart gave a three-way test for qualified privilege: that a reporter possesses information relevant to the crime, that there is no other way to get the information and that there is a convincing and prevailing interest in the information. The court left the issue to congress whether to enact laws that would protect reporters from not testifying. As a result of Justices Powell and Stewart arguments that in one way or the other the press has some protection under the First Amendment shield laws were instituted by various states. Currently there are 31 states including the District of Columbia that institute this law. The law however varies in detail and scope according to state laws and has specific limits. Generally, only journalists working full-time in a recognized media organizations are covered and not freelancers or book writers. There are certain events that journalists are excluded from covering. Another threat to press freedom is the case of Judith Miller of the New York Times. After a series of court battles in 2004, Miller spent 85 days in prison for not divulging her source on the Palme leak. The case originated when Valerie Palme wife of a former ambassador Joseph Wilson was named in a series of articles revealing her true identity as a CIA agent. Her name was leaked by an official of President George Bush’s administration to the media. The leakage was considered a criminal offense. Under the Intelligence Identities Protection Act, a person who learns the identity of a covert agent like Plame from classified information can get ten years in jail for intentionally disclosing the agent’s identity. (McCollam, 2005, Out of Africa,  ¶3). Many reporters were subpoenaed including Miller. Refusing to testify she was found in contempt. She invoked her First Amendment right but was denied. She was only released when the source voluntary waived his right to confidentiality and came out. It was learned that Scooter Libby, the chief of staff of Vice President Dick Cheney, was the source of the leakage. There are so many other similar cases that hound American press freedom like James Taricani who served six months of house arrest in Rhode Island. In Washington five reporters were in contempt for the stories about nuclear scientist Wen Ho Lee named by the press as the source of giving secrets to the Chinese. Vanessa Leggett went to jail for 168 days rather than giving up her source of information while writing a book about a Houston murder. She was only released when the term of her appearance before a grand jury expired. These reporters are fighting for a principle that is sanctified by the constitution. Keeping the source is essential for public trust and to serve the interest of the people. Breaking that trust would only kill the foundation of press freedom and its purpose. Disclosing the whistle blowers would endanger lives in acts of retaliation against them especially from the government. The relationship of journalists to their sources comprises one of the most criticalyet perplexingareas of reporting. Without sources, there would be no stories. The better the source, the better the story. (Willis, 1990, p. 75). The Role of the Press. Since the beginning of the press in 1690 in Boston, Massachusetts, it has grown dramatically through time. In a democratic form of government the press is indeed necessary as Thomas Jefferson once said â€Å"The basis of our government being the opinion of the people, the very first object should be to keep that right; and were it left to me to decide whether we should have a government without newspapers, or newspapers without a government, I should not hesitate a moment to prefer the latter.† To serve as check and balance, the constitution created three branches of government, the executive, legislative, and judiciary. However, these branches have now been infected with all sorts of corruptions and abuse of power. Thus the fourth estate was born, the press, to make sure democracy operates as it was envisioned by the founding fathers. In its early stage, the American press was used for propaganda by those who owned it. It was a lapdog that reported only what the publisher wants and solicits advertisements. What made it an instrument of democracy were the many voices that shaped opinion and caused freedom to fly across the country and the whole world. It has become the guardian of U.S. democracy. Today, it takes the role as the watchdog of government investigating anomalies making sure that officials do not violate the rights of the citizenry and become more transparent instead of operating in secrecy. Without the press, we would not have discovered the cheating activities of President Richard Nixon in the Watergate scandal or President Bush’s misleading tactics to justify the invasion of Iraq. Besides of informing, the press also educates, reforms, entertains, and incites. Far from its origins, the press today carries no ideology and not connected with any political party or government agency. At the turn of century, advocacy moved from news stories to editorial pages, where it has since stayed. News reporters of the twentieth-century claim to be politically detached and objective, unlike journalists of the previous era. To modern journalists, objective means an allegiance to the nonpartisan pursuit of factual accuracy. (Soley, 1992, p. 16). Despite criticisms, the press maintains its objectivity as the number guideline in reporting. The Project for Excellence in Journalism identified major trends in the press’ reporting style. The Journalism of Verification is the traditional style wherein reporters must substantiate their facts to come up with an accurate story. Then there is the Journalism of Affirmation where a reporter delivers the news with a point of view. In making its works more professional and transparent, the press empowers the public in judging the stories whether to believe it or not. From watchdog now comes the guide dog concept called civic journalism that focused on the role of the press in building communities. This brand of journalism challenges people to take part in resolving community problems. It aims to educate citizens about issues and current events so they can make civic decisions, engage in civic dialogue and action, and, generally, exercise their responsibilities in a democracy. (Schaffer, 2001,  ¶25). It reinforces the watchdog role but it does not tell how the public should think or act. This journalism delivers news that help communities cope up with difficult issues concerning their everyday life. The model serves as an alternative style that hopes to address the shortcomings of the press. The Code of Ethics. Journalists are guided by the code of ethics to ensure professional integrity and credibility in enlightening the citizenry. Different news organizations have their own ethics and standards but maintain common elements such as objectivity, accuracy, and confidentiality of sources. In its 50-page report in 1947, A Free and Responsible Press, the Hutchins Commission laid out the goals of journalistic performance. The report was written by eminent scholars and authors under Robert M. Hutchins, president of the Chicago University and has served as the basis of journalistic practices today. The Hutchins Commission identified five responsibilities, the fulfillment of which could serve as a measure of press performance. The press should (1) provide â€Å"a truthful, comprehensive, and intelligent account of the days events in a context which gives them meaning, †a commitment evidenced in part by â€Å"objective reporting†; (2) be â€Å"a forum for the exchange of comment and criticism,† meaning in part that papers should be â€Å"common carriers† of public discussion, at least in the limited sense of carrying views contrary to their own; (3) project â€Å"a representative picture of the constituent groups in the society†; (4) â€Å"present and clarify the goals and values of the society†; and (5) provide â€Å"full access to the days intelligence, †thereby serving the publics right to be informed. (Baker, 2001, p. 154). The Society of Professional Journalists urged its members to always seek the truth by being honest, fair, and report the information rightly. A reporter must be accountable to the public about his news stories. He must act independently by being free from other interests other than serving the public’s right to know. He should minimize harm in treating sources. In pursuit of gathering data, the reporter must show compassion by being sensitive to sources that are negatively affected by the coverage. The journalist must recognize that in news gathering he or she can cause harm or discomfort to the source. Arrogance must not be displayed while collecting data and must be cautious in identifying juvenile suspects or victims of sex crimes. Sources must be treated fairly and professionally without inquiring pointlessly about their personal life nor threaten them if they do not cooperate. Reporters should always introduce themselves truthfully while interviewing their sources and not carry false identity just to get the information. Importantly, when the source wants to remain unknown, the journalist must respect that trust of confidentiality. The San Francisco Chronicles code offers one of the clearest treatments on the always-thorny matter of dealing with sources that want confidentiality. It reads in part: A reporter who pledges confidentiality to a source must not violate that pledge. If the reporter is asked by an editor for the identity of a source, the reporter should advise the source of the editors request. If the source wishes to withhold his or her identity from the editor, then the reporter and editor must decide whether or not to use the information even though the sources identity remains known only to the reporter. (Steele Black, 2001, Sources and Reporters). The Need for Shield Law. Notwithstanding the important function of the press in defending democracy, there are no sufficient laws in protecting its existence. All sectors of society especially the government depend on the press for timely information in order to make policies. In its 2005 annual report for press freedom rankings, the United States placed 44th falling 20 places from the previous years all because of the Miller case and the legal tactics that attack the privacy of journalistic sources. This is ironic since the country is the champion of democracy the world over. News organizations are now uniting forces to seek legislative action. However, several proposed bills have already been sent to congress but unfortunately no actions have been taken yet. Since Branzburg some 100 federal statutes have been introduced but failed to pass. The Free Flow of Information Act of 2005 is presently pending in the senate and congress. This act is in response to the jailing of Judith Miller. The legislation would prevent government officials from compelling a reporter to reveal a source unless it was determined by clear and convincing evidence that disclosure of the identity of the person is necessary to prevent imminent and actual harm to national security. (Durity, 2000,  ¶34). A federal shield law is important to safeguard the reporter in the performance of his/her duty. The move is for the federal government to recognize state’s interest in protecting the secrecy of sources and that no party may force a journalist to reveal his/her source or notes by suing the reporter in federal court. This poses dilemma for reporters whether to violate a court order and face jail or break the promise of source confidentiality and face public distrust. Subpoenas are burdensome to journalists because it consumes so much time and disrupts their work. A law could provide reporters for motion to quash subpoenas except when there is prevailing evidence that such information is really necessary and when there is no other way to obtain the information. The trend of compelling reporters to identify their sources has sent fears that the American free press is under attack and being used by the government in investigating its own deficiency particularly the leakage of classified documents. When the government fails to resolves its own problems, it may be tempted to enlist reporters in criminal acts as an easy way out. With an existing law, prosecutors and criminals defendants may seek other means or conduct investigations in acquiring information rather than depend on journalists by attacking their sources. Failing to define who qualifies as a journalist has delayed the passage of shield laws. Perhaps with an established ruling, this problem will be addressed giving courts standards and criteria to give judges guidance who qualifies for protection. This law is needed to standardize legal approaches to the privilege of reporters and to assure them that confidentiality to sources is respected. In effect, sources will feel safe and not disappear but will remain for future news stories. In a decision that strongly endorsed the principles on which the reporters privilege is based, the U.S. Court of Appeals for the 4th Circuit observed, If reporters were routinely required to divulge the identities of their sources, the free flow of newsworthy information would be restrained and the publics understanding of important issues and events would be hampered in ways inconsistent with a healthy republic. (Ganett, 2006,  ¶7). Responding to the Miller incident, James Goodale, New York Times’ former vice chairman and general counsel, has encouraged the press to fight on and to guard the freedoms of First Amendment in order to come up with better laws. Nobody can dispute that the press has strong influence in every American citizen. It has molded American opinion and shaped government policies through time. Noted journalists have been recognized for their dedication in the profession. Reporters serve as link between government and its citizens and that of other nations. Because of the press, the world has become a global village promoting culture, language, and perhaps peace. Journalists deserve better. They deserve more than just subpoenas. They have earned their right for a privilege in serving and protecting the democracy of this country. References Bates, S. (2000). The Reporter’s Privilege: Then and Now. Research Paper R-23. The Joan Shorenstein Press Politics. Public Policy. Harvard University. John F. Kennedy School of Government. Schmid, Karl H. (2002). Journalists privilege in criminal proceedings: an analysis of United States Courts of Appeals decisions from 1973 to 1999. American Criminal Law Review. Date: 22-SEP-02. Retrieved October 30, 2006, from http://goliath.ecnext.com/coms2/summary_0199-2470495_ITM McCollam, D. (2005). Attack at The Source Why the Plame case is so scary. Columbia’s Journalism Review. America’s Premier Media Monitor. Columbia Universitys Graduate School of Journalism. Issue 2: March/April 2005. Retrieved October 30, 2006, from http://www.cjr.org/issues/2005/2/mccollam-plame.asp?printerfriendly=yes Willis, J. (1990). Journalism: State of the Art. Praeger Publsihers. New York. ISBN: 0275932443 Soley, L. C. (1992). The News Shapers: The Sources Who Explain the News. Praeger Publishers. New York. ISBN: 0275940330 Schaffer, J. (2001). The Role of the Media in Building Community. Pew Center for Civic Journalism. Global Issues. An Electronic Journal of the U.S. Department of State. Volume 6, Number 1, April 2001. Baker, C. E. (2001). Media, Markets, and Democracy. Cambridge University Press. Cambridge, England. ISBN: 0521009774 Steele, R Black, J. (2001). Media Ethics Codes and Beyond. Global Issues. An Electronic Journal of the U.S. Department of State. Volume 6, Number 1, April 2001. Durity, L. (2000). Shielding Journalist – â€Å"Bloggers†: The Need To Protect Newsgathering Despite The Distribution Medium. Public Policy Studies. Duke University. Retrieved October 30, 206, from http://www.law.duke.edu/dev/journals/dltr/articles/2006DLTR0011.html Ganett Company, Inc. (2006). From Barbara Wartelle Wall: Legal Watch. 2000 Media Law Developments – Sources and Public Records. News Watch. Retrieved October 30, 2006, from http://www.gannett.com/go/newswatch/2000/december/nw1228-4.htm

Senses Lesson Plan Essay -- essays papers

Senses Lesson Plan TOPIC: The Five Senses OBJECTIVES: Knowledge: ï‚ · The students will understand the concept of the five senses that humans have. These five senses are touch, taste, sight, smell, and hearing. These senses make it possible for people to interact with others and get around in their daily lives. ï‚ · The learner will identify and observe the objects in mystery boxes by using touch only. ï‚ · The learner will identify and observe what various pieces of food are by using taste only. ï‚ · The learner will identify his or her surroundings, after being blindfolded and walked around the classroom. ï‚ · The learner will identify and observe the various smells of each object by using smell only. ï‚ · The learner will identify and observe various sounds made by the teacher using hearing only. Process Skills: ï‚ · Communication- The learner will communicate with a partner his or her observations about each of the five sense activities. ï‚ · Prediction- Students will predict what is in the box by using their five senses. Attitudes: ï‚ · Students will enjoy the challenge of solving the puzzle of what is in the box, and learning about the five senses. N.Y.S. STANDARDS (M/S/T): ï‚ · #1, Students will use scientific inquiry to pose questions as to what is in the mystery box and seek answers using their five senses. ï‚ · #4, Students will understand and apply scientific concepts about the senses pertaining to the physical setting and living environment through the realization that they use their senses in almost everything that they do. MATERIALS: Mystery boxes objects in mystery boxes lemons oranges apples blindfolds cherry lotion peach gel grape soap heartbeat sound box maracas worksheet on observations ORGANIZATION & TRANSITIONS: At the beginning of the session, the students will sit quietly in their desks, and they are asked to count to 10 and then start over. The students with the same number will form a group, mostly of two (about ten groups), and wait for further instructions from the teacher. Each group will pull away from the others and take turns coming up to the front station where the materials are set up. The groups will be competing to correctly guess what are in the boxes and what noises they hear (and the winners get can... ...2. Taste 3. Sight 4. Smell 5. Hearing (done as a class) Observations for the Five Senses Name:_______________ Date: _____________________ Directions: List three observations for each of the five senses. Try to remember what we did in each activity. Touch _______________________________________________________ _______________________________________________________ _______________________________________________________ Taste _______________________________________________________ _______________________________________________________ _____________________________________________________ Sight _______________________________________________________ _______________________________________________________ _______________________________________________________ Smell _______________________________________________________ _______________________________________________________ ______________________________________________________ Hearing _____________________________________________________ _______________________________________________________ _______________________________________________________

Staff Training and Motivation at Mcdonalds

Training and Motivation at McDonalds McDonald trains almost 55,000 employees each year. Each year, it also   dedicates over A? 10 million to ongoing employee training, providing   people with valuable skills. Work experience at McDonald's is a foundation for future employability, particularly as the UK labour market continues to   evolve. With the increased demand for skilled workers, a job which   offers ongoing training with a leading organisation – is a solid   career investment. People from all walks of life credit a first job at   McDonald's with having equipped them with the ingredients for success.Staff Training McDonald's Staff Training Programme is an on-the-job vocational   experience that teaches skills transferable to other industries. All new hires begin their McDonald's experience with an induction into   the company. Staff trainers work shoulder-to-shoulder with trainees   while they learn the operations skills necessary for running each of   the 11 workstations in each restaurant, from the front counter to the   grill area. All employees-learn to operate state-of-the-art   foodservice equipment, gaining knowledge of McDonald's operational   procedures.Step-by-Step manuals and video tapes cover every detail, from how to   make a Big Mac, to how to deliver exceptional service to customers. Employees also learn how to train and supervise others. For the first time employed, McDonald's is an important â€Å"mentor',   teaching the interpersonal and organisational skills necessary for   functioning effectively on any job. McDonald's business demands   teamwork, discipline and responsibility; McDonald's experience results   in enhanced communications skills as well as greater self-confidence;   and McDonald's stresses â€Å"customer care†, and attitude which industry   experts ecognise as an essential ingredient for business success. Management Development Conducted at regional offices and corpora te training centres across   the country, McDonald's Management Development Program (MDP) continues   to develop the potential leaders which the Crew Training Programme has   nurtured. This is followed by a series of training courses designed to back up   what is learnt in the restaurant and develop management, communication   and leadership.The Management Training Centre (MTC) is McDonald's premier UK training   facility, providing a variety of business management and restaurant   operations courses to franchise and management employees throughout   the United Kingdom. The UK Management Training Centre currently puts   through approximately 1500 managers annually. The Management Training Centre runs three courses that give the skills   required by different levels of management, from restaurant shift   management to mid – management. The Basic Operations Course (BOC) equips trainee management candidates   with the skills to manage their people and run successful restaurant   shifts.The Advanced Operations Course (AOC) is predominantly for new   restaurant managers and department heads, It aims to enhance the   candidates leadership and management skills, enabling them to achieve   results in all areas of the business by working through and developing   their people. The Mid-Management Course (MMC) goes into further leadership skills   and management systems, helping these managers to effectively lead and   develop their restaurant managers. These three core courses are supported by courses and seminars run by   the Regional Training Centres. In addition, managers will work through   theaâ‚ ¬?Management Development Programme (MOP) back at the restaurant. MDP gives managers at all levels the technical and functional   management skills needed to maintain McDonald's leadership role in the   quick service restaurant industry. Manager Trainee As a Manager Trainee, you are responsible for learning and   unde rstanding McDonald's policies and procedures in order to prepare   for managing shifts in a McDonald's restaurant. The responsibilities   include, but are not limited to: aâ‚ ¬? Learning the basics of restaurant operations through on-site   training, area management and floor management. â‚ ¬? Gaining experience with attaining and maintaining customer   satisfaction. aâ‚ ¬? Developing an understanding of basic supervision, human relations,   interpersonal communication and follow-up skills. aâ‚ ¬? Establishing an Individual Development Plan to help focus on   personal career development objectives. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. From Manager Trainee you will move to the Second Assistant Manager   position where you actually begin to apply the skills you have learned   as a Manager Trainee. Second Assistant ManagerAs a Second Assistant Manager, you are responsible for managing   people, products and equipment to execute outstanding Quality,   Service, Cleanliness and Value (QSC;V) on all assigned shifts. The   responsibilities include, but are not limited to: aâ‚ ¬? Developing and training crew employees. aâ‚ ¬? Maintaining critical standards for product quality, service speed ;   quality, cleanliness ; sanitation. aâ‚ ¬? Managing shifts and/or areas without supervision aâ‚ ¬? Ensuring all safety, sanitation and security procedures are   executed. aâ‚ ¬? Controlling food components, labour, waste and cash while managing   shifts and or areas. aâ‚ ¬?Completing all assigned shift paperwork. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. The next level of restaurant management is the First Assistant   Manager. Here you will explore the business skills involved with   managing a restaurant. First Assistant Manager As a First Assistant Manager, you are responsible for assisting the   Restaurant Manager in executing virtually all aspects of the   restaurant operations. The responsibilities include, but are not   limited to: aâ‚ ¬? Demonstrating and reinforcing the leadership behaviours and basic   people standards necessary to gain commitment from crew and other   shift managers. â‚ ¬? Recruiting, staffing, scheduling and retaining employees. aâ‚ ¬? Managing the development and training of crew and shift management   employees. aâ‚ ¬? Building sales and controlling costs to deliver optimum business   results for all areas of accountability. aâ‚ ¬? Maintaining critical standards for product quality, service speed   and quality, cleanliness and sanitation. aâ‚ ¬? Controlling assigned profit and loss line items. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. The next level of restaurant management is the Restaurant Manager.Your performance and available positions will determine the time frame   for progression from First Assistant Manager to Restaurant Manage r. Restaurant Manager As a Restaurant Manager, you are responsible for the entire operation   of a single McDonald's restaurant, including: aâ‚ ¬? Developing and training Assistant Managers. aâ‚ ¬? Measuring external customer satisfaction and executing plans to   increase brand loyalty. aâ‚ ¬? Implementing and conducting in-restaurant new products and   procedures. aâ‚ ¬? Ensuring execution of all security, food safety and maintenance of   the restaurant. aâ‚ ¬?Projecting and controlling accurate profit & loss line items. aâ‚ ¬? Administering all in-restaurant records and procedures including   benefits, payroll, inventories, security and employee personnel flies. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. Opportunities beyond the Restaurant Manager position are also   available based on interest and performance. These opportunities are   as follows: Operations Consultant aâ‚ ¬? Provide leadership, coaching and directi on to assigned restaurants. aâ‚ ¬? Maximize long-term sales and profit potential of each restaurant. aâ‚ ¬?Build a positive business relationship with Restaurant Managers and   Restaurant Leadership Team Training Consultant aâ‚ ¬? Conduct training that motivates and improves individual's   performance and contribution to restaurant results. aâ‚ ¬? Serve as operations expert and consultant on McDonald's operation   standards, management tools and training systems. Business Consultant aâ‚ ¬? Consult to an assigned group of franchisees to optimize sales, QSC,   profit, and people development. aâ‚ ¬? Assist with maximizing the business potential for the franchisee   organization. Human Resources Consultant aâ‚ ¬?Provide leadership and support to the operations team, regional   staff and franchisees on Recruiting and Staffing Management/Crew   Employees, Employee Relations, Management Development, Diversity   Development, Benefits/Compensation and Man agement/Crew Retention   systems. Management Programs are also available for personal development, which   will prepare you for each step along the way. These opportunities are   as follows: Shift Management Program When you experience the Shift Management Program, you will receive   instruction through a combination of self-study modules and on-the-job   coaching.You'll also participate in the Basic Shift Management Course   and the Advanced Shift Management Course, which are offered by the   Regional Training Department. The Shift Management Program assists you in developing and sharpening   management skills in: aâ‚ ¬? Area Managements aâ‚ ¬? Food Safety aâ‚ ¬? Basic People Skills aâ‚ ¬? Respectful Workplace aâ‚ ¬? Delivering QSC;V aâ‚ ¬? Customer Satisfaction and Customer Recovery aâ‚ ¬? Shift Management* aâ‚ ¬? Coaching and Counselling aâ‚ ¬? Valuing Diversity aâ‚ ¬? Understanding the Business * Indicates self-study modules McDonald 's Internal SeminarsSeminars are designed to establish a common foundation of leadership   and management knowledge and skills for McDonald's officers. These   seminars will focus on key business issues identified by senior   management and create a platform for effective implementation of   strategic business initiatives. A team of McDonald's senior management   and external providers lead the seminars sessions. The external   providers are recognized leaders in their area and have extensive   experience consulting with and teaching executives. Types of Conflict Within the Business ————————————-By evaluating a conflict according to the five categories below —   relationship, data, interest, structural and value — we can begin to   determine the causes of a conflict and design resolution strategies   that will have a higher probability of success. There are many type s of reasons why conflicts may happen between Human   Resources Functions, such as; Relationship Conflicts ====================== Relationship conflicts occur because of the presence of strong   negative emotions, misperceptions or stereotypes, poor communication   or miscommunication, or repetitive negative behaviours. Relationship   problems ften fuel disputes and lead to an unnecessary escalating   spiral of destructive conflict. Supporting the safe and balanced   expression of perspectives and emotions for acknowledgment (not   agreement) is one effective approach to managing relational conflict. Data Conflicts ————– Data conflicts occur when people lack information necessary to make   wise decisions, are misinformed, disagree on which data is relevant,   interpret information differently, or have competing assessment   procedures. Some data conflicts may be unnecessary since they are   caused by poor communication between the people in conflict.Other   data conflicts may be genuine incompatibilities associated with data   collection, interpretation or communication. Most data conflicts will   have â€Å"data solutions. † Interest Conflicts —————— Interest conflicts are caused by competition over perceived   incompatible needs. Conflicts of interest result when one or more of   the parties believe that in order to satisfy his or her needs, the   needs and interests of an opponent must be sacrificed. Interest-based   conflict will commonly be expressed in positional terms.A variety of   interests and intentions underlie and motivate positions in   negotiation and must be addressed for maximized resolution. Interest-based conflicts may occur over substantive issues (such as   money, physical resources, time, etc. ); procedural issues (the way the   dispute is to be resolved); and psychological issues (perceptions of   trust, fairn ess, desire for participation, respect, etc. ). For an   interest-based dispute to be resolved, parties must be assisted to   define and express their individual interests so that all of these   interests may be jointly addressed.Interest-based conflict is best   resolved through the maximizing integration of the parties' respective   interests, positive intentions and desired experiential outcomes. Structural Conflicts ==================== Forces external cause structural conflicts to the people in dispute. Limited physical resources or authority, geographic constraints   (distance or proximity), time (too  little  or too much), organizational   changes, and so forth can make structural conflict seem like a crisis. It can be helpful to assist parties in conflict to appreciate the   external forces and constraints bearing upon them.Structural   conflicts will often have structural solutions. Parties' appreciation   that a conflict has an external source can h ave the effect of them   coming to jointly address the imposed difficulties. Value Conflicts =============== Value conflicts are caused by perceived or actual incompatible belief   systems. Values  are beliefs that people use to give meaning to their   lives. Values explain what is â€Å"good† or â€Å"bad,† â€Å"right† or â€Å"wrong,†Ã‚   â€Å"just† or â€Å"unjust. † Differing values need not cause conflict. People   can live together in harmony with different value systems.Value   disputes arise only when people attempt to force one set of values on   others or lay claim to exclusive value systems that do not allow for   divergent beliefs. It is of no use to try to change value and belief   systems during relatively short and strategic mediation interventions. It can, however, be helpful to support each participant's expression   of their values and beliefs for acknowledgment by the other party. Working Hours One fu nctions working hours may be flexible than another functions   working hours, the employees are prone to complain as they want more   flexible working hours as well. TechnologyThere may conflicts between different functions technology wise in a   sense that one function may get better technology than another   function, e. g. one function within human resources may get the newest   state-of-the-art computers so they will be able to work more   efficiently, as opposed to another function who may have computers   which are 4 or 5 years old so they will not be able to work as   efficiently, so the will complain and the business as a whole will not   work as efficiently. Placement ; Selection Placement and selection are both important factors to be considered   when assessing conflicts between human resources.This can be caused   by a many number of things such as, if a new employee has been   recruited into the business and as soon as he starts work the business    puts him as a manager, but there has been someone there working with   the business for 20 years and has worked his way up the hierarchy to   become assistant manager to the manager before and was looking to fill   in the place of manager but this new recruit has just filled that   place, the business will expect them to work together, but they will   be conflicts between the two managers. WagesOne-function employees might get paid more for the same job that   another functions employees are doing. This will cause friction   between the functions as pay is a high motivation factor in how   efficiently the staff work. Training/Costs Training and costs are a major conflict factor as they contribute a   lot to the efficiency of the function, for example if a function has   better training and training facilities they will be able to work more   efficiently. As apposed to a function who has little money to spend on training and bad training facilities, this wi ll result in poor   training throughout the function and poor efficiently.Performance Management Performance management is the systematic process by which an agency   involves its employees, as individuals and members of a group, in   improving organizational effectiveness in the accomplishment of agency   mission and goals. The revisions made in 1995 to the Government wide performance   appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations   establish would complement and not conflict with the kinds of   activities and actions practiced in effective organisations as a   matter of course.Planning In an effective organization, work is planned out in advance. Planning   means setting performance expectations and goals for groups and   individuals to channel their efforts toward achieving organizational   objectives. Getting employees involved in the planning process will   he lp them understand the goals of the organization, what needs to be   done, why it needs to be done, and how well it should be done. The regulatory requirements for planning employees' performance   include establishing the elements and standards of their performance   appraisal plans.Performance elements and standards should be   measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as   individuals for work assignments or responsibilities. Employee   performance plans should be flexible so that they can be adjusted for   changing program objectives and work requirements. When used   effectively, these plans can be beneficial working documents that are   discussed often, and not merely paperwork that is filed in a drawer   and seen only when ratings of record are required. Monitoring ———-In an effective organization, assignments and projects are monitored   continually. Monitoring well means consistently measuring performance   and providing ongoing feedback to employees and work groups on their   progress toward reaching their goals. Regulatory requirements for monitoring performance include conducting   progress reviews with employees where their performance is compared   against their elements and standards. Ongoing monitoring provides the   opportunity to check how well employees are meeting predetermined   standards and to make changes to unrealistic or problematic standards.And by monitoring continually, unacceptable performance can be   identified at any time during the appraisal period and assistance   provided to address such performance rather than wait until the end of   the period when summary rating levels are assigned. DEVELOPING ———- In an effective organization, employee developmental needs are   evaluated and addressed. Developing in this instance means increasing   the capacity to perform through training, giving assignments that   introduce new skills or higher levels of responsibility, improving   work processes, or other methods.Providing employees with training   and developmental opportunities encourages good performance,   strengthens job-related skills and competencies, and helps employees   keep up with changes in the workplace, such as the introduction of new   technology. Carrying out the processes of performance management provides an   excellent opportunity to identify developmental needs. During planning   and monitoring of work, deficiencies in performance become evident and   can be addressed. Areas for improving good performance also stand out,   and action can be aken to help successful employees improve even   further. RATING —— From time to time, organizations find it useful to summarize employee   performance. This can be helpful for looking at and comparing   performance over time or among various employee s. Organizations need   to know who their best performers are. Within the context of formal performance appraisal requirements,   rating means evaluating employee or group performance against the   elements and standards in an employee's performance plan and assigning   a summary rating of record.The rating of record is assigned according   to procedures included in the organization's appraisal program. It is   based on work performed during an entire appraisal period. The rating   of record has a bearing on various other personnel actions, such as   granting within-grade pay increases and determining additional   retention service credit in a reduction in force, although group   performance may have an impact on an employee's summary rating, a   rating of record is assigned only to an individual, not to a group. Rewarding ——— In an effective organization, rewards are used well.Rewarding means   recognizing employees, individually and as members of groups, for   their performance and acknowledging their contributions to the   agency's mission. A basic principle of effective management is that   all behaviour is controlled by its consequences. Those consequences   can and should be both formal and informal and both positive and   negative. Good performance is recognized without waiting for nominations for   formal awards to be solicited. Recognition is an ongoing, natural part   of day-to-day experience. A lot of the actions that reward good   performance – ike saying â€Å"Thank you† – don't require a specific   regulatory authority. Nonetheless, awards regulations provide a broad   range of forms that more formal rewards can take, such as cash, time   off, and many no monetary items. The regulations also cover a variety   of contributions that can be rewarded, from suggestions to group   accomplishments. Managing Performance Effectively ———— ——————– In effective organizations, managers and employees have been   practicing good performance management naturally all their lives,   executing each key component process well. Goals are set and work is   planned routinely.Progress toward those goals is measured and   employees get feedback. High standards are set, but care is also taken   to develop the skills needed to reach them. Formal and informal   rewards are used to recognize the behaviour and results that   accomplish the mission. All five-component processes working together   and supporting each other achieve natural, effective performance   management. THEORIES OF MOTIVATION Writers such as FW Taylor (1856 – 1915) believed workers would be   motivated by obtaining the highest possible wages through working in   the most efficient / productive way.In short, the more money you   offer the worker, the more motivated they will be to work. Ta ylor,   identified as the Father of Scientific Management, was obsessed with   optimising efficiency and productivity in all areas of life. (Whilst   out walking he would attempt to ascertain the optimum length of stride   required to cover a distance! ). His most well known research focused   on scientifically analysing the tasks performed by workers, and it is   through these studies that we can understand Taylor's approach to   motivation of the worker.Through the scientific study of work Taylor sought to enable the   worker to achieve the maximum level of output, and in return gain the   maximum financial reward for their labour. The best way to pay a   worker according to Taylor was on a performance related basis. In one   study he looked at the work of steel workers, and by identifying the   optimum load of coal per shovel, which would enable the worker to lift   the maximum tonnage each day, the steel works plant reduced its   workforce from 600 to 140.The reward for those workers lucky enough   to keep their jobs – 60% higher wages if they met their scientifically   calculated targets for the week, by following the instructions laid   down by Taylor, on how to do their jobs. Unfortunately, the way in which Taylor appeared to view the ‘worker'   as just a pair of hands, and the job losses, which seemed to follow   him round the companies he advised, labelled Taylor as ‘The Enemy of   the Worker'. In truth, F. W. Taylor only sought to enable the worker to   reach their full earning potential, and honestly believed his work was   in the best interests of the worker.Subsequent motivational theorists have pointed to Taylor's limited   appreciation of the fact that ‘workers' are you and me – people,   complex individuals, with heads and hearts – and not just simple pairs   of hands. This said, Taylor's ideas are just as prevalent today as   they were in the early 1900s , consider the current wave of dot. com   start-ups, which offer large share options to their staff, and thus   the potential for huge financial rewards in the future, if they work   hard now. There is no escaping the fact that money is still a central   reason why people work, but is it the key to motivating people.

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