Comparative european politics Essay Example | Topics and Well Written Essays - 2000 words

Comparative european politics - Essay Example , influential, majoritarian leadership results in superior policy outcomes, Westminster democracies fail to surpass consensus democracies (Lijphart 2007). On a number of pointers, such as inflation, consensus democracies essentially outperform Westminster democracies; in general, they perform slightly better, which somewhat implies that consensus democracies execute no worse (Lijphart 1999). Moreover, consensus democracies have a more moderate, benevolent attributes: better environmental protection, more welfare support, more foreign assistance mission, lower imprisonment rates, and less exercise of capital punishment (Lijphart 1999). Consensus democracy has certain benefits for extremely divided states. Majoritarian democracy may be denounced for ruling out nearly half the population from the decision-making or law-making process, as it can exclude 49.9% of the population from the governmental process (Crepaz et al. 2000). In the existing literature, it is claimed that this disapproval is invalid on two situations (Lijphart 2007). First, if the current minority has an actual opportunity of becoming the future majority, then exclusion perhaps is not a critical dilemma, because each half of the nation alternates being in charge, which will have a tendency to regulate exploitation of the marginalised by the mainstream (Mair 2005). Second, if a country is adequately unvaried, then non-inclusion might not be a critical dilemma since the barred interests of the minority do not diverge much from those of the majority (Ersson & Lane 2003). Lijphart (2007) challenges these two premises by emphasising that in several coun tries, particularly in societies with deep-seated ideological, religious, linguistic, or ethnic divisions, neither situation is valid. These deep-seated cleavages can thwart crossover voting, stopping the current minority from having an actual opportunity of being a future majority (Lijphart 2007). Furthermore, there is unlikely to be a great deal of

Production Criticism of Oedipus the King Essay Example for Free

Production Criticism of Oedipus the King Essay The directorial concept of the play started with an overall picture of melancholy and a suggestion that the story is indeed a tragedy. The stage, as the foundation of the entire scene, has been designed to differentiate the levels of society, thus, it has different levels of platforms and steps, but leaving the center of the stage flattest, where most of the characters will be performing. The materials used for the platforms are of different types. The higher steps leading to the outskirts of the stage look like they were made with ordinary flat rocks, much like the ones we see in the old Jerusalem. The steps were made simply for the purpose of being pathways men can walk on. Nothing fashionable. The center of the stage has a different design, because I noticed that the flooring is much more modern than the flat rocks around it. The material of the floor of the center stage has a much smoother quality, although it was carved like bricks, like the ones on the streets of Paris, France. The floor carvings are designed like segmented rings that all leads to one focal point, much like the bytes in a compact disc. The most prominent part of the stage is the palace of Oedipus, the King. It stands so proud with its walls extending all the way to the top that it scares you of its command of authority and power. It stood so high and proud that it looked like it reached the heavens and looks infinite. The material of it was the smoothest of all. It has the most modern design in the stage. The cement has a slate gray color mixed with white streaks that suggested it must be made of marble†¦the strongest among the rocks on stage. That’s how powerful Oedipus, as a king, is. He is believed to be the savior of Thebes when he defeated the Sphinx by answering the most difficult riddle. The play is an obvious â€Å"non-dramatic pageantry,† because the elements of it were present and done in the stage. There is an â€Å"icon† or focal point, which usually is a â€Å"religious artifact or a saint. † (Theatrical Production, Encyclop? dia Britannica. ). There was a huge cross with a white cloth resting on its arm at the middle of the highest outstkirt platform. This is its focal point because it looks religious enough to suggest it’s the cross of Jesus Christ. Overall, the environment of the stage is melancholic. The color of the stage’s floor to the very tall palace is in the neutral shade. Again, nothing special. This just suggests the hue of sorrow, which is the shade of gray. The sorrowful environment was coupled with the stage lights, which made the scene look softer and mellower. The lights come from under the outskirts’ platforms, which gave a lot of shadow on the stage. The second light will be coming from directly above the stage, which gives all little bit of glow on the heads of the characters, but not enough light to brighten the faces of every actor. The poor lighting made it felt like the characters are speaking to me personally, in my deepest thoughts. It dawned to me that whenever I am depressed or whenever I wanted to be alone, I tend to hate bright lights. Such is the feeling of someone in wakes, especially those wakes inside chapels. The serene, soothing look of a funeral scene in a chapel is the aimed environment here. The background lights on the outskirts of the stage changes as the mood of the scene changes too. Even though the shadow was effective enough to suggest sorrow, the light blue hue of the background defined the mood. When the ugly truth of Oedipus’ character was nearly revealed, the background light turned into a reddish hue, as if the sun was setting. It gave a red glow that suggested the horrible feeling of the moment. It also made the blood coming out from Oedipus’ eyes look thick and black, which made the suffering grievous enough to die. Sounds make the hearts beat rapidly and loses one’s breath. From beginning until the end, the background music created the feeling that it is tragic. When Tiresius, the seer, showed up, there was annoying background music created by a type of violin, which made it felt like there was great irony and perversity in the scene. The horting sound of the violin made my heart twist and my throat a bit choked because I felt the tension due to the sound. It is interesting though, how the director was able to coordinate all aspects of production to make the playscript fit his directorial concept. Of course, the playscript was changed to make it more dramatic and the words appealing to the audience. The playscript was â€Å"Bowdlerized,† or words were changed to fit the lingo of the modern audience. (Dr. Eric W. Trumbull. ). Although there weren’t any fancy or colorful props on the stage, the characters are the ones that still mattered the most. Though the faces of the characters generally remained stiff throughout, their voices are full of color. Loudness and softness of the voices stated the mood. There was also a striking difference on the characters’ costumes, each has it’s own different era to represent; a group will be wearing costumes of Sophocle’s generation, another wearing the fashion of the early twentieth century, while another wearing the fashion of the latest trend. Still, the colors of the costumes were nothing fancier than red, white and gold. The colors of the cloths are in plain solid colors too. The characters’ spotlight are their white costumes, or something white in their costumes. For example, the choruses were all dressed in black except the ribbon on the neck, which is pure white. This gives the picture that their heads are floating and the rest of the body is invisible. The director’s aim to present a non-dramatical pageant play that won’t bore the modern audience so far caught my attention. He may have aimed to make the production profit a lot more by involving â€Å"famous† actors to play the role, as part of his marketing strategy. (Dr. Eric W. Trumbull. ). The production is an art in itself, and Don Taylor would’ve still passed as very good theatrical director. The play is directed gearing away from the Shakespearean concept of production, which made it quite different to the taste of theatrical fans, and thus, worth watching and recommending.

Desertification And Deforestation Essays -- Environment Environmental

Desertification And Deforestation The Amazon Rainforest is probably the most important region that is threatened by deforestation. With over four million squared kilometers it is roughly the size of the United States. The Amazon spreads across nine South American Countries and contains one-fifth of the Worlds fresh water and one-third of the known living species. The land is home to hundreds of indigenous groups and is considered by many to be â€Å"the lungs of the planet†. Most of the Amazon is still pristine, but the region is being destroyed at an alarming rate. Over 8 million acres of the rainforest are lost every year. Between 1978 to 1996, 12.5 percent of the irreplacable rainforest was destroyed. Eighty-five percent of the trees that are being cut down are old growth. Old growth forests are forests that provide a crucial habitat for wildlife, cleanse toxins out of the air and water, are the home to the cultural heritage of many indigenous groups and are the source of many useful plants. Only twenty-two percent of the world’s old growth remains intact. In the United States, less than four percent of its old growth forests are still standing. Brazil contains 65 percent of the Amazon Basin. The deforestation rate in Brazil makes up 36.1 percent of the total biozone area lost each year. This is the highest in the world. Indonesia is second with 8.7 percent. This is the reason that Brazil is the focus of most political and social efforts to perserve primary tropical and sub-tropical biozones. One of the main causes of deforestation in the Amazon is the logging industry which produces plywood and mahagony products like toilet paper, rayon, camera film and cigerette filters. E... ...P., eds. World Deforestation in the Twentieth Century. Duke University Press. Durham and London: 1988. Sponsel, Leslie E., Healdland, Thomas N., Bailey, Robert C. Tropical Deforestation: The Human Dimension. Colombia University Press. New York: 1996. http://africalibrary.org/env__reading#.html. â€Å"The Africa Library† Internet article. http://africalibrary.org/env_reading2.html. â€Å"The Africa Library† (What is Desertification?† Internet Article. http://www.reast.demon.co.uk/ch954.htm#TARGET4. â€Å"Conservation: Habitat ED 1995.† Internet Article. http://www.panda.org/resources/factsheets/general/57desert.html. â€Å"DESERTIFICATION.† Internet Article. http://grid2.cr.usgs.gov/des/uncedp1/html#j. â€Å"Part I† Internet Article. http://www.iisd.ca/linkages/sd/analya/sdvol10no4e.html. â€Å"Sustainable Developments Vol. 10 No. 4.† Internet Article.

Principles of Anatomy and Physiology Essay

A tissue is an assemblage of similar cells and cell products performing a specific activity and are located in different organs of the body. Tissues form the building blocks of an organism. They are composed of individual cells which consequently are composed of several organelles. There are four types of tissues in animals and they include the epithelial, muscular, nervous and connective tissue. The images of the various tissue types as viewed under a light microscope have been attached below. The Epithelial tissue covers the body surface and is also the lining for most internal cavities. The skin is an example of an organ made up of this tissue. They are either columnar, squamous or cuboidal in shape. The major functions of epithelial tissue are protection, absorption, filtration and secretion. This tissue is found in the kidney. The connective tissue is responsible for connecting various organs in our body. It is the most widely spread in the body. Examples include fat tissue, blood tissue, and dense fibrous tissue amongst others. The muscle tissue is responsible for muscular movement and coordination. There are three types and they include smooth, skeletal and cardiac muscle tissue. Smooth and cardiac muscle are involuntary meaning they do not require direct commands from the brain. Skeletal muscle on the other hand is under voluntary control and this means that it needs to be commanded on what to do. The nerve tissue is composed of cells that receive and conduct impulses to and from all parts of the body. It’s composed of organelles whose major task is to allow passage and receiving of information. Task 3. There are two classification of cells; prokaryotes and eukaryotes. By classifying under kingdoms, the prokaryote kingdom refers to bacteria while eukaryotes include animals, plants, fungi and protoctista. Eukaryotes are organisms whose cells are in-bound by membranes and a cytoskeleton. They have a ‘true’ nucleus that contains their DNA. The organelles in prokaryotes are not membrane bound. Most happen to be unicellular though some are multicellular. Prokaryotic cells are much older and diverse than eukaryotic cells as they’re believed to have been there for millions of years. The organelles found in both cells perform specific functions and influence the overall task of the tissue. The table below mentions certain organelles, their function and whether they are found in prokaryotes or eukaryotes. Organelle Function Cell Found Golgi Body Transports proteins from the Rough Endoplasmic Reticulum to the cell membrane for export. Eukaryotes. Lysosome Contain digestive enzymes that break down unwanted chemicals toxins or even the entire cell. Eukaryotes. Cell Wall Separates the content of the cell from the outside environment and thus controlling the exit and entry of materials. Offers rigidity to the cell. Mostly found in Prokaryotes. Nucleus Contains DNA that carries the genes of the cell. It’s not membrane bound in prokaryotes or a nucleoid. Both prokaryotes and eukaryotes. Ribosomes Responsible for protein synthesis. In Eukaryotes, they’re larger (80S) while in Prokaryotes, they are smaller (70S) type. Both prokaryotes and eukaryotes. Endoplasmic Reticulum Form a transport highway within the cell allowing movement of molecules. Plays an important role in protein synthesis. Composed of RER and (Smooth endoplasmic reticulum) SER. Eukaryotes. Cytoskeleton Protein fibers extending through cells to offer support, transport and motility. Allows for cytoplasmic streaming. Eukaryotes. Mitochondria Allows for aerobic respiration. Provision of energy through the breakdown of glucose. Eukaryotes. Flagella Responsible for propelling and movement activities. It’s complex in eukaryotes and consists of two protein building blocks. Both prokaryotes and Eukaryotes. Task 4.Different cell components in a tissue influences the function of that tissue. As each has a specific role which it undertakes, the synchrony of these activities enable a tissue to perform the overall specialized task that it is supposed to handle. The number of various cell components will depend on the general function of the tissue. Cell differentiation is the process whereby a less specialized cell becomes more specialized. Differentiation occurs continually in a multicellular organism. It is important as it enables adult cells to give rise to daughter cells which in turn become specialized to perform a certain function. Each type of cell that develops creates tissue-specific proteins only available in that cell type. Cells need to have different structures as they perform different functions. During differentiation, the shape and structure of the cell changes. As stated earlier, the number of certain cell components/organelles in a tissue influences the overall role of the tissue. Take for example mitochondrion; structures that convert food energy into a form that can easily be used by cells. Through respiration, energy is released from glucose and is used for various body processes. Tissues that require large amounts of energy will always have a high number of mitochondrion. An example is the muscle tissue. The energy requirements of voluntary and involuntary muscles is high. This thus creates an energy deficit that is compensated by an increase in the number of mitochondrion in these tissues. Task 5.The muscle tissue is comprised of cells whose purpose is contraction. They contract upon receiving a stimulus by a chemical released at a nerve end known as a neuromuscular junction. All cells contain actin or myosin proteins in their filaments. There are three types of muscle tissue; cardiac, smooth and skeletal and each have their distinct characteristics. In skeletal and cardiac muscles, these filaments contain desmin resulting into refractile bands called cross-striations. Smooth muscle cells however are not highly ordered and thus are not striated. The different types of cells can be distinguished by their appearance as viewed under a microscope. This task will aim at differentiating between smooth muscles and cardiac muscle. The major difference is in the structure, function and location. Skeletal muscle tissue are attached to bones and is responsible for general body movements. They are cylindrical in shape and have voluntary control of activities. They have regularly spaced traverse bands and thus striated. The cells are syncytial; they are multinucleated since myoblasts fuse to make the adult muscle cell. The muscle cell is long and threadlike. The nuclei is rectangular in shape and is located in the periphery of the cell beneath the cell membrane. All muscle tissue is organized into bundles due to wrappings of individual muscle fibers, group muscle fibers and multiple muscle fibers to form a large muscle mass. On the other hand, the cardiac muscle tissue is found in the heart and is under involuntary control; contraction is not consciously controlled. Cardiac fibers form long chain of cells which branch and intertwine resulting into ‘wringing.’ Cells are cylindrical in shape with a central oval nucleus. The nuclei is rectangular in shape. Though cross striations are visible, they are not as prominent as those of skeletal muscle. The cardiac muscles are branched and are joined together by intercalated disks. Striations run across the cells at right angles. Reference Gerard, J. T. & Sandra, R., G. 2000. Principles of Anatomy and Physiology. New York: John Wiley & Sons, Inc. Alberts B, Johnson A, Lewis J. et al. 2002. Molecular Biology of the Cell. (4th Ed.). Garland. Source document

Critically review the situation at RestaurantCo Essay

This essay analyses the case of RestaurantCo, a large non-unionised restaurant company with over 300 branches across the UK, and more than 7000 employed staff members (Suter & Marchington 2011). According to Brad and Gold (2012, p.401) the term non-unionised is a ‘workplace, where managers have flexibility in designing work, selecting, promotion and training people, and determining rewards and other human resources (HR) practices.’ As briefly defined managers carry out many duties and responsibilities for the business. In order to have a better understanding of the role of line managers and employee relations at RestaurantCo it would be necessary to explore and outline the strengths and weaknesses of the company. To be more specific, this essay will explore and outline the main strengths and weaknesses in the working style of branch managers and the structural centralisation within the organisation, the formal and informal employee involvement and participation (EIP) practices, the working relationships between front line managers and employees, and the competitive effectiveness of the organisational HRM system and capability framework for branch managers. This case study of RestaurantCo focuses on the organisational problems that stems from the centralisation of corporate decision making and monitoring. The company regarded itself as a high quality restaurant business with a strong focus on positive employee relations thus reflected in their history of informal employment relations approach (Suter & Marchington 2011). However, since the change in ownership the company had to implement new business strategies and HR practices as well as make further enhancements to the restaurant environment. For instance, the changes in the restaurant environment included refurbishments, expanded food and drinks menus, and cost savings by integrating the supply chain with other  restaurants owned by the group (Suter & Marchington 2011). Consequently, some of these changes were seen as quite extensive and problematic for restaurant managers. For instance, some of these organisational changes were somewhat inefficient and costly in terms of deliveries and that mistakes were frequently made in the order and supply of ingredients (Suter & Marchington 2011). Managers were no longer able to order directly from suppliers but instead were instructed to direct their orders through the supply chain department, whose understanding of the needs of individual branches were seen as limited (Suter & Marchington 2011). There were also additional changes in improving customer service such as the introduction to the ‘Mystery Customer’ initiative (Suter & Marchington 2011, p.213). This program initiative was seen as a form of corporate centralised monitoring and control of service, which somewhat contradicts the supposed given autonomy to branch managers. This demonstrates senior management distrust in its branch managers’ abilities to meet or fulfil their duties and responsibilities. This form of control violates the ‘psychological contract’ between the branch managers and employers which is also known as a ‘two-way exchanged of perceived promises and obligations between employees and their employer’ (Bratton & Gold, 2012, p. 12). In this case, senior management had infringed on the trust between its branch managers by having a ‘centralised monitoring system’ in placed to gather customer information and business performance, thus in turn viol ating their psychological contract (Suter & Marchington 2011). Consequently, creating a negative ‘low-trust and low-commitment’ relationship compared to a ‘high-trust and high-commitment’ participatory relationship between senior management and branch managers (Bratton & Gold, 2012, p. 160). Nevertheless, control is seen as somewhat necessary by senior management, but ‘too much control might be counterproductive’ (Dant & Nasr, 1998, p. 7). Hence, ‘excessive levels of control’ should be carefully considered as it will ‘impact on business performance levels’ (Dant & Nasr, 1998, p. 7). As stated in Dant and Nasr (1998, p.7) tight control is generally not perceived well by managers who are driven by a strong desire for ‘independence and autonomy’, they may withheld ‘authentic and helpful information’ from senior management or employers in order to preserve some indirect form of control as they might believe that their input would not be valued or validated. In this particular case, tight control would lead to less cooperation between branch managers and senior management. Furthermore, feedback from mystery customers to senior management may not be as useful or informative compared to the managers’ vast degree of knowledge and experience regarding its local business restaurant market environment and business performance levels. Rather than just rewarding ‘performance related bonus’ to managers who receive an overall satisfactory rating from mystery customers there should also be incentives or reward schemes in placed for managers who actually provide ‘authentic and helpful information’ to senior management (Michael, 2002, p. 329). This sort of privileged information could further enhance the organisation’s productivity and performance. For instance, the organisation would have a greater competitive advantage through new strategic opportunities and awareness of new threats as mentioned by its’ branch managers (Michael, 2002, p. 329). This ‘upward’ flow of information decentralises the tight monitoring and control of senior management but more importantly strengthens the communication, commitment, trust and employee relations between senior management and its branch managers through reciprocal cooperation and reward schemes (Michael, 2002, p. 329). It is crucial in service industries that branch managers be given more autonomy to make operational decisions as their understanding of the business environment surrounding their individual branches is relatively more extensive compare to senior management and management support, who have limited understanding of the business environment. This process is referred to as ‘decentralisation’ (Dant & Nasr, 1998). According to Suter and Marchington (2011), each restaurant establishment was usually run by a branch manager and two assistants. The role of supervisory responsibilities was shared between the branch manager and assistant manager due to the long operating hours and the shift system, hence, the manager on duty would take on the role of supervising employees (Suter & Marchington 2011). The manager on duty dealt primarily with problems and issues in regards to employees, and that wider issues were assigned to the branch manager. The branch managers in addition carried out a number of HR functions such as employment appraisals, pay reviews, and personal development plans (Suter & Marchington 2011). These branch managers had described their work as being more intensified and that the HR policies had become more sophisticated and  formalised (Suter & Marchington 2011). Branch managers were supposedly allowed a fair degree of autonomy in how they could manage the restaurant. A key element of the capability framework enabled branch managers to take charge of their own delivery and performance. However, managers experienced great difficulty in making operational decisions regarding their restaurant. Some of the reasons were due to the fact that the management support team were not always readily available to branch managers but also that company-wide operational decisions were being implemented at branch levels, in turn conflicting with branch managers’ operational decisions (Suter & Marchington 2011). Branch managers should be provided with support throughout the restaurant operational hours from the management support office except, the restaurant support team operates on a 9-5 office-based workplace arrangement (Suter & Marchington 2011). This would lead to significant problems when the restaurant requires assistance after the support office ends operation, therefore causing an inconvenience when decision and support is needed. It might also affect the organisation’s reputation if issues are not promptly resolved. Without proper support and facilitation from the support management team, branch managers are unable to perform their role efficiently. Under the influence of senior management, branch managers were pressured into implementing formal relationship practices with their employees (Suter & Marchington 2011). However, one of the core components of a psychological contract is ‘workplace communication’ which will generally help to minimize the ‘false consensus effect,’ meaning that people assume that they share the same perceptions (Bratton & Gold, 2012, p. 433). For instance, branch managers perceived the restaurant and its employment relations as informal whereas head office had expressed the need for more professional management and more importantly had over-rated the formality of policy implementation at branch level (Suter & Marchington 2011). Notably, communication is a significant component of a psychological contrast as it is quite evident that branch managers and senior management had conflicting views on how the restaurant business needed to be operated. Alternatively, It would be beneficial for senior management and branch managers to effectively communicate their views across to one another in order to minimize the ‘false consensus effect’ (Bratton & Gold, 2012, p. 433). Again, to ensure that this can actually happen, senior management  would need to be more readily available to branch managers and vice versa in order to strengthen the psychological contract between them. According to the branch managers the organisational change brought about more job responsibilities, intensified workload and more expectations from senior management (Suter & Marchington 2011). Whilst handling their ‘supervisory responsibilities’, the day–to-day HR functions and operational responsibilities such as ordering and control of stock/supplies, forecasting labour budgets and marketing initiatives were devolved into the roles of branch managers (Suter & Marchington 2011). This devolvement of HR functions into the role of branch managers goes beyond the parameters of what is required of branch managers. Despite this, senior management have not provided their branch manager with further additional training in their new responsibilities and duties neither has it been outlined in their legal binding contract. Even though the assistant managers and branch managers shared the same responsibilities of supervising the employees, employees still reported directly to the branch managers (Suter & Marchington 2011). Instead of sharing this supervisory responsibility of employees, it would be more efficient and productive to delegate this responsibility to the assistant manager so that branch managers can focus more on the operational responsibilities and HR functions. Another obstacle branch managers had identified was their inability to make operational decisions regarding the day-to-day running of the branch due to the lack of coordination or collaboration in the senior management company-wide operational decision-making process (Suter & Marchington 2011). This in effect reinforces senior management distrust in its branch managers’ ability to fulfil their role and therefore, causing resentment and animosity towards senior management from its branch managers. According to Dant and Gundlach (1998, p.37) ‘excessive controls aimed at monitoring’ employees can be costly as it can generate ‘motivational and morale problems’ among employees. It is important from a management perspective to ‘balance the forces of dependence and autonomy’ within the business in order to maintain ‘the long run viability’ of the business organisation (Dant & Gundlach, 1998, p. 37). In terms of achieving overall effectiveness senior management need to contribute to a more productive relationship between branch managers and employees in their organisation. Another important aspect to consider is  that the company and branch units have ‘contrasting economic and managerial characteristics’ (Bradach, 1997, p. 276) whereby, the senior management of the company must meet two key management challenges: ‘maintaining uniformity and system-wide adaptability’ (Bradach, 1997, p. 277). With reference to RestaurantCo, units in a chain share a common identity by operating under the RestaurantCo trademark (Bradach, 1997, p. 277). There are five underlying categories of uniformity in an organisation and they are, ‘the line manager, organisational systems, learning culture, role and responsibility and HR department and professionalism’ (Harrison, 2011, p. 921). In order to ‘preserve the integrity and value’, the company must enforce uniformity across these five underlying categories through bureaucratic control and standardisation (Bradach, 1997, p. 277). Furthermore, in order to ensure the sustainability of the company, it must be able to adapt to the ‘opportunities and threats’ (Bradach, 1997, p. 282). In addition, senior managers must identify and implement system-wide adaptation processes and practices that will fit to some extent across all of the individual branches, except the main challenge of this is to ensure that all the branches move in the same direction. The ‘plural form’ model of management proposed by Bradach (1997) can be used to effectively a ddress the uniformity and system-wide adaptability problems. The ‘plural form’ consists of four processes which are as followed: ‘modelling process, ratcheting process, socialisation process and mutual learning process’ (Bradach, 1997, p. 283). Through these processes the company can pursue greater uniformity and improve system-wide adaptation across the restaurant chains (Bradach, 1997, p. 283). The modelling process is focused on the structural element of the management by increasing the use of common practices across the organisation and the restaurant chains (Bradach, 1997, p. 283). The ratcheting process is part of the control system of management which enables both branch managers and senior managers to influence each other as well as increase the level of uniformity and performance of the chain overall (Bradach, 1997, p. 283). The socialisation process reflects the career path aspect of management, which essentially helps to create a shared understanding of what is required to operate a restaurant, thus will increase the uniformity across the chain (Bradach, 1997, p. 283). Lastly, the mutual learning process is also referred to as the strategy making  process, which focuses on improving the system-wide adaptability by providing ‘performance data and demonstrating new ideas to help persuade branch managers to adopt the proposed system-wide adaptations’ (Bradach, 1997, p. 283). Overall the ‘plural form’ is used to overcome some of the control problems associated with managing restaurant branches and maintaining uniformity across the chain (Bradach, 1997). Another important key issue highlighted from this case study is how formal and informal employee involvement and participation (EIP) practices are implemented by management. According to the RestaurantCo capability framework which consisted of eight capabilities, four related specifically to informal EIP (Suter & Marchington 2011). EIP is influenced or shaped by four dimensional factors which are, the two type of ‘forms of EIP’ (formal and informal EIP), ‘degree of involvement of the employees’ (ranged from very little to a considerable amount), ‘different levels of EIP within the organisation’ (head office to branch level) and ‘scope of subject matter’ (long term plans that are central to the organisation and short term issues regarding the restaurant) (Marchington & Kynighou, 2012, p. 3338). RestaurantCo depend heavily on their employees’ interaction with customers, for this reason it is noticeably best to implement informa l EIP because their engagement with customers is instrumental to the organisational performance levels and profitability. By using informal EIP branch managers are able to gain employees’ affective commitment to the organisation (Rodrigues, 1994). Although, branch managers must take into consideration the contextual circumstances in relation to the restaurant and the four contingencies outlined above to assist in determining the appropriate EIP to implement for their given work situation (Rodrigues, 1994). More specifically, formal EIP was utilised in the larger and busier restaurant branches as branch managers had less time to involve employees informally and formal EIP was the most effective way of bringing staff members up to date with important information and news (Suter & Marchington 2011). On the other hand, informal EIP was utilised or practised more predominately in the smaller branch restaurants (Suter & Marchington 2011). However, effective co-existence of formal and informal EIP is essential for the organisation’s long term sustainability (Denton, 1994). Informality at RestaurantCo is an effective instrument of recognising and managing employee voice (Denton, 1994). The  role of informality is to give employees an open channel for informal communications with managers, so that they can address their concerns and to give informative feedback on work related issues (Beattie, 2006). The constant changeability and flexibility of the workplace environment, illustrates the need for informal day-to-day communications in comparison to official formalised meetings with employees, which can be more costly and time consuming. Above all, the flexibility and diversity of organisational arrangements in the service industry reinforces the need for the implementation of informal EIP practices (Beattie, 2006). In summary, the RestaurantCo case study illustrated some important strengths and weaknesses in the HR management practices and organisational frameworks. Overall, several weaknesses were identified such as the need for informal relations between line managers and employees, the importance of decentralisation to enable cooperation and collaboration between branch managers and senior management through the ‘plural form’ model. Furthermore, it was exemplified that there should be a co-existence and implementation of both formal and informal EIP in the workplace. Evidently, business performance levels can be improved by balancing the dependency and autonomy of branch managers, so that they can efficiently perform to their capabilities. In conclusion, this essay highlighted some positive and negative issues regarding operational responsibilities of senior management and branch managers. References Beattie, RS 2006, ‘Line Managers and Workplace Learning: Learning from the voluntary sector’,Human Resource Developmental International, vol.9, no.1, pp. 99-119, viewed 2 Setptember 2013, Ebsco database. Bradach, JL 1997, ‘Using the plural form in the management of restaurant chains’, Administrativ.e Science Quarterly, vol.42, no.2, pp. 276-303 viewed 2 September 2013, Ebsco database. Bratton, J & Gold, J 2012 Human Resource Management: theory and practice, 5th edn, Palgrave Macmillan, London. Dant, RP & Gundlach, GT 1998, ‘Dependence in Franchised Channels of Distribution’, Journal of Business Venturing, Vol. 14, pp. 35-67 viewed on 2 September 2013, Ebsco database. Dant, RP & Nasr, NI 1998, ‘Control techniques and upward flow of information in franchising in distant  markets:conceptualisation and preliminary evidence’, Journal of Business Venturing, Vol.13, pp. 3-28 viewed on 2 September 2013, Ebsco database. Denton, DK 1994, â €˜Empowerment through Employee Involvement and Participation: Ford’s Development and Training Programs’, Empowerment in Organisations: An International Journal,vol. , no.2, pp. 22-28 viewed on 2 September 2013, Ebsco database. Harrison, P 2011, ‘Perspective on Practice: Learning culture, line managers and HR professional practice’,Journal of European Indutrial Training ,vol. 35, no.9, pp. 914-928 viewed on 2 September 2013, Ebsco database. Marchington, M & Kynighou, A 2012, ‘The dynamics of employee involvement and participation during turbulent times’, The International Journal of Human Resource Management, vol.23, no.16, pp. 3336-3354 viewed on 2 September 2013, Ebsco database. Michael, S C 2002, ‘Can a franchise chain coordinate?’, Journal of Business Venturing, Vol.17, pp. 325-341 viewed on 2 September 2013, Ebsco database. Rodrigues, CA 1994, ‘Employee Participation and Empowerment Programs: Problems of definition an d implementation’,Empowerment in Organisations,vol. 2, no.2, pp. 29-40 viewed on 2 September 2013, Ebsco database. Suter, J & Marchington, M 2011, ‘The role of line managers and employee voice in the restaurant industry’, in T Dundon and A Wilkinson (eds), Case studies in global management: Strategy, innovation and people management, Tilde Press, pp. 212-220