The UK Pension System: Overview of Changes

The UK Pension System: Overview of Changes The aim of this essay is to perform an analysis of the UK pension system, understanding its foundation and working. The core focus is to assess the statement the UK pension statement is fatally flawed and requires that we make fundamental changes in the way we save for old age, by referring to the Pension Commission Reports, and the relative proposals that have been made recently. The essay provides an introduction to the pension system, before tackling the issues that make the system troublesome and flawed. Detailed analysis of the reports, including the Pension Act 2007 and 2008, are used as evidence of various issues with the current setup, and the proposals are judged to see if they will provide the necessary changes to improve the system in the coming years. The generic understanding of the term pension is the arrangement by which people who are no longer in employment are provided a form of income. It can also be considered as a form of savings, in which one accumulates funds without any taxes, to utilise later as retirement income (Blake, 2006). The chief difference between pension and a severance package is that the former is paid in regular instalments, while the latter is paid as lump sum at the time of departure from employment, or shortly thereafter. Where pensions are granted at the time of retirement from the workforce, they are referred to as retirement plans or superannuation. The flexibility of the retirement plan is that it can be set up by employers, insurance companies, government or trade unions, to cater for the needs of the workforce upon its exit from employment due to reaching the maturity age that is pre-decided as the point to move out. This is normally at 60 years, although recent changes have pushed it to 65 years (Blake, 2006). Pension is referred by different names in different countries; the Americans call it a retirement plan, in Australia it is known as superannuation, and in the UK it is regarded as pension scheme (Blake, 1997). Types of Pensions In order to analyze the pension system objectively in light of the documents, it is important to understand the different types of pensions. There are three common types of pension in practice around the world (Blake, 2006). These are: Employment-based pensions: Often regarded as a deferred form of compensation, this is primarily an arrangement between the employer and employee, aimed at providing a steady income to the employee once they are no longer in employment due to reaching maturity or retirement age. Both employer and employee make regular contributions to this fund during the period of employment. Social / State pensions: These are funds created by national governments for the benefit of their citizens and residents. Contributions into these funds are made by the nationals of the country throughout their working life, and the benefits they end up receiving after retirement are based on the contribution history. Two known examples of this type of pension are National Insurance (NI) in the UK and Social Security in the United States (US). Disability pensions: A more specialised form of pension that is designed to provide a regular payment if the member suffers a disability. In some cases, social pensions contain a disability clause which ensures a regular income to individuals should they have to retire earlier than normal, in the event of some disability. Determination of Benefits Pension or retirement plans can be classified into two main types, on the basis of the benefits that they provide: defined benefit plans and defined contribution plans. The defined benefit plans follow a traditional set formula for calculating the benefits that a member will receive after retirement. It takes into account the individuals salary and years of employment (Blake, 2006). There are variances in the salary level taken; some plans take an average of the salary over the period of employment, others take the final salary as the determining value. The defined benefit plans also have a provision for early retirement; this allows employers to let go of workers who are close to the retirement age by offering supplemental benefits to the payout that will received. These benefits are paid till the time of actual retirement age being reached. The benefit for employers is that they can hire younger workers at lower pay to handle the workload. Defined benefit plans are composed of unfunded and funded plans. In unfunded plans, there no assets set aside and the benefits are paid out through the workers contributions and taxes. Funded plans use investment vehicles to place funds in, at the present time. Benefits are paid out of the return on investment that is made in the future. However, since the return is not known, the level of benefits that will be given out is also unclear (Blake, 2006). The defined contribution plans provide a payment at retirement based on the contribution made by the member during the time of employment. The contributions are maintained in an individuals account, with the amount being invested in a fund or the stock market. Returns made from the investment are credited back to the individual (Blake, 2006). The risks of the investment made are approved by the individual, with no responsibility held by either the employer or the sponsor. However, the administrators of the fund selecting the investment options are held responsible to a certain degree to ensure accountability. Additionally, defined contribution plans allow workers to decide the amount that they wish to regularly add to their retirement package, in addition to the contribution made by the employer. Pensions in the UK The UK Pension Provision can be divided into three main categories: state pensions, occupational pensions, and individual or personal pensions. The states main aim is to ensure some form of basic pension provision as a preventative measure against poverty in old age. The retirement age currently stands at 60, but is under plans to be raised to 65, and be equalised for men and women (Blake, 2003; DWP, 2009). The UK state pension dates back to the early 1900s, when it was introduced as Old Age Pension. The qualifying age at the time for receiving this benefit was 70, and there was means test that needed to be cleared prior to any payments being released (Blake, 2003). The state pension is made up of three elements: basic state pension (BSP), additional pensions and pension credit.BSP is also known as state retirement pension (SRP), and is a contribution based plan. The benefit that an individual receives is based on their NI contribution history (Budd Campbell, 2000). Additional pension relates to schemes that the government introduced to provide extra provision to the nationals, in addition to BSP. This includes the graduated retirement benefit, state earnings-related pension scheme (SERPS) and state second pension (S2P). The graduated retirement benefit ended in 1975 and the SERPS was ceased in 2002. The current S2P follows the basic principles introduced by SERPS, by taking into account the individuals NI contributions and providing benefits where earnings are below the low level identified by the state. The additional pension schemes are voluntary and individuals can opt out of making contributions to it. Pension credit was introduced in 2003 and is a means tested benefit that aims to lift a majority of retired people out of poverty. The benefit is paid after the individual reaches the age of 60, and their income from savings is below a certain level. Those with some form of savings doubly benefit when they reach the age of 65, with a second provision of the scheme kicking in, known as Savings Credit (Blake, 2003). The occupational pensions are administered by employers to provide benefits to their employees after they retire. These can be defined benefit or defined contribution schemes run by the employers, or an arranged third-party. Typically, the UK occupational schemes are jointly funded by both employer and employee, where employees contribute around 6% of their gross salary into funds that invest into equity, and provide a return of that investment to the individuals account for the future (Budd Campbell, 2000). The third category of UK Pension Provision is personal pensions. This is when individuals make arrangement with a provider like an insurance company, to make regular contributions in a scheme, similar to occupational pensions (Blake, 2003). Like the other plans, the contributions are made by the individual throughout their working life, with benefits of pension being released after retirement. The process of these benefits being released can vary; in some cases, the provider purchases a pension plan prior or at retirement for the individual. Challenges to Pensions The most important challenge faced by most nations, including the UK, is the aging of the population. With birth-rates slowing down and life expectancy increasing, a larger percentage of the population is elderly. This means that the ratio of workers to retirees is growing, meaning there are less individuals each year earning and contributing to the pension system, while there are more beneficiaries being registered each year. The current system is normally referred to as pay as you go (PAYG), in view of how it is funded and utilised (Blake, 2003). This challenge is harder to address with individuals seeking to look for alternatives to ensure a better lifestyle after retirement for themselves, than the bigger picture of a nation with a large portion of retirees falling below the poverty level. Another challenge faced is the reduction in investment into private pensions. Employers have cut the contributions they had been making as a response to the current business climate (Budd Campbell, 2000). This means that the amount available or due to be available for retirees in the future will be lesser than initially forecasted, ending up with further disparity between the need and provision of the benefits at that stage. The complexity of the UK pension system has made it harder for changes to be implemented effectively, resulting in more patch-up than complete reforms. This complexity has given rise to a sense of despair among the workforce on the ability of the state to cater to the demands of the citizens, and offer solutions that are viable and feasible in the long-run. Pensions Commission Formed in 2002, the Pensions Commission was a public body in the UK that did not come under any governmental department, but reported to the Secretary of State for Works and Pension (Pensions Commission, 2007). Its sole aim was to review the system of private pensions and savings in the nation, and make recommendations as it saw necessary on whether changes needed to be made for the future. The changes were primarily linked to the voluntary contributions made by individuals and organizations. The Commission published two reports, in 2004 and 2005. The reports provided a detailed analysis of the UK pension system at the time, its evolution over time should it remain unchanged, and recommendations on steps that were needed to formulate a new policy that was more in line with the future demand (Pensions Commission, 2007). The UK compared to the rest of Europe With limited accessibility to data from current years for the pension schemes in Europe, an analysis of a survey conducted during the late 90s shows some interesting information, highlighting the plight of the UK pension system, and the drastic need of reform in the present age (Blake, 2006). It was discovered that on the whole, 57% of the workforce in the UK who were in paid employment contributed towards a pension. This is the voluntary contribution that occupation pensions allow. The data of European Union (EU) workers showed that 79% of the contributed to a pension plan. This disparity shows the resulting imbalance in benefit payments and contributions for the UK, as well as a defining reason for a high percentage of pensioners falling below the poverty line (Blake, 2003). When the comparison was done for self-employed individuals, it was discovered that 59% of men and 47% of women in the UK contributed to a pension scheme. However, this pales in comparison to the 73% and 72% of men and women, respectively, in the EU who contributed to a pension plan (Blake, 2003). This is an addition to the point stated earlier, that signifies the growing income equality setting into the social system in the UK, and is a reflection of the divergence of income among workers. On the organization front, more employers have changed their schemes in the UK, requiring individuals to fend for themselves, and be more responsible for the provision of pension. The state has taken a backseat, to become more of an enabler and regulator (Blake, 2006). However, with increasing concerns from the citizens, the UK government in the last few years has started to investigate changes to the current system, in hope of bring improved benefits in the long run. The Turner Report In 2005, the Pensions Commission published the Turner Report, after its exhaustive research of the prevalent pension system in the UK. The report was aimed at providing the government a course of action with recommendations on steps that needed to be taken to bring a radical shift in the contributory habits, as well as the structure in place for the pension system (Pensions Commission, 2007). One of the recommendations from the report as linked to combating the population ageing challenge faced by the system. It was of the view that the retirement age be increased so that the contributory workforce numbers are improved to supplement the needs of the pensioners (Pensions Commission, 2007). Also, the age for receiving maximum benefits should be changed so that these are only available to older nationals, with others needed to invest into private pensions as a means of supplementing their retirement income. Another recommendation was for the formation of a National Pension Savings Scheme (NPSS), a semi-compulsory contribution scheme that offered individuals a set choice of investments within a constrained range of investment options (Pensions Commission, 2007). The creation of such a scheme would allow UK workers to enjoy supplementary retirement benefits without any reliance on employers to act as sponsors. However, sceptics have argued recently on the viability of such a scheme to be cost-effective or the governance policies for it to remain efficient and reactive to the changing financial conditions domestically and internationally. The National Pensions Debate The work of the Pensions Commission and the resulting Turner Report gave the UK government a wake-up call on the needs for change in the pension system. The first steps towards reform were taken in the step of opening the debate to the public. The focus of such a step was to involve the citizens into the process of deciding what was needed, as they were the chief beneficiaries of the system. The National Pensions Day, organised on 18 March 2006, brought together thousands of UK nationals on a uniform platform, to share their views and offer alternatives, in terms of the reforms needed to be auctioned by the government to have a lasting effect on the pensions system (DWP, 2009). As well as a coordinated public event through internet link-up, the UK government used an online survey to grasp a broader understanding of the mindset held within the nation on the delicate nature of the current pensions system. From the input gained due to the debate and the report produced by the independent Pension Commission, the UK government took two initiatives; it published two white papers to cover the proposals that it believed were compulsory to implement for positive change to come into the system (DWP, 2009). The first white paper, titled Security in Retirement: towards a new Pension System, outlined the governments proposals that were designed to revamp the pensions system provided they met with the requirements set within personal responsibility, fairness, simplicity, affordability and sustainability (DWP, 2009). After having formulated and published this white paper, the government brought together key business leaders and organization figureheads to offer consultative advice on the reforms that were being proposed. This collective arrangement was a means of ensuring minimum barriers to the process of change for the long term. The second white paper was titled Personal Accounts: a new way to save, was published by the government proposing the setup of a new national system of low cost personal accounts. The ideology here was to introduce a habit of saving among the UK nationals and residents, which would help in providing income after retirement. This time, the government proposed a period of public consultation on the matter, wanting to address any queries and reservations from the audience that would most be affected by it (DWP, 2008). Having gained a major consensus towards the auctioning of these reforms, the Government moved ahead with the implementation process. The process however was long-term oriented and phased, in order to allow the change to be effected positively and have long term benefits for the nation. The Pensions Act 2007 The reforms proposed to the state pensions system in the first white paper were transformed into law by this act. The changes proposed covered three key areas: the Basic State Pension (BSP), the State Second Pension (S2P) and the qualifying conditions set out for both (DWP, 2009). Some of the key changes are: The qualifying years for receiving full BSP was 39 for women and 44 for men. Effective 2010, this would be reduced to 30 for both. The annual cost of living component in BSP was linked to prices in terms of increases. This would be changed to link with earnings from 2012, provided the fiscal position allowed affordability. Easing the conditions for contribution to BSP, so that everyone can build up some entitlement, instead of those meeting the tough qualification process. From 2010, introducing national insurance credits in relation to S2P, essentially for those individuals who suffer from long term disabilities and those who have caring responsibilities, allowing them to build up some additional pension entitlement. However, one major change that was proposed linked with the issue of the ageing workforce. For long term affordability of the state pension system, it was decided necessary to implement a gradual increase in the state pension age for both men and women. The important part of this change would be the pace at which the increase has been proposed. The period for this increase was between 2024 and 2046; with the age being increased to 68 by the end of this term (DWP, 2009). The Pensions Act 2008 In continuation to the proposed reforms that were deemed necessary after the commission investigation and public debate, this act put into law most of the actions advised in the second white paper. The aim here was to encourage greater private pension saving, so that individuals were not solely reliant on the state to meet their living costs after retirement (DWP, 2009). Some of the key changes of this act are: Automatic enrolment of eligible workers into a qualifying workplace pension scheme, with effect from 2012. What this means is that workers would have to take a decision not to be part of the pension scheme provided by the employer. If any such decisions have not been made actively by the worker, he or she would be enrolled automatically to the workplace pension scheme. A minimum of 3 per cent contribution by the employer to the employees pension account, based on the earning band. This was as a supplement to the 4 per cent contribution that would be made by the employee, and the almost 1 per cent in tax relief provided by the government. 2012 would see the introduction of a new low cost savings vehicle, named as the National Employment Savings Trust (NEST). This scheme is aimed at the medium and low earners, with low charges and simplicity. The Process of Reform When analysed against the pension systems in the developed world, the prevailing UK system has shown serious flaws that have increased over time. The key factor to consider here is the ageing population. While this factor is prevalent in other developed nations running state pension systems, the problem seems less influencing for a few reasons. Canada and Australia have a lower population and a higher percentage in the active workforce. The US being the largest economy in the world has a significant pensioner population, but its higher rate of immigration has allowed it to have a workforce that contributes heavily to the pension system. The UK, however, seems in neither of these areas. It has a significant portion of its workforce nearing the retirement age in the coming decade. With immigration being tightened, the number of foreign workers entering to contribute to the pension system is not as high as required (Butler, 1997). The above point, however, points a serious flaw in the PAYG system, where the current working individuals contribute in the present day, to pay the benefits of those already retired, expecting the same for themselves when they move out of the employment age bracket. The example can be referred to as a bucket of water with a hold in the bottom. There is little accumulation, as water flows out, and the inflow is a slow stream. The need for an understanding to be developed in the public for being more responsible towards their individual needs in retirement is important. Taking personal responsibility during the working age will in turn help avoid a large number of pensioners falling below the poverty line later. Additionally, a supporting but steady role of the employer in terms of contribution to pension schemes for the employee is a step forward. Superannuation schemes in Australia have been following this model for a number of years, with new changes allowing more flexibility to the employee to choose their investment vehicle, but restricting access to the funds till retirement age (Blake, 1997). The recent financial crisis too has impacted the pension system in the UK, as most schemes had invested in several schemes and stocks that have since fallen in value or collapsed. This has resulted in a write-down for many pensioners, furthering emphasizing the failings of the government to provide better protection to pension plans. The state of economy and its stability, therefore, becomes an important factor in the overall effectiveness of the pension system in the United Kingdom. The underlying message in the reform is an acceptance of the drawbacks existing in the pension system of UK, and taking steps to rectify it. Its main aim is to introduce the concept of savings among the public, by offering simplified processes to include more of the working population in the contribution to the state plans, as well as to individual and organizational plans, thereby diversifying the sources of income after retirement. With the reform commencing in 2010, the outlook remains positive. With public involvement in the decision-making process, it is likely that the changes under implementation will be accepted without much resistance. However, critics still argue over whether there is going to be a lasting effect once all variations are completed. One of the most important factors in this would continue to be the economic condition and the sustainability of stability shown.

Why does Holden fear adulthood? Essay -- English Literature

Why does Holden fear adulthood? The novel catcher in the rye is set in the 1950’s and is narrated by a young boy called Holden Caulfield who is sixteen years old. He tells the story between the end of his school term and Christmas break. We know he is in a mental hospital and is telling the story of a few days he spent in New York city, he shares his feelings, emotions and opinions against the world surrounding him. Holden Caulfield, he is a person who feels the need to be in control of everything in his life, but the problem comes when he finds himself in the transition between childhood and adulthood. Holden wants and tries to act like an adult, but is unable to accept the fact he is becoming one, perhaps because of his association of adulthood with phonies and all he hates. By being in the stage where he is, he manages to avoid change, control his world with his own hands, yet creates a paradox between what he is, and what he wants to be. Possibly the main reason to why Holden doesn’t want to become an adult is his perception of †phoniness† and hypocrisy surrounding adult society. Holden shows his criticism towards most of the grownups who intervene in his life, specially those related to his schools. We can take Ossenburger as an example, he represents everything Holden hates, wealthy famous character who for Holden only gives phony speeches on how to live life. â€Å"He said he talked to Jesus all the time. Even when he was driving his car. That killed me, I can just see the big phony bastard shifting into first gear and asking Jesus to send him a few more stiffs† (Pg 17). This is just one of many examples Holden sees as fake. Phoniness is his main concern against society. Holden lacks the capa... ...and wanted to be an adult. Holden fears becoming an adult in mind and heart, but wants to become one in his actions. He wants to be safe but take chances. It’s a battle between childhood and adulthood, between innocence and phoniness. This battle is what has made Holden’s world an illusion, what has made him a madman. Holden fears landing form his illusion, becoming what he despises, knowing his protection is lost and knowing he is vulnerable to the world. What we see in Holden is probably not uncommon at all, he wishes to be a child at mind where it satisfies him internally but an adult in his actions, just like everyone, they get the side of the situation which satisfies them most. We never see what Holden becomes, but we see how his paradoxical way of acting and thinking is just a reflection of his fear of taking the full step into the adult society.

Manager interview paper

The success or failure of an organization highly depends on how the manager drives the people to achieve effectiveness. The study is conducted to identify the general responsibilities of a manager and how the manager handle its people in order to leverage them to move forward and dream big for the organization. The study will highlight the day-to-day activities and responsibilities of a manager based on existing concepts and theories. It will also try to assess how a manager will approach various problems of employees in attaining success of the organization. The selected manager is currently a Manager of a Natural Resource Management Program implemented in different regions. He has been in the program as a manager for eight years now. He handles 20 people who are under different positions such as Finance Officer, Administrative Staff, Researcher, Social Marketing and   Events Organizer and General Services. †¢ General Background and Responsibilities Different roles and responsibilities of a manager were ascertained in the course of the interview. The manager has been in the business for 10 years but assigned as manager for eight years. The interview evolved into the responsibilities of a manager. The top most tasks or duties of a manager are to select, supervise, and support a team. This looks like a little responsibility but this spells a lot especially that the objective is to manage and supervise the program efficiently. Selecting is one of the difficult parts as a manager. This is where the manager matches the job of the person into the skills and abilities. Before assigning a certain person in a job the person applying for a position are thoroughly selected and deliberated. It is not easy assigning a person with a job that is not suited to his abilities and skills or the objectives of the organization may fail. The second top of the responsibility of a manager is plan and supervise. A clear plan with clear strategies is needed in starting up an organization that leads to accomplishment. The plan matters in any way and anyhow. This is like a â€Å"diary† of every manager in implementing and monitoring the program itself.   After selecting an appropriate person in a job suited to him it is now the task of the manager to supervise him and teach him with the organization’s strategies in order to deliver his outputs properly. The manager sees to it that the work being done by his subordinates is appropriate and accurate. Another task related to this is supervising the selected employees to do their work expected from them. The third task is support, which is equally important with other responsibilities. This is where the manager develops the sense of belongingness of an employee in a certain organization because of always reminding to them that they are part of the organization and that any success or failure would also be their success or otherwise. Trainings, seminars and other skill enhancing activities are done to develop more their skills. Support given to the employees is always maintained. In relation to this also, open communication between the employees and the manager is extended. Being a manager is not an easy task. The day-to-day meeting with the higher bosses and the meeting with the staff is a job that requires patience and endurance. Everyday the manager is faced with different problems may it be technical, financial and even personal problems from the employees. The most liked part of being a manager is the privilege to any sort of privileges. The manager always travels, meet new people, attend conferences and among others. This is like the But one of the least liked parts of it is managing employees. And sometimes much harder is managing employees with attitude. This is the hardest part because they are the fuel to the organization’s success. †¢ Managing Employees The manager handles 20 employees who are holding different positions. These positions require diverse skills, abilities and talents. These in turn should be given attention in order to be enhanced and attain growth not only for the benefit of the employee but of the organization as well. Managing the employees is one of the hardest parts to do. The organization especially the manager is tasked to carefully manage its people, motivate them in any way and lead them to where the organization wants it to be. Attaining success of the organization can be achieved if the workforce involved are suitably motivated and led with authority. Motivation. Motivation of employees to work harder is linked also with the performance appraisal. In performance appraisal, the employee is assessed accordingly based on its tasks and responsibilities to improve the quality of the work. Appraisal is often used with tools such as 360-degree feedback where everyone who is connected with the employee is asked to give their assessment to the person involved within the duration of the project. Results of this will be consolidated and identify certain strategies on how to maximize the strengths and improve weaknesses of employees. In motivation theory, rewards are given to the employee who has performed way above the expected from them. This may be in the form of salary increase, promotion from one position to a higher position or the equivalent of it in some offices. This is true with Mayo’s theory that an employee can do better in his job if there will be an open communication lines, teamwork and with interaction with the manager. Several theories came out like of Maslow’s five levels of need, Herzberg’s theory of motivators and de-motivators, Vroom’s theory on the good performance will reap rewards, and Skinner’s theory of reinforcement.   These are all worth contribution in refining the theories behind motivating an employee (Blair, 2005). Lead. The key to leadership is to lead. An employee must see with his own-two eyes that the leader they are going to follow possesses good leadership skills. Coaching is one way also of leading an employee. Not all of the topics are familiar with the newly hired employees and who are still struggling to blend with the group in an organization. This is the best way to teach and guide the employees to work hard and give their best in their endeavours. Develop skills of staff especially sending to trainings and workshops where the employee can voice out their issues. The word leadership should emanate from the manager itself to make the employee understand what leadership is. This should be coupled with authority. Another way of leading is ensuring that they get enough commensuration based on what they do not on number of hours they worked for it. Manages ethics and ethical accountability. In reprimanding someone because he did not do his job always emphasize that you are angry with the results of the work he handled and not of who he is as a person. Direct to the point conversations and giving feedback is highly appreciated by employees. Respect is always important in handling employees. This will gain also respect from the staff and later on it would not be too difficult to open up and voice out opinions of what the employee thinks. Much more to this is always delegating work to the subordinates. This is not just to lessen the jobs of a manager but also giving the employee the chance to grow and understand the things around him. This also contributes hugely to the self-esteem of the employee because the privilege to be part of the success of a certain project. Feedbacks from the staff are also important in making the organization work. This is one move to ensure that the strategies employed by the manager are working and relevant to the learnings of each and every employee. Conclusion I would still go back to what I have mentioned earlier: the success or failure of an organization is not on how the manager managed the project but how he has maximized the potentials of his employees to deliver accurate and quality outputs. Managing people is like accomplishing an unfinished puzzle. The managers have their own task to accomplish which is the same with the employees who are part of the project. But in making this endeavour a success the manger sees to it that his people are enriched, have grown and motivated to do the job accordingly. This is not because of the increase in the salary or a work promotion but this is done because working in a team is a sense of fulfilment. Managing people is not easy. Management also is not that easy. It can be learned through time. These ideas that have been inculcated in their minds that at the end of the day it is not â€Å"me† that matters but â€Å"we’. References Brandenburg, B. (2006). What Community manager does? Retrieved March 5, 2008 Website: http://www.vmmg.net Fairweather, A. (2006). Managing employees: How to reprimand. Retrieved March 5, 2008   Ã‚  Ã‚  Ã‚  Ã‚  Website www.businessknowhow.com/manage/reprimand.htm What Manager does? 2007. Retrieved March 6, 2008. Website:  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://userwebs.cth.com.au/~gcutts/Management/1manager.html Blair,   G. (2005). What makes a Great Manager. Retrieved March 3, 2008. Website   http://www.see.ed.ac.uk/~gerard/Management/art9.html Employee Performance Improvement: Understanding Your Role as a Manager† (2003) Catalog No. TD11A8Q65, Corporate Executive Board, p. 19. Martin, K. J. and J. McConnell. (1989). Corporate Performance, Corporate Takeovers and Management Turnover, Working Paper at Purdue University.                               Appendices Manager Interview Form Section 1: General Background and Responsibilities 1. How long have you been with the company? How long have you held your current position? 2. What are the three most important tasks or duties that you are responsible for accomplishing in this job? 3. What do you like most about being a manager? What do you like least about being a manager?    Section 2: Managing Employees What are the objectives you want to achieve? Short term and long term? How many employees do you have? Is it difficult to handle people who are diverse? Are there any instances when you reprimanded employees just because they did not follow you? How do you treat problems like this? What are the motivating factors you employ? Do you give benefits/rewards to those employees who performed high? Why is that so? What have you done so far as a Manager in the policies regarding benefits and rewards of the employees? As a manager, how do you build confidence and self-esteem of staff? How do you build quality team to ensure output?

How to Conjugate the Verb Stare in Italian

â€Å"Stare† is used to talk about all things, from how you’re doing to where you’re at in Italy, so it’s best if you feel comfortable using this word in all its forms. What’s more, it’s an irregular verb, so it doesn’t follow the typical -are verb ending pattern. Below, you’ll find all of its conjugation tables as well as examples, so you can become more familiar with using stare. Definitions of Stare To beTo stayTo remainTo standTo be situatedTo liveTo be about to Stare in Italian It’s an intransitive verb, so it does not take a direct object.The infinito is â€Å"stare.†The participio passato is â€Å"stato.†The gerund form is â€Å"stando.†The past gerund form is â€Å"essendo stato.† Indicativo/Indicative​ Il presente io sto noi stiamo tu stai voi state lui, lei, Lei sta loro, Loro stanno Esempi: Sto bene, e tu? I’m good, and you? Maria sta buttando la pasta, ti fermi a pranzo con noi? Maria is about to cook pasta, are you going to have lunch with us? Il passato prossimo io sono stato/a noi siamo stati/e tu sei stato/a voi siete stati/e lui, lei, Lei à ¨ stato/a loro, Loro sono stati/e Esempi: Sono stata a Bologna ieri sera. I was in Bologna last night. Marco e Giulio sono stati davvero carini! Marco and Giulio were extremely nice! L’imperfetto io stavo noi stavamo tu stavi voi stavate lui, lei, Lei stava loro, Loro stavano Esempi: Che stavi facendo? What were you doing? Stavamo per partire quando ci ha chiamato Giulia. We were about to leave when Giulia called us. Il trapassato prossimo io ero stato/a noi eravamo stati/e tu eri stato/a voi eravate stati/e lui, lei, Lei era stato/a loro, Loro erano stati/e Esempi: Ho vissuto in Italia per 12 anni e non ero mai stato a Roma. I lived in Italy for 12 years and I had never been to Rome. Ero stato anche all’aeroporto, ma era già   partita. I also was at the airport, but she had already left. Il passato remoto io stetti noi stemmo tu stesti voi steste lui, lei, Lei stette loro, Loro stettero Esempi: Nel 1996, stetti a Londra per due settimane. In 1996, I stayed in London for two weeks. Stettrero ospiti a casa di Sandra durante il loro soggiorno a Milano. They stayed at Sandra’s during their stay in Milan. Il trapassato remoto io fui stato/a noi fummo stati/e tu fosti stato/a voi foste stati/e lui, lei, Lei fu stato/a loro, Loro furono stati/e This tense is rarely used, so don’t worry too much about mastering it. You’ll find it only in very sophisticated writing. Il futuro semplice io starà ² noi staremo tu starai voi starete lui, lei, Lei starà   loro, Loro staranno Esempi: Sà ¬, infatti, lui à ¨ malato, perà ² starà   bene fra un paio di giorni. Yes, in fact, he is sick, but he will be better in a couple of days. Starà ² pià ¹ attento, te lo prometto. I will pay more attention, I promise. Il futuro anteriore Io sarà ² stato/a noi saremo stati/e tu sarai stato/a voi sarete stati/e lui, lei, Lei sarà   stato/a loro, Loro saranno stati/e Esempi: Ho dimenticato di prenotare i biglietti? Sarà ² stato davvero stanco ieri sera. I forgot to book the tickets? I must have been really tired last night. Dov’era Giulia a sabato? Sarà   stata con suoi amici. Where was Giula on Saturday? She must have been with her friends. Congiuntivo/Subjunctive​ ï » ¿Il presente che io stia che noi stiamo che tu stia che voi stiate che lui, lei, Lei stia che loro, Loro stiano Esempi: Non so perchà © lui stia qua. I don’t know why he is here. Non penso che tu stia preparando abbastanza piatti. I don’t think you’re preparing enough dishes. Il passato io sia stato/a noi siamo stati/e tu sia stato/a voi siate stati/e lui, lei, Lei sia stato/a loro, Loro siano stati/e Esempi: Penso sia stato meglio cosà ¬. I think it was for the best. Credo proprio che siano stati accompagnati in taxi all’aereoporto. I really think they had been taken by taxi to the airport. L’imperfetto io stessi noi stessimo tu stessi voi steste lui, lei, Lei stesse loro, Loro stessero Esempi: Non pensavo che lui stesse alla festa. I didn’t know that he was at the party. Pensavo che stesse a dormire a casa tua. Sarei stato molto pià ¹ tranquillo! I thought she was sleeping at your place. I would have been a lot more relaxed! Il trapassato prossimo Io fossi stato/a noi fossimo stati/e tu fossi stato/a voi foste stati/e lui, lei, Lei fosse stato/a loro, Loro fossero stati/e Esempi: Se quel giorno fossi stato con lui, non sarebbe stato cosà ¬ triste. If I had been with him that day, he wouldn’t have been so sad. Se fossimo stati amici in quel periodo, ci saremmo divertiti un sacco! If we had been friends during that time, we would have had so much fun! Condizionale/Conditional​​ Il presente io starei noi staremmo tu staresti voi stareste lui, lei, Lei starebbe loro, Loro starebbero Esempi: Se io abitassi in Italia, starei meglio. If I were to live in Italy, I would be better. Se aveste finito i vostri compiti a quest’ora stareste al mare! If you had finished your homework, by this time you would be at the seaside! Il passato io sarei stato/a noi saremmo stati/e tu saresti stato/a voi sareste stati/e lui, lei, Lei sarebbe stato/a loro, Loro sarebbero stati/e Esempi: Sarei stata contenta se lui mi avesse regalato dei fiori. I would have been happy if he had given me some flowers. Non sarebbe stato possibile senza l’aiuto di Giulia. It wouldn’t have been possible without Giulia’s help. Imperativo/Imperative​​ Presente -- stiamo sta/stai/sa’ state stia stiano Stai zitto! Be quiet (informal)! Stia attenta! Pay attention (formal)!