Tag: Definition

Definition!

What is a Definition? It is a statement of the meaning of a term (a word, phrase, or other set of symbols). As well as, Descriptions can classify into two large categories, intentional purposes (which try to give the essence of a term) and extensional purposes (which proceed by listing the objects that a term describes).

Another important category of definitions is the class of ostensive illustrations, which convey the meaning of a term by pointing out examples. Also, A term may have many different senses and multiple meanings and thus require multiple reports.

  • A statement of the meaning of a word or word group or a sign or symbol dictionary definitions. The statement expresses the essential nature of something, a product of defining.
  • The action or process of stating the meaning of a word or word group.
  • Diversity Management

    Diversity Management

    What is a Diversity Management? Definition and Meaning!

    “Diversity management is the strategy of using best practices with proven results to find and create a diverse and inclusive workplace. Successful strategies link diversity progress directly to business results. Best practices include effective use of executive diversity councils, mentoring and sponsorship programs and employee resource groups to achieve desired results in recruitment, retention and management of diverse talent.” How Do You Know Your Company Wants Help From The Outside? 

    What is Need? The Do and Don’t in Diversity Management! The world’s increasing globalization trend demands more interaction. Between people from a vast diverse of cultures, beliefs, and backgrounds than the past. Today, people no longer live and work in an insulate marketplace. The reality is they are now part of a worldwide (or commonly mention as flatten) economy with competition coming from nearly every angle of the globe. For this reason, businesses need to open change. Accept the concept of diversity to become more creative.

    Diversity Management

    In daily conversation, the word of “diversity” has the meaning of differences or variety. However, in the business world and in the business textbook. Diversity often refers to the many differences present among people. Today in workplace as well as marketplace. That were not aware of by most people in the past. Are Entrepreneurs Made or Born! Explanation Why? Diversity management is often referrer as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status for better workplace performance. The term diversity management indicates the implementation of strategies or policies to knit a network of varied individuals together into a dynamic work force.

    What is a DM? By Wikipedia

    Diversity management is the “recognition and valorization of individual differences”. “The concept of diversity encompasses acceptance and respect.

    It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socioeconomic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies.

    It is the exploration of these differences in a safe, positive, and nurturing environment. Moreover, it is about understanding each other. And moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity in each individual”(Patrick and Kumar, 2012). 

    As seen from a US perspective, ‘Diversity management’ is supposed to represent. A break from legislated equality concepts. Such as equal opportunity and affirmative action (Thomas, 1990 ; Thomas and Ely, 1996).

    Definitions of Diversity Management

    The practice of addressing and supporting multiple lifestyles and personal characteristics within a define group. Management activities includes educating the group and providing support for the acceptance of and respect for various racial, cultural, societal, geographic, economic and political backgrounds. Definition of Organizational Climate.

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  • Seven Researchers or Pioneers of Management

    Seven Researchers or Pioneers of Management

    Seven Researchers or Pioneers of Management

    This article throws light upon the seven pioneers who have contributed towards the development of management. The pioneers are: 1. F.W. Taylor 2. H.L. Gantt. 3. Herrington Emerson 4. H.B. Gilbreth 5. Many Parker Follet 6. Henri Fayol 7. George Elton Mayo.

    Pioneer # 1. F.W. Taylor (1856-1915):

    F. W. Taylor was a pioneer in propounding scientific principles of management as a result of his research in various areas of industrial activity.

    He stimulated interest in time study of operations. He has also contributed in the direction of management and therefore, called as “Father of Scientific Management”. He changed the philosophy of management as a whole as he gave the scientific approach to the management.

     

    Definition of Scientific Management:

    Scientific Management implies application of scientific methods and principles to the difficulties and questions that arise during the management of a business.

    In other words scientific management means use of scientific tools, such as definition, analysis, measurement, experimentation and proof in dealing with the problems of Management. Thus scientific Management may be defined as the “Art of knowing exactly what is to be done and the best way of doing it”.

    Taylor tried to work out some system whereby the interests of management and the workers could be same. His focus was on maximization of worker’s productivity.

     

    The various contributions made by Taylor are as follows:

    (i) Development of Science for each Element of an Individual Work:

    Analyse the work scientifically thus replacing rule-of-thumb method. It was required to find out a what is to be done by a particular worker how he is to work and what equipment would be necessary to do it. This information was provided to the worker so as to reduce the wastage of material and time etc. and improve the quality of output/work.

    (ii) Division of Labour or Functional Management:

    Taylor introduced the concept of functional organisation. Under functional management every production worker would have eight bosses; each of them would give orders in his function speciality. This is the principle of specialization. It is essential for efficiency in all spheres of activities as well as in work supervision.

    (iii) Use of Time, Motion and Fatigue Study:

    Efficiency implies finding out the best way of doing a job. The best way of doing a task is that which involves the minimum efforts, time, fatigue and cost.

    Taylor undertook studies on fatigue incurred by the workers and the time essential to complete the job. He suggested that for improving production rate, the work of each person should be planned in advance and the worker should use predetermined method and given time for a definite work.

    (iv) Standardisation of Methods, Machines, Tools and Procedures:

     

    Shovelling work and shovel loads revealed the importance of standardisation of methods and tasks. Standardisation helps hi reducing, time, labour and cost of production. The success of scientific management is related with standardisation of system i.e. techniques of production, machines and tools utilized.

    (v) Scientific Selection and Training of Workers:

    For maintaining production efficiency, it is essential that the workers should be physically and technically sound for the task they are required to perform.

    Taylor suggested that proper care should be taken while selecting work force and due consideration should be given to their education aptitude and work experience etc. Thus scientific procedures need to be devised to select workers best suited to perform specific tasks and then to train them within the industry in order to meet the objectives of the enterprise.

    (vi) Differential Piece Rate System:

    Taylor advocated Differential Piece Rate System of payment which provides an incentive for a worker to achieve high level of optimum output. It distinguishes the more efficient workers from the less efficient workers and motivates to produce more.

    (vii) Economy and Profit:

    Scientific management lays more stress on the economic aspect of production. Maximum output can be achieved only by optimum utilization of resources and elimination of wastage in all forms in order to minimize cost. Cost control and economy will result in higher wages for workers.

    (viii) Cooperation between Labour and Management:

    Mental revolution is the most important feature of scientific management as it would create a congenial and favourable atmosphere/environment leading to harmony and cooperation. The objective of maximum prosperity of employees and employers can be achieved only if there is perfect mutual cooperation between the management and the work force.

    Criticism to Scientific Management:

    (i) It fails to appreciate the social context of workers and higher requirements of workers.

    (ii) Managers feel it unwarranted interference in managerial prerogatives.

    (iii) Taylor’s concept that unions are really not needed was resisted by workers.

    (iv) Fails to recognize the suggestions and ideas of work force.

    Pioneer # 2. Henry L. Gantt:

    Gantt is recognised as one of the-great contributors of the scientific management era. H. L. Gantt was a close associate of Taylor and worked with him. He emphasized the importance of leadership and paid more attention to the human factor involved in production planning and control in business operations.

    He is mainly remembered for his contributions as mentioned below:

    (a) Gantt developed a daily “Balance Sheet Chart” i.e. production control charts known as Gantt charts or Bar charts. These are used to deal with complex activities. In these charts the job or the activities being performed are represented on vertical axis whereas the time elapsed is shown on horizontal axis. This proved to be revolutionary in the area of production planning and control. Gantt charts graphically presented the process of work, by showing the machine operation, quantities completed, man hour performance, deliveries and the work in arrears to facilitate day to day planning of the work.

    (b) He tried to eliminate the hardships of Taylor’s differential piece-rate system and brought out his “task and bonus plan”. Differential piece-rate system was an incentive plan whereby the worker was paid on the basis of his daily output. Gantt’s task and bonus plan was so structured that the worker was paid a guaranteed daily wage whether or not he completed the standard work. But if he completed four hours working in three hours or less, he was paid for four hours. Thus the workers received bonus as a result of the introduction of this system.

    (c) Gantt pleaded for a policy of preaching and teaching of workers and thus stressed the need of training of workers for improving their productivity, it was because of him that management during his period considered training as one of the responsibilities of the management.

    (d) He thought of extending the principles of scientific management to the solution of the problems of an industrial society as a whole. It appealed for harmonious relationship between employees and employers and discouraged the use of power in a arbitrary fashion. He considered that non-financial rewards and good physical environment were essential for achieving higher productivity.

    (e) Gantt emphasized the importance of the concept of service over profit. He developed the concept of industrial responsibility.

    We thus observe that Gantt’s contributions were more in the nature of refinements rather than fundamental concepts and have been more useful than that of Taylor to the development of scientific management.

    Pioneer # 3. H. Emerson Philosophy of Efficiency (1856-1915):

    He concerned himself with the management of the enterprise as a totality and not only with shop management as was done by F.W. Taylor. He popularised scientific management and interpreted the concepts of standard time, standard cost and prevention of wastes of all kinds.

    In 1912 he advocated 12 principles of improving the efficiency which are (1) Ideas (2) Common Sense (3) Competent Counsel (4) Discipline (5) Fair deal (6) Adequate reliable, Immediate and Permanent record (7) Dispatching (8) Standards and schedules (9) Standardized working conditions (10) Standardized Operations (11) Standard working instructions and (12) Reward for efficiency.

    According to him, efficiency and hence productivity does not exist in extreme effort but in elimination of undesirable effort and preventing wastes of all kinds, the elimination of women and child labour in competitive employment; Efficiency of a system means that the right work is done in right manner by right men at right place and in right time.

    He advocated the “Line and staff organization” instead of functional foremanship. As to rewards for efficiency, he suggested the different rates of efficiency besides a guaranteed minimum wage. He was mainly concerned with improving the efficiency of the workers. That is why he is often called the “high priest of efficiency”.

    Pioneer # 4. Frank B. Gilbreth (1868-1924) and Lillian M. Gilbreth:

    Frank Gilbreth and his wife Lillian Gilbreth were contemporary of Taylor, but they worked independently on time and motion study. They made memorable contribution to improvement or working methods and thus to discover one best way of accomplishing a task, with marked efficiency and least expertization.

    He developed a unique technique of last work. Faster speed work however, did not refer to hurrying with the work but economising the time sequence by eliminating unnecessary movements and exhausting motions and methods of accomplishing a task. Whereas Lillian concerned herself with the human aspect of management.

    They considered that the root cause of worker’s dissatisfaction was the lack of management interest in them. They stressed that management should understand their requirements and personality. He and his wife Lillian M. Gilbreth maintained that the human aspect must be considered as a major area of consideration and study in the field of management.

    According to L. M. Gilbreth, the philosophy of motion study says, “Man is considered as the centre of activity and as expressing himself in motions, aided by tools and machines using materials as medium of expression”.

    Thus for orderly organization of complex industrial activities following sequences of operations should be followed:

    (a) Identification of the problem and its objectives.

    (b) Defining the problem objectives.

    (c) Collection of relevant data on the problem.

    (d) Interpretation and analysis of data.

    (e) Consideration of available alternatives.

    (f) Formulation of tentative conclusions about tackling the problem.

    (g) Initiating or starting selected action on the basis of conclusions and verifying the results. (h) Reviewing and evaluating the results and incorporating any corrective action if essential and needed.

    (i) Framing rules to serve as guide to planning and execution.

    Some important contributions of Gilbreth are:

    (i) Development of Motion Study:

    He defined motion study, “as the science of eliminating wastage in all forms resulting from unnecessary, ill directed and inefficient motion”. According to Gilbreth the purpose of motion study was to improve work methods so as to discover or develop one best way of accomplishing a task.

    He identified seventeen (17) on the job motions and called them THERBLIGS (Therbligs) is Gilbreth spelt back words with the transposition of one letter. He maintained that a therblig analysis could be applied to any job. Further, he developed the system to any job. Further, he developed the system of “Flow Process Chart” which makes the study of various processes of activity easier. He also developed micro motion study and SIMO charts.

    (ii) Development of Chronocyclographs:

    He used microchrometer of speed clock and took photographs by cine cameras of the workers and the clock. Thus three observations were taken i.e. what movements occurred, how much time they took and what was the direction of movements. This process was termed as Chronocyclograph.

    (iii) Study of Fatigue:

    Gilbreth carried out studies on fatigue and its elimination. They concluded that fatigue could be considerably reduced by allowing rest periods, spacing the work and lightening the load.

    Pioneer # 5. Mary Parker Follet (1868-1933):

    Mary Parker Follet was a philosopher and political scientist, gave “Law of the situation” in 1919 and made important contributions in the field of functional authority, leadership, coordination, control and concept to the nature of management and of human relationship within industrial groups.

    She analysed the nature of consent on which and democratic group is based through an examination of Psychological factors underlying it.

    According to her, this consent was not static but was a continuous phenomenon. She also proved that conflict can be constructive and could be harnessed to the service of the group.

    The most fruitful way of resolving conflict according to Follet was not through domination and compromise on the plea that domination gives the feeling of loss and surrender to both the sides. She was in favour of integration whereby the parties themselves examined together the new ways of achieving their conflicting desires since, this gives a more stable solution to problem of conflicts.

    According to her, different situations require different types of leadership meaning thereby that leaders are products of their times and the leadership features are a function of the particular or specific situation. The success of a leader does not merely depend on the training he possesses but on the specific situation at a time in which he utilizes his leadership.

    She was of the opinion that for achieving good results various limbs of the organizing body should be well coordinated and closely act together so that they work as a single entity.

    She also advocated for integration of interests of investors, consumers and workers. Mary parker Follet pleaded for the application of scientific methods to the solution of personnel problems.

    Pioneer # 6. Henri Fayol (1841-1925):

    A French industrialist during his long and successful carrier as an Industrial manager Mr. Fayol tried to probe into the bottom of the principles of administration and management Fayal analysed the process of management as he had observed it first-hand.

    He said that managerial activities at the upper levels are more significant than other activities. He was the first to state principles of management and functions of a manager. Many of the talents which are recognised today as principles of management were originally specified by Fayol.

    His conclusion was that all industrial activities could be subdivided in following six groups:

    1. Technical Activities:

    Technical activities involve technical knowhow, production, manufacture and adaptation etc.

    2. Commercial Activities:

    Buying, selling and exchange.

    3. Financial Activities:

    These activities involve search for and optimum use of capital.

    4. Accounting Activities:

    Stock taking balance sheets, and cost sheets to determine financial position of the enterprise.

    5. Security:

    It is related with protection of assets and man power.

    6. Managerial or Administrative Activities:

    Means to follow management functions like planning, organizing, commanding, coordination and controlling (of all the above activities).

    All the above mentioned activities are essential for the successful operation of the enterprise and none of these can be ignored. Though Fayol recognized the importance of first five above activities but the main objective of his study and analysis has been management i.e. to ensure the performance of the work well.

    Pioneer # 7. George Elton Mayo (1880-1949):

    Elton Mayo, an Australian by birth and trained in Psychology is generally recognized as the “Father of Human Relations Approach”. Mayo’s main contribution to management thought was his emphasis on human and social factors in industrial relationships.

    He led the team which conducted the Hawthrone investigation at Alarvard in the United States with the collaboration of the Western Electric Company between 1927 to 1936 and financial support of the Rock Feller Foundation.

    Mayo and his associates studies revealed that an organization is not only a formal arrangement of men and function but also a social system which can be operated successfully by utilizing the principles of psychology and other behaviour sciences.

    Mayo was of the opinion that cause of increase in productivity of the workers is not a single factor of changing working period and conditions but a combination of several other factors such as:

    (i) Less restrictive techniques of supervision

    (ii) Providing autonomy to workers

    (iii) Permitting the formation of small cohesive sub groups of workers

    (iv) Creating conditions which encourage and support the growth and development of these groups

    (v) Cooperation between workers and management

    (vi) Opportunity to be heard and participation in decision making etc.

    Mayo was the first person to advocate for the understanding of workers difficulties in view of growth of science and technology. He desired the management to understand the problems of work force and make efforts to redress them.

    He and his associates pointed out:

    (i) Workers were not simply “Cogs in the machine” i.e. they are not only small part of large organization.

    (ii) The employee morale-both individually and in groups could play significant role in productivity.

    (iii) The work arrangements in addition to meeting the objective requirements of production must at the same time satisfy the employee’s subjective requirements i.e. social satisfaction during work.

    (iv) Higher production could be achieved through good human relations.

    Despite these observations Mayo’s work was a turning point in the development of management thought. How Do You Know Your Company Wants Help From The Outside?

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  • What is the Definition of Organizational Climate?

    What is the Definition of Organizational Climate?

    Definition of Organizational Climate: Organizational Climate (sometimes known as Corporate Climate) is the process of quantifying the “culture” of an organization. And, it precedes the notion of organizational culture. It is a set of properties of the work environment, perceived directly or indirectly by the employees. That is assuming a major force in influencing employee behavior. You’re learning, What is Definition of Organizational Climate? with Meaning, The Concept of Organizational Climate!

    What is the Definition of Organizational Climate? with Meaning!

    What does Organizational Climate mean? Organizational climate is a concept that has academic meaning in the fields of Organizational Behavior, and I/O Psychology, as well as practical meaning in the business world There, is continued the scholarly debate about the exact definition of organizational climate for the purposes of scientific study.

    Climate and culture are both important aspects of the overall context, environment or situation. 

    Components of a Strategy Statement, 

    “Properties of the business environment in a workplace observed by staff that strongly influence their actions and job performance. For example, a perceptive business manager might take the trouble to survey employees about. The organizational climate to identify and promote those aspects that are most conducive to achieving corporate objectives. Also called corporate climate.”

    Meaning of Organizational Climate!

    Before understanding the meaning of organizational climate, we must first understand the concept of climate. 

    “Climate in the natural sense is referred to as the average course or condition of the weather at a place over a period of years as exhibited by temperature, wind, velocity, and precipitation.”

    However, it is quite difficult to define organizational climate incorporating the characteristics of natural climate. This is so because the most frustrating feature of an attempt to deal with situational variables in a model of management performance is the enormous complexity of the management itself. How Do You Know Your Company Wants Help From The Outside? People have defined organizational climate on the basis of its potential properties. The climate of an organization is somewhat like the personality of a person.

    Just as every individual has a personality that makes him unique and different from other persons. Each organization has an organizational climate that clearly distinguishes it from other organizations. Basically, the organizational climate reflects a person’s perception of the organization to which he belongs.

    It is a set of unique characteristics and features that are perceived by the employees about their organizations which serves as a major force in influencing their behavior. Thus, an organizational climate in a broad sense can be understood as the social setting of the organization. A few important definitions are as given below.

    Definition of Organizational Climate!

    According to Forehand and Gilmer,

    “Climate consists of a set of characteristics that describe an organization. Distinguish it from other organizations are relatively enduring over time and influence the behavior of people in it.”

    According to Campbell,

    “Organizational climate can define as a set of attributes specific to a particular organization that may be induced from the way. That organization deals with its members and their environment. For the individual members of the organization, climate takes the form of a set of attitudes and experiences. Which describe the organization in terms of both static characteristics (such as the degree of autonomy) and behavior outcome and outcome- outcome contingencies.”

    Thus, organizational climate is a relatively enduring quality of the internal environment that is experienced by its members, influences their behavior and can be described in terms of the value of a particular set of characteristics of the organization. How to Learn of Hone Your Ability to Concentrate? 

    It may be possible to have as many climates as there are people in the organization when considered collectively, the actions of the individuals become more meaningful for viewing the total impact upon the climate and determining the stability of the work environment. The climate should view from a total system perspective. While there may be differences in climates within departments. These will integrate to a certain extent to denote overall organizational climate.

    Definition of Organizational Climate - ilearnlot
    What is the Definition of Organizational Climate?
  • What is Market-Based Management?

    What is Market-Based Management?

    Introduction of Market-Based Management!

    Market-Based Management is found on the principles that cause societies to become wealthy instead of mired in poverty. It sees the business as a small society with exceptional features requiring variation of the education drawn from society at large. Through this variation an organization could build MBM structure and ever-evolving mental models. New Roles of Human Resource Management in Business Development.

    Market-Based Management is a holistic approach to organization that incorporates theory and practice and organizes businesses to deal effectively with the challenges of change and growth. It also draws on the training learned from the failures and successes of individuals to attain prosperity, peace and organisational progress. Thus, it involves the study of the history of economies, politics, societies, cultures, governments, businesses, conflicts, science, non-profits and technology.

    Market-Based Management is the exceptional management tactic developed and executed by Koch Industries, Inc. It is a company philosophy that is embedded in the science of human action and functional through five dimensions: Vision, Knowledge Processes, Virtues and Talents, Decision Rights and Incentives. Koch Industries’ MBM Guiding Principles articulate the rules of just conduct and describe the main values which direct the day by day business activities.

    Market-Based Management is an approach of philosophy which centers on using the tacit knowledge of workers to the benefit of the business. It is stand on creating a situation where workers can feel secure to speak their opinions and question decision making, because the values and the culture permit it. Market-Based Management was based on the fact that capital, ideas and talent are permissible to flow freely and is situated where it is most likely to produce wealth and innovation. This is unusual from the traditional company model where decision-making, knowledge and resources are controlled centrally by a top management team. Roles of HR Management in Organizations on Difficult Times, All gathered knowledge from the external settings is shared inside the business and utilized by workers involved in developing new services and products. Businesses need to decentralize decision-making to areas where the knowledge is situated rather than trying to move knowledge up the business for top managements to make decisions with insufficient knowledge. Freedom of speech and action are important elements of a market economy, just as workers require experiencing the liberty to question and communicating improvements in their work environment.

    The basis for the philosophy

    Market Based Management was developed based on these beliefs:

    • Long-term business success comes only from creating real long-term value for customers and society, not the illusion of value.
    • The world is experiencing an unprecedented (and accelerating) rate of change.
    • To create value amid this change requires a well-founded understanding of what people value and how the world works.
    • Throughout history, the framework that leads to the greatest value creation is one based on economic freedom, individual responsibility and the rule of law.
    • A market system based on private property and economic freedom has proven to be the most effective and efficient system for creating prosperity and social progress.

    The five pillars of MBM

    Koch’s Market Based Management framework includes five dimensions:

    • Vision: Koch companies constantly seek opportunities, in any industry, for which their capabilities will create superior value.
    • Virtue and talents: Integrity, humility, teamwork, intellectual honesty and the desire to create real value are necessary values for a free society to function properly. Talented people who embody these virtues are an important driver in an organization’s success.
    • Knowledge processes: A key driver of prosperity is understanding what people value and how to satisfy those values. Thus, Koch companies strive to create a culture and the measures necessary to build the relevant knowledge.
    • Decision rights: Creating superior value requires that decisions be made by those who have demonstrated the ability to get results. Therefore, authorities are set more by comparative advantage than by hierarchy.
    • Incentives: Koch companies try to reward their people like entrepreneurs, paying them a portion of the long-term value they create.

    Further information on MBM

    Part of the transition planning now underway is the development of a curriculum for teaching Market Based Management to employees. How To Make Your Small Business Stand Out? Many Ways You Can Try IT!

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  • Definition of Price Perception

    Definition of Price Perception

    Learn, Explain, Meaning, What is Definition of Price Perception?

    Price perception is one of the leading variables when it comes to consumers buying process. Economists, market researchers have already undergone researches and predict that in buying decision price are the driving forces. Several studies explain and determine and explain the same fact thereby concluding the fact with decision making. The determinants of price perception can be both rational and psychological factors. The other factors may become psychological factors and prestige. The key variable to explore and explain consumers. Price perception is the degree of understanding the psychological process of consumers’ price perception. Also, Do you Know Price Perception and Pricing Strategy? Definition of Price Perception! 

    Meaning of Perceived value!

    “Perceived value is the worth that a product or service has in the mind of the consumer. For the most part, consumers are unaware of the true cost of production for the products they buy; instead, they simply have an internal feeling for how much certain products are worth to them. To obtain a higher price for products, producers may pursue marketing strategies to create a higher perceived value for their products.”

    When a firm has seasonal demand, the discrepancies are observed between the supply and demand. Generally, the firm has the excess supply at the time of low demand and scarcity when there is high demand. If the firm commercializes goods and faces seasonal demands, it can minimize the effect through good management of production and storage. The problem becomes more difficult in several sectors such as tourist services. The prices are fixed by these companies and firms drives the price-perception in different aspects. Which can differ according to the individual characteristics? The pricing fixed by the firm by undifferentiated strategies, under price discounts may lead the consumers/individuals to perceive as low-quality products offer. So the price discount strategy becomes ineffective in this case.

    Price perception is a marketing strategy using businesses to increase total sales. Although the practice does not necessarily misrepresent the products sale. It is often considering a covert, or slightly undercover, approach. The success of this strategy is dependent on consumer psychology because the message must convince customers. That expensive items are not that far away in price from less costly products. Ultimately, it is up to customers to decide whether or not products warrant their investment.

    “A business can sometimes benefit from downplaying the value of high-end products instead of treating expensive items as though they are special.” This type of psychology could work because of price perception. Which is the way that consumers interpret the cost for items despite the price tag that might attach to the products? Positioning pricey products in the same area as less expensive inventory could alter a consumer’s price perception. So, that there appears to be less of a discrepancy between high-end and low-end items.

    When a costly product is marketing to fulfill a similar purpose as less expensive items, it may be more acceptable to consumers. Without even knowing it, customers might equate costly items with their less expensive counterparts simply because of the way the items are marketing and placed in a retail outlet. How Do You Know Your Company Wants Help From The Outside? Subsequently, consumers might more incline to pay more for an item simply as a result of price perception. As long as customers understand a price to be acceptable, even if it is a result of strategic marketing efforts by a retailer or manufacturer, they may convince to make a higher-priced purchase that would otherwise ignore.

    Price-perception could work for an organization if a customer feels deceived. For instance, bait and switch is another marketing tactic that businesses can use when performed ethically. It is the practice of advertising an inexpensive item but later attempting to sell inquiring customers a higher-priced item. Retailers can bolster sales by using the customer’s inquiry as an opportunity to switch the cheaper item for a more expensive product. Savvy consumers might not fall for this strategy and price perception could be a less convincing tactic when customers have already decided to pay a certain amount for an item.

    Businesses who are not seeking to capitalize on price perception would focus instead on providing consumers with transparency. This is a marketing approach that attempts to provide as much information and context about a purchase as possible, What is Most Valuable Price? including the potential risks associated with an item. Subsequently, consumers are less likely to make selections they may later regret.

    Definition of Price Perception

  • Performance Management Systems (PMS)

    Performance Management Systems (PMS)

    A Performance Management System (PMS) is a structured approach designed to enhance organizational performance by aligning employee goals with company objectives, fostering continuous feedback, and promoting accountability. Discover its types, stages, key components, benefits, and challenges to implement an effective PMS that drives growth and employee satisfaction.

    What are the Performance Management Systems?

    A Performance Management System (PMS) is a strategic framework designed to enhance organizational performance by managing employee productivity. It aligns individual goals with company objectives, encourages continuous feedback, fosters employee development, and establishes accountability, ultimately driving growth and satisfaction within the organization.

    Definition

    A Performance Management System (PMS) is a systematic and strategic approach aimed at improving organizational performance through effectively managing employee performance.

    This expansive framework provides structure and methodology by which organizations can align their objectives with employee goals, ensuring that everyone is working towards a common purpose.

    PMS not only focuses on evaluating employee productivity but also encompasses continuous development and support to achieve optimal performance.

    Purpose

    The primary purpose of a performance management system is multifaceted. It serves to ensure that the activities of employees and teams are aligned with the strategic objectives of the organization. By promoting consistency in performance expectations, PMS helps to enhance communication between managers and employees.

    This alignment encourages employee growth and development, ultimately leading to improved job satisfaction and motivation. additionally, a well-structured PMS fosters a culture of accountability, where individuals take ownership of their roles and contributions to the organization’s success, while also providing a clear avenue for feedback and performance correction.

    Types

    1. Traditional Performance Management: This type often centers around annual reviews, where managers assess employee performance based on preset criteria or past performance. These reviews may be infrequent and retrospective, offering limited opportunities for timely feedback and adjustment.
    2. Continuous Performance Management: In contrast to the traditional model, continuous performance management emphasizes ongoing feedback, frequent check-ins, and real-time discussions regarding performance. This approach allows for immediate identification of areas needing improvement and fosters a proactive performance culture.
    3. 360-Degree Feedback: This comprehensive type of PMS involves collecting performance feedback from multiple sources, including peers, direct reports, managers, and sometimes even customers. This holistic view provides a broader perspective on the employee’s performance and behaviors, encouraging a more rounded approach to development.
    4. Management by Objectives (MBO): This method consists of setting specific, quantifiable objectives for employees to achieve within a designated timeframe. Progress towards these objectives is typically monitored through regular meetings, allowing for adjustments as needed and ensuring employees stay on track toward achieving their goals.

    Stages

    1. Planning: The first stage involves setting clear performance expectations and establishing measurable goals. This stage is critical because it lays the foundation for what is expected and helps employees understand their contributions to the overall business strategy.
    2. Monitoring: In this stage, performance is regularly observed and assessed against the established goals. Continuous monitoring aids in identifying trends and addressing any issues proactively, rather than waiting until a formal review.
    3. Reviewing: This stage includes formal evaluations where both managers and employees discuss performance outcomes. These discussions should be constructive and aimed at identifying successes, areas for improvement, and potential development opportunities.
    4. Developing: The final stage focuses on personal and professional growth. Based on feedback and review discussions, development plans are created, highlighting training needs or resources that can help employees enhance their skills or overcome challenges.

    Implementation

    Implementing a Performance Management System requires careful planning and execution. Key steps can include:

    • Defining Clear Objectives: Establishing performance metrics that are closely aligned with the broader business goals ensures that all employees are focused on contributing to the organization’s success.
    • Training and Development: Equipping managers and employees with the skills needed to engage in effective performance management is vital. Training programs should cover communication techniques, feedback methods, and how to set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals.
    • Communication: Establishing transparent communication channels is essential for discussing performance expectations. Employees should feel comfortable approaching their managers with questions or concerns regarding their performance.
    • Technology Integration: Utilizing software tools for performance tracking and evaluation can streamline the process and make it easier to collect data, conduct assessments, and monitor progress over time.

    Components

    A functional Performance Management System typically includes several key components:

    1. Goal Setting: Effective goal-setting practices ensure that employees have clarity on their objectives. Combining individual, team, and company-level goals creates a cohesive focus.
    2. Performance Appraisals: Regular assessments enable managers to evaluate employee performance formally. These should be constructive and objective to ensure fairness and accuracy in evaluations.
    3. Feedback Mechanisms: Structured feedback processes encourage managers to provide timely and specific feedback to employees. This can include both positive reinforcement and constructive criticism aimed at fostering improvement.
    4. Development Programs: Initiatives aimed at skill enhancement are integral to a PMS. These programs can include mentorship opportunities, training sessions, and professional development workshops tailored to employee needs.

    Benefits

    A well-implemented performance management system offers numerous benefits:

    • Enhanced Clarity: By providing clear performance expectations, employees can better understand their responsibilities and how their work fits into the organization’s goals.
    • Improved Employee Engagement: Involving employees in their performance discussions boosts their commitment to their roles, fostering a more motivated workforce.
    • Increased Accountability: With defined performance metrics, employees are more likely to take responsibility for their contributions, enhancing overall organizational accountability.
    • Data-Driven Decisions: An effective PMS enables the collection and analysis of performance data, facilitating informed decision-making regarding promotions, training needs, and strategic adjustments.

    Disadvantages

    Despite the advantages, there are also notable disadvantages in implementing a performance management system:

    • Time-Consuming: Managing and maintaining an effective PMS can require significant time and resources, potentially diverting attention from other critical operational tasks.
    • Possible Bias: Evaluation processes may inadvertently introduce bias, whether from personal relationships, subjective evaluations, or unclear performance criteria, leading to perceived or real unfairness.
    • Stressful for Employees: Formal evaluations can create anxiety, making employees feel under pressure during review periods. This stress may negatively impact performance rather than enhance it.
    • Resistance to Change: Employees may resist new systems or methods, particularly if they are accustomed to traditional evaluation processes. This reluctance can hinder the successful implementation of a PMS, making buy-in from all levels of the organization crucial.

    Frequently Asked Questions (FAQs)

    1. What is a Performance Management System (PMS)?

    A Performance Management System (PMS) is a structured approach that organizations use to improve employee performance and align individual goals with the overall objectives of the company. It encompasses goal setting, monitoring, feedback, and development.

    2. Why is Performance Management important?

    Performance management is crucial because it helps ensure that employees are meeting organizational goals, encourages communication, fosters accountability, and supports employee development, which can lead to increased job satisfaction and productivity.

    3. What are the different types of Performance Management Systems?

    1. Traditional Performance Management: Focuses on annual reviews based on preset criteria and past performance.
    2. Continuous Performance Management: Emphasizes ongoing feedback and real-time performance discussions.
    3. 360-Degree Feedback: Collects input from multiple sources, providing a comprehensive view of an employee’s performance.
    4. Management by Objectives (MBO): Involves setting specific, measurable objectives for employees.

    4. What are the stages of Performance Management?

    1. Planning: Setting clear expectations and measurable goals.
    2. Monitoring: Regularly assessing performance against goals.
    3. Reviewing: Conducting formal evaluations and discussions about performance.
    4. Developing: Creating development plans based on feedback and reviews.

    5. What are the key components of a Performance Management System?

    1. Goal Setting: Establishing clear objectives for employees.
    2. Performance Appraisals: Regular evaluations of employee performance.
    3. Feedback Mechanisms: Structured processes for providing timely feedback.
    4. Development Programs: Opportunities for skill enhancement and professional growth.

    6. What are the benefits of implementing a PMS?

    • Enhanced Clarity: Clear expectations help employees understand their roles.
    • Improved Employee Engagement: Involving employees in performance discussions motivates them.
    • Increased Accountability: Defined metrics encourage responsibility for contributions.
    • Data-Driven Decisions: Enables informed choices regarding promotions and training needs.

    7. What are the disadvantages of Performance Management Systems?

    • Time-Consuming: Maintaining an effective PMS can require significant resources.
    • Possible Bias: Evaluations may introduce subjective bias leading to perceived unfairness.
    • Stressful for Employees: Formal reviews can create anxiety and pressure.
    • Resistance to Change: Employees may resist new systems, impacting implementation success.

    8. How can organizations successfully implement a PMS?

    Organizations can ensure successful implementation by defining clear objectives, providing training, maintaining transparent communication, and integrating technology for performance tracking.

  • Knowledge Management Systems

    Knowledge Management Systems

    Definition and Meaning of KMS (Knowledge Management Systems); A method for the improvement of business process performance. A knowledge management system is most often uses in business in applications such as information systems, business administration, computer science, public policy, and general management. Common company departments for knowledge management systems include human resources, business strategy, and information technology.

    Here is the article to explain, What is KMS Knowledge Management Systems? Definition and Meaning

    Every organization aims to achieve its set goals and objectives as well as secure a competitive advantage over its competitors. However, these cannot achieve or actualized if staff or workers act independently and do not share ideas. Today, prominent businesses are becoming more aware that the knowledge of their employees is one of their primary assets. Sometimes organizational decisions cannot be effectively made with information alone; there is a need for knowledge application. An effective knowledge management system can give a company the competitive edge it needs to be successful, and, for that reason, knowledge management projects should be a high priority.

    Development;

    Knowledge Management Systems (KMS) “developed to support and enhance the organizational knowledge processes of knowledge creation, storage, retrieval, transfer, and application (Alavi & Leidner, 2001) This means that for any organization to be competitive in today’s global world there is a need for combination or pooling together of ideas by employees to achieve teamwork; this is in support of the saying that ‘two good heads are better than one. Since organizational knowledge is one of the important assets of the organization; it needs to manage like other assets, hence the need for what is Knowledge Management Systems (KMS).

    Knowledge management systems ‘collect all relevant knowledge and experience in the firm; and, make it available whenever and wherever it needs to support business processes and management decisions. Knowledge here could refer to as the understanding that a person has gained through education, experience, discovery, intuition, and insight or a combination of instincts, ideas, rules, and procedures that guide actions and decisions. It is an intangible asset that is unique and can use to achieve long-term strategic benefits or advantages. This is because knowledge has more competitive significance than physical assets in a consulting organization like ours that relies on unique competencies and methods. Also, unlike other physical assets of an organization, knowledge is not subject to the law of diminishing returns as are physical assets, but increases in value as people share it.

    Understand;

    Knowledge can in a form that can state, codified or written, and understandable by everyone (explicit) or in a form that cannot express easily and unconsciously applied but understood by individuals (implicit or tacit). Therefore, what knowledge management systems do is to provide collaborative capabilities; using groupware to facilitate sharing of explicit and implicit knowledge among employees. It also means to change people’s behavior to make their experience and expertise available to others. These systems involve a process that helps organizations identify, select, organize, disseminate and transfer important information; and expertise that is part of the organizational memory that typically resides within the organization in an unstructured manner. Learn more about;

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    Objetives;

    The main objective of knowledge management systems is to identify knowledge; and, explicate it in a way that it can share formally, and thus re-used. It helps in transferring the intellectual assets of the firm to value processes such as innovation and knowledge acquisition. It means improving the organization’s ability to execute its core processes more efficiently by capturing intellectual assets for the tangible benefit of the organization. Knowledge Management Systems also aim at codifying knowledge (such as best practices); organizing it in repositories for later access, finding knowledge (using search engines and other schemes); and providing organized ways to find people who possess the required knowledge.

    It poises towards determining what knowledge the organization has, as well as acquiring the knowledge that is lacking to provide collaborative capabilities and facilitate sharing of explicit and implicit knowledge among employees. Knowledge management systems enhance knowledge creation through learning, knowledge sharing, and communication; through collaboration as well as knowledge capture and explication, use and reuse, access, and archiving. It means transforming information and intellectual assets into enduring value for the organization; and, transforming knowledge to add value to the process and operations of the business. It also aims at leveraging knowledge strategically to business to accelerate growth; and innovation as well as using knowledge to provide a competitive advantage for the business.

    Problems and Solve;

    These systems also capture knowledge about how problems can solve to promote organizational learning, leading to further knowledge creation. In doing this, intellects that are in the form of tacit knowledge in individuals, groups within the organization; and other areas transfer to value processes that lead to innovation, knowledge creation, and replenishment of the organization’s core values. Knowledge management systems also capture knowledge in an external repository, identify needed knowledge and help in matching and exchanging knowledge. Some technologies that support this system are e-mail, document management, search engines, enterprise information portal, data warehouse, groupware, workflow management, and web-based training. Knowledge management systems also mean to provide collaborative capabilities, using groupware to facilitate sharing of explicit knowledge among employees; its activities or processes are supported by software such as Wincite, Grapevine, and Knowledge X.

  • What is RFID (Radio Frequency Identification)? Meaning and Definition!

    What is RFID (Radio Frequency Identification)? Meaning and Definition!

    Learn, RFID (Radio Frequency Identification), Meaning and Definition!

    Radio Frequency Identification (RFID) In past few recent years, the automatic identification techniques have become quite more than popular and they have also find their places into the core of service industries, manufacturing companies, aviation, clothing, transport systems and much more. And, it’s pretty clear by this point of time that the automated identification technology especially RFID, is highly helpful in providing information regarding the timings, location and even more intense information about people, animals, goods etc. in transit. RFID is responsible for storage of large amount of data and is reprogrammable also as in contrast with its counterpart barcodes automatic identification technology.

    #Meaning of RFID!

    “Radio-frequency identification (RFID) uses electromagnetic fields to automatically identify and track tags attached to objects. The tags contain electronically stored information. Passive tags collect energy from a nearby RFID reader’s interrogating radio waves. Active tags have a local power source such as a battery and may operate at hundreds of meters from the RFID reader. Unlike a barcode, the tag need not be within the line of sight of the reader, so it may be embedded in the tracked object. RFID is one method for Automatic Identification and Data Capture (AIDC).”

    In everyday life, the most common form of an electronic data-carrying device if often a smartcard which is probably based upon the contact field. But, this kind of a contact oriented card is normally impractical and less flexible to use. On the contrary, if we think of a contactless card with contactless data transferring capabilities, it would be far more flexible. This communication happens between the data carrying device and its reader. Now, this situation may further appear as ideal if it so happens that the power for the data carrying device comes from the reader by making use of the contactless technology. Because of this specific kind of power transferring and data carrying procedures, the contactless automatic identification systems are termed as Radio frequency Identification Systems.

    What is Radio Frequency Identification (RFID)?

    Definition: The term RFID stands for Radio Frequency Identification. Radio stands for invocation of the wireless transmission and propagation of information or data. For operating RFID devices, Frequency defines spectrum, may it be low, high, ultra high and microwave, each with distinguishing characteristics. Identification relates to identify the items with the help of various codes present in a data carrier (memory-based) and available via radio frequency reading. The RFID is a term which is used for any device that can be sensed or detected from a distance with few problems of obstruction. The invention of RFID term lies in the origin of tags that reflect or retransmit a radio-frequency signal. RFID makes use of radio frequencies to communicate between two of its components namely RFID tag and the RFID reader. The RFID system can be broadly categorized according to the physical components of frequency and data.

    Physical components of the RFID system include, but are not limited to, the following: numerous RFID tags and RFID readers and Computers. The factors associated with the RFID tags are the kind of power source its has, the environment in which it operates, the antenna on the tag for communication with the reader, its corresponding standard, memory, logic applied on the chip and application methods on the tag. The RFID tag refers to a tiny radio device also known as radio barcode, transponder or smart label. This tag is comprised of a simple silicon microchip which is attached to a small flat antenna and mounted on a substrate.

    The entire device can then be encapsulated in various materials dependent upon its intended usage. The finished RFID tag can then be attached to an object, typically an item, box or pallet. This tag can then be read remotely to ascertain position, identity or state of an item. The application methods of an RFID tag may take the forms attached, removable, embedded or conveyed. Further, the RFID tags depend upon the power source which may be a battery in case of active-tags and an RFID reader in case of passive tags. In context of the environment in which the tag operates, the role of temperature range and the humidity range comes into picture.

    The RFID reader is also referred as interrogator or scanner. Its purpose is to send and receive RF data from tags. The RFID reader factors include its antenna, polarization, protocol, interface and portability. The antenna for communication in case of the RFID reader may be internal or external and its ports may assume the values single or multiple. The polarization in case of an RFID reader may be linear or circular and single or multiple protocols may be used. In an RFID reader, Ethernet, serial, Wi-Fi, USB or other interfaces may be used. Regarding portability associated with the reader, it may be fixed or handheld.

    Apart from the RFID tags and readers, host computers are also amongst the part of the physical components of an RFID system. The data acquired by the RFID readers is passed to the host computer which may further run a specialist RFID software, or middleware to filter the data and route it to the correct application to be processed into useful information.

    Apart from the physical components of an RFID system, the RFID system may be perceived from the frequency perspective. In RFID systems, the frequency may further be classified according to the signal distance, signal range, reader to tag, tag to reader and coupling. The signal distance includes the read range and the write range. The signal range here in case of RFID systems reflects the various frequency bands i.e. LF, HF, UHF and Microwave. Further, the reader to tag frequency may assume single frequency or multiple frequencies. In case of tag to reader frequency, it may be subharmonic, harmonic or an harmonic.

    The data sub classification in RFID systems includes, the security associated with the RFID systems, multi-tag read co-ordination and processing. In the similar context, public algorithm, proprietary algorithm or none are applied for the security associated with the RFID systems. The multi-tag read co-ordination techniques used in the latest RFID systems include SDMA, TDMA, FDMA and CDMA. The processing part is composed of the middleware which further has its own architecture which may assume a single or multi-tier shape and its associated location may be reader or the server.

    Basic Information: RFID tags are used in many industries, for example, an RFID tag attached to an automobile during production can be used to track its progress through the assembly line; RFID-tagged pharmaceuticals can be tracked through warehouses; and implanting RFID microchips in livestock and pets allows for positive identification of animals.

    Since RFID tags can be attached to cash, clothing, and possessions, or implanted in animals and people, the possibility of reading personally-linked information without consent has raised serious privacy concerns. These concerns resulted in standard specifications development addressing privacy and security issues. ISO/IEC 18000 and ISO/IEC 29167 use on-chip cryptography methods for untraceability, tag and reader authentication, and over-the-air privacy. ISO/IEC 20248 specifies a digital signature data structure for RFID and barcodes providing data, source and read method authenticity. This work is done within ISO/IEC JTC 1/SC 31 Automatic identification and data capture techniques.

    In 2014, the world RFID market is worth US$8.89 billion, up from US$7.77 billion in 2013 and US$6.96 billion in 2012. This includes tags, readers, and software/services for RFID cards, labels, fobs, and all other form factors. The market value is expected to rise to US$18.68 billion by 2026.

    What is RFID Radio Frequency Identification Meaning and Definition - ilearnlot

  • What is Pollution and Types of Environmental Pollution?

    What is Pollution and Types of Environmental Pollution?

    Learn about the different types of environmental pollution and their impact on the natural environment. Find out how pollution can cause adverse changes and harm ecosystems.

    What is Pollution and Types of Environmental Pollution?

    Pollution is the introduction of contaminants into the natural environment that causes adverse change. Pollution can take the form of chemical substances or energy, such as noise, heat, or light. Pollutants, the components of pollution, can be either foreign substances/energies or naturally occurring contaminants. Pollution is often classed as point-source or nonpoint-source pollution.

    The meaning of Pollution: “The presence in or introduction into the environment of a substance which has harmful or poisonous effects.”

    History of Pollution:

    Air pollution has always accompanied civilizations. Pollution started in prehistoric times when man created the first fires. According to a 1983 article in the journal Science, “soot” found on ceilings of prehistoric caves provides ample evidence of the high levels of pollution that was associated with inadequate ventilation of open fires.” Metal forging appears to be a key turning point in creating significant air pollution levels outside the home. Core samples of glaciers in Greenland indicate increases in pollution associated with Greek, Roman, and Chinese metal production. Still, at that time the pollution was comparatively small and could be handled by nature.

    What is Environmental Pollution?

    Pollution, also called environmental pollution, is the addition of any substance (solid, liquid, or gas) or any form of energy (such as heat, sound, or radioactivity) to the environment at a rate faster than it can dispersed, diluted, decomposed, recycled, or stored in some harmless form. The major kinds of pollution are (classified by environment) air pollution, water pollution, and land pollution. Modern society is also concerned about specific types of pollutants, such as noise pollution, light pollution, and even plastic pollution.

    Although environmental pollution can cause by natural events such as forest fires and active volcanoes. The use of the word pollution generally implies that the contaminants have an anthropogenic source—that is, a source created by human activities. Pollution has accompanied humankind ever since groups of people first congregated and remained for a long time in any one place. Indeed, ancient human settlements frequently recognized by their pollutants—shell mounds and rubble heaps. Pollution was not a serious problem as long as there was enough space available for each individual or group. However, with the establishment of permanent settlements by great numbers of people, pollution became a problem, and it has remained one ever since.

    Cities of ancient times were often noxious places, fouled by human wastes and debris. Beginning about 1000ce, the use of coal for fuel caused considerable air pollution, and the conversion of coal to coke for iron smelting beginning in the 17th century exacerbated the problem. In Europe, from the Middle Ages well into the early modern era. Unsanitary urban conditions favored the outbreak of population-decimating epidemics of disease, from plague to cholera and typhoid fever. Through the 19th century, water and air pollution and the accumulation of solid wastes were largely problems of congested urban areas. But, with the rapid spread of industrialization and the growth of the human population to unprecedented levels, pollution became a universal problem.

    By the middle of the 20th century, an awareness of the need to protect air, water, and land environments from pollution had developed among the general public. In particular, the publication in 1962 of Rachel Carson’s book Silent Spring focused attention on the environmental damage caused by improper use of pesticides. Such as DDT and other persistent chemicals that accumulate in the food chain and disrupt the natural balance of ecosystems on a wide scale.

    The presence of environmental pollution raises the issue of pollution control. Great efforts made to limit the release of harmful substances into the environment. Through air pollution control, wastewater treatment, solid-waste management, hazardous waste management, and recycling.

    Types of Environmental Pollution

    The major types of environmental pollution listed below along with the particular contaminant relevant to each of them:

    Air pollution: the release of chemicals and particulates into the atmosphere. Common gaseous pollutants include carbon monoxide, sulfur dioxide, chlorofluorocarbons (CFCs), and nitrogen oxides produced by industry and motor vehicles. Photochemical ozone and smog create as nitrogen oxides and hydrocarbons react to sunlight. Particulate matter or fine dust characterize by its micrometer size from PM10 to PM2.5.

    Light pollution: includes light trespass, over-illumination, and astronomical interference.

    Littering: the criminal throwing of inappropriate synthetic objects, unremoved, onto public and private properties.

    Noise pollution: which encompasses roadway noise, aircraft noise, industrial noise as well as high-intensity sonar.

    Soil contamination occurs when chemicals released by spill or underground leakage. Among the most significant soil contaminants are hydrocarbons, heavy metals, MTBE, herbicides, pesticides, and chlorinated hydrocarbons.

    Radioactive contamination, results from 20th-century activities in atomic physics. Such as nuclear power generation and nuclear weapons research, manufacture, and deployment. (See alpha emitters and actinides in the environment.)

    Thermal pollution is a temperature change in natural water bodies caused by human influence. Such as the use of water as coolant in a power plant.

    Visual pollution, can refer to the presence of overhead power lines, motorway billboards, scarred landforms (as from strip mining), open storage of trash, municipal solid waste, or space debris.

    Water pollution, by the discharge of wastewater from commercial and industrial waste (intentionally or through spills) into surface waters. Discharges of untreated domestic sewage, and chemical contaminants, such as chlorine, from treated sewage. Release of waste and contaminants into surface runoff flowing to surface waters (including urban runoff and agricultural runoff, which may contain chemical fertilizers and pesticides). Waste disposal and leaching into groundwater; eutrophication and littering.

    Plastic pollution: involves the accumulation of plastic products in the environment that adversely affects wildlife, wildlife habitat, or humans.