The concepts behind the organisational behaviour - Free Essay Example

Sample details Pages: 12 Words: 3639 Downloads: 3 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? Organisations are multifaceted and human behaviour in an organisation is even more complex and unpredictable. Hence, Organisational behaviour is needed. Organisational behaviour is the study of human behaviour in the organisation and how knowledge about human behaviour is useful in improving an organisations effectiveness. Don’t waste time! Our writers will create an original "The concepts behind the organisational behaviour:" essay for you Create order Its main purpose is to find out ways through which people can work more effectively. It deals in a methodical way to study and research in a theoretical development, getting information about different activities of other organisation. Organisational behaviour provides: Analysis of different levels in an organisation. Help in understanding the complexities involved in interpersonal relations of two or more people. View to look and manage the organisations as systems which have inter-organisational relationship. Holistic view of managements behavioural approach and not representing the whole management. A platform to coordinate between two different cultured groups. Organisational behaviour is the study of what people think, feel and do in and around organisation. Organisational behaviour researchers systematically study individual team, and organisational-level characteristics that pressure behaviour within work setting. Organisational behaviour is interdisciplinary field and its appearance can be traced back to Human Relations Movement stimulated by Hawthorne experiments during 1920s. The idea of scientific management, propounded by Frederick Winslow Taylor, had come up with fundamental principles of the subject based on Motion and Time Studies, which were introduced in industry in the United States on a large scale. The major contributions of the scientific management have been (i) standardization of work; (ii) equality in payments of wages, and (iii) precision in training.1 2. The challenging nature of Work Organisation: The effective management of people takes place in the context of wider environmental setting, including the changing patterns of organisations and attitudes to work. It is frequently documented that a global economy, increased business competitiveness, the move towards more customer driven market, advances in systematic knowledge, especially telecommunication and office automation, have led to a period of constant change and need for greater organisational flexibility. The power and influence of private and public organisations, the rapid spread of new technology, and the impact of various socio economic and political factors have attracted increasing attention to the concept of corporate social responsibilities and business ethics. Increasing attention is also being focused on the ethical behaviour which underlies the decisions and actions of managers and staff; and many responsible organisations and professional bodies now choose to publish a code of ethics. The changing na ture of organisations and individuals at work has placed increasing pressure on the awareness and importance of new psychological contracts. Forces of global competition and turbulent change make employment guarantees unfeasible and demand a new management philosophy based on trust and teamwork. People are seen as a responsibility and a resource to be added to. Employees need to abandon the stability of lifetime employment and embrace the contact of continuous learning and personal development. 3. The Nature of Organisational Behaviour System: Organisational behaviour is concerned with the study of the behaviour of people of people within an organisation setting. It involves the understanding, prediction and control of human behaviour. Common definitions of organisational behaviour are generally along the lines of: the study and understanding of individual and group behaviour, and patterns of structure in order to help improve organisational performance and effectiveness. There is a close relationship between organisational behaviour and management theory and practice. Organisational behaviour is of interdisciplinary nature which integrates the behaviour science with other social science. From the disciplines, it helps to improve the relationship between people and organisation. A lot of research work and conceptual framework is emerging to ascertain human behaviour. It has now become a separate field of study whose principles, concepts and processes are synthesized. It is mainly meant for solving the orga nisational problems which are only related to human behaviour. 4. Challenges and Opportunities: In recent year many challenges and opportunities are emerging in organisational behaviour which is: An employee is becoming older. Expectations of the employee are fast changing. Loyalty towards organisations has faded away. Competition is increasing day by day forcing the organisations to increase there productivity. Globalisation of business is forcing workers to change themselves to new cultures and environment. Thus, now a day organisational behaviour has taken a significant role in the organisation to face the new challenges taking place throughout the world. The following are some critical matters facing managers for which organisational behaviour provide solution. Diversity of Workforce- Through organisations are becoming cosmopolitan yet people work together but maintain there separate identities. Manager should learn to respect this diversity as it can help in creating innovation and decision making in the organisation due to different perspectives on various problems. Demographic of work force- Couples of pursuing professional career which is hindering organisational flexibility in getting and development talents. Young people with professional qualification are joining the organisation as they are more preferred. Young people are ambitious, enthusiastic and have desire for learning. Employees expectations are changing- Due to changes in the work force demographics employees attitude, aspirations and expectations have also changed. They do not care for job security, attractive wages, housing facilities and quality of working. Employees require empowerment and quality of status. Globalisation- The internationalization of the business world has made a great impact on the organisations. These days the managers must be more flexible and proactive as he has to deal with work force of other countries which have different needs and attitudes from there own country. Even in there own country they have to face different problems due to dealing with people having different culture and background. Thus the manager need to know and understand their different culture and then adopt a suitable method to get cooperation from them. 5. Organisational Behaviour Modification: Definition of organisational behaviour modification by Robbins is- Organisational behaviour modification is a programme where managers identify performance related employee behaviours and then implement an intervention strategy to strengthen desirable behaviours and weaken undesirable behaviours. Organisational behaviour modification meant for improving the organisational effectiveness. It is derived and developed from the concept of skinners operant conditioning. If refers to eliminate or modify the undesirable behaviour and change it with the more suitable behaviour for goal attainment. The manager should observe the overt behaviour of the person and then modify it accordingly. Steps in organisational behaviour modification: Identify complex behaviour- First identify the complex behaviour which is applicable to organisational performance of the employee. Complex or critical behaviours such as absenteeism, tardiness, complaints of not doing work etc; should be identified through the employee and his superior. Impact of the behaviour- Now it is necessary to measure the impact of such behaviour. If the impact is under tolerable limit then it requires no action otherwise it is necessary to change it. Analysis of the behaviour Now the analysis should be done which involve full examination of the behaviour of the employees. This refers why an organisational behaviour modification is used to change critical performance behaviour. Intervention An intervention strategy is required to deal with: the identified critical behaviour to change and the factors causing such behaviours Evaluation Finally it desire to evaluate the working of the intervention strategies and to see that they are changing the undesirable behaviours for improving the performance. The positive change means that the strategies are successful otherwise other appropriate strategies should be applied to get the desired result. 6. Motivation: The term motivation is derived from the Latin word moveve which means to move. Motivation is what drives a person into doing something. Much of what we do is driven by the thought of a potential reward, or a consequence can be obvious tangible benefits, such as financial reward; enjoyment; or the risk of these being taken away through loosing once job. There are also other benefits that are less obvious, but which still motivate people to do something such as an internal satisfaction; or feeling of achievement. Grazier provides a useful referencing indicating that the expectation of a benefit is a major reason that somebody would be motivated to do something. Each day brings with it an endless list of decisions to be made. The process of making those decisions is driven, in large part, by the hope of benefit of the fear of a consequence. The concept of motivation is related to, but distinct from other concepts, such as instincts, drives, and reflexes. Motivated behaviour is u sually goal-oriented; the goal may be associated with a drive such as hunger or thirst (called primary motivation). However motivation is also closely tied to sensory stimuli: an animal will not usually exhibit eating behaviour unless food is presented. Unlike instinctive behaviour, motivation depends on affect. Finally motivation can be learned (in which case it is called secondary motivation) and typically elicits more complex behaviours then simple reflexes. Motivation is: The force that compel people to move and instigate them to act. To create an urge or desire to do some better performance. To in calculate enthusiasm in them so that they can take initiative in doing the work. To generate the willingness to use there best effort in performing their work. Thus, motivation is to include an act to get the desired goal. It is a process that motivates the drives or aspirations to achieve some object. As a matter of fact performance depends upon motivation as it aff ects the productivity and quality of the work. Definitions of Motivation: 1. Motivation means a process of stimulating people to action to accomplish desired goals. Scott 2. Motivation refers to the way in which urges, drives, desired, aspirations, strivings, needs direct control or explain the behaviour of human beings. Mac Farland 3. Motivation is a process that starts with physiological or psychological deficiency or need that activities behaviour or a drive that is aimed at a goal or incentives. Fred Luthans Characteristics of Motivation: Motivation has very importance in each field of life. Here are some characteristics of motivation: Motivation requires some urges of desires which can be fundamental or for ego-satisfaction. Motivation is goal directed as it has to fulfil some need. Motivation starts by internal feeling of an individual. Motivation is the driving force to get satisfied for achieving some goals. Motivation is a continuous process as all the needs are not satisfied at a time. Motivation work in totality of a person. Motivation is the main factor in inspiring the employers. Importance of Motivation: Organisational efficiency of any organisation depends upon motivation. It is the most importance factor as it deals with the behaviour of the employees. Performance depends upon behaviour which is a mixture of ability and motivation. Thus, motivation is important as: It generates will to do the work. For example- a person has the capacity to do the work but if he is not willing to do it the capacity becomes useless. Resources in an organisation can be best utilized if the motivation is directed towards attaining the organisation goals. Motivational plans in an organisation reduces labour problem i.e., absenteeism or indiscipline etc. Through motivation the organisation can increase its production and productivity as the employees will employ full efforts to use correct methods, systems, or technology effectively. Motivation produces in workers to carry out the work allocated to them for achieving the goal set by organisation. Through motivation employees will u se fill knowledge and skills to complete the work satisfactorily so that the organisation can satisfy their personal and social needs. Thus, the motivation force is dynamic which must be satisfied by achieving the goal. Motivation requires effort which should persist and more through the direction of goal. Further, motivation is very important in an organisation to improve the behaviour of its employees towards their work and to direct them for achieving them target set by organisation. The efficiency of work is also enhanced if the people are well motivated. As without motivation the technology systems and methods all becomes ineffective. To increase the efficiency and effectiveness of an organisation it is necessary to improve the performance of its employees which can be determined by two factors: Level of Ability and Affect of Motivation These can be summarised as follows performance = Ability*Motivation Theories of Motivation: The nature of human beings is complex hence no generalization could be formed on motivation theories. Thus, the various theories of motivation are classified into main categories. These theories based on: Human needs theories by: Maslow Herzberg Mc Clelland Human nature theories by: Mc Gregor Quchi Argyris Expectancy of Human Beings theories by: Vroom Porter and Lawler Human Needs Theories Maslows Need Hierarchy Theory: It is based on human needs. The behaviour of a person at a particular time is usually depends upon his strong need. An individual first fulfils his basic needs and then seeks to satisfy other higher needs. Maslow believed that once a need is satisfied it no longer serves to further motivate him. He was of the opinion that needs have priority. As soon as lower level need is satisfied, other next higher level needs emerge. He arranged the basic human needs in a hierarchy as follows: Physiological needs Safety needs Social needs Esteem needs Self actualisation needs B. Human Nature Theories Mc Gregors Participation Theories: The managements dealing with his employees in the organisation depends upon certain assumption and generalizations towards the behaviour and nature of their employees. Mc Gregor has given two alternative views of human behaviour based on their participation as worker. They are: Theory X- Negative Theory Theory Y- Positive Theory Theory X- The following assumptions about human nature are negative in approach: People usually dislike and avoid work. Need to be directed and controlled. People are lazy and avoid responsibility. Avoid leadership and prefer to be lead. Lack of self motivation and ambition. Theory Y- The following assumptions about human nature are positive in approach: Have great potential for work. Can be motivated to achieve organisational goals. Self motivated and taken initiative. People want to learn and show responsibility. People want rewards, recognition and appreciation. C. Expectancy of Human Beings Theories Vrooms Theory of Expectancy: This theory was developed by Victor H. Vroom. It is a process theory which is concerned with topic How motivation Occurs? This theory deals with the variables of motivation and their inter relationship. According to it motivation is the: Sum of all values which lead to some action. Through it employee achieves some level of his job performance. His effort depends upon the outcome of his performance, i.e., the reward or value he obtains to satisfy his goals. It can be depicted as follows: Employee-Effort-Performance-Reward Thus, this theory suggests that the effort one places on a particular work to get the desired performance in getting the related value or reward. 7. How an organisation can benefit with motivation: First class card at Ritz Carlton Hotel, Champs cards at Yum Brands, telephone calls from the CEO of Keyspan, and various celebrations for good performances at Panafric Hotel are designed to maintain and improve employee motivation. Motivation refers to the forces within a person that affect the direction, intensity, and persistence of voluntary behaviour.3 Motivated employees are willing to extent a particular level of effort for a certain amount of time to ward a particular goal. Motivation is one of the four essential drivers of individual behaviour and performance and, consequently, is an integral component of employee engagement. An engaged workforce is an important predictor of an organisations competitiveness, so its easy to see why employee motivation is continuously on the mind of corporate leaders. The quest for a motivated and engaged workforce has not been easy, however. Most employer-92 percent of them, according to one major survey- say that motivating employees has become more challenging. Three factors seem to be responsible for the increasing challenge. First, globalization, information technology, corporate restructuring, and other challenge have dramatically altered the employment relationship. These changes potentially undermine the levels of trust and commitment necessary to energize employees beyond minimum standard.4 Second, in decade past companies typically relied on armies of supervisors to closely monitor employee behaviours and performance. Even if commitment and trust were low, employees performed their jobs with the boss watching them closely. But most companies thinned their supervisory ranks when they flattened organisational structure to reduce cost. Supervisors now have many more employees, so they cant possibly keep a watchful eye out for laggards. The third challenge is that a new generation of employees has brought different expectations to the workplace. A few years ago various writers disparaged generation-X and generation-Y employees as slackers, cynics, whiners and malcontents. Now we know that the problem wasnt their lack of motivational potential; it was that employers didnt know how to motivate them. It seems that many companies still havent figured this out. According to one report more than 40 percent of employees aged 25 to 34 sometimes or frequently feel demotivated compared to 30 percent of 35 to 44 year olds and just 18 percent of 45 to 54 year olds.5 Hotels and other firms are returning to good old fashioned praise and recognition to motivate staff. Share options can evaporate and incentive plans might backfire, but a few words of appreciation almost always create a warm glow of satisfaction and renewed energy. The challenge of recognition is to catch employees doing extraordinary thins. Keyspan Corporation chairman Bob Catell resolves this by regularly asking managers for list of unsung heroes at the New England gas utility. He calls an employee every week, often spending th e first few minutes convincing the listener that the CEO really is calling. They start by saying, hey you cant fool me, this isnt Catell! But once they realize it is me, they are pleased that I would take the time to do this. Along with recognition from managers, approximately one third of large American firms rely on peer recognition as one way to motivate employees. Among them is Yum Brands Inc., the parent company of KFC, Taco bell, and Pizza Hut. Yums restaurants around the world use a recognition program in which employees reward colleagues with Champs cards, an acronym for KFCs values. The Ritz Carlton Hotel in Kuala Lumpur, which is rated as one of the best places to work in Asia, applies a similar peer recognition process using First Class cards. Nancy Teoh, Ritz Carlton Kuala Lumpurs human resource manager, explains that congratulatory message or words of appreciation are written down by any member of the team to another and even as far as from the hotel and corporate se nior leader. Teoh adds, This serves as a motivational aspect of the work environment.6 So motivation is very important for growth and better service in any industry. I am going to explain importance of motivation through these two case studies: Buddys Snack Company is a family owned company located in Rocky Mountains. Buddy forest started the business in 1951 by selling home made potato chips out of the back of his pickup truck. Now days Buddys is $36 million snack Food Company that is struggling to regain market share lost to Frito-Lay and other fierce competitors. In the early eighties Buddy passed the business to his son, Buddy Jr., who is currently grooming his son, Mark to succeed himself as head of the company. Six month ago Mark joined Buddys Snacks as salesperson, and after four months he was quickly promoted to sales manager. Mark recently graduated from a local University with an MBA in marketing, and Buddy Jr. was hoping that mark would be able to implement strat egies that could help turn the company around. Once Marks initial strategies was to introduce a new sales performance management system. As part of this approach, any salesperson who receives a bellow average performance rating would be required to attend a mandatory coaching session with his or her supervisor. Mark forest is hoping that these coaching sessions will motivate employees to increase their sales. This case describes the reaction of three salespeople who have been required to attend a coaching session because of their low performance over the previous quarter. (Russell Casey, Clayton State University, and Gloria Thompson, University of Phoenix) Mergers have roared back in corporate America, and with them have come highly lucrative payouts for the executives who triggered or accepted the acquisitions. One example is Gillette CEO James M. Kilts, who received a whopping $165 million, including stock options and severance, for selling the razor maker to Procter Gamble . Bruce L. Hammonds, CEO of MBNA Corp., was apparently promised $102 million in connection with the credit card companys acquisition by Bank of America Corp. Further behind but still well ahead of the average employees lifetime income is Toys R Us Inc. CEO John H. Eyler, who will receive cash and benefits worth about $63 million when the struggling toy retailers is purchased by an investment group. But several observers say these special perks are blatantly unfair. Others point out that bonuses perversely reward the people who made the company vulnerable to takeover.7 (Business Week) 8. Conclusion: Understanding the behaviour of organisations arises from combining the basics of the sciences or disciplines indicated with a number of more general and overtly subjective assertions. The total picture is incomplete, ever-changing and continually developing. The drive is therefore towards as complete an understanding as possible rather than absolute illumination. This understanding is based on the application of methods of research and inquiry that are capable of relative evaluation. This also concerns the validation and consistency of results and conclusions, especially when the divergent and conflicting nature of the different perspectives is considered. Ultimately, conclusions and predictions about human, and therefore organisational, behaviour are always subject to measures of uncertainty and interpretation. Organisation behaviour is very important in business and our personal life as well. We have to organise everything. I have to attend class then want to study at home the n assignment, everything should be organised and same thing applied in Company.

The Doctrine Of The Faith - 1340 Words

Mavrodes begins by stating the doctrine of the faith, which is that God is omnipotent (capable of anything). There has been attempts to refute the omnipotence of God by proposing things he cannot do. One example Mavrodes gives is the creation of a square circle. In paragraph two Mavrodes goes on to highlight the counterarguments to these attempts by a St. Thomas. St. Thomas wanted to clarify that the â€Å"anything† that we refer to when we talk about God’s omnipotence should be, â€Å"construed to refer only to objects, actions, or states of affairs whose descriptions are not self-contradictory.† Thomas goes on to say that only things whose nonexistence might plausibly be attributed to a lack of power would fit under this category. Mavrodes†¦show more content†¦Mavrodes now decides to state that despite this difference, the question of the stone is open to the same solution as the problem of the square circle. The question of the stone doesn’t work because it depends on asking whether God can perform a self-contradictory thing. The answer that he cannot do such a thing does not damage God’s doctrine of omnipotence. Either God’s omnipotence is true, or he lacks such omnipotence. If we are to assume that he is not omnipotent, the problem of a stone too heavy for God to lift wouldn’t contradict itself. If we say that God is able or unable to create such a stone, his omnipotence may be in question. This too is no more than an assumption much like the one we started with. Mavrodes then questions whether or not the assumption of the omnipotence of God always leads to a reductio, when in fact, in may give us a feasible answer. When one assumes that God is omnipotent, a stone too heavy to lift then becomes contradictory, as it then becomes what Mavrodes refers to as, â€Å"a stone which cannot be lifted by Him whose power is sufficient for lifting anything.† The stone this scenario describes contradicts itself and is entirely impossible, so we can check it at the door when it comes to questioning God’s omnipotence. Not being capable of logical existence, it’s failure to do so can’t be due to a lack in the power of God. It is the omnipotence ofShow MoreRelatedThe Doctrine Of Justification By Faith932 Words   |  4 PagesThe Doctrine of Justification has been a vital teaching throughout the history of Christianity and it is the fulcrum upon which the Church balances; even minor tweaking could result in drastic changes to our core beliefs. This Doctrine can be summarized to say that Justification is God’s declaration, that only through faith in his son’s suffering a re we saved and are righteous in God’s sight. 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Tourism Definitions free essay sample

They are discussed in terms of heir merits and deficiencies, and then any connections with the points raised by Leaper (1979). Tourism Tourist Definition Identification The six definitions are below, with relevant discussion and connection with Leaper (1979) following; 1. Tourism should be defined conceptually as those aspects of leisure-time behavior and their consequences which occur as a result of temporary trips away from the home environment and which are motivated exclusively by a concern for recreation matters. (Heeled, 1980) 2. Tourist as someone traveling for any purpose except commuting to and from work.. . (Hunt Laymen, 1991)] 3. Tourism appears to be becoming an acceptable term to singularly describe the activity of people taking trips away from home and the Industry which has developed in response to this activity. [ (Hunt Laymen, 1991)] 4. The Most popular way of defining tourist was by the purpose of the travel, with pleasure or vacation being prevalent terms, although specific types of purposes were also stated, such as visiting friends and relatives, shopping, attending an event or attraction, or other than commercial business. We will write a custom essay sample on Tourism Definitions or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Whether respondents considered a business arson a tourist is debatable, as some reported they were tourists and some reported that they were not. [ (Amasser, 1998)] 5. The definition of tourism Includes three common elements: 1. Movement of people between two or more places (origin and destination) 2. Length of time of movement (temporary) 3. Purpose [ (Headman Jackson, 2003) ] 6. Tourists are temporary visitors staying over 24 hours in the country visited, whose Journey falls Into one of the following categories: leisure, recreation, holiday, sport, health, study religion: or business, family, friends, mission, tenting. [ (Headman Jackson, 2003)] Definition discussions and relevance to Leper (1979) . This definition of tourism clearly Identifies that there are Industrial Impacts, and does not merely rely on the behavior of the tourist to define tourism. It identifies that tourist (the behavioral portion) can influence the destination region; it does not however address the manner by which the Influence Is realized. Lepers Tourist System does form a much stronger, persuasive definition of tourism as It does represent the influence, through the industrialization characteristics. . The generalization of this definition of a tourist means that nearly any person who enters local shopping centre to undertake the weekly groceries would be considered a tourist under this definition. This is simply not an acceptable definition off tourist and it would be near impossible to delineate, or make any assumptions about a tourist or tourism in general using this definition off tourist. 3. Again this is a much generalized definition of a tourist.It does however consider the industrial aspects as discussed by Leaper (1979) and which forms part of his holistic definition f The Tourist System. Again is serves very little purpose on an academic sense, although it does have greater specificity in terms of whom the definition fits. It at least considers that a person must be away from home, but does not provide any substantial support to other functions of the tourist. 4.This definition of a tourist is actual quite functional in terms of being able to clearly identify and therefore gather statistics for analysis. This does consider behavioral aspects and supports the analysis of this function of Leaper (1979) Tourism System. 5. This definition covers he technical definition of tourism, allowing for the statistical aspects as discussed by Leaper (1979). It covers the three elements of the standard internal definition: distance traveled, duration and purpose.It supports and allows a clear definition for statistical purposes but has limited relevance to business related discussion in terms of any economic or business impacts that may result from the persons undertaking the activity as defined. Similarly Leaper (1979) has issue with this purely statistical approach to defining tourism as it does not consider the industrial aspects that result room tourism and the tourist. 6. The specificity of this definition of a tourist supports only the data gathering for a particular purpose.

Ugly Genes Essay Example

Ugly Genes Paper Why doesnt evolution get rid of ugly people? Based on the precepts of natural selection, species with inferior traits are bound to be wiped out with time, leaving only the fit species to survive and propagate future offspring of the same species. It is paradoxical, however, that some undesirable traits in some species keep on persisting, being passed on from one generation to another, defying the premises upon which natural selection stands. Why is it that the ugly, the unhealthy and the not so smart keep persisting in the world, yet based on the natural selection they are naturally supposed to fade away? The author posits that the not so attractive will logically not pass down their traits as no one would be interested to have them as their mates, the unhealthy will not live long to pass down their inferior traits and the dumb will be at a disadvantage in the acquisition of wealth and financial prosperity necessary to survive and raise a family (Begley, 2007). Looking around, abundant evidence still persists that seem to contr adict with the predictions of this theory of natural selection: ugly people still exist, there are dumb people around and the unhealthy as well. Why is this the case? What makes someone ugly We will write a custom essay sample on Ugly Genes specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Ugly Genes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Ugly Genes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer According to the explanation offered by evolutionary genetics, this paradox is as a result of constant mutation of these undesirable traits keep persisting no matter how hard the process of natural selection kicks in to cleanse them. Scientists, however, do admit that the notion of constant mutation is farfetched and that there is a real reason to explain the paradox. Studies conducted at Edinburgh University, Scotland, have attempted to offer an explanation for this paradox; that the genes that are good for males are not desirable for females, and the reverse is also true. The scientists conducted the research on a population of 3,559 red deers inhabiting a Scottish island spanning eighteen generations (Earp, Sandberg, Savulescu, 2012). They documented every detail about the animals, from their fitness levels to their mating cycles to the off springs that managed to survive. The result of the research was contradictory; on average, male red deers with high fitness levels sired off springs with relatively low fitness levels. The reverse also held true; that male deer that had low reproductive success and fitness sired daughters that were relatively successful. This state of affairs could be explained by the fact that traits that are based on genes could have very different effects on males than on females. This analogy could be used to explain features in humans as well: a father might be having a shapely nose that would be expected to be described as hunky on males but not so good on females. As such a father would attract females who desire the desirable trait in the father, the result of their copulation might produce a daughter whose nose is far from shapely. Traits which evolutionary scientists describe as not good for mating in females persist because they are inherited by their sons in their DNA and are propagated when the sons sire their own daughters (Pennisi, 2012). Further studies try to explain the phenomenon of the persistence of undesirable genes despite natural selection. The most prominent one, perhaps, is the existence of the gene for sickle cell disease, which is more rampant in the Mediterranean regions as well as in Africa. Logically, it is expected that the process of natural selection would kick in and eliminate it, but it has not. It emerged that carrying a copy of such a gene would make one more resistant to malaria attacks, which are prevalent in these same regions (Pennisi, 2012). Natural selection essay The author poignantly cautions those who are obsessed with physical traits in the choice of their mates. He points to them that have the tendencies of rejecting their potential mates because they possess less than desirable traits and features, thinking that they would be doing a service for themselves and their future generations through the propagation of superior genes only. Natural selection, as demonstrated by the author, does not really work as people would expect. Although the author uses strong points to paint a picture that natural selection at times fails to eliminate the less desirable traits and that people should think twice before rejecting their potential spouse because they possess somewhat inferior traits, much is left to be desired of this proposition. For one, people have different preferences in selecting their mates and such evidence presented might not be useful in deterring people from overlooking the misfits and opting for the superior in the society. This is perhaps clearly demonstrated in cases where relatively successful individuals, in terms of wealth, success and fame flock together and establish their own families, oblivious of what natural selection might mean to their union. For some, the concept of natural selection does not even strike their radar, as they have already been swept by the love bug, choosing whomever they desire regardless of their genetic composition, whether desirable or not. Furthermore, the concept of natural selection stirs controversy as some closely associate it with evolution which goes against their beliefs. The author uses emotive terms that touch on the core of human characteristics-ugliness, dumbness, and health- to prove a point about natural selection. This, however, might not be well received by all members of the audience as it contravenes to their values and beliefs. Some, for instance, believe that we ate all beautiful and inferior or superior traits are subjective and should therefore not be used as a universal basis for drumming for the process of natural selection. Natural selection and evolutionary theories are refuted by others as they believe in a supreme being whose creations should not be measured, believing that the creator is infinitely wise, and thus no human scale should be used to determine what is desirable or not; only the creator knows (Begley, 2007). There are some cases where natural selection is at work. Research shows that the process is still at work as recent as the 19th century. The study conducted in Finland sought to explore the key signposts of natural selection: those who married and those who did not, those who lived beyond the age of 15, the number of marriages the population under study had, and the number of children sired in each marriage. Half of the study population died before reaching the age of 15, indicating that they possessed traits that did not favor natural selection. As such, none of their genes could not be passed to the next generation. 20 percent of the population did not marry and did not have children, implying that they possessed some undesirable traits that prevented them from obtaining spouses and transmitting their genes to the next generation. The author uses strong pathos, logos, and ethos in driving his point home with regards to the fallacy of natural selection, though evidence still exists that support that the process is still ongoing, despite the argument put forward by the author. References Begley, S. (2007). Why Doesnt Evolution Get Rid of Ugly People?. Newsweek. Retrieved 27 September 2016, from http://europe.newsweek.com/why-doesnt-evolution-get-rid-ugly-people-221992?rm=eu Earp, B., Sandberg, A., ; Savulescu, J. (2012). Natural Selection, Childrearing, and the Ethics of Marriage (and Divorce): Building a Case for the Neuroenhancement of Human Relationships. Philosophy ; Technology, 25(4), 561-587. http://dx.doi.org/10.1007/s13347-012-0081-8 Pennisi, E. (2012). Natural Selection Is Still With Us. Science | AAAS. Retrieved 27 September 2016, from http://www.sciencemag.org/news/2012/04/natural-selection-still-us