Effective Team and Performance Management Essay - 11

Effective Team and Performance Management - Essay Example The paper is focused on the interpersonal relationship in the company. It proves that self-awareness of employees helps to increase effectiveness of the team management. The work describes how to develop self-awareness of employees. Some of the techniques include relationship orientation, soft skills, soliciting feedbacks, asking good questions, listening without justification etc. The author shows that relationship orientation revolves around safety, understanding, trust, sensitivity, and respect. â€Å"Soft skill† are usually heard skills that effect relationships at the work place. Consequently, employees will tent to feel that they are free in their attitudes and behaviors hence this can bring mutual respect. The work enumerates the three key tasks for the team leadership: supporting and coaching the team to succeed, maintaining and building a team as a performing unit, and lastly, creating a condition that will enable the team to embark on its work. The paper is supplied with the diagrams that illustrate the leadership skills in an organizational relationship. It provides the description of McGregor’s theory x and y as well as skills characteristics of theory x manager and y manager. The author concludes that interpersonal relationship is very essential in any given team or organization since this in one way or another that leads to either success or failure in organizational goals. It is important for one to evaluate oneself thoroughly in order to be self-aware so that to be able to manipulate those who are near correctly.

How people survive the work place political jungle Essay Example for Free

How people survive the work place political jungle Essay Distinguish between positive and negative corporate politics and explain how these can influence employment engagement. The essay will seek to distinguish between positive and negative corporate politics. The writer will start by defining corporate politics in trying to have an understanding of corporate politics and how it influence employee engagement Kakabadse (1983) cited by Armstrong defines politics as ‘a process, that of influencing individuals and groups of people to your point of view, where you cannot rely on authority’. Organizations consist of individuals who, while they are ostensibly there to achieve a common purpose, are, at the same time, driven by their own needs to achieve their own goals (Armstrong, 2009). There is significant difference between corporate politics and negative corporate politics. This can seen from the effect the two have on employee engagement and the purpose of the individual that is to say positive corporate politics is done as tool mainly by management and supervisors to try and influence other staff so as to meet organisational goals. Positive corporate politics is normal done to the benefit of the organisation as a whole. On the other hand negative corporate politics is self fulfilling it is aimed achieving self interests and in most cases it is against organisational goals Positive corporate politics include the process of influencing individual endeavour and ambition to the common good. Some individuals genuinely believe that using political means to achieve their goals will benefit the organization as well as themselves. Positive corporate politics can thus illustrated in the following case; Mrs Takuta is the Personnel at ZTRD Development Bank and is deputised by Taurai who she went to the same University and the two were in the same class. Taurai was more intelligent than his supervisor and because of the relation between the two, Mrs Takuta always find it difficult to give Taurai orders and in extreme situations taurai will challenge his boss. In the quest to have work done through her junior, Mrs Takuta wi ll use the following statement â€Å"the HR Manager wants the report done by the end of the day†. Mrs Takuta would use the HR Manager’s authority to influence Taurai to perform his duties. To the same effect, Positive corporate politics can increase efficiency, form interpersonal relationships, expedite change, and profit the organization and its members simultaneously. This can be achieved if those in power are able to use their power to influence members of staff to this effect. Thus  positive corporate politics would also include the different powers vested in them to influence positive employee engagement and increase in productivity. Management can give their employees the power to make decisions about their jobs – flexible autonomy, reward for good performance among others. Positive corporate politics involves action by individuals or groups to acquire develop and use power and other resources in order to obtain preferred outcomes (Hellriegel, Slocum and Woodman, 1995) Armstrong (2009) defines power as the capacity to secure the dominance of one’s goa ls or value over others. Individuals and managers can thus influence directly and indirectly using the various types of powers. French and Raven (1959) cited by Armstrong identified the four different types of powers that can be used to influence other employees and the power are; reward power, coercive power, expert power and legitimate power. Reward power is when individuals and managers use the reward power to influence or obtain compliance from subordinates by promising or granting rewards that includes salary increase, bonuses or even promotions. It is the management who normal use this power positively to achieve company goals. Coercive power is used to obtain compliance through threats of punishment and actual punishment. For example promising to fire an employee if they use company vehicles for personal use. The ability to influence others with the power anchored in one’s formal position of authority thus the legitimate power. Individuals can use their legitimate positions of authority to get things done through others. Legitimate power focuses constructively on job performance. Expert power is when individuals have influence because of the valueable information or knowledge they posses. The supervisor’s power is enhanced because they know about work schedules and assignments before their subordinates. Corporate politics involves struggles between social entities for resources, personal conflict and a variety of influence tactics executed by individuals and groups to obtain benefits and goals in different ways (Molm 1997) cited by Vigoda, (2000). Molm’s view of corporate politics would to a greater extent reflect negative corporate politics. Ferris, Russ, and Fundt, (1989) cited by Vigoda (2000) defines negative corporate politics as behaviour strategically designed to maximise self interests. Corporate politics can contradict the collective organisational goals or the interests of other people. Medison etal 1980) cited by Vigoda, (2000) observed that when  individuals were asked to describe work place politics they would list self serving and manipulative activities. It can then be understood that negative corporate benefits individuals at the expense of the entire organisation or a work unit. The behaviour is thus associated with manipulation, defamation, subversiveness and illegitimate use of power to attain one’s objectives. Corporate politics can then lead to job anxiety, decrease job satisfaction, and withdrawal from the organisation. Dorory (1993) cited by Vigoda, (2000) found that corporate politics has a potential demaging effect especially on lower status employees. He speculated that employees who lacked a stable power base and effective means of influencing perceived organisational politics as a source of frastiration and react by showing negative attitude towards the organisation. Employees can feel isolated and unhappy if they are not part of a cohesive team or if they are bedevilled by disruptive power politics. In conclusion, one can therefore generalise that positive corporate politics reinforces employee engagement. Employees tend to put more effort either because they expect a reward or have been promised reward for such performance. That is to say employees can be influenced by the reward power. Employees work hard or do not do unwanted behaviours to avoid punishment. in most cases, employees will also give respect to those in authority thus the legitimate power. However, on the other hand, employee will not perform as expected thats negative engagement which can be caused by negative corporate politics. Using case studies, discuss how people within an organisation can use political tactics to survive the corporate political jungle? Individuals within an organisation which can be likened to a political jungle act out roles in efforts to establish identities they wish to convey, and which can result in personal gain. It should also be noted that people alter the image they choose to present, and the strategy used to present this image, based on the situation they are in and the outcomes they hope to achieve that is how they intend to survive (Chad etal 2003). To this effect, it is important to note that individuals do not necessarily use the same tactic in every situation. Likewise, different individuals may choose different tactics when faced with similar situations. For example, whereas one individual may use self-promotion to obtain a job offer, that same individual may use  ingratiation or rationality in an attempt to obtain a promotion or pay raise. On the other hand, another individual, when faced with the same situation, may use ingratiation to obtain a job offer and assertiveness or self-promotion to win a pay raise. Different individuals may use a number of contextual factors which influence tactics an individual chooses to use, under what circumstances he or she chooses to use them, and how effective the tactic of choice will be. Such factors include the relative power of the parties, the direction of the influence attempt, the objective of the influence attempt, and the political skill of the influencer (Falbe Yukl, 1992; Ferris, Perrewe, Anthony, Gilmore, 2000) cited by Chad etal (2003). Buelens etal (2011) also subscribe to the same tactics as identified by Appelbaum and Brent (1998). He pointed out that individuals would use different tactics to get influence within an organisation or rather to get favours and promotions from their bosses. It is however believed that political behaviour is far less common and less intense among employees in lower-level positions than among employees in higher-level positions. There are a variety of political tactics used by employees at almost every organizational level that include forming coalitions and networks, impression management, information management, pursue line responsibility , ingratiation , rational persuasion, consultation and exchange Appelbaum and Brent (1998) . Forming coalitions and networks best known as networking, is a political tactic which consists of befriending important people. These people may not be in positions of any obvious political value but their jobs may provide them with information that could be useful to have. Some people ï ¬ nd that forming friendships with people in upper-level management can help them gain access to important information (Appelbaum and Brent (1998). The above can be illustrated in the following case: Zikanda was a messenger a t RIT Energy. Despite the fact that Zikanda was just a messenger, other senior employees would always give him respect and at most times conform to his needs and favours. For many years in the same organisation, I never realised why even middle level managers would actually conform to unreasonable demands of a mere messenger. Zikanda would take the pool car home as and when he feel like and no one would question that and worse of other senior employee would commute or even ask for transport from him. I later realised that his power or influence was because of his relationship with the General  Manager. Zikanda was no relative with the boss but has managed to form a network with the General Manager they were friends. Zikanda every lunch time would go to the General Manager’s office ask him what he want for lunch. It was Zikanda’s job to be sent to buy him lunch however it was the way the whole thing was done, he would at times buy him lunch with his own monies. The General Manager and Zikanda were just friends they were just too close. Other employees were not comfortable with this relation there were not sure what information the two buddies share. Zikanda has managed to make a network with the General Manager. Impression management is a simple tactic that most people uses from time to time is the management of their outward appearance and style in the quest of trying to impress those in authority. Generally, most organizations prefer a particular image that consists of being loyal, attentive, honest, neatly groomed and sociable. By deliberately trying to exhibit this preferred image, an individual can make a positive impression on inï ¬â€šuential members of the organization. As illustrated in the case of Transport officer who has turned himself to driver. Nhetuka is a transport officer at ZBM Company. Mr Nhetuka has turned himself into a driver in trying to impress management. Nhetuka is always driving managers when he is supposed to delegate drivers to drive managers around. Not only that he takes the Area Manager’s son to and from school a job which is supposed to be done by company driver. Information management is a tactic consisting of managing the information that is shared with others. The nature, as well as the timing, of information given out can have strong effects on others’ conduct (Appelbaum and Brent (1998). People who play the information management game are not likely to lie or spread misinformation, but they rely on the carefully planned release of valid information to obtain their ends (Vecchio and Appelbaum, 1995, p. 323) cited by Appelbaum and Brent (1998). An example can be given of a personnel Clerk who by virtue of his job has access to very important information to include how people can get access to loans among others. The person having such a position can sort respect and influence to the extent that he is able to make people lower themselves to get that information. In a political jungle despite the fact that this information should be given to all employees, one can choose to with hold the information for his own benefit. Pursuing core business within an organization, some positions are more closely tied to the primary  mission of the organization thus the line positions. They are at the very heart of the organization. While staff people may come to wield great power within their own territories, it is the people who do core business who usually â€Å"call the shots† on major issues. Core staff not only makes the more important decisions within the organization, they are also more likely to be promoted to top-level exe cutive positions. In many organizations, there is a preferred department of origin and career path for top- level managers. Therefore, one way to gain inï ¬â€šuence within an organization is to be assigned to a core position. It will often provide more visibility, inï ¬â€šuence, and upward mobility. A case to support the effect of core position for influence in the in an organisation; Takunda was an administration clerk ZETDC an organisation whose core business is to transmit and distribute electricity. He worked very hard for ten years furthering his qualification hoping that one day he will be promoted and be given a higher grade but nothing cane his way. ZETDC would on get people with 5 ‘O’ Level train them as electricians and give them good grades despite that they only posses a Certificate in Electrical power engineering. Takunda then decided to change the career and started a programme at the Polytechnic were he attained a Certificate in Electrical Power Engineering. And it was only then Takunda was recognised and promoted. ‘Ingratiation tactic involves giving compliments or doing favours for superiors or co-workers. Most people have a difficult time rejecting the positive advances of others. Ingratiation usually works as a tactic insofar as the target often feels positive toward the source even if the ingratiation attempt is fairly blatant and transparent. In the behavioural sciences, the notion of â€Å"social reciprocity† has been offered to help explain the process of ingratiation. In social reciprocity, there is a feeling of a social obligation to repay the positive actions of others with similar actions’ Appelbaum and Brent (1998). Appelbaum and Brent, (1998) defines ingratiation as an attempt by individuals to increase their attractiveness in the eyes of others. Ingratiation tends to be used more as an upward inï ¬â€šuence process than as a downward inï ¬â€šuence process. This tactic can best be observed when especial when one has a female boss how often do we pass complements to our female bosses, â€Å"nice hair style†, â€Å"nice dress† even if we don’t mean it. It is a political game most of us play to survive hash judgement from our bosses. In case of a Human resources clerk who  was left acting as Human Resources Officer. During the absence of his boss, Sipiwe was supposed to employ a Customer Care Clerk on a contract basis. Sipiwe knew that his boss’s daughter was unemployed and Sipiwe took this opportunity to employee the boss’s daughter without even consulting the boss. It was later discovered that Sipiwe did this because she had a boyfriend who was out of employment. Sipiwe calculated and realised that it would be easy for her to convince the boss to employ her boyfriend since she has employed the boss’s daughter. In a game of politics one has to be clever and calculative and be able to use politic al tactics to your best advantage. The case above illustrates a tactic called exchange. REFERENCE LIST Appelbaum, S..H. and Hughes, B. (1998) Ingratiation as a political tactic: Effects within the organisation; Journal of Management Decision Vol 36/2 Armstrong, M. (2009) Armstrong’s handbook of human resources management Practice; London, Kogan Pages. Buelens, M. etal (2011) Organisational Behaviour; Berkshire,McGrall- Hill Chad, A. etal (2003) Influence tactics and work outcomes; Journal of Organisational Behaviour Vol 24 No 1. Hellriegal, D. , Slocum, W. J. Jr. and Woodman, R. W. (1995), Organisational Behaviour;New York, West Publishing Company. Vigoda, E. (2000), Organisational Politics, Job attitudes and work outcomes: Exploration and implications for the Public Sector, Journal of Vocational Behaviour Vol 57. MIDLANDS STATE UNIVERSITY FACULT OF SOCIAL SCIENCES BSC HUMAN RESOURCE MANAGEMENT HONOURS DEGRE ORGANISATIONAL BEHAVIOUR [HRM 202] Assignment Cover Page Surname : NcubeName: Innocent Taurai Reg. Number: R135973GMode of Entry: VISITING Level 2.1 Lecturer: Mrs. Masitara Topic/Question: Distinguish between positive and negative corporate politics and explain how these can influence employment engagement. Using case studies, discuss how people within an organisation can use political tactics to survive the corporate political jungle?

A Problem Question on Company Law

A Problem Question on Company Law Issue The case is about a large flower shop where the conflict between a manager and the two workers arose. The employer of the manager, James, pays him a salary of $100,000 per year to manage the business, which includes some 15 employees, including 2 cleaners and 6 flower arrangers. Two flower arrangers, Dan and Sam, have been pestering the manager for weeks about getting an increase in their hourly rate. The manager has repeatedly explained to Dan and Sam that he cannot agree to a pay rise without first speaking to James, and that as he is overseas, that will not happen until the end of the month. Dan and Sam are becoming increasingly frustrated with his refusal to consider their request. One Wednesday morning(the busiest day), Dan and Sam confront the manager and tell him that unless he agrees to increase their hourly rate by $5 per hour, they are going to walk out with the 4 other flower arrangers, leaving the manager to fulfil the orders on his own. The manager has no choice but to agree to their request, as there are four wedding orders that must be done today. The manager prom ­ises to adjust their pay as requested. Once the day is finished, you sit down and consider the ramifications. This essay argues that: Is the manager legally obliged to keep his promise? What are the legal remedies? If the manager did not agree to their terms, and they walked out, what would he has been able to do if the orders weren’t fulfilled and the business lost $10,000/-? Law Stilk v Myrick [1809] [1] is a contract law case of the English High Court on the subject of consideration. In his verdict, the judge, decided that in cases where an individual was bound to do a duty under an existing contract, that duty could not be considered valid consideration for a new contract. According to the Law of Employment [2] Eachcontract[[3]] of employment contains terms and conditions by which the parties of the contract i.e. empoyer and employee regulate their relationship. These terms may be in black white or spoken. More often, the appointment letters, job descriptions, policy manuals, workplace rules practicesare considered to be the part of terms of the contract. Such terms impose a legal binding on both of the parties of contract to perform their consideration in adequate manner. These terms can also include restrictions such as period of employment, amount of wage, serving of notice periods, etc Application According to the aforemetioned case, Stilk v Myrick [1809] and keeping in view the principle of precedent, the manager is not legally obliged to keep his promise, because there was no additional consideration, fulfilled by the workers who remained at the flower shop against the additional pay which they claimed. Before they start pestering the manager for the salary increase they had undertaken to do all that they could under all the circumstances at the workplace. They had sold all their services at the previous wage rate. Therefore, without looking to the policy of this agreement, it is void for want of extra pay for the same consideration which they committed before, and that the plaintiff can only recover the same, without making any claim for legal remedies. As discussed above, if the terms of agreement carries any binding of serving a fixed employment period or a notice period before leaving the employment then the employees could not blackmail the manager by saying that they will quite immediately, if no arise of pay is made by the manager. In this scenario, the employees will be liable to pay for the damages resulted by their breach of employment contract. Such damages can be calculated by two ways: The Expectation Interest [4] and The Reliance Interest [5]. Conclusion In view of above and the principle of precedent [6], it can be concluded that due to no offereing of any additional consideration from the end of flower arrangers and trying to blackmail the manager for promising them to pay extra wage, the promise made by the manager becomes null and void and has no legal value. Thus, the manager is not legally obliged to keep his promise and for any of the legal remedies. Bibliography Books Contract Law, 7th Edition by Poole, Jill Contract Law, 7th Edition by McKendrick, Ewan Black Law Dictionary, 5th Edition Articles Legal Studies by P Luther, ‘Campbell, Espinasse and the Sailors’ [1999] ‘Consideration: Practical Benefit and the Emperor’s New Clothes’ by M Chen-Wishart, in Good Faith and Fault in Contract Law[1995] by J Beatson and D Friedmann Weblinks The Law Handbook [http://www.lawhandbook.org.au/handbook/] [1] Stilk was contracted to work on a ship owned by Myrick for  £5 a month, promising to do anything needed in the voyage regardless of emergencies. After the ship docked at Cronstadt two men deserted, and after failing to find replacements the captain promised the crew the wages of those two men divided between them if they fulfilled the duties of the missing crewmen as well as their own. After arriving at their home port the captain refused to pay the crew the money he had promised to them. When the matter was brought in front of the court the decision was made by the Judge, that since the crew members made no extra performance as consideration of the contract, thus they are not entitled to receive any extra wage for that. [2] Thetype of lawthatgovernstheemployer and employeerelationship, which includesemploymentcontracts of individuals. [3] An oral or written agreement, such as relating to employment, sales, etc, that has ability of enforceablity by law. [4] The court aim to put the plaintiff in the position which he would have been in, if the contract had been performed. [5] The court aim to put the plaintiff in the position which he would have been in, if the contract had not formed [6] A precedent is a principle or rule established in a previouslegal casethat is either binding on or persuasive for acourtor other tribunal when deciding subsequent cases with similar issues orfacts.

Book Review Of the Burning Man By Phillip Margolin :: essays research papers

Book Review of "The Burning Man" by Phillip Margolin Peter Hale, the son of Richard Hale, a four-year associate at Hale, Greaves, Strobridg, Marquand, and Bartlett, has lived his life under the shadow of his father. Despite having a high five-figure salary and fire-engine-red Porsche, Peter was constantly trying to overcome the expectations of his high- class lawyer of a father, who was former president of the Oregon State Bar. Handling only small-time cases did not present Peter with the opportunity to outshine his father, who was also a second-team All-American football player and National Champion wrestler, but when his father had a heart attack and could no longer handle a million dollar case in which Peter had been helping him, Peter could not let the opportunity pass. As Richard Hale lied helpless in a hospital bed, he demanded Peter ask for a mistrial, but it seemed only to go in one ear of Peter's and out the other. Peter's boldness would be costly though, as he would lose the case and lose his father. Richard did not die, but when he heard of his son's error he could not forgive him and couldn't bare to see him anymore. Only a fatherly instinct would force Richard to find a meager job for his helpless son in a small town with an old friend who was looking for someone trying to regain status as Peter now was. Whitaker was not as exciting as Portland was to Peter, but he began to be accustomed to the town when he began his handling small criminal cases and ran into an old friend who graduated with him from highschool, Steve Mancini. Steve, like Peter's father, was a football star, but at the Division II level for the Whitaker State football team. Hale became close with Mancini and met many other residents of Whitaker through Steve. One being Steve's beautiful and intelligent fiance, Donna Harmon and her slightly retarded brother Gary. Just as things began to become settled for Peter in Whitaker, he ran into some problems with Gary Harmon. Peter had to save him once from the police in a peeping incident and then became Gary's lead attorney, under some influence from Steve Mancini, as Gary was charged with the murder of a local college girl. The night of the murder, Gary had been at a local bar, the Stallion, and had gotten into an argument with a girl whom he had asked to buy a drink for. Despite the assurance of a local drug-dealer friend of Gary's, Kevin Booth and his friend, Christopher Mammon, the college girl had rejected Gary heavily not

Iroquis Theater

Theatre Fire changed the way we now regulate codes for many buildings. Some codes that were done due to the fire are explained thoroughly in this paper. Two online articles were used to write the paper. Iroquois Theatre Fire could have been prevented, but due to what happened at the theatre we now have mandatory codes every public building must follow before opening, making patrons safe. Rushing the construction was a bad decision; filling the theatre above Its capacity as an even worse mistake.Government officials made sure all these new regulations were followed through after the fire. On a Wednesday afternoon a fire that would change the codes for many public buildings happened at Iroquois Theatre. Many people called the theatre â€Å"fireproof†, but that wasn't the case that Monday afternoon. While many people watched the second act of a play, the fire started. A spark from a malfunctioning light ignited a drop curtain and it spread quickly catching thousands of square fee t on fire.Due to ruddier construction to open the theatre right away, roof vents had been sealed off, preventing the heat, smoke and gases from escaping the fire causing many people to die. A fire curtain was supposed to be lowered in case of fire, but the stagehand trained to do so was out sick. These made many government officials think of how codes are important to prevent many deaths, or a fire. Reasons why we have exit signs on top of exits were because of the Iroquois Theatre Fire.Iroquois Theatre Fire caused 602 lives to leave to heaven when a fire like that could have been prevented y many ways. Many law, regulations, and codes were made due to this fire, which changed our lives. Due to these regulations a fire can be handled the right way and people can get out of buildings faster. A regulation that is mandatory for buildings to have now is an exit sign on top of doors and clearly marked, and operable easily. In the theatre fire there was fire exits, but were either blocked or not marked to keep out unpaid patron out.Now fire exits are mandatory to be in a building and clearly marked. At the time fire sprinklers were a new thing, due to the rushed construction the theatre didn't have them, fire sprinklers are now a mandatory for theatre stages. It Is said the sprinklers could have raised the chances of this fire spreading as fast as It did, now buildings aren't allow to open If fire sprinklers aren't In the ceiling. The City of Chicago also rewrote its fire code to mandate outward-swinging doors In theaters, which now makes it safe for people to walk out of places In case of a fire happening.A crash bar was made for all public building's doors making It easy to run out of a building. On that night after workers couldn't extinguish the fire people started to go crazy and couldn't get out. All doors were blocked as people were trying to get out, due to having more people than the occupancy allowed. Since doors were blocked people stomped on each other t o force their way out. The fire wasn't the reason why many deaths happened, people stomping on each other killed many to the people.

The History of Deodorants and Antiperspirants

The History of Deodorants and Antiperspirants Mum deodorant is generally recognized as being the first-ever commercial deodorant... but we dont actually know who invented it.    Mum Deodorant Before the advent of deodorant, people generally battled their offensive smells by masking them with perfumes (a practice dating to the Ancient Egyptians and Greeks).  That changed when Mum deodorant came onto the scene in 1888. Unfortunately, we dont actually know whom to thank for saving us all from our stink, as the inventors name has been lost. All we know is that this Philadelphia-based inventor trademarked his invention and distributed it through his nurse under the name of Mum.   Mum also had very little in common with the deodorants found in drugstores today. Unlike todays roll-on, stick or aerosol deodorants, the zinc-based Mum deodorant was originally sold as a cream applied to the underarms by the fingers.    In the late 1940s, Helen Barnett Diserens joined the Mum production team. A suggestion by a colleague inspired Helen to develop an underarm deodorant based on the same principle as a newfangled invention called the  ballpoint pen. This new type of deodorant applicator was tested in the USA in 1952, and marketed under the name of Ban Roll-On. The First Antiperspirant Deodorants can take care of smells, but theyre not as effective at taking care of excessive sweating. Fortunately, the first antiperspirant came onto the scene just 15 years: Everdry, which launched in 1903, used aluminum salts to block pores and inhibit sweating. These early antiperspirants caused skin irritation, however, and in 1941 Jules Montenier patented a more modern formulation of antiperspirant that reduced irritation, and which hit the market as Stopette. The first antiperspirant aerosol deodorant was launched in 1965. However, antiperspirant sprays lost popularity due to health and environmental concerns, and today stick deodorants and antiperspirants are most popular.