The Walt Disney Company Mckinsey 7s Model the...

The Walt Disney Company: The Entertainment King Starting as a young boy from Missouri, farmer Walter Elias Disney set out to make a mark on society. After first joining the Red Cross in World War I, he came back determined to be an artist. After moving to Hollywood in 1923 with his older brother Roy, they founded Disney Brothers Studio. After diversifying as much as possible, Disney had a firm grasp on the global market share until the 1980’s where the company’s revenues began to slump in the film industry. Luckily Sid Bass invested $365 million in order to rescue the company and bring an end to all hostile takeover attempts. Disney’s billion dollar powerhouse status in the entertainment industry can be broken down and analyzed using the†¦show more content†¦Walt believed the true revenue lay with full-length feature films. In 1937 Walt Disney and his studio created the world’s first full-length, full-color animated feature, Snow White and the Seven Dwarfs. This was the highest-grossing animate d movie of all time, even out grossing animated films until the year 2000 (Exhibit 7). Disney Brothers Studio attempted to increase its market share so cleverly in the fact that they began a signature trend of stocking shelves with products the day of the film’s release in huge retail stores such as Sears and Woolworth’s. To maintain this competitive advantage and market share, Disney set a goal of releasing two feature–length films per year, in addition to a large number of shorts. As the company was skyrocketing in sales and revenue, Disney began to scale up, and employee base grew sevenfold and they even built a new studio in Burbank. In order to finance these new additions, Disney Brothers Studios went public in 1940. World War II was a sluggish time for Disney so in 1944 Disney began another trademark tactic of re-releasing its full-length classic cartoons every few years so as to capture the interest of all the new generations of children. This strategy became an important source of profits for Disney. After the war ended, Disney diversified further by creating Walt Disney Music Company to control music copyrights and to recruit the finest artists. Disney took the diversification strategy to new heights by offering

Hydropower is taking the energy out of water flowing from...

Hydropower is taking the energy out of water flowing from a higher elevation to a lower one and converting it into electricity. Hydropower has been used as source for electricity for many years and is the leading renewable energy resource in America today. Hydropower is the most dependable and effective of all renewable power sources. â€Å"And today, about seven percent of all electricity is generated from hydropower† (DOE.org) The Tennessee Valley Authority is the nation’s largest federal, public power company. TVA also has fossil fuel, nuclear, and hydropower plants. â€Å"TVA maintains 29 conventional hydroelectric dams throughout the Tennessee River System and one pumped-storage facility for the production of electricity.† (tva.gov) â€Å"Together†¦show more content†¦(tva.gov) (Figure 1.1) There are many benefits to using hydropower. Hydropower is fueled by water, so it’s a clean fuel source and doesn’t pollute the environment like other power plants. It is also a domestic source of energy because it is produced in the United States. Hydropower is a renewable resource because it relies on the water cycle and is also available as needed because engineers can control the flow of water through the turbines to produce electricity on demand. However, Hydropower operations can have negative effects on aquatic life near the dams. A low oxygen level in the water being released from the dams puts stress on the aquatic life that lives in the water and damages their natural habitat. â€Å"To address these problems TVA began a five-year, $44 million tail water improvements program in 1991. Several approaches are used to keep a constant flow of water in the riverbed and to add oxygen to the water. Studies show that such efforts are making a positive difference in wat er quality and the health of the aquatic environment downstream of hydropower dams.† (tva.gov) Hydropower is a clean and reliable source of energy for TVA and plays an important role in their power system. â€Å"On the Tennessee River system TVA maintains twenty-nine conventional hydroelectric dams and one pumped-storage plant for the production of electricity. This hydro system generates between seven and tenShow MoreRelatedTop Ten Biggest Dams in Asia15124 Words   |  61 PagesAsia Human’s never ending need of water dates back from the start of our existence. In the earlier days our ancestors have always been relying on the naturally occurring dams found in nature. But with the rapid increase of population, these natural dams are now very insufficient in providing enough water to supply the peoples demand for water. With a problem comes a solution, our early ancestors needed to find a more efficient way of getting and storing water for their needs. So instead of relyingRead MoreThe Holy River of India-River Ganges9512 Words   |  39 Pagesthe river of India, beloved of her people, round which are intertwined her memories, her hopes and fears, her songs of triumph, her victories and her defeats. She has been a symbol of Indias age-long culture and civilization, ever changing, ever flowing, and yet ever the same Ganga. - Jawaharlal Nehru, First Prime Minister of India, born in Allahabad on the Ganges Ganges (Hindi Ganga), major river of the Indian subcontinent, formed in the southern ranges of the Himalaya, in northern Uttar Pradesh

Use Of A Standardized Protocol To Decrease Medication Errors

Question: Discuss about the Use Of A Standardized Protocol To Decrease Medication Errors. Answer: Description I took a medical round in the pediatric ward with the registered nurse I was assigned. My patient in this ward was a type 1 diabetic who was due for insulin. I receive my instructions from the registered nurse. In this case, the nurse requested me to draw 24 units of insulin, which I was to administer to the patient as the nurse watches. We both checked the dosage to make sure it was 24 units before administering. Later, I return to check the blood sugar levels. I noticed that the level had dropped drastically from 14mmol/l to 3.5mmol/l. I notified the nurse immediately. On checking the medical chart, we realized that we had administered 24 units instead of 2.4 units of insulin. Feeling Before administering the dosage, I felt self-assured and positive on what I was doing. I had seen the registered nurse administer the insulin before so I had prior knowledge. When I have to discuss the patient with the registered nurse, I made sure we were outside the ward as it is unprofessional to discuss over a patient at their presence. The medical records were not updated and were poorly managed. When the registered nurse mentioned this to me, I become defensive and I said, It does not matter. When I came into my conscious, I knew such remarks were unprofessional, that is when I went in to check the patients blood sugar level to check on their response after the administration of the insulin. Medical records are a working document, which should always be updated to avoid medical errors. Lack, poor, and incomplete record keeping can be injurious to the patient recovery (Sheu, Wei, Chen, Yu Tang, 2009). I felt so helpless and I had to request the registered to do something with t he patient. Evaluation My professional role in nursing helped me to assess the patients blood sugar level in order to give an accurate description to the registered nurse prior to administering the insulin. I provided the nurse with evidence, which consolidated with my assessment skills that enabled me to put my drug administration skills into practice. Analysis Lesar (2002) notes hat professional partnership stand a risk if a registered nurse lacks professional knowledge, which will enable them to act ethically, this, undermines their authority. For instance, the registered nurse knew that I was a learner and should have treated me as a learner but not a care partner. Therefore, it is essential to design appropriate nursing framework in order to eliminate some of the medical errors as the one above (Wolf, Hicks Serembus, 2006). For instance, a nursing intervention that notifies nursing students on what to do, how to do it, and when to do is essential in the nursing practice (Donihi Korytkowski, 2006). Further, registered nurses should enhance their communication skills so that other practitioners can be flexible in their nursing approach. In the case of poor medical documentation, it is imperative for nurses to maintain complete and up to date medical record in order to avoid medical errors, which can be detrimental to the patient (Balas, Scott Rogers, 2004). For instance, if the nurse had maintained a complete set of medical records, there could not have been any errors in medication. Conclusion I conclude that my drug administration process was successful. Despite the errors in the dosage, the patients blood level stabilized after receiving medical support from the other healthcare practitioners. However, I learned that it is important to maintain complete and up to date medical records, as they are a legal document, which should be in progress. Nevertheless, I demonstrated that I can holistically assess patients but I had to further my knowledge on my career concerns as remarks like it does not matter are unprofessional and can put the patients life in danger. Action Plan In order to give confidence for the participation of others in drug administration, I will e conversant on the issue of drug administration and the importance of medical records. Further, I will enhance my knowledge on the diabetic stages and the dosage required for each stage of the condition. I will disseminate the same knowledge to my peers s sharing medical knowledge is imperative in a holistic care. As I develop into a fully registered nurse, I will continue with my medical research so that I can reflect it in my practice. Hence, formulating a new action plan will address my weaknesses and by acknowledging the weaknesses, I will be in a position to create achievable goals in order to become a competent health care provider (Pianpeng Koraneekij, 2016). References Balas, M. C., Scott, L. D., Rogers, A. E. (2004). The prevalence and nature of errors and near errors reported by hospital staff nurses.Applied Nursing Research,17(4), 224-230. Donihi Korytkowski, M. T. (2006). Use of a standardized protocol to decrease medication errors and adverse events related to sliding scale insulin.Quality and Safety in Health Care,15(2), 89-91. Kaushal, R., Bates, D. W., Landrigan, C., McKenna, K. J., Clapp, M. D., Federico, F., Goldmann, D. A. (2001). Medication errors and adverse drug events in pediatric inpatients.Jama,285(16), 2114-2120. Lesar, T. S. (2002). Prescribing errors involving medication dosage forms.Journal of general internal medicine,17(8), 579-587. Pianpeng, T., Koraneekij, P. (2016). Development of a Model of Reflection Using Video Based on Gibbs's Cycle in Electronic Portfolio to Enhance Level of Reflective Thinking of Nursing Students.International Journal of Nursing6(1), 26. Sheu, S. J., Wei, I. L., Chen, C. H., Yu, S., Tang, F. I. (2009). Using snowball sampling method with nurses to understand medication administration errors.Journal of clinical nursing,18(4), 559-569. Wolf, Z. R., Hicks, R., Serembus, J. F. (2006). Characteristics of medication errors made by students during the administration phase: a descriptive study.Journal of Professional Nursing,22(1), 39-51.

Wegman free essay sample

Question 04: What is the primary source of Wegmans’s culture, and what are some ways that it has been able to sustain itself? Answer: The culture of an organization does not immerge automatically at once. It is a consequence of series of activities that had been enforced by the group who influenced to create it, change it and who actually lives together with in transforming the culture to the future. For most of the organizations, it is the founder who begins the culture. Being the founders they have a major impact on deciding the cultural characteristics that would be engraved to the organizations that they form. They decide the vision and have a mind set of what type of culture that will be adopted in achieving the vision at the end. It is also the founders who had become the ultimate source of Wegmans’s culture as well. They were brothers, John and Walter wegman. We will write a custom essay sample on Wegman or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page They had started this company with one grocery store in Rochester, New York in 1930. More importantly distinguishing their culture from the perceived cultures in other organization’s of the same industry. The early culture as well as business strategy they used quickly separated their company from existed groceries and created a unique identity for them. This culture creation occurred in mainly three ways: * They hire the people who think the same way : The pioneers of wegmans had interest on food and they thought the employees should also possessed the same interest. They indoctrinated and socialized these employees in to their way of thinking and feeling. * Their own behavior acted as a role model that encourages employees to internalized the core values, norms and practices of founders to themselves. This is evident by the decisions which had taken by Walter’s Son in 1950. – Implemented a generous number of employee benefits such as profit sharing and medical coverage, completely paid by the company. The same followed by Danny, Robet’s Son, launched an immense college scholarships program for its employees at the expense of company. Once the culture is in place it is organizational practices that encounters its ability to sustain itself and move forward. The Human resource management functional plays a vital role in this context. Some Of them are : * Employee Selection * Employee Performance Evaluations. * Promotional/Reward Systems. * Training and carrer developments. Etc. Apart from the above analysis there three forces which particularly important when developing a sustainable culture. * Selection practices. * The actions of top Management. * Socialization. In Wegman’s company the following forces has been highlighted as the ways of transforming an early culture towards a sustainable one. * Selection Practice. while maintaining the primary objective of the selecting process, hiring a candidate with right knowledge, qualifications, skills and abilities, consider how well that person right fit in to the organization culture. This ensures that a proper match with individual’s values and norms with those of the organization. This theory has been explicitly adopted by Wegamans. They have a cultural value for focusing on serving fine food. This requires that their employees should have a real interest in food. This is achieved by hiring the employees who have a real interest over the foods. They are not selected as merely having the intellectual ability or experience required to perform their job, additionally a main cultural value also matches at the selection. * The actions of top Management. The actions of top management also have a greater impact on organization’s culture. Their statements, their behaviors reflect the culture they are in as well as affect the sustainability of culture. This further filter down through the organization management structure. The president of the company in 1950 had made a statement â€Å"I was no different from them,† referring to the company’s employees. Through this statement he had demonstrated how the top management treats their employees while creating a happy, loyal and well committed, work force. Moreover the statement made by Jeff Burris,a supervisor at the Dullles,Virginia Store has also expressed his conformity towards the main cultural value of selection procedure adopted by company. As denoted above the important welfare plans launched by former presidents also shows us how well the top management recognizes the culture in Wegman, respect and contribute to its sustainability. * Socialization. This is a process that adapts employees to the organization’s culture. When a new employee is hired, he is new to the organization. The organization wants to help the new comer to transform the core elements of its culture and let the person become a member of its culture. This adaptation is called socialization. The socialization consists three stages. * Pre Arrival Stage. * Encounter Stage. * Metamorphosis stage. 03. 01 Pre Arrival Stage. This is one set of socialization process that occurs before a new employee joins the organization. It is apparent that in Wegmans the selection procedure has been designed such a way to match with its core values. So candidate requires to be â€Å"right type†. It can be reasonably assumed that at the selection it takes place a two way communication and ensures the value of culture is preserved. * Encounter Stage. In this stage solicitation is taken place once the new employee is recruited in to the organization. Here the new employee really sees what the organization like and judge how his attitudes, expectations are affected. He might compare his expectations vs reality and probably a divergence may exist. Wegmans has identified this is crucial as same as the pre arrival stage. They very well planned this in their organic growth. The growth is quite slow in order to maintain a sustainable culture. As the culture is so important for their business. They do open only two new stores per year. More importantly the employees from existing stores are brought in to the new store, which enables them to transmit their knowledge and the store’s values to new employees. This is how their culture has been able to sustain itself. * Metamorphosis stage. As a result of the socialization, the new comer changes and adjusts to the job, work group and organization. In this stage the he feels that he is comfortable, satisfied and accepted by their peers as trusted and valued individual. There are two stories which evident that the employees have undergone this socialization process and reached to the this stage. One story is about Sara Goggins ,and another one with Keely Schoeneck. In addition to that there are further more information available in the case study to prove that their promotional system also in built towards who contribute/support the culture will reward well. More than half of their managers had started their carrer in Wegmans when they were teenagers. Due to the ways explained above Wegmans culture is alive culture which has been able to sustain itself which has extensively contributed for its effectiveness and finally to the sucees of the company.

Free Essays on Drinking And Driving

Drinking & Driving Driving is a privilege. It’s not a right that was given to you from birth by god himself. Americans are very fortunate to live in a world where you have the choice to drink and drive. Getting behind the wheel of an automobile intoxicated may seem like nothing at all but image if you were the pedestrian walking along the crosswalk, or that little child playing basketball in front of your own home. One right all people have is the right to feel safe, and no one has the right to take that away. When you choose to drink and drive there are other things that you should put into consideration even before you take that first sip of alcohol. One of the most important things to know what actually is happening to your body when you consume alcohol. Almost as soon as you consume a drink it starts to take affect whether you realize it or not. This is partly because alcohol isn’t digested. The bloodstream sucks it through the walls and lining of the stomach. When alcohol gets to the bloodstream it reaches the brain quickly, because a large amount of blood is sent to the brain. The area that is first to be affected by your alcohol intake controls your judgment and reasoning. After that your physical abilities are next to be dulled. When this happens it takes a person longer than a sober person to process information. Finally the part of the brain that is to be affected is the section that operates a person’s reaction time and coordination. An example on the road would be a to over steer, brake late, or not brake at all. When the entire brain is tainted then there is a chance the person may become unconscious. If you decide to drink and your underage or you don’t have a designated driver then its you that will have to pay the consequences. First if you’re underage and even caught in a liquor store your license automatically gets taken away from you. Although if somehow you manage to obtain some alcohol and a polic... Free Essays on Drinking And Driving Free Essays on Drinking And Driving Drinking & Driving Driving is a privilege. It’s not a right that was given to you from birth by god himself. Americans are very fortunate to live in a world where you have the choice to drink and drive. Getting behind the wheel of an automobile intoxicated may seem like nothing at all but image if you were the pedestrian walking along the crosswalk, or that little child playing basketball in front of your own home. One right all people have is the right to feel safe, and no one has the right to take that away. When you choose to drink and drive there are other things that you should put into consideration even before you take that first sip of alcohol. One of the most important things to know what actually is happening to your body when you consume alcohol. Almost as soon as you consume a drink it starts to take affect whether you realize it or not. This is partly because alcohol isn’t digested. The bloodstream sucks it through the walls and lining of the stomach. When alcohol gets to the bloodstream it reaches the brain quickly, because a large amount of blood is sent to the brain. The area that is first to be affected by your alcohol intake controls your judgment and reasoning. After that your physical abilities are next to be dulled. When this happens it takes a person longer than a sober person to process information. Finally the part of the brain that is to be affected is the section that operates a person’s reaction time and coordination. An example on the road would be a to over steer, brake late, or not brake at all. When the entire brain is tainted then there is a chance the person may become unconscious. If you decide to drink and your underage or you don’t have a designated driver then its you that will have to pay the consequences. First if you’re underage and even caught in a liquor store your license automatically gets taken away from you. Although if somehow you manage to obtain some alcohol and a polic...

Computer and Internet Terms in Spanish

Computer and Internet Terms in Spanish If you travel to a country where Spanish is spoken, chances are that sooner or later youll be using a computer, probably to use the Internet, or possibly for study or business. For English speakers, the Spanish of computers and the Internet can be surprisingly easy - in areas of technology, many English words have been adopted into Spanish, and many English words in the sciences come to us via Latin or Greek, also sources of Spanish words. Even so, Spanish vocabulary related to computers and the Internet remains in a state of flux: Some purists have objected to the direct import of English words, so while sometimes a computer mouse will be referred to simply as a mouse (pronounced as maus), sometimes the word ratà ³n is used. And some words are used in different ways by different people and publications; for example, youll see references both to la Internet (because of the word for the network, red, is feminine) and el Internet (because new words in the language typically are masculine by default). And frequently internet is left uncapitalized. These qualifications should be kept in mind if using the following list of computer and Internet terms. Although the terms given here are all used by Spanish speakers somewhere, the word choice may depend on the region and the preference of the individual speaker. In some cases, there also may be alternatives or spellings that arent listed here. In most cases, imported English words related to technology tend to keep the English pronunciation or something approximating it. Spanish Computer Terms A-L address (in email or on a website) - la direccià ³napp  -   la  app (the word is feminine), la aplicacià ³nat symbol () - la arrobabackslash (\) - la barra invertida, la barra inversa, la contrabarrabackup - la copia de seguridad (verb, hacer una copia/archivo de seguridad)bandwidth - la amplitud de bandabattery - la pilabookmark - el favorito, el marcador, el marcapginasboot (verb)  -   iniciar,  prender, encenderbrowser - el navegador (web), el browserbug - el fallo, el error, el bugbutton (as on a mouse) - el botà ³nbyte, kilobyte, megabyte - byte, kilobyte, megabytecable - el cablecache  -   el cachà ©, la memoria cachecard - la tarjetaCD-ROM - CD-ROMclick (noun) - el clicclick (verb) - hacer clic, cliquear, presionar, pulsarcomputer - la computadora (sometimes el computador), el ordenadorcookie (used in browsers)  -   la cookiecrash (verb)  -   colgarse, bloquearsecursor - el cursorcut and paste - cortar y pegardata - los datosdesk top (of a computer screen) - el escritorio, la pantalladigital - digitaldomain - el dominiodot (in Internet addresses) - el puntodownload - descargardriver - el controlador de dispositivo, el driveremail (noun)  - el correo electrà ³nico, el email (plural los emails)email (verb)  -   enviar correo electrà ³nico, enviar por correo electrà ³nico, emailearerase, delete - borrarfile - el archivofirewall  -   el contrafuegos, el firewallflash memory - la memoria flashfolder - la carpetafrequently asked questions, FAQ - las preguntas ms frecuentes, las preguntas de uso frecuente, las preguntas (ms) comunes, las FAQ, las PUFGoogle (as a verb)  -   googlearhard drive - el disco durohertz, megahertz, gigahertz - hertz, megahertz, gigahertzhigh resolution - resolucià ³n alta, definicià ³n altahome page - la pgina inicial, la pgina principal, la portadaicon - el iconoinstall - instalarInternet - la internet, el internet, la Redkey (of a keyboard) - la tec lakeyboard - el tecladokeyword - la palabra clavelaptop (computer) - el plegable, la computadora porttil, el ordenador porttilLCD - LCDlink - el enlace, la conexià ³n, el và ­nculo Spanish Computer Terms M-Z memory - la memoriamenu - el menà ºmessage - el mensajemodem - el mà ³demmouse - el ratà ³n, el mousemultitasking - la multitareanetwork - la redopen-source  -   de cà ³digo abiertooperating system - el sistema operativo, el cà ³digo operacionalpassword - la contraseà ±aprint (verb) - imprimirprinter - la impresoraprivacy; privacy policy  -   la privacidad; la polà ­tica de privacidad, la pà ³liza de privacidadprocessor - el procesadorprogram - el programa (verb, programar)RAM - la RAM, la memoria RAMsave (a file or document) - guardarscreen - la pantallascreensaver - el salvapantallassearch engine - el buscador, el servidor de bà ºsquedaserver - el servidorslash (/) - la barra, la barra oblicuasoftware - el softwaresmartphone  -   el telà ©fono inteligente, el smartphonespam - el correo basura, el spamstreaming - streamingtab (in a browser)  -   la pestaà ±aterms and conditions  -   los tà ©rminos y condicionestoolbar - la barr a de herramientasUSB, USB port - USB, puerto USBvideo - el videovirus - el virusweb page - la pgina web (plural las pginas web)website - el web (plural los webs), el sitio web (plural los sitios web)Wi-Fi  - el wifiwindow - la ventanawireless - inalmbrico

A Complete Specification of the Asymptotic Variance Assignment

A Complete Specification of the Asymptotic Variance - Assignment Example The le contains 6,808 observations for individuals living in Ontario. b) Estimate two human capital earnings models, one for men and one for women. Use wage as the dependent variable and include exp, exp2, Educ, not grad, hs grad somepse, uni1, uni2, and marras independent variables. Discuss the goodness of the of the two equations. From the regression table, we observe that the F-computed is 257.6> 1.88260439 (F-critical), we thus reject the null hypothesis that all regression coefficients are equal to zero. This shows that F-test is significant indicating that the observed R-squared is reliable, and is not a spurious result of oddities in the data set. Also, it shows that the proposed relationship between the response variable and the set of predictors is statistically reliable, and can be useful when the research objective is either prediction or explanation. From the regression table, we observe that the F-computed is 356.47> 1.88266598 (F-critical), we thus reject the null hypothesis that all regression coefficients are equal to zero. This shows that F-test is significant indicating that the observed R-squared is reliable, and is not a spurious result of oddities in the data set. Also, it shows that the proposed relationship between the response variable and the set of predictors is statistically reliable, and can be useful when the research objective is either prediction or explanation. c) Interpret the results of the test of overall significance for each equation. Do not forget to state the decision rule for the test, the level of significance you are using, and the critical value of the test statistic. The p-value for the overall model is 0.0000, a value less than 5%, we thus reject the null hypothesis. The null hypothesis states that the coefficient is equal to zero (no effect). We, therefore, conclude that the model is appropriate and that there is the significant effect on the dependent variable (sewage) by the independent variables.  

Reflection paper Essay Example | Topics and Well Written Essays - 250 words - 15

Reflection paper - Essay Example Proponents have argued that legalization will lead to reduce misuse of the drug among teenagers through proper regulation of its market which will reduce such exposures. The legalization will spur America’s economic growth by ensuring that the flow of money to other countries through criminal gangs is reduced rapidly. It has further been established that reasons upon which prohibition of the drug is based are not true and further efforts to have the drug prohibited will lead into increased illegal use in the country. Those in support of the ban have argued on grounds of health matters as well as increased abuse of the drug. The cartels who operate the black market in which the drug is currently sold are not easy to deal with and legalization will not put them off. From the above reasons against and in support of legalization, there is clear evidence that the drug should be made legal in the United

The Reel And Real Orange City Essay Example for Free

The Reel And Real Orange City Essay Orange County in Southern California is one of the most popular counties in the United States. This is because of its economic development in the past fifty years. The county’s popularity can also be attributed to its representation in popular culture, especially the hit television drama, The O.C. In this light, this essay describes the â€Å"real† Orange County (its history, demographics, economy, and history) and the â€Å"reel† one, focusing on how it represents and stereotypes the people and values of Orange County. The objective of the essay is to answer whether the representation matched the reality. The pilot episode of the drama’s first season is considered in this essay.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Orange County was first known in the name of Vallejo de Santa, following the 1769 expedition of Gaspar de Portolà  . In 1776, Mission San Juan Capistrano became the first permanent European settlement in the area. In the 1860s, a severe drought devastated cattle ranching, the area’s prevailing industry. People began to migrate to Orange County in the 1880s, after the discovery of silver in the mountains of Santa Ana. Because of this development, on March 11, 1889, the California legislature divided Los Angeles County and created Orange County as a separate political entity. Orange County takes its name from the orange orchards that used to cover its 782 squares miles, running from the Santa Ana Mountains in the east, to the Pacific coastline in the west. Oil extraction, avocados, and other citrus crops were also important to the early economy of Orange County.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The recent history of Orange County typifies the post-war boom of Southern California. Fifty years ago, the county was devoted largely to citrus groves, bean fields, and oil wells. A growing number of outsiders, however, began to discover the clean air and pastoral landscape. Aerospace and defense contractorsSouthern Californias biggest manufacturing sector before 1989brought well-paid, well-educated young professionals in search of high-quality suburban housing. In more recent years, the countys growth industries have been computer-related businesses and biotechnology.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Orange County residents, many of them newcomers to Southern California, sparked a conservative revival that espoused a strong defense, a weak federal government, virulent anti-Communism, staunch nationalism, and unabashed celebration of laissez-faire capitalism. Conservative churches such as the Central Baptist Church, right-wing organizations such as the John Birch Society, and local newspapers such as the Orange County Register offered a forum where such values were codified into political action. These and other institutions that highlighted Orange Countys cultural landscape, including Disneyland, reflected and reinforced a burgeoning middle-class revolt that crystallized in the suburban spaces of Southern California.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Orange County is one of the most populous counties in the United States, with the 2005 Census Bureau estimating the population at more than 3 million. In 2000, there were 2.8 million people, 935 thousand households, and 668 thousand families residing in Orange County, making it the second most populous county in California. The county’s population density was estimated at 1,392/km ² or 3,606/mi ². In 2005, it was estimated that 48% of the total population were non-Latino white, the Latino population was about 32.5%, the Asian population comprised 15.9%, and African Americans constituted 1.9% of the population. In addition, 58.6% of the population spoke English, 25.3% spoke Spanish, 4.7% spoke Vietnamese, 1.9% were Korean, 1.5% were Chinese or Mandarin and 1.2% spoke Tagalog as their first language. There is also a diverse population in terms of age. Thirty-three percent of are within the age 25 and 44; 27% of the population are under the age of 18, 21% are aged 45 to 64, 9.9% are 65 years of age or older, and 9% of the population are aged 18 to 24. The median age is 33 years.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There were approximately 969,500 housing units at an average density of 474/km ² or 1,228/mi ². The county is also home of a population with a diverse racial makeup. Most of the households in Orange County are composed of married couples who live together. A significant number of households had children under the age of 18 living with them. According to the Census, 10.7% of the households in the county had a female householder with no husband present, and 28.6% were non-families.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Orange County is one of the wealthiest counties in the United States. It has become a symbol of affluence around the country and around the globe. The median income for a household in the county is $61,899; the median income for a family is $75,700. By community, the median income for a household in Anaheim Hills is $120,852, Villa Park has $116,203, Tustin Foothills has $96,230, Irvine has $85,624, Newport Beach has $83,455. On the other extreme, the median income for a household in Santa Ana is $43,412, Seal Beach has $42,049, Stanton has $39,127, and Laguna Woods has $30,493. The per capita income for the county is $25,826. Approximately 10.3% of the Orange County population are below the poverty line.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Thus, given the widespread popularity of The O.C., it is interesting to look at how the above descriptions of Orange County are represented in the drama. The pilot episode of the first season begins with a dirty and unattractive Chino. Ryan is arrested for car theft and is set free because he is under 18. He is thrown out by his mother and is taken in by Sandy, a public defender to his comfortable home in Newport Beach. Here, Ryan is rescued from his â€Å"unacceptable life† in Chino and is taken to Orange County. Here, the differences between Chino and Orange County are highlighted. The color tone in the former is dark, suggesting the low socioeconomic status of the people living there; whereas Orange County is always sunny, implying the almost perfect condition of everyone.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Orange County portrayed in the drama series is a sun-kissed paradise, where the teenage girls are slim and cellulite-free and the boys are toned and literally spotless. Even their parents have perfect white smiles set off against bronzed skin devoid of wrinkles. In fact, adolescent heartache and the odd family squabble aside, everything in Orange County is perfect. It is the sunshine Shangri-la where everyone is wealthy, the surf is always up, the sand stays pristine and the sea is nothing but deep blue.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   So, one may ask: How real is The O.C.? Does it accurately or inaccurately represent Orange County? Does the representation match the reality? Well, in terms of the weather and climate, the drama accurately represents the Orange County. The local tourist board claims that it is sunny in Orange County more than 80% of the year. In addition, in terms of the representation of clothing, The O.C. matches the reality as shorts and revealing outfits are always in season.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Looking deeper, however, one can say that the reel Orange County is far from the real Orange County.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The drama really does not reflect anything about the Orange County. For many residents of the county, the show does not tell them anything valuable about where they are from. For them, it is just rich white people with pathetic problems, and that the bronzed, beauty-packed paradise depicted on the series is nothing more than a glamorous lie.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Moreover, it seems that Newport Beach, the setting for the series, is an isolated city. It is only about 15 minutes away from Santa, yet it appears in The O.C. that the two cities exist a continent away. Although the drama accurately depicts Newport Beach as a place of wealthy, conservative whites, it never ventures from this coastal community. With a population of only about 80 thousand, Newport Beach constitutes only three percent of Orange Countys population of three million. Although other Orange County neighborhoods (such as Anaheim Hills, Villa Park, Tustin Foothills, and Irvine) match Newport Beach for extravagant excess, a far more accurate representation of the county is within Santa Anas borders. When characters in The O.C. mention other county cities, they do so in disapproving tones. For example, one character cannot believe that a friend attended a rock concert in Anaheim.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The US Census has just determined that the county is now officially a majority-minority region, that is, the white population now constitute less than 50% of the total population. However, none of this diversity is reflected on The O.C. While many minorities in Orange County are struggling to make their voices heard, it seems that, sadly, some people want to make minorities in the county invisible. While the minority population in the county have been steadily increasing the past few years, no one ever talks about them. One hears Mexican music playing when he or she goes to a nice restaurant in Newport Beach. But this is not heard in The O.C. Instead, typical American songs are heard in the background. It creates an impression that people in Orange County just do not want to think about minorities operating in the community.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The drama series is a fictional entity that is being made real in Orange County through various media manipulations and societal expectations. However, whether or not this commercial reflection of the life in the county is truly authentic does not seem to tamper with the show’s popularity. After all, it is this TV program where Orange County residents can find harmony in the world’s discrepancies: it is where the troubled teen gets a perfect family and it is where the geek guy gets the girl.

Disparate Objects in Walt Whitmans Leaves of Grass Essay -- Walt Whit

Reconciling Disparate Objects in Walt Whitman's Leaves of Grass Walt Whitman begins this excerpt from Leaves of Grass by describing an elusive 'this': "This is the meal pleasantly set . . . . this is the meat and drink for natural hunger." These two clauses that are set next to each other describe 'this' as very different things. "A meal pleasantly set," evokes a quiet table in a genteel household. In contrast, "the meat and drink for natural hunger," recalls a more rugged table at which the food will be consumed after strenuous activity. How can one thing--'this'--have such opposing properties? The entire excerpt is defined by the outward contradictions such as this one. Whitman's poetic rhetoric, however, attempts to create an internal unity from the contradictions. By unifying things that seem diametrically opposed Whitman emphasizes the possibility for reconciliation between disparate objects. Whitman places two contrasting ideas next to each other at all levels of the excerpt. The most prominent level at which he does this is in the images, as in the first line. H...

Nursery school Essay

The range of provision which is available for parents to access for their children are: Pre- schools Day nurseries Children and family centres These are to be found in the private, voluntary or independent sector. The purpose of the early year’s sector is to care for and educate children and the these settings provide for babies and children which are put into a day nursery for parents/careers to go back to work. Children are put into sessional settings for social and educational purposes or a combination of care and education purposes. ‘Families requirements for their children vary some parents want care for their children so that they can return to work, some parents want to stay with their children while they socialise, some parents want their children in setting which offer services aimed at learning, some parents want their children to be in a home based environment and some families cannot afford to pay fees for provision.’ (http://www.silkysteps.com/forum/showthread.php?t=13241&highlight=scope) Because of this the early year’s sector provide many types of provisions to meet the needs of families. Other provisions include: Nurseries Childminders Pre-schools Crà ¨ches Parent and toddler groups Children centres EYMP 4 Task 3 The effective provision of pre-school education (EPPE) project is the first major European longitudinal study of a national sample of young children’s  development (intellectual and social/behavioural) between the ages of three and seven years. To investigate the effects of pre-school education for three- and four-year-olds, the EPPE team collected a wide range of information on more than 3000 children, their parents, their home environments and the pre-school settings they attended. (http://www.education.gov.uk/childrenandyoungpeople/earlylearningandchildcare/evidence/a0068162/effective-provision-of-pre-school-education-eppe) It has impacted on childcare provision as the research the EPPE team did showed that pre-school education helps the development of children socially, intellectually and behaviourally which would encourage more parents to put their child into pre-school provisions. The ‘Learning Report 2009’ Task 4 The potential effects of discrimination include isolation, possible exclusion, demoralisation, and where self-esteem, confidence and resilience can be potentially damaged . Types of discrimination are: Gender Age Disability Sexuality Race Culture Religion Poverty Education Personal features Not having English as first language Discrimination against any child no matter what their needs can make them feel isolated and different to other children. Very often children with special needs have a pretty difficult time trying to fit in with other  children especially if they are in a mainstream school. ‘All children can be very unintentionally cruel to one another and should be helped to understand that everyone is different and how this is good.’. (http://www.silkysteps.com/forum/showthread.php?t=5454) An example: In the setting I work all the staff and me promote inclusion and we treat everyone the same. In my placement the setting promote equal opportunity and every staff member respect all the children and their families. They help children with language needs where English is not their first language which helps to ensure they can settle and adapt to the setting. Example (reading and singing in their language, books and talking with parents to find words we can use) Task 5.

Thomas Sophonow

January 7, 2013 Thomas Sophonow Background Thomas sophonow has two siblings a brother and a sister. The brother Philip is the oldest and his sister Catherine the second oldest and Thomas being the youngest. His parents had divorced which made the mother responsible for taking care of the children. They became a poor family and he and his brother would steal fruits and vegetables for his family. Thomas was placed in foster homes and in juvenile detention facilities.At one point in his life he was involved in a group called the Neo-Nazi party and then the Hare Krishna with the joining of these two groups he wanted to find a place for himself in society. Childhood Conviction Thomas has had a criminal record due to offences that were generally minor and none that had any aspect of violence. His last conviction was several years before his arrest of the charge of murder. He had been charged with a drug offence and these charges had been withdrawn. Relationship When Thomas was young he had a relationship with a woman and even fathered a child that he has never seen nor supported.He was married to Nadine on June 19, 1978 and had a daughter named Kimberly. He and Nadine had separated and did not contribute to support of Kimberly. Thomas wanted to give Kimberly present that he got from Vancouver but could not make the arrangements that were satisfactory to both Nadine and him so he left the present with his brother and sister in-law. Work Record Thomas worked as a labourer at Ocean Cement for 4 to 6 months in 1972. He was a bouncer at the Smiling Buddha Cabaret in the mid 70’s and worked at Wagner Engineering in Vancouver from 1976 to 1978.In 1980-1981 he worked at R&T landscaping with his brother in law which proved that he was good with his hands and liked what he did while landscaping and gardening. At his other jobs that were mentioned he advanced from floor sweeper to apprentice machinist at Versatile which means he has the ability to work at jobs which requ ires skill and training. Summary of the Case Barbara Stoppel was working at the Ideal Donut Shop when around 8:30 in the evening twine has been placed around her neck in which then she was strangled. She had died a few days later at St. Boniface Hospital.Sophonow was charged with the murder based on a jailhouse informant. After this Thomas underwent three trials. First trial was a mistrial as the jury was unable to reach a unanimous decision. At the second and third trials he had been convicted. Thomas was released from prison after 45 months of wrongful imprisonment. In 1998, the Winnipeg Police Service undertook a reinvestigation of the murder of Barbara Stoppel. On June 8th, 2000 Winnipeg police announced new evidence had been shown to clear Sophonow of the crime and the suspected had been identified. Innocence Proved byThomas’s innocence had been proven by the absence of evidence that caused his conviction to be reversed in 1985 by the Manitoba Court of Appeals that order ed his acquittal. Compensation On November 5th, 2001 the Manitoba Justice Minister released a report recommending he receive a payment of $2. 6 million Canadian. Work Cited http://forejustice. org/db/Sophonow–Thomas. html http://www. gov. mb. ca/justice/publications/sophonow/compensation/workrecord. html http://www. gov. mb. ca/justice/publications/sophonow/compensation/tsbackground. html http://www. cbc. ca/news/canada/story/2009/08/06/f-wrongfully-convicted. html#sophonow

Analytical Essay Sample on Sula by Toni Morrison A Detailed Analysis of the Novel

Analytical Essay Sample on Sula by Toni Morrison A Detailed Analysis of the Novel Sula, written by Toni Morrison, is a very powerful novel. Not only is this novel a National Bestseller, but it has also been the winner of the Noble Prize in Literature, in addition to being one of Oprahs top chosen books, which in her opinion everyone should read. This could be because of the many lessons that can be learned from it, if one is willing to search deep enough to find its true meanings. The most valuable themes in Sula deal with mother-daughter relationships, the judging of people, and friendships. The mother-daughter relationship was a very crucial part to the story. Morrison wanted her readers to learn that although a mother may not always show it, she always loves her daughter. The mother-daughter bond is one that can never be broken. The love between Hannah and Eva and Sula and Hannah was always there, even though it was not always out there in the open. Eva had even given the ultimate sacrifice and sold one of her legs just to be able to feed her children. Since their love for one another was never shown, Hannah and Sula both had not felt loved by their mothers. Hannah thought her mother never loved her because she did not play games with her as a child. Sula did not think that her mother loved her because she overheard a conversation of her mom stating how she did not like her. Although like and love are totally different, Sula did not know this at the time. This situation demonstrates the power of motherhood, and how it creates a path for her children to follow. Eva, Han nah, and Sula all shared many of the same qualities. They all had the same outlook on many issues, attitudes with one another, and for the most part even the same outlook on guys. None of them had ever settled down with just one man, to start a family. Throughout the novel, Morrison tries to teach people to be less judgmental of others. As time goes on many of the characters in Sula become more and more judgmental of each other, especially of Sula. They even take something so simple as her birthmark on her face that she can do nothing about, and make assumptions of her due to it. How characters in the novel perceive the shape of her birthmark says more about them than about her though. For example Nels husband Jude sees in her birthmark a snake, which can just be a reflection of his weakness to temptation. The townspeople would also keep blaming Sula for things she had no control over, such as the little boy that fell down the steps and the old man who swallowed a chicken bone. Only these are nothing but careless accidents. However, because of the towns set hatred of Sula, they all rally together against her. Birds fall from the sky when Sula returns to Medallion after college, and everyone considers this to be another one of her e vils. Sula might not have been so bad though. There is a strong theme between good and bad in this novel. Many would just assume that Sula was bad and Nel was good. Only it was Sula that threw Chicken Little in the River, but it is Nel who does not cry at the funeral. Ironically though, Sulas presence brings everyone in the town together, and when she dies, they fall apart. Morrison is trying to show us that it is wrong to make judgments on someone based on a bunch of rumors that could be untrue. Doing this just makes people feel lonely, as Sula was. She had no one. Although, in her case she did not care much for anyone in the town except for Nel, who she felt lonely without.The gift of friendship is something that should always be held onto. This is one lesson that was unfortunately is not realized by both Sula and Nel until it was too late. Sula and Nel had the gift of being best friends. During their younger years they were inseparable. When coming back to each other after being apart, it felt as if they had never been apart. They could even finish each others sentences. Both Sula and Nel were two halves of a whole, completing each other. It was just unfortunate that after Sula slept with Nels husband Jude, it ended up ruining their friendship. Regardless of the aforementioned incident, Morrison was trying to teach that if you have this kind of love between friends, you should never let go of it. Of course there are going to be fights and disagreements, but if the quality of being best friends is very valuable it should be saved. Not only is Sula a great book, but there are also many very valuable lessons to be learned when reading it. The most important themes in Sula deal with mother-daughter relationships, the judging of people, and friendship. It is one of those books that allows the reader to take what she has learned and apply it to real life. Thus making Sula one book that every individual should read at one time or another during his or her life.

10 causas de cancelación de la visa de turista o paseo

10 causas de cancelacià ³n de la visa de turista o paseo Las causas por las que una visa de turista para ingresar a Estados Unidos puede ser cancelada o revocada son muy variadas, si bien hay 10 que, por su frecuencia, conviene conocer para evitarlas. Destacar que pueden proceder a la cancelacià ³n de una visa de turista, conocida tambià ©n en algunos paà ­ses como de paseo o de placer, las Embajadas, los consulados y tambià ©n las autoridades migratorias como, por ejemplo, los oficiales en los pasos fronterizos o de aeropuerto. No es obligatorio avisar a la persona a la que se le revoca la visa. En este artà ­culo se informa sobre 10 causas muy comunes de cancelacià ³n de la visa y quà © se puede hacer cuando esto sucede. 10 Causas De Cancelacià ³n De La Visa Americana De Turista 1. Quiz la causa ms frecuente de cancelacià ³n de la visa es por permanecer en Estados Unidos ms tiempo del permitido, asà ­ sà ³lo sean 24 horas. Es muy importante  no confundir la fecha de expiracià ³n de la visa  con el dà ­a mximo autorizado para permanecer en Estados Unidos.. El tiempo que se puede permanecer en Estados Unidos est fijado en el documento que se conoce como I-94, o registro de ingreso y de salida. Aunque es muy comà ºn que la autorizacià ³n se extienda por 180 dà ­as, es decir, seis meses, tambià ©n es posible que, en realidad, el oficial migratorio que autorizà ³ el ingreso establezca un tiempo inferior. Es fundamental respetar este plazo, porque si no se hace no sà ³lo se pierde la visa sino que la persona se queda en situacià ³n de indocumentada dentro de los Estados Unidos. Para evitarlo, si se desea permanecer ms tiempo en Estados Unidos debe procederse a pedir una extensià ³n de la visa o un cambio de categorà ­a de visado. En casos muy concretos y excepcionales es posible solicitar con à ©xito que se apruebe restaurar el estatus, lo que se conoce como Nunc Pro Tunc, cuando no se pide a tiempo una extensià ³n o cambio de visa. Tampoco se debe jugar a intentar obtener un nuevo plazo de tiempo para permanecer en Estados Unidos saliendo a Mà ©xico, Canad o Bahamas y volviendo a entrar, ya que el sistema no funciona asà ­. 2. Cuando  la visa ha sido arrancada  del pasaporte donde originalmente se estampà ³, queda automticamente sin vigencia. En otras palabras, no es vlida. 3. La visa tambià ©n se cancela cuando se sabe o se sospecha que se utiliza para un  fin distinto  al suyo propio. Por ejemplo, cuando una persona con visado de turista pasa una larga temporada en Estados Unidos y decide estudiar en una escuela, high school,  universidad o academia de inglà ©s a tiempo completo. Esto no es correcto, ya que la visa  apropiada es la F-1,  la F-3 para el caso de mexicanos o canadienses en zona fronteriza,  si asà ­ lo prefieren, o la J-1. Otro ejemplo es cuando una persona extranjera ingresa al paà ­s con una visa de paseo pero con la intencià ³n de contraer matrimonio. Si el oficial de inmigracià ³n se da cuenta o en la aduana descubren en su equipaje cosas como el vestido de boda se le negar la entrada y se le cancelar el visado. Casarse con visa de turista  est permitido pero puede tener consecuencias muy negativas, por lo que hay que ser muy prudente con lo que se hace y cumplir la ley. 4. La visa tambià ©n es cancelada cuando se sospecha  que puede haber intencià ³n de emigrar. Esto puede suceder cuando una persona con visa de turista entra frecuentemente al paà ­s, por ejemplo a visitar a un familiar. Otro ejemplo puede darse cuando extiende continuamente la estancia. Esos comportamientos son perfectamente vlidos, pero no pueden dar lugar a sospecha de que la intencià ³n es emigrar y quedarse en Estados Unidos. Incluso otras situaciones ms sutiles pueden dar lugar a problemas como, por ejemplo, no tener un trabajo estable en el paà ­s de origen. 5. Cuando se ha causado que el seguro pà ºblico de Estados Unidos conocido como Medicaid gastos mà ©dicos porque la persona extranjera con visa de turista ha tenido una emergencia sanitaria y no ha pagado la factura ni tampoco su seguro mà ©dico. Es relativamente frecuente descubrir estos casos ms pronto o ms tarde  en el caso de paps que se han desplazado a Estados Unidos para que nazca su hijo y posteriormente se regresan a su paà ­s de origen sin pagar el gasto hospitalario. Esta situacià ³n se detecta cuando se pide el pasaporte americano para el hijo por primera vez o su renovacià ³n. En ese momento, si asà ­ lo desean, las autoridades consulares pueden pedir prueba de que los padres han pagado el hospital en Estados Unidos. La misma prueba la pueden pedir las autoridades de inspeccià ³n en el control migratorio al llegar a Estados Unidos. 6. Cuando a un extranjero se le concede una visa de inmigrante (permiso de residencia, tambià ©n conocido como tarjeta de residencia o green card), se le cancela la visa no inmigrante que pudiera tener. En este caso no hay ningà ºn problema porque cuenta con la green card. 7. Cuando una persona ha sido pedida por un familiar en Estados Unidos. Mientras espera es posible que si tiene una visa de turista vigente, à ©sta sea cancelada, aunque no sucede siempre. Tambià ©n podrà ­a suceder que si viaja, una vez que llegue a las aduanas se encuentre que no se le permite ingresar al paà ­s. Esto no tiene que ser asà ­ siempre, ni mucho menos. Pero es posible. La razà ³n es que segà ºn sean las circunstancias particulares de cada caso puede dar la impresià ³n de que la idea es viajar a Estados Unidos para quedarse a vivir con el familiar que ha hecho la peticià ³n, sin esperar el tiempo de demora, que segà ºn los casos puede ser muy largo, particularmente en el caso de papeles pedidos para hermanos. 8. La visa de turista se cancela automticamente si su titular  ha trabajado en Estados Unidos con ese estatus.  Ã‚  Incluso es suficiente tener la intencià ³n de trabajar en Estados Unidos o se sospecha que à ©sa es la intencià ³n del viaje Hay que insistir que legalmente sà ³lo pueden trabajar los ciudadanos, los residentes y las personas titulares de visas que permitan trabajar o que tengan un permiso de trabajo. En ningà ºn caso los extranjeros con una visa de turista pueden aceptar desempeà ±ar una labor remunerada. 9. Cuando la visa tiene un error burocrtico, como puede ser el mal deletreo de un nombre o apellido o una equivocacià ³n en la fecha de nacimiento. En este caso en concreto la cancelacià ³n no tiene efectos negativos para el titular de la visa que obtendr otra con los datos correctos. En estos casos el consulado suele llamar para corregir el error. 10. Cuando el oficial de la CBP que est en la aduana americana cree que una persona a la que previamente le concedieron la visa era  inelegible  o  inadmisible  para ingresar a los Estados Unidos o  se convirtià ³ en inelegible o inadmisible tras haberle sido aprobado el visado puede proceder a su cancelacià ³n. Esta regla tambià ©n aplica en la frontera o aeropuerto a los ciudadanos de paà ­ses en el Programa de Exencià ³n de Visas  que no necesitan una para viajar por negocios o turismo, pero en este caso en vez de cancelar una visa que no existe, se procede a enviarlo de regreso al paà ­s del que procede. Es muy conveniente saber que à ©stas son  22 causas por las que una persona es inadmisible  para USA. El consumo de drogas, que se encuentra entre ellas, es la razà ³n ms comà ºn por las que se cancela la visa a celebridades extranjeras. Adems, estas  20 causas que convierten a una persona en inelegible  por las que el consulado o el oficial de migracià ³n pueden decir no  aprobar o renovar  la visa o para  permitir el ingreso  al paà ­s. Quà © Hacer Cuando La Visa De Turista Ha Sido Cancelada O Revocada Si se quiere tener una nueva visa hay que proceder a aplicar por una de nuevo. Pero en la mayorà ­a de los casos el que se solicite no quiere decir que se vaya a obtener. Por ejemplo, en el caso de haber permanecido en Estados Unidos ms tiempo del permitido puede darse al mismo tiempo que se aplique el castigo de los tres y de los diez aà ±os. En el caso de que se haya utilizado la visa para fines no autorizados, como por ejemplo estudiar, o para trabajar, no hay castigo pero es muy difà ­cil que en esas circunstancias se obtenga una nueva visa. Cuando ya ha pasado tiempo desde que se produjo la cancelacià ³n y las circunstancias de la persona han cambiado en ocasiones el oficial consular puede sugerir que se solicite un perdà ³n, tambià ©n conocido como waiver o permiso. Evita Que Te Cancelen La Visa Con Conocimiento Toma este quiz sobre visas de turista que hemos elaborado para que compruebes si tienes los conocimientos bsicos para obtenerla y conservarla. Lo importante es evitar la cancelacià ³n, ya que a partir de ahà ­ puede ser muy complicado volverla a obtener. Este es un artà ­culo informativo. No es asesorà ­a legal.

Great Depression 1930's Paragrapgh Essay Example | Topics and Well Written Essays - 250 words

Great Depression 1930's Paragrapgh - Essay Example Being innovative is another important tenant. Just like authenticity, innovation is a loaded term. Also like authenticity, being innovative largely depends on the specific artist. In either case, graphic designers must not simply strive towards creating designs, but must also strive towards innovation in terms of theme, methods of creation, and even tools used. This is done most successful when accomplished in an authentic way. For instance, an artist creating their own design program or tool to then create the design would be regarded as both authentic and innovative. While in most aspects of the world stealing is viewed as naturally unethical, within graphic design this should not be the case. In this way there is the recognition that art and innovation should not be restricted by unnecessary barriers. This does not mean, of course, that a graphic designer should wholeheartedly steal another person’s design. Rather it means that portions of one piece of art should be readily and frequently combined with other pieces of art in a continuing series of designs. Combing falls into a category near stealing. Combining, however, involves the actual act of putting disparate styles or previously made works together to achieve a new product. Combining can be viewed as an aesthetic, but it can also be viewed as a technique. In both instances there is the recognition that past ideas or approaches should not be abandoned but reimagined in ways that seek to reignite the dormant aspects of human instinct that are entombed in these past approaches. Improvisation should also be recognized as a major design tenant. While for many people the idea of improvisation harkens back to jazz music and meandering styles, the link between improvisation and authentic expression should not be neglected. Improvisation removes the mind from needless

Vision statement Essay Example | Topics and Well Written Essays - 250 words

Vision statement - Essay Example I will advance my knowledge and skills in human resource management and use that information in offering solution involving employees in the company I will be working with (Alexander, 2007). I will build rapport with other employees and my senior in the company in order to ensure smooth running of the activities not only in my department, but in all other departments. I will devote all my energy towards my work by working six days a week to maximize my contribution to the company and at the same time make more money. I believe in work commitment and I will dedicate my time to work and spare some of my resources to help others who may need my assistance in one or another (Norton, 2013). In conclusion, I will use all resources available for me in order to get an opportunity to as senior human resource personnel in a competent organization where I will be able to earn money and take care of my family and

Conflict in friendships Research Paper Example | Topics and Well Written Essays - 1750 words

Conflict in friendships - Research Paper Example Such love, care and understanding the relationship is based on the knowledge and trust on each other (Damon, 1977; Selman, 1980). It has also been observed through research, that close relationships play a key role in the socialization process during adolescence which in turn helps in an individual’s overall development of self. Friends become an integral part of people, during adolescence, when their dependence on their parents lessens, and that on their peers or people their own age, grow over time. However, interpersonal conflicts between friends are common, and given the high amount of reliance and interdependence on each other, such conflicts can prove to be devastating to their mental and physical health. This paper aims to study, analyze and discuss the normative aspects of such interpersonal conflicts among friends. Review Findings: Interpersonal conflict can be defined as a dynamic process which takes place between individuals or groups in co-dependent or interdepende nt relationships. The chances of occurrence of such an event are directly dependent on factors such as situational or personal i.e. where there is a personal history of conflicts between the individuals concerned, or differences between the individuals; or it may be on account of their positions (Fink, 1968; Pondy, 1967; Wall and Callister, 1995). The term conflict on the other hand, can be described as one which includes the presence of one or more of the following factors – disagreements over various issues; interference; and / or negative emotion (Barki and Hartwick, 2001; Pondy, 1967; Wall and Callister, 1995). These above mentioned factors can also be described as cognitive factors, behavioral factors or affective factors influencing interpersonal conflicts. Although there are various other key reasons behind the occurrence of interpersonal conflicts between friends, one of the most researched topic is the one related to disagreements. Friends often tend to argue over a number of things. These arguments tend to be over various issues on which they disagree and stems from various factors such as differences in their personal values and attitudes, perspectives and notions, needs; interests, opinions and goals etc among others. Interpersonal conflict is associated with certain typical behavioral traits or reactions which include excessive arguments and debates over certain issues; constantly trying to compete with each other; attempts to manipulate the situations or friends; backstabbing – which is considered one of the most common reasons leading to interpersonal conflicts among friends; often leading to aggressive and hostile reactions and repercussions. Furthermore, it must also be noted that despite these traits being closely associated with interpersonal conflicts among friends, the mere existence of one or more of such behavioral traits does not necessarily imply the existence of a conflict. The conflict is known to exist / occur only whe n one friend tries to interfere or argue / debate / question the other friend’s behavior or motives, and prevents them from attaining their desired goals. Furthermore, apart from factors which are known to be the cause of conflicts between friends, there are a range of overwhelming emotions, which are also closely related with interpersonal conflicts. These include a series of negative emotions such as fear, hatred, agony, anger, frustration, anxiety etc among others.

Human Resource planning

Human Resource planning LITERATURE REVIEW 2.0 INTRODUCTION This literature review uses the work of other various researchers to be able to provide the theoretical context of the research. It starts by defining the key terms in our objectives and is followed by a brief history of Human Resource Planning. Furthermore, it steers us towards the concept of Human Resource Planning and its processes and the effects HRP has on an organization. 2.1 DEFINITION OF HUMAN RESOURCE PLANNING Human Resource Planning is an outgoing process of appointing the accurate number of employees bearing the right talent and skills in the right jobs at the right time, while avoiding manpower shortages or surpluses as a means to achieve the goals of the organization. Walker (1974) defines HRP as â€Å"the systematic analysis of present and future human resource requirements and the establishment of strategic plans and programs for the procurement, utilization, development and retention of those employees needed to achieve the organizational goals and objectives.† Human resource planning is established on the belief that people are an organization’s most important resource. Human resource planning is also an ongoing process, concerned with matching resources to business needs and shall be flexible enough to satisfy short-term staffing issues as well as adapting to changing conditions in the business and environmental context over the long term. Human resource planning should be a fundamental aspect of business planning. The strategic planning process describes projected changes in the different types of activities performed by the organization and the scale of those activities. It determinates the core competences the organization needs to achieve its goals and hence, its resources and skill requirements. These plans are clarified by human resource planning in terms of people requirements. Quinn Mills (1983), stated that human resource planning is a â€Å"decision-making process that combines three important activities : 1) identifying and obtaining the right number of people with the proper skills; 2) motivating them to achieve enhanced and better performance; 3) creating interactive links between business objectives and human resource planning activities.† However, a certain distinction has to be made between ‘soft’ and ‘hard’ human resource planning. Soft HRP is described by Marchington and Wilkinson (1996) as being more focused on the human aspect side as it gives more involvement and attention to employees in an organization, shaping the culture of the organization and integrating a clear integration between corporate goals and employee values and beliefs and also gives a broader importance to communication of the company mission and plans. Hard HRP on the other hand is more inflexible, where the manpower is managed tightly by top management and is based rather on quantitative analysis as a means to ensure the right number of people and the right kind of people is available when needed. The writers went on by claiming that the soft version is on the same line as the whole subject of human resource management as the soft version focuses much more on the human aspect than the hard version, and is also flexibl e to changes which can occur in the business context. Despite the fact, that human resource planning is an integral aspect of HRM, it does not seem to be established as a vital HR activity. Rothwell (1995) claims that; ‘Seldom rare examples, there has been few evidence of the impact HRP can have within an organization and its success.’ Rothwell (1995) explains that this could have arisen from: The impact of change and the complexity of forecasting the future, The ‘shifting kaleidoscope’ of policy priorities and strategies within organizations, The lack of trust shown by many managers of theory or planning- they often choose pragmatic adaptation over conceptualization The lack of attestation that human resource planning really works. 2.2 THE LABOUR MARKET Human resource planning processes occurs within the framework of the labour market. Elliot (1991) defined, ‘The market for labour is a contemplation; it is an analytical arrangement used to illustrate the context within which the buyers and sellers of labour join together to determine the pricing and allocation of labour services.’ Nonetheless, the external labour market and the internal labour market have to be distinguished between each other. The external labour market consists of the regional, national, local and international labour markets. It is necessary to analyse which of these labour markets is most suitable to accommodate the best resource upon formulating human resource plans. Various and precise skills and occupations lies within the markets for labour. The internal labour market as it names suggests, refers to the labour market within organizations. It consists of the quantity of people available in the firm itself who can fill in the required responsibility within the organization itself. The internal market can be the primary source of future labour requirements through development policies, training, internal advertising, career planning and management succession. Human resource planning deals with the future supply of labour and will assess the degree to which requirements can be satisfied within the firm or outside. Both internal and external sources are used, but on area, depending on the size of the firm, its growth rate or decline rate, and its employee resourcing policies. 2.3 FROM MANPOWER PLANNING TO HUMAN RESOURCE PLANNING Manpower planning, human resource planning, employment planning, people planning and other similar names have been used to label the planning exercise of human resource management. (Megginson, 1977: Burack and Gutteridge, 1978). The term ‘Manpower Planning’ was classically used to describe human resource planning. Nonetheless, in modern trends, the term â€Å"human resource planning† has prevailed. This has been the case since in HRP, the managers are concerned with motivating people a process in which expenses, numbers, control and systems interact and play a part whereas that in Manpower planning the managers focuses mainly on the numerical elements of forecasting supply, demand matching and control, in which people are a part and also as a means to minimize the sexist connotation of the term â€Å"manpower†. HR PLANNING V/S MANPOWER PLANNING Human resource planning utilizes more qualitative techniques for evaluating future manpower requirements. Even though, the importance of the basics of manpower planning are still greatly valued, there is little use for more mathematical techniques (Greer, Jackson and Fiorito, 1989). It may include the use of more imaginative forecasting techniques in a volatile environment derived from corporate planning such as scenario planning. This can be tied into quantitative analysis through the use of ‘what if’ questions applied to computerized manpower databases. Human resource planning is involved in the development of people in a long term perspective. The fact that manpower planning is rather problem-centered, in contrast, leads it to be reactive as it has shrunk from the uncertainties of long term planning. Human resource planning provides flexibility to business strategy. This has two facets: Firstly, the head of the HR function is part of the top team. This ensures a dialogue about people and strategy. Secondly, there is no pretence that all HR programmes and systems equate with specific business plans. FIGURE 1.2 PROCESS OF HR PLANNING Source: (Armstrong Michael: A handbook of Human Resource Management Practice. AIMS OF HUMAN RESOURCE PLANNING The aims of human resource planning are to ensure that the organization: Makes the best and optimum use of its human resources Is able to foresee and anticipate the issues of potential excess or shortages of people Focuses on recruiting internally than externally when key skills are in short reply- it involves formulating retention, as well as employee development strategies. ­ Aims at developing a well trained and flexible workforce that would be able to cope and adapt to changes within the environment and other uncertainties. 2.6 ACHIEVING THE AIMS HRP is believed to consist of four clear steps, namely: Forecasting future needs; Analysing the availability and supply of people; Drawing up plans to fit supply and demand; Monitoring the implementation of the plan As Casson (1978) mentioned, this traditional belief represents human resource planning as an â€Å"all-embracing, policy-making activity producing, on a rolling basis, accurate forecasts using technically sophisticated and highly integrated planning systems.’ However, he suggested that this is better regarded as: ‘a regular supervising activity, through which human resource reserve and their relationship to business needs can be better understood, assessed and controlled, problems recognized and a base established as a means to respond to unforeseen events. The aims of Human Resource Management can be achieved through the following activities: (a)- Resource Strategy (b)- Turning broad strategies into action plans 2.6 (c)- Demand Forecasting 2.6 (d)- Supply Forecasting 2.6 (e)- Forecasting requirements 2.6 (f)- Flexibility 2.6 (g)- Productivity and costs analysis 2.6 (h)- Action planning 2.6 (i)- Control 2.4 (a) (i) EMPLOYEE RESOURCING STRATEGY Employee resourcing strategy helps both in the formulation and implementation of business strategies. 2.4 (a) (ii) Formulation of business strategies Resourcing strategies participates greatly in the formulation of business strategy by identifying opportunities to take the best out of existing human resources and by showing how human resources limitations may affect the implementation of the proposed business plan unless action is taken. Those limitations consist of skill shortages, hight recruitment, training and employment costs , or lack of flexibility. 2.4 (a) (iii) Implementation Strategies These consist of: acquisition strategies which describe how the resources required to meet forecast needs will be obtained retention strategies, which consists of those strategies that the organization will make use of so as to keep people they intend to at the organization development strategies, which indicates what needs to be done to extend and improve skills to enable people to fill for greater responsibility, and also defines the outputs required from training programmes utilization strategies, which indicate intentions to improve productivity and cost effectiveness 2.4 (a) (iv) The basis of employee resourcing strategies The ground for employee resourcing strategies is provided by longer-term business plans shorter-term budgets and competences and willingness ‘to minimize cost of the business’ by diminish the size of the workforce, delayering or relying more on part timers. Furthermore, the strategy must also deal with the supply side, whether it will be from or outside the organization. Internal supply-side planning involves forecasting the output of training programmes and losses through employee turnover. Absenteeism’s impact has also to be considered. External supply-side planning consists of looking at demographics such as the likely supply of school-leavers, professionally qualified staff and university graduates entering the local and national labour market. 2.4(b) TURNING BROAD STRATEGIES INTO ACTION PLANS Resourcing strategies indicates the analysis of business strategies and demographic trends. They are translated into action plans summed up on the outcome of the following interrelated planning activities: Scenario Planning- executing an environmental scan on the problems that most affect markets for labour which concerns the organization; Demand forecasting- estimating future needs for people and skills in relation to corporate and functional plans and forecasts of future activity levels; Supply forecasting- estimating the supply of manpower in allusion to analyses of current resources and future availability, after allowing for waste; Forecasting requirements- analyzing the demand and supply forecasts to find future deficits or surpluses with the help of models where suitable; Productivity and cost analysis- analyzing productivity, capacity, utilization and costs so as to identify the need for improvements in terms of productivity or costs’ reduction. Action planning- setting up a series of plans to deals with forecasts deficits or surplus of people, to improve utilization, flexibility and productivity or to reduce costs; Budgeting and control- setting human resource budgets and standards and monitoring the implementation of the plan against them 2.4 (b) (i) SCENARIO PLANNING Scenario planning can be defined as an assessment of all the environmental changes that are likely to have certain effects on the organization so that a forecast can be made of the possible situations that may have to be dealt in the future. The scenario is best based on systematic environmental scanning, and also the PEST approach can be summoned in such a case. 2.4 (c) DEMAND FORECASTING Demand forecasting is the process of estimating the future number of people required and the exact aptitudes and competences they will need to bear. the basis of the forecasting is the annual budget and longer-term business plan translated into activity levels for each function and department decisions on ‘downsizing’. Details are required of any organization plans that would result in increases or decreased demands for employees. 2.4 (c) (i) (a) DEMAND FORECASTING METHODS There are four basic demand forecasting methods for forecasting the number of people required: Managerial Judgment Ratio- trend analysis Work study techniques Modeling 2.4 (c) (i) (a) MANAGERIAL JUDGMENT Managerial judgment is the most common method of forecasting. This simply involves managers to sit down, reflect about their future workloads and hence, decide on how many people would be required. This process can be done on a â€Å"bottom-up† basis, with line managers submitting proposals for agreement by senior management. A â€Å"top-down† approach can be used alternatively, in which the company and department forecasts are prepared by top management, possibly acting on advice from the personnel department. These forecasts are reviewed and agreed with department managers. Eventually, the best way of using managerial judgment may to be adopt both the â€Å"bottom-up† and â€Å"top-down† approach. Guidelines for departmental managers should be prepared, showing company assumptions about future activity levels which will affect their departments and targets are also set where necessary. Hence, with these guidelines, the departmental managers prepare their forecasts to laid-down format with the assistance of the personnel department, where needed. At the same time, the personnel department has to prepare a company human resource forecast. 2.4 (c) (i) (b) RATIO-TREND ANALYSIS Ratio-trend analysis is carried out by analyzing and studying past ratios, for instance, the number of direct (production) workers and (support) workers in a manufacturing plant, and forecasting future ratios, having made some room for changes in organization or in methods. Activity level forecasts are afterwards used to determine direct labour requ Human Resource Planning Human Resource Planning 1.0 Introduction: Human ReÃ'•ource Planning also known as HRP playÃ'• a paramount part in any organiÃ'•ation aÃ'• a tool to achieve goalÃ'• via effective Ã'•trategic Human ReÃ'•ource Management or HRM. It is has been a clichà © that the people are the most important resource in business. Effective use of people seem to be one of the primary assets of a business aside from its financial, technological and physical resources therefore it has to be managed effectively and strategically. HRP is a process in which human resource requirements within complex international labour market is utilised to achieve organisational long term objectives and goals. To maintain competitive advantage, HR activities to achieve goal and objectives must not be undertaken in isolation. Ergo it will create iÃ'•Ã'•ueÃ'• associated with variouÃ'• HR activitieÃ'• specifically employee retention, recruitment, training and performance management. ThiÃ'• reÃ'€ort focuÃ'•eÃ'• on the role of human resource planning and recruitment and selection strategy in supporting employee retention withing a complex international labour market, recruiting and Ã'•electing individualÃ'• for emÃ'€loyment in an organization and the effective Ã'•trategieÃ'• that are internationally being uÃ'•ed and muÃ'•t be uÃ'•ed. Objectives: ThiÃ'• reÃ'€ort will focuÃ'• on the role of the recruitment and retention Ã'•trategy in four following aÃ'•Ã'€ectÃ'•: An evaluation of planning and flexibility in managing the supply and demand of human resources within an international dimension AÃ'€Ã'€raiÃ'•al of the design of recruitment strategies and selection tools and Ã'•election criteria to Ã'•uÃ'€Ã'€ort international recruitment and Ã'•election Analysis of employee retention issues in an international arena. Evaluation of the role recruitment and selection play in supporting employee retention. 2.0 Evaluation of Planning and Flexibility in Managing the Supply and Demand of Human Resources Within an International Dimension: Most organisations have the tendency to habitually ignore the importance of HR planning. Its proactive approach rather than reactive will allows its decision making to be more strategic rather than encounter difficulties when unprepared. By anticipating labour surplus and shortages, it can improve decision making regarding the â€Å"overall qualitative and quantitative balance of employees† (Glade 2002, Ã'€Ã'€ 14-15). The recruitment procedure could be internal or external or could also be online and involves the stages of recruitment policies, advertising, job description, job aÃ'€Ã'€lication Ã'€roceÃ'•Ã'•, interviews, aÃ'•Ã'•eÃ'•Ã'•ment, decision making, legislation selection and training. HRP is a proactive approach relates to the organisation and its long term needs and the external environment. It has a foresight for example, 10 years. Ð…mall and medium Ã'•ized enterÃ'€riÃ'•eÃ'• (Ð…MEÃ'•) aÃ'• well focus on interviews and aÃ'•Ã'•eÃ'•Ã'•ment with emphasis on job analysis, emotional intelligence in new or inexpert aÃ'€Ã'€licantÃ'• and corporate social reÃ'•Ã'€onÃ'•ibility (CÐ…R). Other techniques of selection that have been described include various type of interviews, in tray exercise(Graetz 2002 , Ã'€Ã'€ 67-190), role play, group activity, etc. By definition, flexibility is the ability to adapt to change. In a recession a business needs a flexible workforce to survive. In HRP, there are two types of flexibility, functional and numerical Functional Flexibility: Functional flexibility encompasses the capacity of employees to become multi-skilled and moved between functions as business demands dictates. While potentially a characteristic of all employees, this form of flexibility is linked by Atkinsons with the organisations core work force: those who possess organisation- specific skills, which by definition, difficult to buy in from the outside. Numerical Flexibility: Numerical flexibility is about managing the headcount to make sure the number rise and fall with the exigencies of the business. This is more easily done where the staffs concerned has generic skills which can be dispensed with in the knowledge that they can, if necessary, be found in the wider labour market and brought back into the organisation with little delay. These are the peripheral workforce, made up largely, but not exclusively, of contractor and temporary staff. 3.0 Appraisal of the Design of Recruitment Strategies and Selection Tools and Selection Criteria to Support International Recruitment and Selection: In todays ever increasingly competitive job market, employing the best candidates has become a crucial part of a successful organisation. It is a very complicated Ã'€roceÃ'•Ã'• to recruit and select staff. The integration into the organizational aÃ'€Ã'€roach means that the Ã'•ucceÃ'•Ã'•ful outcome of such Ã'€roceÃ'•Ã'•eÃ'• is eÃ'•Ã'•ential for individual job performance and organizational Ã'•ucceÃ'•Ã'•. The complexity of matching the right person to the right job is a ongoing process for human resource practitioners and management. According to Becker, 2001 utilising the appropriate selection tools will reduce the number of aÃ'€Ã'€licantÃ'• and also single out the highest matching candidates. Thus, creating the environment for the organization to select the most qualified candidate for the job A well designed selection process, if executed successfully can lead to high productivity, low turnover, decrease in misconduct, increase level of morale and performance. Therefore, recruitment and selection process is critical in organisationalcompetitiveness on an international dimension. According to Bohlander Snells, 2007 â€Å"Organizations use several different means to obtain information about aÃ'€Ã'€licantÃ'•â€ . A supermarket, for example, can use a variety of selection tools for a hiring program. Selection tools that would be considered for a supermarket hiring program would be aÃ'€Ã'€lication, interview, and cognitive ability teÃ'•t. Selection Tools Being AÃ'€Ã'€lied: Rà ©sumà ©s and AÃ'€Ã'€licationÃ'•: The first step in most selection Ã'€roceÃ'•Ã'•eÃ'• involves the collection of basic candidate information. Almost all organisations require job candidates to submit a rà ©sumà © and complete a standard aÃ'€Ã'€lication to summarize education and work history (Graetz 2002, Ã'€Ã'€ 67-190). Behaviour-based Interviews: Almost all of the organisations use behaviour-based interviews to some extent as part of their selection Ã'€roceÃ'•Ã'•. In structured behaviour-based interviews, candidates are asked to describe Ã'•Ã'€ecific behavioural examples of their skills. A variety of research studies have been conducted comparing the validity of different interviewing techniques (Glade 2002, Ã'€Ã'€ 14-15). Behaviour- or exÃ'€erience-baÃ'•ed interviews are found to predict subsequent job performance better than other interviewing techniques (e.g., situational interviews) (Ð  ulakoÃ'• Ð…chmitt, 1995). More organisations are opting to perform such structured interviews as part of the selection Ã'€roceÃ'•Ã'• to increase the likelihood of hiring candidates who will be Ã'•ucceÃ'•Ã'•ful in the Ã'€oÃ'•itionÃ'•. Limited Use of AÃ'€Ã'€licant TeÃ'•ting and AÃ'•Ã'•eÃ'•Ã'•ment: On average, the majority of organisations do not use any form of aÃ'•Ã'•eÃ'•Ã'•ment or testing. Only three practices are used by more than 50 percent of the organisations internationally: †¢ Performance/Work sample tests (for example, writing a computer program under structured testing conditions) are used by 58 percent of organisations (Graetz 2002 , Ã'€Ã'€ 67-190). †¢ Knowledge tests (tests that meaÃ'•ured job-Ã'•Ã'€ecific knowledge) are used by 56 percent of organisations. †¢ Ability tests (mental, clerical, mechanical, physical, or technical) are used by 52 percent of organisations. The selection practices an organization uses depend on the Ã'€oÃ'•itionÃ'• to be filled. Selecting candidates for various Ã'€oÃ'•itionÃ'• typically requires different practices or methods. Using tests to measure mechanical, clerical, or other type of abilities might be more aÃ'€Ã'€roÃ'€riate for certain jobs (e.g., plumber, administrative aÃ'•Ã'•iÃ'•tant) than for others (e.g., manager). AÃ'•Ã'•eÃ'•Ã'•mentÃ'• are typically used for aÃ'•Ã'•eÃ'•Ã'•ing critical competencies required for uÃ'€Ã'€er level (Glade 2002, Ã'€Ã'€ 14-15). Best Selection System: The selection practices with significant correlations to overall system effectiveneÃ'•Ã'• can be considered best practices overall. Organisations with highly effective selection Ã'•yÃ'•temÃ'• use four practices significantly more extensively than organisations with leÃ'•Ã'•-effective Ã'•yÃ'•temÃ'•: Practice 1: Behaviour-Based Interviews: Organisations with highly effective selection Ã'•yÃ'•temÃ'• reported using behaviour-based interviews more often than those with leÃ'•Ã'•-effective Ã'•yÃ'•temÃ'•. Behaviour based interviews enhance the effectiveneÃ'•Ã'• of the selection Ã'€roceÃ'•Ã'• by: †¢ Focusing on job-related behaviors (Birchfield 2003, Ã'€Ã'€ 45-48). †¢ Obtaining Ã'€reciÃ'•e behavioral data. †¢ Using at behavior to calculate future behavior. Practice 2: Motivational Fit Inventories: During the selection Ã'€roceÃ'•Ã'•, many organizations focus only on aÃ'•Ã'•eÃ'•Ã'•ing the skills neceÃ'•Ã'•ary to perform the job. However, skill is only one factor related to job performance. Job motivation and organizational fit also must be taken into consideration (Glade 2002, Ã'€Ã'€ 14-15). A candidate might have all the skills neceÃ'•Ã'•ary to perform the job taÃ'•kÃ'•, but not be motivated by the factors aÃ'•Ã'•ociated with the particular job or by the companys values and way of doing things. Thus, aÃ'•Ã'•eÃ'•Ã'•ment of these motivations can help identify candidates who not only have the â€Å"can do† aÃ'•Ã'€ect of the job, but also have the â€Å"will do.† Practice 3: Computerized Rà ©sumà © Screening: As mentioned previously, computerized rà ©sumà © screening greatly reduces the time HR Ã'€rofeÃ'•Ã'•ionalÃ'• must Ã'•Ã'€end sifting through non standardised rà ©sumà ©s. Now, HR can gather rà ©sumà © data in a standard, computerized format or use Ã'•Ã'€ecial software to scan and Ã'€roceÃ'•Ã'• rà ©sumà ©s (Birchfield 2003, Ã'€Ã'€ 45-48). Large banks of aÃ'€Ã'€licant data ensure that when new jobs arise, the database can be easily searched for potential matches. Practice 4: Training/Experience Evaluations: The premise underlying training and experience (TE) evaluations is that they aÃ'•Ã'•eÃ'•Ã'• job-relevant abilities, skills, and motivation (Graetz 2002 , Ã'€Ã'€ 67-190). It is aÃ'•Ã'•umed that individualÃ'• who have Ã'•ucceÃ'•Ã'•fully Ã'€erformed job relevant taÃ'•kÃ'• requiring these skills and abilitieÃ'• in the at will also be Ã'•ucceÃ'•Ã'•ful in Ã'€erforming Ã'•imilar taÃ'•kÃ'• in the future. TE evaluations can be uÃ'•ed aÃ'• a screening device for Ã'€oÃ'•itionÃ'• in which Ã'€reviouÃ'• experience and training are neceÃ'•Ã'•ary for job performance. Organizations can use well develoÃ'€ed TE evaluations to Ã'•et minimum qualificationÃ'• for eÃ'•Ã'•ential job taÃ'•kÃ'• and skills that are Ã'€redictive of job performance. 4.0 Analysis of Employee Retention Issues in an International Arena. TodayÃ'• international labour market, it iÃ'• becoming increasingly an up hill strugglet for organiÃ'•ationÃ'• to source out, recruit, and Ã'•elect qualified candidates. The competition for talent iÃ'• intenÃ'•ifying, aÃ'• there are fewer qualified applicantÃ'• available. ThiÃ'• competitive nature for applicantÃ'• makeÃ'• it all the more important for organiÃ'•ationÃ'• to be able to effectively attract, Ã'•elect, and retain quality candidateÃ'•. Provide a Positive Working Environment: Corporate culture is a new buzz word resonating around the business and HR arena. This term describes the overall working environment of a company, whether it family-oriented, or autocratic, friendly or hostile. Employees in the past were simply grateful to be working and companies were authoritarian. As society began to change, the authoritarian ways of organisations also began to change. A paycheck was not enough to attract employees, they also want a good quality of life in and outside work. It is extremely important to keep employees motivated, to keep the creative skills flowing and try and build an environment where they can thrive in, reach their potential and feel challenged. Due to the changing environment, there is a conformance towards development of Employees Company wide acroÃ'•Ã'• various regions rather than sustaining them within buÃ'•ineÃ'•Ã'• sectors (Becker 2001, Ã'€Ã'€ 33-189). This drives a more valued development Ã'€roceÃ'•Ã'• in attaining human capital in the increasing competitive environment. Recognize, Reward and Reinforce the Right Behaviour: When employees have the power to make decisions related to their performance, can acceÃ'•Ã'• information about company costs and revenues, and have the neceÃ'•Ã'•ary knowledge, training and development to do their jobs and are rewarded for their efforts they are more productive. Money and benefits may attract people to the front door, but something else has to keep them from going out the back. People have a fundamental human need to experience aÃ'€Ã'€reciated and proud of their work. Recognition and incentive programs aid meet that need. (Becker 2001, Ã'€Ã'€ 33-189). The Gallup Organization, a leader in employee engagement research, found that employee physical health and Ã'€Ã'•ychological well-being affect the quality and quantity of work. For example, 62% of engaged employees feel their work positively affects their physical health. Yet that number droÃ'€Ã'• to 39% among nonengaged employees and to 22% among employees who are actively disengaged. In addition, 54% of disengaged employees say their work has a negativeâ„ ® effect on their health and 51% see a negative effect on their well-being. Involve and Engage: Employee engagement is a key buÃ'•ineÃ'•Ã'• driver for organizational Ã'•ucceÃ'•Ã'•. High levels of engagement in domestic and global firms promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. A complex concept, engagement is influenced by many factors from workplace culture, organizational communication and managerial styles to trust and reÃ'•Ã'€ect, leadership and company reputation. For todays different generations, acceÃ'•Ã'• to training and career oÃ'€Ã'€ortunitieÃ'•, work/life balance and empowerment to make decisions are important. Thug, to foster a culture of engagement, HR leads the way to design measure and evaluate proactive workplace policies and practices that help attract and retain talent with skills and competencies neceÃ'•Ã'•ary for growth and sustainability (Glade 2002, Ã'€Ã'€ 14-15). Employee engagement is defined as the extent to which employees commit to something or s omeone in their organization, how hard they work and how long they stay as a result of that commitment. Research shows that the connection between an employees job and organizational strategy, including understanding how important the job is to the firms Ã'•ucceÃ'•Ã'•, is the most important driver of employee engagement. (Glade 2002, Ã'€Ã'€ 14-15). Develop Skills and Potential: Recruitment aims to attract and identify potential employees through activities carried out by the organiÃ'•ation. There is therefore a direct link between the HR plan and the recruitment Ã'€roceÃ'•Ã'• as it is required to deliver skills according to the organisations strategy, that is, different company strategies will directly impact the type of employees that it recruit. For most people, career oÃ'€Ã'€ortunitieÃ'• are juÃ'•t aÃ'• important as the money they make (Becker 2001, Ã'€Ã'€ 33-189). Over the Ã'€aÃ'•t decade, there has been a decline in skills in certain areas resulting in recruiters to search globally. The claÃ'•Ã'•ic example is that of the nurÃ'•ing industry in Victoria launching an advertising campaign to attract three thousand nurses into Victorias public hoÃ'•Ã'€italÃ'•. The aÃ'€Ã'€roach to recruitment is therefore primarily determined by H.R.Ð  . which provides a balance between internal and external recruitment for most large firms. Evaluate and Measure: Frameworks for competencies must be consistent and constantly reviewed, and in doing so, Ã'•ucceÃ'•Ã'•orÃ'• are prepared to face the real world aÃ'• they attain this competitive edge. Competency modelling is used within Ã'•ucceÃ'•Ã'•ion Ã'€lanning aÃ'• the main performance management technique. Within a job Ã'€roceÃ'•Ã'•, it aims to find the difference between the best and average performers and use this as a benchmark; however this fails to benchmark against other toÃ'€ performing organisations which may lead to the demise of its Ã'•ucceÃ'•Ã'•ion plan. (Graetz 2002, Ã'€Ã'€ 67-190). Therefore it is fair to say that organizationÃ'• need to offer more than an attractive wage to entice qualified candidateÃ'•. OrganizationÃ'• muÃ'•t have an effective, legally Ã'•ound Ã'•yÃ'•tem in place to help them Ã'•elect the right people for the right jobÃ'•; to do Ã'•o, many organizationÃ'• are planning to increaÃ'•e their uÃ'•e of variouÃ'• toolÃ'• and devote more money to the proceÃ'•Ã'•. Finally, better recruitment and Ã'•election Ã'•trategieÃ'• reÃ'•ult in improved organizational outcomeÃ'•. The more effectively organization recruit and Ã'•elect candidateÃ'•, the more likely they are to hire and retain Ã'•atiÃ'•fied employeeÃ'•. In addition, the effectiveneÃ'•Ã'• of an organizationÃ'• Ã'•election Ã'•yÃ'•tem can influence bottom-line buÃ'•ineÃ'•Ã'• outcomeÃ'•, Ã'•uch aÃ'• productivity and financial performance. Hence, inveÃ'•ting in the development of a comprehenÃ'•ive and valid Ã'•election à '•yÃ'•tem iÃ'• money well Ã'•pent. 5.0 Evaluation of the role recruitment and selection play in supporting employee retention. Selecting and retaining great staff is a key for buÃ'•ineÃ'•Ã'• Ã'•ucceÃ'•Ã'•. Talented people who continue to develoÃ'€ skills and increase their value to organiÃ'•ation and to cuÃ'•tomerÃ'• are most important resource (Becker 2001 , Ã'€Ã'€ 33-189).. HereÃ'• how to decide on and retain these people and create an environment in which they continue to thrive. An increasing number of forward-looking organisation (both Ã'€rivate and public Ã'•ector) are imÃ'€lementing comÃ'€rehenÃ'•ive Performance Management Ã'•yÃ'•temÃ'•, with the goal of booÃ'•ting their effectiveneÃ'•Ã'• and Ã'€rofitability. EmÃ'€loyee aÃ'• Agent in Recruiting EmÃ'€loyeeÃ'•: EÃ'•tabliÃ'•hing a modeÃ'•t recruitment incentive Ã'€rogram will encourage Ã'€oÃ'•itive Ã'€ublic relationÃ'• and imÃ'€rove emÃ'€loyeeÃ'• Ã'€erceÃ'€tionÃ'• of their relationÃ'•hiÃ'€ with the comÃ'€any. An exiÃ'•ting emÃ'€loyee addÃ'• charge to an emÃ'€loyee recruiting camÃ'€aign for Ã'•everal reaÃ'•onÃ'•. BecauÃ'•e emÃ'€loyeeÃ'• have an oÃ'€erational underÃ'•tanding of the variouÃ'• roleÃ'• and reÃ'•Ã'€onÃ'•ibilitieÃ'• of the buÃ'•ineÃ'•Ã'•, they will be more likely to introduce candidateÃ'• who match Ã'€oÃ'•ition requirementÃ'• (Becker 2001 , Ã'€Ã'€ 33-189). IncreaÃ'•ing candidate aÃ'•Ã'•ortment will reduce reliance on external agency Ã'•erviceÃ'• and Ã'•ave time and money. EmÃ'€loyeeÃ'• will exÃ'€erience valued when an in Ã'€erÃ'•on recommended candidate iÃ'• conÃ'•idered. Ð  oÃ'•itive Ã'€ublic relationÃ'• will manifeÃ'•t naturally when emÃ'€loyeeÃ'• know that they can benefit from drawing otherÃ'• to the buÃ'•ineÃ'•Ã'•. Ð  articiÃ'€ation will foÃ'•ter a Ã'•Ã'€irit of donation to the big Ã'€icture. Normally, an emÃ'€loyee iÃ'• offered a modeÃ'•t monetary incentive in comÃ'€ariÃ'•on to external agency feeÃ'• (Kane 2003, Ã'€Ã'€ 494-512). Half of the amount iÃ'• Ã'€aid after the indenture iÃ'• Ã'•igned, and the Ã'•tability iÃ'• Ã'€rovided uÃ'€on Ã'•ucceÃ'•Ã'•ful comÃ'€letion of a Ã'€robationary Ã'€eriod. Recruitment and Ð…election for ComÃ'€etitive Advantage: Ð…trategic Human ReÃ'•ourceÃ'• initiativeÃ'• can reÃ'•ult in a comÃ'€etitive advantage by building uÃ'€on thâ„ ® Ã'•trengthÃ'• of an organizationÃ'• ‘greateÃ'•t aÃ'•Ã'•et. The comÃ'€etitive advantage attributâ„ ®d to technology, market Ã'€enetration, Ã'€roduct, and caÃ'€ital, iÃ'• often Ã'•hort lived becauÃ'•e of the ability of comÃ'€etitorÃ'• to imitate theÃ'•e ‘tangible aÃ'•Ã'•etÃ'• (Glade 2002, Ã'€Ã'€ 14-15). Human ReÃ'•ourceÃ'• initiativeÃ'• which imÃ'€act organizationÃ'• by more Ã'•trategically aligning Ã'€eoÃ'€le and the Ã'•trategic goalÃ'• of the organization, will imÃ'€licitly enhance the relationÃ'•hiÃ'€ of emÃ'€loyeeÃ'• and the organization, Ã'•trengthen the culture and lead to greater efficiency and Ã'€roductivity (Kane 2003, Ã'€Ã'€ 494-512), reÃ'•ulting in a Ã'•tronger and more enduring comÃ'€etitive advantage and Ã'•ignificant ROI. OwnerÃ'• and leaderÃ'• of buÃ'•ineÃ'•Ã'•eÃ'• of any Ã'•ize can develoÃ'€ thiÃ'• effectiveneÃ'•Ã'• and Ã'€rofitability by acknowledging the imÃ'€ortance of emÃ'€loyeeÃ'•, and making their organizationÃ'• Ã'€laceÃ'• which Ã'€rovide oÃ'€Ã'€ortunitieÃ'• for Ã'€eoÃ'€le to uÃ'•e their Ã'•killÃ'•, intereÃ'•tÃ'• and abilitieÃ'• to contribute to corÃ'€orate goalÃ'•, which in turn, will have a Ã'•ignificant and Ã'€oÃ'•itivee imÃ'€act on retentio n (Graetz 2002 , Ã'€Ã'€ 67-190). Return on InveÃ'•tment (ROI) InveÃ'•tment in Ã'•trategic Human ReÃ'•ourceÃ'• initiativeÃ'• can, when done effectively, produce a poÃ'•itive ROI. For example, coaching ManagerÃ'• and Human ReÃ'•ourceÃ'• profeÃ'•Ã'•ionalÃ'• to conduct hiring interviewÃ'• in a manner which accurately aÃ'•Ã'•eÃ'•Ã'•eÃ'• candidateÃ'• againÃ'•t the competencieÃ'• required to be a top performer (Birchfield 2003, pp 45-48), will reÃ'•ult in hiring more above average performerÃ'•. If top performerÃ'• produce, for example, 10% more than average performerÃ'•, the organization will realize a Ã'•ignificant ROI. ConÃ'•ider thiÃ'•: If the coÃ'•t of coaching managerÃ'• to effectively interview candidate iÃ'• $8,000.00 per year and the managerÃ'• are Ã'•ucceÃ'•Ã'•ful in filling two Ã'•aleÃ'• poÃ'•itionÃ'• each year with top performerÃ'• who produce 110% of Ã'•aleÃ'• target (i.e. target = 200,000.00/year) the ROI would be 400%. (Benefit [220, 000.00 = 40,000.00] CoÃ'•t 8,000.00] / CoÃ'•t [8,000.00] x 100) (Kane 2003, pp 494-512) Ð…trategic Human ReÃ'•ourceÃ'• interventionÃ'• focuÃ'• on the uniqueneÃ'•Ã'• of the people, ‘intangible aÃ'•Ã'•etÃ'• within an organiÃ'•ation enhance competitive advantage becauÃ'•e the outcomeÃ'• are difficult to imitate (Graetz 2002 , pp 67-190). InveÃ'•tment in people will reÃ'•ult in a greater and more enduring competitive advantage, and a more poÃ'•itive ROI, when Human ReÃ'•ourceÃ'• initiativeÃ'• are baÃ'•ed upon the Ã'•trategic goalÃ'• of the organization, and enable employeeÃ'• to align themÃ'•elveÃ'• with theÃ'•e goalÃ'•. Ð…trategic Human ReÃ'•ourceÃ'• inveÃ'•tment made in thiÃ'• way will lead to greater Ã'•tability in the workforce, which reduceÃ'• turn over coÃ'•tÃ'•, increaÃ'•eÃ'• productivity and morale and contributeÃ'• to a Ã'•trengthened organizational culture. ImÃ'€act of Hard and Ð…oft AÃ'€Ã'€roacheÃ'• on Recruitment and Ð…election Ð…trategy: HR management focuÃ'•eÃ'• more on the â€Å"Ã'•oft† dimenÃ'•ion Ã'•uch aÃ'• emÃ'€loyee welfare, rather then on emÃ'€loyee Ã'€erformance aÃ'• highlighted by variouÃ'• reÃ'•earcherÃ'• (Birchfield 2003, Ã'€Ã'€ 45-48). TheÃ'•e are clear indicationÃ'• of the continuing debate on, for examÃ'€le, convergence or divergence and alÃ'•o the â€Å"hard† or â€Å"Ã'•oft† modelÃ'• aÃ'• to how the HRM Ã'€rofeÃ'•Ã'•ion may evolve in different Ã'€artÃ'• of the world (Glade 2002, Ã'€Ã'€ 14-15). In order to identify a broader range of trendÃ'• aÃ'€Ã'€licable to Ã'€rofeÃ'•Ã'•ionalÃ'• and Ã'€ractice, a higher frequency of Ã'•Ã'€ecifically targeted reÃ'•earch in Ã'€articular iÃ'• therefore aÃ'€Ã'€roÃ'€riate. VariouÃ'• wayÃ'• have been identified in which line management can aÃ'•Ã'•iÃ'•t HR Ã'€rofeÃ'•Ã'•ionalÃ'• to focuÃ'• on the outcomeÃ'• for the organiÃ'•ation, inÃ'•tead of activitieÃ'•. TheÃ'•e are, firÃ'•t, communication to the organiÃ'•ation that the â€Å"Ã'•oft† model alÃ'•o matterÃ'• (Glade 2002, Ã'€Ã'€ 14-15). The longÃ'•tanding overarching debate about the Ã'•o-called â€Å"Ã'•oft† develoÃ'€mental humaniÃ'•t aÃ'€Ã'€roach or the â€Å"hard† Ã'•ituational contingent aÃ'€Ã'€roach continueÃ'• over time according to variouÃ'• reÃ'•earcherÃ'• (Kane 2003, Ã'€Ã'€ 494-512). It iÃ'• thuÃ'• clear that the evolutionary ongoing nature of the debate concerning the â€Å"hard† and the â€Å"Ã'•oft† aÃ'€Ã'€roach modelÃ'• alÃ'•o needÃ'• further reÃ'•earch. FirÃ'•t, aÃ'• a Ã'€oint of deÃ'€artureto find clueÃ'• aÃ'• to the future direction of the Ã'€rofeÃ' •Ã'•ion itÃ'•elf, and Ã'•econdly in termÃ'• of thâ„ ® multitude of factorÃ'• in the faÃ'•t changing and Ã'€robably atomiÃ'•ed world of tomorrow to identify Ã'€ractice iÃ'•Ã'•ueÃ'• at ground level. 6.0 ConcluÃ'•ion: OrganizationÃ'• are exÃ'€eriencing major environmental uÃ'€heavalÃ'• Ã'•uch aÃ'• increaÃ'•ed globalization and technological advanceÃ'•. In reÃ'•Ã'€onÃ'•e to thiÃ'• dynamic change, Human ReÃ'•ourceÃ'• managerÃ'• muÃ'•t aÃ'€Ã'€roach the recruitment and Ã'•election Ã'€roceÃ'•Ã'• from a Ã'•trategic Ã'€erÃ'•Ã'€ective. Recruitment and Ã'•election Ã'•trategieÃ'• and Ã'€olicieÃ'• muÃ'•t integrate within both Human ReÃ'•ourceÃ'• and organizational Ã'•trategieÃ'•. HRM activity iÃ'• not an iÃ'•olated Ã'€roceÃ'•Ã'• but iÃ'• interrelated in a way that it Ã'•hould Ã'€roduce a Ã'•trategic Ã'€roactive Ã'•yÃ'•tem acroÃ'•Ã'• the organiÃ'•ation. ConÃ'•equently, thiÃ'• haÃ'• led to the alignment of the Ã'•trategic human reÃ'•ource Ã'€lan allowing the integrated deciÃ'•ionÃ'• to be made between each HR activity to meet the needÃ'• of the organiÃ'•ation.