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.

Essay --

Entry 3: Week One of Project All educational experiences should empower students to feel that they can make a difference in this world. Those were the first words out of my project mentor’s mouth. The Speech & Debate team is lead by Mr. Tray Smith. He recounted to me how when he was a high school kid he was shy and quiet. Mr. Smith’s high school freshman year English teacher recognized impressiveness in his character encouraging him to join the Speech & Debate team. Mr. Smith quickly felt as if he was a part of something that held significance. He greatly enjoys the preparation leading to events at the school where he now teaches. So on that note, this first week we concentrated on how I might participate. I informed him about my requirement for the course project so he would put me to work in earnest. He immediately began to coach me. It is imperative that students feel they have something important to say having the confidence to share it with you as well as with their peers. So the goal is to m ake them feel at ease. Recognize it is reasonable for them to stumble every now and then. Humility is also a core characteristic of the team. Many successful programs are also known for being a bit pretentious. As our team increasingly gains success, a gracious, humble attitude becomes more important to display. Being a member of our team requires a high level of motivation and some serious goal setting. So don’t hesitate to challenge them. They are accustomed to critique on their speeches. Other high school activities cater to a specific skill set. What helps keep students engaged is that there is something for everyone within this environment. Therefore, in forensics everyone is able to find an event at which they can excel. The man... ...nherent via the fact that the enemy is aware our government is employing surveillance. The revelation by Edward Snowden, to some extent, puts people on notice as to the capabilities the government has to track the enemy down. Neg references a poll done by the Pew Research Center where they found there are no indications that Edward Snowden’s revelations have altered fundamental public views about the tradeoff between investigation of possible terrorism and protection of personal privacy (Pew Research Center, 2013). Still 62% of Americans â€Å"say it is more important for the federal government to investigate possible terrorist threats, even if that intrudes on personal privacy† (Pew Research Center, 2013). America has reduced its exposure to potential attacks and we are all the better for it not worse. Tomorrow we will continue with the Aff position on this subject.

Accepting Ones Heritage in Everyday Use

Accepting Ones Heritage in Everyday Use Ember Eslinger February 24, 2010 English219-M Essay 1 Individuals’ identities are formed and moulded by how he or she chooses to accept and preserve their culture. One might believe that it is important to have the chance to pass down the stories of their past and the significance of their family treasures. Another opinion one might have in saving one’s heritage may be simply possessing family heirlooms. This paper focuses on the importance of experiencing people’s heritage and being proud of it; despite hardships and stereotypes.In the short story â€Å"Everyday Use† by Alice Walker it is evident that the antagonist is interested in preserving her heritage for the wrong reasons. Common sense seems to dictate that Mama is more sympathetic towards Maggie because they have more in common and share the respect for their heritage. Some critics believe that Mama possibly favours Maggie when it comes to the admiration and respect of their heritage. Even though Dee claims she’s become more knowledgeable about her African-American culture, Mama doesn’t believe that her heart is in it.It’s almost as if she has shed her identity to satisfy this mistaken image that’s imbedded in her head of what being true to her African-American culture is all about. When Mama realizes the only reason Dee came home was to claim their family’s old quilts so she could hang them on the wall, Mama becomes resentful and disappointed towards her for not valuing the sentimentality behind her family’s heirlooms. Having the quilts hang on the wall of her house for everyone to see is essentially a reminder of her superior social and economic status.Mama believes Dee is ignorant and naive towards her own inheritance. By conforming to the white Americans view of the African-American traditions she’s cheating herself out of both cultures. She’s both and neither at the same time. Although Walker does not directly state, Dee’s character seems ashamed of how Mama and Maggie live their lives. The short story supports the fact that Mama puts her foot down when Dee tries to take the quilts even though they were promised to Maggie.When Maggie tries to willingly allow Dee to take the quilts Mama steps in and insists Dee take some of the other ones. Some might believe Mama is unfair when it comes to her daughters, when really she’s handling the situation as her mother and grandmother would have handled it, supporting her idea of preserving heritage. Maggie, the younger of the two daughters, is covered in scars from when their old house went up in flames. The scars symbolize the almost uncomfortable state in which Maggie lives. Although she is content with what she has, she will probably never have more.Her quiet, withdrawn character helps readers see the contrast between the two sisters. Similarly their complete opposite views of their heritage. Dee h as a superficial idea of her heritage and prefers appearance over substance; how things appear on the outside, rather than the in depth meaning. Maggie on the other hand has respect for and is very aware of where she came from. Evidence from the text supports the idea that Maggie knew a great deal more than Dee about the significance of many family heirlooms.Like Mama, Maggie is able to take pride in the practical aspects of her nature and their lack of education does not prevent them from appreciating their heritage and those who came before them. Maggie values the importance of experiencing her heritage rather than putting in on display. She’s an utilitarian whose everyday use of the quilts remind her of her family ties and especially of her Grandma Dee. Because Mama and Maggie share not only cultural beliefs but also physical attributes Walker makes it clear that Mama is able to better relate with Maggie over Dee.Along with accusing Mama of not understanding her own herita ge, Dee furiously states that â€Å"‘Maggie can’t appreciate these quilts! She’d probably be backward enough to put them to everyday use. ’† (Walker 253) Unfortunately for Dee, Mama sides with Maggie in hope that she would use them. Earlier in the story, Dee tries to prove her knowledge about the quilts but she only states how they were made from pieces of dresses her Grandma used to wear, nothing about either Grandpas clothing scraps.She finished her argument with what she thought was a strong statement about how they were all stitched by hand by her Grandma Dee, when in fact Mama and Big Dee also helped create the works of art. To Mama the quilts have a deeper meaning. When she moves up to touch the quilts, she is reaching out to touch the people whom the quilts represent. Mama is more willing to pass down the quilts to Maggie because she believes Maggie is able to make the same connection as she does to the quilts.Mama and Maggie are able share t he belief that the true meaning behind every family heirloom comes from the memories in which that item has made, so even when the object is no more, the memories are still able to live on through one’s bequest. In this short story, Walker indirectly focuses on the fact that Maggie is following in Mama’s footsteps and that it is very likely that she will lead the same lifestyle as Mama has. If one is able to take the time to recognize the recollections of the past through family heirlooms, he or she will more likely be able to understand and value their heritage.In conclusion this paper goes in depth about being true to ones heritage, furthermore, being true to oneself. When it comes to the topic of heritage, most of us will willingly agree that it takes more than knowledge of one’s grandparents’ names and a couple of old quilts to show ones passion and sentiment. In this case, Dee seems content with how she has decided to accept and portray her own herit age whereas most people, including Mama and Maggie, are on the opposite side of the spectrum since they believe it is more important to view your heritage as your entire lives experiences.When it is said that Mama is more sympathetic towards Maggie it is merely stating With that said, to actually have the personal satisfaction of being part of one’s heritage, they first need to accept their own purities and faults. Once you are able to do so, recognizing oneself as a part of one’s heritage should surge naturally.Works Cited Walker, Alice. â€Å"Everyday Use. † Making Arguments about Literature: A Compact Guide and Anthology. Ed. John Schilb and John Clifford. Boston: Bedford/St. Martin’s. 2005. 247-253.

Hereford Plays series Essay

After the complex events of the scene before, Marco jumps in to try and regain his brother’s dignity. This is his family and he cannot let Rodolpho be disgraced like that or be hurt; whether it was just a stagger or not, Eddie was out of order and Marco won’t allow it. As Catherine and Rodolpho dance, Marco discusses a ‘friendly’ challenge: ‘Marco takes a chair and places it in front of Eddie’. Eddie has to lift the chair as far up as he can with one hand holding it by the bottom of one leg. As Eddie kneels and grasps the leg he lifts it by an inch whereas when Marco tries it he lifts it all the way above his head. This simple action obviously had a motive behind it: to warn Eddie to lay off his brother but Eddie consciously knows that he won’t give up that easily. Marco has shown that Eddie may think he’s more of a man than Rodolpho but Marco is more of a man than Eddie; this event has generally shamed Eddie in his home, which is something this character feels very strongly about as the head of the household. The scene needs a sense of oppositon and competition. In order to emphasise what is to be a true test of strength, the onlookers (Rodolpho, Catherine and Beatrice) need to have complete awareness and support of Marco’s triumph. In this scene you have to visually compare the failure of Eddie in comparison to the triumph of Marco. While Marco is lifting the chair he is struggling and the tension in his neck, face, arms and especially his facial expression is needed to portray not just victory of lifting the chair but the victory of putting Eddie to shame and gaining some respect for his brother. This scene is a turning point in the story because Eddie now knows that if he wants Rodolpho out of his life he’ll may have to take even more extreme measures and the battle has turned from not just putting Catherine off of Rodolpho but to get these immigrants out of his house. It’s important for its visual impact on the audience because its dramatic actions of a fight for strength and self-dignity turns the whole generalisation of the story from a happy family get-together into a potential ‘crime against his (Eddie’s) family and the Sicilian community’ (as quoted from synopsis/pri cis of the book). Its also important because it shows Marco’s justified slyness; justified because he has dishonoured Eddie but only in retaliation to Eddie taking advantage of Rodolpho. As soon as Marco said â€Å"Here†¦ † and started to lift the chair it is the beginning of Eddie’s slowly increasing shame and disgrace. The victory celebration should idealistically be a smiled expression (from Marco) as if to imply to Eddie that no-one messes with his brother or else they’ll answer to him. As director I would issue the following instructions: Catherine: you’re enjoying your dance with Rodolpho and you are nai ve as to what might be going on with Eddie and Marco so keep off guard and treat the situation as though its just a bit of fun between them. Beatrice: you have realised that Eddie feels discomforted at the weak position that he has been put in; however you believed that he deserved it and you are just hoping that Eddie has learned his lesson and will not interfere again. Act supportive at his distress but don’t destroy is ride by talking about it too much (as your character would naturally do) Eddie: you have to accept Marco’s offer very boldly and confidently as Catherine might be watching and you don’t want to back down now. Your facial expression has to show repressed rage at Marco; grind your teeth and be silent to keep your pride, you want everyone else in the room to feel that what has happened doesn’t mean or prove anything so get on as though it didn’t happen although you’re still much aware of the damage that Marco has done Marco: you are proud of what you have accomplished but you’re not going to look like a show off; if you win gracefully it will add to Eddie’s shame which is something you want to do. Your facial expression should say ‘ I’m triumphant and taking it well’ In conclusion, Eddie cares about his family and the responsibilities that come with it. He was strict in the upbringing of Catherine and had the utmost respect for his wife. Even though he made a fool of himself and died just for his name (his dignity) we must recognise he had a strong and defiant will or view that was his own and that he fought to uphold, such as his ‘primitive man’s view’ that there must be a law that keeps Catherine from marrying Rodolpho because he is supposedly a homosexual. The bottom line is Eddie should have settled for half meaning he brought Catherine up and now it was time to let her go. So in the end, Eddie dies to keep his pride and his ‘name’ but doesn’t even gain the audience’s admiration because his actions were unnecessary. As quoted by E. R. Wood, who wrote the introduction in the Hereford Plays series (1975) publication of ‘A View From The Bridge’, â€Å"To be a tragic hero, you do not have to be in the right; you have to be true to yourself. † So Eddie was guilty of destroying the lives of these immigrants and the only honourable way out was to die.

Free Essays on Investigatory Project On Herbal Soaps

METHODOLOGY I. State the Problem. Good health is necessary for all human beings in order to enjoy life. But manufactured foods and medicines have become very expensive for all of us especially in this time of economic crisis, so it's very hard to maintain good health. Oftentimes it is the cost of these medicines that use up all our money and savings. Medicines and foods need not be expensive anymore. Traditional healing thru the use of medicinal herbs, fruits, vegetables, seafoods, rootcrops and other natural foods are just at your doorstep. They are found everywhere around you. You can prepare your own medicine and food at home without spending too much. Traditional healing methods are continuously sought despite the presence of hospitals and medical clinics. They are also sought not only because they are less expensive, but also because they get satisfying results. One example of these traditional healing is the use of guava leaves. Applying a paste ( crushed leaves ) of guava leaves on wounds helps in curing them. A guava leaf decoction can also be use as an antiseptic for wounds. II. What observations made you to decide to study the problem? In these modern days of sophisticated medicine and the new way of producing so many kinds of medicine, very few people especially those from the cities will not take their time out just for the process of what you called, traditional healing. Even though they do still believe it’s effectiveness. So, why not modernized this traditional kind of healing? As in, the case of healing a wound, why not make this traditional healing into something more easier and convenient. Instead of using a lot of time in looking for some guava leaves and make a decoction to be use as an antiseptic, I’m thinking of making a soap out of the guava leaf. This can be immediately used especially for emergency cases. III. What factor must you consider? Gua... Free Essays on Investigatory Project On Herbal Soaps Free Essays on Investigatory Project On Herbal Soaps METHODOLOGY I. State the Problem. Good health is necessary for all human beings in order to enjoy life. But manufactured foods and medicines have become very expensive for all of us especially in this time of economic crisis, so it's very hard to maintain good health. Oftentimes it is the cost of these medicines that use up all our money and savings. Medicines and foods need not be expensive anymore. Traditional healing thru the use of medicinal herbs, fruits, vegetables, seafoods, rootcrops and other natural foods are just at your doorstep. They are found everywhere around you. You can prepare your own medicine and food at home without spending too much. Traditional healing methods are continuously sought despite the presence of hospitals and medical clinics. They are also sought not only because they are less expensive, but also because they get satisfying results. One example of these traditional healing is the use of guava leaves. Applying a paste ( crushed leaves ) of guava leaves on wounds helps in curing them. A guava leaf decoction can also be use as an antiseptic for wounds. II. What observations made you to decide to study the problem? In these modern days of sophisticated medicine and the new way of producing so many kinds of medicine, very few people especially those from the cities will not take their time out just for the process of what you called, traditional healing. Even though they do still believe it’s effectiveness. So, why not modernized this traditional kind of healing? As in, the case of healing a wound, why not make this traditional healing into something more easier and convenient. Instead of using a lot of time in looking for some guava leaves and make a decoction to be use as an antiseptic, I’m thinking of making a soap out of the guava leaf. This can be immediately used especially for emergency cases. III. What factor must you consider? Gua...

Life In A Temperate Grassland

Life In A Temperate Grassland As much as one-fifth of the Earths surface is covered in wild grasses in biomes known, aptly, as grasslands. These biomes are characterized by the plants that grow there, but they also attract a unique array of animals into their realm.   Savannas and Grasslands: Whats the difference? Both are dominated by grass and few trees as well as hooved animals that can run fast from predators, so whats the difference between a grassland and a savanna? Essentially a savanna is one type of grassland found in tropical regions. It generally gets more moisture and therefore has a few more trees than grasslands in the rest of the world. The other type of grassland - known more simply as a temperate grassland - experiences seasonal changes throughout the year that bring hot summers and cold winters. Temperate grasslands receive just enough moisture to support the growth of grasses, flowers, and herbs, but not much else. This article will focus on the plants, animals, and regions of the worlds temperate grassland biomes. Where in the World Are Grasslands Found? Temperate grasslands are characterized by their  hot summers, cold winters, and very rich soils. They  can be found throughout North America - from Canadas prairies to the plains of the midwestern United States. They are also found in other parts of the world, albeit they are known here under different names. In South America, grasslands are called pampas, in Hungary they are called pusztas, whereas in Eurasia they are known as steppes. Temperate grasslands found in South Africa are called veldts. Plants in the Grassland: More than just grass! As you might expect, grasses are the predominant plant species growing in grasslands. Grasses, such as barley, buffalo grass, pampas grass, purple needlegrass, foxtail, rye grass, wild oats, and wheat are the main plants that grow in these ecosystems. The amount of annual rainfall affects the height of the grasses that grow in temperate grasslands, with taller grasses growing in wetter areas. But thats all there is to these rich and fertile ecosystems. Flowers, such as sunflowers, goldenrods, clover, wild indigos, asters, and blazing stars make their home among those grasses, as do several species of herbs. Precipitation in grassland biomes is often high enough to support grasses and a few small trees, but for the most part trees are rare. Fires and erratic climate generally prevent trees and forests from taking over. With so much of a grass growth occurring underground or low to the ground, they are able to survive and recover from fires more quickly than shrubs and trees. Also, the soils in grasslands, while fertile, are typically thin and dry, making it difficult for trees to survive. Temperate Grassland Animals There are not many places for prey animals to hide from predators in grasslands. Unlike savannas, where there is a large diversity of animals present, temperate grasslands are generally dominated by just a few species of herbivores such as  bison, rabbits, deer, antelope, gophers, prairie dogs,and antelopes. Since there are not many places to hide in all of that grass, some grassland species - such as mice, prairie dogs, and gophers have adapted by digging burrows to hide from predators such as coyotes and foxes.  Birds such as eagles, hawks, and owls also find lots of easy prey in grasslands. Spiders and insects, namely grasshoppers, butterflies, crickets, and dung beetles are in abundance in temperate grasslands as are several snake species. Threats to Grasslands The primary threat faces by grassland ecosystems is the destruction of their habitat for agricultural use. Thanks to their rich soils, temperate grasslands are frequently converted to farm land. Agricultural crops, such as corn, wheat, and other grains grow well in grassland soils and climate. And domestic animals, such as sheep and cattle, love to graze there. But this destroys the delicate balance of the ecosystem and removes the habitat for the animals and other plants that call the temperate grasslands their home. Finding land to grow crops and support farm animals is important, but so are grasslands, and the plants and animals that live there.

Battle of the Philippine Sea in World War II

Battle of the Philippine Sea in World War II The Battle of the Philippine Sea was fought on June 19-20, 1944, as part of the Pacific Theater of World War II (1939-1945). Having island-hopped across the Pacific Ocean, Allied forces advanced on the Mariana Islands in mid-1944. Seeking to block this thrust, the Imperial Japanese Navy dispatched a large force to the area. In the resulting battle, Allied forces sank three Japanese aircraft carriers and inflicted crippling losses on the Japanese fleet air arm. The aerial battle proved so one-sided that Allied pilots referred to it as the Great Marianas Turkey Shoot. The victory allowed Allied forces to isolate and eliminate Japanese forces on Saipan, Guam, and Tinian. Background Having recovered from their earlier carrier losses at the Coral Sea, Midway, and the Solomons Campaign, the Japanese decided to return to the offensive in mid-1944. Initiating Operation A-Go, Admiral Soemu Toyoda, Commander-in-Chief of the Combined Fleet, committed the bulk of his surface forces to striking at the Allies. Concentrated in Vice Admiral Jisaburo Ozawas First Mobile Fleet, this force was centered on nine carriers (5 fleet, 4 light) and five battleships. In mid-June with American forces attacking Saipan in the Marianas, Toyoda ordered Ozawa to strike. Vice Admiral Jisaburo Ozawa, IJN.   Public Domain Steaming into the Philippine Sea, Ozawa counted on support from Vice Admiral Kakuji Kakutas land-based planes in the Marianas which he hoped would destroy a third of the American carriers before his fleet arrived. Unknown to Ozawa, Kakutas strength had been greatly reduced by Allied air attacks on June 11-12. Alerted to Ozawas sailing by U.S. submarines, Admiral Raymond Spruance, commander of the U.S. 5th Fleet, had Vice Admiral Marc Mitschers Task Force 58 formed near Saipan to meet the Japanese advance. Consisting of fifteen carriers in four groups and seven fast battleships, TF-58 was intended to deal with Ozawa, while also covering the landings on Saipan. Around midnight on June 18, Admiral Chester W. Nimitz, Commander-in-Chief of the U.S. Pacific Fleet, alerted Spruance that Ozawas main body had been located approximately 350 miles west-southwest of TF-58. Realizing that continuing to steam west could lead to a night encounter with the Japanese, Mitscher asked permission to move just far enough west to be able to launch an air strike at dawn. Battle of the Philippine Sea Conflict: World War II (1939-1945)Dates: July 19-20, 1944Fleets and Commanders:AlliesAdmiral Raymond SpruanceVice Admiral Marc Mitscher7 fleet carriers, 8 light carriers, 7 battleships, 79 other warships, 28 submarinesJapaneseVice Admiral Jisaburo OzawaVice Admiral Kakuji Kakuta5 fleet carriers, 4 light carriers, 5 battleships, 43 other warshipsCasualties:Allies: 123 aircraftJapan: 3 carriers, 2 oilers, and approximately 600 aircraft (around 400 carrier, 200 land-based) Fighting Begins Concerned about being lured away from Saipan and opening the door for the Japanese slip around his flank, Spruance denied Mitschers request stunning his subordinate and his aviators. Knowing that battle was imminent, TF-58 deployed with its battleships to the west to provide an anti-aircraft shield. Around 5:50 a.m. on June 19, an A6M Zero from Guam spotted TF-58 and radioed a report to Ozawa before being shot down. Operating on this information, Japanese aircraft began taking off from Guam. To meet this threat, a group of F6F Hellcat fighters was launched. Vice Admiral Marc Mitscher.   U.S. Navy History and Heritage Command Arriving over Guam, they became engaged in a large aerial battle which saw 35 Japanese aircraft shot down. Fighting for over an hour, the American planes were recalled when radar reports showed inbound Japanese aircraft. These were the first wave of aircraft from Ozawas carriers which had launched around 8:30 a.m. While the Japanese had been able to make good their losses in carriers and aircraft, their pilots were green and lacked the skill and experience of their American counterparts. Consisting of 69 aircraft, the first Japanese wave was met by 220 Hellcats approximately 55 miles from the carriers. A Turkey Shoot Committing basic mistakes, the Japanese were knocked from the sky in large numbers with 41 of the 69 aircraft being shot down in less than 35 minutes. Their only success was a hit on the battleship USS South Dakota (BB-57). At 11:07 a.m., a second wave of Japanese aircraft appeared. Having launched shortly after the first, this group was larger and numbered 109 fighters, bombers, and torpedo bombers. Engaged 60 miles out, the Japanese lost around 70 aircraft before reaching TF-58. While they managed some near misses, they failed to score any hits. By the time the attacked ended, 97 Japanese aircraft had been downed. Fighter plane contrails mark the sky over Task Force 58, during the Great Marianas Turkey Shoot phase of the Battle of the Philippine Sea, June 29, 1944.   U.S. Naval History and Heritage Command A third Japanese attack of 47 aircraft was met at 1:00 PM with seven aircraft being downed. The remainder either lost their bearings or failed to press their attacks. Ozawas final attack launched around 11:30 a.m. and consisted of 82 aircraft. Arriving in the area, 49 failed to spot TF-58 and continued on to Guam. The rest attacked as planned, but sustained heavy losses and failed to inflict any damage on the American ships. Arriving over Guam, the first group was attacked by Hellcats as they attempted to land at Orote. During this engagement, 30 of the 42 were shot down. American Strikes As Ozawas aircraft were launching, his carriers were being stalked by American submarines. The first to strike was USS Albacore which fired a spread of torpedoes at the carrier Taiho. Ozawas flagship, Taiho was hit by one which ruptured two aviation fuel tanks. A second attack came later in the day when USS Cavella struck the carrier Shokaku with four torpedoes. As Shokaku was dead in the water and sinking, a damage control error aboard Taiho led to a series of explosions which sank the ship. Recovering his aircraft, Spruance again held off turning west in an effort to protect Saipan. Making the turn at nightfall, his search aircraft spent most of June 20 trying to locate Ozawas ships. Finally around 4:00 p.m., a scout from USS Enterprise (CV-6) located the enemy. Making a daring decision, Mitscher launched an attack at extreme range and with only hours remaining before sunset. Reaching the Japanese fleet, the 550 American aircraft sank two oilers and the carrier Hiyo in exchange for twenty aircraft. In addition, hits were scored on the carriers Zuikaku, Junyo, and Chiyoda, as well as the battleship Haruna. Japanese Carrier Division Three under attack by United States Navy aircraft from Task Force 58 in the battle of the Philippine Sea, late afternoon of June 20, 1944. U.S. Naval History and Heritage Command   Flying home in the darkness, the attackers began to run low on fuel and many were forced to ditch. To ease their return, Mitscher daringly ordered all of the lights in the fleet turned on despite the risk of alerting enemy submarines to their position. Landing over a two-hour span, the aircraft set down wherever was easiest with many landing on the wrong ship. Despite these efforts, around 80 aircraft were lost through ditching or crashes. His air arm effectively destroyed, Ozawa was ordered to withdraw that night by Toyoda. Aftermath The Battle of the Philippine Sea cost Allied forces 123 aircraft while the Japanese lost three carriers, two oilers, and approximately 600 aircraft (around 400 carrier, 200 land-based). The devastation wrought by American pilots on June 19 led one to comment Why, hell it was just like an old-time turkey shoot down home!† This led to the aerial fight earning the name The Great Marianas Turkey Shoot. With the Japanese air arm crippled, their carriers only became useful as decoys and were deployed as such at the Battle of Leyte Gulf. While many criticized Spruance for not being aggressive enough, he was commended by his superiors for his performance.

Gender Issues Essay Example | Topics and Well Written Essays - 1000 words - 1

Gender Issues - Essay Example Women can now be seen in the office working as colleagues to their male counterparts and even taking up managerial positions with the opposite sex as their subordinates. The transition that has led to this equality has not been a smooth nor easy one however, and it has taken a lot of lobbying and politics for women to achieve the equality that they rightly deserve. Gender equality has also brought up new issues in terms of the roles that the different genders are supposed to take up now as the traditional perceptions have been shelved in favor of the new age era where most responsibilities can be looked upon as unisex in nature. Though the equality that has been achieved by women has been welcomed, issues still remain such as the fact that this does not change their sex and women still want to be appreciated as women. The issue of equality comes in when dealing with the subject of respect, women simply want to be given the same respect offered to the opposite gender, but that does not imply that they want to be treated like their male counterparts (Sommers 134). They still wanted to be treated like a lady despite their new found independence in the modern world, in issues such as going out on dates a man is still expected to play the role of a gentleman and pick up the tab, open doors for their companion and the various other gestures of affection that they have been accorded over the past (Caroll 45). This is to say that despite the equality between the two genders that has been gained, differences are still in existense and they should not be overlooked. For example, men are still considered to be physica lly stronger than their counterparts and energy draining tasks such as heavy lifting should not be given to a woman likely to be smaller in stature simply because women are now considered to be equal to men. The gender issues that are now being faced as a result of this equality has also led to several issues that need to be looked into if

Gender Misrepresentation in Society and Media Research Paper

Gender Misrepresentation in Society and Media - Research Paper Example Since time immemorial, the female gender has been treated as objects, without regard to their dignity (Worell,  2001). As a result, depression, eating disorders, sexual dysfunction, anxiety of facial and body appearance are common among media working women. In addition, women in advertising companies have been neglected in that the advertisements only highlight a specific part of a woman body while completely ignoring other body parts, thus increasing shame that women feel about their bodies being less attractive. The negative aftermath not only affects adult female but also the younger ones (Croteau & Hoynes, 2014). This has caused low political efficacy and other negative implications. Discrimination based on person’s gender has dominated the media and advertising industries. Victims of sexism and bias in the media lose morale to perform their duties effectively. Some advertising industries pass over women for promotion due to their belief about women’s ability; they use this phrase as an excuse ‘women are weak vessels. Extreme sexism may result to sexual harassment at workplace. Researchers have raised numerous questions on how media defines gender socialization and particularly how it portrays crimes committed in the society. While it is true that researchers have examined the crime covered by media, it is apparent that the majority of them have not focused on how media portrays the offence (Holtzman et al. 2014). This has led to female been portrayed as victims and not offenders thus bringing the point that females less likely commit criminal acts compared to their male counterparts. In this aspect, a small number of female offenders represent a minute percentage of the offenders convicted because of a serious offence (Holtzman et al, 2014). On the occasions that women are not fully responsible for the crimes committed, media groups justify their images and narratives and thus are not

He Enron Accounting Scandal Essay Example | Topics and Well Written Essays - 1250 words

He Enron Accounting Scandal - Essay Example Second is misrepresenting the earnings reports that made the executives enjoy investments as they continued to report fraudulent earnings to investors which still attracted others due to the apparent financial gains that were being reported. Third is that the top company executives were involved in embezzlement as they kept on pocketing investment funds from the unsuspecting investors that led to the bankruptcy of the company. Fourth is the company’s idea of mark to market accounting introduced by skilling that made it the first company to use such as complex method to account for its contracts. (Petrick & Scherer, 2004) This meant income could be recorded even without receiving the money and this increased financial earnings. This was fraudulent especially after the Blockbuster video contract that resulted in losses that were treated as profits by the company. Fifth action was poor financial auditing through the use of reckless standards that did not identify mistakes in repo rting leading to the collapse of the company (Thomas, 2002). Risk management measures to avert the events Initially with the appointment of Skilling to the financial department, the CEO let him implement sophisticated risk control system at Enron. Embracing this new idea as a whole without first having to test it was a bad thing for the company (Culp, 2002). As much as ideas were initiated to adequate screening was made as members of the risk assessment group colluded with the management to approve deals. Therefore the first thing to do would have been to establish a flawless risk assessment group that was answerable to the board to avoid the events that led to the company’s collapse (Healy & Palepu, 2003). Secondly the company’s problems seemed to have emerged from the carefree attitude that was the norm for the management. They turned a blind eye to a lot of malpractices that were happening in the company making its situation worse. The company should have enforced a hands on management style instead of the hands off style that let the company run like a runaway train. Together with this the company should have enforced corporate governance ethics in order to eliminate such malpractices or reduce risks of them happening (Culp, 2002). The company should have also laid down the ground rules especially for the fiance department when it comes to reporting of the company’s earnings and other financial results. A simple accounting method should have been used and one that could be easily understood by shareholders and the board of directors so that people are not deceived into believing they have revenues which they do not actually have (Rosen, 2004). Ethical considerations of the laws applicable to the case The laws that applicable to this case specifically look at the issue of fraud and public misinformation. All financial information concerning the operations of any public owned company or any other company for that matter should be disclos ed at the end of a particular period of time following the laid down rules and regulations of financial reporting. The law requires that company be responsible in their conduct and relationship with various stakeholders so that each of the party enjoys the outcomes that are got from operating the business. The laws also require that the management acts in

Markets Essay Example | Topics and Well Written Essays - 750 words

Markets - Essay Example And the effective predator will come prepared. Don't be shy about peering into hidden corners. You might see my friends there and my friends have the power. We have purchasing power and our conversations will be heard. After all, the whole idea of marketing is to sell a product. Bottom line. Sell a product. You can have your ideals now, or a hundred years ago, or since, sales figures will still be the bottom line. It's nice that you can iconolize a product, but its not that simple. Even with the Internet, hyper cybernation, and the click track repeating the mantra of "Isn't That Special", there are still the main components of product quality, delivery date, and price. These are the qualities that the product will live or die by, not some word of mouth or over blogged innuendo. The million-dollar web site doesn't work anymore, it never did. With the technology available, web sites are an afterthought. The idea is in the communication, and the idea needs to remain crystal clear. The idea needs a clear channel of communication. The idea is to deliver a product that works when you say it will work, and someone that can afford to pay for it. Your Ipod needs to work as advertised and you need a guarantee that the cell phone you just bought will work in the area where you live. Then, and only then, will the talk become as cheap as the time spent talking. The vehicle to transmit that talk Priceless. Even at its worst, our newfound c... Well, DUH! The ability to communicate instantly and intimately is one of the most interesting aspects of any relationship. But, it does not preclude a trade show. It does not make humor obsolete. By the way, I happen to like the glitz and glare of a three-dimensional romp with like-minded competitors. And there are some pretty amusing sitcoms. I wish I could trust the world of high definition flat screen electronics, but it just doesn't have enough texture. Global business won't be accepted through a Pepsi commercial at the Super Bowl and it won't be accessed through the million dollar corporate web site I gaze at 9 hours a day. If the corporate website is a dinosaur, then TV sitcoms can't be far behind. and trade shows are as irrelevant as last week's laundry. The ability to spoonfeed the public with a one size fits all mentality has certainly gone the way of the bow and arrow. Just because your conversation is interesting and more entertaining than 'I Love Lucy', it still does not require me to spend a lot of time with it. We need to measure the quality of our time and factor that into our equation for brand recognition. Our newfound conversations would be unequaled in length. And anyway, this is about getting in touch. It's nice and it's interesting, but this short conversation with you just doesn't make the payment on my BMW. As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other These are the statements of a desperate, whining man running into the open, welcome arms of defeat. Technology has a way of doing that. A way of beating you

Concert Assignment Example | Topics and Well Written Essays - 1000 words

Concert - Assignment Example Diwali is celebrated differently in different regions of India. For example, in northern India, Diwali is a mean to celebrate the return of Rama from Ayodhya after suffering in exile for fourteen years. It is celebrated to honour Rama’s victory against the defeat of Ravana. Similarly, in Gujrat, Diwali is celebrated to welcome the goddess of wealth which is known as Lakshmi in Hindi. In other parts such as Nepal, people celebrate the festival to remind themselves the victory of Krishna who was known for defeating evil king Narakaasura. Also in Bengal, Dewali holds a significant importance for them as a celebration associated with the goddess of Kali Mata. Traditional Activities: The typical traditional activities include: The cleaning of houses, streets, shops and all the public places. Buying and wearing new attires. Decorating every corner of the city with beautiful lights especially the Diyas. Cooking traditional foods especially the real festive meals. Exchanging gifts suc h as traditional sweets, valuable gold items for women and dresses such as Sari, dried fruits, toys for children. And last but not the least, displaying the magnificent fireworks to celebrate the real essence and charisma of Diwali. Traditional Music: Music and dance are an essential part of any Hindu festival. Even during, Diwali people celebrate the joy and happiness on the beats of traditional festive music mixed with Holy songs and sometimes, songs from the famous Indian movies are also played. Any Hindu festival is considered without music especially without the beats of drums. Songs are played on all the public venues for people to dance and cherish the moments. Traditional Food: Diwali is incomplete without sweets and traditional food. Indians celebrate this event with the touch of their traditional sweets known as Mithai. Other traditional foods include Halwa, snacks made from chickpeas, rice and lentil and Chivda. Especially on the day of Diwali, women give a plenty of thei r time in cooking these traditional foods including drinks such as Chai, Sorbets and different frozen desserts. Their food is usually filled with spices and herbs cooked in special coconut oil (Source: The Guardian). Conclusion Diwali is the most celebrated event in the history of India and wherever Sikhs, Hindus and Jains live. It has remained the same during all those times and it is still celebrated in the same traditional and enthusiastic manner. Even today, people still decorate their surroundings with colourful lights, decorative items, exchange gifts and focus on sending traditional sweets to one another. Hindus know how to preserve their traditions and culture without changing them even a bit. Works Cited: BBC. Diwali- 3rd November. [Available Online]. http://www.bbc.co.uk/schools/religion/hinduism/diwali.shtml accessed on 8th March, 2013 The Guardian. What’s eaten at Diwali. [Available Online]. http://www.guardian.co.uk/lifeandstyle/wordofmouth/2011/oct/25/whats-eate n-at-diwali accessed on 8th M

Identify the ethical issues within the field of Information Technology Essay

Identify the ethical issues within the field of Information Technology - Essay Example A number of ethical concerns are associated with implementing the proposed integration project. Firstly, Accounting software, Graphic design software, operating systems, and virus guards can be purchased from unauthorized venders at a lower price. This is an act of violating laws regarding copy right, patents and trade secret. In addition using low price software which closely resembles the originals is also unethical. Such software can be associated with plagiarism, reverse engineering, open source code and cybersquatting(Ethics in Information Technology - Auburn University). Secondly, employees are responsible for using firm’s computers, internet facility, software and other appliances solely for the purpose of fulfilling the duties assigned to them. This is important to increase firm’s productivity (431). Workers are also expected to avoid unauthorized using of firm’s computers and confidential data. Accounting firm’s administration cannot rely only on trust for security issues like this while in the process of integrating with a different firm. On the one hand employees of two firms adapt to changing organizational structure after a certain time period. Organizational disputes can happen during this time period (Schein, 2004 ). On the other hand newly established firm has a larger number of employees. Firms use low cost and convenient IT solutions to monitor and supervise a large number of employees. New computers that are provided under this project will be linked via a computer network system. This shared network system can be used to obtain high speed internet facility to all the computers in firm. There are unauthorized means of using shared internet connections. Ethical procedure is purchasing an appropriate package from an Internet Service Provider. Networking is also important for increasing resource use efficiency of the firm such as printers (314). In addition, accessing to websites such as Facebook, YouTube eBay and

Concert Assignment Example | Topics and Well Written Essays - 1000 words

Concert - Assignment Example Diwali is celebrated differently in different regions of India. For example, in northern India, Diwali is a mean to celebrate the return of Rama from Ayodhya after suffering in exile for fourteen years. It is celebrated to honour Rama’s victory against the defeat of Ravana. Similarly, in Gujrat, Diwali is celebrated to welcome the goddess of wealth which is known as Lakshmi in Hindi. In other parts such as Nepal, people celebrate the festival to remind themselves the victory of Krishna who was known for defeating evil king Narakaasura. Also in Bengal, Dewali holds a significant importance for them as a celebration associated with the goddess of Kali Mata. Traditional Activities: The typical traditional activities include: The cleaning of houses, streets, shops and all the public places. Buying and wearing new attires. Decorating every corner of the city with beautiful lights especially the Diyas. Cooking traditional foods especially the real festive meals. Exchanging gifts suc h as traditional sweets, valuable gold items for women and dresses such as Sari, dried fruits, toys for children. And last but not the least, displaying the magnificent fireworks to celebrate the real essence and charisma of Diwali. Traditional Music: Music and dance are an essential part of any Hindu festival. Even during, Diwali people celebrate the joy and happiness on the beats of traditional festive music mixed with Holy songs and sometimes, songs from the famous Indian movies are also played. Any Hindu festival is considered without music especially without the beats of drums. Songs are played on all the public venues for people to dance and cherish the moments. Traditional Food: Diwali is incomplete without sweets and traditional food. Indians celebrate this event with the touch of their traditional sweets known as Mithai. Other traditional foods include Halwa, snacks made from chickpeas, rice and lentil and Chivda. Especially on the day of Diwali, women give a plenty of thei r time in cooking these traditional foods including drinks such as Chai, Sorbets and different frozen desserts. Their food is usually filled with spices and herbs cooked in special coconut oil (Source: The Guardian). Conclusion Diwali is the most celebrated event in the history of India and wherever Sikhs, Hindus and Jains live. It has remained the same during all those times and it is still celebrated in the same traditional and enthusiastic manner. Even today, people still decorate their surroundings with colourful lights, decorative items, exchange gifts and focus on sending traditional sweets to one another. Hindus know how to preserve their traditions and culture without changing them even a bit. Works Cited: BBC. Diwali- 3rd November. [Available Online]. http://www.bbc.co.uk/schools/religion/hinduism/diwali.shtml accessed on 8th March, 2013 The Guardian. What’s eaten at Diwali. [Available Online]. http://www.guardian.co.uk/lifeandstyle/wordofmouth/2011/oct/25/whats-eate n-at-diwali accessed on 8th M

Teenage and Fashion Essay Example for Free

Teenage and Fashion Essay Statement: For teenagers, fashion is first and foremost a social statement. It is an outward means of expression to their peers and the rest of the world. Identity: Fashion also provides teenagers a sense of identity by signaling which grouping they belong to (prep, punk, goth, etc. ). It may also signal a more independent or inclusive personality. Attraction: Teens can be extremely conscious about overall image when it comes to sexual attraction. They will often exploit fashion as a means to attract a certain type of person. Rebellion: Rebellion may also be acted out via fashion. Since rebellion is often a huge aspect of a teenagers life, it is not shocking that teens often use licentious or shocking fashion to rebel against their parents, their classmates, and/or society. Peer Pressure: Many teens pick up on fashion trends in an effort to stave off humiliation and mocking from peers. Poor fashion choices in the eyes of others can often be an open door to ridicule. Celebrities: Often, fashion for teenagers is the result of the desire to be like a celebrity. Celebrities are perhaps the greatest influences on teenagers in the modern world, and they can have a huge impact on a teens ideas about fashion and its importance. In our society, there are many issues that affect teens. Fashion is something that teens use to fit in which makes them struggle in their everyday life. Teens find brands to be something that will make them look â€Å"classy† as many teens say today at school. Teisha-Vonique Hood from SMU stated that when people associate themselves with a particular brand or branded image, they immediately assume a new identity that is in some sense, confined to the societal points of that brand. They classify themselves through the brands they wear and it makes them feel like they fit in. There is always that new shirt or those new jeans or just some new trend that happens to begin. Teens may feel like if they don’t have the latest brands, they aren’t worthy or not able to fit in and be themselves. Also, teens find themselves to be a little under-confident or intimidated by other people in their school. Ehow contributor, Ashton Pittman said that many teens pick up on fashion trends in an effort to stave off humiliation and mocking from peers. The majority of teens in high school have a fear of getting bullied or excluded. They use fashion to hide their fear and to feel more confident on who they are, or who they are trying to be. Their attitude towards fashion and the way society shows it to be can change a lot of teens’ opinions. Stated in SMU study, as a result of this need for peer acceptance, teenagers are receptive to characteristics such as character, personality, etc. Since a lot of teens try to find their identity through high school and fashion, it can ultimately change not only their personality, but their character towards other people and family. Tying into this, celebrities are a big impact on teen fashion. Ashton Pittman also states that often, fashion for teenagers is the result of the desire to be like a celebrity. Teens look at celebrities and say â€Å"Oh well if they can wear that, then why can’t I† and most of the time they end up giving the wrong idea to their friends and people around them. Have you ever tried to dress some way so that others accept you? A lot of teens don’t realize that this is an issue on their everyday life because they are so caught up with trying to fit in. Just because other teens have the latest brand and you don’t, doesn’t mean that you aren’t unique.