The Joy Luck Club by Amy Tan Essay Example | Topics and Well Written Essays - 750 words

The Joy Luck Club by Amy Tan - Essay Example The historical context in which the mother lived is awesome, the miseries of war, the loss of offspring, and the issues related to coping up and adjusting to an entirely different culture! She thinks with a vengeance about the past and expects An-mei will wipe out the scars of bad memories of her life. She is not willing to settle for the ordinary success rate for her daughter; she wants her to be a prodigy. She has the latent desire that people should tell her that her daughter is so and so! In brief, she desires to be known through her daughter’s fame! She does not realize that skill can be achieved up to a certain level, but prodigies are born great and guidance is just an excuse for them. Waverly Jong’s chess genius is the case in point. Mother is unable to gauge the essential difference between the two. Waverly takes to chess as the fish takes to the water. His fascination to the game of chess is instant. Mother wants An-mei to be a piano maestro, but the poor girl is not willing to take it seriously. Waverly stumbling across an old man in the park and getting a few pointers is just an excuse, for sprouting of the latent chess genius within him. An-mei gets extensive personal training from an inept teacher, and the outcome in the competition is on the expected lines—she plays badly! An-mei is not willing to go by the dictates of her mother. She challenges her at every step and retorts, â€Å"I didn't have to do what my mother said anymore.... An-mei gets extensive personal training from an inept teacher, and the outcome in the competition is on the expected lines—she plays badly! An-mei is not willing to go by the dictates of her mother. She challenges her at every step and retorts, â€Å"I didn't have to do what my mother said anymore. I wasn't her slave. This wasn't China. I had listened to her before and look what happened. She was the stupid one,"(Amy Tan) An-mei is just not interested in following the dictates of her mother. . Earlier, mother has tried to conduct several experiments to unearth the genius in her daughter—she tries to mold her into a child actress, tries intellectual tests from popular magazines, without success. That she tries to mold her into a piano virtuoso is her final try. Mother does house cleaning services to meet the expenses of An-mei’s piano lessons and saves enough money to buy a secondhand piano for her. Even after her failure in the talent contest, mother expects her to continue practicing. This annoys the daughter and she protests bitterly, â€Å"I wish I'd never been born! I wish I were dead! Like them!† (Amy Tan)The persistent mother offers An-mei piano as the gift for her thirteenth birthday. She is shocked at the stubbornness of her mother. After her mother’s death, she accepts that gift and sits down to play it for the first time after the lapse of several years. When she discovers two parts, â€Å"Pleading Child,† and â€Å"Perfectly Contented,† of one song, she understands the big question behind the song. It hints at the inevitable tension between the two due to generation gap molded by the factors like age, ambition, experience and cultural heritage. The insistence of mothers that their children should achieve the best in life needs to be understood in

Belonging in Visual Texts Essay Example for Free

Belonging in Visual Texts Essay Belong is the feeling or concept of being connected to someone, a place, object or ideaology. Belong is important because it as known as one of a humans basic needs and is required for someone to reach their optimum in life. In the image presented we can draw on the notion that belonging is the feeling of connectedness to someone not merely the presence of other people. The picture incorporates the idea that being alone and being lonely are two different things. Someone may be alone however feel a sense of connectedness to themselves and the world around them and in contrast someone may be surrounded by people yet lack a sense of connectedness to anything and therefore feel like they don’t belong. In the picture we see the latter concept, the idea that the woman is surrounded by people yet feels no sense of belonging due to a lack of connectedness. These ideas are represented through numerous visual techniques within the photo. A salient image produced directs our attention to the lady sitting in the middle, isolated from the people around her. The salient image is produced by vector lines, that is the appearance of a circular shape or perimeter around the lady, this further influencing our idea of alienation. In addition the lady is placed in the very centre of the image drawing attention to her loneliness. The body positioning of every person in the image gives us the idea of exclusion and isolation. The lady in the middle is holding her legs close to her chest in a huddled position, this represents the notion that she is trying to find a sense of belonging and is only receiving this from herself, she holds herself trying to find some closeness and a relationship. The surrounding people are all positioned with there backs to or facing away from the middle lady. This further represents the idea of exclusion and lack of belonging felt by this lady. All of the visual techniques presented in the image are used to express the notion of belong as not something that just occurs with the presence of people but only arises when there is a sense of connection and a relationship to someone. The techniques allow you to sympathise with the lady and feel her sense of exclusion and alienation, yet also allows you to understand he desire to belong.

Drivers For Internationalization In Aerospace Management Essay

Drivers For Internationalization In Aerospace Management Essay The papers in this portfolio are all related to the strategic decisions that corporate organizations make in order to expand their share of the ever-growing global market, while ensuring that their competitors are not able to replicate their formula for success. Three of the papers discuss specific companies-Tesco, Rolls-Royce, Carrefour and Wal-Mart-thus giving the impression of a mini case study on how these global players strategize their way into market domination and superior firm performance. The third and final paper is a general discussion on George Yips model on internationalization drivers as these are applied in the civil aerospace engine manufacturing and the global grocery retailing industries. Students, scholars and practitioners alike will benefit from the lessons and analyses made in these papers because they show a thoughtful and realistic look into the workings of different corporate organizations while utilizing different business concepts. At the end of the day, this portfolio is designed to show the students ability to comprehend and analyze practical business dilemmas in light of existing theory. Drivers for internationalization George Yip proposed his model of the drivers for the growth of international strategy among corporate organizations. He introduced four main categories of drivers that were key in determining the extent of globalization within a particular industry. These are: Market globalization drivers Cost globalization drivers Government globalization drivers Competitive globalization drivers A company that exhibits less of these drivers is characterized as being local in nature, and conversely a company with a higher number of the drivers are becoming more global both in outlook and in operation. These drivers are not stand-alone, however, because they in fact influence on another in a cycle that determines a corporate organizations readiness to join the ranks of global companies. Stated otherwise, these internationalization drivers are governed by four different factors: technology, social and demographic considerations, politics and legislation, and economic and political considerations. All in all, should a company wish to transform its operations from that of a local industry to an international one, it should pay attention to the different factors that can make or break its ability to participate actively in the global market. While there are of course other factors that may influence a companys eventual success in going global, Yips model gives us a simplified and practical view of what it would take for a company to launch itself into the global playing field and claim its share of global consumers. Different industries and different corporate organizations vary greatly in their capacity for globalization, especially because the nature of the products/services they offer as well as the consumers who avail of them are vastly distinct from one another. Let us compare the global grocery retailing industry and the civil aerospace engine manufacturing industry as an example. We can compare the two in this manner: Global grocery retailing industry Civil aerospace engine manufacturing industry Market driver High Low Cost driver High High Government High Low Competitive High High Countries that have the most advantageous combination of as many drivers as possible are preferred by global companies, as a market for their products/services, as a home base or both. As we can see from the table above, the global retail industry actually has better potential for pushing a global strategy. This is evidenced by the relatively recent entry of new global grocery retailing brands such as Wal-Mart into previously untapped markets like China. Because of the high tendency for globalization, other retail companies are also beginning to look in to the possibility of expanding their business overseas in order to benefit from a bigger customer base. Carrefour, Wal-Mart and the Chinese market The entry of big international players in the Chinese local market in recent years has shown that China is the new gold rush for global companies looking to expand their share of the market. The global grocery retailing industry is just one of the many business sectors that have come to China to make the most out of the millions of consumers who will avail of their products and services. The bid to make China the next biggest market for the global retail industry started in 1992 when the country opened up its retail industry to foreign investors like Carrefour and Wal-Mart. Carrefour entered the market three years later by opening a partnership with a Chinese management consulting firm, creating an entity called Jia Chuang. While other companies treated the Chinese market as one big bloc of consumers, Carrefour looked considered it to be composed of many smaller markets. It opted to create regional offices which were in charge of the expansion programs for different areas of the country, instead of having a centralized national operations network. Carrefour continues to carry out its expansion strategy by depending on local distributors, who supervise the delivery of their products straight to the stores from the regional centres. The company believes that flexibility is a priority consideration especially when operating in a relatively new market. The cost of development is lower because Carrefour is able to build its network store by store while keeping issues about uniformity of service and quality control in check. As for Wal-Mart, they see the challenges of the Chinese retail market differently. Unlike Carrefour, Wal-Mart is putting its investments on a centralized distribution system that is headquartered in Kengzian. The new centre boasts of a 40,000 square meter facility that has been created to handle simultaneous deliveries with up to 70 bays. But like Carrefour, Wal-Mart has also entered the Chinese domestic market by partnering with a local firm, a Taiwanese retail firm named Trust-Mart. Wal-Marts emphasis on back-end operations is almost the exact opposite of Carrefours customer-first strategy, although the latter seems to be on the upper hand in terms of actual market share and profitability. However, at some point Carrefour will also need to pay attention to its back-end to maximize the strong dynamics among its stores. Its current strategy is working well for Chinas market environment but new developments will have to be introduced in the future. No global retailer has yet launched an all-out expansion into China without creating a joint venture with a local company, which is a strategy that enables them to ease slowly but surely into the market instead of going in without a clue as to how the market actually works from the inside. However, it would be more disadvantageous for a global company not to try breaking into the Chinese business scene. The market is rich with millions and millions of consumers who are only too willing to try new the products and services that have suddenly become available to them thanks to the opening up of the market. Care must be made in making these new foreign financial investments work in order to ensure that the companies will see good returns on their investments. Companies must not be deluded by the promise of a huge new market and fall behind their usual standards for doing business. Tescos core strategies and VMO Tesco is one of the leaders in the global retailing industry. The company started in the United Kingdom in the late 1920s and has since grown to be one of the most robust and successful supermarket companies in the world today. Tescos core strategy is founded on their desire to attract and maintain customers who will become their lifetime partners. The company espouses the belief that their corporate success is dependent on their ability to meet the demands of people-both the people who work for them and the people who shop with them. Tescos two-pronged approach misses out on no opportunity to improve not only their service and products, but also their international relationship with their staff. This is reflective of the current thinking among corporate organizations today that a companys human capital is more than just another factor of production-they are in fact the backbone of a company and they make it possible for the corporate strategies to be carried out effectively. Paauwe and Boselie (2002) point out that the emergence of such a breed of HR management has been brought about by the fact that human capital is now seen as a source of competitive advantage. As for Tescos commitment to their customers, the company is firmly rooted in the belief that going the extra mile to satisfy their shoppers needs and requirements will go a long way towards ensuring their loyalty to Tesco. Loyalty is key to maintaining and expanding Tescos share in the retail market. If Tesco can give a customer superior service, then there are higher chances that that customer will keep shopping only at Tesco. But before Tesco can be first to meet their customers needs, they embark on a focused and in-depth study of their shoppers in order to anticipate what they require. Tesco employs what they call the Every Little Bit Helps strategy to ensure that they know exactly what their shoppers and their employees want. Tesco has designed five core business purposes: Be a successful international retailer Grow the core UK business Be equally strong in the food and non-food sectors Develop competitive retailing services Put the community at the core of all business activities. The Every Little Bit Helps strategy is Tescos way of translating these core objectives into actual strategies to help the company achieve its organizational goals. Without the concurrence of both strategy and purpose to guide a corporate organization, especially a global one like Tesco, there will be little chance for the company to have a clear direction of where it wants to go and how to go there. The core strategy and core purposes of Tesco are a way for the company to articulate what it wants to achieve within a given timeframe, as well as crafting the necessary steps to accomplish the goals that it had set for itself. As for Tesco, the company is imbued with the lesson that no organization will progress without considering the needs of its customers and its employees, so their approach is always to seek what is best for both in order to make the company number one. Strategic alliances and Rolls-Royce No man is an island-and even in businesses, this clichà © rings true today. Some organizations, particularly small-scale ones or those that have only just started doing business, may be better off finding their own niche in todays complex market, but there may come a time when they will have to form significant partnerships with other businesses in order to flourish and achieve sustained growth. The current state of the global business landscape today has forced organizations to come up with more creative ways of surviving and keeping ahead of their competitors. Some of the more important aspects that most companies today are focusing on to improve their overall performance are enhancing their brand identity, connecting with customers and attracting competent and highly-skilled workers (Isidro, 2000). Moreover, todays corporate managers are also facing a highly competitive environment that is increasingly complex, globally cantered, and technologically uncertain where there is a critical need for dynamic, flexible, and proactive responses (Miles, Preece, and Baetz, 1999). It is no longer enough to emphasize on creating and opportunities on their own, because independence also has its drawbacks. As a result of the various pressures that companies are facing, there is now an increased tendency among them to favour forging strategic partnerships and alliances as a viable business option. Elmut and Kathawala (2001) are also of the opinion that strategic alliances among corporate organizations are one of the most recent trends in the business community that have made it possible for companies to stay afloat despite serious drawbacks and difficulties. In the case of Rolls-Royce, the company has entered into almost 30 separate partnerships with different firms all over the world to help expand its share of the global market and build on its knowledge and technology base. Of the four reasons that Elmut and Kathawala (2001) outlined for the emergence of strategic alliances, it appears that there are two primary reasons for why Rolls-Royce has chosen to partner with different firms. For one thing, the company stands to gain from such partnership in terms of entering new markets with which it is unfamiliar. Brokering a deal with local corporations allows Rolls-Royce to expand its market while at the same time benefiting from the expertise of an old-timer in the market. Secondly, Rolls-Royce is also into strategic partnerships in order to obtain new technology and best quality at the cheapest cost. The company has four business divisions, all of which need intense research and development funding. Instead of going through their own R and D cycle, Rolls-Royce can share their knowledge and technology with their strategic partners at a much lower cost, thus ensuring that each division is well-maintained but is not draining the companys resources for continuous R and D. While Rolls-Royce can actually provide the funding for its own R and D, it is more cost-efficient for the company to trade information with its partners and make the product or service immediately available in the market. It must be noted, however, that it is not just Rolls-Royce who stands to reap all the wonderful benefits from the strategic alliance. Their partners also take advantage of the Rolls-Royce brand name and the companys existing network of contacts, suppliers and customers, giving the other partner a fair competitive advantage over its competitors in the local market. Strategic alliances are all about creating good working relationships with other companies in the industry and pooling together resources for the mutual benefit of the partners.

Essay on Kinship in A Portrait of the Artist as a Young Man

Search for Kinship in Joyce’s A Portrait of the Artist as a Young Man  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   At the heart of James Joyce’s A Portrait of the Artist as a Young Man lies Stephen Dedalus, a sensitive young man concerned with discovering his purpose in life. Convinced that his lack of kinship or community with others is a shortcoming that he must correct, Stephen, who is modeled after Joyce, endeavors to fully realize himself by attempting to create a forced kinship with others. He tries many methods in hopes of achieving this sense of belonging, including the visiting of prostitutes and nearly joining the clergy. However, it is not until Stephen realizes, as Joyce did, that his true calling is that of the artist that he becomes free of his unrelenting, self-imposed pressure to force connections with others and embraces the fact that he, as an artist, is fully realized only when he is alone. Stephen is painfully aware of his difficulty relating to others early on— the other boys at his first school mock him about his name and his family; his body feels "small and weak" amongst the other boys’ on the football field; he is pushed into a ditch. (Joyce, 246) Frequently, Stephen appears to mentally separate from himself and observe himself from outside Earth’s confines; he writes a progression of "himself and where he was" that reads "Stephen Dedalus†¦Class of Elements†¦Clongowes Wood College†¦Sallins†¦County Kildare†¦Ireland†¦Europe†¦The World†¦The Universe". (Joyce, 255) Though Stephen demonstrates by this list that he is all too aware of his own self and his technical place in the universe, his need to solidify this awareness to himself reveals his uncertainties about how he relates to his surroundings. "With a sudden movement she bowed his head... ...dom and power of his soul, as the great artificer whose name he bore, a living thing, new and soaring and beautiful, impalpable, imperishable". (Joyce, 433) Stephen is now fully able to create from within himself, without being dependent on others to feel whole. This is accentuated by Joyce’s description of the beach scene— "He was alone. He was unheeded, happy and near to the wild heart of life". (Joyce, 433) Stephen the artist is alone and needs to be alone, not to search in vein for companionship that, even if attained, could only drag him from his newfound freedom. This realization of self-fulfillment and self-control is the single defining point in Stephen’s education; it is the brushstroke that completes the "Portrait of the Artist as a Young Man." Works Cited: Joyce, James. A Portrait of the Artist as a Young Man. New York: New American Library, 1991.

Law for Non Lawyer Essay

As for one action, no matter it is legal or not is not only matches the law clauses, but also complies with the legal principle. Legal principle plays a vital role in the society. In the situation that the existing law would not have the ability to solve the new problems happened in the society, the legal principle can play a part in solving the problem. As for these situations that there are no explicit legal rules to solve the issue, the legal principle would take it. As for the relationship of the agent, the agent can represent the principal to do some things. Even if the contract is formed by the agent and the third party, the principal should take the responsibility finally. Body The Lawï ¼Å' unlike other rules, it is a symbol of authority and power. It relies on the compelling force of the state by different means of punishment. The law can be taking into many different forms, such as public law and private law, civil law and criminal law, common law and statute law, and so on. Public Law regulates the relations between citizens, companies and private associations on the one hand and the state on the other. Generally speaking, public law consists of Constitutional Law, Administrative Law, and Criminal Law. Private law regulates the relations between citizens, companies and private associations, such as tort law, contract law, land law, commercial law, and so on. Therefore, the law would play a role of guidance to people. For example, according to the criminal law, we can know what we can do and what we can not do. Under the press of the law, based on the fear of the punishment, we can prevent ourselves from committing a crime. Taking contract law for another example, the parties of the contract should bear the responsibility ruled in the contract. The unconstrained agreement is the basic element to a contract. Every party of the contract should comply with the quest ruled by the contract law. As for the application of common law, the judges should follow the previous decisions made in the process of the development of the law through doctrine of precedent. On the contrary, statute law is the laws made by the parliament. As for the use of the law in daily life, legal principle is one of the most important parts. At some situations, the application of the legal principle is more important than the legal clauses themselves. Due to the rapid development of the society and the economy, the evolution of the law can not keep up with the pace of the society and economy. In a result, in some cases, the existing law would not have the ability to solve the new problems happened in the society. So, as for these situations that there are no explicit legal rules to solve the issue, the legal principle is playing a vital role. According to the opinion of Leslie Green, another reason for the use of the legal principle is that law may be beneficial, but only in some contexts and always at a price, at the risk of grave injustice.[1] In general, the legal principle is formed in the process of the development of the law, experiencing a long history. It is always absorb the beneficial historical sources and develop into a useful material to match the need of the modern society for the law. It also develops to apply from an area to another area.[2] There are many legal principles can be used in our daily life. Such as the principle that everyone is equal before the law, signing a contract freely, protecting the public order and good morals, and so on. In the case of the background, although the action asking the friends to attend the party is match the rule of the law of the Prohibition of Unsolicited Parties (Fictitious) Act 2010, Derek violates the legal principle of protecting the public order and good morals. As a result, Derek should take some responsibility in the civil law. In the case, Ray, the Manager of a builder’s merchants, asks Derek, a Sales Assistant at the same workplace, to keep an eye on his 5-acre smallholding while he is on holiday in Spain. Derek emails a few of his friends to attend his 21st birthday party in a disused barn on Ray’s farm land. Due to a technical error, the email was sent to his entire email address book. Over 600 people arrive at the party and a neighbor farmer calls the police complaining about the noise. Derek is arrested for breach of the Prohibition of Unsolicited Parties Act 2010. For the Act, it applies to a gathering of more than a hundred people on land for a social purpose in which it is likely that alcohol will be consumed. It is a criminal offence to organize such a gathering without the permission of a local magistrate unless the organizer is an exempt person. (James B. Crippin, Jerry Ahern. Peter Squires. 2011) For the birthday party, it gathers over 600 people, it is up to the mustard of rally, that is, (1) particular majority participate; (2) participants have a more consistent motivation and purpose; (3) in the course, it has the serious violations, damage to public order, harm public safety or others. So, it needs to receive the permission of a local magistrate, otherwise, it will violate the Prohibition of Unsolicited Parties Act 2010. From the case of the background, we can see Derek and Ray form an oral contract and an agent relationship. In general, a contract is formed at the basic of the mutual assent between the parties.[3] According to the view of Miguel Pickard, the relationship formed among the people is aim at the interests of the parties.[4] The agent relationship formed between Derek and Ray is a typical example. In the stage of the leave of Ray, Derek, as the agent of Ray, would gain some rights as well as some responsibilities. Agent is formed by two parties: the agent, the principal. In the sense of the law, the relationship of agent has three parties: agent, principal and the third party. An agent is the one who is empowered to represent the principal to do some things, either implied or expressly. In the real life, although the contract is signed by the agent and the third party, in fact, the legal relation is created between the principal and the third party. An agency is formed either by express agreement or by implied agreement. In general, the relationship of agent formed by implied agreement is shaped in some necessary or emergent situations or shaped by custom. Such as a person entrusts with others’ property, need to preserve immediately, impossible or extraordinarily difficult to communicate with the principal. Once two people create the agent relationship and publish to public by words or other forms, this means that the third party has the evidence t believe their agent relationship. The agent and the principal can not deny the relationship casually. If the third party believes one person who is actually no authority to represent the principal is the agent of the principal and do some trade or sign an agreement with this person, the principal can ratify the authority afterwards. But there are some limiting conditions for the ratification: the principal who should have the contractual capacity must be informed of all the fac ts of the agency and ratify the authority during a reasonable time; the ratification must be of the entire contract and can be inferred. As long as the authority is ratified, the relation formed between the agent and the third party is binding to the principal.[5]As for the agent relationship, all of the parties should take their own responsibility and enjoy the right. The agent should follow the principal’s instructions. The agent can not make profits in the name of the principal for himself secretly. In general, the right of the agent to represent the principal is limited. If the agent makes profits secretly making use of the benefit of the principal, it is illegal.[6] In order to serve for the principal, the agent would ask for remuneration from the principal. The agent has right to ask for indemnity and reimbursement from the principal as long as injured or hurt during the stage of agency. Once the principal tries to avoid the liability, the agent enjoys the right of lien. The principal should make explicit authority to the agent and give relevant reward to the agent. If the agent does not represent the principal as the follow of the principal, the principal can use some remedies, such as refuse to pay the agent, sue for damage, ask the agent to recover the thing as before. The most important legal effect of the agent relationship is that the principal should take the responsibility of the acts of the agent. In the case of the background, the action of the agent of purchasing the apartment is binding to the principal. The principal should take the responsibility for the agent action. The trade made by the agent and the third party is binding to the principal.[7] In general, the principal is not always disclosing. As for the disclosed principal, the principal is bound by any contract unless the following situations: the agent exceeds their authority, the agent agrees to be liable and the principal is non existent. With respect to the undisclosed principal, the third party can choose one or more to take the liability, while the principal can sue unless the identity of the party is essential to the contract. The agent relationship can be terminated for many reasons. The agent and the principal can make an agreement to end the relationship. The relationship also can be ended by other legal reasons, such as the death of one of the agent or the principal, time is expiring, and so on. In the case of the background, Derek, as the agent of Ray, gets some rights authorized by Ray. Derek can use the smallholding in reasonable means. Although Derek does not need to take the Criminal responsibility, he should bear the civil liability for his action which affects the normal life of the neighborhood around the smallholding. But, according the law about the agent, the principal Ray would be the first defendant. After Ray bears the responsibility for the action of Derek, Ray can ask for Derek to undertake the liability for his action. According to the Prohibition of Unsolicited Parties (Fictitious) Act 2010, this Act applies to a gathering of more than a hundred people on land for a social purpose. But it is a criminal offence to organize a gathering if there is without the permission of a local magistrate unless the organizer is an exempt person. In the act, the exempt person means the occupier, any member of his family or his employee or agent of his. In the case of the background, Ray asks Derek to keep an eye on his 5-acre smallholding while he is on holiday in Spain. According to the Prohibition of Unsolicited Parties (Fictitious) Act 2010, as the agent of Ray during his holiday in Spain, Derek in entitled to use the smallholding for some purpose. In order to celebrate the twenty-first birthday, Derek asks his friend to attend the party is match the provisions of the Prohibition of Unsolicited Parties (Fictitious) Act 2010. Even if Derek does not gain the permission of a local magistrate, he also has the right to hold the party at the reason that he is an exempt person. The reason why Derek is an exempt person is that Derek becomes the agent of Ray in the period of Ray’s leave due to the agreement of both parties. However, even if the action of Derek to ask his friends to attend the party is comply with the quest of the Prohibition of Unsolicited Parties (Fictitious) Act 2010, Conclusion In general, on action can infringe several laws. At the same time, one action is punished either it does not comply with the provision of the law or it does not match the legal principle. At some situations, legal principle plays a vital role in the society. In the situation that the existing law would not have the ability to solve the new problems happened in the society, the legal principle can play a part in solving the problem. As for these situations that there are no explicit legal rules to solve the issue, the legal principle would take it. As for the relationship of the agent, the agent can represent the principal to do some things. Even if the contract is formed by the agent and the third party, the principal should take the responsibility finally. Just as the case in the background, Derek should take the responsibility for his action. Reference ï ¼â€  Bibliography [1] Bolton Partners v Lambert (1889) 41 Ch D 295 [2] Christina Maria Vogerl, â€Å"Unfair Terms in Standard Form Contracts†, European Master Program in Law & Economics. [3] Leslie Green, â€Å"the concept of law revisited†, Michigan Law Review, vol.94; 1687 [4] Lloyd & Grace, Smith & Co [1912] AC 716 [5] Lunghi v Sinclair [1966] WAR 172 [6] Miguel, P 2007,‘reflections on relationships: the nature of partnership according to five NGOs in southern Mexico’, Development in Practice, volume 17, numbers 4-5 [7] P. J. du Plessis, â€Å"The Creation of Legal Principle†, Roman Legal Tradition, 4 (2008), 46–69, ISSN 1943-6483 [8] James B. Crippin, Jerry Ahern. Peter Squires. (2011). â€Å"First Response to Bombing Incidents and Weapons of Mass Destruction†. Chemical Rubber Company Press. [9] Aled Griffiths, â€Å"How are statutes interpreted?†, page617, Law for Non-Lawyers, Second Edition, ISBN 978-0-85776-696-0 ———————– [1] Leslie Green, â€Å"the concept of law revisited†, Michigan Law Review, vol.94;1687 [2] P. J. du Plessis, â€Å"The Creation of Legal Principle†, Roman Legal Tradition, 4 (2008), 46–69, ISSN 1943-6483 [3] Christina Maria Vogerl,â€Å"-$%01234;@EFLRWX_hiwxyÃ… ½Ãƒ µÃƒ ¬Ãƒ  Ãƒ ¬Ãƒ µÃƒ ¬Ãƒ µÃƒâ€Ãƒ ¬Ã‚ ¾Ãƒ ¬Ã‚ ³Ã‚ §Ã…“? ³Ã¢â‚¬ ¡Ã‚ ³{ ³m ³aTD ³h–’à ¬hà a «5?CJ aJ mHh ´Chà a «5?CJ aJ h–’à ¬hà a «5?CJ aJ o([pic]hßshà a «5?CJ aJ hà a «5?CJ aJ Unfair Terms in Standard Form Contracts†, European Master Program in Law & Economics. [4] Miguel, P 2007,â€Å"reflections on relationships: the nature of partnership according to five NGOs in southern Mexico†, Development in Practice, volume 17, numbers 4-5 [5] Bolton Partners v Lambert (1889) 41 Ch D 295 [6] Lunghi v Sinclair [1966] WAR 172 [7] Lloyd & Grace, Smith & Co [1912] AC 716

How The Jim Crow Era Affected Africa American Culture

How The Jim Crow Era Affected Africa American Culture Free Online Research Papers Plan of Investigation The plan of investigation is to tell what extent the Jim Crow era affected African American lifestyle. In order to evaluate the significance, the investigation evaluates the severity of the laws. The impact of the era will be explained and so will the outcomes that came after the era ended. The investigation evaluates how African American lives were altered from the events that took place at the time. The Jim Crow era was said to be an era of a series of rigid anti-Black laws and a way of life. The plan is to access whether this extent is true or was it in some form an over exaggeration. Summary of the evidence The term Jim Crow is believed to have originated around 1830 when a white, minstrel show performer, Thomas Rice, blackened his face with charcoal paste and danced a ridiculous jig while singing the lyrics to the song, Jump Jim Crow. From 1889 to 1930, over 3,700 men and women were reported lynched in the United States and most were southern blacks. Hundreds of other lynching’s and acts of mob terror aimed at brutalizing blacks occurred throughout the era but went unreported in the press. The Jim Crow segregation laws gained significant encouragement from U. S. Supreme Court rulings in the last two decades of the nineteenth century. The Plessy case created a major obstacle to equal rights for blacks, which started a long series of Court decisions that undermined civil rights for African Americans beginning in the 1870s, most known were the Slaughterhouse Cases, United States v. Reese, United States v. Cruikshank, and the Civil Rights Cases of 1883. Violence and terrorism swept over the South in the 1860s and 1870s (the Ku Klux Klan and Knights of the White Camellia), as organized bands of white vigilantes terrorized black voters who supported Republican candidates as well as many African Americans who defied the color line inherited from the slave era. In Mississippi, the method of controlling black votes and regulating their economic and public lives by brutal violence was known as the First Mississippi Plan of 1875. Whites openly resorted to violence and fraud to control the black vote, shooting down black voters just like birds. This ruthless and bloody revolution devastated the black vote in Mississippi, and fully 66% of the blacks registered to vote in the state failed to cast ballots in the presidential election of 1880. The Enforcement Acts of 1870 and 1871 effectively eliminated the most organized forms of white terrorism in the 1870s, but did little to assist the formerly enslaved in gaining economic security. Most southern blacks had become penniless agricultural workers indebted to and controlled by white landlords and merchant suppliers. Southern blacks tried to avoid engaging whites as much as possible. These efforts at separating themselves from whites meant developing their own schools and community-based support groups as much as possible. By 1905, the issue of how to most effectively deal with Jim Crow came to a head in the debate between the followers of Booker T. Washington and W.E.B. Du Bois. Washington, who was born in slavery, believed that accepting segregation for the time being and working hard at farming and in community-based support groups would best enable southern blacks to avoid the violence and terror all around them. Thousands of blacks had left for Kansas and Oklahoma in the 1880s and the 1890s. The movement to Kansas became known as the Kansas Exodus, In the cities of the North, the NAACP and the National Urban League, both interracial groups, worked to integrate blacks into the economic mainstream of American life. With the passage of the Civil Rights Act of 1964 and the Voting Rights Act of 1965, legalized segregation and the disfranchisement of African Americans was finally ended. It had taken almost one hundred years of resistance to terror and discrimination to achieve what had been promised to African Americans at the end of the Civil War. Evaluation of sources Through the investigation my primary sources of â€Å"History of Jim Crow† and â€Å"The Rise and Fall of Jim Crow† provided numerous amounts evidence to the plan of investigation. The â€Å"History of Jim Crow† by Ronald Davis has several purposes which tell the different stages of the era. How it started to how it ended. It provides the geographic locations of where the laws took place and the American literature that was expired from the time. The source played a significant role in answering the question. It gave more evidence that the era was less of an impact compared to the other primary source. It gave a general idea of how African American lives where affected. The source gave numerous amounts of what happened during the time, but not so much of how their lifestyles’ were changed. The purpose of â€Å"The Rise and Fall of Jim Crow† produced by WNET was to give first person accounts and biographies of the era. It serves to tell more of how people had to alter their lives to live in the time. The source has more details to what African Americans changed during their day to fit in. It helped by explaining day to day activities that many people did along with how they spent their spare time. Both of the sources explained what happened during the time period, but â€Å"The Rise and Fall of Jim Crow† gives more evidence that the extent of the affect was large. They explain some hardships of the era as well. Analysis Jim Crow was not just a set of anti-black segregation laws though but was a way of life. It was a racial hate system that ran mainly in southern states of America in between 1877 and the middle of the 1960s. Jim Crow laws affected every aspect of normality. For example, in Birmingham, Alabama it was made illegal for black people and white people to play checkers or dominoes together. Jim Crow signs were posted on water fountains, toilets, and entrances. There where separate schools, hospitals, prisons and cemeteries for black and white people. For example Homer A Plessy was seven eights white and one eighth black; however he was seen as a black person and was arrested, in Louisiana under Jim Crow Laws for sitting in a white only railroad coach. He was trailed and his lawyer augured that you cannot have the right to label one citizen as white and one as black for the purposes of restricting rights and privileges. The court upheld the law saying that racial segregation did not me an there was no equality. The case sent the message to Southern states that discrimination against blacks was acceptable. This investigation shows how African Americans had to act differently to live what they would call a normal life. It shows how much the era affected what blacks got to do and how they processed things. It tells of the hardships blacks had to endure. African Americans had to make decisions based on ways to not get attacked or ridiculed. The rise of the Ku Klux clan brought fear in African Americans eyes. The thought of being lunched made most blacks stay indoors or not travel to far from home due to the fear of dying. Court cases as U.S. vs. Reese caused for some African Americans to give up on the fight for rights because they couldn’t even win in the law system. The case took away the 15th amendment which gave African Americans the right to vote. The Jim Crow era changed African American lifestyle forever. From the evidence The Mississippi plan, black codes, etc. had a huge extent on their lifestyles. Many blacks were registered to vote, but didn’t. Many of them left their life in the south and moved north in hopes of having a more equally way of living. Living through the Jim Crow era gave African Americans strength and motivation to fight for more equal rights. The NAACP was partly created to help African Americans cope with Jim Crow and it gave them many opportunities for a better life. After the long journey through Jim Crow African Americans were able to triumph with laws being passed such as the civil rights act and the voting rights act to start being seen as equals. The evidence explains how African American lifestyle was changed dramatically over the era. From living in fear, to trying to cope with all the hardships, then finally to overcoming and fighting back. Conclusion Based on the investigation the Jim Crow era had a huge impact on African American lifestyle. The â€Å"History of Jim Crow† source explained the different stages of the era which was creating, surviving, and resisting Jim Crow. From the laws after the era African Americans were able to overcome the segregation and fight for equal rights. â€Å"The Rise and Fall of Jim Crow explained the hardships and gave first accounts of the era. From the two primary sources African Americans had to withstand the long period of living in fear to overcoming it after many years. The era was a big extent. African Americans had to go through little changes such as not using white bathrooms to large changes such as moving north in search of a better life. The evidence explains how African American lifestyle was changed dramatically over the era; from living in fear, to trying to cope with all the hardships. The changes had to occur so African Americans could eventually have equal rights. Sources Primary New York Life. (2000, march 4). The History of Jim Crow. Retrieved march 20, 2009, from jimcrowhistory.org: jimcrowhistory.org/home.htm PBS. (2002, May 18). Rise and Fall of Jim Crow. Retrieved march 20, 2009, from The Rise and Fall of Jim Crow: pbs.org/wnet/jimcrow/index.html Secondary Anderson, James. The Education of Blacks in the South, 1880-1935. Chapel Hill, North Carolina: University of North Carolina Press, 1988. Ayers, Edward L. The Promise of the New South: Life After Reconstruction. New York: Oxford University Press, 1992 Memorabilia, M. o. (2000, September 12). What was Jim Crow? Retrieved March 16, 2009, from Jim Crow: ferris.edu/news/jimcrow/what.htm Toll, Robert C. Blacking Up: The Minstrel Show in Nineteenth-Century America. New York: Oxford University Press, 1974 W.E.B. Du Bois, Frontline: The Two Nations of Black America www.pbs.org/wgbh/pages/frontline/shows/race/etc/road.html Research Papers on How The Jim Crow Era Affected Africa American Culture19 Century Society: A Deeply Divided EraWhere Wild and West MeetCapital PunishmentHip-Hop is ArtComparison: Letter from Birmingham and CritoQuebec and CanadaHonest Iagos Truth through DeceptionBringing Democracy to AfricaPETSTEL analysis of IndiaThe Fifth Horseman

Tips on job hunting with a disability

Tips on job hunting with a disability Having a disability can be a challenge, but it shouldn’t prevent you from achieving your career goals. In additional to laws designed to protect individuals with disabilities from discrimination in the workplace, there are a variety of strategies that you can employ to your advantage when job hunting or while on the job- and knowing your rights is a powerful tool. The Americans with Disabilities Act (ADA)  is a key set of federal laws; its purpose is to prevent discrimination against people who have a disability and to guarantee equal employment opportunities for individuals with a disability. This includes issues involving hiring, firing, promotions, pay, and benefits. In addition, if you require certain accommodations in order to effectively perform the responsibilities of your job, your employer may be legally required to provide these accommodations without any undue burden to you. These protections span all industries across the public and private sector, including priv ate business, employment agencies, educational institutions, local and state government entities, and labor organizations.If you’d like to learn more about your rights under the Americans with Disabilities Act, we recommend that you visit the official website at ADA.gov. If you feel as if you’ve been unfairly discriminated against, there’s also a wealth of information available here for how to protect your rights and file a charge, if needed.Job hunting can be challenging in even the best of circumstances- in addition to the constant stress and anxiety of countless interviews and emails, there’s the endless waiting for responses and cycle of excitement and disappointment that inevitably follows. If you have a disability, it could add extra hurdles to an already challenging situation. Use the following tips to help you successfully navigate your job hunt and ensure that nothing stands in the way between you and your next great job opportunity.Only share wh at makes you comfortable.There’s no reason for you to feel pressure to fully disclose your disability unless you feel like doing so, or if there’s an issue that needs to be addressed (like if you need to climb stairs to get to your interview but can’t, for example). Remember, your rights are protected under the ADA, and just like anyone else you’re under no obligation to disclose your complete medical history during an interview; furthermore, it shouldn’t be used as a factor to make a hiring decision.That said, some people freely choose to bring up their situation on interviews and assert the notion that their disability will in no way prevent them from performing the tasks associated with the job. How you handle this is totally your call.Focus on what you can do.Whenever you’re trying to convince a hiring manager or HR professional that you’d be a valuable addition to their team, you want to make sure that you make it clear what you offer as a prospective employee- including your skill set, experience, and prior accomplishments. Although you might have a disability, the focus of any job interview you go on should be what you can do, even if it requires you to overcome an obstacle or utilize some additional accommodation.Your goal here is the same as any prospective job applicant- to convince the interviewer that you can figure out an effective way to handle every responsibility of the job. Remember, those with a confident, â€Å"can do† attitude in the face of any and all challenges are much more likely to get hired than those who go out of their way to demonstrate that they’re not up to the tasks required of the position.Demonstrate your value.You may feel additional pressure to show that you’re more than up to handling the tasks associated with the job you’re going after, despite your disability. If this is the case, you can alleviate your anxiety by making sure that every aspect o f your job hunting game is razor sharp. Start with a cover letter and resume that really sell yourself and get readers intrigued to learn more about you. Then follow up with a stellar interview approach- from what you wear, to your body language (project confidence!) and how capably you field the questions posed to you. The key is to sell yourself as the best possible candidate for the position, regardless of any disability you may possess. Bottom line: try your best to make yourself the obvious choice for the position because of all the great things you bring to the table, disability or not.Know your rights.Although we’ve briefly covered your rights under the Americans with Disabilities Act, there are a host of available websites to help you fully understand your rights, both as an employee and as a prospective one while you’re on the job hunt. The following are a few helpful resources:United States Department of LaborJob Accommodation NetworkADA NetworkS. Equal Emplo yment Opportunity CommissionEnable AmericaEvery person has the right to be a productive member of the work world and achieve career fulfillment and success. If you’re an individual with a disability or know someone with a disability, consider using the tips presented here to get informed and empowered regarding workplace rights.

Punctuation Tips Using Quotation Marks - Proofed

Punctuation Tips Using Quotation Marks - Proofed Punctuation Tips: Using Quotation Marks Quotation marks play a vital role in many types of writing. This is especially true of academic work, where you’ll often need to quote a source to provide evidence for your arguments. These things. However, the rules for how quotation marks should be used in formal writing can be complicated. As such, we’ve prepared this quick guide to using these punctuation marks. Direct Quotation and Dialogue When quoting a source in a paper, the quoted text should be enclosed within double quotation marks (â€Å" †): According to Sartre (1969, p.30), â€Å"Every conscious existence exists as consciousness of existing.† Note that a citation is given here. In an academic context, this is crucial when quoting a source. In other forms of writing, such as fiction, quotation marks can indicate speech: â€Å"What a lovely day,† muttered Sally, her voice dripping sarcasm. While double quotation marks are the norm in American English, keep in mind that single quotation marks (‘ ’) are more common in British English. If you’re not sure which kind to use, check your school/publisher’s style guide. Quotations within Quotations The only time single quotation marks (also known as inverted commas) are conventionally used in American English is when quoting text that already contains quotation marks: Sartre (1969, p.504) states that â€Å"assertions such as ‘I am ugly,’ ‘I am stupid,’ etc.† are anticipatory by nature. Here, â€Å"I am ugly† and â€Å"I am stupid† are placed within single quotation marks because they were within quotation marks in the original source. This helps ensure clarity. Capitalization and Punctuation You might have noticed that the quotes above use different styles of capitalization and punctuation. This depends on what you’re quoting and how it’s framed by the sentence. The rule here is generally to capitalize the first word when quoting a complete sentence, but not when quoting part of a larger sentence: Full sentence: He told me, â€Å"You’re not listening.† Then he left. Partial quotation: He said I was â€Å"not listening,† and then he left. The other difference you can see in these examples regards using a comma to introduce a quotation. If a quotation follows naturally from the rest of the sentence, no comma is required: No comma: He said that â€Å"The sky is blue.† Mostly blue, anyway. However, if there would usually be a pause in the sentence, a comma might be required. This is common when a quotation follows a phrase like â€Å"he said† or â€Å"she said†: Comma required: He said, â€Å"The sky is blue.† More generally, American English places commas and periods inside quotation marks even if they weren’t part of the original quotation. For other punctuation marks, such as question marks, it depends on whether they were part of the original text: Part of quoted text: She asked, â€Å"What color is the sky?† Not part of quoted text: Did you just say that â€Å"the sky is blue†? Scare Quotes Finally, sometimes quotation marks are used to indicate use of a non-standard term or to suggest skepticism or irony when we don’t agree with how a term has been used: He’s not a gangster; if you value your health, he’s a â€Å"businessman.† My family have been in business for years. However, it’s best to use scare quotes sparingly in academic writing, as they’re often misused.

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Climate change(global warming) - Article Example The greenhouse gases both absorb and forward the sun’s radiations. Other greenhouse gases include carbon dioxide and water (Archer, 2011). The major contributor to global warming is the burning of fossil fuel. One major contributor to global warming is the motor vehicles’ carbon monoxide emissions (Weart, 2008). Factories produce carbon monoxide gases. The factories and motor vehicles use fossil fuel to produce electricity. Moreover, the thinning of the world’s ozone layer increased global warming. The ozone layer reduces the ill effects of the sun’s incoming radiating rays. Certain products produce CFC by-products. The CFCs reduce the earth’s ozone layer. With the thinning of the ozone layer, there is an increase in the quantity of the unfavorable incoming harmful sun’s rays (Archer, 2011). Global warming has significantly unfavorable effects on California’s agricultural environment. California’s greenhouse gases reduce the earth’s emission of infrared rays, triggering global warming. California’s greenhouse gases reduce the sun’s dangerous rays from being reflected by the earth’s surface back into outer space, increasing California’s temperature. The fossil fuel emitted by California’s motor vehicles contributes to California’s global warming statistics (Archer, 2011). Consequently, California’s global warming, melting its snow sources, triggers lower water availability. Specifically, Southern California experienced a 26 percent water source reduction. Sacramento suffered a 24 percent water source reduction. San Joaquin continues to bear the 23 percent water decline. With less water, California suffers from possible food production decline. Consequently, farms must spend more to acquire the required plant water. The increasing water cost precipitates to higher California food prices. With higher food prices, less people can afford to have a full meal. Lesser demand reduces farm profits

Mobilizing Anglophone Children in WW II Article Example | Topics and Well Written Essays - 500 words - 1

Mobilizing Anglophone Children in WW II - Article Example The juvenile justice authorities and school boards implemented programs to guide and socialize children and adolescents as a way for them to learn discipline. The youth were engaged in relevant socio-civic work to keep them busy and to build their character. Women were placed in a great dilemma while simultaneously working and tending to their children, and they solicited support from family members, neighbours, friends and the federal government to assist them in caring for their children while they spent time at work. This raised scepticism on women’s capability to do both, and were blamed for the rising rate of juvenile delinquents who were allegedly neglected by their parents. Gender stereotypes for children and youth were propagated by society despite the efforts of women to beyond their gender-prescribed duties in order to work outside the home and contribute to war efforts. Schools were successful in encouraging children and youth to be more productive with their time. Sentiments about war and patriotism were highlighted in order for them to be more conscientious with their own activities. 3. A critical assessment of the article: Myers and Poutanen were able to build up the plight of children and adolescents as a consequence of war’s demands on their parents’ service to the country. The article successfully showed a glimpse of how it was being led to juvenile delinquency and how society in general collaborated with various networks in order to save the children from living wasted, ill-fated lives as casualties of war. It provided hope to the readers that even after the devastation of war, lives of people can continue to greener pastures. 1. The Thesis Statement: During the war, Japanese Canadian women suffered atrocities being of Japanese descent despite the fact that they were born, raised and even educated in Canada.

Scientific advances on Cloning Research Paper Example | Topics and Well Written Essays - 1250 words

Scientific advances on Cloning - Research Paper Example Some have suggested that the â€Å"fear of the unknown† aspect of cloning mammals, though understandable, is largely unfounded. The potential benefits are numerous and outweigh the concerns brought forth by those who don’t fully understand the process or implications of cloning. Laws and regulations related to this new science will be implemented to address the ethical implications but it’s impossible to stop scientific exploration. The birth of Dolly the sheep represents the birth of a new, exciting scientific method that will change the course of medical history for the better. The Scottish scientist Ian Wilmut of the Roslin Institute, along with his colleagues, announced on February 23, 1996 they had cloned a sheep by using a ground-technique. The method involved transplanting genetic matter from an adult sheep into a hollowed-out egg, an egg that had its nucleus removed. â€Å"The researchers fused the adult udder cell with an (egg) that was ready to be fertilized, but taken from a different sheep. The scientists had previously removed the nucleus from the (egg) using an electrical current to fuse it with the udder cell.† (Barnes, 2012). This sequence instigated cell division. The resulting embryo was then implanted into another sheep who acted as the surrogate-mother. The secret to this method’s success was making the nucleus of the donor’s udder cell â€Å"silent† so it would quit performing as it was originally intended and then reprogrammed it to act as an embryonic cell. That embryo would become Dolly; a sheep with three â€Å"mothers† involved but only related biologically to the one that donated an udder cell. Dolly shared all of the udder donor’s chromosomes but none of the host egg cell’s chromosomes. Consequently, Dolly is an exact genetic reproduction of the donor-cell sheep. Previous cloning experiments that used

Medicare and Medicaid Essay Example | Topics and Well Written Essays - 500 words

Medicare and Medicaid - Essay Example Part B covers: Eighty percent of the approved charges are paid by Medicare Part B after annual deductible is met. It is optional to enroll for Medicare Part B and the Medicare program stays constant from state to state. [1] [2] Medicaid: It means financial aid to pay for care. It is an assistance program which is funded both by the federal government and the individual states. It helps individuals of all ages with low income and medical costs and the eligibility requirements vary from state to state. People who have Medicare coverage can also qualify for Medicaid as they have low income and Medicaid covers their deductibles and co-payments which would have to be paid by them if they were not under Medicaid. It does not cover any kind of custodial care. It covers inpatient and outpatient hospital services, laboratory and x-ray services, physician services, nursing facility services, home health services and services of a nurse-midwife. Every state program includes some prescription drug coverage. There are special rules for people who apply for Medicaid for long-term care: Medicare should modernize and update its package of services according to customers needs because customers try alternative medicines and cross geographical boundaries to get the treatment. Therefore in order to satisfy them, changes have to be made. Patients are troubled with the complexity, paperwork, and regulatory

Scientific advances on Cloning Research Paper Example | Topics and Well Written Essays - 1250 words

Scientific advances on Cloning - Research Paper Example Some have suggested that the â€Å"fear of the unknown† aspect of cloning mammals, though understandable, is largely unfounded. The potential benefits are numerous and outweigh the concerns brought forth by those who don’t fully understand the process or implications of cloning. Laws and regulations related to this new science will be implemented to address the ethical implications but it’s impossible to stop scientific exploration. The birth of Dolly the sheep represents the birth of a new, exciting scientific method that will change the course of medical history for the better. The Scottish scientist Ian Wilmut of the Roslin Institute, along with his colleagues, announced on February 23, 1996 they had cloned a sheep by using a ground-technique. The method involved transplanting genetic matter from an adult sheep into a hollowed-out egg, an egg that had its nucleus removed. â€Å"The researchers fused the adult udder cell with an (egg) that was ready to be fertilized, but taken from a different sheep. The scientists had previously removed the nucleus from the (egg) using an electrical current to fuse it with the udder cell.† (Barnes, 2012). This sequence instigated cell division. The resulting embryo was then implanted into another sheep who acted as the surrogate-mother. The secret to this method’s success was making the nucleus of the donor’s udder cell â€Å"silent† so it would quit performing as it was originally intended and then reprogrammed it to act as an embryonic cell. That embryo would become Dolly; a sheep with three â€Å"mothers† involved but only related biologically to the one that donated an udder cell. Dolly shared all of the udder donor’s chromosomes but none of the host egg cell’s chromosomes. Consequently, Dolly is an exact genetic reproduction of the donor-cell sheep. Previous cloning experiments that used

Managers Thesis Example | Topics and Well Written Essays - 1500 words

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Medicare and Medicaid Essay Example | Topics and Well Written Essays - 500 words

Medicare and Medicaid - Essay Example Part B covers: Eighty percent of the approved charges are paid by Medicare Part B after annual deductible is met. It is optional to enroll for Medicare Part B and the Medicare program stays constant from state to state. [1] [2] Medicaid: It means financial aid to pay for care. It is an assistance program which is funded both by the federal government and the individual states. It helps individuals of all ages with low income and medical costs and the eligibility requirements vary from state to state. People who have Medicare coverage can also qualify for Medicaid as they have low income and Medicaid covers their deductibles and co-payments which would have to be paid by them if they were not under Medicaid. It does not cover any kind of custodial care. It covers inpatient and outpatient hospital services, laboratory and x-ray services, physician services, nursing facility services, home health services and services of a nurse-midwife. Every state program includes some prescription drug coverage. There are special rules for people who apply for Medicaid for long-term care: Medicare should modernize and update its package of services according to customers needs because customers try alternative medicines and cross geographical boundaries to get the treatment. Therefore in order to satisfy them, changes have to be made. Patients are troubled with the complexity, paperwork, and regulatory

Managers Thesis Example | Topics and Well Written Essays - 1500 words

Managers - Thesis Example In other words, they are the actual fathers of different processes and activities which are going on within an organization and with which there are a lot of hopes and wishes attached. The whole idea of extracting the benefits and achieving the laid objectives rests on their shoulders and this is indeed a very significant proposition on their part, all said and done. They bring with them a whole list of different undertakings and steps, though accountable at many different levels yet open for judgment on the part of one and all. With this, they ensure that the different policies and steps are in line with the organization's basic values, core mission and vision statements and more than anything else, in line with the ethical and moral grounds in which the particular business operates. Managers need to plan in a sound manner the different things, control these activities and tasks and make them plot against short term gains rather than having a long run perspective and integrate all these activities so that there is a complete mesh in the related ranks and the synchronization is pretty apparent at the end. Managers have the task of maximizing profits but not at the peril of losing the shareholders which are present in partnership with the organization. The different activities being planned, controlled and integrated in distinct fashions makes them look as a complete whole more than anything else. This means that these activities, tasks and processes are complete and they give a view of wholeness when we talk about the organization whilst looking at the products and/or services which are brought out for the general customers. For the induction of these new products and/or services in the market place we find that out that the synchronization process might just be a difficult process to undertake in the first place and it is because of the persistent efforts of the manager himself that the same becomes readily possible. The manager has to plan things accordingly and place priorities over processes either in s sequential manner or in the form of significance attached to the very same. When we talk about the activities in the whole related schema we find that the control aspect, as discussed before is pretty much significant and this has to be ensured even at the most feasible of times. The same is imperative since system breakdowns at any level can happen any time within the process and there could be urgencies attached with the whole ideology nonetheless. The integration of activities similarly is one significant aspect that has to be studied time and again because it brings together all the related processes, activities and tasks coming under the manager's regime on a single platform and thus this forms as the point of focus and attention as far as the whole organization and its tilt is concerned. With respect to the new products and/or services that are being introduced under the organization's umbrella, one has to ascertain as to the exact basis of their operating activities and then go along finding out the eventual patterns on which the change would be made in the realms of the very organization. It is up to the manager as to how best he

African American Musuem Essay Example for Free

African American Musuem Essay The African Museum in Philadelphia is notable as the first museum funded and built by a municipality to help preserve, interpret and exhibit the heritage of African Americans. Opened during the 1976 Bicentennial celebrations, the AAMP is located in historic Philadelphia, a few blocks away from the Liberty Bell. Charles H. Wesley was a noted African American historian, educator, and author. He was the fourth African American to receive a Ph. D. from Harvard University. An ordained minister, Wesley’s distinguished career included 40 years of leadership with the African Methodist Episcopal Church. In 1976, he served as Director of the Afro-American Historical and Cultural Museum in Philadelphia, now known as the African American Museum in Philadelphia. Programs The African American Museum that is located in Philadelphia, Pennsylvania has some interesting education programs. These education programs focus on arts, culture, and heritage education. They place a major emphasis on the interests of the students, educators, artists, historians, scholars, and community organizations. These programs offer diversity with scheduling. The programs explore various African forms of cultural expressions. In these programs there are literary performances, hands on demonstrations, workshops, and storytelling performances as well. The African American Museum in Philadelphia feels its programs can be a vital link between the permanent and visiting collections for the many communities they serve. Exhibitions The exhibitions in the African American Museum in Philadelphia can some to be pleasing to the eye and stimulating to the mind. According to the African American Museum of Philadelphia these exhibitions invoke a deep collection of emotion ranging from pride and passion to excitement and enthusiasm. When visitors enter the museum they will come to Gallery 1, which includes a interactive timeline, images draw from historical record, that spans 100 years of history. In Gallery 2 there are full size video projections in which visitors can in engage in them. Once they are activated, a monologue about life in Philadelphia will begin. Some other aspects of the exhibit include an experience where you can walk the streets of Philadelphia through a large scale map, which is located between galleries 1 and 2 .

Inter Professional Education Reflective Account Nursing Essay

Inter Professional Education Reflective Account Nursing Essay Throughout my time on the Year 1 Inter Professional Education (IPE) programme, I have compiled this portfolio consisting of a reflective account on my performance in throughout the programme. Included in this file are a number of secondary resources utilised in constructing the account as well as in aid of assembling the team presentation. My IPE group consisted of 4 medical, 2 pharmacy and 3 nursing students. As a multidisciplinary team, we collectively produced a presentation regarding clinical communication and ethical considerations in patient centred healthcare. Our theme was based around the growing issue of underage pregnancies throughout the capital. The wider issues of this topic ranging from the ethical, psychological, and moral implications as well as the great variety of healthcare professionals involved in managing such incidences. We chose this topic as it was something the whole group had differing views on and wanted to explore further. A copy of the article, Policy disaster as teen pregnancy rate rises to its highest in 10 years, is included for the benefit of the reader. This article from the Times Online was the key inspiration behind our choice of topic as it outlines the huge extent of the problems posed by teenage pregnancies. According to the article Britain has the highest incidence of teenage pregnancies in Western Europe. Despite the highly sensationalist tone and the incomprehensive survey of the contributing factors of teenage pregnancy, the article does offer a fascinating introspection into the ethical issues regarding pregnancy among girls below 16, the age of consent. The slideshow utilized during the team presentation, Yvonne at the clinic, is included for the benefit of the reader. As one can see it contains the key concepts the team touched upon during the presentation which was interspersed with a model role-play featuring a consultation at a sexual health clinic. Moreover, the script for the role-play has also been enclosed to help the reader appreciate the teams corroboration in conveying current issues integrated in a model scenario. Please find enclosed further evidence highlighting our effective teamwork comprising of emails, peer review forms and a diary of progress which had been logged between the IPE sessions. The essential features of a team and how it develops have been explained by Tuckmans summary of team development (1965). The model was used as a reference point for the groups progress, evaluate the teams development and to contemplate the next stage of action. The reflective account further vindicates how Tuckmans summary is clearly not exhaustive in describing the great spectrum of team behaviours. Instead, the IPE programme has enlightened the view that group dynamics are variable and so mechanical. Therefore the unpredictability arising amongst different teams, especially multi and possibly more vast amongst inter-disciplinary teams reinforces the belief that there are many contributors which affect group work. To conclude, I hope the reader finds the following account and secondary sources beneficial. In the time that has been allocated, I have tried my utmost to submit an honest account of my contribution to the IPE programme. Sincerely, Reflective Account In this reflective account, I will evaluate and analyse my performance as a team member throughout the IPE programme using the Kolb (1984) cycle1. David Kolb argues that experience is the source of learning and development. The cycle constitutes the following four stages; Concrete Experience, Reflective Observation, Abstract Conceptualisation and Active experimentation. Kolbs cycle suggests it is necessary to reflect on an experience, evaluate it and formulate concepts, which can then be applied to new situations such as working in a multidisciplinary team (MDT) 2. CAIPE uses the phrase interprofessional education (IPE) as a generic term which occurs when two or more professions learn with, from and about each other to improve collaboration and the quality of care CAIPE (2007)3. Our team consisted of nine people (four medical, three nursing and 2 pharmacy students). The application of an inquiry based learning (IBL) technique, would allow us to enhance our problem solving and communication skills. Over a period of five weeks, the team managed to present an ethical case study conveying the importance of communicative efficacy and ethical considerations within MDTs in providing patient centred care. In this paper I incorporate theoretical principles to the teams performance4-7 in a bid to divulge a deeper understanding of how and why I improve specific areas of my performance as a team member. Concrete Experience In the first IPE session, our objective was to decide the focus of our inquiry. Right from the onset, to my disbelief, the group was extremely focused and driven to the task at hand. Initially I was hesitant mainly due to the exposure of so many strangers with varying personalities but equally eager to think aloud4. This threatening situation meant that any early communication was difficult and for a considerable amount of time I found myself very quiet8. The reason for this was that my views towards this task were initially sceptical because of previous prejudices held against other disciplines. However, as the meeting progressed, I learnt that such presumptions had no basis and had arisen due to a lack of contact between the disciplines. A consensus was reached within the group to carry out our task along the lines of teenage pregnancy among girls below 16 and the wider implications it acquires. The session also included a simulated patient interview, which proved very informative and clearly highlighted the fundamental concepts of a consultation; rapport, empathy, body language, active listening and question styles. By the second session the group had conducted some research on loosely related material regarding the growing problem of teen pregnancies in the UK. In this student led session, we made a decision to commence the planning of the actual task. This was a very time consuming step to achieve as fellow members failed to comprehend the purpose of the goals we had set, since our task had a large scope and appeared vague. I felt it was my duty to urge the group to clear any misconceptions at this early stage and to channel our broad research into three specific concepts which are imperative to portray to our aud ience. I put particular emphasis on the current NHS guidelines, ethical issues and relevant multidisciplinary team approaches concerning the scenario5. Our concrete material which would provide the foundational premise for the duration of the course was provided by an article claiming Policy disaster as teen pregnancy rate rises to its highest in 10 years9. This article presents great scope for discussion including the ethical issues and the role of MDTs in managing such a growing problem. According to Bruce Tuckman (1965) there are a number of key issues relating to effective team discussion and behaviour10. Stage 1 is the forming phase and it depicts a teams natural instinct for guidance. Therefore, the premise for advancement for a particular group resides in the election of a leader. When discussing and deciding the topic for our presentation it became clear that certain individuals were more confident than others and my substantial contributions during the second session5, led me to assume leadership. Although my position involved delegating specific tasks to individuals, the group as a whole was very diplomatic and hence there was no need for an autocratic leader. As a result of this, the storming phase, which Tuckman described as the episode where decisions are most challenging, was a much rapid and unproblematic phase. This was because we all had a genuine interest in the topic and felt we each could contribute to the issue. The allocation of roles was carried out based on prior research. For instance, the individual whom had researched the healthcare team had the task of producing their own slide for the PowerPoint presentation. In addition the norming process of Tuckmans model was also coming into the fore as our keen actors6 were making great progress in their role-play of a consultation at a sexual health clinic. My contribution to the presentation consisted of a brief explanation of the importance of consent and whether a minor can consent to their own treatment (i.e. Gillick case, Fraser guidelines) 11, 12. Overall, continual discussion and communication between members mainly via emails enabled the presentation to evolve into the polished product which portrayed the efficient performing (final) phase of Tuckmans model. The team worked in an efficient manner after a sluggish start. The initial reservations were quickly diminished which helped us to progress towards our goals. During the days leading to the final presentation, I and a colleague realised some discrepancies in the script and the issue of a dress code for the team presentation was brought up6. Such concerns were clarified by email communication13, but unfortunately such enthusiasm was only shared amongst a few peers. Nevertheless, it was very satisfying to see that everyone had contributed something to the final presentation which was a sentiment to my effective delegation of roles14. I felt that a certain member had not contributed much throughout the course and was continually seeking a minimalist approach which could have been detrimental to the teams performance. I voiced my opinions in her peer review form so she could improve in the future as the potential adverse consequences of a breakdown of communication within the MDT can be damaging to the patients care. The roles conducted by the team members varied from communication, ethical issues and the role-play. Margerison and McCann (1995)15 constructed a teamwork model stating a successful team encompasses individuals with a variety of skills, hence fulfilling diverse roles. All the team members were, to differing extents, creators innovators as we each contributed something constructive. I believe certain members whom had thought of the idea of a role-play were more creative and others whom had continually produced their contributions on time were deemed concluders. Another individual whom had taken the responsibility of merging the slideshow together expressed her practical skills as an assessor, whilst another member helped to support me in my leadership role. Her efforts were invaluable in making by duties more proficient and constantly reminding me to book the library rooms for scheduled meetings. She was classified, according to the teamwork model, as an upholder. Finally, the indiv iduals involved in the role-play were concluders due to their quality standards and reporters because they were capable of incorporating prior knowledge to help answer questions following the presentation. I feel that I was a thruster because as a democratic leader it was my duty to organise and motivate other members, whilst continually involving them in the decision making process. Reflective Observation After the presentations, we took part in a peer review exercise, where our observations of each others performance throughout the course had to be reflected. The irony of teamwork is that a team is made up of individuals. These individuals will have different experiences, knowledge, expectations and priorities. Thus it is important that our team developed a keen interest in the performance as a whole, as this will influence individual contributions. Amongst the majority of peer review forms, I noticed many positive comments ranging from being knowledgeable on the subject of consent8, good at arranging ideas and has good delegation skills ensures everybody has an equal role to play14. This was extremely pleasing to learn because it illustrates that my fellow team members fully appreciated the effort that I put into the project. Also, my contribution to the presentation as a team player was also acknowledged stating I had contributed the knowledge and understanding of capacity and cons ent which helped to explain the patients rights in our role-play helped the nurses learn about the Gillick test, which until then we had no understanding of16. I believe this statement portrays my effective communication amongst the team throughout the programme enabling the group to maximise our potential to work in an MDT approach. Amongst the very few negative comments, a team member justifiably observed that I was a bit quiet at the start of the IPE session8. In retrospect, I believe I should have been more expressive and honest with my group and have confidence in making alternative suggestions ultimately benefiting the group. Furthermore, another team member felt I could have taken more control/been more decisive so that people were clear of what to do17. It was interesting to note that he/she had also written that I was good at sorting out the details i.e. what exactly each person was going to go away and research17. Nonetheless, I felt that I delegated the tasks suitably because I had ensured that each member understood and had ownership of their tasks for the next session. Although the issue had never been brought up nor had I been emailed of any confusion in the allocation of roles, I believe that I should have utilized the luxury of emailing each member clearly what they had to do. Abstract conceptualisation From this experience, I have gained a lot of knowledge both on the issues regarding underage pregnancies as well as the skills required to work effectively in a team. My fellow members had enlightened me of the growing problem of teen pregnancies in certain boroughs around the capital and we all felt the government was failing this young generation. According to the article mentioned earlier, The expansion of confidential contraceptive services for young people under 169 was the main causal factor. I learnt through an inquiry based learning approach the importance of effective clinical communication and ethical considerations in managing the issue. Furthermore, a fellow member also enlightened the group on the vital role of the sexual health centres in providing education and advice for the younger generation. I have also discovered the challenges associated with controlling large teams of varying disciplines. Apart from the logistical constraints, each member of the team had their own schedule and hence the proposition of extra sessions was difficult to attain. However, many challenges and complications were dealt with very effectively via email13, thus eliminating the scheduling and logistical constraints in place. Coordinating nine members of a team demanded good organisational and most importantly time management skills. This is enormously beneficial for me because as I progress through my medical career, there is an increasing demand for efficient teamwork. Active experimentation On reflection it is clear that our team worked very well together and expressed ourselves to construct an effective presentation of the chosen scenario. The Egalitarian atmosphere during the meetings was admirable, where every decision involved a vote of confidence. Nevertheless I feel as group leader I should have struck a balance between collective decision making and being more abrupt, as well as ensuring that all the tasks are being conducted well. Also in the future, fewer people could have presented the final task. A solution could have been to make a video for the role play, thereby freeing up more space for other members of the team on the stage. Overall, the IPE programme has been an incredible learning curve which has provided an insightful experience as well as an understanding of the significance of effective communication between professionals. Lastly, this experience has emphasized my weaknesses, but I have appreciated that others may have different ways of working; different skills and knowledge, which in practice contribute to the patients healthcare.

Essay example --

Hey Teacher, leave recess alone! In her Huffington Post blog article titled Here’s One Way to Wreck a Child’s Education: Take Away Recess, Haley Krischer takes an emboldened stand against the practice of eliminating recess; which is often done as a punishment or to make more time for instructional learning. I stand in agreement with Krischer. I do not agree with schools taking away recess for any reason with the exception of dangerous weather or environmental circumstances. Yet, research indicates how common the 86-ing of recess is occurring in schools. A study by the Robert Wood Johnson Foundation (2010) revealed 77% of school Principals reported taking away recess as a punishment, and 81.5% of schools allow students to be excluded from recess. Krischer begins the article by introducing her 9 year old son and his affinity for recess: â€Å"the only subject he will talk about†. She gives examples of how recess benefits her son such as other students who help him troubleshoot technology issues and challenging him to improve his sports skills. Indeed, the unstructured playtime allows children to explore their environment and develop new ideas and understandings of it and those within it (American Pediatric Association, 2013). Kischer also expressed that children need active play to combat restlessness and that this is especially important for children who may suffer from ADHD, noting that taking away recess as a punishment for misbehavior may be counterproductive and result in increased behavioral problems. A longitudinal study that followed over 10,000 students between the ages of 8 and 9 concluded that student recess of at least 15 minutes resulted in better behavior as rated by teachers (Samuels, 2009). Case studies of boys with at... ...er, H. Here's One Way to Wreck a Child's Education: Take Away Recess . 2013. Retrieved from http://www.huffingtonpost.com/hayley-krischer/heres-one-way-to-wreck-a-childs-education-take-away-recess_b_4149596.html National Organization for Sport and Physical Education (2006). POSITION STATEMENT. Retrieved from http://www.aahperd.org/naspe/standards/upload/recess-for-elementary-school-students-2006.pdf Ridgeway,A., Northup, J., Pellegrin, A.,LaRue, R., & Hightshoe, A. (2003). Effects of Recess on the Classroom Behavior of Children With and Without Attention-Deficit Hyperactivity Disorder. School Psychology Quarterly, 18(3), 253. Robert Johnson Wood Foundation (2010). State of Play. Retrieved from FENTON communications website: http://www.playworks.org/sites/default/files/d6/StateOfPlayFeb2010.pdf Samuels, C. A. (2009). RECESS AND BEHAVIOR. Education Week, 28(20), 4.

Jumping Mouse :: essays research papers

Jumping Mouse   Ã‚  Ã‚  Ã‚  Ã‚  The story of Jumping Mouse may seem simple at first. But it is far more than just a story about a small rodent. There are so many underlying themes that reflect society, faith, generosity, personal growth, and many other aspects of a person’s daily life.   Ã‚  Ã‚  Ã‚  Ã‚  The story starts out with a seemingly simple mouse, who hears what others do not. He dares to question what is out of the ordinary, and seeks out the truth instead of dismissing it as nothing. He shows curiosity, which leads him to new ideas. When he has his experience at the river, he is given a new name, which signifies his own personal growth. When he takes his newfound ideas back to the mouse society they don’t believe him because it is far too different than what they already know, and they decide that he is harmful. The society of mice reflects society in how they didn’t understand something so they pushed it away. So many times people don’t accept or understand things because they are out of the ordinary, so they shun it. It happens every day; with racism and conflicts over human sexuality. Most people don’t understand that there is no way to define normal. All around the world things are different, and one needs to be open minde d enough to understand it. Now look what being open minded did for the mouse. His willingness to listen and his faith in the frog allowed him to see into the rest of the world, even deeper into his own mind. There is a fine line between being open-minded and being gullible. Both will listen to anything to try to understand it, but gullible people lack common sense. The mouse seemed kind of gullible, in how he’d risk his safety by jumping in the water all because the frog said to.   Ã‚  Ã‚  Ã‚  Ã‚  Jumping mouse is like many people, always seeking a better way of life. The other mice were quite content with their busy life, because that was the way they have always known. But Jumping Mouse had a taste for what else the world had to offer him. When Jumping Mouse met with the old mouse, he found a perfect place to live, free from harm and lots of food. He was told he should stay but somehow, he knew that he could have better. Even later on his journey to find the mountains he discovered a small â€Å"mouse utopia† with an abundant supply of food and shelter, everything a mouse could want.

Diversity and Inclusion an Organization Emperical Study of Hul

ABSTRACT In the last few years, the focus of efforts in companies across the land has shifted from diversity to a focus on inclusion. This sea change has happened without fanfare and almost without notice. In most organizations, the word inclusion has been added to all the company's diversity materials with no explanation. This article is a short account of why this shift has happened and what it means. Probably the most widely-read article on diversity in organizations was Roosevelt Thomas's â€Å"From Affirmative Action to Affirming Diversity,† which appeared in the Harvard Business Review in 1990.Diversity, said Thomas, was no longer about complying with a legal mandate but about seeking to create a diverse workforce because it would be beneficial to the organization. Before 1990, most large companies had an Employment Equity and Affirmative Action Officer, usually a lower-level employee who worked in the bowels of the organization compiling statistics about how many employ ees were in targeted groups, eg, people of color and women. This project covers all the aspects of cross culture to the managing diversity by HUL. This project includes primary data analysis and the end of project recommendation also to be provided.Content Abstractii Signatory pageiii Topic approval letteriv Acknowledgmentv Approved thesis synopsisvii 1. Introduction 2. company profile 3. literature review 4. research methodology 5. finding and analysis 6. recommendation 7. CONCLUSION 8. Bibliography 9. annexure – questionnaire INTRODUCTION [pic] Today, at the beginning of the 21st century, the world is submerged in a wide range of demographic trends which have the potential to radically change the demographic, cultural and ethical mixture of the population in many countries within just a few decades.Top managers often say that their company's people are its most important asset. In a tight job market and a global economy a company that puts people first – regardless o f their race, religion, gender, age, sexual preference, or physical disability – wins. Companies, especially big multinational players which have to deal with these changes, are growingly forced to react. Employees, once a homogenous group in many countries, are increasingly diverse and need to be integrated within and into working environments.Diversity can present an immense source of opportunities but it can also mean the opposite, a big threat. Diversity management is a managerial approach in response to these trends and can help companies to effectively and efficiently manage their personnel diversity, i. e. personnel made up of diverse and multifaceted people. The text argues that a diverse workforce can be regarded as an instrument of sales promotion, a marketing tool to induce customers to buy certain products or services.To be successful at creating workforce diversity program involves attracting and retaining the highest quality individuals in the talent pool. For t he HR professional it means looking beyond obvious recruitment methods and venues for good people, then learning how to manage human potential sensitively. It requires an ever-increasing awareness of how people from different backgrounds deal with authority, communication, overall business etiquette, and relate to their communities of affiliation. Promoting workforce diversity is a process that takes place in many stages and on many levels.It requires HR professionals first to recruit a competent and qualified staff, then to accommodate individual needs within the context of the work team and the organization. In today's world of cultural diversity, our business can't thrive unless we implement a workforce diversity initiative. Besides tapping into the unique abilities and talents of people from different backgrounds, we can improve our image in the community by opening up a place of business to anyone regardless of race, color, gender, ethnicity, sexual orientation and disability. What is diversity? Diversity to us means all aspects in which people differ from one another.This includes both the visible and relatively easily demonstrable personal characteristics such as gender, age and ethnicity, as well as the less visible personal characteristics, such as competencies, needs and wants, work styles and character traits. Each employee has his or her own, unique combination of such characteristics. Another definition describes diversity as creating high performing organizations through valuing and using all the talents of employees of different groups. Regardless of how diversity is defined, it is an issue that is sweeping the nation.If the corporate society does not address the issue by learning how to manage diversity, they will fail. â€Å"It is very helpful to suggest that diversity is not so much an end in itself as it is a condition of our society and the condition of the World in which we live. † Frank Wong Vice President for Academic Affairs Univ ersity of Redlan Diversity Management Managing diversity is one of the most important challenges faced by managers and their organizations. In today’s work environment, co-workers are likely to be of different gender, age, religion, cultural background, race and ethnicity.They also differ in terms of lifestyle, choices available, perspectives, attitudes, value system, beliefs, behaviors, expectations, skills and experiences. These issues are not just about discriminatory practices but they modify the nature and demands placed on leadership and management and bring into prominence the concept of diversity. How well or how prepared managers are able to invest in the concept of diversity will impact not just on work issues but also on sensitivity to customer’s needs, legal compliance, business’ ethical issues, profitability and even social cohesion.Diversity management is a strategic process to manage a diverse workforce-including the fight against stereotypes, pre judice and all kind of discrimination due to the individual perceptions and assumptions- in the manner to maximize the benefit and minimize barriers of different opinions, behavior and attitudes of human beings within a company. PRINCIPLES OF DIVERSITY MANAGEMENT [pic] Categorization of Diversity Management Diversity management can be divided into two categories- 1. The internal effect has an influence on organizational structural changes within the company. 2.The external effect concerns the environment of the company e. g. customers, stakeholders, suppliers etc. The concept of diversity management is extensive; there are various components of diversity as follows: Diversity of ethnicity, nationality and cultures Diversity of demography (gender, age and experience) Diversity of competencies (educational and professional backgrounds) Diversity of organizational functions and processes Diversity of networks (i. e. relationships and communications channels and/or patterns etc. ) Misce llaneous diversity (sexual preferences, occupational disabilities, i. . handicap or physical mobility, etc. ) Work Force as a challenge First, there is an increase in the cost of training. This increase comes from costs associated with seminars, programs and lectures given to promote diversity in the corporation. These types of training are given to all levels of staff within the organization. They teach employees others. These programs also teach one how to deal with conflicts and prejudice in a professional and civil manner. A disadvantage of diversity in the workplace is an increase in conflicts.Conflicts arise when two or more individuals or groups do not see eye to eye on a particular situation. In regard to diversity, conflicts arise largely due to ignorance. Prejudice feelings or derogatory comments cause a lack of acceptance. â€Å"This can produce negative dynamics such as ethnocentrism, stereotyping and culture clashes†. The most common conflict comes from one feeli ng superior. If management ignores such conflicts, the company's performance may suffer. If conflicts can be managed and controlled creativity and performance can be increased.Employers will work harder to gain acceptance by creating a solution or invention first. Increases in labor turnover and absenteeism are another disadvantage in having a diverse workplace. Research has shown that the turnover rate for African Ameri-Ongori and Agolla 075cans in the US workforce is 40 percent greater than whites. Another study by Corning Glass stated that between the years 1980 – 1987, the turnover rate for women in a professional job was two times higher than males. Women also have a 58 percent higher absentee rate than men.Yet, another study shows that a person, who is not a member of the â€Å"inner group†, will be one of the first to leave a company (White, 1999). Some research contradicts the idea that flextime reduces these rates; however absenteeism and turnover can cost a c ompany up to and over $3 million annually. Workforce diversity increases labor turnover and absenteeism in organizations on employee satisfaction and productivity. Employees who perceive themselves as valued members of their organization are harder working, involved, and innovative.Unfortunately, minority-group members often feel less valued than do majority-group members due to stereotyping, ethnocentrism, and prejudice. Mismanagement of diversity in the form of denied access or unfavorable treatment can have negative consequences, such as inhibiting workers' abilities and motivation. Work Force as an Opportunity Managing diversity can create a competitive advantage. Potential benefits of this diversity include better decision making, higher creativity and innovation, greater success in marketing to foreign and domestic ethnic minority communities, and a better distribution of economic opportunity.Organizations with a diverse workforce can provide superior services because they can better understand customers’ needs. Diversity enhances creativity and innovation (Adler, 1997; Jackson et al. , 1992), and produces competitive advantages. Why should we strive for diversity in personnel? An often heard argument to avoid having to put energy into diversity is that it only leads to misunderstanding, undesired formation of groups, communication problems and conflicts in the work force. When put like this, paying attention to diversity seems a useless investment.But demographic developments cannot be ignored. In situations like labor shortage, organizations cannot permit themselves to exclude a substantial part of the labor force. Diversity in personnel has different advantages pertaining to business economics: Attraction for a wider group of customers: more people can identify with the organization. This could increase your turnover; More creativity within the organization: diversity leads to innovative products and services, which is necessary to compete with other businesses; An improved business image: more people see you as an ’employer of choice’.Diversity covers a wide variety of issues, including communicating with employees, whose first language is not English, helping a diverse team cope with conflict, learning which rewards are valued by different groups, and dealing with discrimination. Managers can improve handling of diversity issues by following these eight behaviors. Embrace diversity: Successfully valuing diversity starts with accepting the principle of multiculturalism. Accept the value of diversity for its own sake — not simply because you have to. You need to reflect your acceptance in all you say and do.Recruit broadly: When you have job openings, work to get a diverse applicant pool. Avoid relying on referrals from current employees, since this tends to produce candidates similar to your present workforce. Select fairly: Make sure your selection process doesn’t discriminate. Particularly, ensure that selection tests are job-related. Provide orientation and training for minorities: Making the transition from outsider to insider can be particularly difficult for nontraditional employees. Sensitize all employees: Encourage all employees to embrace diversity.Provide diversity training to help all employees see the value in diversity. Strive to be flexible: Part of valuing diversity is recognizing that different groups have different needs and values. Be flexible in accommodating employee requests Seek to motivate individually: You need to be aware of the background, cultures, and values of employees. What motivates a si0ngle mother with two young children and who is working full time to support her family is likely to be different from the needs of a young, single, part-time employee or an older employee who is working to supplement his or her retirement income.Encourage employees to embrace and value diverse views: Create traditions and ceremonies that promote diversity . Celebrate diversity by accentuating its positive aspects. But also be prepared to deal with the challenges of diversity such as mistrust, miscommunication, and lack of cohesiveness, attitudinal differences, and stress. IMPORTANCE OF DIVERSE WORKFORCE Our Nation is made up of people from diverse backgrounds, cultures, customs and beliefs. It is those differences that contribute to the richness and strength of our society. Like our Nation, the workforce Is also becoming more and more diverse.As a result, in order to recruit, hire and retain the best people from every background and community, we must foster diversity in our workforce, manage it effectively, and value what it has to offer. A diverse workforce is critical for any organization that seeks to improve and maintain a competitive advantage. Focusing on diversity and looking for ways to achieve an inclusive environment is not just a â€Å"nice to have objective,† it makes a good business sense. A diverse workforce off ers greater productivity and a competitive edge.Diversity improves the quality of our workforce and offers a higher return on our investment in human capital. Our agency’s future depends on the quality of employees we recruit today. New employees often consider an organization’s diversity efforts when deciding whether to accept or reject an employment offer. Potential candidates are usually more attracted to employers that are committed to sustaining a diverse workforce. Moreover, diverse perspectives increase creativity as they offer different perspectives, ideas and solutions. BENFITSPeople have a lot of viewpoints and having people from many backgrounds and places in life brings a lot of those viewpoints into the mix. In some situations, a lot of viewpoints give us a lot of options. Plus, since there are many different viewpoints and environments in the workers, there are many opportunities for these different viewpoints to come into the planning of strategic initia tives, allowing the firm to serve a wider group of consumers and interests. The Various . advantages of having a diverse workforce are the following; 1.It helps motivating employees. 2. It enhances the innovation and creativity of employees. 3. It helps in reducing cost. 4. It creates flexibility in the organization. 5. Immediate access to problem solving. 6. Easy transfer of knowledge. 7. Better marketing structure. 8. Innovative work environment. 9. Immediate outcomes. 10. Fulfillment of social responsibility. 11. It helps attract and retain employees. Management of Diversity in leading INC’s A manager or the superior must be aware of the background, cultures, and values of employees.The motivation factors for a full time working mother to support her two young children are different from the needs of a young, single, part-time employee or an older employee who is working to supplement his or her retirement. COMPANY PROFILE Introduction Hindustan Unilever Limited (HUL), a 5 1%-owned subsidiary of Anglo-Dutch giant Unilever, has been prying its way into India since 1888. India's largest consumer goods company, HHL markets products such as beverages, food, and home and personal care goods. Its brands include Kwality Wall's ice cream, Lifebuoy soap, Lipton tea, Pepsodent toothpaste, and Surf laundry detergent.HUL markets atta (a type of meal), maize, rice, salt, and specialty chemicals, and its export division ships castor oil and fish. The company also sells bottled water and over-the-counter healthcare products. Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company, with leadership in Home & Personal Care Products and Foods & Beverages. HUL's brands, spread across 20 distinct consumer categories, touch the lives of two out of three Indians. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of Rs. 10,000 crores.The vision that inspires HUL's 32,400 employees (40,000 including Grou p Companies), including about 1,425 managers, is to â€Å"meet everyday needs of people everywhere – to anticipate the aspirations of our consumers and customers and to respond creatively and competitively with branded products and services which raise the quality of life. † This objective is achieved through the brands that the company markets. Business nature HUL is India's largest marketer of Soaps, Detergents and Home Care products. It has the country’s largest Personal Products business, leading in Shampoos, Skin Care Products, Colour Cosmetics, and Deodorants.HUL is also the market leader in Tea, Processed Coffee, branded Wheat Flour, Tomato Products, Ice cream, Soups, Jams and Squashes. HUL is also one of the country's biggest exporters and has been recognized as a Golden Super Star Trading House by the Government of India; it is a net foreign exchange earner. HUL is India's largest exporter of branded fast moving consumer goods. The company's Exports por tfolio includes HUL's brands of Soaps and Detergents, Personal Products, Home Care Products, Tea and Coffe Market leading brands HUL’s brands have become household names. The company’s strategy is to oncentrate its resources on 30 national power brands, and 10 other brands which are strong in certain regions. The top five brands together account for sales of over Rs. 3000 crores. Some of the big brands in Soaps and Detergents are Lifebuoy, Lux, Liril, Hamam, Breeze, Dove, (all soaps), Surf Excel, Surf, Rin, Wheel (the number one detergent brand in India, and HUL's largest), 501, Sunlight (all detergents). HUL also markets the Vim and Domex range of Home Care Products. In the Personal Products business, HUL's Hair Care franchises are Clinic, Sunsilk and Lux shampoos; the company markets Nihar oil.In Oral Care, the portfolio comprises Close-up and Pepsodent toothpastes and toothbrushes. In Skin Care, HUL markets Fair & Lovely Skin Cream and Lotion, the largest selling Sk in Care Product in India; a brand developed in India, it is now exported to over 30 countries. It has been extended as an Ayurvedic cream, an under-eye cream, a soap and a talc, in line with the strategy to take brands across relevant categories. The other major Skin Care franchises are Pond’s, Vaseline, Lakme and Pears. In Colour Cosmetics, HUL markets the Lakme and Elle-18 ranges.In Deodorants, the key brands are Rexona, Axe, Denim and Pond's, while the Talc brands are Pond's, Liril, Fair & Lovely, Vaseline and Lifebuoy. Axe and Denim are HUL’s franchises for Men’s toiletries. SWOT ANALYSIS OF HUL STRENGTHS: ? strong brand portfolio ? consumer understanding ? R ability ? distribution reach ? high quality manpower WEAKNESSES: ? Increased consumer spends on education, consumer durable, entertainment, travel, etc resulting in lower share of wallet for FMCG ? limited success in changing the eating habits of people complex supply chain configuration and unwieldy nu mber of stock keeping units (SKUs) with dispersed manufacturing locations ? price positioning in some categories that allows for low price competition and high social costs in the plantation business. OPPORTUNITIES: ? market and brand growth through increased penetration especially in rural areas ? brand growth through increased consumption depth and frequency of usage across all categories. ? upgrading consumers through innovation to new levels of quality and performance. ? emerging modern trade to be effectively used for introduction of more upscale personal care products. growing consumption in out of home categories. ? Positioning HUL as a sourcing hub for Unilever companies elsewhere and leveraging the latest IT technologies. THREATS: ? low-priced competition now being present in all categories ? grey imports ? spurious/counterfeit products in rural areas and small towns ? Changes in fiscal benefits and unfavorable prices in oils, tea commodity, etc. DIVERSITY AND INCLUSION AT HUL Diversity and inclusion is about creating a work force that represents the global communities in which we live and work and ensuring an environment in which every individual’s contributions are valued.A diverse and inclusive environment challenges our way of thinking by bringing together a variety of talents, backgrounds and experiences, and serves as a catalyst for new ideas and innovation. Discovering and developing the best ways to make our differences work – for the good of our enterprise, our employees, our vendors and our communities – is an ongoing process. We believe that these contributions and differences drive our competitive business advantage, stimulate personal growth and ultimately create success for the company.In our most recent employee opinion survey, ConocoPhillips maintained a high level of satisfaction for creating an environment where people with diverse backgrounds can succeed. [pic] |2009 Global Diversity Metrics – HINDUSTAN U NILEVER | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Leadership  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   All Employees | |Women  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  12. 4%  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   23. % | |Non-U. S. Employees   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   12. 9%  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   33. 2% | |2 009 U. S. Equal Employment Opportunity Commission Statistics   | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Officials and Managers  Ã‚  Ã‚  Ã‚  Ã‚   Professionals | |Women  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   15. 1%  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   28. %  Ã‚  Ã‚   | |Minorities  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   11. 9%  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã ‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   17. 7% | Our diversity and inclusion statement captures our commitment to creating an inclusive work environment. Managers and supervisors are instrumental in developing and progressing global diversity and inclusion initiatives. In 2008, this was reinforced and renewed by communication from our CEO to employees about the importance of enhancing our focus on people through four key areas: Development – Providing career-long learning and development opportunities that maximize every employee’s potential and performance. †¢ Retention – Valuing all employees’ contributions; and providing challenging and rewarding jobs, as well as competitive compensation that is linked to performance. †¢ Recruiting – Hiring the best talent from around the world to support our global operations. †¢ Global Outreach – Partnering with professional organiza tions that can both help us in how we approach diversity and provide us greater access to diverse talent in our recruiting efforts.Our businesses and corporate staffs incorporate People Plans into their five-year operating plans. These plans include the strategies and tactics that are needed to ensure the optimum workforce size and capability over time. We monitor the progress on our People Plans twice a year to help drive accountability. We review demographic information on nationalization, recruiting, attrition, promotion, and the identification and development of future leaders. These metrics plus the efforts taken are used to assess progress and ensure that operating plans are successfully executed.The results of these metrics and efforts are assessed and tied to the performance-based incentives for managers and supervisors. Employee network groups exist globally and play an important role toward achieving the company’s long-term diversity and inclusion objectives. Each g roup is sponsored by a senior executive and is empowered to determine their key activities, while also providing input for the company's diversity and inclusion programs. For example, in our Houston headquarters, networks are established to support women, people of African descent, Asian-Americans and Hispanics.These groups meet regularly to network, develop professional skills and support community activities. Beginning in 2009, employee network groups will be integrally involved in the company's recruiting activities. To provide further access to best practices, innovative thinking and talent, in 2009, the company has formed strategic partnerships with five diverse professional organizations representing the African-American, Asian-American, Hispanic, and female professional communities. Arrangements also have been established with six new diversity job boards.We anticipate that these partnerships and arrangements will increase our access to a more diverse talent pool, and will su pplement existing external relationships already maintained by our businesses around the world. Ethnic background of the workforce in the companies [pic] Additionally, employees have participated in external diversity programs in order to enhance their professional development, and cultivate new ideas and share them with their colleagues. In July 2008, interested employees ttended the Black Woman’s Leadership Summit, which offered a unique networking opportunity with global decision-makers, challenged attendees to further develop critical skills, and defined specific tools to use to assure their career success. The 2008 Asian Leadership Summit was attended by employees who gained insight into how global companies are leveraging and growing their Asian leadership talent. The Summit also highlighted Asia’s expanding markets and work force, and several speakers addressed how cultural traditions impact their professional and personal life.To help employees achieve balance between work and their personal health and well-being, ConocoPhillips offers a number of programs in different parts of the world, including: flexible work schedules, corporate wellness, educational assistance, local volunteer programs, the Employee Assistance Program (EAP) and family-friendly corporate events. Individual locations also provide other programs based on local employee needs and cultural expectations. As an example, to promote greater diversity, inclusion and work/life balance, the Australian business unit created a work environment that provides increased employment flexibility.The program includes flexible work schedules and paid maternity and paternity leave provisions, and has been successful in encouraging more women to consider engineering, geoscience and geodata roles. In late 2008, HUL was recognized by the HUL Government with the Business Achievement Award for Outstanding Workplace Flexibility and internally with a SPIRIT Award for their efforts to promote a m ore inclusive workplace. Hindustan Lever created Shakti, a direct-to-consumer sales distribution network to reach millions of consumers in remote villages in India.Shakti taps into women's self-help groups and has been successful for both the company and women entrepreneurs. Started in 2003, the Shakti network has grown to over 45,000 micro-entrepreneurs selling products in 100,000 villages in India. The model creates profitable micro-enterprise opportunities. Armed with micro-credit, women from self-help groups become Shakti Entrepreneurs: direct-to-home distributors in rural markets. This micro-enterprise offers low risks and steady returns. The products distributed are some of the country's most trusted brands of consumer goods, nd include a range of mass-market products especially relevant to rural consumers. The company invests resources in training the entrepreneurs, helping them become confident, independent businesswomen. A typical entrepreneur earns a sustained monthly inco me of US$60 on average. As most of these women live below the poverty line in extremely small villages, this earning is very significant, often doubling household income. Further, this income is totally incremental as a woman entrepreneur spends about five hours a week on this initiative without compromising other economic activities.The company provides regular support to the entrepreneurs by providing on-the job and classroom training. Various social activities like medical camps and education programs are run with the intention of increasing the credentials of Shakti Entrepreneurs in the village and enhancing the standard of life of the rural community. After its success in India, the model was replicated in Bangladesh and Sri Lanka as Joyeeta and Saubhagya respectively, followed by a similar initiative in Vietnam, as strategic and long term cooperation between Unilever Vietnam Foundation and the Viet Nam Women Union.Hindustan Unilever also started in 2003 the Fair & Lovely Found ation, which aims at economic empowerment of women across India by providing information, resources and support in the areas of education, career and enterprise. It specifically targets women from low-income groups. The Foundation awards scholarships to women with aptitude, drive and the ambition to carve a place of pride for themselves in society who do not have the financial strength to realize their dreams. Since 2003, over 500 scholarships have been awarded to women from across India LITRATURE REVIEWThroughout the 1990's, diversity continued to be about the numbers of different kinds of people in the workforce as a whole and at each level. Diversity staffs tried to increase the number of people of color and women in their organizations. They saw this primarily as a hiring task. During that decade, the definition of diversity expanded. Diversity came to include many dimensions beyond gender and race: age, class, disability, ethnicity, family situation, religion, and sexual orient ation. Companies started to pay attention to their representation of all these groups.It became clear over the years that it was not enough to focus on hiring alone. It became important to retain â€Å"diverse† workers, as well. Some organizations were astonished to learn that after years of effort, they had fewer African Americans than they had earlier. Companies became aware that for the most part the upper ranks of their organizations remained heavily white and predominately male. These were the years when companies offered diversity awareness training and diversity skills training to help their newly diverse employees work well together.It's the culture Today, in the 2000's, as organizations try to retain diverse employees in their workforce, companies have started looking at the quality of these employees' experience in the organization. Do employees in all groups and categories feel comfortable and welcomed in the organization? Do they feel included and do they experien ce the environment as inclusive? To answer these questions, diversity staffs need to assess their environment and identify the barriers to inclusion, whether they are practices, policies, or the informal culture of the organization.Having identified barriers, the job of the diversity staff is to change the company culture and to create an inclusive workplace environment. Systems and policies As inclusion becomes the focus of diversity work, the attention switches to the systems, policies and practices of the company. Several systems influence the degree to which the climate is inclusive: †¢ Communications †¢ Work assignment †¢ Training and education †¢ Performance management †¢ Mentoring †¢ Coaching †¢ Hiring †¢ Career development †¢ Flexible work arrangements; and †¢ Managers' accountability.Companies that are known for their inclusive climate do not rely on the goodwill of their managers but work hard so that each organizational sy stem is equitable. Once barriers are identified, they take action to address them. Each system is analyzed to determine the degree to which it provides equitable access and benefits to all employees. Creating an inclusive environment: a case study Here is an example of how one company addressed inclusion issues. A division of an institute in the defense industry had the reputation of not being welcoming to women.For years, they had experienced difficulty in both hiring and retaining female employees at all levels but particularly in the highest ranks of management. For years they clung to the idea that what they needed to do was to hire two or three high-level women. But to their chagrin, as soon as they would hire a new high-level female executive, it seemed one of the other high-level women would resign. At first they explained these recurrent departures in terms of the personalities of the women – â€Å"She has family problems,† â€Å"She is too aggressive,† or â€Å"She is too timid. Gradually it dawned on them that these resignations were not about the women, they were about the culture and the organizational climate. This led to a whole new strategy. The director of the division created a Diversity Task Force to suggest and implement changes that would create a more inclusive workplace in order to support the efforts to recruit and retain women. The Task Force was supported with resources and time for its work. Guided by an organizational consultant and working in small action teams, they first conducted a series of focus groups to identify the issues and concerns of women in the division.Then they moved into action, devising a number of changes and short-term projects to address the important issues. As soon as a team implemented a change or completed a project, they took on another. Here are some of their accomplishments over the first two years: †¢ They created a buddy system for all new employees †¢ Senior Managers hos ted a series of lunches to meet lower-level women engineers and learn about their projects †¢ All brochures about the division were revised to include pictures of women †¢ They created a ebsite where articles about women in the workplace were posted †¢ They developed a special relationship with a women's engineering college, inviting students from that college to come on-site for field trips and setting up summer internships for women undergraduate engineers †¢ They instituted networking and professional development events for women †¢ Senior managers attended two training programs, â€Å"Men and Women Working Together† and â€Å"Flexibility. Two of their learnings about creating an inclusive climate were: 1) It doesn't take huge amounts of money to make significant progress; and 2) Changing an organizational culture is about doing many small things, not one or two big things. In reality, as this story attests, creating an inclusive environment is ab out a hundred small changes. As you look at your own organization, ask yourself: What are we doing, in ways large or small, to move from yesterday's diversity to today's need for inclusion?In a knowledge economy, it is people—not capital or market—who make all the difference. As talent occupies centre stage in the Indian workplace, managing and retaining manpower is becoming crucial to an organization's success. To achieve this, companies across sectors are focusing on some of the more critical HR practices. We identify 10 such trends: Leadership Development Creating a pipeline of leadership talent is key to a business' future growth.Peter Cappelli, the George W Taylor professor of management and director of the Center for Human Resources, The Wharton School, University of Pennsylvania, says it is imperative for the top level of an organization to make leadership talent management a priority, and put its money into long-term plans, as opposed to short-term ones. If com panies are worried about their talent pipeline, they have to develop their people, says Cappelli.Also, good bench strength helps companies deal with volatility in labour supply. â€Å"Companies including Hindustan Unilever, Procter and Gamble and GlaxoSmithKline have been able to withstand attrition in key executives because they have always invested in developing leaders,† says P. Dwarakanath, president, National Human Resource Development Network. Experts say succession planning should not be seen in isolation, but as part of overall organizational development. Work-life BalanceNo company or employee has found the Holy Grail of balancing work and life, but that is a work in progress. However, multinationals, information technology (IT) and IT enabled services (ITeS) companies have been able to promote the balance between career, family and leisure-time better. Other sectors have also been increasingly promoting a work-life balance. Interestingly, most companies in India use benefits such as flexible timings, telecommuting, creche facilities and concierge services as an attraction and retention strategy. We are yet to fully buy into the fact that employees become more productive and remain motivated when companies allow them to have a life beyond work,† says Prabir Jha, global head, human resources, Dr Reddy's Laboratories Ltd. Experts say companies should see the work-life balance as a business proposition since progressive companies carry business forward with employees and families. Inclusion and Diversity With higher numbers of Gen Yers joining the workforce in India at a time when companies across the world have an ageing workforce on their rolls, conflicts are to be expected. One of the challenges companies face today is resolving conflicts among different generations,† says Pavan Bhatia, executive director, human resources, PepsiCo India Holdings Pvt. Ltd. â€Å"An inclusive and diverse workforce is the future of the workplace,† he adds. Therefore, companies are investing both time and resources in ensuring that all age groups are comfortable working together. Organizations in India have also been focusing on making workplaces more representative.For companies such as ICICI Bank Ltd, Hindustan Unilever Ltd, Vedanta Resources, PepsiCo India, Shell Companies in India and Bharti Airtel Ltd, gender diversity has become a critical area of focus. â€Å"Diversity is a business imperative since it brings diverse skills, ideas and approach to an organization,† says Pallavi Tyagi, general manager, human resources, EI DuPont India Pvt. Ltd. Health and wellness The work culture at globalized workplaces involves long working hours, frequent travel, multitasking and tight deadlines—and all this often leaves employees mentally and physically stressed. Employees are increasingly grappling with lifestyle-related diseases such as hypertension, diabetes and cholesterol, which can be checked by regular monitor ing and a healthy lifestyle,† says A. Sudhakar, executive vice-president, human resources, Dabur India. Companies have begun to realize that healthy employees contribute to higher efficiency and productivity. Apart from medical benefits, companies are also offering yoga classes and health camps and have doctors on campus. HCL Technologies Ltd, for instance, like many other IT companies, has 24/7 medical facilities in all its centres.DuPont has an Intranet-based tool, which assesses an employee's health through a questionnaire and makes recommendations based on the scores. Right Skilling Right skilling, or matching jobs with a particular level of training rather than hiring overskilled workers, is gaining currency. Companies use this strategy to tide over a manpower supply crunch and to broaden their talent base. â€Å"You don't need an IITian to supervise a car maker's shop floor or a management graduate from a premier business school to sell soaps, which largely has been the case,† says T.V. Mohandas Pai, head, human resources, Infosys Technologies Ltd. Apart from IT and ITeS firms, organizations in the banking and financial services sector, too, have been increasingly hiring graduates and training them. The upside? Lower attrition rates and wage costs. Pai explains that when you have an over-qualified employee, it is very difficult to meet her aspiration levels and, therefore, the chances of the employee moving on to something more challenging are higher. Managing Solid Citizens Solid citizens† are the second-rung performers who make up 50-60% of employees in any organization. They are the backbone of any company. Although they contribute significantly to the company's overall performance, they don't have the potential to become leaders. â€Å"Unfortunately, most organizations focus on the 15-20% key talent at the expense of solid citizens,† says Dwarakanath. Organizations which neglect their solid citizens are doing this at their o wn peril, say experts.Unlike star performers who are potential leaders, and therefore more likely to move out of an organization faster, this group provides stability and bench strength to an organization. Experts say companies need to take a fresh look at solid citizens and invest time and resources in managing and developing this group Instant Rewards Recognizing and rewarding performers is one of the most effective tools to attract and retain the right talent. Companies in India are looking at rewards systems more seriously, and are adopting total rewards practices that include compensation in both cash and kind.Apart from lifestyle perquisites such as a house, a car or a club membership, profit-linked incentives, deferred gratuity, and wealth-building programmes in the form of stock options and soft loans, companies are also including work-life balance programmes; competency pay packages where niche skills are compensated; and career opportunities, such as overseas assignments, new projects, etc. , to reward staff. These rewards can be tailored to suit the top performers' aspirations to achieve maximum effect. Measuring human capitalEvaluation of performance plays a key role, not just in rewarding an individual employee, but also in setting performance benchmarks. And hence, the need for a fair and transparent performance management system. A strong performance analysis helps make human resources both efficient and effective. â€Å"In today's business environment, where the focus is on increasing performance, companies must have robust systems to identify performers so that the best performers get identified, recognized and duly rewarded,† says Ganesh Shermon, partner and head, human capital advisory service, KPMG India.Shermon cites the example of oil and gas company Bharat Petroleum Ltd, which has instituted a balanced scorecard based on key result areas to measure performance. Managing Aspirations As aspirations of organizations grow, so do those of employees. And, with the changing lifestyles and profiles of the workforce, personal and professional aspirations of employees are not just varied, but are increasingly on the rise. â€Å"Since competitive advantage depends on competent people, knowing what employees aspire for could just be the way to have an edge over competitors,† says Kishore Poduri, head, human resources, eClerxServices Ltd. Experts say people as well as organizations have aspirations, and when the two get aligned, achieving business goals becomes easier. Dwarakanath suggests companies should be clear about goals of individuals as well as of the organization, and the role each needs to play. The firm should also communicate the goals, and have robust and reliable processes to execute them, he adds. 360 degrees feedback Finally, recognizing the need to make performance appraisal systems more effective, an increasing number of companies are using the 360 degrees or multi-rater feedback process.Unlike t he traditional appraisal system, which gives unidimensional feedback, this one allows an employee to give feedback to her reporting manager, peers, direct reports and others. â€Å"Multi-rater feedback not only reduces the risk of biased perceptions, but also gives you a holistic view from all the stakeholders within the company,† says Sanjay Bali, vice-president, HR, Samsung India Electronics Pvt. Ltd. While most companies started using this system as a means for performance appraisal, most of them now use the 360 degrees feedback system to identify the learning and development needs of employees.This section of the review of literature focuses on the concept of Social Style as developed by Merrill and Reid (1981). The section begins with the history of the development of Social Style through Merrill and Reid. The next section focuses on the progression of Social Style since its conception. The origins of Social Style theories are found among the American Behaviorists of the 1950s and 1960s. During this time the field of psychology underwent a shift towards behaviorism and away from psychoanalysis. This shift on the part of psychologists was an attempt to demonstrate that their research was grounded in rigorous cientific principles and worthy of serious consideration within the broader scientific community (Merrill & Reid, 1981). Behavior and interaction were easily observed, manipulated and, most importantly, quantified. The concept of Social Style developed from theories that were evolving during this time period (Merrill & Reid, 1981). In the 1950s the United States Office of Naval Research, working in conjunction with researchers from Ohio State University, articulated a theory of style as a result of their attempts to discover the components of effective leadership (Merrill & Reid, 1981).Researchers developed a list of descriptive behaviors, then asked various people to identify those behaviors they felt demonstrated good leadership. In the end, 1 50 behaviors were identified as characteristic behaviors of good leadership. Factor analysis was done to organize the terms into categories. â€Å"Next, several questionnaires were developed to determine which factor characterized the best leader, but no reliable results were obtained† (Merrill & Reid, 1981, p. 41). Fred Fiedler determined that the research was flawed because it examined eadership in a vacuum. He decided to take context into consideration. His research concluded that effective styles of leadership vary depending upon different situations (Merrill & Reid, 1981). From this background research Merrill and Reid began to study the concept of style in the 1960s. They borrowed a questionnaire that was developed in the early 1960s by James Taylor, a staff psychologist at a large corporation. Taylor developed his questionnaire by asking corporate employees to mark the adjectives that they felt described their own behavior.Through testing he narrowed his original list from 2331 adjectives to 150 adjectives. Through factor analysis of the responses to the narrowed adjective checklist, Taylor found a tendency for clustering of adjectives. He then developed five scales that took into account this clustering effect. The original five scales of human behavior were â€Å"1) self-confident; 2) considerate; 3) conforming; 4) thoughtful; and 5) rigid†. With Taylor’s permission, Merrill and Reid adapted his research and worked towards creating what is now known as Social Style.Conforming to the behaviorist thought of the day, Merrill and Reid altered the way that respondents answered the questionnaire. Instead of marking adjectives describing one’s own behavior, others were asked to report on the subject. This method would be more like clinical research in that it would provide only observable patterns of behavior. Another change Merrill and Reid made was to do a second factor analysis, where they found significant clustering around on ly three scales rather than five. The scales that would from then on determine Social Style were 1) assertiveness, 2) responsiveness, and 3) versatility.As defined by Merrill and Reid (1981) assertiveness is the tendency one has to â€Å"ask† or â€Å"tell† in an effort to influence the decisions of others; responsiveness is a dimension that indicates whether a person â€Å"emotes† or â€Å"controls† feelings. Assertiveness and responsiveness were then put together to become the two scales that form the Social Style Profile, a questionnaire designed to determine Social Style. It is important to note the third scale, versatility. This third dimension of human behavior is not affected by the other two. It often is tested separately.Merrill and Reid even provide a separate questionnaire for determining an individual’s versatility. Versatility is determined by the amount of endorsement, approval of behavior, that we receive from others with whom we int eract. Since it is a separate dimension that does not effect how an individual is plotted within the orthogonal Social Style matrix, this study will not look at the effects of an individual’s level of versatility. Further research may want to investigate the sex-role effects on an individual’s level of versatility.Psychometric properties: As discussed earlier, psychometric properties include an instrument’s reliability and validity. Because Social Style questionnaires have been used primarily in a corporate environment rather than an academic one, information regarding the psychometric properties of Social Style measures is limited and contradictory. Most corporations that sell these instruments make claims about the reliability and validity of the instruments that often are not confirmed by independent research.Although there has been little research regarding the psychometric properties of these scales, they continue to be used widely by corporations. With thi s deficit in mind I suggest that data gathered during the present study should be used to conduct tests for reliability and validity on the Social Style instrument. Only continued testing of these instruments will allow for certainty of their ability to do what they are designed to do. The next section will look at the applications of Social Style.With hot topics like globalization and cross-cultural opportunities in the Asia Pacific rim, one might think it would be easy to research the implications of cross cultural issues. Rather, what the writer found was a significant discussion all around the periphery but little in-depth analysis. Discussion prevailed on the socio-economic and technological ramifications. Others resources focused on the language issues but little work was intuitively available on the subtleties of cross cultural issues one may encounter.Based on experience working in the Asia Pacific rim for two years as a PMO Manager, and training PM’s in many European countries, I decided that understanding international socio-cultural issues encountered in business is essentially at the heart of the issues companies will encounter in globalizing operations. Therefore, the writer will approach the crosscultural issues from a personalized understanding based on his many months of first hand mistakes in understanding cultural issues encountered in Asia Pacific.I will base my observations of cross-cultural issues on my experiences in working most closely with individuals from China, Hong Kong, Malaysia, Taiwan, Singapore, Japan, and India. Naturally there are more countries in the Pacific Rim but these mentioned provided the most opportunity for interaction. I want to also acknowledge the contributions of my wife, Helena Shiu Leung Chow Ballow, whom I initially met in Asia. Her wisdom, coaching, and meaningful insights on the many differences between Western and Eastern business and cultural practices were, and remain till this day, illuminating, h elpful and daunting.Clearly we all understand to some degree the impact of cultural issues in communications. If nothing else, we have encountered situations where language was the barrier. But language may be the smallest of the issues when dealing with other cultures. Even when we pull out our Translation Guides or employ translators we may get pass some of the language difficulties. But from the writer’s experience, language is the least of the issues. Ingrained and systemic patterns of cultural behaviours can be so subtle as to completely deny meaningful communications.I found a really good example of just how easily cultural variances can cause communications problems. In this case the issues was â€Å"psychological filtering† of appearance or gesture. I would think is would also be easy for the reader to extrapolate this example into some experiences that may have encountered even in the West. Timofeev (2002), in an article in National Concepts and Globalization, provided the following example: â€Å"The idea or rather the hypothesis that underlies this paper was stimulated by a trivial chat with a friend of mine.Being a linguist by trade, Russian by origin and living in Finland, she is well aware of cross-cultural discrepancies and provided me with a curious example. It was a TV commercial of an international brand of Persil washing powder. Two young ladies were shown sitting in a crowded place, some restaurant or a cafe. One of the ladies notices quite a peculiar manner her friend has chosen to wear her wristwatch. It was placed above the cuff of her blouse. It turned out in a second that the only reason for placing her watch there was to cover some stain that regular detergents failed to deal with. Oh dear, you should use Persil instead! † When multinationals develop into or with other countries there may be an assumption that because everyone within the company is working for the same goals and to the same values, they will autom atically communicate, think and view the world in the same way. When multiple cultures begin working together, problems or difficulties arise that many people within these companies are not skilled or adept enough to deal with effectively. This can simply be because they've never had to deal with the issue before. Language is often the least difficult barrier to breach.When we know there may be language differences, we have a greater awareness of the potential for problems. However, much more often it's a completely different way of seeing things and an inability, or unwillingness, to see what the other person is seeing that causes the difficulties. Misunderstanding is the norm At Impact Factory we say that ‘misunderstanding is the norm'. We assume that because the other person knows our language (or we know theirs) that we speak the same language. Often we don't. Even when our ‘Mother' tongue is the same, we don't speak it the same way.When we work with other cultures, it's easy to be influenced by common stereotypes, misconceptions and prejudices about our new colleagues. Without realising it, we carry those misconceptions and stereotypes into meetings, conferences, trainings or even social gatherings that can make communication difficult and hard work. In our own culture (where we feel at ‘home'), we are all individuals with a host of differences; yet there are so many similarities that the differences can seem negligible. There appears to be more in common than may actually be so, but somehow we absorb and adjust to the differences.When we are abroad, or even in our own home territory working with others from abroad, the differences are far more apparent and it becomes much harder to see the similarities. ‘Home' is that place where we feel most comfortable. The landscape looks familiar and we know the signposts that tell us where we are. When we are away from ‘home' we may try to recreate that landscape: we surround ourselves with people who are like us; we join clubs where we're all similar; we may even try to get the ‘aliens' to be more like us so that we feel more comfortable.Not only that, if we start having difficulties with someone, it seems easier to focus on the differences and to start gathering ‘evidence' to support our case about how difficult they are, than to look for the common ground which might lead to a resolution. We might even create a hurdle out of a hillock! Changing you to change others Life would certainly be a lot simpler if other people would just shape up and see things our way! As ridiculous as that statement looks when written out, that is often what we think when things aren't going well, particularly when communication starts breaking down.We wait for the other person to change so we’ll be all right (‘If only he'd listen to me I'd be fine. ‘ ‘If only she'd be clearer I could get my work done more efficiently. ‘). All of us at some t ime or another have thought something similar. The reality is: the only person you can change is you. When you are the ‘interloper' you can't afford to wait for the other person to change and see things your way. If you are in trouble and it feels as though people won't meet you halfway, unless you change and do something different, communication will continue to disintegrate.Even if you aren't the interloper but are working at ‘home' with someone from another culture, waiting for the other person to change could mean a long wait. The really good news The really good news is that something can be done about these difficulties that doesn't require you to change everything about you. It is far easier to make small adjustments, tweaks and fine-tunings in order to become a more effective and aware communicator when working cross-culturally. On an Impact Factory Cross-Cultural programme delegates:Examine how to look after themselves whilst changing the outcome of difficult or complex communications. Practise how to be in charge of the way communication happens. Look at some of the things that separate cultures and create unnecessary misunderstanding. Discover how they can adapt their behaviour without being in conflict with who they are. A Cross-Cultural Programme looks at: †¢ Diversity of Difference Terms of Reference and Language Assumptions Projection and Perception Images (media, historical) Beliefs and Traditions Avoiding Avoidance Finding Common Ground Spheres of Influence Blame vs.What CAN I do Conflict Resolution and Negotiation (Creating Win/Win solutions) Dealing with Misunderstandings Getting what you want Delegate's specific situations and difficulties Companies that have asked us to include material on cross-cultural issues have been concerned that the vital work of their companies can get compromised (or at least, slowed down) if problems (or potential problems) are not brought into the open and addressed. For instance, Nokia Communic ations knows that there are communication issues between Finland and Britain, because in general Finns and Brits communicate differently sometimes very differently). People from each culture think they are making adjustments and accommodations to suit the other, but those changes are not necessarily the ones that are needed: they are often the ones that people assume are needed! Impact Factory would be pleased to provide a complete proposal with a more detailed outline of the course content. Naturally, a full day's training will provide a comprehensive look at the issues involved. However, Impact Factory is able to offer a Cross-Cultural Programme in a four-hour module to individuals who already communicate at a relatively high level.I will present the materials in a table format such that it may be easier to digest. A simple summary provided by Bhagat et al (2002 provides a good stepping-stone for analysis of the cross-cultural issues: Cross-border transfer of organizational knowle dge is most effective in terms of both velocity and viscosity when the type of knowledge (i. e. , human, social, or structured) being transferred is simple, explicit, and independent and when such transfers involve similar cultural contexts.In contrast, transfer is least effective when the type of knowledge being transferred is complex, tacit, and systemic and involves dissimilar cultural contexts. (p. 204) Table 1: Cross-cultural Implications – Asian (China, Hong Kong, Malaysia, Taiwan, Singapore, Japan) and the West [pic] †¢ [pic] [pic] Because most of the areas discussed in Table 1 also apply to Indian culture, we will only look at a few areas that are subtle variances in implications. This time I will ask the reader to think about the implications based on a review of Table 1. Let’s see if you have started to figure it out. [pic] [pic] Applications of Social StyleAt the time that Merrill and Reid developed Social Style they primarily focused on insurance sales agents as participants when developing their Social Style questionnaires. Since the development of the concept of Social Style, researchers have focused on determining other areas to which the concept of Social Style also would apply. This section will look at the applications for Social Style. Most research has looked at how Social Style can aid in organizational communication through training, consulting, and staff development. Other social science research has taken a more academic look at Social Style.This section will be divided into the areas of corporate application and social science research. Corporate application: The