Oligarch Society essays

Oligarch Society essays The Oligarch's disregard for the welfare of anyone or anything but themselves has proven quite hazardous to the environment. The Oligarch corporate heads, however, continue to deny any responsibility for the release of chemicals found to be killing huge numbers of amphibians. They were recently quoted as saying they "strive to preserve a healthy and attractive environment for their families". Nonetheless, amphibians throughout the world are in trouble! Over 200 species have been documented to be in decline in the last decade, 20 species are presumed extinct. Amphibians have been on this earth for over 300 million years and are extraordinary survivors. Why then are they now suffering so many extinctions? Scientists have recently proven the amphibians' immune responses have been depressed due to chemicals in their ecosystems. It is the question of how and where these toxic chemicals have made their way into the environment at the forefront of controversy. Chemicals make their way into the environment via many paths. Environmental pollution has, in fact, become a global problem. Industrial countries produce up to 90 percent of all hazardous waste, which includes industrial sludges, used batteries, toxic incinerator ash, and contaminated medical and military equipment. Illegal dumping, both at sea and on land is a growing concern. Cruise ships account for much hazardous dumping at sea such as garbage and human waste, as well as oil and chemical releases. Serious oil spills and other accidents also occur. Groundwater too has become contaminated. Groundwater lies almost everywhere below the earth's surface. More than two million cubic miles of fresh water is stored in the earth, and half of that is within a half mile of the surface. Because so much of our supply of fresh water comes from groundwater, polluted aquifers are a source of potential threat to the public health. ...

What If Your Grad School Recommendation Is Missing

What If Your Grad School Recommendation Is Missing Recommendation letters are a vital part of your application to graduate school. All applications require multiple letters of recommendation from professionals, typically faculty members, who evaluate your capacity for graduate-level work. Selecting faculty to approach and soliciting recommendation letters is challenging. Applicants usually breathe a sigh of relief once several faculty  members have agreed to write on their behalf. Asking Is Not Enough Once you have obtained your letters, do not rest on your laurels. Stay aware of the status of your application, particularly whether each program has received your recommendation letters. Your application will not be read- not one word will pass the admission committees eyes- until it is complete. Your application is not complete until all recommendation letters are received. Most graduate programs notify students of the status of their applications. Some send emails to students with incomplete applications. Many have online tracking systems that permit students to log in and determine their status. Take advantage of opportunities to check up on your application. Recommendation letters do not always arrive on time- or at all. Now What? With admissions deadlines rapidly approaching, its up to you to ensure that your application is complete. If a recommendation letter is missing, you must approach the faculty member and give a gentle nudge. Many students find requesting recommendation letters difficult. Following up on late letters often is petrifying. Dont be afraid. Its a stereotype, but often true: Many faculty  members are tardy. They are late to class, late returning student work, and late in sending recommendation letters. Professors may explain that graduate programs expect faculty letters to be late. That may be true (or not)- its your job to ensure that your letters arrive on time. You cant control the faculty members behavior, but you can offer gentle reminders. Email the faculty member and explain that the graduate program contacted you because your application is incomplete as they have not received all of your recommendation letters. Most faculty will immediately apologize, perhaps say that they forgot, and promptly send it. Others may not check their email or reply to your message. If the professor does not answer email, your next step is to call. In many cases, you will have to leave a voicemail. Identify yourself- clearly, state your name. Explain that you are following up to request a recommendation letter be present because the graduate program has not received it. Leave your phone number by speaking slowly and clearly. Thank the professor, then leave your phone number and name again (speak slowly and clearly). When you speak to the professor, be factual (e.g., the admissions coordinator says the letter has not been received) and be courteous. Do not accuse the faculty member of being late or of trying to undermine your application. The fact is that he or she probably simply forgot to Remember that you want your professor to be a good move and think highly of you as he or she writes your letter, so be polite and deferential. Follow Up After you have reminded faculty your job is not done. Follow up with the graduate programs. Its up to you to ensure that your application is complete. Some faculty might tell you that they will send the letter soon, but they again may fall victim to tardiness. Check up. You might find a week or two later that the letter still has not arrived. Again remind the professor. This time email and call. It isnt fair, but the reality is that some faculty, though they mean well, do not send recommendation letters on time. Be aware of this and do your best to ensure that your graduate application is complete and on time.

TARGET CORPORATION FINANCIAL ANALYSIS AND INTERPRETATION Essay - 2

TARGET CORPORATION FINANCIAL ANALYSIS AND INTERPRETATION - Essay Example This refers to how fruitful a company is in using assets. Liquidity and efficiency are significant and complement each other. To calculate a company’s short term liquidity (requirement) we need to figure out the current ratio and working capital. Working capital is the current assets less the current liabilities. To calculate the current ratio we divide the current assets by current liabilities. In looking at the objective organization’s financials for years 2004, 2005 and 2006 we can see how sound they performed over the years. 4,638 was its working capital in 2004. We got this by subtraction of current liabilities of 8,134 from current assets of 12,952. 5702 and 4817 was the working capital in 2005 and 2006 respectively. Now we have to look for the current ratio for these same periods. In 2004 current ratio for Target Company is 1.56. We got this number by dividing 12,952, which are current assets, by its current liabilities, 8,314. In 2005 and 2006 the current ratio is 1.69 and 1.50 respectively. It reflects the company’s ability how use assets to create sales. It is an important aspect in a company’s working efficiency. To calculate this we divide net sales by average total assets. Target Company the asset turnover for 2004 is 0.20. It can be determined by its net sales of 3,198 and divided by average of total assets of 15,708. The asset turnover rate was 0.15 for 2005. In years 2004, 2005 and 2006 we can see that from 2004 and 2005 there was an increase in liquidity and efficiency but in 2006 there was a fall. Although there was a fall, Targets results are not that unusual from other companies, in fact some had even bigger decreases and struggled more within the same time period. I would like to invest in the Target Corporation; with the drop from 2005 to 2006 at the overall picture the drop is not that

Final Question 1 Essay Example | Topics and Well Written Essays - 250 words

Final Question 1 - Essay Example In solid fuel fire such as wood contain the volatile oils that normally evaporate and burns into corresponding flames. Carbon is normally left after solid combustion then sublimates from the underlying surfaces of the hot substance thus combusting as a gas. Oxidation is a chemical change that mainly produces heat energy during the combustion process. It mainly creates sufficient heat that starts fire via creation of required oxygen that subsequently causes combustion (Horsfall, 2002). Oxidation can either add oxygen or remove hydrogen Combustion can be stopped by removal of the heat by cooling the underlying burning material, cutting the supply of either fuel or air source and adding of the chemical substances. Cooling of the material is normally done by water, which act blankets and evaporating in contact with fire thus cutting off the supply of oxygen for combustion thus halting it. Smothering agents are commonly utilized in cutting the underlying supply oxygen such as carbon dioxide and it is ought to be utilized on energized electrical equipment as the electrical conductor normally conductor electricity (Horsfall, 2002). Combustion is halted by removing the fuel supply through switching off electrical power and solid fuel. All the three process are mainly treated by carbon dioxide as the main

A Street Car Named Desire Essay Example for Free

A Street Car Named Desire Essay Everyone sees each other in a different way; some see others as good people and others may not see a good person in anyone. We also see ourselves in a different light than others may see and may glorify ourselves to an extent. Stanley Kowalski from the play â€Å"A Street Car Named Desire† by Tennessee Williams, is no exception this statement. At the very start of the play, he sees Blanche DuBois as a cheat and a liar from the first moment he saw her. Part of the hostility and tension between Stanley Kowalski and Blanche DuBois derives from their differing class backgrounds. Blanche, the delicate offspring of a once-wealthy Southern family of landowners who formed the aristocracy of that society, encounters the animalistic Stanley. His crude language and articulated perceptions of Blanche to disturb her fragile nature. Blanche sees Stanley as a working class man who enjoys sex, drinking, bowling, poker playing, violent and most importantly as an animal. Stanley however sees himself more as the â€Å"King of New Orleans† and as a man who should be treated with respect. The question still remains however to what extent should we judge others and ourselves. At the start of the play we see how Stanley enjoys sex. He uses the meat and throws it at Stella to imply how he wants to have sex with her. With this image we are able to see Stanley through Stella’s eyes and how she perceives him. Once Stanley meets Blanche we see yet another time how he only cares about looks and sex when he says Blanche isn’t all that bad looking as he is being suspicious of her losing Bell Reave. We also see Stanley rape Blanche in scene ten showing how he only cares about sex. Another example would how he reaches into Stella’s blouse at the end of the play. â€Å"[He kneels beside her and his fingers find the opening of her blouse]†. Drinking is another image that describes Stanley’s character. Within every scene that Stanley is in involves alcohol. Stanley’s drinking habits causes him to reflect his other characteristics for example he becomes violent towards Stella in scene three after a night of alcohol and gambling. Stanley’s alcoholic behavior is usually induced when he is playing poker, celebrating, or during social gatherings. He is also shown in scene ten that Stanley becomes â€Å"in the mood† when he is intoxicated, because he rapes Blanche after he has drank many beer. â€Å"[Stanley appears around corner of building, he’s had a few beers and is carrying some quart bottles with him]†. Though it is not seen as a very important towards the perception of Stanley’s character, bowling is seen as one of the abundance of activities that he relishes. Throughout the play we see little tidbits of Stanley bowling. Bowling could be seen as an escape for Stanley because he seems to go bowling whenever hostility is about to commence. In scene eight he uses bowling to escape Stella’s anger towards him when he bestows the bus ticket upon Blanche for her birthday. Stella: â€Å"She is. She was. You didn’t know Blanche as a girl. Nobody, nobody, was tender and trusting as she was. But people like you abused her, and forced her to change. [Stanley crosses into bedroom, ripping off his and changing into his bowling shirt, she follows him] Do you think you’re going bowling now? † Poker is shown to be a man’s territory in the play and because Stanley is a manly man, the card game is a part of his character. Poker, like bowling, can be seen as an escape for Stanley and a chance for him to get some man time with his friends. However it is more like an addiction than a night with the boys. Mitch: â€Å"Poker shouldn’t be played in a house with women. † Violence is shown as a norm within the play. Though Blanche was not used to the violence in scene three she becomes accustom to the violence later in the play. Stanley is shown as a person whom has anger management issues that leads him to his violent outbreaks. He also uses his violence to assert his dominance within every situation. Activities that Stanley enjoys, also stimulate violent behavior when he gets frustrated or irritated. â€Å"Stella: Your face and your fingers are disgustingly greasy. Go and wash up and then help me clear the table. [he hurls a plate to the floor. ] Stanley: That’s how I’ll clear the table! Don’t ever talk that way to me! â€Å"Pig -Polack – disgusting –vulgar – greasy! † – them kind of words have been on your tongue and your sister’s too much around here! What do you two think you are? A pair of queens? Remember what Huey Long said – â€Å"Every Man is a King! And I am the king around here, so don’t forget it! [he hurls a cup and saucer to the floor] My place is cleared! You want me to clear your places? † The final characteristic of Stanley is his animal like behavior. His violence as well as his sexual tenancies are the key players in his behavior. Stanley is shown as a person that does not care about others feelings or what they say. In scene two when Stanley interrogates Blanche about Belle Reave, he does not care for the letters or her possessions when he was searching through her belongings. When Stella tells Stanley that Blanche is very fragile, he just answers her with a â€Å"so? † to show his indifference to Blanche’s feelings. â€Å"Stanley: I don’t care if she hears me. Let’s see the papers! † All of these perceptions of Stanley are major in the development of his character. Stanley uses his different perceptions to create an atmosphere of dominance around those around him making him the â€Å"King of the jungle†. With trying to create this atmosphere, Stanley ups his status as king. This brings us to the conclusion that self-judgement may create a good self-esteem but will diminish other’s judgement.

jane Eyre :: essays research papers

Charlotte Bronte addresses the theme of morality in the novel Jane Eyre using many characters as symbols. Bronte states, "Conventionality is not morality. Self-righteousness is not religion." In Jane Eyre, Bronte supports the theme that customary actions are not always moral through the conventional personalities of Mrs. Reed, Mr. Brocklehurst, and St. John Rivers. The novel begins in Gateshead Hall where due to Jane's lower class standing, Mrs. Reed treats Jane as an outcast. As Bessie and Miss Abbot drag Jane to the "red room† she is told by Miss Abbot: "No; you are less than a servant for you do nothing for your keep.† She must stay in the red room after she retaliates to the attack John Reed makes upon her. She receives no love or approval from her family. The only form of love that she does have is the doll she clings to at night when she sleeps. Mrs. Reed is a conventional woman who believes that her class standing sets her to be superior, and therefore better than a member of her own family. As a result of Jane's tantrums, quick temper, and lack of self-control, society classifies her as an immoral person. Miss Abbot believes: "God will punish her: He might strike her in the midst of her tantrums." Miss Abbot constantly reminds Jane that she is wicked, she needs to repent, and she is especially depend ent on prayer. The Reed children, in contrast, are treated completely opposite. Although John Reed is cruel and vicious to Jane, he receives no type of warning that God will punish him. The novel proceeds to Lowood, Mrs. Reed decides to send Jane there after the doctor, Mr. Lloyd, advises her that Jane should attend school. Mrs. Reed is glad to be rid of Jane and asks Jane not to wake the family the day of her departure. Jane arrives at Lowood and observes the behavior of the students. They are "all with plain locks combed from their faces, not a curl visible; in brown dresses, made high, and surrounded by a narrow tucker about the throat." One day, Miss Temple serves the children cheese in order to compensate for their burnt porridge. Mr. Brocklehurst, the self-righteous leader of Lowood, tells Miss Temple: "You are aware that my plan in bringing up these girls, is not to accustom them to luxury and indulgence, but to render them, hardy, patient, and self-denying.

To what extent can an HR manager ensure that policy / policies regarding developing people for performance in an organisation are put into practice

Introduction As it is a relatively new focus for modern organizations, human resources is increasingly viewed as paramount to a company’s success, as Cascio (1991) cited â€Å"people are our most valuable asset.† Long gone is the ideology of a company being represented by its assets and wealth, rather it is the personnel side of business which faces significant challenges, as Ulrich (1998) cited numerous ways in which human resources is invaluable to today’s business notably the use of organizational knowledge and adaptability to the ever changing business environment. Due to this focus on people in organizations human resource managers now arguably have more value than the majority of individuals operating in different functions (Lengnick-Hall and Lengnick-Hall 1988.) The majority of business academics support the newly formed metaphor of a business being an organism as opposed to the out dated view of a business as a machine or process, which was shown by O’Neill (2 007) to be evidently reductionist in the way it views organisational procedures. O’Neill highlighted that whilst the biological metaphor was clearly more complex, its acknowledgement of sub systems and informal mechanisms makes it much more suitable for the modern workplace, where human resource’s importance largely outweighs the more operational aspects of a business. HR and Competitive Advantage The role of human resources and human resource managers is now so vital to companies that many academics view the area as a source of major competitive advantage to a firm (Ferris et al 1999, Wright et al 2006.) This view sees that human resources as a function is best to be integrated into all of the businesses primary functions (Arthur 1994) and Miles and Charles (1984) even went so far as to include human resources as part of an organizations strategic decisional processes. However whilst many support this increased focus on the personnel side of a business, for instance Teece et al (1997) believed the transfer of knowledge and skills in developing the workforce is the only real dynamic capability a modern company can hold, Dunford et al (2001) highlighted that the human resource function has struggled to justify its position in organizations (see Drucker 1954, Stewart 1996.) Whilst the importance of people in organizations has little opposition, many view human resource professio nals to have limited importance on the workforce and implementing various policies. Whilst Barney and Wright (1996) examined and supported the importance of a human resource partner in running businesses, it could be argued that whilst making the relevant human resource decisions is necessary, using middle / junior human resource managers to promote these policies is more difficult. Gunnigle (1977) for instance noted that whilst senior management possesses a lot of authority in making personnel decisions, a range of different approaches is suitable for implementing policies, from a â€Å"high strategic integration of human resource issues in strategic planning to more piecemeal ad hoc approaches to managing human resources.† Human resources development As human resources has become so central to organizations, policies regarding developing a company’s personnel have emerged as the focal point for many academics. Defined by Swanson and Holton (2009) as â€Å"a process of developing and unleashing expertise for the purpose of improving individual, team, work processes and organizational system performance,† human resource development is seen by Nadler (1970) to contain three key components, these being training, education and development for the workforce. Developing policies to improve a workforces skills and successfully implementing them assumes a pivotal role in shaping a business’s strategy (Torraco and Swanson 1995.) In fact what Agrawal (1994, cited by Torraco and Swanson 1995) discovered is that whilst the majority of organizations have sufficient technology and policies regarding personnel development, in reality many employees are not actually trained sufficiently to use new equipment. This therefore im plies that managers need to take a more proactive approach in ensuring development policies are put into practice. However due to the vagueness of the development concept, Swanson and Holton (2009) simply look at it in terms of being a problem defining and solving process. The question then becomes what influence a human resources manager has in a modern workplace scenario to implement policies. Whilst Guest et al (2003) found a greater use of human resource management is associated with lower labour turnover and increased employee satisfaction, the actual power a human resources manager has over making changes to workforce policies is limited as seen by Miles (1965) due to the ideological gap between the workforce and managers. Miles used the example of the gap between how managers prefer a different personnel approach to their subordinates than to their superiors. This discrepancy showed that whilst managers welcome a focus on their abilities and development when regarding more se nior managers, they would rather adopt a human relations approach to the workforce, whereby the focus is on morale. Therefore managers in this position could be reluctant to use any formal power they may have to implement new policies. Kanter’s (1989) findings also point towards this conclusion, as Kanter discovered a number of changes in the employee – manager relationship, notably the reduction of power and distance between a manager and their subordinates. Whilst Kanter’s idea that managers now have to implement ideas through more interpersonal and informal means is appealing to a workforce, the concept of â€Å"managers are integrators and facilitators, not watchdogs,† could prove to be problematic when it comes to implementing strict policies on the workforce. Employee factors In order to fully analyse how a human resources manager can successfully implement workplace policies regarding development, various employee factors come into consideration. Firstly there is the importance of the style of communication used. As mentioned previously the distance between managers and workers particularly in large organizations necessitates the effective use of communication channels. According to Soliman and Spooner (2000) using a two way free flowing communication system is the most appropriate method of dealing with development, because it would allow not only for managers to communicate policies to the workforce, it would also allow two way feedback on the said procedures. This idea of a loop of communication regarding development is supported by Bradley (2002) who argued that a â€Å"coherent evaluation and feedback system† should be integrated into every new workplace policy. This is especially vital for development due to the highly personal nature of the issue. Only through effective feedback will human resource managers have the required knowledge about the workforce to ensure that suitable development policies are implemented. A relevant suggestion on how this ideology could be used in a modern business scenario was proposed by Mehra and Brass (2001) in suggesting the use of social networks to communicate feedback to managers. Another clear factor in a human resource manager’s ability to promote development policies is the emotional intelligence of the staff. Sy et al (2006) showed that high levels of emotional intelligence clearly correlate with workplace performance and satisfaction. This suggests that a manager with a highly emotionally intelligent workforce would have an easier time ensuring policies are put in place. Cherniss (2001) even went so far as to cite â€Å"self management† as a key component of the framework of emotional intelligence, implying perhaps that if a workforce was mature and skilled enough the job of the human resource manager would be completed by the staff. However whilst this may seem appealing to managers there is also a problematic issue with emotionally intelligent workforces. The majority of modern workforces possess clear elements of emotional intelligence and often utilise informal learning in their position (Eraut 2004.) Garrick (1998) noted the danger of this informal learning style, that it is not controlled in any way by the management team. With the increased trend for workplace environments to be based around intelligent project / task teams (Hechanova-Alampay and Beehr 2001) human resource managers could often find themselves facing insurmountable odds if they wished to implement unpopular policies. Therefore in order for managers to be able to put policies in place they must ensure in addition to there being effective communication channels in place that a degree of employee commitment is drawn from the workforce. Studies by Romzek (1990) proved the use of employees holding a psychological tie to their place of work, and highlighted the managerial influence on this subject. The way in which managers can ensure employees hold this commitment is displayed by Vischer’s (2006) ranges of environmental comfort. As long as employees show a certain level of comfort human resource managers should be able to implement new development policies. Managerial Factors There has been a large amount of research completed on the new role that managers now face in organizations, namely the human resource function where research seeks to provide guidance on how to deal with specific workforces (Geroy et al 2000.) This is largely due to the new styled work of managers as they face a changing psychological contract with their workforce and so need to build commitment in their implementing of policies (Hiltrop 1999.) This therefore means that managers need to adapt traditional managerial styles if they wish to have the power to put in place new development policies. Vischer (2005) used the example of the new style of managerial offices, where employees can view the managers working to symbolise the increased need for an interpersonal approach to managerial work. Whilst managers traditionally took a scientific based approach to implementing new policies, for instance the labour process conceptualization cited by Ramsay et al (2000) the modern way of reachi ng a workforce is via a transactional leadership approach. Not only does this feedback, group based style work in terms of productivity results alone (Deluga 1988) it gives managers more authority to properly put policies into practice. Bass’ 1985 study justifies this success of transactional leadership by noting an increased employee confidence. Bass noted that a contactable manager with charisma fulfils the traditional leader role that many workforces look for when deciding whether or not to adopt a new policy. However there are other factors a manager must consider when attempting to promote new development policies, primarily there is the direct influence the manager has on the individual. This is especially vital for development policies as they are regarding individual people and so workers would resist policy changes from a manager whom they feel has no connection or influence on the person that they are. Important factors in this topic range from the face to face nece ssity for successful managers, as Dambrin (2004) demonstrated how the reduction of this direct communication in home based telephone workers significantly reduces the need for managers altogether, to the findings by Cleveland et al (2003) which noted the increased influence that managers of similar ages to their staff enjoy. Whilst this element is of little use to many managers (as they cannot help their relative age to the workforce) the concept that employees are willing to accept policy changes from people whom they consider to be similar to them is extremely useful. Therefore the practical use of these findings is in the manager’s tactics in dealing with their staff. There is much research that centres on this factor (Furst and Cable 2008, Wayne et al 2006) and recent findings suggest that managers adopt a highly individualistic based style when implementing development policies, as managerial influence is not equally perceived by workers (Barton and Deschamps 1988.) Lawl er et al (2007) highlighted that older, more highly educated employees feel they should have more say in their own development. Therefore the avocation must be for managers to manage their workforce reactively, not according to a pre-set plan of action (Niederkofler 2002.) Conclusion This report has investigated the extent to which a human resources manager can realistically implement policies regarding development in their workplace. Firstly the importance of human resources as an organizational function was explored, from Cascio’s generic quote to how human resource is now seen as essential in many modern businesses (Teece et al 1997, Barney and Wright 1996.) As personnel development is undoubtedly a vital issue in modern organizations (Torraco and Swanson 1995, Nadler 1970) the issue became how a manager can overcome the ideological gap between themselves and the workforce (Miles 1965.) The aspects that allow managers to do this and successfully implement development policies were tackled in firstly terms of employee expectations for managers, where Mehra and Brass’ communication recommendations and Eraut’s views on emotional intelligence were a focal point, and secondly the managerial influences on their staff such as the use of transform ational leadership and the individualistic style proposed by Barton and Deschamps (1988.) In this way managerial work is very much a self fulfilling prophecy where their expectations for the workforce will likely become reality (Swanson 1995,) and in this context managers should use this information about how to approach issues to their advantage, due to the power value of information as seen by Goad (2002.) References Arthur, J.B. (1994) Effects of Human Resource Systems on Manufacturing Performance and Turnover. The Academy of Management Journal, Vol 37, No 3 (June 1994) pp 670-687. Barney, J. B. & Wright, P. M. (1997). On becoming a strategic partner: The role of human resources in gaining competitive advantage (CAHRS Working Paper #97-09.) Ithaca, NY: Cornell University, School of Industrial and Labour Relations, Centre for Advanced Human Resource Studies. Barton, D.L. and Deschamps, I. (1988) Managerial Influence in the Implementation of New Technology. Management Science, Vol 34, No 10 (October 1988) pp 1252-1265. Bass, B.M. (1985) Leadership: Good, better, best. Organizational Dynamics, Vol 13, Issue 3, pp 26-40. Bradley, S.J. (2002) What’s workingBriefing and evaluating workplace performance improvement. Journal of Corporate Real Estate, Vol 4, Issue 2, pp 150-159. Cascio, W.F. (1991) Costing Human Resources: The financial impact of behaviour in organizations. (3rd ed) Boston: PWS-Kent Pub. Cherniss, C. (2001) Emotional intelligence and organizational effectiveness. Jossey-Bass publications. Drucker, P. (1994) The practice of management. New York: Harper. Cleveland, L.M. Jeanette, N. Goldberg, C.B. (2003) Work attitudes and decisions as a function of manager age and employee age. Journal of Applied Psychology, Vol 88, Issue 3 (Jun 2003) pp 529-537. Dambrin, C. (2004) How does telework influence the manager-employee relationshipInternational Journal of Human Resources Development and Management. Vol 4, No 4, pp 358-374. Deluga, R.J. (1988) Relationship of Transformational and Transactional Leadership with Employee Influencing Strategies. Group Organization Management, Vol 13, No 4, pp 456-467. Dunford, B.B. Snell, S.A. and Wright, P.M. (2001) Human resources and the human resource based view of the firm. Centre for advanced human resources studies working paper, Cornell University. Eraut, M. (2004) Informal learning in the workplace. Studies in Continuing Education Vol 26, Issue 2. Ferris, G.R. Hochwarter, W.A. Buckley, M.R. Harrell-Cook, G. and Frink, D.D. (1999) Human Resources Management: Some New Directions. Journal of Management, Vol 25, No 3 (June 1999) pp 385-415. Furst, S.A. Cable, D.M. (2008) Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. Journal of Applied Psychology, Vol 93, Issue 2 (March 2008) pp 453-462. Garrick, J. (1998) Informal learning in the workplace: Unmasking human resources development. Routledge publishing. Geroy, G.D. Wright, P.C. and Jacoby, L. (2000) Toward a conceptual framework of employee volunteerism: an aid for the human resource manager. Management Decision, Vol 38, Issue 4, pp 280-287. Goad, T.W. (2002) Informational literacy and workplace performance. Quorum books, 88 Post Road West, Westport. Guest, D.E. Michie, J. Conway, N. Sheehan, M. (2003) Human Resource Management and Corporate Performance in the UK. British Journal of Industrial Relations, Vol 41, issue 2, pp 291-314. Gunnigle, P. (1977) Personnel Policy Choice: The Context for Human Resource Development. Journal of European Industrial Training, Vol 15, Issue 3. Hechanova-Alampay, R. Beehr, T.A. (2001) Empowerment, span of control, and safety performance in work teams after workforce reduction. Journal of Occupational Health Psychology, Vol 6, Issue 4 (October 2001) pp 275-282. Hiltrop, J.M. (1999) The changing psychological contract: The human resource challenge of the 1990s. European Management Journal, Volume 13, Issue 3 (September 1995) pp 286-294. Kanter, R.M. (1989) The new managerial work. Harvard Business Review, Vol 67, Issue 6, pp 85-92. Lawler, E.E. Renwick, P.A. and Bullock, R.J. (2007) Employee influence on decisions: An analysis. Journal of Organizational Behaviour, Vol 2, Issue 2, pp 115-123. Lengnick-Hall, C.A. and Lengnick-Hall, M.L. (1988) Strategic Human Resources Management: A Review of the Literature and a Proposed Typology. The Academy of Management Review, Vol 13, No 3 (July 1988) pp 454-470. Mehra, A. Kilduff, M. and Brass, D.J. (2001) The Social Networks of High and Low Self-Monitors: Implications for Workplace Performance. Administrative Science Quarterly, Vol 46, No 1 (March 2001) pp 121-146. Miles, R.E. (1965) Human Relations or Human ResourcesHarvard Business Review, Volume 43, Issue 4, pp 148. Miles, R.E. Charles, C. (1984) Designing strategic human resources systems. Organizational Dynamics, Vol 13, Issue 1, pp 36-52. Nadler, L. (1970) Developing Human Resources. Gulf Publishing Company, Book Publishing Division, Box 2608, Houston, Texas 77001. Niederkofler, M. (2002) The evolution of strategic alliances: Opportunities for managerial influence. Journal of Business Venturing, Vol 6, Issue 4 (July 1991) pp 237–257. O,Neill, M.J. (2007) Measuring workplace performance. (2nd Ed) CRC Press. Ramsay, H. Scholarios, D. and Harley, B. (2000) Employees and High-Performance Work Systems: Testing inside the Black Box. British Journal of Industrial Relations, Vol 38, Issue 4, pp 501-531. Romzek, B.S. (1990) Employee Investment and Commitment: The Ties That Bind. Public Administration Review, Vol 50, Issue 3, pp 374-382. Soliman, F. and Spooner, K. (2000) Strategies for implementing knowledge management: role of human resources management. Journal of Knowledge Management, Vol 4, Issue 4, pp 337-345. Stewart, T.A. (1996) Human resources bites back. Fortune, 175. Swanson, R.A. (1995) Human resource development: Performance is the key. Human Resource Development Quarterly, Vol 6, issue 2, pp 207-213. Swanson, R.A. and Holton, E.F. (2009) Foundations of Human Resource Development. (2nd Ed) Berrett-Koehler Publishers Inc. Sy, T. Tram, S. and O’Hara, L.A. (2006) Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behaviour, Vol 68, Issue 3 (June 2006) pp 461–473. Teece, D.J. Pisano, G. And Shuen, A. (1997) Dynamic capabilities and strategic management. Strategic management journal, Vol 18, Issue 7, pp 509-533. Ulrich, D. (1998) A new mandate for human resources. Harvard business review, January – February 1998. Vischer, J.C. (2005) Space meets status: Designing workplace performance. Routledge Publications. Vischer, J.C. (2006) The concept of workplace performance and its value to managers. California management review, Vol 49, No 2. Wayne, S.J. Liden, R.C. Graf, I.K. and Ferris, G.R. (2006) The role of upward influence tactics on human resource decisions. Personnel psychology, Vol 50, Issue 4, pp 979-1006. Wright, P.M. McMahan, G.C. and McWilliams, A. (2006) Human resources and sustained competitive advantage: a resource-based perspective. The International Journal of Human Resource Management, Vol 5, Issue 2.

Great Expectations The Novel By Charles Dickens English Literature Essay

Devils shows his composing ability as he develops a secret plan, filled with surprises and events, that contributes to the subject that worlds are all connected in humanity. In the gap scene, on Christmas Eve, Pip encounters an at large inmate at a cemetery. Pip describes him as â€Å" a fearful adult male, all in coarse Grey, with a great Fe on his leg † ( 2 ) . Magwitch, the inmate, had escaped from a prison ship. He threatens Pip and demands a file and some nutrient, and frightened Pip brings them to him the following twenty-four hours. â€Å" You get me a file. And you get me wittles † ( 3 ) . The inmate and another runaway are so arrested and sent back to the ship. Pip develops an human bond with the inmate and identifies with him because he was a condemnable for stealing and besides because he had fed him. Pip calls him as â€Å" my fleeting friend † ( 18 ) . At this phase in the novel, the secret plan of the fresh relies on Pip ‘s ability to keep thi s early event. Besides, a careful reader would detect that the secret plan ne'er indicated that the inmate had been taken out of the narrative. â€Å" The last I heard of him, I stopped in the mist to listen, and the file was still traveling † ( 18 ) . The beginning of the secret plan proves the development of the subject of human nexus. After the debut, when the narrative starts to develop, Pip ‘s uncle Pumblechook sends Pip to Miss Havisham ‘s place, the Satis House. Miss Havisham is a unusual and reserved adult female who lives with her adoptive girl, Estella. The Satis House looks the same as it did many old ages ago, when, on her nuptials twenty-four hours, Miss Havisham was abandoned at the communion table by her lover. â€Å" But, I saw that everything within my position which ought to be white, had been white long ago, and had lost it lustre, and was faded and xanthous. I saw that the bride within the espousal frock had withered like the frock, and like the flowers, and had no brightness left but the brightness of her deep-set eyes † ( 53 ) . As he spends more clip with these two characters, Pip starts to fall in love with Estella, who ridicules Pip for being a blacksmith ‘s male child. Then comes along Miss Havisham ‘s attorney, Mr. Jaggers, who tells Pip that an unknown indivi dual is paying for Pip to travel to London and unrecorded life as a gentleman. Pip assumes that the helper is Miss Havisham, and that she is seeking to do him worthy of Estella. â€Å" Henceforth, I was for London and illustriousness — non for Smith ‘s work in general and for you! I made my exulting manner to the old battery, and lying down at that place to see the inquiry whether Miss Havisham intended me for Estella † ( 138 ) . In this portion of the novel, â€Å" the characters in the novel acknowledge their human family with all the people irrespective of category or fortunes † ( Glancy ) . The secret plan is successful to demo us that regardless of societal category humanity has a connexion. While life in London as a gentleman, Pip tries to maintain distance from Joe and the other common mans. He does return to his place to go to his sister ‘s funeral, but otherwise avoids Joe. As the stoping of the 2nd phase comes nearer, Magwitch, the inmate who met Pip at the fens, returns to Pip ‘s life. With his return, the subject of interrelatedness reappears. Mr. Jaggers so reveals to Shoot that Magwitch is his existent helper. â€Å" I have been informed by a individual named Abel Magwitch that he is the helper so long unknown to me † ( 311 ) . At first Pip is frightened, particularly from the fact that Magwitch is a condemnable and might be caught. As Pip starts caring for Magwitch and supplying him with shelter and nutrient, Pip develops an unidentified relationship with him. Pip besides receives the information that Compeyson, Magwitch ‘s enemy and one time spouse in offense, was the 1 who left Miss Havisham at the communion table and that Molly, Mr. Jaggers ‘s retainer, and Magwitch are the parents of Estella. â€Å" And the adult male we have in concealing down the river is Estella ‘s male parent † ( 379 ) . The connexion is one time once more seen through the relationships that have been revealed, whether it is an hard-boiled felon, a weak retainer, a proud girl, or a unpatriotic lover. The program to acquire Magwitch out of England about gets ruined when Pip is about killed by Orlick. Fortunately, Pip is rescued by his friends. The program eventually tkes topographic point as Pip and Herbert row Magwitch to a ship when Compeyson attacks them in a constabulary boat. The two felons wrestle and Compeyson falls and drowns. Magwitch is badly injured and sentenced to decease. Unfortunately, he dies of his hurts. After passing some old ages in Egypt, Pip returns place to Joe and Biddy, happening them merrily married with a boy, besides named Pip. After, Pip visits the Satis House and wanders about. He so comes across a figure in the shadows, Estella. They begin a conversation, and Estella tells him that she would frequently believe of him. When it was clip to portion, they agreed to stay friends. Pip put his custodies in hers, and â€Å" saw no shadow of another farewell from her † ( 451 ) . Even though in the beginning Estella did non desire to be a portion of love, she subsequently realizes that Pip and her were meant to be linked by love. The secret plan is successful in supplying us with keys to understand the subject of human interconnection. Dickens exhaustively develops his characters in an reliable mode, frequently times utilizing all-around characters. â€Å" My male parent ‘s household name being Pirrip, and my Christian name Philip, my infant lingua could do of both names nil longer or more explicit that Pip. So I called myself Pip, and came to be called Pip † ( 1 ) . Philip Pirrip, the chief character, is an ordinary orphan populating with his sister and her hubby at the fens. Philip, besides known as Pip, easy relates to the readers because he comes from a hapless place. He has a low self-pride the ground being his opprobrious sister. His brother-in-law is a blacksmith and the supplier for income in the house. Pip ‘s actions make up the chief secret plan of the novel. In the beginning of the novel, Pip was an low male child who looked up to Joe, but when Miss Havisham and Estella entered his life, they changed him wholly. They teach him to be ashamed of his coarse and common life. â€Å" Why, he is a common labouring-boy! † ( 54 ) . When he moves to London, he wholly ignores his household back place, desiring to acquire out of his old deadening life and come in a sophisticated one. â€Å" Let me squeal precisely with what feelings I looked frontward to Joe ‘s coming. Not with pleasance, though I was bound to him by so many ties ; no ; with considerable perturbation, some chagrin, and a acute sense of incongruousness † ( 203 ) . He does non value his one time great influence Joe. Pip starts to alter but non for the better. After a long clip, Pip eventually starts experiencing compassion for person such as Magwitch. After turning Pip ‘s life upside down, Magwitch starts going closer to Pip, and Pip began recognizing the errors he had made. Pip gives him a topographic point to populate and even decides to assist him acquire out of England. â€Å" And you have, and are bound to hold, that tenderness for the life he has risked on your history, that you must salvage him, if possible, from throwing it off. Then you must acquire him out of England before you stir a finger to untangle yourself † ( 318 ) . In the terminal of the novel, Pip realizes his immatureness and begins populating a responsible and reasonable life. Dickens gives the narrative a assortment of characters, and one of the most dynamic characters he creates is Estella. Dickens besides characterizes Estella in a different mode to do her base out. Estella, Miss Havisham ‘s girl, is introduced as haughty and arrogant of her wealth. She serves as a unfavorable judgment against working category. Estella is cold, disbelieving, and manipulative. Although being so disrespectful, Pip still falls in love with Estella. Estella, though, could ne'er show her emotions since her female parent destroyed her ability to interact usually with the universe. She is taught to interrupt Pip ‘s bosom and to ne'er love him. â€Å" Well, you can interrupt his bosom † ( 54 ) . Through out the novel, Estella ‘s attitude towards Pip remains unchanged and her warnings to Pip non to care for her continue. Estella is used by her female parent to seek retaliation on work forces. â€Å" I saw in this that Estella was set to bring Miss Havis ham ‘s retaliation on work forces, and that she was non to be given to me until she had gratified it for a term † ( 282 ) . Later on, Estella decides to acquire married to Drummle, genuinely demoing that she was ne'er touched by Pip ‘s love. Estella is non seen until the last chapter when she meets Pip at the Satis House. He went to the Satis House merely for her interest because he still loved her. Pip had heard about her opprobrious married life and the decease of her hubby. When he met Estella though, he knew that she had changed and wanted to have his love in her life. Estella had learned to love. Finally, Dickens gives the narrative Miss Havisham, the most bizarre character of Dickens book. Her character is successful to pull the reader in. Miss Havisham, a affluent old adult female who lives in her sign of the zodiac, is the most unusual and incredible characters in the narrative. She serves to be a wicked enchantress of the narrative. Deeply affected by her sorrowful yesteryear of her fiancAA © go forthing her at the communion table on her nuptials twenty-four hours, Miss Havisham still wears her marrying gown, a head covering, one shoe, and her stockings. â€Å" I saw that the bride within the espousal frock had withered like the frock, and like the flowers, and had no brightness left but the brightness of her deep-set eyes † ( 53 ) . Pip describes her as a life cadaver whose ghostly presence scared many. Miss Havisham lives with her girl, who she seeks to protect from the sorrow and hurting she had one time suffered, the hurting of lost love. Miss Havisham ne'er taught her girl how to love. She alternatively used her girl to hold retaliation on work forces and interrupt their bosom. â€Å" Sending her out to pull and torture and do mischievousness, Miss Havisham sent her with the malicious confidence that she was beyond the range of all supporters, and that all who staked upon the dramatis personae were secured to lose † ( 282 ) . She uses her money as a arm of power and trains her girl to win where she had failed. Unfortunately, Miss Havisham suffers the effects. Estella is non merely unable to love work forces, but besides Miss Havisham. Miss Havisham realizes her large error when she sees Pip ‘s deep love for Estella. â€Å" The spectral figure of Miss Havisham, her manus still covering her bosom, seemed all resolved into a ghastly stare of commiseration and compunction † ( 339 ) . Since it is excessively late for her to work out the job, the lone thing she can make is take duty for her actions. She asks Pip for forgiveness and leaves some money for Herbert ‘s male parent. â€Å" She turned her face to me for the first clip, dropped on her articulatio genuss at my pess, with her folded weaponries raised to me in the mode in which, when her hapless bosom was immature and fresh and whole, they must frequently hold been raised to Heaven from her female parent ‘s side † ( 370 ) . She dies shortly, but after making what she could make to do other ‘s life bett er. Great Expectations is abundant in symbol. From the many, the two most of import symbols are the Satis House and the mists on the fens. The Satis House represents wealth and royalty. It represents the higher category of the category system In a treatment between Pip and Estella, Estella explains that the word Satis in Latin means adequate. â€Å" It meant, when it was given, that whoever had this house would desire nil else † ( 51 ) . The house besides symbolizes a prison. It ‘s dark and black, and contains many barricaded Windowss. â€Å" Miss Havisham ‘s house, which was of old brick and dismal, and had a great many Fe bars to it. Some of the Windowss had been walled up ; of those that remained, all the lower were rustily barred † ( 50 ) . The house non merely symbolizes wealth and prison, but besides Miss Havisham. â€Å" It was broad and I dare state had one time been fine-looking, but every discernable thing in it was covered with dust and cast, and dro pping to pieces † ( 77 ) . The house and it ‘s suites are symbolic of Miss Havisham because, merely like the house, Miss Havisham is drab on the outside and foul in the interior. Similarly, the mists on the fens symbolizes danger and uncertainness. The mist is seen foremost when Pip brings the inmate some nutrient and a file. â€Å" The mist was heavier yet when I got out upon the fens, so that alternatively of my running at everything, everything seemed to run at me † ( 14 ) . The mist is besides present when Pip watches the inmate run off, allowing the readers know that something is traveling to go on in the hereafter. â€Å" The last I heard of him, I stopped in the mist to listen, and the file was still traveling † ( 18 ) . Later in the narrative, when Pip is kidnapped and about murdered by Orlick, Pip once more encounters the mist. â€Å" In a few proceedingss she ( Moon ) had ascended out of that clear field, in among the piled mountains of cloud. There was a melancholic air current, and the fens were really blue † ( 392 ) . Last, the mist played it ‘s function when he was go forthing town to travel to London after having his luck. â€Å" And the mists had all solemnly risen now, and the universe lay spread before me † ( 149 ) . The reader might detect that this positive journey in his life has unsafe effects. After observing the inside informations in secret plan and subject, word picture, and symbols, the reader leaves Great Expectations with great regard for Charles Dickens as a author of fictional literature. Early in the novel, Pip develops outlooks to be worthy of Estella, but when those start to melt away, Pip ‘s outlook is to acquire Magwitch safely out of England. When that is unsuccessful, Pip goes to Joe and Biddy to inquire for forgiveness and receives what he wanted. In the terminal, though, Pip realizes that true love and company are beyond outlooks.

Distinguish Between Cost Push and Demand Pull Inflation Essays

Distinguish Between Cost Push and Demand Pull Inflation Essays Distinguish Between Cost Push and Demand Pull Inflation Paper Distinguish Between Cost Push and Demand Pull Inflation Paper Can you remember how much you paid for the same items you buy now, two years ago? This increase in the general price level of goods and services in an economy is inflation, measured by the Consumer Price Index and the Producer Price Index; Commonly referred to as Inflation. There are however, different types of inflations, each affected by different factors. Aggregate supply is the total volume of goods and services produced by an economy at a given price level. When there is a decrease in the ggregate supply of goods and services stemming from an increase in the cost of production, we have cost-push inflation. Cost-push inflation basically means that prices have been pushed up by increases in costs of any of the four factors of production (labor, capital, land or enterprise) when companies are already running at full production capacity. With higher production costs and productivity maximized, companies cannot maintain profit margins by producing the same amounts of goods and services. As a result, the increased costs are passed on to consumers, causing a ise in the general price level (inflation). A company may need to increases wages if laborers demand higher salaries (due to increasing prices and thus cost of living) or if labor becomes more specialized. If the cost of labor, a factor of production, increases, the company has to allocate more resources to pay for the creation of its goods or services. To continue to maintain (or increase) profit margins, the company passes the increased costs of production on to the consumer, making retail prices higher. Along with increasing sales, increasing prices is a way for companies to onstantly increase their bottom lines and essentially grow. Another factor that can cause increases in production costs is a rise in the price of raw materials. This could occur because of scarcity of raw materials, an increase in the cost of labor and/or an increase in the cost of importing raw materials and labor (if the they are overseas), which is caused by a depreciation in their home currency. The government may also increase taxes to cover higher fuel and energy costs, forcing companies to allocate more resources to paying taxes. The graph on the left shows the level of output that an be achieved at each price level. As production costs increase, aggregate supply decreases from ASI to AS2 (given production is at full capacity), causing an increase in the price level from Pl to P2. The motivation behind this increase is that, for companies to maintain (or increase) profit margins, they will need to raise the retail price paid by consumers, thereby causing inflation. Demand Pull Inflation, however, occurs when there is an increase in aggregate demand, categorized by the four sections of the macro economy: households, usinesses, governments and foreign buyers. When these four sectors simultaneously want to purchase more output than the economy can produce, they compete to purchase limited amounts of goods and services. Buyers, in essence, bid prices up, again, causing inflation. This excessive demand, also referred to as too increase in aggregate demand that causes demand-pull inflation can be the result of various economic dynamics. For example, an increase in government purchases can increase aggregate demand, thus pulling up prices. Another factor can be the epreciation of local exchange rates, which raises the price of imports and, for foreigners, reduces the price of exports. As a result, the purchasing of imports decreases while the buying of exports by foreigners increases, thereby raising the overall level of aggregate demand (we are assuming aggregate supply cannot keep up with aggregate demand as a result of full employment in the economy). Rapid overseas growth can also ignite an increase in demand as more exports are consumed by foreigners. Finally, if government reduces taxes, households are left ith more disposable income in their pockets. This in turn leads to increased consumer spending, thus increasing aggregate demand and eventually causing demand-pull inflation. The results of reduced taxes can lead also to growing consumer confidence in the local economy, which further increases aggregate demand. When aggregate demand increases without a change in aggregate supply, the quantity supplied will increase. If aggregate demand increases from ADI to AD2, in the short run, this will not shift aggregate supply, but cause a change in the uantity supplied as represented by a movement along the AS curve. The reasoning behind this lack of shift in aggregate supply is that aggregate demand tends to react faster to changes in economic conditions than aggregate supply. As companies increase production due to increased demand, the cost to produce each additional output increases, as represented by the change from Pl to P2. This is because companies would need to pay workers more money (e. g. overtime) and/or invest in additional equipment to keep up with demand, thereby increasing the cost of production.

ILGWU - International Ladies Garment Workers Union

ILGWU - International Ladies' Garment Workers' Union The International Ladies Garment Workers Union, known as ILGWU or ILG, was founded in 1900. Most of the members of this textile workers union were women, often immigrants. It began with a few thousand members and had 450,000 members in 1969. Early Union History In 1909, many ILGWU members were part of the Uprising of 20,000, a fourteen-week strike. The ILGWU accepted a 1910 settlement that failed to recognize the union, but that did gain important working condition concessions and improvement in wages and hours. The 1910 Great Revolt, a strike of 60,000 cloakmakers, was led by the ILGWU. Louis Brandeis and others helped bring the strikers and manufacturers together, resulting in wage concessions by the manufacturers and another key concession: recognition of the union. Health benefits were also part of the settlement. After the 1911 Triangle Shirtwaist Factory Fire, in which 146 died, the ILGWU lobbied for safety reforms. The union found its membership increasing. Controversies Over Communist Influence Left-wing socialists and members of the Communist Party rose to considerable influence and power, until, in 1923, a new president, Morris Sigman, began to purge communists from union leadership positions. This led to an internal conflict, including a 1925 work stoppage. While the union leadership battled internally, the manufacturers hired gangsters to break a long 1926 general strike on the part of a New York local led by Communist Party members. David Dubinsky followed Sigman as president. He had been an ally of Sigmans in the struggle to keep Communist Party influence out of the unions leadership. He made little progress in promoting women to leadership positions, though union membership remained overwhelmingly female. Rose Pesotta for years was the only woman on the executive board of the ILGWU. The Great Depression and 1940s The Great Depression and then the National Recovery Act influenced the unions strength. When the industrial (rather than craft) unions formed the CIO in 1935, the ILGWU was one of the first member unions. But though Dubinsky did not want the ILGWU to leave the AFL, the AFL expelled it. The ILGWU rejoined the AFL in 1940. Labor and Liberal Party - New York Leadership of the ILGWU, including Dubinsky and Sidney Hillman, were involved in the founding of the Labor Party. When Hillman refused to support purging communists from the Labor Party, Dubinsky, but not Hillman, left to start the Liberal Party in New York. Through Dubinsky and until he retired in 1966, the ILGWU was supportive of the Liberal Party. Declining Membership, Merger In the 1970s, concerned with declining union membership and the movement of many textile jobs overseas, the ILGWU spearheaded a campaign to Look for the Union Label. In 1995, ILGWU merged with the Amalgamated Clothing and Textile Workers Union (ACTWU) into the Union of Needletrades, Industrial and Textile Employees (UNITE). UNITE in turn merged in 2004 with the Hotel Employees and Restaurant Employees Union (HERE) to form UNITE-HERE. The ILGWUs history is important in labor history, socialist history, and Jewish history as well as labor history.

Methodology Assignment Example | Topics and Well Written Essays - 750 words

Methodology - Assignment Example 3) The M-Pesa money transfer services offered by the Vodafone Corporation are such an example of an intrapreneurship (Spitzeck, nd, pp.5-9). It is a high-risk venture since mostly the firm funds the projects but it diversifies the firm’s focus and increases innovation approaches and motivational techniques. It is also a shield for the company from risks of failure and a pilot for proposed management and entrepreneurial styles (Asgar and Wigley, 2000, pp. 4). Companies are growing and production has increased with a ready market locally, in the Americas and Africa, which would be attributable to the high rates of innovations that are characterizing these market segments. The way of running companies in Asia is different from the rest of the world in matters of administration and the use of intraprenuership could increase the growth of the companies, their reputation and their production (Antoncic and Hisrich, 2001, pp. 495). Most of the companies in Asia have a top-down adminis tration strategy in matters of organizational culture leading to a form of innovation paralysis, a general lack of new ideas and insight: where the low-level personnel are not empowered and they hardly get things done without approval from the authorities; this approval is hard to get (Yeung, 2002 p. 1-5). Intraprenuership has been adopted by many major firms and has led to creation of major brands and diversification of market (Bosma, Stama and Wennekers, 2010, pp. 4). Therefore, intrapreneurship can be seen to be managerial phenomenon that ought to be taken more seriously and tried widely as the companies will benefit from the concepts of their employees and have them drive the exercise as it enriches management practices (Seshadri and Tripathy, 2006, pp. 17). It allows the adoption of design, creativity and innovation as a strategy for competitiveness, diversification and income generation (Hathway, 2009, pp. 8). Justification The recent development of this management practice (i ntrapreneurship) may imply that it is not widely used across the globe, and hence within the Asian region. This study will therefore will be very instrumental in justifying the presence or lack of this management strategy within this region. It is therefore important that the dissertation reveals how it affects or could affect the running of businesses within this region as being studied. The dissertation will therefore be concerned with developing a hypothesis on the necessity of intraprenureship in Asia and its contribution to organizations. The research question is therefore â€Å"what is the effect of intrapreneurship within Asian based organizations?† Objectives Business management is a field that involves new findings, strategies and re-strategizing on the output of the firm for increased revenue (Sabharwal, nd, 89-90). In the mid 70’s, the world of business management used a method that would later on come to be utilized and revitalized to conform to arising cha llenges of the new era; in the first paper about this method, Gifford and Elizabeth Pinchot in 1978 named it

Hourly Rounding in the ED by Staff Research Paper

Hourly Rounding in the ED by Staff - Research Paper Example One answer to this conundrum is hourly patient rounding, which shows promise in the achievement of both nurses and patient satisfaction. Positive outcomes of this system depend on the level of satisfaction felt by both the patient and his parents, as well as by the nurses. The earlier proposal dealt with the improvement of client satisfaction in the paediatric hospital’s emergency department. The study aimed at researching ways in which client satisfaction could be improved. It showed that in order for paediatric hospitals to offer optimal ED services, and also gain the guardians and children’s satisfaction, they needed to tie the rounds with clinical care, treatment procedures, nursing services, and waiting time. However, the proposal did not research on the satisfaction of Registered Nurses. This paper seeks to study satisfaction in the system from a nurse’s point of view and the effect on the patients. A previous study was conducted on the assessment and compa rison of a paediatric hospital ED’s overall department for both patients and their guardians (Nathan, 2002). It aimed at identifying healthcare aspects that influenced this group’s satisfaction. At the end of their ED care, questionnaires were administered, with survey instruments using a pain rating scale and an interval scale of six points. The questions involved their perception of interactive quality wit the attending doctors, adequacy of availed information, the child’s pain resolution, correlation between actual and estimated waiting times, as well as a comparison between fear, satisfaction and pain. The study validated earlier studies that had found a correlation between satisfaction of patients and interactive quality with ED personnel, adequacy of availed information, and, for the guardians, the time spent waiting for room placement, as well as that spent waiting to be attended by a physician. The study did not find a correlation to the total time sent in the ED (Nathan, 2002). The study found that pain resolution was associated significantly with patient satisfaction in the ED, which could be addressed via hourly rounding. However, this study did not deal with the satisfaction of the nurses, who are just as important in pain resolution through hourly rounding. The study discussed below used patients and nurses as the study group at the Hillcrest Medical Centre. An hourly patient rounding system was initiated at the Hillcrest Medical Centre in Tulsa (Melnyk & Fineout, 2010). Before the system was implemented, the Nursing Manager pondered the facilitators, barriers, and implications of the system that he needed to consider in order making it a success. After holding several strategy planning meetings with his nursing staff, the unit was able to pilot hourly rounding, scripting, outcomes, facilitators, barriers and procedures. The piloting procedure consisted of several sections (Frampton & Charmell, 2009). The unit was split into t wo, where one side consisted of techs and nurses who were to perform q1 hour rounding, while on the other side were nurses who gave nursing care in their usual manner. They also mounted a miniature small white board for every room so that the nurse attending the patient could write their name on it. Afterwards, the desk secretaries could tally the number of patients that made distress calls from both sides. In addition, the techs and nurses were in possession of a clipboard in every time which consisted of a time chart on which they registered each hourly round made. The techs were