Sketch descartes two thoedicie. does descartes need them both or could Term Paper

Sketch descartes two thoedicie. does descartes need them both or could he get away with only one - Term Paper Example He begins by reiterating that there are only a few things he can say with certainty about the human body, a few more about the mind, and yet more about God. His first assumption is that God would never deceive him: God being perfect and all fraud and deception being imperfect in some way or the other. He proceeds to suggest that his own sense of judgment, given him by the perfect, undeceiving God, should not commit errors if used correctly. By this logic, Descartes and indeed every human being should not even be capable of erring. To explain this obvious fallacy in his reasoning, Descartes concludes that in the â€Å"Great Chain of Being†, the complete perfection of God on one end and the total absence of perfection on the other, man must lie somewhere in between. Error is considered not a negative action, but the absence of the positive. He suggests a few other possibilities also, but pertinent to the scope of this paper is the Free Will versus Understanding theory. Descartes contends that neither the will nor the understanding is the cause of errors; it is only when the will is not restricted that mistakes occur: Whence, then, spring my errors? They arise from this cause alone, that I do not restrain the will, which is of much wider range than the understanding, within the same limits, but extend it even to things I do not understand, and as the will is of itself indifferent to such, it readily falls into error and sin by choosing the false in room of the true, and evil instead of good. The root of error lies therefore in the gift of Free Will bestowed on us. As we are allowed to choose, to make decisions, and not compelled by God to live out pre-ordained situations, we are also given the option of making mistakes, of erring: something that the perfect God of Descartes is incapable of doing, by His very definition. Although occasional errors are inevitable when one has free will, no person intentionally commits them. Even if the

Office Visit Essay Example for Free

Office Visit Essay DHL is known for its reputation and service throughout the world. Major online vendors like Amazon. com and Barnes Nobles as well as several other industries employ DHL speed post service to deliver their items and couriers to their clients. It has been an immense pleasure to visit one of their branch offices and the layout of their work as well as their office has certainly been impressive. As time becomes more and more precious in the world of today, people are willing to invest into time-saving services. DHL has undoubtedly been one of them. Several industries involved in marketing and sales on a global basis employ their services due to the reputation it holds in the industry. From receiving express packages and couriers to sending express packages and couriers, DHL has been well-known for its reputation in the express mail and courier facility and its reliability for quality service. Though its major task has most commonly been linked with the express mail task, the DHL industry spreads itself into various other industrial sectors as well such as audio visual and telecommunications, electronics telecom, enterprise computer systems, fashion and fashion solutions, global automotive solutions, pharma/healthcare and semiconductors. DHL presents an amazing work history. Founded by Adrian Dalsey, Larry Hillbolm and Robert Lynn from their last names (DHL), DHL was established in the year 1969 via first express route that started from San Francisco to Honolulu, the success of DHL didn’t just stop there. Serving as a foundation for innovative ideas, DHL was the first in its industry to provide documentation prior to the arrival of the cargoes that rushed the route of importing of goods. Due to its reliable express service, it began to gain its recognition in the industry and this also initiated to expand its routes from Hawaii and Far East to as far as the Middle East. By 1988, DHL could be found in more than 170 countries and employing more than 16,000 employees in its firm. DHL offers a lucrative career for those involved in the sales and marketing field. The career options are many, including part-time as well as freelance. While the current estimate of the number of people hired is difficult; as of 2005 statistics, DHL had employed more than 110,000 employees in more than 200 countries (DHL, 2007). In the current office visit, there were around 50 employees assisting in the tasks involved in delivery and customer service, the head of whom. It mainly dealt with dealing calls from customers and answering several queries with respect to the orders placed by their company. The office layout is impressive. Designed into several cubicles, this structure ensured proper space for each employee to work in giving them their privacy (Martin, 2001). However, there are a few disadvantages linked with such kind of architecture. I’d prefer the DHL team to work without walls. The recent article on office cubicles and the joy of employees related to the demise of the cubicles is a proof enough to show that though cubicles grants privacy, it is not the best structure for offices to work effectively (Lotozo, 2006) In cubicles, we have walls separating one employee from another thereby giving privacy but in today’s management, the best way to work is to work in teams. This requires the employees to work together and of course, without the presence of walls. As Marilyn S. Burroughs in her article entitled, â€Å"Work spaces that work: designing high performance offices† states, â€Å"The future will see more teams that function as amoebae expanding and contracting, blurring both the center and the boundaries. Teams will be disposable, sometimes lasting only several hours; theyll be wholly elastic, coming in all sizes, and people will slip in and out of them instantly. And office designs will accommodate these ever changing teams: Flexibility, spontaneity, and the need to be fluid applies to the physical environment as well as to work processes†¦ The growth of teams is helping to eliminate functional silos and to flatten organizations because teams require faster, clearer, more direct, and more spontaneous communication. Teaming requires a less-structured atmosphere, one that is much more informal, participatory, and flexible† (Burroughs, 1996). The other section of the DHL department contained the packages that were delivered by trucks to the office (the office visited was one of the DHL branch present in my city) and the packages were neatly arranged according to their localities in the storage room. Each package was handled carefully by each employee as they are responsible for the proper delivery of the package and any harm to the courier package would mean refunds from the customer from the firm responsible for the courier. The type of workload that DHL handles varies from customer service (attending calls, queries and even e-mailing that involves the use of computers) to handling courier packages. An attendant is always ready at hand to answer any queries for visitors and the work space ensures that the customer is comfortable. Though the office is divided into cubicles, a comfortable space for the customers has been designed. The space has sofas and is moderately lit. The marketing strategies of DHL have been extremely successful in yielding business on a global basis and its success has been evident since its inception. As of recent, DHL won the contract from RE/Max network. It was a multimillion dollar agreement with the company that has a network from over 60 countries with 119,000 franchises. The company will now employ DHL services for express and international shipping (Business Wire, 2007). The winning of the multimillion contracts itself is a proof of its successful marketing and contract strategies. The business has been successful since the year of its inception. DHL, of recent, employs more than 300,000 employees throughout the world. The online tool that helps in the shipping tracking on an every-day basis has been extremely useful for many customers who wish to monitor their packages. Furthermore, the DHL merged with the Deutsche Post Euro Express (that is the leading postal provider in Germany and Europe) thereby giving DHL the access to an extensive reliable road network through Europe for business and private clients (Business Wire, 2006). Therefore, the kind of offices that DHL requires is the one that assists with the needs of the employees and the customers. Since there are many vendors and merchants who have partnered with DHL, an office specifically addressing the company inquiries plays a vital role. The future plans of the DHL are many, one of which has been stated by the Deutsche Post Euro Express is the employment of robots. Hermann Franck, the DHL master mind calls this as the â€Å"Cinderella feature† where he states, â€Å"Developers also plan to integrate RFID technology into the parcel robot. The idea is simple. With transponders placed on parcels and the robot being equipped with a reading device, the machine could identify the contents of the parcel during the gripping process. The robot would be able to pick through the parcels, just like Cinderella picking through the ashes to find the lentils, explains DHLs mastermind Hermann Franck. The idea is not to put the bad into the crop, as the fairytale goes, but to sort the parcels according to specific destination criteria, for instance† (Deutsche Post World Net, 2007). As DHL continues to expand itself in various areas, it comes with new ideas as well. The DHL Company has an innovation center that addresses the needs of customers and becoming their first choice as well. DHL has been continuously involved in evolving itself technologically and keeps itself in pace with the current events and machines that would facilitate in the development of the company in every way. The modern architecture of today plays a vital role in the successes of such companies. While the DHL office visit truly gave an insight into a company’s goals, aspirations and statuses, the business architecture is worth appraising. A business architecture, as stated by the BPM institute is, â€Å"comprehensive framework used to manage and align an organizations business processes, Information Technology (IT) software and hardware, local and wide area networks, people, operations and projects with the organizations overall strategy† (BPMinstitute. org, 2007). The DHL office is equipped with the latest tracking software with internet availability. The company has also been rigorous in performing regular checks on technology where it employs the latest to aid in the innovative express service that it offers to its customers. The business has been steadily growing and every year, it has marked a progress by improving its technology on a yearly basis. Today, the trend of information architecture plays a vital role in the businesses and thus, the successes of the businesses mainly rely on what kind of information architecture has been or is being used by the business. As Judith Lamont in her article, â€Å"Setting the stage for success- information architecture earns performance kudos from customers† states, â€Å"Information architecture is the process of organizing and structuring information so that it is logical in design and presentation. It establishes categories and relationships among different pieces of information. It defines metadata schemes, navigation and search interfaces. Good architecture not only helps users find information, but also facilitates updating content by having clear rules for adding new information. And its effects show tip on the bottom line with surprising speed when users can get what they need in just a few clicks† (Lamont, 2003). The basic structure that DHL uses is the information architecture. However, it also implements the enterprise architectural strategy in order to expand its business further. Every business’s architecture plays a vital role in its success as it acts like a blue print for transformation and technology modernization. In the current office visit, I found that due to the high success rates, the employees are happy to serve their satisfied clients in every way they can. Therefore, they create a premise that works efficiently in creating a comfortable and good office environment for workers as well as customers. The DHL Company has been found to work with good working ethics and therefore, if there were any further improvements that could be suggested to this company, it could be on the basis of the enterprise architecture where it can satisfy the workers and the clients to a greater extent than it does today. The DHL incorporates seven cultures in its company where it believes that employing highly talented people in its office actually boosts the status of being a responsible global corporate. Furthermore, it strives to deliver excellent quality and fosters openness. The company also acknowledges its social responsibility as well as strives to act in an entrepreneurial manner. This makes the company look professional and therefore, is the key success to all its ventures. Since it abides by the seven corporate cultures identified, the employees abide by it acknowledging its essence in the industry. Regular training and rewards are given to employees who perform well in their work. The DHL Company also believes that it is through its seven corporate cultures that it poses a stiff competition for its competitors. The benefits of enterprise architecture have been proved efficient in the world of today. If DHL wants to pursue its interests and expansions further, it should acknowledge the essence of enterprise architecture and therefore, as R. Suter in his article entitled, â€Å"Securing strategic benefit from enterprise architecture† states, â€Å"Enterprise architecture enables the transformation of organizations into efficient users of capital, be it human/intellectual, organizational, or technical. It does so by identifying capability and resource requirements of the agency mission before resources are committed to development, thereby minimizing the risk of costly rework and schedule overruns; identifying reuse; and streamlining opportunities for technologies, processes, procedures, and information assets. During subsequent development, architecture also enables the management of out-of-scope changes which, however meritorious, would derail subsequent modernization efforts† (Suter, 2007). The proper framework of any organization helps in the building of a successful business and therefore, only a proper architecture that updates and aligns itself with the business policies of today can assure that the business can be successful. Management itself is considered a part of architecture that ensures that there is a continuous development. DHL’s business plans have been consistent and successes have been evident. The fact that it provides excellent client and customer service is the reason why many companies prefer to deal with DHL though some of its prices may seem high compared to its competitors. DHL maintains itself by sustaining its ties through its sustaining program where it helps sustain environment (which is a social responsibility), economic performance (by promoting sustainable economic development), people and communities (by providing employment opportunities) and many more. It helps in the continuous development of talents for its employees by offering employment training and development programs. Thus, an employee working with DHL is continuously updated and its corporate values help in maintaining a fair attitude towards its employees. The ethical understanding of the DHL Company is evident through its sustaining programs that highlight on equal opportunities and also promotes general health promotion campaigns followed by providing an ideal management program that rewards the efficient and hardworking employees (DHL International, 2007). Maintaining such a network has helped DHL to advance further and I believe the management style of DHL is absolutely efficient in delivering success to its members and thus, is well managed. As DHL further undergoes expansion, it is evident that there is a scope for further additions to its offices throughout the world and if any recommendation is to be offered, I believe it would be asking the DHL to comprehend the significance of software architecture in the world of today. Basically, it is just a blue print for constructing new products and therefore, as DHL aims to be innovative in its methods (thereby providing satisfactory service to its clients and customers); an expansion into the software architectural strategy would be a wonderful addition. The easy part about the software architecture would be that it wouldn’t require any installations but would products based on software architecture are installed. The role of software architectural strategy is to account for the entire development of the product that is normally done by various sectors such as building and configuring. Since several sectors of DHL deal with several aspects of technology, the software architectural strategy would provide a fundamental base for the development of new products with innovative ideas (Sanders, 1992). This is the IBM’s Distributed Data Management Architecture and is meant for distributed application a service which is similar to the one we encounter in DHL Company. This would only serve as an innovative step for the DHL to proceed further in order to satisfy the clients and customers it sustains in its database.

Failure analysis report on the chernobyl power plant

Failure analysis report on the chernobyl power plant 1. Introduction This memo is a failure analysis report on the Chernobyl Nuclear Power Plant located near the city of Pripyat, Ukraine. On April 26, 1986, a reactor at the power plant exploded, releasing a powerful stream of radioactive vapour. Immediately, the explosion killed 54 people. Later on, effects due to radiation claimed the lives of at least an additional 2500 people (International Atomic Energy Agency, 2006). This report will explain the events leading up to the failure, the failure itself, the reasons for the failure, and the lessons to be learned from this failure. 2. Description of reactor and failure i) In this section, I will explain the mechanism of the reactor. I will also placethe reactors components in bold. The Chernobyl Power Plant was fuelled using uranium mined from the earth; the uranium was kept in fuel bundles. The main objective of the power plant was to convert heat produced by the slightly-enriched uranium into electricity (World Nuclear Association, 2009). In order to do this, control rods first slowed down the rates of reactions by absorbing stray neutrons from the fission reactions (World Nuclear Association, 2009). After the fission reactions began producing heat, this heat was then transferred to stored water which eventually converted to steam at a temperature of 580ÂÂ °C (The Chernobyl Nuclear Disaster, 2008). The pressure of the steam moved a turbine which then powered a generator. The final process was the condensation of the steam back into liquid using a cooling lake, thus repeating the cycle (World Nuclear Association, 2009). This type of nuclear reactor is known as a high-power channel reactor or a RBMK reactor, as referred to it by the Soviets (World Nuclear Association, 2009). The Chernobyl Power Plant had four such reactors each with a power rating of 1000 megawatts (World Nuclear Association, 2009). The diagram at the end of this report illustrates this reactor along with all the bolded components. ii) In this section, I will explain the process leading up to the failure and the failure itself. Hours before the explosion, engineers within the plant were planning tests to see how the reactor would run on low power (International Atomic Energy Agency, 2006). The engineers added control rods to slow the reaction. They then disabled the cooling system, which was a major safety violation. The reactor was then incrementally slowed to reach the lowest operating power (The Chernobyl Nuclear Disaster, 2008). Soon after, the engineers noticed that the reactor was moving towards shutdown, so they quickly lifted the control rods to increase the rate of reaction. Suddenly, the power levels of the reactors increased, uncontrollably, and caused fuel elements to rupture along with an increase in steam generation (World Nuclear Association, 2009). This led to the detachment of the reactor support plate which caused the control rods to jam. The channel pipes then burst, and the explosion occurred, releasing 50 tons of radioactive particles into the atmosphere (World Nuclear Association, 200 9). 3. Reasons for the failure Chernobyl was most definitely a preventable disaster (Frot, 2004). Even though the RBMK design was perhaps not the safest reactor design, it still would not have exploded had the people involved taken the appropriate precautions necessary (Medvedev, 1990, p. 73). The technical failure of Chernobyl was due to extreme pressure increases along with design malfunctions. However, that was not the only cause. The engineers in charge of Chernobyl were also suppressed by the Soviet bureaucracy who did not allow for time to be wasted on such things as safety, focusing much more time on advancement and cutting costs (Frot, 2004). Hence, the engineers and workers at the power plant were not rigorously trained in safety nor did they regard safety as paramount (Medvedev, 1990, p. 70). 4. Lessons to be learned The Chernobyl Disaster left a devastating impact on the people and the surrounding environment. Improper technique, untrained personnel, and lack of oversight all contributed to this disaster. As engineers or aspiring engineers, it is our duty to understand the potential impacts of our design decisions. Not the least of which is the attention to safety. If a culture of safety is not cultivated then disasters such as Chernobyl will become possible realities. On the other hand, if a culture of safety is cultivated then disasters such as Chernobyl will become easily preventable. References Frot, Jacques. The Causes of the Chernobyl Event. (2004). Retrieved 16 February, 2010, from http://74.125.155.132/search?q=cache:ddH2v8pgJukJ:www.ecolo.org/documents/documents_in_english/Causes.ChernobyJF.doc+causes+of+chernobylcd=2hl=enct=clnkgl=caclient=firefox-a. International Atomic Energy Agency. Frequently Asked Questions about Chernobyl. (2006). Retrieved 16 February, 2010, from http://www.iaea.org/NewsCenter/Features/Chernobyl-15/cherno-faq.shtml. Medvedev, Zhores. (1992). The Legacy of Chernobyl. New York: W. W. Norton Company. The Chernobyl Nuclear Disaster. (2008). Retrieved 16 February, 2010, from http://www.bentan.me/chernobyl/?page. World Nuclear Association. Chernobyl Accident. (2009). Retrieved 16 February, 2010, from http://www.world-nuclear.org/info/chernobyl/inf07.html.

In the Skin of a Lion Essay -- essays papers

In the Skin of a Lion Historical Obliviousness in Michael Ondaatje's In the Skin of a Lion Michael Ondaatje's In the Skin of a Lion narrates the forgotten stories of those who contributed to the building of the city Toronto, particularly immigrants and marginal individuals. In the very first page of the novel, Ondaatje stresses the concern with personal narratives and the act of storytelling: "This is the story a young girl gathers in a car during the early hours of the morning [...] She listens to the man as he picks up and brings together various corners of the story..." (4). Similar to Crossing the River, there is a framework story, that of a man telling a story to a girl, that opens and ends the novel and gives coherence to the many personal narratives. Patrick has an audience at two narrative levels, namely, Hanna at the textual level and the reader at the extra textual one. The reader is the recipient of the macro story, which is Patrick's act of storytelling, as well as of the micro stories contained in it. Like Phillips' novel, Ondaatje's has a circular quality that makes stories transcend time and space; In the Skin of the Lion ends where it starts. The structure of the novel resembles a Chinese box since a series of interrelated stories form concentric circles, all of which converge in Patrick's act of telling a story to Hanna. He saw himself gazing at so many stories [...] He saw the interactions, saw how each one of them was carried by the strength of something more than themselves [...] His own life was no longer a single story but part of a mural, which was a falling together of accomplices. Patrick saw the wondrous night web --all these fragments of a human order... (145) Simil... ...y. In the Skin of a Lion creates an intimate space where the silenced, marginal and ex-centric author and tell their own stories. Ondaatje's characters comprise a polyphony of voices; even if not all the characters are narrators of their own stories, the reader gets to know their perspectives. He/she has access to the psychic and spiritual life of most of them mainly through Patrick Lewe's story and through a third person narrator. The stories are fragmented and somehow indeterminate. There are many silences and absences that call for an active participation on the part of the reader who tries to put the pieces of the puzzle together. As in Phillips' novel, the privileging of fragmented plural perspectives is an effort to avoid the closure and totalisation that characterise master narratives and celebrate the openness and heterogeneity of human experience.

Case 6: the Financial Detective

Case 6 : The Financial Detective Financial data is the most crucial information in describing any sort of business, but this information is also useful in differentiating between different types of businesses. In any specific industry, many key players are present, yet their strategies and implementations of business vary greatly. Two firms may achieve the same earned profit, yet go about securing this profit in radically different ways . A close analysis of financial data for each business can be used to understand and explain these different strategies employed by a given company and how that strategy affects the financial performance of each company. This case calls for the examination of two different companies within the same field and, through analysis of selected financial information, determining which set of data belongs to which company based on the different characteristics and strategies employed by each company. The results of this analysis are as follows. Health Products The two companies listed here manufacture and market health care products. The first is the world’s largest prescription-pharmaceutical company containing a broad pipeline of ethical pharmaceuticals backed by significant research and development, which has recently divested many of its non-related business holdings and is considered the partner of choice in terms of licensing agreements. The second company is a diversified health-products company that manufactures and mass markets a broad line of pharmaceuticals, over-the-counter drugs, health and beauty products and medical devices. Brand development and management is key to this company. Company A is the more diversified company, while Company B is the world’s largest pharmaceutical company. A major signifier here is the intangible assets owned by Company B, 46. 1 vs. 22. 2, which would explain the patents and licensing deals mentioned in the company description, as well as the robust research and development budget. Another major clue here is in the inventory turnover. Company A, well-diversified with a mass-market strategy, turns over their inventory 3. 8 times vs. .93 of company B, which is to be expected of a mass-market company intent of volume sales to consumers. Beer Two brewers of beer are described here, the first being a national brewer of mass-market consumer beers sold under a variety of brand names who also owns a number of beer-related businesses and several major theme parks. The second is a smaller brewery with smaller production volume and higher prices that outsources most of its brewing activity. The firm is also mentioned to be financially conservative and has recently undergone major cost-saving initiatives. Company C is the national brewer while company D is the small market brewery. A major key here is understanding that company D is described as financially conservative, which helps explain the large amount of cash and short-term investments (55. 6) that they keep on hand, while also holding no long-term debt. A large, national company like C would be expected to carry some debt in order to finance such large operations. Also, as C operates an extensive network of breweries and distributorships, while also owning beer-related businesses and theme parks, it would follow that their net fixed assets would be quite large (54. 7) compared to the relatively smaller D (16). Computers The two companies described here sell computers and related equipment. One company focuses exclusively on mail-order sales of built-to-order PCs and devices and is an assembler of PC components manufactured by suppliers. The other company sells a highly differentiable line of computers and accessories and has recently begun to recover from a dramatic decline in its market share. The firm has an aggressive retail strategy intended to drive traffic through its stores and expand its installed base of customers. Company E is the online retailer, while Company F is the retailer. As E is an assembler of parts supplied by a manufacturer, their manufacturing is essentially outsourced, which accounts for the higher cost of goods sold (81) as well as the higher amount of accounts payable, as they consume more supplies in order to assemble their products. As well, since company F is a bricks & mortar retailer as opposed to an online vendor, F has had to adopt and aggressive retail strategy that requires advertising their products and stores and employees in which to sell their products, which accounts for the relatively higher SGA expense (23. 1). Books and Music Of the two companies profiled here, the first focuses its sales based on a vast retail-store presence. This company is the leader of traditional book retailing, and also maintains an online presence and owns a publishing imprint. The other company sells books and music solely through its web site. Media is the majority of their sales, but they also sell electronics and other merchandise, and the company has only recently become profitable due to an aggressive strategy of acquiring related online businesses. Company G is the online retailer while company H is the traditional seller. G reaches customers solely through the internet, and besides various warehouses used for shipping it would have no need to keep large fixed assets, which explains why their net fixed assets (7. 6) are significantly lower than the traditional seller (24. 4), who requires the retail outlets needed to reach their customers. Along these lines, as H is a traditional seller of goods, their inventories (38. 6) are bound to be much higher, as their retail outlets need to remain stocked rather than ordering as needed like G would. This explains G’s higher cost of goods sold due to not needing to buy in bulk. Paper The companies listed here are both paper manufacturers. The first company is the world’s largest maker of paper and paper products, who also owns timberland, numerous paper-related facilities and a paper-distribution network. The company has spent the last few years closing inefficient mills, implementing cost-containment initiatives and selling nonessential assets. The other firm is a small producer of specialty papers as well as towel and tissue products. Most of the company’s products are marketed under branded labels and the company purchases the wood fiber used in the paper making process. Company I is the larger firm while company J is the smaller firm. The first clue to this conclusion is the amount of long-term debt company I is carrying (41. 3) compared to company J (18. 3). As we know that the larger firm has spent the last few years reorganizing and attempting to cut costs, it would make sense that these initiatives were taken because of high company debt. Along this line, I’s total debt/total assets is much higher (42. 8), which would also help to explain the cost-containment initiatives needed. Also, I’s cost of goods sold (75. 3) is lower than J’s (82. 9), most likely due to their ownership of supply companies and J’s decision to buy theor wood fiber on the open market. Hardware and Tools These two companies manufacture and sell hardware and tools. The first company is a global manufactur er and marketer of power tools and power-tool accessories that sells primarily to retailers and distributors with the branded products intended to reach the average consumer. The other company manufactures and markets high-quality tools for professional users, offering a broad range of products sold through its own technical representatives and mobile franchise dealers. The company also provides financing for franchisees and customers’ large purchases. Company K is the global manufacturer while company L is the professional tool manufacturer. The first major hint here is the SGA expense for each company. Company L’s expense (38. 9) is significantly higher because of their use of technical representatives and mobile franchises that they themselves provide financing for. As well, company L’s gross profit (48. ) is significantly higher, most likely due to the higher prices they are able to charge due to the precision and quality of their professional-minded tools. Retailing These two companies are both large discount retailers. The first firm carries a wide variety of nationally advertised general merchandise and is known for low prices and its volume-orientated strategy. Most of its stores are leased near the company’s network of distribution centers and the company plans to expand. The second company is a rapidly growing chain of upscale discount stores that attempts to match other retailers’ prices and offers deep discounts. The company has partnerships with many leading designers and offers credit to qualified customers. Company M is the general merchandiser while company N is the upscale discount store. As mentioned in the description, company N is known for providing credit to boost sales, and thus this extended credit appears in their receivables (17), as opposed to M (1. 4). Also, company N’s gross profit and profit margins are higher, as their strategy isn’t based on volume sales (make smaller profit but sell way more) like company M is. Newspapers The companies listed here both own newspapers. The first is a diversified media company that generates most of its revenues through newspapers sold throughout the country and around the world. The company has large central controls and competes fiercely for subscribers and advertising revenues. The company also recently built a large office building for its headquarters. The second company owns a number of small community newspapers throughout the south and mid-west. The firm essentially holds a portfolio of small local monopolies and has a significant amount of goodwill on its balance sheet. The company’s success is hinged on decentralized decision making and administration. Company O is the Midwestern Company, while Company P is the well-diversified company. The description mentions how company P is forced to fiercely compete, which would surely raise their SGA expense (39. 7) as compared to company O (23). This is also true considering company O’s emphasis on decentralized management and administration, which affects the SGA expense. Also, P recently built and owns a large office building, which would add to their net fixed assets (34. 6) compared to company O’s (14. 1).

5 Questions to Consider When Writing for Children

5 Questions to Consider When Writing for Children 5 Questions to Consider When Writing for Children 5 Questions to Consider When Writing for Children By Mark Nichol â€Å"I want to write a book for children† gets you about as far as saying, â€Å"I want to write fiction† or â€Å"I want to write nonfiction.† It’s a start, but only that. There are many forms and genres and age groups to consider, and though you can certainly move fluidly among them, what you’re going to write right now needs more focus. As you develop your ideas for a children’s book, be sure to answer these questions: 1. What do you want to write about? Is your book going to be autobiographical or semiautobiographical? Is it about a natural phenomenon, or a historical event, or a social issue? It is about a cultural or artistic topic? Write a sentence no longer than any of the ones in this paragraph that summarizes what the book is about. Or step back even further and try a tagline like the snappy phrase on a movie poster or a book’s back cover that encapsulates the theme. (The tagline for one story I’ve been working on is simply â€Å"Believe.† Another theme is â€Å"Friends don’t hesitate.†) 2. What form will the story take? Is the book nonfiction, explaining a scientific concept or exploring an issue from the past or present? Or is it going to be a fictional account of a scientific discovery or a story that takes place during a significant historical event or cultural movement? Either form may serve the subject matter well, but you must decide which one this project will take before you develop the narrative. 3. What’s the target demographic? â€Å"Children’s books† is a huge category. Are you writing for beginning readers, elementary school students, preteens, or adolescents? Will children of one gender or another be more likely to read your book? Is it directed toward a certain ethnic group (but written in such a way that others don’t feel excluded)? Research reading levels and match your book’s vocabulary to the intended age range. Decide who the ideal reader is, and check your work frequently to make sure you’re focusing on that child. If you repeatedly veer off, don’t try to force yourself to get back on target when it’s obviously not the right fit. Change the target. 4. What’s my word count? For very young children, picture books (generally 28 pages in a 32-page book with up to a few sentences on each page) are the norm. You should be able to tell your story or account in as little as a few dozen words for preschoolers to up to several hundred for seven- or eight-year-olds. Chapter books novels for readers this age or slightly older, might have up to a thousand words or so. Preteens can handle up to 40,000 words or so, and young teenagers about twice that; books for older adolescents, like those for adults, are often 100,000 words or more. 5. How do I want readers to feel? Basically, comfort young readers, and challenge older ones. For preadolescents of any age, nonfiction should not frighten children with stark facts about environmental crisis, for example, and fiction should not expose them to unhappy or uncomfortable circumstances. The violence and turmoil of the kind found in fairy tales and myths is acceptable, but real-life mayhem is off limits. Teenagers, on the other hand, are coming to grips with reality and can more or less handle more adult-themed materials as long as it’s not explicit or bleak. Psychological issues, familial and societal friction, and other mature themes are appropriate when handled evenhandedly. Even books for adolescents, however, should have upbeat conclusions. (Comeuppance for villains or reprobates is fine, but sympathetic characters, while they should be given obstacles and ordeals to overcome and can experience physical and psychological pain, should emerge from the story intact.) Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Fiction Writing category, check our popular posts, or choose a related post below:Homograph ExamplesAwoken or Awakened?Adverbs and Hyphens

How to Write a Good Descriptive Essay, with Topics

How to Write a Good Descriptive Essay, with Topics How to Write a Perfect Descriptive Essay (Step by Step) Topics How to start How to write thesis How to write body paragraphs How to conclude There are various types of essays that students get to write during their school life, and one of them is the descriptive essay. In a descriptive essay, writers are given the opportunity of sharing their impressions and moods. It is, therefore, necessary to involve all the sensory details, that is, sight, smell, sound, taste, and touch. The main aim of a descriptive essay is to try and paint a clear picture to the audience. When given such a task, the writers often express their thoughts and try to make sure that readers can have the idea or experience the same feeling as they did. Therefore, writers need to make use of vivid language and be as detailed as possible with the intention of making the picture clear and avoid any room for ambiguity. The purpose or reason for writing a descriptive is simply to describe a person, an object, or a place using the simplest of words but with the intention of having a huge impact. The goal is to take the audience on a journey and by using a unique power as well as appeal. Writers must seek to evoke the audience’s senses because it is the only way that an impression will be made. Topic Choice As already stated, perfect descriptive essays are written with the intention of discussing a person, place, or object. However, before you begin the writing process, it is important first to select a suitable topic. Descriptive essay topics are many, but writers are always cautioned on their selection strategy. It is, therefore, necessary to exercise caution when selecting a topic so as to avoid topics that will make it hard for the writer to articulate their ideas smoothly. Below are some tips on a descriptive essay topic selection: Choose topics that you are familiar with. These make the writing process easier as well as research easy. Select a topic whose content coincides with the article requirements. For example, it would be unwise to select a topic on something such as the Israeli-Palestinian conflict while you have been asked to write a 5-paragraph essay. The example above contains a lot of information and will hence be troublesome to fit it into only three body paragraphs. Start with several topics and evaluate them by listing their pros and cons. Here, you should select the topic that seems to give you enough details for the essay. Examples of descriptive essay topics include: Best vacation site. Your first kiss. Your worst nightmare. Hurricane Katrina. High school reunion. A walk on the beach. First breakup. Favorite pizza joint. Favorite movie. Best teacher. The most embarrassing experience. The best childhood memory. Your role model. Trip to Egypt. Your career. Favorite hobby. First day in college. First speech as college president. Your worst fear. First airplane ride. Descriptive Essay Structure Outline Fundamentally, an outline contains the essay’s main point or thesis statement, and the supporting arguments. It is always necessary to start an essay with an outline, mainly because of the following reasons: Saves the writer time. It is easier to organize ideas and points. Helps to make the research efficient and goal-oriented. The writer can divide the different sections based on word count. If, for example, you have been asked to write a descriptive essay about the City of New York, the following would be the outline: New York City Introduction Include general information about the city, for example, the location, population, etc. Include the city’s diversity in culture. Main Body Transportation (Highways, Bus and Railroad Service, Subway, Airport, etc.). People (diversity in their cultures). Neighborhoods. History. Public Safety. Economy. Environment. Conclusion Restates the thesis statement. Synthesize the main points of the essay. How to start a descriptive essay A descriptive essay introduction should be interesting and have a hook that will help to capture the attention of the audience. You can start with a quote whose main aim should be to make sure that the readers are motivated to continue reading the article. Here are some tips on writing an introduction for a descriptive essay: Start with a hook. You should not pass the opportunity of grabbing your readership’s attention. Start strong and make it impossible for the audience to drop your essay. Provide some background information. Readers must be introduced to the topic at hand. The writer should, therefore, include a brief piece that introduces the audience to the topic at hand. Narrow down your scope and avoid ambiguity. Include a thesis statement. Provides readers with your main argument. Tips on Thesis Writing A thesis statement bears the main argument of an article. Teachers often insist on having it as a part of the introduction, simply because it makes the writers stance or perception of a topic clear to the readers. Here are some tips on writing a thesis statement: Make the thesis statement interesting. Question common knowledge or make it argumentative. Avoid using clichà © statements or phrases, for example, â€Å"The focus of the article is†¦Ã¢â‚¬  Base your thesis on reliable research. How to Write a Body Paragraphs The body of any essay often has supporting arguments that build on the author’s thesis statement. Here wise topic selection and thorough research come in handy, and writers need to be good in both. Below are some tips on how to write good descriptive essay bodies: Use topic sentences for the supporting arguments. Cite accurately. Use transition words. These provide readers with the opportunity of following an assignment systematically. The common number of body paragraphs is three unless otherwise stated and each is often five to six sentences long. Tips on Conclusion Writing A descriptive essay conclusion provides you with the opportunity of leaving a lasting impression on the readers. It is, therefore vital to have a good quality end for an essay. When writing a conclusion for a descriptive essay, the writer must, first of all, factor in the components or variables that need to be included in their essay. Consider the following tips when writing a conclusion: Restate the purpose of the essay. Summarize the main supporting argument within the essay. Conclude with a general statement or something that encourages a discussion beyond your essay. Sources for Essay Choice There are numerous online essay sources that writers can choose essays from. However, writers are always advised to select essays that they are familiar with and that will provide them with enough content. It is indeed easy to get essays online and while some might appear easy at first, finding content could be harder later. Familiar essay choices should hence be the only viable options for writers. The writing process should be enjoyable, and writers should not be led to believe that it is not. Finalizing Essay An essay’s title is indeed important and in an instance decides whether a person will read an essay or not. Descriptive essays should have interesting titles which should help to grow the readership of your essay. Proofreading is not optional and should always be done once the paper is complete. Grammatical, omission and punctuation errors are common mistakes, but they should be amended before the essay is submitted. Proofreading an essay helps to identify and correct such mistakes before finally submitting the paper. Essay revision is a necessary step in descriptive essay writing. Errors such as inconsistencies in some of the arguments, wrong citations, duplications of points, etc. are not easily identifiable. These make revising a necessity and help to ensure that an essay is of high quality.

Explication of Greater Love essays

Explication of Greater Love essays Wilfred Owens Greater Love and Remarques All Quiet on the Western Front are two pieces of literature that examine the bond that men made with each other during World War I. The speaker in Greater Love tells of the sacrifices made during war to his lover, who he does not believe can understand the relationships made between soldiers. All Quiet on the Western Front is a story told from the perspective of a German soldier caught up in a war he doesnt understand. Both stories suggest that the love made between soldiers during the combat is the purest type possible. Wilfred Owen compares the love between soldier and the love between a man and a woman many times to show how strong the camaraderie between soldiers is. Owen does this by comparing different aspects of war to a characteristic of a woman. In the first stanza he compares war to her lips, in the second stanza he compares it to her figure, in the third it is compared to her voice and in the last stanza he compares the sacrifices made during war to the fullness of her heart. The speaker states that Kindness of wooed (The women) and wooer (The man)/ Seems shame to their love pure (line 4). The love between soldiers is so pure that erotic loves seems disgraceful when compared to it. The idea of camaraderie is touched upon often in Erich Remarques All Quiet on the Western Front. An example of the love that the soldiers have for each other can be seen when Kemmerich is in the hospital and all the men go to visit him. Kemmerich has a nice pair of boots that Muller desperately needs. Remarqu e states that, were Kemmerich able to make any use of the boots, then Muller would rather go bare-foot over barbed wire than scheme how to get a hold of them (Remarque 24). This type of love between soldiers cannot be matched. The men were willing to pay the ultimate price and die for each other. Or in the case of Paul and Kat,...

Abused and Abusive Adolescents Essay Example | Topics and Well Written Essays - 500 words

Abused and Abusive Adolescents - Essay Example   Barnett, Miller- Perlin, and Perrin (250), I totally differ with parents who are not human in their form of instilling discipline to their teenagers. Some parents overdo it and as a result, cause a permanent effect on their teenagers causing them to develop long-term effects. For instance, a parent decides to discipline his child to sleep outside on the dog mat because he or she could not finish up his homework. It is unlawful for any parent to administer discipline to his or her child which in the long run will result to the child being with problematic effects. This parent is prune to facing the law. It makes sense when a parent politely corrects his or her child and shows him the consequences of his actions rather than a parent who inhumanly punishes his or her child with frustrations or ego oriented mindset. Importance of the topic I have realized that in a family setting there exist all forms of family violence and abuse. Through this, one requires an adequate know-how on to deal with any form of family abuse and how to provide long-term solution to any difference that may arise in the family. This is facilitated by putting in place mechanisms and channels that are to be followed in order to solve issues either in a short run or long run perspective. Through reading this course i have been in a position to embrace self-control in decision-making processes. This is because the decision made can have an intense impact if the judgment is not correctly made (Barnett, Miller- Perlin, and Perrin 275).

The WBS 2 module Essay Example | Topics and Well Written Essays - 500 words

The WBS 2 module - Essay Example However, there were difficulties during the report-writing stage, especially when it came to choosing the scenario that would be discussed, all the while ensuring that the report was objective. In addition, accessing relevant journals and texts was difficult, especially when multiple sources were involved. The peer assessment feedback was a big help since it enabled the group and I to identify areas, which we needed to improve on. When I had to work on my portfolios by myself, I also faced various challenges, including time management. Moreover, while some of the instructions seemed straight-forward in the beginning, I realized that my tutor meant to improve my research ability, as well as ensure that I had an adequate objectivity level as opined by Hill. The tutor made it clear that any arguments used would have to be supported by valid references and/or explanations, which meant that I had to correct some of my text until I presented satisfactory work. Indeed, I am confident that I satisfied my module tutor’s requirements.It was challenging for me work independently, especially since the research in application of work based structure was very extensive, while, as stated, most of the sources accessed proved to be irrelevant to the portfolios. However, if I could do it again, I would seek to access my module tutor more when I came across issues that my classmates could not solve, as well. Time management is crucial in managing work based structures although I feel that was not my strongest point.

H.W Assignment Example | Topics and Well Written Essays - 250 words - 3

H.W - Assignment Example This paper will discuss whether it is ethical for managers to control their employees. The major role of a manager is to coordinate the team of employees so that they achieve the organizational goals. Human beings have a nature of working under pressures, and hence, every manager must ensure that the employees have certain set goals. Setting goals for employee is ethically acceptable in business management as it is a measure to maximize productivity. The managing director has the role of ascertaining that his/her employees are working to the required standards and hence must control their mode of operation (Snell, & Bohlander, 52). Controlling the employees to ensure that they deliver work and service of a high standard is ethical and is not a form of exploitation. However, some managers tend to overload their employees with duties that are not meant for them. In such cases, managers are exploiting their employees and it is unethical as per the management codes of practice. Reward programs are meant to be a form of motivation to the employees by ensuring that there are happy at their workplaces (Snell, & Bohlander, 47). However, some managers set extremely high levels of production in order for their employees to receive the rewards. Such acts are a form of manipulation to employees. In conclusion, the function of a manager is to control and coordinate the other employees and hence it is not a form of

On-Boarding Invervention in Bank of America Case Study

On-Boarding Invervention in Bank of America - Case Study Example Its 2008 Merrill Lynch acquisition made it the largest corporation in wealth management in addition to making it a crucial player in investment banking. As of 2009, it held at least 12.2% of all US bank deposits. Its main competitors are wells Fargo, JP Morgan Chase, and Citigroup. As well as operating in all 50 states, it its retail banking footprint covers at least 80% of the United State’s population and serves up to 57 million consumers. The premise of this paper is to study the Bank of America’s talent management program that has a vital part to play in the bank’s phenomenal success, identify its strengths, how it can be improved, and finally to suggest other effective approaches to meet future challenges. In today’s corporate market, the bank of America probably has the best approach to on-boarding, its main form of executive talent management (Goldsmith& Carter, 2009). This has led to a 12% turnover in hiring of executives, having fired 24 out of 19 6. Some higher corporations have a 405-turnover rate for hiring. The program is designed to aid just hired executives in learning facility, build, and leverage relationship networks for company initiative implementation and career success. On taking the job, the executive, is faced with three dilemmas: mastering a demanding ad complex role, high expectations, and a high derailment probability. On-boarding interventions are underpinned by fundamental assumptions (Goldsmith& Carter, 2009). The baseline assumption contends that it occurs over time that is, specifically in the executive’s initial 12-18 months. Interventions occur at given intervals in the 12-18 month period, not the first couple of months on the job. The on-boarding also should be supported via multiple resources, that is, stakeholder resources. Finally, these interventions are dependent on the stakeholder- executive interaction. On-boarding consists of four major phases. The first is the selection phase, which c onsists of the selection process. At the Bank of America, cultural fit and leadership ability are added dimensions to the usual criterion of experience and expertise. The HR function thus gives added attention to its executive search firm’s partnerships to avoid derailment of executives lacking cultural sensitivity, interpersonal skills, and leadership ability. The bank’s leadership development partner assesses the candidate’s leadership approach, team value, and cultural fit. The LD partner then formulates questions for the interviewers that provide insight into the misfit or fit potential of the candidate into the bank’s culture, and their leadership credibility. On hiring, the candidate is given the interview questions and answers, though the feedback source is kept anonymous. The LD partner acquires a calibrated and clear job specification supported and spelled out by the stakeholders about what is required for the job (Goldsmith& Carter, 2009). The n ext phase is the entry phase. The first few weeks are critical for the new executive. He or she must complete four outcomes: develop specific business acumen for the role, learn the culture of the organization, master leadership demands of the role, and build relationships critical to the organization. In order for these demands to be met, three intervention categories are utilized. These are support and coaching, operational forums, and processes and tools. There are three primary givers of support and coaching; the LD collaborate, HR generalist, and hiring executive.

Marketing Little Known destinations the island of Saaremaa, Estonia Essay

Marketing Little Known destinations the island of Saaremaa, Estonia - Essay Example One key question that needs to be addressed when thinking of the marketing efforts is whether to prioritize their marketing efforts at the established markets or look at newer markets such as distant European countries. As per the context established by the case, the tourism industry is changing very rapidly. The tourists are much more open to traveling to distant places to discover new and little known, but exotic destinations (Yong, 2006). Therefore, with regard to Saaremaa, the marketing efforts should be prioritized to build new markets. Europe is well known for exotic and small destinations and hence, the level of competition is high. Therefore, to attract customers from a new market, it is necessary to have a high focus on building the brand, ensuring sustainability as well as in targeting the right market segment. For example, Saaremaa is famous for its natural beauty, its rich history as well as the sweet-sour bread and beer. Hence, the brand Saaremaa for tourism should adequ ately encompass these different aspects. The initial marketing efforts can center on advertising Saaremaa to create awareness and the subsequent efforts can center on introducing specific theme related holidays such as an exotic theme that centers on the sweet-sour bread and beer in the food category or a historical theme holiday destination. Focusing on new markets will also make the destination popular among a wider set of customers who have various preferences of holidays and hence, it would open Saaremaa’s uniqueness to customers who prefer such destinations. However, it should be ensured that any steps of market expansion should not result in overcrowding. In addition, any word of mouth marketing may already work in the existing markets which will ensure that there is a steady flow of tourists from the already established markets. Therefore, prioritizing the new market will bring in customers from newer markets and at the same time, the customers from the existing market s will continue to visit because of the existing efforts and word of mouth (Holloway, 2004). 2. Should Saaremaa improve access by ferry or plan on the construction of a bridge to the mainland, as a means of expanding tourism? Or, conversely, should the island authorities aim to limit the appeal of the island in its existing isolation, by aiming to boost income from a smaller base of visitors to this island destination? One of the highlights of Saaremaa is how it is exotic and little known, but extremely beautiful and a perfect holiday get away. Therefore, on one hand it is important to build the tourism sector, it should be done in such a way that the pristine surroundings are not disturbed and the serenity of the place is not at risk because of overcrowding. Therefore, to sustain this exoticness and serenity, it is necessary to ensure that the place does not degrade in standard because of overcrowding. Overcrowding may mean more revenue because of increased crowd influx, but it als o can result in pollution, higher crime rates, more buildings and development (Doan, 2000). It can also mean that the natural beauty as well as tourist spots no longer provides peace and tranquility, thereby taking away the charm from the place. Hence, it is recommended that appeal of the island should be maintained by ensuring that there is some amount of isolation. In such cases, the challenge is how to improve the tourism industry without

Management of international business Essay Example | Topics and Well Written Essays - 3000 words

Management of international business - Essay Example The company is also committed to meeting deadlines following a well organized work schedules. Most of our clients are referred to the company by previous clients indicating that we offer quality services that are customer satisfactory. In addition, it demonstrates that the company is committed to its work and very reliable besides the good customer relations that the company has established. This is the main reason why the company has continued to be relevant over the past fifty years. The company has incorporated sustainability principle in its principles. It utilizes construction materials efficiently and effectively to ensure that there are no adverse impacts on humans and detrimental effects on the environment following the company’s activities. The company has a deep understanding on the need for development that is sustainable. Our construction activities meet the international standards of construction with a long term vision of conserving ecological systems. Holder Con struction Company advocates for environmental impact assessment in order to weigh the costs and benefits that are likely to accrue from the development projects. In addition, the company has employed accredited environmental health officers who are experts in the area of environmental impact assessment as well as environmental audit that can be offered to assess if the environmental mitigation measures that were recommended are being achieved. The company is committed to its social responsibility. It is responsive and follows requirements that have been recommended by intergovernmental regulations. For instance, The Rio declaration on Environment and Development, Participatory Principles, Sustainability Principle, and The Precautionary Principle among other environmental principles and policies. Holder Construction Company has a department that drives its goals and mission of implementing sustainability development and Corporate Responsibility through its Sustainability Development Department. The department has a sole responsibility of giving the necessary advice required prior to the actual construction and during construction. This indicates how much we attach a lot of value in efforts towards Corporate Responsibility. The company holds sustainable practices at heart. Corporate Social Responsibility Corporate Social Responsibility, also known as Corporate Citizenship, is a framework that is used to evaluate a company’s performance against parameters including social and environmental parameters including economic parameters. The main aim of Corporate Social

On-Boarding Invervention in Bank of America Case Study

On-Boarding Invervention in Bank of America - Case Study Example Its 2008 Merrill Lynch acquisition made it the largest corporation in wealth management in addition to making it a crucial player in investment banking. As of 2009, it held at least 12.2% of all US bank deposits. Its main competitors are wells Fargo, JP Morgan Chase, and Citigroup. As well as operating in all 50 states, it its retail banking footprint covers at least 80% of the United State’s population and serves up to 57 million consumers. The premise of this paper is to study the Bank of America’s talent management program that has a vital part to play in the bank’s phenomenal success, identify its strengths, how it can be improved, and finally to suggest other effective approaches to meet future challenges. In today’s corporate market, the bank of America probably has the best approach to on-boarding, its main form of executive talent management (Goldsmith& Carter, 2009). This has led to a 12% turnover in hiring of executives, having fired 24 out of 19 6. Some higher corporations have a 405-turnover rate for hiring. The program is designed to aid just hired executives in learning facility, build, and leverage relationship networks for company initiative implementation and career success. On taking the job, the executive, is faced with three dilemmas: mastering a demanding ad complex role, high expectations, and a high derailment probability. On-boarding interventions are underpinned by fundamental assumptions (Goldsmith& Carter, 2009). The baseline assumption contends that it occurs over time that is, specifically in the executive’s initial 12-18 months. Interventions occur at given intervals in the 12-18 month period, not the first couple of months on the job. The on-boarding also should be supported via multiple resources, that is, stakeholder resources. Finally, these interventions are dependent on the stakeholder- executive interaction. On-boarding consists of four major phases. The first is the selection phase, which c onsists of the selection process. At the Bank of America, cultural fit and leadership ability are added dimensions to the usual criterion of experience and expertise. The HR function thus gives added attention to its executive search firm’s partnerships to avoid derailment of executives lacking cultural sensitivity, interpersonal skills, and leadership ability. The bank’s leadership development partner assesses the candidate’s leadership approach, team value, and cultural fit. The LD partner then formulates questions for the interviewers that provide insight into the misfit or fit potential of the candidate into the bank’s culture, and their leadership credibility. On hiring, the candidate is given the interview questions and answers, though the feedback source is kept anonymous. The LD partner acquires a calibrated and clear job specification supported and spelled out by the stakeholders about what is required for the job (Goldsmith& Carter, 2009). The n ext phase is the entry phase. The first few weeks are critical for the new executive. He or she must complete four outcomes: develop specific business acumen for the role, learn the culture of the organization, master leadership demands of the role, and build relationships critical to the organization. In order for these demands to be met, three intervention categories are utilized. These are support and coaching, operational forums, and processes and tools. There are three primary givers of support and coaching; the LD collaborate, HR generalist, and hiring executive.

Management of international business Essay Example | Topics and Well Written Essays - 3000 words

Management of international business - Essay Example The company is also committed to meeting deadlines following a well organized work schedules. Most of our clients are referred to the company by previous clients indicating that we offer quality services that are customer satisfactory. In addition, it demonstrates that the company is committed to its work and very reliable besides the good customer relations that the company has established. This is the main reason why the company has continued to be relevant over the past fifty years. The company has incorporated sustainability principle in its principles. It utilizes construction materials efficiently and effectively to ensure that there are no adverse impacts on humans and detrimental effects on the environment following the company’s activities. The company has a deep understanding on the need for development that is sustainable. Our construction activities meet the international standards of construction with a long term vision of conserving ecological systems. Holder Con struction Company advocates for environmental impact assessment in order to weigh the costs and benefits that are likely to accrue from the development projects. In addition, the company has employed accredited environmental health officers who are experts in the area of environmental impact assessment as well as environmental audit that can be offered to assess if the environmental mitigation measures that were recommended are being achieved. The company is committed to its social responsibility. It is responsive and follows requirements that have been recommended by intergovernmental regulations. For instance, The Rio declaration on Environment and Development, Participatory Principles, Sustainability Principle, and The Precautionary Principle among other environmental principles and policies. Holder Construction Company has a department that drives its goals and mission of implementing sustainability development and Corporate Responsibility through its Sustainability Development Department. The department has a sole responsibility of giving the necessary advice required prior to the actual construction and during construction. This indicates how much we attach a lot of value in efforts towards Corporate Responsibility. The company holds sustainable practices at heart. Corporate Social Responsibility Corporate Social Responsibility, also known as Corporate Citizenship, is a framework that is used to evaluate a company’s performance against parameters including social and environmental parameters including economic parameters. The main aim of Corporate Social

Taking Control of Obesity Essay Example for Free

Taking Control of Obesity Essay What is being done about childhood obesity and how could parents improve good healthy habits? Parents should be mindful of the foods children eat and exercise routines. Childhood obesity is often a result of a lack of nutrition, exercise, and self control. Childhood obesity is a growing epidemic in the United States. Parents are role models and should demonstrate healthy eating habits, exercise routines, positive self-esteem and teach long-term weight control to help maintain a healthy weight and good habits that will prevent obesity. Developing good eating habits as a child can reduce the risk of one becoming obese. Parents have control of what children eat, beginning at birth. Children need to eat fresh fruit, vegetables, fat free and low fat dairy products, whole grains, and seafood. To maintain good health one has to maintain a healthy body weight and meet nutrition requirements. Preparing home cooked meals is the best way to demonstrate healthy eating habits and portion control. Eating together at the dinner table give parents a chance to discuss why it is important to eat healthy and what healthy foods are. That gives the children an opportunity to ask questions and get answers. At snack time, parents should offer children snacks that are not loaded with sugar and fat. Taking children to grocery shopping is a good way to explain what healthy foods are and healthy eating habits. Therefore, if parents teach children how to make good food choices that are a positive start too healthy eating. Exercising regularly is vital in a child’s life. Overweight children are at risk of heart disease, joint problems, sleep apnea, diabetes and possibly long-term health problems. Adding exercise in a child’s lifestyle is as important as adding healthy foods. Therefore, when a child get accustom to that lifestyle they can benefit from it. They can lose weight and live a healthier and long life. Parents have to incorporate exercise into the children lives. They must encourage the children to go outside and play, instead of watching television and playing video games. Parents have to encourage children to play sports in school and during the summer, so they can be physically active all year. However, parents have to provide the right nutrition that will provide growth and energy for physical activities. In addition, some basic planning that includes sports; outside activities and many calories, being burn is a good way to maintain a healthy weight. Self-esteem plays a big part in a child’s mental health. Peers tease children and it tends to lower that child’s self-esteem and make them feel like they have no worth. That can cause a child to develop an eating disorder and become withdrawn from others. Therefore, the parent has to figure out a way to promote positive self-esteem. Identify and redirect the child’s inaccurate beliefs is a start to promoting positive self-esteem. Be a positive role model, exercise and eat healthy with them. The most important thing to do is let the child know they are love, no matter what the situation. Obesity affects a child’s self-esteem, because of what they hear in society. Parents have to speak up on behalf of the children, that being overweight is unacceptable. Even though, being overweight is unhealthy, but tearing down a child’s self-esteem is also unhealthy. Parents need to build up the child’s self-esteem by showing them eating healthy and exercise can help maintain a healthy weight. When the children and parents do these things together, the children will feel better mentally and physically, knowing that a healthy lifestyle makes a happy child. Parents should also let the children know that everyone is different and being overweight do not make one any less of a person. In order for children to control, their weight long-term is to continue what the parents has taught them about good eating habits, exercise, and positive self-esteem into their adulthood. The children need to maintain a healthy lifestyle and focus on the right things to do. The children need to keep healthy foods in the pantry and refrigerator. Always start the day with a good breakfast, which increases the metabolism. Reduce unhealthy snacking, especially before lying down. Exercise at least thirty minutes to an hour a day. Always get a good night sleep at least six to eight hours a night. Always keep a positive attitude and do not punish or reward oneself with food. Therefore, if the parents instill these good healthy habits into a child, they will continue to do these healthy habits as adults. In conclusion, helping obese children lose the extra pounds requires a change in their lifestyles. Parents should work closely with the children to teach them about healthy food choices.

Leadership And Management In Nursing Nursing Essay

Leadership And Management In Nursing Nursing Essay Mergers illustrate the focus on organisational restructuring as the key lever for change as indicated by the ninety nine health care provider mergers in England between 1996 and 2001. (Fulop, Protsopsaltis, King, Allen, Hutchings, and Normand, 2004) However, in many cases, mergers have unexpected consequences and drawbacks including problems in integrating staff, services, systems and working practices, clashing organisational cultures and poor leadership capacity. This essay considers leadership and management in the context of a problematic merger of services from two hospitals onto one site. The essay focuses on the change management process within one department to highlight key leadership, team, and cultural issues that negatively affected the newly merged department. The microcosm of the department mirrors similar occurrences across the two merged hospitals. The essay concludes with a comment on the organisational consequences if a macro intervention is not implemented. Confidentiality has been preserved by anonymising the identity of the hospitals and departments concerned. BACKGROUND This essay explores a recent change process involving the creation of a psychiatric liaison team based in a NHS hospital Accident and Emergency Department. (A E) in January 2004. The change occurred because of the merger of two hospitals that resulted in a number of structural changes, including the amalgamation of a traditionally split emergency service into a one site A E department. The liaison team replaced the existing deliberate self-harm service which had operated in the one hospital for two decades. The new liaison team consisted of eight newly appointed G-grade mental health nurses, a team leader, and a consultant psychiatrist who had both previously worked in the deliberate self-harm service. The hours of operation initially were 08:00 to 22:00 and there were two nurses on duty on early and late shifts. During a four week induction period, the team participated in team building and training exercises and developed into a cohesive, effective group. The team created clear key performance indicators specific to the psychiatric liaison team, established an action plan to achieve the set objectives, and planned to carry out six-monthly reviews. The team developed a shared vision to provide high quality, person centred care to the A E department without breaching governments four hour targets (DOH, 2001). The team leaders leadership style was democratic, and she fostered collaboration and involvement within the team (Walton, 1999). The team members considered her an expert in the field, and respected her for it. In July 2004, the service manager attended a monthly team meeting. At the meeting she was informed that a major change was expected to the hours of operation. The service would be extended to a 24-hour service starting in September 2004. In order for the liaison team to cover a 24-hour roster there was initially be a reduction in the number of nurses on duty, however, more staff would be recruited if necessary after a six month service review. An exact date for the review was not given. The change had not been communicated as part of the strategy for the greater merger. The Department of Health (DOH) modernisation agenda for the NHS, (DOH, 2002) sets out to modernise services in the NHS, and introduced a three star rating scale against which each NHS Trusts performance is compared against benchmark standards. Funding in turn is dependant on the star rating achieved. One such standard relates to delays in A E departments, and stipulates that mental health patients should have 24 hour access to services, and that patients should be assessed and treated within four hours of arrival. (DOH, 2001) The underlying rationale for the change was therefore that the psychiatric liaison service had to provide a 24-hour service in order for the hospital to comply with the benchmark. Management of the merged hospitals did not consider staff shortages or how the four hour target might affect the quality of service provision, particularly when staff are under constant pressure to discharge patients before they exceed the benchmark standard. (RCP, 2004) In the servic e described above, reaching the necessary 98 % four hour target proved impossible, because the staff numbers did not match the requirements of the service. The service was therefore to be expanded without additional staff, implying not only changes in hours and shifts, but also changes in work patterns. The team members reacted negatively to how the change process was introduced. Concerns were expressed about the reduction in staff numbers and questions were raised as to how the staff would be able to cope. The sense of security and continuity were put at risk. (Walton, 1999) The service manager was not available to address the concerns due to an increased scope of responsibility because of the merger that was beyond her normal remit. Lack of two way communication between the manager and the employees meant that the manager lost a valuable opportunity to resolve the negative reactions, and laid the foundation for resistance to change (Johnson, Scholes, and Whittington, 2005). Within a month of the announcement, the team leader had resigned. A new team leader was appointed and was tasked to lead the team through the change. The team started gradually becoming fragmented, staff sickness rates soared, and morale plummeted. The situation reached a crisis point by December 2005, by which time two more staff members had resigned. The majority of staff had taken sick leave, and the psychiatric liaison service was left uncovered for several days. A number of mental health patients in A E waited for hours, sometimes all night, to be seen by a mental health professional. The A E department laid a formal complaint about the liaison teams performance. In March 2005, following discussion with a union representative, the team took out a grievance against the team leader. The key issues of concern were the way the change process had been introduced, lack of two-way communication and the team leaders unsuitable task-oriented, directive leadership style. The team leader was suspended and the Trust commenced a lengthy investigation into the change process. The investigation continues to date. ANALYSIS Cameron and Green (2004) suggest McKinseys 7S model as a diagnostic tool to identify interconnected and related aspects of organisational change. The model is problem rather than solution focussed, and hence useful for pointing out retrospectively why change did not work. The weakness of the model is that it does not explicit identify drivers from the external environment and accordingly key forces have been described by way of explanation. According to Burke and Litwin (1992), the external environment is any outside condition or situation that influences the performance of the organisation. Systems, Staff and Strategy Systems refer to standardised policies and mechanisms that facilitate work, primarily manifested in the organisations reward systems, management information systems, and in such control systems as performance appraisal, goal and budget development, and human resource allocation. (Burke and Litwin, 1992) Systems are the mechanisms through which strategy is achieved. Strategy is how the organisation intends to achieve a purpose over an extended time scale. Johnson, Scholes, and Whittington (2005) link it directly to environment (industry structure), organisational structure, and corporate culture. Leaders are the executives and managers providing overall organisational direction and serving as behavioural role models for all employees. (Burke and Litwin, 1992) The systems that the service had in place to support the staff prior to the merger had functioned efficiently. The psychiatric liaison team had monthly team meetings, weekly ward rounds and supervision, and twice daily handovers to ensure high quality service. Teams in this context mean a group who share a common health goal and common objectives, determined by community needs, to the achievement of which each member of the team contributes, in accordance with his or her competencies and skill and in co-ordination with the functions of others. (WHO, 1984) Under the previous team leaders management, the team had achieved a mature and productive level of performance that fell within Tuckmans model of team development of a performing team. (Mullins, 2002) The leader demonstrated characteristics of an effective team leader (e.g. good communication) and ensured that the team members views were passed on to the management. (Marquis and Huston, 2003) The team also developed team specific performance indicators to fit the Trusts strategy, such as the goal to provide high quality care within four hours of service users presenting to the A E department. However, the new management of the merged hospitals did not take into account that the reduction in staff numbers would make it difficult for staff to find time to attend ward rounds and to supervise care. Lack of supervision had a negative impact on the quality of care provided, and staff shortages meant that the team did not reach the four-hour targets in A E department. The change process indicated a lack of sincere stakeholder consultation which would have alleviated the crisis in the department. (Iles and Sutherland, 2001) Structure and Style Structure is the arrangement of functions and people into specific areas and levels of responsibility, decision-making authority, communication, and relationships to assure effective implementation of the organisations mission and strategy. (Burke and Litwin, 1992) The NHS Leadership Qualities Framework (DOH, 2002, p34) suggests leading change through people with effective and strategic influencing is essential in a merger environment. This is supported by Johnson, Scholes and Whittington (2005) who suggest that strategic, transformational leadership is a key element within an organisation staffed by professionals and that a collaborative style is required to achieve transformational, lasting change. However, the new team leaders leadership style was autocratic and the team members were no longer consulted about matters concerning it, which was inappropriate in team nursing approach associated with collaborative patient centric care. Marquis and Huston (2003) suggest that a democratic leadership style works best with a mature experienced team with shared responsibility and accountability. The change in leadership style meant that the team felt disempowered and uninvolved in decision making which did not allow ownership of the change process to emerge. Furthermore, the flow of information to the team slowed down and the teams concerns about the change did not reach top management implying that communication channels in the new organisational structure were not functioning efficiently. Management style equally affects culture. Johnson, Scholes and Whittington (2005) state that culture is the taken for granted assumptions that are accepted by an organisation or team. These work routines are not explicit, but are essential for effective performance. Ignoring these as the new team leader did, reduces motivation and performance, and stiffens resistance to change. Skills Skills are the distinctive capabilities of key people. (Cameron and Green, 2003) The nature of the team membership implied a range of key skills interdependent on the other for effective performance. A problem area in the skills portfolio was information technology skills. The Trust managing the merged hospitals had introduced a Trust wide electronic patient record system in accordance with NHS requirements. (DOH, 2003) This was implemented simultaneously with the decision to extend the working hours. The change aimed to improve the service user experience by allowing staff a 24-hour access to service users care and crisis plans. (DOH, 2003) The staff shortage meant that team members did not receive appropriate training on the system and the use of the electronic patient record system became a source of frustration and confusion. Lack of computer skills contributed to staffs frustration and negative attitudes with the change process. Superordinate goals Superordinate goals are the longer term vision of the organisation and the shared values and guiding principles that that shape the future of the organisation and motivation achievement of strategy. (Cameron and Green, 2003) The teams superordinate goals were initially created during the four-week team building period and aligned with those of the larger organisation. The teams vision was to provide high quality, service user centred care. The team also considered change as a natural part of organisational development. However, the team became increasingly resistant to change when it felt that the organisation did not really care about its employees, their concerns, and the ultimate reason for the organisations purpose, being the patient. DISCUSSION OF CHANGE PROCESS Change management is art of influencing people and organisations in a desired direction to achieve an agreed future state to the benefit of that organisation and its stakeholders. (Cameron and Green, 2003) A number of models can be used to model a change management process. A popular model is Kurt Lewins forcefield analysis. A forcefield analysis is a useful tool to understand the driving and resisting forces in a change situation as a basis for change management. This technique identifies forces that might work for the change process, and forces that are against the change. Lewins model suggests that once these conflicting forces are identified, it becomes easier to build on forces that work for the change and reduce forces that are against the change (Cameron and Green, 2003). The difficulty is the assessment of strength or duration of a force, partlicularly when the human dimension is considered. The key resisting force in the change process was a lack of staff and poor leadership. The change process under discussion was largely motivated by external factors. However, due to poor project planning, Trust management failed to consider the internal factors that had a major impact on the change. In particular, the management failed to involve the necessary stakeholders at a local level to increase ownership of the change thus failed to consider the human dimension (Walton, 1999 and DOH, 2004). The new team leaders autocratic leadership style did not fit the requirements of the task, or the culture of the team and thus sowed the seeds of resistance to change. (Hogg and Vaughan, 2002). The poorly managed change process became costly to the Trust due to the loss of human resources, reduced staff morale and lowered the credibility of the management. The change left the psychiatric liaison team feeling betrayed, and individual team members traumatised. As the change process progressed, it became evident that a thorough analysis of current resources and various dimensions of organisational change had not been carried out (Johnson, Scholes and Whittington, 2005). The management had not prepared a clear plan for launching and executing the change at a local level. The NHS Modernisation Agency Improvement Leaders Guide (DOH, 2004) stresses the importance of taking into consideration the human aspect when planning a change project. Similarly, Walton (1999) argues that change initiatives should be thought through and planned as far as possible taking into account the psychological bonds that staff form with their work groups and their organisation as a whole. It follows then that no precautions had been taken to address resistance to change. Johnson, Scholes and Whittington, (2005) state that there should be a clear communication plan to state how information about the change project will be communicated inside and outside the organisation. The team members were not given an opportunity to challenge and test the change proposal, or clarify what aspects of the change they could or could not influence. (Walton, 1995) Fulop, Protsopsaltis et al, (2004) suggest that change project should be presented as an opportunity to improve the quality of performance and that clinicians should should be involved on a consultative basis. Team members were aware of the consequences of extending the hours of operation without increasing the resources, however, there were no systems in place to communicate these views to the Trust management, a key aspect of the change process. The lack of key stakeholder involvement in the change meant that the management did not have access to the psychiatric liaison teams valuable experience on the immediate and wider implications of cutting down resources. (Henderson, 2002) The team members felt that their concerns about the lack of resources had not been taken seriously, and this inevitably led to a feeling that the Trust did not care about its employees or their views. Strong emotions such as anger and frustration were expressed by the team members. The lack of formal communication channels, meant that the team members took them out on each other. Johnson, Scholes and Whittington, (2005) confirm that at times of change, rumours, gossip and storytelling increases in importance and that team members engage in countercommunication, thus unconsiously spreading distrust, suspicion and negativity which leads to lowered staff morale and job satisfaction. Although the rationale for change was clear to everyone, the change was executed at such short notice that the team members did not have time to develop strategies to deal with it. The NHS Improvement Leaders Guide to Managing the Human Dimension of Change (DOH, 2004) suggests that clinicians go through phases of shock, denial, anger, betrayal, conformance and understanding before they finally develop comitment to the change. The team members were left in a state of shock after the service managers initial announcement of the impending change in July 2004 and then moved into a state of denial. The general opinion was that the management would sooner or later realise that the change could not be executed without increasing the resources and accordingly delayed the change process until more staff would be employed. When there was no indication of this in the weeks that followed, the team members became demotivated. The team failed to move on to the next stages in their reactions to cha nge, and commitment to the change process did not develop. The team leaders task-oriented leadership style did not suit the context of the change process, and partly contributed to its failing. Cameron and Green (2003) suggest that leadership will be most effective when the leaders leadership style, the subordinates preferred leadership style and the requirements of the task fit together. A directive leadership style therefore is ineffective if the subordinates preferred leadership style is democratic, even though the task is well defined within tight parameters. In addition, Hogg and Vaughan (2002) argued that the most effective leaders are those who are able to combine task and socio-emotional leadership styles, and organise team members to work towards achieving goals at the same time promoting harmonious relationships. The new team leader paid no attention to the team culture and failed to communicate to management about the impending issue. Johnson, Scholes and Whittington (2005) suggest that power is a key element in a change process. Power is the ability of individuals to persuade or coerce others into following a course of action. The new team leaders source of power was based on his hierarchal position in the Trust rather than on expertise or knowledge as shown by the previous team leader. The team members did not consider that the new team leader possessed appropriate expertise or personal characteristics. The team leader exercised coercion which was met with resistance by the team and for this reason the team members lacked respect for him. He was seen as an executor of decisions made by the management. The new team leader appeared to be more concerned about a successful completion of the change, was target driven and lacked sensitivity to employees feelings and concerns. The team leader used his positional power in a negative way, filtered information and gave the management a distorted view of how the staff were coping with the change process. The relationship between the team leader and the staff members eventually deteriorated to a point where communication broke down. Two staff members went on a long term sick leave, and two other staff members resigned. Following a meeting with a union representative in March 2005 the team members, including those who had resigned, made a decision to take grievance out against the teamleader. The key issues brought up in the meeting were the way the change had been introduced, poor project management and the team leaders autocratic management style (Walton, 1999). Back to: Essay Examples CONCLUSION In conclusion, lack of stakeholder involvement, poor project planning and the teamleaders unsuitable leadership style lead to the psychiatric liaison team becomimg fragmented, and resistant to change. No systems were put in place to ensure two-way communication with the employees. Lack of communication reduced the staffs commitment to, and ownership of the change, and lead to a lower quality service provision and increased long waits in A E. The poorly managed change process became costly to the Trust due to loss of trained human resources, staff morale and credibility of the management. Similar incidents occurred in other areas of the hospital indicating that the change processes associated with the merger had created organisational wide problems that were indicative of failure at a top management and strategic level. Strategic leadership is a key element of the change process. A successful merger will only be achieved with consistent communication and the establishment of a vision that percolates throughout an organisation as a basis for effective change to realise the stated benefits of all stakeholders. References Brooks, I. 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