Just a Dandelion free essay sample

WHO AM I, LIVING IN THE MIDDLE OF HISTORY, TO TELL THE UNIVERSE THAT IT OR MY OBSERVATION OF IT IS TEMPORARY? I am just a dandelion – as every person inhabiting planet earth. Eternity is a concept beyond my grasps and comprehension. It comprises of thousands, billions of momentary lives – like mine and yours. We flicker on and out. We are here one moment and the next we may be gone. How much we manage to reach out, on how many things we do indeed put a finger on remains unfathomable. The only purpose in our lives that seems somewhat reasonable and credible is to find our purpose. What’s the point in living when you can be blown away by the wind any second now? However, it is an unpromising and unpropitious venture and whoever sets out to delve into the depths of the recondite and abstruse, lands up in the depths of despair instead. We will write a custom essay sample on Just a Dandelion or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Needless to say, the only way out is dead-end street. I am just a dandelion – like you. I can get blown away by the harsh wind as I am sitting in my room and typing those words. I like being a part of that world, though†¦ a world of so many unknowns. And I contempt the impending second when my observation of it will come to an end. I despise the fact that my story would be dwindled and lost among the hundreds other. I abhor the mere thought that my observation would halt. I hate it†¦ But I am just a fragile dandelion – I am here and I am gone. Good riddance to bad rubbish. I grow to divulge the spring and the warm summer sun but I seldom make it to the hot days of August. The risen sun too bright in my losing eyes. The howling wind too wicked against my frail wings. Who am I to insinuate hatred towards that infinite magnificence of power? I am just a dandelion but I do relish my tenuous being. Perhaps I am temporary. Perhaps what I get is just a glimpse of t he marvels the universe beholds. But I retain my right to observe its glory and riot of colours. And I intend to indulge and bask in it. So here I am, sharing my momentary contemplation of a might too abstract and too arcane to name. My existence may be ephemeral but my observation (and my personal growth) would be conserved in the time capsule my essays are.

USS Alabama (BB-60) in World War II

USS Alabama (BB-60) in World War II USS Alabama (BB-60) was a South Dakota-class battleship that was commissioned into the U.S. Navy in 1942. The last ship of its class, Alabama initially served in the Atlantic Theater of World War II, before receiving orders to shift to the Pacific in 1943. Largely serving as protection for American aircraft carriers, the battleship took part in all of the U.S. Navys major campaigns in the Pacific Theater. In addition to covering the carriers, Alabama provided naval gunfire support during landings on Japanese-held islands. In the course of the war, the battleship did lose a single sailor to enemy action earning it the nickname The Lucky A. Alabama currently a museum ship moored in Mobile, AL. Design Construction In 1936, as the design of the North Carolina-class neared completion, the U.S. Navys General Board gathered to address the two battleships that were to be funded in Fiscal Year 1938.  Though the Board was leaning towards building two additional North Carolinas, Chief of Naval Operations Admiral William H. Standley preferred to pursue a new design.  As a result, the building of these vessels was delayed to FY1939 as naval architects began work in March 1937.   While the first two battleships were officially ordered on April 4, 1938, a second pair of vessels was added two months later under the  Deficiency Authorization which passed due to increasing international tensions.  Though the escalator clause of the Second London Naval Treaty had been invoked permitting the new design to mount 16 guns, Congress requested that the battleships stay within the 35,000-ton limit set by the 1922 Washington Naval Treaty. In laying out the new South Dakota-class, naval architects designed a wide spectrum of plans for consideration.  A key challenge proved to be finding approaches to improve upon the North Carolina-class while staying within the tonnage restriction.  The answer was the creation of a shorter, by approximately 50 feet, battleship that utilized an inclined armor system.  This offered enhanced underwater protection relative to earlier vessels.   USS Alabama (BB-60) in Casco Bay, ME, during her shakedown period, circa December 1942.   US Navy History and Heritage Command As naval leaders called for vessels capable of 27 knots, designers sought a way to obtain this despite the reduced hull length.  This was achieved through the creative layout of boilers, turbines, and machinery.  For armament, the South Dakotas matched the North Carolinas in carrying nine Mark 6 16 guns in three triple turrets with a secondary battery of twenty dual-purpose 5 guns.  These were supplemented by an extensive and constantly changing array of anti-aircraft weapons.   Construction of the fourth and final ship of the class, USS Alabama (BB-60) was assigned to Norfolk Naval Shipyard and commenced on February 1, 1940.  As work moved ahead, the United States entered World War II after the Japanese attack on Pearl Harbor on December 7, 1941. Building of the new vessel proceeded and it slid down the ways on February 16, 1942, with Henrietta Hill, wife Alabama Senator J. Lister Hill, serving as sponsor.  Commissioned on August 16, 1942, Alabama entered service with Captain George B. Wilson in command.   USS Alabama (BB-60) Nation:  United StatesType:  BattleshipShipyard: Norfolk Naval ShipyardLaid Down: February 1, 1940Launched: February 16, 1942Commissioned: August 16, 1942Fate: Museum Ship, Mobile, ALSpecificationsDisplacement:  35,000  tonsLength: 680.8 ft.Beam:  108.2 ft.Draft: 36.2 ft.Propulsion:  30,000 hp, 4 x steam turbines, 4 x propellersSpeed:  27 knotsComplement: 1,793 menArmamentGuns9 Ãâ€" 16 in.  Mark 6 guns (3 x triple turrets)20 Ãâ€" 5 in dual-purpose gunsAircraft2 x aircraft Operations in the Atlantic After completing shakedown and training operations in the Chesapeake Bay and Casco Bay, ME that fall, Alabama received orders to proceed to Scapa Flow to reinforce the British Home Fleet in early 1943.  Sailing with USS South Dakota (BB-57), this action was necessary due to a shift of British naval strength to the Mediterranean in preparation for the invasion of Sicily.  In June, ​Alabama covered the landing of reinforcements in Spitzbergen before taking part in an attempt to draw out the German battleship Tirpitz the following month.   Detached from the Home Fleet on August 1, both American battleships then departed for Norfolk.  Arriving, Alabama underwent an overhaul in preparation for redeployment to the Pacific.  Departing later that month, the battleship transited the Panama Canal and arrived at Efate on September 14. Covering the Carriers Training with carrier task forces, Alabama sailed on November 11 to support American landings on Tarawa and Makin in the Gilbert Islands.  Screening the carriers, the battleship provided a defense against Japanese aircraft.  After bombarding Nauru on December 8, Alabama escorted USS Bunker Hill (CV-17) and USS Monterey (CVL-26) back to Efate.  Having sustained damage to its port outboard propeller, the battleship departed for Pearl Harbor on January 5, 1944 for repairs.   Briefly dry docked, Alabama joined Task Group 58.2, centered on the carrier USS Essex (CV-9), later that month for attacks in the Marshall Islands.  Bombarding Roi and Namur on January 30, the battleship provided support during the Battle of Kwajalein.  In mid-February, Alabama screened the carriers of Rear Admiral Marc A. Mitschers Fast Carrier Task Force as it conducted massive raids against the Japanese base at Truk.  Ã‚  Ã‚  Ã‚   USS Alabama (BB-60) en route to the Gilberts and Marshalls to support the invasions of Makin and Tarawa, 12 November 1943. US Navy History and Heritage Command Sweeping north into the Marianas later that month, Alabama sustained a friendly fire incident on February 21 when one 5 gun mount accidentally fired into another during Japanese air attack.  This resulted in the death of five sailors and wounding of an additional eleven.  Following a pause at Majuro, Alabama and the carriers conducted attacks through the Caroline Islands in March before covering landings in northern New Guinea by General Douglas MacArthurs forces in April.   Proceeding north, it, along with several other American battleships, bombarded Ponape before returning to Majuro.  Taking a month to train and refit, Alabama steamed north in early June to take part in the Marianas Campaign.  On June 13, it engaged in a six-hour pre-invasion bombardment of Saipan in preparation for the landings two days later.  On June 19-20, Alabama screened Mitschers carriers during the victory at the Battle of the Philippine Sea. Remaining in the vicinity, Alabama provided naval gunfire support to troops ashore before departing for Eniwetok.  Returning to the Marianas in July, it protected the carriers as they launched missions in support of the liberation of Guam.  Moving south, they conducted a sweep through the Carolines before striking targets in the Philippines in September.   In early October, Alabama covered the carriers as they mounted raids against Okinawa and Formosa.  Moving to the Philippines, the battleship began bombarding Leyte on October 15 in preparation for landings by MacArthurs forces.  Returning to the carriers, Alabama screened USS Enterprise (CV-6) and USS Franklin (CV-13) during the Battle of Leyte Gulf and later was detached as part of Task Force 34 to aid American forces off Samar. Final Campaigns Withdrawing to Ulithi for replenishment after the battle, Alabama then returned to the Philippines as the carriers struck targets across the archipelago.  These raids continued into December when the fleet endured severe weather during Typhoon Cobra.  In the storm, both of Alabamas Vought OS2U Kingfisher floatplanes were damaged beyond repair.  Returning to Ulithi, the battleship received orders to undergo an overhaul at Puget Sound Naval Shipyard.   Crossing the Pacific, it entered dry dock on January 18, 1945.  Work finally was completed on March 17.  Following refresher training on the West Coast, Alabama departed for Ulithi via Pearl Harbor.  Rejoining the fleet on April 28, it departed eleven days later to support operations during the Battle of Okinawa.  Steaming off the island, it aided troops ashore and provided air defense against Japanese kamikazes. USS Alabama (BB-60) in Puget Sound, WA, March 1945. US Navy History and Heritage Command   After riding out another typhoon on June 4-5, Alabama shelled Minami Daito Shima before proceeding to Leyte Gulf.  Steaming north with the carriers on July 1, the battleship served in their screening force as they mounted attacks against the Japanese mainland.  During this time, Alabama and other escorting battleships moved inshore to bombard a variety of targets.  The battleship continued to operate in Japanese waters until the end of hostilities on August 15.  During the course of the war, Alabama did not lose a single sailor to enemy action earning it the nickname Lucky A.   Later Career After assisting with initial occupation operations, Alabama departed Japan on September 20.  Assigned to Operation Magic Carpet, it touched at Okinawa to embark 700 sailors for the return voyage to the West Coast.  Reaching San Francisco on October 15, it disembarked its passengers and twelve days later hosted the general public.  Moving south to San Pedro, it remained there until February 27, 1946, when it received orders to sail to Puget Sound for a deactivation overhaul.   With this complete, Alabama was decommissioned on January 9, 1947 and moved to the Pacific Reserve Fleet.  Struck from the Naval Vessel Registry on June 1, 1962, the battleship was then transferred to the  USS Alabama Battleship Commission two years later.  Towed to Mobile, AL, Alabama opened as a museum ship at Battleship Memorial Park on January 9, 1965.  The vessel was declared a National Historic Landmark in 1986.

APTT reagent contains pathromtin and Action FS Essay

APTT reagent contains pathromtin and Action FS - Essay Example Poor monitoring of heparin, Heparin interacts with contact activation pathway than tissue factor pathway, therefore making APTT not an ideal monitoring tool for heaprinoid since it is prone to nonheparin influences. (c) (I) The most probable diagnosis is hemophilia. This is because from the reference range, APTT is abnormal and we are to look at the coagulation in intrinsic pathway. It is clear that abnormal APTT is a result of abnormalities in the IX, XI, XII and FVII. A shortage in FVIII stops coagulation thus making clot not to form. This causes weak clot to form which is susceptible to knocks and bumps that will increase the level of hemophilia, thus the reason the boy is having pain on his left elbow, as there is recurrent bleeding. (ii) Hemophilia is disease caused by continuous recurrent bleeding. A deficiency in the FVIII which is a clotting factor causes a clot not to form thereby resulting is sustainable tissue damage that are prone to mechanical and fibrinolytic damage. Th e common site of hemorrhage is the weight bearing parts of the body such as the elbows and knees since they bear strain because of weight moreover their daily movements are susceptible to bumps and knock that can lead to more hemorrhage. This recurrent bleeding on to joints is very painful and results in tissue damage. As this problem persists for a long time it may necessitates the replacement of the affected joints since there will continuous contraction and loss in movement. 2. (a) When a normal neutrophil is smeared with a combination of May Grunewald and Giemsa stain, the neutrophil appears in a round or oval shaped cells when observed and the cells have granulated cytoplasm and eccentric...This digestion is composed of two parts: oxidize or respiratory response in which it involves the activation of non-mitochondrial oxidize enzymes that generates toxic oxygen species and the other process involves the release of neutrophil granule content into the ingested material. The combi nation of these two processes results into an effective killing mechanism. After this, the neutro...

PROJECT PLAN FOR ORGANISATION OF MUSIC FESTIVAL Essay

PROJECT PLAN FOR ORGANISATION OF MUSIC FESTIVAL - Essay Example By undertaking such a report, I would earn income and gain more experience in my field, while my client would be able to get professional guidance on how to carry out the music festival project. At the same time, other stakeholders would benefit by getting a good grasp of the role they need to play to make the project a success. This would subsequently guide them in the future and avoid the hurdles of developing a new project plan each time a new project idea is conceived and due for implementation. The purpose of this paper has several parts. The goal is to develop the objectives, scope, and work breakdown structure for the project; develop the logic of the project to the lowest level possible and illustrate this in diagrammatic form; detail the team structure and responsibilities that are deemed appropriate for the project, including how the client structures their team to interact with the project team, and define the types of contracts that would be implemented for the various sub-contractors involved in the project. The objective of this project is to develop a project plan for the organization for a one day music festival to be held in Greenwich Park. ... Estimation of the work to be performed Scheduling of work packages Manage resource availability Create the budget Integrate the schedule and the budget Identify key performance indicators Identify critical success factors Scope For the scope of this project, it is being undertaken for a target audience of 5,000 people. In addition to this, the plan is being developed for the musical festival to take place one month from today. Work Breakdown Structure of the Project The work structure is divided up into five different groups, each of the groups being composed of two team members that are responsible for the actions described herein. The six teams in the work breakdown structure are hall, musicians, finance, logistics, and safety and security. One of the five teams is hall. Underneath hall falls renting the hall and coordinating the hall arrangement and decoration. This is a very important step as the initial appearance of the location when project attendees first walk in the door will have a lot to do with the success of the project and whether or not a favorable first impression is created. First impressions last a long time. The second team is musicians. The work to be performed by this group includes contacting and contracting with musicians and promoting the festival. They are also responsible for contracting for ticket sales, and printing and distribution of tickets for sale. The third team is finance. This team is responsible for drafting a budget for the festival and performing a cost benefit analysis of the festival. They are also responsible for arranging and conducting a meeting of the budget and organizing committee, and budget study and approval. The fourth team is logistics. This team is responsible for

Ground Conditions And Explanation of Implications For Design And Essay

Ground Conditions And Explanation of Implications For Design And Construction - Essay Example This paper approves that positions and heights for trees, hedges or shrubs within areas of shrinkable clay were noted too. Ponds, springs, and other waters positions were marked on the map of the site. Placing fill in the location has raised ground levels and this is evident due to features shown on the geological maps as well as aerial photographs, which were found to be missing on the ground. Previously filled areas were determined through comparisons between what appeared on the site and aerial photographs and ordnance survey maps. There were signs of mining within the area evidenced by presence of derelict/hummocky land, old mine buildings as well as infilling or spoil heaps. Slope angles were interpreted through material types underlying the site. Landslips on the other hand indicated terraced ground, poorly drained conditions along the hillsides. Geological maps have identified layers that contain minerals. This report makes a conclusion that direct investigation made it possible to obtain values for limitations defining the soil sufficiency characteristics for designing economical and safe foundations. The investigation was carried out keeping in mind the risks that could arise as a result of inadequate investigation especially with regard to ground behavior. The investigation has made available information in some cost effective means for new works engineering design so that construction costs may be reduced via economic foundation design, structural defects that could arise from unacceptable ground movements are eliminated, health hazards associated with contaminated land can be detected, unforeseen ground conditions claims are avoided, and foundations are prevented from chemical attack.

Employee Relations Analysis of UK Airline

Employee Relations Analysis of UK Airline 2.2.1 An overview of employee relations Employee relations is a term which is now frequently used but very ambiguously defined. It is usually regarded as the substitution of industrial relations. Although many professional bodies such as CIPD (Chartered Institute of Personnel and Development), and many of the recent textbook authors such as Blyton and Turnbull (1998), Farnham (2000), Gennard and Judge (1999), and Hollinshead et al. (2003) considered that there are still some differences between employee relations and industrial relations in context and emphasis, it seems that the term employee relations is still indistinguishable from industrial relations in their articles and books (Rose, 2008). Industrial relations issues actually turned up since the Industrial Revolution in the UK. However, it did not emerge as a recognized field of study and area of vocational practice in industry until approximately 1920, appearing first in the United States (Kaufman, 2004). In the United Kingdom, where the birthplace of industrial relations, it did not became a academic research subject until a decade later and did not get a mainstream position until after the Second World War. This disparate pattern of the term in the US and UK was caused by several factors, such as their different university systems, different management and labour market status, etc (Kaufman, 2004). Kaufman (2004) defined the post war period until the end of 1970s as the golden age of industrial relations, when the term gained rising academic visibility and enhance its influence on national labour policy. After the golden age, a cold climate period emerged, which can also be recognized as the beginning of the shift from industrial relations to employee relations. The shift was resulted in by several influences. Since the early 1980s, an obvious decline in trade union recognition arose at workplace (Salamon, 2000).Kessler and Bayliss (1998) summarized three major factors that resulted in these new departures. The first factor was the political environment of this period. During the period of the Conservative government (from 1979 to 1997), a series of steps were taken to limit the scope of trade union action, set new rules for trade union operations and enhance the role of management, because the government treated trade unions as an institutional impediment, which are harmful or at least unnecessary, to the operation of free markets (Legge, 1995). The marginalization of trade unions enhance the power of employers and gave them more flexibility to deal with employees more directly, so that they could achieve the business goals based on their own value systems without the hindrance of powerful collective bargaining from unions (Hollinshead et al., 2003). The second factor was economic changes. With the development of economic globalization, competition became fiercer in both the product market and the labour market. The decrease in manufacturing industry leaded to the high levels of unemployment. In addition, the great post war recessions were another reason, which raised unemployment dramatically. The third was change in management policies. As a result of fiercer product market competition, organizations began to realize that only hold the technology advantage is no long enough to maintain their competitive advantage. Employers sought to achieve higher level of employees productivity than the past to improve the organizational performance. In addition, non-unionism not only changed the balance of bargaining power between employees and employers, but also individualistic issue within employee relations, although this result is not the object of Conservative legislation. Besides these factors mentioned above, Hollinshead et al. (2003) additionally insisted the social-demographic factors, which refer to higher education levels, woke life balance, and the increase number of women and part timer in labour market, and technological factors, which refer to flexible working time, knowledge workers and computerisation of routine jobs. Because of those different situations, the professional party and textbook authors mentioned above tried to define the new boundary for the term employee relations so that it can be distinguished from the traditional industrial relations. Based on a series of interviews and surveys with human resource practitioners and employee relations managers, CIPD defined employee relations to be a more comprehensive employment relationship than the traditional industrial relations. As CIPD indicated, employee relations emphasizes more particularly on direct communication, managing organisational change and involving and motivating staff, while industrial relations is a narrower conception which just refer to the relationship between employers and collective employees (CIPD, 2005). However, the definition made by CIPD just reflected the perspective of employers. Gennard and Judge (1999) argued that comparing with the CIPDs perspective, the academic discussions require the plurality of perspective on issues and themes. Therefore, they defined employee relations as: a study of managing employees both as individuals and as a collective group, with the priority given to the individual as opposed to the collective relationship varying between companies depending on the values of their management. (Gennard and Judge, 1999) They emphasized the importance of acquiring employee relations knowledge and skills in unionised environments as well as non-union environment. In addition, they also treaded the relative balance of bargaining power between the buyers and sellers of labour services as one of the most important employee relations concepts. Similarly, Farnham (2000) also insisted that the essence of employee relations is paid employment or the pay work bargain between employers and employees. As Farnham, Gennard and Judge all emphasized upon individual aspects of the employment relationship more than collective aspects, Blyton and Turnbull (1999) considered that industrial relations was included in employee relations. They summarized that the particular industrial relations is only about trade unions and strikes. On the other hand, they viewed that employee relations is not only about the collective relationships, but also about the relationship between individual employees and employers. However, the collective aspects of relationship between employees and employers are still their focus point in the field. No matter how many differences these party and authors summarized between industrial relations and employee relations, there is still no significant distinction between these two terms. As Rose summarized (2008), employee relations become more mainstream than industrial relations may be just because it is considered as a more acceptable term than industrial relations as it averts the negative undermeaning associated with industrial relations. Like Edwards argued in 1995: In order to survive, industrial relations needs to change its focus to employment relations, examining not just institutions but how the employment relationship operates in practice, and exploring the outcomes for efficiency and equity. To sum up, employee relations is the outcome of changing contemporary industrial relations influenced by many external factors such as economic environment, development of technology, political steps, etc. It refers to not only the collective aspects of relations between workforce and management, but also the individual aspects of the relationship. 2.2.2 The importance of employee relations to airline industry Belobaba et al. (2009) indicate that the employee relations is particularly important in the airline industry. First of all, the fundamental reason for the significant position of employee relations in the airline industry is its service-intensive nature. Airline industry is labour intensive industry; therefore its proportion of labour costs to total costs is very high. Figure 2.1 European airline labour and fuel cost shares (%) of total operation costs: 2001 to 2008 Source: ITAT (Centre for Asia Pacific Aviation, 2010) Although the research made by ITAT indicates a slight decrease of labour cost from 2003 to 2008, it still in a large share of total operating costs. According to Rodrigue et al (2009), the percentage of labour cost in the operating costs of the airline industry in the world was approximately 35%, which illuminated about 75% of all non-fixed costs. Figure 2.2 Operating Expenses of the Airline Industry (2004) Source: ATA Annual Report 2005 (Rodrigue et al, 2009) Second, with the high level of union representation in this industry, employees can affect the performance level of airlines significantly. Those effects can be positive and also negative. For example, in adversarial employee relations environment, no matter achieve agreement or not in collective bargaining, it will result in higher costs and less operating flexibility (Gittell et al., 2004) for companies. If collective agreement can be achieved, higher wages should be paid for employees and companies layoff plan may be restricted to improve employment security of employees. If collective agreement cannot be achieved, additional costs might be leaved to companies through collective dispute such as strikes, go-slows, etc. On the other hand, employees also play important roles in adding values for companies. They can reduce companies unit costs through their coordinated and committed efforts and their productivity-enhancing ideas (Gittell et al., 2004). In addition, they can provide hi gh quality service to customers which can be seen as a competitive advantage in contemporary airline industry. Therefore, the status of employee relations within airlines can significantly affect their costs, their financial performance, and the achievement of their business goals. 2.2.3 New perspective of employee relations within contemporary airlines in the UK In the UK, airline industry has a tradition of adversarial employment relations (Marchington et al., 2004). Most airlines within UK accept the existence of trade unions; however, generally have bad relationships with them. Layoffs and wages cut are usually the first strategy used to improving financial performance and avoiding crisis during an economic recession (Rodrigue et al, 2009). However, reducing labour costs is not the only way to get competitive advantage and achieve better financial performance. According to Legge (1995), employee relations actually do not need to be so adversarial even in labour intensive industries. She argued that even companies choose to be more competitive on costs, they can still achieve this aim by increasing the productivity of their capital assets rather than by reducing labour costs. Similarity, Batt (2000) considered that comparing with reducing labour costs, investing in better employee relations could gain a greater return. Hence, like Gittell and Bamber (2010) summarized, although reducing labour costs are the focus of an service sector companys competitive strategy, their costs can be cut down not only by cutting wages and benefits, but also by increasing labour productivity. Management style in employee relations Different authors summarized different types of management styles in employee relations under different systematization. 2.3.1 The unitary theory and the pluralist theory Fox (1966) identified unitary perspective and pluralist perspective based on different general control and direction of labour. There are three main differences between these two perspectives: 1. Management acceptance and recognition of trade unions 2. Views about managerial prerogatives and employee participation 3. The perceived legitimacy of, and reactions to, conflict at work. (Blyton and Turnbull, 1998) Hollinshead et al (2003) indicated that unitary perspective of employee relations essentially treats employee relations as a harmonious relationship between employers and employees. The unitary perspective emphasize that there is a common goal between employees and employer. This common goal can avoid the potential source of conflict and hold employees and employer together to strive for their common objectives. Because of the harmonious relationship within a unitary employee relations environment, there is no need for a third party on behalf of either employees or employers to participate in bargaining process (Hollinshead et al, 2003). Therefore, trade unions are not necessary for both employers and employees. In other words, the labour market is depicted as a natural structure composed of an omnipotent management backed up by the state and of labour dependent on those two parties for its well-being (Gospel, 1992). However, the high level of consensus between employees and employers not always exists, even it does, it is hard to be maintained. The assumption is not reasonable in most application. Employees may accept a series of organizational objectives at the very beginning, but it is unlikely to maintain the long-term cooperation of a workforce (Hollinshead et al, 2003). The failure of the assumption reflects some weaknesses of the unitary theory that is summarized by Hollinshead et al (2003). First, it ignores the existence of differing interests between employees and employers. Second, conflict between employees and employer were considered as deviance (Palmer, 1983). The only way to deal with the conflict is dismissal or the law. Third, with more developed management techniques, many practitioners indicate that ignoring employees interests could result in more intense conflict. Although the unitary perspective can be seen as the earliest theory used to describe employee relations, it refers to many contemporary management ideas related to corporate culture and human resource management (Farnham and Pimlott, 1995). Hence, many employers nowadays still adopt this perspective as good business sense. Comparing with unitary theory, pluralist theory is a perspective that can more accurately reflect the employee relations within larger and more complex employment environment. The pluralist theory acknowledged that there is a limited level of conflicting interests between employees and employers, so that all parties within organization need to work together to achieve a consensus (Hollinshead et al, 2003). Like Trades Union Congress (TUC, the umbrella organisation of the trade union movement) described in a policy document published in 1997: The theme of this statement is partnership, a recognition that trade unions must not be seen as part of Britains problems. At the workplace social partnership means employers and trade unions working together to achieve common goals such as fairness and competitiveness; it is recognition that, although they have different constituencies; it is a recognition that although they have different interests, they can serve these best by making common cause wherever possible. (TUC, 1997) The implication of using this analysis was, unlike unitary theory, which it drew from accounts based upon a political heritage in democratic theory that portrayed decision making as a process of reconciling the different claims made by a variety of competing groups. In other words, it acknowledged the existence of a variety of competing interest groups, but in addition it accepted this variety as legitimated and normal. The existence of conflict was allowed for, and to an extent encouraged. What the theory appears to offer is an account of the nature of industrial relations which achieves greater realism by reflecting the political realities of the situation at that time. This is hardly surprising when the details of that historical period are considered, along with the level of trade union activity and the incidence of industrial disputes in evidence at that time. Conflict was very much the norm (Bassett, 1987). Once again, the theory also established based on a series of assumptions that are hardly recognized in practice. 2.3.2 The individualism and the collectivism Purcell (1987) considered that although Foxs unitary and pluralist theory had a major influence in the beginning of management style issue, the conceptions actually had a lot of limitations in practice. First, both unitary frame and pluralist frame have a number of variations. For example, both organizations those are essentially exploitive of labour and organizations those value the loyalty and commitment of employees are contained within the unitary frame, however, their management style are almost extremes. Similarly, organizations within pluralist frame also need to be sub divided through different kinds of variations. In addition, because of their mutually exclusive feature, these two perspectives seem do not useful as a framework of management style in employee relations. Third, it is often unclear in the way the terms have been used subsequently whether they related to managements beliefs and policies toward trade unions or, in addition, cover direct relations with employees. Therefore, he identified individualism and collectivism as two dimensions of management style of employee relations. Individualism dimension refers to the extent to which the firm gives credence to the feelings and sentiments of each employee and seeks to develop and encourage each employees capacity and role at work. Firms which have individualistically centred policies are thus expected to emphasize employees as a resource and be concerned with developing and nurturing each persons talents and worth. Payment systems might emphasize merit elements and make use of appraisal and assessment techniques designed to distinguish the contribution of each employee in anything from attitudes to attributes, as one firm puts it, The line managers role in managing people is likely to be emphasized, irrespective of whether the manager is in a production, sales, finance or a personnel position. Attitude surveys may well be used regularly since such organizations are keen to assess the efficacy of their policies. Communication systems are likely to be extensive and developed through a variety of media from newspapers and videos to the personal contact between the managers, the individual and small groups of employees. Collectivism is the second dimension of management style that concerns the extent to which the organization recognizes the right of employees to have a say in those aspects of management decision-making which concern them. There are a number of ways to distinguish it from the first one. One possibility is to use a test of trade union recognition for the determination of pay and conditions through collective bargaining. However, this is not of itself sufficient since in so doing we make assumptions about the nature of the relationship between the firm and the union and exclude organizations where employees participate in decision-making through non-union structures. A focus on industrial democracy might be more helpful since it would allow for a variety of methods by which managers become to a greater or lesser extent accountable for their actions to employees, and where staff have some say in decision making. The only problem is that there is no agreed definition of industrial democracy. Purcell and Grays category of management style The category developed by Purcell and Gray in 1986 is one of the most popular typologies of management style (Torrington et al, 2008). Comparing with the typologies mentioned above, it is more comprehensive. Purcell and Gray (1986) defined five types of management styles in employee relations, which are traditional style, Sophisticated human relations style, consultative style, constitutional style, and standard modern style. The traditional style considers labour as a factor of production and employee subordination is assumed to be part of the natural order of the employment relationship. Usually, trade unions are not accepted in this style. This style is mainly adopted by small owner managed companies. In addition, the product market often highly competitive, emphasis on cost control. Grunwick processing laboratories Ltd, Port of Tilbury are typical case adopting this management style. The sophisticated human relations style view employees as the companys most valuable resource. Comparing with the other companies in the same industry, this kind of company usually par employees more above average pay. The aim is to inculcate employee loyalty, commitment and dependency. Companies choose this management style seek to make it unnecessary or unattractive for staff to unionise. This style is usually adopted by large, American owned, single industry, financially successful organizations with a high market share in growth industries. IBM and Marks Spencer are typical cases adopting this management style. The consultative style is similar to the sophisticated human relations companies except that unions are recognised. An attempt is made to build constructive relationships with the trade unions and incorporate them into the organizational fabric. Emphasis is also placed on techniques designed to enhance individual employee commitment to the firm and the need to change. This style is often adopted by British or Japanese owned single industry companies that are large and economically successful, often with a high market share. Companies with relatively low labour costs often adopt this style. Esso and Cadbury Schweppes are typical cases adopting this management style. The Constitutional style have been recognised for some time and accepted as inevitable. Employee relations policies centre on the need for stability, control and the institutionalisation of conflict. Management prerogatives are defended through highly specific collective agreements. The importance of management control is emphasised with the aim of minimising or neutralising union constraints on both operational (line) and strategic (corporate) management. This style is often adopted by single industry companies with mass production or large batch production requiring a large unit size of operation. Labour costs form in these companies indicates a significant proportion of total costs. The product market conditions are often highly competitive. Ford is a typical case adopting this management style. The standard modern style refers to pragmatic employee relations and trade unions are recognised within organizations. Employee relations are viewed as the responsibility of operational management. The importance attached to employee relation policies changes in the light of circumstances. There can be marked differences of approach between establishments or divisions and between various levels of the hierarchy. This style is often adopted by conglomerate, multiproduct companies that have grown through acquisition and diversification, especially in the engineering and heavy manufacturing industries with long traditions of unionisation. General Electrical Co., and British airways are typical cases adopting this management style. 2.4 Employee involvement 2.4.1 The importance and necessity of employee involvement It is quite possible to run a successful business without involving employees in management activities to any meaningful extent, but the chances of sustained success are higher when employees are involved (Torrington et al, 2008). Objectives are more effectively and efficiently achieved if employees have some say in decision making, especially as it affects their own areas of work. Torrington and his colleagues summarized two main reasons for this phenomenon. On one hand, managers may be paid more than their staff, but that does not mean that they always know best. There is no fount of wisdom exclusive only to managers. Ultimately it is for managers to make decisions and to be held accountable, and these can be tough to make. But the chances that they will make the right decision are enhanced if they listen to the views of others and allow their own ideas to be subjected to a degree of scrutiny and constructive criticism. Moreover, involvement allows managers to tap into the ideas and suggestions of staff. The best new ideas often originate from people lower down organizational hierarchies, because they are closest to the operational coalface and often to customers. On the other hand, employees like being involved. They appreciate having their opinions listened to and acted upon, particularly in matters that directly concern their day to day activities. The chances of their being positively satisfied with their work are thus greatly improved if they are genuinely able to be involved. The knock on effects include lower staff turnover, lower levels of absence, the ability to attract more recruits and higher levels of performance. The effective management of change is especially enhanced by employee involvement because people are always happier to support what they helped to create. Types of employee involvement practices Hyman and Mason (1995) identify four categories of employee involvement: Downward communication to individual employees Downward communication to groups of employees Upward communication to individual employees Upward communication to groups of employees Downward communication from managers to employees is used to inform and educate employees so that they are more likely to endorse management initiatives and plans. Chapter three RESEARCH METHODOLOGY Introduction Based on Morse and Fields (1995) framework from the health sciences, Creswell et al (2007) summarized five main approaches used in qualitative research, which are narrative research, case study research, grounded theory, phenomenology research and participatory action research. In this dissertation, case study research methodology is used to explain how employee relations can affect the business performance of legacy airlines. background and definition Although some (Stake, 2005) stated that case study research is not a methodology but only a choice of the object of study, more experts considered it as a methodology, a comprehensive research strategy, and a type of design in qualitative research (Merrian,1998; Yin, 2003; Creswell et al, 2007). According to Yin (2003), a case study is an empirical inquiry that investigates a contemporary phenomenon within its real-life context, especially when the boundaries between phenomenon and context are not clearly evident. Therefore, he (2003) indicated that the case study inquiry is mainly used to deal with the technically characteristic situation in which there will be many more variables of interest than data points, and as one result relies on multiple sources of evidence, with data needing to converge in a triangulating fashion, and as another result benefits from the prior development of theoretical propositions to guide data collection and analysis. Likewise, Creswell et al (2007) summarized that case study research is: a qualitative approach in which the investigator explores a bounded system (a case) or multiple bounded systems (cases) over time through detailed, in-depth data collection involving multiple sources of information (e.g., observations, interviews, audiovisual material, and documents and reports) and reports a case description and case-based themes. 3.3 Variants of case study research Qualitative case studies may be distinguished by the intent of case analysis. Three variations that exist in terms of the intent- the single instrumental case study, the collective or multiple-case study and the intrinsic case study (Creswell et al, 2007). In a single case-study the focus is on one issue or concern and a bounded case is selected to illustrate this issue (Stake, 1995). In a collective or multiple-case study, the focus is one issue but multiple cases are selected to illustrate this issue. Multiple case design uses the logic of replication as the procedures a re replicated for each case (Yin, 2003). Qualitative researchers are reluctant to generalize from one case to another as the contexts of the cases differ. However, to generalize, representative cases should be selected (Creswell et al, 2007). In an intrinsic case study, the focus is on the case itself e.g. studying a student having a difficulty (Stake, 1995). This paper examines the nature of employee relations (issue or concern) taking the example of an organization- British Airways PLC (case). Therefore it is a single instrumental case study. It explains how theories of employee relations have been applied in practice. 3.4 Case study techniques Many researchers such as Simons (1980), Yin (1984) and Stake (1995) have written about case study research and suggested techniques for conducting this research. They proposed the following steps- determine the research question, select the case and determine data gathering and analysis techniques, preparation and collection of data in the field, evaluate and analyze the data and prepare the report. I have followed these steps during my research. 3.3.1 Determining the research question To arrive at the research question a research focus has to be established along with a research object. In this research, the main focus is on managing employee relations in organizations. The research object can be a program, entity, a person or a group of person (Soy, 1997). Here, the research object is an organization (entity). In this study, I am primarily interested in determining how employee relations is dealt with in organizations. First, I have conducted a literature review that provides information on employee relations and helps to define the following questions: The employee relations status in British Airways, and How to deal with poor employee relations? 3.3.2 Select the case and determine data gathering and analysis techniques There are a number of organizations in the UK suffering from poor employee relations. One of these is the British Airways PLC (Grugulis and Wilkinson, 2002). British Airways is now getting bogged down in collective disputes from its employees. Foreman (1948) suggested three broad categories of data gathering techniques. First, personal documents includes all record yielding information concerning the pattern or functioning of the researchers own personal or social life. It may reflect a social situation to which the author is responsive to or his/her own behaviour (Foreman, 1948). Second, participation observation records includes all chronicles prepared by the analysts following assumption for purpose of investigation of member roles in the unit studied (Foreman, 1948). Third, person reports includes all forms written by persons not directly participating in or identified with, but seeking to organize or to interpret the experiences or history of some personal, group, class, ecological, or cultural unit (Foreman, 1948) 3.3.3 Preparation and collection of Data A case study research requires large amount of data from multiple sources. Systematic organization of data is important to prevent the researcher from becoming overwhelmed by the amount of data and to prevent the researcher from losing sight of the original research purpose and questions (Soy, 1997). Databases have to be prepared to assist with categorizing, sorting, storing, and retrieving data for analysis. It is essential to note down key problems and events, identify key people and revise the research design to address and add to the original set of res

My Decision to Teach :: College Admissions Essays

My Decision to Teach There are many reasons people decide to enter the teaching field. Some enter because they enjoy working with people or children, others because they like being off during the summer months, and still others because of their love for a particular subject. Although all these reasons are valid, I feel my reasons are much simpler. The bottom line is that I love kids and enjoy working with them. My desire to make learning a more positive experience for them has only increased with time. I knew very early in life that I enjoyed working with children; I am drawn to their eagerness to learn, their trusting nature, and their inquisitive minds. It has always been a joy for me to be around children, who are eager to learn. Children are thrilled when an adult takes time to read to them. After hearing a story only a couple of times, they are like a tape recorder set on replay. Their thirst for knowledge is overwhelming. At the elementary level, children also tend to have a very trusting nature. They rely heavily on their elders for guidance. Most children are very honest with their feelings and don't try to hide them. This is a crucial time in a child's life; it is a time when teachers and parents should be molding them for the future. It seems their minds are always working on something which makes them extremely inquisitive. Their curiosities seem never to be satisfied. Children are always asking "why?" even when they know the answer. The inquisitive child wan ts to know the how's, when's, and where's of everything. Because of my early interest in children, I developed a strong desire to teach; consequently, I sought out jobs that allowed me varied experiences with children. My first experience was baby-sitting. Here I quickly learned that children must be told precisely what to do. For example, "Go wash your hands with soap and dry them right now." Or, "You must take your shoes off and then you may get into the bathtub." From the many baby-sitting jobs I had, I soon discovered that if I did not have a plan the day would be total chaos. As early as thirteen I became familiar with the need for structure and creativity when dealing with younger children and found myself loving every minute of it.

A Book Report on “Heat” By Mike Lupika Essay

Sportswriter named Mike Lupika intelligently wrote a piece of story that proves life is still beautiful despite the heartbreaks and difficulties. The author also portrays a story that illuminates the truth that a person’s talent is special and must be developed by the one who was gifted as such. The social behavior displayed in the book is very degrading that some of the male characters in the book including their adult friends lied to the authorities (â€Å"Heat†). However, the interesting and notable parts of the fiction are those that mentioned fast food like Mc Donald and those drink and clothing brands that were mentioned in the book. According to Common Sense Media Website, the book entitled â€Å"Heat† has 220 pages and published by Penguin Putnam, Incorporated (â€Å"Heat†). The book is also published last April 16, 2006 and its genre is fiction about sports (â€Å"Heat†). There are many things that can be learned in the book like surviving in a difficult life, ethical standards like honesty, and developing a gift or talent that only a few lucky people can have in this world. Moreover, the book entitled â€Å"Heat† is a story about a boy who is so talented in the field of baseball sports. The story of Michael who is a 12 year-old pitcher tells about being poor and orphaned but with positive attitude in life. The story revolves around the hopes of Michael’s father that his son could play with the Little League World Series. Michael’s difficulties worsened when he was accused by a player and a rival coach that the disclosure of his age was fabricated (â€Å"Heat†). As a result, Michael was suspended from playing baseball after it was divulged and alleged that he was older that he mentioned in his profile as a player. However, Michael was able to face all these problems positively by being cheerful and well-adjusted. Works Cited â€Å"Heat†. 2008. Common Sense Media Website. 8 September 2008 < http://www. commonsensemedia. org/book-reviews/Heat. html

What happened when we left an error in an email to 7,000 people - Emphasis

What happened when we left an error in an email to 7,000 people What happened when we left an error in an email to 7,000 people I love my job, on most days. We help people with a task that millions find very stressful and problematic. So its incredibly rewarding to be able to relieve that pain. For me, its the best job in the world. Most days. Then there are the other (thankfully) much rarer days, when things don’t quite go according to plan. I had one of those days last Tuesday. That was the day we sent out our e-bulletin, complete with a howling typo, to seven thousand subscribers. Now, dear reader, if you’re ever looking for a guaranteed way to show up every mistake in a piece of writing, that method takes some beating. I can’t honestly say its one Id recommend though. We spotted the mistake in the email as soon as we’d sent it (and before we sent it, in fact – see below). You probably did, too. But in case you missed it, here it is again (because we’re nothing if not gluttons for punishment): While your on that page, don’t forget to sign up to Jacob’s free, seven-part grammar and punctuation course. I know: it’s awful. So awful that I could barely bring myself to type those words. (It should, of course, have read you’re.) Other people may be able to get away with a slip of the fingers, but not us. We obviously need to be squeaky clean in these matters, simply because of what we do. Nor was the irony of such a basic mistake in a sentence advertising a grammar course lost on us. Believe me, a typo like that really is the stuff of nightmares for us. The response from our enthusiastic subscriber base was as swift and uncompromising as it was understandable. My email inbox quickly filled up with messages from loyal readers wondering what on earth we were playing at. Initially, I was blissfully unaware of the grammar firestorm that had erupted back at Emphasis HQ. I was on a half-term holiday with my family, and my WiFi connection was relaxed at best. When I did finally get a connection, I almost wished I’d stayed offline a little longer. The first thing that came through was an instant message from one of my team, warning me of the error. I spent the next hour on the phone to them, trying to piece together just how the mistake had slipped through the net. Then I started working my way through sending a personal email of apology and explanation to every person who’d emailed me. (It was the digital equivalent of putting on a hair shirt.) I also promised them free access to our new e-learning course, Writing better email, to thank them for their trouble. (If you were one of those people, Ill be emailing you a link today.) Ill tell you how they reacted in a minute. But first, what exactly did go wrong? Well, as I mentioned, my initial slip of the fingers had been spotted during our proofreading process and duly corrected. But the correction had been made in the HTML code. Then, somehow, it was an older version of the code that our mailing system sent out. Now, our proofreading methods are pretty good (as you would hope). But any process is only as good as its weakest link, which in this case was making the final corrections in the code. Needless to say, we won’t be doing that again. (We’ve since changed mailing systems, so that we don’t have to.) Im sorry, and I hope you can forgive us this one. Please rest assured that, whatever effect it’s had on your view of us, it’s nothing compared with the soul-searching that’s still going on at Emphasis HQ. However, there is what may be a helpful postscript to this story: the reactions I received to my emails of apology. More than two-thirds of the people I personally emailed took the trouble to write back (in most cases immediately) to say that no harm had been done and that, if anything, our reaction to what were already calling Yourgate had enhanced their view of Emphasis. Im not so vain or naà ¯ve to think that leaving in the error was a good thing. But that feedback suggests that, should you ever mess up, you could do worse than adopt a similar approach. As one correspondent put it, ‘These things happen in business. But, as you’ve proved, it’s how you respond to them that counts.’ That was from the MD of a large investment bank, no less, who took time out from his evening to write me that email. (I was – and still am – so grateful for his response and the many others I got over the next few days.) Unfortunately, the only certain way to avoid mistakes in what you write is never to write anything at all. Weve got no intention of doing that and well continue to provide our free advice for as long as we can. Realistically, at some point, another error will eventually slip through the net, no matter how hard we try to stop that happening. For us, its a terrifying prospect. So, the next time you have writer’s block, perhaps you can draw comfort from the fact that you don’t have to put ‘business-writing adviser’ at the end of every email. Because, believe me, that is the best way I know to paralyse even the most fluent of writers. Image credit: Guilhem Vellut

Critically discuss from an ethically informed Essay Example

Critically discuss from an ethically informed Essay Example Critically discuss from an ethically informed Essay Critically discuss from an ethically informed Essay Critically discuss from an ethically informed position whether Schon s impression of contemplation has a topographic point in back uping ethical pattern in societal work. The 20th century saw an addition in specialization and a growing in the figure of professional organic structures. The professions, and peculiarly the societal work profession wielded huge power in society. Sometimes this power was erroneously or wrongly used ( for illustration in Cleveland in the late eightiess ) and societal service users suffered as a consequence. Shon ( 1991 ) has argued that: Professionals claim to lend to societal wellbeing, set their clients’ needs in front of their ain, and hold themselves accountable to criterions of competency and morality. But both popular and scholarly critics accuse the professions of functioning themselves at the disbursal of their clients, disregarding their duty to public service, and neglecting to patrol themselves efficaciously( Schon, 1991:11-12 ) . One of the jobs for professionals has been a spread between professional cognition and the manner in which this translates into pattern. Social workers are, in add-on, frequently faced with a struggle of values, on the one manus there is a peculiar client and state of affairs and on the other there is an increasing demand to fulfill bureaucratism by treating a instance every bit rapidly as possible. In a state of affairs like this it is really easy to be governed by regulations and processs and peculiar theoretical attacks that may hold small footing in world. How far is a societal worker being guided by even general ethical rules, allow entirely a specific codification of pattern. The societal worker is pushed into a narrowing of focal point that is outside their control if they had more clip to cover with a instance so they would hold more clip to research their ain feelings and reactions every bit good as concentrating on ethical determination devising. When a practician is driven by mark orientated bureaucratism so he/she does non hold the clip to believe about what they are making and to larn from the procedure. They can therefore unwittingly be drawn into unethical pattern, or pattern that violates their professional codification of moralss. This paper will give a general account of the constructs of moralss and contemplation. Then from a position informed by the Scottish Social Services Council’s Code of pattern, the paper will discourse Schon’s ( 1982, 1991 ) impression of contemplation, and ascertain whether it has a topographic point in back uping ethical pattern in societal work. Ethical motives are moral rules which inform the government of human behavior. Ethical codifications on the other manus, while they may be based on moral rules, are non as generalisable in that they refer to peculiar professions and the manner in which professional behavior is governed. Butler ( 2000 ) maintains that such ethical codifications can non be said to be impersonal or value free because they have arisen in a peculiar context for a peculiar intent and as such are influenced by the political orientations held in that context. Contemplation is a term that has gained increasing currency in many Fieldss including instruction, divinity, research and societal work. Ruch ( 2002 ) maintains that the impression of brooding pattern, peculiarly as it is found in Schon’s work, is a complex one.because it rests on a more holistic apprehension of how and what we know than has traditionally been the instance. Historically cognition has been drawn from discernible facts ( as in scientific discipline ) but this nonsubjective position of cognition has progressively been challenged as a narrow position that maintains there is a specific response to state of affairss that a practician can use and therefore work out a job. This position of societal work, encased as it is in fixed constructions is unable to cover with the diverse nature of modern western society and is really contrary to societal work moralss as it precludes covering with each client and state of affairs on its on virtues. Brooding pattern, on the othe r manus, acknowledges the singularity of each human being and each state of affairs that arguably makes it much more compatible with societal work moralss. Cardinal to Schon’s impression of brooding pattern are the diverse ways of human knowing, rational, experiential and intuitive, what Polyani ( 1967 ) has called a tacit knowing.’ Tacit cognition is knowledge that a individual achieves over clip and may non needfully be able to joint how he or she knows it. Schon ( 1991 ) maintains that this cognition is acquired through procedure or making. It is a cardinal portion of reflective pattern which recognises the importance of non-rational cognition. Arguably this type of cognition is priceless to societal workers because they deal with people. Peoples are complex existences and their interaction takes topographic point at many different degrees that are non ever expressible in any meaningful footings. It is besides this sort of cognizing that helps us to associate to each other as alone persons and to recognize the intrinsic worth of another, both of these things are inextricable from ethical pattern in societal work. In add -on to this contemplation is a necessary portion of self-knowledge. Who a individual is, their life history and their cultural context all affect how they act and justice in a given state of affairs, contemplation is a manner of recognizing one’s ain personal prejudices and whether these may be coloring our perceptual experience of a given individual or state of affairs. Self-knowledge is, or should be a necessary constituent in a societal worker’s go oning development. Papell ( 1996 ) contends that: Social work scholars must comprehend the human state of affairs which they confront in their pattern and recognize that their perceptual experiences are filtered through their ain thought and knowing procedures, through their emotions and feeling procedures and through the manner they themselves integrate and regulate their ain making and acting. Knowing the ego is more than cognizing how one feels. It is cognizing how one thinks and Acts of the Apostless( Papell, 1996:19 ) . Ruch ( 2002 ) maintains that although there has been opposition to reflective pattern in societal work it is now going built-in to the profession. This is because it encourages an apprehension of the ego and the function that it has in professional pattern. Reflection operates on a figure of degrees. Practical contemplation encompasses different sorts of cognizing and enables societal workers to reflect on how they do their occupation and whether it conforms to their organisation’s codification of pattern. Practical contemplation Ruch ( 2002 ) contends makes a practician more unfastened to new and different ways of get bying with clients and their state of affairss. Technical contemplation on the other manus takes a more rational and theoretical attack. These things do non run in isolation but are drawn together in critical contemplation. Critical contemplation stems from the above two procedures and can ensue in a societal worker taking an anti-oppressive stance in their patt ern. From an ethically informed perspective critical contemplation should be a necessary portion of societal work preparation and pattern as an emancipatory and anti-oppressive attitude are critical constituents of ethical societal work. Increasingly subjects of wellness and societal attention maintain that ethical pattern in these countries must be centred on the demands of service users, therefore the Scots Social Service’s Council’s Code of Practice is specifically designed to concentrate on this. The codification of pattern recognises that each individual and state of affairs are alone and therefore necessitate a response that takes history of peculiar single demands. Social workers of necessity intervene in people’s lives and have an influence on state of affairss, ethical determination devising is hence a critical constituent of societal work pattern ( Osmo and Landau, 2001 ) . Some of the issues that societal workers have to cover with and that involve them in ethical determination doing centre around equilibrating the rights of one person against others, around public public assistance and issues of institutional and structural subjugation. The Scots societal worker’s codification of moralss maintains that societal workers mustprotect the rights and promote the involvements of service users and carers( codification of moralss:16 ) . This can affect a societal worker in ethical determination doing i.e. make up ones minding whether advancing the involvements and protecting the rights of one person may encroach on another’s rights. While there possibly certain guidelines for this it is non ever a straightforward procedure and a societal worker may hold to trust on old experience and intestine inherent aptitudes as to the right actions in a given state of affairs. In kid maltreatment instances for illustration the rights of the kid are ever paramount but if the societal worker suspects that the accusals of maltreatment are baseless so he/she has to do a determination on how the state of affairs should be dealt with. It is here that Schon’s impression of contemplation might come into drama. Have at that place been old similar state of affairss, what action was taken and what was the result. This sort of quandary demands careful idea and consideration before any definite stairss are taken. Without contemplation on old actions and how these might associate to the codification of moralss the societal worker could be at a considerable disadvantage in determination devising and could either go forth a kid unfastened to danger or conflict the rights of a perchance guiltless client. Social work intercession must non be aim goaded if it is to be ethically informed. The codification of pattern as outlined by the Scottish Social Services Council demands that societal workers maintain up to day of the month in their field and in current thought sing societal justness and equal chances to this terminal they recommend that professional development and preparation be an on-going procedure in societal work pattern. While go oning professional development can be given to be outcome oriented and brooding pattern procedure orientated, Postle et Al. ( 2002 ) argue that a more inclusive attack is needed where both results and procedure are of equal value in the practitioner’s go oning development. Banks ( 2003 ) has argued that codifications of pattern and moralss are frequently idealistic they can promote a false sense of security as they may be seen as supplying a design for how a societal worker should move when it is impossible to pass for every state of affairs. Social workers need to be able to critically reflect on their ain pattern in order to move in an ethical mode in any given state of affairs. Ethical codifications work from the exterior, they do non hold anything to state about a practician as a individual and whether, and in what ways, the practician might run from what Kant termed the categorical jussive mood. Ethical motives is a subdivision of doctrine that is concerned with right action, and ethical codifications and codifications of pattern are developed with this in head. Contemplation, nevertheless, as this paper has already argued is concerned with a practiioner’s ain responses and with their interior state-how they feel about a given state of affa irs and what they might spot as morally right what has been termed a virtuousness moral principle. It is arguably the instance that virtuousness moralss are at the bosom of societal work pattern because it is concerned with societal justness and the impression of the built-in worth of human existences. It has been argued that virtuousness moralss are excessively inward looking in that they imply a concern with the ego ( Wolff, 2002 ) but this may besides be combined with a concern for others. Attachment to a specific codification of moralss implies that those bound by this codification already possess a certain moral character and will therefore move in conformity with specific values that take into history concern for the public assistance of others whilst besides holding a concern for the ego. It is in this case that Schon’s impression of contemplation is priceless to ethically informed societal work pattern. The rules embedded in Scots Social Work preparation and in their codification of pattern maintain that societal workers must: maintain and advance the self-respect, safety, pick, privateness potency of people who use services and balance these consideration of the demands of others for protection ; dainty everyone every bit, and value their peculiarity and diverseness ; and maintain public trust and assurance in societal services. ( hypertext transfer protocol: //www.scotland.gov.uk/library5/social/ffsw.pdf p.19 ) It is the statement of this paper that in order to run into the demands of the codification of pattern societal workers need to prosecute in critical contemplation on their ain pattern and on the ethical quandary that they face in any given state of affairs. It is here that Schon’s impression of contemplation and of cognizing through making are an priceless portion of ethical societal work. 2000 words Mentions: Banks, S. 2003 From curses to rulebooks: a critical scrutiny of codifications of moralss for the societal professionsEuropean diary of Social WorkVolume 6 No. 2 July 2003 p. 133-144 Butler, I 2000.A Code of Ethics for Social Work and Social Work Researchhypertext transfer protocol: //www.elsc.org.uk/socialcareresource/tswr/seminar6/butler.htm Karen Postle, Carleton Edwards, Roger Moon, Hazel Rumsey, Tracie Thomas 2002 Continuing professional development after making partnerships, booby traps and possibleSocial Work EducationVolume 21. No. 2 1stApril 2002 Papell, C. ( 1996 ) Contemplation on issues in societal work instruction in: N. GOULD A ; I. Taylor ( Eds ) Reflective Learning for Social Work ( Aldershot, Arena ) . Ruch, G 2002 From trigon to gyrate: Brooding pattern in societal work instruction, pattern and researchSocial Work EducationVolume 21 no. 2 2002 Ruch, G. 2000 Self and societal work: Towards an incorporate theoretical account of learningJournal of Social Work PracticeVolume 14, no. 2 November 1st2000 Slote, Michael. From Morality to Virtue. Oxford: Oxford University Press, 1992 Wolff, J. 2002 Contractualism and the virtuesCritical Review of International Social and Political PhilosophyVolume 5 No. 2 June 2002 p. 120-132

Criticism regarding a character ( the character is in the book Hamlet, Essay

Criticism regarding a character ( the character is in the book Hamlet, Shakespeare) - Essay Example Hamlet can sometimes be looked at as a noble prince despite the anger he had towards Claudius for his treachery. This argument is justified through explaining that evil usurper is capable of making good characters to be destroyed. In the critics towards Hamlet, there are several scholars’ works, which can be used. These issues are pointed out to implicate several characters of Hamlet, which can be seen, with the third eye of the audience and readers. Hamlet nature of masculinity and femininity is interpreted by Guo De-yan to be overshadowed by the tragedy in the story. His character of being indecisive, Oedipus complex and philosophical thinking makes him a hard nut to crack when it comes to giving him a responsible nature (Weitz 73). It is shown that he had difficulties dealing with his femininity. This trait makes him exhibit emotional, weakness and passive nature that can only be seen in women. At the same time, his masculinity makes him develop traits such as aggressiveness, rationality and courage. The feminist nature establishes his thinking to degrade his identity to self-hatred and self-negation. The patriarchal concept dealing with gender identity makes him weak to develop the courage of avenging the death of his father. One of the biggest masculine traits that are revealed is courage. This is vivid in during the appearance of the king’s ghost as the soldiers trembled and termed it as a dreaded sight. One of the greatest soldiers in the kingdom Heratio is seen to be shaken and pale. However, the case is different with Hamlet as he faces the ghost with courage and does not show signs of fear. He even challenges it before it attars a word. At the same time, he decides to follow the advice of the ghost though it was against the advice of Marcellus and Heratio (Weitz 90). His courageous nature is also depicted when he decided to participate in an art fence fighting that he was invited. He was aware that Laertes had a better chance of

Operations Process and Projects, Assignment Questions Essay

Operations Process and Projects, Assignment Questions - Essay Example Nersesian (2002) defined operations management as the design, operation, and improvement of the system that create and delivers firms' products and service combinations. Moreover, it deals with the proper allocation of resources and the strategic acquisition of technology. Some managers contend that the external environment is too influential to be ignored. Therefore, operations management also includes the proper consideration of the outside entities as contributing agent that will eventually affect the performance of the firm. The external environment consists of the customers and other economic indicators that contribute to the success and failure of firms. The analysis of operations management is critical in the success of firms. Some practitioners have instituted organisations that specifically tackle issues concerning operations management. In the next discussion, manner in which IFS renovated its operations will be illustrated. It is interesting to examine the approaches used by IFS to address the current operational predicaments. Moreover, it is important to equate other processes that were excluded from the methods used by the company. IFS Limited is a manufacturing company primarily providing supplies for retail and other purposes. Although the company has continued to exist with relative success, recent setbacks have made the company revisit its operational procedures. In particular, clients have cited the lack of quality delivery provided by IFS. The specific complaints of the customers involve the failure to satisfy the delivery requirements in quantity. In addition, some clients have pointed that the company has failed to provide prior notices for failed orders. Furthermore, deliveries that were completed exceeded the agreed time causing delays in displaying the goods in retail outlets. It is indeed imperative to create a supply chain that allows more flexibility and eliminate the problems as identified by the consumers. Initially, the plan was to implement Agile Operations Initiative that secure top notch supply chain and will limit tendencies of tardiness in deliveries. The project has adapted advanced technologies and focused on communication as its core attribute. In addition, information is being updated to determine changes in trends especially in designing quality supply chain. Definitely, the process will require several changes and an evaluation of the current system used by the company which determined as problematic. The process involves the entire organisation and the attributes that combine with the entities. Developing the supply chain requires the similar methods used in project planning. Stages such as conception, development, implementation, and termination are important points to be considered. The company needs to specifically create a system that will integrate the positive attributes of the company and the operational procedures that provide positive short-term and long-term outcomes. Project Evaluation The extent of scope covered by the project is creatively established in the project. Forecasting is an effective mechanism and allows the strategist to determine trends in customer demands. The predictions based on previous orders will enable the company to design supply chain that is flexible and becomes highly responsive in periods when the demand is high. After the forecasts have