The Presentation Of Conformity And Subversion Of Gothic...

Discuss the presentation of conformity and subversion of gothic archetypes The gothic genre has been a prominent literary style throughout many eras, a popular example being ‘The Castle of Otranto’. I have studied three texts; Emile Bronte’s novel ‘Wuthering Heights’, published in December 1847, ‘The Selected Poems of John Keats’, published in 1817 and the later ‘The Bloody Chamber’ by Angela Carter, published in 1979. They all use gothic elements in different ways to create a variety of effects and reflect on their own personal views, Carter in particular as a post modern writer and Keats’ confusion of sexuality. The three texts I have studied all conform to the gothic genre in similar ways such as, the use of setting (use Gothic conventions to develop setting). For example in ‘The Eve of St Agnes’ the primary setting is a medieval castle which is portrayed as being sinister and isolated, Keats describes a â€Å"lowly arched way†, the adjective â€Å"lowly† suggests the insignificance and unimportance of the castle. The â€Å"cobwebs† could further highlight the fact that the castle is old and has remained uninhabited for a number of years suggesting an ominous presence. In addition to this, it could also suggest the prescence of insects and spiders within the castle connoting danger and eeriness creating a spine-chilling atmosphere. Keats further makes use of the gothic setting within Madeline’s bedroom Similarly, Bronte creates a highly gothic setting in ‘Wuthering Heights’ – Lockwood

Comparing Fordism and Scientific Management Free Essays

string(136) " many people soon left their line jobs, because of the unpleasant monotony of the work and the repeated increases in production quotas\." Fordism and Scientific Management are terms used to describe management that had application to practical situations with extremely dramatic effects. Fordism takes its name from the mass production units of Henry Ford, and is identified by an involved technical division of labour within companies and their production units. Other characteristics of Fordism include strong hierarchical control, with workers in a production line often restricted to the one single task, usually specialised and unskilled. We will write a custom essay sample on Comparing Fordism and Scientific Management or any similar topic only for you Order Now Scientific management, on the other hand, â€Å"originated† through Fredrick Winslow Taylor in 1911, and in very basic terms described the one best way work could be done and that the best way to improve output was to improve the techniques or methods used by the workers. (Robbins p. 38) Many comparisons can be made between the two theories, such as the mechanisation, fragmentation and specialisation of work and that a lack of intellectual or skilled content will speed up the work at hand. Fordism’s mechanisation of mass production further emphasised many of Taylor†s popular beliefs about management being divorced from human affairs and emotions, using ‘humans as instruments or machines to be manipulated by their leaders† (Hersey p. 84). Fordism fused and emphasised the scientific methods to get things done by Ford†s successful mass-production processes. Contrasts also exist between the two theories. Fordism dehumanisied the worker whereas scientific management convinced the workers that their goals could be readily achieved along with their employers goals, therefore they should all work together in this direction. Fordism suited industrial companies participating in mass production, whereas Scientific Management could be used in many types of organisation. Large companies such as Ford Motors, The Reichskuratorium fur Wirtschaftkichkeit (RKW) in Germany examples these theories in practice. These theories of the past are lessons for the way modern organisations are run today. Managers now realise that they should treat their workers more democratically and since the mid-70†³s, sweeping changes in markets and technology have encouraged managers and manufacturers to use greater product diversity and more flexible methods of production. Movements towards a more flexible organisation have become apparent. Examples of orgainisations such as Nissan, NASA and Toyota serve as modern day examples of post-Fordism and depict movement towards a modified Scientific Management. Comparisons that can be made include Fordism’s mechanisation of mass production and Taylor†s attempts at using employees as machines. Taylor designed this using his principles of management that included developing a science for each element of work and finding the quickest way the job could be done. Henry Ford†s ideal types of Fordist production system included using fixed and dedicated machines in individuals work, rather than turning the employee into a machine. (Hollinshead 1995) With Taylor attempting to prove to the world that there was a science to management and that the quickest way was the best way, he attacked the incompetence of managers for their inefficiencies in running the railroads and factories. Using time and motion studies, Taylor achieved productivity increases of up to 200 per cent. (Dunphy, 1998, p. 4). His thoughts were echoed by others: during a 1910 Interstate Commerce Commission hearing, Louis D. Brandeis argued that US railroads could save a million dollars a day if they introduced scientific management into their operations (Oakes, 1996). Taylor showed the world that the methodical and scientific study of work could lead to improved efficiency. He believed that by defining clear guidelines for workers many improvements could be made to the production of goods. Fordism like Scientific Management in the newly mechanised industries of the early 20th century emphasised that efficiency came from precision in job design, clear division of responsibilities and tight policing of implementation (Taylor, 1911). Taylorism and Fordism were consistent with notions of the organisation as † a ‘military machine† first developed by Frederick the Great of Prussia, and later refined by Henri Fayol†. (Taplin, 1995, p. 430) Scientific Management encouraged firms to improve efficiency by analysing individual processes of industrial production and then recreating them to produce maximum output from any given size labor force. (Hudson, 1997) Ford’s production-line innovations compounded scientific management†s efficiencies into the economy. Taylor believed it would be best to scientifically select, train, teach and develop the workers. However, in contrast, Fordism was based on mass production using semi skilled workers who could be easily replaced. Fordism did not care for the workers to work as a team and to ‘Heartily co-operate †¦ to ensure that all work is done in accordance with the principles of science† like Taylor†s ideas of scientific management did (Robbins,1997, p. 40). Although Fordism borrowed many scientific management ideas, it then advanced upon them to produce a new form of management that included management having hierarchical authority and technical control. Fordism enabled managers to regulate production and safeguard their own position within firms as well as meeting the efficiency criteria set by owners. The obvious efficiencies of Fordism and features that were responsible for the economic successes of this system, also caused problems. Fordism proved particularly suitable to manufacturing in a mass consumption economy, required only occasional innovation of new products and used machines that only made specific goods. Often, these were of low-quality, low-value, high-volume nature, and competition was price based. Low quality could easily become poor quality; workers were poorly motivated with resulting high labor turnover and absenteeism; and coordinating the flow of materials through production processes was difficult (Wood, 1993). Fordism led to massive increases in productivity in certain industries, but the human cost was significant. At one point Henry Ford’s assembly lines had an annual employee turnover of 380 per cent (Encarta, 1998). Fordism alienated workers and allowed no creativity. Where scientific management looked to divide work and responsibility almost equally between management and workers, Fordism was after minimum discretion between management and workers with fragmented work and minimal tasks for employees. Examining what happened at the Ford Motor Company supports these facts. In 1913 Ford began using monotonous assembly-line techniques in his plant. Although assembly-line techniques greatly increased productivity, many people soon left their line jobs, because of the unpleasant monotony of the work and the repeated increases in production quotas. You read "Comparing Fordism and Scientific Management" in category "Essay examples" This is something that contemporary management techniques have realised; it is beneficial for employees to become involved within their jobs and not expected to be machines. Ford partly overcame this problem by doubling the daily wage then standard in the industry with his famous offer of ‘$5 a day to workers who would put up with the alienated, regimented work conditions at Ford Motors† (Clark, 1997). One worker said, â€Å"You†ve got to work like hell at Ford†s†¦ You can†t let up. You†ve got to get out the production†¦ nd if you can†t get it out, you get out† (Rupert, 1997, p. 11) His results were increased stability in Fords labor force and a substantial reduction in operating costs. Then the Model T automobile was introduced in 1908. With the help of this model, Ford became America†s largest automobile producer and vendor. Nevertheless throughout the 1930s Ford began losing business to his competitors, mainly because they were slow introducing new models of automobiles every year. (Encarta, 1998) Scientific Management and Fordism created a new type of ‘revolution†. The promise of massive increases in productivity led to the following of Fords and Taylor†s models of management all over the world. Britain never had a scientific management movement like that in America, and the leading British engineering journals in the early 20th century revealed Taylorism receiving attention, much of it positive. Engineering became an unqualified supporter of scientific management, only The Engineer, a journal of engineering at the time, maintained sustained hostility to Taylorism declaring it was unfair and inhuman and not â€Å"sportsmanlike. The Engineer criticised the separation of workers thinking in their jobs from doing their jobs and described Taylorism as â€Å"scientific management gone mad. † (Whitson, 1997) Another organisation that followed both the American models of Taylor and Ford, was The Reichskuratorium fur Wirtschaftkichkeit (RKW) founded in 1921. This huge Berlin-based electro-technical and machine-constructing conglomerate strove to implement measures of industrial and organisational efficiency in Germany in the inter-war era. RKW†s aim was to â€Å"implement technical and organisational measures of industrial, and economic efficiency, an organization devoted to industry; efficiency, and production standardization. † (Shearer, 1997, p. 569) In modern times, firms have attempted to reconfigure work places and production systems using flat hierarchies and lean production systems in contrast to Scientific and Fordist management. Managers presume that these sorts of changes will enable firms to achieve flexibility, seen by many managers as essential to maintaining competitive advantage into and beyond the 21st Century. Flexible production systems opposing strict Fordist lines, made possible by these organisational changes and new technologies, permit shortened product development time. There is a new way of organising production and a departure from Fordism and all it contains. However, scientific management was used by Japanese automobile constructors in the 1970s when they began to compete using â€Å"fundamentally improved manufacturing processes that consistently produced vehicles of higher quality far faster than Detroit† (Oakes p. 569). Japan car manufacturers successfully decreased labour and production costs giving American Manufacturers a run for their money, Japans Toyota is an example that used Fordism as a base of new managerial processes. Another modern day example, which drew on these two management methods, was in space science. NASA developed a set of measures to assess if they were implementing their own strategies. NASA’s strategy, defined by the motto ‘cheaper, faster, better,† was to reduce the size and cost of space probes without eliminating any important missions. Figures show that the two missions to Mars launched in late 1996 were each one-fifth the real cost of previous Mars missions (under $200 million in 1996 dollars, as opposed to an average of $1 billion each for the previous eleven U. S. spacecraft launched for Mars)†. (Oakes, 1996, p. 589) Post-Fordism has been described as a â€Å"shift to the new information technologies;[a] more flexible, decentralized form of labour process and of targeting consumers by lifestyle taste and culture rather than by categories of social class†¦ as well as] a rise of the service and white-collar classes and the feminization of the workforce:† These are lessons managers have learnt and result in less rigidity and mechanisation and a reduction in the blue-collar masculine workforce. The firms that face the most difficulties in the new globalised marketplace are often those with labor intensive, standardised manufacturing processes. Companies emphasise that these new forms of work provide better jobs. For instance, Nissan projects an image of work as taking place in an empowering environment built around the themes of flexibility, quality and teamwork. In conclusion, both Fordism and Scientific Management share common themes yet also display some significant differences. They both encourage looking at the fastest way work can be completed and impose strict guidelines upon employees and their job descriptions. This has led to a great deal of dissatisfaction among employees in production lines with alienation and monotony of workers that encouraged a high turnover of employees at organisations that imposed these techniques. Henry Ford developed much of his conceptions upon Taylor†s ideas of scientific management. These theories imply that contemporary organisations and their managers should take into consideration the ideas of employees to avoid division. Managers today often see workers as multi-skilled and more involved in the process of production via teamwork, the reintegration of manual and mental labour, and the empowerment of production workers. Today†s mass production has seen technology wiping out many of the jobs once held by these employees. There is a movement towards a more flexible workplace in the wave of this new technology away from strict guidelines imposed upon workers and their job descriptions, they are now encouraged to learn about other areas of the workplace. Fordism and scientific management have greatly influenced our workplace today and their theories will continue to be built upon for years to come. How to cite Comparing Fordism and Scientific Management, Essay examples

Furnman Selz Case free essay sample

Global Human Resource Management Case Study Furman Selz LLC (A): A Tale of Two Acquisitions 1. What problems are Furman Selz and ING facing in December of 2000? In 1997 ING Barings acquired Furman Selz for $600 million in a purchase that was labeled as a â€Å"match made in heaven†. Although the basis for this company’s evaluation was quite optimistic, both parties believed in the significant future synergies between the two companies. However, a few months after the acquisition, differences between the two started to surface. ING installed Fernando Gentil to run the new company ING Barings Furman Selz together with Furman Selz’s Chairman Edmund Hajim. Gentil applied ING’s vision of becoming the leading financial services company and hoped for the ING Barings Furman Selz to become one of the top players in investment banking. This was further supported by the ING parent company in a meeting where they set the goal of moving ING Barings Furman Selz from current lower ranks (15th or 17th position) to a top 7 position. All this should be achieved without further investment but just by leveraging synergies, which in Hajim’s opinion was impossible and led to confusion among Furman Selz employees. Another issue occurred when ING informed Hajim about the planned tight integration of Furman Selz into ING Barings’ New York operations. This came as a surprise, as Hajim believed that during the acquisition talks both companies agreed for Furman Selz to remain independent. In his opinion the move was disadvantageous as the ING Barings’ overhead costs were well above those of Furman Selz and his company had a different structure of measuring success. Albeit his objections, Hajim eventually agreed to the move but subsequently withdrew from the leading role and let Gentil take over more responsibilities. ING’s non-cooperative behavior here could have also be foreseen earlier when they invited Hajim to Amsterdam right after the acquisition but didn’t put an effort into welcoming him in a way you would expect when his company just got acquired. Instead they just scheduled a one-hour meeting and didn’t want to strengthen the relationship between the two entities. In the wake of the merger, some Furman Selz executives were  promoted into leading roles of the new entity, but many of the regular employees were unhappy with the new situation. They felt betrayed by ING’s move to integrate both banks, others were dissatisfied to be in one boat with a commercial bank. Also the compensation schemes became insufficient, as there was no clear system anymore to assign profits to the source it stemmed from. Furthermore bonuses were misallocated which left many employees disappointed. Eventually in the years after the acquisition an exodus of the company’s top talent occurred. Hajim resigned from the co-chairman position and went on to lead ING Furman-Selz Asset Management and was very successful in this new role. Other key players also left the company, among them 16 of the 42 Furman Selz analysts. ING on the other side was struggling to get its operations in Europe under control. At the end of 1997 Arjun Mathrani was appointed as new CEO of ING Barings to get the investment banking acquisitions under control and integrate them into the company. But under the new management some unfortunate decisions were made in the following months. The head of markets laid off some bankers from the Latin American division, then he left the company himself two weeks after and subsequently the fired bankers were re-hired again for a much higher salary. Only for the whole Latin American unit being closed for good at the end of the month. Afterwards ING announced that it would open up another investment bank in Western Europe, which made many employees doubt ING’s commitment to ING Barings Furman Selz and subsequently they left the company. Discouraged by the parent company’s decisions, Mathrani stepped down as CEO and Marinus Minderhoud hesitantly took over until a replacement was found. After the next quarterly reports, which revealed poor performance, and due to the missing efforts of ING to find a new CEO, Minderhoud stepped down and David Robbins took over. In the following months ING announced a review of its investment banking operation and subsequently dismissed 1,200 employees. Although the three investment bank acquisitions ING made were all great performers in their markets, under their new parent company they all performed weakly. This is partly due to the re-focus on developed markets instead of providing services related to emerging markets where the entities had a lot of experience and a good standing. Another re-alignment in strategy dismissed the matrix organization of product line and market and instead assembled operations along four global,  client-focused business lines. While these moves appeared to correct the problems, employees still felt that ING does not have a clear strategy. This sentiment and the constant changes in management and strategy caused CEO David Robbins and another executive to leave the company as well. In 2000 ING Barings was the least profitable of ING’s groups leaving the management wondering if they should spend any more money on the integration of the acquisitions or completely leave investment banking. 2a. How was the acquisition by Xerox different than the ING acquisition? One of the biggest differences was the nature of the alliance itself. Both acquiring companies intended to leave Furman Selz as a separate organization. Nevertheless, ING broke its agreement and, 45 days after the acquisition, announced the total integration of Furman Selz. As a consequence, the second acquisition had a completely different impact on Furman Selz. While the acquisition from Xerox meant just a few adjustments and Hajim could still follow its own strategy, the acquisition by ING implied tremendous changes, with ING interfering in the strategic decisions of Furman Selz. In contrast to the time under Xerox, the management was not included in the decision making process. Thus, the employees of Furman Selz had to face several changes in strategy, without being able to influence the decisions, on top of having to cope with the integration itself. Another difference between the cases lies in the anticipated return from the acquisition on both sides. Xerox, on the one hand, enabled Furman Selz to grow and increase its book value by providing capital and the prominent name. In the case of the ING acquisition, on the other hand, Furman Selz expected a global reach as well as (increased?) capital. However, ING was not willing to invest (more) in the company but was expecting high growth rates. With the lack of both input from ING and higher growth rates from Furman Selz, expectations could not be met from both sides, in contrast to the acquisition by Xerox. During the integration process several changes had to be made, since ING was a commercial bank and insurance company while Furman Selz was an investment bank. As a consequence, the two companies had a completely different management style and structure, and adaptations had to be made regarding the costs, profits, compensations and HR. Because Furman Selz was left independent at the first acquisition fewer modifications had to be made in the company. Another important issue was the difference in company culture and leading style.  Whereas the first acquisition happened inside national borders the second takeover was a cross boarder acquisition. Hajim noticed the differences of the companies’ cultures when he was invited to meet the board of ING in Amsterdam. In contrast to Hajim the Dutch board had no interest in any interpersonal relationship and these cultural differences could be found throughout the whole communication process. Apart from the lack of interest in the personal opinions of Furman Selz’s management, the employees also had to face an intransparent management style after Furman Selz had been acquired by ING. Conversely, Xerox had a clear vision, which Hajim could communicate easily to the employees. Additionally, there was a fair and quantifiable compensation structure. The absence of these two factors after the second acquisition led to pessimism and several exits/resignations of talented employees. 2b. Was the Xerox acquisition successful? At that point in time, Furman Selz’s main objective for an acquisition was the search for new capital in order to cope with the increased costs of running the business. While Furman Selz was a privately owned company before the takeover, after the acquisition the financial risk was shifted towards Xerox. As a consequence Furman Selz was able to take riskier but lucrative business decisions and the expectations Furman Selz had prior to the acquisition were met. In addition, the name ‘Xerox’ gave Furman Selz more viability. Prior to the acquisition Furman Selz’s employees had to explain who they where, afterwards it was easier to make business deals because Xerox was a well-known company. As a result, the capital and the name allowed Furman Selz to grow more aggressively. Since Furman Selz was an independent subsidiary of Xerox, the company did not have to face major changes after the acquisitions. The only negative impact was the increased bureaucratic work like the necessity of monthly projection plans. Nevertheless, Hajim could follow his own strategy and had no problems with the board of Xerox, allowing for a reduction of changes in company structure and insecurity of towards the future. When Hajim and the management bought the company back, transforming it once again into a privately owned company, they did not have to make profound changes while gaining a strengthened company. During the time with Xerox the subsidiary grew constantly,  outperforming the industries average during the crash of American markets in 1987 and almost doubled the book value between 1987 and 1993 to $97 million. In conclusion, the acquisition was successful, considering the decrease in risk, and increase in capital, growth possibilities and low amount of changes, allow ing for a smooth transformation back to a privately owned company after 1993. 2c. What should ING and Furman Selz have done differently? In the process of creating successful alliances a good strategy is as crucial as the partner. However, during the Furman Selz takeover by ING the acquisition was agreed upon, without having defined a clear strategy or even a shared vision in the first place. Whereas Furman Selz expected capital and an increased global reach from the acquisition, ING saw the takeover as a small step towards gaining a foothold in the American investment banking market, leading also to divergent expectations for the following development. Even though the two parties had agreed on high growth rates during the negotiations, they did not speak about the specific terms. As a result, Hajim was severely taken aback when he learned that ING was not willing to invest additional money in the company. In order to avoid these conflicts the parties should have clearly defined/verbalized the terms and conditions during the negotiation period. Furthermore, Hajim should not have forgone the governance clause without any warranties. In the attempt to close the acquisition quickly Hajim acted naà ¯ve and believed in the word of ING’s board members. He should have insisted on a written governance clause assuring the independence of Furman Selz. One problem on the side of ING was to not includ Furman Selz’s management into the company’s decision making process. After settling the full integration ING should have taken Hajim’s concerns regarding the cost structure into account and paid more attention to potential problem during the integration of the two companies. Since the managerial style and structure of investment banks and commercial banks differ substantially, a lot of effort has to be invested in order to integrate one system into the other. Besides, special characteristics of Furman Selz, like the low cost structure, should have been considered to a higher extend. Also, during the integration, the two parties should have worked more closely together. By not cooperating enough they could not  exploit valuable synergies like the â€Å"cradle to grave financing† which was declined by Furman Selz’s employees. When ING broke the orally guaranteed agreement of leaving Furman Selz as an independent subsidiary so shortly after the acquisitions, Furman Selz’s employees felt betrayed. This feeling led to resistance during the integration process. The sudden change in strategy was followed by several strategic changes during the following years. The instable management style also led to insecurity and pessimism among Furman Selz’s employees. In contrast to that development, from the beginning onwards, ING should have worked on the satisfaction of the employees, as they sustain the knowledge in the company, Besides the already mentioned clear strategy this would have required a clear communication and an integration of Furman into the decision making process. Furman Selz’s employees did not know what ING was expecting from them. A good leadership from ING with an inspiring vision and effective communication would have been necessary to prevent their pessimism towards the future. Moreover, their resistance and unwillingness to work with ING colleagues could also have been avoided. Programs to foster the interaction between employees of both units should have been implemented in order to evade problems like the HR unit had to face. One of the problems of the acquisition was the exit of several employees. Several managers left the company after disagreeing with the ING board. Additionally, 16 out of 42 analysts left the company in two years. Between them were prominent research analysts like Maryann Keller. For an investment bank like Furman Selz these people are the most valuable asset. Thus, the retention of key talent should have been the focus during the integration process, for example avoiding the resignation of talented employees by giving clear incentives. One possibility would have been to establish a compensation structure, which is clear and easily quantifiable. Certainty about bonuses and a fair compensation structure relating to individual and team performances would have been necessary in order to avoid the brain-drain of Furman Selz’s key talents. 3. What should Furman Selz and ING senior management do? If we have a look at the most important success factors of an international acquisition namely retention of key talent, effective communication, executive retention and cultural integration we see that none of these  criteria are fulfilled in our case. A possible option for ING would now be to simply sell Furman Selz again, as the integration obviously has failed. ING’s vision is to become a leading financial services company in a growing and globalizing industry. To achieve this, however, it will be key to have a strong investment banking arm with a footprint in the US. Therefore, we will know evaluate the option to not sell Furman Selz. Clearly, if they decide not to sell Furman Selz they have to manage the turnaround and fix the problems which have occurred and which we have described in question 2. It seems to be that the cultures of an investment bank and a commercial bank are too big to merge them. As a consequence, we suggest to reverse the integration process of Furman Selz following a clear preservation strategy. It is true that many key people of Furman Selz have already left the company but we should not forget that the key person is still with the company, Hajim. With Hajim the Furman Selz employees associate â€Å"the good old times† when the company has been successful and a strong culture was in place. Hajim has not only proven to be able to grow the independent Furman Selz company but also the ING money management arm. We therefore suggest to name Hajim the CEO of ING Furman Selz. In order to communicate the independence of Furman Selz it will be useful to change the name to Furman Selz an ING company. With Hajim on top and the more independent name it should be possible to regain trust by employees and also by clients. Another action to rebuild trust and image would be to give Bernard Selz who is also still with the company a representative position in the firm. Not that the company will need his skills, but having him on board would definitely fuel a â€Å"back to the roots† spirit. During the failed integration process Furman Selz lost top talent especially within research one of the key departments within an investment bank. It will be key to become an attractive workplace again and hire new top performers. In order to reverse the integration and hire new people, Furman Selz will need a significant amount of capital. Capital was one of the reason why Furman Selz earlier wanted to be acquired by ING. Therefore, ING senior management should bring capital in the firm to make their venture a successful company again. During the MA process with Furman Selz ING senior management showed that it was very keen on integrating the company with the intention to leverage synergies. These attempts ended up in resistance and unfair compensation methods. We also  think that there is great potential for leveraging synergies between ING and Furman Selz but we do not believe in forcing people to take advantage of them. As a consequence, we advice to create inter-company functional synergy groups. These groups will meet on a quarterly basis and discuss opportunities for collaborating in certain areas. If and only if both ING and Furman Selz benefit from a collaboration they should do it. By giving Furman Selz choice resistance will be eliminated and employees feel that it is an advantage to be an ING company. Within the collaborative areas it is key to manage compensation right. Synergy groups will from the beginning clearly define who gets benefits from certain types of deals when both ING and Furman Selz were involved. One specific example is that we suggest to establish lead prices which can be fixed or dependent on the final deal volume. If Furman Selz refers a client to ING than it will be clear what ING has to pay the specific Furman Selz department and vice versa. Regarding compensation we also would like to mention that the performance of other ING businesses will not affect Furman Selz bonu ses anymore. By following this strategy we would solve the cultural and communication issues. As we probably will not be able to get all key people back, we will on the other hand be unable to solve key talent and executive retention. As a consequence it will be key to hire new talent who are able to replace the ones who have left.

Lord Of The Flies Essays (1377 words) - English-language Films

Lord of the Flies Lord of the Flies Chapter One: The Sound of a Shell. The first chapter concentrates on describing character personalities. Ralph, Piggy, Jack and the rest of the choir are introduced after Ralph blows the conch. The group elects Ralph, 'the chief' and they begin to establish rules and boundaries. Ralph, Jack and Simon explore the island and begin plans for shelters from the weather. The trio find that the island is a fertile place. It has natural fruit, fresh water and wild pigs which could be hunted as a form of meat. Piggy is immediately ostracized from the group and Ralph also decides that a bonfire on the mountain should be lit permanently on the mountain as a constant smoke signal. Chapter Two: Fire on the Mountain. Ralph calls another meeting to discuss the fire on the mountain. Jack decides forming a hunting party to hunt pigs. A small boy claims to have seen a serpent-like beast, but the idea is quickly discarded after Ralph and Jack convince the group otherwise. The group hurriedly rushes to the mountain and collects wood for a fire, which breaks up the meeting. At first the boys have nothing to light the fire, until Jack robs Piggy of his glasses and uses them to magnify the sun's rays to heat the tinder-dry wood. The fire, although majestic, unfortunately only generates a tiny amount of smoke, so the boys stack green branches on to get more smoke. At the next meeting, Ralph decides that more rules should be introduced, including groups to be set out for specific tasks (e.g. Shelters, Fire, Hunting). Also, Piggy brings up a subject of concern. He reveals that one child is missing, and the group fear for his life. Chapter Three: Huts on the Beach. Ralph and Simon start to build shelters on their own and become angry because of the amount of kids who won't help. Ralph and Jack chat about each others views of their predicaments, and find that they are very different. Jack starts to become obsessed with hunting and killing pigs and loses sight of their goal- to be rescued. The younger children spend more and more time playing and less and less time helping. Chapter Four: Painted Faces and Long Hair. The hunters start painting themselves to stay camouflaged from their targets. Piggy suggests making a sundial to tell the time, but has no support. A ship sails past the island but doesn't notice the boys because Jack's choir had let the fire out completely. The boys had lost interest in the fire and decided to go hunting instead. This makes Ralph angry. Jack and his hunters catch a pig, but Ralph doesn't care. Jack re-lights the fire and prepares the pig's meat for a feast. Ralph is still not satisfied and calls a meeting down on the platform, beneath the mountain. Chapter Five: Beast from Water. Ralph calls a meeting, still using the conch system to give kids the right to talk. He tells the group that there idea of water carriers quickly became boring to them and that shelters were being slept in by all but only two people were making them. He was also displeased with the younger children, expelling bodily waste wherever they pleased, instead of in the rock, near the bathing pool, as they agreed. This brought a chorus of laughter. The conversation soon switched to the beast. Some, even most of the group had doubts on whether it was just a figment of the "little'uns" imaginations. Jack talks out of turn and this sparks a verbal brawl between Jack and Ralph. The group now starts to go their separate ways- either with Jack, or Ralph. Jack's hunters decide to hunt the beast and settle the mind of the young kids. Chapter Six: Beast from Air. Ralph and his friends fetch wood for the fire. Later that night, the twins rush to Ralph and Piggy and tell them that they have seen the beast. They ask to use their spears. Ralph went with the other to hunt for the beast. They venture into the jungle and into a cave but find nothing. Jack decides that the cave is a good place for a fort. The boys start to turn against Ralph and his ideas and begin to join Jack in his hunting. Chapter Seven: Shadows and Tall Trees. Ralph hunts with Jack for a while and stabs a boar which the boys mistake for the beast. Jack planned a bonfire where they planned to play a game where Roger would act as a Pig and they would

Weber and Simmels Take on Power and Conflict Essays

Weber and Simmels Take on Power and Conflict Essays Weber and Simmels Take on Power and Conflict Essay Weber and Simmels Take on Power and Conflict Essay Amber Clayton Weber and Simmel’s Take on Power and Conflict Jon Witt, explaining Max Weber’s theory on resources of power, was not surprised at the fact that students do not use the party resource to fight for better tuition costs, because of the individualistic society of the United States. This fits into conflict theory because the school would be considered a rational-legal authority. The students â€Å"give in† to the rules and perceived rights of the school to raise tuition costs. As Jon Witt said â€Å"there are reasons†¦ for why people should do what they are told to do. If the school did not charge the students money then they would not be able to pay the teachers and professors to educate them. This idea fits into the broader theory because Witt’s claim about the US being individualistic is not expanded in this chapter, but it is in previous ones. In chapter 4, Witt mentioned â€Å"†¦we combine extreme interdepe ndence (due to specialization) with a strong sense of individualism (tied to a weak collective conscience). We depend on each other more than ever, but we realize it less. In an article by Margaret Foster, she asks 70 college presidents â€Å"can you school continue to attract students at its current rate of tuition growth? † and 80% said yes. This tells me that students are simply following the rational-legal authority of the bureaucratic schools, choosing to accept the higher charges and taking out higher loans. The students most likely do this because they are too weak as individuals to do anything about it or they assume the school leaders are making these decisions because they have no other choice (bad economy, budget cuts, ect). George Ritzer claims that the unpredictability of human error has led to a desire for greater control and the replacement of human with nonhuman technology. The idea of companies (bureaucracies) replacing humans with technology to ensure efficiency fits into Weber’s theory of formal rationality. As Ritzer explains â€Å"[Fast-food chains have] employed all the rational principles pioneered by the bureaucracy and is part of the bureaucratic system because huge conglomerates now own many of the fast-food chains. McDonald’s utilized bureaucratic principles and combined them with others, and the outcome is the process of McDonaldization. † Ritzer backs his claim up with multiple examples and evidence. One of which being the replacement of human communication over the telephone. Companies force people to go through a string of â€Å"press 1 for yes or 2 for no†s before they even talk to a real person. In some cases, the person doesn’t speak to a real person at all. Although annoying, people just excuse it away as a consequence of living in our technological world. This idea is expanded in an article by Karen Korzep. She outlines the advantages and problems with TeleHealth (medical technology) and the resistance among people to a total technological take-over. She explains in her conclusion that â€Å"just because the technology exists, does not mean that everyone will be accepting to it†¦ [however] [i]n my opinion, it will be at least one more decade before we see this technology take over and really have an effect on jobs. † Therefore, even though people may have resistance to the technology and worry that it will affect jobs negatively, the technology will still, most likely, take over in time. William J. Staudenmeier, Jr. claims in his chapter about Georg Simmel’s theories on social drinking that when a member of the group buys a round of drinks, the others would not simply pay them money, because â€Å"treating†¦ has to do with personal relationships, and it is not strictly an economic exchange. † This idea fits into conflict theory because the taverns are becoming more and more bureaucratic with rules and regulations that the consumers must follow or face the consequences (kicked out or banned for fighting or over drinking). Instead of backing his claim up with evidence, Staudenmeier expands on the idea by saying â€Å"the ‘surplus of satisfaction’†¦ comes from the value of giving and receiving in a group in which such actions and the thought of such actions make us feel good and make us feel a part of the group. This is outside the narrow cash nexus of economic exchange because what is calculated here is not mere profit and loss. † The issue of teenage pregnancy and how it fits into this theory is best addressed in an article by Linda Arms Gilbert. She outlined a study done by the Franklin Heights Federal Housing Project in Murfreesboro, Tennessee. The Murfreesboro Housing Authority partnered with the police department to help rid the projects from drug-related behaviors by developing positive relationships with the Franklin Heights families. The police department made over 500 contacts, creating a positive working relationship between the families and law enforcement as well as informed residents willing to provide tips against drug-related behaviors. The Parks and Recreation Department started an after-school program for 8-13-year old students, which included educational leisurely activities and an after-school tutoring program. A Parents as Teachers Program was started that allowed teen mothers to connect with their children. The program â€Å"held group meetings to help young parents understand the emotional, physical cognitive needs of their young children and to form a community of teen mothers who could offer support to each other. In the end â€Å"Franklin Heights has taught an entire city about the importance of collaboration and has shown what can be accomplished when individuals and agencies choose to look beyond the borders of their own job descriptions and departments to see the needs of families within that community. † The point is that, even in a bureaucratic society where, typically, rational-legal authority does not think about the well-being of their â€Å"workers† (in this case, the people who req uire government assistance), there can be an authority who thinks beyond what is efficient and profitable and helps the issue of teenage pregnancy, drug use, and violence. - [ 1 ]. John Witt, The Big Picture: A Sociology Primer (New York: The McGraw-Hill Companies, Inc. , 2007) p 89 [ 2 ]. Witt, p 86 [ 3 ]. Witt, 59 [ 4 ]. FOSTER, MARGARET. Sticker Shock. American Scholar 82. 1 (2013): 120. Academic Search Premier. Web. 2 Mar. 2013. [ 5 ]. George Ritzer, The Weberian Theory of Rationalization and the McDonaldization of Contemporary Society, Peter Kivisto, ed. , Illuminating Social Life: Classical and Contemporary Theory Revisited, 4th ed. (Thousand Oaks, CA: Pine Forge Press, 2008), p 52 [ 6 ]. Ritzer, p 45 [ 7 ]. Ritzer, p 54 [ 8 ]. Korzep, Karen. The Future Of Technology And The Effect It May Have On Replacing Human Jobs. Technology Health Care 18. 4/5 (2010): 353-358. Academic Search Premier. Web. 2 Mar. 2013. [ 9 ]. Korzep, p 357 [ 10 ]. William Staudenmeier, Jr. , Alcohol-Related Windows on Simmels Social World, Kivisto, 109 [ 11 ]. Staudenmeier, Jr. , p 110 [ 12 ]. Gilbert, Linda Arms. The Teen Pregnancy Dilemma: A Different Solution. Delta Kappa Gamma Bulletin 73. 3 (2007): 5-8. Academic Search Premier. Web. 2 Mar. 2013. p 3 [ 13 ]. Gilbert, p 3

Introduction to Purchasing-Power Parity

Introduction to Purchasing-Power Parity The idea that identical items in different countries should have the same real prices is very intuitively appealing- after all, it stands to reason that a consumer should be able to sell an item in one country, exchange the money received for the item for currency of a different country, and then buy the same item back in the other country (and not have any money left over), if for no other reason than this scenario simply puts the consumer back exactly where she started. This concept, known as purchasing-power parity (and sometimes referred to as PPP), is simply the theory that the amount of purchasing power that a consumer has doesnt depend on what currency she is making purchases with. Purchasing-power parity doesnt mean that nominal exchange rates are equal to 1, or even that nominal exchange rates are constant. A quick look at an online finance site shows, for example, that a US dollar can buy about 80 Japanese yen (at the time of writing), and this can vary pretty widely over time. Instead, the theory of purchasing-power parity implies that there is an interaction between nominal prices and nominal exchange rates so that, for example, items in the US that sell for one dollar would sell for 80 yen in Japan today, and this ratio would change in tandem with the nominal exchange rate. In other words, purchasing-power parity states that the real exchange rate is always equal to 1, i.e. that one item purchased domestically can be exchanged for one foreign item. Despite its intuitive appeal, purchasing-power parity doesnt generally hold in practice. This is because purchasing-power parity relies on the presence of arbitrage opportunities- opportunities to risklessly and costlessly buy items at a low price in one place and sell them at a higher price in another- to bring prices together in different countries. (Prices would converge because the buying activity would push prices in one country up and the selling activity would push prices in the other country down.) In reality, there are various transaction costs and barriers to trade that limit the ability to make prices converge via market forces. For example, its unclear how one would exploit arbitrage opportunities for services across different geographies, since its often difficult, if not impossible, to transport services costlessly from one place to another. Nevertheless, purchasing-power parity is an important concept to consider as a baseline theoretical scenario, and, even though purchasing-power parity might not hold perfectly in practice, the intuition behind it does, in fact, place practical limits on how much real prices can diverge across countries. (If you are interested in reading more, see here for another discussion on purchasing-power parity.)

Investigating the impact of Information Technology on a career Assignment - 1

Investigating the impact of Information Technology on a career - Assignment Example Owing to information technologies, advanced proficiency can be acquired by any tourism manager (Frew 138). Information technology transforms how business is carried out in the tourism industry. More particularly, marketing prospects are growing; modernization in customer service personalization and service technology takes place; and information on every tourist service is accessible virtually across the globe. Wireless communication technologies, data and text communication among guests, managers, and employees are currently being implemented by the hospitality industry (Yeoman & McMahon-Beattie 274). Consisting of expert systems and portable communication devices, these technologies enable tourism personnel to provide the finest customer service. Therefore, in order to remain competitive in the future and to meet tourism demands sustainably and securely there is no other alternative but to integrate IT and improve the interactivity with the customer base and the bigger market. Moreover, top management dedication and groundbreaking business process restructuring are needed with a long-term strategy planning throughout the organization (Lee 155). At present, information and choices are accessible on the Internet and customers can select the best from these choices to transact. This has lessened the needless haste of customers in travel

Research Paper 5 pages( Two Artist) Essay Example | Topics and Well Written Essays - 1250 words

Research Paper 5 pages( Two Artist) - Essay Example Yayoi moved from Japan to New York at the age of 27 years where she made a name for herself in avant-garde art; her work incorporates elements of Pop, Fluxus, Minimalism, and Surrealism, but remains unique in its fanatical, often sexually suggestive ways. This present work belongs to the body of works that she started in 1962, which she labeled ‘aggregation sculptures’, or ‘compulsion furniture’; Yayoi’s fascination with the theme of self-obliteration is explored in this work of art as well, just as in the rest of her other pieces. These works are best known for incorporating objects related with the work of women such as the metal oven pan alongside the stuffed, phallic limbs as in the present case; often than not, Kusama was fond of presenting her works in installations fitting rooms. Joseph Richards of The What Where When holds says this of the artist—â€Å"†¦Kusama’s meditative obsessiveness is a mind-bending effect that can never really be pulled off inside a gallery space†¦infinity can’t sit inside a frame, and when the gallery space becomes the piece, that’s when the magic happens† (Art radar, 2012). Tabish Khan, Londonist says, â€Å"†¦it’s only when you are surrounded by her repeating patterns that you realize what it’s like to be immersed in her hallucinatory and fantastical world, where there is a constant struggle between light and dark†¦Ã¢â‚¬  (Art radar, 2012). The 60’s, a time when the painting of the Oven-Pan was made, was characterized by new, radical and subversive events as well as trends that shook the rest of the globe in great extents; in the US, the 60’s were typically characterized with anger and violence following the assassination of J.F. Kennedy. There were many protests and civil unrest in the country due to the various socio-economic as well as political upheavals; many Americans protested against the unfair treatment of blacks as well as because

Basic Device and Security Configuration Essay Example for Free

Basic Device and Security Configuration Essay When designing a network there are basic network and security configurations that one needs to consider. Choosing a hostname for each device is very important, this allows the user to know what device they are working on. Configuring interfaces with a proper IP, subnet, and descriptions are part of the basic configuration of a network device. One needs to consider the security setting for the network devices. There are some basic configurations that one can choose to use in their configuration. Passwords and a username should be used for consoling and remote access to any network device. Enable passwords and encrypting those password are best practice’s for any engineer. Configuration of a username and password for virtual lines, will help in keeping unwanted persons out of your network device along with, a banner upon logging into a device. Banners are messages that will display a warning to any unauthorized person looking to access the device. Shutting down unused ports in a switch, will keep unwanted clients of the network and people from just plugging a laptop into the port for access. Remote access is something to think about when configuring a device. SSH (Secure Shell) and telnet are two network protocol used to remote access to a device. SSH is a more secure application that uses higher encryptions of data then telnet does. To generate the SSH key the use of crypto key generate rsa is used with a 1024 bit key, creates the most secure key. Remote access is a concern to any engineer and should be taken with the highest priority. Commands Used in Basic Device Configurations CLI commands that are used in a switch and in a router are the same. Most CLIÂ  commands are configured in the global configuration mode. It’s always good practice to start with the command erase startup-config, which resulted in the saved NVRAM configuration to be erased. Setting the appropriate hostname for the device is the command hostname {name}. By naming ones device, this will let the user know what device they are working in. Passwords helped secure the device for the enable mode, consoling into the device, and remote access. To set a password to access the enable mode, one need to use the command enable secret {password}. The configuration of a password for consoling into a device, one needs to be in the line con 0 mode and use the command password, the same command is used for remote access but in the line vty 0-15 mode. When using the enable secrete command, the passwords are displayed in clear text. For more security, service password-encryption is used encrypt the password when a show run command is used to display the running configuration. Enabling SSH version 2 is a better choice than version 1. SSH version 2 has stronger cryptographic integrity check and supports password changing. If one configurators their device to support SSH, then there are several commands that need to be configured. A username {name} password {password} command needs to be assigned. The ip domain name domain {mycompany.com} command is used, followed by crypto key generated rsa command. When the engineer types that command the IOS will prompt one for the number of bits. 512 is the default, however, one can choose a larger number and 1024 bits is recommended. The RSA encryption key is used for authentication and encryption of the SSH data. The transport input telnet ssh command allows telnet and ssh on the virtual lines by being configured in the line vty 0 -15 mode. The interface range {interface}-{interface} command is used to make changes in the interface range. One can use this command to shut down all unused ports in a switch. Lastly, the copy run start command was used to copy the recent running configuration to the startup configuration.

Theme of Inequality in The Subjection of Women by John Stuart Mill Essa

In the essay, The Subjection on Women, the author John Stuart Mill describes his views on the inequality between men and women. He gives his opinion on why men have so much power over women and why this occurs. John Stuart Mill describes a principle and system that regulates the social relations between women and men. The principle Mill proposes is the legal subordination of one sex to the other. He is referring to the dominance that men have over women. In 1869, the Parliament in Europe gave little rights to women that created a tremendous gap between men and women. Men would be given the final say on what women could and could not do. The system that regulates the social relations between men and women was the system of inequality. Mill wrote that inequality was not forced on women, but was the way of life since the start of society. Mill argued that even though women voluntarily accepted male domination the majority of women were against it. The only way Mill said that women living in the mid-nineteenth century in Europe could get their opinions known was through written works. The main argument women were trying to make was to be as educated and given the same opportunities that me n received. Women wanted to obtain jobs in high positions; jobs that required men to listen to women and follow the orders that women gave to men. According to Mill, men wanted women to tend to their needs without forcing them. A wife who seemed to be forced to serve their husband ...

Alberti on Renaissance Painting and Technique

This essay will deal with the technical and metaphysical aspects of Alberti’s famous 1435 piece, On Painting, specifically, the paragraphs in Book II 25-34. What is significant about this selection is that it summarizes many of the technical and metaphysical principles that have come to define the renaissance, especially the dominance of Plato and the rule of Form.Hence, this selection is not merely a matter of painting technique, but a summary of the basic ontology of Renaissance thinking as it pertains to painting and sculpture, as Alberti considers these as â€Å"cognate arts.† The citations will be based on the paragraph number rather than the page.The professed aim of this section is to justify the honor and virtue of the painter as an artist. But of course, it is far more than that. Alberti depicts the painter almost as a sorcerer or sorts, someone who can make what is not present, present. The notion of re-creation, or even co-creation is a central element of the scientific revolution that the Renaissance both foreshadowed and participated in.For Alberti, the painter can, in a sense, bring the dead back to life (25). The painter does, on a regular basis, what the alchemist tries and struggles to bring about, to have a dominance over creation, to master it and force it to bend to the artists’ will. This is the real connection between Alberti’s work here and the scientific and alchemical ideology of the Renaissance (Caron, 1961 35-37).Alberti continues to contrast the painter’s art to the alchemists, holding that a painted jewel or piece of gold, because it is artistically rendered, is actually worth more than the actual stone or previous metal. This is a challenge to alchemy, having been reborn during the Renaissance. Alchemy sought to manipulate matter for the sake of wealth and power. But the painter does this on a regular basis, and is financially more successful than the alchemist (25).Therefore, painting is man†™s way of re-creating the already extant creation of God. It is the application of the human mind to what already exists, and in a sense, the artist becomes the creator, or more accurately, the architect of creation using what already exists to create something new, to take creation and raise it to a new level of understanding. If one can understand creation, then one can control it: the reward is money and glory (26, explicitly mentioned in 28 as the foal of the artist, which of course, is the same goal as the alchemist).Alberti makes the intriguing claim that the arts of painting and sculpture developed at the same time as religion (27). He does not elaborate on this claim, but the remainder of the selection under examination here might give us come clues.In paragraph 30, three specific steps of artistic technique and developed, though ultimately, only the first two really matter, that of circumspection and that of composition. The third, color or the â€Å"reception of lightâ €  is not treated in this selection. But this is not merely a technical manual, but a strong summary of the ontology of Alberti and the Florentine Renaissance. This ontology might help us answer the question that Alberti poses concerning the identical development of religion and painting.Specifically, there are three steps in re-creating the object under examination. First, and the most important, is the concept of circumspection. This is the most important because it is a reference to Plato’s Forms, or the ultimate grounding of all objects that exist. A Form is the true being of an object, outside of space and time, which is the â€Å"essence† of the object to be painted.It is this Form that the painter must understand, however incompletely, though the mind of the artist, since a Form cannot be seen with the senses. Only the intellect can apprehend the Form. In a more technical sense, the Form that can be perceived by the artist is the â€Å"outline† of the object. One first needs to eliminate what is specific about an object and reach its form.

Journey to the Centre of the Earth

Themes There are a few themes in the novel, Journey to the Centre of the Earth. The first theme is achieving one’s dream. Professor Lidenbrock shows that with determination, one can achieve one’s dream. So when he got an opportunity to do so in making the  journey to the centre of the Earth, he seized it immediately. At the end of this novel, he successfully completed the journey. Second theme is facing challengers with perseverance and courage. Many times during the journey, the travelers faced challengers.For example, Axel wanted to turn back but the Professor and Hans persevered till Hans courageously explored the cave to look for a stream. Third theme is facing difficulties with optimism. Axel lost hope many times and wanted to give up. Fortunately, his uncle was full of optimism throughout the journey. For example, when they went through the chasm of fire, his uncle believed they were on their way back to the surface. He was right. His optimism kept them going ti ll they completed the  journey. Moral ValuesIn the novel, Journey to the Centre of the earth, the moral value I have learned is we should practice co-operation, obedience and loyalty when doing work as a group. Professor Otto Lidenbrock, Axel and Hans undertook the journey to the centre of the earth. They were unsure of  what they would see and the dangers they would face. To make sure they were safe, they worked together and looked after each other. Hans saved Axel when he almost fell into the pit from a tunnel. Hans made the effort to look for water to save them.He made the raft for them to sail across the sea. Axel did everything his uncle expected of him. There was co-operation, obedience and loyalty. Synopsis In the novel, Journey to the Centre of the earth, Professor Lidenbrock discovers a coded message in an ancient  manuscript about a way to get into the centre of the Earth through a mountain in Iceland. After decoding the message, Lidenbrock and Axel set off to Icelan d to begin their journey to the centre of the Earth. They hire an Icelandic guide, Hans Bjelke to help them on their journey.When they enter the volcanic crater, they face several difficulties and see a lot of strange things, including prehistoric life. They build a raft and set sail on the ocean and reach a coastline. They are swept into a large vent filling with water and magma and are ejected onto the surface. When they regain consciousness, they find out that they are on the island of Stromboli in Italy. They return home to Germany. In Germany they are treated like heroes and Professor Lidenbrock's achievements are recognized. Axel marries Gretchen, and Hans eventually returns to Iceland.Charaters Professor Otto Lidenbrock Professor Otto Lidenbrock is a middle aged eccentric dedicated scientist. He had an intense scientific curiosity. After reading the runic script, he was decided to make the journey to the centre of the Earth. Once he had decided to do it, he pursued it till it was accomplished. He was concerned for Axel through the journey. When Axel wanted to give up and turn back, hepersevered Axel to continue the journey. At the end of this novel, He succeeded in making the journey and returned to Hamburg a hero.Professor Otto Lidenbrock became a well-known scientist internationally acclaimed. Axel Lidenbrock Axel Lidenbrock was Professor Lidenbrock’s young nephew. He had a girlfriend by the name of Gretchen. At times, he was helpful to his uncle. It was him who found the secret to decode the message in the script. Later, he found the message on the back of the paper he was holding. Though he had misgivings about the journey his uncle wanted to embark, his loyalty to him made him go with his uncle.However, he could not endure the hardships of  discovery. Many time he wanted to give up and return home. Hans Bjelke Hans Bjelke was an Icelandic guide who was reliable and brave. He was a strong and reliable man, he spoke few words. He was good at his job as a guide. Being resourceful, he always had the things needed. When they had to climb down the cave, he had the ropes ready for them to do it. Through his help, Axel and his uncle succeeded in completing the journey.

Famous Blessings, Sayings, and Songs About Hanukkah

Famous Blessings, Sayings, and Songs About Hanukkah The name of this Jewish holiday can be spelled many different ways, but the two most widely accepted are Hanukkah and Chanukah. The holiday is also known as the Festival of Lights. In honor of the celebration of Hanukkah, here are some blessings, proverbs, thoughts, and even a song from famous people such as American film producer Ralph Levy, American author Dave Barry, poet Hannah Senesh, and many others. Dave Barry In the old days, it was not called the Holiday Season; the Christians called it Christmas  and went to church; the Jews called it Hanukkah and went to synagogue; the atheists went to parties and drank. People passing each other on the street would say Merry Christmas!  or Happy Hanukkah! or (to the atheists) Look out for the wall! Chinese Proverb It is better to light a candle than to curse the darkness. Allen Ginsberg From: Psalm III Let the crookedness and straightness bespeak the light. Ralph Levy Now, near the Winter Solstice, it is good to light candles. All the nice meanings of bringing light to the world can be beautiful. But perhaps we are concentrating on lighting the world because we dont know how to light up our own lives. Hanukkah Blessing May This Festival of Lights bring Blessings upon you and All Your Loved Ones for Happiness, for Health, and for Spiritual and Material Wealth, and May the Lights of Chanukah Usher in the Light of Moshiach and a Better World for All of Humankind. Rabbi David Hartman The major question, which we must ponder on Hanukkah, is whether the Jewish people can develop an identity that will enable it to meet the outside world without feeling threatened or intimidated. The choice, hopefully, need not be ghettoization or assimilation. We can absorb from others without being smothered. We can appreciate and assimilate that which derives from foreign sources and at the same time feel firmly anchored to our particular frame of reference. Emma Lazarus, The Feast of Lights Kindle the taper like the steadfast star Ablaze on evenings forehead oer the earth, And add each night a lustre till afar. Ralph Levy Hanukkah - Another View We have focused on the miracle-thing and I think we often overlook the message of Hanukkah. To me, the core of the holiday is the cleaning of the temple... The accomplishment was in restoring the temple to the purpose for which it was built. Now think of the temple as a symbol. Perhaps it represents my life. The world has tried to use me for its own (perhaps good, but none-the-less extrinsic) purposes. But now I can rededicate myself to my own original purpose. II Maccabees 10. 6-7 They celebrated it for eight days with gladness like Sukkot   and recalled how a little while before, during Sukkot,   they had been wandering in the mountains and caverns like wild animals. So carrying lulavs ... they offered hymns of praise   to God who had brought to pass the purification of His own place. Charles Reznikoff From the poem: Meditations on the Fall and Winter Holidays The miracle, of course, was not that the oil for the sacred light - in a little cruse - lasted as long as they say; but that the courage of the Maccabees lasted to this day: let that nourish my flickering spirit. Adam Sandler From the song: The Hanukkah Song   Put on your yarmulke, Here comes Hanukkah! So much funukah, To celebrate Hanukkah! Hanukkah is the festival of lights. Instead of one day of presents, we have eight crazy nights. Hannah Senesh Blessed is the match consumed in kindling flame. Blessed is the flame that burns in the secret fastness of the heart.

A CASE STUDY of Bentley Security Company

A CASE STUDY of Bentley Security Company The work described in this report is the result of my own investigation. All sections of the text and results that have been obtained from other work are fully referenced. I understand that cheating and plagiarism constitute a breach of College Regulations and will be dealt with accordingly. Table of Contents Individual Project declaration †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. ii Acknowledgment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ iv Abstract †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ v Topic Page 1 Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 1.1 Case study contents †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 1.2 Introducti on of study †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 1.3 Situation analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 2 Question One Answer †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 2.1 Corporate Finance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 2.2 Ansoff matrix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 2.3 Product Life Cycle †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 2.4 Value Chain †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 2.5 Competitive position of Bentley †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 3 Question Two Answer †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 3.1 Porter Five Analysis of Company †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 4 Question Three Answer †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 4.1 Bentley’s Management Buyouts †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 5 Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.. 8 REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 Abstract This case study about security company Bentley, which is providing both the products (alarms) and services (door supervisors) is ideal case study about the situation faced by medium firms and companies when they try some expansion strategy. Bentley tried an expansion strategy by going into security services along with its production business for that they went for acquisition. Unfortunately it was unable to manage it properly. There were many issues related to finance and human resource management. They have some solutions to regain their profiting position. Among those choices one is going for management buyout either for security Inc or for both businesses. They also need to look for efficiency issue of their work force. They must also invest some money into their research and development department which should brought innovation and advancement into their alarm products. Bentley can utilize their experience in industry to regain their position in the market and can also explore new market in future with innovation. 1 Introduction Before making an introduction to case study we will go through the case study material to understand situation given in the case study to get a better understanding of this case study. 1.1 Case study contents Bentley is a Security Company that has been trading in Go tham City for twenty five years. Recently, the senior management team met to review progress. Finance Director: I am concerned about our recent financial performance and it seems to me that we are in danger of being taken over at a bargain price. Our return on owner’s equity is 2% below the industry average and we have a large debt arising from the leverage purchase of Security Services Inc. What we can do to improve our financial results as soon as possible and, at the same time, convince the market that we have a long term viable future? Marketing Manager: In my view we have an excellent portfolio and our problem are mainly due to poor cost control. We progressed from our base in producing domestic alarm systems into commercial systems and then acquired Security Services Inc – which provides guard and watch services for commercial premises – that capitalized on our core skills at each stage. We decided into diversify because the domestic market was saturated a nd there have been large increases in the number of suppliers because it is now an easy business to get into as the technology has become standardized. The commercial sector was growing due to the current economic boom; but we have been stuck at 12% market share in the commercial systems market and while Security Services Inc had over 300 service contracts when we acquired it, we have not yet been able to attract any new customers.

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Health promotion, disease prevention, and treatment should give by all health professionals. Our hospital aspires to provide all the health services to community area people. Strongly health education is given to communities. Emergency services is to be provide in the remote areas. Efficient staff is to be increased .health promotion activities should be implemented. Health preventive measures should be guided to the public. Promotional activ ities will be planned and it will be implemented effectively. Some health planning programs should be implemented accurately. Generally health determinants are occurred. Many factors occur together to affect the health of the individuals or communities whether people are healthy or not and it is determined by factors. There is a less impact on health care services. Determinants of health include includes mainly are the social and economic environment, physical environment, and the persons individual characteristics and behaviors. 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(Sirisha) Part-two Five external general environmental factors affecting the organization directly are as follow : The external environment factors are those which affect the organization ability to function from outside. Customers If the hospital is providing good, satisfactory services, treatment then there will be increase in number of the customers but if we are providing expensive treatment for them ultimately the number will decrease. Government If the government is imposing high taxes on medicines, services, packaging, shipment of medicines, product development ultimately there will be increase in cost of the treatment which leads to decrease in the number of patients. Economy Likewise with most of the components of your doctors facilitys outer surroundings, your clinic must be proficient at observing the economy and figuring out how to respond to it, instead of attempting to control it. Financial variables influence how you give administrations, medications and the amount of cash you force on specific treatment, offices, and the sort of target you will pursue. Competition Your rival has a critical impact on how you work together and how you address your target market. You can decide to discover markets that the opposition is not dynamic in, or you can choose to tackle the opposition straightforwardly in the same target market. The achievement and disappointment of your different rivals likewise decides a part of your showcasing arranging, too. For instance, if a long-term rival in a specific market all of a sudden chooses to drop out because of monetary misfortunes, then you will need to modify your wanting to exploit the circumstance. Public Opinion Any sort of company outrage can be hurtful to your associations picture. People in general familiarity with your association can hurt deals its contrary, or it can help deals with constructive firm news. Your firm can impact popular assessment by utilizing advertising experts to discharge vital data, yet it is additionally critical to screen general feeling to attempt and defuse potential issues before they start to spread. (SURAJ) Organizational culture Culture of an organization will tell the personality of that organization and it is the key factor in productivity and workplace performance. All organization follows a corporate culture. The members who all are working in the organization are the main components in organizational culture and they are formulating a healthy culture for their organization .organizational culture includes its expectations, experiences, philosophy and values that they keeping from a long time. All organization follows a corporate culture but it vary from one organization to other. For example, the culture of a large profit organization is totally different than that of a hospital .Our hospital culture is totally depend on patient. Understanding security has turned into a real need to policymakers, medicinal services suppliers and administrators. Affecting a solid patient security society is crucial for advancing this idea among human services experts and managing this idea in health awareness associations. Making patient wellbeing culture a top need is dependent on having a solid and positive patient security society. A few segments of a solid patient wellbeing society incorporate open correspondence, collaboration, and recognized shared reliance. Surveying a health awareness associations patient wellbeing society is the first venture for adding to a solid and strong security society. Mirroring that, numerous worldwide accreditation associations now oblige tolerant security society evaluations to assess the view of health awareness staff on issues, for example, cooperation, moves made by administration and initiative to bolster and advance patient wellbeing, staffing issues, recurrence of episode reporting, an d other patient security society issues. Such appraisals permit human services associations to get an unmistakable perspective of territories obliging consideration regarding reinforce their patient wellbeing culture and distinguish particular difficulties identifying with patient security inside healing facility units. An enormous piece of the answer is society. You can hand guardians an agenda or strengthen the significance of hand-washing, yet unless the work environment is willing to grasp the progressions needed to viably and reliably utilize it, the exertion will probably fizzle. It is the point at which you begin taking a gander at patient wellbeing through the viewpoint of society that you acknowledge how genuinely difficult this work is. We at the Center for Innovation comprehend and have perceived how working environment demeanor encompassing wellbeing can have a significant effect on results of consideration. Security related demeanor, when measured with a legitimate, dependable device, can foresee such clinical results as clinic gained contaminations and bedsores, and additionally operational results including attendant turnover. Society doesnt change overnight, yet it does react to viable intercessions, and we at the Center for Innovation are talented at utilizing instruments both to gauge society and to enhance it. Other culture that fit in our organization Quality care Mostly the hospital are known by the care given by them to the clients. The clients are believing in the management of hospital and they are depending the hospital to cure their disease. It is the responsibility of hospital and staff that assure quality of care to the clients who depend on them. When a hospital provide better care for the patients , the patients are getting cured and there is a chance to get preference for the hospital through that the hospital can increase their economy. Patient satisfaction Hospital leaders increasingly recognize the connection between their cultures and patient satisfaction, some medical specialists and nurses have to make a strong emotional involvement with patients and better treatment and care will create satisfaction on patients and they put some belief on them. So the health professionals should be in the path of patient centric. (Jefin) External environment Factors are as follow: Rise of sophisticated consumers: the clients and suppliers utilize bargaining position for organization’s price, quality and efficiency. Nowadays patient can get information easily from internet. Accrediting bodies: like Phil health, HMO’s and International Accreditation like Joint Commission International play a big role in public accountability which ultimately increases competition in health care delivery. Challenging evolution in healthcare delivery: change in the boundaries like surgeries done in outpatient settings, homecare, health and internet, satellite clinics and laboratories in the mall. Technological Changes: IT and Molecular biology are utilized to improve the laboratory diagnosis and reduce the cost of treatment. Research and Development: New tools and knowledge are generated which are helpful for healthcare consumers. Government policy changes and regulatory influences External Communications: The way the hospital staff member or doctors behave with the patients, treatment, services affect directly. If the services, treatment is good more customer will be there which increase the profit. Infrastructure: If the hospital is at good location with good services there will be more interaction with the peoples and will have good profits. (SURAJ) POWER Power makes the world better .Power plays a vital role in the organization to get a better outcome .It develops our career and future .Normally power depending on the person and how the power is used by him ., Power has some pros and corns while in the using..Of course if we have more power we need to handle carefully. Everyone has a power. It will help us to make a right decision and solve the problem which is normally we are facing in the day to day life.. The five types of social power are following. LEGITIMATE POWER. This is the positional power and that is given to a person based up on their position in the organization. It is given by the authority of the organization We can not afford this power simply ,by getting this power we need to increase our personal power like referent and expert power .Legitimate power is the formal authority to control and use the resources available in the organization. COERCIVE POWER In this power the employees will obey the leader in order to avoid punishments., because they believe that they are under controlled by the leader. EXPERT POWER Expert power is influences getting from as a result of expertise. Or any special skill , or knowledge from a person .For example ,when we have the more complicated work ,we normally dependent on experts to finish our goals, as a result of their special knowledge or a skill on particular task. REWARD POWER In reward power the employees will comply the leader, because it produces positive benefits for them and this power encourage the employees to meet their work goals. REFERENT POWER In this power the employees will act accordance with leader because the employees admires or agree the with the leader who has desirable resources or personal skills .For example, if the employee respect the leader ,and like him all the way. So the leader can exercise power over the employee ,because the employee need to please him. I would like to select the legitimate power from the five source of power available in the organization why because of, the professionalism . in that the employees know who is the leader in my hospital and I can tell employees as a leader how they can reach the goals .Also I have the authority to control employees and the power to use the organizational tools based on my position in the hospital. With my legitimate power, I can make a two main principal strategies to control the outbreak of influenza, such as therapeutic counter measures and public health interventions .In hospital according to the availability of the stock I can ordered to the staff to give some vaccines and antiviral medications to the patients who is suffering from influenza and look after their health by providing some preventive measures to protect them from the infection. And another strategies for the public is infection control , and some social separation to prevent the spreading of the infection and also offer some anti-viral treatments for who is suffering with infections. As a leader should identify essential functions and assign responsibilities for the staff and re assign staff to support the urgent functions as needed during the time of epidemic .Ensure the list of expert staff to perform critical functions is regularly updated before the epidemic outbreak. THE GOOD AND BAD POLITICAL ASPECTS IN AN ORGANIZATION. There are many definitions for the organizational politics butIthinkit is all about organizational power; how we can get it and; how we use it to influence the employees while implementing our own agenda. There are some good and bad political aspects affecting our organization. The positive side of the organizational politics such as organizational flexibility, promotion of multiple perspectives, meritocracy, change of the facilities and implementation of the decision. While in use of politics we can improve the speed of influence and flexibility of our organization. Politics can help to sort out the issues in the organization. Politics can be used for improving the changes that is blocked by the normal influences and also it will help to implement the new decision. Whereas the negative political aspects affecting our organization are Inequality, discrimination and unfairness, distorted decision making, ignore interest of stake holders, inefficiency and time wasting and unequal power distribution. Political activity in our organization tends to form a groups and out groups and there is a chance to ignore the interest of the minor group. Due to political influences the decision strateg y can be lessened. Some individuals or groups can play or show their maximum power in the organization due to politics while others stake holder’s power are ignored. Power corrupts once tasted there is a chance to repeat. The use of political behavior create a taste of power and some times which can lead to a one direction. Bad politics is always spend more time in extensive lobbying and making a relationships which is not necessary for the organization. References: Promoting public health and wellbeing in your community, (2010).retrieved from www.pha.org.nz//How-to-promote-public-health-in-your-community. https://www.health.govt.nz/system/files/documents/publications/reducineqal.pdf George N. Root III, Demand Media. Five Components of an Organizations External Environment. Retrieved on April 2, 2015, from http://smallbusiness.chron.com/five-components-organizations-external-environment-17634.html Linda Ray, Demand Media. Seven External Factors of Business. Retrieved on April 2, 2015, from http://smallbusiness.chron.com/seven-external-factors-business-21960.html Jennifer Malabrigo. Strategic Management Paper Hospital industry analysis. Retrieved on April 2, 2015, from http://www.slideshare.net/ironswordlady/hospital-industry-analysis-by-jenny-malabrigo UNHCR The UN Refugee Agency.(2011). Epidemic Preparedness and Response in Refugee Camp Settings :Guidance for Public Health Officers. Retrieved on March 28,2015, from http://www.unhcr.org/4f707f509.pdf McAlpin,K,Maurik,J.V., (2012) .Organizational Politics. Retrieved on March 28,2015, from http://www.performancecoachinginternational.com/resources/articles/organisationalpolitics.php WasielewskI , J .(2014, November 12). The 5 sources of power in an organization. . Retrieved on March 28,2015, from http://blog.clickmeeting.com/5-sources-power-organization Merchant, P.(2005). 5 Sources of power in an organization. Retried on March 27,2015, from http://smallbusiness.chron.com/5-sources-power-organizations-14467.html

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