Homelessness Homeless People Are Dirty, Uneducated, And...

Many people throughout the world look at homeless people negatively, and that is some thing they do not deserve. People automatically assume homeless people are dirty, uneducated, and dangerous, but this is not always true. Many homeless people are war veterans and need help to get their life back on track, but they are too scared and hated to seek it. The stereotypes associated with homeless people make many people shy away from helping them and that is one of the reasons why they are really suffering. I chose homelessness as my topic because it is an issue that should be addressed and examined more carefully. People treat homeless people unfairly because of the stereotypes associated with them and choose to ignore them instead of helping them. A homeless person is one who lacks a permanent place to live. This person is therefore forced to live on the streets, in abandoned buildings, in cars, and some lucky ones get to live in shelters where they are safe from the dangers of the night and also from the harsh elements. These people find themselves in such a situation because they cannot afford to pay for a place to live. This can be caused by a variety of reasons. Economic factors is one of them, where one is unable to get enough money to pay for their house either because they don’t have a job or the money they get at the end of the month is insufficient. There is also the issue of high cost of housing which renders a permanent place to live way out of their reach. TheyShow MoreRelatedHomelessness in America Essay1783 Words   |  8 PagesHomelessness in America Each country in the world is faced with various social issues that attract the interests of society and the government. Homelessness is an enormous issue that America has been dealing with for years. There are millions of people, including children, families, veterans, and the elderly who go day to day without food, water or any form of shelter. Mentally ill people also have a rough time out on the streets due to their state of confusion, which makes it dangerous for them

African Americans During The Civil War Essay - 1319 Words

Disparities of race, class, gender, and age have produced extraordinary rates of incarceration among young African American men with little schooling. Radical changes in crime control and sentencing polices led to an unprecedented buildup of the United States prison population over the last thirty years. African Americans comprise a disproportionate percentage of the individuals imprisoned in State correctional institutions across the United States. . There are 5 main reasons as to why African Americans repeatedly go to prison. These reasons are racial discrimination, the war on drugs, traffic stops, unemployment, and wage trajectory. By looking at the history of Black African Americans we can further understand why they continue to remain incarcerated all over the United States. After 1865, southern states passed a series of laws called â€Å"Black Codes which are codes that control and limit the newly freed slaves’ right to be free from human bondage† (Stewart 1998). The Black codes were designed to maintain some elements of slavery after the Civil War (1888). The South had benefited from free slave labor, but after the Civil War, this readily available labor pool diminished. Thus, plantation owners sought state and local governmental officials to promulgate legislation and ordinances that would again bind African American plantations. Our present legal system especially the criminal justice system has remnants of the Black Codes in state federal laws (1998). The federalShow MoreRelatedAfrican Americans During The Civil War1211 Words   |  5 PagesAfter the Civil War, the United States underwent a period of reconstruction. From the time of 1877 to 1890, the US economy grew exponentially, wealthy business owners like Rockefeller and Vanderbilt built American cities and railroads, and immigrants from all over the world flooded into the country. However, during this period America also faced great amount of poverty, terrible working conditions, mass political corruptions, and a destruction of civil rights for African Americans, women, and immigrantsRead MoreAfrican Americans During The Civil War844 Words   |  4 PagesOver the years, the African American race has greatly evolved from having a lack of individual freedom to having their own sense of individuality. There have been many different events in America that has played some part in the evolution of the black race. After the Civil War, most of the races in America were seen to ha ve separate freedom, but as the years progress African Americans were one of the many to stand up and obtain their individuality. In the process of obtaining individual freedomRead MoreAfrican Americans During The Civil War1434 Words   |  6 PagesMany African-Americans faced huge struggles years after the civil war. Their journey for racial equality began during the Reconstruction Era. The Civil War gave slaves freedom, a new set of huge challenges were put into play in the South. Under President Andrew Johnson, there were many new southern state legislatures that passed â€Å"black codes† to control most of the labor and behavior of the former slaves. Outrage in the North over these restrictive codes destroyed support for presidential reconstructionRead MoreAfrican Americans During The Civil War1423 Words   |  6 PagesAfrican Americans were a very important addition to the American Civil War such as fighting and spying for both the north and the south sides. The Americ an Civil War was a war fought in the United States between the North and South states. The war was from 1861-1865 and was because the South wanted to establish itself as a separate nation. The northern states were called the Union and the southern states were called the Confederate. Between the north and south states were the Border States, whichRead MoreAfrican American During The Civil War1235 Words   |  5 Pages African Americans Suffered During the Civil War Allison Wessels English 11- Period 5 Mrs. Blomme March 11, 2016 African American Suffered During the Civil War Outline: Thesis Statement: African American soldiers fighting in the Civil War. Introduction Introduce main points State thesis statement History of slavery Life of an African American slave Treatment Living conditions Work responsibilities African American soldiers Treatment of African American soldiers vs.Read MoreAfrican Americans During The Civil War1170 Words   |  5 PagesIn 1865, when the civil war ended in America and slavery was abolished, the African American population in the South faced many challenges related to their new found freedom. Following the post-Civil War Reconstruction period, white supremacy resurfaced in the South (AE Television, 2015). Beginning in the early 1900s through 1970 there was a mass exodus of African American s from the South to the North in America. Although some African American s were known to have moved from the South as earlyRead MoreAfrican Americans During The Civil War995 Words   |  4 Pagesbefore the Civil War, so it was a constant battle between African Americans and Whites. Antebellum time period focus on the differences between people in the south and the north. People who wanted slavery to continue, because it was profitable and people who wanted it to end. More simply, whites in the sou th did not want slavery to end, because it was a business that allowed them to make money off of other people s labor. While people in the north were more open to allow African Americans have moreRead MoreAfrican Americans During The Civil War2079 Words   |  9 PagesAfrican Americans in the Civil War Everyday, people wake up and take it for granted. Just the simple and small things in life, people don’t seem to really appreciate. They tend to be ungrateful for the things that have been basically given to them. Many people of today do not realize the severity of how hard it was to get to this point in history. African Americans have had to face very strenuous times in order to make this world a better place. African Americans faced difficult times during theRead MoreAfrican Americans During The Civil War Essay2121 Words   |  9 Pagesthe Civil War, dividing the North and the South over the issues of slavery. In the end of the Civil War, many individuals with every sense of positive intentions gave opportunities and support to freed slaves developing into beneficial members for the nation. The United States came together as a nation to solve the issues of slavery, freedom, and the reorganization problems particular to African Americans. It is seen throughout our history a ll efforts to solve these issues but sadly African AmericansRead MoreAfrican American Soldiers During The Civil War902 Words   |  4 PagesMcCurry English 10 10 April 2015 African American Soldiers African-Americans served in the Civil War on both the Union and Confederate sides. In the Union Army, over 179,000 African American men served in over 160 units. More served with both the Union and Confederate units. This includes both northern free African Americans and runaway slaves from the South who enlisted to fight. By 1865, the South allowed slaves to enlist, but very few actually did. During the Civil War, blacks were treated like trash

Entity-Relationship and Relational Database

Question: Describe about Entity Relationship Diagram,Relational Model and Dependency diagrams and Normalization? Answer: Entity Relationship Diagram The ER diagram is, The assumptions and relationship cardinalities etc. are listed below, 1. There is many to many relationship between SERVICE and CLIENT entity sets. Each client can have at least one service and a service can be offered to at least one client. A relationship set SERVICE_CLIENT represents the many to many relationship. It has a composite key consisting of the primary keys from participating entity sets. 2. There is many to many relationship between SECTOR and CLIENT entity sets. Each client can have zero or more sectors and a sector can have at least one client. A relationship set SECTOR_CLIENT represents the many to many relationship. It has a composite key consisting of the primary keys from participating entity sets. 3. There is one to many relationship between SERVICE and SERVICE_TYPE. The primary key from SERVICE is added to SERVICE_TYPE as a foreign key. 4. There is many to many ternary relationship among SERVICE_TYPE, CLIENT and EMPLOYEE. The relationship set BILL represents that. BILL has composite primary key having primary keys from participating entities and another attribute called date. 5. There is one to many relationship between EMPLOYEE and PAYMENT. The primary key of EMPLOYEE is added to PAYMENT as foreign key. 6. There is one to many relationship between EMPLOYEE_TYPE and EMPLOYEE. The primary key of EMPLOYEE_TYPE is added to EMPLOYEE as foreign key. 7. There is many to many relationship between EMPLOYEE and EXPERTISE entity sets. Each employee can have at least one expertise and an expertise can have at least one employee. A relationship set EMPLOYEE_EXPERTISE represents the many to many relationship. It has a composite key consisting of the primary keys from participating entity sets. 8. There is many to many relationship between EMPLOYEE and QUALIFICATION entity sets. Each employee can have at least one qualification and a qualification can have at least one employee. A relationship set QUALIFICATION_EMPLOYEE represents the many to many relationship. It has a composite key consisting of the primary keys from participating entity sets. 9. There is a role of AuditAdvisor that is a one to many relationship from EMPLOYEE to EMPLOYEE. A foreign key AuditAdvisor has been added in the EMPLOYEE to represent that. 10. There is one to many relationship between STRUCTURE and CLIENT. The primary key from STRUCTURE is added to CLIENT to represent the relationship. Relational Model The relational model shown the relational schema and data types for the relations developed from the ERD. 1. CLIENT (ClientNumber(INT), FirstName (VARCHAR(45)), LastName(VARCHAR(45)), Address(VARCHAR(255)), City(VARCHAR(45)), State(VARCHAR(45)), PostCode(VARCHAR(4)), ContactName(VARCHAR(45)), ABN(VARCHAR(11)), TFN(VARCHAR(9)), StructureType(INT)) 2. SECTOR (SectorCode(INT), Name(VARCHAR(45))) 3. SERVICE (ServiceCode(INT), Name(VARCHAR(45))) 4. TYPE_SERVICE (TypeCode(INT), Name(VARCHAR(45)), ServiceCode(INT)) 5. SECTOR_ CLIENT (SectorCode(INT),ClientNumber(INT)) 6. SERVICE_CLIENT (ServiceCode(INT), ClientNumber(INT)) 7. STRUCTURE (StructureType(INT), Name(VARCHAR(45))) 8. EMPLOYEE (EmployeeNumber(INT), FirstName(VARCHAR(45)), LastName(VARCHAR(45)), HourlyRate(INT), AuditAdvisor(INT), EmployeeType(INT) ) 9. EMPLOYEE_TYPE (EmployeeType(INT), Name(VARCHAR(45))) 10. PAYMENT(EmployeeNumber(INT), Date(DATETIME), OutstandingAmount(INT), PaidAmount(INT)) 11. QUALIFICATION (QualificationType (INT), Name(VARCHAR(45))) 12. EXPERTISE (ExpertiseCode(INT), Name(VARCHAR(45))) 13. EMPLOYEE_ EXPERTISE (ExpertiseType(INT), EmployeeNumber(INT)) 14. QUALIFICATION_ EMPLOYEE(QualificationType(INT), EmployeeNumber(INT)) 15. BILL (Date(DATE), ClientNumber(INT), EmployeeNumber(INT), TypeCode(INT), ServiceCode(INT), Charge(INT)) Dependency diagrams and Normalization 1. CLIENT relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is transitive dependency from non-key attribute to key attribute. So the relation is not in 3NF. 2. SECTOR relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is only one non trivial functional dependency and the left hand side is the super key. So the relation is in 3NF. 3. SERVICE relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is only one non trivial functional dependency and the left hand side is the super key. So the relation is in 3NF. 4. TYPE_SERVICE relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is no transitive dependency in the relation. So, this is in 3NF. 5. SECTOR_ CLIENT is in 1NF as all attributes has atomic values. Now it is trivially in 3NF, as it has only one composite attribute and no other attribute. 6. SERVICE_CLIENT is in 1NF as all attributes has atomic values. Now it is trivially in 3NF, as it has only one composite attribute and no other attribute. 7. STRUCTURE relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is only one non trivial functional dependency and the left hand side is the super key. So the relation is in 3NF. 8. EMPLOYEE relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is no partial or transitive dependency so the relation is in 2NF and 3NF respectively. 9. EMPLOYEE_TYPE relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is only one non trivial functional dependency and the left hand side is the super key. So the relation is in 3NF. 10. PAYMENT relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is no partial or transitive dependency so the relation is in 2NF and 3NF respectively. 11. QUALIFICATION relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is only one non trivial functional dependency and the left hand side is the super key. So the relation is in 3NF. 12. EXPERTISE relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is only one primary key, so the relation is trivially in 2NF. There is only one non trivial functional dependency and the left hand side is the super key. So the relation is in 3NF. 13. EMPLOYEE_ EXPERTISE is in 1NF as all attributes has atomic values. Now it is trivially in 3NF, as it has only one composite attribute and no other attribute. 14. QUALIFICATION_ EMPLOYEE is in 1NF as all attributes has atomic values. Now it is trivially in 3NF, as it has only one composite attribute and no other attribute. 15. BILL relation has the following dependency diagram. The relation is in 1NF as all attributes has atomic values. There is no partial or transitive dependency so the relation is in 2NF and 3NF respectively. References Coronel, C., Morris, S. (2014). Database Systems: Design, Implementation, Management. Cengage Learning. Silberschatz, A., Korth, H., Sudarshan, S. (2010). Database System Concepts (6th ed.). McGraw-Hill Education. Ullman, J. D., Garcia-Molina, H., Widom, J. (2011). Database Systems: The Complete Book (7 ed.). Pearson.

Macbeth Essay and Rennassance Period free essay sample

The Renaissance was based on models of Greek and Roman classics, and precedents from Italy and Spain, the Spanish drama has evolved since the interludes and morality plays and became a complex art form, thus taking considered as the best known as dramatists, Christopher Marlowe, William Shakespeare and Ben Jonson, who wrote plays with such universal qualities of greatness, and that is why this drama becomes extraordinary and leaves a monument of the Renaissance in the history of English literature. The Renaissance, tend to emphasize the dignity of man and his earthly happiness was reflected in the work carried out in the period. Macbeth One of the most shocking things in Macbeth is the continued clash between the spirit of Macbeth and Lady Macbeth. While the former starts out good and faithful and is corrupted by his wife to the point of disappearing remorse from the beginning, the second starts completely cold and perverse but will decline in the course of the work into a freaking bag of remorse so that is continually hands stained with blood and suicide. We will write a custom essay sample on Macbeth Essay and Rennassance Period or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page I was struck by the fact that Macbeth is killed in battle trying to end their action while his wife, initially strong, committed suicide. Just how dies each compared with its initial intention is enough to see the exchange of roles: the weak just being strong and vice versa. A very striking point in the work is the continuous appearance of remorse in the protagonists. As Lady Macbeth says that their actions have destroyed his happiness and the evil they have done makes them suffer. Some allusions to remorse are the dagger that Macbeth sees before killing the king, the specter of Banquo, the blood on Lady Macbeths hands are not going, etc. .. I do not know how Shakespeare is a failure or is that I misunderstood something, but there is a mistake in the plot: the witches in his second appearance predict that Banquo will father a line of kings and later appears again this idea in the third appearance of the witches. However, once dead Macbeth, the successor to the throne is not Fleance, son of Banquo, as would be expected if the prophecies were fulfilled, but Malcolm, Duncans natural successor. The prophecy and reality are incompatible in this case, and only in this case, the rest of all prophecies are fulfilled.

How To Buy A Home Essays - Real Estate, Mortgage Loan, Free Essays

How To Buy A Home Essays - Real Estate, Mortgage Loan, Free Essays How To Buy A Home Buying Real Estate Prepare Like so many things in life, when it comes to buying Real Estate, proper preparation is one of the keys to success. Don't want to find yourself in a neighborhood you don't like? Don't want to be making mortgage payments on a house in which you are uncomfortable? Don't want to waste your time falling in love with houses you can't afford? In a word, prepare! One of your most important tasks will be determining your needs. It can help to avoid either a nasty disappointment or the pain of buying more house than you need (or can afford). Distinguishing needs from wants will go a long way in preventing expensive mistakes in the house buying process. Establish some basic parameters and stick to them. When house hunting, it is easy to get swayed by the emotion of the momentand end up with more house than will be financially comfortable. Do your mortgage investigation early. Odds are strong that you will be working with Real Estate Agents when you buy a house. Before you go on a house search, familiarize yourself with how Agents work and most importantly, who they represent. Thousands of buyers have made the huge mistake of assuming that the Agent with whom they were working represented them in the transaction, when, in reality, the Agent represented the seller. Determining Needs Want to save a lot of aggravation and possibly a great deal of money when you buy a house? Spend a few hours determining precisely what your needs are before you begin your house search. Examples of NEEDS Examples of WANTS Enough square footage for comfortable living Carpeting color, paint color, exterior color, roof color, etc. Enough bedrooms to accommodate your family Pool or Jacuzzi (unless for medical reasons) Adequate number of bathrooms Wood floors Eat-in kitchen Bay windows Garage or basement for storage needs Built-in entertainment center Lot size to accommodate children's play area Brass lighting fixtures Adaptation for Handicapped Skylights Proximity to a specific school A pretty view Gameplan If you haven't already done so, investigate your housing needs and wants to determine what types of houses you should be considering. Learn who The Players are in a Real Estate transaction so that you will know who is responsible for what. Get your financial picture in focus as soon as possible. Get a copy of your Credit Report to see if there are problems or disrepencies that you need to deal with. Familiarize yourself with the mortgage process. Get Pre-Qualified from a Mortgage Lender. Do this first. Your Agent will need your mortgage qualification, and it will significantly strengthen your offer when you find a home. At LendingTree, you can submit a quick application, and within 2 business days get up to 4 offers from lenders so that you can compare terms and rates. Find an Agent that you trust. It is important to do this before you go rushing off looking for homes or you may end up with no representation. See the Agent Representation section for an important discussion regarding who represents whom. When you find an acceptable house, write a contract. Negotiate your best deal. Make a formal loan application. Arrange for home inspection. Arrange for closing agent or attorney. Make moving plansfor an innovative and money-saving approach to moving, click here. Secure final loan approval and commitment from the lending institution. Do a final walk through of the house. Final closing and settlement. Move to your new home and begin enjoying it!! The Players Real Estate is never bought and sold on your own The vast majority of home buyers enlist the services of a Real Estate Agent, a Lender, a Professional Home Inspector, and a Closing Attorney or Escrow Agent. Knowing what each is responsible for will help your understanding of the process and eliminate confusion as you proceed. Sellers: Familiarize yourself with seller motivations and psychology. Real Estate Agents: An Agent may or may not be your representative. an Agent will arrange to show you houses that are available through a Multiple Listing Service. Without the use of an Agent, you will be limited only to those houses that are For Sale By Owner. The Agent will coordinate the offer, negotiations and the contract of sale. Lenders: A broad term that refers to the person originating the loan to

Memorable Quotes by Steve Biko

Memorable Quotes by Steve Biko Steve Biko was one of South Africas most significant political activists and a leading founder of South Africas  Black Consciousness Movement. Read some of his most powerful and inspiring quotes here. On the Black Experience The blacks are tired of standing at the touchlines to witness a game that they should be playing. They want to do things for themselves and all by themselves. Black Consciousness is an attitude of the mind and a way of life, the most positive call to emanate from the black world for a long time. Its essence is the realisation by the black man of the need to rally together with his brothers around the cause of their oppression- the blackness of their skin- and to operate as a group to rid themselves of the shackles that bind them to perpetual servitude. We do not want to be reminded that it is we, the indigenous people, who are poor and exploited in the land of our birth. These are concepts which the Black Consciousness approach wishes to eradicate from the black mans mind before our society is driven to chaos by irresponsible people from Coca-cola and hamburger cultural backgrounds. Black man, you are on your own. So as a prelude whites must be made to realise that they are only human, not superior. Same with Blacks. They must be made to realise that they are also human, not inferior. The basic tenet of black consciousness is that the black man must reject all value systems that seek to make him a foreigner in the country of his birth and reduce his basic human dignity. On Political Activism You are either alive and proud or you are dead, and when you are dead, you cant care anyway. The most potent weapon in the hands of the oppressor is the mind of the oppressed. Being black is not a matter of pigmentation- being black is a reflection of a mental attitude. It becomes more necessary to see the truth as it is if you realise that the only vehicle for change are these people who have lost their personality. The first step therefore is to make the black man come to himself; to pump back life into his empty shell; to infuse him with pride and dignity, to remind him of his complicity in the crime of allowing himself to be misused and therefore letting evil reign supreme in the country of his birth. Merely by describing yourself as black you have started on a road towards emancipation, you have committed yourself to fight against all forces that seek to use your blackness as a stamp that marks you out as a subservient being.

The reasearch paper about Apple INC Coursework Example | Topics and Well Written Essays - 2750 words

The reasearch paper about Apple INC - Coursework Example The overall external environment and other strategic factors become important to manage in order to lengthen the stay of each organization in a particular stage of its life cycle. Apple Inc is one of the largest growing companies in the world which has been able to withstand much of economic downturn. Over the period of time, it has revolutionized many industries and changed the very fundamentals of doing business in consumer electronics market. Duly supported by the visionary leadership of its late CEO Steve Jobs, Apple has become a new force in consumer electronics industry while dominating handheld music devices, smartphones, tablet PCs and other consumer electronics items. This report will be based upon Apple Inc, what advantages and disadvantages it has enjoyed during its growth phase and how it can deal with its external environment for maintaining its sustainable development and growth achieved during last few years. Apple Inc- A general Introduction Apple Inc was incorporated as Apple Computers Inc is a global organization engaged in the manufacturing, development and marketing of consumer electronics items. It also produces consumer software and commercial servers which are used for storage as well as for other associated purposes. Apple’s range of core products however, is based upon a portfolio of consumer electronics items and is most importantly I.T. oriented. Its flagship products include IPod, IPhone, Ipad as well as Mac laptops. (Levy, 2008) The IPod comes in different models and shapes and is used as an MP3 music player. It can be used to store and play music as well as movies. IPod is also connected with Apple’s music store with the name of ITunes where users can directly download the music and listen the same immediately on their IPods. It was also one of the main products launched by Apple which it started its journey towards hyper growth it achieved during the recent past. IPhone is a smartphone whereas IPads are tablet comput ers and are considered as the leading products of Apple Inc now. Advantages & Disadvantages of Growth The recent growth observed by Apple has brought in different advantages and disadvantages to its business. Over the recent past, following advantages and disadvantages have been enjoyed by Apple Inc due to its growth: A Dedicated base of Consumers Apple’s growth has provided it a dedicated base of consumers which are more loyal to it than any other brand offering similar products. Recent growth of the firm has actually provided Apple a loyal group of users who value its brand and remain stuck with what is offered by Apple. It has been able to sell over 1 million IPhones; over 300 million of IPods have been sold whereas Ipad is also a hot selling product. These figures suggest that Apple’s growth has offered it a dedicated base of consumers who are willing to buy different product ranges offered by Apple. Technology and Customer lock-in Apple’s growth is often at tributed to its ability to design aesthetically good products duly supported by excellent engineering and designs. As Apple grew in its size, it has been able to tap into far superior technology which is not used by other competitors. It has been able to design products which are considered technologically superior with longer useful lives and are considered as more durable. This aspect of its business therefore has helped Apple to lock in its customers as users

Since most people prefer to be involved in decisions concerning their Essay

Since most people prefer to be involved in decisions concerning their jobs, a participative style of leadership will always be m - Essay Example Directive leadership is often more autocratic whilst participative leadership deals more with consensus and direct stakeholder involvement in decision-making processes. In the organisational environment, some cultures and individual employee profiles will require a more directive leadership style in order to ensure compliance and goal-attainment. In a more decentralised organisation, more participative leadership is usually the method of leadership that will attain the most positive performance results. It has been said, however, that since the majority of workers want to be involved in organisational decision-making, then the participative style of leadership will be more effective than directive style. Evidence, however, somewhat refutes this notion, suggesting that both styles have practically equal probability of being effective so long as they are utilised properly and in a suitable organisational environment. Both styles are highly dependent on organisational culture, employee attitude and motivational capacity and organisational structure in order to achieve effective leadership outcomes. Participative versus directive leadership styles Participative leadership involves processes and procedures that tend to open communication channels with employees to gain their input in decision-making (Mullins 2005). The four stages of participative leadership are gaining consensus, consulting with important internal stakeholder, delegating responsibilities, and active involvement by key organisational actors (Mullins 2005). Thus, participative leadership is closely related to transformational leadership style, a style in which the leader acts as a teacher, mentor, and also opens lines of communications with employees where vision and mission are continuously reiterated (Fairholm 2009). Managers using participative style often will use charismatic, psycho-socially-based principles of leadership to gain long-term commitment and dedicated followership. Directive leaders hip is more arbitrary, focusing less on relationship development with employees and more on establishing order through controls or the development of transactional philosophy. Transactional leadership is establishing rewards based strictly on performance where low-performance reprimands are established for failing to meet organisational objectives or project goals. Directive style of leadership establishes specific job role responsibilities and then motivating performance of employees through routine evaluations and serving as a figure in the environment to ensure that compliance to procedure and goals is being accomplished by individuals or teams. Having defined both leadership styles and their differences, both can be properly explored to determine their potential success ratios when utilised in different organisational environments and cultures. In order to understand fully the style of leadership that will be most effective, it is necessary to examine existing research findings on participative versus directive leadership. Gill, Flaschner and Shachar (2006) identified that participative leadership style has a direct relationship with improved employee dedication, job satisfaction and reduced job burnout. Why is this necessarily? Participative lea

ISO 9000 Essay Example for Free

ISO 9000 Essay According to Barnes F. and Wade J. , ISO 9000 is an appropriate guideline that can be used by management to attain a comprehensive model for quality management systems in order to operate effectively in today’s competitive market environment. Whenever an individual or an entity is considering the adoption of something original, it is always advisable to refer to useful guidelines that can aid in the initial actions to implement such new procedure. In this respect, ISO 9000, due to its vast and detailed coverage of quality processes and procedures, it can be considered as the initial step in adopting quality measures in the organization. ISO 9000 can thus be the yardstick that management could use in a number of quality aspects, such as: †¢ Documented processes to ensure quality documents in the firm. †¢ Key points are established on each procedure that demand monitoring and measurement to guarantee that quality is maintained in all stages of the process. †¢ Suppliers are selected meticulously and materials received are inspected thoroughly to make certain that adequate material quality is inputted in the manufacturing process. Determination of skills required for each job to adopt apposite training and ensure appropriate effectiveness and efficiency. †¢ During new product development, all stages are properly planned and tested to keep up a good level of product standard. To attain the ISO 9000, the organization is audited by an external certification body and through internal staff trained for this process. It thus ensures that appropriate quality systems are developed and maintained in the organization. This will help the firm to be competitive and create and sustain a good brand image.

Daisy Buchanan : The Great Gatsby Essay -- F. Scott Fitzgerald

Behind every great man is a beautiful, charming maiden who holds his heart. What if this woman was not absorbed with taking care of his heart but was completely absorbed with money, reputation, and her own needs. In Fitzgerald's The Great Gatsby, Mrs. Daisy Fay Buchanan is the object of affection or the "rock of [Gatsby's] world."(99) All Daisy's life she has wanted to be noticed, to be heard, and to be loved. However, when everything she has always wanted is being held in her hands, in the form of Gatsby, Daisy chooses money as her form of happiness ultimately leading to her misery. Daisy's action and choices are extremely defined by her "East egg" way of life, which is a representation of old money and high class society within the novel. In short, Daisy thinks with her wallet instead of using her common sense, her head, or her heart. When reading the novel "it [seems]†¦the thing for Daisy to do [is] to [leave Tom], child in arms"(20) but unfortunately "there are no such intentions in her head". The reason being, Tom is her financial provider and equal socially. Even though Gatsby has enough money to support her now with his "drug stores" he will always be nouveau riche, a continuous flaw, according to Daisy's high class standards of life. If Daisy was not of high society or have money, she would lose what little power and influence she possesses as a woman of the 1920s. Some one as egoistical as Daisy cannot bare to be as unacknowledged like lower class society, but because Daisy is an ethereal beauty with money and charm her voice remains heard. At what cost does Daisy pay to keep her voice heard? Money allows her a form of power, yet "her face [is] sad and lo... ...burning and the heat is to the point of fatality Daisy only has Tom on her mind. Or it could mean Gatsby's love for Daisy makes the world outside around her so pleasant while Tom and his money creates nothing but a heat equal to burning fire and brimstone for Daisy's life. Though Gatsby is a great man and Daisy is the definition of charm and beauty, she will never allow herself to hold his heart. Daisy's love for money, her reputation, and her own needs have ultimately led to her down fall. Daisy chose to marry Tom and his wealth over being Gatsby's foundation of love. Daisy believed money would give her the attention, giver her the voice, and give her the love she wanted all her life. However, all she has received from pursuing money is misery. Works Cited Fitzgerald, F. Scott. The Great Gatsby. New York: Scribner, 1925.

Concept, nature and limitation of financial accounting Essay

Accounting is the process of recording, classifying, summarizing, analyzing and interpreting the financial transactions of the business for the benefit of management and those parties who are interested in business such as shareholders, creditors, bankers, customers, employees and government. Thus, it is concerned with financial reporting and decision making aspects of the business. The American Institute of Certified Public Accountants Committee on Terminology proposed in 1941 that accounting may be defined as, â€Å"The art of recording, classifying and summarizing in a significant manner and in terms of money, transactions and events which are, in part at least, of a financial character and interpreting the results thereof†. FINANCIAL ACCOUNTING: The term ‘Accounting’ unless otherwise specifically stated always refers to ‘Financial Accounting’. Financial Accounting is commonly carries on in the general offices of a business. It is concerned with revenues, expenses, assets and liabilities of a business house. Financial Accounting has two-fold objective, viz, To ascertain the profitability of the business, and to know the financial position of the concern. NATURE AND SCOPE OF FINANCIAL ACCOUNTING: Financial accounting is a useful tool to management and to external users such as shareholders, potential owners, creditors, customers, employees and government. It provides information regarding the results of its operations and the financial status of the business. The following are the functional areas of financial accounting:- Dealing with financial transactions: Accounting as a process deals only with those transactions which are measurable interms of money. Anything which cannot be expressed in monetary terms does notform part of financial accounting however significant it is. Recording of information: Accounting is an art of recording financial transactions of a business concern. Thereis a limitation for human memory. It is not possible to remember all transactions ofthe business. Therefore, the information is recorded in a set of books called Journaland other subsidiary books and it is useful for management in its decision making  process. Classification of Data: The recorded data is arranged in a manner so as to group the transactions of similar nature at one place so that full information of these items may be collected under different heads. This is done in the book called ‘Ledger’. For example, we may have accounts called ‘Salaries’, ‘Rent’, ‘Interest’, Advertisement’, etc. To verify the arithmetical accuracy of such accounts, trial balance is prepared. Making Summaries: The classified information of the trial balance is used to prepare profit and loss account and balance sheet in a manner useful to the users of accounting information. The final accounts are prepared to find out operational efficiency and financial strength of the business. Analyzing: It is the process of establishing the relationship between the items of the profit andloss account and the balance sheet. The purpose is to identify the financial strength and weakness of the business. It also provides a basis for interpretation. Interpreting the financial information: It is concerned with explaining the meaning and significance of the relationshipestablished by the analysis. It should be useful to the users, so as to enable them totake correct decisions. Communicating the results: The profitability and financial position of the business as interpreted above arecommunicated to the interested parties at regular intervals so as to assist them tomake their own conclusions. LIMITATIONS OF FINANCIAL ACCOUNTING: Financial accounting is concerned with the preparation of final accounts. The business has become so complex that mere final accounts are not sufficient in meeting financial needs. Financial accounting is like a post-mortem report. At the most it can reveal what has happened so far, but it cannot exercise any control over the past happenings. The limitations of financial accounting are as follows: 1. It records only quantitative information. 2. It records only the historical cost. The impact of future uncertainties has no place in financial accounting. 3. It does not take into account price level changes. 4. It provides information about the whole concern. Product-wise, process-wise, department-wise or information of any other line of activity cannot be obtained separately from the financial accounting. 5. Cost figures are not known in advance. Therefore, it is not possible to fix the price in  advance. It does not provide information to increase or reduce the selling price. 6. As there is no technique for comparing the actual performance with that of the budgeted targets, it is not possible to evaluate performance of the business. 7. It does not tell about the optimum or otherwise of the quantum of profit made and does not provide the ways and means to increase the profits. 8. In case of loss, whether loss can be reduced or converted into profit by means of cost control and cost reduction? Financial accounting does not answer this question. 9. It does not reveal which departments are performing well? Which ones are incurring losses and how much is the loss in each case? 10. It does not provide the cost of products manufactured 11. There is no means provided by financial accounting to reduce the wastage. 12. Can the expenses be reduced which results in the reduction of product cost and if so, to what extent and how? No answer to these questions. 13. It is not helpful to the management in taking strategic decisions like replacement of assets, introduction of new products, discontinuation of an existing line, expansion of capacity, etc. 14. It provides ample scope for manipulation like overvaluation or undervaluation. This possibility of manipulation reduces the reliability. 15. It is technical in nature. A person not conversant with accounting has little utility of the financial accounts.

Imposing the Affirmative Action

â€Å"Affirmative action was originally designed to help minorities, but women-especially white women-have made the greatest gains as a result of these programs†(Gross, 1996). Affirmative action is a growing argument among our society. It is multifaceted and very often defined vaguely. Many people define affirmative action as the ability to strive for equality and inclusiveness. Others might see it as a quote-based system for different minority groups. I agree and support affirmative actions in that Individuals should be treated equally. I feel affirmative action, as an assurance that the best qualified person will receive the job. Is affirmative action fair? In 1974, a woman named Rose was turned down for a supervisory job in favor of a male. She was told that she was the most qualified person, but the position was going to be filled by a man, because he had a family to support. Five years before that, when Rose was about to fill an entry-level position in banking, a personnel officer outlined the woman†s pay scale, which was $25 to $50 month less than what men were being paid for the same position. Rose was furious because she felt This was discriminating to her. She confronted the personnel officer and he saw nothing wrong with it. Thanks to affirmative action today things like these situations are becoming more rare and/or corrected more quickly. Affirmative action has definitely helped women and minorities in their careers, but it has yet to succeed in the goal of equality to the fullest for the business world to women and minorities. Some observers argue that women have made huge strides! With the help of affirmative action. They now hold 40 percent of all corporate middle-management jobs, and the number of women-owned businesses has grown by 57 percent since 1982†³(Blackwood, 1995). â€Å"Affirmative action was designed to give qualified minorities a chance to compete on equal footing with Whites† (Chappell, 1995). Equal opportunities for the blacks, for the most part, have remained more wishful thinking than fact. Black students are continuing to struggle to seek an education, black business owners are still competing against their White counterparts, and black workers are experiencing an unemployment rate twice that of Whites and hold dead-end, labor-intensive, low-paying jobs. â€Å"Few can argue that racism is still rampant in awarding jobs and educational opportunities, even though it†s been proven beneficial to have people of different races with different ideas and different experiences working toward the same goal† (Chappell, 1995). The employment outlook for minorities is grim, but not hopeless. We definitely need affirmative action to overcome the disparities of employment that exist in his country. A recent Urban Benchmarks† study found that of 71 metro areas surveyed nationwide, Pittsburgh had the highest rate of employment-related problems among non-Hispanic whites between the ages of 25 and 54 and the sixth highest rate among African Americans in the same age group. We have a lot of problems with basic education here and if you don†t have basic education, you have no chance of getting a good job because competition is increasing for everyone. We must make sure that we educate our potential work force, including minorities, or our competitive edge, if we have one, will continue to decline in global markets. Many jobs today are in the technician and technologist area. â€Å"Jobs require more than a high-school diploma, but less than a four-year degree–such as an associate degree or certificate from a vocational or trade school† (Kovatch, 1996). As more and more women faced discrimination in large firms, more decided to strike out on their own. In conclusion, most Americans know that the deck is stacked against poor kids. They also realize that, because of past discrimination, an extraordinary number of those facing unequal opportunities are black. So, while 75 percent of Americans oppose racial preferences, according to a 1995 Washington Post/ABC poll, two-thirds with to â€Å"change† affirmative action programs rather than â€Å"do away with them entirely†. But the public also realized that, in real life, the legacy of discrimination is not always so neat. It is diffuse, and it requires a broader remedy. Imposing the Affirmative Action â€Å"Affirmative action was originally designed to help minorities, but women-especially white women-have made the greatest gains as a result of these programs†(Gross, 1996). Affirmative action is a growing argument among our society. It is multifaceted and very often defined vaguely. Many people define affirmative action as the ability to strive for equality and inclusiveness. Others might see it as a quote-based system for different minority groups. I agree and support affirmative actions in that Individuals should be treated equally. I feel affirmative action, as an assurance that the best qualified person will receive the job. Is affirmative action fair? In 1974, a woman named Rose was turned down for a supervisory job in favor of a male. She was told that she was the most qualified person, but the position was going to be filled by a man, because he had a family to support. Five years before that, when Rose was about to fill an entry-level position in banking, a personnel officer outlined the woman†s pay scale, which was $25 to $50 month less than what men were being paid for the same position. Rose was furious because she felt This was discriminating to her. She confronted the personnel officer and he saw nothing wrong with it. Thanks to affirmative action today things like these situations are becoming more rare and/or corrected more quickly. Affirmative action has definitely helped women and minorities in their careers, but it has yet to succeed in the goal of equality to the fullest for the business world to women and minorities. Some observers argue that women have made huge strides! With the help of affirmative action. They now hold 40 percent of all corporate middle-management jobs, and the number of women-owned businesses has grown by 57 percent since 1982†³(Blackwood, 1995). â€Å"Affirmative action was designed to give qualified minorities a chance to compete on equal footing with Whites† (Chappell, 1995). Equal opportunities for the blacks, for the most part, have remained more wishful thinking than fact. Black students are continuing to struggle to seek an education, black business owners are still competing against their White counterparts, and black workers are experiencing an unemployment rate twice that of Whites and hold dead-end, labor-intensive, low-paying jobs. â€Å"Few can argue that racism is still rampant in awarding jobs and educational opportunities, even though it†s been proven beneficial to have people of different races with different ideas and different experiences working toward the same goal† (Chappell, 1995). The employment outlook for minorities is grim, but not hopeless. We definitely need affirmative action to overcome the disparities of employment that exist in his country. A recent Urban Benchmarks† study found that of 71 metro areas surveyed nationwide, Pittsburgh had the highest rate of employment-related problems among non-Hispanic whites between the ages of 25 and 54 and the sixth highest rate among African Americans in the same age group. We have a lot of problems with basic education here and if you don†t have basic education, you have no chance of getting a good job because competition is increasing for everyone. We must make sure that we educate our potential work force, including minorities, or our competitive edge, if we have one, will continue to decline in global markets. Many jobs today are in the technician and technologist area. â€Å"Jobs require more than a high-school diploma, but less than a four-year degree–such as an associate degree or certificate from a vocational or trade school† (Kovatch, 1996). As more and more women faced discrimination in large firms, more decided to strike out on their own. In conclusion, most Americans know that the deck is stacked against poor kids. They also realize that, because of past discrimination, an extraordinary number of those facing unequal opportunities are black. So, while 75 percent of Americans oppose racial preferences, according to a 1995 Washington Post/ABC poll, two-thirds with to â€Å"change† affirmative action programs rather than â€Å"do away with them entirely†. But the public also realized that, in real life, the legacy of discrimination is not always so neat. It is diffuse, and it requires a broader remedy.

Double Consciousness through the Ethics of Jim Crow essays

Double Consciousness through the Ethics of Jim Crow essays Richard Wright, decades after W.E.B. DuBois wrote about Double Consciousness, highlighted the theory through the many events described in his autobiographical sketch The Ethics of Living Jim Crow. The essay is a collection of his experiences where he began to understand the difference of being an American and being an African American in America. His experiences illustrated how African Americans had to understand how they were perceived by Whites. Through Wrights experiences it was very clear the lessons learned and how it applied to Double Consciousness. At a young age, just as DuBois, Wright first learned that he was different and that there were rules to coexisting with Whites in America. From his first lesson in his Arkansas neighborhood he learned that he was not supposed to fight with whites. His mother instilled in him a way to coexist or act with Whites, to take himself out of the equation. This was only the beginning; there were many more lessons to be learned. In the second lesson he learned the lesson of submission and that he must always use Sir or Mister while speaking to a white man. It is beginning to become painfully clear to him that because he is African American that he is not just an American, yet an African American in America. The lessons that he learns are all lessons that many had to learn that gave them the sense that they were different. Over time Wright continues to learn the many lesson associated with the times of Jim Crow. The idea of Double Consciousness is to be able to separate yourself from the ideals and lesson learned and seeing that you are looked at differently, even if you do not understand why. When Wright wrote the note to the library saying: Please let this nigger boy have the following books (1395). it became clear that he was engaged in his own Double Consciousness. He understood that he was looked at as just a Nigger and that to gain strength he needed understand t...

9 Strategies to Make Every Day Productive

9 Strategies to Make Every Day Productive We all start off every day optimistic. We know we have to manage our time and maximize every hour available to us if we want to succeed. Trouble is, without a concrete strategy, those hours can get away from us. Here are 9  ways you can control the time available to you and make the most if it- not to mention your potential. 1. Make a planThe night before your workday, take  5  or 10  minutes to  set yourself a goal or other direction for the day to come. You’ll be more organized and effective at getting through your tasks if you’ve set an overarching purpose. You can also try projecting this plan further into the future. Don’t just plan tomorrow; plan the next month, the next year, the next 10 years! Setting an intention will keep you moving in the right direction, and you’ll have a much easier time monitoring your progress.2. PrioritizeIdentify your most important tasks and projects and devote the majority of your workday to those projects. Try and schedule smaller and smaller chunks of time for the less important or logistical things that can suck so much of your day away if you let them. Focus on the big stuff. Tackle your big goals first and then replace them with other, bigger goals. Don’t get caught up in the small stuff.3. Commute smarterIf you can’t take a train or a bus and read or work while you commute, try scheduling mobile meetings while you’re stuck in traffic or listening to audiobooks to help you further your career or education. You could even use your drive time brainstorming how best to structure your workday once you get to your desk.4. Hit pauseNobody can be a progress machine 8  hours a day, 7  days a week. Breaks are absolutely necessary to recharge. Take a walk, grab a snack or water or a cup of coffee, have a five minute non-work-related chat. Clear your head, but don’t dawdle. Hit the refresh button, shake the clutter from your head, and then get back to work.5. Sta y positiveThere will be conflicts, crises that distract you, coworkers who annoy you, tasks you just don’t like. Accept these things as a part of any job, and part of life. Get past them as quickly as you can and devote yourself to focusing on the goals that are important to you. Be confident and have a cheerful attitude as you tackle obstacles.6. Say thank youNo matter how hard you’re working, chances are you’ve had some help along the way. Remember to thank the people who have supported and helped spur you along to greatness. Keeping people on your side will only help you as you build your empire of success.7. Stay focusedIt’s so easy to get side-tracked by memes and office politics and gossip. Don’t let yourself default to social media while at work- save that for your couch time once your work is done. Don’t waste precious time on stupid things. You only have this one work day!8. Stay humbleYou can’t do everything and you don†™t know it all. Be open and receptive to improvement and to learning new things. Approach each new workday with the mindset of getting better at some aspect of your job, however incrementally. Your progress will surprise you.9. Celebrate the minor victoriesMake sure that when you meet each goal, you take a moment to celebrate its completion. Set yourself small challenges and take a moment to give yourself a high five when you successfully defeat them. It will propel you to keep at it. And it will help you remain patient in the face of unforeseen adversity the next time an obstacle pops up.

Paradoxical Thinking Research Paper Example | Topics and Well Written Essays - 1250 words - 1

Paradoxical Thinking - Research Paper Example In this case, scientists are the best examples of people who practice paradox thinking in their daily life. Paradoxical thinking is based on suspicion and the internal feeling that the outcome of a certain thing, idea or experiment will turn out to be exactly as expected. Although the method might be the opposite of the normal or natural way of doing, the outcome should turn out to be the same or better than when the normal procedure is used. Paradoxical thinking is believed to produce extraordinary outcomes. An example of a brilliant demonstration of paradoxical thinking is by a famous scientist known as Faraday back in the 1830s. He discovered that when a current is moving through a wire, it bares the effect of deflection a magnetized needle thus can be applicable to a compass needle. He used this idea to create an electric motor which is currently used in electric transformers. The current world market has a lot of competition. Ideas are being generated every day and the technology keeps on advancing with the change in time. New products appear in the market everyday with manufacturers trying to outdo each other by modernism their products to meet the needs of the consumer. This has called for the alert of every company in order not to be left aside with the emerging trends of technology. Paradoxical thinking plays a key role in ensuring that the goods produced by various companies merge the current technology and are suitable to the consumers. Most companies have maintained their high performances in the world market because of using paradoxical thinking as a tool to outdo their competitors. The concept of this form of thinking is simply to do things the opposite of the intended way. This helps the company be unique and unpredictable. The Coca-Cola Company is one of the companies which have a team of staff who have mastered the art of paradoxical thinking. The

Ethic Movie Review Example | Topics and Well Written Essays - 500 words

Ethic - Movie Review Example From the film, the bankers acted in a questionable manner because of how they sold the mortgages. A lot of people with experience in the financial companies were interviewed such as top executives such as Raghuram Rajan, Dominique Strauss-Khan and Glenn Hubbard (Ferguson). The bankers provided the consumers with credit despite knowing that some consumers had low credit scores. 20 or 30 years ago, banks would tell consumers who could not afford to buy mortgages that they would not get loans. However, in the film it is clear that such kind of advice is not taken cautiously because the bankers allowed the consumers to buy houses that they could not afford. In another scene, viewers can see that the people who could not afford the mortgages were now living in tents and jobless. The actions of the federal regulators, economic academics and politicians were well captured showing that they did not do anything that would help in regulating the finances. In one of the scenes, one of the interviewee indicates that there was a continued deregulation of finances and â€Å"they knew what was happening† (Ferguson). In addition, most of the people in these groups are noted in some scenes to be paid excessively. For example, in one of the scenes, when the narrator Matt Damon asks what he thought of wall-street incomes, the interviewee said it as an excessive amount. There were those who earned as much as $485 million and 80 million (Ferguson). All the parties mentioned above relied on the moral philosophy of ethical relativism to justify their actions. In ethical relativism a person holds the view that there is no moral right or a moral wrong. Therefore, the person believes that he or she should act in their own interest. In this light, it is not difficult to see why the employees and employers in the wall-street financial companies decided to self-regulate themselves.

Persepolis and Spring, Summer, Fall, Winter and...Spring Essay

Persepolis and Spring, Summer, Fall, Winter and...Spring - Essay Example It is one of a kind movie, for it is rare that politico-historical subjects are treated in an animation format. This cinematic experiment has worked out well, as symbolism and abstract depictions are well suited to socio-political drama. Spring, Summer, Fall, Winter and...Spring is a masterpiece in its own right. This film treats such difficult subjects as nature v nurture, religion, meaning of life, human tendencies for sin, methods for salvation, etc. Broad and yet profound in its interpretative scope, the director conveys his musings mainly through visuals set amongst brilliant natural scenery. Dialogues playing second fiddle as a narrative device but are potent nevertheless. The two main characters of the two films are Marjane and the young monk respectively. The character and life story of the young monk holds a better universal appeal, as the director treats his life history via universal metaphors. In other words, the events, conditions and temptations that confront the young monk are representative of broader humanity. Religion is shown in a benign light in Spring, Summer...while it is shown as oppressive in Persepolis. Indeed, in the life of young Marjane, religion (at least those who claim to stand for it) is authoritative, repressive and cruel. In contrast, in Spring, Summer..., the young monk comes of age by committing mistakes that were discouraged by his religious code. Yet, his wise master was not prohibitive of those mistakes, although he was well cognizant of their implications. The wise and experienced master allows his ward to learn the realities of life by himself. The master is not indifferent to the wellbeing of his ward, but merely austere and understated in his guidance. For the master knows scriptures cannot substitute real life experience and that the young monk will have to eventually find his own way out of worldly temptations. Hence, the process of coming of age for the young monk is by learning to see his own shortcomings. The comp assion and warmth of the wise master was also instrumental in his growth. In contrast, in the case of Marjane, the process of coming of age is not through understanding her frailties. To the contrary, she is a regular girl with normal affections and inclinations reflecting various stages of growth. But the country in which she grows up – Iran – was going through radical political upheavals. She gets valuable guidance through elders in her family, most notably, her uncle and her grandmother. Her uncle fought the excesses of Shah’s regime and was persecuted for the same. Later, when he objected to the oppression of the Islamic regime, he was imprisoned and eventually executed. But he made a profound impression on the formative mind of young Marjane. His words of advice to her – â€Å"stay true to yourself, never compromise on your dignity† - would remain as a guiding beacon to Marjane whenever she is troubled by social and political circumstances. He r grandmother too reiterates the thoughts of her illustrious uncle and admonishes Marjane whenever she breaches those lofty standards. Marjane grows up, albeit with lots of hurdles en-route, by upholding her principles in light of strong authoritarian opposition. She doesn’t always win, as illustrated by her sad return to home from Vienna and her short-lived marriage. But, she is the stronger for it. This is evident in her last

Cache Memory: Definition and Function

Cache Memory: Definition and Function CACHE MEMORY Cache memory is random access memory (RAM) that a pc micro chip will access a lot of quickly than it will access regular RAM. because the micro chip processes knowledge, its initial within the cache memory and if it finds the information there (from a previous reading of data), it doesnt got to do the a lot of long reading of knowledge from larger memory. Cache memory is usually delineate in levels of closeness and accessibility to the micro chip. associate L1 cache is on identical chip because the micro chip. L2 is typically a separate static RAM (SRAM) chip. the most RAM is typically a dynamic RAM (DRAM) chip. In addition to cache memory, one will think about RAM itself as a cache of memory for disc storage since all of RAMs contents return from the disc at the start. once the processor has to scan from or write to a location in main memory, it initial checks whether or not a duplicate of that knowledge is within the cache. If so, the processor straightaway reads from or writes to the cache, that is far quicker than reading from or writing to main memory. a translation look aside buffer (TLB) wont to speed up virtual-to-physical address translation for each practicable directions and knowledge. Knowledge is transferred between memory and cache in blocks of mounted size, known as cache lines. once a cache line is derived from memory into the cache, a cache entry is made. The cache entry can embody the derived knowledge in addition because the requested memory location currently known as a tag. once the processor has to scan or write a location in main memory, it initial checks for a corresponding entry within the cache. The cache checks for the contents of the requested memory location in any cache lines that may contain that address. If the processor finds that the memory location is within the cache, a cache hit has occurred. WRITE POLICY: If knowledge is written to the cache, at some purpose it should even be written to main memory. A write policy determines however the cache deals with a write cycle. The 2 common write  policies area unit Write-Back and Write-Through. WRITE BACK POLICY In Write-Back policy, the cache acts sort of a buffer. That is, once the processor starts a write cycle the cache receives the information and terminates the cycle. The cache then writes the information back to main memory once the system bus is offered. This technique provides the best  performance by permitting the processor to continue its tasks whereas main memory is updated at a  later time. However, dominant writes to main memory increase the cache’s quality and  cost. WRITE THROUGH POLICY The second technique is that the Write-Through policy. because the name implies, the processor writes through the cache to main memory. The cache could update its contents, but the write cycle doesnt finish till the information is keep into main memory. This technique is a smaller amount advanced. The primary drawback with write-through caches is their higher write traffic as compared to write-back caches. a method to scale back this traffic is to use a coalescing write buffer, wherever writes to addresses already within the write buffer area unit combined. once a write misses within the write cache, the LRU entry is transferred to the write buffer to create area for the present write. In actual implementation, the write cache may be integrated with a coalescing write buffer. Write through policy is most prefererable in memory application than write back policy as a result of it embody the property of automatic update once any changes occur in cache block itll replicate into main memory. CONVENTIONAL 2 LEVEL CACHE Fig. 3illustrates the design of the two-level cache. solely the L1 knowledge cache and L2 unified cache area unit shown because the L1 instruction cache solely reads from the L2 cache. below the write through policy, the L2 cache continuously maintains the foremost recent copy of the information. Thus, whenever a knowledge is updated within the L1 cache, the L2 cache is updated with identical knowledge in addition. This ends up in a rise within the write accesses to the L2 cache and consequently a lot of energy consumption. The locations (i. e. , approach tags) of L1 knowledge copies within the L2 cache wont modification till the information area unit evicted from the L2 cache. The planned way-tagged cache exploits this reality to scale back the quantity of the way accessed throughout L2 cache accesses. once the L1 knowledge cache masses a knowledge from the L2 cache, the approach tag of the information within the L2 cache is additionally sent  to the L1 cache and keep during a new set of approach-tag arrays These way tags give the key data for the following write accesses to the L2 cache. In general, each write and browse accesses within the L1 cache may have to access the L2 cache. These accesses result in totally different operations within the planned way-tagged cache, as summarized in Table I. below the write-through policy, all write operations of the L1 cache got to access the L2 cache. within the case of a write hit within the L1 cache, only 1 approach within the L2 cache are going to be activated as a result of the approach tag data of the L2 cache is offered, i. e. , from the approach-tag arrays we are able to acquire the L2 way of the accessed knowledge. whereas for a write miss within the L1 cache, the requested knowledge isnt keep within the L1 cache. As a result, its corresponding L2 approach data isnt offered within the way-tag arrays. Therefore, all ways that within the L2 cache got to be activated at the same time. Since write hit/miss isnt proverbial a priori, the way-tag arrays got to be accessed at the same time with all L1 write operations so as to avoid performance degradation. Note that the way-tag arrays area unit terribly little and also the concerned energy overhead may be simply salaried for (see section). For L1 scan operations, neither scan hits nor misses got to access the way-tag arrays. this is often as a result of scan hits dont got to access the L2 cache; whereas for scan misses, the corresponding approach tag data isnt offered within the way-tag arrays. As a result, all ways that within the L2 cache area unit activated at the same time below scan misses. PROPOSED approach TAG CACHE we tend to introduce many new components: way-tag arrays, way-tag buffer, approach decoder, and approach register, all shown within the line. The approach tags of every cache line within the L2 cache area unit maintained within the way-tag arrays, set with the L1 knowledge cache. Note that write buffers area unit normally used in write through caches (and even in several write-back caches) to boost the performance. With a write buffer, the information to be written into the L1 cache is additionally sent to the write buffer. The operations keep within the write buffer area unit then sent to the L2 cache in sequence. This avoids write stalls once the processor waits for write operations to be completed within the L2 cache. within the planned technique, we tend to conjointly got to send the approach tags keep within the way-tag arrays to the L2 cache at the side of the operations within the write buffer. Thus, alittle approach-tag buffer is introduced to buffer the way tags scan from th e way-tag arrays. {a approach|how|some way|the way|the simplest way} rewriter is used to decode way tags and generate the alter signals for the L2 cache, that activate solely the specified ways that within the L2 cache. every approach within the L2 cache is encoded into the simplest way tag. {a approach|how|some way|the way|the simplest way} register stores way tags and provides this data to the way-tag arrays. IMPLEMENTATION OF WAY-TAGGED CACHE WAY-TAG ARRAYS Way tag arrays have approach tags of a knowledge is loaded from the L2 cache to the L1 cache, shown in Fig three. Note that {the knowledge|the info|the information} arrays within the L1 data cache and also the way-tag arrays share identical address from hardware. The WRITEH_W signal of way-tag arrays is generated from the write/read signal of {the knowledge|the info|the information} arrays within the L1 data cache as shown in Fig. 8. A UPDATE is management signal, obtained from the cache controller. once a L1 write miss, UPDATE are going to be declared and permit WRITEH_W to alter the write operation to the way-tag arrays (UPDATE=1 and WRITEH_W, See Table II). UPDATE keeps invalid and WRITEH_W =1, a scan operation to the way-tag arrays. During the scan operations of the L1 cache, the way-tag arrays dont got to be accessed and so, scale back energy overhead. to attenuate the overhead of approach tag arrays, the scale of a way-tag array may be expressed as Where SL1, Sline,L1 and Nway,L1 area unit the scale of the L1 knowledge cache, cache line size and variety of the ways that within the L1data cache severally. Bway,L2= may be a code. The way-tag arrays area unit operated in parallel with the L1 knowledge cache for avoiding the performance degradation. as a result of their little size, the access delay is far smaller than that of the L1 cache. WAY-TAG BUFFER Way-tag buffer is quickly stores the approach tags from the way-tag arrays within the L1 cache. its identical variety of entries because the write buffer of the L2 cache and shares the management signals with it. Note that write buffers area unit normally used, the information to be written into the L1 cache is additionally sent to the write buffer to boost the performance. This avoids write stalls once the processor waits for write operations to be completed within the L2 cache. When a write miss happens in L1 cache, all the ways that within the L2 cache got to be activated because the approach data isnt offered. Otherwise, solely the specified approach is activated. approach tag buffer is little in to avoid space overhead. Approach DECODER The operate of the approach rewriter is used to decode approach tags and generate the alter signal, that activate solely desired ways that in L2 cache. This avoids the extra wires and also the chip space is negligible. A write hit within the L1 cache, the approach decoder works as associate n -to- N decoder that selects one way-enable signal. For a write miss or a scan miss within the L1 cache, the approach decoder assert all way-enable signals, in order that all ways that within the L2 cache area unit activated. Approach REGISTER The approach tags for the way-tag arrays is Provided by approach register. A 4-way L2 cache is take into account, that labels â€Å"00†, â€Å"01†, â€Å"10†, andâ€Å"11†. This area unit keep within the approach register. once the L1 cache masses a knowledge from the L2 cache, the corresponding approach tag within the approach register is distributed to the approach-tag arrays by this way the corresponding way tags area unit keep in way-tag array. The planned approach-tagged caches way operates below totally different modes throughout scan and write operations. solely the approach containing the specified knowledge is activated within the L2 cache for a write hit within the L1 cache, operating the L2 cache equivalently a direct-mapping cache to scale back energy consumption while not performance overhead below the write-through policy. APPLICATION OF approach TAGGING IN PHASED ACCESS CACHES In this section, we are going to show that the thought of approach tagging may be extended to alternative low-power cache style techniques suchas the phased access cache [18]. Note that since the processor performance is a smaller amount sensitive to the latency of L2 caches, several processors use phased accesses of tag and knowledge arrays in L2 caches to scale back energy consumption. By applying the thought of approach tagging, any energy reduction may be achieved while not introducing performance degradation. In phased caches, all {ways|ways that|ways in that} within the cache tag arrays got to be activated to work out which approach within the knowledge arrays contains the specified knowledge (as shown within the solid-line a part of Fig. 8). within the past, the energy consumption of cache tag arrays has been unnoticed as a result of their comparatively little sizes As superior microprocessors begin to utilize longer addresses, cache tag arrays become larger. Also, high associativity is vital for L2 caches in bound applications. These factors result in the upper energy consumption in accessing cache tag arrays. Therefore, its become vital to scale back the energy consumption of cache tag arrays. the thought of approach tagging may be applied to the tag arrays of phased access cache used as a L2 cache. Note that the tag arrays dont got to be accessed for a write hit within the L1 cache (as shown within the dotted-line half in Fig. 9). {this is|this is often|this may be} as a result of the destination approach of knowledge arrays can be determined directly from the output of the approach decoder shown in Fig. 7. Thus, by accessing fewer ways that within the cache tag arrays, the energy consumption of phased access caches may be any reduced The operation of this cache is summarized in Fig. 9. Multiplexor M1 is used to get the alter signal for the tag arrays of the L2 cache. once the standing bit within the way-tag buffer indicates a write hit, M1 outputs â€Å"0† to disable all the ways that within the tag arrays. As mentioned before, the destination approach of the access may be obtained from the approach decoder and so no tag comparison is required during this case. Multiplexor money supply chooses the output from the approach decoder because the choice signal for the information arrays. If on the opposite hand the access is caused by a write miss or a scan miss from the L1 cache, all ways that area unit enabled by the tag array decoder, and also the results of tag comparison is chosen by money supply because the choice signal for the information arrays. Overall, fewer ways that within the tag arrays area unit activated, thereby reducing the energy consumption of the phased access cache. Note that the phased ac cess cache divides associate access into 2 phases; so, money supply isnt on the crucial path. Applying approach tagging doesnt introduce performance overhead as compared with the standard phased cache. Common or Shared LUT design A shared or common LUT design is planned to be applied in knowledge array management of this cache design. Since knowledge array in cache design is related to electronic device choice based mostly processor for knowledge accessing, we tend to area unit introducing associate shared LUT during which all knowledge data is loaded with table loader per is index and coefficients for knowledge finding and matching allocation throughout cache operations. thus knowledge array may be replaced by shared LUT design with effectively acts and reduces the whole power consumption of overall approach tag array cache design. From the fig. 7. the shared LUT design is divided in to four banks with several address related to it. If a processor has to access knowledge from bank three, itll directly access that data via its constant bit address by matching with table loader indexes. Hence a protracted looking method is proscribed to direct accessing technique through shared LUT design. Apart from banks it conjointly has SFU-Special practical Units in it. its connected to table loader. These SFU’s will access all the banks by having easy indexes like â€Å"000† the primary zero represents the quantity of SFU i. e SFU 0. thus the remainder 2 zero’s represents the bank constant. By bit matching, SFU simply connects with bank zero that contain relevant knowledge access in cache operations. If SFU0 and SFU one having values like â€Å"000† and â€Å"100† then confusion is cleared by higher priority portal. the upper priority is nothing however one that comes initial is allowed to access the information initial too. the remainder request signals accessed in  Ã‚  parallel at that time.

Dangerous Driving And The Effects On Youth Essays -- essays research p

Dangerous Driving and The Effects on Youth   Ã‚  Ã‚  Ã‚  Ã‚  In today's society, dangerous driving is criminal and is also considered to be deviant. There are different levels of dangerous driving, all of which have different meaning to different people, some are considered part of the social norm and others are considered to be deviant. Speeding for example is considered to be a norm of society. Everyone speeds and this is not considered a problem which needs societies immediate attention, however there is a line which changes speeding from being a criminal offense to a deviant offense. The following analysis will provide a descriptive summary of the functionalist perspective, the social control theory and the power control theory.   Ã‚  Ã‚  Ã‚  Ã‚  These theories have been applied to a news story in which two young teens from Dartmouth, Nova Scotia, Renee and Danielle Orichefsky, were killed in a dangerous driving accident. The driver was Ralph Parker, a twenty year old man from Halifax who lost control of his sports car as he attempted to make a turn on the corner where the girls were sitting. This article involves the day of Mr. Park's conviction, the reaction of the girls' parents and also the reaction of Mr. Park's mother.   Ã‚  Ã‚  Ã‚  Ã‚  The problem of dangerous driving as viewed from a theoretical standpoint can easily be identified with the social control theory. The control theory questions not what motivates individuals and society in general to indulge in societal deviant behaviour but rather examines what is within the structure of a society that causes individuals to conform to social laws. A social control theorist would argue that it is social pressures that prevent people from acting out in deviant manners; otherwise people would act upon inborn animal impulses. In this case, Mr. Park it seems felt the need to drive his sports car very fast and dangerously because it catered to his instinctive need for excitement. If Mr. Park had been thinking about the possible consequences of killing two young girls, he may have decided to slow down and be a little more careful. This is because murder is a deviant act in our society and committing murder would not be socially acceptable. Thus it can be concluded that that the structure and organization of society is very influential in determining the conduct of ind... ... to exist. A man who drives slowly and with caution is portrayed as a wimp. A power control theorist would say that this young man was playing on the â€Å"natural â€Å" male instinct to drive in this manner and have some fun.   Ã‚  Ã‚  Ã‚  Ã‚  Risk taking, which is the another factor is very relevant to this case because Mr. Parker took a risk in driving dangerously. The irony in this case is that people who speed or drive recklessly do not see the danger of killing people as the big risk when they are offending. They are more concerned with the risk of being caught by the police for the crime that they are committing. Someone who is driving recklessly knows the consequences of having an accident, but they may not be important to that person at the time of their action which is deviant.   Ã‚  Ã‚  Ã‚  Ã‚  Formal state of control considers that opportunities to deviate are more restricted for females than males. The freedom to take risk is given to boys, this may have been the case in Mr. Parker's family, he (it is assumed) did not have a father figure and took direction from his mother. A power-control theorist would argue that women give more freedom to their sons.

Effective Management of Job in Post Merger and Acquisition Scenario

RAYAT LONDON COLLEGE SUBJECT:- RESEARCH METHODOLOGY COURSE:- MBA SEMESTER 1 LECTURER SUBMITTED BY SUBMISSION DATE DR. LANGESWARAN SUPRAMANIAN ARSHAD MUHAMMAD 14 DECEMBER 2007 â€Å"EFFECTIVE MANAGEMENT OF JOB REDUNDANCIES IN POST MERGER AND ACQUISITION SCENARIO (SERVICE SECTOR)† ASSIGNMENT TOPIC 1 TABLE OF CONTENTS 1. ABSTRACT 2. INTRODUCTION 3. MOTIVATION 4. RATIONALE 5. LITERATURE REVIEW 6. RESEARCH METHODOLOGY 7. FURTHER EVOLUTION 8. CONCLUSION 9. REFERENCES AND BIBLIOGRAPHIES Page NO 3 4 6 9 12 19 19 22 22 1. ABSTRACT This report introduces a practical model of training and development needs assessment to reduce redundancies stress on employees after merger and acquisition. The proposed model is competency-based, which allows for the incorporation to reduce redundancies in post merger situation. When redundancy is the only route available, employers invariably feel obliged to assist those affected with positive planning measures for what, at the time, can seem an uncertain future. However, this is not an easy task. Redundancy can be a difficult ordeal, hitting hard both mentally and emotionally and unless professionally implemented, employers will invariably fall short of ? having done enough‘ to really help. Everyone deals with redundancy in a different way. Being made redundant can provoke a range of emotions at different times, including shock, anger, loss, fear, denial or acceptance. Redundancy after M&A is a risk to all employees, and needs careful handling and counselling. Less recognised are the needs of those left behind. On the analogy of major disasters, they too demand meticulous attention to avoid deleterious effects both to themselves and to their organisations. The management of restructuring, redeployment or redundancy is important, not simply to be humanitarian, or for good public relations, but also because the effectiveness, vision and mission of the organisation that survives is at stake. Survival tips for both the individual and the organisation are indicated. 2. INTRODUCTION Since the late 1980s, the total number of mergers and acquisitions (M&As) has far surpassed the number that occurred throughout the 1960s. Whereas the M&As throughout the 1960s were mainly due to unions between conglomerates, the 1980s and 1990s has witnessed an increase in M&As between firms of different sizes and different industry types, Merger and acquisition would have corporate strategies directed at gaining competitive advantage and satisfying customers? eeds always have human resource implications, and tactics such as job redesign, multi-skilling, redeployment, training, paying for performance, layoffs and downsizing should be specifically directed at implementing the human resource strategies of organisations. Unfortunately, however, the strategic considerations which should accompany the use of these tactics are often absent. The primary purpose of merging and acquiring new firms is usually to improve overall performance by achieving synergy, or the more commonly described as the ? + 2 = 5? effect between two business units that will increase competitive advantage (Weber, 1996). Recent research indicates that these M&As have a negative impact on the economic performance of the new entity because of human resource implications mostly redundancies (Tetenbaum, 1999). Therefore, although M&As are usually extremely well planned out in terms of financial and legal aspects, the conclusion that has to be drawn is that these poor results have come to be attributed to poor human resource planning. Redundancies after M&As can be a difficult ordeal, hitting hard both mentally and emotionally and unless professionally implemented, employers will invariably fall short of ? having done enough‘ to really help. Redundancy is probably the most evocative and fear inducing form of organisational change for many workers. Each year in the UK, there are over 200,000 notified redundancies. What is perhaps of more concern is that many organisation merger and acquisition change programmes have relied heavily on redundancy even though they have been articulated as downsizing or, more euphemistically as rightsizing or business process eengineering (Champy, 1995). 4 The essence of research is to explore how well human resources are being managed within organisations and better to understand the impacts of organisational change in different sectors and at levels in the organisational hierarchy after merger and acquisition. Have pre-existing human resources strategies to cope with redundanci es after M&As would reduce the stress on employee and also on organisation. Human resources strategies like open up consultative and participative organisationwide discussion to seek out possibilities that minimise redundancies, establish sound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation, communicate constantly and effectively, actively evaluate impact, exercise effective leadership from the top, ensuring that the pain is shared, provide a clear reconciliation of the market and financial situation, offer immediate counselling and assistance to all those identified for redundancy set up a mutual support network for those made redundant and continue to offer human resources help where required are the core tools which can organisations should implement after redundancies in merger and acquisition situation. Mergers are not without their downsides. They can consume an incredible amount of time and money, legal and tax complications, and problems with mixing corporate cultures and last but not least the redundancies. It has been estimated that fully 50 percent never achieve the initial financial and market goals projected. Decisions to merge assume that synergy will develop between two organisations that combine resources and talent and achieve economies of scale and integrated technologies. Whenever two separate organisations merge, they want synergy. Each side hopes to benefit from the merger and initially willingly attribute benefit to the other. However, synergy does not occur easily or without effort. A merger may change the name of the company and management, but the real benefits occur when people ascribe to merged goals and ideals. There were more than 36,700 transactions with a combined value of more than US$3. 49 trillion (Thomson Financial, 2001). The number of jobs that these mergers impacted on has not been estimated, but conservatively it must run into the hundreds of thousands. For instance, at least 130,000 finance jobs have 5 disappeared in western Europe alone as a result of mergers and acquisitions in the 1990s (International Labour Organization, 2001). 3. MOTIVATION Post-merger depression begins the day top executives declare that the merger, of which the most obvious is losing one‘s job. But redundancy after M&A can be an opportunity for positive change. Time could be spent on self discovery and re-focusing e. g. advancement new people and forming new working opportunities, meeting merger is done. Employees often expressive many fears they are confronted with following a relationships, learning new skills, getting over the pain caused by the merger, and setting new goals as well as creating an organisation that is better than the two original separate organisations. Building on valuable training, experience, skills, talents and past achievements. While accommodating new work / life balance considerations and identifying new and as yet unrealised opportunities that only a fresh start can afford. Explores redundancy after M&A as a significant and pervasive outcome of organisational change. The need to manage the redundancy transition has provoked the development of new HRM policies and practices. Highlights interventions such as redundancies are often used by companies with little rigorous evaluation of their utility or benefit, yet their continued proliferation would suggest that they appear to have assumed essential credibility and value. The pervasive and complex nature of current changes dictates not only the need for a better understanding of the practices that exist but also an exploration of how HRM theory of redundancies can contribute to and enhance that understanding. The complexity of the situation for the survivors of redundancy after M&As means that no simple formula exists. The variables at play are diverse. It is often difficult to provide cause and effect data, reflected in an overall lack of evaluation. It appears that there have been few reported successful attempts to implement intervention strategies which support and assist the framework of organisational change after 6 redundancies due to M&As and personal transition for both those leaving and the survivors of a redundancy experience. One prime example is BBC model to deal with redundancies, considering that everyone's future at the BBC was uncertain during the 2004, including members of the HR department. BBC worked to build in the flexibility to provide as many courses as were needed and to ensure that those you were going to made redundant had sufficient clarity about their own careers first, to help them to provide the objectivity that those they were working with would need. Suggestions for managing redundancies would be to encourages organisations to develop strategies which reduce, avoid or limit redundancy after M seeks to ensure that if redundancy occurs, it is handled in accordance with the law seeks to raise awareness of strategies which assist those affected to retain self-respect and enhance employability. Redundancy is one of the most traumatic events an employee may experience. Announcement of redundancies will invariably have an adverse impact on morale, motivation and productivity. The negative effects can be reduced by sensitive handling of redundant employees and those remaining. If possible, it is preferable for an organisation to establish a formal procedure on redundancy after merger. In many organisations a formal agreement may have been negotiated and agreed between management and trade union or employee representatives. Some organisations deal with redundancies by an informal arrangement with a practice which varies for each redundancy or they may only start to consider the appropriate procedure for the first time when a redundancy situation arises. At the very least in order to plan and implement a redundancy situation properly, the following stages will be followed in most redundancies: o Planning o Invitation of volunteers o Consultation, both collective and individual o Use of objective selection criteria 7 Compliance with all three stages of statutory dismissal procedures o Advance notice of individual consultation meeting o Permitting a colleague to be present at consultation meetings o Opportunity to appeal o Allowing seeking of suitable alternat ive employment o Statutory or other redundancy payment o Relocation expenses o Helping redundant employees obtain training or alternative work. Of course the exact procedure varies according to the timescale and size of the redundancy after M. Mergers and acquisitions (M) are increasingly prevalent, powerful and risky corporate events. The resistance or support of people in the integration of two previously separate organisations plays a key role for their success or failure. As ? merged‘ corporations integrate previously separate organisations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitment and competence, all of which are usually seen as critical justifications for M in the first place. Organisations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivational and competence profiles. Senior management who had been involved in M identified talent retention as their biggest challenge in leading a successful merger or acquisition, followed by making the deal generate long term value. Less skilled firms in the art of M also focused on talent management but failed to create the fundamental climate of ownership that recognised the value of staff. 8 Managing and developing talent will prove instrumental for organisations to retain their competitive position and deal with the twin challenges of leadership and growth. According to new research by Mercer Human Resource Consulting, France, the Netherlands, and the UK have the worst redundancy pay. Based on minimum statutory paid notice and severance pay for a white-collar employee aged 40, made redundant after 10 years on a salary of ? 20,000, the average redundancy pay across the EU was ? 11,163. But using the same comparison the redundancy pay would be just ? 5,000 in France and the Netherlands and ? 5,128 in the UK. In Spain and Italy the payment would be ? 25,464 and ? 18,276 respectively, and ? 15,000 for both Belgium and Austria. 4. RATIONALE The rationale for M activity is a key value-added role that the board can and should play. A value-based analysis can be strategic rationale of a deal, revealing its true underlying economics. For an acquisition to deliver improved financial performance, it must enhance the strategic position of the acquirer‘s businesses or the target‘s businesses. More precisely, it must improve either market economics or competitive position of the business units. No brainer deals that provide great returns by simply eliminating redundancies, achieving a lower cost of capital or lowering tax rates are virtually a thing of the past. So mergers and acquisitions must be justified through the strategic benefits that will be realised. Signs of human stress are present in all combinations, even the friendliest and bestmanaged ones. Manifestations of the merger syndrome appear in all varieties of corporate combination, be they mergers or acquisitions, friendly or hostile, domestic or international, involving companies of similar or different sizes and so on. Personal involvement in organisational mergers and acquisitions has served to foster an awareness of the various symptoms of the ? merger syndrome?. Twelve such indicators are preoccupation; imagining the worst; stress reactions; crisis management; constricted communication; illusion of control; clash of cultures; we vs. 9 they; superior vs. inferior; attack and defend; win vs. lose; and decisions by coercion, horse trading and default. (Schweiger et al. 1987) cite job security as the most important factor for employees during a merger, followed by pay and benefits, work autonomy, and performance feedback. Research has also indicated that the organisational change process in mergers is usually tightly controlled by management and decisions on job losses are driven solely by the need to reduce numbers (Kanter, 1986). Thus employees are commonly concerned not only with job security but also with how selection decisions are made. Related to this, a number of researchers have shown that perceptions of procedural fairness are a key factor in determining staff attitudes to, and experience of, merger change. In particular, the perceived fairness of redundancy procedures is reported to impact significantly on the attitudes of the staff that remain in the organisation (Brockner and Greenberg, 1990; Schweiger et al. , 1987, 1994). A number of organisations using a compulsory approach to redundancy selection made the point that once change is known to be about to occur there is more to be gained in terms of gaining the commitment of key players than in leaving these employees ? in the dark?. One organisation held briefing sessions for all its senior managers before the advent of a redundancy programme in order to provide reassurance, and to talk through strategic plans after the redundancies, with all main board directors present to field questions. This was designed to be open in nature so that these managers could in turn return to their staff to counter any ? doom and gloom? suggestions. Managers such as these have been used as the ? ears? of the organization in order to feed back issues which arise during this period of uncertainty, so that a response can be made by the organization in order to minimize any adverse effects. In spite of these benefits, other organisations stated that they did not reveal plans to anyone outside a very select planning group, fearful that leakage of such information might have more significant negative effects. However, these particular organisations tended to be the ones who bypassed any prior, general notification about intended redundancies, thereby moving to ? phase two? , which is the actual notification of 10 those affected. The disadvantage of this closed and compulsory strategy is the type of situation referred to at the start of this article. Indeed, this particular organisation did not repeat its experience when it faced the need to undertake a further round of redundancies: this time it declared the need to make further workforce reductions, requested volunteers and stated that it would only declare compulsory redundancies if there were insufficient volunteers. Reactions related to disbelief, betrayal, loss of motivation, lower morale, mistrust, uncertainty, insecurity and lower commitment to the organization and so on are undoubtedly more pronounced where there is no announcement or indication before the actual notification of those to be made redundant. To summarised the rationales of this report would be, Job redundancies are common phenomena in post merger, lack of secondary data, there is no support, continuity or implementation of the programs like this in any organisation, Collecting information in real time from both participating and non-participating employee groups after redundancies is a challenging task, the mono-method bias is another limitation of this study and last but not least the time limit. 11 5. LITERATURE REVIEW Author Year Bob Moore 2002 Surviving Title Authors Evaluation Report Evaluation a to compulsory redundancy and Several factors contribute to A number of organisations Thriving During successful M. The first is using a Merger or instilling a positive mindset approach Acquisition among all employees – and this selection made the point can only start at the top. Senior that once change is known management alignment and to be about to occur there is partnership sets the tone, as more to be gained in terms employees managers look for to their of gaining the commitment and of key players than in direction assurance during this important leaving these employees ? n time. Getting people and the dark?. One organization processes to work together is held briefing sessions for all the only way to make the new its senior managers before company work. A successful the advent of a redundancy management evaluate team should programme in order to each company‘s provide reassurance, and to ?personal best practices? and talk through strategic plans incorporate them into the newly after the redundancies, with combined organization. all main board directors Although 75 percent of M present to field questions. don‘t reach their stated goals of greater financial results, there is a formula designed to encourage success. Attention, time and financial resources must be applied to employees and their work processes, so the new company ends up with a motivated, ? can-do? workforce. 12 Christiane Demers 1999 Merger acquisition and Communication‘s critical role in Poor communication and in the implementation of change is mergers often cited in the literature. intensifies acquisitions stress for announcements as corporate wedding narratives Communication is presented as organisational a tool for diffusing members top because of the uncertainty their future. The management intentions and for about preparing context of minds action to a new communication strategies Managers serve to reduce uncertainty, egitimate change to encourage in which both management employee commitment to and employees can voice their opinions, and concerns, provide imminent transformations. desires information. Adrian Furnham 2006 Deciding on One of the occasional tasks of a Senior management who promotions and manager is to de cide on who in had been involved in M redundancies their reporting staff to promote identified talent retention as as well as, where applicable, their biggest challenge in who to make redundant. In large leading a successful merger organisations guidelines factors there may be or acquisition, followed by concerning to take which making the deal generate into long term value. Less skilled some firms in the art of M also on talent both consideration. Further organisations keep records on focused performance designed to which reduce are management but failed to the create the fundamental subjectivity in these sorts of climate of ownership that decisions. Nevertheless this is recognised always because a of difficult the decision staff. and the value of many powerful consequences not only for the individual involved, but also his/her working colleagues and the organisation as a whole. 13 Stephen A. W 1994 Downsizing Improve Strategic Position to Planned large scale reductions A successful merger is all in head-count, or redundancies, about cost savings, right? ave become commonplace in Wrong. The most important many industries worldwide. In thing is making sure that the practice many downsizings fail valuable talent from both to achieve desired long-term companies doesn't simply results. Presents results of a march out the door. survey among large Canadian Ma nagers behind the most firms which suggests Examination management some successful mergers and reasons. strategic of acquisitions spend as much of time addressing â€Å"people† downsizing reveals weaknesses issues such as integrating of both planning and cultures, managing talent, knowledge and implementation. management of Effective sharing human retaining key people as they esources is a prerequisite but do on cost savings, merging failures often arise from processes, technologies and inattention to other important divisions. aspects of organizational change. Suggests that a wellthought-out strategy should be accompanied innovation, by process re- business engineering and organizational learning. Bob Moore 2004 Surviving and Several factors contribute to Suggestions for managing Thriving During successful M&As. The first is redundancies would be to a Merger or instilling a positive mindset encourages organisations to strategies avoid or which limit M&As that if is among all employees – and this develop can only start at the top. Senior reduce, management alignment Acquisition and redundancy after ensure artnership sets the tone, as seeks to employees look to their redundancy occurs, it 14 managers for direction and handled in accordance with law seeks of to raise assurance during this important the time. Getting people and awareness strategies processes to work together is which assist those affected the only way to make the new to retain self-respect and company work. A successful enhance management evaluate team each employability. should Redundancy is one of the company‘s most traumatic events an ?personal best practices? and employee may experience. incorporate them into the newly Announcement combined of organization. redundancies will invariably Although 75 percent of M&As have an adverse impact on don‘t reach their stated goals of morale, motivation and greater financial results, there is productivity. a formula designed to encourage success. Attention, time and financial resources must be applied to employees and their work processes, so the new company ends up with a motivated, ? can-do? workforce. Adrian Thornhill 1995 The positive For those organizations which Redundancies after M&A management of declare redundancy survivors: issues lessons redundancies without can be an opportunity for prior warning, the effect may positive change. Time could come as a shock to all be spent on self discovery re-focusing e. g. nd employees – those who are not and to be made redundant as well as advancement those who are to go. This has opportunities, particularly been the case in meeting new people and non-unionized organisations forming new working where there has not been the relationships, legal requirement to undertake learning new skills, getting prior consultation. One financial over the pain caused by the 15 services organisation stated that merger, and setting new this led to a period of shock for goals as well as creating an 24 hours during which work organisation that is better effectively ground to a halt. The than the two original management of the organization separate organisations. hen had to work quickly to overcome this effect, through company-wide communication and by demonstrating that those to be made redundant would indeed be fairly in treated. unionized prior However, even organisations, where consultation occurs, there may be the feeling that ? little attention has been given to the survivors of redundancy?. Beth Taylor 2002 The right way to There is a growing awareness Human resources strategies handle redundancies among business leaders that the like open up consultative way an organisation handles and participative redundancies sends out a very organisation-wide strong messag e about its discussion to seek out corporate ethics and values. possibilities that minimise redundancies, establish ound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation, communicate constantly and effectively. 16 Ridha Khayyat 1998 Al- Training and The more organizations seek This report excellence, employees‘ the training and and introduces a development needs assessment: more practical model of training development to needs reduce on a education becomes imminent. In assessment organisation redundancies practical model contemporary for institutes partner information stress dissemination by employees after merger and itself leads to little or no results. acquisition. The proposed It is the ability to that of the model is competency- organization knowledge disseminate based, which allows for the leads to incorporation to reduce employees‘ skills and abilities redundancies in post merger development. What matters is situation converting technology through people into better organisational performance. One thing which is true about the twenty-first century is that the development of human resources is no longer an option but a must. Joseph Cangemi 2004 P. Exit strategies Job losses that are the result of A number of organisations mergers, sale of a company, using restructuring, and downsizing as approach organizations profitability in struggle a a to compulsory redundancy or selection made the point highly that once change is known competitive corporate world are to be about to occur there is common. The reduction process more to be gained in terms forces organisations to employ a of gaining the commitment variety of exit strategies as they of deal with the most key players than in difficult leaving these employees ? in aspect of downsizing – the the dark?. reduction of personnel from their organisation as a means of rapid reduction of expense to 17 the company. Considers some employee-sensitive strategies exit Bryn Jones, 2001 How Redundancies Worsen Inequality Collective redundancy (CR) is The complexity of the erhaps the most central but situation for the survivors of acknowledged employment factor redundancy in means formula that after no M&As simple The are Social least shaping contemporary Britain. exists. at play The ease with which employers variables can execute CR allows not only diverse. It is often difficult to fairly rapid and to and also of far-reaching provide cause and effect business data, reflected in an overall working lack of evaluation. It changes organisational practices, restoration but prompt appears that there have few reported to companies‘ been financial deficits, as well as succes sful changes in the skill and implement of strategies attempts intervention which support demographic workforces. profiles nd assist the framework of organisational change after redundancies due to M&As and personal transition for both those leaving and the survivors of a redundancy experience. 18 6. RESEARCH METHODOLOGY The primary data would be collected through, principally involving in-depth questioners and interviews with senior human resource practitioners and staff those who made redundant after M&As in the organisations. Before interviews occurred, these practitioners were supplied with a list of the questions. The ranged from the reasons for redundancies after M&As through to the impact of redundancies on organisational survivors, and organisational learning points for the future management of redundancies. A comprehensive assessment after redundancies can reveal how a company has emerged from the combination and how ready it is to achieve future goals. Secondary data would be collected by using publicly available information, public domino, Newspapers, Articles on Redundancies after M&A and International Journals on this topic. 7. FURTHER EVOLUTION The need to reduce costs is an opportunity critically to review current ways of doing things, to make major improvements using new technology or better methods and build strengths for the future. Reasons for the design of existing work flows are often buried in history and reflect yesterday? s crises. Many organisations have found that simply the exercise of mapping their major business processes can suggest dramatic improvements. Redundancies, duplications, inefficiencies and ? disconnects? are common in most processes or systems which have been in operation for a while. Massive reductions after M&As radically change managerial and workforce attitudes. Individuals no longer trust organisational commitment to long-term employment and morale has suffered in many cases. Corporate psyches have been forced to confront the possibility that growth may not return, and decline may be inevitable. Dealing with these issues effectively is the difference between a company that will continue to suffer the redundancy hangover long after the event and one that can 19 move on swiftly. Companies that manage the process of redundancies after M&As well in terms of being fair and transparent and in terms of giving a level of support to the employees when they‘re leaving, create an environment in which the people who are left behind say: ? Well, at least they treated them fairly, and it had to happen for a business reason – at least they looked after them and didn‘t just shove them out the door. The high level of consultation required makes good management sense. ?Two things: once the decision has been taken, how an employer conducts himself after that is going to be critical. It‘s about being responsive to employees — giving them an opportunity to have discussions; making sure information is available to them. All of that will be seen by employees who remain behind as well. Secondly, the communication process for those who remain is important, making sure they‘re not ignored or sidelined just because they‘re not part of the programme. They may well feel left out. To this end the following are some of the approaches that may assist: ? Have pre-existing human resources strategies to cope with such a situation. These should be open and transparent, subject to widespread consultation, and equitable. ? An organisation needs to provide a career management structure which enhances self-directed skill development. The opportunity to learn the transition skills necessary to career change are thereby created. ? In facing an experience, an organisation has to consider the impact on the symbols it has previously used to motivate staff, particularly its sense of mission. ? The management of restructuring, redeployment or redundancy is important, not simply as a humanitarian gesture, or for the sake of good public relations, but also because the effectiveness of the organisation that survives is at stake. ? Open up consultative and participative organisation-wide discussion as soon as danger signs appear. Seek out possibilities that minimise redundancies after merger. 20 ? Establish sound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation. Communicate constantly and effectively, and actively evaluate impact. ? Exercise effective leadership from the top, ensuring that the pain is shared, such as through voluntary salary cuts and the non-awarding or take-up of bonuses. ? Provide a clear reconciliation of the market and financial situation, options for amelioration, and the need for job cuts within this. ? Use clear and published criteria to determine the basis for redundancy, arrived at through consultation. ? Set up a mutual support network for those made redundant after M&As and continue to offer human resources help where required. Offer immediate counselling and assistance to all those identified for redundancy. Organisations should always attempt to avoid redundancies in post merger situation. Ways of doing this include: ? ? ? ? ? ? Natural wastage Recruitment freeze Stopping or reducing overtime Offer early retirement to volunteers (subject to age discrimination issues) Retraining or redeployment Offering existing employee‘s sabbaticals and secondments. 21 8. CONCLUSION Handling redundancies after M&As is a difficult task where decisions have to be made as to numbers, timing and criteria. The detail should be fully discussed with employee representatives, with the objective of getting agreement about the way matters should be handled. A successful merger is all about cost savings, right? Wrong. The most important thing is making sure that the valuable talent from both companies doesn't simply march out the door or made redundant. Managers behind the most successful mergers and acquisitions spend as much time addressing â€Å"people† issues such as integrating cultures, managing talent, sharing knowledge and retaining key people as they do on cost savings, merging processes, technologies and divisions. 9. REFERENCES AND BIBLIOGRAPHIES 1. 2. 3. Furnham, A. (2001), Management Competency Frameworks, CRF, London. Greenberg, J. (1996), The Quest for Justice on the Job, Sage, London. Sessa, V. , Taylor, J. 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