Culture & Growth stages of Organizations Research Paper

Culture & Growth stages of Organizations - Research Paper Example The ethical and moral values of the people employed by the organization, their social background and their religious values define the culture of an organization. According to Schein (1992), organizational culture is determined by the shared assumptions and beliefs about the world, human nature and human relationships. Organizational culture includes the procedures, leadership styles, individuality, language and symbols used in the organization. The culture of an organization is shaped by values, beliefs and underlying assumption of the personnel of an organization. Values are the factors that represent the outlook of the culture of an organization. Values and beliefs of the people are prominent factors that are shaped by the underlying assumptions of the people. Underlying assumptions are the response of the environment in which the organization exists and these are unconsciously accepted by the people. The culture of an organization may be an obstacle in the way of achieving the mi ssion of the organization. If the mission of an organization and the culture of the organization are conflicting in nature, it might be difficult for the organization to achieve its objectives successfully. An organization must have complete support of the personnel in the organization in order to ensure successful implementation of the strategies set out by the organization to achieve its objectives. ... Leaders may use the style of communication in order to emphasize the need for change in the culture of an organization. Emotional outbursts also have positive impacts in case of bringing a change in the culture of an organization. In order to send a message to the personnel of an organization regarding a thing that is not important, a leader may choose to give no attention to that particular thing. In this manner, the perception of the organizational personnel regarding that thing would change and it would gradually be eliminated from the organization. A change in the culture of an organization can also be brought by the way the leader responds to the crisis. In the stages of growth of the organization, there are a number of things that require significant changes within an organization. An organization needs to acclimatize with its external environment. If the external environment of an organization changes the organization would also have to change. If the organization remains pers istent and does not bring any change, the organization would become vulnerable to a crisis. In this case, a leader plays an important role. In order to ensure that the change is supported throughout the organization, the leader might need to exaggerate the effect that the crisis might have on the organization. In such scenario, the leader may act as a savior and take some rigorous steps that have the potential to bring a change in the organization that would not have been possible otherwise. In order to tackle the change that must be brought in the culture of an organization at the time of growth in the organization, the leaders can bring the change by acting as a role model for others. Leaders can communicate their expectations through their own

Satisfied and Motivated Employees Create Satisfied and Loyal Customers Essay Example for Free

Satisfied and Motivated Employees Create Satisfied and Loyal Customers Essay Abstract In Corporate America, organizations vie to maintain their competitive advantage within their perspective industries. In the current economic downturn, organizations have come to rely heavily on the competitive advantage they receive from their employees, or human capital. Organizations are investing more of their funds towards satisfying and motivating employees in the hopes that these employees will create satisfied and loyal customers. To ensure employees are satisfied and motivated, organizations may recognize employee contributions with pay and a package of employee benefits. These forms of compensation work to ensure increased employee satisfaction and motivation, decreased voluntary turnover, and, therefore, the overall success of the entire organization. In Corporate America, organizations vie to maintain their competitive advantage within their perspective industries. In the current economic downturn, organizations have come to rely heavily on the competitive advantage they receive from their human capital. Human capital is defined as â€Å"an organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight† (Noe et al., 2011, p. 3). Highly skilled and developed employees are an organization’s most valuable resource in the fight to maintain their competitive advantage. Therefore, organizations are investing more of their funds towards satisfying and motivating employees in the hopes that these employees will create satisfied and loyal customers. In an effort to satisfy and motivate employees, organizations may recognize employee contributions with various forms of compensation including pay and an employee benefits package, and through recognition pro grams. These forms of compensation and recognition work to ensure increased employee satisfaction and motivation, decreased voluntary turnover, and, therefore, the overall success of the entire organization. â€Å"If we take care of our employees, they will take care of our customers.† During the current economic downturn, many organizations have experienced decreased sales and profits. Many of those organizations responded with spending cuts, which included layoffs and decreased investments in employees. The restaurant chain, Texas Roadhouse, was not immune to the economic downturn and also experienced decreased sales. However, the chain did not respond with spending cuts aimed at employees. In fact, the chain continued its existing spending relative to employee satisfaction and motivation. The text indicates, â€Å"Spending to promote job involvement and organizational commitment remained intact† (Noe et al., 2011, p. 319). The decision to maintain spending relative to employee satisfaction and motivation reflects the chain’s commitment to their employees. The chain’s commitment to their employees has been best expressed by Texas Roadhouse Chief Executive Officer (CEO), G. J. Hart. Hart, who realizes the value his employees bring to the organization, has stated, â€Å"If we take care of our employees, they will take care of our customers† (Noe et al., 2011, p. 319). Hart’s phrase may seem like a common clichà ©Ã¢â‚¬â„¢ in Corporate America; however, organizations focused on satisfying and motivating employees are actually gaining the competitive advantage that only their employees can provide. The text indicates, â€Å"Every organization recognizes that it needs satisfied, loyal customers. In addition, success requires satisfied, loyal employees† (Noe et al., p. 293). Texas Roadhouse is not alone in its commitment to its employees. SAS, a privately owned software company, is also highly committed to its employees. Bev Brown, who works in the company’s external communications department, indicates â€Å"People do work hard here, because they’re motivated to take care of a company that takes care of them† (Noe et al., 2011, p. 385). More organizations are beginning to realize the advantages associated with satisfying and motivating their employees. And, as the realization becomes more prevalent in Corporate America, more organizations will begin to demonstrate their commitment to their employees by offering generous rewards and recognition programs. Alternative Motivation Methods Their Effectiveness Texas Roadhouse uses money as a primary motivator for its employees. The chain holds a yearly competition to identify its best meat cutter, who is awarded $20,000. The chain’s managers are allotted $500 to host barbecues or outings for their employees. The chain also holds an annual motivational conference to recognize and reward its top performers. The text indicates, â€Å"The company invites about a thousand employees, managers, and vendors to bring their spouses to a four-day conference as a way to recognize and reward its best people† (Noe et al., 2011, p. 320). The retreat was costly; and, the chain’s CEO, Hart, was publicly criticized for such lavish spending. The text indicates, a reporter â€Å"†¦ criticized Hart for wasting $2 million on luxuries during lean times† (Noe et al., p. 320). However, Hart stood firm in his commitment to his employees as he replied that â€Å"†¦ the effort to inspire employees was precisely the kind of investment that enables his company to succeed† (Noe et al., p. 320). Texas Roadhouse’s strategy is certainly effective in ensuring they retain their top talent. The text indicates, â€Å"†¦ turnover among the company’s on-site recruiters tumbled by two-thirds after the company put in place a program to recognize and reward these employees† (Noe et al., p. 320). Pay is certainly a motivator for employees; however, organizations may also utilize employee benefits as a means of motivating employees. Employee benefits are â€Å"†¦ that part of the total compensation package, other than pay for time worked, provided to employees in whole or in part by employer payments† (Milkovich Newman, 2005). The text indicates that benefits serve functions similar to pay in that benefits â€Å"†¦ contribute to attracting, retaining, and motivating employees† (Noe et al., 2011, p. 384). For instance, SAS offers a generous employee benefit package as a means of ensuring their employees are satisfied and motivated. The company’s benefit package includes access to the on-site recreation and fitness center, a subsidized day care center and summer camp, and a subsidized cafeteria. The company has established an on-site lactation room for nursing mothers, and an on-site health care center for employees and their family members to have medical concerns addressed at no cost. The text indicates that these generous benefits are â€Å"†¦ part of a strategy to hire and keep the best people without paying top dollar in salaries† (Noe et al., p. 385). The SAS strategy is certainly effective in regards to ensuring the company retains its top talent. The text indicates, â€Å"Compared with 22 percent employee turnover in the industry, SAS reports turnover of just 2 percent† (Noe et al., p. 385). The SAS strategy is also effective in ensuring the company remains profitable. The text indicates that every year the company has been in business â€Å"†¦ it has turned a profit† (Noe et al., p. 385). Transferring the Texas Roadhouse Motivational Methods The Texas Roadhouse method of using pay to motivate its employees is certainly transferrable to other organizations in Corporate America. Organizations should demonstrate their commitment to their employees by offering competitive and rewarding pay and recognition programs. Doing so will ensure the organization has the ability to attract and retain top talent, which will provide the organization with a definite competitive advantage in their perspective industry. References Milkovich, G., Newman, J. (2005). Reward systems: Theory and administration. (8th ed., p. 400). Mc-Graw-Hill. Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2011). Fundamentals of human resource management. (4th ed.). New York, NY: McGraw-Hill.

Demand and Supply in Microeconomics

Demand and Supply in Microeconomics Introduction Economics is a study of how to use limited resource to satisfy unlimited people wants. Demand and supply is the two main concept of the modern economic. Demand is what people want and supply is how many goods available for people want. In free market the price of good is determined by the numbers of consumers and how many products available for them. As the result of that, when consumers understand the law of demand and supply they will have ability to decide when they can buy a product with low price and the suppliers can set the right price of this product and decide how many product they will make. In this case study we will evaluate the theory of demand and supply. We also give an example of demand and supply in food market in Hanoi in storm season. Theory Demand and supply might be one of the basic concepts of economics. It is the core of market economy. Demand is the price or quantity of a product or service desired by consumers. The demand relationship refers to the relationship between the price and quantity demanded, which are the price and quantity people willing to pay for. Supply is the amount of products a market produces. The supply relationship represents the relation between the price and quantity supplied, which are the price and quantity suppliers willing to produce. Therefore, price is the main concern for demand and supply to consider increased or deducted, and so demand and supply vary according to the price. According to the law of demand and supply, the higher of a products price the more suppliers will produce and the less people will buy. Because of that, the market price is changes. ( Investopedia news and articles, copyright 2010 ) In such a case, the quantity supplied is greater than the quantity demanded and there is a surplus of the good on the market. From the graph we see that if the unit price is $3 (assuming relative pricing in dollars), the quantities supplied and demanded would be: Quantity Supplied = 42 units Quantity Demanded = 26 units Therefore there would be a surplus of 42 26 = 16 units. The sellers then would lower their price in order to sell the surplus. Suppose the sellers lowered their prices below the equilibrium point. In this case, the quantity demanded would increase beyond what was supplied, and there would be a shortage. If the price is held at $2, the quantity supplied then would be: Quantity Supplied = 28 units Quantity Demanded = 38 units Therefore, there would be a shortage of 38 28 = 10 units. The sellers then would increase their prices to make more profit. The equilibrium point must be the point at which quantity supplied and quantity demanded are in balance, which is where the supply and demand curves cross. From the graph above, one sees that this is at a price of approximately $2.40 and a quantity of 34 units. (NetMBA.com) In general, if the price of a product is at low level, more people want to buy it and the demand will increase. As the result, there will be a shortage. The supplier now will be willing to produce more because people still want to use that product. So the supply increases. It will keep increasing to a point where customers demand and the quantity of that product is equal. Thus, there is a tendency toward an equilibrium point where quantity demanded equals quantity supplied. On the other hand, if the price of a product is at high level, less and less people want to buy it and so the demand decreases. In the end, there will be a surplus. The supplier now will drop down the price in order to attract more customers. This price keeps going down until they sell all out of the surplus. So, the price is moving backward to an equilibrium point where price demanded equals price supplied. So, how a firm know when to produce more or less? As in THE TIMES 100 article states that An important aspect of marketing is knowing what the demand is for your products. All companies engage in marketing activities to find out what the demand for their different products will be. For example, Coca-Cola will want to investigate market trends in the carbonated drinks sector, while a bank will want to find out about the demand for financial services. Armed with this information they are able to make appropriate pricing decisions based on what other suppliers are doing, as well as on the demand from consumers in the market. Some main factors causing the change in demand: Economic factors: When a country economy is good and people have more money in their pockets. They likely want to consume more and thus the demand will increase Social factors: As the social trend changes, people might have less time for taking care of their houses. Therefore, they will need to buy more washing machines and hire employees to do all the cleaning and cooking services. So, there will be more opportunity for firms making washing machine and higher demand for cleaning service. The quantity and the price of competitive goods: the higher the price of a competitive good, the higher will be the demand for this good as customers change from competitive goods. An example for this is that, if the price of i-phone mobile phone goes up, the demand of other smart phones will increase. Some main factors causing the change in supply: Wants: it is simply the demand for a particular product. As the demand rises, the supplies will rise also. The number of suppliers: If new companies join the market, usually the supply increases Natural and unpredictable events: If earthquakes, floods and fire occur, the output likely to drop. Wars, which affect the supply of imported raw materials, the breakdown of machinery, may happen anytime. (John Sloman (1998), and The Times 100, Copyright  © the Times Newspapers) Demand and Supply in Macroeconomics and Microeconomics: Macroeconomics is the study of the whole economic activities which include inflation, recession and unemploymentà ¢Ã¢â€š ¬Ã‚ ¦ Therefore, it concerns with the total demand and total supply. If the total demand is high compared to the total supply, inflation and balance of trade deficits will occur Inflation: is the increase of the price level in the whole economy. If there is a rise in demand, suppliers likely react by setting up high prices. After all, if the demand is still high, they can sell as good as before and make a lot of profits. Inflation will happen when all suppliers just keep their prices at high level. The balance of trade deficits happens when import is greater than export. When the aggregate demand rises, people will have a tendency to buy more foreign goods, more imported cars, wines, electronic equipments will be consumed. If the inflation is also high, the domestic goods are even harder to compare with foreign goods. As the result, our goods cannot be consumed not only by our country but also foreign countries. If the total demand is low compared to the total supply, unemployment and recession will occur Recession: is the economic situation when business activities are declined. As the result, fewer and fewer people are willing to spend money. Thus, firms will have a lot of surplus goods. They likely to buy less from the manufacturers, which will decrease the production in return. Unemployment will happen if manufacturers do not need to produce anymore. Microeconomics is the study about the individual parts of economy, individual firms. It studies about the demand and supply of specific products and services such as cars, clothes, food, electricians. We cannot make as many goods as want because the lack of resources. There are some choices must be made in our society: What should be produced? We dont have enough resources to produce as many goods as we want. Therefore, we have to decide how many cars, how many buildings, how many hospitalsà ¢Ã¢â€š ¬Ã‚ ¦ should be produced? How should things be produced? If there is more than one way to produce thing, we have to decide which is the best. Who will use our products? This is the problem of income. We have to decide what the wage of particular job such as: doctor, engineer, farmerà ¢Ã¢â€š ¬Ã‚ ¦ Because if they have more money, they likely to consume more (John Sloman, 1998) Case study In October of 2008, Ha Noi was flooded by heavy rains. Because the drains did not work effectively as it was supposed to be. People in Ha Noi had a terrible experience because of the scarcity of the food. Learning from that experience, people in Ha Noi today usually store food when a storm is announced coming. As the matter of fact, in the evening of July 17th in 2010, the news forecasted that a storm might be coming. However, in the next day, the weather turned normally again. Because of the worry about the scarcity of food, people in Ha Noi already rushed to the super market and bought as many foods as they can. The change of demand and supply made a lot of supermarket out of stock, also the price of the food was doubled the supposed price. At some supermarket, people had to struggle, pushed each other just to fill up their fridge. As a result, they had to eat frozen food for months while low price fresh food is selling everywhere. At this point, the market had to suffer the decrease of food demand because people already had food in their fridge. In this case, when a demand surprisingly increase the quantity supply cannot afford to satisfy all the needs instead of that is the increasing of the price. When the demand drops down, the quantity supply stays the same but the price has to fall to attract more customers. Conclusion Nowadays, the real world economy is too complex that even in some cases the law of demand and supply cannot be applied. The market today is changing ceaselessly; many individual speculations are getting even more and more uncertainly. Therefore, people shouldnt rush in deciding to buy anything. In my opinion, stock and real estate markets are really risky for those who only follow the market tendency meaning to say the majority of people and dont have enough knowledge of how the economy works. Furthermore, the government should be flexible with the policy to keep the market price at a suitable level so that both customers and suppliers can adapt with, and also avoid inflation and unemployment.

Analyzing the Characters of Waterland :: Waterland Essays

Analyzing the Characters of Waterland  Ã‚   In "Waterland" Swift weaves a magical yet haunting tale of ordinary characters who live through they’re own struggles and problems unadorned by the complexity of world history yet forever revolving around the isolated and mysterious Fenns. His characters are a formidable mix of the stereotyped and the unordinary as he shows us how even the most common person can lead the strangest and most complex life and display a vast range of opposed emotions and thoughts.   "Waterland" is a profound study of human nature that not only displays the intricacies of people but also analyses the men and woman that live among us and for which each of us can find a name. Thus we all know an Ernest Atkinson, a bourgeois born into wealth who finds a meaning in life in the texts of Marx which push him to oppose the life that has been imposed on him thus angering his town and family. Ernest is the most interesting character in that he shows how geniuses and men with unorthodox ideas are often called rebels and segregated from the rest of society in their uniqueness and intensity. Mary in "Waterland" leads a disturbingly bizarre life that ends with her kidnapping a baby; the transformation of her personality following the abortion and her increasing mental instability shows the fragility of the human mind. Her character as that of Ernest is astoundingly realistic and thus one of the most effective characters in the novel. One of the most compelling characteristics of Swift's writing is his mysterious characters, he only describes people at the most important and relevant part of their lives and the rest is left to the readers imagination. He also surprises the reader by withholding vital information about a character for a couple chapters than suddenly revealing it thus changing the reader's perspective completely. This permits him to build up formidably complex minds in very short periods of time as he only describes what is striking and always brings new dimensions to old characters thus he shows what Mary was like when she was a "little Madonna" and abruptly changes our whole perspective of her when we learn of her adventures thus shedding the first layer of mystery and giving the reader something new to reflect on. Swift also for some of the characters gives us information at the very the beginning of "Waterland" and it takes the whole novel for us to learn how that person died (in the case of Dic k) or became insane (in the case of Mary).

Early Twentieth Century American Literature Essay

It is fascinating the sheer number of themes that a relatively short period of literature can bring up and deal with. This is most certainly the case with American literature as it turned the corner from the nineteenth to twentieth centuries. Diverse genres as poetry, such as Edwin Arlington Robinson’s Miniver Cheevy and My Papa’s Waltz by Theodore Roethke, and short stories from authors like Charlotte Perkins Gilman (The Yellow Wallpaper) and Flannery O’Connor (Good Country People) covered the range of topics from relationships between men and women and fathers and sons, to innocence lost and reality avoided. These works tested the social fabrics and existences of these topics, often finding new forms of expression for them. In many ways, then, it is difficult to ascertain or name this period for a specific movement. What is true is that it would appear from this gamut that the early nineteen hundreds in the United States had become absolutely pregnant with literary possibilities. Short stories would seem the easiest way for an author to get the point across regarding theme and context. The genre is long enough for simple analysis, yet short enough to avoid meandering far from intent. Gilman created a masterpiece of the just long enough variety. Within The Yellow Wallpaper the author takes on a primary theme from the early part of the twentieth century: the expected submissive status of women. Apart from the popularly identified issues of psychology found in the story, the chief concern of the author is in fact the treatment of women by their ‘superior’ gender. This theme is found over and again through examples like the freedom of the woman’s husband John to make every single one of the decisions regarding his wife, her care and her liberty. Incidentally, his wife is apparently suffering from post-partum depression (the textual evidence indicating the presence of their baby son) but yet again, in keeping with the theme, there is no willingness to offer quality compassion or care on the part of the man. Unwittingly, (hopefully, that is) he even worsens her conditions by removing the baby altogether from her life. He simply locks her up and patronizes her, assuring her that she will feel better any day – and especially if she doesn’t get involved in things that might grant her some level of independence, like writing. The theme, though treated throughout the narrative, is never quite resolved by story’s end. The wife is psychologically mad, and the husband does not realize that he is the cause. Even when faced with the plain existence of insanity upon his wife’s visage, he faints from the horror of it all, rather than from the revolting knowledge that he somehow may have been complicit. The Yellow Wallpaper is an allegory. This is plain and simple. The primary literary device continually reminds the reader that this story, though fictional, is still reality. Through the ongoing saga of the wife’s illness and treatment, it is seen the connection to daily life for all women of the time. The symbolism at points is quite clear. John locks his wife up and it takes some time for the reader to figure out quite why. It is precisely due to the fact that this is not the point. It is not important to find out the ‘why’ behind locking her up. It is allegorical. John is representative of males, and his wife’s incarceration is representative of the state they are kept by all the Johns of the world. The wife of the time was to have no say so in family finances, direction and management, and are to remain in the home, locked up and ready to serve. â€Å"I sometimes fancy that in my condition,† the wife muses, â€Å"if I had less opposition and more society and stimulus – but John says the very worst thing I can do is to think about my condition, and I confess it always makes me feel bad† (1684). The Yellow Wallpaper describes this feeling of both hopelessness and submissiveness well through its use of allegorical story. Similarly, the work exhibits one of the main beliefs, then, of its time. When this short story was printed, and received by the reading public, it represented the status quo of the Victorian era. Women were the homemakers. They had their place, and it sure wasn’t anywhere that would find them thinking independently. Most likely men did not see The Yellow Wallpaper for the allegory it was at all. This story would have been more of a realist bent than a social statement, to them. The belief in a woman’s submissive role was so prevalent that this story was interpreted more for its talk of mental disorders than for its social discourse. This, unfortunately, is what happens when a cultural belief is so pervasive. It is a safe bet that women did not see it in the same light. Writing by Gilman became a predecessor to the modern feminist movement, and provided a safe voice through literature for what would become an undercurrent yet to sweep the nation. Women, understood what the book was saying through its nuances about the current cultural belief, and cheered on the wife as she ‘creeped’ right on over John at story’s end (1694). The poem Miniver Cheevy is much different altogether. Rather than focusing on a specific social reality as did Gilman’s work, Robinson instead pointed out an escape from it. The idea of escape is the theme of this piece. As society began to drift away from the romantic notions of the past with its views of new adventures and discoveries, and toward a new, industrialized modern world, a more mundane existence crept over the country. Though there was more work, it was less creative. The new reality meant longer work hours in dreary conditions. There was less time and freedom for adventures and experiences during the busy and demanding work week. Even the colors and surroundings faded as factories and pollution began to grow. For free thinkers and romantics, this was not their time. More than a few would find themselves pining away for the more innocent and carefree past. Cheevy went even farther than this, choosing to attempt escape altogether, with perhaps the help of a drink or two. Although one could make the case for alliteration being the chief literary device the author uses, this finding is far too simplistic. Alliteration does make the poem structurally interesting and even more attractive when orally presented. But it does nothing regarding the meaning of the poem itself, and thus must be discarded as a mere tool. Because of its support in creating and maintaining the theme of the poem, the proper choice of important literary device is that of allusion. Much of the poem concerns itself with just exactly what it is that Cheevy sees in his head as he is escaping the doldrums of the modernized world. One entire stanza is, in fact, devoted to this usage. Miniver sighed for what was not, And dreamed, and rested from his labors; He dreamed of Thebes and Camelot, And Priam’s neighbors. (1898) Thebes, Camelot and the neighbors of Priam become the vision that Miniver is trying to get to, while escaping his work. Without alliteration, the poem succeeds in expressing its theme, but without allusion to these quasi-historical places and peoples, the theme of escape from reality fades. Fighting back against the growing industrialization of the time, with its blind machines and lack of personal ambition was a main concern of the times in which Robinson wrote. This particular poem exhibited its concern with the issue. The old era had passed, and Miniver Cheevy, like many real people, looked back with regret at what was no more. The newly arriving era must have looked bleak indeed. A sense of adventure was being lost; in its place came a safe predictability with its set routines and agendas. The more romantic of individuals were inclined to not take this sitting down. Cheevy became their role model. He performed his perfunctory, obligatory labor – and then he dreamed for better. He sought refuge from the present in the past. He dreamed of no longer being a cog in a machine, but a knight on a steed. It is the ultimate picture of this issue of 1900s America: escape from reality. Roethke’s poem My Papa’s Waltz takes issue with society, too. This work, however, takes as a theme the topic of father – child relationships. As The Yellow Wallpaper appears to demonize men in terms of how they treat women, My Papa’s Waltz appears to indict fathers in terms of how they treat children. It is important to note that neither work is stating that the abuses or neglects are the social norms, but they certainly make a sweeping statement that if they are not actually the norm, then they are certainly within the acceptable. To be more specific about the theme Roethke is exploring, it can be said that the poem is about the dynamics of the father – child relationship; not merely an accepted standard of near abuse, but of the love of the child for his father regardless. It is almost the love-hate relationship Robinson talks of in Miniver Cheevy. The metaphor of the waltz is how Roethke reaches the reader so easily. With very little time and few lines with which to elucidate a theme, the metaphor becomes one of the best options among literary devices. The waltz, an elegant, formalized, and patterned dance, is an unexpected symbol for what appears tantamount to acceptance of child abuse. Without the expression of the dance, then only abuse would be left. The interpretation of the poem would really suffer. When the reader experiences the fact that the son is describing a waltz, then suddenly things are different. The power of this literary device changes everything. One word expresses the love of the child that surpasses the fear. It describes a careful orchestration of the relationship that the child understands. Two lines of the poem are the most telling about this understanding, this participation in the horror/love relationship. â€Å"But I hung on like death: such waltzing was not easy† and â€Å"Then waltzed me off to bed still clinging to your shirt† (2321). So the boy talks of hanging on and clinging on. He desperately wants to be loved by, or at least near to, his familiar father. This despite the fact that he may or may not be being abused. What he does know is that if he just waltzes along, then in his mind and heart, at least, his father still loves him despite the neglect. The specific steps of the dance, its peculiar rhythm and rhyme ensures that all remains status quo in the household relationships. Above all else, this is what the child wants – a predictable father – son relationship. The 1940s belief described by the Roethke poem is that of what modern day readers would consider child abuse. There is clearly an awareness of society, as seen in the poem, that what goes on in the household between fathers and their children (and especially their sons) may not be right, proper or healthy. And yet, as the poem’s ambivalence shows, it was still an acceptable norm. Even the child appears to agree. His description of the surroundings makes it seem that he acknowledges that things aren’t what they should be. But he found an outlet for his expression, and a safe way to love his father. It became important for him to dance along to the proscribed steps to make sure that all was still right with the world. He knew that his father loved him, and he just wanted to stay close, even if close meant a beating just as soon as it might mean a kind word. The 1940s culture did experience this, but never specifically took it to task or clearly identified it as wrongdoing. The poem accurately conveys this by showing the waltz ending up with the child off to bed. In other words, this was an accepted part of the father – son relationship, and an accepted part of the family and social dynamic. A digression from these cultural concerns and themes in the turn of the century American literature comes from the rather lengthy short story Good Country People. This completely topical focused work by O’Connor is a complex treatment of a complicated theme. It wraps ambitious writing arms around the theme of innocence versus experience; a twist on the more commonly expressed good versus evil. This central motif is one of the possibilities that arise when two completely different sort of people come into relationship and interaction with each other. It asks whether this is a compatible notion, or a recipe for utter failure, disappointment or potential disaster. The theme also includes the abstract question of whether innocence is good, or experience bad. The central idea here spreads from one theme to be exposed as a hydra with its many faces, most of them unexpectedly frightening. Irony is the device that makes Good Country People work so magnificently. The title alone mocks its very characters that play such an important part in Joy’s life. That being said, the irony is absolutely all inclusive, to the point that the reader actively looks for it as the story goes along. It is a thoroughly instructive literary device that guides the reading of the story and allows clear understanding of both the theme and the plot. Even the names of the characters are ironical. Joy is not a joyful person. Manley is truly a physical man, but hidden behind a facade. The skillful use of irony doesn’t stop there. Consider the attitudes of the characters. The squabbling, gossiping and snippy women presented early in the narrative are perfect forms of this. Mrs. Hopewell doesn’t hope well for most anyone. Mrs. Freeman is not free at all from her self-righteousness. Together, they call themselves Good Country Women, something that is so farfetched that it is only hopeful that one finds it to be irony as opposed to outright falsehood. Beyond all this is, of course, the interaction between the two primary characters, Joy, who calls herself Hulga (going so far as to actually legally change her name) and Manley Pointer, the Bible salesman. The irony is that Joy is so self-satisfied, and so above all of the alleged good people that she removes herself from their realm. She is better than them and can see them for who they are. She deems herself a quality judge of that sort of people – namely, people who aren’t what they purport themselves to be. She should be ready then, to clearly and easily discern the false pretenses of Manley Pointer when he arrives. He is so simply not the Christian that he sells himself to be. It is fairly easy to see his plots, his salesmanship and his manipulations. Especially so when it comes to young Hulga. Yet she takes him for what he appears to be. Despite being an atheist and mocking the so called faith of the women, which she sees as hypocrisy, she is somehow blinded to the fact that the Bible salesman is selling snake oil. The scene between Manley and Hulga toward the end of the story tells it best: The boy was unscrewing the top of the flask. He stopped and pointed with a smile, to the deck of cards. It was not an ordinary deck but one with an obscene picture on the back of each card. â€Å"Take a swig,† he said, offering her the bottle first. He held it in front of her, but like one mesmerized, she did not move. Her voice when she spoke had an almost pleading sound. â€Å"Aren’t you,† she murmured, â€Å"aren’t you just good country people? † (2582) So Hulga, the former Joy, seems utterly surprised when she eventually comes to realize that he is not one of the good country people after all. He is not after men’s souls, but women’s bodies. After priding herself on her ability to recognize the hidden evils that hide behind smiles and Christian belief, she has let herself down by letting her guard down. Her naivete finally comes out and is exploited by worldliness. This repeated irony skillfully plays out the overall theme of innocence versus knowledge. The literary technique that had begun to come into vogue when Good Country People was being written was the school of ‘show, don’t tell. ’ This was O’Connor’s first stab into that realm. She used irony and situation to do all of the talking. Rather than laboriously describe persons’ attitudes and beliefs, she allows readers to eavesdrop on the action. This turns out to be much more realistic than earlier forms of realism and naturalism. Those genres depended upon minute details and descriptions of motivations and intents and did not lead readers astray, which would have been labeled patently unfair at the time. This new convention allows for more reader interaction, more familiarity with context as the reader is not being told exactly what to think. Showing theme and not telling theme lets the reader begin to interact more fully with the text and the story itself, leaving him to find more personal connections to the action, and filling in the thoughts and emotions between the lines. Ultimately it provides a much more complex and satisfactory experience for the reader’s interaction with the story. Since the publishing of O’Connor’s story, this technique has not only continued, but has become one of the hallmarks of ‘quality writing. ’ As such, it is taught exhaustively at the collegiate writing level, and no creative writing is well accepted if it violates this standard. O’Connor would be proud. The turning of the nineteenth to twentieth centuries unleashed a great freedom in American literature, both in subjects explored, and in devices and manners utilized. A multitude of themes were raised and dealt with, often with unexpected and clever methods, with their unexpected and clever results. Poetry from authors like Theodore Roethke and Edwin Arlington Robinson, and short stories from the likes of Charlotte Perkins Gilman and Flannery O’Connor began exploring the new topics of the culture as America began to turn toward modernization of both labor and of relationships. As new understandings evolved in these arenas, the remnants, too, received treatment in the literature. Some fashionable ideas were finally on their way out, seemingly, as The Yellow Wallpaper showed. And yet some would hold on, like the view of father – son relationships in My Papa’s Waltz. Old faiths and new hypocrisies were examined by O’Connor and others. And sometimes reality itself was discarded, as Roethke showed. The era of these authors was a time of moving on, looking forward and reminiscing back, all at once, and with many devices. ? Works Cited Gilman, Charlotte P. â€Å"The Yellow Wallpaper. † The Norton Anthology of American Literature: Shorter Seventh Edition. Ed. Nina Baym. New York: W. W. Norton, 2008. 1684-95. O’Connor, Flannery. â€Å"Good Country People. † The Norton Anthology of American Literature: Shorter Seventh Edition. Ed. Nina Baym. New York: W. W. Norton, 2008. 2569-83. Robinson, Edwin A. â€Å"Miniver Cheevy. † The Norton Anthology of American Literature: Shorter Seventh Edition. Ed. Nina Baym. New York: W. W. Norton, 2008. 1898. Roethke, Theodore. â€Å"My Papa’s Waltz. † The Norton Anthology of American Literature: Shorter Seventh Edition. Ed. Nina Baym. New York: W. W. Norton, 2008. 2321.

Ways to Help the Poor.

There are different ways to address poverty and one of them is charity which means simple response to immediate need and specific situations. No one can actually eliminate poverty, but we each can do our part to reduce it around us just by starting in our community, or by starting in a local food bank that provides a necessary service for persons, who for whatever reason cannot afford a meal for themselves and their loved ones. Home for the Homeless were we can provide meals, clothing, laundry service and a resource center all free of charge.Most important is help them with learning because more than one in ten children living in the increasing world never gets the chance to go to school, in that case what we can do is found scholar ships programs, and also once in school, children need to be guaranteed of a safe environment enable them to understand their potential and why it is import to learn, like classroom construction, growth and supply of equipment because basic education, giv es people greater money-making opportunities and empowers them to lead healthier and more useful lives.The other way to address poverty is social justice which means ensuring those in society that they can fulfill their basic needs. The first thing we can do and a solution for all is to ask the government to lower the taxes. If taxes are lower then there would be more help for the poor because there would be more business and employment opportunities available for them to get a descent paycheck every week to feed, and cloth their family. You might be asking, why do I have to help the poor?Well children as they grow up in poverty, it seems more likely to have poor health care later in life when compared to those children who are not poor. When compared to non-poor children, children in poverty are somewhat more likely to have lower income and are a bit more likely to engage in crime. Another reason is because you’re helping them achieve their potential, so that they can contri bute to the economy by improving their own situation and also when you help one you help God as well as if one body suffers we all suffer with it.

Krogstad And Lheureux Essays - Films, British Films, A Dolls House

Krogstad And Lheureux Essays - Films, British Films, A Dolls House Krogstad and Lheureux Krogstad and Lheureux are two literary villains created by Henrik Ibsen and Gustave Flaubert respectively. Between them, they share many similarities. They both are exploiting the main character of the novels they are in. They both want something, which was at least at one point money. They both seem cold and heartless, remorseless, though nice at one point in time. When are also alike in that when they want something, they will resort to vicious means of acquiring it. They know the secrets in which both novel's plots are based. The list of similarities is significant as any one can see, but can they really be named "similar"? Perhaps they have some in common, but are the characters truly alike? It would seem to me that they are actually very different. It can be argues either way, but the correct answer to this question can only come though examination. Weighing both the likenesses and similarities will rule out either extreme in likeness, but perhaps they fall into a category close to one side. In this essay I intend to cut through the protective fibers set by Flaubert and Ibsen, and to examine the contents of two important characters, to compare them, and to contrast. Both Lheureux and Krogstad want something. At first they both want money, which is a large similarity. Soon Krogstad changes his demand to keeping his job, and Lheureux just lets the debts owed to him by Emma Bovary build up. They both seem nice at one point in each work. Lheureux begins on a good note, being very kind to Emma and her husband. He extends a lot of credit to Emma, which she abuses, and unwittingly plans her own demise. Krogstad on the other hand begins with a money grubbing attitude, though not quite as ruthless as that of Lheureux. Krogstad's ultimately progresses through the play, when at the end he is actually a decent individual. It would seem that as far as character progression goes, the two are inverse of each other. They both use threats to gain what they want. In Lheureux's case, he threatens to tell her husband, and later foreclosure if she doesn't pay. She managed to put Lheureux off for a while. Finally he lost patience...He'd be forced to take back the things he had brought her. "Then take them back!" Emma said. "Oh, I was only joking," he answered. "Im only sorry about the hunting crop. I think I'll ask Monsieur if I may have it back." "No!" she cried. "Aha! I've got you!" thought Lheureux. And sure that he had discovered her secret, he left, saying to himself under his breath, with the usual slight wheeze: "All right. We'll see. We'll see." Krogstad threatens Nora to tell her husband of the crime she's committed if she doesn't find some way for him to not be severed from the business that his employer, Nora's husband, runs. KROGSTAD. Besides, it would have been a great piece of folly. Once the storm at home is over?. I have a letter for you husband in my pocket. NORA. Telling him everything? KROGSTAD. In as lenient a manner as I possibly could. NORA (quickly). He mustn't get the letter. Tear it up. I will find some means of getting money. KROGSTAD. Excuse me Mrs. Helmer, but I think I told you just now? NORA. I am not speaking of what I owe you. Tell me the sum you are asking my husband for, and I will get the money. KROGSTAD. I am not asking your husband for a penny. NORA. What do you want, then? KROGSTAD. I will tell you. I want to rehabilitate myself, Mrs. Helmer; I want to get on; and in that your husband must help me. For the last year and a half I have not had my hand in anything dishonorable, and all that time I have been struggling in most restricted circumstances. I was content to work my way up step by step. Now I am turned out, and I am not going to be satisfied with merely being taken into favor again. I want to get on, I tell you. I want to get into the bank again, in a higher position. Your husband must make a place for me? NORA.

Myth and creation

Myth and creation Introduction This paper presents theories of myths and its application to creation myths. It is important to understand that mythology is among the oldest area of study ventured into by enthusiastic scholars. Through time, man has been searching for answers to how the world and its content or rather mankind was created. This longing to explore on the nature of creation through vivid accounts or tales, prompted the materialization of way of life and custom which in the long run led to formation of religions and subsequent change in approach to life. Myths Scott (2004) mentioned that ‘myth’ which is an English word was derived from Greek word ‘Mythos’. In his study, Scott (2004) stated that the Greek word meant ‘divinely inspired’. However the word ‘myth’ has been a subject for debate by many philosophers and theologians. Plato in 300BCE compared the term myth with deceit while Hesoid, 700BCE, explained the term myth as having emanate d from the divine. Stakeholders in early Catholic Church weighed the ‘sham’ gods of the Greek against Jesus. This comparison entailed use of euhemerism. The subsequent effect was emergence of new tales in a bid to illustrate the dominance of Christian theologies over the Greeks’ unbelievable anecdote. These early perception of myths may have contributed to the present definition of the society with reference to culture. Advertising We will write a custom essay sample on Myth and creation specifically for you for only $16.05 $11/page Learn More An example is African maasai whose culture is defined by the practice of pastoral farming. Human psychology, language, environment and historical factors are some of the specifics used to explore myths. Scott (2004) agrees that the context i.e. the tale and its impact on the general public, is critical in understanding the actual meaning of a myth. Theories of myth In a nutshell, the following theo ries are relevant in a quest to understand myths. These were pointed out in a study by Scott (2004) and include, ‘rational, functional, structural, and psychological myth theory’. While rational theory focused on myths as an agent meant to clarify events and forces, functional theory simply explained the role of myths in controlling the society. Psychological theory is specific on myths as having its roots in human feelings. Rational theory As introduced earlier, rational theory explicates that myths were meant to instill in people an understanding of natural events and forces taking place on a daily basis. In this case, the daily experiences (like rain, winds, and nature in general) are better explained by myths. The theory emphasizes that gods and goddesses play a significant role in manipulating natural world. A myth on creation, which expounds on how man came into being falls under rational theory. Creation myth further specifies the components and procedures empl oyed by gods and goddesses in creating man and the world at large. Although the nature of man is seen to take a natural path, myth on creation is specific on the role played by gods in bringing man to existence. The bible is one of the guides exploring on the nature of man. Functional theory This theory states the responsibility of myths in disseminating knowledge on morals and societal norms. As a result, a myth shapes the society by elaborating on a recommended course of action i.e. the difference between right and wrong. According to the theory any misdeed has its consequences. Advertising Looking for essay on literature languages? Let's see if we can help you! Get your first paper with 15% OFF Learn More To control and ensure that the society was stable, myths were captured. An example of a functional myth is a tale of the Good Samaritan featured in the bible. This tale educates the young generation on the definition of a good neighbor and its benefits. This has the end result of building a regular society. From this example, functional theory considers the wider view of the world and the description of good character in a society. Structural theory The theory lays emphasis on the role of myths in bringing together conflicting sides. In a study by Scott (2004), a myth arbitrates disagreeing essentials of a society and general life. Disagreements exist because of dual pattern in life. A bad thing can be deduced because of the ability to point out a good one. In other words, there exist two sides of a coin; love and hate, right and wrong etc. Structuralism therefore settles down these disparities by way of making numerous references while putting together varied view points to settle on a widely accepted norm. The nature of man and their minds plays a role in forming such acceptable patterns in a society consequently resolving inconsistencies. Creation myths to explain the theories This myth describes the viewpoint of a culture on h ow their nature came into being. The myth captures the use of imagery in expressing the position held by man. Media used in delivery of the content is oral. African maasai perceives the creator of mankind to be Enkai who gave their father a stick. This is evident in the present culture where maasai herds domestic animals. The myth has some truth in it having exploited the rational theory. In India, Buddha maintains that man should not question the origin of life since it can cause madness but focus on gaining enlightenment which will save man from suffering. The basis of the argument is on the parable of the poison arrow. From this teaching, man should not question the origin of life but concentrate on shaping life. Conclusion Structuralism, functionalism and rationalism theories are pertinent as man continuously search for insight into environment and human interaction. Rational theory explains the reasons behind the natural events like rain and drought. On the other hand structur alism expounds on the role of myths in settling contentious issues by forming agreeable patterns. Finally, functional theory points out the role of myths in maintenance of peace and order by recommending good morals and norms. Reference Scott, L., McClure, M. (2004). Myth knowing: An introduction to world mythology. New York: McGraw Hill.Advertising We will write a custom essay sample on Myth and creation specifically for you for only $16.05 $11/page Learn More

My Father's Suitcase by orhan pamuk Research Paper

My Father's Suitcase by orhan pamuk - Research Paper Example His father said, â€Å"Just take a look,† slightly embarrassed. â€Å"See if there’s anything in there that you can use. Maybe after I’m gone you can make a selection and publish it† (Pamuk). At that time, Pamuk did not understand the gravity of the situation because he never understood that his father meant death. His story however unfolds as he opens the suitcase to find excellent pieces of writing and literature, something that made him think about his father from a different perspective altogether, something that made him the great writer and man that he is today. Pamuk talks about the characteristics of a writer by incorporating the way his father was; by reading the letters and papers that his father had left behind for him, he forms a different worldview about him. He begins to understand that his father did not take up his writing in order to help the family live a substantial life because his grandfather had been a wealthy businessman and thus Pamuk’s father did not want to disappoint the family by becoming a writer and taking the risk of not being able to earn enough money. He thus kept this personality of his a secret from the rest of the world, and was too scared to display it before he was gone. He was perhaps embarrassed because of the fact that he would have turned out to be a wonderful writer and that he would later feel regret in his life for not having taken up that path when he had the chance. He thus opted for the path of least resistance, the path where he showed his son what kind of a man he actually was, what his inh erent personality revealed about him, and how he could make a difference in his son’s life by showing him all of that. Pamuk writes, â€Å"The lovely Turkish expression â€Å"to dig a well with a needle† seems to me to have been invented with writers in mind. In the old stories, I love the patience of Ferhat, who digs through mountains for his love – and I

A Framework for the Management of Oil Spillage Risks in Oil Dissertation

A Framework for the Management of Oil Spillage Risks in Oil Exploration Programmes - Dissertation Example A researcher needs to understand the various assumptions underlying the different techniques and must have an idea to differentiate procedures as per the problem in the research study. Thus, choice of research methods based on the research problem forms a significant part of research methodology. The experimentation done to test hypothesis and discover new relationships must be based on a scientific method. The results drawn are then criticized. So a researcher must pay proper attention while developing the design of the research work and at the end must state probable inferences as a part of the study undertaken. The basic postulates on which the scientific method to be used is based on are- †¢ The method relies on empirical evidence. †¢ The method utilizes relevant concepts †¢ The study is committed to objective consideration only. †¢ The method of study aims at making adequate and correct statements about the population objects. †¢ The methods results into probabilistic predictions. †¢ The method is concerned for critical scrutiny for testing the conclusions derived. †¢ The method aims at formulating the general axioms or the scientific theories. Research Methodology can be conducted on the basis of three types of research format, such as, exploratory research, descriptive research and casual research. Introduction about Angola While discussing about research methodology, it is utterly relevant to state that the entire process was conducted using primary research. For the purpose of conducting the primary research, the researcher had to make a physical visit the location of Angola. For the purpose of better understanding of the criticality and relevant importance of the research methodology of the project, considerable amount of information about the nation of Angola and its various economic activities has to be discussed. Brief Overview: While giving a brief overview of Angola, it has to be mentioned that the country is lo cated in the South African west coast. The nation is comprised of around 18 provinces and the capital of Angola is Luanda. The nation is bordered by the South Atlantic Ocean for a coast area of around 1,650 km (Angola.org -1, n.d.). Talking about the geographical expanse of the region, the total size of the region is around twice the size of Texas. Discussing about the population strength of the nation, it has to be highlighted that as of the year 2013, the population count stood at over 18, 500,000. It is to be noted that the amount of population in the year 2011 in the urban areas of the nation comprised of around over 59% of the entire population (Cia.gov, 2013). The nation of Angola has a bitter political history, which comprised mostly of the 27 year old civil war. The civil war of the nation drew to a close around the year 2002. As of the current times, the nation is ruled by the multiparty presidential regime. The current government of the nation is Republic in nature (Cia.go v, 2013). While talking about the nation, it is crucially important to focus on the economy of the nation. The main driving factor of the economy of this nation is oil. The oil sector comprises of around 90% of the total of the country’s exports. With the gaining of independence in the year 1975, the

What are the global implications of the internationalization of news Essay

What are the global implications of the internationalization of news - Essay Example This then implies that the history of news can be dated back to the first empires such as in Egypt and Ancient Rome. In Egypt, â€Å"pharaohs spread word of their decrees† that were written and spread by messengers back in 2400BC (Stephens, 2007, p.57). In Ancient Rome, news were conveyed by Julius Cesar who made government announcements that were curved on metal or stone tablets. However, this efficiency can be attributed to the already established oral spread of news established long before beginning of written communication. As years advanced agencies dealing mainly in conveying news through newspapers, audio media and later televised media, were established. These agencies have over the years evolved and spread their role across the borders amid competition to be the first to give new information. Internationalizing news has further been fueled by the need to give a wide variety of news thereby commanding greater audience. However, internationalization of news has promoted imperialism due to content control and use of media to advance selfish gains especially by media agencies from developed counties (Shah and Tajima 2012, p. 26). The internationalization of the news has led to the deterioration of news on a global scale. News outlets in different countries are focusing on gathering the most audience rather than focusing on reporting the news, as it should. The main implication this has is that people will become less interested in hard news stories that influence politics, economy, and public

How a Firm's HR Strategy Could Be Its Source of Competitive Advantage Essay

How a Firm's HR Strategy Could Be Its Source of Competitive Advantage - Essay Example This paper illustrates that HRM has come about as a feature within the modern day organization which has changed its face upside down. It has turned the tide in the favor of recruitment and selection policies, made aspects like performance management rewarding, focused more on incentives and bonuses, relied on the importance of having a proper hiring and firing regime and many other initiatives are also in line when one thinks of HRM in the truest sense. The single most basic aspect that HRM brings to the fore is its ability to make the employees and workers feel counted for their actions and they realize that their voice is also getting heard within the midst of any company, firm or entity so to speak. Competitive advantage is important to understand because it dictates the manner in which HRM brings in the much touted for the value of the organization. The differing stance of the organization in terms of its human resources is manifested through the competitive advantage which is d ocumented in a number of varied ways. It must be remembered here that competitive advantage works to the benefit of the HRM regimes and thus building up of the same would mean incentives for the organization in the long run. It must be understood that competitive advantage and HRM work hand in hand, in order to bolster the organization in different ways – all of which build value at the end of the day. The origin of HRM thus emanates from the auspices of a single department taking care of all the management concerns. This would include finance people handling recruitment and selection duties as well as top management taking care of each other’s dealings and duties. What HRM has changed is to provide the employees a department for their own selves and now they know they could make themselves feel heard when it comes to drafting policies, amending proposals and strategies and changing the course of action as per the employee undertakings and similar avenues of employee s cope are concerned. Thus the most basic definition of HRM is to devise means for getting to the employees in a direct manner – taking care of their concerns, rewarding them for their works, listening to their demands and getting work done out of them.

International Ethics Essay Example | Topics and Well Written Essays - 3750 words

International Ethics - Essay Example military found themselves in a similar position, and Somalia became, quite explicitly, a guinea pig for 'humanitarian intervention' in the 'new world order.' Even though the military-humanitarian intervention failed, the precedents in international practice that it set still stand, and there are many who now seek to return to the ideas of a more aggressive international policing role for the United Nations." Here it is the case of not only unequal distribution of wealth but also the lack of necessities that initiated the disturbance and finally conspiracy theory made a situation that is ripe for international intervention putting the face of 'relevance in democracy and self determination'. The self determination is a mockery in this intervention as the intervention was a result of lack of unity and intactness in the society. When these are absent one cannot think of irrelevance of democracy and self-determination as these two are the inherent qualities of a democratic and self-determined state. The NATO air strikes against Yugoslavia beginning on March 24, 1999 did not occur in a vacuum but rather followed ten years of regional conflict and aggression inspired and orchestrated by Yugoslav President Slobodan Milosevic. Until 1991, Yugoslavia was one nation comprised of six republics: Slovenia, Croatia, Bosnia Herzegovina, Serbia, Montenegro, and Macedonia. Serbia was further divided into two autonomous regions; Kosovo and Vojvodina. Each republic and both autonomous provinces in Serbia had a seat on the federal presidency and had a considerable amount of autonomy in local affairs. With one notable exception--Bosnia--each of the republics roughly represents a distinct ethnic group. This situation itself presents a picture of fractured society where the relevance of democracy and self-determination cannot be discussed. Slobodan Milosevic came to power in 1987 with the rise of Serbian nationalism following the fall of the Berlin Wall and Soviet communism. He became a hero overnight in Serbia when in 1987 he went to Kosovo to qualm the fears of local Serbs amid a strike by Kosovo Albanian miners that were paralyzing the province. In a famous speech televised throughout Serbia, by telling the angry crowd of waiting Serbs that they will not be beaten again in response of the situation in which few Serbs were beaten in Kosovo. This speech engineered the splits in the society and shattered the norms of the democratic state. Instead of re-coursing to discussion which is the essence of the democracy the tactics of Milosevic made the people of his own country fight with each other and resulted in a battle that led to the attempts of ethnical cleansing. Here the conspiracy theory works as the dominating attitude prevails in the people dividing them ethnically and an intention to make other ethnic groups as s ubjects to them or eliminate them. This when assisted by the government support to one of the cabal (Serbians) resulted in civil war. The structure and essence of democracy itself was made a scapegoat in the quest for supremacy over the others. The theory of the leaders like Milosevic worked due to the mal-intentions of the people of his type. When people believe in the words of the leaders that try to divide the nation the intention of being intact as a nation was being absent and that affects international policy of the nation and on the nation. This makes a Country to disintegrate, which was the inherent intention

Between the Birksian theory and the traditional approach in the Dissertation

Between the Birksian theory and the traditional approach in the English law of Unjust Enrichment - Dissertation Example It is necessary to create delineation between the possible remedies that the law offers in case of financial loss, or the enrichment of one-party beyond a reasonable measure of proportionality. The development of this principle throughout the centuries will be touched upon in this analysis, as well as the simplification of the legal landscape regarding unjust enrichment based on the principle of "absence of basis". Unjust enrichment is connected with the principle of restitution, which stands opposed to the principle of compensation. It is a matter of a remedy based upon the gain of one-party, or a remedy based upon loss to another party. RESTITUTION A court-ordered attempt to make restitution requires the offending party to surrender gains into the hands of the plaintiff/claimant. (The defendant must grant reparations to an aggrieved party in response to a loss which has occurred in a manner for which the defendant is found to be liable. The benefits or financial advantages accrued by the defendant are restored to the plaintiff based on an understanding of a legitimate claim to said benefits. In the case of contractual obligations the value of funds or properties included in the contract that will be included in the restitution judgment. Another situation in which restitution is appropriate would be the vindication of property rights which have been abrogated by some action – or failure to take action on part of the defendant. (Graham, 2006). Issues of restitution pertaining to unjust enrichment often hinge upon whether a contract exists in reality, or whether it is simply implied in assumpsit as an outgrowth of other legal processes. Situations or countries where implied contractual obligations are nonbinding challenge the premise of restitution or unjust enrichment. Here the principal issue becomes one of misrepresentation of the legal obligations and subsequent remedies mandated under principles of restitution. (Indian Contract Law, 1872) COMPENSATIO N Compensation represents payment for damages as deemed appropriate by the court. Damages can take the form of injuries or violations of duties based upon pre-existing legal obligations, or as a result of tort law. A principal difference between the gain in based restitution and loss-based compensation is that restitution would require reparation for gains that should otherwise have been shared by the defendant. Where compensation is required, and expectation of gain need not exist – all that is acquired is the ability to demonstrate that actions (or negligence) on part of the defendant was directly attributable to injury, loss, or harm suffered by the plaintiff/claimant. Compensation is also appropriate in cases of breach of contract. If the defendant enters into a binding agreement to utilize the products or services of another party, and that secondary party is required to expend funds or resources in response to work that does not occur as ordered, or a purchase that is n ot perceived as agreed, then damages are appropriate. The claimant could have undertaken agreement with other parties, and the expenditure of resources without agreed-upon compensation involves the loss of those resources without the promised revenue. Where compensation is appropriate, the defendant need not necessarily have profited themselves, as would be the

How a Firm's HR Strategy Could Be Its Source of Competitive Advantage Essay

How a Firm's HR Strategy Could Be Its Source of Competitive Advantage - Essay Example This paper illustrates that HRM has come about as a feature within the modern day organization which has changed its face upside down. It has turned the tide in the favor of recruitment and selection policies, made aspects like performance management rewarding, focused more on incentives and bonuses, relied on the importance of having a proper hiring and firing regime and many other initiatives are also in line when one thinks of HRM in the truest sense. The single most basic aspect that HRM brings to the fore is its ability to make the employees and workers feel counted for their actions and they realize that their voice is also getting heard within the midst of any company, firm or entity so to speak. Competitive advantage is important to understand because it dictates the manner in which HRM brings in the much touted for the value of the organization. The differing stance of the organization in terms of its human resources is manifested through the competitive advantage which is d ocumented in a number of varied ways. It must be remembered here that competitive advantage works to the benefit of the HRM regimes and thus building up of the same would mean incentives for the organization in the long run. It must be understood that competitive advantage and HRM work hand in hand, in order to bolster the organization in different ways – all of which build value at the end of the day. The origin of HRM thus emanates from the auspices of a single department taking care of all the management concerns. This would include finance people handling recruitment and selection duties as well as top management taking care of each other’s dealings and duties. What HRM has changed is to provide the employees a department for their own selves and now they know they could make themselves feel heard when it comes to drafting policies, amending proposals and strategies and changing the course of action as per the employee undertakings and similar avenues of employee s cope are concerned. Thus the most basic definition of HRM is to devise means for getting to the employees in a direct manner – taking care of their concerns, rewarding them for their works, listening to their demands and getting work done out of them.

Between the Birksian theory and the traditional approach in the Dissertation

Between the Birksian theory and the traditional approach in the English law of Unjust Enrichment - Dissertation Example It is necessary to create delineation between the possible remedies that the law offers in case of financial loss, or the enrichment of one-party beyond a reasonable measure of proportionality. The development of this principle throughout the centuries will be touched upon in this analysis, as well as the simplification of the legal landscape regarding unjust enrichment based on the principle of "absence of basis". Unjust enrichment is connected with the principle of restitution, which stands opposed to the principle of compensation. It is a matter of a remedy based upon the gain of one-party, or a remedy based upon loss to another party. RESTITUTION A court-ordered attempt to make restitution requires the offending party to surrender gains into the hands of the plaintiff/claimant. (The defendant must grant reparations to an aggrieved party in response to a loss which has occurred in a manner for which the defendant is found to be liable. The benefits or financial advantages accrued by the defendant are restored to the plaintiff based on an understanding of a legitimate claim to said benefits. In the case of contractual obligations the value of funds or properties included in the contract that will be included in the restitution judgment. Another situation in which restitution is appropriate would be the vindication of property rights which have been abrogated by some action – or failure to take action on part of the defendant. (Graham, 2006). Issues of restitution pertaining to unjust enrichment often hinge upon whether a contract exists in reality, or whether it is simply implied in assumpsit as an outgrowth of other legal processes. Situations or countries where implied contractual obligations are nonbinding challenge the premise of restitution or unjust enrichment. Here the principal issue becomes one of misrepresentation of the legal obligations and subsequent remedies mandated under principles of restitution. (Indian Contract Law, 1872) COMPENSATIO N Compensation represents payment for damages as deemed appropriate by the court. Damages can take the form of injuries or violations of duties based upon pre-existing legal obligations, or as a result of tort law. A principal difference between the gain in based restitution and loss-based compensation is that restitution would require reparation for gains that should otherwise have been shared by the defendant. Where compensation is required, and expectation of gain need not exist – all that is acquired is the ability to demonstrate that actions (or negligence) on part of the defendant was directly attributable to injury, loss, or harm suffered by the plaintiff/claimant. Compensation is also appropriate in cases of breach of contract. If the defendant enters into a binding agreement to utilize the products or services of another party, and that secondary party is required to expend funds or resources in response to work that does not occur as ordered, or a purchase that is n ot perceived as agreed, then damages are appropriate. The claimant could have undertaken agreement with other parties, and the expenditure of resources without agreed-upon compensation involves the loss of those resources without the promised revenue. Where compensation is appropriate, the defendant need not necessarily have profited themselves, as would be the

Kate Chopins the Awakening Essay Example for Free

Kate Chopins the Awakening Essay The Awakening, Edna Pontellier is caught by the contradictions between the way others see her and the way she sees herself. The novella is a story narrating her awakening and discovery of self. â€Å"In short, Mrs. Pontellier was beginning to realize her position in the universe as a human being, and to recognize her relations as an individual to the world within and about her. †¦ How few of us ever emerge from the beginning! † The narrator is remarking at Edna’s boldness and uniqueness as an independent woman on a quest for self-discovery. And the narrator also points out â€Å"How many souls perish in [the beginnings] tumult! † which serves to predict the chaos that comes about as Edna’s awareness grows – and can also be read as a remark foreshadowing her death. The female role that involves bearing children and being a â€Å"perfect† wife is also an important aspect of the society represented in The Awakening. While this lifestyle suits someone like Adele Ratignolle, Edna finds it unbearable and oppressive. She loves Robert and he inspires her, but her awakening at Grand Isle was complex She does not simply find a new love interest, she finds a new way of appreciating and living life. Robert is more of an excuse and an occupation rather than a full explanation for her transformation. Even though Ednas awakening means she suffers from the resulting self-awareness, the year of joy and understanding that accompanies this suffering is worth more to her than a lifetime of the semi-conscious submission that defined her former existence. The years that are gone seem like dreams—if one might go on sleeping and dreaming—but to wake up and find—oh! well! Perhaps it is better to wake up after all, even to suffer, rather than to remain a dupe to illusions all ones life. † According to Edna, to live with self-awareness offers an existence far richer than a life lived according to the restricting â€Å"illusions† that are imposed by the expectations of others.

Best Practice in Staff Training Processes

Best Practice in Staff Training Processes 1. INTRODUCTION People performance is a critical enabling factor that influences the potential of an organisation to achieve its objectives. Successful organisations ensure that they maintain an environment which enables the full potential of their people to be realised. They also ensure that they align their staff management objectives with the organisations objectives. Training is an important activity undertaken to ensure employees at all levels have the necessary skills to carry out their roles effectively and to ensure the achievement of the organisations objectives. Of fundamental importance is the identification of the value that training adds to the performance of the organisation. Specifically this relates to how the organisation decides what training is needed by its staff, how the training is carried out, how the organisation evaluates the effectiveness of its education and training activities and what processes are put in place to improve the delivery and effectiveness of education and training programs. The management of the organisation want to know: what training is required how training should be delivered. how the training improves the performance of the organisation Staff expect: targeted and job related training (for now and the future) to equip them to meet the expectations of the organisation defined outcomes as a result of training quality assurance of training materials and delivery techniques value for time spent in training At the time of the writing of this paper, few organisations in the parks industry: had a quantifiable means of measuring organisational performance outcomes had measured the current competence of employees had agreed arrangements in place to meet all their staff training needs. had a formal strategy for addressing staff training so that maximum cost benefits are attained from training had a quantifiable means of assessing the on-ground outcomes of staff training are innovative with regard to methods of making training delivery more efficient use training systems and expertise available in the wider training industry had accurate costings relating to training (salary, training delivery etc) Over the past 5 years there have been dramatic changes in the training arena. Many companies who once conducted their own training now recognise that training is not their core business and utilize the services of the fast developing training industry. This move is in keeping with the Federal Government Training Reform Agenda, aimed at increasing the competitiveness of Australian industry on the international market. The main outcomes from this agenda have been the development of National competency standards and associated training curriculum for a number of industry groups. Best practice in training staff for park management is required because both Federal and State Governments now require park management agencies to: focus on their core business identify key performance indicators and associated priority outcomes be accountable for the delivery of priority outcomes and direct expenditure accordingly apply sound business planning principles to program planning and budgeting evaluate alternative means of service delivery (such as outsourcing) enhance the sustainable management of the natural and cultural resources of parks provide a high standard of customer service and facilities continually improve performance (both financial performance and service delivery) have competent and effective staff. Park customers require parks agencies to: manage the natural and cultural resources of the park using the best possible techniques provide excellent customer service provide a range of recreational opportunities manage financial resources effectively and efficiently have competent and efficient staff This paper will discuss and explore: Best practice in staff training processes for park agencies The use of benchmarking as a tool in establishing best practice. Relevant terms are defined as: Staff training: the process of developing the skills of employees Competence:the ability to deliver a service to a prescribed minimum standard 2. DETERMINING BEST PRACTICE IN STAFF TRAINING PROCESSES 2.1 Methodology In 1995, ANZECC commenced the National Benchmarking and Best Practice Programs aimed at five key areas. The (then) Department of Conservation and Natural Resources, Victoria took the lead responsibility for determining the best practice framework for staff training. The objective of the project was to determine current best practice in training processes to assist agenices to develop training programs to meet their needs. The project scope covered: an examination of guidelines and procedures to guide workplace performance an examination of standards of performance (competency standards) training and development programs strategic framework for program development industrial context (relationship of training to pay/promotion etc) identification of learning outcomes, assessment criteria and delivery standards delivery arrangements (in-house or external) assessment practices relationship to formal training structures (State or National) monitoring of training outcomes (improved performance, cost-benefit analysis etc. The project was to result in a report which could be used by member agencies of ANZECC to introduce best practice training processes and to facilitate the development of quality standards (and common competencies) for training of staff involved in the management of National Parks and Protected areas. The report was also to contribute to the development of national training standards through NCRMIRG. The methodology used was to: Conduct initial research into training processes to produce an appropriate survey instrument. Communicate with, visit with or arrange joint meetings with member agencies of ANZECC to: apply the survey observe training initiatives and process Communicate with or visit external organisations with a record of innovation in delivering training programs Prepare a best practice report in consultation with participating agencies There were several project limitations. The project brief did not include a comparison of the content of training programs(as this has already been done by the Natural and Cultural Resources Management Industry Reference Group in its Curriculum Review) but rather required the examination of staff training processes from a strategic viewpoint. The project leaders time was limited to approximately one week and the report was limited to key points. Figure 1 Location of interviews Location Organisation Adelaide South Australian Department of Environment and Natural Resources Sydney New South Wales National Parks and Wildlife Service Melbourne Tasmanian Department of Environment and Land Management, Victorian Department of Conservation and Natural Resources (name at the time of interview), Australian Fire Authorities Council Phone survey Queensland Department of Environment and Heritage, ACT Department of Urban Services Parks and Conservation. 2.2 Best Practice in Staff Training Processes Initial research was conducted into findings of previous benchmarking projects on staff training and into current concepts of best practice in staff training. It revealed that most organisations measure and assess training inputs rather than training outputs (or how the training was conducted rather than the benefit gained through training). No park agencies and very few other organisations maintain thorough accounting records of staff training and are able to conduct a comprehensive cost benefit analysis of training effectiveness (although some agencies have conducted a cost-benefit analysis of individual courses. Cost benefit analysis is undertaken in the tertiary education sector but the process used is not valid for measuring staff training in organisations for whom training is not core business. 3.1.1 Organisations vision, mission and key performance indicators. The organisations vision, mission and key performance indicators are determined and programs to meet these objectives are planned. The period over which these apply varies with individual organisations. A common factor is that they are reviewed annually as a part of the business/budget planning process. As the performance of staff is a major influence on organisational performance, it is important that the training process is closely linked with the business planning process. 3.1.2 Identification of required competencies for program delivery The organisations key performance indicators (or critical success factors) set a standard against which the performance of the organisation is measured. Programs to meet these standards are developed. The organisation must have access to specific competencies to effectively deliver the required programs and these are determined. Routine competencies required by individual staff are included. Looking ahead to the long term achievement of the organisations vision and mission, competencies required to deliver anticipated work programs in the future are also identified 3.1.3 Identification of current competence of workforce Having determined the competencies required to meet its objectives, the organisation then determines the competencies that exist within its workforce. These are obtained through two means through an analysis of the current performance of staff (annual performance review) and through the identification of the current skill levels staff. Current performance of staff Most organisations now have a performance review process through which the current performance of staff is assessed. Individual staff and workgroups are now required to deliver defined outcomes. Achievement of satisfactory outcomes usually (but not always) indicates a satisfactory level of competence in the task. The non-achievement of outcomes may be attributed to a number of factors. Lack of competence is one factor (amongst others) which may have caused poor performance. A usual part of the performance review process is the identification (by the staff member or their supervisor) of competencies yet to be attained and a plan for their attainment. Assessment of current competence. For the organisation to effectively manage the deployment of their human resources, it is necessary to assess the current competencies held by staff. Stored on a data base, this information is then readily available for use when assigning tasks. The best means of maintaining this data base is to utilize the type of system recommended through the National Training Reform Agenda, where competencies are defined, staff assessed against these and the information is recorded on a data base Assessment of current competence is only effective if the defined competencies have a standard of performance against which the capabilities of the staff can be assessed. This type of assessment is criterion based where the subjectivity of the assessment process is reduced. The process must be well managed and the data base kept current. The maintenance and use of such a data base has two purposes. If the current competence of staff is ascertained prior to delivery of programs, the likelihood of poor performance in program delivery, as a result of lack of competence, is reduced. In addition, the assigning of staff to tasks for which they are not competent may have legal ramifications (for example, Occupational Health and Safety breaches) at a later stage. 3.1.4 Identification of competency gap. Once the competencies held by the workforce are determined, they are measured against those required by the organisation. A gap is identified between the required competencies of the organisation and the existing competencies of its workforce. Traditionally this was considered to be the organisations training needs. Nowadays a wider range of options for closing this gap are considered. 3.1.5 Plan for bridging competency gap The organisation identifies the means by which it intends to obtain the competencies identified by the gap between the required organisational competencies and those held in the existing workforce. This is usually called a workforce management plan. Options for obtaining the required competencies include outsourcing, job redesign or redistribution, recruitment or the training and development of existing staff. Factors influencing the selection of the appropriate option are the cost-benefit analysis, current management constraints and the current Government direction with regard to workforce management. The organisation also needs to look beyond the current budget/business planning cycle to the long term achievement of its vision and mission. It needs to plan to have the necessary competencies (either within or outside the current workforce) for the delivery of future programs (succession planning). This information is invaluable to staff when making personal development/career choices 3.1.6 Organisations training needs The organisations training needs are derived from the above process. They are the required competencies of the organisation, not held by the current staff, for which the training of current staff has been determined as the best means of obtaining them. Training needs are identified and priorities determined as a part of the organisations normal business planning process and as such are reviewed annually. 3.2 STRATEGY FOR RESOURCING THE TRAINING For the organisations training needs to be met efficiently and effectively, there needs to be a clear strategy which addresses the allocation of resources to provide the training. This strategy indicates the level of commitment of the organisation to meet its training needs. Without this statement and a commitment from senior management, the issue of resourcing often arises to become the major impediment to the organisation satisfactorily meeting its training needs. Training resources can be categorised into financial resources, physical resources and human resources. 3.2.1 Financing the training Determining who pays for the training development and delivery is important and clarification of this issue up-front will reduce the incidence of later issues arising. When preparing business plans/budgets, the responsibility for the delivery of the organisations programs is allocated to a particular part of the organisation. This part of the organisation should also ensure that the required training for the delivery of the organisations program is determined and funding for training allocated appropriately. The continuing debate within a number of the ANZECC agencies relating to corporate versus technical training can be resolved by the application of this model. Where the training need is one identified by an individual or their supervisor, and it relates to a routine part of the persons job, then the funding for training should be built into the budget for that job. Where the training need is identified by management and is one which is aimed to impart a change across the organisation, such as the need to train people following the introduction of new technology or a cultural change, then the funding for training should be built into the budget for introducing the change. Budget issues can arise when corporate change training programs are imposed without making the appropriate funding arrangements. 3.2.2 Physical resources Physical resources required for training include the training materials (curriculum, lesson plans, videos, self paced packages etc) and the physical environment for the delivery of formal training. It must be recognised that training is not the core business of most organisations and substantial investment in the development of training materials and training facilities is not considered a wise investment. Fortunately, in recent years, training has become an established growth industry of its own. In most situations it is now not necessary for the organisation to invest in the development of training material or training facilities as there is a wide range of resources available through organisations for whom training IS core business. These include other like organisations, TAFE colleges, universities, local schools, local community training organisations and the increasing number of registered and non-registered private training providers and consultants. The best way of obtaining the necessary physical resources (materials, facilities etc) for training is to obtain them on a needs basis. By integrating the organisations training requirements with those of the wider training community, training becomes more efficient and duplication of effort is reduced. 3.2.3 Human resources Best practice organisations have a culture of continuous learning and are clear about the level of staff involvement expected in the training process. Rather than being the responsibility of a designated training department, training is everybodys responsibility. A primary motivator for individuals to accept this responsibility is need. Through the competency assessment, the individual has identified a need for training in the routine aspects of their work and is more likely to accept the responsibility for organising or participating in training to meet that need. For corporate change training, the individuals need has not been identified and it should be remembered that that person is therefore less likely to be motivated to organise or participate in the required training. In this case it is unrealistic to expect staff to drive their own involvement. Best practice organisations establish a culture where the individual is responsible to a large extent for identifying their own training needs and organising/enrolling in the appropriate training. Such a culture requires the support of a relevant system. The embodiment of learning organisation culture does not negate the need for training roles and responsibilities to be clearly defined. For the organisations training needs to be accurately identified and the training resources available in the wider training industry to be effectively integrated, an appropriate training specialist or specialist team is required to manage training. The training specialist/team will be able to provide staff with adequate systems and information for them to be able to: integrate training with the organisations business planning/budget development process identify their own training needs and those of their staff access a range of relevant training options develop individual training plans based on identified training needs and career aspirations. 3.3 DEVELOPMENT AND DELIVERY OF THE TRAINING Best practice for the development and delivery of training has been well documented. The model below has widespread use throughout the training industry and is used by the National Training Reform Agenda. 3.3.1 Training needs The identification of training needs was identified in Section 3.1. Training needs are identified in terms that are behavioural (measurable or quantifiable). Cultural change objectives are also quantified so that their achievement can be measured. 3.3.2 Modular training framework For each identified competency there is a training module which will train staff in the necessary skills and knowledge to be able to meet the standard prescribed for that competency. A module specification (the written specification of training outcomes, assessment methods and delivery modes) exists for each module to ensure that it is delivered to a prescribed minimum standard. Module specifications are regularly reviewed to ensure that they match the training requirements of the relevant competency standard. The training is accredited, where possible, by a State or National training authority. Accreditation provides quality assurance for content, delivery and assessment. The employee gains formal recognition and other benefits for the training completed. Training delivery is through appropriate providers. If the training delivery is to be contracted out then the training specification is included as a contract specification. Providers are regularly evaluated for effectiveness and cost efficiency of delivery. 3.3.3 Flexible delivery arrangements The training is located as close to the workplace in order to reduce the amount of time spent in travel and off the job. It is delivered in conditions as close as possible to the normal work situation to ensure relevance of the training to the job. The more flexible modes of delivery, such as distance learning packages (self paced), open learning schemes and computer based training packages are used. The different learning styles and speeds of individuals are catered for. The relevance of the content and delivery standards are monitored against the module specification. Delivery is by instructors who are trained as trainers and are also experienced in the subject matter. 3.3.4 Assessment of learning outcomes Assessment of the individuals achievement of the learning outcomes (as prescribed in the specification) is conducted during and following the learning process. Assessment is criterion based and is applied only by those who are competent in its use and who are authorised by the organisation to conduct assessments. 3.4 APPLICATION AND EVALUATION OF TRAINING The trainee is given the opportunity to practice using the new skills on the job under supervision by the supervisor or an appropriate mentor. The complexity of the work situation where the new skills are to be applied is managed so that the application progresses from the simple to the complex. Problems in the application of the new competencies are addressed at an early stage. A final assessment of the application of the new competencies occurs during the performance review phase of program delivery where the delivery of the required job outcomes, to the required standard, is assessed. Where work does not meet the agreed standards, the reason for this shortfall is sought. If lack of competence is the reason, the extent of training required to become competent is determined and the person either referred to further practice under the guidance of a supervisor or mentor or the workforce management planning process revisited. 5. CHARACTERISTICS OF ORGANISATIONS WHO PRACTICE BEST PRACTICE IN TRAINING PROCESSES Organisations who are leaders in training have the following characteristics: Senior management understanding of and support for the role training plays in the overall business context. A vision, mission and key performance indicators. A formal link between training and the business planning process (priorities, funding and responsibility). A training specialist employed to integrate organisational training requirements with the services provided by the external training industry. Defined competency standards and assessment system. A workforce management strategy which addresses how to bridge the competency gap. Use a modular approach to meet specific training needs (eg National Training Framework). Use flexible delivery methods and measure learning outcomes at the end of the training. Appraise application of competencies on-the-job (performance appraisal system). Evaluate the benefit training provides to both the individual and to the organisation. CASE STUDIES The following are case studies of the application of best practice in training processes and have been selected from a range of suitable case studies. CASE STUDY 1 DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES, SOUTH AUSTRALIA PERFORMANCE MANAGEMENT PROGRAM The Department of Environment and Natural Resources, South Australia has introduced a Performance Management Program for all Departmental employees as a part of its overall framework for organisational change. The Performance Management Program aims for continuous corporate performance improvement through the following process: The individuals Performance Management Program is directly linked to the Departments broad strategic goals, the Groups (Division) objectives and the District/Branchs action plans. Performance is assessed at each level on delivery of outcomes. Within the Performance Management Plans, responsibility for delivery of outcomes and for determining and acquiring work skills is clearly defined and documented Line managers are required to: help staff to identify the skill and knowledge required to do their job effectively support staff to establish and meet their individual/team development plan Individuals are responsible for: identifying the skills, knowledge and support they need to do their job effectively work out an individual/team development plan that is linked to performance review the plan regularly. Assessment of training outcomes is based on delivery of required job outcomes. Funding for training is program based. CASE STUDY 2 NATIONAL PARKS SERVICE (DEPARTMENT OF NATURAL RESOURCES AND ENVIRONMENT), VICTORIA COMPETENCY SURVEY AND DETERMINATION OF TRAINING PRIORITIES FOR ROUTINE TRAINING The National Parks Service (Department of Natural Resources and Environment, Victoria) has developed a framework to deal with the routine training of all staff. In the absence of a set of relevant National competency standards, a comprehensive set of in-house competency standards have been developed covering all aspects of work within the Service. The standards were developed from existing Departmental procedural documents which prescribed the standard of most work within the service. They also related to existing relevant National competency standards such as those from the Tourism and Hospitality industry, the Public Administration sector and the Fire industry. The competency standards were aligned with the Departments Performance and Remuneration Management (PaRM) system and with the Australian Standards Framework. Where possible, the standard referred to an existing NPS or NR+E procedure or guideline. All staff were surveyed against the standards selecting those that applied to their job and career aspirations and then, in conjunction with colleagues and supervisor, compared their current performance with that required by the standards. The end result of the process was an individual training plan listing a range of developmental activities the person was required to take responsibility for plus a list of training needs requiring external facilitation (ie courses). The results of the survey were entered on a spreadsheet and, in consultation with management, priorities for training determined for each park, local areas and the State. CASE STUDY 3 AUSTRALIAN FIRE AUTHORITIES COUNCIL NATIONAL FIREFIGHTING COMPETENCY STANDARDS AND TRAINING COURSES The developments of the Australian Fire Authorities Council (AFAC) have, since 1992, been at the forefront of training developments resulting from the National Training Reform Agenda. AFAC has developed a comprehensive set of generic competency standards which apply to all work conducted within the fire agencies of Australia, including metropolitan, rural volunteer and land management agencies such as the member agencies of ANZECC. The competency standards are arranged in six levels ranging from recruit level to executive level and align with levels 2 to 7 of the Australian Standards Framework. Individual agencies determine the selection of competency standards which apply to their personnel, recognising that the needs of individuals within each organisation vary according to their geographic location and job requirements. Aligned with five levels of the competency standards are five Nationally accredited courses ranging from Certificate II to Advanced Diploma levels. The courses can be delivered in their entirety or by individual modules, of which there are over 200. Training can only be delivered by registered providers and each fire agency either gained registration, formed a partnership with a TAFE college or arranged to contract in an appropriate provider. Instructors must have completed an instructor module or equivalent and have met the requirements of the relevant module. Recognising that the outcomes of training, rather than the input, are most important, a comprehensive National assessor program was established to ensure that assessment practices both within and across agencies were comparable. The assessment process includes Recognition of Prior Learning or RPL where a person who can demonstrate current expertise in the content of a module may be granted credit for that module. One of the most significant parts of the program is the development of distance learning packages for a range of modules. These packages mean that the training can be delivered in the workplace without added costs for travel, accommodation and time lost from work. The courses were developed with a substantial consultation process and are regularly reviewed for relevance. The development of the competency standards, accredited courses and the distance packages bring significant benefits to the fire industry. Firefighters from a range of agencies are now closer to using similar language and techniques and their qualifications are portable across agencies. The material is flexible in design and is intended to be used on a needs basis by individual fire agencies. CASE STUDY 4 DEPARTMENT OF PARKS, WILDLIFE AND HERITAGE, TASMANIA PARK RANGER CBT PILOT PROJECT The Department of Parks, Wildlife and Heritage in Tasmania has been involved in the development of a competency-based course of training for park rangers. The project was conducted by the Department of Industrial Relations and Train Best Practice in Staff Training Processes Best Practice in Staff Training Processes 1. INTRODUCTION People performance is a critical enabling factor that influences the potential of an organisation to achieve its objectives. Successful organisations ensure that they maintain an environment which enables the full potential of their people to be realised. They also ensure that they align their staff management objectives with the organisations objectives. Training is an important activity undertaken to ensure employees at all levels have the necessary skills to carry out their roles effectively and to ensure the achievement of the organisations objectives. Of fundamental importance is the identification of the value that training adds to the performance of the organisation. Specifically this relates to how the organisation decides what training is needed by its staff, how the training is carried out, how the organisation evaluates the effectiveness of its education and training activities and what processes are put in place to improve the delivery and effectiveness of education and training programs. The management of the organisation want to know: what training is required how training should be delivered. how the training improves the performance of the organisation Staff expect: targeted and job related training (for now and the future) to equip them to meet the expectations of the organisation defined outcomes as a result of training quality assurance of training materials and delivery techniques value for time spent in training At the time of the writing of this paper, few organisations in the parks industry: had a quantifiable means of measuring organisational performance outcomes had measured the current competence of employees had agreed arrangements in place to meet all their staff training needs. had a formal strategy for addressing staff training so that maximum cost benefits are attained from training had a quantifiable means of assessing the on-ground outcomes of staff training are innovative with regard to methods of making training delivery more efficient use training systems and expertise available in the wider training industry had accurate costings relating to training (salary, training delivery etc) Over the past 5 years there have been dramatic changes in the training arena. Many companies who once conducted their own training now recognise that training is not their core business and utilize the services of the fast developing training industry. This move is in keeping with the Federal Government Training Reform Agenda, aimed at increasing the competitiveness of Australian industry on the international market. The main outcomes from this agenda have been the development of National competency standards and associated training curriculum for a number of industry groups. Best practice in training staff for park management is required because both Federal and State Governments now require park management agencies to: focus on their core business identify key performance indicators and associated priority outcomes be accountable for the delivery of priority outcomes and direct expenditure accordingly apply sound business planning principles to program planning and budgeting evaluate alternative means of service delivery (such as outsourcing) enhance the sustainable management of the natural and cultural resources of parks provide a high standard of customer service and facilities continually improve performance (both financial performance and service delivery) have competent and effective staff. Park customers require parks agencies to: manage the natural and cultural resources of the park using the best possible techniques provide excellent customer service provide a range of recreational opportunities manage financial resources effectively and efficiently have competent and efficient staff This paper will discuss and explore: Best practice in staff training processes for park agencies The use of benchmarking as a tool in establishing best practice. Relevant terms are defined as: Staff training: the process of developing the skills of employees Competence:the ability to deliver a service to a prescribed minimum standard 2. DETERMINING BEST PRACTICE IN STAFF TRAINING PROCESSES 2.1 Methodology In 1995, ANZECC commenced the National Benchmarking and Best Practice Programs aimed at five key areas. The (then) Department of Conservation and Natural Resources, Victoria took the lead responsibility for determining the best practice framework for staff training. The objective of the project was to determine current best practice in training processes to assist agenices to develop training programs to meet their needs. The project scope covered: an examination of guidelines and procedures to guide workplace performance an examination of standards of performance (competency standards) training and development programs strategic framework for program development industrial context (relationship of training to pay/promotion etc) identification of learning outcomes, assessment criteria and delivery standards delivery arrangements (in-house or external) assessment practices relationship to formal training structures (State or National) monitoring of training outcomes (improved performance, cost-benefit analysis etc. The project was to result in a report which could be used by member agencies of ANZECC to introduce best practice training processes and to facilitate the development of quality standards (and common competencies) for training of staff involved in the management of National Parks and Protected areas. The report was also to contribute to the development of national training standards through NCRMIRG. The methodology used was to: Conduct initial research into training processes to produce an appropriate survey instrument. Communicate with, visit with or arrange joint meetings with member agencies of ANZECC to: apply the survey observe training initiatives and process Communicate with or visit external organisations with a record of innovation in delivering training programs Prepare a best practice report in consultation with participating agencies There were several project limitations. The project brief did not include a comparison of the content of training programs(as this has already been done by the Natural and Cultural Resources Management Industry Reference Group in its Curriculum Review) but rather required the examination of staff training processes from a strategic viewpoint. The project leaders time was limited to approximately one week and the report was limited to key points. Figure 1 Location of interviews Location Organisation Adelaide South Australian Department of Environment and Natural Resources Sydney New South Wales National Parks and Wildlife Service Melbourne Tasmanian Department of Environment and Land Management, Victorian Department of Conservation and Natural Resources (name at the time of interview), Australian Fire Authorities Council Phone survey Queensland Department of Environment and Heritage, ACT Department of Urban Services Parks and Conservation. 2.2 Best Practice in Staff Training Processes Initial research was conducted into findings of previous benchmarking projects on staff training and into current concepts of best practice in staff training. It revealed that most organisations measure and assess training inputs rather than training outputs (or how the training was conducted rather than the benefit gained through training). No park agencies and very few other organisations maintain thorough accounting records of staff training and are able to conduct a comprehensive cost benefit analysis of training effectiveness (although some agencies have conducted a cost-benefit analysis of individual courses. Cost benefit analysis is undertaken in the tertiary education sector but the process used is not valid for measuring staff training in organisations for whom training is not core business. 3.1.1 Organisations vision, mission and key performance indicators. The organisations vision, mission and key performance indicators are determined and programs to meet these objectives are planned. The period over which these apply varies with individual organisations. A common factor is that they are reviewed annually as a part of the business/budget planning process. As the performance of staff is a major influence on organisational performance, it is important that the training process is closely linked with the business planning process. 3.1.2 Identification of required competencies for program delivery The organisations key performance indicators (or critical success factors) set a standard against which the performance of the organisation is measured. Programs to meet these standards are developed. The organisation must have access to specific competencies to effectively deliver the required programs and these are determined. Routine competencies required by individual staff are included. Looking ahead to the long term achievement of the organisations vision and mission, competencies required to deliver anticipated work programs in the future are also identified 3.1.3 Identification of current competence of workforce Having determined the competencies required to meet its objectives, the organisation then determines the competencies that exist within its workforce. These are obtained through two means through an analysis of the current performance of staff (annual performance review) and through the identification of the current skill levels staff. Current performance of staff Most organisations now have a performance review process through which the current performance of staff is assessed. Individual staff and workgroups are now required to deliver defined outcomes. Achievement of satisfactory outcomes usually (but not always) indicates a satisfactory level of competence in the task. The non-achievement of outcomes may be attributed to a number of factors. Lack of competence is one factor (amongst others) which may have caused poor performance. A usual part of the performance review process is the identification (by the staff member or their supervisor) of competencies yet to be attained and a plan for their attainment. Assessment of current competence. For the organisation to effectively manage the deployment of their human resources, it is necessary to assess the current competencies held by staff. Stored on a data base, this information is then readily available for use when assigning tasks. The best means of maintaining this data base is to utilize the type of system recommended through the National Training Reform Agenda, where competencies are defined, staff assessed against these and the information is recorded on a data base Assessment of current competence is only effective if the defined competencies have a standard of performance against which the capabilities of the staff can be assessed. This type of assessment is criterion based where the subjectivity of the assessment process is reduced. The process must be well managed and the data base kept current. The maintenance and use of such a data base has two purposes. If the current competence of staff is ascertained prior to delivery of programs, the likelihood of poor performance in program delivery, as a result of lack of competence, is reduced. In addition, the assigning of staff to tasks for which they are not competent may have legal ramifications (for example, Occupational Health and Safety breaches) at a later stage. 3.1.4 Identification of competency gap. Once the competencies held by the workforce are determined, they are measured against those required by the organisation. A gap is identified between the required competencies of the organisation and the existing competencies of its workforce. Traditionally this was considered to be the organisations training needs. Nowadays a wider range of options for closing this gap are considered. 3.1.5 Plan for bridging competency gap The organisation identifies the means by which it intends to obtain the competencies identified by the gap between the required organisational competencies and those held in the existing workforce. This is usually called a workforce management plan. Options for obtaining the required competencies include outsourcing, job redesign or redistribution, recruitment or the training and development of existing staff. Factors influencing the selection of the appropriate option are the cost-benefit analysis, current management constraints and the current Government direction with regard to workforce management. The organisation also needs to look beyond the current budget/business planning cycle to the long term achievement of its vision and mission. It needs to plan to have the necessary competencies (either within or outside the current workforce) for the delivery of future programs (succession planning). This information is invaluable to staff when making personal development/career choices 3.1.6 Organisations training needs The organisations training needs are derived from the above process. They are the required competencies of the organisation, not held by the current staff, for which the training of current staff has been determined as the best means of obtaining them. Training needs are identified and priorities determined as a part of the organisations normal business planning process and as such are reviewed annually. 3.2 STRATEGY FOR RESOURCING THE TRAINING For the organisations training needs to be met efficiently and effectively, there needs to be a clear strategy which addresses the allocation of resources to provide the training. This strategy indicates the level of commitment of the organisation to meet its training needs. Without this statement and a commitment from senior management, the issue of resourcing often arises to become the major impediment to the organisation satisfactorily meeting its training needs. Training resources can be categorised into financial resources, physical resources and human resources. 3.2.1 Financing the training Determining who pays for the training development and delivery is important and clarification of this issue up-front will reduce the incidence of later issues arising. When preparing business plans/budgets, the responsibility for the delivery of the organisations programs is allocated to a particular part of the organisation. This part of the organisation should also ensure that the required training for the delivery of the organisations program is determined and funding for training allocated appropriately. The continuing debate within a number of the ANZECC agencies relating to corporate versus technical training can be resolved by the application of this model. Where the training need is one identified by an individual or their supervisor, and it relates to a routine part of the persons job, then the funding for training should be built into the budget for that job. Where the training need is identified by management and is one which is aimed to impart a change across the organisation, such as the need to train people following the introduction of new technology or a cultural change, then the funding for training should be built into the budget for introducing the change. Budget issues can arise when corporate change training programs are imposed without making the appropriate funding arrangements. 3.2.2 Physical resources Physical resources required for training include the training materials (curriculum, lesson plans, videos, self paced packages etc) and the physical environment for the delivery of formal training. It must be recognised that training is not the core business of most organisations and substantial investment in the development of training materials and training facilities is not considered a wise investment. Fortunately, in recent years, training has become an established growth industry of its own. In most situations it is now not necessary for the organisation to invest in the development of training material or training facilities as there is a wide range of resources available through organisations for whom training IS core business. These include other like organisations, TAFE colleges, universities, local schools, local community training organisations and the increasing number of registered and non-registered private training providers and consultants. The best way of obtaining the necessary physical resources (materials, facilities etc) for training is to obtain them on a needs basis. By integrating the organisations training requirements with those of the wider training community, training becomes more efficient and duplication of effort is reduced. 3.2.3 Human resources Best practice organisations have a culture of continuous learning and are clear about the level of staff involvement expected in the training process. Rather than being the responsibility of a designated training department, training is everybodys responsibility. A primary motivator for individuals to accept this responsibility is need. Through the competency assessment, the individual has identified a need for training in the routine aspects of their work and is more likely to accept the responsibility for organising or participating in training to meet that need. For corporate change training, the individuals need has not been identified and it should be remembered that that person is therefore less likely to be motivated to organise or participate in the required training. In this case it is unrealistic to expect staff to drive their own involvement. Best practice organisations establish a culture where the individual is responsible to a large extent for identifying their own training needs and organising/enrolling in the appropriate training. Such a culture requires the support of a relevant system. The embodiment of learning organisation culture does not negate the need for training roles and responsibilities to be clearly defined. For the organisations training needs to be accurately identified and the training resources available in the wider training industry to be effectively integrated, an appropriate training specialist or specialist team is required to manage training. The training specialist/team will be able to provide staff with adequate systems and information for them to be able to: integrate training with the organisations business planning/budget development process identify their own training needs and those of their staff access a range of relevant training options develop individual training plans based on identified training needs and career aspirations. 3.3 DEVELOPMENT AND DELIVERY OF THE TRAINING Best practice for the development and delivery of training has been well documented. The model below has widespread use throughout the training industry and is used by the National Training Reform Agenda. 3.3.1 Training needs The identification of training needs was identified in Section 3.1. Training needs are identified in terms that are behavioural (measurable or quantifiable). Cultural change objectives are also quantified so that their achievement can be measured. 3.3.2 Modular training framework For each identified competency there is a training module which will train staff in the necessary skills and knowledge to be able to meet the standard prescribed for that competency. A module specification (the written specification of training outcomes, assessment methods and delivery modes) exists for each module to ensure that it is delivered to a prescribed minimum standard. Module specifications are regularly reviewed to ensure that they match the training requirements of the relevant competency standard. The training is accredited, where possible, by a State or National training authority. Accreditation provides quality assurance for content, delivery and assessment. The employee gains formal recognition and other benefits for the training completed. Training delivery is through appropriate providers. If the training delivery is to be contracted out then the training specification is included as a contract specification. Providers are regularly evaluated for effectiveness and cost efficiency of delivery. 3.3.3 Flexible delivery arrangements The training is located as close to the workplace in order to reduce the amount of time spent in travel and off the job. It is delivered in conditions as close as possible to the normal work situation to ensure relevance of the training to the job. The more flexible modes of delivery, such as distance learning packages (self paced), open learning schemes and computer based training packages are used. The different learning styles and speeds of individuals are catered for. The relevance of the content and delivery standards are monitored against the module specification. Delivery is by instructors who are trained as trainers and are also experienced in the subject matter. 3.3.4 Assessment of learning outcomes Assessment of the individuals achievement of the learning outcomes (as prescribed in the specification) is conducted during and following the learning process. Assessment is criterion based and is applied only by those who are competent in its use and who are authorised by the organisation to conduct assessments. 3.4 APPLICATION AND EVALUATION OF TRAINING The trainee is given the opportunity to practice using the new skills on the job under supervision by the supervisor or an appropriate mentor. The complexity of the work situation where the new skills are to be applied is managed so that the application progresses from the simple to the complex. Problems in the application of the new competencies are addressed at an early stage. A final assessment of the application of the new competencies occurs during the performance review phase of program delivery where the delivery of the required job outcomes, to the required standard, is assessed. Where work does not meet the agreed standards, the reason for this shortfall is sought. If lack of competence is the reason, the extent of training required to become competent is determined and the person either referred to further practice under the guidance of a supervisor or mentor or the workforce management planning process revisited. 5. CHARACTERISTICS OF ORGANISATIONS WHO PRACTICE BEST PRACTICE IN TRAINING PROCESSES Organisations who are leaders in training have the following characteristics: Senior management understanding of and support for the role training plays in the overall business context. A vision, mission and key performance indicators. A formal link between training and the business planning process (priorities, funding and responsibility). A training specialist employed to integrate organisational training requirements with the services provided by the external training industry. Defined competency standards and assessment system. A workforce management strategy which addresses how to bridge the competency gap. Use a modular approach to meet specific training needs (eg National Training Framework). Use flexible delivery methods and measure learning outcomes at the end of the training. Appraise application of competencies on-the-job (performance appraisal system). Evaluate the benefit training provides to both the individual and to the organisation. CASE STUDIES The following are case studies of the application of best practice in training processes and have been selected from a range of suitable case studies. CASE STUDY 1 DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES, SOUTH AUSTRALIA PERFORMANCE MANAGEMENT PROGRAM The Department of Environment and Natural Resources, South Australia has introduced a Performance Management Program for all Departmental employees as a part of its overall framework for organisational change. The Performance Management Program aims for continuous corporate performance improvement through the following process: The individuals Performance Management Program is directly linked to the Departments broad strategic goals, the Groups (Division) objectives and the District/Branchs action plans. Performance is assessed at each level on delivery of outcomes. Within the Performance Management Plans, responsibility for delivery of outcomes and for determining and acquiring work skills is clearly defined and documented Line managers are required to: help staff to identify the skill and knowledge required to do their job effectively support staff to establish and meet their individual/team development plan Individuals are responsible for: identifying the skills, knowledge and support they need to do their job effectively work out an individual/team development plan that is linked to performance review the plan regularly. Assessment of training outcomes is based on delivery of required job outcomes. Funding for training is program based. CASE STUDY 2 NATIONAL PARKS SERVICE (DEPARTMENT OF NATURAL RESOURCES AND ENVIRONMENT), VICTORIA COMPETENCY SURVEY AND DETERMINATION OF TRAINING PRIORITIES FOR ROUTINE TRAINING The National Parks Service (Department of Natural Resources and Environment, Victoria) has developed a framework to deal with the routine training of all staff. In the absence of a set of relevant National competency standards, a comprehensive set of in-house competency standards have been developed covering all aspects of work within the Service. The standards were developed from existing Departmental procedural documents which prescribed the standard of most work within the service. They also related to existing relevant National competency standards such as those from the Tourism and Hospitality industry, the Public Administration sector and the Fire industry. The competency standards were aligned with the Departments Performance and Remuneration Management (PaRM) system and with the Australian Standards Framework. Where possible, the standard referred to an existing NPS or NR+E procedure or guideline. All staff were surveyed against the standards selecting those that applied to their job and career aspirations and then, in conjunction with colleagues and supervisor, compared their current performance with that required by the standards. The end result of the process was an individual training plan listing a range of developmental activities the person was required to take responsibility for plus a list of training needs requiring external facilitation (ie courses). The results of the survey were entered on a spreadsheet and, in consultation with management, priorities for training determined for each park, local areas and the State. CASE STUDY 3 AUSTRALIAN FIRE AUTHORITIES COUNCIL NATIONAL FIREFIGHTING COMPETENCY STANDARDS AND TRAINING COURSES The developments of the Australian Fire Authorities Council (AFAC) have, since 1992, been at the forefront of training developments resulting from the National Training Reform Agenda. AFAC has developed a comprehensive set of generic competency standards which apply to all work conducted within the fire agencies of Australia, including metropolitan, rural volunteer and land management agencies such as the member agencies of ANZECC. The competency standards are arranged in six levels ranging from recruit level to executive level and align with levels 2 to 7 of the Australian Standards Framework. Individual agencies determine the selection of competency standards which apply to their personnel, recognising that the needs of individuals within each organisation vary according to their geographic location and job requirements. Aligned with five levels of the competency standards are five Nationally accredited courses ranging from Certificate II to Advanced Diploma levels. The courses can be delivered in their entirety or by individual modules, of which there are over 200. Training can only be delivered by registered providers and each fire agency either gained registration, formed a partnership with a TAFE college or arranged to contract in an appropriate provider. Instructors must have completed an instructor module or equivalent and have met the requirements of the relevant module. Recognising that the outcomes of training, rather than the input, are most important, a comprehensive National assessor program was established to ensure that assessment practices both within and across agencies were comparable. The assessment process includes Recognition of Prior Learning or RPL where a person who can demonstrate current expertise in the content of a module may be granted credit for that module. One of the most significant parts of the program is the development of distance learning packages for a range of modules. These packages mean that the training can be delivered in the workplace without added costs for travel, accommodation and time lost from work. The courses were developed with a substantial consultation process and are regularly reviewed for relevance. The development of the competency standards, accredited courses and the distance packages bring significant benefits to the fire industry. Firefighters from a range of agencies are now closer to using similar language and techniques and their qualifications are portable across agencies. The material is flexible in design and is intended to be used on a needs basis by individual fire agencies. CASE STUDY 4 DEPARTMENT OF PARKS, WILDLIFE AND HERITAGE, TASMANIA PARK RANGER CBT PILOT PROJECT The Department of Parks, Wildlife and Heritage in Tasmania has been involved in the development of a competency-based course of training for park rangers. The project was conducted by the Department of Industrial Relations and Train