The international politics of democracy promotion Essay Example For Students

The international politics of democracy promotion Essay Whilst the paper does not attempt to single out one motive as the barely concealed hidden agenda, it does recognise that there is a clear distinction between motives for promoting democracy for the self -perpetuating value of democracy itself and motives for promoting democracy based purely on the self-interest of the West. As seen from the discussion above, the latter seem to be in more abundance. The paper is not directly condemning this, it is recognised that, especially after September 11th, western security is threatened and this issue needs to be addressed. However, as the title of this paper suggests these hidden agendas are barely concealed, and while few may believe that democracy promotion is based on morally motivated principles, many believe this not to be the case, including the recipient countries. Again, this paper is not attempting to paint these recipient countries as victims of Western hypocrisy. Yet, it cannot be denied that there is a great deal of hypocrisy behind the democracy promotion agenda and this could badly affect the outcomes of democracy promotion. We will write a custom essay on The international politics of democracy promotion specifically for you for only $16.38 $13.9/page Order now This, whether you support democracy as a valuable concept itself, or whether you are aiming to achieve security, economic prosperity etc. through democracy, is generally not a good outcome. Sanctioning countries for not being sufficiently democratic and abusing human rights, whilst praising another which does exactly the same but is a strategic ally will lead to less desire for countries to become truly democratic, and lead unsavoury regimes to lean more towards a democratic farce, whilst atrocities go on behind the scenes. Democratic transitions are rarely stable events, and it is extremely hard to consolidate a democracy, not being truly dedicated to promoting democracy, but rather preoccupied with maintaining Western security and economic interests in the region will not provide the political support and assistance that emerging democracies really need in order to continue their transitions. In order for the world to continue truly democratising and for existing young democracies to become solid, the West need to seriously reappraise their barely concealed hidden agendas and realise that some of their motives such as maintaining business as usual and maintaining solid bases for transnational capital are in direct conflict with promoting democracy and that in order to achieve Western security, it is essential that democracy be promoted wholeheartedly and without hypocrisy. 1 Richard Youngs, The European Union and the Promotion of Democracy, (Oxford University Press: Oxford, 2000), p. 1 2 G. R. Olsen, Promotion of Democracy as a Foreign Policy Instrument of Europe: Limits to International Idealism, Democractization, (Vol. 7, No. 2 ,2000), p. 142-143 3 Ibid. p. 143 4 Ibid. 5 G. John Ikenberry, Americas Liberal Grand Strategy: Democracy and National Security in the Post-war Era. , p. 111 6 G. John Ikenberry, Why Export Democracy?: The Hidden Grand Strategy of American Foreign Policy, The Wilson Quarterly, (Vol 23, No. 2 (Spring, 1999) http://www. mtholyoke. edu/acad/intrel/exdem. html (visited: 02/02/2002) 7 Ibid. 8 R. Youngs, The European Union and the Promotion of Democracy, p. 12 9 R. Youngs, The European Union and the Promotion of Democracy, p. 12 10 Larry Diamond, Promoting Democracy, Foreign Policy, (No. 87, 1992), p. 28 11 G. R. Olsen, Promotion of Democracy as a Foreign Policy Instrument of Europe: Limits to International Idealism, p.143 12 Ibid. p. 144 13 Ibid. 14 Ibid. , p. 155 15 Ibid. 16 Larry Diamond, Promoting Democracy, p. 44 17 Ibid. 18 Milan Markovic, Whats Democracy Got to do With It? , Pundit Magazine, http://www. punditmag. com/articles/democracy. html (visited: 07/02/2002) 19 Ibid. 20 Ibid. 21 Ibid. 22 G. R. Olsen, Promotion of Democracy as a Foreign Policy Instrument of Europe: Limits to International Idealism, p. 160 23 Ibid. 24 Ibid. p. 161 25 Ibid. , p. 162 26 William I. Robinson, Promoting Polyarchy Globalisation, U. 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S. Intervention and Hegemony, p. 344 29 Olsen, p. 144 30 Ibid. p. 154 31 Ibid. p. 144 32 Edward Newman, Democracy Assistance: Motives, Impacts and Limitations, http://www. incore. ulst. ac. uk/newman. html (visited 02/02/2002) 33Edited by Peter Burnell, Democracy Assistance-International Co-operation for Democratization, (Frank Cass Publishers: London, 2000), p. 47 34 Ibid. p. 44 35 Ibid. p. 47.

Politics, Religion, and Reform essays

Politics, Religion, and Reform essays Andrew Jackson does not deserve to be ranked among Americas greatest presidents. Although many people do think he deserves to be one of the greats, I feel differently. He was extremely contradictory of himself, and based his actions on personal feelings, rather than what was best for the country. Jackson accomplished some positive things, but the majority of his actions were not done for the good of the country. When Jackson first entered office, nobody really knew his stance on many major issues. This was partially due to the fanfare, and mudslinging present during the campaign, but also partially due to the contradictory messages he was sending. In Tennessee he aggressively pursued wealth and opposed legislation for relief of debtors, but he understood what brought him to office, and decided to express the will of the majority, in order to stay in office. When in the Army, Jackson had defeated a battle against the Creek Indians, The Battle of Horseshoe Bend, in 1814. Because of the Indians defeat, he felt that the Indians were weak. When Jefferson made it to the presidency, he felt there was no need to negotiate with weak people, so he passed the Indian Removal Act, so he could just move them off their land. Jacksons support of the federal support for internal improvements bill and protective tariffs set of the sectional controversy, that may in fact have added to the push toward the civil war. The south had much fewer canals and roads, and they had fewer plans to build more. Because of this, southerners were against paying tax money to build roads they would never drive on. Jackson, whose firmest political roots were in the south felt that federal support of internal improvements was, a lavish giveaway program prone to corruption. In 1830 he vetoed a bill to provide federal support for a road in Kentucky between Maysville and Lexington. The veto of the road bill was done alm...

Expert Interview with Andy Greenberg About Recruiting and Hiring

Expert Interview with Andy Greenberg About Recruiting and Hiring Andy Greenberg, CEO and president of The Recruiting Division, took the time to talk with us about his company, recruiting and hiring trends. With 17 years of experience in the field of recruiting, Andy has valuable, insightful information to offer. Heading The Recruiting Division, Andy works closely with clients and candidates to consistently find the best for the best. Here he shares a bit about that process.What’s different about The Recruiting Division that makes it so successful?We extend the capabilities of a contract recruiter with a unique solution that is team-based and on-demand. The result is a more flexible, scalable and cost-effective way of engaging a contract recruiter. What are three attributes that employers want to see in a job candidate?Intellectual curiosityPassionFlexibilityHow about three qualities they’d rather not see?InflexibilityArroganceInability or unwillingness to bring something extra to the roleWhat do you look for in a job candidate?Abilit y to self-assess, meaning that they are able to understand and articulate their strengths, weaknesses, boundaries and their own internal brandPassion!Ability to convincingly articulate why and how their background, skills and experience will translate into success for the positionWhy is it key for companies to have good relationships with recruiters like you to find the best team?Contract recruiters like those here at The Recruiting Division are able to act as a fully accountable, seamless extension of a client’s team, since we are not motivated or paid by placement fees or commissions, nor are we bound by the typical contingency-based agency model that necessitates alignment with candidates as opposed to HR and hiring managers.Are you seeing any particular hiring trends lately? If so, please tell us a bit about them.Although the economy has certainly improved, employers are still very cautious in their hiring and are willing to wait for candidates that meet all of the criter ia on their list.There is still strong demand for information technology and sales professionals, and we are also seeing an increase in temporary hiring as a result of the Affordable Care Act. Another interesting trend is a growing number of companies that are bringing jobs back to the United States after frustrations with offshoring.From a recruiting perspective, we are seeing a huge interest in social recruiting. Besides LinkedIn, Twitter and Facebook, there are a host of social aggregation and deep web mining tools that recruiters are flocking to, including SwoopTalent, Gild, TalentBin, Talenthook and HiringSolved.Why is timeliness so important in the hiring process?That’s a double-edged sword. On the one hand, there is a cost associated with a company not being able to achieve its goals due to a lack of manpower. But on the other hand, there is also a cost associated with rushing the hiring process and hiring sub-par employees. We are all doing our best in the search for the holy grail of hiring top talent as quickly as possible.How do you go about finding the top talent to place?For starters, make sure that your recruiters themselves are top talent. Think about it – it takes top talent to be able recognize top talent.Those who know me know that I love to arm my recruiters to the teeth with lots of cool tools like the ones mentioned above. That said, I am the first to admit that a great recruiter can work their magic simply by using LinkedIn and nothing else. The key to LinkedIn is learning how to target the right people and then message them softly and professionally. Your goal should be to achieve a response rate of at least 30%. And anything less than 20% means that you are spamming and not doing relationship-sourcing.Also make sure that you know your company’s brand and can articulate it effectively throughout the entire sourcing and vetting process. Candidates that are in demand know that they have choices, and they are looking fo r employers with a compatible brand, mission and values.Along with company branding, do your best to provide a great candidate experience. Candidates are sharing their interview experiences on social media sites like Glassdoor and Vault, and your ability to attract top talent can be either enhanced or stymied by your reputation on social media.

Should companies engage in Corporate Social Responsibility programs Essay

Should companies engage in Corporate Social Responsibility programs Why or why not - Essay Example All the efforts of the companies meant for this purpose meet the merit of bringing up positive results as they reflect on improved concerns for environment and the public as a whole. The essence of CSR is growingly promising as the world market turns rapidly competitive with the inevitability of consideration for global communities in the wake of emergence of multinational companies in corporate business. Whether companies should engage in corporate social responsibility programs is a one-sided debate in which there can possibly be no opposition. In recent years, many CEOs and heads of major corporate business groups identify that ‘a strong CSR program is an inevitable thing’ for achieving effective business leadership (â€Å"Corporate social responsibility..†). However, it is a challenge before many companies to meet the global social responsibilities on par with the struggle for excellence in achieving the traditional goal of economic profit. In this regard, according to a thought of Lawrence and Weber, social responsibility requires companies to balance the benefit to be gained against the costs of achieving those benefits (46). As such, the managers of the organizations are responsible for meeting the desired fields of credit for both the owners of the business and the consumers of the product of the company without letting the firm any decrease in its profitability. From every angle, the stability of a company is guaranteed by the willingness of its employees to offer optimum worth to it. It is also undoubted that they chose to work in a company that claims high regards of social reputation. As Lawrence and Weber point out, social reputation is a major intangible asset that adds to the organization’s wealth (53). With days passing, the thought of business giants changed from merely making profit to being committed to social responsibilities as the majority of world population wanted their basic needs to be attended by the rich. As a result of the

Leasing Essay Example | Topics and Well Written Essays - 1250 words

Leasing - Essay Example This is a long term purchase where the price value should be substantially lower than the market value which determines the amount to be recorded. c. During the first year of the lease, Lani is expected to incur expenses that equals or exceeds at least 90 per cent of the fair value of the property that is leased. Basically, these expenses are determined by the value of the property at inception of the lease and this value is agreed by both the lessee and lessor. d. Lani should report the lease transaction on its December 31, 2006, balance sheet as an acquisition of an asset. Virtually, a lease agreement transfers ownership of property to the lessee and this should be reflected on the balance sheet as purchase of assets which adds property value to the company. 2a. The criteria that must be met by Doherty Company to classify it as a capital lease is that it must transfer substantially all of the benefits and risks of the ownership of property to the lessee. If the agreement transfers the property rights to the lessee, then it will be classified as a capital leases given that it will be an acquisition of the property by the lessee. In this particular case, Doherty Company should transfer ownership to the lessee in order for it to classify it as a capital lease. b. In order for Lambert Company to classify the lease as a sales-type, it must be able to realise a profit from the lease or be able to determine if it is making a loss. In actual fact, Lambert Company as the lessor must be better positioned to generate some revenue that can contribute to the profit margins of the organisation. Lambert Company can classify this lease as direct financing lease if it does not record any profit from the lease. It will be widely viewed as a lending institution. c. The main difference between a sales type lease and a direct financing lease is that the main reason behind a sales lease is to realise profits while direct financing is not primarily concerned with profits but just r evenue generation. Therefore, the purpose of the lease and the goals to be achieved are the major factors that make a distinction between the two. However, accounting steps for these two types of leases are just the same. Part 2 During the contemporary period, it can be noted that companies continue to acquire property to improve their operations. Leasing is an alternative means of acquiring long-term assets to be used by business firms (Schroeder, Clark & Cathey, 2005). Leases provide for the right for use of the property by the lessees since they are given the obligation to make a series of payments over a long period of time. As such, leases are similar to long-term debt which enables the lessee to utilise off-balance sheet financing. This paper therefore is mainly concerned with explaining the meaning of debt and equity financing in relation to lease verses purchase options. According to wisegeek, â€Å"debt financing is a way of raising some funds to generate working capital f or the organisation which can be used to fund special projects.† In this regard, the issuer may issue bonds or other debt instruments that can be used as a means of financing the debt associated with the project. Debt financing has a clear start and end

Human Resources - how individuals are managed within an organisation Essay Example for Free

Human Resources how individuals are managed within an organisation Essay Introduction People are an extremely important resource for any organisation. To be a successful business you need to employ staff with the right qualifications skills and experience. The employees of an organisation are collectively known as its human resources, in many organisations, both public and private, the human resources department is also known as the personnel department. However, the difference in name reflects a shift in emphasis from a purely recruitment and welfare role to a greater concern about how to maximise the performance of staff. Human resource management is also an integral part of many job roles. There are many duties performed by a typical human resources department. These duties include drawing up and implementing equal opportunities and health and safety policies, staff consultation, negotiation, appraisal and staff development, as well as training, recruitment and selection of staff. They are the most important resource in the production of goods ands services. Many aspects of the employer-employee relationship are covered by legislation. However, employers are recognising increasingly that good human resource management practice, which goes beyond the letter of the law, can generate benefits for both the organisation and the individual. The role of human resources Human resource management involves managing a range of roles relating to people employed by a business including: Recruitment The personnel department must advertise accordingly and try to attract the best candidates for the job, and the recruit the best applicants. If the wrong person is recruited, and then finds the job boring or too difficult, then the business will not get the most out of its human resources. Also where employees need to be flexible and autonomous and where direct control over employees is difficult, recruitment is becoming more and more important. To make sure the best person is chosen, personnel departments must be clear about: * What the job entails * What qualities the job requires * What rewards is needed to retain and motivate employees. There are many stages of recruiting, they are: 1. Analyse what the job entails and decide what sort of person is needed. 2. Decide how the vacancy is to be advertised or announced. 3. The selection process needs to be planned and conducted in such a way as to ensure that the best candidate is successful. Training involves employees being taught new skills or improving skills they have already have. Why might a business train its employees? It is argued that a well-trained work force has certain benefits for a business. * Well-trained workers should be more productive. This will help the business to achieve its overall objectives such as increasing profits. * It should help to create a more flexible work force. If a business needs to increase production, workers then have to be trained in new tasks. * New machinery or production processes can be introduced more effectively, if the staff are trained. * It should lead to increased job satisfaction to employees. Well-motivated workers are more likely to be more productive. * It should reduce accidents and injuries if employees are trained in health and safety procedures. * It may improve the image of the company. * It can improve employees chances of promotion. How does a firm know if training is required? One method might be to use the job description to find the skills and knowledge needed to do the job. If the employees skills do not match up with the ones in the job description, then there is a need for re-training. Employees can also be asked about areas where they are not quite as confident, and think may need a little work on. This should make them more committed to training. Training needs are found at different levels within a business. Training is often divided into on-the-job-training and off-the-job-training. On-the-job-training takes place when employees are trained while they are carrying out an activity, often at their place of work. Off-the-job training takes place away from the job, at a different location. It may involve the employee being released for periods of time to attend courses at colleges or other institutions. This is by far the most popular form of training. One vital key task of HRM is to keep up to date with employment legislation (UK and EU) and to remain alert to the implications of such legislation for the firm and the workers. The main aim of such legislation is to ensure that employees rights are protected. Basic rights include: * Employees must receive a written statement of terms and conditions of employment within 13 weeks of starting work. * They must be paid the same as other people who carry out identical or similar jobs. * Working conditions must be safe and healthy. * Workers cannot be dismissed unfairly. * Employers must not discriminate against any member of staff. Employees have basic rights to: * They are expected to comply with the terms of their contract. * To do jobs with care and skill, to the acceptable standard. * Observe health and safety regulations. * Not to damage the firms property. There are many other responsibilities that then form the basis of the contract of employment. The contract is formed as soon as the employer offers a person a job and they accept it. Motivation at work For many years firms have given financial rewards in an attempt to motivate employees and improve productivity. However in the last 2 or 3 decades firms have realised that: * the chance to earn more money may not be an effective motivator * financial incentive schemes are difficult to operate * individual reward schemes may no longer be effective as production has become organised into group tasks * other factors may be more important in motivating employees If other factors are more important than pay in motivating workers, it is important for firms to identify them. Only then can a business make sure its work force is motivated. Team work The Swedish car firm Volvo is a well-known example of a company that has effectively introduced teamwork. In both its plants at Kalmar and Uddevalla, it set up production in teams of 8-10 highly skilled workers. The teams decided between themselves how the work was to be distributed and how to solve problems as they arise. It is arguable whether these practices lead to an increase in productivity, but the company firmly believes this method of organisation was better than an assembly line system a similar system is used at Honda UK but with four person teams. If the firm is always changing due to the market, which is causing it to either, expand or de-layer. Then they will have to change the work force accordingly. The case study that I will be looking at is a position as a secretary for Ratcliffe College. P1- Recruitment One of the most important responsibilities of Human resource function is recruitment and selection. The costs of recruitment, training and retaining employees are high, but the costs of selecting the wrong people or losing key members of staff can be even higher. The processes of recruitment and selection must always relate the requirement for skilled staff to the business needs of the organisation. It is also essential that potential candidates be treated fairly. When vacancies arise because existing staff move to other jobs, retire or have to leave work because of illness. Some vacancies occur because the organisation expands or is restructured. Before the organisation advertises a post, it needs to decide whether there is a real need for the position to be filled. It might consider the following alternatives: * Amalgamating one job with another * Giving existing staff overtime * Recruiting temporary staff * Increasing the use of technology or machinery * Once an organisation decides that a vacancy exists, the recruitment process begins. Internal recruitment Internal recruitment strengthens employees commitment to the company, for example Kelloggs have stated the following in their recruitment policy handbook: * Offer the job to an existing employee, as a promotion or transfer * Advertise internally, if suitable candidate is likely to available internally * Advertise externally if no suitable candidate is likely to exist internally(and display notice internally to the effect that the advertisement is appearing) Except in special cases, all vacancies should be advertised internally before external recruitment methods are used. There are a number of advantages to advertising jobs inside the business. * It gives employees within the company a chance to develop their career * There may be a shorter induction period as the employee is likely to be familiar with the company * Employers will know more about internal candidates abilities. This should reduce the risk of employing the wrong person * Internal recruitment may be quicker and less expensive than recruiting from outside the business. However, there are also disadvantages. * Internal advertising limits the number of applicants * External candidates might have been better quality * Another vacancy will be created which might have to be filled * If having investigated ways of filling the vacancy internally the business still does not appoint, then it must find ways to obtain candidates externally. External recruitment There are many ways of attracting candidates from outside the company. The choice of method often depends on the type of vacancy and the type of employee a business wants. Each method has its own benefits and problem, although it could be argued that the overall advantages of external advertising are the opposite of the disadvantages of internal advertising, for example, there is a wider number of applicants. Commercial employment agencies, these are companies that specialise in recruiting and selection. They usually provide a shortlist of candidates for a company to interview, but can also provide temporary workers. For example HMS, Alfred Marks and Kelly Accountancy Personnel. The advantage of commercial agencies is that they are experienced in providing certain types of worker, such as secretaries and clerical staff. They also minimise the administration for the employer involved in recruiting staff. Their main drawback is that they tend to produce staff that only stay in a job for a short time. Another problem for the business is the cost of paying fees to the agency. Recruitment and selection P2-Personnel Specification The first step is to prepare a job description. Before writing a job description, the job itself has to be analysed. This will identify the skills needed to perform the job and will also allow management to consider the overall effectiveness of the post and whether any changes are necessary. Clear job descriptions form the basis for preparing advertisements and for drawing up person specifications. Once individuals are in the post, job descriptions allow them to know exactly what their roles are, and what is expected of them. Before writing a job description, the job itself has to be analysed. This will identify the skills needed to perform the job and will also allow management to consider the overall effectiveness of the post and whether any changes are necessary. Clear job descriptions form the basis for preparing advertisements and for drawing up person specifications. Once individuals are in a post, job description allow them to know exactly what their roles are, and what is expected of them. When preparing a job description, it is important that the business to look to: * Describe the job accurately- if you overstate or understate the requirements of the job, you will be less likely to attract suitable applicants * Avoid discriminatory descriptions wording that implies one sex is preferable to another is unfair, illegal and unnecessarily restricts the number of people you are able to choose from. Below is an example of a job description, advertised in the local paper, for my case study. Ratcliffe College Job title School secretary Department: Administration, including Bursary Location Ratcliffe College, Ratcliffe-on-the-Wreake Salary à ¯Ã‚ ¿Ã‚ ½15,000- 20,000 Requirements for the job: * Enthusiastic, sociable, hard working person. * Taking care of any paper work regarding the school, and answering calls throughout the day on any matter. * Computer skills and experience of working in an office. General information * The hours per day would from 9am-5pm, 5 days a week. * There is a team of six people who deal with the administration of the school; this includes the bursar, the head masters secretary and the four secretaries. The profile of the best person to fill a job is a vital reference document to use during the selection process. It helps eliminate unsuitable candidates, guides interviewers and allows selectors to compare candidates objectively. The following are the key areas in drawing up a person specification: * Knowledge and understanding required for the job * Skills and abilities required for the job * Experience required for the job * Educational requirements The following shows a person specification: To fill the receptionist post we are looking for people with most of the following qualifications: 1. GCSEs in Maths and English, additional qualifications such as computer skills required. 2. The applicant must have had previous experience in an office environment 3. Must be computer literate, and able to use a photocopier. 4. Must have an outgoing, friendly personality, and able to communicate efficiently with students and fellow members of staff alike. Most importantly, they must be able to answer the telephone and help with any enquiries. When preparing person specifications, there are several pitfalls to be avoided. * Asking for higher qualifications than are needed, it runs the risk of passing over less-qualified staff who are likely to become frustrated in positions that fail to extend their abilities * Asking for someone with particular or extensive experience, an individual with the right aptitudes, skills and temperament may be a quick learner * Stipulating particular age requirements, tasks that are traditionally regarded as junior can often be done as well, if not better, by older staff. Similar, jobs that have been regarded as the preserve of more mature employees may be performed by able, qualified and highly motivated young people. * Defining narrow physical requirements, these must only be specified where the requirement is genuine and essential. Remember that the specification of physical attributes can lead to direct or indirect discrimination. * Basing your specification on someone who is already doing the job, no matter how good that person might be, he or she is a unique individual and no one else will be a perfect replacement. The newcomer will bring his or her own personality, values and skills. P3-Reviewing Applications Miss Puddleduck- she seems to be able to get on with people and handle situations, as we can see this from her working as a carer in an Elderly Home. She is the eldest to apply for the job and has a good amount of previous experience, which give her the skills needed, like office and computer work. Seems to be a hard work and has good communication skills, and also she has worked with children before so is a strong candidate. From her CV I see that she has three young children, This may cause a problem, as she has a live-in child minder. Mr Langer- Mr Langer sent in an application form with exceptional exam results both from GCSE and A level. He gave some job experience which all showed experience but nothing that was relevant to the job description. His letter of application was very short with not much detail. Being as he hadnt any experience in secretarial duties then I would have thought that he would have tried to impress me through the letter of application. This didnt happen but because of his good exam results I offered him an interview hoping he would have something to offer the company. Mr Langers CV was average, he had typed it out so that it looked neat, and it was set well but the contented which he needed to impress me wasnt there. Mr Langer was a very intellectual young man by the language which he had used on his recruitment forms and his given exam results but unfortunately he didnt have the relevant experience to offer this post. Miss Hill- the weakest candidate looking from her application form, but she seems to be enthusiastic over the job, but from her CV she says she likes socialising, which may be a downfall as she may need to come in any day of the week. Miss Hill has no previous experience. From the CV her GCSE grades are not excellent, however, she has passed English and maths, and has computer skills. I am not sure how well she can communicate with people of different ages, as I have no evidence that she can. However, as she is young she may find it easier to communicate with the student, but she must be able to communicate effectively with the adults as well. She also has a young child, so she may know how to get on with the younger generation in the school Miss Hill has a young child, which could mean that she will need time off work to look after it. She states that her mum could look after the child at the weekends if necessary, however, her mum may not be available in the week if the child is unable to go to playgroup. So it may cause difficulties in the future, as she may have difficulties finding someone to look after the child or she may have to take days off. P4-Contract of employment Once a business has selected an employee, the successful candidates must be appointed. Once appointed. Employees are entitled to a Contract of Employment. This is an agreement between the employer and the employee under which each has certain obligations. It is binding to both parties in the agreement, the employer and the employee. This means that it is unlawful to break the terms and conditions in the contract without the other party agreeing. As soon as an employee starts work, and therefore demonstrates that she accepts the terms offered by the employer, the contract comes into existence. It is sometimes a written contract, although a verbal agreement or implied agreements are also contracts of employment. The employment Right Act, 1996 requires employers to give employees taken on for one month or more a written statement within two months of appointment. This written statement sets out the terms and conditions in the contract. Some common features shown in the written statement are: * The names of the employer and the name of the employee * The date on which the employment is to begin * The job title * The terms and conditions of employment * Remuneration and pay interval; * Hours of work; * Entitlement to sick leave and pay (if any) * Pensions; * Period of notice for employer and employee; * Disciplinary and Grievance procedures. Certain employment protection rights cover employees that are appointed by a business. Government legislation makes it a duty of employers to safeguard these rights. They fall into a number of areas. * Discrimination. Employees cannot be discriminated against on grounds of gender, race or disability. So, for example, a business cannot refuse to appoint a candidate for a job only because that person is female. * Pay. Employees must be paid the same rate as other employees doing the same job, a similar job or a job with equal demands. They also have the right to itemised pay statements and not to have pay deducted for unlawful reasons. Other conditions which may be included are: the need for medical examinations, working from different locations, the right to search employees, the need for confidentiality and the need to obey the specific rules of the organisation. If the employer fails to provide a written statement of the main terms and conditions of employment, an employee could exercise his or her legal right to ask an industrial tribunal to decide what ought to have been in the written statement. This is then imposed upon the employer. Employers with more than twenty employees are also obliged to ensure that every employee has a copy of the disciplinary and grievance procedures. Employers have always wanted workers to be as flexible as possible. In the past this has meant paying overtime for extra hours worked, or higher rates for shift work. Faced with competition, businesses attempted to use their existing employees more efficiently. Sometimes this could benefit the employee. An example of a situation in Adams is a single woman with a child was able to work between the hours of 9 am to 3 p.m. each day while her child is at school. Working flexible hours could mean an employee may take time off for personal reasons and still work their required number of hours a week. Training would also be given to workers so they become multi -skilled able to switch from one job to another if needed. This example of job rotation may perhaps lead to the employee being more motivated. From a firms point of view, an employee that can change jobs may prevent the need to have temporary workers to cover for illness etc. and so reduce labour costs. An example of this is the workstyle initiative at Adams, where team working has been introduced so that workers can change from one process to another and do the work of others in the team if necessary. In 1985 John Atkinson and the Institute of Manpower Studies developed the idea of the flexible firm. They suggested that businesses have a core and a periphery. As a result of increasing competition, firms have attempted to make the workforce as flexible as possible, to increase productivity, reduce costs and react more quickly to change. The business would try to motivate core workers, giving them job security, and employ periphery workers only when needed. Increasingly employers looked to make plans that allow a business to respond to changes. For example, if a large unexpected order arrives, a business will need workers that can get it out on time. Using a flexible workforce enables a business to react effectively to changes that take place outside the business. Examples of workers that are used by a business includes: * Part time employees. * Temporary employees to deal with increases in demand. * Workers on zero hours contracts who are employed by the business but only work and are paid when both the business and the employee agree. * Workers who work to annualised hours contracts, where they work a certain number of hours over a year rather than in a week. * Workers who bank time, by not working when demand is slack but being asked to work that time at a later date. * Office temporary workers to cover for illness. * Self-employed workers. * Job sharing, where two workers are employed to do a full time job that in the past have been carried out by the one person. P5-My Performance in the Interview Before the interview 1. The interviewer should check that the interview arrangements are satisfactory: * Is the seating adequate? * Is the lighting satisfactory? * Is the room quiet or private? * Has it been ensured that the interview will not be disrupted? * Has access for candidates with a physical disability been checked? 2. Check through the job description and the person specification. 3. Read the application forms again, not any special questions or queries. 4. Write down the agreed questions that every candidate will have to answer, so they can make comparisons of each interviewee, this could including: * Why did you apply for this job? * Why did you apply to this organisation? 5. At the beginning of the interview every candidate should be welcomed by name and invited to sit down. 6. Begin the interview with an open or easy question, which should help the interviewees to relax. 7. The interviewer should always stay calm and uninvolved and be ready to listen 8. Keep observing the candidates. Watch for body language signal such as: * The way they sit * Arm and hand movements * Eye movements and eye contact * Voice 9. At the end of the interview the interviewer should: * Thank the candidate * Find out if the candidate has any questions or wants to add anything; * Find out when the candidate could start work; * Ask whether the candidate still wants the job * Tell the candidate how and when they will be told the result of the interview After the Interview 1. The candidates should leave feeling that they have had a fair hearing. An interviewer can ask either open or closed questions. * Open questions cannot be answered with a simple yes or no. Answering them allows individuals to express their opinions and to talk at length. Here are some examples of open-ended questions. What did you enjoy most about a particular job? Which skills do you think would be most useful in this post? How do you plan to achieve that? * Closed questions require a simple yes or no answer. It will always be necessary to ask a few closed questions, but their use should be restricted. Closed questions do not allow the candidate to talk freely, and they can make the interview somewhat stilted, with the interviewer doing most of the talking. When I was the interviewer I asked open ended questions, which allowed me to find out more about the candidate personality as well as there attitude to work. However from my colleagues point of view I was told that I was to laid back towards the candidate and to disorganise, this was because I had not gone through the CVs and the application form. This could have meant that I missed some vital information about the candidates. Also I did not write any information down about each candidate, which meant that I could not remember what the candidates where like. Which meant that I could analyse and compare the candidates. As an interviewee I was confident going for the position, willing to answer the questions, with no problems. But in doing this I had not research the position enough, as I had a lack of information about the school. Knowing this would of help me to put across my views on how I would of achieved the job successfully, and showed that I was interested in the job. I feel that during the interviews I fulfilled most of these criteria. The seating was adequate; there were two seats for the interviewers and one doe the candidate. However, there was a desk in between, it would have been better to try and create a more relaxed atmosphere, by either not having the desk at all, or sitting to one side of the desk. I was familiar with the job description and person specification, and had already prepared certain questions for each candidate. I had prepared a sheet with the questions that I was going to ask all of the candidates, a copy of this can be found in the appendix. I welcomed all the candidates by name and shucked there hand, and tried to make them feel welcome. Throughout the interview I used a variety of open and closed questions. I should have used more open than closed questions to allow the candidate to talk more. This would be one aspect I would have to change in future interviews. I thought of some follow up questions, however, could have thought of some more. I observed the candidates several times throughout the interview, which gave me a good idea of their overall body language. At the end of the interview, I allowed the candidates to ask questions, found out when they could start work, and told them when they would hear of the result. I didnt tell them how they would hear of the result, and I forgot to ask then if they were still interested in the job. After the interview I made some brief notes on the way the candidate had reacted during the interview. All these documents remained private between myself and the other interviewer M4-Local Labour Market Employment by sector Leicestershire TEC Area % East midlands % Great Britain % Agriculture Fishing 1,500 0.4 6,900 0.4 71,000 0.3 Energy Water 5,000 1.2 17,600 1.1 214,700 1.0 Manufacturing 116,700 29.4 418,700 25.8 4,060,000 18.0 Construction 13.300 3.3 70,700 4.4 987,900 4.4 Distribution, Hotels restaurants 80,000 20.1 354,800 5.0 1,319,400 5.9 Transport communication 22,000 5.5 81,100 5.0 1,319,400 5.9 Banking, finance Insurance, etc. 58,600 14.8 230,200 14.2 4,183,700 18.6 Public administration, Education Health 85,900 21.6 378,700 23.3 5,496,600 24.4 Other services 14,000 3.5 65,700 4.0 1,068,900 4.7 Total 397,000 100.0 1,623,800 100.0 22,534,900 100.0 The labour market is split up into three different labour sectors: 1. Primary these are businesses that are involved in extracting natural resources from the environment. Examples are the first two rows of the table. 2. Secondary businesses convert the raw materials from the primary sector into a form that can be used by customers. The third and fourth rows on the table are examples of this sector. 3. Tertiary Organisations provide services. The reminding rows are businesses in the tertiary sector. * Manufacturing contributes nearly 30% to GDP and employs some 27% of the workforce, goods produced range from textiles clothing through aerospace engines. However, manufacturing output within the region is forecast to fall by approximately 0.5% in 1999 before recovering in 2000. * Service Sector employment is growing faster than at the national level, but the service sector is still relatively under-represented. IT related employment, in particular, continues to expand. * Agriculture the East Midlands accounts for 10% of UK agricultural output, and employs 45,000 people across the region, rising to nearly one in five of the workforce in some areas. * Unemployment the regional claimant rate has been below the UK rate and currently stands at 3.9% compared to the UK 4.4% for May 1999. Current situation prospects Within the East Midlands, growth in services was estimated to have been stronger than the UK as a whole during 1998. However, the region saw a sharp slowdown in business services growth, reflecting the dependence of the sector on local manufacturing. Manufacturing output declined significantly during 1998, due to deterioration in both domestic and export demand, and a strong pound. Manufacturing output within the region is forecast to continue to decline during 1999, before recovering in 2000. Subdued performance is also expected in retailing distribution, and in transport communications. Overall regional GDP is expected to rise only slightly by 0.3% during 1999, with employment levels expected to remain static. Short-term changes in the GDP by sector (% per year) Manufacturing Services Other All services Fin. Bus. Services 1998 1999 2000 1998 1999 2000 1998 1999 2000 1998 1999 2000 E.M. 0.3 0.3 -3.1 1.5 0.2 1.2 4.9 2.2 1.9 6.8 -0.7 -1.9 UK -0.2 -0.2 -3.2 1.3 0.6 0.5 2.5 1.5 1.4 1.6 -1.4 -1.9 Inward investment The region has seen inward investment in manufacturing over recent years. In the first half of 1998 the East Midlands won 16 inward investment projects, which created a total of 2,240 jobs. Approximately 50% of the projects came from the USA. Other inward investment projects within the region include Toyota, the Japanese car manufacturer, which has expanded its plant at Burnaston in Derbyshire at a cost of à ¯Ã‚ ¿Ã‚ ½200m in order to build a second car model, the Corolla. The region has also been successful in attracting call centres, despite competition. In the future as direct banking and insurance services increase, further investment opportunities are likely to arise for the region. The East Midlands success in attracting inward investment can be explained by its central location, good infrastructure links with the rest of the country, relatively low land prices, and the quality of its workforce. Leicestershires Industrial Profile Leicestershires industrial structure has experienced a long period of change and this change is seen to continue. The manufacturing industry consists of textiles and clothing, electronic engineering, mechanical engineering, food processing, printing and publishing, and pharmaceuticals. In Leicestershire 26% of the population are employed in this sector compared with 19% nationally. The most important manufacturing industry group, in terms of output, remains other manufacturing which includes textiles and food manufacturing, currently accounting for half of all manufacturing output. The fastest growing sector was national transport and communications, with an average annual growth of 9.6% since 1992. This growth largely reflects the advantages of Leicestershire as a central location for distribution Industrial sectors Leicestershire TEC area Leicestershire county Leicester city Rutland 1999 Employee estimates Number % Number % Number % Number % Agriculture Fishing 3,100 0.8 2,700 1.2 0 0 400 3.5 Energy Water 9,200 2.3 5,600 2.4 3,200 2.1 400 3.5 Manufacturing 102,600 26.0 64,300 28.1 36,300 23.8 2,000 17.4 Construction 14900 3.8 10,000 4.4 4,300 2.8 600 5.2 Distribution, Hotels restaurants 83,000 21.1 51,100 22.3 29,200 19.1 2,700 23.5 Transport communication 23,100 5.9 16,100 7.0 6,500 4.3 500 4.3 Banking, finance Insurance, etc. 54,800 13.9 28,100 12.3 25,600 16.8 1,100 9.6 Public administration, Education Health 85,900 21.8 41,900 18.3 40,600 26.6 3,400 39.6 Other services 16,600 4.2 9,300 4.1 6,900 4.5 400 3.5 Total employees 393,200 100.0 229,100 100.0 152,600 100.0 11,500 100.0 M5 Analysing the recruitment documents I think I should have spaced out the application form a bit better and left more room for the forenames and surnames. On the application form I didnt put a space for sex, this should have been entered, as some people may see it as not giving equal opportunities. I think that it is of a good size, and the font is neither too small nor too large, however, if there had been more spaces left, then it may have been easier to read. There is not a final section asking for a supporting statement. This does not give the applicant opportunity to sell themselves. I should have put some spaces in the Employment History section for reason for leaving the job, and also how long they had been at their last job for. This would have given me some indication on how willing they are. Also if I had left space at the end of the form, there would have been space for the candidates to sell themselves, also giving me more information to base my questions on at the interview. There should have also been more space for them to fill in information about their education. In the references section there should be space to show what relationship the person given as a reference is to the candidate. As it is important for companies to enforce equal opportunities I should have had a section in the application form asking if they had a disability, what their ethnic origin is and also what colour they consider themselves (black, white, other, mixed). This should be an optional section; however, I should have included it. I also provided a sheet for the candidates to fill in just before the interview. This is where extra information could be gathered, and if any details have changed since they filled in the application form, then I could be notified of them. The appraisal documents: during the interview I made some basic notes of the candidates performance. These notes included how well they answered the questions, and their body language. I also gave them marks for their body language, their language and how appropriate it was, and how confident they were (1 being the best, and 5 the worst) In my personnel specification, I should have said more about the job so that they know more about the job and what jobs would be involved in the position. Also how to handle parents and children. Also in the job description, I should stated more about what the jobs would be involved with, like handling children from the ages of 5-18, so they need to be patient sometimes and also authoritative. M6-Strengths Weaknesses Mrs Jemima Puddleduck Her letter of application was most impressive. It was typed, set out correctly, and lots of good language was used. The recruitment documents that we received from Mrs Jemima Puddleduck showed that she was a well-educated young lady, showing she had studied both GCSEs, and A levels with excellent grades, and also well qualified. The only factor, which made me a little unsure of her, was that she had children, which I felt it might cause some difficulty about the hours she could work. Plus a degree in sports management. It was a very encouraging letter, outlining her strengths and weaknesses, and also stating any previous relevant work experience as well as any other experience to show her enthusiasm for work. Her experiences in jobs show us a very caring girl and she has taken part in work experience in very useful places. Mrs Jemima Puddleduck sent me a very short but detailed letter of application it was in written form very neat and well set out. Her work experiences have given her experience of what this position requires and I feel she would be an excellent candidate for this job. Mr Brett Langer The documents that were given to us by Brett Langer shows that he is ma very hard working person, we know this by looking at his GCSEs and A Levels. So he should then have the basic skills available to do the job successfully, with A grades in Maths and English in his GCSEs. My impression also was that he may be a little well qualified for the job, nonetheless a very promising candidate. It showed that he had some previous job experience, however, he had never worked in an office before. From the letter of application he seemed to be an all round person, being able to get on with people. We can also see this from his past work experience as a Waiter and Employee at McDonalds, this showing he should be able to get on with any sort of person and situations. The only problem is that he is going to be working on a temporary basis as hes looking for a job in the business sector, so he will only be working here until he finds a job in the business industry. Miss Tracy Hill Miss Hill is the youngest candidate applying for the position as Secretary. The recruitment documents, which we received from Miss Tracy Hill, she seems to be a nice girl but lack the personnel skills and personality for the job. There are concerns on how sociable she is, and how this may affect her work, as she may have to come in on a Saturday or Sunday. She has the basic skills to do the job with having GCSEs in IT, Maths and English. She also has no work experience in any field. She is the weakest candidate for the job, but we have decided to give her a chance to prove us wrong in the interview. Jemima Puddleduck questions 1. Will you be able to come in if there was an emergency? 2. Do you think you be able to handle the children when if they get rowdy? 3. Why have you decided to leave your present job? 4. How long would it take to hand in your notice at your present job? 5. How come you havent decided to go into the sports industry? Brett Langer questions 1. Do you know how to use the basics of computer software? 2. How long do you think you would work here? 3. Will you be able to come in if there was an emergency? 4. Do you think you be able to handle the children when if they get rowdy? 5. Do you think you would get along with the different age groups that go to the school? Tracy Hill question 1. Why did you leave school after your GCSEs? 2. Why havent you got any work experience? 3. Would it be a problem with the hours you work with a child? 4. Who will look after the child? 5. Will you be able to come in if there was an emergency? 6. Do you think you be able to handle the children when they get rowdy? M7-My performance in the Interviews To start off with I was shy, I was not sure how they would react to me, but as the interviews went on my interviewing technique improved and I started to settle down. I found that I didnt really help them to relax and settle down, which made them nervous and allowed them t make mistakes, as they didnt know how to react to me. After settling down I became confident enough to ask the candidate questions about the job and putting them in situations and asking how they would handle a particular situation. Due to this I became to laid back, I was showing poor body language; for example my arms were crossed. I also acted to casual with the candidate; I was told this from my colleagues who were also interviewing the candidate. Due to me being confident and laid back, I asked the candidate opened ended questions, which enabled my colleagues and I to get to know the candidate more intimately and what there personality was like. I also found that I was too disorganised for the interview, compared to my colleagues who where ready for the interview, as they had questions readily decided to ask the candidate. Which didnt show a good impression on the candidate and made me look silly. I also had not gone through the candidates information, which gave me a disadvantage, as I did not ask the relevant information for the job. Which lead to me not writing any information about the candidate, so it made it difficult on which candidate to pick for the job. I think that I also should have changed the tone of voice more, as I felt the candidate was finding the interview was getting to boring. Improvements 1. I should appear to be relaxed from the beginning of the interview so that they can give their best performances through out the interview. 2. I shouldnt act laid back whilst interviewing the candidate. As this gives a bad impression to the interviewee, about the way things are running in the company. 3. I should look through the application documents before I interview the candidate to have some kind of information about the candidate and question to find out more about their personality. 4. It would be more fairer to all the candidates if I took notes on each applicant, so that I can offer the job to the best person, so that I can compare them with there good and bad points and offer the job to the best person. M8 Our own design of a Contract of employment 1. Name of employer:_________________________________ 2. Name of employee:________________________________ 3. Job title: . 4. Salary: . 5. Start date: 6. Pay rate:.. 7. Amount of hours that must be completed in one week:. 8. Leave, you are entitled todays-paid holiday per annum in addition to statutory holidays. The leave is to taken at a time convenient to the employer. 9. Sick pay and allowances: .. 10. Amount of holiday entitlement: . 11. What notice is needed when you want to finish that job:.. to ensure flexibility within our workforce, you will at times be expected to work extra hours as required, but you will normally be given advanced notice of times. 12. Grievance Procedures, if you wish to raise any grievance relating to your employment, you should do so in accordance with the grievance procedure shown in the employee information binder, which can be obtained from the Personal office. 13. Pension scheme, details of the contributory company pension scheme, for which you are eligible, may be obtained from the personnel office. 14. Discipline Rules, the company rules form part of your conditions of employment. These are shown in the Employee Information Binder and it is your responsibility to familiarise yourself with these and observe them at all times.

Geosynchronous Orbits :: essays research papers

Geosynchronous Orbits + Geostationary Orbits<a href="http://click.linksynergy.com/fs-bin/stat?id=pcZ8g7DjAzA&offerid=6424&type=2&subid=0&url=http%253A//search.borders.com/fcgi-bin/db2www/search/search.d2w/Details%253F%2526mediaType%253DBook%2526prodID%253D3805147" >Webster's Dictionary<IMG border=0 alt=icon width=1 height=1 src="http://ad.linksynergy.com/fs-bin/show?id=pcZ8g7DjAzA&bids=6424&type=2&subid=0" > defines a Geostationary orbit as of, relating to, or being a satellite that travels above Earth's equator from west to east at an altitude of approximately 35,900 kilometers (22,300 miles) and at a speed matching that of Earth's rotation, thus remaining stationary in relation to Earth. 2. Of, relating to, or being the orbit of such a satellite. In plain English, a satellite matches the earth's rotation making it seemingly hover over one spot of the globe enabling coverage of half the earth's surface. Three such satellit es, appropriately spaced longitudinally, have worldwide coverage except for relatively small areas over the poles. Three main classes are typically placed into a GSO: Communications, missile early warning, and navigational satellites. The uses are unlimited ranging from commercial use to weather forecasts! The GSO originated in the mid-1970's. The U.S. Air Force designed a two-stage interim upper stage (later renamed inertial upper stage, or IUS) to carry satellites weighing as much as 5,000 pounds (2,300 kg) from the shuttle to Geostationary orbit, and a three-stage version for boosting NASA' s space probes from the shuttle into interplanetary trajectories. IUS development problems, however, prompted NASA in the early 1980' s to design a widebody version of the Centaur upper stage to replace the three-stage IUS.In its first use (1983) aboard the shuttle, the IUS's second-stage nozzle burned through and left the first Tracking and Data Relay Satellite (TDRS-1) in a useless orbit. Gr ound controllers were able to use the satellite's onboard thrusters to put it in the proper Geostationary orbit over a period of weeks, but the IUS was grounded until the nozzle problem was resolved.

The Great Gatsby Argument Essay

Viren Kumar Mrs. Parato AP Language and Composition March 2, 2013 Society’s Shadow Goals, objectives, targets, and ambitions are incentives that drive one to emerge from their comfort zone. Each individual, rich or poor, isolated or active, normal or abnormal, has a way to communicate with others and act in society based on personality. Most people want to be accepted by others to fit into society and be â€Å"normal†. There is always one person who has a different perspective than everyone else's and is uniquely considered an â€Å"outcast†.In the novel, The Great Gatsby, author F. Scott Fitzgerald portrays Jay Gatsby as an isolationist that is compelled to play ambiguous roles in society to obtain the green light across the channel, which in effect causes Gatsby to be placed in a nerve-racking situation. Society is a big influence on Gatsby and his actions. He is first introduced by Miss Baker. â€Å"[Nick] decided to call to him. Miss Baker had mentioned him at dinner, and that would do for an introduction† (Fitzgerald 20).Nick Caraway is a parallel with society because he is influenced by the thoughts and ideas of others that structure society. Since Miss Baker mentions Gatsby over dinner, Gatsby is seen as an interesting topic that needs to be explored. Jay, being an isolationist that he is, tries to hide himself from society by displaying motions hinting to people like Nick: â€Å"But [Nick] didn’t call to him, for he gave a sudden intimation that he was content to be alone† (20).Gatsby makes a â€Å"sudden intimation†, and it seems that Gatsby knows there is someone watching him and observing his every action, and in attempts to isolate himself and avoid being â€Å"[called] out to†, he makes a subtle allusion to the fact he wants to be left to himself (20). Thus society forces Gatsby to make the movement he makes by gossip and communication. Society’s observations in this passage will show t o define many of Gatsby’s actions as the novel progresses. People have secrets in their life that can determine who they truly are; Gatsby has his own that are the power that compels him to act the way he does.Gatsby is carefully observed, and as he involuntarily â€Å"glanced seaward – and distinguished nothing except a single green light, minute and far way, that might have been the end of a dock†(Fitzgerald 21). Gatsby stares at a distant green light, which implies a special connection between the two. Considering â€Å"he stretched out his arms toward the dark water in a curious way† and that Gatsby â€Å"was trembling† his secret relation with the green light must be special because one does not tremble for any reason (Fitzgerald 21).There is an emotional bonding that may date back a long time. His yearning for the light—†stretched out his arms†Ã¢â‚¬â€is foreshadowing for the rest of the story where he struggles to obtain t his light (21). An obvious tension between the relationship of Gatsby and the mysterious light is visible from the â€Å"trembling†, and this tension creates the ambiguousness in Gatsby’s role in the novel (21). Fitzgerald uses figurative language to introduce the protagonist, which exemplifies Gatsby’s mysterious appearance to emphasize his perplexing personality.As Nick is outside his home after a night with the Buchanan’s, a strange yet familiar silhouette appears just on the other side of his yard, in his neighbor’s yard. â€Å"The silhouette of a moving cat wavered across the moonlight† (Fitzgerald 20). This cat, in turn, is actually Jay Gatsby. Although, the comparison that Fitzgerald makes with Gatsby and the cat does serve as a tool to analyze his characteristics. Felines tend to walk in a stealthy manner at night, and they are very cautious about being watched. The comparison indicates that Gatsby was trying to be wary of his surrou ndings.Gatsby may be the figure, but noticing that there is no adjective on the noun, â€Å"figure†, whereas throughout the rest of the passage there are many adjectives to describe his surroundings, this anomaly provides Gatsby as a figure the appearance of an inexplicable figure (20). With his â€Å"hands in his pockets†, this signifies a sign of secrecy to illustrate his complex personality (20). Gatsby may have wanted to protect some secrets about the green light. Gatsby’s method of an introduction is an explanation of the ambiguous role he is going to play and the uncomfortable nature of his future situation.The Great Gatsby is a novel that depicts the role of Gatsby as one of an isolationist that is forced into an ambiguous role in society. Through misinterpretations of his actions, he is thought to have a misleading identity. As society observes the fascinating movements of Gatsby in his yard, the motions that Gatsby performs communicate thoughts of isola tion to society, but later on in the passage, motions such as the stretching out of the trembling arms, represent predictions of society pulling Gatsby into societal problems and issues.

Young People Have A Better Life

My grandfather always story me how was his life when he was young. I find that there is a huge different between my life and his young life, my life is 10 times much better than him. So, I will say yes for this topic that young people have a better life today.Nowadays, young people have a better life because of the sophisticated technology that helps us in every work that we do. For instance, when teacher gives us assignment, we can gain information and tips that are required for the assignment by just surfing the net without going to library. We also can be a knowledgeable person because now we have a lot of online newspapers which provide us the latest news from entire world. In contrast, the previous people are so hard to get to know the news because they do not have sufficient money to buy newspaper which is the main source to know the news.In addition, young people have a better life today because we can enjoy live together in harmony and peace, there is no war, terrible rush an d the most important thing that can be proud by Malaysians is Malaysia is an independence country now. This success is achieved because of the contribution of the elderly generation to our country. Apart from this, the life quality of the young people today is increased drastically. For example, there are a lot of hospitals and clinics which are not only at the city areas but also in the interior areas to improve the health of the citizens.Government is always wants the best for the young people to live in good condition in this country. So, they provide us infrastructures kind of post offices, libraries, banks, highways, and many more which help us a lot in our daily life. Those days, there are less infrastructures and the elderly generation disables to do their works smoothly.Besides that, the education itself is the main reason why young people have a better life today. For instance, the systematically system is practiced in education, the marking scheme in exam is easier than be fore and the teachers nowadays are more understanding and educated. Hence, we will be more excited  and enjoy to study. This leads us to be a successful person in the community one day.

Is It Ethically Correct to Hide Medication in Food and Drinks of Patients with Dementia Essays

Is It Ethically Correct to Hide Medication in Food and Drinks of Patients with Dementia Essays Is It Ethically Correct to Hide Medication in Food and Drinks of Patients with Dementia Essay Is It Ethically Correct to Hide Medication in Food and Drinks of Patients with Dementia Essay It is known that in some residential homes the use of covert drugs has become common practice. In 2001 the regulatory body, the United Kingdom Central Council for Nursing, Midwifery, said drugs could be given covertly if it was in the patients best interests. This statement has created a lot of debate among some human right defenders as they might enter in direct conflict to the Code of Conduct of Nursing and Midwifery where clearly states nurses must â€Å"Ensure to gain consent before beginning any treatment or care. (Code of Practice, Mental Health Act 1983) This has generated some ethical issues around this topic. The term ‘covert medication’ means to give medication secretly hidden in food or beverages, without consent from patients. For some this practice seems far less intrusive than administering injectable medication by physically restraining a person who does not want to be medicated. It will be undetected by the person receiving the me dication.According to the Alzheimers Society there are approximately half a million people living with dementia in England. Dementia is not a specific disease. Dementia is a progressive, degenerative disease of the brain that affects multiple brain functions to the point that affect daily life activities (driving, shopping, balancing a checkbook, working, etc. ) and relationships. While dementia often includes memory loss, memory loss by itself does not mean that a person has dementia. http://memory. ucsf. edu/Education/general. html, 12-02-09) A number of different disorders can cause dementia. Alzheimer’s disease is the most common in older adults. Some people with the disease can develop aggression and have violent verbalisations, their behaviour can become more and more abnormal, making it difficult for the care professionals to deliver the quality of care as to follow the treatment they need.Residential homes are full of cases of people living with different conditions: Hypertension, arthritis, osteoarthritis, diabetes, heart disease etc. Medication needs to be given in a daily basis. The problem strives when patients are unable to take a decision due to some form of mental illness like dementia. Establishing any racional conversation it is not possible and some of them would not know where they are or who they are. Their condition makes them feel frustrated very easily, specially if they are not taking the prescribed medication.They can become dangerous for themselves as they might try to attempt self harm, attack the nurses or attack other residents. Even if the situation does not develop in physical agression, people with dementia could shout, scream unpleasant words to people around them, making the environment unbearable not only for them but also for others. These cases are very common in many institutions and it seems like a burden for the nurses whom in some cases are seen more like babysitters.Alison Norman president of United Kingdom Cent ral Consul has said publishing guidelines was important, as it would bring the â€Å"complex issue out† into the open and thus reassure both patients and medical staff. BBC news 05-09-2001. These guidelines has been made to assist the registered nurses to come into terms to a decision as to whether to administer the medicines under certain circumstances or not. They have been told to treat each patient as an individual case and to follow this practice as the last resource, it should not become part of a daily routine with all patients.Professional carers of patients with dementia has found this a justified way to approach patients who are not capable of consenting to treatment and it is intended to ensure that individuals refusing treatment as a result of their illness will have access to effective medical treatment. This issue has provoked widespread concern. It involves the fundamental principles of patient and client autonomy and consent to treatment, which are set out in common law and statute and underpinned by the Human Rights Act 1998.Human rights defenders like Aberdonian Hunter Watson have stated the practice of â€Å"covert medication contravenes patient’s human rights†. He began raising questions after his mother was sedated without her consent at a nursing home in the city, â€Å"It’s very, very convenient for staff at care homes to conceal drugs in the food and drink of residents, not for therapeutic problems but to make the residents easier to manage. † (http://news. bbc. co. uk/1/hi/scotland/7023097. stm, 13-02-2009) Mr Watson is known for campaigning about â€Å"covert medication† in care homes.In residential settings, tranquillising medication might be seen as a cheap means of managing inadequate staffing levels as well as to ensure a quiet shift, but for those who are in favour of this approach argue that it is an essential and least restrictive means of managing unpredictable, violent outbursts again st staff and fellow patients. Some might question this practice, who has the right to force someone to take a drug without her or his knowledge? , Do we know whether a patient is refusing treatment or is mentally unable to make that decision for themselves?And could the guidelines encourage busy or less scrupulous nurses to take the quick way out? Treatment administered in food or drink should never be given to patients who are clearly refusing to accept treatment and have capacity to consent according to Mental Health Act 1983 whereas treatment for those who lack capacity may be prescribed in their best interests under the common law doctrine of necessity, and thus necessary to save life or prevent deterioration or ensure an improvement in the patient’s physical or mental health (Department of Health Welsh Office, 1999).For some people these new guidelines enter in direct conflict to the Code of Conduct of Nursing and Midwifery 2008 where clearly states nurses must :  "Ensure to gain consent before beginning any treatment or care. † â€Å"Respect and support people’s rights to accept or decline treatment and care. † There are not easy answers in a overburden healthcare system where work load and time pressure put staff on the constant strain. The new guidelines aim to protect patients and their families from unethical practices and a more realistic solution to help healthcare professionals to safely care for atients who refuse to take their medicines. Whether in hospital or in residential care homes vulnerable patient specially the elderly have been missing out on vital care because they are confused. All adults have the right to refuse treatment but when a patient is mentally ill and unable to understand, medical staff needs some way of legitimately helping them. When the patients condition deteriorates it is not only sedatives that are given this way.A diabetic patient or a patient with a heart condition who also has dementi a may refuse to take any medication and their conditions will deteriorate. A patient with severe major depression by taking camouflaged drugs could prevent him from undergoing to an electro convulsive therapy which could potentially put his life in danger. United Kingdom Psychiatric Pharmacy Group has stated that the pharmacy department should be consulted about what way the medication will be administered to the patients whether in food or drink. ukppg. org. k/tablets-in-food. html (accessed 20-02-2009) The decision to covert medication in food or drinks means that it will have to be in the patient best interest and it wont be an isolated decision, Other people views will also be taken into account; anyone previously named by the patient as someone to be consulted, anyone engaged in caring for the person, close relatives, friends or others who take an interest in the person’s welfare, as well for the multidisciplinary health care team, but where doubt exists a second medica l opinion will be sought.Whichever way they played it could be deemed as not acting in the best interest of the patient if they do give the covert medication in food could be seen as innappropiate and if they do not give the medication in disguise it could also be seem as innappropiate and not acting in their best interest of the patient, but medication is essential if a patient has been prescribed with some medicine and its unable to make a decision he stills needs to take it.Camouflaging medicines is arguably a kind way of giving them to distressed elderly patients.Referencehttp://news. bbc. co. uk/1/hi/scotland/7023097. stm.http://news. bbc. co. uk/1/hi/health/1525381. stm

A Comparison of the Bandar and Cowboy Star Restaurant Butcher Restauant

A Comparison of the Bandar and Cowboy Star Restaurant & Butcher Restauant The Bandar and Cowboy star restaurant butcher restaurants compare by both restaurants serving cuisine that is natural and conventional based rather than fast foods. In regard to this, both serve fresh livestock meat and seafood. Also, both restaurants have incorporated wine in their menu which is optional for customers and a separate room exclusive for alcoholic drinks for interested customers (Bandar Persian Prime Restaurant, 2018). On the other hand, they differ by offering more specified and diversified meals; Bandar incorporates vegetables in their meals while Cowboy focuses more on meat products for their customers (Cowboy Star Restaurant and Butcher Shop, 2018). What positively influences both restaurants towards attracting and retaining their customers is the quality of their products. Considering they offer natural foods is a great motivation especially towards the customers who prefer organic foods. Additionally, there is the incorporation of vegetables upon request which caters well for the vegetarians since not all customers prefer meals based on meat products. Similarly, both restaurants offer meat products which can be considered as a negative influencer to the customers who totally disregard meat products and its association. Owing to this, there are customers who can entirely avoid the restaurants on the basis of animal product association. Additionally, seafood presents a mixture of reactions among customers; it is the most favorite to some while others disregard it but are comfortable with other livestock products. Furthermore, the involvement of alcoholic drinks in the form of wine or beer is not perceived positively by all customers despite being optional and may discourage potential clients of different faith/religion. Depending on the nature of customer, this may, therefore, act as a drawback.

Can organizational cultures be changed Research Paper

Can organizational cultures be changed - Research Paper Example Despite the many changes that occur worldwide, an organization can stay impermeable towards change. According to Miller, et al. (2003), if the organization is deeply rooted with their institutional context, thickened and insulated from the outside world and with predefined organizational dynamics, then the said organization can be impermeable with change. An organization can be measured with its history. The values, philosophies, vision and strategies of the organization during their foundation years contribute to the culture of that organization. Every personal history of the individual within the institution contributes to the current and future decisions, behaviors and choices of the organization as a whole. And with time value, this organization becomes formalized and standardized thereby making them change resistant. The managerial practices and the core values demanded by this organization require new entities to follow their norms and whoever disagrees from it can leave anytim e. If the leaders of the organization are tightly bounded with their set of standards and rules, they are bound to stand resistive of what is around them making culture change impossible. This has been a reality in countries such as China, which is embedded with Confucianism, and Russia rooted with Communism (Miller,et al., 2003:393-394). Culture contributes highly to the overall functioning of an organization. It has an impact on the effectiveness of the organization which reflects the reasons why the organization existed in the first place. There have been a lot of researches done by various organizations to achieve that optimum effectiveness and functionality. According to Denison and Mishra (1995), for the function of a certain organization to be highly effective, there are various elements involved such as involvement, consistency, adaptability, and sense of mission or long-term vision. These traits can indicate the organizations flexibility, sense of response, open-mindedness, direction, and integration. With these traits evident in the culture of an organization, it is easier to predict the growth, quality, satisfaction, profitability and the overall performance. To gain these traits, it is inevitable for the organization to steer with change throughout time. With time factor drifting from one era to another, it is imperative for everyone to adapt with change. The change in technology, communication, transport, machineries and other aspects, humanity are forced into dependence upon these changes for greater gain. The advent of 20th century has toppled the traditional practices and various individuals and organizations must be creative in using their knowledge-based human capacity to balance their organization’s culture with the fast paced change happening in the world today. This has been a challenge for various minds, scholars and individuals to develop new and keen theories and methods applicable for organizations. Organizations of today are no longer conformed to the geographical location, religious beliefs and nationality. Instead, there is a global vision, expansion, influence and competition going on (Walsh, Meyer and Schooenhoven, 2006). This has been evident to the many industries that are present today. Multinational industries with global influence have adapted various changes in their organization culture to cope with the realities that