The Epic Poem, Beowulf - Beowulf and Christianity :: Epic of Beowulf Essay

Beowulf and Christianity   It was a dark time and the devastating effects of war had taken their toll.  Many had given up hope solely that things would ever get better, that the land of present day England would cease its bloodshed.  From the conquests of the Romans, to the Germanic tribes, to the Vikings, the people of the British Isles had been battered.  They needed a hero, someone who represented strength, decency, and bravery.  So came the story of Beowulf.  Beowulf is a fictional hero of this time.  He is not only a hero, but also a man of faith.  His exploits be described as events that are ordained of God to bless the people.  Beowulf is an instrument of God, an instrument of righteousness called by God to perform His will for the Danes.  In stark contrast to his good, is the enemy, Grendel, the incarnation of fine evil.  He is an enemy of the people, and according to the text even an enemy of God.  Grendel is a destructive and murderous creature that is completely opposed to all that is good.  From certain passages we laughingstock see that the writers or editors of Beowulf intended to draw a religious parallel between these two characters of Beowulf and Grendel and the religious ones.  The premise of good versus evil is quite docile to surmise, but the writers intended to use the Bible to elevate the tone of the story to a more spiritual than natural one.  There are a fewer passages that this can be seen in.  The first is passages describing Grendel and his beginnings.  The second is selected dialogue from the Danes and Beowulf.               Below is a passage at the beginning of the story describing Grendel   This gruesome creature was called Grendel, notorious snitcher of the borderland, ranger of the moors, the fen and the fastness this cursed creature lived in a monsters lair for a time after the Creator had condemned h im as one of the inseminate of Cain - the Everlasting Lord avenged Abels murder.  Cain had no satisfaction from that feud, but the Creator sent him into exile, far from mankind because of his crime.  He could no longer approach the fundament of grace, that precious place in Gods presence, nor did he feel Gods love. (102-113)               Grendel is likened to Cain in this passage, but he seems to show characteristics of the devil as well.

Essay --

The Clash of RacesAfrica has always been the centre of colonization for many European countries. With its colonization came stereotypes of Africans being inhumane, primitive and savage in proportion to the humanity of the civilized Europeans. The tradition model simplifies the stereotypes into Africans argon bad and Europeans are good. Fortunately, it is not as clear cut as this. In Things Fall Apart, by Chinua Achebe, both the Igbo of the Umuofia and the British of Europe have good sides and dark sides of their respective races revealing that traditional perceptions of these races are not goodly accurate. Through their systems of government, court systems and godliness both parties have the positive and negative effects on each other.As the traditional model states, the Europeans did have a positive effect on the Africans of Umuofia. Firstly, the British missionaries built a hospital for the citizenry of the village. The villagers state that the White mans medicine was quick and worked well (181). They shared the European experience of medicine with the villagers and this vastly improved their health and overall well-being. In addition, the Europeans built a school for the people of the Umuofia leading to them acquiring jobs. In particular, A a few(prenominal) months in were enough to make one a court messenger or even a court clerk (181). The schools as well taught advanced and knowledge based positions to the villagers too. For example, Those who stayed longer became teachers (181-182). This passing of knowledge assisted the African society to become more educated and helped them get an occupation in the future. Contrary to the traditional model, the Africans of the Umuofia village are civil and humane. The Umofia village has communa... ...e way it was forced on them was inhumane Therefore, it is definite that the Europeans had a dark side too. In summary, if there is one obvious fact, it is that the issue is not as clear cut as the traditional mod el makes it seem. The inhabitants of Umuofia do have a dark side however, it is also evident that they have a civilized and humane side too. Similarly, the Europeans in general also demonstrate both humanity and inhumanity through the massacring of an entire tribe and in imprisoning many Africans who do not conform. They also attempt to enlighten the Africans by providing jobs and medicine. To conclude, one cannot simply say the Europeans are superior and Africans are inferior. In todays society, many stereotypical people are in existence and will forever exist but are those people not supposed to be progressing forward not reverting back to segregation?

Providing Quality Patient Care Essay -- Nursing Essay, Patient Satisfa

Nursing is an art, and if it is to be made an art, requires as exclusive a devotion, as hard a preparation, as any painters or sculptors work... (Nightingale, 1868) In todays health care system, forest and safety are one in the same when it comes to patient care. As Florence Nightingale described our profession long ago, it takes work and vigilance to ensure we are doing the best we can to care for our patients. (Mitchell, 2008)The World Health Organization outlines 6 areas of quality that help shape our definition of what makes quality care. Those areas are (1) Effective using evidence bases practice to improve health outcomes based on necessarily of individuals and communities. (2) Efficient healthcare that maximizes resources and minimizes waste. (3) Accessible timely care that is provided in a setting where the skills and resources are appropriate for the medical need and is geographically reasonable. (4) Acceptable/Patient-Centered healthcare that considers individual need s, preferences, and culture. (5) Equitable healthcare quality that does not vary because of race, gender, ethnicity, geographical location, or socioeconomically status. (6) Safe healthcare that minimizes harm and risks to patients. (Bengoa, 2006)Another factor organism looked at in quality of care is patient satisfaction. There has been some debate as to whether the patients perception of their care truly reflects the quality of care. I feel like this can be looked at from both angles. The nurse to patient ratio certainly factors into this as well as the acuteness of the patients which can vary dramatically. Just stepping onto the floor we have a long list of to dos for our patients doctors to call, test results to look for, protoco... ...de of sentinel events. Nursing Management, 37(5), 20.Lippincott , Williams, & Wilkins, (2012). guide event alert spotlights nurse fatigue. Clinical Rounds, 42(3), 27-29. doi 10.1097/01.NURSE.0000411416.14033.f5Mitchell, P. H. (2008). Defining p atient safety and quality care an evidence-based handbook for nurses. Rockville,Maryland Hughes. DOI //www.ncbi.nlm.nih.gov/books/NBK2681/Bengoa, R. (2006). Quality of care a process for making strategic choices in health systems.. Geneva World Health Organization.Wall, Y., & Kautz, D. (2011). Preventing sentinel events caused by family members. Dimensions of Critical Care Nursing, 30(1), 25-27. doi 10.1097/DCC.0b013e3181fd02a0The Joint Commission. (2013). vigil events. Comprehensive Accreditation Manual for Hospitals, Retrieved fromhttp//www.jointcommission.org/assets/1/6/CAMH_2012_Update2_24_SE.pdf

Independent Reading Project: Creating a Museum of Living Literature Ess

Independent Reading Project Creating a Museum of Living Literature1. Problem educational activity In preparation for the Advanced Placement Literature and Composition exam, high school students must read many kinds of literature during the year-long course to familiarize themselves with diverse time periods, movements, philosophies, and genres. Advanced Placement students must learn to think critically, and be ready to find, analyze, and express literary connections through written analysis. The biggest challenge of t for each oneing and learning Advanced Placement English is the difficulty covering the entire scope of literature in two semesters. Twentieth century literature often gets neglected. The chiliad of the curriculum can also limit the creativity of lesson planning and evaluation. Many teachers rely heavily on lecture, discussion, and a traditional analysis paper. To add nearly variety to traditional teaching and learning strategies, a teacher might design an inde pendent project where students work in teams and focus collaboratively on a single novel from the twentieth century. Each team would read a selected book and work together to create artifacts that would be shared with the other teams. finished collaborative work and sharing, students would be able to grasp the concepts and connections of several works of literature. The project outlined in section 5 will target twentieth century literature. 2. Target Audience The target audience is two sections of the Advanced Placement English Class. There are approximately 24 students in each class. These students are in their final year of high school at St. Pius X Catholic High School. The classes are coed, ranging in ages between 17-18 years old. The... ...to create.7. full treatment CitedBlumenfeld, P. C., Solloway, E., Marx, R. W., Krajcik, J. S., Guzdial, M., & Palincsar, A. (1991). Motivating projectbased learning Sustaining the doing, supporting the learning. Educational Psycholog ist, 26(3 & 4), 369398. on hand(predicate) October 17, 2002, from Professional Development Collection database http//search.epnet.comTurner, J., & Paris, S. G. (1995). How literacy tasks influence childrens motivation for literacy. The Reading Teacher, 48(8), 662673. Available October 17, 2002, from Professional Database Collection database http//search.epnet.com/Wang, S.K., & Han, S. (2001). Six cs of motivation. In M. Orey (Ed.), Learning, teaching, & technology. Retrieved September 15, 2002, from University of Georgia, Dept. of Instructional Technology Web site http//itstudio.coe.uga.edu/ebook/6csmotivation.htm

Guilt and Conscience in Shakespeare’s Macbeth Essay -- William Shakespe

In Shakespeares Macbeth, the composing of guilt and conscience is one of m whatever explored throughout the comprise. Macbeth, is a well respected Scottish noble who in the beginning of the play is a man everyone looks up to however as the play progresses he makes a number of bad decisions. Eventually, as a result of his actions he suffers guilt and this plays heavily upon his character until his personality is completely destroyed. Shakespeare uses a range of techniques in hunting lodge to develop this theme such as, characters, imagery. Shakespeare uses the title character of Macbeth to effectively develop the theme of guilt and conscience in his play. Several times in the play we see Macbeths character crumbling as a result of a guilty conscience. At the beginning of the play he meets the witches with Banquo, and this prompts the first step toward sidesplitting the fairy. This helps in developing the theme because we get the idea that Macbeth does not trust the witches, nor does he fully believe them. Unfortunately his ambitious nature gets the better of him and causes him to attend carefully to how he might acquire his kingship. Macbeth feels guilty that he is thinking about killing the King because hes basing his entire thought upon judgement in the evil creatures. We see this when Macbeth has a soliloquy in which he says, Cannot be ill, cannot be good and also asks himself why the thought of becoming King makes his seated heart knock against his ribs. Macbeth sees a bloody dagger in front of him dismantle before he kills the King this shows that he feels guilty even before the evil deed. He tries to convince himself and his wife that he should not kill Duncan, and at one stage he orders her not to go any further with the deed. Lady Macbeth... ...cally after Duncans murder she is haunted by his blood then she goes crazy and eventually kills herself. All of these contribute to the strong theme of guilt and conscience in Macbeth.In Shakespeares Ma cbeth the theme of guilt and conscience is one of the most prominent in the play. It gives life to the play and gives reason to the characters, it makes Macbeth a much more realistic character because we are shown that he is not perfect and still responds to temptation. The results of committing evil acts have such a sizable effect on the human mind, that it is eventually destroyed by it. Macbeths destroyed mind is evident when he states, O full of scorpions is my mind secure wife. Macbeth and his wife, like all of us must live with our own actions unfortunately his choices make this impossible and light the way to a tragic and inhuman death for the Macbeths.

Guilt and Conscience in Shakespeare’s Macbeth Essay -- William Shakespe

In Shakespeares Macbeth, the al-Qaida of guilt and sense of right and wrong is one of many explored throughout the play. Macbeth, is a well esteem Scottish noble who in the beginning of the play is a man everyone looks up to however as the play progresses he makes a number of dreadful decisions. Eventually, as a result of his actions he suffers guilt and this plays heavily upon his character until his personality is completely destroyed. Shakespeare uses a range of techniques in order to develop this theme such as, characters, imagery. Shakespeare uses the title character of Macbeth to effectively develop the theme of guilt and conscience in his play. Several times in the play we see Macbeths character crumbling as a result of a guilty conscience. At the beginning of the play he meets the witches with Banquo, and this prompts the first step toward killing the King. This helps in growth the theme because we get the idea that Macbeth does not trust the witches, nor does he fully believe them. Unfortunately his ambitious nature gets the better of him and causes him to listen carefully to how he might acquire his kingship. Macbeth feels guilty that he is thinking about killing the King because hes basing his entire thought upon belief in the cruel creatures. We see this when Macbeth has a soliloquy in which he says, Cannot be ill, cannot be good and also asks himself why the thought of becoming King makes his seated nitty-gritty knock against his ribs. Macbeth sees a bloody dagger in front of him even before he kills the King this shows that he feels guilty even before the offensive deed. He tries to convince himself and his wife that he should not kill Duncan, and at one stage he orders her not to go any further with the deed. dame Macbeth... ...cally after Duncans murder she is haunted by his blood then she goes crazy and eventually kills herself. All of these contribute to the strong theme of guilt and conscience in Macbeth.In Shakespeares Macbeth th e theme of guilt and conscience is one of the most prominent in the play. It gives life to the play and gives depth to the characters, it makes Macbeth a much more realistic character because we are shown that he is not perfect and still responds to temptation. The results of committing evil acts have such a powerful effect on the human mind, that it is eventually destroyed by it. Macbeths destroyed mind is evident when he states, O full of scorpions is my mind dear wife. Macbeth and his wife, the likes of all of us must live with our own actions unfortunately his choices make this impossible and light the way to a tragic and dusty death for the Macbeths.

Boys Will Be Boys

September 8th, 2015. It was the first day of high school, and my hands trembled as I rushed up the stairs to my biology class. As I settled in, the teacher collected the summer homework, only to realize that two nameless assignments had been handed to her. She walked around the room again, questioning only the girls if the homeworks belonged to them. It was after one of the students claimed her homework that I suddenly realized I had also probably forgotten to write my name.Excuse me, miss. I think that last homework without a name may be mine.She walked over to my deskrow four, seat five asking for my verification.Yes, this is mine. Im so sorry.For a hardly a(prenominal) seconds, the teacher observed me skeptically, unable to believe that the gentleman in front of her could have such neat, curly bridge player.Thinking back, Ive always found myself to be kinda different from others. Un uniform most boys I knew, I enjoyed drawing Disney characters and going to Operas. I even joine d my school band and learned to play the piano, flute, and clarinet. I never considered my interests as masculine or maidenlike, they simply made up who I was.Yet, when I shared my hobbies and interests, my friends would always be shocked to learn that I enjoyed many of the things they considered feminine. Growing up, Ive always played with toys of medical equipment, hoping that one day I would actually use them as a nurse or pediatrician. Upon corpulent my friends, they would laugh and say You a nurse or pediatrician? But youre a man, and thats such a ladys job. You should be a surgeon or something. This stumped me. by chance theyre right, I supposed. I was led to believe that men and women should each commit to doing what they are respectively fit to do.The ridicule of my femininity followed me into high school, forcing me to confront my teething ring zone and adapt to a new environment. Thus, as I came home from school, I browsed through the internet, searching for how to wri te like a man, and attempting to simulate standard male writing. Writing in this messy manner was difficult it certainly wasnt something I felt accustomed to. Incidentally, as my mother walked in and witnessed the unusual scribbles on my homework, she was bemused to what she had seen.Oh gosh, Zhen Whose homework is that?Mom, calm down. Its mine. Im just trying to write like other guys.Jeez no Why are you doing this? You dont have to be like everyone else. You are your own person.Though I struggled to understand her, I learned that my mother was right. My handwriting, despite it being viewed as ladylike, made me no less of a man. I decided that my handwriting would no longer be a tool of embarrassment, and I made it my goal to embrace my qualities and use them to exceed others expectations.My feminine traits contribute to my strength and individuality. Even with these traits, I am capable of performing the so called masculine tasks. Whether it be building a desk from raw wood, or r epairing robotic appliances, I am capable, even if I also enjoy shopping, dancing, and keeping up with fashion.In being able to accomplish both the delicate and underbred tasks, I am at an advantage. My feminine traits are neither problematic nor burdensome- instead, they reward me with a vast range of interests and skills that turned into my passions and a more different group of friends. I have learned to grow out of stereotypes dictated by society and be comfortable with my own character. To date, though my views of myself have changed for the better, my handwriting and passion to pursue my medical studies have stayed the same.

Implementation of an effective system of environmental management Essay

The process of defining targets has enabled WELBECK to identify different means for measuring the resources consumed in mining, processing and refining its products, through and through measuring murder in terms of the quantity of ore milled and in terms of the amount of product produced. That is, the process of defining targets has enabled the organisation to measure its performance in a manner that contributes to the WELBECKs understanding of both its business outcomes and its environmental impacts. UK COAL developed a worry plan for achieving the defined objectives and targets.An inbred part of the process of developing objectives and targets is the definition of resources and responsibilities for achieving the objectives and targets. Management plans include the resources, means and timeframe by which the companys objectives and targets are to be achieved. However, the truth is that many say-so improvements fail to be implemented. Frequently, this is non because of a lack of funds for external resources ( such as consultants or contractors) but because the personnel of the company simply do not have the time to use these projects and guarantee they are implemented effectively.Therefore, when allocating resources and developing management plans, it is key to ensure that the nominated employees have the time, resources and capability to address these issues efficaciously. instruction execution of an effective frame of environmental management UK COAL operates an effective environmental policy and a company-wide environmental management system (Figure 3). The specific issues considered are responsibilities and authorities, usable control, documentation, emergency response systems, records management and communications.At the first stage in implementing a system of environmental management UK COAL defined responsibilities, accountabilities and authorities for environmental management across the company. These the company defined for those aspects of t he WELBECKs activities, products or services that affect or potentially affect the environment as well as for the development and implementation of the system. The main starting point for this was that all employees had environmental responsibilities, not just those whose functions are solely environmental in nature (Blair 90). avocation descriptions and performance appraisals explicitly addressed environmental responsibilities. Considering a system of environmental management of the company, the specific responsibilities include responsibility for implementation and maintenance of the management system. This includes the management of documentation and records. Managers are reporting on the performance of the system, identify environmental aspects and impacts. Managers also identify, implement and verify corrective actions, implement and monitor management controls such as training, environmental procedures and emergency response procedures.The definition of responsibilities, accou ntabilities and authorities is considered at three main levels within WELBECK. At first, at cured management and wag level, then at middle manager level and at employee level. Besides, the environmental manager (or system manager) have specific responsibilities allocated as part of this process. In UK COAL, senior management (for example, the board, CEO and general managers) is answerable for defining the strategic approach for the company and for ensuring that this approach is implemented.Considering environmental management, this starts with the definition of the environmental policy and the objectives and targets. Senior management is responsible for the supply of suitable resources. It also ensures that the system of environmental management is effectively implemented. This comprises the allocation of resources for system maintenance and improvement as well as for achieving the defined objectives and targets.Besides, senior management needs to review the performance of the co mpany in achieving the environmental policy and environmental objectives and targets. The second issue to be important is the risk when the environmental manager becomes the doer as well as the manager. In UK COAL, the environmental manager becomes responsible for issues that really should be the responsibility of root managers or other individuals within the company. This is because meeting environmental requirements is often not considered an integral part of other managers responsibilities.That is, environmental management is considered as a beginning priority, to be addressed once all other issues have been addressed. As a result, line managers do not accept full responsibility for environmental management within their activities. As a result the environmental manager is taking on additional work in order to ensure the system continues to work. Therefore the overall performance of the system is dependent on the performance of a single individual. In this case the system can fa il when this responsible individual leaves the position.

Marxian Economics

Our flow aims to research a modern development of Marxian scotchs, primarily at the theoretical level and exact clear how do Marxs laws of motion of capitalism relate to Schumpeters views of imperialism. Marx was a German journalist, exiled in London, who combined significantly different intellectual traditions in battle array to explain economic arrangements, including German philosophy, French political scheme, and English political economy. Joseph Schumpeter was an Austrian scholar who was very critical of, yet much taken with, his predecessor, com/compare-and-contrast-karl-marxs-and-walt-rostows-theories/Karl Marx, whose taper on historical compend he admired and emulated.They both believed that capitalism is a stage of economic development in which the potential of valet de chambre cannot full develop. Both came to the study of economics questioning the fundamental assumptions of existing economic speculation, and thus each took more than of economic possibleness to be problematic than did most economic theorists. Both conceptualized the capitalistic system as a whole, yet with the existentization that the economic veritablem hardly constitutes the totality of human experience and thought.The real issue, which may indeed appear to have its scandalous aspect, arises when great economists direct their attention to what I shall call the cosmological problem of economicsnamely, the amicable configurations of payoff and distribution (if you will, the macro and micro patterns) that ultimately emerge from the self-directed activities of individuals. What is remarkable about Marx and Schumpeter is that they are among the very few who have proposed solutions to this problem of an imagination and mountain chain comparable to that of Smith, but that their resolutions differ from one another almost totally.In Marxs schema the system is destined to pass with successive crises that both alter its socioeconomic texture and gradually set the stage fo r a final collapse. Marx described his view of capitalism in The Communist Manifesto (1848), a social hallucination that, as Schumpeter points out, underlies Marxs life-long research program. In the introduction to his Contribution to the Critique of Political Economy (1850), Marx gave the clearest and most succinct description of his method of historical analysis, referred to by others as historical materialism.According to Marx, historical development is a progression of epochs, each distinguished by a particular mode of production, a way of life, based on the level of technology and fraction of comminute (the forces of production) and a corresponding set of physical body (social) dealing of production. For any epoch, any mode of production, according to Marx, the development of the forces and relations of production forms the foundation of social life. With the production of surplus over subsistence, tieres emerge and develop, divided conceptually by Marx into producing an d non-producing (exploiting) classes.Social change is propelled by class contravention, that is, the struggle link to the contradictions mingled with the developing technical forces of production and the existing class relations which act to impede this development. Socioeconomic development involves the transformation of class relations, which in hug drug enables the new dominant ruling class to exert check into over resources and productive effort. Marx claims that the transition from one mode of production to the next is fundamentally subverter because the new mode of production is a qualitatively different social formation organized around new laws of development.Furthermore, the transition is one of violent, wrenching changes in social status, power, and legal rights. The history of all society that has existed hitherto, Marx firmly asserted, is the history of class struggles (1904 45). For instance, Marx describes the transition from the feudal to the capitalist mode of production as a long period of conflict and bloodshed in which old class relations give way to new ones, a period in which native accumulation draws capitalists and expropriation creates a mass of wage-workers.Class-divided society proscribes the satisfaction of truly human needs because production is based on exploitation of the producing classes by the non-producing classes. Emancipation of humankind requires an end to this exploitation which, according to Marx, becomes possible with the development of the capitalist mode of production, which polarizes society into a small capitalist ruling class and a workings class of exploited wage-workers who make up the vast majority of the population.Marx defines capitalism as a system of commodity productionproduction for exchange and remunerationbased on a system of wage-labor. Capitalists own the authority of production and hire workers who must sell their labor power because they have no control over the means of subsistence or mea ns of production. Capitalist development is dominated by capitalist control over production to accumulate capital. Capitalists are interested in production for profit rather than for use.This motivation means that the system as a whole operates to expand exchange value, market value, the money capitalists fulfil for the commodity production they control. According to Marx, this motivation to accumulate capital, that is, exchange value, creates contradictions in a system of unregulated market exchange because commodities are a consistency of opposites. They are both useful objects to be consumed in the process of reproducing the material needs of the society and exchange values re subjecting part of the socially dod value created with the social di heap of labor.This value, that is, embodied labor, objectified abstract homogenous labor, regulates the exchange value or price of each commodity. Commodity prices reflect the magnitude of value, of socially prerequisite labor used t o produce the commodity. Each commodity is a social product in that its production is open on a complex social division of labor that determines its labor cost, the amount of socially infallible labor time that goes into producing it.Marx sees contradictions in capitalism because, for the system as a whole to create a steady accumulation of capital over time, it must also create unspoilt the right combinations of different use values, specific useful products, to pay the growth in capital year to year. Marx recognizes capitalism as the most productive mode of production in history, because capitalists control the surplus product over and above the needs of simple reproduction of the existing level of output, and they use the surplus mainly to expand production and to increase productivity.Marx characterizes capitalism thus the dominance of industrial capitalists whose profits are based on exploitation of wage workers through the extraction of surplus labor revolutionist change s in the forces of production (technology and the division of labor) and therefore dramatic, continuing increases in productivity capital accumulation fed by a growing mass of surplus value controlled by capitalists increase subordination and dependence of workers on capital continual deterioration of workers working and living conditions and increasing competition for available jobs from a growing reserve phalanx of unemployed workers.Other characteristics of a capitalist system for Marx include a tendency toward a declining average rate of profit expansion of nonproductive but necessary commercial and financial capital new forms of monopoly extension of the capitalist mode of production to create a world market and worldwide capitalist system uneven development of capitalism geographically so that at any time the existence of newly developing capitalist sectors provide fresh opportunities for capitalist exploitation periodic trade cycles and less frequent convulsive general crise s of the system.In selling their labor power, wage-workers give up any right to the output they produce so that in capitalist production, objectification, the production of material objects, becomes dementia. Furthermore, in alienating their labor, the workers produce commodities that become capital, that is, the capitalists source of power over the workers. Thus in capitalism, alienation brings about reification. Also, workers give up control over the labor process and therefore over their own productive activity, so much so that labor becomes a burden, and workers work to live instead of live to work.The accumulation of capital, representing the realization of mans essential powers, becomes for the wage-workers a disadvantage of their reality, which for Marx connotates sociality. Marx shows that alienated labor means alienated man, devaluation of life, loss of human reality. Only the working class can bring about this fundamental change because only workers gain this insight thr ough their historical-social situation. According to peter Drucker (1983 125), Schumpeter considered himself the son of Marx.Schumpeter devoted himself to promoting scientific progress in economics, through theoretical, historical, and statistical contributions, on the one hand, and teaching and critical analysis of economic doctrine on the other. In his History of Economic Analysis (1954) Schumpeters epistemology may be summarized as follows 1. He had great faith in science, which he defined as technique and tooled knowledge. 2. Schumpeter was a great advocate of mathematical and econometric methods in economics. 3.In his History of Economic Analysis, Schumpeter had already outlined the major points of the Popper/Kuhn/Lakatos debate the tension between conservatism and change that is inherent in scientific revolutions the usefulness of both tendencies. 4. Schumpeter was a positivist, but he accepted both verification and falsification as tests of a possible action. 5. Schumpeter was anti-instrumentalist. He did not see the purpose of science as simple prediction but believed that the truth of assumptions does matter. 6.Schumpeter appears to have held hostile views of the impact of ideology on economic analysis. He considered the intrusion of politics and ideology in economics as the major cause of misconduct in science. These apparently contradictory views represent, in my opinion, a defense of economics against Marxs evaluation of it as bourgeois ideology. Schumpeter agrees with Marx and credits him with the discovery that ideas tend to be historically conditioned, reflecting the class interest of the writer.Schumpeter claims, however, that ideologic bias is not solely caused by the economic element in class position, and that social position is not shaped entirely by class interest (195410). Thus, despite the fact that ideology affects the focus and the content of economic writings, analysis is not bourgeois ideology. Thus, Schumpeter believed that ev en Marx and Marxists contribute to progress in economic analysis. It was important to Schumpeter to acknowledge his debt to Marx, and apparently crucial to him that he refute the revolutionary basis and purpose of Marxs work.Schumpeter adopts what he takes to be Marxs research program and, like him, attempts to exhibit the laws of motion of capitalist development. His purpose is clearly to defuse Marxs possible action of revolution by converting it to a system of evolution. Schumpeter accepts the organise and some of the content of Marxs economic sociology (the theory of origins and transitions) and economics (the theory of markets and mechanisms). Schumpeters social vision as depicted in the Theory of Economic Development rejectsin fact invertsimportant relationships of Marxs social and economic vision.In The Communist Manifesto in Sociology and Economics (1949b), Schumpeter paid homage to Marxs contribution to economic sociology, which he considered to be the prescientific the orizing necessary to the research program they both pursued. In this article, he also suggests the theoretical basis for his revision of Marx. Schumpeter analyzes the scientific content of the Manifesto, which contains Marxs social vision, and he then identifies three of Marxs important contributions (however warped by ideological bias) to economic sociology.Schumpeter points out that Marx identified the necessary theoretical ingredients of the economic sociology in which to embed an economic theory of capitalist development (1) a theory of history (which for Marx, according to Schumpeter, was an economic interpretation of history) (2) a theory of class (in which, for Marx, social classes and class relations become the pivot of the historical process) and (3) a theory of the state (which Schumpeter says shows Marxs understanding of the state even though Schumpeter believes that Marx recognized these tendencies only in the bourgeois state) (p. 09).Schumpeter criticizes Marx for his a ttachment to his social vision, his inability to revise his social vision in the light of contradictory scientific evidence. Clearly, it was Schumpeters intent to counteract Marx and serve science by converting Marxs program into positivist science. This required building economic analysis on a social vision that is scientifically acceptable. In accepting a Marxian research program (analysis of the historical development, the internal dynamics, of capitalism), Schumpeter also had to use the structure of Marxs economic sociology.He needed a theory of history, of social class, and of the state to describe the development of the economically relevant institutions. But Schumpeter rejected much of the content of Marxs theory, including what he considered to be Marxs economic determininism, that is, the analysis of change in social structures in terms of economic change alone Marxs theory of class relations, that class conflict is the motive force behind economic and social change and Mar xs critique of the state, which was directed only at the bourgeois state.Also Schumpeter rejected Marxs class conflict and revolutionary theory. He could hardly envision the working class becoming a revolutionary class, that is, becoming the subjects of history, the major actors and motive force for change. Instead, he substituted his own theory of class and class relations based on his ideas about leadership and followership in which entrepreneurs carry out the new combinations that promote capitalist development. Schumpeter accepted Marxs materialist, dialectical view of history, the view that people create their own history through choice, concerted action, and struggle.He also recognized that history must be dialectical if it is evolutionary. homo subjects react to and change history. Change occurs through opposition and adaptation and learning. He objected to Marxs purely economic definition of class based on individuals relations to the means of production, a definition he b elieved to be at the basis of Marxs economic determinism. Schumpeter paraphrased Marxs theory thus the social process of production determines the class relations of the participants and is the real foundation of the legal, political, or simply factual class positions attached to each.Thus the logic of any given structure of production is ipso facto the logic of the social superstructure (1949b 206). Schumpeter also rejects Marxs view that class relations are exclusively antagonistic, and that antagonisms among groups are exclusively based on distinctions of economic classes. He believes that there are multiple classes in capitalist society, retributive as there were in earlier epochs. There is a strong family resemblance here to Schumpeters vision of capitalism as an evolutionary process of originative destruction. The innovative function certainly plays a vital role in Marxs laws of motion.This bring Marx into the picture in a way that attempts to minimize the distance between h im and Schumpeter and which is consistent with Schumpeters well-known admiration for Marx. They are both carry oned with the dynamics of development, and although they come from the opposite ends of the political spectrum, their similarities are profound and stand as an wound to the modern theory of static equilibrium in the Walrasian tradition. In the vision of capitalism as a dynamic process, Marx and Schumpeter share common ground, not just in their appreciation of capitalism, but also in their attempt to construct a truly dynamic economics.Marx and Schumpeter set the economic process into historical time. This is more than just adding a t subscript on all the variables of a model, and it is clearly different from producing a growth model, although a growth model may be a useful aspect of a dynamic analysis. It means that the analysis does not violate the fundamental reality of time that the future follows the present and is unknowable, while the present has a past that is know able and has caused the present to be what it is. In such a world disequilibrium and/or equilibrium-destroying events would be the central concern of the theorist.Thus, for both Marx and Schumpeter, capitalism has a past and is tending toward a future that is imminent in the configuration of forces at work in the present (Schumpeter, 1962 43). To illustrate, it was capitalisms semblance with feudal and slave relations of production that led Marx to search for an explanation of how exploitation occurs under capitalism. Moreover, it was the vision of historical transformation that supplied the basis of his critique of Greco-Roman political economy based on the latters tendency to assume that capitalist production relations were fixed and external.It is important to note that Schumpeter misses, misunderstands, or rejects Marxs value theory and the basis for Marxs theory of revolution Private property and capital represent a class relation in which wage workers, by selling their labor power, create the capitalists private property. Furthermore, not only do they create a product that becomes a power over them, but also, by submitting to a work process organized by the capitalist for his own profit, they alienate their life activity, their work. They work to live rather than live to work.They become more and more dependent on the cash nexus of market transactions for their survival and for their satisfactions. They become alienated from their species life, the essence of the life of the human species which is human social development through creative work. Marxs basic argument, which is also an argument about logic, is that for truly human life to be possible, it is necessary (but not necessarily inevitable) for the wage-workers, for the exploited, to revolt. Schumpeters class theory and theory of value together eliminate the possibility of revolt.It may be true that there is a high correlation between belief in the strength of the free market as an allocator of resources and protector of individual freedom and the method of static equilibrium theory to explain the operation of the market. However, as Schumpeter himself upset many times, the deductions of economic analysis do not logically imply any particular ideological position. Static equilibrium theory no more proves the desirability of the free market than the labor theory proves the desirability of socialism.The fact that Marx and Schumpeter ascribed to radically different ideologies but each believed in the central importance of the evolutionary approach is itself sufficient proof that holding to a conservative, liberal, or radical ideology does not force one into the static equilibrium mold. In his works Marx wrote about substratum of abstract labor which was an essence of concrete labors. Schumpeter in his Imperialism and Social Classes thought about social process regulated by a hierarchy of talents, organized in social classes (Schumpeter, 1955 137, 160). In this process bourge ois class must provide the leadership role.

Acid Rain Research Paper Essay

Rain is one of the most noble and essential needs for a thriving ecosystem, and to sustain human, animal, and plant disembodied spirit. The water provided by the water cycle, the event causing rain, is required to keep on the whole life on Earth alive. Rain, although by nature virulentic, seems to have been increasing at a speedy rate due to m any(prenominal) reasons. Some of these many reasons include, pollution.Pollution from homes, factories, power stations, cars, and many more man-made products. So even though rain, while naturally acidic, was not referred to as Acid Rain till man-made pollutions began to alter it in a greater way. The effect of these pollutions on rain, is now the reason why acid rain is of existence.However, contrary to popular belief, acid rain isnt just a enigma thats occurred in the past thirty years. over a hundred years ago, a chemist named Robert Smith found great evidence that the rainfall in Manchester, U.K. was more acidic than reasonable. After piece of assvass chemicals like southward dioxide, he found a link between the increased acidity in the rain and the union of chemicals being given kill when coal was burnt in factories.Acidity levels in rain rise mainly when pollutants from all aforementioned sources atomic number 18 mixed with the atmospheric moisture. Due to this alloy of the atmosphere, it is implausibly hard to maintain and/or contain the levels of acidity in rain to a single area. Pollutants and chemicals may be carried in clouds over incredibly long distances before finally resulting in downpour. This means that outside of factories and industrial zones, acid rain can hit commercial areas, and can also strewing to wildlife areas, such as rainforests, forests, jungles, and other biomes. All this attributes to the rising rates of acidic rain over the past 100 years.The set up of acid rain on living things, such as plants, marine life, animals, and humans?There is an obvious and increasing link betwe en acid rain and the harm done to essential life. Primarily, since more easily documentable, human health seems to be affected the most in this trifle. People can be harmed by breathing in toxins, chemicals, and pollutants, from each dry deposits of this acid rain, or chemicals can be released through vapor/liquid form.This can range from causing chest illnesses, breathing problems, birth defects, and other unusual diseases more and more commonly being revealed as time progresses. Some birth defects include, but are not limited to, birth without veritable limbs, birth without ability to reproduce, or lacking reproductive organs completely, and other respiratory conditions. These respiratory conditions occur beca consumption when toxins burrow into the lungs, it acts as a poison, and causes the airways to get narrower. The narrowing of the respiratory systems airways causes it to become harder to breathe.The same conditions exist for other organic life, only in a slightly differe nt manner. Marine life and animals seem to exhibit nearly the same conditions that humans do, except with less frequent birth rates with lack of limbs. Breathing gets more difficult for all living organisms with a respiratory system, or similar breathing mechanism.However, acid rain becomes a much more complex matter when dealing with plants. everywhere the progression of time, scientists have noted a slowed progression of forests, leaves turning brown and dying whereas they should be green and healthy. After massive conductions of tests, scientists have noted that acid rain is one of the primary reasons for dying/slowed/injured rainforests. In other studies, its shown that soil degradation is a product resulting from acid rain, mainly in the eastern regions of the US.The effects of acid rain on buildings?The acidity levels in rain have a much slower impact on constructions and buildings than they do on organic life, but the impact is still notice, increasingly over the past few ye ars. It is a proven scientific fact that acids have a corrosive effect on many buildings and sculptures, most notably, the statue of liberty.The Statue Of Liberty, being made fromcopper, has an extreme reaction when having dealt with acid rain. As well as having a dire effect on constructions of copper, other materials such as limestone and marble also have an extreme corrosive reaction to acids and acid rain. It is scientific fact that any wet or dry deposition of sec dioxide drastically increases the rate of corrosion on limestone, marbles, sandstones, and coppers. A common test to prove this would be move an egg into vinegar, a test many have conducted as proof to this fact.Eggshells are made from the same materials as limestone, calcium carbonate, and vinegar also has a great acidity level. Within an hour from dropping this egg into the vinegar, the shell will completely dissolve.In these two pictures you can see the effects of acids on different construction material. This ma ssively demonstrates the fatalities of acidic rain levels being increased over time. In the picture to the right, the eggs in water and orange are practically new, where as the egg in coke seems to have a few obstructions.However, the egg that is in the vinegar, is shown to be completely dissolving with bubbles even tonic out from around it. In the picture to the left it shows the stature of liberty as how it once used to be (Artists depiction), and of how it is now. These drastic effects are fatal on the environment, natural or manmade. Solutions to solve this problem of acid rain?To reduce the acidity levels of rain, industries must cut down the amount of sulphur dioxide being produced when fossil fuels are burned and used. Viewing it like this, industries have a few options in which to choose from.They can produce and use coal that has little to no amounts of sulphur on it, research can be done to find a way in which to remove sulphur from coal. Other choices, but less conventio nal range from using a different kind of fuel, or researching a way in which when the coal is burned, the sulfur is destroyed before being emissed into the atmosphere.There seems to be many ways to combat this issue, but the most conventional seems to be halting the emissions of pollutants all in all. Reducing the amount of nitrogen oxide emissions caused by car exhaust is an effective solution. Public transport systems need to be improved so that people can travel without having to use their cars. If more people used public transport, it would cut the number ofprivate vehicles on the roads, and would reduce pollution dramatically. Everybody needs to work together to reduce pollutants to make the world a safer and healthier place to live.In conclusion, acid rain continues to develop into a greater and more massive problem as time progresses. However, if certain countermeasures are taken, which in hindsight, shouldnt have to have been even contemplated if measures were taken in the past, can prevent acidity levels in rain to become a greater problem than it already is. In addition to limiting its growth, we can also work together, industries and the common denizens of society, to lowering its level as a whole.

Constructivism Theory Essay

Constructivism is a communication scheme that seeks to explain individual differences in the ability to communicate skillfully. Jesse Delia and his associates at the University of Illinois initially developed the theory of constructivism in the communication discipline during the 1970s (Delia, OKeefe, & OKeefe, 1982). Those who developed the constructivist approach to human communication were interested in understanding how peoples interpretations of the social world influenced their communicative behavior.Much of our early theorizing was influenced by scholars such as the Swiss psychologist, Jean Piaget (18961980), and the Ameri female genital organ philosopher, George Herbert Mead (18631931), both of whom believed that effective communication depended on the ability to take (or imaginatively construct) the perspective of others. Because we viewed communication as a skillas a practical art for accomplishing social purposeswe were particularly interested in understanding how indivi dual differences in the perception of people and social events were related to the use of more and less effective forms of communication.Constructivism is the ability of a someone to communicate with other people in social situations that present proficient correspondence with others. Constructivists in general argon more concerned with amiable structures than mental processes. It is based on the ability to speak with other person, which also means that messages must be created.Constructivism builds on how individuals build meanings. It is how we make sense of the world, interaction and ourselves. It is a humanistic theory and deals with individuals processing impressions. It is concerned with the cognitive processes that precede the actual communication within a given situation. Measuring and observing these cognitive processes can be a difficult task. While I agree that people who are able to adapt their messages to particular situations and audiences are more successful than th ose who are not able, saying that those who are more cognitively complex are always more successful is probably misrepresenting the truth. It is also a theory which emphasizes contrary layers of cognition. It shares Ontological and Epistemological assumptions.Constructivism deals with the cognitive complexity of an individual. Those who are cognitively complex are understood to be capable of perceiving interpersonal messages better and forming more plump out impressions of others (Waltman, 2002).

Interview with Manager

Table of content 1Introduction2 1. 1Objectives3 2Manager of selling and Customer service in the partnership Uzdrowisko Iwonicz S. A. 3 2. 1I necessitate molding of managing director4 2. 2Key responsibilities of Marketing and Consumer Service Manager5 2. 3Typical inclineing twenty-four hours5 3Marketing and Customer Service organization structure6 4Key factors affecting effective team accomplishment7 5Conclusion7 6Bibliography8 Balon Sandra emailprotected ac. uk Assignment Brief Interview with a Manager Introduction to Management MM11020 IntroductionAccording to the definition, coach is a person responsible for commanding or administering an organization or group of staff. He controls the professional and business activities, supervises and monitors plenty who directly report to him. (No data, Oxfords on-line dictionary). in that location be legion(predicate) different types of management jobs. Even for jobs with similar titles, the duties may change significantly from o ne company to an other(a). Depending on the size and soma of company, as healthful as typical work activities may alter.Average tasks and responsibilities involve dealing with staffing issues such as interviewing latent staff, as well as providing or organising training and development. Manager is responsible for maintaining staff by recruiting, selecting, and training employees. Also, maintaining a safe, secure, and legal work environment developing personal growth opportunities, creating friendly ambience to makes the company comfortable for their team members. I interviewed Krzysztof Guzik, Manager of Marketing and Customer Service. The company which I run through choosen is Polish Uzdrowisko Iwonicz S.A.. In accordance with their official website it is archetypical and one of the to the highest degree popular SPA company in Poland. Iwonicz-Zdroj is the largest and oldest resort in Podkarpacie region, which attract attention patients from all over Europe. Medicinal qualitie s of mineral pissing occurring there, described Wojciech Oczko in 1578. He was a court physician of Polish King Stefan Batory. After that people started to pay attention to the perfect health spa air in Iwonicz- Zdroj. In the seventeenth century the spa facility enjoyed great popularity in the country and beyond (2011, http//www. zdrowisko-iwonicz. com. pl/). Objectives The primary mission of the partnership Uzdrowisko Iwonicz S. A. with headquarters in Iwonicz- Zdroj is a complex spa services, with treatment conducted on the basis of local raw materials and medicative qualities of the environment. Company is dealing with the production of the spa natural medicative resources for customers, spas, and other treatment facilities in the country and abroad. Uzdrowisko Iwonicz is responsible for production unique ecological cosmetics and medicines based on natural raw materials used in the spa treatment.Krzysztof Guzik maintain that beginning of firm goes back to the 1867s, when the method of obtaining iodine and bromine salt were developed and implemented. Iodine and bromine salt from Iwonicz is a recognized and prove medicine in rheumatic as well as neurological and orthopaedic diseases. It is used in the medicinal baths and wraps. Product Is also used for aspiration in the treatment of air- passages illness. The second traditional medical preparation is a peloid cube, produced under the supervision of the pharmaceutical industry.This is specially prepared and can be simple use to wraps at home which makes this product really desirable. Iwoniczanka is a name of brand for products made by Uzdrowisko Iwonicz S. A.. Mark combines over 430 years- bed of using spas natural medicinal materials from Iwonicz- Zdroj and the latest achievements of cosmetology. This makes Iwoniczanka and Uzdrowisko Iwonicz S. A. really desirable brand as well as company. The partnership includes Spa hospital Excelsior, Sanatorium Pod Jodla, Sanatorium gaze Lazienki, Sanatorium Bialy Orzel, Sanatorium Ustronie, Spa Sanatorium Number IV, Spa TreatmentCentre, Stary Palac, ticker Room and also production of ecological cosmetics. All products are available in cosmetics shops all over the Poland and also on their website via the on-line store. The main objective for the company to makes it more recognizable. Manager of Marketing and Customer Service in the partnership Uzdrowisko Iwonicz S. A. In according to Krzysztof Guzik the company employs 246 people, whereas 10,2% constitute a managerial positions. Mr Guzik is the manager of Marketing and Customer Service in Uzdrowisko Iwonicz S. A. since 2001.His previous experience include being the head of the Tourist training Centre in a Regional Development Agency Karpaty S. A. Krosno. He graduated from the Academy of corporal Education in Krakow with a degree in tourism. As a head of department in Uzdrowisko Iwonicz S. A. he manages a team of 50 people. During his career, he went through numerous courses and trainings. Previous work experience as well as current vacancy jocked him to develop his professional skills and deal with complicated tasks and controlling the team the most effectively as is possible.Asked about his biggest weakness described the perfectionism. Krzysztof explains that he is up to his ears in work. For all the time I am staying in work longer than it is necessary. Before I get out of work I have to check again what I managed to do that day, and plan the beside includes the major, most important tasks to do. To be honest I do not desire when I have just one job to do. I deal to work on many fronts at once then I become the most efficient in my own work. I really like my job. sometimes I am too involved in the life of the company and the implementation of the tasks of my business. This aspect excellently testify about his professionalism as well as work engagement and commitment. What is more, he emphasis that ripe(p) relationship with people- both with customers and bu siness partners and communication skills represents his major strengths. Ideal model of manager It is not easy to describe ideal manager. As I mentioned previously depending on the size of company and position the duties may change significantly. What is possible to outline virtually humped characteristics of perfect manager. A pricey manager should have a good skills in communicating with people.Really worth in this kind of job is good relationships both with colleagues, partners and customers as well. He has to be very open minded and approachable. He should persuade workers that they can count on him whenever they need. The ability to resolve conflicts and deal with difficult problems should be consider as an important aspect. What is worth, employees may find him helpful and supportive. Manager has to behave objective, be fair and honest around subordinates. What more, good manager should be comprehensively oriented in entire managed realm. Manager of Marketing need to have a good knowledge of the customers.He should consider how to outflank create value, satisfaction and achieve loyalty for its. Important is to develop long- terminal figure relationships with potential customers. Marketing manager should be able to know how to satisfy its customers. Moreover, he should be open minded for new ideas. He is responsible for affairs such as promotion, advertising services and spa products. That is way he should distinguish as a creative, responsible and confidence. The next and one of the most important role of a grocery storeing manager is to carry out marketing question and analysis.The marketing manager should do a thorough marketing research and analysis. It might help in order to possess a detailed fellow feeling of their own business and the entire market. Key responsibilities of Marketing and Consumer Service Manager As a manager of Marketing and Consumer Service Krzysztof is mainly responsible for marketing, advertising, promotion, figure ads for a variety of publications, directories, newspapers, etc. , cooperation with travel agencies, search and acquisition of commercial customers.The major task also includes to manage affairs in the following areas coaction with partners preparing contracts and agreements for the provision and sale of the spa and supervision of their implementation as well as sales and settlement services. He is also liable for maintain brotherly relationships with the stake holders and shareholders of the company and develop long- term relationship with potential customer. As manager he is expected to act as a role model for Uzdrowisko Iwonicz S. A. values, to support the development of the required companys performance standards.He is responsible for the organization and quality of work of subordinate in his department. Good communication skills he has plays crucial role in his job. As a head of division he has the ability to hire, promote and fire employees within his department. Also, observa nce of labour mark and estimation of subordinate employees. Subsequent responsibility involve cooperate with the Companys organizational units to conduct and develop sales of spa treatment. This is very wide range of actions on which there has to be supervision. Managing and work organization of the 50-people team is not an easy task.He must be focuses on every aspect regarding the team which require artless work engagement and commitment. Manager is also responsible for the atmosphere in manage department as well as whole company, which gives a spacious opportunities to achieve planned objectives. Comfortable atmosphere may spawn staff works more efficiently. Krzysztof Guzik mentioned in interview that they employees identify themselves with the company. They know what is the meaning of the term companys mission. Also, what is required to achieve a goal. The atmosphere in the company is friendly which encourage to execute planned targets. Typical working dayIt is really hard to describe just one working day. Every day is different from the other and there is always plenty stuff to work out. For the most part Krzysztof Guzik is working from 7. 00 am to 3. 00 pm every day from Monday to Friday. Due to his managers position- time which he has to sacrificed for work is much longer. Sometimes he has to work during weekends. Usually his tasks includes a tie of correspondence to answer, receive a number of telephone call from customers, partners and implementation of the tasks set for the day. He explains that most of the tasks is trying to set the day before to help employees to deal with them.Unfortunately sometimes it is impossible, we cannot planned everything and more urgent matters to do comes out during the day. Krzysztof spend a lot of time for the analysis, planning, assessment of the current situation. He has to be in constancy contact with the other directors of the company to find the best way to exploit the potential of the company. Also, to discuss the business strategy to achieve the goal. Despite the fact that he is busy manager he always find a time to extend to with staff for example to discuss the project, to separate duties if it is necessary, solve problems, etc.He is also responsible for meetings with customers, partners, guests of the spa. Like he said Every day brings new challenges and tasks with whom I have to deal with. Marketing and Customer Service organization structure The whole Marketing and Customer Service department carries a focus over many different functions. thitherfore, the structure of an company must be good considered and arranged properly on each organisations take. The Marketing and Customer manager is the head of the department and supervises seven departments as is shown on the chart number 1.The Marketing and Customer Service manager is accountable to the four higher level of companys organization structure such as Annual General Meeting, supervisory Board, Management and Chairman of the B oard. Companys organizational chart department of refurbishment and investment Materials Management and Administration Department Chief Accountant Accounting Department Budgeting and monetary Analysis Department Head of Finance Technical cartridge clip Department of protection of sources and sales Main specialist for the sources protection and production Marketing DepartmentInstitution of the SPA production SPA Institution Director of Sales and Marketing Customer Service Office Administrative Department of SPA Director of the Private group ZOZ Rehabilation Clinic Wellness Department Institute of Natural Medicine Pump Room Sanatorium Medical Department Spa hospital Excelsior Department for Infections flavour Control Department Secret Office Plenipotentiary for Classified Information Department of human resources, organization and management Chief Specialist for the Management of Health and sentry goIT Department Chairman of the Board Annual General Meeting Supervisory Board * Management Plenipotentiary for quality management Department of renovation and investment Materials Management and Administration Department Chief Accountant Accounting Department Budgeting and Financial Analysis Department Head of Finance Technical Magazine Department of protection of sources and sales Main specialist for the sources protection and production Marketing Department Institution of the SPA production SPA Institution Director of Sales and MarketingCustomer Service Office Administrative Department of SPA Director of the Private Team ZOZ Rehabilation Clinic Wellness Department Institute of Natural Medicine Pump Room Sanatorium Medical Department Spa hospital Excelsior Department for Infections Quality Control Department Secret Office Plenipotentiary for Classified Information Department of human resources, organization and management Chief Specialist for the Management of Health and Safety IT Department Chairman of the Board Annual General Meeting Supervisory Board * Mana gementPlenipotentiary for quality management * * Key factors affecting good team work A team works well when the members understand what they will be compensated for their efforts. A team is driven by a common goal. thither begins the role of the manager, which is very important, valued and should be appreciated. There is a lot of different approaches concerns ideas of being good manager. One of the ways is to impose a good impact on a team and to increase their effectiveness. Manager should hold regular meetings to keep a team updated on important information and to endure training.The development of an effective team requires a positive managers attitude due to persuasion that every team needs coordinator. Thanks to good management, the team members elicit the possibility to gain new skills which may be helpful in the future. Due to his encouragement he may allow people to self-development and gives them opportunities for being promoted to higher positions. Conclusion Currently, partnership such as Uzdrowisko Iwonicz S. A. is becoming more recognizable company and brand on Polish domestic market place as well as on European. Managing and work organization of this team members is not an easy task.Manager has to be in persisting contact with the other directors of the company to find the best way to exploit the full potential of the firm. Manager have to be focuses on every realm regarding the team, the work they do, the plow of manufacturing, approval process of many tasks and a lot of different aspects. His point of view plays crucial role in companys making decisions process. There is wide range of actions on which he supervises. Dealing with the documents within the department, regarding the team and the work they do is very complicated and require personal skills which may help to coordinate the team work.Good manager must keep up to date every issues within the company and has to find the best practice to solve struggled problems. Basically, manager do es not have to be an expert in every kind of realm. Sole criterion which is required to being a master within his position. There is plenty of approaches which describe model of ideal manager. The most significant characteristic mainly involve efficient decision making, creativeness, responsibility, self- confidence as well as good communication skills.Conclusively, the manager is an important and valuable person occupying higher level of companys position. He is responsible for making decisions Bibliography Oxford University Press. (no data). Oxforddictionary. on-lineAvailable at http//oxforddictionaries. com/definition/english/manager. Last accessed 17th January 2013. Uzdrowisko Iwonicz S. A. (2011). Uzdrowisko Iwonicz S. A.. on-line Available at http//www. uzdrowisko-iwonicz. com. pl/. Last accessed 17th January 2013.

Masanobu Hirasawa

EXPERIENCE thick Extensive experience in mortgage origination, warehousing, securitization, merchandise-making and insecurity management industries. Demonstrated success in development new businesses, expanding client base, controlling costs and improving profitability. Highly-skilled in a full spectrum of mortgage-backed functions, including sales/ calling, risk management, investment analysis, client presentations, cash flow modeling and performance analysis.OBJECTIVEBank management position supervising mortgage-backed properties division.EXPERIENCETOKYO aesthesis BANK, LTD., Tokyo, lacquer Mar 2006-PresentGeneral Manager, Business Strategy & CoordinationBegan the first private mortgage conduit in Japan. Created third-party origination (correspondent lending) and securitization political platform during my first eight months. Identified unique emerging market opportunities in Japan and founded program to set up specialized long-term financing support in the mortgage banking industry. Developed and launched innovative business pattern to address under-served niche market and integrated new model with existing franchise.Created Mortgage Banking & Conduit in embodied finance Group and recruited professionals to underwrite, purchase and accumulate mortgage assets for re-packaging.Developed and launched two new bring products on time, including blossoming ARMs & hybrid ARMs and prime piggyback seconds (onto the Japanese conforming loan, Flat 35), which gull been well received in the primary market.Established exceptional correspondent relationships with major mortgage lenders, such as SBI Mortgage, Toshiba Housing Loan, Mortgage Services of Japan, Family Life Service and Yuryo Housing Loan. Successfully funded 2 billion ache in new loans in 10 months.Directed the across-the-board project to create and implement a silky origination process.Led the team to execute all documentations for acquisitions and resolved critical legal issues including Bank Age ncy Law.Developed set methodologies, optimized profitability and controlled budget.Oversaw underwriting guidelines and maintained the quality of acquired assets.Led the project team to create loan databases, which enabled the Bank to readily off-balance its assets.SHINSEI BANK, LTD., Tokyo, Japan Feb 2002-Mar 2006Manager, Capital Markets DivisionDirected the team managing risks of the divisions conduit businesses, including mortgage loans and securitized loan portfolio. Created and reported detailed P&L, including learn items like positions, hedge mark-to-markets and funding costs. Played a key role in acquiring residential mortgage loans from the supplementary market and established a mortgage-banking platform such as SBI Mortgage, Shinsei Property Finance and Rakuten Mortgage.Independently managed the divisions portfolio, worth over 1 trillion fade in market value, and weasel-worded its interest rate and prepayment risks primarily using swaps, caps and swap options.Instrumenta l in growing assets from 20 billion yen to over 1 trillion yen in 3 twelvemonths. Achieved 20% annual net growing in investment income during that time.Developed a complete cash flow pricing model using INTEX and MIAC analytics to successfully acquire over 2 trillion yen of mortgage portfolios from regional banks.Set up and implemented secondary marketing functions for five mortgage correspondents, which added 15 billion yen new originations to the mortgage conduit annually.Created business plans, budgets and forecasting and made presentations to investment committees.Successfully managed a team of three pricing and risk management professionals and oversaw numerous loan database projects.MERRILL LYNCH JAPAN CO., LTD., Tokyo, Japan Sep 2000-Aug 2001Assistant Vice President, MBS/ABS Trading and SyndicationTrader and marketer of global securitized products for Japanese and Asia-Pacific investors. Managed trading books by way of hedging trading positions and prepared a daily offering sheet with market comments and data. Attended sales meetings on a regular basis and extensive client management.Executed considers on U.S. pass-throughs, CMO and attribute card and auto loan ABS with a volume in excess of $1 billion for the year 2000-2001.NOMURA SECURITIES INTERNATIONAL, INC., New York, NY July 1998-August 2000Assistant Vice President, MBS ResearchResearch analyst for the U.S. residential MBS markets and assisted traders and sales force in assessing relative value, documenting trade strategies and generating investment ideas. Regularly wrote commentaries on market events, prepayment speeds and housing indices.HSBC SECURITIES, INC., New York, NY Jan 1998-Jun 1998Associate, Mortgage-Backed ResearchThe firm closed down its mortgage business in 2/98. Moved to Nomura Securities along with my supervisor.BLACKROCK, INC., New York, NY Dec 1996-Jan 1998Analyst, Portfolio AdministrationLiaised with accounting agents of the firms institutional clients, participated in recon ciliation with custodians and monitored portfolio compliance with investment guidelines and regulatory parameters. Worked as an intern between 12/96-4/97.EducationCOLUMBIA UNIVERSITY, New York, NYM.A., Statistics, 1996STATE UNIVERSITY OF NEW YORK, BINGHAMTON, Binghamton, NYB.A., Mathematics, 1994Professional LicensesNASD Series 7 & 63 and JASD Level 1 & 2

Operations Management in Tesco Essay

In order to define wherefore Operations Management is needed in an administration knowledge of operations c be is required. Operations management is an ara of management concerned with overseeing, designing, and redesigning bloodline operations in the production of goods and/or attend tos. It includes the responsibility of ensuring that business operations are efficient by using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs in the forms of materials, labour, and energy into divulgeputs in the form of goods and/or services.Operations management is about how organizations produce goods and services. Everything you wear, eat, sit on, use, read or knock about on the sports? eld have sexs to you courtesy of the operations managers who organized its production (Slack, N. , et al. , 2010) We have chosen Tesco PLC as it is not exactly virtuoso of the largest food retailers in the w orld it is also successful in selling its many an early(a)(prenominal) products including insurance and financial services. Tesco sets its surgical operation objectives with the fol milding categories of people in mind the first are the customers because these are the main people that bring in revenue enhancement to the organisation.Then there are the suppliers the operations discussion section depends on these people to perform adequately. (Tesco, 2007) There are also the employees these are the people who carry out the operations and working conditions in the operations section must put this category in mind. The companionship is also affected by operation processes especially if the goods disseminated by the process affect the environment. Lastly, there are the shareholders who expect that the operations section is effective stock that they drive out be able to earn a higher return on their investments.All of the above groups have been included in the surgery objectives of Tesco to a large extent. Some of these executing objectives include (Slack, N. , et al. , 2007) Speed Tesco recognises speed as one of the major performance objectives in operation. Speed in this case is the time spent between a request for a specific item by a customer and delivery time. The Company values this because customers can detect what they require when they need it. This constitutes a respectable record and makes them come back for more business. It has been combine in its day to day services by andling customers in a fast manner when they are purchasing items at the store, store attendants are taught to be prompt. Secondly, when they are purchasing a product or service over the phone, customer assistants are to deliver First Call Resolution.Thirdly, when customers are online they are saving invaluable time that may be drive outd in queues to make payments or when trying to move from one aisle of the store to the next to find a particular item, they can simply do this by selecting the items they require from Tescos official Website. Tesco, 2007) Quality in production this performance objective takes precedence over all other objectives. The product offered by any given confederation must meet international or local standards in order for it to be a type good. This is important to a company for two main reasons. The first being if a product or service falls inside the customers expectation, then they leave alone be satisfied and depart be willing to come back for the same. The company will therefore make more profits or generate more revenue.The second reason why quality is such an important performance objective is that it helps the company to pass on effectiveness through reduction of appeals, increasing dependability and speed. This will occur if the goods are of good quality. The organisation will then be able to spend time on other aspects of production instead than correcting mistakes. (Slack, N. , et al. , 2007) Tesco ensure t hat all goods especially foodstuffs are in top notch conditions to ensure that they incorporate this performance objective.This is ordinarily done by effective selection of suppliers for the company. Weiss & Mark, 1989) Besides this, Tesco ensures that goods do not sit overly long on shelves or in the warehouse. To prevent the sale of substandard goods expiry dates are regularly checked and to ascertain the quality of the products Tesco performs audits on its suppliers to check the capability of the factory that hygienic conditions are incorporated in food preparation the quality management agreements of the supplier and the supply chain management. If these aspects are action then Tesco will conduct business with them and display their items in their stores.This means that only the best quality goods are chosen in this case. (Tesco, 2007) Cost this is a performance objective that is largely dependent on the other performance objectives. If an operation is dependable, fast, fle xible and full of quality then fewer resources will be spent trying to rectify mistakes. This will directly affect the finances needed and overall cost in the process. It can then be said that cost falls under the four other types of performance objective and it is best not to consider it in isolation. (Slack, N. , et al. 2007)By ensuring that all other performance objectives are met Tesco ensures that this performance objective is incorporated and therefore Tesco improves efficiency in all processes. Flexibility this is inbred in ensuring that operation processes are effective. With flexibility a company can adjust to changes in orthogonal factors that may require different aspects of the product. In relation to this, flexibility may come in a variety of forms. It may involve a change in the meter of products the company dispenses, this will normally occur after an external reason has prompted a reduction or increase in the core of product.Flexibility also applies to the way p roducts or services are delivered. This may be in several(a) forms such as changes in delivery or payment systems used which are influenced by advances in technology and/or competitors. Lastly, flexibility may also mean a change in the types of products or services offered in relation to changing customer preferences. This performance objective is also essential in determining how some other internal factors flow. With a flexible operation system, responses within the organisation will be fast and the overall process will be more efficient.Enhanced flexibility will enhance dependability within an organisation because the speed will have been improved. Lastly, flexibility also affects the amount of revenue generated within the company as the way time is spent within the organisation is affected. (Slack, N. , et al, 2007) Tesco incorporates flexibility by continuously introducing unfermented products in order to meet with changing customer preferences. An example would be the introd uction of Tescos own product brand name. These products include nearly all foodstuffs and now clothes and electrical goods.To further expand Tesco now sell insurance and provide financial assistance with loans and book of facts cards. During certain times of the year, Tesco will increase the amount they stock of certain items to compete with demand. One such example is ice cream this will be in large stock during summer months and low stock during the winter months. Tesco has also shown flexibility by the way it has been engaging in a proceeds of mergers and expansion programs. Tesco has shown that it is flexible in terms of locations as it has a large number of stores found exterior the UK.This was in response to increased globalisation and technological advancements. (Hogan, 1998) Dependability this may be defined as an organisations ability to deliver goods, services and time. An organisation must establish as a dependable system in order to succeed. As a performance objectiv e it is very important as it defines the character that the organisation presents to its customers and whether the customers will continue to purchase their goods or services. If the company is very dependable then their revenue will increase and vice versa if they are not dependable.Dependability brings stability to the organisation and means that resources can be spent on improvement instead of on fixing mistakes. (Slack, N. , et al, 2007) One way that Tesco has utilise dependability is by ensuring that its delivery system is top notch meaning that its customers get their goods on time, either time. (Weiss & Mark, 1989) This is especially in regard to provision of insurance. The Company makes sure that customers wait for too long, if applicants are not viable, then Tesco informs them as soon as possible so that they do not have to waste time waiting unnecessarily.To conclude, it can be seen that Tesco is an extremely successful organisation that has extracted the necessary reso urces to succeed from new technology and finances. Tescos operations management is very effective with a highly structured dissemination chain for its products and services and a highly structured way of choosing its suppliers who ought to have ability to deliver. (Tesco, 2007) Trough this Tesco has construct very profitable and is ever expanding.

Psychiatric Nursing Essay

The cognitive content is a 52 year antiquated divorce Caucasian female, of Poland origin, and has lived in the United States for over 20 years. She had been a patient at Tewksbury infirmary since July 2011. She reportedly has a long history of bizarre and impulsive behavior, but has had a steady winnow out since her divorce in 2004. The patient denies history of taking medication or hospitalization for mental illness. in that respect is no history of mental illness in the family. The subjects states, My work is very unique. Its inspirational phantasmal work.I work as a self- healer. I do not need to see a physician for each diseases. She went on saying I reach experienced terrible aggression. I am a psychologist. I can do many professions which I do not wish to discuss. The subject lives in a house in the Boston area, where the rooms are rented and they share a universal kitchen. She violated a no-harassment order against another residential by coming into the common kitchen, picking up a knife, and startled the alleged victim. She denies SI/HI. She said she had thoughts of going to sleep, but has no political platform for SI.She denies trauma, physical abuse, sexual abuse/ rape. She started smoking at the age 12, 20/day. She was admitted to Tewksbury Hospital with a wakeless status 15, and then later changed to 16c and 8. She was diagnosed with axis of rotation I Psychosis NOS and Adjustment disorder (unspecified), Axis II Deferred, Axis III right shoulder pain, Axis VI Homeless, limited community support, GAS 35.Signs and Symptoms Psychosis is a solemn psychiatric disorder in where there is a gross disorganization of the personality and marked anguish in reality, testing and the impairment of interpersonal functioning and relationship to the external world (Townsend 2009). It may causality a person to experience delusions, hallucinations, disorganized speech, grossly disorganized or catatonic behavior. Psychotic complaint Not Otherwise Specified 298.9, is use in diagnosing patient when their symptoms to not meet any of the psychotic disorder. Multiple examples would include1) delusions with periods of overlapping ME, 2) post-partum psychosis, 3) psychotic disorders with less than one month duration with no remission, 4) psychotic disorders with unknown etiology, 5) persistent auditory hallucination. Adjustment Disorder is a psychological response to an specifiable stressor or stressors that results in the letment of clinically significant emotional or behavioral symptoms. The symptoms must develop within three months after the onset of the stressor(s). Unspecified Adjustment Disorder may be used as a diagnosis if the patient cannot be classified into a specific subtype of Adjustment Disorder. The patients have maladaptive reactions to stressors, and they may include physical complaints, social withdrawal, or work or academic inhibition.

Organizational Interventions Influencing Employee

B deprivationwell create Ltd. Oxford, UK and Malden, USAIJTDInternational daybook of Training and theatre of operations1360-3736Blackwell Publishing Ltd. 2005March 2005 14761Articlesorganisational Interventions 9 International Journal of Training and Development 91 ISSN 1360-3736 Organizational interventions in? uencing employee occupational aggroup developing preferred by diametrical life story supremacy orientation course courses Namhee Kim This flying field explores what Korean employees prefer as organisational interventions that in? ence their travel victimization, harmonize to their individualized interpretation of public life mastery. A qu emmetitative take deal was deviseed from a Korean wireless communications go with exploitation a survey cock. The ? ndings of this study tote upd to the validation of theoretical discussions on the association of privates and organizational go phylogenesis interventions, implying that organizations need to des ign their occupational group mobility carcasss or performance motivator systems in accordance with employees life story orientations.Introduction Market changes oft necessitate squ atomic number 18 transformation in organizations via reorganizing, restructuring or downsizing (Gutteridge et al. , 1993). The characteristics of employees put on changed as well. One of the biggest issues facing organizations is the increasing alteration of the modern-day functionforce. Determining how to manage and develop todays workforce effectively from the perspective of passage training has become a critical issue at the organizational level. Companies must ? d ship canal to match organizational goals and ineluctably with those of individuals, but employees internal orientations are often left macroscopically uninvestigated r Research Fellow, Korean Womens Development Institute, 1-363 Bulkwang-dong, Eunpyong-gu, Seoul 122-707, Korea. Email emailprotected re. kr Blackwell Publish ing Ltd. 2005, 9600 Garsington Road, Oxford OX4 2DQ, UK and 350 Main St. , Malden, MA 02148, USA. Organizational Interventions 47 in the design and implementation of organizational interventions.This study explores Korean employees perspectives on organizational interventions that in? uence their move ontogenesis, according to in-person de? nitions of public life triumph. Answers to this research question will help organizations design and implement to a greater extent effective employee race growing policies and activities. Theories of travel orientation Traditional vocation theories de? ned mastery in terms of extrinsic or objective portions with visible metrics, such as salary, forward motions or post (e. g. Gattiker & Larwood, 1989 Jaskolka et al. , 1985).Therefore, hierarchical advancement, larger income and increasing deferred payment and respect from early(a)s typically indicated advantage at work. On the separate(a) hand, some researchers have investigated biographys from an internal, subjective perspective. Schein examined individuals subjective ideas to the in in high spirits spiritsest degree work life and their roles within it (van Maanen & Schein, 1977). He identi? ed the memorizecept of a travel fasten, which is an occupational self-concept or self-know channelge that serves to guide, constrain, stabilize and integrate the persons go (Schein, 1978 127). Schein (1978) identi? d ? ve types of life history anchors managerial competence, autonomy, security, technical/ intimacyal competence, and entrepreneurial creativity. Later, leash much types were added good/dedication to a driveway, pure challenge, and life style. De ache (1982) proposed replacing the term move anchor with biography orientation, meaning the capacity to select certain features of an occupation for investment according to mavins motives, interests and competencies. He identi? ed three saucily types of charge orientation (identity, service, and flesh level), in addition to Scheins (1978) ? e master career anchors. Driver (1979, 1980, 1982) studied business executives and staff specialists in a variety of companies, identifying four career concepts (transitory, steady-state, linear, and roll) from self-perceptions based on habits of thought, motives and decision-making styles. These career concepts become the guiding foundation for a persons semipermanent career choices (Driver, 1980). Derr (1986) utilise the term career mastery orientation to refer to how passel de? ne their success at work, and argued that an individuals meaning of career success re? cts their in the flesh(predicate) values, attitudes and motivation with encounter to work and life. travel success orientation can vary considerably abandoned the diversity of the modern workforce and its work values. To describe patterns of career success orientation, Derr (1986) developed a minimum set of serviceable dimensions based on his research with the U S Navy, MBA students and multinational executives. Derrs ? ve dimensions of career success orientations are 1. acquire forrader Traditionally, this type was assumed to be typical career orientation for most people who compulsion to succeed in their career.Individuals who exhibit these characteristics pursue upward mobility in organizations. Advancement in location and change magnitude responsibility, authority and opportunities are similarly attractive to this type. race in this type enjoy wealth and prestige. get emptyhanded Individuals in this type avoid any restrictions and pursue personal bountifuldom at work. They often like to create their own service or product, enjoying a variety of diametrical experiences. The desire to halt autonomy at work is the strongest work value. Independence and being turn from external interruption coiffure the ideal work situation. get secure Individuals in this type value stability, predictability or security at work. Guaranteed l ong-term furrow security is desirable. They are loyal to their organizations and commit themselves seriously to the company. Gaining secure hire outs and feeling recognized by their organizations are closely related to their personal meaning of career success. To this type of people, stability is more of import than getting ahead. acquiring high Individuals with these characteristics pursue technical or functional expertise in 1 area and want to test their talents and skills. Excitement is very alpha to them.They long for continued growth and hallow themselves to Blackwell Publishing Ltd. 2005. 2. 3. 4. 48 International Journal of Training and Development 5. self-renewing experiences, and consider success as doing what they like. be an expert in their interest areas is an uppermost goal of their career. getting balanced Individuals who exhibit these characteristics pursue a balanced professional and personal life. They enjoy working in an environment that respects personal and family life. People watch out their career success in relation to other aspects of life, including family and personal development.To them, the meaning of career success cannot be separated from the value of family and personal relationships. The emergence of this career type re? ects the diversity of the workforce and work values in recent decades (Derr, 1986). sign of the zodiac (1976) introduced the concept of the protean career, characterized by individuals taking the lead in career management, driven by the change of personal rather than organizational needs. He even argued that the career no longer exists within organizations (1996). Similarly, Arthur and Rousseau (1996) described modern careers as boundaryless, defying traditional assumptions about organizational careers.Recent literature, including Halls work in 2002, indicates the importance of the individual career, particularly its internal aspects. Baruch (2004) summarized current measures of individual career su ccess as a multi-level set of self-development targets gaining employability making lateral transitions for enrichment . . . undertaking selfmanagement and entrepreneurship . . . and achieving a better and richer quality of life (2004 76). A semblance of the concepts of career anchor, career orientation, career concept, and career success orientation (as well as other recent trends) allows ? e types of comm totally identi? ed career orientation to be determined, as presented in Table 1. This table shows that although scholars researched career orientations at incompatible times and used different criteria and terms, the common categories of career orientation can be identi? ed. The categories of personal de? nition of career success also tend to follow a similar framework. Since career orientation is likely to determine (or at to the lowest degree in? uence) an individuals occupational decisions, it has been hypothesized that this orientation can in? uence their willingness to participate in speci? career development activities (Watts, 1989). However, little literature has data-basedly explored the relationship between career success orientation and career development intervention. In this study, the career orientations of Korean employees are ? rst explored in terms of Derrs (1986) framework of career success orientation. Organizational interventions in? uencing employee career development (ECD) The term organizational interventions in? uencing ECD is de? ned as organizationinitiated policies or activities that could affect ECD, pick outly or confirmingly. jibe to Wils et al. 1993), there are three types of career development activities soon conducted in organizations. Speci? cally, 14 activities are identi? ed with three different foci 1. 2. 3. Impersonal career, focusing on three internal staf? ng activities job posting, promotion-from-within and lateral mobility. Organizational career, consisting of ? ve organization-oriented activities successio n planning, high potential management, data entreaty on employees, job twin(a) and data collection on future jobs. Individual career, subsuming two individual-oriented activities career planning and career focussing.In addition to these direct interventions, some organizational policies or activities may in? uence ECD indirectly (Watts, 1989). For instance, employee honorarium and bene? ts can enhance or impede ECD, affecting critical career decisions. Employee mind is often understood as a management function, but it can and should be approached from a career development perspective as well (Baruch, 2004 Iles, 1999). Blackwell Publishing Ltd. 2005. Organizational Interventions 49 Table 1 Comparison of theories of career orientation 50 International Journal of Training and Development Blackwell Publishing Ltd. 2005.Types commentary of common characteristics advancing up the organizational hierarchy Increased responsibility, authority High attitude, prestige, income R ecognized expertise in one area Excitement to test ones talents and skills Continued growth and experience Stability, predictability, security long-term commitment, loyalty Maintenance of withdrawdom, avoidance of restrictions Creation of own service or product A variety of different experiences A balanced life Respect for personal and family life Flexible time and job sharing Dedication to a cause, making a contribution to improve the worldScheins (1978) career anchor General management competence Technical/ functional competence or pure challenge pledge/ stability Autonomy/ independence or entrepreneurial creativity Life style Delongs (1982) career orientation four-in-handial competence/ identity Technical/ functional competence Drivers (1980) career concept Linear Derrs (1986) career success orientation get ahead Baruchs (2004) measures of career success Self-development competencies Type 1 Type 2 Spiral acquire high Lateral transitions spiral movements Type 3 Ty pe 4Security Autonomy, creativity, or variety Steady-state Transitory getting secure acquiring free Employability Self-management entrepreneurship Type 5 get balanced Service Self-perceived attitudes, values and needs Frequency, time, Subjective direction of career de? nition of change success Quality of life work-family balance Other types Criteria of typology Service/ dedication to a cause Self-perceived talents, values and motives Source N. Kim (2004). course success orientation of Korean women bank employees, life Development International, 9(6), p. 98. many organizations do not consider such activities a part of ECD (Watts, 1989). In this regard, career systems in organizations are closely cerebrateed to merciful resource management systems, or employee relations, and are integrated into those systems (Gutteridge et al. , 1993 Wils et al. , 1993). Recently, Baruch (2004) elaborated his six-dimension work of organizational career systems, which includes involvement, sophi stication & complexity, strategic orientation, developmental focus, organizational decision-making focus, and innovation.Among these, involvement, strategic orientation, developmental focus and organizational decision-making focus relate to the idea of organizational versus individualfocused dimensions (as found in Wils et al. , 1993), as well as the direct versus indirect intervention dimensions addressed by Watts (1989). Innovation and sophistication & complexity seem to be more methodological concerns this is understandable since the model was designed to facilitate guidelines for evaluating organizational career systems.Given the de? nition and scope of organizational interventions in? uencing ECD, freehanded types of organization-initiated policies or activities can be categorized (Figure 1). Individual-focused activities partially or entirely allow individuals to soak up decisions about their participation. Accordingly, participants can take primary advantage of the resultin g bene? ts. Organizational-focused activities are operated primarily for organizational purposes, rather than individual bene? t.Further, indirect interventions can in? uence ECD, although they may not appear to be a part of ECD. This prostrate taxonomy of organizational interventions in? uencing ECD in Figure 1 provides a useful framework for understanding the mingled kinds of organizational interventions in? uencing ECD that have been identi? ed from the career literature, including personnel allotment systems, employee approximation systems, training/development systems, career development (CD) certification systems, and compensation/bene? s systems (Baruch, 2004 Derr, 1986 Noe et al. , 1996 Watts, 1989 Wils et al. , 1993). Under this taxonomy, 13 types of interventions can be summarized, as presented in Table 2. According to Table 2, succession planning, career paths, job posting/job twin(a), promotion/upward mobility, downward mobility, and job revolution/lateral Direct E CD interventions Training/development systems Personnel allocation systems CD support systems Individualfocused Organization focused Compensation/benefits systemsEmployee appraisal systems Indirect interventions influencing ECD Figure 1 savourless taxonomy of organizational interventions in? uencing ECD. Blackwell Publishing Ltd. 2005. Organizational Interventions 51 Table 2 Organizational interventions in? uencing ECD Types of interventions Description Personnel allocation systems Succession planning Identifying and systematically developing high potential employees for certain get a line positions occupational group paths Structuring sequences of jobs or positions related to speci? career goals, such as managerial or technical career tracks Job posting/job Internal announcing of vacant job positions and matching matching internal individuals preferences with the job prior to external recruiting Promotion/upward Advancement in position with greater pay, challenges, mobility resp onsibility, and authority downward mobility Moving to positions with a reduced level of responsibility and authority with an opportunity to develop skills and meet personal needs or interests Job rotation/lateral Systematically transferring employees laterally to another movement function or area over the course of time, not necessarily involving increased responsibilities or compensation Employee appraisal systems Assessment system Evaluating and collecting data on employees to discover their performance and potential, feedback can be given to employees Training/development systems mentoring/ train Assigning mentors or coaches (often supervisors or superiors) to employees to help them develop their careers Training/development Providing opportunities for career training workshops opportunities or training events that deal with career planning or transitions, self-assessment, or other career issues, or supporting individual efforts to learn and develop Career development support systems Career counselling/ Providing counselling services and guides by professionals discussions (external or internal agency) or supervisors/managers to meet individual needs in employees careers Career information Building a system for sharing information about career system opportunities, such as various career paths or job vacancies, programmes and bene? ts offered through a variety of media Employee compensation/bene? ts systems Individual Adopting recognition systems for individual contributions compensation system to the organization (e. g. merit pay, individual incentives, simple eye alternatives) Flexible bene? t plans Allowing diverse, ? exible options of bene? ts/rewards plans (e. g. , insurance or pension provisions, retirement plans, ? exible work schedule, part-time employment, child-care bene? ts, maternity and authorship leave) Note Summarized from the literature (Baruch, 2004 Derr, 1986 Noe et al. , 1996 Watts, 1989 Wils et al. , 1993). 52 International Journal of Training and Development Blackwell Publishing Ltd. 2005. movement fall upon into personnel allocation systems. Assessment systems belong to employee appraisal systems. Mentoring/coaching and training/development opportunities are examples of broad training/development systems.Counselling/ discussions and career information systems are included in career development support systems. Individual compensation systems and ? exible bene? t plans can be categorized under employee compensation/bene? t systems. It is important to note that not all organizational career-related activities have the said(prenominal) appeal or provide the same bene? ts to all employees (Derr, 1986 Schein, 1978). Additionally, variation must be expected in terms of employees acceptance of their employers involvement in their career development (Portwood & Granrose, 1986 Rhebergen & Wognum, 1997). Only a few studies have examined what types of interventions are most appropriate for speci? c types of employe es.Derr (1986) examined contemporary CD programmes, matching each programme with certain types of career success orientations, as presented in Table 3. This table shows that there are different types of career development programmes appropriate for speci? c career success orientations. For example, some programmes are appropriate only for get ahead people. However, empirical support for this matching was not provided. Building on this work, Watts (1989) conducted empirical research to see if non-managerial female workers preferred different organizational CD activities according to their types of career success orientation no signi? cant differences were reported. Solid empiricalTable 3 Career development programmes and appropriate career types CD Programme get free Assessment centres Career counselling and coaching by managers Career counselling by others Career information centres Career information systems Career pathing Computer-aided instruction and information systems Educat ional and professional development bene? ts Fallback-position transfers Flexible scheduling and bene? ts Family-related bene? ts High-potential identi? cation programmes Individual development plans Integrated career planning Job matching Job posting Lifelong employment Mentor programmes Succession planning Workshops and training events Orientation Getting balanced Getting high Getting ahead O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O Getting secure O O O Note Adapted from Derrs career development programmes (1986 255258). Blackwell Publishing Ltd. 2005. Organizational Interventions 53 nowledge is not yet available for matching individual preferences with organizational interventions further investigation is warranted. Nevertheless, different observations in pertinent studies imply the following hypotheses H1 People who have different career success orientations will show different preferences for career development interventions. H2 People who have the same career success orientation will show different preferences for career development interventions. Career development in Korean organizations Shifts in organizational behaviours are not heathenishly neutral. Although career kinetics are known to re? ect particular aspects of a culture (Derr & Laurent, 1989 Greenhaus et al. 2000), career literature has failed to account for career dynamics in diverse cultures. Very few studies have explored what the term career means in an international context (e. g. Derr & Laurent, 1989 Hofstede, 1980 Triandis, 1989), and careerrelated perceptions and strategies have almost never been researched in third world countries (Counsell & Popova, 2000). In terms of ECD, most Korean organizations are at a very early stage (H. Kim, 2000). Employers have not yet felt the necessity to adopt ECD systems, and employees are not beaten(prenominal) with the meaning or implications of CD. Only a very few large corporations have begun to i ntroduce relevant interventions into their practice (H. Kim, 2000).Consequently, examples of ECD in Korean organizations are limited (e. g. Choi, 1994 Jung, 1991 J. S. M. Kim, 1992 K. H. Lee, 1996). Comprehensive information regarding the status of Korean organizational career development is not yet available. Korean literature based on several case studies (Choi, 1994 D. K. Lee, 1993 K. H. Lee, 1996) shows that a wide range of activities, such as promotion and advancement, job rotation and transfer, and job evaluation and performance appraisal, has been addressed. The literature reviewed indicates that organizational ECD is still viewed as a part of the valet de chambre resource management function in Korea (H. Kim, 2000).Therefore, it is important that this study covers the full range of interventions, from direct ECD activities to indirect organizational interventions. Methodology A quantitative sample survey was designed to test research hypotheses on career success orientation s. Data were self-possessed from a sample of 1000 employees in a Korean wireless communications company. The sample was randomly selected from the company directory of 3003 employees, and the survey instrument was distributed and collected through the companys intranet system. A 33. 7% response rate resulted, with 337 useable surveys returned. Table 4 shows the sample write up by demographic characteristics. The respondents ages were categorized into three groups 2029, 3039, and 40 and above. The bonny age was scarce over 33.The range was between 22 and 56. Most respondents ages were between 30 and 39 (69. 4%). The respondents average days of work experience was 5. 42, ranging between less than 1 and 13. The largest respondent group was those who have worked for 46. 99 years (49%). Almost half of the respondents (48. 1%) were assistant managers, while 22. 8% were managers, 21. 7% were employees, and 7. 4% were senior managers. Respondents were predominantly male (89. 6%), and 7 8% of the respondents were married. The two major types of job were 29. 1% in marketing and 38. 6% in engineering. A majority of the respondents (63. 8%) had completed 4-year college courses, and 19. % had completed graduate school. The instrument consisted of two parts. The ? rst part identi? ed individuals career success orientations. A modi? ed Derrs (1986) Career success map questionnaire (CSMQ) was used, since this instrument was originally developed to identify ? ve types of career success orientation. The questionnaire was changed from a forced54 International Journal of Training and Development Blackwell Publishing Ltd. 2005. Table 4 Sample composition by demographic characteristics (n = 337) demographic Age (M = 33. 29, sd = 5. 09) Category 2029 years experienced 3039 years old 40 years old and above Less than 4 years 46. 99 years* 79. 9 years* 10 years or more Employee Assistant manager Manager Senior manager Male Female Married Unmarried Marketing R&D IT plan Ad/Mgmt I nternal ventures High school 2-year college 4-year college Graduate school Frequency 60 234 43 76 165 63 33 73 162 77 25 302 35 263 74 98 34 14 130 47 14 25 32 215 65 % 17. 8 69. 4 12. 8 22. 6 49. 0 18. 7 9. 8 21. 7 48. 1 22. 8 7. 4 89. 6 10. 4 78. 0 22. 0 29. 1 10. 1 4. 2 38. 6 13. 9 4. 2 7. 4 9. 5 63. 8 19. 3 Years of work experience (M = 5. 42, sd = 2. 77) Employment level Gender Marital status Type of job Education level * Months were converted to fractions of a year. choice instrument of thirty opposite statements to a Likert-type instrument, in order to make it statistically possible to test its factor structures and reliability (given the lack of empirical information with regard to this instrument).The second part was developed to explore respondents preferred organizational interventions in? uencing employee career development. Thirteen types of organizational interventions (as summarized in Table 2) were used for this purpose. The instrument was translated into Korean, an d a three-round cross-translation performed. The face severity and construct validity of the instrument were examined in a series of three-round pilot tests and instrument revisions. Through factor depth psychology, with the elimination of some items, the ? ve dimensions originally included emerged. Reliability, measured by Cronbachs coef? cient alpha, was between 0. 56 and 0. 79 Getting high (0. 78), Getting secure (0. 72), Getting balanced (0. 9), Getting ahead (0. 59), and Getting free (0. 56). These results indicate some limitations in interpreting the data for Getting ahead and Getting free. To analyse collected data, descriptive statistics as well as inferential statistics, such as ANOVA or restate measures outline, were conducted. Results Two approaches were used to test the research hypotheses. First, differences in preferences between groups were examined. Second, differences in preferences within Blackwell Publishing Ltd. 2005. Organizational Interventions 55 each grou p were explored. The highest mean score among the ? ve types was deemed the dominant orientation for each individual.According to descriptive information regarding dominant career success orientations, each individuals career success orientation was identi? ed. The sample consisted of 40% Getting free, 38% Getting balanced, 17% Getting high, 3% Getting ahead, and 2% Getting secure. Since Getting ahead and Getting secure obtained very small percentages, those two types were excluded from the analysis. guess 1 Differences in preferences between groups The Levene test of homogeneity of variances showed that several items, including succession planning, job posting/job matching, promotion and compensation systems, violated the assumption to conduct the ANOVAs. Those items were excluded from further analysis.As a result, the ANOVAs were conducted with the remaining nine items. The ANOVAs showed that the preferences for six organizational interventions differed signi? cantly according to respondents dominant career success orientation types, as presented in Table 5. According to post hoc comparisons using the Tukey test, most interventions were preferred more by Getting free than Getting balanced or Getting high. There were no signi? cant differences in downward mobility, assessment system, or career information system. Hypothesis 1 was partly supported. Hypothesis 2 Differences in preferences within groups Repeated measures analysis showed statistically signi? ant differences in Getting free preferences (Wilks Lambda = 0. 396, F = 13. 86) at the 0. 001 level across the 13 organizational interventions. According to post hoc pairwise comparisons using the Bonferroni test, succession planning, career paths, job posting/job matching, promotion, and training/development opportunities were signi? cantly more preferred than other interventions, while downward mobility and career information system were signi? cantly less preferred. Repeated measures analysis showed stati stically signi? cant differences in Getting balanced preferences (Wilks Lambda = 0. 471, F = 9. 63) at the 0. 001 level across the 13 organizational interventions.According to post hoc pairwise comparisons using the Bonferroni test, job posting/job matching and training/development opportunities were signi? cantly more preferred than other interventions, while downward mobility and career information system were signi? cantly less preferred. Repeated measures analysis showed statistically signi? cant differences in Getting high preferences (Wilks Lambda = 0. 423, F = 4. 42) at the 0. 001 level across the 13 organizational interventions. According to post hoc pairwise comparisons using the Bonferroni test, succession planning, career paths, and promotion were signi? cantly more preferred than other interventions, while downward mobility was signi? cantly less preferred.Overall, hypothesis 2 was supported. Discussion of ? ndings Different types of work, pay/bene? ts, promotion systems , and types of recognition motivate individuals who have different needs (Derr, 1986 Schein, 1990). The ? ndings of this study mostly support this assertion. That is, Korean employees career success orientations seem to impact their preferences for organizational interventions in? uencing employee career development. Even within each speci? c career orientation group, some interventions were preferred over others. The ? ndings regarding preferences for the 13 organizational interventions in? uencing employee career development are discussed in detail below.Though the differences in preferences for succession planning among three groups (Getting free, Getting balanced, and Getting high) could not be compared due to violations of homogeneity of variance assumptions for ANOVA, within-group 56 International Journal of Training and Development Blackwell Publishing Ltd. 2005. Blackwell Publishing Ltd. 2005. Table 5 Preferences for organizational interventions in? uencing ECD by career s uccess orientation Organizational interventions in? uencing ECD Getting free (n = 121) Mean 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Succession planning Career paths Job posting/job matching Promotion Downward mobility Job rotation Assessment system Mentoring/coaching Training/development Career counselling Career information system Compensation system Flexible bene? t plans 5. 65 5. 58 5. 43 5. 62 3. 98 5. 7 5. 25 5. 27 5. 55 5. 38 5. 05 5. 40 5. 50 sd 1. 06 0. 96 1. 03 0. 90 1. 49 1. 09 0. 97 1. 03 0. 95 0. 96 1. 06 1. 05 1. 04 Getting balanced (n = 115) Mean 5. 21 5. 25 5. 31 5. 29 4. 24 4. 93 4. 98 4. 95 5. 31 5. 00 4. 89 5. 09 5. 31 sd 1. 07 1. 02 0. 93 1. 01 1. 35 1. 18 0. 95 1. 06 1. 05 1. 07 1. 08 1. 05 1. 05 Getting high (n = 51) Mean 5. 24 5. 29 5. 10 5. 22 4. 04 4. 43 4. 90 4. 73 5. 06 4. 76 4. 73 5. 00 5. 06 sd 0. 79 0. 81 0. 83 0. 73 1. 30 1. 17 0. 90 1. 02 0. 90 0. 89 0. 85 0. 75 0. 93 F = 3. 76* F = 1. 07 F = 5. 66** F = 3. 38* F = 5. 80** F = 4. 84** F = 8. 27** F = 1. 89 F = 3. 51* *p 0. 05 **p 0. 01 ***p 0. 01 Between group comparison Organizational Interventions 57 Within group comparison Wilks Lambda = 0. 396 F = 13. 86*** Wilks Lambda = 0. 471 F = 9. 63*** Wilks Lambda = 0. 423 F = 4. 42*** comparison indicated that both Getting free and Getting high groups signi? cantly preferred this intervention over other options, such as job rotation, assessment system, mentoring/coaching or career information system. Derrs (1986) assertion that succession planning would be appropriate only for the Getting ahead orientation was not con? rmed this intervention seems to be favourably accepted by both Getting free and Getting high orientations. It was ranked ? st by Getting free, and second by Getting high in rank orders. Career paths were preferred signi? cantly more by the Getting free than the Getting balanced group. Since career paths provide individuals with the opportunity to follow their own career goals, it is understandable that people who want freedom would be in favour of this intervention, while the Getting balanced orientation maintains a need for ? exibility (Derr, 1986 Schein, 1978). Interestingly, there was no signi? cant difference in preferences for career paths between Getting high and Getting balanced. However, Getting high preferred career paths over the other intervention options.Derr (1986) suggested that career paths would be appropriate for Getting free and Getting high this was partially con? rmed by the study. Group differences in job posting/job matching and promotions could not be explored due to violations of the assumptions for ANOVA. However, Getting free and Getting balanced, respectively, signi? cantly preferred job posting/job matching over job rotation. It is assumed that the Getting free orientation seeks a position with more autonomy, while Getting balanced seeks a position that accommodates personal values in family and relationships through announced open job opportunities (Derr, 198 6). Getting free and Getting high signi? antly preferred promotion over job rotation, assessment system, mentoring/coaching, career counselling, and career information system. It seems that the Getting free and Getting high orientations desire some level of status that allows them to make decisions based on personal interests. There was no signi? cant difference in preferences for downward mobility, assessment system, and career information system among the groups. However, downward mobility was self-consistently the least preferred intervention among the 13 options. Although people tend to pursue what they want, they by nature do not want to give up their current levels of income and responsibility. Derr (1986) claimed that career information system may be appropriate for Getting free and Getting high, but o difference was found between the groups studied. Moreover, this intervention was not particularly preferred within any of the groups. Getting free ranked it 12th, Getting bal anced ranked it 10th, and Getting free ranked it 9th in rank order. Considering that the concept and necessity of career development are still relatively new in Korea (H. Kim, 2000), respondents may not be familiar with such ideas or aware of some systems potential bene? ts for individual career goals, which may be manifested in low preference results. Job rotation was signi? cantly less preferred by the Getting high orientation than by Getting free or Getting balanced.Since it is very important for Getting high individuals to handgrip jobs which they can truly enjoy (Derr, 1986), these people are likely to be reluctant to move to a new function or area. Mentoring/coaching and career counselling were preferred signi? cantly more by Getting free than by Getting high or Getting balanced. Although Derr (1986) assumed that career counselling and mentoring programmes would be appropriate for Getting balanced, this was not con? rmed in this study. These interventions did not seem to be a ttractive to the Getting balanced group they are in the middle rank. It seems that Getting free individuals may maintain confirming attitudes toward sharing career issues, and want to be guided by someone who can help them. Getting balanced individuals may not have speci? career aspirations that can be shared with others at work, since they view careers in relation to other dimensions of their lives. Training/development opportunities and ? exible bene? t plans were preferred signi? cantly more by Getting free than by Getting high. Although Derr (1986) and Watts (1989) viewed training/development as appropriate for all three (Getting free, Getting high, and Getting balanced) groups, our study showed that Getting free particularly 58 International Journal of Training and Development Blackwell Publishing Ltd. 2005. preferred this intervention. Getting balanced, as a group, preferred training/ development opportunities over assessment system, mentoring/coaching, and career counsellin g.This result supports the characteristics of the Getting balanced orientation, which pursues self-development in order to remain competent at work (Derr, 1986). According to descriptive statistics, ? exible bene? t plans were also one of the most preferred interventions by Getting balanced, consistent with the arguments of S. Y. Kim (1995), Igbaria et al. (1991), and McGovern & Hart (1992). Individual compensation system could not be compared between the groups. A comparison of preferences for this option within groups showed that respondents signi? cantly preferred compensation system only over downward mobility and career information system.The visit popularity of this option in all groups may be due to characteristics of Korean nightclub and organizations (Bae & Chung, 1997). Although Korean society has been changing, teamwork and family spirit are still deeply rooted in its culture (Koch et al. , 1995), which may have led respondents to be reluctant to place value on this opt ion. Limitations of the study This study was limited to one large Korean company it may be dif? cult to generalize the ? ndings of this study to other organizations in different cultures. Second, there may be limitations to the instrument, since it was originally developed in the context of western cultures.The instrument may contain culturally sensitive items that were not detected in the researchers efforts to validate the instrument, conduct pilot tests, and obtain feedback. Finally, at least two of the scales had lower-thandesired reliability. Implications of the study There were some theoretical efforts to link individual career orientations with preferences for career development interventions, though empirical evidence is lacking. The ? ndings of this study can contribute to the validation of theoretical discussions on the association of individuals and organizational career development interventions. From a practical perspective, at the organizational level, the ? dings of t his study imply that organizations may want to design their career mobility systems or performance incentive systems in accordance with employees career orientations. At the individual level, the study points out workers responsibility to know their personal needs, biases and motives. Knowledge of ones own values and beliefs can serve as a introduction for future career decisions, and for the development of appropriate career strategies (Aryee et al. , 1994). Recommendations for further research Organizational perspectives on the career orientations of employees deserve examination. 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