Araby Essays - Araby, Boy, Veld, , Term Papers

Araby And Sunrise On Veld Awareness "Araby" by James Joyce and "A Sunrise On The Veld" by Doris Lessing are both short stories in which the protagonists gained a consciousness that was beyond themselves. The main characters are both initiated into new realities and truths of which they were not previously aware. Both short stories will be examined with reflections according to the type of initiation that was experienced, the nature of the narrators, the similar and dissimilar aspects of both characters and various components of the short stories. In the two stories, both characters were experiencing an initiation or awareness of new actualities that were outside of themselves. The main characters both painfully learned that this initiation was beyond their control. It was impossible for them to ignore the new realities, which they both came to understand. The new found awareness was so powerful that it changed each boy's entire outlook and they both began to see the world through new eyes. The type of initiation both characters had was a distressing journey from innocence to knowledge and experience. The two narrators had different attitudes and reactions to the initiation experience. In Araby, the reader learns of the boy's initiation in the final sentence: "Gazing up into the darkness I saw myself as a creature driven and derided by vanity; and my eyes burned with anguish and anger." 1 The character had a negative reaction to his new awareness. His realization caused him to have feelings of shame, anguish, and anger. He was possessed and controlled by his passion for Mangan's older sister. His ideals of the girl were not realistic but were futile and vain. The girl drew out feelings in him and he discovered that feelings must be reciprocated and the downsides that love can be painful. He had a difficult time accepting his own weakness. He was in distress because he had stopped for a moment and gazed up into the darkness and realized that his previous feelings were wonderful but the only reality existed in his feelings. It had no existence beyond how he felt and the understanding of this was painful for the character. The protagonist of A Sunrise On The Veld was more accepting towards his experience of initiation than that of the character in Araby. The boy's attitude was stoical: "...this is how life goes one, by living things dying in anguish." 2 His feelings were of acceptance. In the beginning, the boy felt in control of himself in every way, and came to feel in control of the world in which he lived. This attitude changed completely after his encounter with the dying buck. He accepted the fact that there was nothing he could do to help and that some things were not in his power and were beyond his ability to control. He came to an awareness of his own limitations and accepted the inevitable. The character suffered however and felt anger, but also he was satisfied with what he realized about the cruelty of nature and life. There were several similarities and differences between the central characters. The two protagonists were both male and were young in age. Each was overcome and enthusiastic towards their feelings of delight and became aware of the negative side to joy. The boys were imaginative and romantic about their individual passions. They were both prompted by something or someone outside of themselves. The characters held an appreciation for beauty. The type of beauty the boys appreciated differed. The character in Araby felt emotional about a human being and the boy in A Sunrise On The Veld felt a love for nature. Both characters experienced an impatience and eagerness towards their obsessions. The boy in Araby could not wait to visit the bazaar, as the boy in A Sunrise On The Veld was eager to wake up and go into the vast fields of nature. One character was overcome by the morning, the nature and was exhilarated to be a part of it all. Similarly, the boy in Araby had the same feeling, however he was falling in love with a girl. One had a connection with nature and the other felt a connection with a person. They felt a oneness with the object of their love. They tried to breakdown the boundaries of their isolation. Both passions brought them out of their aloneness and loneliness. A difference in characters was that the boy in Araby was passive, inactive, and reflective about his passion. The focus was on himself and how he felt about

9 Reasons You Might Be Failing at Your Careerâ€And How to Fix It

9 Reasons You Might Be Failing at Your Career- And How to Fix It The time has come to talk about the â€Å"F† word. (No, not that â€Å"F† word.) Failure. No matter who you are or what you do, that word usually has the power to strike fear. If you suspect you’re already failing in your life (for example, you’re not where you thought you would be at this point, or you’ve experienced setbacks), that can be incredibly intimidating. It may keep you from shaking off bad habits and picking up new ones that would get you in a better place. This is especially true in your career. It can be super easy to fall into an inertia bubble and then find yourself shrugging helplessly when you know it’s time to get out. Let’s look at some of the reasons you might think you’re failing at your professional life, and what you can do about them.1. You feel helpless to make changes.This is one I struggle with all. the. time. You may not think you’re helpless per se, but maybe you just feel overwhelmed by dail y minutiae, and you feel like staying afloat is all you can accomplish. If you’re managing only what comes your way, you’re troubleshooting rather than improving.What to do about it: Realize that you do have a say in your daily life, even at work where things might seem very regimented or non-negotiable. If you want to take more agency and control in your life, it starts with you. Learn to advocate for yourself, and negotiate what you want. You’d be surprised at what you can get if you learn to ask for it in the right way.2. You’re too busy blaming other people.I’d be much further along if Susan weren’t getting all the attention and good projects at work. I’d be making more money if Frank paid more attention to what I’m doing. I’d have a better job if it weren’t for my cat/my parents/my therapist.What to do about it: You do you. Your career is yours, and yours alone. This means that ultimately, your decisions are your responsibility- not your cat’s, your parents’, or your therapist’s. It’s time to stop blaming, and instead start thinking about what it would take for you to get what you want: that raise, the good projects, the job you want. Blaming others takes up a lot of mental energy, which you should instead be using to do an internal audit of why things aren’t working out the way you want- and what steps you can take to make progress.3. You’re settling for a mediocre status quo.This is an especially insidious kind of failure. You’re comfortable enough, have a job that pays your bills, but you’re not really going anywhere. It’s settling for the good-enough-right-now, at the expense of what is good for you in the future.What to do about it: Do things that scare you a little (within reason). You don’t have to go busting every piece of your status quo right now, but if you start by doing one thing every week that is outsid e your comfort zone, you’ll likely find that â€Å"status quo† expanding around you. Take on a project that is a bit of a stretch. Take a class in a new skill. Apply for that reach job. If you find yourself hesitating, ask yourself why, and what you have to lose if you go for it. And if the answer isn’t â€Å"it’s physically dangerous† or â€Å"this will cause a divorce,† then consider moving forward with it after all.4. You don’t have the resources or education.If you avoid applying for jobs because you don’t have the necessary skills, experience, or education, that feeling of failure may creep in while you’re browsing job openings. It’s hard not to feel like a failure if all you can see are closed doors.What to do about it: Take a class! Going for a new degree (or completing an old one) just may not be feasible for everyone, but there are often ways to get around the traditional â€Å"going back to school† model. For skill-building, sites like Lynda.com offer free or relatively inexpensive courses you can take on your own time. There are also many universities and colleges that offer part-time degree programs, or non-degree courses online. There are so many ways to stay academically active and keep learning, even when time or money is tight.5. You’re avoiding hard truths.Facing reality is hard. That’s why we have 8 million things to distract our attention at any given time. Cat videos, TV, social media- we all have ways of decompressing and avoiding reality for a while. Those are all temporary, though. Ultimately you’ll have to think about new and different ways of doing things, or facts that make you uncomfortable. If you’ve been avoiding thinking about your professional future because it might lead to uncomfortable realizations about the choices you’ve made and the ones you will need to make in the future, then you’re setting yourself up f or failure.What to do about it: Time for a little self-audit. Where are you in your career, what’s keeping you in it, and where do you want to be in five years? This is an exercise just for you- no one else will see or judge, so it’s important to be extremely honest about what you have, and what you want.6. You think you’re too old to make changes.We often pick our career paths pretty early in life, based on what we want to study in college, or what we think we’d be good at doing when we’re 18. And think about it: how well do many of the life decisions you made when you were 18 still hold up? How many of your hobbies and interests are the same? You’re not locked into a career that you chose because it seemed like a good idea at the time. As you change, you’re never too old to change your professional path.What to do about it: If you feel stuck in a path that doesn’t interest you anymore, think about making a change- no matter h ow significant. Think about what it is you want to be doing, and start doing real research into what it would take- like education, certification, or skills. These are all things you can work on in the meantime, before you make any big moves.7. Your fear of failure has you pinned down.Failing because you fear failure? Is that a thing? Yes, yes it is. It’s possible to back right into failure while you’re on guard against it, avoiding risky changes or proactive steps that could result in failing. This kind of failure is sneaky, because it comes right from the place you thought you were watching.What to do about it: Don’t be afraid to be bad at something, or to make a bad decision once in a while. Failure can actually be one of the great learning experiences, painful though it may feel in the meantime. By letting fear of failure paralyze you, it can kill your career progress. Your professional life thrives on both your successes and your failures.8. You’re o verestimating your abilities.Full disclosure: I’m failing at being a ballet dancer. This is because I am the biggest klutz ever, I don’t have the right body type, and†¦oh yeah†¦I have very few ballet skills. So Misty Copeland’s title is probably safe. But if I expected to be a ballet dancer at this point in my career, I’d be making a fatal assumption that I could be one in my current state. It’s one thing to be confident in the abilities you have, but another thing entirely to be confident that you’ll be good at something without the education or skills to back it up. This kind of mindset lets you get comfortable in the idea that you don’t need to learn or do new things, because you’re the best the way you are.What to do about it: Embrace your strengths, work on your weaknesses, and accept the need to be realistic about what you can do.9. You’re not setting realistic goals.If you’re not planning your car eer in a realistic way, of course you’re going to feel like a failure- you set it up that way yourself. Going from entry level to CEO in two years was never going to happen.What to do about it: Time to set up some SMART goals. That’s Specific, Measurable, Achievable, Relevant, and Time-Based. Setting these career goals both in the short-term (say, for the next year) and the long-term (five years or beyond) will help you make progress that you can quantify. There are lots of apps and tools you can use to help you, but don’t underestimate the power of a good old-fashioned checklist, and the smug, well-earned sense of satisfaction you get as you check something off the list.If you feel like you’re failing, it’s never too late to stop, figure out why, and start taking concrete steps out of the muck. Understanding why you’re failing is the most important first step you can take.

LIVE CELL IMAGING OF BACTERIAL PATHOGENS BREACHING THE BARRIER OF Dissertation

LIVE CELL IMAGING OF BACTERIAL PATHOGENS BREACHING THE BARRIER OF POLARIZED EPITHELIAL CELLS - Dissertation Example 2.3 Staining with anti-cortactin and phalloidin 15 2.4 Staining with anti-ZO-1 and HOECHST 16 2.5 Extracting GFP and YFP plasmids from C.jejuni for transformations 16 2.6 Transformation of Cj 11168 wt with GFP and YFP plasmids 17 2.7 Scanning Electron Microscopy 18 2.7.1 Specimen preparation for SEM (cultured monolayers) 18 3.0 Results 19 3.1 Laser Scanning Confocal Microscopy 19 Staining with anti-ZO-1 and HOESCHT 23 Figure 11 (A-D) HOESCHT stains blue to visualise the nuclei and ZO-1 stains green to visualize the tight junctions 23 3.2 Scanning Electron Microscopy 24 3.3 Campylobacter jejuni invasion induces cytoskeletal rearrangement 28 3.4 Campylobacter jejuni invasion causes membrane ruffling 28 3.5 Analysis of wild type and DHtrA mutant C. jejuni by electron microscopy 29 3.2 Campylobacter jejuni invasion is time dependent 29 3.3 Campylobacter jejuni invasion induces cytoskeletal rearrangement 29 3.4 Campylobacter jejuni invasion causes membrane ruffling 30 3.5 Analysis of wild type and DHtrA mutant C. jejuni by electron microscopy 30 3.6 Transformation of Cj 11168 wt with GFP and YFP plasmids 30 4.0 Discussion 31 5.0 Conclusion 34 6.0 References 35 Abstract Campylobacter jejuni is a well known pathogenic bacteria commonly transmitted through contaminated food (Oyarzabal, et al., 2012). Its presence in the human intestinal gut causes disease and is one of the leading causes of gastroenteritis in human beings. By crossing the polarized epithelial barrier in the gut, it leads to increased damage to intestinal tissue although the exact mechanism by which it accomplishes this is not yet defined (Boehm, 2011). As such, the research aimed to determine this through a series of infection studies. Results of the manner in which C. jejuni breeches the barrier of polarized epithelial cells was captured through the use of high resolution field emission scanning electron microscopy (FESEM) and confocal microscopy, and the results through various strains of the pathogenic bacteria evaluated. The results of the experiments carried out in this study indicated that invasion of an epithelial cell by C. jejuni causes membrane ruffling and cytoskeletal rear rangement. It also shows that invasion by C. jejuni is time dependent and the number of pathogenic bacteria increases with time. It also shows that C. jejuni strains can also undergo transformation with the GFP and YFP in order to ensure genetic diversity and replication. 1.0 Introduction The human gastrointestinal tract has a mucosal cell layer that forms a strong barrier which protects the body from invasion by pathogenic microbes commonly residing in the intestinal lumen (Boehm et al., 2012). This class of bacteria, commonly referred to as enteric pathogenic bacteria, include Salmonella, Shigella, Heliobacter, and Campylobacter among others possess specific properties that enable them to

Management and Leadership Assignment #1 Essay Example | Topics and Well Written Essays - 750 words

Management and Leadership Assignment #1 - Essay Example Vandebroek, the Chief Technology Officer in Xerox, engages into a thorough discussion of the importance of innovation in the technology industry and the critical role of managing innovation in eventually gaining competitive advantage. According to the case study, Vandebroek distinguishes innovation from simple invention largely on the basis of their differentiation in orientation. As Noteboom (2000) claims, invention is the ‘obsession’ to create something new in a radical manner, whereas innovation is actually the process of transforming the new idea into marketable products or services. The underlining difference lies in the fact that while invention is the art of designing a new product or service, innovation is what actually matches the fit between this new product and the overall market. Innovating, according to Vandebroek, substantiates with the ability to introduce and launch new products that are necessary for the customers and which can yield economic returns and profits for the company. The distinction is directly related to the three stages of innovation as the term invention practically refers to the first two phases; concept and product technology. Invention, in other words, it is a part of innovation but fails to grasp the essence of making products or services available to the market. Chell (2001) states that innovation is not just about conceptualizing and developing new products, it is also about designing the overall strategy to efficiently and effectively introduce innovative products or services to the market. Therefore, in Vandebroek’s distinction the innovation adds up to the third stage which is non-addressed by invention. Kreitner (2006) states that during the last years, companies have assumed a pro-active role instead of creative as a partial way to avoid any forthcoming regulations Legal factors that might need to be considered by Xerox in its overall innovation

Business analysis of Oklahoma National Bank Case Study

Business analysis of Oklahoma National Bank - Case Study Example During these years, the bank had competed very well hence leading to its success. Its loan outstanding was also doubled yearly and its core deposit growth was on a straight incline (Townsend, Busenitz, & Arthurs, 2001). Factors that led to Oklahoma national bank success Quality management Total quality management is one of the management approaches applied by Oklahoma bank in seeking to establish zero defects when running its business. It comprises of team leadership, worker empowerment, and creative problem solving in order to achieve its set goals. These programs are now available in marketing, production, customer support and finance (Schjoedt, 2009). A TQM program includes all aspects of organizations operations that include; the structure of the company, the culture the company has developed, and its hiring and promotional practices. TQM evolved from the quality assurance methods that were first developed during the First World War. It was due to the poor banking systems in the First World War that led to the adoption of the quality management practices by this bank (Rodriguez, 2008) Defining and measuring quality in Oklahoma bank Quality in its final analysis, is the capacity to meet diverse requirements which are economical, productive, social and of course with measurable actions. The quality of performance is one of the basic elements in trying to differentiate an organization within any market. This bank has applied the quality management in the following areas of its operation: 1) Customer relationships - involves establishing strong relationships with the customer’s through partnership arrangements and having direct customer contacts. 2) Customer involvement in the new product designs - this involves the involvement of the potential customers in the... Business analysis of Oklahoma National Bank It was founded in early 2000 and grew at such an alarming rate that within a couple of years, it multiplied more than eleven times the original assets and capital. It provides personal banking, commercial banking, business banking, and wealth management services in the United States. Its success was fueled by strong organizational culture, the bank’s ability to maintain high asset quality, quality management and use of En Act to zero in on customer relationship. Since then, it has merged with a larger banking organization, but it retains its decision making at a local level. It does this in order to remain committed to the fundamental values and beliefs that have seen this bank go far. As a result, the bank prides itself in having a unique laic culture of a strong relationship among the employees, directors and the founders of the bank. The bank is also God driven as they open all meetings with a prayer hence see this particular adventure as a blessing from God and seek to be good stewards indeed. Another key strategy which the bank has applied is that, they promote open discussion and honesty among their employees in order to have an honest dialogue in â€Å"an effort to effort† to meet the customers long term banking needs. This paper presents a model of strategic approach and entrepreneurial behavior and activities in either individual or cooperate entrepreneurship that eventually leads to a positive leap forward relative to present position.

Reward systems at heritage le telfair

Reward systems at heritage le telfair Tourism industry is a heavy dependent of human interaction, including employees (Baum, 1993; Davidson, 2003). Go et al., (1996) argue that the of products or experiences quality relies on competent, committed, and satisfied hospitality staff. Subsequently, numerous studies have demonstrated a positive correlation between employee satisfaction and customer satisfaction (Schmitt and Allscheid, 1995; Schneider et al., 1998; Ulrich, et al., 1991; Wiley, 1991) cited in Jing and Avery (2008). Hence, to ensure job satisfaction the appropriate reward mechanism needs to be adopted (Danish and Usman, 2010; Bai et al., 2006). Rewards play an important role in organizations today: they influence a variety of work-related behaviour (Eastaugh, 2002; Helmer et al., 1988) and as well as the motivation of employees (Nayeri et al, 2005). Reward can be defined as the benefit derived from performing a task, rendering a service or discharging a responsibility (Pitts, 1995; Silbert, 2005). Thus, this conceptual analysis aims at reviewing clear definitions of reward systems (Lawler, 1993; Herzberg, 1966) and its structure (Bartol and Srivastava, 2002). Light will also be shed on the development of reward systems by Zhou et al., (2009), its objectives by Lawler (1993), and the total reward system (Armstrong, 2006). Furthermore, the literature sets out the prominent reward practices of the hospitality industry argued by a myriad of authors, lists the tools to determine reward effectiveness (e-reward, 2009) and finally analyse the perceptions of managers and employees on rewards by Nelson, 2003; Perkins, 2007, among oth ers. 2.1 REWARD SYSTEMS Reward Systems are a critical part of any organisations design. The way in which they fit with its other systems will determine the latters effectiveness and the quality of life of its employees (Lawler 1993, p.2). Reward systems refer to the intrinsic and extrinsic benefits that workers receive from their jobs (Herzberg 1966; Katz and Van Mannan, 1977). Moreover, Byars and Rue (1997) define reward systems as being all the returns employees receive as a result of the employment by their organization, monetary as well as non-monetary. In contrast, Armstrong, (2006) incorporates the element of effective reward management in order to benefit both people and organisation in his definition. 2.1.1 STRUCTURE AND COMPONENTS OF REWARD SYSTEMS According to Bartol and Srivastava, (2002) and Grawitch et al., (2007, p.3), rewards could range from: Monetary and; Non-monetary incentives In addition further research by De Cenzo et al. (1996) has been agreed by Bartol and Srivastava, (2002) on the categorisation of rewards as being intrinsic and extrinsic (depicted in figure 2.1.1). Figure 2.1.1: Reward Structure-Source: De Cenzo et al., 1996 2.2 DEVELOPMENT OF REWARD SYSTEMS Attesting that reward development has experienced five phases, Zhou et al (2009) summed up the relevant records in table 2.2a. Table 2.2a: The Five Phases of Reward-Source: Zhou et al, 2009 To provide a historical glimpse, another version on the development of reward systems-figure 2.2b-has been compiled from Shermon, 2004; World at work, 2007; AWLP, 2006. Figure 2.2b: Brief Overview the Evolution of Reward Systems Source: Adapted from Shermon, 2004, World at work, 2007, and AWLP, 2006 2.3 OBJECTIVES OF REWARD SYSTEMS Every hospitality industry employer wants to recoup back investment on its employees (Glenn, 2006). Traditionally, the purpose of reward systems is to monetarily reward desirable behaviour (Bartol and Srivastava 2002; Rajagopalan and Finkelstein 1992). But, further research suggests that there are other objectives which potentially can impact organization effectiveness (Lawler, 1993). 1. Attraction and Retention Enz (2009) affirms that attraction and retention are among the main HR areas of concern in the hospitality industry. A firms reward system can influence employees desire to stay in the company-as demonstrated by Bamberger and Meshoulam, 2000 and MacDuffie, 1995. Similarly, Gerhart and Milkovich, (1992) are convinced that organisations which give the most rewards tend to attract and retain most people. However, owing to its poor image in terms of remuneration and working conditions (Baum, 2007; Kusluvan and Kusluvan, 2000), the hospitality sector has lost its ability to attract and retain skilled staff compared to other sectors (Christensen Hughes, 2002; Lucas and Jeffries, 1991; Barron, 2008). On a serious note Terry and Lam (2000) cited in Chellen and Nunkoo (2010) warns that if hotels want to survive in todays highly competitive arena, they earnestly need to attract and retain quality employees. Though not being a panacea, to facilitate organisational commitment to employees has be en the idea proposed by Dawson and Abbott (2009) with the aim of a positive relationship with attraction and retention of these employees 2. Motivation of Performance Wagner (1990) claims that a primary concern in the design of reward systems is how well the plan will work in motivating employees. Responding to this, the works of Gerhart and Milkovich, 1992; Lawler, 1971, 1990; Bamberger and Meshoulam, 2000, MacDuffie, 1995 have proved that reward systems have been demonstrated to motivate performance under certain specifiable conditions. Simons and Enz (1995) research translated that hotel employees viewed bonuses associated to guest-satisfaction scores as an opportunity for motivation. Affirmatively, Torrington et al, (2009, p. 162) and Rabey (2000) allege that expectancy theorys advocates and behavioural sciences believe that employees will work harder if rewards are attached. Nonetheless, (Luthans and stajkovik, 1999) contest that there are a few who challenges the above perspectives. Such a scholar is Kohn, (1993), who concur that any incentive system makes people less enthusiastic, hence, less committed to excellence to their work. Notwithst anding with the above views, Chopin et al., (1995) have found that compensation depends on firm size and performance 3. Skills and Knowledge Just as reward systems can motivate performance they can motivate skill development by tying rewards to it (Lawler, 1996b). Jamison and OMara, 1991 and Pfeffer, 1998 explain that healthy work programmes are those which provide employees with the opportunity to increase and apply their knowledge and skills to different situations. Indeed, Kilik and Okumus (2005) ascertained that education and training were associated with productivity in hotels. Also, there has proved to be a positive relationship between training and employee retention, as reported by Dearden et al. (1996); Umiker (1994); and Blundell et al., (1996). However, being reputed for its high labour turnover culture (Denvir and McMahon, 1992; Deery, 1999; Tracey and Hinkin, 2006; Pizam and Thornburg, 2000; Rowley and Purcell, 2001; Lo and Lamm, 2005), the hospitality industry faces a lot of educational investment loss when training was provided to those leaving employees (Kang and Gould, 2002, Iverson and Deery, 1997; Rowle y and Purcell, 2001; Jenkins, 2001). 4. Culture Kerr and Slocum (2005) are among the advocates of the approach that the reward system can be a powerful means for influencing an organisations corporate culture. This is because of their important influence on communication, motivation, satisfaction, and membership (Lawler, 1998). Going a step further and in accordance with Brewster (1995); Bellenger et al, (1984); MilikiĆ¡ (2007); and Nacinovic et al., (2010), Lawler (1998) suggests that pay systems can help to change culture. As a deduction, Bauer and Erdogan (2009) admit that which behaviours are rewarded and punished determine the progression of a companys culture. Tracey and Hinkin (2000); and Davies et al., (2001) propose that increased wages and improved management practices such as increase staff motivation, commitment, flexibility and the quality of employees within an organisation could be efficient tools to remedy for the labour turnover culture in the hotel industry. However, Buultjens et al., (2007) emphasise o n the fact that hospitality businesses should adopt a more strategic approach to reward and monitor its effectiveness. 2.4 THE TOTAL REWARD SYSTEM The time when reward was only about cash and when people worked only for money, has nearly reached, if not yet, its extinction (Thompson, 2002; Phonsanam, 2010; Silverman, 2003; Schuster and Zingheim, 2000). Gao (2009) states that hoteliers have shifted from traditional to total reward systems. Simply defined, Total Rewards are the monetary and non-monetary return provided to employees in exchange for their time, efforts and results (Worldatwork, 2007). Alternatively, Zingheim and Schuster (2000) suggest that the new concept of total rewards comprise four total reward components as depicted in figure 2.4a. Figure 2.4a: Total Rewards-Source: Zingheim and Schuster, 2000 For the purpose of this study, the below model has been derived from the extensive list of total rewards provided by Worldatwork (2007) (Find in Appendix) which will be used to categorise Heritage Le Telfair Golf and Spa Resorts reward model. Figure 2.4b: TOTAL REWARD MODEL Source: Adapted from: Total Rewards: Different things to different employers Worldatwork (2007) A summary of the components found in the TR system with specific reference to the hospitality industry brought the classification of some points (Refer to Appendix B) The justification to adopt a total reward approach might be because it improves job satisfaction, work efficiencies, job performances, psychological contract and organizational citizenship behaviours (Zhou et al., 2009). Pessimistically, Kantor and Kao (2004) attributes to HR professionals of feeling confused or sensing chaos regarding TR thus contributing to the poor, complex and risky development and execution of TR (Thompson, 2002) leading to counter productivity and resource wastage (Albertson, 2000). Ergo, an advice would be that all pay components should be aligned complementarily and that the TR strategy should be derived from business strategy and, most importantly, be communicated to all employees, (Lyons and Ben-Ora, 2002; Gilbert and Cornish, 2005). 2.5 REWARD PRACTICES IN THE HOSPITALITY SECTOR 2.5.1. MYTH OR REALITY? Stereotype thinking has been revealed to be that the tourism and hospitality sector offers low pay, very little training and career prospects, limited scope for promotion, and unsociable working hours (WTTC, 2002a; HTF, 2000; Walmsley, 2004). Nickson (2007) also narrates the same facts but he associates this situation to the endemicity of unskilled or semi-skilled employees in the hospitality sector. 2.5.1.1 Low Pay Recurring evidence shows that that the compensation of regular employees of the hospitality is averagely lower comparatively to other sectors (Deery and Shaw, 1999; Hoel and Einarsen 2003; ABS, 2006a; Baum, 2007; Lucas and Jeffries, 1991; Tracey and Hinkin, 2000;; Worcester, 1999). However, hotels and restaurant recruiters are reporting that subject to the growth of the industry employers are increasingly offering attractive recruitment packages to attract the right staff (Wilson, 1999; HCIMA, 2010). Furthermore, wages in hospitality is on a rising trend owing to an increase in minimum wage (Clarke and Chen, 2007; McManus et al., 2011). Yet, Baram (2008) reports that minimum wage raise is not enough to survive in a high cost of living economy. 2.5.1.2 Unsociable Working Hours The hospitality sector requires employees to work relatively long hours (Pratten, 2003; Baum et al., 1997; Kelley-Patterson and George, 2001; OLeary and Deegan, 2005; Wallace, 2003; Lo and Lamm, 2005; Baum, 2006; Karatepe and Uludog, 2007 and Wong and Ko, 2009; Birdir, 2002) which deter a good work life balance. Further contributing to the black list, this sector is also associated to high-burn out service jobs (Maxwell; Faulkner and Patiar, 1997). Astonishingly, we have not come across any studies which sing the praises of working hours in the hospitality sector. It can thus be deduced that the hospitality workplace will fit only those who love the job environment and working night shifts that Barrons et al., 2007 study concluded. 2.5.1.3 Limited Training The EFILWC (2004) and STB (2002) stress that training is viewed as interesting by both employers and employees but is not the priority due to time and money constraint. Jameson, 2000; Dawson, 2006; Roberts 1995; Pratten, 2003; Lucas, 2002; Maxwell et al., 2004; Choe and Dickson, 2010 and Cairncross and Buultjens, 2007 also ratify the lack of investment in training. Indeed, Sigala et al., (2001) and Lashley and Best (2002) affiliate this with the high labour turnover in the industry. Howbeit, employers who admit that employee training has become preponderant for hotels, gain from improved service quality, decreased labour costs, increased productivity and profitability, high retention (Kim, 2006). Such companies are Ritz Carlton which provides its employees with 200 hours of training each year (Snell and Bohlander, 2010), Choice Hotels International, Coastal Hotel Group, Four Seasons Regent Hotels and Resorts, and Disneys Polynesian Resort (Enz and Siguaw, 2000). 2.5.1.4 Limited scope for promotion and career prospects In accordance with Getz, 1994; Hjalager and Andersen, 2001 and Page et al., 2001, Walmsleys (2004) exact words for tourism jobs are lacking in a clear career structure. Furthermore, various studies have shown that the hospitality sector is not a career option but rather a refuge sector. (Szivas and Riley, 1999; Riley et al., 2002; Wildes, 2007). Wright and Pollert (2006) also talk about an inhibitation of promotion of employees in hotels. Though, Hai-yans and Baums (2006) survey findings revealed that a majority of 68.1% envisage their future within the hotel sector, the other facet of the research is that nearly half of the staff feel uncertain about their hotel career and whine about promotion opportunities. Regardless of the above, Visit Scotland/George Street Research, (2002) and Wilson (1999) found that careers in the industry were in fact considered challenging and interesting. 2.5.2 FINANCIAL REWARDS Financial reward are rewards that enhance directly the financial well-being of the employee Chelladurai, (2006) and consists of base and variable pay, employee benefits and allowances (Armstrong, 2002). In an effort to develop a comprehensive understanding of the remuneration in the hotel sector, Mars and Mitchell (1974, p.27) and Wood (1994, 1997) suggested that payment to hotel employees from the perspective of a total payment system is comprised of basic pay ,subsidized food and lodging, tips, fiddles and knock offs. Base pay Base pay is a crucial component of any individuals total pay, and is used as a tool by many employers to attract talent (Sturman, 2006; Walker and Miller, 2008; Saks et al., 1996). Basic pay is the rate of pay which notionally reflects the market value for a job in an organisation (Heery and Noon, 2001). By far, many studies discerned that wages were preponderant and powerful motivational factors among hospitality employees (Simons and Enz 1995; Griffin and Moorhead, 2009; Blinder, 1990; Lawler, 1991e). Nevertheless, as Milkovich and Newman, 1990 expressed, pay is only one attribute among many others in attracting candidates. Pay for Performance Plans Most hospitality businesses are currently using some form of pay-for-performance compensation (Berman, 2010). Pay for performance has often been viewed as a norm of distributive justice by Campbell et al., (1998). UNISON (2001) highlights that the most common types of performance pay are piecework, payment by result, organisation wide incentives, merit pay, performance- related pay, competence based pay, profit related pay. When pay advancement is based upon an assessment of individual performance, against pre-established objectives, it can be referred to as performance related pay (Egan, 2010; Tanke, 2000). Nonetheless, when employees receive permanent pay increases based upon individual performance assessments, this can be referred to as merit pay (Heneman and Werner, 2005; Park and Sturman, 2009). Indeed, research evidence clearly supports that pay-for-performance plans have been found to help achieve desired results, at both the individual level (Bonner and Sprinkle, 2002; Gerhart and Milkovich, 1990; Heneman and Werner, 2005; Lawler, 1971, 1981; 1992; Schwab and Olson, 1990) and organizational level (Gerhart and Milkovich, 1990; Gomez-Mejia and Welbourne, 1988; Lawler, 1981). In contrast Hayes and Ninemeier (2009) avow that hospitality managers disagree that pay should be linked to individual performance as this has proved unbeneficial to teamwork. Many other counteracting studies divulged that PFP plans do not always affect performance (Heneman and Werner, 2005; Kahn and Sherer, 1990; Kuvaas, 2006; Pearce et al., 1985; Rynes et al., 2004 and Benson and Brown 2000) and does not really lead to motivation (Marsden and Richardson, 1994; Harris, 2001). Furthermore, PFP has been categorised as being subject to favouritism, personal bias, and deliberate distortion (Pfeffer, 1998; Milkovich and Boudreau, 1991; Campbell et al., 1998) and as an anxiety generator among employees (Bassett, 1994). Thus, the minimum requirement for the proper functioning of PFP should be, as Kessler (1994) says agreeable to employees. Tipping Tipping is a common practice in the hotel industry and is a considerable source of revenue for service employees (Lynn, 2003; Azar, 2004). Lynn (2001) defines tipping as an economic payment that occurs in the context of a commercial exchange thereby encouraging many hotel managers to view it as a useful management tool. Ogbonna and Harris (2002) perceive tipping as an effective way to control employee behaviour and wage cost, and a potential path towards organizational profitability, whilst Lynn (2001) distinguishes tipping as a tool to measure customer satisfaction and servers performance. Also, tips represent an opportunity for workers to supplement low pay level (Wood, 1992). It is commonly believed that there is a relationship between service quality and tip size (Lynn and Graves, 1996; Conlin et al., 2003). However, empirical research examining this relationship found it to be insignificant (Lynn and Graves, 1996; Lynn and McCall, 2000; Lynn 2001; Azar, 2003a). As such, tipping is an investment for future good service and deters reduced attention (Pearson, 2010; Bodvarsson and Gibson, 1999; Lynn and Withiam, 2008; Lynn and Thomas-Haysbert, 2003). Azar (2007b) strictly disputes this and notes that future service is not dependent on tipping. Consequently, Casey (2008) warns service managers not to count on tipping to motivate staff to provide good service as researchers have found tipping negatively effects employee commitment. Withal, Wood (1992); Lucas, (1996); and Shamir, (1983) criticise this practice as research has demonstrated that tipping can bring perturbation, increase competition and individualism, and overdependence on customers among workers at the workplace. Williams et al. (2004) identified that the collection and distribution of tips method was also customary by managers. 2.6 NON-FINANCIAL REWARDS FOR EMPLOYEES Direct financial rewards albeit play a central role in the attraction of talented employees, it has been proved that they trail only a short-term impact on employees motivational levels (Ellis and Pennington, 2004; Samodien, 2004). This is where non-financial reward programs come in handy. They are in fact tied to the quantity and quality of individual performance to generate greatest impact on improving overall business value (Stolovitch et al., 2002). Non financial rewards, according to De cenzo and Robbins, (1994, p.413), emphasise on making life easier on the job more attractive. According to Armstrong (2002) it includes of recognition, achievement and responsibility. Non-Financial Recognition (NFR) I can live for two months on a good compliment. Mark Twain According to Moody (2008, p. 277), non-financial compensation is defined as satisfaction that a person receives from the job itself or from the psychological and/or physical environment in which the person works. Recognition forms an indispensible part of the total reward system of a company (Dessler, 2009; Human Capital Institute, 2009). Recognition typically relates to formally recognising employees accomplishment to strengthen employee loyalty, intrinsic motivation and productivity (Aamodt 2007; Dessler 2009; Marchington and Wilkinson 2008; Blum and Tremarco, 2008). Liu (2010) expresses that NFR can convey the message on the type of performance that the organisation expects from them to other employees Silverman (2004) and Human Capital Institute (2009) clarify that the NFR schemes may vary from informal to formal structures (See figure 2.6.3 a) Figure 2.6a: A dissection of Non-financial Recognition Schuster and Zingheim (2000) categorise recognition as being verbal, written, work related, social, symbolic, tangible, and financial. According to an employee recognition survey carried out in 2002, 84 percent of the responding 391 companies had the following forms of recognition: Note: Total adds more to 100% because respondents were asked to indicate all that apply. Gift Certificates 63% Other 31% Cash 58% Watches 28% Office accessories 41% Electronics 24% Jewellery 40% Travel 14% Household items 35% Debit cards 6% Table 2.6b: Employee Recognition survey Findings-Source: Compensation and Benefits Report, 2003 Some authors highlight the essential nature of employee recognition as a vector of motivation (Dutton 1998; Appelbaum and Kamal 2000; Saunderson 2004; Grawitch et al., 2006), identity (Dejours, 1993), component of meaningful work (Mow, 1987; Morin, 2001) and company success (Ford and Fina, 2006; Armstrong and Brown 2006; Cilmi 2005; Schuster and Zingheim, 2000). In fact, a lack of recognition embodies the second-largest risk factor for psychical anxiety at work (Brun and Biron et al., 2003) and to high turnover in hospitality industry (Raleigh, 1998). Surprisingly, Nelson (1998) reports that employee recognition might not be beneficial when it becomes annoying to others who have to hear the continuous praises of their colleagues. Moreover, it has been found that traditional forms of recognition such as Achievement Awards, Cash Substitutes, Nominal Gifts or Food, and Public Perks have diminished in importance for most of todays employees (Nelson, 2004). Results from various studies ha ve indicated that indicate that wage increases and cash incentives are important motivational rewards for lower-level employees (Hong et al,. 1995; Arnolds and Venter, 2007). Thus, managers should bear in mind that recognition might not always be appropriate for everybody. Fiddles and Knock-offs Although recruitment, retention, and understaffing issues in hospitality are well documented (Baum, 2002; Brien, 2004; Choi et al., 2000; Gustafson, 2002; Jameson, 2000), there is poor literature dedicated to the issue of fiddles and knock-offs (Jones and Groenenboom, 2002). In addition to tips, some hotel and catering workers might also benefit from Fiddles and Knock-offs (Wood, 1992). Fiddles refers to pilferage that goes on in hotels. Whilst knock-offs is a particular form of fiddle involving the purloining of (usually) small items such as soap and towels, but mostly consisting of stealing food (Mars, 1973; Mars and Nicod 1981). In accordance with Mars and Mitchell (1976) and Nickson (2007) who establish that fiddles and knock-offs are in fact institutionalised in hotels whereby management collude on allowing to a certain extent this practice, Gill et al. (2002) have also stated that small-scale theft of hotel property are tolerated as a form of shrinkage. The reasoning behind mig ht be explained by Hollinger and Clark (1983) who found that employer retraction against theft was inversely related to theft. Despite that, agreement is widespread that theft in the workplace is a serious problem (Greenberg, 2002, Weber et al., 2003) and has proved costly for businesses (McClurg, 2006). Hence, the challenge lies in managements concern in setting parameters beyond which pilferage will not be tolerated (Mars and Mitchell, 1976). Fringe Benefits Heneman and Schwab (1985) defined benefits as indirect pay or payment for time not worked such as health care, retirement account, and insurance. Benefits account for a big portion of the reward package, and employees recognise them as an integral part of their reward package (Gross and Friedman, 2004; Williams et al., 2007). In its simplest forms benefits may include: breakfasts, lunches, dinners and snacks, that the employees and their families can have (Rubis, 2004), free cab rides home after certain times (Oldfield and ODonovan, 2001). Namasivayam and Zhao. (2007) apprised that benefits should be offered to all employees as they found out that benefits had greater positive effects on motivation, retention and job satisfaction on non-managerial employees. Considering the lack of academic research in the field of employee benefits in the hospitality industry, information on employee benefits at three international hotels has been gathered from their respective websites in the table 2.6c. Conversely, Hansen (2005) recur that the cost of employee benefits in the united states is killing profitability for whole sectors. Because of such costs, organisations are increasingly implementing cost containment strategies to lower labour expenses (Lucero and Allen, 1994). The same authors continue to argue that negative repercussions can range from mild dissatisfaction to severe outcomes like outrage, resentment, and anger. Table 2.6c: Examples of Employee Benefits in international hotels THE RITZ CARLTON FOUR SEASONS HOTELS AND RESORTS SHERATON HOTELS AND RESORTS Well-tailored Uniforms Medical, Dental, Vision Coverage Life and Accidental Death Dismemberment Insurance Short and Long Term Disability Health Care and Family Care Spending Accounts Domestic Partner Benefits Vacation, Sick/Personal and Holiday Pay Retirement 401(k) Plan Employee Stock Purchase Plan Employee Assistance Program Educational Assistance Program Employee Discounts on hotel rooms, restaurant outlet meals and retail items Complimentary Employee Meals Complimentary stays at Four Seasons properties with discounted meals Paid holidays / vacation Educational assistance Dental and medical   / disability / life insurance Retirement benefits / pension Employee service awards Annual employee party / social and sporting events Complimentary meals in dedicated employee restaurants Comprehensive, low cost health insurance for employee and family Dental and vision insurance coverage Company-sponsored retirement plans (U.S. 401(k) program) Life Insurance and Disability Insurance Flexible Spending Accounts Employee Stock Purchase Plan Employee Assistance Program Adoption Assistance Domestic Partner eligibility SOURCE: Adapted from: http://corporate.ritzcarlton.com/en/careers/benefits.htm, http://jobs.fourseasons.com/workingatfourseasons/benefits/Pages/fsbenefits.aspx, http://www.starwoodhotels.com/sheraton/careers/offer/benefits.html 2.7 MEASURING THE EFFECTIVENESS OF REWARD SYSTEMS You cannot improve what you cannot measure Lord Kelvin Pfeffer (1998) remarked that there was little devotion in measuring the efficacy of rewards although the design of the reward system loomed much management attention. However, Armstrong et al. (2009) rate the importance of such practice even above the design and execution of rewards. The primordial reasons for measuring reward effectiveness are to apperceive the benefits and impediments of a reward strategy Hodgson (2010) and to discern potential areas for improvement (Armstrong et al. (2009). Yet, Heneman (2002) comments that the evaluation of a reward systems effectiveness remains often overlooked. For instance, reward survey conducted by the CIPD in 2009 showed that only 32 percent of respondents had carried out any form of evaluation. In addition, a survey of reward by e-reward in 2009 established that only a low proportion of 12 percent of respondents had evaluated their performance-related pay schemes. Tools used to carry out the evaluation, according to e-reward (2009a) are: External market survey Staff attitude survey Benchmarking Internal data analysis Equal pay reviews Apparently, simpler methods for such practice do exist. For example, a survey carried out by Edenred concluded that reliance on manager observation, feedback and employee surveys were common for measuring reward effectiveness Hodgson (2010). Other criteria that could be used to measure reward effectiveness include improved performance, compliance with laws and regulations, cost reduction, contribution to strategic plans (Bergmann and Scarpello, 2002); Gomez-Mejia, 1992) and employee attitudes (Ram and Prabhakar, 2010). Hence, hospitality businesses could engage in carrying out such assessments in order to investigate the problem of high labour turnover in the industry. The tendency for overlooking the evaluation of rewards as highlighted by Heneman (2002) can be justified by the following reasons provided by Pfeffer and Sutton (2006): Lack of time and resources to evaluate Bewildering sources of information Lack of training and skills in statistics Laziness Constant change in organisations 2.8 THE GAP BETWEEN HOW MANAGERS REWARD EMPLOYEES AND HOW EMPLOYEES WANT TO BE REWARDED Figure 2.8: What Do Employees Want From Their Jobs?-Sources: Foreman Facts, Labor Relations Institute of NY (1946); Lawrence Lindahl, Personnel Magazine (1949) Repeated with similar results: Ken Kovach (1980); Valerie Wilson, Achievers International (1988) Bob Nelson, Blanchard Training Development (1991) Sheryl Don Grimme, GHR Training Solutions (1997-2001) Most managers feel that all employees want is more money (Nelson, 2003). Research shows there is a wide gap between managers and employees on this issue, as shown in the figure 2.8.1. However, other survey findings revealed new elements which have not been found by the original study in 1996. Thus, the below list has been compiled from various authors survey findings on the subject in hand. Fair (competitive) Compensation (Perkins, 2007) Flexible working hours and time-off from work (Nelson,

Character Situations in One Day in the Life of Ivan Denisovich :: One Day in the Life of Ivan Denisovich Essays

Character Situations in One Day in the Life of Ivan Denisovich In One Day in the Life of Ivan Denisovich, Aleksandr Solzhenitsyn creates many characters that are memorable to the reader because of both their personal situations and their responses to those situations. Through characters such as Ivan Shukhov Denisovich, Fetyukov, Aloyska the Baptist, and the two Estonians, Solzhenitsyn explores the varied reactions of the characters and the effect of these reactions on other characters' perceptions of them. Ivan Shukhov Denisovich is the protagonist of this novel. He is the character about whom the reader is told the most. The reader is told that Denisovich has had several serious health problems, has been imprisoned for nearly ten years, and is a skilled laborer. Through conversations and actions it is learned that Shukhov, though not the highest ranking member of the prisoner group, is respected and well liked. His fellow prisoners care enough about him to watch his food for him when he is not present promptly at mealtimes and to give him the occasional drag off a cigarette. Much of this respect has to do with his attitude. Shukhov is willing to do many things for his fellow prisoners and does more than his share of the work. "He faces his situation positively," and tries to make use of any opportunity to assist the group as a whole (Depoli 1). The two Estonians are similar to Shukhov in many ways. They try to look at their situation in a positive light. They are brotherly and share everything to help make life a little bit better for each other. They cling together "as though neither would have air enough to breathe without the other," and they are respected for this devotion to each other (Solzhenitsyn 44). At one point Shukhov states that he has met many Estonians, including these two, "and never run across a bad one" (44). Because the two men try to work together, they are more highly thought of among the work gang than is someone like Fetyukov. Fetyukov is the scavenger. Seeking only to better his own situation, he is shunned by the other members of the group. He is referred to as a scoundrel and stoops to using odds and ends tossed away by other prisoners because "he got no help from anywhere" (45). Fetyukov is looked down upon by almost everyone in the group because of his selfishness and unwillingness to work. Character Situations in One Day in the Life of Ivan Denisovich :: One Day in the Life of Ivan Denisovich Essays Character Situations in One Day in the Life of Ivan Denisovich In One Day in the Life of Ivan Denisovich, Aleksandr Solzhenitsyn creates many characters that are memorable to the reader because of both their personal situations and their responses to those situations. Through characters such as Ivan Shukhov Denisovich, Fetyukov, Aloyska the Baptist, and the two Estonians, Solzhenitsyn explores the varied reactions of the characters and the effect of these reactions on other characters' perceptions of them. Ivan Shukhov Denisovich is the protagonist of this novel. He is the character about whom the reader is told the most. The reader is told that Denisovich has had several serious health problems, has been imprisoned for nearly ten years, and is a skilled laborer. Through conversations and actions it is learned that Shukhov, though not the highest ranking member of the prisoner group, is respected and well liked. His fellow prisoners care enough about him to watch his food for him when he is not present promptly at mealtimes and to give him the occasional drag off a cigarette. Much of this respect has to do with his attitude. Shukhov is willing to do many things for his fellow prisoners and does more than his share of the work. "He faces his situation positively," and tries to make use of any opportunity to assist the group as a whole (Depoli 1). The two Estonians are similar to Shukhov in many ways. They try to look at their situation in a positive light. They are brotherly and share everything to help make life a little bit better for each other. They cling together "as though neither would have air enough to breathe without the other," and they are respected for this devotion to each other (Solzhenitsyn 44). At one point Shukhov states that he has met many Estonians, including these two, "and never run across a bad one" (44). Because the two men try to work together, they are more highly thought of among the work gang than is someone like Fetyukov. Fetyukov is the scavenger. Seeking only to better his own situation, he is shunned by the other members of the group. He is referred to as a scoundrel and stoops to using odds and ends tossed away by other prisoners because "he got no help from anywhere" (45). Fetyukov is looked down upon by almost everyone in the group because of his selfishness and unwillingness to work.

A History of Violence, Released in 2005

â€Å"A History of Violence,† released in 2005, is an American crime thriller which demonstrates and relates to numerous topics discussed in Psychology: An Exploration. Different psychological disorders and theories can be seen throughout the film. Tom Stall, the main character, kills two robbers in self defense and becomes a hero. However, his over night popularity thrusts him into the spotlight and causes members of an organized crime family to begin harassing Tom and his family. The mobsters claim Tom is not who he portrays himself to be. In the beginning of the film, two sought after criminals nonchalantly murder motel workers and a young girl. They exhibit no regret or emotions after the killings and continue on their crime spree. Next they are shown casually plotting a robbery to obtain cash and a free meal. The two men walk into the restaurant, demand service, and attempt to assault and murder the workers and patrons within. However, their scheme is abruptly ended when Tom Stall, the restaurant owner, kills both robbers. Both of these criminals displayed antisocial characteristics. In chapter 12, Psychological Disorders, an antisocial person or sociopath is defined as â€Å"lacking in conscience or morals; users and con artists who experience no regret or strong emotions. † This definition defines the robbers psyche faultlessly. Intermediately in the film, Tom Stall’s son, Jack stall is shown being bullied. Bobby has continually harassed and bullied Jack for no apparent reason. Usually Jack tells jokes and ignores Bobby’s constant harassment. However, in this particular scene, Jack has had enough and retaliates. Bobby is an adolescent and may be dealing with a psychosocial crisis discussed in chapter 7, Development Across the Life Span. Erikson’s identity versus role confusion is defined as the â€Å"fifth stage of personality development in which the adolescent must find a consistent sense of self. † Bobby may have come into this stage without successfully completing the earlier four stages. The aftereffect of such an occurrence may be a juvenile delinquent like Bobby. His acts of bullying may be his way of â€Å"fitting in† or being â€Å"cool. † Tom also has a daughter, Sarah Stall. In one particular scene Sarah is awakened in the middle of the night by a bad dream. She wakes up screaming and expressing her concern of monsters being in her room. Tom rushes to his daughter’s aid and the rest of the family soon follows suit. Tom and others comfort the little girl and emphasize that she is safe and has nothing to be afraid of and should go back to sleep. Sarah eventually calms down and is able to go back to sleep. Chapter 7 discusses numerous parenting styles. One of those styles is authoritative parenting which is defined as a â€Å"style of parenting in which parents combine warmth and affection with firm limits on a child’s behavior. † Although Tom’s first instinct was to comfort Sarah and ease her mind he also made it clear that it was bedtime and time for her to quiet down and rest. Tom displayed a perfect example of authoritative parenting. After repeatedly denying accusations and claims of being an ex-gangster named Joey, Tom finally admits to his wife Edie that he was indeed involved in organized crime. Edie is disgusted by Tom’s confession and becomes ill. She lashes out and says, â€Å"What are you? Like some multiple personality schizoid! † Tom is stunned by her anger but replies by saying â€Å"I went out to the dessert and I killed him (Joey). I spent three years becoming Tom Stall! Schizophrenia is defined chapter 12 as a â€Å"severe disorder in which the person suffers from disordered thinking, bizarre behavior, hallucinations, and inability to distinguish fantasy and reality. † Although Tom’s life as a small town restaurant owner was completely false, he knew this and could distinguish the difference between fantasy and reality. Tom may have somewhat displayed symptoms of Schizophrenia but a different delusional disorder may be a better diagnosis.

Attachment File Example

Attachment File Example Attachment File – Essay Example Essay In â€Å"Five Myths about Who Gets into College† the basic claim is that there is a big discrepancy in education between the poor and the rich. The highest percentage (74%) of students in selective colleges is from rich families with just a few from poor families. According to the article, admission policies of colleges favor rich student more. Further, there is a significant difference between SAT points for advantaged and disadvantage students attributed to race and socioeconomic factors. Also financial constraints make college dropout among poor students higher than their rich counterparts. The author uses data from previous researches, which makes his presentation more valid and authentic. In order to promote schooling of disadvantaged children, policies of selective colleges should be reviewed to promote equality in admission; students’ life context should be considered besides SAT points when admitting students and financial aid to poor students should be in creased.Darius Rejalis notion in â€Å"Five Myths about Torture and Truth† is that torturing of innocent individuals can be more detrimental than beneficial. According to him, torture is ineffective way of extracting the truth from the innocent, but rather a way of intimidating people. Rejalis presents historic evidence that portrays torture as a failure in intelligence. Many torture incidences in the past were far from success with detainees leashing no information at all in some cases. The author appears to be informing the readers about the topic because he takes no position throughout his presentation. The author’s presentation is so heart fetching that the readers can only see the animosity in torturing innocent people rather than the intention of the torturers. The author thus effectively communicates his idea that torture does more good than harm to its victims.

Change your lense and change your world Essays

Change your lense and change your world Essays Change your lense and change your world Essay Change your lense and change your world Essay Change Your Lens and Change Your World The book starts with the story of the writer Facie Seal himself. The story concludes how a boy of sixteen years started supporting himself by teaching the primary classes and after getting married at the age of Just 17 with nothing in his hand to support him, he struggles very hard to fulfill his promise. Then he moves abroad for higher education for his family and come back after completing his education to serve his country. Still he was feeling something missing despite of having a good job. Then after extensive soul search and self-analysis he finds that he was made for mom other purpose so he started guiding, leading, motivating people through different books, seminars, coaching classes and counseling. The story itself is very motivating and gives a lesson that one must continue his struggle in any condition and have faith in the Almighty. Then the writer clears a few myths about success by explaining the examples of successful people , how they faced problems and difficulties through their Journey to attain success. In the first chapter writer focuses on accepting the responsibility of ones life. He believes hat the prime cause of failure is not accepting the responsibility of life and whatever good or bad the life of a person is; it is all due to the choices he has made. One must challenge the status and believe that he deserves the best, as he is unique. He should stop blaming and complaining and tell himself that I am consciously and willingly choosing the response to any situation or event. He must consider a fact that whatever response he chooses will have a major impact on his life. As a whole an individual must totally accept the responsibility for his career, health, happiness, mime, past, present and future etc. In the second chapter the writer emphasizes that a person must know himself. Knowing oneself nears that a person must know who he is, why is he created and what are his preferences, liking and disliking in his life. He must understand the contribution that he can make towards his own life. Facie explain that one should never be a copycat and he must have a belief that I am unique and special and no one in this universe is like me. One easy way to choose the career as well as a life purpose statement is to develop a hierarchy of preference. These preferences might include money, respect, appreciation, recognition and many more. In the third chapter the writer suggest that after soul searching and self-analysis the next step towards successful life is to define and develop a mission and a vision. One must understand that life without aim and vision is Just like a boy without soul and a flower without fragrance. He believes that the successful people go to their love not to their work. Lives without dreams and vision will not be motivated enough to achieve something. Facie suggest that for define preferences one should list down activities that he enjoys. Then using these preferences and activities one should Attlee Nils Nilsson statement. Tater Tie Nilsson statement one must Attlee a career for him. After assuming the responsibility of life,discovering the purpose of life and setting up the vision, the forth chapter involves starting to think positively. One thing common in successful people is that they are extremely positive thinkers (optimistic). Even after extreme sever condition they still believed that there is always sunshine after the thunderstorm. One must believe that there is some benefit from even each disaster. Always a high self-image can help a person thinking positively so developing a self image is crucial. The writer suggest that one must program himself for success by learning the vocabulary of success by using big positive words to express himself. One must keep believe in himself, his missions dreams no matter what others think about him. In the fifth chapter writer explain that no matter how good the plan might be how motivated a person is. Nothing is going to happen unless a person takes some vital decision convert his plans into action. For a start one person must developed a detailed plan for his mission. The detailed plan includes weekly/monthly activities goals. One must take thoughtful decision then he should stay very committed to his decision. For attaining success one vital thing is to bear pain a sacrifice. A person must decide against a short-term benefits in contrast with the long-term benefits. One must save time for important vitiates stay committed to make progress towards ones mission. To achieve success one must leave the comfort expose himself to new challenges in the every field of life. The sixth chapter is all about facing the set backs failures mainly. One must understand that the set backs failures are Gods way of teaching a lesson to make a person strong. There is always a hidden Opportunity in every disaster. The writer believes that there is no ultimate setback there is always a silver lining after a cloudy night that a person never fails unless he accept failure stop trying. One must remember that major decisions of life are taken at the time of set backs failure, not success. Successful people bounce back stronger like a ball after hit by a wall. A person must see the set backs as a learning process. One should understand that he can never change the wind but can always adjust his sales according to the wind. The seventh chapter focuses that one should keep a strong focus on goals, staying determined persisting with patience. Facie believes that focus towards goals should be strong enough to make him get out of bed early in the morning and going till late at night, a person must posses a strong will determination to do what he wants to do in life. So the patience presence are the keys to success as the road o success is never easy. The writer believes that good relationship with people are the asset of successful people. One must learn to be social live with people in a way that they love your presence. Spreading an idea making a team of people who share your similar thoughts beliefs will also help in the Journey. Considering people at your own level status will also make a person a very acceptable member of the community. The eighth chapter is all about living with character. Character is the foremost thing that will help a person in the society. There is a big preference in what is right and what we like, one must understand that difference. Honesty is the best policy so one must be honest to himself as well as to the others. Yale suggest Tanat one must Attlee certain principles AT Tie teen en snouts always follow these principles, no matter what the situation might be and what people comment about them. One must be more concern about his obligations then his rights before taking any decision a person must put himself in others boots. The ninth chapter is all about living with a service attitude. The service attitude is to river the society by contributing in the welfare of it. Facie suggest that one should practice law of giving I. E more you want of something, more you give away of that. He believes that a lot of problems prevailing in the society are only due to the reason of lack of service one should tallest spend 10 % of his income in welfare act. One should stop all the actions that are painful cause discomfort to others. Those who are unable to help the society in monetary terms, they can contribute in the term of other services. The last tenth chapter is all about living in the way Allah Almighty has described. The writer says that you must believe that you need a very sincere friend to live a happy peaceful life that friend can be no better then Allah Almighty. Live in the way God has designed for you leave the rest to him. No one has seen the future except Allah Almighty so one must involves him in decisions to have proper guidance have blind faith in him. One must remember Allah Almighty in good times so that he can remember him in bad times too. Never forget that a person prays for himself not for Allah, so always seek his guidance and be handful at achievements as well as failures The best thing I found about the book is its convincing style. The writer through different quotations lives of successful people clear the myths about success pathway to success in an excellent manner. The deep study of Facie about Islam and its preaching has also added elegance to this book. Each chapter of the book is very comprehensive. The book is written in a very easy language. As a whole the book is a perfect blend of Islam its implications and a must read for everyone.

Comparing and contrasting the slave narratives of Frederick Douglass Essay

Comparing and contrasting the slave narratives of Frederick Douglass and Harriet Jacobs - Essay Example Douglas was born into slavery on the shore of Maryland in 1818 and successfully escaped in 1838 after which he settled in Bedford. While there, he got involved with Massachusetts Anti-Slavery society and lectured audiences about slavery. Later, he wrote his book and became an American abolition movement leader. Jacobs was also born into slavery in 1813 in North Carolina. She was taught to read and write by her master who later died and she was left under his relatives. Her new master attempted to sexually abuse her which led her to spend seven years in hiding. She later worked as a domestic servant in New York and eventually settled in Massachusetts in 1862. It is after this that she wrote her slave narrative. Both writers’ lives as slaves had great effects on their writings. Douglas life as a slave enabled him to bring out the necessary emotion and experiences of a slave and hence becoming a victorious abolitionist writer. Having grown up as a slave and experiencing the hards hips of slavery such as lack of meals and whipping, his desire for freedom led him to write successful stories about his miserable life (Douglas 97). In Jacob’s narrative, she condemns slavery by revealing the horrifying mistreatments of the slaves in her time. She advances the view that slavery is a curse both to the whites and the blacks. She says â€Å"I never would consent to give my past life to anyone, for I will do it without giving the whole truth, if I could help save another from fate, it would be selfish and unchristian of me to keep it back†. Slave narratives were then used to show why the abolition of slavery was justified and thus their success lied on how well they presented the abuses in the system. Today, the narratives are used as an instrument to study the slavery institution and to examine the narrator’s capability to define them in the world. This new focus has

The strategic plan for NyShy Home Health Services Assignment

The strategic plan for NyShy Home Health Services - Assignment Example Moreover, the plan also has highlighted various organizational objectives including functional tactics, milestone tasks and implementations along with risk factors and their mitigating actions. Furthermore, the paper intends to highlight different challenging factors during the process of serving mentally challenged old age group people. Company Background, Organizational Mission, Vision, and Value Statements NyShy Home Health Services (NyShy) is well-known for associating the healthcare assistance services to the senior citizens above the age group of 50 years. The organization facilitates its intensive healthcare services for the people who are facing challenges in terms of behavioral and mental illness. The services of NyShy will be focused on providing homemaking assisting programs along with medical supports in a continual process for each person suffering from mental and behavioral ailments. ... The workforce of the organization will be associated with qualitative and interdisciplinary etiquettes in terms of serving each client under the operational process of NyShy. Organizational Mission, Vision, and Value Statements The mission, vision, and value statements of an organization encourage or draw its customers to be loyal towards the corporation for sustaining long-term commitment to be served by the products and/or services rendered by the company. Mission, vision and value statements can be considered as the major elements for the organization not only for the strategic plan purpose but they also enable to define the path that should be followed by the entire company. These also enable to provide a declaration of guiding principles for identifying the future steps that could be taken by the organization (Greer, 2012). An appropriate mission and vision statements along with effective value statement of an organization comprise encouraging aspects to increase the quality of the services that are rendered (McLeod, 2004). With this concern, the mission, vision and value of NyShy will be focused on transparent objectives for both the employees of the organization and its clients. The staff of the organization will be employed according to their quality and capability to serve the clients efficiently which reflects the enacted excellence of the mission, vision and value of NyShy. The mission, vision and value of NyShy is to deliver optimal healthcare service to each individual with extensive care from its workforce and the organization will also envision to be one of the leading healthcare service providers in offering community based mental healthcare programs/treatments. Moreover, the organization will be highly focused on the validation of mission, vision