Old Growth Forest Essay Example for Free

Old Growth Forest EssayQuestion a strong opponent of enter centenarian result sets Good morning ladies and gentlemen. I am Leeson, and today I am going to talk about whether we should log the old growth forests. Firstly, what atomic number 18 old growth forests? Old growth forests argon those where the over hive away is in the late mature growth stage with the presence of relatively large old trees, many containing hollows and often with the presence of dieback or dead branches in the crown. They are so definitive to the human life, as they are like the temper pitch mitigation. Also, a lot of animals can only live in old growth forests, just like fish can only live in water. In Victoria, we know old growth forests to be Forests which contain significant amount of its oldest growth stage in the upper stratum. What does this mean? It means these forests are historically, culturally, ecologically significant and valuable. Therefore, we human have no reason to log any of th e old growth forest. Firstly, the old growth forests excuse the climate change.Old-growth forests store large amounts of carbon in wood, humus, and peat, they are an important part of carbon sequestration and its impacts on climate change and climate change mitigation. The Intergovernmental Panel on Climate Change said in its 2007 report In the long term, a sustainable forest management strategy aimed at maintaining or increase forest carbon stocks, while producing an annual sustained yield of timber, fibre or energy from the forest, will generate the largest sustained mitigation benefit. As we know, the climate problem is one of the most serious problems that human are facing to, if we keep logging the old growth forests for human living while we are polluting the environment for human development, we will not have a nice future to be with. So stop logging the old growth forest Secondly, old growth forests are the only home for a lot of animals. Image if I drive a bulldozer throug h in your home, how would this desexualise you feel? Where would you go?The ecologically value and significance of old- growth-forests is they can do something that other forests cannot do they act as the home of various forms of wildlife. Without old growth forests, where would they live? The report from Bureau of Rural Sciences from Australian Government said A number of wildlife species are reliant on these types of forest because of the range of nesting hollows and great structural complexity they have in comparison with forests in earlier stages of development. Obviously logging the old growth forests indicates killing plenty of wildlife, and it is not gentle at all Thats why we shouldnt log the old growth forests. In conclusion, the old growth forests are acting a important role in nature, not only do they house various forms of wildlife, but they also store more carbon then they emit, so that to mitigate the climate change. Hence, we should not log the old growth forest, f or any human use. Thank you

Single-Sex School and Co-Ed School Essay Example for Free

Single-Sex School and Co-Ed School EssayThe education systems nowadays be made up of organizations ranging from kindergartens, world-wide education schools, single-sex schools and college girl schools to universities. This structure is designed to formulate peoples knowledge one step at a time according to their levels. School is one of the most important stages of educational system in our lives where we be trained to absorb basic knowledge and civilise for our future.Often times, schools are divided into single-sex schools, where only boys or girls study, and co-ed schools, where boys and girls study together. This choice demands that parents choose between co-ed school and single-sex school and decide what would be better for their tiddlerren. This essay will comparability and contrast these two forms of educational approaches to determine that co-educational school is better than single-sex school and is the most practical form of schooling. Co-education schools take up a diversity of students from divers(prenominal) economic and gender backgrounds.It is an efficient way of schooling for poorer countries that do non have the capital to build single-sex schools. Therefore, the biggest advantage of co-ed school is that there will be no need to open separate schools exclusively for boys or girls, because twain boys and girls can study in aforesaid(prenominal) schools and they can be taught by the corresponding staff. From childhood we know that kids like to play with each new(prenominal) and it is not depend on gender that is why friendships develop in pictorial way. From sociological point of view same thing happens in co-ed school.Pupils meet each other and have to be together in the society and if they will be perusal together from the very(prenominal) beginning, they can understand well each other. As girls and boys become teenagers they go in in many activities, develop new societies and clubs in school where they are taking part in pleasant and friendly environment. This friendly line continues in the classroom, which allows them to destiny and express their point of view slowly. In co-ed school boys and girls will be trained to take place in the community and how to play with not just people of the same gender by also the other gender.For instance, if they will start working for international company where some(prenominal) genders are working together it would be easier for them to communicate with others, because they will know how to behave themselves. This experience will break their insufficient perceptions of each gender and will lead great social and personal development of relationships in later life. Another important point of co-education is that this type of school is very successful in dispute of sexist poses.In order to prove this we should answer on question what do we know about sexism and how the single-sex or co-educational gender grouping of schools affects the occurrence, form, and severity of sexism in the classroom? Sexism is an analogue to racism means a fundamental and pervasive institutionalized bias on the basis of sex, with discrimination usually directed against women. The principle for sexism is the biological difference between males and females that dictates oppositeial social roles, status, and norms (Lee, Marks, Byrd, 1994, pp. 2). In the past it meant that female had weak role in the society and males were powerful gender, which is always on the top. And this was the main purpose of development of single-sex schools. But nowadays women achieved equality in the society. As men they can work, build, manage, lead, guide or in other wrangle do all things that men can do in the society. Sexism almost eradicated from our society and it is important point, and that is why co-ed school is very successful in challenging of sexist attitudes.For instance, there are many subjects that provide many discussions and debates in class and it is very important and useful for boys and girls. Because they learn that equality does not require similarity, and they know that they have equal rights and freedom of speech. It means that collaboration between boys and girls in the classroom dishs them to develop confidence they feel flourishing to share their ideas and opinions in any situation in the presence of opposite sex. Co-education improves pupils confidence to interact with opposite gender.Moreover, co-education creates a sense of healthy competition between both genders, because they need to work hard and pay serious attention to their studies. Also, co-educated pupils have strong friendship and respect to each other. For example, boys are trying to behave themselves very polite in company of girls. Moreover, they are trying not use rough and abusive language in presence of girls. Similarly, the girls are trying to fix up properly and talk in a good manner, because they need good relationship with the boys if they are canvas together .On the other hand if boys and girls are examine in separate schools, boys misbehave with the girls, because they are always having a curiosity to know about them. But when they study together, their curiosity is satisfied more(prenominal) easily and they do not consider girls as strange creatures or taboo. Despite the fact that co-ed schools are more modern and are similar with the on-going environment of the workplace, where boys and girls study together, some conservative people criticize co-education system.According to them, this system is against their tradition, because from ancient times they fear that co-education will help develop unrighteous relationships between boys and girls. They believe that in this system both the boys and girls will be spoilt. This was represented as the main possible disadvantage of co-education schools. Moreover, there was an experiment where boys and girls were studying in separate classes. And more of co-educational schools showed interest in segregating littleons. Academics and teachers have found that both genders have better concentration on core subjects and they are less distracted by opposite sex.The main idea is that separating boys and girls is not a cure for disruptive classrooms, only if under the right conditions it can help to paint a picture academic standards in schools. Despite of the fact that girls have better achievements than boys, they can also benefit from single-sex classes because they sometimes allowed them to perform without worrying about their image in front of girls. On the other hand there can be some problems in separating classes, because there is a need to avoid an intimidating atmosphere for other boys, who can be generated among all-boys classes, and to be alert to the dangers of generating a homophobic environment.In addition, there is also a need to beware of girls becoming self-asserting towards each other. So, there are some risks of single-sex classrooms and schools. On the other hand, single-sex education is an old education system where boys and girls study in separate classrooms or schools. nigh educational researchers have identified single-sex education as a way of facilitating a special educational experience for all students. Single-sex education refers to the education of students in an environment that consists of a single gender, either all-male or all-female environments (NASSPE, 2008).Not so long ago single-sex classes in co-educational schools were considered to be an appropriate educative aspect of K12 learning environments (Pollard, 1999). In late 60s and early 70s in United States girls and boys were separated from each other on a single-sex basis. For example, in many schools in country classes were separated by gender where girls attended economics classes while boys attended agriculture classes and it was required for all pupils or students. The main purpose of creating single-sex classes was natural education and sex education of boys and girls.In other words, boys and girls was separated because of assumptions about their physical abilities and characteristics, their social and personal functioning, or beliefs held by adults regarding appropriate interaction among or between the sexes (Pollard, 1999). Moreover, some single-sex classes were created in order to exclude girls from some activities that were based on gender stereotypes that were not appropriate for them. According to Smith and Wilhelm, in general boys achieve lower grades than girls while girls are demonstrating higher performance.In general, girls are in particular benefiting from a single-sex education, scarcely the authors just suggesting this idea. From my point of view, girls just do not shy or worry how will they perform in presence of boys and vise versa. Interestingly, many researches show that they participate in class more than boys, develop much higher confidence, have higher grades, and are more likely to choose male disciplines suc h as science, math, etc. Moreover, they are more successful in their careers. That is why the majority of single-sex schools nowadays are for girls.The gender equality development around the world seems to pose a mixed attitude toward the single-sex schools. On one hand, single-sex schools appear to be against this wave in that they treat the two genders differently and cultivate the sexist view in peoples minds from when they are young. In this respect, single-sex system seems to be something attached to the obsolete past in human history and does not fit the modern world in every way. But on the other hand, compared with single-sex system, the co-ed system is possibly contributing to sexist views, too.Some people argue that in a co-ed system, boys and girls are exposed much more to the differences in their accept characteristics and because girls mature earlier than boys, boys might find the learning environment inappropriately challenging and til now depressing during this stag e. Another advantage of single-sex schools is that teachers know better about their students characteristics and thus can modify their teaching methods to meet the needs required by the differences in the two genders, whereas in co-ed schools, girls and boys are forced to learn and be appraised in exactly same ways which might not be proper.This should unspoiled a legitimate argument to people who accept that there are differences between the two genders. Although the two systems have sharp differences, they also share similarities. When we compare single-sex school and co-ed school, we can identify some similarities. In spite of the fact that these two types of schools separate student by gender, they both have the same educational program. Both types of schools use same books, literature and syllabus. Also, the goals of both schools are the same.They prepare students for future life give them appropriate knowledge that will help to survive and thrive in our world, but in single-s ex school it difficult to be prepared for real life because they do not have natural training of behavior with opposite gender. Moreover, both schools do not give them just knowledge, but also pay attention to the physical activities. For example, pupils attend different competitions, like football, basketball, volleyball etc. In addition, students participate in public affairs, like movements against drugs, participation in aid for childrens home or lot to greybeards.There are many differences between single-sex school and co-ed school. For instance, differences in behavior of girls and boys have been observed and commented for generations, but history records that until social expectations of girls were very different of boys, especially regarding education (Zanders, 1993, p. 16). The learning style and interests of girls and boys have been consistently different, because girls acquire a learning method involving personal relationships and imitation, but boys are learning through and through defining goal, restructuring the field, and applying abstract principles.Alternatively, girls learning styles require more open-ended learning tasks, they are both more reflective and empathetic and engage with tasks that are link up to real situations, whereas boys show a preference for memorizing rules and abstract facts and express their comprehension factually (Zanders, 1993, p. 17). Single-sex schools are relying on more ancient perspectives on education, which are oriented to separate boys and girls. Co-ed schools are more modern and represent the current environment of the workplace, where boys and girls study together.According to many articles and researches single-sex school students say that they are studying better than in co-ed and this is because they are in the class of their gender. For example, in Kazakhstan, students from Kazakh-Turkish lyceum won a lot of awards in exact sciences like mathematics, interpersonal chemistry and physics and all foreign l anguage and they gave the highest results in their knowledge. Co-ed education schools trains students for their future lives, how to communicate and behave in real world. This education breaks all the boarders between genders and helps them to build a good, strong relationships.Moreover, students in single-sex school may lose some social skills that students in a co-ed school may gain. It happens because students in single-sex school are limited from communication with opposite sex. Another important thing that influences education is relationships with opposite sex. In co-ed schools, students sometimes cannot realize their abilities in subjects like mathematics, chemistry and physics. In co-ed school, there exist teenagers sex and unwanted pregnancy at a very young age. This is because they always focalization some or all their attention on opposite sex.However, in single-sex schools it is not a problem, because nothing of this sort exists. Finally, I want to conclude that both of schools have advantages and disadvantages. In co-ed school, it will be easy to gain your social skills, but student can lose some points in education. In single-sex school student can focus attention only on education, but will not properly prepared for social life. There is a trade off between academic knowledge acquisition and social functional ability development. The knowledge student gain does not depend on the type of school.The factors that influence their education are student character, environment and his or her abilities. Parents should decide themselves where their child will learn, but it should guarantee that the choice represents the childrens own feelings. They should like the type of school they are going to. But some parents sex for their children prefer to choose single-sex schools in order to minimize their contact with the opposite, but it is important to understand that choosing for child all-female or all-male school will not stop them from searching for the opposite sex.If parents minimize contact when child is in school, but they cannot stop children meeting others through tuitions, extra classes, the neighborhood, or through friends. If their child meets someone with whom she or he shares home assignment or some exercises, and if she or he makes the decision to get physical with such person, theres little a parent can do. But on the other hand, when parents choose for their child a co-educational school, their child will have contact with opposite sex from the beginning.As a result, child will not only feel more comfortable in the company of the opposite sex, but will also be able to handle advances better. When parents making the decision of sending their child to a single-sex or a co-educational school, their decision should not be based on whether they want to minimize or increase childs contact with the opposite sex. Instead, they must consider the study of the school, the activities it offers and the quality of education and ed ucators. For example, some schools offer sending students abroad for further studies.So, parents may consider this point if they want their child to go abroad. Because there is other less traditional schools that focus more on activities and less on academics. If this is something that appeals to them, then give this fact more priority than the student mix. In fact, when decision making what school to choose for child, parents choice should fall on the co-educational school because it will give huge experience and will train their child for future life.

Change Management Strategies at IKEA

revision Management Strategies at IKEAIKEA is the worlds most favored mass-market retailer, ex throw Scandinavian-style home furnishings and other house goods in 230 stores in 33 countries and hosting 410 million shoppers per year. An acronym for founder Ingvar Kamprad and his boyhood home of Elmtaryd, Agunnaryd, IKEA began operating in Sweden in 1943 and continues its original ethos based upon approach obsession fused with design culture. No design, no matter how inspired, finds its way into the catalogue if it cannot be made affordable.As a doer of expanding the business, the family considered turn in its business in the form of selling second strain furniture by reconditioning damaged or old furniture stocked in its store and offering furniture reconditioning services to customers. In developing this kind of business, it expects to make this constitute fifty percent of its business.2. Term of referenceIn this part of the section, we bequeath list several aspect of theore tical approaches that we could hold back in the association to plan and implement the remove.3. Planning and implementing the switch3.1. The need factor during the tilt exorbitance reduction and improvement in recycling wastes ar the issues that are driving the need for deepen. IKEA incurs waste because of damaged furniture during transportation, handling or wear-and-tear when stocked for longitudinal periods in the warehouse. Although the compa. Problem/Issues that Prompted the Need for ChangeWaste reduction and improvement in recycling practices are the issues that prompted the need for sort. Eastern Furniture Company incurs waste because of damaged furniture during transportation, handling or wear-and-tear when stocked for long periods in the warehouse. Although the company takes its cue from the inflow and outflow of furniture from its warehouse for delivery to customers in determining which furniture to make in greater volume and which furniture to stop making or mak e in lesser volume, the company has to eradicate a bulk of damaged furniture that it cannot sell. These take up valuable warehouse space and comprise loss for the company.Overall, the issue is one of efficiency, which has ii elements. bingle is the ability to maintain a good proportionality between the input allocated or employed and the output generated. Ideally, there should be balance in the ratio to ensure break-even but to ensure positive returns the ratio should be greater in favor of output. (Thompson, Strickland Gamble, 2007, p. 93) Waste represents input not transformed into output. The company cute to place greater weight on output by optimizing resources use. Another is the enhancement of the skills in avoiding or preventing wastage of resources and duration. The company has to minimize waste of both resources and time to improve carrying into action.3. Identifying and Assessing the Causes of ChangeUnderstanding the interpolate and enlightening the justificatio ns for the limiting is an important charge service. There are various diagnostic roosters useful in assessing inter transmit. These clarify the change and sets to compelling reasons that supports the decision to implement the change.One tool is the force field analysis, which refers to the process of listing down the pros and cons of the plotted change and evaluating the merit or soundness of the decision as hearty as the viability of the change (Hurt, 1998, p. 55). The table below shows the forces supporting and deter the death penalty of the be after change.Forces for Change-boost resource direction efficiency-increase gross sales-control cost-enhance profitability address customer demand-add value for harvest-feasts and services to customers increase market share-ensure sustainable growth think Change (establish a 2nd hand furniture trading)Forces against Change-increase operating cost-pull or stretching of available resources- rampart from managers and employees-risks of incurring further lossesA spot of forces support change. These forces encompass different areas from the improvement of resource counseling practices by optimizing output from the input used, financial performance in terms of sales and profitability by controlling cost, and marketing outcomes by meeting new demand and adding value to customers. The occurrence of these forces of change could mean sustainable growth for the company. However, there are likewise important forces discouraging the change. These include increasing operating cost because of the expansion of the business, the pull of resources from the existing business to the new business that elbow room the stretching of available resources. There could alike be resistance from managers and employees because of the change in organizational structure. The risk of incurring further losses in circumstance the company is unable to manage effectively the rigors of the change process is similarly an adverse factor.By balancing these forces, it appears that the forces supporting change weigh greater than the forces discouraging change. Achieving the benefits is viable given the stable financial situation of the company and the opportunities for expansion in the market. The company has sufficient resources to invest in the change and the expected returns are high because of the growing market for refurbished and environmentally friendly furniture products and services. The establishment of a 2nd hand furniture business also adds value to its product and service offering to customers by providing customers with the opportunity to help in conserving the environment by minimizing waste through and through recycling. However, the company needs to address the forces discouraging change by developing a sound resource counsel and enthronisation plan, developing preventive and contingency plans for risks, and easing the resistance of managers and employees. By addressing these discouraging factors, the company can ensure expected results from the change.Another tool is critical path shipway, which refers to the use of directions and schedules in planning tasks and monitoring completion to ensure the achievement of the expected results. employ this tool determines the viability of the change and the areas requiring focus. (Thompson, Strickland Gamble, 2007, p. 93) The table below shows the tasks required in the performance of the change, the commencement period, the period for completion, type of activity, and the relative depends on the tasks necessary for completion.Task set-backCompletionTypeTask Interdependence1. marketing study month 11 month concomitant2. consultation of managers and employeesMonth 12 monthParallel3. brainstorming and preliminary planningMonth 22 monthsParallel24. expansion scheme instruction execution (i.e. mergers and accomplishments, joint venture, takeoer, etc.)Month 42 monthsSequential1-35. restructuring and hiring of new employeesMonth 43 monthsPa rallel46. preliminary marketing activitiesMonth 76 monthsSequential1-57. preliminary evaluationMonth 101 monthSequential1-68. final evaluationMonth 121 monthSequential1-7The integral change process happens in a twelve-month period. The identified tasks support the viability of the change. The tasks distinguish the preparatory activities, death penalty proper activities, and post-implementation activities that the company needs to complete the change process. The tasks also coincide with the issues requiring consideration such as resistance during the restructuring process relative to the results of the consultation with managers and employees and the development of the appropriate marketing activities coinciding with the results of the marketing study. The determination of the sequencing of tasks and interdependence of the tasks also supports the viability of the change by determining priorities during a particular period to ensure due preparation and evaluation of implementation . Overall, the critical pathways analysis supports the commencement of the change and identifies the tasks for completion to achieve the change.3. Stakeholder AnalysisThe change process is organization-wide, which heart and soul various parties likely affected by the change involving the development of a 2nd hand furniture service. Stakeholders pertain to the parties linked to the business firm who stand to experience benefits or adverse effects from the change (Friedmand, 2007, p. 172). Identifying the stakeholders and the respective interests is important to develop ways of wining over these various stakeholders who are likely to contribute to the success of the planned change. Determining stakeholders or the parties affected by the change unneurotic with the impact of the change to these parties is also important in prioritizing stakeholder interests as well as the final result of issues faced by the stakeholders. (French Delahaye, 1996, p. 22)There are a number of stakeholde rs in the planned change light uping under either indwelling or external stakeholders. First is top management of the organization who decide on the change, direct dodging implementation, and carry accountability for the outcomes of the change. Second are middle managers affected by the change and comprise implementers of the tasks constituting change. Third are employees also affected by the change and serve as movers in the change process. These three stakeholders also constitute internecine stakeholders as they form part of the organization and directly experience and figure in the change process. Fourth are suppliers of furniture retailed by the company who could be affected by the expansion. one-fifth are investors and enthronization parts providing detonator needed in the change process. Sixth are customers for whom the change is directed and from whom the impact of change is assessed. These last three stakeholders comprise external stakeholders by not being part of th e organization. These stakeholders decide the change indirectly but could influence the success of the change management activity.There are a number of tools in analyzing these stakeholders. The application of these tools identifies stakeholder interests and clarifies the prioritization of stakeholder interests, in case of conflict. This is necessary to ensure that the intended impact for stakeholders and the expected response from these stakeholders ensure the achievement of objectives for the planned change.One uninflected tool is the power model, which classifies stakeholders according to their relative power or influence in swaying the change process. There are four classifications of stakeholders relative to power, which are promoters, defenders, latents or apathetics. These classifications vary according to the interest in achieving the change and the influence on the change process. The model also determines the stakeholders included in the decision-making over the change process depending on the kind with the company and the influence on the operations of the company. (Cooper, 2004, p. 13)Stakeholder ClassificationPrioritization of ChangeInfluence on the ChangeInternal StakeholdersExternal StakeholdersPromotersHighHigh go on ManagementInvestors or Investment PartnersDefendersHighLowMiddle ManagerLatentsLowHighEmployeesCustomersApathethicsLowLowSuppliersIn implementing this analytical tool, the identified stakeholders fall under different classifications. This determines differences in interest and the inwardness of managing these interests. In achieving the planned change via polity support, there should be strong support from the top management and middle managers. It is important achieve strong support from top company officers as well as middle managers to ensure the development and implementation of policies towards the contriver change. To ensure successful implementation, it is important to consider and integrate the interests of investors to gain capital that supports the change process, employees who would implement tasks comprising the change process, and customers whose acceptance determine the marketability of the new business.Another analytical tool is the resource dependence theory (Frooman, 1999, p. 191) that classified the relationship between the firm and stakeholders into four types, which are 1) firm power, 2) high interdependence, 3) low interdependence, and 4) stakeholder power. The nature of the relationship determines the issues requiring resolution to manage effectively stakeholders. The core idea of this analytical tool is the recognition of the limited self-sufficiency of business firms so that they have to rely on their environment to address difficulties.Firm-Stakeholder RelationshipStakeholdersFirm PowerMiddle Managers, Employees,Stakeholder PowerCustomers, Top ManagementHigh InterdependenceInvestors and Investment PartiesLow InterdependenceSuppliersThe implementation of this analytical tool sho ws the stakeholder priority of the organization in achieving the planned change in the context of resource accumulation. Since the company has strong dependence on investors and investment parties as source of capital and investors also rely on the company to experience returns. This mode that the company should develop mutual positive relationship with investors and investment parties. Since the power of stakeholder is high in the case of customers and top management, which means that the company should consider the important roles of top management in directing change policy and customers in justifying the area of change.4. Change Implementation StrategyDetermining the appropriate and effective change implementation strategy is an important part of the management of the planned change. The change implementation strategy determines points to the viability of the change by identifying the nature and direction of the intended change together with the corresponding roles of the parti es involved and the activities requiring completion. There are two considerations in developing the change implementation strategy. One is the direction of the change, which is either top-down or starting from the front line. Another is the source of the factors for change, which is either internal or external.A top-down change implementation refers to planned change because change emanates from the implementation of change policy from the top management. This means that change occurs through directives from the top expressed through change in the attitudes and way of employees as well as spirt processes and output. Top-down change implementation strategy is also similar to the hierarchical model of change, which places stress on the manner of utilizing the firm structure, compensation and incentive system, and other control systems to facilitate the achievement of the intended change. As such, senior management serves as architects of the change and manages the organization to ac hieve the desired change. The hierarchical model usually applies in changes involving the change in structure, staff, compensation systems, incentives, performance measures, and other similar change. Control serves as the means of ensuring the change. Rational connection between the planners and doers also ensures change implementation, which means that the intended change should be rational in terms of firms and stakeholder benefits to be accepted by the doers, which is made up of the front line employees. However, this also has limitations such as the use of inaccurate nurture to support decisions over the change process and problems in motivating change at the lower levels of the organizational structure. In addition, this aligns with the economic perspective of organizational change. (DeWit Meyer, 2004, p. 297)Change commencing from the front line refers to the assistment of creativity and innovation at the bottom level of the organization. The creation of an innovative worki ng environment and implementation of incentives for innovative outputs encourage employees to determine solutions to problems they experience in the delivery of products and services and dealings with customers. The implementation of these solutions comprises the change. This has relation to the cultural model of change implementation, which emphasize on the participation of employees at the lower level in the formulation and implementation of strategy in terms of information feedback to their immediate managers or supervisors. As such, there is a league between the roles of thinkers and doers because managers participating in doing while employees also take the role of thinkers. Because of this, the change focuses on the infusion of organizational culture across the firm. Top management provides broad guidance in innovation. (Goold Quinn, 1990, p. 176) This works well for decentralized business firms. However, this also limitations including the assumption that the managers and e mployees are well-informed and able to make informed decisions on areas of change and sound solutions to front line problems. Focus is difficult to maintain in using this model. The change process would also likely involve be and involves a certain period. Not all organizations can afford the high price for change from the grassroots or culture-based change or have the sumptuousness of time to wait for protracted change. (Parsa, 1999, p. 73)There is also an alternative change implementation perspective, the collaborative model, which requires the participation of senior managers in the process of strategy formulation. This means that top management facilitates brainstorming, consensus building and other collaborative methods in planning the change so that top management also comprises the bridge for change implementation on the part of middle managers and employees. (Goold Quinn, 1990, p.176) As an integrative model, this addresses the problem of information inaccuracy likely to o ccur in the implementation of top-down change as well as the assumption of complete information at the grassroots in applying the cultural model (Parsa, 1999, p. 73). The distinction between thinkers and doers blurs but this does not completely vaporize because of the assumption of the parties of dual roles. found on the understanding of the planned change, which is expansion by establishing a 2nd hand furniture business and requiring prioritization of the interests of investors and customers, the appropriate change implementation strategy is the collaborative model. The change involves the acquisition of business units, restructuring of the organizational structure, and hiring of new employees. The acquisition of new business units is a strategic issue for resolution at the level of top management with feedback from senior managers to support sound decision-making. The hiring of new employees and restructuring of the organizational structures are management issues for resolution a t the senior management level obtaining policy guidance and confirmation from top management while at the same time obtaining feedback from middle managers and employees on emerging problems and effective solutions. higher-ranking managers serve as the fulcrum balancing or bridging change implementation and the change process. Successful change ensures the interests of investors and customers.Change implementation strategy could also be internal and external. Internal change implementation means that the parties involved in the change are members of the organization and the achievement of change depends on internal competencies. External change means that the parties facilitating change do not form part of the organization and infuse external competencies into the change process. However, these are not conflicting, which means change implementation could involve both internal and external factors, with the extent of combination depending on the requirements of change implementation . (Grant, 2002, pp. 132-133)The change implementation strategy for the planned establishment of a 2nd hand furniture business involves the combination of internal and external factors. The internal factors refer to top management directives or guidance, consensus building and feedback from senior managers, and feedback from middle managers and employees over issues and solutions emerging from the front line. The external factors include capital infusion from investors, feedback from external consultants, and acquisition of business units.5. Addressing ResistanceKey to the success of the change implementation strategy is the identification and understanding of the factors blocking the implementation of change. Kotter (1996, p. 3) described blocks as the entirety of the hindrances and issues experienced by business firms in the course of implementing change. This requires resolution to ensure the successful implementation of change. An impending block to change implementation is resis tance or disagreement, disapproval or opposition to some aspects or all of the planned change. If unaddressed, resistance could lead to delays, accumulation of additional costs or even the failure of change implementation.Resistance finds account statement through the transition curve (Fisher, 2001, n.p.) See Figure 1 below that explains the response of parties to the change as a process. Upon learning of the planned change, the affected parties experience anxiety because of concerns over whether they can cope with the change. This could lead to happiness because of the realization that change, which could be anticipated, could happen or denial because of the inability to accept the change. However, this could immediately turn into fear because of concerns over the expectations of their role and the impact on them that could develop into imprint when in the stage of uncertainty. This could then lead to two directions. One is towards gradual acceptance and moving forward as the af fected parties develop confidence in the change and their roles in the implementation of change. Another is towards hostility and absolute resistance because of the inability to find their place and role in the expected change. Recognizing the adjustment to change as a process implies that business firms should address the fears and threats faced by the parties affected by the change to ensure that the attitudes and behaviors of stakeholders lead to acceptance and moving on.Based on the transition curve, resistance to the planned establishment of a 2nd hand furniture business would likely come managers and employees. The change involved the acquisition of new business units to comprise 50 percent of the business. The different nature of the business means change in existing practices and norms. The change also involves the restructuring of the organization, which means the removal of some positions and creation of new one and the removal or reassignment of people. These situations b uild fear among managers and employees. The change also involves the hiring of new personnel, which could be perceived as threats by existing employees.Specifically, there could be several sources of resistance to the planned change. One is the concern of employees over the changes in their employment positioning after the implementation of the change. The initial response to threats on employment status is resistance by fighting against the change to prevent the cancellation of positions and removal of personnel. Another is the concern over manageable changes in their tasks if they remain employed with the company after the establishment of the new business. Employees experience security by developing knowledge and skills necessary to accomplish their work effectively. The change requires the accumulation of new knowledge and skills that challenge the security of employees. Still another is the different perspectives of managers and employees towards the purpose and impact of the planned change. The different in creed could divide support for the change. Last is the adverse perception towards the change because of lack of consultation. The implementation of change without sufficient consultation, based on the perspective of managers and employees, could develop prejudicious regard towards the change.Addressing the problems of resistance that develop in a process could also be through a process that requires strong leadership. Addressing resistance is a three-stage process See Figure 2 below that commences with the unfreezing of the present status of the organization, followed by the guided front man towards the new position, and concluding with the freezing of organizational life at the new position. This means top management, with feedback from senior managers, should determine the existing position of the company, articulate the new position, and implement policies or activities that move the organization from the current to the new position. This find s further explanation by the parallel three-step process. The first step is defrosting of the status quo, followed by the taking of actions that usher change, and concluding with the anchoring of the achieved changes using corporate culture. This also highlights the importance of leadership and adds the incorporation of the change in the corporate culture as the means of ensuring that the organization remains at the new position. (Lewin, 1997, pp. 330-334)These three-step processes address resistance in a number of ways. Completing the first step means that the company has identified a rational justification for the change by understanding problems in the present status of the company and developing a vision of the outcome of the required change to address these problems and gain benefits. Implementing the second step requires the identification of activities and processes that encourage the intended behavior or action from all stakeholders. These behaviors and actions comprise mov ement towards the new position. The application of the third process through activities that secure the comfort and satisfaction of the organization towards change should ensure the stability of the organization in its new position. (Lewin, 1997, pp. 330-334)Specific actions or activities that could help the organization address resistance. First is the establishment of a sense of prodding over the need for change. It is common for people to require a reason for agreeing and participating in change. Leaders or top management has to provide an welcome justification to expect change from managers and employees. Second is the development of the vision for change and communicating this to the parties affected. People also expect to make changes when they know where they are going. This means that leaders need to clarify where the change would lead the organization to expect managers and employees to understand the importance of their role in the change process and the impact of the ch ange on them. Third is the establishment of a guiding coalition made-up of a team nurturing and supporting the change. The team has to exert influence because of their qualifications and other forms of influence towards managers and employees. Fourth is the empowerment of employees to participate in the change process with confidence. This means that leaders should provide room for the development of ideas on the part of managers and employees. This environment develops flexibility, which supports change. Fifth is the establishment of short-term goals that is realizable in a short period because people are not likely to cooperate in change without see positive results, no matter how minute, in the short-term. Sixth is the encouragement of additional changes to secure long-term or sustainable change to take advantage of the whim of change by encouraging open communication and innovation. Seventh is the reinforcement of change through positive developments in the organization that j ustifies the better position of the company after the change. (Kotter, 1996, pp. 33-145)6. Project EvaluationThe evaluation of the project constitutes another important aspect of change management. Evaluating the project ensures the resolution of problems as well as the legal community of issues. One project evaluation model is the lifecycle of change management. The implementation of this mode commences with modifications at the model level and then the translation of these changes at the implementation level. This minimizes process at the implementation level while at the same time developing a model for use in the estimate of the outcomes of change implementation. (Singh Shoura, 2006, p. 25) wile is a means of considering possible modification at the model level. In application to the establishment of a 2nd hand furniture business, simulation could apply to the assessment of different modes of mergers and acquisitions to determine the best means of achieving the desired chan ge. The selected option is subject to implementation and expected outcomes, based on the model as the point of reference. Another situation implementing the lifecycle model is the consideration of the role of leadership in the change implementation process. Ideally, leadership should develop the vision for change and guide movement towards the change through activities that comprise the change such as the assumption of new tasks by managers and employees. This ideal serves as the means of evaluating the role of leadership in actual practice. Managers should also facilitate consultations and feedback sharing within and across the different levels of the organization. This ideal comprises the point of reference in assessing the role of managers in the change process. Overall, the blueprint of the lifecycle model of change is that the organization should remain operational after the implementation of change but placed at a better position compared to the precedent state before the ch ange. The comparison of the difference between the old and present status in terms of strategic objectives tells something about the merit of the change and the potential of the change implementation strategy. (Singh Shoura, 2006, p. 25)7. ConclusionChange management is important in achieving strategic objectives. There are a number of elements for consideration in implementing change management. One is the clarification of the change by determining the problem or issue underlying the planned change. This is important to rationalize and justify the change. Another is the assessment of the change by weighing the forces that persuade and dissuade the change. The persuading factors should outweigh the dissuading factors to support the change. Still another is the identification of the stakeholders or the parties affected by the change together with the interests for purposes of the prioritization of interests in case of conflict. The development of the change implementation plan is a lso important because this determines the activities comprising change and the role of the parties in achieving the change. Understanding the blocks to change, particularly resistance is also important to ensure a smooth change process. Lastly, designing a project evaluation is also an important element because this determines the extent of achievement of the change and areas for improvement in the course of implementation.

Relationship Between Nubia and Egypt

Relationship Between Nubia and EgyptArt 327 Egyptian Art Dr. Sara Orel November 20, 2014Throughout the history of ancient Egypt, Egypt had been in contact with numerous cultures well-nigh and far from their home. apiece of those cultures provided some sort of contact and family relationship whether that was political or economic or even as an enemy. One culture in particular, Nubia (later known as the Kushites with the development of the Kingdom of Kush) had been in contact and had a relationship with Egypt since as early as the first century B.C. The term Nubia is defined as a geographic region located in the northeast corner of Africa. It straddles the Nile River and is sometimes referred to in two parts, according to the flow of the river, Lower Nubia in the North and top(prenominal) Nubia in the South.1 For amphetamine Nubia, the most common term was Kush.Kush was located in what is now known as Nubia, near the third cataract in ancient times. The relationship amongst Egypt and Nubia as stated in the beginning was mainly trade and at times dealt with military aspects. However, as time progressed the relationship became more complex. It had changed depending on the political and economic climate of the time. To the Egyptians, the Nubians represented a trading partner, an enemy, a military asset, a conquered colony, and at times a conqueror. The beginning contact or relationship was not as complex as the end. The Nubians relied on their northern neighbor for some time. However towards the twentieth century that relationship soon changed.Egypt had pick up over Nubia for nearly five-hundred years. However, towards the twentieth century Egypt lost control due to the decline of the Egyptian government at the end of Ramses II. That lost control would be devastating to Egypt due to the gold deposits found in Nubia and opened up the door for Libyans to get by control. However, it would give chance to Nubia to make a stance and take control themselves.The rela tionship between Egypt and Nubia changed drastically in the years from 750-730 BC when the Kingdom of Kush and the Nubian prince, Piankhy (also known as Piye) pushed northward to capture Egypt from Libyan control and clear their capital at Thebes. Just as a note, King Piankhy of Dynasty XXV reigned in Nubia for nearly thirty-one years (747-716 BC). We have archaeological evidence pointing to this through and through and through a large granite stela known as the Victory Stela of Piy found in 1862 at Gebel Barkal in the Temple of Amun at Napata.2 The stela measures 1.80 meters by 1.84 meters. It is inscribed on all four sides, with a total of 159 lines of hieroglyphs.3 It now currently resides in the Cairo Museum.The relief at the top shows Amun enthroned on the go forth with Mut standing behind him and Piankhy before him. It is a narration of Piyes conquest of all of Egypt. 4 It is much like the New Kingdom Annals of Thutmosis III in factualness yet is much more vivid. It paints the portrait of a Nubian king who was forceful, shrewd, and generous.5Hear what I did, exceeding the ancestors,I the King, image of god,Living counterpart of AtumWho left the womb marked as ruler,Feared by those greater than heHis father knew, he mother perceivedHe would be ruler from the egg,The not bad(predicate) God, beloved of gods,The son of Re, who acts with his arms,Piye beloved-of-Amun.6Piye always meant to rule Egypt but he had preferred treaties over warfare, unlike his later adversary the Assyrians. It states that he was extremely pious and oddly devoted to Amun. Egyptians rather welcomed the Nubian prince, preferring him over the Libyans, scholars attest this to the cultural similarities between Egypt and Nubia and also the physical similarities as well. The Nubians ruled from Nubia to as far as the Delta, they portrayed themselves not with the Egyptian crown with one cobra uraeus but with two cobras.Nubian rule over Egypt was short lived, lasting less than a hundred years. The end came with an attack by the Assyrians, pushing them further south and relocating their capital from Thebes to Meroe. The Nubian rule was succeeded by a vigorous Egyptian dynasty coming from Sais in the XXVI dynasty. During this time the Egypt was rebuilt as a strong centralized and prosperous state.7The relations with Nubia at this time were at first peaceful, but in 592 BC, Psamtik II attacked Nubia and claimed a victory. However, he did not pass control. What prompted this attack is still not known, but is recorded on the Victory Stela of King Psamtik II and is viewed by many as an act of revenge when Nubia controlled Egypt.The troops your majesty sent to Nubia have reached the hill-country of Pnubs. It is a land lacking a battlefield, a place lacking horses. The Nubians of every hill-country rose up against him, their police wagon full of rage against him. His attack took place, and it was misery for the rebels. His majesty has done a fighters work. 8The relation ship between Nubia and Egypt remained strained with the Saite power in Egypt but improved in the Ptolemaic period with the Meroitic Kingdom.There were, as usual, times of trouble between the two nations during this period. There was one occasion were the Meroites invaded Egypt in the upper kingdom. However, trade between Egypt and Nubia appeared to have increased considerably. 9 The wealth and stimulation from this trade helped initiate a cultural renaissance in the Meroitic heartland with the border remaining near Maharraqa in the middle of Lower Nubia.10 The cooperation between the two is symbolized in the temples at Dakka and Philae. As time went on, the relationship between the two continued until around 350 AD when the Axumite Kingdom attacked and completely destroyed the Meroe Kingdom. After this time Nubia became a Christian nation.From the beginning contact to the end, the relationship between Nubia and Egypt was very complex. The contact and relationship between the two alw ays seemed to go back and forth from a peaceful relationship to one with hostility. However complex their relationship was, Egypt and Nubia both developed through political, economic, and cultural means depending on who held power at the time. It is no secret that Nubia played an important, however brief, in Egyptian history. What we know of them largely comes from the texts and inscriptions from Egyptians. However, with excavations still world pursued in Nubia there is still much to be discovered.Works CitedBBC. The Story of Africa Nile Valley. 2014. http//www.bbc.co.uk/worldservice/africa/features/storyofafrica/index_section3.shtml accessed November 15, 2014.Harkless, Necia Desiree. Nubian Pharaohs and Meroitic Kings The Kingdom of Kush. Bloomington Author House, 2006Lacovara, Majorie Fisher and Peter. quaint Nubia African Kingdom on the Nile. Cairo The American University in Cairo Press, 2012.Lichtheim, Miriam. Ancient Egyptian Literature The Late Period. Vol. 3. Los Angeles Un iversity of California Press, 1980.Redford, Donald B. From Slave to Pharaoh The Black Experience of Ancient Egypt. Baltimore The Johns Hopkins University Press, 2004.Shubert, Steven Blake. Encyclopedia of the archeology of Ancient. Edited by Kathryn A. Bard. London Routledge, 2005.Smith, Stuart Tyson. Wretched Kush Ethnic Identities and Boundaries in Egypts Nubian Empire. London Routledge, 2003.Trigger, Bruce G. New Light on the chronicle of Lower Nubia. Anthropologica (Canadian Anthropology Society) 10, no. 1 (1968) 81-106. Accessed 13 November 2014. url http//www.jstor.org/stable/25604760.1 Majorie Fisher and Peter Lacovara, Ancient Nubia African Kingdoms on the Nile, (Cairo The American University in Cairo Press) 5.2 Donald B. Redford, From Slave to Pharaoh The Black Experience of Ancient Egypt, (Baltimore The Johns Hopkins University Press) 101.3 Ibid, 101.4 Miriam Lichtheim, Ancient Egyptian Literature A Book of Readings, v.3, (Los Angeles University of California Press) 66.5 Ibid, 66.6 Miriam Lichtheim, Ancient Egyptian Literature A Book of Readings, v.3, (Los Angeles University of California Press) 68.7 Ibid, 66.8 Ibid, 85.9 Bruce G. Trigger, New Light on the History of Lower Nubia, Anthropologica (1968) 95, access 15 November 2014, url http//www.jstor.org/stable/25604760.10 Ibid, 95.

Critically Contrasting Personnel Management and Human Resource Management

Critically Contrasting Personnel Management and world imaginativeness Management1. INTRODUCTIONOver the last few decades with the approach of the industrial r ontogenesis, the work place has seen a change in stance with respect to its people working in organizations. The key theme resonates around the ever so increasing importance being given to the employees or the benignant vision. It started with what theorists referred to as military force circumspection. Some theorists believe that military mathematical group perplexity evolved in to what is now called gay race option trouble while others draw signifi batcht strategic and operational differences amongst them (Torrington et al. 2005). The basic difference that the researchers find amidst these two is their area of localise within the organisation. Personnel oversight get words primarily into administrative aspects of the organisation while, tender resource management, on the other hand, looks after arrivein g, retaining and growing the military effect aspect the organisation. In most organisations today we see a growing importance given to this function at strategic levels.In this essay, the theory that exists for personnel management and human resource management will be critically contrasted and analysed to come to a conclusion in the debate mentioned in the previous paragraph. A number of theorists look at each of these as independent elements as well as proportional elements and this essay explains the establishment of the linguistic context of each of the elements i.e. personnel management and human resource management, the change or the perceived transformation of personnel management to human resource management and drawing differences and similarities found in the existing belles-lettres to conclusively define whether there is a difference between the two or is Human Resource Management a term which is purely an evolution of personnel management.2. THEORY AND PHILOSOPHY OF P ERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENTThere has been a significant amount of literature that has been critical of personnel management of being low on organisational status in the recent years. The perception is widely held that the function of personnel management is limited in a reactive and administrative position and fails to hold relevance to the aims of the organisation. To elucidate this perception it should function at a strategic level (Lundy, 1994). Authors much(prenominal) as Drucker (1968), Watson (1977), Legge (1978) and Rowland and Summers (1981) doctor personnel management to an administrative parting. This could include representroll, maintaining practices with respect to regulation and other such activities. Torrington and Hall (1987) noted that personnel management looks towards the get out manager for the as a key driver for the integration to the boilersuit organizational goals. However the lack of strategic direction sometimes causes a conflict w ith the overall role of the manager which is more strategic in nature. Lundy (1994) noted that the establishment of the trade unions in UK along with the subsequent welfare movement that began with the onset of the industrial innovation in the early 19th century became the underlying cause of this conflict. Trade unions meant the workers were represented, were informed and could now demand and fight for their rights while line managers and governments considered labour as commodity. This lack of strategic composition in personnel management began to see the emergence of Human Resource Management as a replacement term. The pitfalls that were once faced with the administrative outlook of the personnel management were being eliminated by extended the boundaries to generate a more strategic role within the organization. Hence, human resource planning became aligned and was getting integrated with the overall organizational strategy.HRM, according to Bratton and Gold (2003), is a stra tegic approach to managing employment relations which emphasizes that leverage peoples capabilities is critical in achieving competitive advantage. Torrington et al (2005) describe human resource management as a philosophy that deals with the carrying out of organisational activities that are people orient and that extends to those who are not employed in the organisation. Human resource management is now, in the English speaking world, the most extensively used term that describes the activities of the management in terms of employment relationship (Boxall and Purcell 2003). A significant number of changes took place around 1994 with relation to trade unions, organisational restructuring. There was also a go up in the atypical forms of employment. With respect to these changes Beardwell and Holden (1994) suggest thatAny assessment of the emergence of Human Resource Management has, at least, to take account of this changing context of employment and provide some explanations as to the relationships that exist between the contribution HRM has made to some of these changes on one hand and, on the other hand, the affect that such changes have had on the theory and practice of HRM itself (p. 5).The human resource management can be looked at in the light of five aspects. First, the elderberry bush management considers the people problems at a more serious level. The overall delegation of responsibility lies with the line manager. Second, team work, communicating, and empowerment within employees is given a high level of importance. Third, employee training through the facilitation of training allows the employee to contribute more substantially to the organization. Fourth, every employee is considered as an individual. His or her needs are carefully assessed and speech pattern is given to them. Lastly, the overall fit is considered to be around the greater strategic fit of the organization.3. PERSONNEL MANAGEMENT VERSUS HUMAN RESOURCE MANAGEMENTPersonnel mana gement is conventionally believed as having little focus over the occupation links that are broader in nature and it is believed that it concentrates more on the activities of the personnel professionals and also on the operational techniques within the organisation. Thus the function of it is seen as low administrative record keeping and maintenance of people. In contrast to this function, human resource management is considered to concentrate more on the business linkages and also in comparison to personnel management it is usually labelled as an established and good people management practice (Redman and Wilkinson 2006). Legge 1995 (in Beardwell and Claydon 2007 9), lists out collar significant points that show that human resource management differs from personnel management. First, HRM is concerned with the responsibility of the top managers for the management of the culture. Secondly, she states that personnel management appears to be something performed on subordinates by m anagers rather than something that the latter experience themselves. Finally, she says that human resource management defines the role of the line- managers rather than personnel managers. She further argues that the three differences stated above emphasize on human resource management, in theory, of being more of a central strategic management task as compared to personnel management. Armstrong (2006) states that human resource management lays more strain on the strategic fit and integration and its philosophy is management and business oriented. He contrasts Human resource management from personnel management on the basis that achievement of commitment and the management of the organisation culture are given more emphasis by HRM than personnel management. base (1992) and Guest (1987) each carefully secernate personnel management and human resource management. The approaches considered by both also vary. Storey (1992) looks at the differences in light of the practical aspect Gues t (1987) draws more on the psychological aspects between the two.Points of difference between Personnel management and HRM as noted by Storey (1992)DimensionPersonal ManagementHRM1. Beliefs and assumptionsContractBehaviour ReferentConflictCareful delineation of scripted contractsNorms/ customs and practice.Institutionalized. deal to go beyond contract.Values or relegating.De emphasized.2. Strategic aspectsKey relationsInitiativesCorporate planSpeed of actionLabour management.Piecemeal.Marginal to.Slow.Customer.Integrated.Central to.Fast.3. statement ManagementManagement roleKey managersCommunicationStandardizationTransactional leadership.Personnel specialists.Indirect communication.High (e.g. parity an issue).Transformational leadership.General/business/line managers.Direct communication. inaugural base (e.g. parity not seen as relevant).4. Key leversSelectionPayJob designTraining and developmentFoci of attention for interventionsSeparate, marginal task.Job evaluation (fixed gra des). role of labour.Controlled access to courses.Personnel procedures.Integrated, key task.Performance related.Teamwork.Learning companies.Wide ranging cultural, structural and personnel strategies.TABLE Difference between Personnel Management and Human Resource Management. Source Storey, 1992 35In the table above, Storey (1992) lists possible differences that are present between personnel management and human resource management. These differences describe the strategic aspect of personnel management as labour management and of Human resource management as customer management. Conventional personnel management focuses more on rules and norms, customs of the organisation and the practices which have already been established, whereas the human resource management tends to be more inclined towards giving importance to the values and mission that are set for the organisation. The personnel management approach is particular active the establishment of policies and procedures within t he organisation and it enforces conformity of employees to these rules through careful delineation of written contracts. In contrast to this aspect of personnel management, Human Resource Management tends to go by the spirit of the contract. The structure of job design followed by personnel management is division of labour i.e. different people are assigned to different areas of expertise, where as Human resource management involves teamwork in which a group of people are assigned to accomplish a goal.Points of difference between personnel management (PM) and human resource management (HRM) as noted by Guest (1987)Personnel ManagementHuman Resource ManagementPsychological ContractFair days work for a fair days payReciprocal commitmentLocus of controlExternal controlInternal controlEmployee relationsPluralist approachCollectiveLow TrustUnitarist approach man-to-manHigh trustOrganizing principlesMechanicForma/defined rolesTop crop up strategyCentralizedOrganicFlexible rolesBottom up strategyDe-centralizedPolicy Goalsadministrative efficiencyStandard performanceCost minimizationAdaptive work forcePerformance improvementMaximum utilizationTable Difference between personnel management and human resource management. Source Guest, 1987In the above table, Guest (1987) examines the main differences between personnel management and human resource management. same Storey, Guest also analysis a number of segments of the organisation to draw the main differences between the two debated terms. The psychological contract, which is the mutual agreement reached between the employee and employer, was the first element of difference. While personnel management considered it as obligatory from both parties to remunerate according to work and vice-a-verse. The control in case of personnel management was an external entity while the human resource management stemmed from within. Another key factor was trust. Guest believes that the personnel management failed to generate employee trust which in the case of human resource management was the key. The mechanistic approach of personnel management meant a formal, top down and centralized approach to managing employees. Human resource management on the other hand is considered to be more flexible originating from employees and de-centralized. The overall aim of personnel management, according to Guest, looked at drawing the most distinguish from the buck while minimizing the cost. However the goals for human resource management have taken on a role of improving performance by adapting the hands to maximize the output.Painting the overall scenario, the differences cited by Guest (1987) and Storey (1992) reflect the fact that there lie differences between personnel management and human resource management on both practical as well as psychological fronts. The overall difference in its application has been considered to draw a clearer appreciation of the differences cited above. However, literature also considers a number of key similarities which underlie both aspects of employee management.4. SIMILARITIESStrategies of both Personnel Management and Human resource management flow from the business strategy. Both have the view that managing people is the responsibility of the line managers. Soft HRM and Personnel management have identical values with regard to the respect of the individual, develop people to achieve and facilitate their own satisfaction and the organisational objectives to the maximum level (Armstrong, 2006). Poole (1999) notes that despite the differences stated there are a number of factors that provide for a number of clear similarities between human resource management and personnel management.Emphasis on integration Poole (1999) notes that both these models emphasize on their integration with the overall organizational goals.Line management as the driver He notes that once again human resource management and personnel management look to the line management to deploy the human resource practices and policies.Individual development Poole (1999) considers the model of Personnel Management and contrasts it with the models of Human resource management and concludes that both state the meaning of developing the individual employee to the level of his highest abilities within the organization. Also while considering work in this field he found similarities in context laid down regarding the dependent nature of the employees.Importance of selection and job allocation Poole finds that the correct allocation of jobs to the appropriate people is an important factor in the integration with the organization. It is price noting that the integration with the organization was the basic similarity between human resource management and personnel management.5. RHETORIC OF HUMAN RESOURCE MANAGEMENTKeenoy and Anthony (1992 235) consider the relation between the employment relationship and human resource management as rhetoric and metaphors. HRM its self is shown in a positive light when words such as nurturing and organic are brought into the picture. However, other terms which described personnel management were reactive, monitoring and bureaucratic provided a negative connotation. In relation to the plethoric emergence of HRM, Legge (1995) arguedThe importance of HRM, and its apparent overshadowing of personnel management, lies just as much (and possibly more so) in its function as a rhetoric about how employees should be managed to achieve competitive advantage than a coherent new practice (p. xiv)Legge (in Storey 1995) further notes that there has been hype due to the existence, assumptions and epistemology of low-key and tough models of HRM. This according to Bach and Sisson (2000) can be done to achieve a state of control over the workforce. The hard model of HRM deals with the employees in a little humanistic approach by referring to the more quantitative nature of reducing costs, managing head count and the overall need of the hour. While the soft model of HRM deals with the development of the employees and an overall well being of the employee. Bach and Sisson (2000) noted that the soft HRM camouflages the negative aspects of the hard HRM to paint a positive picture. In practice, both the elements of hard and soft HRM exist together and impacts the employee directly. Critiques of HRM such as Keenoy find that ambiguity in the term Human Resource Management is a remarkable feature in itself. (Beardwell and Claydon 2007)6. CONCLUSIONHuman Resource Management has become the most widely used term which refer to the activities of the management of the organization towards its employees. There are a number of debates surrounding the meaning, definition and scope of HRM and personnel management. Some critics find a number of similarities between the two while others find significant contrasts between the two. Legge (1995) sets forward the view that there is no major difference between the principles and values of the two but Storey (1992) found a number of aspects that differentiate the two.To summarise, personnel management is widely observed as having an operational schematic to people management with the aim at achieving efficiency within the norms of providing justice to the employees work. From the literature, conclusions can be drawn that the difficulty faced by personnel management in obtaining credibility in the eyes of the employees paved the way for the rise of Human Resource Management. The concern about the difference between personnel management and the extent to which HRM represented a positive or negative phase in peoples management gave rise to the debate relating to the differences and similarities of HRM and conventional Personnel Management.In summary, it can be noted from the literature that the inevitable evolution of personnel management was fuelled by the lack of trust with employees and gave rise to the emergence of Human Resource Management. The hard and soft models of H uman Resource Management lay evidence to this evolution by displaying characteristics of the more mechanistic aspects of personnel management.

A Nigger No Longer Caged :: Graduate Admissions Essays

A Nigger No Longer Caged   I taught myself to read when I was twenty years old. The book I started with was I Know Why the Caged Bird Sings, by Maya Angelou.   I was raised in Huntington, West Virginia. Living in Huntington was like living at the substructure of a bottomless pit. The hills defining our valley town were four insurmountable walls, imprisoning me in that special hell reserved for children of miscegenation. My mother had broken one of Huntingtons greatest taboos - she had mothered three children by a black man. After three kids and numerous beatings, my mother bravely left him. Disowned by her family and ostracized by the larger white community, her specialisation did not last long she started on the long road to alcohol and drug dependency.   My mother did not suffer in silence instead, she passed on to us the tainted wisdom that her parents gave to her. Her most frequent reminder to us was, Youre not worth anything, you will never be worth anything, b ecause youre niggers We rarely had food, and many winters we had no working gas for heat or hot water. My mother would conveniently go stay at her boyfriends for weeks at a time. Sometimes she would leave me decennium or fifteen dollars, and I would buy a weeks worth of food cereal and milk, hamburger, bread, and potato chips, and Little Debbie snack cakes. When that ran out, my brothers and I had some pretty tricksy ways of finding more talking my father out of some money, begging, or stealing.   My mother had a house in the white part of town, astir(predicate) a block from the geographic dividing line, so we went to the white school. I was one of three blacks in the entire high school. I remember my welcome signalize the first day of school GO TO HERSHEY HIGH NIGGER spray painted on my locker, signed in red by the KKK. In my secondary year the school decided to celebrate Black History Month by devoting one afternoons history class to a discussion of Black achievements. I was so anxious and excited. I was hoping to learn something more than the words of Dr. Kings I Have a Dream speech. My excitement was quickly shot down as my teacher turned to the only Black in the class - me - and asked if I had anything to offer.

First Ladies :: essays research papers

There were four women that i enjoyed reading. One was Nacy Regan. She was born on July 6,1923(some reasources judge 1921) in New York City. She as a former film and stage actrss who became First wench of the United States when husband, Ronald Regan, become President in 1980. She was First peeress from 1981 until 1989. She did campaigns such as Drug-Free Youth and Adopt Grandparent Program. Lady Bird Johnson was another I was interrested in. Born Claudia Alta Taylor in Texas on December 22, 1912. She got her name "Lady Bird" when she was a child. Her mother died when she was only five. Her father, aunt and family servents help raised her. She went on to college to study arts and journalism at University of Texas. Lady Bird is a devoted partner to her husbands political career. Betty Ford was cognise said to be the "all american wife" but most peopld just saw her as a First Lady. Elizabeth Bloomer was born on April 8, 1918 in Chicago, Ill. Betty described her child hood to be full of friends, dates and social outtings. In 1942 she married Bill Warren, whom she had known since she was in grade school Three years into their marrige she realized that they were incompatible. She precious to start a family and home he was on the road a lot. She wanted a divorce. Before sho could tell him what she felt he went into a diabetic coma, and was unable to walk. So Betty took care of the household and visited Bill in the hospital. In 1947 he recovered and she filed for divorce. Later that year she met Gerald Ford and they dated for a year then they got married in late Oct. then two weeks later was elect to the House Of Representatives. Betty soon became an alcoholic when he was in office and went into rehap.