American-Spanish War Essay Example | Topics and Well Written Essays - 750 words

American-Spanish War - Essay Example In the history of the United States, the Spanish-American War (SAW) is one of the most important foreign wars. The result of the war was the victory for the United States, and this victory became possible due to the hard work and efforts of far-sighted Americans, particularly known as â€Å"Navalists†. The contemporary world would have looked quite different today, if the United States had not won this war. The United States was able to defeat Spain so easily because some far-sighted Americans, such as Theodore Roosevelt and Henry Cabot Lodge, were able to develop a strong American fleet. Creating a strong navy was one of the most important ways to protect the national interest and sovereignty of the United States. The navy was to be the backbone of the American power for years to come . The U.S. was able to defeat Spain at considerably low cost as it got prepared better both military and psychologically, to a large extent The background of the war actually propelled the United States to embark on the policy of revenge, and to take wide public opinion. On February 15, 1898, an explosion occurred in the USS Maine, in the Havana Harbor, which led to the war. Another reason was the idea of freeing Cuba from Spanish domination. However, the USA was able to rapidly gain control, and build an empire effectively. After it had drive Spain from Cuba, the United States was able to gain control of Puerto Rico, and eventually Samoa, Guam, Wake Island, Philippines, and then eventually Hawaii . The war only lasted around 3 months, and resulted in very few casualties, around 400 killed and wounded. In fact, the anti-Spanish press was able to raise the public against Spain, which led to mass support, which is essential in wars. Such anti-Spanish press included the â€Å"Yellow Journalism†. ... It was also because of the misrule by Spanish in Cuba, and the misery that it had caused, which led to huge nationalistic outburst.6 The fact that the United States was so strong militarily also paved the way for the swift and relatively easy victory. The U.S did not have to protect any colonies abroad. Additionally, the strong navy was built, which was encouraged by both business and government leaders. A modernization program had been started back in 1881, which had included innovations, which included new ships having steel hulls, large, rifled guns and steam engines. The strong U.S navy was able to defeat Spain easily, because Spain could not compete with the all-steel and steam navy, which had ranked one of the top five navies in the world at that particular period. The Spanish navy was easily defeated. 7 Additionally, the government policies, as well as the high quality of leadership also made Spanish defeat extremely easy. Theodore Roosevelt had a policy, which was summarized â€Å"Speak softly but carry a big stick† showed that there were masterminds behind the development of this plan. The building up of the navy, and the subsequent annexations that the U.S pursued ensured that Spain no longer stood a chance. 8 The Monroe Doctrine also stated that the New World would not be part of foreign colonization, which is why American leadership did not want Spanish presence in Cuba. The leadership eventually turned against Spain, and America’s policies and strength diverted to driving out Spain. Additionally, as historians have examined, Spain was an old and weak country, while the United States was vigorous, new and energetic. It had new strategies.9 As Barrett wrote: â€Å"When Dewey’s squadron sailed out from Mires

HRM Strategic Interventions Overview

HRM Strategic Interventions Overview Although human resource management is a phrase which has been in use for over 40years, it did not come to the fore as a distinctive approach to managing people until the mid 1980s, when it became generally known as HRM. The vocabulary for managing the employment relationship has undergone a change. Personnel Management has increasingly given way to human resource management (HRM) or, better still to strategic human resource management (SHRM). It was charted/noticed in the writings of US academics and managers (for example, Tichy et al., 1982; Fombrun et al., 1984; Beer et al., 1985; Walton and Lawrence, 1985; Foulkes, 1986). This was, however, taken up by both UK managers (for example, Armstrong, 1987; Fowler, 1987) and UK academic (for example, Hendry and Pettigrew 1986; Guest, 1987; Miller, 1987; Storey, 1987; Torrington and Hall, 1987). By the end of the 1980s and the beginning of the 1990s it became a common term. Strengthening this change was the emergence, in 1990, of two new academic journals Human Resource Management Journal and International Journal of Human Resource Management. It heralded the pushing-aside of personnel-management and the solidification of HRM. Perhaps the most important reason why HRM emerged as the dominant philosophy for managing people in the 1980s is that chief executives, prompted by economic and business trends, and the view of a number of influential writers such as those mentioned abov e and Kanter (1984), at last began to appreciate that competitive advantage is achieved through their employees i.e. the people who implement the corporate plan, and that they must do something about seeing that it happens in their own organisation. Porter (1985), another highly influential writer captured this view when he wrote: HRM is an integral part of the value chain at firm level. The impact of global competition, complexity, technological change and shifts in employee values have affected UK as well as US chief executives, and it has been said by Fowler (1987) that HRM represents the discovery of personnel management by chief executives. For years, chairmen in their annual reports have been paying lip-service to the message people are important. Now, however, competitive pressures from one-culture, high-commitment firms, and changes in employees expectations have indicated the need for action instead of words to obtain fuller use of their human resources. Having said all these I intend to discuss HRM in perspective, its various strategic interventions (SHRM) and analyse/focus more on Performance Management. I will also highlight the challenges and benefits of this strategic intervention using a particular model and how it truly improves an organisations effectiveness. Understanding HRM A common theme within the human resource management (HRM) literature in recent years has been the adoption of HRM practices designed to achieve high levels of employee performance, flexibility and commitment. Here, human resource (HR) practices are placed in a much more direct relationship with organisational policy making and performance issues than traditional approaches to personnel management (Bach and Sisson, 2000). In the 1980s, original writers in the area of human resource management (HRM), Beer et al. (1984), stressed that in the face of increasing international competition, organisations had to focus on the value of investments in human resources as a major source of competitive advantage. The transition from personnel management to HRM reflects this emerging organisation-wide commitment to human capital development. The change, however, has activated considerable discussion within the academic literature about the successful strategic positioning of, and responsibility for , HRM (Beer, 1997; Dyer and Holder, 1988; Guest 1987; 1989). The effective use of diverse/different people seems to be the primary assets of any organisation aside from its financial, technological and physical resources therefore it has to be managed effectively and strategically. What then is HRM? There are quite a few descriptions : Beer et al (1984) Human resource management involves all management decisions and actions that affect the relationship between the organisation and employees its human resources. Pettigrew and Whipp (1991) Human resource management relates to the total set of knowledge, skill and attitudes that firms need to compete. It involves concern for and action in the management of people. Bratton and Gold (2003) Human resource management is a strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practises. As you can see, the emphasis is, first, on the interests of management, secondly, on adopting a strategic approach, thirdly, on obtaining added value from people by the processes of human resource development and performance management and, finally, on gaining their commitment to the objectives and values of the organisation. We can therefore identify the following as basic characteristic features of HRM: It is a top-management driven activity; The performance and delivery of HRM is a line management responsibility; It emphasizes the need for the integration of business and personnel strategies; It involves the adoption of a comprehensive and coherent approach to employment policies  and practises; Importance is attached to strong cultures and values; It places emphasis on the attitudinal and behavioural characteristics of employees; Employee relations are unitarist rather than pluralist, individual rather than collective, high trust  rather than low trust; Organizing principles are organic and decentralised with flexible roles and more emphasis on  teamwork; Rewards are differentiated according to performance, competence or skill. It is however important to note that these characteristics will be applied in many distinctive ways in different organisations. HRM as practised in America, UK, India, Nigeria or anywhere else will have features which will be affected by economic and political environment, and the industrial relation climates and practices of the country. HRM as practised in any country will depend on the culture and tradition, structure, technologies, products and markets of these countries. Drawing on Squires (2001) work, these practises suggest three basic questions: (1) what do HRM professionals do? (2) what affects what they do? and (3) how do HR professionals do what they do? Firstly, to understand what HRM professionals do we can identify 8 key HRM functions, policies, programmes and practises designed in response to organisational goals and contingencies, and managed to achieve those goals. These functions contain alternatives from which managers can choose. The functions are: (1) Planning; (2) Staffing; (3) Developing; (4) Motivation; (5) Maintaining; (6) Managing relationships; (7) Managing change and (8) Evaluating. Secondly, to identify what affects what they do, we must understand that HR activities that managers undertake vary from one workplace to another. These variations may be due to the following: (a) external effects (economic, political, legal regulations, social aspects,etc) (b) strategy and (c) organisation (size, work and structure, technology,etc). Lastly, how do HR professionals do what they do? This points to the means or skills by which they accomplish their managerial work. These could include technical, cognitive, and interpersonal skills and processes according to Squires (2000) work. Thus far, I have tried to analyse the origin of HRM and its meaning. I have also shown how it contributes to the functioning of work organisation. Now, this is the important part of my discourse the defining features of HRM the theoretical perspectives. Practice without theory, they say, is blind, Hyman (1989). Models of HRM Like I pointed out before, the extent to which HRM is applied, and how it is applied, will vary considerably according to the type of organisation and the environment in which it operates. This will be governed by the policy goals of the enterprise and may be hard or soft depending on the philosophy of top management. But we can identify five major HRM models ( The Fombrun, Tichy and Devana model: developed by the Michigan school ( Fombrun et al, 1984); The Harvard model: the analytical framework of the Harvard model offered by Beer et al. (1984); The Guest Model (David Guest , 1989,1997), The Warwick Model (Hendry and Pettigrew, 1990) and the Storey Model (Storey, 1992) that seek to demonstrate analytically the qualitative differences between traditional personnel management and HRM. These models fulfil at least 4 important intellectual functions for those studying HRM: (1) they provide an analytical framework for studying HRM ( like stakeholders, situational  factors, strategic choice levels and notions of competence and commitment) (2) they legitimate certain HRM practises/interventions (3) they provide a characterisation of HRM that establishes variables and relationships to be  researched and (4) they serve as a heuristic device something to help us discover and understand the nature  and significance of key HR practices/interventions. The Fombrun, Tichy and Devana model For my discourse here, I shall be applying the above model, (Fig 1), which emphasizes the interrelatedness and coherence of HRM activities/practises or interventions. They introduced the concept of strategic human resource management by which HRM policies are inextricably linked to the formulation and implementation of strategic corporate and/or business objectives (hence the name matching model). This HRM cycle in their model consists of four key constituent components: selection, appraisal ( performance management), rewards and development, these four human resource activities aiming to increase organisational performance. The strength of the model is that it expresses the coherence of internal HR policies and the importance of matching internal HR policies into the organizations external business strategy. What makes the model particularly attractive for many personnel practitioners is the fact that HRM assumes a more important position in the formulation of organisational policie s. This model ultimately introduced the concept of strategic human resource management (SHRM) (Fig 2). A strategic orientation provides the framework within which a coherent approach can be developed to the creation and installation of HRM policies, system and practises or interventions. SHRM is concerned with those decisions which have a major and long-term effect on the employment and development of people in the organization and on the relationships which exist between its management and staff. It will highlight how the organization intends to manage its human resources. These intentions provide the basis for plans, developments and programmes for managing change Hendry and Pettigrew (1986) amplify this with the following: use of planning; a coherent approach to the design and management of personnel systems based on an employment policy and manpower strategy, and often underpinned by a philosophy; matching HRM activities and policies to some explicit strategy; seeing the people of the organisation as a strategic resource for achieving competitive advantage. Guest (1992) argues that such a coherent approach to human resource management policies can also lead, via the generic HRM outcomes of strategic integration, commitment, flexibility/adaptability of the workforce and quality (all necessary ingredients when developing a competitive edge), to the following benefits to the organisation which has adopted SHRM: High job performance; High problem solving, change and innovation; High cost-effectiveness; and Low turnover, absence, grievances. Storey (1992) adds to this list attitude and behaviour changes amongst the workforce, resulting in highly desirable increases in competitive performance. Grant (1991) sums up a now-widely-held view that capabilities are the main source of a firms competitive advantage. SHRM aims to provide the framework within which these key characteristics can be fostered. In essence, SHRM requires a holistic approach, with not only an internal integration between HR practices/interventions(recruitment, selection, rewards mechanisms, appraisal performance management), but also an integration between those practices/interventions summarised in an HR strategy and the organisations strategy overall. Thinking holistically about HRM may lead to a greater degree of success simply because changes envisaged in one area of an organisation (e.g. structures) are more likely to work because all the knock-on effects of such a change have been considered (e.g. recruitment, selection and induction policies). Summarily, SHRM ensures that the culture, style and structure of the organisation, the quality, commitment and motivation of its employees, contribute fully to the achievement of business objectives. HR Strategic Interventions Based on the model I am discussing on I shall look briefly at the practises/interventions: recruitment/selection, rewards, human resource development but focus more on performance management. Selection: This is one of the major practices carried out by any organization in ensuring the selection of the right people to join its workforce (IRS, 1999a). The selection(recruitment) process is concerned with identifying, attracting and choosing suitable people to meet an organisations human resource requirements. While recruitment is searching for and obtaining potential job candidates in sufficient numbers and quality so that the organisation can select the most appropriate people to fill its job need (Dowling and Schuler, 1990); selection is concerned more with predicting which candidates will make the most appropriate contribution to the organisation now and in the future (Hackett, 1991). There has been correlational data, Terpstra and Rozell (1993) supporting the conclusion that organisations using a wide variety of selection procedures (such as interviews, cognitive ability test, bio data and the evaluation of recruiting sources, etc) had higher levels of overall performan ce, annual profit, and growth in profit. Rewards: Reward management is the process of developing and implementing strategies, policies and systems which help the organisation to achieve its objectives by obtaining and keeping the people it needs and by increasing their motivation and commitment, Armstrong and Murlis (1991). It is also central to the effective management of the employment relationship. It is not just about money but also concerned with intrinsic as well as extrinsic motivation; with non-financial, as well as financial rewards. This motivates and leads directly or indirectly to the satisfaction of many needs. It can act as an incentive to improve performance and as a way to recognise success in a highly tangible way. Human Resource Development: Human resource development comprises the procedures and processes that purposely seek to provide learning activities to enhance the skills, knowledge and capabilities of people, teams and the organisation so that there is a change in action to achieve the desired outcome. It incorporates traditional views of training and development but seeks to extend attention to learning throughout an organisation as a strategy to cope with change. The idea of learning at work has become an obvious good thing, and this has led to growing interest in HRD as a profession and its theoretical development, although there are continuing debates about the meaning of HRD. There is evidence to suggest that learning has an impact on an individuals earning power and employment prospects. PERFORMANCE MANAGEMENT Performance management can be defined as a strategic and integrated approach to increasing the effectiveness of organisations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors, and also can be seen as a continuous process involving reviews that focus on the future rather than the past . (Baron and Armstrong, 1998: 38-39). Performance management, unlike the performance appraisal or annual evaluation process, is an ongoing assessment of employees in a manner geared to match their goals to the organizational goals. It also makes strong use of goal-setting and metrics to identify progress and areas of individual strengths. It is important to point out here that employees, as well as supervisors, are often confused by the differences between performance management systems and performance appraisals. Performance appraisals, also called Performance evaluations are tools used to measure the effectiveness of an employee; most organizations conduct performance appraisals once a year during an annual evaluation process. A performance management system, however, is much more dynamic. It can use the performance evaluation tool but also incorporates other elements into the performance management cycle. The overall aim of PM is to establish a high performance culture in which individuals and teams take responsibility for the continuous improvement of business processes and for their own skills and contributions within a framework provided by effective leadership. History and Evolution of Performance Management and Appraisal Performance management systems, in various forms, have been employed for nearly two millennia. In the third century AD, the Chinese were not only using performance appraisal systems but were critiquing each others biases in their evaluations of their employees (Murphy and Cleveland, 1995; Evans, 2004). During the Industrial Revolution of the 18th century, factory managers became aware of the importance of their employees performance on their production outputs (Grote and Grote, 1996; Murphy and Cleveland, 1995). The development of the philosophy of performance evaluation systems in America has been attributed to such researchers and philosophers as Peter Drucker and Douglas McGregor, who developed ideas of management by objectives (MBOs) and employee motivation (Evans, 2004; Murphy and Cleveland, 1995). Spreigel reported in 1962 that by the early 1960s more than 60% of American organizations had a performance appraisal system. The systems popularity stemmed from the Armys implementation of a performance management system for its officers (Murphy and Cleveland, 1995). Since then, researchers have continued to develop theories of how different performance evaluation methods can contribute to the success of the organization. Elements of Performance Management Armstrong (2006) identifies the five elements of performance management as agreement (of employee, unit, and organizational goals), measurement, feedback, positive reinforcement and dialogue (contingency management). These ensure that the performance management process is positive, successful and a boost to employee improvement. Continued feedback and assessment is key to the performance management process as shown in the performance management cycle (Fig 3). There are four main elements of the planning portion of the performance management cycle: role creation and development, objective planning, assessment and development planning. The first step, role creation and development, is important because an employee must understand his or her role in the organization before the performance of that role can be fairly assessed. By first defining the employees goal, a supervisor can then align the employees objectives with the organizational goals. In performance management, employers provi de continuous appraisal through feedback and re-alignment of goals based on performance. Unlike the annual evaluation process, most performance management systems are designed to meet the changing needs of both the organization and the employee. The following are the aims of PM as expressed by a variety of organisations (source IRS, 2003): Empowering, motivating and rewarding employees to do their best. Armstrong World Industries Focusing employees task on the right things and doing them right. Aligning everyones individual goals to the goals of the organisation. Eli Lilly Co Proactively managing and resourcing performance against agreed accountabilities and objectives. ICI Paints The process and behaviours by which managers manage the performance of their people to deliver a high-achieving organisation. Standard Chartered Bank Maximising the potential of individuals and teams to benefit themselves and the organisation, focusing on achievement of their objectives. West Bromwich Building Society The organizations that have chosen to use a performance management process have often done so because the annual evaluation process has failed to meet their appraisal needs. The constant communication loop of performance management enables organizations to meet both the goals of their organization and the development and feedback needs of their employees. In contrast, the  annual evaluation process, which is retrospective in nature, provides no formal opportunity for employees to receive feedback about their performance, request development to increase their efficiency or ask for new goals during the year. Role Creation and Development In order for performance management to be effective, an employee must have a clear understanding of his or her organizational role and responsibilities. Armstrong says that the role profile defines the role in terms of the key results expected, what role holders are expected to know and be able to do and how they are expected to behave in terms of behavioural competencies and upholding the organizations core values. Defining the core competencies for each employee is one step in effective goal creation because it allows the supervisor to communicate personalized feedback. Effective and SMART Objectives Creation There are many different kinds of objectives in an organization. Armstrong identifies that effective objective-setting results in an agreement on what the role holder (employee) has to achieve and is an important part of the performance management processes of defining and managing expectations and forms the point of reference for performance reviews. He also identifies the following types of objectives: 1. ongoing role or work objectives: based on the job description 2. targets: quantifiable goals that should be met 3. tasks/projects: specified results or product 4. behavioural expectations: outlines desirable and undesirable behaviours 5. values: outlines the values of the organization 6. performance improvement: areas that need improvement 7. developmental/learning: provide specific areas to meet improvement needs Luecke (2006) notes that effective objectives are recognized as important, clearly written in specific terms, measurable and framed in time, aligned with organizational strategy, achievable but challenging and supported by appropriate rewards. Armstrong provides the SMART mnemonic, to help set effective objectives S = specific/stretching M = measurable A = achievable/achievable R = relevant T = time framed The creation of appropriate, measurable objectives is key to the performance management process; they provide a framework for assessment and, without them, the performance management system would fail. Assessment of Goal Achievement After defining roles and setting goals, the manager and the employee must determine whether the employee had been successful during the assessment period. If the goals are SMART, then assessing the employees performance will be simple: if the employee met the specific goal within the time frame designated, then the assessment would be a positive one. The most important aspect of the assessment is the performance review. There are many ways to conduct performance reviews. Some organizations conduct reviews at certain intervals throughout the  year; others create a timeline based on the goals developed. Many organizations have employees conduct a self-evaluation prior to the evaluation meeting; Aguinis (2007) identifies that self-appraisals can reduce employees defensiveness during an appraisal meeting and increase employee satisfaction with the performance management system, as well as enhance perceptions of accuracy and fairness and therefore acceptance of the system. Both employees and employers have historically disliked the performance review process. Armstrong reports that most appraisals have existed in a vacuum, with little or no relation to the workplace: employees have resented the superficial nature with which appraisals have been conducted by managers who lack the skills required, tend to be biased and are simply going through the motions. In order to have a productive, positive performance review, Aguinis identifies six recommended steps: 1. Identify what the employee has done well and poorly by citing specific positive and negative behaviours. 2. Solicit feedback from your employee about these behaviours. Listen for reactions and explanations. 3. Discuss the implications of changing, or not changing, the behaviours. Positive feedback is best, but an employee must be made aware of what will happen if any poor performance continues. 4. Explain to the employee how skills used in past achievements can help him overcome any current performance problems. 5. Agree on an action plan. Encourage the employee to invest in improving his performance 6. Set up a meeting to follow up and agree on the behaviours, actions, and attitudes to be evaluated. After creating goals and assessing progress, the employee and employer have identified areas that can be improved; the action plan for this improvement is called development planning. This development plan ensures that employees will continue to meet the needs of the organization through the identification of their weaknesses and the opportunity to address them through workshops, classes, and other educational channels. Quantitative and qualitative advantages The literature findings suggest that the introduction of SPM has a positive impact in terms of revenues, sales and net profit. Various studies (Malina and Selto, 2001; Sim and Koh, 2001; Braam and Nijssen, 2004; Neely HYPERLINK #idb49et al.HYPERLINK #idb49, 2004;) identified that organizations implementing and using SPM systems were able to achieve an increase in revenue, an increase in profit, a reduction in costs, and a higher ROA. These studies also indicate that organizations that initially used an SPM system suffered decreased results when they reverted, for whatever reason, to traditional measurement systems. Other studies (Kald and Nilsson, 2000; Sim and Koh, 2001; Neely HYPERLINK #idb49et al.HYPERLINK #idb49, 2004;) showed that organizations using an SPM system experienced a myriad of qualitative benefits, such as improvement in internal communication of the strategy, closer collaboration and better knowledge sharing and information exchange between organizational units, stre ngthened focus on what is important for the business, more focus on the achievement of results, higher quality of performance information, better strategic alignment of organizational units, higher operational efficiency, improvement of management quality, better understanding by people of the organizational strategy, higher commitment of personnel to the organization, more clarity of people of their contribution towards achievement of the strategy and organizational goals, higher innovativeness, better achievement of organizational goals, more pro-activity, more clarity for people about their roles and goals, more effective management control, higher employee satisfaction, stronger process orientation, strengthened reputation of the organization as a quality firm, and a better strategic planning process. Quantitative and qualitative disadvantages Literature findings also show that PM systems are not without disadvantages. Various studies (Kald and Nilsson, 2000; Sim and Koh, 2001; IOMA, Business Intelligence at Work, 2005; Neely HYPERLINK #idb49et al.HYPERLINK #idb49, 2004;) stated that organizations experienced disadvantages after the implementation and subsequent use of SPM but only in non-financial performance terms, no quantitative disadvantages were found in the literature. Disadvantages reported are: too many performance indicators; not enough strategic information in the system; too much internal competition; too expensive and too bureaucratic; performance indicators too subjective and therefore unreliable; performance information too aggregated; too much financial information; and too much historical information. Because of these incredibly negative effects that an improperly conducted performance management system can have on an organization, the system must be implemented thoughtfully and executed consistently. Conclusion Performance management, unlike traditional annual evaluation, provides employees with feedback throughout the year. The system allows constant re-evaluation of goals, progress and performance. This process requires more interaction between the supervisor and supervisee and encourages the professional development of the employee to meet the organizations changing needs. While this more dynamic evaluation process is time-consuming, the increased  productivity levels resulting from performance management have proven to be valuable to many organizations. Lord Kelvin once said: When you can measure what you are speaking about, and express it in numbers, you will know something about it [otherwise] your knowledge is of a meagre and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in thought advanced to the stage of science (cited in Fisher, 1990). So I believe that performance management (which also details performance measurement) is a very vital HRM strategic intervention.

Abraham Lincoln :: essays research papers

Abraham Lincoln Abraham Lincoln was the 16th president of the United States. Born in a log cabin in the backwoods, Lincoln was almost entirely self-educated. In 1831 he settled in New Salem, Ill., and worked as a storekeeper, surveyor, and postmaster while studying law. The story of his brief love affair there with Anne Rutledge is now discredited. In 1834 he was elected to the state legislature, and in 1836 he became a lawyer. He served one term (1847–49) in Congress as a Whig; in 1855 he sought to become a senator but failed. In 1856 he joined the new Republican Party. He ran again in 1858 for the Senate against Stephen A. Douglas, and in a spirited campaign he and Douglas engaged in seven debates. Lincoln was not an abolitionist, but he regarded slavery as an evil and opposed its extension. Although he lost the election, he had by now made a name for himself, and in 1860 he was nominated by the Republicans for president. He ran against a divided Democratic party and was elected with a minority of the popular vote. To the South, Lincoln's election was a signal for secession. By Inauguration Day seven states had seceded, and four more seceded after he issued a summons to the militia. It is generally agreed that Lincoln handled the vast problems of the Civil War with skill and vigor. Besides conducting the war, he faced opposition in the North from radical abolitionists, who considered him too mild, and from conservatives, who were gloomy over the prospects of success in the war. His cabinet was rent by internal hatred, and the progress of the war went against the North at first. In 1863 he moved to free the slaves by issuing the Emancipation Proclamation, but preserving the Union remained his main war aim. His thoughts on the war were beautifully expressed in the Gettysburg Address (1863). In 1864 Lincoln ran for reelection against George B. McClellan and won, partly because of the favorable turn of military affairs after his

Preistley’s main aim Essay

Preistley’s main intension in â€Å"An Inspector Calls† is to show the immorality in society. He accomplishes this by having each character take on a separate stereotype of pre-war society. Birling is the industrious businessman, cold hearted and tight fisted. Mrs. Birling is the bossy, maternal wife who has no sympathy for any one who crosses her strict moral barriers. Eric, the son, is a loose cannon, a young man with mean parents who he cannot look to for help. Sheila is the almost spoilt daughter, who is all too quick to use her power, but still feels remorse later. Gerald is a slightly mature Eric. Still a bit irresponsible, he has the right set of morals and is engaged to Sheila at the beginning of the play. Finally, Inspector Goole is the collective conscience of the group. Each of the characters matures slightly over the course of the play, excluding the parents who seem to be set in their ways. Right the way through the play Birling shows himself to be steadfastly rightwing. His views on society are that there is no such thing and that it is every man for himself. He is shown as having few kind emotions and is mostly celebrating Shelia’s wedding because of the business opportunities it will bring. Preistley is trying to show that these views are wrong. He does this at two levels. One is the more obvious – he has been cast as the evil character that is mean to everyone. The other way is subtler. In all his predictions Birling is wrong as these two quotes show – â€Å"And I say there isn’t a chance of war. The worlds developing so fast that it’ll make war impossible. † â€Å"Why, a friend of mine went over this liner last week – the Titanic – she sails next week – forty six thousand eight hundred tons – New York in five days – and every luxury – and unsinkable, absolutely unsinkable† The play was set in 1912 but performed in 1946, so the audience would know that he was wrong about these thing and would subconsciously imagine him as wrong, making them more inclined to agree with Preistley’s view of an ideal society. Birling’s actions and behaviour towards the other characters is typical of a right wing, pompous businessman. He treats all his offspring as tiny children, when they are both old enough to be married. His workers are treated like dirt, fired for wanting a slightly better wage. The Inspector is referred to as a crank, but only once he has left the house. The only person Birling treats fairly apart from himself is his wife, of whom he still takes a slightly lower view than she deserves.

Massey-Fergusion Case Study Essay

1. Net sales for Massey-Ferguson actually increased between 1979 and 1980. Despite this, net  income and income from continuing operations both dropped sharply in 1980. Which item  on the income statement was most responsible for this drop in income? The item on the income statement most responsible for this drop in income was the rise in cost  of goods sold due to currency risk exposure. The pound appreciated strongly against currencies  that Massey sold its products. Especially since engine production was highly concentrated in the  United Kingdom. Cost of goods sold rose from $238.18 million to $2568.5 million from 1979 to  1980 because of the rise in strength of the British pound. 2. Why would the Canadian government have any interest in helping Massey-Ferguson  refinance its debt? A bulk of Massey’s operations were centralized in Canada which meant that a large portionof Canada was employed by Massey (6,700 in Ontario) and without the help of  the Canadian  government these jobs would be loss and they would need to pay out unemployment. Also,  Argus Corporation, a stock holding company in Canada, had a 16.5% stake in Massey and was a  conservative supporter who wanted more support for Massey. 3. Why would it be difficult for Massey-Ferguson to conduct an equity issue to pay down its  debt?   It would be difficult for Massey to conduct an equity issue to pay down its debt because of how  much debt Massey accrued and their consistent inability to pay it. Also, Argus refused to take  a block of preferred share issues Massey intended to issue in 1980. Since Argus was Massey’s  largest shareholder, if they lacked confidence in Massey it shows a lot. Massey also fell behind  with dividends to both preferred and common shares due to covenants on their outstanding loans.  So equity capital was out of the question.

Janis Joplins Porsche essays

Janis Joplin's Porsche essays Janis Lyn Joplin was born on January 19, 1943 and died in October 1970. She climbed to the peak of her success during the 60s, a time of chaos, revolution and excitement. It was a turbulent an colorful period of social change in the country, where America was ripped between those who died for war and those who carved for peace. An era of baby boomers, drugs and rebellions, young adults fought for their beliefs and views to be heard in the society. They expressed themselves through rallies, uprisings and music. Janis Joplin expressed her opinions through her music and her 1965 Porsche that Dave Richards painted for her. Her car represented symbols that both defined her as an individual and the period in which she lived in. When looking at the car, one is mesmerized be the bright colors and the great details that can be seen. Dave Richards used vivid colors like yellow, orange, pink and turquoise. The cars hood has varieties of butterflies and small blue flowers (might be Forget-Me-Nots flowers). In the middle front, there are two faces, one looking to the right and the other to the left. In the middle of the two faces, there is an eye looking straight ahead. It is a gods-eye symbol that the band has identified with. On the right side of the front of the car, there is an image thats very hard to make out. It might be a womans body with veins running through it or thin rivers of blood. On the front left fender there is a Big Brother portrait. On the left side of the car, there are little brown shapes. The impression that some may get is that it is a wall. On the same side of the car, there are drawings of mushrooms. In addition, theres a drawing of people in love. On the back, theres a U.S flag with stains of red paint on it as well as two faces united with a rainbow. Richards also painted a sun face with the Capricorn symbol on it and a letter J. On the right side of the car, t...

Predjudice essays

Predjudice essays Ever since I was a child I remember adults saying to me treat others as you would like to be treated. However you need only turn on your television to learn that so many people do not follow this golden rule. Prejudice should be eradicated from society because it only stands in the way of our worlds success. Prejudice should be eliminated because it slows advances in science, technology, and in our society. Prejudice halts progress in science because many scientists or hopeful scientists are not given the fair chance that they deserve. This happens because of their race of skin color. Often international progress is not achieved because one country may think it is better than another. Therefore, they do not want to attempt to combine their thoughts and ideas to perhaps form something that benefits everybody. Also, within our country sometimes ideas are not pursued because the person is of a different race. Prejudice presents a problem socially when people look down on others because of the way they look or talk. People often miss out on meeting new and interesting people because they have judged them even before they have met them. How is it possible to judge someone after just a moments glance? If contact and communication is not made between all races and ethnic backgrounds, some races will always believe they are superior to the others. Prejudice causes violent acts because if someone believes his race is superior to another he may wish to show the people of a different race that they are less superior by harassing them and imposing violence upon them. All people have the right to live no matter how they look or where they come from. If God put people on this earth who look different, than nobody can take that right away from them. Prejudice slows advances in technology because sometimes inventors who are not white will be reluctant to come forward with their ideas. They may believe th...

Companies Changing the Face of Benefits

Companies Changing the Face of Benefits Every so often there are moments of brightness in headlines about how major corporations are running their business. Good news can make you feel better about a job search in progress, because hey, at least  someone  is doing a great job  somewhere. Here’s a round up of some companies making the world better  than it was when you woke up this morning. Chipotle Hire-a-thonChipotle’s upcoming Hire-a-thon is a sign of the ongoing economic improvement. According to Yahoo Food, â€Å"The planned Sept. 9 hiring binge- which would expand Chipotle’s 59,000-member workforce by nearly 7%- is one of the starkest examples yet of restaurant chains stepping up recruitment efforts as the industry struggles to attract and retain employees.†So whether you want to apply to work at Chipotle or just eat there to show your support, raise a burrito in their general direction on September 9!Netflix Updates Family Leave PoliciesNetflix recently announced they would extendà ‚  unlimited parental leave  to their salaried full-time employees. Moms and dads can take unlimited leave during their child’s first year of life, regardless of their adoptive or biological relationship.   This adds Netflix to the list of companies like Google, Apple, and Facebook that offer parent employees perks like nursing lounges and memberships to childcare booking services- and even prompted Microsoft to boost their paid leave time from 12 to 20 weeks!The tricky flipside is gauging how much time you can actually take- job experts recommend about 6 months at the outside, rather than only taking 12 weeks and then missing a few days here and there.The One-For-One ModelIt’s a well-known fact that the Toms shoe company policy is to donate a pair of shoes to someone in need via nonprofit partners- but did you know eyewear innovator Warby Parker and Target partner Yoobi have the same giveaway policy? Warby Parker even works with a nonprofit that trains men and wom en in developing nations how to give eye exams and empowers them to become affordably priced glasses retailers.One-for-one partnerships allow customers to become partners in company philanthropy efforts, and it’s a great way to establish sustainable assistance to communities in need.Warby ParkerYoobi linkFor more companies that can help you restore your faith in humanity, check out Fortune’s Change the World List- worth consulting while you’re job hunting to find out what companies offer competitive benefits, match their employees charitable donations, provide grants and supports to underserved schools and students abroad and close to home, and more.

Museum Rebort Essay Example | Topics and Well Written Essays - 1000 words

Museum Rebort - Essay Example Artists use ceramics to develop various sculptures that criticize the social and cultural features of the society. Some of the best ceramics artifacts on display in museums today harbor rich cultural and social history of various societies. The works of Ken Price has remained on display at the Los Angeles Museum of Arts. The multicolored sculpture glows in the lights of the display thereby depicting the lustrous nature of the carvings. The smooth flowing edges and curves of the sculpture portray the malleable nature of ceramics the artist manipulates thereby developing the work. Arts provide people with effective platform on which to criticize the developments in the society. In doing this, arts provide artists with the opportunity to maintain a relative criticisms of the various cultural and social developments in the society. The feature of arts presents a daunting task to the artists who must therefore develop an intriguing work but maintain an originality in their works. Ken Price achieves this in his sculpture, which oozes both uniqueness and originality. The unique sculpture has several molten like lumps that depict the artist’s creativity. As described above, the smooth flowing curves that appear as molten lumps are carefully done curving on the ceramic materials. The artists maintain the caution capable of achieving the illusion of the curves on the ceramic material. The artist curves the intricate shapes of the artifact from the delicate ceramic materials thereby developing the artifact before heating it in order to achieve the strength and longevity the artifact enjoys at the display to date. The artist employs a combination of artistic techniques in order to achieve the finished artifact on display at the museum today. The soft ceramic clay helps with the molding process; wet ceramic clay is not only ductile but also equally plastic in nature. This makes ceramics better than clay in the creation

Biofuel production from waste wood - (Product Life Cycle Assessment Coursework

Biofuel production from waste wood - (Product Life Cycle Assessment (PLCA)) - Coursework Example However, wood pellets have drawbacks including requirement for large storage facilities and continuous removal and control of ashes (Chen, 2009, p 2). It is indispensable to comprehend that use of wood pellets as a substitute energy source to fossil fuels remains essential in significant reduction of global warming effects and minimal emissions of green gases. The report aims at understanding the life cycle of wood pellets and its contribution to environmental degradations. In addition, the report provides an assessment of wood pellets life cycle in relation to its human effects. Besides, the fundamental objective of the report is to assist wood pellets producers in communicating with customers. Moreover, the producers would also ensure better environmental management. Life cycle assessment (LCA) relates to an environmental evaluation device that focuses on analyzing environmental impacts associated with use of a process or product within its entire duration or life. The inherent assessment remains achievable through creation of a systematic model that can carry out quantification of energy and materials consumption and calculation of released wastes and emissions (Manyele, 2007, p 142). Such computation of effects occurs of life cycle of the process or product from raw materials extraction, production, transportation, reuse and use phases, and consequent recycling stage. Therefore, there exist four significant steps in performing LCA including last step called interpretation, life cycle impact assessment, inventory analysis, and the first step being goal and scope definition. Assessment of wood pellets life cycle is domineering in quantifying and analyzing its global warming potentials in comparison to fossil fuels. Moreover, the assessment remai ns vital in communicating with customers that constantly uses fuels and more importantly to investigate impacts of the energy on the environment. The diagram below illustrates the

Corporate Social Responsibility Assignment Example | Topics and Well Written Essays - 1500 words

Corporate Social Responsibility - Assignment Example Thus, CSR is simply amalgamating environmental and social concerns into business policy and procedures. Potential benefits of CSR relative to the costs for businesses and stakeholders Apparently, CSR is an ongoing responsibility held by businesses to ethically behave and economically develop while improving the quality of life of their employees and their families, over and above, that of the local community and society at large. Scholars argue that companies must be prepared to merge both the business and society through the principle of shared value. Shared value incorporates economic value that creates value for society through addressing needs and challenges.2 For instance, the Coca-Cola Company participated in a Corporate Social responsibility by sponsoring World Cup, 2010 in South Africa. In essence, the potential benefits associated to CSR include human response, risk management, brand differentiation, operating licence, and diverting attention. In human resources aspect, CSR acts as an aid to retention and recruitment especially in relation to a competitive market. Moreover, managing of risks is crucial as one of the important corporate strategies that are achievable through building a culture of doing the right thing within a corporation. Besides, the competitive market requires companies to have a unique factor that differentiates them from other brands that are in the market, thus separating them from the competition in the minds of customers. Consequently, companies tend to take substantial voluntary steps of convincing the government about their participation in social responsibility such as health and safety and environment. Never the less, companies may involve themselves in high profile CSR programs so as to divert the minds of the customers from their perceived negative impacts. Of importance to note is that CSR has cost of aiming to satisfy the customers both in product quality and ethically sourced a process that requires additional costs. In essence, companies use extra cost in creating brand loyalty, which assist in increasing revenue that is meant to attract customers. Additionally, companies have a cost of corporate social responsibility which is the capital investment. Capital investment is taken to handle a different kind of investment that a specific company prefers to take into account and find out if the investment is worthwhile.3 The importance of CSR relative to other corporate objectives Corporate objectives are goals that are normally laid down by the board of directors putting more influence on the critical factors that are necessary for company to excel in the market. Once companies are formed, the people in charge understand that social responsibilities in respect to the society must be accomplished even though it is not in the expected set out. This is because companies have different issues that they work on. For instance, a particular company may have an excellent customer but have the worst record of employment, so as to reduce the cost of the company. One crucial responsibility that companies should pay attention to is legislation. Essentially, some areas of corporate social responsibility are covered by legislation and regulation, which should be compiled by every company according to the law. Besides, public companies are expected to give reports on their environmental impacts in their own reports that are later combined to form an annual report and accounts. Consequently, companies have various laws they must follow depending on the type of firms

The artistic value of Red Harvest Essay Example | Topics and Well Written Essays - 750 words

The artistic value of Red Harvest - Essay Example This paper aims to evaluate the artistic value attached to the novel â€Å"Red Harvest†. In literature, the artistic value lies in the language used to express the story in the form of diction and syntax, and in the form of the setting or the mood that is created by the writer through the setting and the characters. It is necessary, however, that the language and the mood are in accordance with the genre and the story or message of the novel or other such work of literature, otherwise the aesthetic value might seem misplaced or even absent. This realization is important when considering a novel like the â€Å"Red Harvest† by Dashiell Hammett. The pertinent novel is of the detective genre, written at a time when the critics had begun to despair over the prevalent techniques used to write such novels (Malmgren). They had established that the novels written then were not doing justice to the detective genre as they were not set in a realistic world with a realistic plot (M almgren). Red Harvest, however, changed the minds of the critics, and is termed as one of the best novels written in the English language (Malmgren). Indeed, it laid the foundations for the stereotypical characters, plot, and setting that one encounters in the novels of this genre today (Marling). The highly professional, emotionally detached, self-righteous detective (Malmgren) stems from the character of the Continental Operative in Red Harvest; a world ruled by thugs and gangsters and infected with vice is reminiscent of the world created by Hammett in this novel (Marling). To do justice to such a story, it is imperative that the treatment of the novel should be bare, minimalist, cold, and crude; otherwise, the writer would fail to hit the point across to the readers, and the treatment and story would not be in synch. It has already been established in this paper that the aesthetic sense or the artistic value of a work of literature should be viewed in the context of the story, a nd not separately and removed from the context. To this end, it can be determined that Red Harvest is highly artistic in its treatment to the subject matter, as it does complete justice to the setting and the mood of the novel, and creates an atmosphere that is at once awe-inspiring and abhorrent in its nature. It is easy to comprehend why the treatment could be abhorrent; it lacks all forms of humanity, morals, and ethics, and is utterly hopeless and despairing (Malmgren). The characters are vile and treacherous, and the plot is highly gruesome and brutal. There is rampant and mad bloodletting (Malmgren), reaching absurdity, and at times it becomes difficult to see how such an environment could be linked to the real world. However, this same trait of the novel is awe-inspiring. The writer has successfully managed to use his language skills to create such an ambience, and to evoke feelings of morbidity, alarm, and suspense in the readers. Without such a treatment, the novel would ha ve seemed ridiculous. And this precisely, is the artistic value of the novel. Artistic value is not necessarily always appealing, sweet, and homey, as is art. And it is not imperative for it to be so, either. However, what is imperative is that it should be in accordance with the nature and the meaning of the piece of art, otherwise, it would counter the intended perception. At times, this synchronization between the work of art and the aesthetic sen

Religions of the Common Research Paper Example | Topics and Well Written Essays - 1750 words

Religions of the Common - Research Paper Example Abraham, the first Patriarch is considered as the founder of Judaism, while Christianity on the other hand was founded by Jesus Christ in the 1st century A.D (ReligionFacts, 2013). Both religions are intertwined because both can trace their earliest beginnings from Abraham. Christianity literally means followers of Christ and those who follow His teachings. Judaism denotes the people who belong to the Jewish heritage or ethnicity and who mostly follow the law given to the Jews and Moses in the Old Testament. It also means those that belong to the tribe of Judah. Christ Himself was a Jew but ushered in the dispensation of Grace, coming into great conflict with those who believed in Judaism during hid days on earth. Christians have the belief that one God exists, and is in three persons, the Father, the Son and the Holy Spirit. This is narrated in the Jesus’ great commission to His disciples in Mathew 28; 19 where new believers are to be baptized in the name of the Father, Son a nd Holy Ghost. Christians also believe in the Bible which they believe is God’s word revealed to man. Christians believe that the people who wrote the Bible had inspiration from God and thus they refer to it as the Word of God. Christians also believe in the deity of Christ, that He is the second of the Godhead and that He is equal to God (ReligionFacts, 2013).... oman Catholic division of Christianity, for example, writings of ecumenical councils and ancient church Fathers and creeds are included in the division’s beliefs and practices. Christians also have sacraments and ordinances like baptism and Holy Communion with the Roman Catholic and Orthodox divisions adding the sacraments of marriage, confirmation, penance, Holy orders and anointing of those who are sick (ReligionFacts, 2013). In all of the Christian divisions, prayer is given great preeminence though the order and conducting of the same has varies from division to the other. Christians believe that mankind inherited an original sin from their first parents Adam and Eve who sinned against God. Jesus Christ paid for sin by His death on the cross to reconcile man back to God as narrated in the Bible in scriptures in Romans 5: 17. Christians and mostly Protestants believe in salvation through the work the sacrifice of Jesus Christ on the cross and not by any other works or sacri fices (Horbury 2006). They believe that God redeems man through the work of the cross, giving them a new birth and new life, 2 Cor 5: 17. Christians also believe that there is a place of eternal fire known as hell which will be used to punish the unrighteous from everlasting to everlasting. They believe that man is destined to die, and after death there will be judgment, with those that are righteous going to heaven and those that will be not being condemned to eternal hell. The Roman Catholic division of Christianity teaches that some souls that will need cleansing will be taken to purgatory before being allowed into Heaven. Christians practice their worship in churches, chapels, cathedrals and Basilicas (Avery-Peck & Neusner, 2009). On the area of clothing, Christian divisions like orthodox

Action Assignment #1 Example | Topics and Well Written Essays - 750 words - 1

Action #1 - Assignment Example the individuals builds the desire to find out how well the front office staff receives their guests and what makes the guests come back for the services. The choice utilized the websites of the top hotels in the country, the site with many customers received the most consideration and hence the selection. At the first instance, the front office staff welcomes the guests with a beaming smile. As the guests approach the staff’s desk, she stands up and shakes their hand while welcoming them. She then offers them a seat and tells them to feel comfortable while she is serving them. At this point, the guests smile back and says appreciates by saying â€Å"Thank you.† These non-verbal cues of communication allow the guests to be comfortable while they receive services. Moreover, the welcoming smile and hospitality observed makes the guests come back for the services. As observed, the interaction was in a formal setup facilitating an official interaction between the front office staff and the guests. Firstly, the assumption that a warm welcome often bolsters the relations between the staffs and the visitors holds in this particular instance. Secondly, the first impression depicted by the front office staff warrants the extent to which the guests will give in to the services offered. Finally, the manner with which the staff receives the visitors determines the visitors’ satisfaction. The beaming smile portrayed by the staff demonstrates her hospitality. Additionally, the welcoming mood signals the nature of the services the staff offers. The impressions formed almost immediately as the front office staff seemed jovial, happy, and welcoming. The second observation finds its locale in an informal scenery. The case involves analyzing an interaction between two friends who seem to have been apart for a long time now. Hence, the interactions are informal involving extended non-verbal communication cues. The persons in this context meet and hug each other closely and

Religions of the Common Research Paper Example | Topics and Well Written Essays - 1750 words

Religions of the Common - Research Paper Example Abraham, the first Patriarch is considered as the founder of Judaism, while Christianity on the other hand was founded by Jesus Christ in the 1st century A.D (ReligionFacts, 2013). Both religions are intertwined because both can trace their earliest beginnings from Abraham. Christianity literally means followers of Christ and those who follow His teachings. Judaism denotes the people who belong to the Jewish heritage or ethnicity and who mostly follow the law given to the Jews and Moses in the Old Testament. It also means those that belong to the tribe of Judah. Christ Himself was a Jew but ushered in the dispensation of Grace, coming into great conflict with those who believed in Judaism during hid days on earth. Christians have the belief that one God exists, and is in three persons, the Father, the Son and the Holy Spirit. This is narrated in the Jesus’ great commission to His disciples in Mathew 28; 19 where new believers are to be baptized in the name of the Father, Son a nd Holy Ghost. Christians also believe in the Bible which they believe is God’s word revealed to man. Christians believe that the people who wrote the Bible had inspiration from God and thus they refer to it as the Word of God. Christians also believe in the deity of Christ, that He is the second of the Godhead and that He is equal to God (ReligionFacts, 2013).... oman Catholic division of Christianity, for example, writings of ecumenical councils and ancient church Fathers and creeds are included in the division’s beliefs and practices. Christians also have sacraments and ordinances like baptism and Holy Communion with the Roman Catholic and Orthodox divisions adding the sacraments of marriage, confirmation, penance, Holy orders and anointing of those who are sick (ReligionFacts, 2013). In all of the Christian divisions, prayer is given great preeminence though the order and conducting of the same has varies from division to the other. Christians believe that mankind inherited an original sin from their first parents Adam and Eve who sinned against God. Jesus Christ paid for sin by His death on the cross to reconcile man back to God as narrated in the Bible in scriptures in Romans 5: 17. Christians and mostly Protestants believe in salvation through the work the sacrifice of Jesus Christ on the cross and not by any other works or sacri fices (Horbury 2006). They believe that God redeems man through the work of the cross, giving them a new birth and new life, 2 Cor 5: 17. Christians also believe that there is a place of eternal fire known as hell which will be used to punish the unrighteous from everlasting to everlasting. They believe that man is destined to die, and after death there will be judgment, with those that are righteous going to heaven and those that will be not being condemned to eternal hell. The Roman Catholic division of Christianity teaches that some souls that will need cleansing will be taken to purgatory before being allowed into Heaven. Christians practice their worship in churches, chapels, cathedrals and Basilicas (Avery-Peck & Neusner, 2009). On the area of clothing, Christian divisions like orthodox

Negotiating One's Salary and Benefits Essay Example | Topics and Well Written Essays - 2500 words

Negotiating One's Salary and Benefits - Essay Example Writing out applications and covering letters, attaching resumes and visiting job interviews till one is selected is a laborious process but one does ultimately learn what works and what doesn’t in the real world. The proof is that one, finally, gets the job - now what comes next? The question of salary and benefits during the selection process has brought out varying reactions from a number of different candidates. While some people embrace it as a way of proving their net worth in the market place, others fear and label it as unpleasant because it is likely to intervene in negotiations and could keep them back from joining a company. Thus, negotiating salary and benefits refers to the ability to know what the worth of your skills is on the marketplace. This is a tremendously essential requirement for job seekers who want to be shown the career paths available in an organization. Salary negotiation typically starts after the candidate has proved of some value or purpose to an employer or even on the basis of his or her job profile, career path adopted so far and prospects and potential for the future that an employer sees in them. Sometimes a candidate can overvalue himself or herself and, thus, disqualify oneself out of the reckoning for the final selection. In an employer’s market especially during a downturn this can leave many worthy, experienced and capable candidates feeling undervalued or not being required. If the candidate relents and joins the organization at a lower salary than he is worth. , no doubt the employer will get excited and eager to welcome the candidate but this euphoria will typically be short-lived since the candidate is liable to switch in the event of a better position available elsewhere at a later juncture. It is clear that the salary and benefits issue remains paramount in the job market, as well as opportunities for promotion and growth in employment because it has been seen that management is already intent about taking the best of value from an employee but hesitates to pay him or her what they are really worth. What organizations don’t realize are that it takes a lot of time and effort to advertise, recruit, interview, select, orient and train every employee and there are a lot of resources involved in training and development of an individual. It is customary for both prospective employer and job seekers to engage in these activities. So if the rewards and promotions are not commensurate with the efforts that the employees are putting in, ultimately they will leave and join other organizations, primarily competitors in the same industry. Looking at salary and benefits as part of the total compensation package is a much better prospect. As long as the emoluments are enough to keep the home fires burning, the inexperienced candidates should understand that their qualifications will be undervalued until they can attach some relevance to it in terms of earned experience or projects handled and completed so that they get some feeling of the real world in action. After spending at least 2 to 3 years in their first job they can claim to have learned the ropes and begin to hold their own in

Civil Enforcement Against Senior Bankers

Civil Enforcement Against Senior Bankers Civil enforcement against senior bankers for the financial failure of the institutions that employ them has been quiet in the United Kingdom before the global financial crisis in 2007. However, this unpleasant event that happened in the period between 2007 and 2009 directly displayed the weaknesses of senior management in the financial sector. Risk-taking management decisions, market misconduct and mis-selling practices are the common malpractices in the financial sector. Gradually, this problem which is caused by weak governance and misbehaviour has become more and more serious. There is a quote from an article stating this kind of problem as nothing so concentrates the mind as an urgent and complex problem.[1] However, generally, senior managers at financial institutions are typically incentivised in ways that lead them to underestimate risk-taking from the perspective of the firms other constituencies because they put the institutions profit in the first place. This can result in a failure to identify or fully appreciate in particular the correlation between low-probability risk and firm integrity.[2] Hence, it may not be best dealt with by enforcement against senior bankers.[3] As we know, a decision to be made equally for the best interest of the financial institution and the public is difficult. However, since weak governance appeared to be a problem for the fairness and transparency of the financial sector, it has to be addressed as soon as possible. Before determining whether the law is taking sufficient measures in addressing this senior management problem, we should first proceed to look at previous cases of the banks in the UK which failed in the global financial crisis. First and foremost, Northern Rock, which was a mortgage lender with a large market share, operated on a risky originate-to-distribute business model which relied on short-term money market funding to finance its extensive mortgage writing business. However, it went into trouble when the money markets dried up owing to subprime mortgage defaults in the United States. Then the Financial Services Authority (FSA) produced a report reflecting upon what went wrong at Northern Rock.[4] Certain doubts were voiced regarding the chairman of the board and the chief executive in terms of their competence and decisions made. However, neither individual has been subject to any individual liability under the law. Thus, this reflects that the law was not having a consolidate d structure to deal with individual liability in decision making. Next, the Royal Bank of Scotland teetered on the brink of failure in early 2009. It had been growing aggressively through large-scale acquisitions, such as of National Westminster Bank in the UK in 2000.[5] In May 2007, Fred Goodwin, who was the Chief Executive Officer of the Royal Bank of Scotland Group between 2001 and 2009, led the bank to acquire the Dutch bank ABN-AMRO, over-bidding for it in order to edge its rival Barclays out of the race.[6] The deal was completed deal quickly without adequate due diligence carried out on ABN-AMROs assets. This action was severely questioned by the media at that time.[7] By early 2009, the bank faced significant losses due to the absorption of losses from ABN-AMROs extensive securitised assets portfolio. This acquisition was proved not a good move. However, although the Financial Services Authority criticised the senior management for poor risk decisions and governance culture in its report on the Bank, no individual has been subject to any i ndividual liability under the law again.[8] In addition, Halifax Bank of Scotland, in fact, was a casualty of the global financial crisis because the crisis crystallised the failure of an already dangerous business model.[9] The bank had been underwriting corporate loans with poor due diligence and standards in order to pursue rapid growth and expansion. The Parliamentary Commission looked into the banking standards and criticised the chairman, the chief executive and a number of board members. However, only one individual, Peter Cummings, the director of the corporate finance division who led the business into writing enormous sums of bad corporate loans, was fined and disqualified by the Financial Services Authority.[10] No other individual has been subject to any individual liability. Hence, these previous cases show that the legal structure in this area was not competent to act as a deterrence and raise awareness of the senior bankers in making careful decisions in the best interest of the public. After the global financial crisis, several conduct scandals were revealed in the financial sector. Significant banks in the UK such as Barclays were fined in significant amounts for rigging the London Inter-bank Offered Rate.[11] The Financial Conduct Authority (FCA), together with other international regulators, also subjected a number of banks, including Barclays and RBS, to record fines over foreign exchange market-rigging.[12] The Salz Review[13], which revealed unhealthy sub-cultures in the large and complex structures at Barclays, also raised interesting questions. Question arises as to what extent senior management and the board should be responsible for the polluted banking culture as organisational pyramid shows the decisions are often made at the top.[14] The harms caused by malpractices in the banking sector are not only individual losses, but also damaging market confidence and integrity. Good corporate governance matters. It persuades, prompts and encourages institutions to preserve the honesty and integrity of key promises made to investors and the public.[15] In the aftermath of the global financial crisis, we can notice that many affected banks underwent senior management changes. In fact, the general consensus of all key reports is that the economy would have had stronger chances of survival had there been more professionalism among executives, better corporate governance structures and more ethical behaviour within the banking sector.[16] However, new management is unlikely to have significant effect on the current posed problem if the law is still lacking sufficient supervision in this area. In relation to this, Singapore, one of the world leading financial centres, recognises that a regulatory framework that is sound, strong and in line with the practices of leading jurisdictions is fundamental to achieving a thriving and liquid market.[17] We should now proceed to look at the development of the law in this area. In fact, the regulation of banking in the UK began with informal controls by the Bank of England and was eventually placed on a statutory basis by the Banking Act 1979. The following decades saw the passing of the Banking Act 1987 which increased the Bank of Englands regulatory and supervisory powers. As the UK did not have any special regime for dealing with banks in financial difficulties, a temporary Banking (Special Provisions) Act 2008 was passed to enable the resolution of problems. That Act was then replaced by the Banking Act 2009. After that, Financial Services Act 2010 was passed which amended Financial Services and Markets Act 2000 by strengthening the powers of the FSA and giving it a financial stability objective.[18] In July 2012, following a series of banking scandals culminating in the LIBOR findings, the UK instituted a Parliamentary Commission comprising both Houses to inquire into how banking culture could be changed for good.[19] The Parliamentary Commission was of the view that individual standards are key to enhancing banking culture and hence enhanced regulation of individuals must be introduced to change banking for good.[20] The Parliamentary Commission proposed enhanced regulatory liability for senior persons and employees performing any function that could harm the bank, as well as a special criminal liability regime for senior persons who have recklessly mismanaged a bank.[21] In relation to the above, the Financial Services (Banking Reform) Act 2013 has adopted many of the Parliamentary Commission recommendations. This Act has been lauded by the Treasury as the biggest reform to the UK banking sector in a generation, which will help to increase conduct standards among bankers.[22] This Act can be seen at the heart of system-focussed reforms designed to increase overall resilience of the UK financial system to future shocks and instability, as much as it can be seen in initiatives designed to strengthen the liability of individual actors operating within the overall financial system.[23] However, the Financial Services (Banking Reform) Act 2013 is also said to be a missed opportunity to increase the accountability of senior bankers for the financial failure of the institutions that employ them. In fact, individual liability is governed under Section 36 of the Act.[24] We can examine this issue by viewing it from two perspectives. We should first look at the express meaning and purpose which the Act wishes to carry out by its wordings. From the Act, we can see that Section 36 provides a jurisdiction to prosecute misconduct in the financial services sector. However, this jurisdiction is quite broad. This can be seen in Section 36(1)(a)(i) and (ii). It states that the senior manager either needs to have taken a decision or have agreed to the taking of a decision. Besides that, the senior manager has the duty to take steps he or she can in order to prevent such a decision being taken. The Parliamentary Commission on Banking Standards (PCBS) in its June 2013 final report concluded that mismanagement and failure of control lie at the heart of standards and culture in banking.[25] However, it seems that Section 36 is only intended to deal with the process of making reckless decision while managing the financial institution. Furthermore, the Act has a number of limitations. First, S stated in the Act must be a senior manager or an authorised person who is carrying out a senior management function, which is stated in S.19(2) of the Act.[26] In fact, many organisations have delegated authority now and so, this will narrow down the ambit of the offence. There is one problem in accessing this jurisdiction identified by the Commission is that managers of varying levels can communicate preferences that give rise to a risk without directing subordinate employees explicitly. For example, this was displayed in the London Interbank Offered Rate rigging scandal.[27] In relation to this, the law provides the provision where the senior bankers have the duty to take measures in order to prevent reckless decisions. Nevertheless, this 2013 Act still has its limitation to prosecute senior managers who are experienced and have become adept at encouraging reckless misconduct. Besides that, the Act states that S needs to be aware of a risk that the decision in question may cause the failure of the financial institution. This may be unfair to criminalise the actions of a decision-maker who did not appreciate or actually foresee a risk. The decision must actually bring the financial institution to the risk of failure, not only risk causing losses to the bank. In addition, there is no single definition of conduct risk available. There are different definitions in use, depending on the emphasis, the causes and the impact.[28] This will make the Act seem vague in this sense. The scope of the offence is limited further by the causation clause in Section 36 (1) (d) which states that the implementation of the decision causes the failure of the group institution. Failure in this context means is interpreted in three ways. First, the institution becomes insolvent. Second, any of the stabilisation options in Part 1 of the Banking Act 2009 is satisfied by the financial institution in question. Third, the financial institution is taken for the purposes of the Financial Services Compensation Scheme to be unable or likely unable to satisfy claims made against it. Practically speaking, it is very difficult to prove or to bring actions under the law. In the article titled Criminalising Bank Managers, Professors Julia Black and David Kershaw from the London School of Economics identified the difficulties faced by the drafters of the new legislation.[29] In fact, the law has to be broad enough to provide a solid deterrent to individual liability and also to satisfy public demand for accountability. However, it cannot be legislated too widely which would possibly allow senior bankers to benefit from the loopholes of the law. In fact, it can be said that the criminal sanction provided by the Act delivers an important message and acts as an alarming notice for the banking sector. Apart from that, question arises here as to whether the law achieves its purpose practically. The exact purpose of the law in this area is said to be difficult to be achieved practically. The practical problem of the Act is that Section 36 is seemed to be a legal framework on how the law and sanction will operate because the possibility of successful prosecution is quite remote. Indeed, the Commission stated in its final report that it would not be easy to secure convictions for the offence. However, the Commission felt that the provision should be created to give pause for thought to the senior officers of UK banks. There are two main reasons affecting the practicality of the law in this area. First, there is the matter of causation. In order to establish liability, the senior manager must cause or his decision results in the institutional failure. In other words, it has to be proved beyond reasonable doubt that the senior banker causes the failure of the financial institution. As we know, most of the business failures are often caused by a combination of factors. In any prosecution, as stated above, establishing that the decision of a senior manager cause the failure of a bank will be difficult. Financial institutions such as banks are often large organisations, and failure of the bank is not usually caused by only an individual, but a combination of different factors. Hence, it is quite difficult to prove that the bank failure was due to a specific decision by an individual, if not impossible.[30] In fact, the government argued that causing the banks failure should be interpreted as having significantly contributed to the failure during the Parliamentary debates on the b ill. However, this interpretation is unsupported by a plain reading of the Act. Hence, establishing causation in fact and in law successfully might be very difficult practically. Secondly, it also appears to be difficult that the senior manager is aware of the risk that the implementation of a decision may lead to bank failure as it is full of uncertainties in the financial sector. Besides that, the Act states that his or her conduct fell far below what could reasonably be expected of a person in their position. In fact, the doctrine of reasonableness can have different outcomes owing to different circumstances. For example, if there is an imminent bank failure, a senior manager is reasonably expected to take responsive but difficult decisions under pressure. This will cause proving the necessary mental element of the offence become very complicated. Besides that, misconduct or risk-taking decisions at one bank spreads across the sector, as the behaviour comes to be seen as the market norm and no bank wants to miss the extra earnings from the practices. Therefore, it is difficult to apply the reasonableness test on senior bankers since a lay person may not kn ow the actual reason behind certain decisions made in that position. The idea of how these situations will be decided can only become clear when it comes to the court. Apart from that, in determining a potential prosecution under this Act, investigations on the issues are likely to require a high degree of access to the financial institution records. This may appear to be a heavy burden for the financial institution in question. In the absence of sufficient evidence or information on what actually causes the banks failure, this will be a waste of time for the authorities and the financial institution. In addition, if the investigating authority wishes to investigate on every person involved in the senior management decision, this action requires a certain amount of time which might take months or even years. It would be even worse for a financial institution which does not have proper records of its major decisions. Besides that, it should be noted that not every decision is made at the general meeting. Therefore, an investigation may use up management time.[31] By looking at the nature of the Act, the new provision criminalises individuals actions by holding them responsible for having caused the banks failure. However, the process of decision-making in large financial institutions is usually a collaborative process with several inputs from various senior managers or people sitting at the top level of the institutional pyramid. As stated above, an investigation on this issue would possibly consume few months or years and this may disrupt the continuing management. In relation to the above, it shows that the laws must be clear and simple for people to follow. Laws that are overly vague or complex and technical do not encourage compliance as they are too difficult to interpret and comply with.[32] Practically, this new offence has its limitations in finding senior bankers liable for making risky decisions because risk-taking is the spirit of the financial sector. For example, in many capitalist societies, risk-taking is seen as a necessary part of business and it is hard to prove wrongdoing.[33] Therefore, this illustrates that Section 36 may seem to be a paper tiger which is enacted more for symbolic than actual punitive effect.[34] Apart from that, the law has another way of addressing senior bankers liability besides merely applying the 2013 Act. The Financial Conduct Authority (FCA) and Prudential Regulation Authority (PRA) have published the final approach to improve individual accountability in the banking sector. The Senior Managers Regime will ensure that senior managers can be held accountable for any misconduct that falls within their areas of responsibilities, while the new Certification Regime and Conduct Rules aim to hold individuals working at all levels in banking to appropriate standards of conduct.[35] This has come into force on 7 March 2016. In fact, the new UK Senior Managers Regime (SMR) has the potential to rebalance these incentives. It is the product of a two year process led by a parliamentary commission tasked with addressing widespread misconduct at banks. The commission identified the lack of personal consequences for individuals as a root cause of repeated bad behaviour by institution s.[36] Under the SMR, an individual is guilty of misconduct if the regulators are able to show that there was a failure by a relevant authorized person in an area for which that individual senior manager was responsible.[37] Clearly, all centrepiece reforms of the Financial Services (Banking Reform) Act 2013 can be related to culture as it is currently understood by regulators: as a set of attitudes, values, goals and practices which together determine how a firm behaves à ¢Ã¢â€š ¬Ã‚ ¦[38]; and also by academic scholars: as the subsistence and transmission of behaviours and beliefs which characterise particular social or economic groupings within and beyond these groupings.[39] From the above, we can see that the Financial Services (Banking Reform) Act 2013 can be seemed to act as a reminder or notification for the senior bankers not to make extremely risky decisions. And by having this legislation, senior bankers and those who are responsible for making decisions would be more cautious in future decision making. However, practically speaking, it is difficult to be accessed as the financial or banking sector are full of uncertainties. No one can foresee the potential risk hidden in every decision made a nd no one should be blamed if the decision is made in the best interest of the institution. In short, a powerful mechanism to promote desired behaviour is to ensure that senior managers of the banks and their counterparties are aware of the possibility of the systemic implications of their actions such as aware of the possibility of their failure, and therefore the need to be concerned about that risk.[40] Banks safety and soundness are key to financial stability, and the manner in which they conduct their business is central to economic health. Governance weaknesses at banks, especially but not exclusively, those which play a significant role in the financial system, can result in the transmission of problems across the banking sector and into economies in outlying jurisdictions. Thus, effective and sensible corporate governance is critical to the proper functioning of the banking sector and the global economy.[41] In conclusion, the presence of this new offence may be seemed as a political tool to comfort the public after the global financial crisis which has no real and practical impact on individual liability. However, this Act will anyhow act as a general framework for senior bankers in their financial institutions to re-examine their decision making processes and to ensure that they comply with the highest standards of transparency. Someone may argue that strict rules or legislation might stop attracting talents into the financial sector. However, if they are not prepared to be bound by the legislation, they are clearly not the people who can bring huge impact to the financial sector and consequently the national economy. BIBLIOGRAPHY Books Ellinger E. P., Lomnicka E and Hare C. V. M, Ellingers Modern Banking Law (5th edn, OUP, Oxford 2011) Articles A Minto, Misconduct in banks: approaching the issue from a systemic perspective (2016). A Salz, The Salz Review: An Independent Review of Barclays Business Practices (2013). D Arsalidou and M Kambria-Kapardis, Weak corporate governance can lead to a countrys financial catastrophe: the case of Cyprus (2015). F. Hilmer, Strictly Boardroom: Improving Governance to Enhance Company Performance (1993). FCA, FCA publishes final rules to make those in the banking sector more accountable (2015). Financial Stability Board, Peer Review Report on Risk Governance (2013). FSA, Final Notice against Peter Cummings (2012). FSA, The Failure of the Royal Bank of Scotland: Financial Services Authority Board Report (2011). FSA Board, The Failure of the Royal Bank of Scotland (2011), para.581. FSA Internal Audit Division, The Supervision of Northern Rock: A Lessons Learned Review (2008). G Wilson and S Wilson, Banking and regulation post-crisis: the significance of culture in the UK and experiences from Australia (2016). Hall and du Gay (eds), Questions of Cultural Identity (1996); and Williams, Culture and Society: 1780-1950 (2013). House of Lords and House of Commons, Changing Banking for Good (12 June2013), Vol.I, para.116 House of Lords and House of Commons, Changing Banking for Good (12 June 2013), Vol.II, paras 632-634 House of Lords and House of Commons Parliamentary Commission on Banking Standards, An Accident Waiting to Happen: The Failure of HBOS (2013). Iris H.-Y. Chiu, Regulatory duties for directors in the financial services sector and directors duties in company law: bifurcation and interfaces (2016). J Black and D Kershaw, Criminalising Bank Managers (2013). J. Gapper, Trading Floor Culture no longer Acceptable (2012). J Stainsby and K Anderson, Making individuals accountable: new regulatory frameworks for banking and for insurers (2015). L.A. Bebchuk, A Cohen and H Spamann, The Wages of Failure: Executive Compensation at Bear Stearns and Lehman 2000-2008 (2010). M S. Kenney, A D. Moglia and A Stein, Fraudsters at the gate: how corporate leaders confront and defeat institutional fraud: Part 1 (2016). Parliamentary Commission on Banking Standards, Changing Banking for Good (2013). Singapore Parliamentary Debates, Securities and Futures Bill (5 October 2001) Vol.73, cols 2127-2128. T Hallett, Symbolic Power and Organizational Culture (2003). V. K. Rajah SC, Prosecution of financial crimes and its relationship to a culture of compliance (2016). Official Published Sources J. Macey, Corporate Governance: Promises Kept, Promises Broken (Princeton University Press, Princeton, NJ 2008). Electronic Sources BBC News, NatWest Takeover Battle accessed 26 March 2017. BBC News, RBS Secures Takeover of ABN Amro accessed 26 March 2017. The Independent, Was ABN the worst takeover deal ever? accessed 26 March 2017 C Coltart, Banking act is a paper tiger, The Law Society Gazette accessed 26 March 2017. D Gilroy, Banking Reform Act 2013, a good idea with poor implementation accessed 27 March 2017. L Hodges, Jail bankers for failure? The new criminal offence is an unworkable paper tiger accessed 27 March 2017. Norton Rose Fulbright, Criminal liability for senior bankers accessed 27 March 2017. R Burger and M Bonnell, Individual Accountability in Banking and Finance

The Scaffold in The Scarlet Letter :: Scarlet Letter essays

The Scaffold in The Scarlet Letter The Scarlet Letter, by Nathaniel Hawthorne, is characterized by three major events that occur on the town scaffold. What takes place on this platform will determine the path which the three main characters, Hester Prynne, Mr. Dimmsdale, and their daughter Pearl will follow. The three scenes mark the beginning, middle, and end of their ignominy. The scaffold is a platform where criminals are punished before all the townspeople. In this case, the criminal is Hester Prynne and the crowd has gathered to witness her shame. The first scene at the ominous platform is Hester's first public appearance with the child and the scarlet letter. Hester's husband, Roger Prynne (Chillingworth) makes a sudden reappearance and is among the onlookers. The Reverend Mr. Dimmsdale is also there but he does not stand with Hester on the scaffold, instead he stands on the balcony with those who pass judgment on her. During this time, Reverend Mr. Wilson demands that Hester give the name of her lover. He gives her the chance to "take the scarlet letter off [her] breast" if she were to "speak out his name"(64). Had she relented and revealed his name she might never have had to endure the humiliation of the scarlet letter. But she refused, and so her path was set. The second time at the scaffold was a turning point for Hester. She, Pearl, and Dimmsdale are together for the first time, "...the three formed an electric chain" as if they were always meant to be together if something, or someone, had not gotten in their way (140). But it is here that Hester finally realizes the damage which hiding Chillingworth's identity has caused Dimmsdale. Chillingworth was "a secret enemy...continually at his side, under the semblance of a friend and helper..." when in truth he was tormenting Dimmsdale at every opportunity (153). When Hester sees the miserable state that he is in, weak and "on the verge of lunacy", it leads her to later seek him out in the forest to confess the true identity of Chillingworth, which in turn leads to their plan to leave Salem. Their plans were never carried through because of another visit to

Thinking About Stupidity In Our Scholars :: essays research papers

The stupidity in our scholars, like stupidity and arrogance everywhere, follows a model. The model presented here was developed by Anticommerical University Professor William Mason. It applies in general to stupidity at any level of intensity. It has 5 stages.1. Mimetic ArroganceOne party identifies themselves as an authority on a subject and other parties imitate that arrogance. Examples of things scholars and professors are arrogant about: science, literature, art, sociology, psychology, philosophy. Whatever the culture tells us is a difficult subject, that's what scholars decide is worth being arrogant about.2. Mimetic Use of the Word MimeticNow the parties begin competing for the object of arrogance: jargon. Whatever big, fancy words emerge, others copy them. Since they all use the same words in different ways, any hope of finding concrete definitions of them vanishes. To win, you only need to get more exclusivity of words such as 'exclusivity.' If the word becomes ubiquitous, then you make up even more complex words that have simple meanings, such as 'ubiquitous.' If this doesn't work, then you must resort to using neojargon or pseudojargon or neopseudojargon or neopseudoneojargon. Examples of these forms of jargon are the prefixes 'neo' and 'pseudo.'3. GraikosGraikos is a Greek word that means "Greek." It's the root of much stupidity found in scholarly discursions. In the rivalry for respect, if one side finds an inferior usage of jargon, they are caught in the temptation of Graikos and feel compelled to retaliate by literally speaking a whole new language. Thus begins a "jargon" war, fought on the battlefield of the dictionary. Graikos is what makes it so hard to read their professional journals, so hard to feel like you have any grasp whatsoever on vocabulary. It's so easy to feel intellectually inferior to such unjustified usage of language. The gap between scholar and layman escalates.4. IntimidationEventually one side crosses some arbitrary threshold of concern where the supervising authorities feel compelled to intervene. It's essentially random which side is considered the "supervising authority" since they both consider the other as worthless scum, but often it's the faction with more college degrees, which uses more venomous attacks to maintain parity. Whichever side is considered the "supervising authority" becomes the intimidator of the layman and the others who kept their ego below threshold are victims, doomed to low self-esteem and feelings of worthlessness.5. Authorized, Sanctioned and Sacred StupidityTo appease the scholars, the authorities determine guilt and visit sanctions and punishment on the intimidated.