Questions Assignment Example | Topics and Well Written Essays - 1250 words

Questions - Assignment Example (a) ÊÆ' [√expiÐ ¤]2dÐ ¤= ÊÆ', assuming spherical nature of the light atom, we use spherical polar coordinates, x=rsinÃ" ©cosÃ' ¨, y=rsinÃ" ©sinÃ' ¨, z=rcosÃ" ©, dÐ ¤=r2sinÃ" ©drdÃ" ©dÃ' ¨, where r= 0 to∞, Ã" ©= 0 to ∠, Ã' ¨= 0 to ∠, 6. for harmonic oscillator, zero point energy = potential energy, given by V(x)=0.5kf x2. From relation F=ke and that F=ma, But each mass has extension of = 0.03448m, hence for combination of two masses, total extension= 0.03445/2=0.01724m. here the gravitational intensity is assumed to be 10N/Kg. hence V(x)= 0.5Ãâ€"725Ãâ€"0.0003= 0.10875J. Comparing with thermal energy at 298K, i.e 4.11Ãâ€"10-21J, the zero point energy is greater showing that the population of particles in the energy level with similar amount of energy as zero point energy is very minimal. 8. (a) Assume the potential for bond breaking is harmonic, then V(x)= 0.5kfx2 where kf= force constant and x is extension of the bond from equilibrium position. Therefore, 0.5kfx2= Vm(x), thus 0.5kfx2= De[1-exp(-ax)]2, but De=7.70Ãâ€"10-19J, kf=412N/M, therefore kf= which can be expressed as

The most important aspects of the human resource development Essay Example for Free

The most important aspects of the human resource development Essay We dedicate our report to our respected teacher Prof. E. Din, who taught us with the great affection and dedication and let us understand how to manage human resource at organizational levels in a proper manner and how to analyze the selection and recruiting processes. We feel proved to present this project in the hand of the scholar of the new modern era. He gave us a prestigious knowledge about the different aspects of human resources management, due to which we are able to write this report. PREFACE The primary objective of underlying the assessment review is to study the most important aspects of the human resource development and other activities and the human welfare in the result of such activities. This report is written on Shaukat Khanum Cancer Hospital and Research Centre. We will observe the human resource activities and the job analysis. ACKNOWLEDGEMENT We are very thankful to Prof. E. Din for his guidance and for giving us a project on Human Resource Management. We are grateful to Management of Shaukat Khanum Memorial Hospital for their cooperation. We would like to thank Miss. Amna, acting director HRD, who gave her precious time to provide us information on different aspects of the human resource development processes at SKMCHRC. We would not have been able to complete this project without her cooperation. SHAUKAT KHAUM MEMORIAL CANCER HOSPITAL AND RESEARCH CENTRE Shaukat Khanum Memorial Cancer Hospital and Research Centre (SKMCH RC) is a state-of-the-art cancer centre located in Lahore, Pakistan. It is a project of the Shaukat Khanum Memorial Trust, which is a charitable organization established under the Societies Registration Act XXI of 1860 of Pakistan. The institution is the brainchild of Pakistani cricket superstar, Imran Khan. The inspiration came after the death of his mother, Shaukat Khanum from cancer. The Hospital is a project of Shaukat Khanum Memorial Trust a non-profit legal entity established under the laws of Pakistan. The Board of Governors formulates overall policy and consists of bankers, researchers, businessmen and physicians. The hospital is managed by a professional team from clinical, administrative and nursing backgrounds. MISSION STATEMENT To act as a model institution to alleviate the suffering of patients with cancer through the application of modern methods of curative and palliative therapy irrespective of their ability to pay, the education of health care professionals and the public and perform research into the causes and treatment of cancer. Educational Programs Post-graduate training programs (recognized by College of Physicians and Surgeons of Pakistan) in the fields of: Nuclear Medicine, Radiation Therapy, Medical Oncology, Radiology, Pathology, Medicine Post-graduate training in Medicine recognized by the Royal College of Physicians (UK) Diploma Course in Oncology Nursing (recognized by the Nursing Council of Pakistan) Quarterly Basic and Advanced Cardiac Life Support Courses (BLS and ACLS) Course for Medical Technologists (EKG, PFTs and Respiratory technology) Electives for Medical Students and Physicians in training. JOB DESCRIPTION Occupational Summary: Direct and coordinate the preparation of the operational budget for Shaukat Khanum Memorial Cancer Hospital Administration; direct monitoring of fiscal operations for compliance with approved budget; implement University policies and guidelines as they relating to budget and payroll. Work Performed: Direct preparation of the annual budget for Shaukat Khanum Memorial Cancer Hospital Administration; consult with officials to determine policies, guidelines and program changes which may bear upon budget objectives; evaluate requests recommending changes, deletions and/or additions; prepare final budget for management review. Direct monitoring of revenues and expenditures for realization of and compliance with approved budget; consult with departments as necessary to deter-mine cause of major variances, remedial alternatives and effect on future operations; prepare reports for higher management with narrative explanation of deviations from approved budget. Direct financial analysis of major programs and capital projects. Review financial analysis and business plans prepared by analysts, department heads and Assistant Operating Officers for reasonableness. Provide data to Hospital Administration as necessary to assure accurate intra-institutional distributions of revenues and expenditures. Provide information to various federal, state, professional and University organizations or staff concerning Shaukat Khanum Memorial Cancer Hospital fiscal operations. Prepare various special reports for higher management. Plan and schedule departmental work, ensuring proper distribution of assignments and adequate manning, space and facilities for performance of duties. Direct departmental personnel functions including, but not limited to, hiring, rate recommendations, promotions, transfers and vacation schedules. Perform other related duties incidental to the work described herein. The above statements describe the general nature and level of work being performed by individuals assigned to this classification. This is not intended to be an exhaustive list of all responsibilities and duties required of personnel so classified. MINIMUM HIRING SPECIFICATIONS SKMCH RESEARCH CENTRE EDUCATION/TRAINING Work requires knowledge of accounting or business principles and practices generally obtained through completion of a bachelors degree program in an accounting or business-related field. Certified Public Accountant or Masters of Business Administration preferred. EXPERIENCE Work requires seven years related business or administrative experience to acquire competence in applying general accounting principles, personnel practices and coordination of major administrative functions. A masters degree in a related field, such as business or health administration, may be substituted for experience on a 1:1 basis. OR AN EQUIVALENT COMBINATION OF RELEVANT EDUCATION AND/OR EXPERIENCE SKILLS 1001 SUPERVISION 1003 BUDGET PROJECTIONS 1006 ANALYZE TRENDS 1007 INTERVIEWING SKILLS 1008 PERSONNEL PRACTICES 4105 ACCOUNTING/BOOKKEEPING 4106 DUKE PAYROLL SYSTEM 4108 OFFICE PROCEDURES 4109 DUKE ACCOUNTING SYSTEM 4112 BILLING/COLLECTIONS 4117 INSURANCE CLAIMS 4150 CORRESPONDENCE 6031 PC WORDPROCESSING SOFTWARE 6032 PC SPREADSHEET SOFTWARE 6033 PC DATABASE MGT SOFTWARE Human Resource Management Hiring Hiring Standards and Requirements Special attention should be given to hiring standards that reflect the norm of a communitys predominant group. The hiring unit must be prepared to demonstrate that its hiring standards do not automatically screen out applicants whose speech, dress, and personal work habits differ from those of the predominant group. It must be able to demonstrate that any employment tests or other job screening standards that are used, such as possession of a high school diploma, are reasonable measures of successful job performance. Hiring requirements not directly related to job performance, such as a height requirement in a position where height is not directly related to performance, are discriminatory. Employment Conditions The law against employment discrimination extends to virtually every aspect of the employer-employee relationship, including discrimination with respect to compensation, terms, conditions, or privileges of employment. Wages Discrimination with respect to compensation covers a variety of practices, such as: starting rates or merit increases based on race, color, sex, religion, or national origin rather than qualifications or performance, and different treatment of employees with respect to overtime pay opportunities when based on race, color, sex, religion, or national origin. Training and Promotion Employees of similar capabilities must be offered the same opportunities for training, promotion, transfer, and apprenticeship programs. Discriminatory Environment We maintain a working environment free of racial, sexual, or ethnic intimidation. This requirement includes positive action when necessary to redress or eliminate employee intimidation. If harassment of an employee by co-workers or a supervisor occurs, management is obligated to attempt to remedy the situation. Management must take steps to ensure that a strong non-harassment policy is observed at all levels. Work Assignments It is unlawful to give employees a disproportionately large share of the less desirable assignments or less favorable hours on the basis of race, color, sex, national origin, or religion. Facilities Facilities must be open on an integrated basis to all employees. Employer Reprisal We prohibit taking reprisals against employees who initiate, testify, or participate in proceedings against the employing institution. National Origin Discrimination Discrimination on the basis of the physical, cultural, or linguistic characteristics associated with a national origin group is prohibited. Job requirements such as fluency in English must be shown to be accurate measures of job performance and must fairly assess educational credentials from foreign institutions. In addition, a working environment must be maintained that is free from ethnic slurs, jokes, or other verbal or physical behavior which unreasonably interferes with an employees work performance. Religious Discrimination Religion is defined to include all aspects of religious observance, practice, and belief, such as: * grooming habits, * observance of mourning * Prohibition of medical examination. Reasonable accommodation may include practices such as prayer breaks, shift swaps, flexible scheduling, or change of job assignments which may differ from the employers or the potential employers requirements regarding schedules or other business-related conditions. SEX DISCRIMINATION Hiring standards are not permitted that prohibit women from: * carrying or lifting weights in excess of set limits, * working during certain night hours, * working more than a specified number of hours per day or week, or * Working for set time periods before or after childbirth. Rules that limit or restrict employment of married women but are not applicable to married men are not permitted. An employment policy that excludes applicants or employees (married or otherwise) due to pregnancy is not permitted. Testing Recruitment Policy No employee shall report to his or her work site impaired by drugs or alcohol, including drugs prescribed by a physician and over-the-counter medication. If an employee reports to his or her work site impaired by any drug or alcohol, this behavior shall be deemed unacceptable personal conduct, for which corrective action may be imposed, except that those impaired by a legally prescribed drug may be given appropriate work restrictions. Pre-Employment Testing Policy Testing for drugs and/or alcohol will be conducted on all applicants to whom an offer of employment has been extended. All offers of employment are subject to the terms and conditions of this policy. Failure to cooperate in such a test will result in a withdrawal of the offer of employment. Any applicant who refuses to submit to or tampers with a drug test shall be ineligible for hire. If the test is positive, the information will be forwarded to a Medical Review Officer for assessment. Unless satisfactory reasons exist for a positive test result (i.e. taking prescribed medications, false-positive result, etc.) the offer of employment will be withdrawn and the applicant may not reapply for employment for a period of 365 days. If the applicant suspects a false positive test result, the applicant may request a follow-up test to be administered within 48 hours. If satisfactory reasons appear for the false positive result, the individual may be subject to follow-up random testing for continued confirmation of appropriate use of medications. Test results will be reviewed in confidence by the HR Services Director or designee, (Manager of Employment), who will convey the results directly to those with a need to know. Refusal To Undergo Testing If the employee refuses testing, the supervisor should remind the employee that refusal may result in termination. If the employee continues to refuse, an immediate investigatory suspension (in accord with the Corrective Action Policy) until further notice should be implemented. If testing is accomplished, the employee should be placed on an investigatory suspension with pay until test results are received. Hiring Recruitment The Chief Executive Officer, the Chief Operating Officer, and Vice President for Human Resources are committed to hiring practices that are applied consistently and equitably, thereby demonstrating support for merit-based recruitment and selection. The Employment Office is responsible for recruitment, preliminary screening and referral to operating departments of applications for all vacancies. The Employment Office and the operating departments share responsibility for ensuring compliance with the Health Care System Equal Opportunity/Affirmative Action commitments and all applicable State and Federal policies, laws, and guidelines. The Employment Office advises departments regarding applicable policies and legal requirements. Employment counselors extend offers of employment only when department selections are consistent with policies and laws. In cases where an intra-department promotion is recommended, recruitment may be limited to current Health Care System employees. Such positions would be identified on the Employment Opportunities list as open to Health Care System employees only. The vacancy resulting from the promotion would then be open for recruitment, and subject to the priority considerations. Department of Nursing The Department of Nursing operates a separate nurse employment program for their Registered Nurses, Practical Nurses, and Nursing Assistants. Recruitment of Registered Nurses in other departments, as well as other non-licensed staff in the Department of Nursing is the responsibility of the Employment Office. The Department of Nursing is subject to all Health Care System personnel policies, including merit-based recruitment and selection. Advertising Each advertisement designed to attract candidates for staff employment must be approved in advance by the Assistant Human Resource Services Director Employment. This applies to any advertisement in any medium for any vacancy, Permanent or Temporary. Qualifications The employee or applicant must possess at least the minimum education and experience requirements, or their equivalent, as set forth in the class specification of the position for which the applicant has been hired. The candidate must possess the specific job-related qualifications, as stated by the hiring department, required for a particular open position. This shall apply in cases of new appointments, promotions, demotions, transfers, and reinstatements. The education and experience statements serve as indicators of the possession of identified skills know ledges and abilities and as guides to primary sources of recruitment; reasonable substitutions of formal education and job-related experience, one for the other, will be made. It is recognized that a specific quantity of formal education or number of years of experience does not always guarantee possession of the identified skills, know ledges, and abilities for every position in a class. Qualifications necessary to perform successfully may be attained in a variety of combinations. Exceptions There are two exceptions to this policy: * If an employee is demoted to a position in the same field of work the employee is automatically qualified for the lower class. * If an employee is reinstated without a break in service to a position of the same class or to a lower class in the same field of work, the employee is automatically qualified Employment Office Referrals Refers to the Employment Office any person making direct contact with the department as an applicant or as a transfer candidate from another department. The department does not grant an employment interview at the time of such direct contact. Choosing Interviews Chooses applicants to be interviewed only from those referred by the Employment Office as suitably qualified. Final Screening and Selection Conducts final screening of applicants or transfer candidates and selects the most suitably qualified candidate based upon specific job-related criteria, giving appropriate consideration to the Health Care System Affirmative Action goals and other preferences as stated below. Candidate Evaluations Completes Candidate Evaluations for all candidates whose applications are referred. Returns these forms to the appropriate Employment Counselor. Commitment Has no authority to make a commitment to any candidate for employment, classification title, salary, or salary grade. The Health Care System will not honor any such purported commitment, if made. EMPLOYMENT OFFICE RESPONSIBILITIES Posting Posts on the Employment Opportunities list all classification titles from recruitment requests (may also post working titles when doing so would clarify the type of job available). Posting shall be for a minimum of 7 working days. Forwards a copy of the list to the Workforce Resources Division of the Office of State Personnel. Applicant Selection Selects and refers to the operating department the applications of applicants who are most qualified, based on the job-related qualifications identified in the vacancy announcement. Identifies those who should receive priority consideration as required by State policy or by Federal or State laws or by the Shaukat Khanum Care System Affirmative Action Plan. Monitoring/Evaluation Human Resources staff will periodically review program data across the SKMCHRC to ensure that recruitment and selection activities are in compliance with this policy. Human Resources staff will compile an annual report of selection activity, to include analysis of the impact on demographic groups, exceptions to policy, and other relevant factors. Human Resources staff will also comply with the merit-based reporting. Trainee Appointment: * A Trainee appointment may be made to a permanent position when: * The job specification includes special provisions for a Trainee progression leading to regular appointment. * Recruitment efforts fail to attract qualified candidates. * The recommended applicant fails to meet minimum State education and experience requirements. * The Trainee appointment, like the probationary period, is also an extension of the selection process, and provides the time for effective adjustment of the new employee or elimination of those whose performance will not meet acceptable standards. Employees with a Trainee appointment receive leave, total state service credit, retirement, and health benefits. When applicable, trainees who have completed 6 months of service or who had a Permanent appointment prior to entering a Trainee appointment may receive severance pay and priority reemployment consideration. Permanent Appointment: A Permanent appointment is a permanent full-time appointment to a permanently-full-time established position when the incumbent is expected to be retained in the position on a permanent basis. A Permanent appointment shall be given when: * The requirements of the probationary period have been satisfied. * An employee in a Trainee appointment has completed all training and experience requirements. * A time-limited permanent appointment extends beyond 3 years. Individuals receiving initial appointments at the SKMCHRC must first serve in a Probationary appointment before being eligible for a Permanent appointment. Time-Limited Permanent Appointment A Time-Limited Permanent appointment is an appointment that has a limited duration to: * A Permanent position that is vacant due to the incumbents leave of absence and when the replacement employees services will be needed for a period of one year or less. A Time-Limited Permanent appointment is an appointment that has a limited duration to: * A Permanent position that is vacant due to the incumbents leave of absence and when the replacement employees services will be needed for a period of one year or less. * A Time-Limited Permanent position. If an employee is retained in a Time-Limited Permanent position beyond 3 years, he or she shall be designated as having a Permanent position. A Time-Limited Permanent position. If an employee is retained in a Time-Limited Permanent position beyond 3 years, he or she shall be designated as having a Permanent position. This type of appointment is distinguished from a Temporary appointment by the longer length of time, and from a regular Permanent appointment by its limited duration. Employees with a Time-Limited Permanent appointment receive leave, total state service credit, retirement and health benefits. They are not eligible for severance pay and priority reemployment consideration. Individuals receiving initial appointments to SKMCHRC must first serve in a Time-Limited Probationary appointment before being eligible for a Time-Limited Permanent appointment. Temporary A Temporary appointment is for a limited term, normally not to exceed 3 to 6 months, to a Permanent or Temporary position. When sufficiently justified, a longer period of time may be requested; but in no case shall the Temporary employment period exceed 12 consecutive months. Temporary employees do not participate in SKMCHRC benefits. Employees with a Temporary appointment do not receive leave, total state service credit, health benefits, retirement credit, severance pay, or priority reemployment consideration. Temporary employees are not subject to the corrective action policy and do not have access to the Grievance and Alternative Dispute Resolution procedure. Permanent Trainee or Time-Limited Part-Time An appointment of less than full-time to a Permanent or Time-Limited Permanent full-time position or to a Permanent or Time-Limited Permanent part-time budgeted position on a continuing basis. Employees with appointments that are 20-29 hours per week earn leave benefits (prorated), total state service credit, and, when applicable, severance pay and priority reemployment consideration. They do not receive retirement credit or health benefits; however, they may belong to the group health plan by paying their own premiums. Employees with appointments that are 30-39 hours per week for at least 9 months per year earn leave benefits (prorated), total state service credit, retirement credit, health benefits, and, when applicable, severance pay and priority reemployment consideration. Employees with appointments less than 20 hours per week earn no benefits. Part-Time Temporary An appointment of less than full-time for a limited term normally not to exceed 3 to 6 months. When sufficiently justified, a longer period of time may be requested; but in no case shall the Temporary employment period exceed 12 consecutive months. NEW APPOINTMENTS A new appointment is the initial employment of an individual to a position or the reemployment of an individual who is either not eligible for reinstatement or, at the option of the SKMCHRC, is not offered reinstatement. Probationary or Trainee Periods An employee who begins work in a permanent or time-limited permanent position shall be given a probationary or trainee appointment unless the employee is eligible for and the SKM Health Care System chooses to make reinstatement with a permanent appointment. The probationary and trainee appointment periods are intended to serve as an extension of the selection process and are used to determine whether the person will be able to meet acceptable performance standards for the work for which he or she is employed. The employee will earn all the benefits of an employee with a permanent appointment during this time. Probationary employees are not subject to the corrective action policy. Probationary employees may receive counseling following performance issues or may be terminated at will. Use of the corrective action policy on probationary employees will be voided by HR Services. Any formal corrective action documentation on probationary employees sent to HR will be returned unprocessed to the originating department. Moving To A Permanent Position When an employee is given a permanent or time-limited permanent appointment after the successful completion of either the probationary period or the trainee period. * If the initial salary is at the hiring rate or trainee rate, it shall be increased to the minimum rate of the range and may be increased to a higher rate if justified based on the employees qualifications, equity, and availability of funds. * If the initial salary is above the hiring rate, the SKMCHRC may elect to increase the salary by 5% or to a higher rate if justified based on the employees qualifications, equity, and availability of funds. Firing Employees Discontinuation Of Employment With Notice At-will appointments are subject to discontinuation at any time at the discretion of the Chief Executive, provided that such a discontinuation (as distinguished from a Discharge for Cause) shall be subject to advance timely notice as follows: * During the first year of service, 30 days prior to discontinuation of employment; and * During the second and all subsequent years of continuous service, 90 days notice prior to discontinuation of employment. Expiration Of Term Employment Term Appointments expire automatically at the conclusion of the stated term; such an employment may be renewed or extended at the SKMCHRCs option, by written notice. If the SKMCHRC chooses not to renew a Term Appointment, * With respect to a term of one year or less, no notice of intent not to renew shall be required. * With respect to a term of more than one year, notice of intent not to renew shall be transmitted in writing at least 90 days prior to the expiration of the term. Failure to provide written notice shall result in the automatic extension of employment for a period of 90 days beyond the scheduled expiration date of the term. Termination of Employment Due To Financial Exigency Employment within a Senior Administrative position for a stated definite term may be terminated prior to the expiration of the stated term because of: * Demonstrable, bona fide institutional financial exigency; or * Major curtailment or elimination of a program Financial exigency means a significant decline in the financial resources of the Health Care System that compels a reduction of the institutions budget. The determination of this situation and of major curtailment or elimination of a program shall be made by the Chief Executive, with advance notice to and approval by the Board of Directors. Discharge For Cause Causes for discharge shall include, but not be limited to: * Incompetence * Unsatisfactory performance * Neglect of duty * Misconduct that interferes with the capacity of the employee to effectively perform the requirements of his or her employment. Discharge for cause is to be preceded by written notice of the intent to discharge and is subject to the grievance procedure below. Suspension When a Senior Administrative employee has been notified of the intent to discharge him or her for cause, the Chief Executive may suspend his or her employment at any time and continue the suspension until a final decision concerning discharge has been reached. Suspension shall only be used in exceptional circumstances, and shall be with full pay. A Senior Administrative employee shall automatically be retired SKMCHRC employment (without notice) on July 1 coincident with or following his or her 60th birthday. Attendance Tardiness SKMCHRC is committed to providing the best patient care possible with its available staff. To attain this patient-oriented goal, it is important that all staff report to work as scheduled. This policy establishes standards for permanent employees, regardless of appointed hours, by which managers can determine that individual employee attendance has become a performance problem. The policy requires that supervisors maintain and regularly review attendance records. The policy assures that supervisors have consistent guidelines for the purpose of counseling, warning, suspending, demoting, or terminating an employee for unsatisfactory attendance. This policy applies to absenteeism, tardiness, and a combination of the two. Tardiness Tardiness is defined as an unexcused absence from the assigned work area of six (6) or more minutes but less than half the shift time. This includes reporting late at the start of a shift, upon return from meal breaks, and/or upon return from other breaks. This also includes leaving early prior to the end of a shift. Tardiness, for any reason, is recorded as tardiness. It is the managers obligation to assign meal breaks so that employees are aware of the appropriate meal time parameters Training Education Employee Orientation Purpose: First impressions have a profound influence on the way new employees support our mission, vision, and values. A well-designed orientation program provides a dynamic and effective way to prepare employees for work. During the orientation process, employees are introduced to essential information, including information on benefits that will continually assist them in being an active and productive part of the organization. Our most important asset is our people, and the ongoing success of the SKMCHRC is dependent upon well-trained personnel being employed in every position. SKMCHRC makes a commitment at the time of employment to welcome, inform, and train new employees. Most of this responsibility resides with the departmental manager or supervisor Orientation Program Components: There are two distinct parts to the comprehensive orientation program. The first involves a two-day orientation containing a series of general information sessions about the SKMCHRC. The second part concerns the specific job assignment, and begins at the time that any employee reports to work in a new department. Within the second part of the orientation program the employee is oriented to departmental procedures and issues. For new employees, this part of the Orientation Program is circumscribed by the Probationary Period. For transferring employees, departments may define the orientation period but it should not exceed six months. This continuum approach to orientation is designed to give the optimum number of opportunities for the new employee to learn not only about specific job duties and responsibilities, but also the way that proper job performance contributes to the overall success of the Employee, the Unit, the Department, and the SKMCHRC. General Session: All new employees attend the SKMCHRCs New Employee Orientation Program. Employees who are not eligible for benefits are not required to attend the parts of orientation related to benefit selection. New employee includes all new hires, reemployment and agency transfers. Employees involved in status change actions (i.e. change from Temporary appointment to Permanent, Part-Time to Full-Time or Full-Time to Part-Time) are not required to attend a second session of the Orientation. These employees are, however, required to make an appointment with the Benefits Office to complete the documents required to effect the change and to enroll in the desired benefits. HR Role in Orientation: The Human Resource Development (HRD) Office will coordinate the New Employee Orientation. All new employees are registered at the beginning of the orientation session. Attendance records are maintained in the HRD Office NEW APPOINTMENTS A new appointment is the initial employment of an individual to a position or the reemployment of an individual who is either not eligible for reinstatement or, at the option of the SKMCHRC, is not offered reinstatement. Probationary Or Trainee Periods An employee who begins work in a permanent or time-limited permanent position shall be given a probationary or trainee appointment unless the employee is eligible for and the SKMCHRC chooses to make reinstatement with a permanent appointment. The probationary and trainee appointment periods are intended to serve as an extension of the selection process and are used to determine whether the person will be able to meet acceptable performance standards for the work for which he or she is employed. The employee will earn all the benefits of an employee with a permanent appointment during this time. Qualifications The employee must possess at least the minimum education and experience requirements, or their equivalent, as set forth in the class specification. This applies to full-time and part-time permanent, probationary, trainees, time-limited permanent and temporary appointments. Salary Rate The hiring rate of pay for a class, or trainees rate where applicable, shall normally be paid a qualified new employee Trainee A Trainee appointment may be made to a permanent position when: the job specification includes special provisions for a Trainee progression leading to regular appointment; recruitment efforts fail to attract qualified candidates; operating needs warrant a trainee, or the recommended applicant fails to meet minimum education and experience requirements. The Trainee appointment, like the probationary period, is also an extension of the selection process, and provides the time for effective adjustment of the new employee or elimination of those whose performance will not meet acceptable standards. Employees with a Trainee appointment receive leave, total service credit, retirement, and health benefits. When applicable, trainees who have completed 6 months of service or who had a Permanent appointment prior to entering a Trainee appointment may receive severance pay and priority reemployment consideration. Competency Assessment A systematic, ongoing, organization-wide competency assessment program ensures that the right person is performing the right job in the right way to deliver optimal patient care. Competency assessment includes the determination of qualifications, competencies, and staffing necessary to carry out the mission of SKMCHRC. Competency assessment also includes developing and implementing processes to ensure that the competence of all employees is assessed, maintained, improved and demonstrated throughout their association with the Hospital. Competency assessment integrates the processes of Position Design/Classification, Hiring, Orientation/Training/Education, and Performance Management. An effective competency assessment program requires collaboration and cooperation from all levels of management. Human Resource departments assist department managers in position design/classification (Position Management) Hiring (Employment), orientation/training/education (Employee Benefits and Human Resource Development) and performance evaluation (Position Management). The Director of Human Resources provides an annual report with aggregate data that reflects levels of competence and competence maintenance activities to the SKMCHRC Board of Directors. Department managers are responsible for the following competency assessment activities: Recommending to their Division Director a sufficient number of qualified and competent staff to provide care/service. Providing current job descriptions to Position Management. Job descriptions include job functions, specific duties, knowledge set, skills and ability required to perform the duties and minimal education and experience required, including necessary licenses, certifications, or registrations. For patient care positions, job descriptions define the necessary competencies related to the special needs and behaviors of specific age groups with whom the employee will work. Job descriptions should be reviewed annually and revised as necessary. For examples of documentation for this function, see Appendices 5 and 6. Evaluating the competence of applicants for vacant positions according to pre-determined criteria for hiring. Orienting new employees, according to policies for Employee Orientation, and documenting department-level employee orientation and Initial Skills Verification. Develop and implement a plan for assessing the ongoing competency of department staff to perform required job functions. A priority for competency assessment may be high risk, problem-prone or seldom used skills. Provide continuing education and other staff development opportunities to maintain or improve performance. Establishing policies and procedures for safe and effective use of department equipment, training of employees to use equipment, and assessing the competency of employees to use the equipment according to policies, procedures and/or predetermined performance criteria. Education Any Full-time or Part-time Permanent (scheduled to work 20 hours per week or more) employee with at least 6 months of continuous service prior to the first day of classes is eligible for tuition assistance. Eligible employees must be continuously employed through completion of the course. Employees in temporary or probationary status are ineligible for tuition assistance. Courses from any accredited high school, business school, community college, technical institute, college or university, correspondence school, or other educational source may be approved for tuition assistance. Approved courses must be directly related to improving performance in the employees present job or must be directly related to the employees profession or field of work. Courses required for completion of a job or professional-related degree program may also be approved. Courses for personal enrichment do not qualify and must be taken by employees at their own time and expense. Courses considered to be a required prerequisite for a degree program are not eligible for reimbursement under the Tuition Reimbursement Program. These prerequisite courses are eligible for reimbursement under a departments Travel Reimbursement Program, and supervisors should be approached for information and approval on these types of reimbursements. The approved course must be taken on the employees own time unless the course is not offered after working hours. For a course taken during work time, it is up to the discretion of the Department Head or designee to determine work/non-work pay time. Regardless of the pay status, eligible employees may be granted time during work hours for not more than one course per term not to exceed 5 semester hours credit when the course is not offered after working hours. Approval to take a course during working hours must be received prior to starting the course. Revised work schedules should not adversely affect departmental services or employee job performance. Tuition Assistance Request forms must be signed and dated by the employee and supervisor prior to starting the course. Eligible employees may receive reimbursement for required academic costs not to exceed the maximum amount charged within the Hospitals University program for a similar course. Reimbursement is limited to a maximum of 10 semester hours per academic term, but not for more than 20 semester hours in a fiscal year, OR for more than 4 courses in a fiscal year. Members of the Division of Nursing should obtain approval from Nursing Education and Research. Transfer Promotion System Transfer The Transfer-Promotion System provides orderly procedures for an employee to move within a department and among departments and affords career and upward mobility opportunities on a hospital-wide basis. The system is provided to help employees realize their individual career potentials and respond to the needs of underemployed persons. This system is designed to facilitate the transfer, as feasible, of employees with satisfactory records of work performance and conduct, and who possess requisite qualifications. It is not used in lieu of appropriate corrective action. Responsibility for implementation of this policy is shared by operating departments and the Employment Office. Whether a Transfer can be effected is contingent upon the existence of an opening and the employees qualifications, ability, and work performance, length of Continuous Service, and overall competitive status compared to that of other employee candidates and, as appropriate, outside applicants. For a Transfer to be effected, the employee must be selected by the operating department as most suitable for the open position. Thus, it is not possible to guarantee a Transfer to every employee requesting one. Promotion Promotion is a change in status upward documented according to customary professional procedure, resulting from assignment to a position associated with a higher pay grade. Selection should be based upon demonstrated capacity, quality, and length of service (if applicants are equally qualified). The purpose of a promotional pay increase is to reward the employee for the assumption of duties more responsible and more difficult than those in the current position. Subject to the availability of funds, salary increases, not to exceed the maximum of the range, may be given in accordance with this policy. If the employee is promoted to a position within the same class series or occupational group, the salary * May be increased by up to 5% for each grade provided by the promotion; or * May be established in accordance with the New Appointments policy Temporary Promotions Temporary promotions may be made when an employee is placed in an acting capacity for a period of time. When an employee is placed in an acting capacity, at the discretion of management and in collaboration with the Assistant Human Resource Services Director Employment, one of the following may occur: * The employee may be placed in the higher level position (if vacant) with an understanding that he or she will return to the former position and salary when the position is filled. PROFESSIONAL BUSINESS ATTIRE Appropriate good taste, good grooming, safety, and consideration for others should govern the appearance of all employees, contract employees, residents, volunteers, students, Medical Staff of Shaukat Khanum Medical Centre Hospitals, and research personnel utilizing Shaukat Khanum Medical Centre HCS facilities. Neatness and cleanliness are evidence of concern for our patients, their families, the public, and each other. Shaukat Khanum Medical Centre Health Care System believes that personal neatness and appropriate attire provide an atmosphere of professionalism and inspire confidence in our ability to deliver services. The provisions of this policy apply to all personnel operating in the Shaukat Khanum Medical Centre HCS. Department policies may specify additional requirements as appropriate for employee and patient safety. All employees, staff members, volunteers, as well as visitors to the Shaukat Khanum Medical Centre HCS shall be required to wear appropriate identification as defined in the Identification of Employees, Staff Members, Patients and Visitors Policy in the Shaukat Khanum Medical Centre Health Care System Policy Manual. An employees name and picture must be visible at eye level at all times. Uniforms Employees for whom uniforms are required for the job must wear the appropriate uniform. Alterations to the uniform or alternatives to uniforms are allowed only if prior approval has been obtained from a Department Head and if the intent of this policy is not violated. Scrub Suits Scrub suits, masks, shoe covers, and gloves should be worn only in areas designated by relevant departmental policies and only by those designated to wear them as part of their personal protective equipment. Please refer to departmental policies regarding the use of scrub suits Non-Uniform Clothing Clothing should be clean, pressed, and in good condition. Shorts (or similar attire), denim, tank tops, midriffs, revealing apparel, and the wearing of patient garb over a uniform or outerwear are considered inappropriate for the work place and are not permitted under this policy. Hats should be worn only when part of an approved uniform. Logos which identify the SKMCHRC or units within the Hospital Health Care System is the only acceptable logos to be worn on collarless shirts. Safety As required by the Occupational Safety and Health Act, the SKMCHRC shall provide appropriate personal protective equipment for employees who perform hazardous work. The equipment will protect the face, eyes, head, and extremities. The Infection Control policies and the Employee Handbook must be used to guide departmental dress requirements where appropriate. Reference the SKMCHRC Infection Control Manual and the Employee Handbook for specific guidelines. Protective equipment, shields, and respiratory devices shall be used whenever the employee has the potential of being exposed to a hazardous environment, chemical, radiation, or mechanical irritant capable of causing injury or impairment in the function of any part of the body through absorption, inhalation, or physical contact. The use of protective glasses and shoes is covered in the Personal Protective Equipment Requirements Policy in the SKMCHRC Safety Policy Manual. For safety reasons, all employees must wear shoes which are appropriate to their jobs. Grooming Standard Cleanliness is an essential part of providing high-quality service to our customers. A neat, clean, business-like and professional appearance is a requirement for all jobs. In most instances, an employee may wear his or her hair the way he or she chooses while working, as long as it remains well-trimmed, well-groomed, and business-like in appearance. Other Considerations Supervisors will inform employees if business needs warrant additional requirements for the employees position. Chewing gum is not considered appropriate in the presence of patients, visitors, or guests. Hygiene Standards Good personal hygiene is required. Other employees, as well as patients and guests, have a right to expect general cleanliness and good dental hygiene from the staff. Employees must refrain from using body fragrances such as cologne, talc powder, and after-shave lotions, which may have an adverse effect on patient care, on co-workers and on visitors. Employee Health Safety The SKM meets its responsibilities regarding employee health and safety by constantly trying to improve the quality of the workplace and to provide a safe and healthful place of employment. The SKM is committed to complying with the law in spirit as well as in deed. It is, however, the responsibility of every employee and staff member to report any situation or condition that appears to be a safety, environmental, or health hazard. To report a hazard, an employee should advise his or her supervisor immediately or contact the Environmental Safety Department directly. Children in the Work Place Employees shall not bring children into clinical work areas at any time. Employees shall not bring children into non-clinical work areas except in extreme emergency situations. This will minimize interference with performance of job duties, minimize lost time due to exposure to communicable diseases, and maintain the SKM Health Care Systems professionalism. Exposure to communicable disease To the extent practicable, the SKM Health Care System protects patients and employees from exposure to communicable diseases. When such work-related exposure occurs, employees may be directed to take paid Administrative Leave by the Director of Operations of designated member of the Management Council. If illness results from on-the-job exposure, the Workers Compensation Policy applies. Family Practice Center The Center is staffed by faculty physicians and resident physicians in the SKM Department of Family Medicine. There is an enrollment procedure, and enrolled members and their families may use the Center for all health care requirements. Services available include routine and acute health care, health maintenance, obstetrics, counseling, and care for chronic problems Employee Recreational Services Employee Recreation Services offers a variety of activities within the following areas: athletics, wellness; hobbies, clubs, and classes; discounts and services; and travel for employees and their families. Some of these opportunities include: * Athletic leagues, tournaments, and classes; * Health promotion and exercise classes; * Clubs for photography, running, golf, musicians, and retirees; * Arts/crafts and special interest classes; * Vacation and resort discounts; * Discounted tickets for local and regional attractions; * Employee Privileges for SKMCHRC gyms/pool; * Faculty/Staff season pass for SKMCHRC home athletic events; * Employee Recreation Association; * Employee Discount Card. Workers Compensation SKMCHRC has a Workers Compensation Office dedicated to the administration of workers compensation claims. The injured employee or his representative is responsible for reporting all work-related illnesses, injuries, or exposures to occupational diseases to their immediate supervisor or the designee immediately following the incident. Neither medical payments nor compensation are payable before the employees written notice of injury is given. If thirty days has passed from the date of the accident or injury before notice is given by the employee, compensation is not payable unless a reasonable excuse for not giving a written notice is made to the satisfaction of the Industrial Commission. Medical Benefits The SKMCHRC provides payment of all medical, surgical, hospital, nursing, sick travel, prescription drugs, and rehabilitation services prescribed by the treating physician to treat the injury as it relates to the job. It is the employees responsibility to ensure that all bills and medical reports are forwarded to the Workers Compensation Office for consideration and payment. Leave Benefits If an employee is put off work more than 7 calendar days by the treating physician, the employee will receive Workers Compensation leave benefits. The leave benefit is equivalent to two-thirds of the employees average weekly wage and not above the maximum established by the SKMCHRC Commission. The maximum compensation rate is adjusted annually by the SKM. Employee Incident Report The injured employee and his supervisor or designee shall complete the Employee Incident Report. The report is then given to the health care provider who first examines the employee for medical information to be added. This health care provider may be in Occupational Health Services or in the SKMCHRC Emergency Room. Completed incident report forms not already there should be sent to Occupational Health Services for review and submission to the SKMCHRC Workers Compensation Office. The incident report form must state the following: * treatment rendered; * days employee placed off work; * any restriction to employees normal duty; * referral to a specialty area or to Occupational Health Service; * hospitalization; * Medication prescribed, etc. To avoid a delay or denial, the Employee Incident Report should be completed in full. It is the intent of the SKMCHRC to provide a workplace for all employees which is free from violence. The Health Care System is committed to working with its employees to maintain a work environment free from violence, threats of violence, harassment, intimidation, and other disruptive behavior. While this kind of conduct is not pervasive in our facilities, no hospital or clinic area is immune. Violence, threats, harassment, intimidation, and other disruptive behavior in our workplace will not be tolerated; that is, all reports of incidents will be taken seriously and will be dealt with appropriately. Such behavior can include oral or written statements, gestures, or expressions that communicate a direct or indirect threat of physical harm. Individuals who commit such acts may be removed from the premises and may be subject to disciplinary action, criminal penalties, or both. Group term life insurance The SKMCHRC makes a group term life insurance policy, underwritten by Metropolitan Life, available to eligible employees, their spouses, and their dependents. Participation is voluntary. Employees must pay the full cost of coverage through automatic payroll deductions. Supplemental Insurances The SKMCHRC provides access to an extensive selection of supplemental life insurance policies based on an employees needs. Enrollment in these programs is voluntary, and is paid by the employee. Carriers and programs may vary from year to year. Contact the Employee Benefits Office for more information on these policies. Supplemental Accident Insurance The SKMCHRC provides access to an extensive selection of supplemental accident insurance policies based on an employees needs. Enrollment in these programs is voluntary, and is paid by the employee. Carriers and programs may vary from year to year. Contact the Employee Benefits Office for more information on these policies. Supplemental Cancer Insurance The SKMCHRC provides access to a Cancer insurance plan. Enrollment in this program is voluntary, and is paid by the employee. Contact the Employee Benefits Office for more information on this policy. Supplemental ICU/CCU Insurance The SKMCHRC provides access to an Intensive Care/Coronary Care insurance plan. Enrollment in this program is voluntary, and is paid by the employee. Contact the Employee Benefits Office for more information on this policy Retirement System Benefits Cost of Participation Cost of participation is shared between the employee and the SKMCHRC. The employee contributes 6% of his or her gross salary automatically through payroll deduction. Contributions are tax-sheltered for Federal and State income tax purposes. The SKMCHRC contributes a larger share of the cost, based on the systems actuarial needs. Both of these contributions combine to provide funding for the Retirement System Pension Fund, the Death Benefit, the Disability Income Plan, and the Retirees Health Plan. Old-Age Benefit Plan SKMCHRC also has an old-age benefit plan running for its retired employees. Annual Benefit Determination The annual retirement benefit is based on a formula which takes into consideration a percentage of the members average salary during the highest-paid 48 consecutive months multiplied by years of creditable service. The percentage rate is set forth by the General Assembly and subject to change. (Currently the rate is under 2%) The average for the 48 consecutive months of highest earnings is the Average Final Compensation. Creditable Service Determination Creditable Service means any period during which a member contributed to the Retirement System. Unused sick or catastrophic leave and certain purchased service credits also are included as creditable service. For each 20 days (or portion thereof) of unused sick or catastrophic leave, one month of credit is allowed Death Benefit If a member dies while in active status after one year of contributing membership, the beneficiary will receive a single lump sum payment. This payment equals the highest 12 months salary in a row earned during the 24 months before death, but no less than $100,000 and no more than $2500, 000. The death benefit is paid in addition to the members retirement accumulation or, if applicable, the Survivors Alternate Benefit described below. Survivors Alternate Benefit If a member dies while in active status after completing 20 years of credit or reaching age 60 with 5 years of credit, the principal beneficiary named to receive a refund of retirement contributions may choose to receive a monthly benefit for life instead of a refund. Early Retirement A reduced monthly retirement benefit is available at age 50 with 20 years of creditable service, or age 60 with 5 years of creditable service Service Retirement An unreduced monthly retirement benefit is available after 30 years of creditable service, after age 60 with 25 years of creditable service, or after age 65 with 5 years of service. Retirement Payment Options A member may elect to receive the maximum retirement income or a reduced income through one of several payment options which provide payment to a beneficiary after the members death. Conclusion SKMCHRC is an equal opportunity employer. As such, SKM Health Care System offers equal employment opportunities without regard to race, color, religion, sex, national origin, age, or disability. To extend these opportunities, they shall: * Recruit, hire, train, and promote persons in all job classifications without regard to race, color, sex, religion, national origin, age, disabilities or political affiliation/influence. * Base selection, hiring, and promotion decisions upon valid requirements and criteria which are, reduction-in-force, terminations, and promotions objectively, without regard to race, related and necessary to perform the work * Administer all personnel actions including compensation, benefits, tuition assistance, training, transfers color, religion, sex, national origin, age, or disability

Epic of Beowulf Essay - The Conflicts in Beowulf -- Epic of Beowulf Ess

The Conflicts in Beowulf  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚   Brian Wilkie and James Hurt in Literature of the Western World discuss what is perhaps the overriding or central conflict in the poem Beowulf, namely the struggle between good and evil, and how the monsters are representative of the evil side: Ker was answered in 1936 by the critic and novelist J.R.R. Tolkien, author of Lord of the Rings, who argued that â€Å"the monsters are not an inexplicable blunder of taste; they are essential, fundamentally allied to the underlying ideas of the poem, which give it its lofty tone and high seriousness.† For Tolkien, the monsters were symbolic of eternal forces of evil while remaining real monsters (1273). The numerous conflicts within Beowulf are both external and internal. Conflict is how one describes the relationship between the protagonist and antagonist in a literary work (Abrams 225). There is also another type of conflict which Clark describes below and which takes place within the mind and soul of a given character. George Clark in â€Å"The Hero and the Theme† make reference to an interior conflict within the Beowulf hero himself, and how the hero appears to lose this conflict: Although a strong critical movement followed Klaeber in taking Beowulf as a Christian hero or even Christ figure, the most numerous and influential body of postwar critics, including Margaret Goldsmith (1960, 1962, 1970), read the poem as faulting the hero for moral filures according to one or another Christian standard of judgment (see also Bolton 1978). The poem became a neo-Aritotelian tragedy in which the hero’s flaw could be identified as a sin, greed, or pride (279). H. L. Rogers in â€Å"Beowulf’s Three Great Fights† expresses his opinion as a literary critic regard... ...is B. Gummere. http://wiretap.area.com/ftp.items/Library/Classic/beowulf.txt George Clark in â€Å"The Hero and the Theme† In A Beowulf Handbook, edited by Robert Bjork and John D. Niles. Lincoln, Nebraska: Uiversity of Nebraska Press, 1997. Clover, Carol F. â€Å"The Unferth Episode.† In The Beowulf Reader, edited by Peter S. Baker. New York: Garland Publishing, 2000. Ogilvy, J.D.A. and Donald C. Baker. â€Å"Beowulf’s Heroic Death.† In Readings on Beowulf, edited by Stephen P. Thompson. San Diego: Greenhaven Press,1998. Clark, George. Beowulf. Boston: Twayne Publishers, 1990. Rogers, H. L. â€Å"Beowulf’s Three Great Fights.† In An Anthology of Beowulf Criticism, edited by Lewis E. Nicholson. Notre Dame, IN: University of Notre Dame Press, 1963. Wilkie, Brian and James Hurt, editors. â€Å"Beowulf.† In Literature of the Western World. New York: Macmillan Publishing Co., 1984. Epic of Beowulf Essay - The Conflicts in Beowulf -- Epic of Beowulf Ess The Conflicts in Beowulf  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚   Brian Wilkie and James Hurt in Literature of the Western World discuss what is perhaps the overriding or central conflict in the poem Beowulf, namely the struggle between good and evil, and how the monsters are representative of the evil side: Ker was answered in 1936 by the critic and novelist J.R.R. Tolkien, author of Lord of the Rings, who argued that â€Å"the monsters are not an inexplicable blunder of taste; they are essential, fundamentally allied to the underlying ideas of the poem, which give it its lofty tone and high seriousness.† For Tolkien, the monsters were symbolic of eternal forces of evil while remaining real monsters (1273). The numerous conflicts within Beowulf are both external and internal. Conflict is how one describes the relationship between the protagonist and antagonist in a literary work (Abrams 225). There is also another type of conflict which Clark describes below and which takes place within the mind and soul of a given character. George Clark in â€Å"The Hero and the Theme† make reference to an interior conflict within the Beowulf hero himself, and how the hero appears to lose this conflict: Although a strong critical movement followed Klaeber in taking Beowulf as a Christian hero or even Christ figure, the most numerous and influential body of postwar critics, including Margaret Goldsmith (1960, 1962, 1970), read the poem as faulting the hero for moral filures according to one or another Christian standard of judgment (see also Bolton 1978). The poem became a neo-Aritotelian tragedy in which the hero’s flaw could be identified as a sin, greed, or pride (279). H. L. Rogers in â€Å"Beowulf’s Three Great Fights† expresses his opinion as a literary critic regard... ...is B. Gummere. http://wiretap.area.com/ftp.items/Library/Classic/beowulf.txt George Clark in â€Å"The Hero and the Theme† In A Beowulf Handbook, edited by Robert Bjork and John D. Niles. Lincoln, Nebraska: Uiversity of Nebraska Press, 1997. Clover, Carol F. â€Å"The Unferth Episode.† In The Beowulf Reader, edited by Peter S. Baker. New York: Garland Publishing, 2000. Ogilvy, J.D.A. and Donald C. Baker. â€Å"Beowulf’s Heroic Death.† In Readings on Beowulf, edited by Stephen P. Thompson. San Diego: Greenhaven Press,1998. Clark, George. Beowulf. Boston: Twayne Publishers, 1990. Rogers, H. L. â€Å"Beowulf’s Three Great Fights.† In An Anthology of Beowulf Criticism, edited by Lewis E. Nicholson. Notre Dame, IN: University of Notre Dame Press, 1963. Wilkie, Brian and James Hurt, editors. â€Å"Beowulf.† In Literature of the Western World. New York: Macmillan Publishing Co., 1984.

Manhood, Power and Respect instead of Childhood Essay

Dave Saunders is the main character of the story, the Theme of the Story is â€Å"Looking for Maturity, Respect and Power†. He is tired of been treated as a child, wants to spend his money to whatever he wants, because his mom holds his money, so he just wants to prove to the others that he is a Man. One day he decided to go the local store to buy a gun, which is the store of Mistah Joe, he ask Joe for a catalog, once he gets the catalog he went back home, his mom sees the catalog, and she doesn’t let him to buy, but after he tells her that the house needs a gun and also that he’s going to give the gun to his dad, she gives $2 for him to buy it. Next day he goes to Mistah Joe store to buy the gun, after buying it he goes to the field to admire the pistol. Next day of work, his is so excited that now his has a gun, he takes jenny the mule and goes far away, so he can test the gun, but accidentally he killed jenny. However, when everybody finds out that he is lying about jenny death, he decided to escape and leave all behind. And the story started like this. Dave Saunders 17 years-old, works at Mr. Hawkins fields, there is the place he makes his own money, and also when he begins his desire to get older, powerful and more respect. One day after he works at Mr. Hawkins fields he was heading home and thinking about the discussion that he had with others field hands that day, and also tired of being treated as a child. He resolves to get a gun for himself, so he can show more power to the others. Instead going home he goes to the local store that they offer a mail-catalog, which is the store of Mistah Joe, when he gets there he asks Mistah Joe for a gun, Mistah Joe Surprised says to Dave â€Å"ain’t nothing but a boy,† (Richard Wright) and he does not need a gun, but he nevertheless offer to sell an old pistol left-hand fully loaded for $2 dollars, Dave goes to his house so excited to ask his mom for $2 dollars to purchase the gun, but when he gets to his house Mrs. Saunders is angry because he has kept the dinner waiting, he sits down and Mrs. Saunders sees the catalog in his arm, and she sizes it, she takes the catalog and tells him to go wash his hands, when he comes back, Dave was so infatuated with the catalog that he did not notice that his father had spoken to him and his food is in front of him. But he knows if he asks his father the money the answer would be a straight NO, and he thinks that his mother is a little easier to persuade. But when he starts a conversation with her, she tells him â€Å"git outta here! Don yuh talk t me bout no gun! Yuh a fool!† (Richard Wright), but Dave states that the family needs a gun and after he buys it he will give to his father, Mrs. Saunders agrees to buy the gun but with one condition, as soon as he buys the gun it has to come straight to her possession and also make him promise that he will do it as she said. The first thing he does in the next morning is go to the Mistah Joe store and purchase the gun, while he comes back home, he stops in the field just to play with the gun and he starts shooting imagery objects, afterwards he gets home, he breaks his promise because he hide the gun under his pillow and tells his Mrs. Saunders that the pistol is hidden outside, and it is not true. He leaves his house very early in the morning, ties the pistol in his leg with a piece of flannel and goes to Mr. Hawkins field, he hooks up Jenny the mule and go plow the field far away so he can practicing shooting the gun and no one would hear it, but a fatality happened, he shot Jenny at his first shoot, when he realizes that Jenny is been shot he tried to plug dirty into the bullet hole to stop bleeding, but Jenny soon dies, he is frightened about what happened, he goes back to Mr. Hawkins and trying to tell a believable story about Jenny’s death, afterward someone finds Jenny and Dave make up a story that Jenny had something wrong and all of sudden fell on the point of the plow, but Mrs. Saunders knows it’s a lie, Dave is forced to tell the truth, when he assumed that he killed Jenny, Mr. Hawkins tells him that he has to pay $50 dollars for the mule, and he will take $2 dollars every month of his salary until he pays the $50 dollars. Dave feels annoyed because he has to pay back the mule, also very upset because all the others think he is a child more now than ever before. He decides to leave the city, by doing this he will leave all behind, his childhood and he will become a man as his desire. Dave Saunders is a boy that wants to get the power, the respect, the manhood and also the maturity that most of the men have. The gun seems to symbolize all this to Dave’s eyes, but it’s been showed that is just a phony imagination. Work Cited Richard Wright’s Parody of the Hunt Tradition in â€Å"The Man Who Was Almost a Man†(Fall 1986). Detroit: Gale Group, 2000

Evil Doers or Evil Genes

Antisocial personality disorder s a mental health condition In which a person has a long-term pattern of manipulating, exploiting, or violating the rights of others. This behavior Is often criminal. Like all personality disorders, antisocial personality disorder Is a deeply Ingrained and enduring behavior pattern, manifesting as an Inflexible response to a broad range of personal and social situations This behavior represents an extreme or significant deviation from the way In which the average Individual In a given culture relates to others.This behavior pattern tends to be stable. It may not cause sub]ectlve distress, but does cause problems In social performance. Individuals with antisocial personality disorder often are divorced, have alcohol/drug abuse, anxiety, depression, unemployment, homelessness, and criminal behavior. However, some Individuals with this disorder rise to high posltlons of power In society by becoming masters ot manipulation and deceit. In childhood, these i ndividuals usually have oppositional defiant disorder, towards parents and eachers which develops into conduct delinquency in adolescence.This delinquency takes the torm ot reckless thrill-seeking, physical violence towards people or animals, and law-breaking. Most adolescent delinquents grow out ot this behavior as they enter adulthood. However, those that increase their delinquent behavior as they enter adulthood have their diagnosis changed from conduct disorder to antisocial personality disorder. In adulthood, these individuals become more antagonistic. They show an exaggerated sense of self-importance, insensitivity towards the feelings and eeds of others, and callous exploitation of others.Their increased manipulativeness, callousness, deceitfulness, and hostility repeatedly puts them at odds with other people An individual diagnosed with antisocial personality disorder needs to meet the following criteria, Failure to conform to social norms with respect to lawful behaviors as indicated by repeatedly performing acts that are grounds for arrest. Deceitfulness, as indicated by repeated lying, use of aliases, or conning others for personal profit or pleasure. Impulsivity or failure to plan ahead. Irritability and aggressiveness, as indicated by repeated physical fights or assaults.Reckless disregard for safety of self or others. Consistent Irresponsibility, as Indicated by repeated failure to sustain consistent work behavior or honor financial obligations Lack of remorse, as Indicated by being Indifferent to or rationalizing having hurt, mistreated, or stolen from another. Three percent of the population, or about 8,100,000 individuals In the united states have antisocial personality disorder. The National comorbldlty survey, which used DSM-III-R criteria, found that 5. 8% of males and 1 . 29t of females showed evidence of a Ilfetlme risk for the disorder.Prevalence estimates wlthln cllnlcal settings have varied from 39t to 30%, depending on the predominant characteristics of the populations being sampled. About ot men and ot women in the population have this disorder. Although in later adulthood, the more outward and aggressive symptoms ot ASPD may diminish and the person remain, thereby affecting the individual's role in society as well as all those who come n contact with him/her. The disorder tends to occur more often in men than in women, and in people whose predominant role model had antisocial features.The incidence of antisocial personality is higher in people who have an antisocial biological parent, parents with histories of drug and/or alcohol abuse and who physically and/or emotionally abused the individual during childhood. Abandonment may have been an issue for the person with ASPD Antisocial personality disorder is probably caused by a combination of factors. Having any of these characteristics oes not necessarily mean that a person has antisocial personality disorder. Influences from the environment can impact the onse t of this disorder.A chaotic family life contributes to the development of this personality disorder, especially where there has been little supervision from parents or other adult role models. The disorder also may be more common where the community is not supportive or provides little reward for positive behavior. Genetic or biological factors. Researchers have found certain physiological responses that may occur more frequently in people ith antisocial personality disorder. For example, they have a comparatively flat response to stress. They seem to get less anxious than the average person.Some researchers have found changes in the volume of brain structures that mediate violent behavior. People with this kind of brain function may thus have more difficulty restraining their impulses, which may account for the tendency toward more aggressive behavior. Neurobiologists cannot say with certainty that these variations in brain structure are a cause of antisocial personality. The vari ations could easily be he result of life experiences that are more common in people with this personality disorder rather than a cause.The cause of this disorder is unknown however, genetics and environmental factors influence its development. I believe that personality makes each individual special and consists of thoughts, feelings and behaviors. Personality is forged during childhood via the interplay of genetics and environmental factors. Problems with inherited genetics or the early environment, such as significant exposure to abuse and/or violence, make it more likely that a ersonality disorder such as ASPD will develop. Therefore, I believe in order to understand the cause of ASPD, both genetics and the environment need to be explored.Dr. Martha Stout, in her book, â€Å"The Sociopath Next Door,† explains that a genetic predisposition for sociopath may already present at birth for some people. Determinations regarding how this increased risk for ASPD become expressed c ome from an individual's life experiences. We are accustomed to think of sociopaths as violent criminals, but in The Sociopath Next Door, Harvard psychologist Martha Stout eveals that a shocking 4 percent of ordinary people†one in twenty-five†has an often undetected mental disorder, the chief symptom of which is that that person possesses no conscience.

Select a Female Candidate Essay Example

Select a Female Candidate Essay Example Select a Female Candidate Essay Select a Female Candidate Essay Lois Murphy is currently in a hotly contested race against incumbent Jim Gerlach for a seat in the House of Representatives, representing Pennsylvania’s 6th Congressional District.   She was born in 1963 in Hempstead, New York to parents who were both public school educators.   Lois attended and graduated from both Harvard and Radcliffe Colleges.   While in law school she met her husband Benjamin Eisner, a labor attorney.   After law school Lois clerked for a judge of the U.S. Court of Appeals for the Second Circuit.   She joined the Justice Department and then served as associate legal counsel for NARAL Pro-Choice America.   Lois also works as a lawyer in the private sector as a member of Heckscher, Teillon, Terrill Sager, P.C.   She currently lives in Montgomery County with her husband Ben and their two daughters, Emily and Lily, who attend public schools as their mother did (Lois Murphy for Congress).Lois Murphy first ran for Congress in 2004 against Jim Gerl ach and lost by only 2%, in one of the closest races that year.   The numbers ran as follows:2004 United States House of RepresentativesLois Murphy 153,977 49.0%Jim Gerlach 160,348 51.0%This year Murphy defeated Mike Leibowitz with 75% of the vote in the Democratic primary.   She is squaring off again against Gerlach whose position could be vulnerable (Wikipedia).This particular race has seen a lot of spending by both sides.   The National Republican Congressional Committee has spent $3.9 million so far.   Most of this has been in negative campaign ads against Murphy.   The Democratic Congressional Campaign Committee has spent $3 million against Gerlach (Political parties spend $225 million (â‚ ¬177 million) on targeted elections).Murphy has taken a strong stand on several issues.   She supports tax cuts for the middle class, citing the rising costs of health care, home heating, gas, and college tuition.   She also used Hurricane Katrina as an example that expo sed gaps in the federal emergency plan.   She will work to make federal response to such emergencies more efficient.   She will work towards more fiscal responsibility and affordable, accessible health care. She supports ethics reform, economic growth, cleaning up the environment while developing new energy policies and setting higher standards for education (Lois Murphy for Congress).Lois Murphy has a tough race ahead of her and right now no one is willing to concede who will be the possible victor.   The Democrats have a possibility of taking this seat due to voter’s anger and dissatisfaction with the Republican Party.   One issue that has stood out the most is the war in Iraq as well as some of the ethical and legal battles Republicans have faced on the Hill.   If voters are keeping these issues in mind, then Democrats like Lois Murphy stand a chance of winning their seat.BibliographyLois Murphy. From Wikipedia, the free encyclopedia. 7 Nov 2006, http://en.wikipe dia.org/wiki/Lois_Murphy

THE PLOT OF STAR WARS EPISODE II essays

THE PLOT OF STAR WARS EPISODE II essays Rather than write it all myself, Josh Griffin of TheForce.net has given me permission to use one of TFn's updates (this one) called "The Story So Far." Everything written in grey is from TFn, and everything in purple is stuff I've added. I have also added links to the official site's "select images" so you can see how they fit in with the story. As Episode II begins, we learn that Amidala has left the throne on Naboo and has been replaced by the newly elected Queen Jamillia (Select 9: Queen Jamillia). Now going by the name Padme Naberrie, she represents Naboo in the Galactic Senate. We also learn of a deal between Count Dooku and Jango Fett. In exchange for the right to clone an army out of Jango, Dooku gives Jango... a present. At one point, Senator Padme intercedes in a dispute between the Geonosians, the Kaminoans, the Commerce Guild, and the Intergalactic Bank Clan. She uncovers some corruption (created by Darth Sidious) and possible plans by the Neimodians to re-arm themselves. She voices this concern in the Senate. After becoming a blabber-mouth and speaking out against corruption, there is a failed assassination attempt by Zam Wesell in the Senate. Zam, I believe, has been hired by Senator Orn Free Taa (Select 3: Orn Free Taa). Padm doesn't think her personal bodyguard Captain Typho is enough, so she turns to the Jed i for help. Yoda and Mace Windu assign Anakin and Obi-Wan to protect her because they have done so in the past.Obi-Wan, Anakin, Padm, and her two handmaidens - Cord (Veronica Segura) and another (Rose Byrne) - later go to a night club called "Dex's Diner." (Select 6: Dex's Diner) There is a scene in the club in which Elian Sleazebagno (Matt Doran) does some "trouble making" (not sure what - maybe he hits on Padm, who knows.) During this scene Zam Wesell attempts to shoot Padm (Select 14: Zam Wesell) but ends up killing Cord. Obi-Wan and Anakin chase Zam (Select 1: Run...

Requisitos y medidas foto visa EE.UU. y cómo subirla

Requisitos y medidas foto visa EE.UU. y cà ³mo subirla Las fotos para las visas no inmigrantes, visas de inmigrantes y para participar en el sorteo de la loterà ­a de visas de diversidad de EE.UU. deben cumplir requisitos sobre cà ³mo debe lucir en ellas el fotografiado y medidas. Adems, en los casos en los que es necesario subir la foto al formulario de solicitud del visado, la imagen debe cumplir con los parmetros de peso, dimensiones y formato. Antes de seguir con este artà ­culo cabe destacar que no todos los solicitantes de visa para Estados Unidos necesitan sacar una foto y subirla al formulario de solicitud de la misma o llevarla en formato papel al consulado el dà ­a de la entrevista. Y es que en los casos de solicitarla en un consulado con Centro de Apoyo como CAS o ACS como sucede, por ejemplo, al solicitar la visa de turista en Argentina, Mà ©xico o Repà ºblica Dominicana, las fotos se toman en dichos centros junto con otros datos biomà ©tricos como las huellas digitales. Por lo tanto, toda la informacià ³n de este artà ­culo solamente aplica en los casos en los que las fotos no deban ser tomadas en un Centro de Apoyo. En el mismo se explican los requisitos de foto y fotografiado, tamaà ±o, peso y formato de las fotos digitales, cà ³mo saber si cumplen con los parmetros, cà ³mo modificarlos si fuera necesario y cà ³mo subir con à ©xito la foto al formulario de solicitud de la visa. Finalmente, cules son las caracterà ­sticas de las fotos en papel. Requisitos de las fotos para las visas americanas Las imgenes deben cumplir los siguientes requisitos: en color, con fondo blanco o blanco roto (off-white). La persona fotografiada, que es la que solicita la visa, debe mirar de frente a la cmara y asegurarse de que la cabeza sale centrada en la fotografà ­a y completa, desde el pelo hasta la barbilla, que debe alcanzar unas medidas de entre una pulgada y 1 3/8 pulgadas (entre 25 y 35 mm). Ambos ojos deben salir abiertos y la altura de los ojos caer entre 1 1/8 y 1 3/8 pulgadas del fondo de la fotografà ­a ( entre 28 y 35 mm). Para asegurarse de que se cumplen las especificaciones es recomendable familiarizarse con ejemplos que cumplen estos requisitos. No puede vestirse ningà ºn tipo de uniforme, salvo el religioso como por ejemplo en el caso de sacerdotes y monjas. Tampoco se deben llevar gorros, sombreros, velos o cualquier otra prenda u objeto que dificulte la vista del pelo, salvo que su utilizacià ³n està © justificada por motivos religiosos. Si habitualmente se utilizan audà ­fonos no es necesario quitarlos para sacar la foto si se tiene la precaucià ³n de evitar que se produzcan reflejos en los cristales. Sin embargo, en la actualidad si se usa espejuelos o lentes es necesario quitarlos, salvo cuando no sea posible hacerlo por razones mà ©dicas. En ningà ºn caso la oficina consular aceptar como vlidas fotos de mala calidad o que son el producto de haber escaneado la foto de un I.D., como por ejemplo una licencia de manejar. Tampoco son vlidas aquà ©llas en las que la persona sale de cuerpo completo. Dà ³nde tomar las fotos para la visa americana Si se est en Estados Unidos, en cualquier negocio de fotografà ­a que saquen fotos para el pasaporte americano. Lo mismo puede decirse de otros paà ­ses. En este caso es imprescindible hablar con el fotà ³grafo y especificarle los requisitos de fondo blanco, tamaà ±o, mirada al frente, etc. Incluso, si reà ºnen los requisitos, es posible hacerlo con un telà ©fono mà ³vil o una webcam. En estos casos, asegurarse de cumplir todas las directrices mencionadas y que la foto tiene calidad suficiente. Si la foto debe subirse al formulario de solicitud de la visa y no est ya digitalizada puede escanearse con una resolucià ³n de 300 pixeles por pulgada (12 pixeles por milà ­metro). Se puede enviar por correo electrà ³nico para descargarla en la computadora en la que se va a realizar el trmite de solicitud de la visa. Medidas, peso y formato de las fotos digitales para la visa americana. En los casos en los que la foto debe subirse al formulario de solicitud de la visa aparece la expresià ³n Photo Upload en dicha planilla. En estos casos, la imagen debe tener las siguientes caracterà ­sticas Tener una dimensià ³n mà ­nima de 600 x 600 pixeles (ancho x largo)En color de 24 bits por pixelSà ³lo se admite el formato JPEG.Y el tamaà ±o del archivo ha de ser de 240 kb o menor. Si es necesario, puede comprimirse con una proporcià ³n de 20 a 1 o menor. Se puede verificar si la foto cumple con esos parmetros colocando el cursor sobre ella y clickando con el botà ³n derecho del ratà ³n. Se abre la ventana de propiedades y, en la etiqueta de General puede verificarse el tamaà ±o en KB. En la etiqueta de Detalle puede comprobarse el alto y ancho de la imagen. Si no cumpliese con los requisitos seà ±alados anteriormente, es posible cambiarlos utilizando un programa. Para hacerlo, si se tiene una computadora con el sistema operativo Windows colocar el cursor sobre la imagen, hacer click con el ratà ³n derecho y en Abrir con elegir Paint. Checar la Barra de Estatus y asà ­ es posible ver la informacià ³n de la foto en la parte inferior de la misma. A continuacià ³n, para ajustar la foto a los parmetros necesarios clickar en el icono de Seleccionar para cambiar el alto y ancho de la foto. Una vez que en la barra de estatus se obtienen los nà ºmeros que se buscan clickar en Guardar y elegir como formato JPEG y a continuacià ³n en Guardar como, dale un nombre y guardar. Si se tiene una computadora Mac puede utilizarse Paintbrush. En todos los casos pueden utilizarse otros programas informticos de manipulacià ³n de fotografà ­a. Cà ³mo subir la foto al formulario de solicitud de la visa Cuando se est llenando el formulario de solicitud de visa el momento para subir la foto es cuando se llega a Upload Image. Se debe clickar en ese botà ³n. A continuacià ³n aparecen las directrices ya mencionadas sobre peso, dimensiones y formato. Si alguno de los parmetros no es el exigido se va a obtener un mensaje de error y, si es el formato el equivocado, un mensaje de Only JPEG Images. La solucià ³n es modificar los parmetros como se explicà ³ en el apartado anterior. Una vez que se est seguro de que todo est correcto clickar a Browse y elegir la foto. Dar a OK y aparecer la foto. En ese momento se pueden ver dos botones: Upload Again y Confirm. Clickar en este à ºltimo y dar a OK y asà ­ se sube realmente la foto al formulario y ya se puede continuar con la aplicacià ³n. Fotos 5x5 para la visa americana En algunos consulados o para algunos tipos de visas el requisito es llevar una o dos fotos a la entrevista. En este caso deben cumplir con los requisitos de fondo blanco o blanco roto, no espejuelos, mirar de frente, etc. explicados con anterioridad. Adems, la foto debe: Estar impresa en papel de buena calidadTamaà ±o de 5x5, es decir, 5 cm de ancho por 5 cm de largo, o lo que es lo mismo: 2 pulgadas por 2 pulgadas (51 x 51 mm).Si se pide ms de una foto, todas deben ser idà ©nticas. Adems, si la foto se subià ³ digitalmente siguiendo los puntos que seà ±alaba el formulario de solicitud de la visa es prudente llevar una foto de estas caracterà ­sticas tambià ©n el dà ­a de la entrevista. Para re-asegurarse de que la foto est clara y no ha habido ningà ºn problema con el sistema. Puntos Clave: fotos para visa americana Las visas no inmigrante, las de inmigrante y la loterà ­a de visas de diversidad requieren una fotografà ­a o ms del solicitante. Dependiendo del tipo de visa y/o consulado, el solicitante puede tener que presentarse a un Centro de Atencià ³n donde le tomarn las huellas digitales y la foto antes de la entrevista en el consulado.Por el contrario, si debe subirla digitalmente al formulario de solicitud de la visa o presentarla en papel en el consulado, los requisitos son los siguientes:Requisitos de la foto: en color, fondo blanco o blanco roto. El fotografiado debe mirar a la cmara, con los ojos abiertos y sin gafas ni sombreros o gorras. La excepcià ³n son los velos religiosos, por ejemplo, los de las monjas.Parmetros digitales: formato JPGE, mximo 240kb y medidas de 600 pixeles de ancho por 600 pixeles de largo. Programas como Paint y Paintbrush permiten modificar los parmetros de las foto para ajustarlos a estos requisitos.Foto en papel: debe ser de buena calidad y tener un tam aà ±o de 5 cm de ancho por 5 cm de largo. Si deben presentarse dos fotos, ambas sern iguales.Dà ³nde sacar las fotos: pueden tomarse en cualquier fotà ³grafo que saque fotos para pasaporte, especificando las caracterà ­sticas que debe tener la foto. Posteriormente, si debe subirse digitalmente para subirla al formulario de solicitud de la visa, puede escanearse empleando una resolucià ³n de 300 pixeles por pulgada. Este es un artà ­culo informativo. No es asesorà ­a legal de ningà ºn tipo.

Talent Management Strategy Essay Example | Topics and Well Written Essays - 1750 words

Talent Management Strategy - Essay Example Israelite (2010) defines talent management strategy as the process which ensures that an organization has the right and competent people for particular jobs at the right time in order to achieve organizational goals and objectives. This strategy includes the processes of induction, performance management, career planning, compensation management, succession planning processes, assessment, goal-setting, and recruitment. These processes are aimed at retaining employees and fostering their continuing development of competencies and skills to achieve the short term organizational goals and long-term strategic objectives (Armstrong, 2007). This paper has envisioned a nonprofit organization with two hundred people, in which twenty are identified leaders. Based on this, the paper will devise a talent management strategy concentrating on the entire talent needs of the organization. The paper will also define the principal components of talent management and examine how the process of talent management provides a competitive advantage for an organization. Finally, it will assess the need for a talent management strategy to change with the anticipation of the organization doubling in five to six years. ... Also, this step of formulating talent management strategy will seek to answer questions regarding the organization’s current and desired states, as well as the organization’s culture. In answer these questions, an understanding shall be sought regarding its mission statement, vision, organization statement, strategy, corporate values, and balanced scorecard as well as how these goals and statements cascade through the organization’s units, departments, and divisions. It will also be critical to understand which roles and skills are required to support improved organization’s performance and encourage creativity and which criteria the organization can employ to identify both underachievers and high performers and to measure performance (Israelite, 2010). Based on the information obtained by analyzing these aspects, a decision should then be made on how the organization should look like in terms of capabilities, structure and leadership in order to achieve i ts objectives and goals. In other words, desired state of performance and improved position should be defined. The next key step in the formulation of talent management strategy should involve examining any talent management components that are already in place within the organization and analyzing how each of these components is working. The organization’s talent management priorities should then be documented based on the talent requirements and goals of the organization, as well as based on the analysis of existing talent management systems and processes (Armstrong, 2007). More importantly at this stage of formulation of strategy it will be critical to define the competencies that the organization needs. The

Glass ceiling Essay Example | Topics and Well Written Essays - 2500 words

Glass ceiling - Essay Example Women however insisted that it was real and no matter how hard they work a time comes when they no longer get promoted to higher management positions. This glass ceiling prevents untold number of qualified people from advancing in the corporate hierarchies. It may be invisible but it sure is impenetrable (Wallace, n.p.). Colleen O'Neill, partner of Mercer Human Resource Consulting says: "Everyone in the U.S. is very focused on gender, and corporate boards are pushing for more equity [at the highest levels],"(Farell, n.p.) Companies think that if they hire women their profits will go down. Surveys show different results. Convent Investment Management did a study of Standard and Poors 500 and found that companies which promoted women and minorities had a return of about 18.3 percent over a five year period whereas companies which did not promote women and minors had a return of only 7.9 percent. The reason is simple. First of all the management in the first case had a diverse pool of people to choose from as they considered women and minors also, where as in the second case, the company did not fully utilize human capital. Secondly, treating the workers properly results in better productivity and higher morale. 95 percent of senior-level managers of the top Fortune 1000 industrial and 500 service companies are men even though women get almost half of all the Master's degrees. Out of these 95 percent, 97 percent are whites (U.S Glass Ceiling Commission, 6) In order to compete in a diversified marketplace companies need to fully utilize human capital. By excluding women these companies also exclude extraordinary amount of talent, creativity and productivity. Today, women are trying to seek more satisfying and rewarding jobs and if they do not find what they are looking for they try to set up their own businesses. Women are leaving the corporate sector twice the rate men are leaving and they are also forming new businesses at the same rate. Since 1990, there has been an increase of about 43% in Women Business Owners. Women own about 7.7 million firms. These statistics show that these women were experienced, skilled, educated and enthusiastic as they had opened up their own businesses. But due to this glass ceiling and unsatisfying jobs they were forced to leave their jobs and seek another option. It was a loss for the companies and not for these women. Nora Frankiel says: "Women have reached a certain point -- I call it the glass ceiling. They're in the top of middle management and they're stopping and getting stuck. There isn't enough room for all those women at the top. Some are going into business for themselves. Others are going out and raising families." Why does glass ceiling persist The answer varies. It is a

Plantation Economy Essay Example | Topics and Well Written Essays - 2000 words

Plantation Economy - Essay Example (West and Augelli, 1999) The history of Central America is linked with the growth and development of the plantation economy. When the colonialists reached the land, they found enabling climate and they set of establishing plantations to create what came to be known as the sugar kingdom in the history of America. The economy of the region is large reliant on Agriculture. There is production of cash crop like coffee, bananas, sugarcane and cotton which is produced through large holding and most of the products is exported to the Northern American and to Europe. However there is also the growth of subsistence crops like corns, beans, bananas, mains, rice and pulley. In the drier regions there is the production of beef cattle. The large holdings most employee modern farming while the subsistence farmers still use the simple farming techniques that have been in use for along time now. (Wrigley, 1999) Plantation farming has been practiced in the region since the settlement of colonialists in the region. However the region still lags behind in economic development despite producing agricultural products to the world. Has the plantation economy helped the region develop economically or has it helped the investors in the large holdings' This paper represents a well arranged and researched inquisitive essay on the impact of large holding farming in the region. The first part will look at the historical development of the large scale farming over the time and how it has developed in the region. Then it will look at the impact this has been making on the economy of the region and at the end it will look at the present economic situation of these countries so as to make a conclusion of there the plantation economy has been of use to the region of if it has not helped the region. In the conclusion it will look the problem that the region has been facing and what can be done on the situation. Development of plantation economy in the region The historical development of plantation economy in the region dates back when the Spanish colonization was started. With the arrival of Spanish and other colonialist in the region, there was increased development of agrarian economy which was favored by the Amazon climate that extends to the region. When the Spanish came, they immediately stated planting bananas in large plantation around 1860s and by 1870 there was increased growth of banana in the region. Most of the plantations in the region were started along the railway lines which were by then expanding northward to America. When an American entrepreneur was commissioned by the Costa Rica government to build a transition railroad, he started growing bananas along the railway road and immediately began exporting them to United States. Keith was highly successful in the venture and he embarked on the same plantation economic along all other major railway roads that he built. He was able to acquire large tracks of undeveloped la nd and in the process expanded the development of banana plantation to Guatemala and Hondura. In 1869 he merged with Boston Fruit Company and formed the United Fruit Company which rapidly expanded to Central America and by 1955 the company had over 400,000 hectares under production of bananas. (Ferguson, 1998; Mahar and Schneider, 1994) As the colonialists settled there was

Unit 7 Case Manegment Seminar Research Paper Example | Topics and Well Written Essays - 250 words

Unit 7 Case Manegment Seminar - Research Paper Example However not all people accept change as some become very resistant. Recovery in this context refers to a process of change that an individual goes through in order to improve their health and wellness and try to reach their full potential. It can’t be confined only to people suffering from addictions only; it applies to all other people who are receiving human services. For example a person with a mental health issue and a disabled person will undergo recovery. So for a human service worker, recovery would be viewed as way of gradual change that helps clients to accept their situation and move on whereas for the client, it is the only and most important hope they can have once they get themselves in those situations. As a human service professional, when a client gets discouraged, I will ensure they learn to accept the situation and encourage them that they are not the only ones in that state. I will try and make them understand the purpose of life and ensure that I am in close contact with them so that they don’t feel neglected. I will also encourage and help them speak with others who have same experiences but have managed to overcome. When on a working service for a client, not one worker can be able to do all the activities. Different skills will be required at same time which on worker can’t deliver. For example, there could be people with different problems ranging from drug addict, mental illness, disabled etc. All these people would require different kinds of guidance and counseling which can’t be provided by one social worker hence need for many professional in that particular