Anime Is Not a Cartoon Essay Example for Free

Anime Is Not a Cartoon Essay The anime is traditionally hand drawn, but now it has become commonplace in computer animation and are televised. In nowadays it becomes popular around the world. And many people are adopting the customs events and traditions like Japanese otaku parties,. Also there is a problem with the time of dubbing and the reproduction of the series, as well as some similarities and differences between the comic and anime. Manga is the word that Japanese from nowadays call comics or cartoon. In the eighteenth century drawings designated Japanese painter Hokusai, mixing images and text, then continued to use this word to other works, more or less fulfilling this requirement. However, the real start of the Manga as it is known today, came in 1947 with Osamu Tezuka, a broken doctor that copied the Disney style, creating a history of robots that became famous quickly, and in less than five years, and had created more than five new series, including the most famous and is known Tatsuwan Atom (Astro Boy), his most famous creation. However for the Japanese â€Å"Animeâ€Å"cartoon it refers to any animation, in the West this word is to refer to the cartoon that originated in Japan. The TV Anime, born in 1962, with the series Manga Calendar, which aired on June 25, 1962, and continuing until July 4, 1964. But the real beginning of the anime, this again by Osamu Tezuka, the animated version of Tetsuwan Atom, which was seen in Japanese homes since 1 January 1963 and ended on December 31, 1966. Tesuka also was Taitei Jungle (Kimba the White Lion), the first color anime. But, event when Anime is like a copy from the Disney`s style, there are some different characteristics between cartoons and Anime. The word anime is understood that this targeted to Japanese cartoons, but not all Japanese cartoons meet the requirements and characteristics of Anime. The first lies in that Anime being Japanese. Second, the Anime must have some ingredients that are action, love, suspense and / or adventure. Third, it must consist of highly innovative designs, qualities and features never before seen. And as a final point space or temporal location of the series should be given in Japanese territory or consider a series relationship between the country and Japan. The above features are highlighted by custom, this saw along most series. The main features of the anime, in ancient times are obviously the same as the Manga, but being cartoons, now includes new features: the action scenes are generally static and show different angles of the same situation, and generally keeping the same background, and try to as much as possible to save animations that its means that there are scenes that are repeated from earlier chapters, etc. But how can we differentiate these characteristics in the Anime? Well, the anime is classified by some of its characteristics. We can classify the Anime in the following basic categories: Kodomo, that is is more for young children. Shojo, that it main actress or actresses are girls or are focusing for girls. Shonen, in which the main actor or actors are guys or are focusing for boys. Seinen and Josei that are focusing for Adults. There are a more specific classify as: Magical Girl, Girls with powers. Mecha, Giant Robot. Mecha ai, romance between robots. Shonen ai, romance between men. Shojo ai, romance between women. Hentai, meaning â€Å"pervert†, sexual content. Soft Hentai, as the word says softer sex. Futanari, hermaphrodites. Loli kon, anime that are girls. Shota Kon, children. Yaoi, Gay men. Yuri, Lesbian women. Ecchi, sexual situations led to a comical way also tells Ero. Gore, Lots of blood and violence. Harem, Beautiful women are after the same man. Chibi, in Japanese means small, this anime stands out in less than 8 years old. People who watch Anime and have an extensive knowledge of this are called Otakus, one of the adopted terms of Japanese culture. The word Otaku is the term used by the Japanese to refer to any kind of hobby of collecting something, but this term has been a feature of Manga fans and anime, for Westerners, with the brief distinction of thought, what Otaku in Japan is an insecure, a refugee in the lonely world, where society is very separate from them, and only understand those who collect the same. In Nicaragua for the Expo Anime events (Meetings in Managua) we can meet a lot of Otakus wearing as their favorite Anime characters, sharing Anime shows, playing video games about Anime and singing the Anime sound tracks. The Anime is made originally in Japanese language and generally anime has a long delay time for coming to America, at least in regard to Latin America. The downside is translation. Usually there is a big difference between the year when the series was first in Japan and the year it was first shown in America is given between 3 or 4 years apart. Translation is delayed, increasingly more and more appear and this series makes the series (translated orally) will take longer, hence the different channels opted anime because some successful series translate into written form (is faster but not as exciting as if it were spoken). For dubbing, dubbing studios and those responding to the dubbing is the most important part of any anime that will be present in any country. In conclusion, the anime and Manga can be considered as an art, which rises to highest level spirit, feelings and thoughts of those who create this art, whose purpose is to entertain all the viewers or those who see the images captured on paper. And though the anime is almost a copy of the Disney style, there ragos that make a wide difference between them. It also has a more specific classifying them to North American cartoons. nd the popularity of anime around the world led to the incorporation of the fans in Japanese culture, although the difficulties in orginal language translation to delay the presentation of our anime in America is a problem, the networks have found a solution subtitling of the popular series. But remember, any Anime is Japanese, But no all Japanese cartoons are Anime.

Human Resource Management Strategies

Human Resource Management Strategies Introduction The importance of international human resource management is getting increase everyday as we have globalisation and internationalisation over the world. As a result, numbers of the multinational companies are getting increase. According to Brewster et al. (2007), the multinational companies are increasing and there is economic dominance as 80% of the industrial output for the world is produce by the worlds 1,000 largest companies. Brewster et al. (2007) also mentioned that as the number of multinational company increases, global transferring is increasing such as sending works between team members of the company based everywhere over the world. In addition, through this trend, diversity is increasing within the organisation and the multiculturalism must be carefully considered by the organisation to utilise its human resources effectively in their organisation. The one of crucial role of human resource manager is developing effective human resource management policies and practices for organisation such as recruitment, reward, training, development, flexibility, work-life balance, employee relations and communications (Brewster et al, 2007). However, these policies and practices can be varied between national cultures. Rosenzweig and Nohria (1994) argued that HR is the area of management most likely to be subject to national differences (Cited in Brewster et al, 2007). In these days, many large companies are trying to expand the company from their own country of origin to all over the world. These multinational companies are all facing same issues, which are developing policies and practices for the human resource management in their subsidiary overseas operations. In this paper, as a senior human resource manager of a multinational company in the Great Britain, will be discussed the main factors which will be considered while developing policies and practices for subsidiary in Latin America and also differences of policies and practices between the UK and the Latin America subsidiary operations. Culture Before start its operations, it is crucial that company looks for cultural differences between home and subsidiary countries. Briscoe et al. (2009) defined the culture, Culture is the characteristic way of behaving and believing that a group of people have developed over time and share. Brewster et al. (2007) argued that it is important managers to know how organisation formation and process, leadership idea, human resource practices can be affected by national cultural differences in this borderless world. These differences could make crash when the company start operations in various countries. According to Briscoe et al. (2009), these differences will become striking challenge for the company when people in the company has less knowledge or uncomfortable with these differences. In result, both operations and their human relations within the company will be failed. Briscoe et al. (2009) also added that when company uses their home country practices for activities such as recruiting in their overseas subsidiary, it will lead alienation and lack in trust and could be further more consequences. As many authors and scholars mentioned, it is important to look at the cultural differences between home country, which is the Great Britain, and overseas operations in Latin America. For the point of departure, Elvira and Davilla (2005) recommended to use the Hofstedes research as it is widely known, accepted and used to explore the cultural differences. Briscoe et al. (2009) also mentioned that Hofstede made the first major study and best known of the studies of the differences in national cultures. Hofstede discovered that the cultural differences could be divided and described by four factors: power distance, uncertainty avoidance, individualism, and masculinity (Brewster et al, 2007). Power distance The power distance dimension shows the level of equality within a society. According to Elvira and Davilla (2005), that the larger the power distance, the lesser the equality in a society, and the small the power distance the higher the level of equality in a society. It can be clearly defined that the Latin American countries are highly scored in the Hofstedes power distance index ranking table (Hofstede, 1991 cited in Brewster et al., 2007). According to the Hofstedes ranking table, five of ten countries at the top of table are all Latin American countries; it is Guatemala, Panama, Mexico, Venezuela, and Ecuador. The rest of Latin American countries also highly placed in the ranking table. Lucas et al. (2006) argued that high power distance countries like the Latin American countries, there are strong trend of hierarchical organisations and monocratic leadership. This argument can be proved by Hofstedes mentions, that the high power distance societies are more likely to be centralised and pyramid shape and a lot of superiors existed, large income gap between professions, a large scale of unskilled labours, and a higher respect for office jobs than jobs in manufacturing sector (Hofstede, 1982 cited in Elvira and Davilla, 2005). By contrast, the Great Britain scored low, which is rank 42 in the ranking table with Costa Rica, the one of Latin American countries. Not like the others, Costa Rica has lower power distance in their society. The Great Britain, however, scored low compare to the most of Latin American countries. Lucas et al. (2006) explained that the low power distance countries like the Great Britain mostly have horizontal structures and more democratic style of management. This kind of societies often called as equal society. Uncertainty avoidance Uncertainty avoidance dimension refers to the degree which members of a society desire structures, which has clear rules for appropriate performance (Elvira and Davilla, 2005). Brewster et al. (2007) also argued that the uncertainty avoidance is about the degree, which societies feel threatened by indefinite situations and try to escape ambiguous situations. According to Hofstedes uncertainty avoidance index ranking table (Hofstede, 1991 cited in Brewster et al., 2007), Latin American countries such as Guatemala, Uruguay, Peru, and Chile has highly ranked, which was in the top ten of table. The rest of Latin American countries also have highly ranked in the table. The companies in high uncertainty avoidance countries like Latin American countries, has strong bureaucracies, task-oriented, rules, and job constancy. In result, in Latin American countries, they fight with uncertainty situations through these strong bureaucratic management styles an in addition, Hofstedes mentions can support this argument that they are less willing to make individual or risky decisions, ritualised, and dependent on power to control uncertainty (Hofstede, 1982 cited in Elvira and Davilla, 2005). By contrast, the Great Britain clearly divided into different category from the Latin American countries, which can be seen from the table. They placed in rank 47 in the rank table, which is nearly bottom of table, it means they are totally different from the Latin Americans. Lucas et al. (2006) argued that the companies in the low uncertainty avoidance countries are encouraging more diversification in the views and have more flexible structures. In result, companies in the Great Britain are not relying on the power or others in their organisation to deal with the uncertainty situations, totally opposite from the Latin American. Individualism Individualism is the degree to which people prefer looking after themselves and performing individually rather than group working (Elvira and Davilla, 2005). Great Britain has ranked high in the Hofstedes individualism index ranking table (Hofstede, 1991 cited in Brewster et al., 2007), placed in third place following the USA and Australia. Great Britain is one of the highly individualist cultures in the world. According to Lucas et al. (2006), in highly individualist cultures like Great Britain, people in the society cares themselves and their family, and it is important for them to make achievement for themselves. By contrast, most of Latin American countries has ranked lower in the table, especially, Venezuela, Panama, Ecuador and Guatemala has places at the bottom of table. It means that they are low in individualism, which can be said that they are highly collectivist countries. According to Elvira and Davilla (2005), companies in collectivist countries, they concern individual as well as family welfare and people have a sense of duty and loyalty for the company. Hofstede (1991) argued that there are strong relationship between high power and collectivism. Hofstede added that if people dependent on each other in the group, they usually dependent on power distance figures. However, Hofstede explained that there are exceptions, for instance, France, which has high power distance with strong individualism (Hofstede, 1991 cited in Brewster et al, 2007). Masculinity Masculinity is the opposite of femininity (Lucas et al., 2006). According to Brewster et al. (2007), masculinity measures the extent to which the dominant values are male, such as assertiveness, the acquisition of money and goods, and not caring for others. Elvira and Davilla (2005) also argued that these values are related to the social role of men overcome other values like life quality, human relations, service, caring for the weak and goals related with womens roles. According to Hofstedes masculinity ranking table (Hofstede, 1991 cited in Brewster et al., 2007), Latin American countries has a dispersed scale of highs and lows. Venezuela, Mexico and Colombia highly ranked in the table, which is in the top eleven, however, Costa Rica and Chile ranked nearly bottom of table while the others are placed in the middle of table. Great Britain also expressed moderate value in the table; ranked at the ninth, which can be said it is a bit highly masculinity culture. Policies and practices So far, discussion of the cultural differences between home and overseas operations has been made. Theories and analyses of cultures and cultural differences are clearly studied and it will lead to help on developing the companys policies and practices in Latin America. However, in advance, defining and studying of the general policies and practices in Latin America will make this development further forward. Elvira and Davilla (2005) argued, at present, human resource management policies and practices in Latin America are mostly influenced by dominant global theories or imported practices from foreign countries. In result, these imported policies and practices are often cause failure when they implementing on their original plan. Montano (1991) also argued that these policies and practices would not fit to the general Latin American workers (Montano, 1991 cited in Elvira and Davilla, 2005) Another trends in Latin American countries are, that there are strict manufacturing processes and management control systems that stop workers development by reducing their decision making rights. In addition, there is an informal structure that symbolically compensate is going on for the impersonality of firm bureaucracies (Elvira and Davilla, 2005). Montano argued that theories are not needed to control the Latin American workers, while informal structure exist, Latin American companies will staying at the market (Montano, 1991 cited in Elvira and Davilla, 2005). Recruiting, staffing promotion In Latin America countries, recruiting is normally based on personality characters and physical characteristics (Elvira and Davilla, 2005). Abarca et al. (1998) highlighted, in Chilean companies, it is crucial that they primarily consider the physical characteristics such as appearance, age, and gender for selecting managerial staffs. In addition, it is vital to have good relationship with rich families, colleagues, or geographical bonds because it is most effective way to be promoted in the company hierarchies rather than their talent and ability (Abarca et al., 1998 cited in Elvira and Davilla, 2005). Husted and Serrano (2002) also argued that many companies in Latin America have been run as family business for several generations (Husted and Serrano, 2002 cited in Elvira and Davilla, 2005). In result, labour markets are small in Latin American countries and it means that people finds difficult to find jobs. As mentioned earlier in the precious section, about the Masculinity, quite many Latin American countries seem as high masculinity society and this fact is partially supported by Elvira and Davilla (2005) as they mentioned that women in Latin American countries are mainly works in manufacturing sector rather than authority positions because of few reasons and the one is companies in Latin America has negative attitude toward women in authority roles. Reward recognition It is crucial to develop motivation schemes for workers in the company to utilise their ability well. Before actually build the motivation scheme, it is important to consider the meaning of work for them. According to Elvira and Davilla (2005), in Latin America, family is central in workers lives. Generally, important aim for work is seen as to provide high life quality for the workers family. For this reason, companies in Latin America try to provide support and benefirs for workers family. According to Elvira and Davilla (2005), companies in Latin America provide health care, scholarships, support for purchasing education materials, and mortgage credit. Due to a family-oriented culture in Latin America, companies are never giving up thinking motivation schemes for workers as well as families. Elvira and Davilla (2005) also mentioned that many companies in Latin America hold many family events such as yearly family-day visits to the company, organise picnics, many different parties for the family, celebrate Mothers Day and Childrens Day, and offering some training courses as well. Training development Wilkens and Pawlowsky (1997) reported that 90 percent of the workers in an assembly plant in Mexico were unskilled or at most semi-technically skilled. This is due to lack of investment on training programmes by companies (Wilkens and Pawlowsky, 1997 cited in Elvira and Davilla, 2005). Chantell et al. (1999) and Lawrence and Lewis (1993) also argued that it is serious problem for Mexican workers that they have shortage of knowledge, education, and analytical and communication skills. Because this shortage delays the functioning of management practices, for instance, Just-In-Time production systems (Chantell et al., 1999 and Lawrence and Lewis, 1993 cited in Elvira and Davilla, 2005) The companies consider training the workers in modern management practices, however, they know that not all practices would match which local characteristics and some might be refused by workers or could be modified according to the Latin Americans style and experience (Chantell et al., 1999 and Sargent and Mattews, 1998 cited in Elvira and Davilla, 2005). Peterson et al. (2003) found the good example of training that US subsidiary taught Mexican employee to express their opinion at the company because they use to have fear of being sanctioned (Peterson et al., 2003 cited in Elvira and Davilla, 2005). Relations communications The information or communications flows mostly from top to bottom, as there are hierarchy and vertical structures at the companies in Latin America. There are often communication barriers exists for managers as Latin American managers prefer and favoured centralisation preferences (Wilkens and Pawlowsky, 1997 cited in Elvira and Davilla, 2005). The companies in Latin America, they consider personal contact vey seriously as they importantly consider the harmony and good labour climate. Elvira and Davilla (2005) argued, Social interaction and friendship are important conditions for good and stable labour relations here. Thus, someone who is courtesy and diplomacy can be highly valued. Conclusion To develop the human resource management policies and practices, it is crucial that we clearly define the cultures of the home and subsidiary countries as well as cultures of the company. Defining is not just enough to be success. The company needs to find out best matches of policies and practices for both subsidiary and company itself. In other word, we need the policies and practice, which can make both subsidiary and company in home country happy about it. There are often big difference between national cultures and company cultures. It is not great idea company to push their subsidiary to adapt original company culture and also conversely, it is also not great idea company to adapt whole culture of the subsidiary country. The headquarter might seriously consider the various different types of approaches that it mentioned earlier in this paper such as ethnocentric, polycentric, geocentric, or regiocentric. Based on research, company could decide which approach is the best answer for them. The best-known culture of Latin America is the paternalism management, in other word, family style of management. Each members of company are dependent on each other, cares each other and they higher valued for group loyalty. This is what we dont have in the home country in Great Britain. The company can utilise this advantage culture with what they are good at. However, company also need carefully consider about employees priorities such as family-oriented living or religiosity. It might be a too obvious suggestions, however, it is crucial to clarify what is good about Latin American culture and also same for companys culture and should be well mixed them to make synergy effect. There is no one best answer, however, at least this study found reasonably good answer based upon research and analysis. Human Resource Management Strategies Human Resource Management Strategies It is very difficult to define Human Management Resources. This term basically work with in two different approach. It is used to explain the body of management movements covered in books as a one way and other way it is a term equally and extensively used to contribute meticulous loom to the managing persons which is obviously diverse from the first aspect i.e. of personnel management. Armstrong, 2007 Aims of HRM: The main and the primary aim of the human resource management is to achieve the sucsess in organization by the pople. According to Ulrich and Lake (1990), HRM systems can be the roots of organizational potentialities that allow firm to learn and capitalize on new chances. Armstrong, 2007 Introduction How well did your manager manage your stress? The basic and the important task of the Human Resource Management is to manage the employees and get the work done properly by satisfying the employees by giving them bonus or some kind of awards if they are working good for the company and in short we can say that company should give rewards to the employees which are working hard and should give something in returns to the employees so they will be more interested in the working of the company. Basically the topic says that how manager manage your stress. That clearly means that manager is the person who is answerable to the head persons for the work and task been performed. Thus manager is the person who will manage everything and make sure that the work is been done on time and with the perfection. Thus manager manage stress by giving him/her extra complements about the work and will give a good feedback to the head persons which will give rise to the extra bonus and rewards to the particular person. Atkinson, William. Electric Light Power, Vol. 82. Zofi, Yael Sara, For the Continuing Care Professional, Vol. 58 Ross, Judith A., Harvard Management Update, Apr2009. Specific HR Strategies: The specific HR strategies set out what the organization intends to do in areas such as: Continuous improvement Providing for continuous and focused incremental innovation sustained over a period of time. Talent management How exactly the firm intends to win the war of talent. Resourcing Retaining and attracting high-quality people. Knowledge management Capturing, creating, sharing, acquiring and using instruction to improve the performance and learning. Reward There should be a perfect goal of the organization that what organization need to do in the longterm implement and develop the reward policies, processes and practices will help the further accomplishments of the business objectives and needs of stakeholders. Learning and developing The employees should be encouraged to develop and learn by providing them such an environment. Employee relations Determine the aim of the organization about the basic requirement that they want to achieve i.e. which they want to get it done and what are the needs that are to be distorted in the traditions in which the business runs its connection with employees and their trade unions. Susman. Broker Magazine, Jun/Jul2004. Miller, Jeffrey. Insurance Advocate, 3/10/2008. Lacey, Holda. Travel Trade Gazette UK Ireland, 6/10/2005. Bolton, Brian. Personnel Psychology, Spring80, Vol. 33. Let us take an example to understand it more clearly; here we will focus on the current stress management system employed by KFC and its analysis. KFC hasnt employed any particular system to monitor stresses of their employees but they are compliant to the local labor and health safety law. This permits them to discount their stress management system. As compliance with those laws make them to stop doing any unethical and unlawful activities. There are other issues which are also related to stress management this things are not part of any law but these are the management practice by the KFC authority. These are presented below: Employees are allowed to take leave in case of stress related physical disorders and this leave are on payment. In case of burglary or something unwanted on the work place which can cause stress on their employees mind they send them to leave on  payment. They solve other minor stress related issues by counseling the problem and supporting morally or physically whichever is needed or both (varies to demand of the situation). As these topics indicate that they are protected by the law mentions above which gives a substantial protection against stress. And this also allows KFC to maintain good level of satisfaction. In spite of not having a proper stress management system but complying with these laws control the stress at workplaces. How well did your manager manage your stress? The manager is a person in the job unit who takes all my stress away as when I have a stress of going college he is the person who manages my job properly and give me an alternative way. The manager is a person whom you can directly approach and who is answerable to the employees and the head authorities as well. Manager at the market place has all the authority to do but he always does the thing which will give the maximum benefit to the company and will give up maximum to the organization as if organization gets good profit than obviously that manager will get a reward out of it and will probably get a promotion as well. The manager is a person who manages the employees stress at the work place as well. There are so many kind of stress seen at the work place like too much work, sometimes have to work overtime, sometime the target is very high to achieve. Thus this are the ways to be taken into consideration by the manager at the workplace as the manager wants to decrease the stress of the employee on the workplace. The stress is reduced by the manager to get the accuracy in the work and to get the things done with perfection. The stress on the employee makes the employee to work less and because of this the work done will never be perfect because while doing the work attention is very necessary to be kept in doing things properly. The manager manage the stress and give bonus or rewards to the employees at times so that the employees are happy and do the work with which the company gets the best work done and because of that again the employees will be eligible to get the bonus out of it. Stress is the most common word in todays life as plenty of people like us great effort at get their work life balanced. This is a so called fact that stress has sometimes a contrary effect on the employees commitment to work, staff turnover, staff work and productivity, attendance levels, as well as on customer satisfaction and organizational image and reputation. Managers job is to manage the things going in the business and manage the whole staff and also supervise the whole floor to get the perfect accuracy in work. The people are sometime told to work more to get the work done but due to that also the employee feel stressed because of the hard professional life so this is to be taken into control to avoid the problems taking place in the future in the business unit. Middleton, Gemma. Accountancy Ireland, Apr2008. Donaldson-Feilder, Emma, Strategic HR Review, 2008. Noer, David. BusinessWeek Online, 7/27/2009. Urwin, Tony. Occupational Health, Aug2006. Guld, Michael. Supervision, Oct2008. Some of the present information about KFC regarding Stress Management is as follows: There are stressors which are common in nature as other organizations. These stressors mainly transfuse the stress into the employees of KFC. Among those stressors some of them very highly influence some varies from moderate to low degree influence. Other insignificant stressors are not considered for the simplicity if the model. There are also existing relations between the stressors which increase the complexity of the model. As task demand highly influence the role demand of a job and both of them are a stressor of KFC so this interdependence also plays a great role in determining the stress. Level of Stress: a) High High level of stress has been created by the task demand, temperature of the kitchen and nationality. It is seen in the survey that all the respondents give emphasis on the task demand as it puts a lot of pressure on them. Temperature is an issue when it is a rush time and kitchen are very busy at that time some of employees feel stress working in the kitchen and nationality plays a part as many of the migrant people work in KFC and in this study 2 of them are surveyed and it is found that there tolerance level to bear the stress is quite low than the British employees. b) Moderate Among Moderate level of influencer role demand space and sex of the employees are prominent. As role demand can create confusion which leads to the work place stress it is marked as moderate level of stressors for KFCs case and outcome of the survey and observation also supports this classification. Sex has been classified as moderate level of stressors as it is seen that male employees are more vulnerable to stress than the female employees. And also space is a factor which can create stress employees can feel suffocating working in a congested space. c) Low Noise and age are the two low level stressors. Age is an issue which can influence the level of stress in KFCs work place. Employees with lesser age like teen feel much stress than middle aged employees. And noise plays a very little role in altering the level of stress at existing workplace. Conclusion: From the above all discussion we can clearly conclude that there are basically four aspect of four kinds of stress that is to be controlled by the manager at the work place when the employees are stressed by work, mentally, physically, behavioral and cognitive. The stress is to be control to keep the business running smooth and perfect. Thus in short we can say that the stress factor is always to be kept in control by the manager for the smooth working of the organisation and the employees should have the bonus and rewards at times so that the employees remains stress free while working and do the maximum they can do. Thus this are all the aspect which is been controlled by the manager on the work place and keep the business running smoothly and accurately as well. Task 3 Introduction Defination of HR Scorecard: The measurement tool of measuring the performance and the offering of the human resource management practices to the financial performance of the organization is known as HR Scorecard. Bryan E. Becker Mark A. was the developer of HR Scorecard, which was presented in the books by Huselid and Dave Ulrich. The HR Scorecard basically keeps a eye on the human resource management practices as a strategic asset and provides a perfect road map of six steps which is designed to help the organizations integrate human resource systems with organizational strategy. Becker, Huselid and Ulrich, 2001. Rhodes, Jo; Walsh, Paul, International Journal of Human Resource Management, Jun2008. The 7 Stages in using HR Scorecard approach: There are basically seven steps which covers the HR Scorecard approach to get the strategic results oriented in the HR Systems. Defining the Business Strategy: The HR system starts from the basic decision called the business strategy, which will figure out the business plans of the business unit according to which the business is going to run and in accordance to which the task will be taking place. Outline the Companys Value Chain: To calculate the Value chain of the company and to achieve the business goals of the company the business should be basically engaged in certain strategically required activities. To achieve the goals and everything which is been decided by the business to achieve can be very much useful with the value chain analysis. Identifying the Strategically required Organizational Outcomes: There are strategic goals that are to be achieved by any of the organization and to identify the strategic goals perfectly and go accordingly is the organizational outcomes. Every company must produce critical, strategically relevant outcomes if it is to achieve its strategy. Identifying the required workforce competencies and behaviors: There are some of the HR experts, who refer to the required, and the necessary workforce competencies and behaviors like these as HR deliverables. The behaviors and the competencies such as working proactively, courteous behavior, personal accountability, commitment and motivation produce strategically relevant organizational outcomes, and thereby drive organizational performance. Identify the Strategically relevant HR Systems Policies: If it comes to the mind of the HR manager and he/she knows that how actually what is required from the employees competencies and the behaviors are than he or she can turn to the task of identifying the HR activities and policies that will help to produce tese competencies and behaviors. Design the HR Scorecard Measurement system: After getting the outcomes from the strategic role done and after completion of the final strategically required organizational outcomes and the employee competencies and behaviors, and specific HR system policies and activities the question is how exactly we should measure them all. And thus for this reason the HR scorecard is proved to be very crucial in this kind of measurement process. Periodically Evaluate the Measurement System: There are no such assumptions which should take place like the HR Scorecards diffirent propotion and attachment will always stay the same. In fact reducing grievances is not having the assumed affect on raising morale. Desseler, 2005. Walker, Garrett, Human Resource Management, Winter2001 Hagood, Wesley O., Public Personnel Management, Winter2002 Becker, Ulrich, Dave. Harvard Business School Press Books, Jan2001 Human Resources Department Management Report, Jan2003. Benefits of HR Scorecard: Basically in the construction taking place for HR Scorecard, avoid the temptation to merely fill in the boxes. The key questions for this are like what would you like this tool to do for you? Or, in another way we can say like how would you like managers outside of HR to think about your measures? Thus we believe that the scorecard will offer the following benefits: It reinforces the refinemnt between the HR deliverables and the HR doables. The deliverables which influences the strategy implementation and the doables which does not. It enables you to create value and control costs. The work of HR is always to keep a cost under control and at the same time serving in the strategic role means that HR must also create the value. Thus the HR scorecard is usefull to human resource managers to efficient balance those two goals. It assesses HRs contribution to strategy implementation and, ultimately, to the bottom line. The performance which is measured should be provided to the Chief HR Officer with the answer of the questions. The HRs contribution in the firms performance is the cumulative effect of the scorecards HR deliverable measure should provide that answer. It lets HR professionals effectively manage their strategic responsibilities. The HR Scorecard clearly gives the full view of the performance to the HR managers and with this they can focus that how exactly their decision affect to the successful implementation of the firms strategy. It encourages flexibility and change. The basic problem of the performance measurement is that they become institutionalized and actually inhibit change. In fact one criticism of management by measurement is that people become skilled at achieving the required numbers in the old system and are reluctant to change their management approach when shifting conditions demand it. Becker, Brian E, Richard W., Harvard Business School Press Books, Jan 01, 2005. Ulrich, Dave. Human Resource Management, Fall97. Singh, Kuldeep. IIMB Management Review (Indian Institute of Management Bangalore), Jun2005. Here, we will take an example of Tesco; we will see how the Tesco is following the various strategies to sustain its employees as well as the customers. Let us see the activity plans in Tesco; Provides tools for highly structured monitoring and evaluation of training development: Specific define actually what needs to do. Measurable has a object that can be measured contrary. Achievable is possible within the trainees current role, skills and experience. Realistic is achievable within the time and resources available. Time framed has a clear deadline. Tesco also uses a method 360-degree appraisal. All stake holders have contact with the employee, assess the persons performance and give feedback. For e.g.: a store departmental manager may get feedback from their manager, other dept managers, the HR department and their team. Helps to identify areas that may require further development. Tesco does casuall approach asking the employees to write down: 3 things that they are good   3 things where they could do better. Managers and trainees hold: Formal four weekly review sessions. A weekly informal review session. Conclusion: The HR scorecard has particularly seven stages and in which all the HR scorecard is maintained from the planning stage till the final sales. The HR scorecard is very necessary to get the exact figure and to get the exact outcome of the business unit. It gives the clear picture of the business and from which the HR manager can see that how accurately the business is going and find out all the details out of that. The scorecard maintained does not carry the exact outcomes but it gives the relevant outcome with which the HR manager can know that how the business in running and what need the changes and about the perfection of the business and the performance of the different employees as well. The employees contribution is also recorded in the HR Scorecard. HR scorecard gives the details of the employees in detail about their progress and their work efficiency and also how much they are been paid. Thus in short we can say that the HR Scorecard gives the every important detail about the employees of the company and also gives up the progress and the contribution of the employees.

Historical Narrative: Beacon In A Sea Of Darkness :: essays research papers fc

The day started as usual. I got out of bed. My eyes sore from lack of sleep. My feet hit the cold floor, sending a shudder through my spine. It's a shame. In the winter, the weatherman will tell you that tomorrow will be a warm one, but warm for winter in New York is still blisteringly cold (Weather 53). I looked at the clock. 7:50 AM. No time for breakfast. I had to get to work. In this business, either you were there on time to take someone's case or he went to another detective. I grabbed my coat and started running down the apartment stairs, trying to wave down a taxi. My landlord tried to nab me and complain about my late rent, but I had not time to trifle with him. I jumped into the first taxi I saw and told the driver to take me to the corner of 7th and Elm. Whin I got to the office, Rose, my secretary, was on the phone talking to her fiance ("Miss" 30). Her husband to be was a real sweet talker, but he was a Communist, which made my blood hot. Such a shame, a fine broad going to waste like that. She whispered goodbye to him and hung up the phone. "Any calls for me while I was out, Rose?" "No, Sam, the morning's been pretty quiet so far," she replied. "Here's the morning paper as you requested. The coffee should be hot and ready in just a few minutes." "You're a doll, you know that, Rose? I swear my morning would be a nightmare if it weren't for you. I've got a couple of tickets to the next Yankees game if you'd like to go out. I hear Mantle and Rizzuto are hitting pretty well" (Effrat 34). "Mr. Brock! Thank you very much, but I'm engaged. I can't go off on a weekend dating spree right before I get married. What would others think? They'd call me a floozy for sure!" "Well, I thought it was worth a try. Give me a holler if you change your mind. I'll be in my office if anything comes up." I walked into my office, about to shut the door, when I stopped myself. "Rose, what do you see in that guy anyway? Did he trick you into marriage or was he just the only guy left in the store?" "Despite what you may think of him, I find him very attractive.

Sensationalism - Sensation Novels of the Nineteenth Century Essay

Sensationalism - Sensation Novels of the Nineteenth Century The "sensation novels"  began to appear during the mid-to-late 1800's.   The term first used by W. M. Thackeray, in his own Cornhill Magazine, was in reference to "a particular literary or dramatic phenomenon."  Ã‚   Courtroom scenes, corpses, secrets, adultery, insanity and prostitution were all staples of the novel's plot that would offer the many unexpected twists and turns of the story.   The author's goal was to have the reader feel basic sensations-shock, disbelief, horror, suspense, sexual excitement, and fear.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are several reasons why sensation novels became so popular with Victorian society, and especially women, during this time period.   Urbanization and industrialization were changing the face of the countryside by creating more and more big cities.   This type of   novel was a welcomed escape from the emergence of industry and capitalism in England and America.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Even though the times were changing, women were still expected to be subservient to men.   They did not enjoy the freedom to vote or to own property.   Because it is the Victorian era, they are still expected to control their emotions in front of men and to be supportive at all times.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As women started to shun this role, it was reflected in the sensation novel.   The female became a strong character in these books.  Ã‚   Female sexuality was used to show strength, rebelliousness and evil.   They were often portrayed as seductresses and villains who would be punished by the ending of the book.   Females were no longer the victim waiting to be rescued.   The sensation novel reversed male and female roles with the man many times being victimized.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These novels with thei... ...the strong female characters, his name was associated with both the male and female groups of authors. Sources Law, Graham.   Serializing Fiction in the Victorian Press.   London:   Palgrave, 2000. Hughes, Winifred.   The Maniac in the Cellar.   New Jersey:   Princeton University Press, 1980. Miller, D.A.   The Novel and the Police.   Los Angeles:   University of California Press, 1988. Boyle, Thomas.   Black Swine in the Sewers of Hampstead.   New York:   Viking Penguin, 1989. James, Henry.   Notes and Reviews.   Cambridge:   Dunster House, 1921. Gaskell, Elizabeth.   Mary Barton.   Oxford:   Oxford University Press, 1987. Nineteenth-Century Literature Criticism, Vol. 80. Mansel, Henry. "Sensations Novels." Quarterly Review 113 (April 1863):   251-68.    Websites http://www.vanderbilt.edu/AnS/english/Clayton/318biblio.htm http://www.indiana.edu/~victoria/

The Events Preceding the Movement of the Asiatic People into Europe :: Asian History Mongols Osmanli Turks Essays

The Events Preceding the Movement of the Asiatic People into Europe In order to discuss the movements of Asiatic peoples into Europe from the first inroad of the Huns to the conquests of the Osmanli Turks in the sixteenth century, it will be necessary to review briefly the events in central and eastern Asia which preceded and precipitated these incursions. From the time that the Irano-Aryan ancestors had arrived in Russian Turkestan in anticipation of their descent into the hills of northwestern India, much of this grassy plain had been the home of those Iranians who remained behind while their kinsmen climbed the mountains which would take them into India and the Irano-Afghan plateau. These Iranians apparently developed, or borrowed, a high degree of adaptation to their steppe environment, and especially through the perfection of pastoral nomadism with the horse as chief instrument of mobility. They expanded through the passes to the eastward, which took them to Kashgaria, and there came in contact with the Chinese Empire. On the other side, they expanded westward into Europe, where we have already studied them in the form of Scythians and Sarmatians. To the northwest of the vast Iranian domain, in Mongolia, a number of semi-agricultural, semi-pastoral tribes, possessing the sheep, probably also cattle, and perhaps wagons, but apparently not the horse, came in early times to the attention of the Chinese historians. By 800 B.C. we hear of a people called the Hiung-Nu, who gradually grew in importance until they came to dominate all of Mongolia.8 At a fairly late date, set by McGovern between 541 and 300 B.C., the Hiung-Nu presumably obtained horses, and learned to ride them. They seem to have acquired these animals from the Iranians or from Turkish-speaking peoples, along with the whole complex of horse nomadism. Chinese accounts of the Hiung-Nu later than the third century B.C. refer to them as typical plainsmen, strikingly similar in many cultural respects to the Scythians. The six centuries, more or less, from 400 B.C. to 200 A.D., formed the period of greatness of the Hiung-Nu in Mongolia, during which they constantly harried China, and took possession of Chinese Turkestan. Despite their conquest, however, Iranian languages, and the mysterious Tokharian B, persisted in the towns until 800 A.D. or later. At length the Chinese took measures to rid themselves of this nuisance, and succeeded in defeating the Hiung-Nu so completely that they abandoned their territory and disappeared to the westward.

Strength and Weaknesses of Ontological Argument

The Ontological Argument was, and still is, a hot-topic for debate among philosophers; many famous philosophers have published criticisms of the theory including Immanuel Kant and St. Thomas Aquinas. This obviously raises questions regarding whether or not this argument works.While there is no clear-cut answer to these questions, I personally believe that the negatives of this argument outweigh the positives, thereby making it a weak argument. The first published criticism of Anselm’s Ontological Argument was from Gaunilo in his book In Behalf of the Fool (making reference to the fool in the book of psalms who didn’t believe in God).While Gaunilo was a firm believer in God (and was in fact a monk), he disagreed strongly with Anselm’s method for proving his existence. His problem is with the strand of Anselm’s argument which is put forward in Chapter Two of Proslogion.While Anselm claimed that the God, who is defined as perfect, must exist because an existe nt God is better than a non-existent God meaning that if he didn’t exist, he wouldn’t be perfect and therefore, wouldn’t be God, Gaunilo applied this logic to the example of a Perfect Island.If the perfect Island didn’t exist in the real world, it would be a contradiction to call it the perfect Island. By this logic, the perfect Island must exist seeing as if it didn’t exist, it wouldn’t be perfect1. We obviously know that the Perfect Island does not in fact exist and, by Gaunilo’s reasoning, Anselm’s argument doesn’t work; if it doesn’t work with parallel arguments, it doesn’t work in the example of God. This criticism is very astute and, therefore, severely weakens the argument and its effectiveness.However, Anselm directly responded to his contemporary Gaunilo’s criticism in an attempt to defend his argument and its ideals. Firstly, Anselm pointed out the fact the example of the Island (or any oth er examples for that matter) do not work because it, unlike God, is contingent and not at all necessary; its existence relies on the Earth and the Sea and it would have been entirely possible for it never to have existed. God, however, must exist and depends on the existence of nothing else.Moreover, Anselm goes on to say that the perfect Island is impossible to define; will it become more perfect as it gets bigger? God, however, is specifically defined by Anselm allowing the Ontological Argument to be applicable to him.This response deals with the criticism well and manages to re-strengthen the Ontological Argument to some degree. Another philosopher who disagreed with Anselm’s Ontological Argument was St. Thomas Aquinas. Again, he believed in God but disagreed with Anselm’s argument proving his existence.Aquinas raises questions about God’s self-evident existence. He claims that things can be self-evident in two ways: in itself and both in itself and to us; ev en though something may exist self-evidently in itself, this self-evidence may not be known to us as humans and therefore, its existence would not be self-evident to us.This is exactly what Aquinas proposes God to be. God is self-evident in himself because he is his own essence. However, seeing as this essence is unknown to us (as we do not know enough about him), the statement ‘God exists’ is not self-evident to us.This, again, is another criticism which holds weight against the Ontological Argument, highlighting a glaring weakness in its logic. A third philosopher who published a criticism on the Ontological Argument (though in this case it was directed towards Descartes’ version of the argument which was published several centuries after Anselm’s in 1641) was Pierre Gassendi. In Descartes’ version of the Ontological Argument published in his Meditations, he claimed that God was entirely perfect and, as a result, must possess every possible perfec tion – including the perfection of existence.Gassendi believed that this logic didn’t work because if a thing doesn’t exist, it is neither perfect nor imperfect; it merely doesn’t exist. Therefore, if God doesn’t exist, this logic could not possibly be applied to him in an attempt to prove his existence.Descartes published a response to this criticism. In this response, he claimed that God could not be compared to anything else, proposing that ‘the relationship and essence is manifestly quite different in the case of God from what it is in the case of a triangle’; it is a part of God’s essence to exist.While this does respond directly to Gassendi’s criticism, it does not particularly strengthen the argument seeing as Descartes gives no reason as to why God’s existence is a part of his essence; he merely states that it is true. Yet another philosopher who published a criticism of the Ontological Argument was Immanue l Kant.Kant (who was an atheist) published a book called A Critique of Pure Reason in which he attempted to contradict both Descartes’ and Anselm’s versions of the Ontological Argument in two different ways.In his first argument, Kant begins by hypothetically accepting that existing is indeed a defining predicate of God (which both Descartes and Anselm claim it is). He then goes on to argue that, even if this were true, there would be no contradiction in altogether rejecting the concept of God.For example, you may understand that having a single horn on its head is a defining predicate of a unicorn. However, this does not mean that it would be contradictory to not believe in unicorns or magical horses with horns.By this logic, you could also claim that you agree that if God did indeed exist, he would necessarily exist but that you do not believe in God or his necessity without contradicting yourself. In Kant’s second argument, he attacks the Ontological Argument at its base by claiming that ‘existing’ could not possibly be considered as a defining predicate as it does nothing to change the definition of the being in question; two people – one of whom believes in unicorns and one who doesn’t – would most likely share the same idea of what a unicorn is.While these two people would disagree on whether or not unicorns were real, they would not disagree on what a unicorn was. Therefore, it is impossible to say that existing is a defining predicate of God because it adds nothing to the definition of God.Overall, therefore, while the Ontological Argument is by all means a sound theory to some degree, the criticisms which highlight so many of the argument’s weaknesses show how the theory is weaker than in it is strong.

Martin Luther King Jr’s “Letter from Birmingham Jail” Essay

Martin Luther King Junior’s â€Å"letter from Birmingham Jail† was the reflection upon protest against unjust laws was established against him and his fellow men. Throughout his letter he uses many great philosophers and historical events to justify his own protest to be necessary to do what’s right. King was the leader of civil-rights group that supported protest against traditional views of the society and unjust laws established in the era.† In any nonviolent campaign there are four basic steps: collection of the facts to determine whether injustices exist; negotiation; self purification; and direct action.† ( Taylor) In his letter from Birmingham Jail King states: â€Å"It was illegal to aid and comfort a Jew in Hitler’s Germany. Even so, I am sure that, had I lived in Germany at that time, I would have aided and comforted my Jewish brothers. If today I lived in a Communist country where certain principles dear to the Christian faith are suppressed, I would openly advocate disobeying that country’s anti-religious laws† (King, 6). Here in this excerpt shows that King encourages protest because in some extreme circumstances becomes necessary, be it in Hitler’s Germany, a Communist country, or any situation in which injustices are occurring. In the end of the sentence King openly admits that he would protest against established laws or traditions by all means necessary because they favor the unjust. The letter was written to his fellow clergymen to explain his prior actions and to attempt justified and appropriate for the situation. He expressed that he exhausted every other option to justify them. In the letter he tried to explain to the clergy that his actions although illegal were possible and direct action was the only available option left, which could make a difference. â€Å"One may well ask: â€Å"How can you advocate breaking some laws and obeying others?† The answer lies in the fact that there are two types of laws: just and unjust. One has not only a legal but a moral responsibility to obey just laws. Conversely, one has a moral responsibility to disobey unjust laws. I would agree with St. Augustine that â€Å"an unjust law is no law at all†. Now, what is the difference between the two? How does one determine whether a law is just or unjust? (King, 5). Throughout history, there have been many unjust laws. Many people follow laws just because they are laws. Sometimes people don’t even agree with a law, but they go along because it’s in society acceptable or because it’s just the law. I think that by writing the letter, and putting forward the definition, King is challenging his readers to consider whether or not a law is just. If a law is unjust, it is the responsibility of the people to get it overturned. A society should not live with an unjust law. By choosing to go against law it shows that king primarily a teleological thinker. In conclusion, King wrote â€Å"Letter from Birmingham City Jail† for the purpose of making his audience realize that they are not carrying out our Constitution and the Declaration of Independence which is the United States was founded upon. King only wants what should be granted to all United States citizens, this being freedom, justice, and equality. He is saying he is in jail for only doing what is right, by trying to achieve what is right through non-violence and the fact that he is in jail is unjust, does not support equality, and freedom. Work Cited Taylor, Justin.† Between Two Worlds. Martin-luther-king-jr-letter-from-birmingham-jail† http://thegospelcoalition.org/. 23 Jan. 2013.