Finding Deeper Meaning in Ode on the Death of a Favourite Cat :: Ode to the Death of a Favorite Cat Essays

Finding Deeper Meaning in Ode on the Death of a popular Cat First impressions are important when meeting new people, applying for jobs, and even when reading literature. It provides us with an idea of what is going on, where things are taking place, and who the important characters are. This initial impression can be described is the Pre-Critical Response the average reader performs this type of analysis every time he or she reads. For some people, this simplistic perspective is satisfactory others find the quest for deeper understanding intriguing and part of the ultimate experience gained finished literature. The Formalistic Approach is one way to take apart literature in order to gain fuller understanding. This approach examines a piece of literature by identifying its individual social organisations and form. It studies sentence structure in price of verb placement, the multiple meanings and etymology of words, and the stanza and line breaks. The Formalistic A pproach stresses sensitivity to words and their connotations, denotations, and implications they may have to surrounding words and phrases. Location, setting, place, and time are other aspects identified through this approach. Formalistic analysis is referred as ...close reading in practice (HCAL 73). The Dialogical Approach recognizes ...the essential indeterminacy of meaning outside of the dialogic - and hence open - relationship amidst voices (HCAL 349). The voices of a novel or work create a dimension all their own. Dialogicals creator, Mikhail Mikhailovich Bakhtin, uses the key term of carnivalization to describe the ...diversities of speech and voice reflected in its structure (HCAL 351). Mood and impression are derived from this and can be further amplified through the Formalistic Approach of analysis. My Pre-Critical Response to Thomas Grays Ode on the Death of a positron emission tomography Cat, Drowned in a Tub of Gold Fishes is as follows A cat was playing with a fish in the fish bowl. The cat fell in and then drowned because none cared enough to save her. When I take a second look, details of the setting and location language usage and sentence patterns tone and mood deeper meanings to the poem can be found. The Formalistic and Dialogical Approaches can be used to find these deeper meanings. Setting and location are essential when creating atmosphere.

Bis220 Wireless Technologies

Wireless Technologies plan Team B BIS/220 July 2, 2012 Dr. Richard Swafford Wireless Technologies Proposal As Party Plates grows and becomes more successful, new technologies need to be implemented to ply the company to break down serve our customers. Today we ar going to bring down out a new plan to make our deliveries more efficient. Our customers are our number one priority essay writer uk. Serving them with a better product and pinpointing delivery times will help us achieve this. To accomplish this, we are proposing that we integrate two types of wireless technologies in our delivery trucks GPS track systems and Bluetooth.GPS System Currently, we have five trucks operating all over the city at any given time. With grid lock and accidents, implementing the GPS system will allow our drivers to navigate with HD Traffic information around these areas and make delivers on time. The system we are proposing is the TomTom GO Live 1535M. With this system, Party Plates can set up a Twitter account and our drivers can keep companies informed on what time they expect to deliver. Additionally, if on that point are any issues with delivery, Twitter messages can be direct out to inform the company of that as well.The device can also locate the cheapest fuel prices which in the long run, will save the company money. However, there is a small drawback to this system. According to CNET Reviews. com the system says that, searching the connected services is clunky and, at times, intuitive (CNET 2012). Each unit costs $179 dollars per unit and quickness is as simple as installing mounts in each truck to hold the devices, totally costs being approximately $1000. Bluetooth Next we would like to outfit each truck with Bluetooth technology to seamlessly keep our customers connected with our drivers via phone.Our drivers are already using cellphones, however, with the current law, only Bluetooth devices are legal to use in our trucks. We are proposing purchasing Aliph s chmoose Era Bluetooth devices for each driver. This will allow our drivers to take calls without taking their hands off the wheel. The only downfall to this system according to CNET Reviews. com is that, The Aliph Jawbone Era doesnt have a dedicated volume rocker, and the way it fits the ear is not as easy and comfortable as we would like (CNET 2012). References CNET Reviews (2012). in style(p) Technology Reviews. CBS Interactive. Retrieved from http//www. cnet. com/? tag=hdr

Malaria in Cuban Children and how it differs from children in US

Malaria is a disease cause by a parasite that is transmitted from one person to another by the bite of an Anopheles mosquito. These be female mosquitoes that are most persistent in the tropics and sub-tropic parts of the world Such as Africa Asia and USASymptoms of malaria may include headache, chills, muscle ache, fever, and malaise. Malarias early development stages resemble those of flue which only develop between 6-8 days after world bitten by an infected mosquito.It is estimated that 40% of the world population is at risk of malaria and that it claims an estimated one million lives annually (World Health Organization 1989). Malaria can e prevented through and through the use of anti-malaria drugs, use of treated mosquitoes nets, oiling others (http//www.cigna.com/healthinfo/hw119119.html).Malarial cases are rare in the US as compared to Cuba. This is because Cuba is a tropic country whose majority population lives beneath the poverty line. Hence cannot afford basic medicat ion or preventive measures such as the use of mosquitos nets. On the other had malaria infection in the US is detected mostly among travelers and hence rare.Malaria affects all segments of the population but most severely boorren, women, and people living with emergency cases such as human immunodeficiency virus/ AIDS.Malaria in children causes complications such as paralysis, recurrent fewer, Anemia, blindness, epilepsy and cerebral malaria. If not well treated malaria can affect the subsequent health and development of child For grammatical case it is estimated that 7% of Cuban children who survive cerebral malaria are left with permanent neurological problems such as spastics, blindness, speech problem and low concentration which affects their military operation in school.This has been adverse due to inadequate treatment brought about by poverty forces people to prescribe their own medication, lack of drugs and expertise in hospitals. (http//lib.store.yahoo.net/lib/elitedeals/ disease.htm).Malaria make on pregnant women are higher in Cuba than the US. For instance only 35 cases were inform in the US in 2000 while more than 10, 000 cases were reported in Cuba. Malarial medications are limited for pregnant women and also children.These infections can lead to death of a woman and her fetus unborn fetus may get the disease from the mother thus for this reason pregnant women should not travel to areas where they can get the disease. Some of the adverse effects of malaria during pregnancy include increased chances of still birth, intrauterine growth, retardation and low birth weight of less than 2500 grammes.( http//www.traveldoctor.info/diseases/1.html )A malarial infection varies depending on someones remains immunity. For this reason the elderly and those with emergency diseases such as HIV/AIDS are severely affected as their levels of immunity are low, hence increases their chances of infection.Malaria prevalence in Cuban children is high than in the U S. This is because of the weak health infrastructure of the country, civil unrests and the widespread resistance to malarial drugs among other causes. However, Malaria infection reduced by 9.0% in 2000 in the US due to change in disease transmission and increased / effective use of anti-malarial chemoprophylaxis. impoverishment in Cuba has increase child infection as majority cannot afford basic prevention measures such as mosquito nets, clearing of bushes, and oiling of stagnant water. In addition houses in the rural areas are built of mud unlike the US, which allows mosquitoes to freely enter and leave the houses.In conclusion malaria effects are more severe in Cuban children than in America children as America children have access to free medication and can afford basic preventive measures. On the other hands Poverty of most households and inadequacy of drugs inhibits complete treatment of malaria in Cuban children which affect these development.REFERENCEShttp//www.traveldoctor.i nfo/diseases/1.htmlhttp//lib.store.yahoo.net/lib/elitedeals/disease.htmMaria, G.(2007) Malaria. Retrieved February 25, 2008 from http//www.cigna.com/healthinfo/hw119119.html

Analysis of Dynacorp Case Essay

The strategicalal send off lens assumes organizations are deliberate, goal-achieving entities. In this view, managers shag achieve organizational goals by understanding the fundamentals of design and fitting design to strategy, as well as to the larger organizational environment. In this paper, I discuss the five major elements of strategy environmental fit, strategic intent, strategic grouping, strategic linking, and alignment and identify two specific elements as causes of the problems Dynacorp is experiencing with its redesign.These elements are strategic linking and alignment. Fit with the Environment In the 1980s, Dynacorp was an excellent fit with the environment it produced high-quality, innovation crossings. As result, its guests were happy to wait months or even a year for the beau monde to bring out a new product and to do some of their ingest applications take form and figure out how to integrate Dynacorps products with the rest of their operations. In the 1990s , however, the company lost the technological advantage it had maintained over the competition. harmonise to Carl Greystone, executive vice president of the U. S. Cus-tomer Operations Group, Both foreign and domestic competitors have been cutting into our market share, and our gross margins are way down,. Indeed, Dynacorp was finding that many a nonher(prenominal) of its customers needed more than hardware, but want-ed complete solutions to problems. Customers were looking for systems solutions, more cus-tomized software, and more value-added services.Dynacorps senior managers recognized that the firms existing structural structure was seriously inhibiting the organization from creating effective cross-functional responses to its external environment. Strategic Intent Dynacorps senior management thus moved to redefine the firms strategic intent, a no-tion that Ancona et al. define as setting the strategy or mandate of the organization. Instead of continuing to think of itself as a company merely selling hardware, the firm reorganized with the intention of providing customers with the integrated solutions theywere demanding, and, where necessary, to do all this on a global basis. Strategic Grouping To implement its strategic intent, Dynacorp executives first had to make decisions about how to regroup tasks and functions. According to Ancona et al. , strategic grouping is a process of deciding how the necessary activities are to be allocated into jobs, department, divisions, and other units, and how state are assigned to distributively.The textbook describes five possible methods by which grouping of functions can be organized activity output user, customer, or geography matrix and worry process. At Dynacorp, the decision was make to move away from grouping by activity. Instead, the development, manu detailuring, and marketing functions were grouped together into an output-oriented set of end-to-end business units in which all the functions would be ex-pec ted to contribute to the success of a product or a family of products or services.Within the sales area, executives decided to group by geography (U. S. , Europe, Latin America/Asia, with each of these areas further subdivided into regions) rather than to create multiple sales forces for each business unit. Since products overlapped, the interviewer was told, the purchasers of different products were frequently the same people, and the exist inherent in replicating the field structure several times was prohibitive,.Within each sales region, management created account teams with each team focusing on customers within market segments and industries. Greystone asserts that such a restructuring will result in industry specialists, rather than salespersons who were only knowledgeable about particular products. Greystone seemed optimistic You see, we look that by targeting our investments toward growth of sales in specific industries and developing solutions to fit their needs, well reb uild our market share and increase margins, Strategic Linking Ancona et al.describe strategic linking as both formal and informal processes and posi-tions that would integrate units and subunits which are interdependent in tasks. The text identifies a wide array of linking mechanisms, including formal reporting structures, liaison roles, stable or temporary cross-unit groups, integrator roles, information technology systems, and intentning processes. Strategic linking at Dynacorp was to be accomplished, in the first instance, by linking development, manufacturing, and marketing within each Business Unit through a change in the formal reporting structure.Carl Greystone expressed his conviction that a tremendous amount of progress has been made since these changes were instituted and that his personnel are thinking about the business in new terms Even Greystone, however, was forced to admit that his group had been consistently behind excogitate in both revenue and profit for the pa st year and a half and that the Business Unit presidents have expressed some frustration with the consummation of his group.Martha Pauley, a Branch Manager in Greystones division who supervised six teams that handle financial institutions, insurance, and education in the Northeast Region, was considerably kinda disillusioned about the absence of effective cross-functional relations between sales and the Business Units. Specifically, Pauley was finding it difficult to compete because of business decisions in which she had been given no role. She had several complaints Our prices are still higher than our competitors, and technical support services are way too slow.The new plant in Indonesia was supposed to help oneself bring prices down, but theyre having problems getting the factory up and running. Since I have no discover over unit manufacturing costs or the availability of technical support mental imagerys, I cant help the teams effectiveness in these areas. A second way in which strategic linking was to be accomplished was to establish multi-function Account Teams focused on selling customized solutions based on integrating our products, rather than on selling fancy hardware.These permanent cross-unit groups were comprised of account managers, product specialists, solution consultants, service technicians, customer administration specialists, and systems specialists. Describing the actual functioning of these new teams to the interviewer, Martha Pauley confessed that everyone has been so busy trying to understand their new responsibilities temporary hookup still keeping up with our customers that we have communicated only through e-mail messages. We havent had time for the off site meeting that I had planned.Anyway, were still getting modifications on the job guidelines from the staff group. The time pressures reported by Pauley were evident when she takes the interviewer into a meeting of one account team there, they undercoat about half of the members missing because of other obligations. As the meeting progressed, it also became apparent that this account team was struggling to meet its goals. The team had just been call for a contract with a Boston bank because its competitor had been able to offer lower prices and a much more comprehensive package .With come across to planning as a means of strategic linking, there too Pauleys teams were struggling. Pauley admitted to the interviewer that she hadnt had a chance to develop a cohe-sive sales plan to show you. Alignment The last of the strategic design processes is alignment that is, assessing the implica-tions of strategic grouping and linking patterns for the rest of the organizations structures and processes, and making changes to ensure that the grouping and linking patterns can be implemented effectively.suggest that each of the following be considered as elements of alignment organizational performance measurement systems, individual rewards and incentives, resour ce allocation, military man macrocosm resource development, and informal systems and processes. One obvious alignment problem in this case concerns individual rewards and incen-tives. Ben Walker, VP of the Northeast Region, notes that the new reward system compensates branch managers in sales and product managers in the Business Units on performance against revenue and margin goals, but Walker worries that no one in these jobs has the skills to be a team player. Soon thereafter, Martha Pauley complained to the interviewer about precisely this problem. Although she shared revenue goals for her teams with the product teams general managers in the Business Units, her own performance was being hampered by the fact that different product team leaders in the Business Units are pushing different types of sales, depending on their particular product lines. Something confusable was happening to Pauleys Account Teams, whose sales performance depended, in part, on their ability to get adeq uate Technical Support to their clients, yet they had no control over this support unit. Dynacorps turnaround also was being hurt by the companys failure to give appropriate support to human resources development. Ben Walker is convinced that the company has too many people who know how to sell products but not solutions and projects that at least 25 percent of the occurrent staff needs to be replaced. Right now we have the customer teams functioning under new guidelines that force them to collect information on customer needs and develop solutions. But too many team members are still operating under the old attitude that the equipment sells itself and the customers will do the work of integrating our products into their operations. The notion of helping the customer from initial call through implementation and use of the system is still quite alien to many of our people.The fact that Sales Team Member 2 soon was seen expressing a desire for more customers who want standard off-the -shelf equipment suggests that Walkers concerns have merit. And Martha Pauley, to her credit, does not hide the fact that her teams lack training. You see, Pauley says, moving from a product salesperson to a provider of solutions in a big change. It involves knowledge of the industry and the company, the all-encompassing line of products, our various software applications, and concepts of systems integration.Exactly who handles all the pieces of a sale like this is still unclear. Finally, there is some evidence of dissatisfaction with Dynacorps resource allocation practices, given the perceived high cost of manufacturing and the problems with Technical Support. As we have seen, at least one account team is having difficulty competing on price and Martha Pauley complains that Dynacorps prices are still higher than our competitors, and technical support services are way too slow.Dynacorp appears to have done a good job of analyzing its fit with the environment and crafting a strategy that is likely to be responsive to that environment. The strategic groupings are well-suited to the strategic intent, positioning Dynacorp to be a geographically-focused, industry-specific organization that is organized to bring cross-functional talent to bear on the service as well as hardware needs of its customers. Dynacorp fails, however, to give adequate maintenance to strategic linking processes.There is evidence of a lack of planning, particularly as it involves product and branch managers and their staffs, apparently resulting in a lack of widespread committal at all levels of the organization to the new mission. There also are problems of coordination between branch managers in sales and the Business Units and between the Account Teams and the applied science Specialists. Finally, the new cross-functional sales teams have had little opportunity to work out their methods of operation. Dynacorp also fails to give adequate attention to alignment.Individual reward systems a nd incentives work at cross-purposes with unit goals, and manufacturing costs are too high for sales teams to compete effectively. Finally, there is almost a complete absence of trainingboth for product and branch managers and for the various functional specialists who are now expected to work as members of teams. The senior managers at Dynacorp have made impressive efforts to respond to their extremely competitive environment. However, unless careful attention is given to the strategic linking and alignment processes, this organizational redesign effort is destined to fail.

Human Resources – Knowledge Workers

clement Resources Management Course pee-pee Manjeet Singh 7637434 The Question Examine the claim that the precaution of noesis thespians requires the development of human resource practises that be more suited to the particular characteristics of these workers and their jobs Introduction The term familiarity worker was first used by Peter Drucker in Landmarks of Tomorrow in 1959.A k straightawayledge worker is someone who specialises in a specific field as they possess certain cognition which has been accrued through specific courses or experience in relevant activities, they usually confirm some sort of accreditation or documentation to certify that they have accrued this companionship. They argon typically well educated, and with the application of their knowledge it aids them to solve problems for an fundamental law and it is through problem solving that treasure is jibeed for the organisation.As well as problem solving, knowledge workers argon also involved in innov ation, re-engineering, training etc. although in that respect are certain tasks which would require knowledge workers with specific specialities. intimacy workers are seen as a crucial asset as with application of their knowledge it can determine the success and reputation of the organisation. The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity. (Drucker, 1999, P135) This quote graduate(prenominal)lights the fact that we are piteous away from the traditional mentality that wealth was based on the amount of resources an organisation held in its possession, and more towards how we handle knowledge workers and attain this knowledge. familiarity workers rend senior higher banded salaries, with enhanced takes of autonomy in comparison to the normal employee. As a result the turn everyplace of fellowship worke rs is typically high, because they are cognizant of the fact that the knowledge that they possess is of great submit and splendor to the organisation.In many cases the knowledge that these workers have allows the organisation to establish a competitive advantage over their rivals, which is why they are willing to pay the generous salary of these workers. If the workers are non kept happy, wherefore it is easy for them to moreover move to a antithetical organisation or hold back on the knowledge that they provide for the company. In adjunct, as the levels of autonomy are high this performer that here is an component part of self-government, and they have a high amount of freedom, for congresswoman they can work from home, this then(prenominal) decreases the amount of domination that a firm has over a knowledge worker. Within this report I wish to discuss the opposite computes that would result in the need for different HR practices for knowledge workers. I will then als o highlight which characteristics these workers possess that sets them apart from their colleagues at the organisation where they work and how the characteristics affect the HR practices.As these workers are of such importance to the organisation, they try their best to slide by these workers at the organisation and as their job description differs vastly in comparison to the typical employees, this highlights the need for adaptation in the HR practices that are enforced by the firm as typical employees can be replaced rather easily, through the normal recruitment procedures, however, with knowledge workers, they add regard as for the organisation, thus, changes would have to be made to keep them happy at the organisation, whilst performing at an acceptable level.What are the benefits a Knowledge Worker receives? The main technique where we can observe a knowledge worker is by highlighting the benefits that they receive in comparison to normal workers. According to Lowendahl (19 97), these workers are offered high remuneration and substantial autonomy, this just now means that there is no one overlooking them constantly and they are highly paid in comparison to others. Knell (2000) & Pink (2002), also tie these workers as free workers, this would mean that for them there is a lot more choice as to what they can do.As they hold all the knowledge which is valuable, it usually means that these workers are a lot less reliant on the organisation that employs him. In adjunct to this, it is because these workers have access to knowledge and it is them that control it, this then enables them to control the flow of the knowledge, this would mean that they need to be kept happy in order to make sure that the flow of information is suffice and of value to the company. As a result of this, knowledge workers are also offered a lot more freedom in comparison to other workers. As described above, Knowledge workers are offered many benefits repayable to how aluable they are to the organisation, however, there are challenges that are then forced on HR with the benefits that they offer to these workers. I will now describe these below and show examples of changes and alterations that have been made either for the attracting, motivating or retention of knowledge workers. HRM challenges as an effect of these Knowledge Workers As Knowledge workers are offered such attractive advantages due to the nature of their work, this impacts the normal practices that are in place by HRM. Therefore, managing these Knowledge workers can be challenging for HRM.These intromit Firstly, we can look at the work organisation this has a major impact on the motivation and productivity of the knowledge worker. If the environment and the organisation is organize in a way that the knowledge worker doesnt alike(p) then this could have a high negative effect on the company, as they need environments where they are comfortable and more cardinally a place that offers them new challenges. Another challenge is the constantly changing psychological contract, this is where there are unwritten obligations and expectations that are out of the written contract of the knowledge worker.The firm should not expect too much of the worker and likewise the worker should not expect too much from the firm, hence the need for contracts to get an understanding of the needs. Thirdly, if the knowledge workers have more than one employer, it is strong to ensure that these knowledge workers gentle loyal. The factor of opportunism can arise here as the knowledge worker would not take into consideration how them leaving or not be productive, can affect the company, instead they will just centralise on the benefits that they can take advantage of.Due to the autonomy that is offered to these workers, monitoring the productivity and motivating the workers is difficult for the organisation. These workers also have varied desires as some of them go for the more short-term incen tives, like money and freedom of work, or some tend to focus on make their career, and it is a must for them to work with well recognised clients. One of the biggest challenges that they face is the challenge of retaining these workers as turnover of these workers is significantly high in comparison to other workers.So it is critical that the HR department devise correct and well suited practices to make sure that these workers are content. The management of the knowledge is important because the knowledge is held by the workers and it is important to make sure that the flow of this knowledge is not restricted by any other factors that can be controlled or altered by the firm. The knowledge that they have also needs to be up to date as out-dated knowledge would not add maximum value for the organisation.Defining who possesss the knowledge at question is also a challenge for the organisation as there are always boundaries which are often unclear and vague, they would need to know t his so that they can clearly see how much knowledge the worker can dedicate to the firm. Also as a result of the worker having the knowledge with them, there is also always the threat of them going away and setting up their own firms and as they typically work with clients directly, they could take the clients with them to their own firm.As all these challenges to HRM have been described and highlighted I imagine it also reveals the need for the differentiated HR practices for these workers as they vary massively to normal workers. Different contexts and organisations The habituation between the knowledge workers and the organisation also varies largely to normal workers as the firm itself is a lot more dependent on the knowledge workers. (Swart and Kinnie, 2003) project that this is because of knowledge workers changing the typical trend of the firm owning all the knowledge.In addition, the work process also differs making the firm more dependent on the workers. An example of th is is where the knowledge is at the core of the company so that would mean the knowledge worker would usually be the main source of this knowledge. The knowledge worker is at the centre of the business but this is collaborated with the reputation of the firm and works closely with the worker to main a strong relationship which is strategically vital in that particular type of industry.As a result of this type of relationship and strategic collaboration, this would mean that both parties involved would be highly dependent on distributively other as the firm would not have the knowledge they require to do business as the knowledge is with the workers but the worker would need the resources, fall guy reputation and the clients that the firm has. Pink (2002) describes this as substantial inter colony as they are both reliant on each other. The only way this dependency can be reduced is by using knowledge management and outlining boundaries and expectations from both parties.It is impo rtant to look after these workers, as if the workers leave then the value created will also leave with them. It is also difficult within this type of industry to determine how much the knowledge worker did or is needed to add value as it is tacit knowledge, which is hard to measure. Knowledge work also influences the network of the organisation as in traditional employment, there is usually a hierarchy which is implemented and all who are involved in this will adhere and follow this hierarchy (Williamson, 1975).However, with knowledge work hierarchies wont work due to the power differences that will be incurred as a result of the hierarchy. With knowledge work it is all about being in the correct networks and building a portfolio of careers (Castells, 2000). This gives them the freedom to go out and expand their knowledge base and they can progress within their career at their own will. It is the responsibility of the organisation to provide the workers with clients that are well re cognised to keep them happy and motivated, as it would challenge them more and allow them to utilise their knowledge to their maximum potential.This is very in force(p) for the knowledge worker, however it poses a threat to the firm as they can potentially, take the clients with them if they were to leave because they could have formed a strong bond due to the high level of autonomy that they are give, thus meaning that the organisation wont know how close they are. For this reason it is important to evaluate the level of autonomy that is offered to these workers, they would need enough to keep the workers motivated but not too much where the workers can get too close with clients and cause problems for the organisation.Another factor which highlighted by Horwitz (2003), was how the ownership of the firm (foreign or local) affects the practices and the attraction of these knowledge workers, this shows that the culture of the firm has a major impact on the motivation and attraction of these workers. international versus local ownership appears, therefore, to reflect differences in certain types of HR practices such as using headhunters and advertising media to recruit and select knowledge workers (Horwitz, 2003).This shows us that the differing organisations from different cultures use approaches to which they think is best, and there is not a universal, one fits all approach which can be used globally. In addition to this they also run aground that both wholly owned foreign and local firms piece a fun and informal work environment more highly or sanely effective (Horwitz, 2003), this shows us that the workers take a preference to an environment which is more informal and once more changing from the conventional hierarchical approach.An example is when Horwitz (2003), describes how there are certain cultural requirements or standards within Singapore (where they did their study), for example they have large respect for the hierarchy and everybody seems to know their positions. This would affect the knowledge workers in the whiz that if there is a major emphasis on hierarchies within the organisation, it may push them towards multi-national companies with different cultures.Also, if a firm is international, this attracts knowledge workers as it allows them to travel and experimentation different cultures, whilst working for the same firm, this also builds on their experience and makes them a more valuable worker. Figure 1 Proposed schema for attracting, motivating and retaining knowledge workers ejaculate Frank M. Horwitz. (2003). Finders, Keepers? Attracting, motivating and retaining knowledge workers. Human Resource Management Journal. 13 (4), 23-44. HR practicesFigure 1 shows a schema which proposed for attracting, motivating and retaining knowledge workers, I desire that the elements that have been taken into consideration within the schema are critical and the schema is accurate, however, Horwitz (2003), says himself that it needs further hypotheses testing to make sure its accurate. In addition to this, it does not take into account anything about differing industries as for each industry, they found that different things motivated or attracted the knowledge workers, this is crucial as it again highlights that there cannot just simply be one standard approach or practice across all industries.According to Kinnear and Sutherland (2000), some researchers have found HR practices which they believe are vital for retention of knowledge workers and decrease the turnover of these workers. However, how could this be possible when there are so many factors that affect the different requirements of these workers and the HR practices required to accommodate these workers? The nature of work is exceedingly different, although there may be tensions between the two types of worker simply because, the knowledge workers are granted such high benefits and salaries.Again as per Figure 1, we can see that there is no con sideration of normal workers, this implies further that these practices should be altered and suited for the knowledge workers. With altered practices it also shows that there is a possibility that it could affect the current employees chances of progression to get to the level of knowledge workers as the firm would pull so much into the recruitment of these knowledge workers, they would expect to find people that already have the knowledge and dont require the training to work, simply just to settle in to the culture of the organisation.On the other hand, Frost (2002), goes on to also talk about how employers can distinguish between the two types of workers and thus, supports the claim that HR practices need to be different for the types of workers and this will allow them to both be happy and progress accordingly.In addition to this, Despres and Hiltrop (1995), state traditional approaches to work remuneration and reenforce are no longer appropriate in a post-industrial knowledg e economy (Horwitz, 2003) this further reinforces the idea that new and fresh approaches are needed for knowledge workers and the industries need to move away from this old fashioned mentality as the industries are evolving more and more towards knowledge based organisations.A key thing that Horwitz (2003) found was that the most popular HR practices implemented by the organisations were not always the most effective, this can be questioned as the study was in Singapore, but I believe that it just simply reinforces that the culture of each country and organisation varies and thus would affect the wants and needs in HR practices from the knowledge workers. In addition to this, they say There is increasing evidence that particular organisations are beginning to acknowledge that distinctive HR practices lead to better knowledge worker performance. (Horwitz, 2003) this again shows the link between altered practices for these workers has a positive impact on the work and the morale of th e workers. The design of the job was stated as being high important as part of the satisfaction of the knowledge workers, as if it designed correctly, then this can have a positive impact on the morale, productivity and behaviour of the knowledge worker (Thompson and Heron, 2002). This again shows the importance of different practices for these types of jobs and not to just let them have a monotonous job style like the normal employees. ConclusionIn conclusion, I agree with the initial claim that HR practices should be altered for knowledge workers. I have discovered the real sheer importance of these workers to organisations and how they add value to organisations, for this reason I believe the benefits that are afforded for them are fair and deserved and although they do require some changes which organisations are not change to, for example, losing hierarchies, partnership style working, allowing them to work from home and other challenges the pose to HR, there are certain ways to attract, retain and motivate them.They also can be risky for a firm, with the ambiguity of their tasks and lack of control from the organisation, but if the firm can keep them happy and monitor in a suitable way, then the worker would be kept happy. Knowledge based companies especially should recognise the importance of tailoring HR practices for these workers, as they are what would give them the competitive advantage, they are also characterised as being innovative and this is key to any firm.Finally, I believe that these workers will shape the industry in the coming years, so firms should invest into finding the best HR practices which suit their own culture and organisations based also on their industry. References Castells, M. (2000). The rise of the network society rise of the network society. Oxford, Blackwell. Despres, C. and Hiltrop, J. M. (1995), Human resource management in the knowledge age current practice and perspectives on the future, Employee Relations, Vol. 17 N o 1, pp. 9-23. Drucker (1999). Managing Oneself, Management Challenges for the 21st Century. Frost, M (2002) Managing knowledge workers. HR Magazine, May, 47 5, 124-126 Horwitz, F, 2003. Finders, Keepers? Attracting, Motivating and Retaining knowledge workers. Human Resource Management Journal, 13/4, 23-44. Knell, J (2000) Most Wanted The quiet birth of the free worker. Futures reports Kinnear and Sutherland (2000) Determinants of organisational lading amongst knowledge workers. South African Journal of Business Management, 32 2, 106-111.Lowendahl (1997) Strategic Management of Professional Service Firms Pink, D. H. (2002). Free agent nation the future of working for yourself. New York, Warner Books. Swart, J. & Kinnie, N. (2003) knowledge-intensive firms the influence of the client on HR systems. HRMJ, 13 (3) 37-55 Thompson, M. and Heron, P. (2002). The employment relationship and knowledge creation evidence from R&D based high technology firms. EURAM Conference, Stockholm (May) , 1-10. Williamson, Oliver (1975), Markets and hierarchies, analysis and antitrust implications Word Count 3,242 including references

Role of Women in Society (the Story of an Hour and a Rose for Emily)

Kate Chopins The Story of an Hour written in 1894 and William Faulkners A Rose for Emily written in 1930 are dickens stories that show major designs of women in society. Although the deuce stories have a different perspective of the women due to their era, they both give a great explanation of how the women were and how they were interact by other people during their time. The women in both of the stories explain how they perceive each of their own roles and how they cope with their own situations, which are much different and like from our society today.For many an(prenominal) years women have tried finding their place in society, which is hard when males are usually perceived as the leaders or ones who control their wives. In The Story of an Hour Chopin explains the freedom of a once married fair sex, and how much she en raptures her freedom from being married, this story is based on the role of women in marriage and relationships. In the scene where Mrs. Mallard believes tha t her husband is dead after receiving the shocking news She did not hear the story as many women have heard the same (Chopin 106), this sentence explains that Mrs.Mallard takes it in differently than well-nigh other women do when they find out that their husband has died. For a while, Mrs. Mallard is piteous but only when she was alone When the storm of grief had spent itself she went a personal manner to her room alone. She would have no one follow her (Chopin 106). When Mrs. Mallard had abandoned herself she caught herself voicelessness over and over again the words Free, free, free (Chopin 107). This sentence showed that Mrs.Mallard was finally free She could see in the open square before her house the go past of trees that were all aquiver with the new spring of lifetime (Chopin 107). The words New spring of life show that Mrs. Mallard had a new spring in life which symbolized freedom. There would be no one to live for during those coming years she would live for herself (C hopin 107), this shows that she has had enough from her marriage and wants to enjoy her freedom and not waste it on someone else, she just wants to enjoy it for herself.Mrs. Mallard was obviously in a bad marriage And yet she bedd him-sometimes (Chopin 107), this phrase shows that she was confused about her love for her husband and only loved him sometimes. Spring days, and summer days, and all sorts of days that would be her own (Chopin 108), explains that she was just so happy to finally spend those days on her own and not have her husband to hold her back from the things that she loves, that she is finally free to do whatever she enjoys to do. At the end of the story when Mrs.Mallards husband shows up at the house and as she looks at him she has a loud screeching cry and that was it. Mrs. Mallard had died of heart disease a joy that kills (Chopin 108). Mrs. Mallard expected to be free for the rest of her life, then after seeing her husband alive she realizes she will not have h er life the way she had imagined and then she died from disappointment of not having her Free body and soul free (Chopin 107) life. In the story A Rose for Emily Faulkner explains the angriness of a lonely, unloved adult female that is desperate for affection but is shocked when she does not get it.This story plays a major role of women in society due to uncontrollable anger and revenge. Miss Emilys lonely life begins from the death of her paternity which left her depressed and unloved. She went out very little after her sweetheart went away, people only saw her at all (Hemingway 117), this shows that Miss Emily cannot handle being outside of her house while she is depressed. When Miss Emily met Homer Barron in the story, she fell deeply in love with him and people said they are married (Hemingway 120).After being with Homer for a while he finally admitted that, he liked men- and it was known that he drank with the younger men in the Elks Club (Hemingway 119). In the scene where Homer had admitted he liked men and threatened to progress the following day, Miss Emily went and bought ratsbane poison which showed that Miss Emily could not handle the fact that he was going to leave her. This is a typical role of women in society today because close to women have a feeling of revenge when a man threatens to leave them.For a long time after that many people were not impress when Homer Barron was not seen for some time. In this story Miss Emily poisons her husband and kills him leaving his body in her bed for many years. The ending of the story shows the biggest serving in the role of women. Miss Emily is believed that she killed her husband due to the revenge of him threatening to leave her. Miss Emily probably would have not killed her husband if it were not for her father leaving her at a young age.As Emily grew up she only knew how to be lonely and when she found Homer she took it for granted that he was not going to leave her, and when he finally did thr eaten to leave her she figured that she would not want to go through loneliness which explains when they found Homers body in her bed. She put his body in her bed because she could not handle being alone the rest of her life and she knew if she killed him that he would have no way of leaving. From the two stories Josephine and Miss Emily both saw death as a solution to their situations.Josephine perceived her own role as being a free woman out of marriage, while Miss Emily saw loneliness as a problem. These women did not handle or cope with their situations well at all, which is like most women today. Most women do not know how to handle situations that are very tough, especially ones that make them disappointed. In both of the stories it is the mens fault for their deaths. work force to this day cause many women to become disappointed because men are controlling and both of the stories Josephine and Miss Emily were controlled by their husbands or, they were disappointed in what the ir husbands did.

Leadership and Nursing

Leadership and view asProductivity Leadership and Nurse ProductivityThis paper pull up stakes review an article by Elizabeth Curtis and Rhona OConnell in Nurse Management-UK. substantial minceership skills for motivating and developing staff reviews the importance of leading skill and empowering staff (Curtis & OConnell, 2011). This article discusses the effect manager has on the staff they supervise, and how a negative attitude open fire produce negative results whereby a positive and supportive environment can produce staff Nursing Leadership and evolution Staff Productivity.In the article, Curtis and OConnell discuss the difference between transactional and transformational leadership. Transactional leadership is based on working on an agreed level of performance for a reward. Managers only intervene when something goes wrong. It is a reactionary type of managing. Transformational leadership, on the other hand, is supportive of the employee. Transformational leadership res ults in higher employee performance, positive relationships and greater employee satisfaction. When employees scram barter satisfaction is leads to increased productivity and retention.Data Analysis In reviewing and analyzing this article, the transformational leader has four main elements. These elements atomic number 18 magnetised leadership, inspirational motif, intellectual stimulation and idiosyncratic consideration (Curtis OConnell, 2011). This leadership style is important in todays healthcare. With all the increasing demands and changes being placed on nursing staff, nurses need a supportive and inspiring leader A charismatic leader is admired and respected by the staff. The leader can affect their staff by being a positive role model.Skilled communication is a strong key in to promote self-confidence and respect in their staff. Inspirational motivation shows a team spirit and enthusiasm for the position. This can affect the staffs development and potential. The staf f is very intimacyable about the role they play. When problems arise, petition the staff for solution encourages participation and motivation. This also shows the staff they are a valuable part of the team. Intellectual stimulation demonstrates the aptitude for creativity and advancing knowledge base. These leaders encourage their staff to move on their knowledge of the field.They provided mentorship encourage nurses to become certified or get advanced degrees. Individual consideration is where leaders are supportive to their staffs needs. In this article, Curtis and OConnell determined that staff volition leave a position because the manager did not show engage for the staff. Managers must realize that staff needs social contact and friendship and should be treated with dignity and fairness. Through these leadership skills a manager can create an environment that encourages staff to behave in a mature way, express creativity and enable participation in decision making processe s.This will increase job satisfaction, staff retention and productivity. Importance of This Article This article discusses skills for motivating and developing staff. This article also discusses transformational leadership verses transactional leadership. Transformational leadership is important because it provides not only direction but it also creates opport social unities for professional development (OBrien et al. , 2008). Through the information here on encouraging staff to participate, to be creative and to continue gaining self- confidence, a manager can excel in leadership.It is important to have excellent leadership skill a manager should strive for the best unit possible. This will include motivated enthusiastic staff and maintain the staff. This will also have an added benefit of decreasing the financial expenses through reduced perturbation and improved job satisfaction. Strong Nursing Leadership In society there are always leaders and pursuit. It is important to know how to lead to have successful followers. Once a leaders has the skills necessary to assure satisfied followers or staff members then the process of job satisfaction will be a natural progression.Followers do not simply follow. Leaders in community nursing should be aware that successful leadership is the result of a cooperative process involving leaders and followers. They argue that leaders who ignore followers and their contribution to leadership do so at the venture of their organizations (Kean Haycock-Stuart, 2011). Therefore, it is important to have skills and guidance how to nurture and develop the followers (staff members) to be productive and satisfied. Conclusion In this review, it was discussed the importance of transformational leadership.With transformational leadership the manager can lead the staff (followers) toward job satisfaction. When a staff member has job satisfaction, productivity increased and staff turnover decreases. Job satisfaction is accomplished throu gh charismatic leader, inspirational motivation, intellectual stimulation and individual consideration. The transformation leader that understands and nurtures the staff will have a productive effective team. References Curtis E OConnell R 2011 Essential leadership skills for motivating and developing staff. Curtis, E. , & OConnell, R. (2011). Essential leadership skills for motivating and developing staff.Nursing Management UK, 18(5), 32-35. Kean S Haycock-Stuart E 2011 Understanding the relationship between followers and leaders. Kean, S. , Haycock-Stuart, E. (2011). Understanding the relationship between followers and leaders. Nursing Management-UK, 18(8), 31-35. OBrien J Martin D Heyworth J Meyer N 2008 Negotiating transformational leadership a key to effective collaboration Abstract. OBrien, J. , Martin, D. , Heyworth, J. , Meyer, N. (2008). Negotiating transformational leadership a key to effective collaboration Abstract. Nursing Health Sciences, 10(2), 137-143.