Barack Obama - Announcement of Presidential Candidacy free essay sample

Five Theories on the Origins of Language

Five Theories on the Origins of Language What was the first language? How did language begin- where and when? Until recently, a sensible linguist would likely respond to such questions with a shrug and a sigh. As Bernard Campbell states flatly in Humankind Emerging (Allyn Bacon, 2005), We simply do not know, and never will, how or when language began. Its hard to imagine a cultural phenomenon thats more important than the development of language. And yet no human attribute offers less conclusive evidence regarding its origins. The mystery, says Christine Kenneally in her book The First Word, lies in the nature of the spoken word: For all its power to wound and seduce, speech is our most ephemeral creation; it is little more than air. It exits the body as a series of puffs and dissipates quickly into the atmosphere... There are no verbs preserved in amber, no ossified nouns, and no prehistorical shrieks forever spread-eagled in the lava that took them by surprise. The absence of such evidence certainly hasnt discouraged speculation about the origins of language. Over the centuries, many theories have been put forward- and just about all of them have been challenged, discounted, and often ridiculed. Each theory accounts for only a small part of what we know about language. Here, identified by their disparaging nicknames, are five of the oldest and most common theories of how language began. The Bow-Wow Theory According to this theory, language began when our ancestors started imitating the natural sounds around them. The first speech was onomatopoeic- marked by echoic words such as moo, meow, splash, cuckoo, and bang.   Whats wrong with this theory?Relatively few words are onomatopoeic, and these words vary from one language to another. For instance, a dogs bark is heard as au au in Brazil, ham ham in Albania, and wang, wang in China. In addition, many onomatopoeic words are of recent origin, and not all are derived from natural sounds. The Ding-Dong Theory This theory, favored by Plato and Pythagoras, maintains that speech arose in response to the essential qualities of objects in the environment. The original sounds people made were supposedly in harmony with the world around them. Whats wrong with this theory?Apart from some rare instances of sound symbolism, theres no persuasive evidence, in any language, of an innate connection between sound and meaning. The La-La Theory The Danish linguist Otto Jespersen suggested that language may have developed from sounds associated with love, play, and (especially) song. Whats wrong with this theory?As David Crystal notes in How Language Works (Penguin, 2005), this theory still fails to account for the gap between the emotional and the rational aspects of speech expression. The Pooh-Pooh Theory This theory holds that speech began with interjections- spontaneous cries of pain (Ouch!), surprise (Oh!), and other emotions (Yabba dabba do!). Whats wrong with this theory?No language contains very many interjections, and, Crystal points out, the clicks, intakes of breath, and other noises which are used in this way bear little relationship to the vowels and consonants found in phonology. The Yo-He-Ho Theory According to this theory, language evolved from the grunts, groans, and snorts evoked by heavy physical labor. Whats wrong with this theory?Though this notion may account for some of the rhythmic features of the language, it doesnt go very far in explaining where words come from. As Peter Farb says in Word Play: What Happens When People Talk (Vintage, 1993): All these speculations have serious flaws, and none can withstand the close scrutiny of present knowledge about the structure of language and about the evolution of our species. But does this mean that all questions about the origin of language are unanswerable? Not necessarily. Over the past 20 years, scholars from such diverse fields as genetics, anthropology, and cognitive science have been engaged, as Kenneally says, in a cross-discipline, multidimensional treasure hunt to find out how language began. It is, she says, the hardest problem in science today. In a future article, well consider more recent theories about the origins and development of language- what William James called the most imperfect and expensive means yet discovered for communicating a thought.

The creation, development, and use of mirrors in Northern Renaissance Essay

The creation, development, and use of mirrors in Northern Renaissance Art - Essay Example r in three paintings; Jan van Eycks Arnolfini Portrait, Hans Memlings Virgin and Child and Maarten van Niewenhove, and Petrus Christus Goldsmith in His Shop. All three paintings depict mirrors and all three use the mirror to manipulate both what the viewer sees and also the role the viewer plays within the painting. The aim of this essay, therefore, is to explore in each painting how this manipulation takes place and the purposes of the artist in undertaking such a manipulation. The reflection has long fascinated man-kind, and stories such as the terrible fate of Narcissus, hopelessly in love with his own image, proliferate in ancient literature. From the earliest Greek vases there are depictions of people holding mirrors, which would have consisted of highly polished metal or stone. However, by the time of the Renaissance, glass-working had reached the level of sophistication to allow small, glass mirrors to be produced. The production of clear glass was underway in Venice by the early fifteenth century, creating mirrors which provided a clear reflection with little distortion to the facial features. It is just such mirrors, of humble proportions due to the difficulty of blowing glass large enough to make a bigger surface area, which appear in the painting which will be considered in this essay. Jan van Eyck’s Arnolfini Portrait, depicting Giovanni di Nicolao Arnolfini and his wife, dates from 1434. It is painted in oils on an oak panel. The painting is immediately striking for the sense of realism that it creates. This is due to two factors; light and perspective. The two figures are depicted centre-left and centre-right of the painting. The faces of both figures are illuminated by the light which streams in from a window on the left of the painting. The chiaroscuro of their clothing gives a sense of depth and richness to the material, while the feet of Arnolfini and the ceiling of the room are in darkness, framing the two figures. A pair of shoes cast

ZhangNing_Essay_Illinois Essay Example | Topics and Well Written Essays - 500 words

ZhangNing_Essay_Illinois - Essay Example I further strengthened my determination to pursue a career in this field when I witnessed how the numerous financial elites in Shanghai have contributed to the prosperity of the city and turned the city into the financial capital of China. Aiming to grow into a financial expert who can make a big contribution to the field, I have followed the guidance of my uncles. First of all, I have paid a lot of attention to mathematics, as it is the essential tool for financial analysis. Establishing good analytical and critical thinking capability from practicing mathematics, I have further acquired understanding in finance by watching financial programs and reading financial journals. Being familiar with diverse industries and accumulating basic skills of analyzing corporate financial reports, I have gone on to gain hands-on experience of finance by managing a stock account, which was offered to me by my father as a birthday gift. Collecting information in a timely way and making predictions accurately, I have successfully earned money. Although the total sum of money is trivial, the experience and confidence I have achieved have reinforced my determination of pursuing my career in finance. In the process of achieving my goals, I have completed an internship in the financial department of Shanghai’s BaoAn Hotel. From this work experience, I have gained a definitive understanding of the financial operating system of a company and started accumulating knowledge in corporate management accounting. Although I feel I have learned a lot so far, I am fully aware that in order to become a financial expert, I still need to expand my perspective and acquire further knowledge in my undergraduate education. Therefore, I wish to study in the U.S., the leading country in the world for financial services. Despite the recent financial disaster, I am sure that the U.S. will survive and thrive as it has always done in the past. By studying in the U.S., I will learn how Americans conquer

The Mendoza community Essay Example | Topics and Well Written Essays - 500 words

The Mendoza community - Essay Example In addition, living and associating with colleagues in a manner that promotes the mission and vision of the school is vital, as this is an indication of exemplification of the community’s values. For a professional, organizational excellence remains equally critical as an individual tenet that can as well be exemplified in different ways. Adapting well to the organizational culture is highly critical. It is also important that professionals adhere to all the organizational rules and standards in order to promote the attainment of the organizational objectives. In my previous work experience, I contributed significantly to organizational objectives. For instance, my input to the Linda firm contributed to the company’s 20 percent increase in the volume of tax return compared to the previous year. My input in an organization, therefore, counts and contributes to organizational excellence. First is by having a positive influence on the people that one interacts with in scho ol and at work. A concern for common good ensures that a person works on the collective interests and not on personal interests only. In this regard, self-centeredness is a major hindrance to the exemplification of this individual tenet. As a student, participating in academic group discussions and offering academic assistance to any needful colleague is an exemplification of concern for common good. Apart from being beneficial to the individual, concern for the common good has a positive influence on other people and generally the community.

Human Resource Management At Mars Confectionery

Human Resource Management At Mars Confectionery This assignment will investigate how human resource management (HRM) contributes to the achievement of organisational goals and objectives, particularly looking at HRM activities such as staffing, performance management and change management. A discussion of several HR planning and development models will be presented including the model of traditional manpower planning, the integrated human resources planning framework and the systematic model of learning and training. Finally, an analysis of how appraisal systems are used to monitor performance in organisations will be undertaken, making suggestions on the shortfalls of this method and potential improvements. Discussions in this assignment will be retaliated to current information about Mars incorporated Ltd (Mars). Mars is a privately-owned, global fast moving consumer goods organisation specialising in confectionery, drinks and pet care. HRM Information of Mars was largely obtained from in interview conducted with a line manager in HRM at Mars. Information in this assignment obtained from the interview has not been referenced. Other information presented about Mars which has been obtained from other sources such as their website and books has been reverenced at the end of the assignment. Task 1: Human Resources Management Human resource management activities at Mars Confectionery This section will firstly discuss the HRM activity of staffing which is conducted at Mars. Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organisations effectiveness (Burkholder, Edwards and Sartain, 2004). Secondly, the HRM activity of performance management will be discussed. Performance management can be understood as the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities (Bacal, 1999). Change management is the third main HRM activity conducted at Mars. Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state (Cameron and Green, 2004). Staffing Human resource management at Mars is primarily concerned with ensuring that the organisation is appropriately staffed with the right people, with the right skills, at the right time. At the employee level, staffing has the objective of finding an employee who fits into the culture and value system and who is motivated and empowered to work for the organisation. Secondly, at the organisational level, staffing aims to maximise critical knowledge, skills and abilities within the organisation which contribute to its overall effectiveness and competitive advantage (Judge and Ferris, 1992). At Mars, these objectives are achieved through several means. Initially, a clear forecast on future staffing needs are established. These are determined at Mars by the organisational strategy and the predicted turnover rates based upon averages from previous years. Contracts for different groups of employees are then devised and employment packages are designed to attract the required employee skill levels. Relevant line managers who are familiar with the skills required for the certain role will be required to draw up role specifications addressing the certain skills and abilities needed. In addition to this, employees seen as no longer fitting into the organisations culture and value system are dismissed by HRM. Before dismissals occur at Mars, HRM places underperforming employees on a Performance Improvement Plan (PIP) to help monitor their performance and provide them with mentoring. Performance Management A second activity of human resource management at Mars is to ensure that employees are highly motivated and perform well within their roles. The main objective of enhancing motivation and performance is to maximise the effort employees put into their roles and to focus attention on performance targets. In addition to this, enhancing performance within the workforce also helps to raise levels of commitment and engage employees in developing new ideas (Torrington, Hall and Taylor, 2005 p7). Enhanced employee performance is achieved by human resource management at Mars through employee training and development programmes which aim to increase employees capacity to adopt new technologies and methods. Training and development programmes allow employees to increase their career development through the organisation and reduce employee turnover through increased motivation and commitment. In addition to this, reward systems, such as promotion and bonuses, are also used at Mars to enhance performance through providing incentives and positive reinforcement. Change Management Another activity of human resource management at Mars is to make sure that organisational change interventions are successful and run as smoothly as possible. For example, Mars has recently implemented change programmes such as TQM and six sigma. These have required substantial changes to the organisations culture and work systems. It was HRs role to help with the planning of this implementation and to make sure that the necessary training and support was available to the workforce when implementation began. These objectives are achieved by HR at Mars through recruiting and developing people with the necessary leadership skills to help drive the change process. In addition to this, agents are also recruited by HR to encourage the acceptance of change by the workforce and construct reward systems to reinforce new behaviours. HR also takes a leading role in assessing the likely impact of change on employees as well as supporting them during the change programme. This is achieved through preparing information to help them cope with the process and developing a timeline for change. HR at Mars also has a critical role in assessing whether the change programme had been successful and monitoring whether it has produced the required return on investment. They achieve this objective through conducting employee survey to obtain feedback on employee perceptions regarding the change and how it was conducted. In summary, the three HRM activities of staffing, performance management and change management at Mars are essential for the smooth running and development of the Mars organisation. Theoretical models of human resource management This section will describe two influential models within HRM. Firstly, the Harvard model by Beer et al. (1984) is an analytical model which views employees as significant stakeholders within the organisation with their own needs and concerns (Torrington, Hall and Taylor, 2005 p34). Secondly, the Michigan or Matching model will be addressed. The Michigan model states that the control of HRM is the responsibility of senior management and sees employees as resources in the same way as any other business resource (Price, 2007 p39). The Harvard Model The model acknowledges that management has the greatest power within an organisation but suggests that for effective HRM, the needs of employees must be always be considered. For example, the model shows HRM policies to be influenced by two significant considerations: situational factors (workforce characteristics, management philosophy and labour market) and stakeholder interests (employee groups, community and unions). This shows that effective HRM should not be a reactive function but continually help monitor and adjust the organisations policies to meet the forever changing needs of the workforce and environment in which it operates. In addition to this, the model also acknowledges the need for HRM mechanisms to reconcile the inevitable tension between employee expectations and management objectives. For example, the implementation of rewards and structured work systems allow for the organisation to nurture the values of commitment, competence, congruence and cost effectiveness within the workforce. To achieve long term HRM objectives of individual wellbeing, organisational effectiveness and social well being, the Harvard model suggests that it is essential that all must be responsible for human resource and consider issues such as delegation, leadership, participation and team building. The Michigan Model Unlike the Harvard model, the Michigan model (Fombrun et al, 1984 p41) takes a top-down approach suggesting that the control of HRM is the responsibility of senior management and sees employees as resources in the same way as any other business resource (Price, 2007 p39). For example, the model highlights areas such as selection, appraisal, rewards and development but ignores the influence of employee needs and situational factors upon the organisation. Instead, the model views that employees have to be managed like equipment; obtained as cheaply as possible, used sparingly, and developed and exploited as much as possible (Price, 2007 p39). The Michigan model also shows that employees must be selected and trained to fit the strategic requirements of the organisation and show behavioural consistency with their ways of thinking and operating (Price, 2007 p41). For example, if there is an organisational strategy of innovation, employees will be expected to show long term creativity and skill. This is displayed by the great emphasis upon selection, performance and appraisal within the model. In contrast to the Harvard Model, the Michigan model shows HRM to be a reactive organisational function which under-emphasises the importance of social and external factors. For example, the model places emphasis on the importance of selection, performance, appraisal, rewards and training, but make no reference to employee needs and interests, and environmental factors such as employee groups, community and unions. This means that the model would be unable to factor in current concerns such as employee work-life balance. In summary, the Harvard and Michigan models both show two contrasting perspectives of effective HRM. Although they are both highly applicable models in their own right, it could be suggested that Harvard model is the most applicable to the HRM of today, taking into consideration current concerns of work-life balanced. Task 2: HR Planning and Development Three HR planning and development models This section will describe the two HR planning models of Traditional Manpower Planning and Integrated Human Resources Planning Model; and the HR development model of Systematic Learning and Training. Human Resource Planning Human resource planning is the process of managing when people enter, move through and leave business organisations in accordance with the overall objectives of the business. HRM needs to assess the future demand for staff and the availability of suitable staff to meet their requirements (RDI, 2008 p2.3 ff). 1. Model of Traditional Manpower Planning The model of traditional manpower planning is a more traditional human resources planning model emphasising the importance of obtaining the right number of the right employees in the right place at the right time (Torrington, Hall and Taylor, 2005 p51). The model suggests that demand for employees is strongly influenced by organisational strategies and objectives, the environment, and the way in which staff are managed and utilised (Torrington, Hall and Taylor, 2005 p51). Environment Organisational objectives and strategies Analysis of internal manpower supply Analyses of external manpower supply Project manpower demand Project manpower supply Manpower plans Reconcile Figure 3: Model of traditional manpower planning. Adapted from (Torrington, Hall and Taylor, 2005 p51). When applying the model of traditional manpower planning to Mars, it could be recommended that Mars begins by analysing the changing environment in which it operates. For example, the recent takeover of Cadburys by Kraft has meant that Mars strategy has become more defensive making sure that maintains its competitive advantage within the industry. Mars must begin to project manpower demand and supply to make sure it is able to recruit the right people with the right skills to facilitate its new defensive strategy. For example, one option for Mars is to target and recruit former Cadburys and Kraft managers to obtain important competitor information. Before it can fulfil this recruitment strategy, the model suggests that Mars must assess the availability of such knowledge within job the market. 2. Integrated Human Resources Planning Model Unlike the model of traditional manpower planning, the integrated human resources planning model brings together all aspects of HR planning and considers the effects of culture, systems and environment on employee demand (Torrington, Hall and Taylor, 2005 p52). The model identifies where we want to be based upon the organisations strategy; where we are now; and what we need to do to get there. Environmental Influences Where are we now? Translate vision Where do we want to be? Design and use plans to achieve transition Strategic Vision Figure 4: Integrated Human Resources Planning Framework. Adapted from (Torrington, Hall and Taylor, 2005 p52). When applying the integrated human resources planning model to Mars, Mars would firstly need to address where we are now; analysing the environment to determine what customers want and what competitors are doing. For example, from analysing the current confectionery market, Mars will determine that there is increasing competition from Cadburys due to its recent takeover by Kraft. Also, they would be able to determine from the analysis of customer requirements that there is a need for better customer service and lower prices. Based upon the model, Mars would then have to address where we want to be; translating environmental influences into strategic objectives which can be used to determine human resource goals. For example, for Mars to compete against Cadburys they must establish human resources goals to make sure that their hire talented managers who can bring new skills and capabilities to Mars. In addition to this, Mars should address what do we need to get there; addressing the resources and time-scales needed to fulfil the strategic objectives. Mars would need to decide on what type of skills and personalities they need to recruit, how many new employees they need to recruit and how they are going to advertise the positions. Human Resources Development HR development is a strategic approach used to invest in human capital. It draws on other HR processes including resourcing and performance assessment to identify actual and potential talent (RDI, 2008 p2.22). The systematic model of learning and training was developed to help organisations move away non-evaluated training, replacing it with a more orderly sequence of development. 1. Systematic Model of Learning and Training Environment Business Strategy People Development Strategy Identify development need Design development activity Carry out development Evaluate development Figure 5. A systematic model of learning and training. Adapted from demand (Torrington, Hall and Taylor, 2005 p391). According to the model, the changing environment and business strategy help to shape the type of skills and abilities required in the workforce. These developmental needs can be identified by both the individual and organisation through a problem centred approach (where a new strategy may highlight a shortage of a particular skill within the workforce) and developing an individuals competency profile to meet the job requirements. For example, the changing business strategy at Mars to improve internal computer systems has revealed a potential gap IT technical skills. When a gap in skill has been identified, the model suggests that the development required needs to be planned and developed. The planning and design of the learning will be influenced by HR development strategy, which may determine who is involved in the training and type of methods used. For example, HR at Mars has planned and developed a learning programme with trained IT trainers to visit the business and develop employee IT skills whilst at work, but not divert too much of their time away from other more important tasks. In summary, when an organisation such as Mars adapts to changing environments through with new strategic objectives, it often requires new skills to be brought in or developed within the company. These changes in workforce requirements can either be planned and remedied through recruitment, or development can take place to enhance and build upon existing employee skills and abilities. Planning and development models that are most effective in helping an organisation to meet is objectives are these which take a more holistic approach and are able to adapt to changing organisational requirements. Effectiveness in achieving organisational objectives An organisational objective at Mars is to gain and maintain competitive advantage through a highly skilled and motivated workforce. Although the model of traditional manpower planning is effective in allowing Mars to plan for and fulfil future workforce needs, the model does not take into consideration the need for Mars to plan for issues such as employee behaviour, personality and fit within the organisations culture. In contrast to this, the integrated human resources planning model is very effective in allowing Mars to achieve this strategy. Unlike the model of traditional manpower planning, the integrated human resource planning model is able to integrate the need of the organisation to obtain highly skilled employees with the need for them to have the right fit within the organisational culture. In addition to this, the model is able to adapt to the continuous changes to Mars strategy which is central to the manpower planning framework. The systematic model of learning and training is also effective in allowing Mars to achieve its organisational objective to gain and maintain competitive advantage through a highly skilled and motivated workforce. The model provides an integrated framework to allow Mars to plan learning programmes and to develop workforce skill around organisational strategies and environmental changes. Despite this, the model has the limitation of being too systematic and potentially unable to relate to the fast pace of continuous change evident at Mars (Sloman, 2001). In summary, it could be recommended that Mars adopts a combination of the integrated human resources planning model and the systematic model of learning and training. Through using a combination of these two models, Mars would be able to adequately plan for and hire appropriate staff and then develop skills to meet their strategy needs. Task 3: Performance How HR performance is monitored at Mars This section will discuss how appraisal systems are used at Mars to monitor performance. Performance appraisal systems are a formalised process to review performance at work over a given period of time (Grote, 1996). Mars uses a method whereby role objectives or targets are established by the employee and line manager throughout the year and are later reviewed at the next appraisal. Assessments are made to measure the extent to which these objectives have been met throughout the year. Mars believes that performance expectations need to be understood and involve contribution from employees to allow for a greater degree of input and commitment. The objectives set by employees at Mars are closely monitored by the line manager to make sure that they appropriately stretch the individual and offer personal development as well as meeting the needs of the role. The objectives set by the employee and line manager are prioritised according to importance and how urgently they need to be addressed. Prioritising objectives in this manor allows the employees to manage their time more effectively through addressing the most important objectives first. In addition to this, Mars also uses the SMART system for describing individual targets and objectives. Before a target can be set by the employee, the line manager must make sure that the target is Specific, Measurable, Appropriate, Relevant and Timed. Ensuring that the target meets these criteria means that the objectives are meaningful and reliably assessed. Regular brief meetings are set between employee and manager, as objectives are met, to discuss progress and decide on whether new objectives need to be added or whether some objectives need to be removed. Problem areas are highlighted and discussed, and ongoing coaching is given by managers to help guide employees by giving constructive feedback. 360 degree appraisals are used at Mars to allow for a more fair and stringent method of performance assessment. Performance is monitored and assessed by a variety of people in contact with the individual, including, line managers, peers, clients, suppliers. Obtaining appraisals from a variety of sources allows for a fuller picture to be built up of the performance and capabilities of the individual in many different areas of their work. The outcome of appraisal systems at Mars is directly linked to the salary and promotions. For example, if employees are rated during their appraisal as exceeds expectations, they will receive a 4% pay raise the following year. Employees rated as below expectations can be placed on a Performance Improvement Programme which means that their performance is closely monitored throughout the year and they are provided with mentoring to improve problem areas. Although it appears that Mars has a very stringent approach to performance appraisals, it is important to understand how Mars uses this information after it has been obtained and whether line managers have received the correct training to make sure they are collecting information fairly. Effectiveness of the appraisal system at Mars and potential improvements. The appraisal system at Mars is very effective in obtaining reliable and useful information regarding employee performance. One way in which Mars maintains the effectiveness of its appraisal system is through making sure that line managers are properly trained to conduct appraisals. Managers are required to attend a yearly training session supported by human resources where they informed about the most effective ways of monitoring process and supporting their employees through development. Training is also provided on how to record appraisal information efficiently and how to conduct 360 degree appraisals. Despite the stringent approach to performance appraisals at Mars, appraisal have been criticised for being too subjective (Torrington, Hall and Taylor, 2005). Sometimes appraisals can be unreliable through prejudice when the appraisers judgement is distorted because they dont like the appraisee. Also appraisals can be unreliable when the appraisers have insufficient knowledge of the appraisee. This is particularly the case when appraisers carry out appraisals due to their position in the company hierarchy rather than their knowledge of the appraisee. In addition to this, appraisals can cause a lot of anxiety and stress for all involved. Research about appraising performance has found that the appraisal itself was often accompanied by long periods of sickness absence due to stress (Grint, 1993). This is a potential problem at Mars because appraisals are directly linked to employee pay and promotion which may create a lot of stress for individual employee. Effectiveness of appraisals at Mars can be improved further making sure that all involved in the 360 degree appraisal understand what the system is for and the importance of accuracy. Research suggests that questions will be answered more accurately when participants understand the true purpose of the appraisal (Grint, 1993). In addition to this, plenty of feedback should be given to those involved in appraisals as research also suggests that feedback allows for the system to be better accepted and reduces anxiety (Grint, 1993). In summary, Mars has a very stringent approach to performance appraisals. They believe that it is important to obtain a full picture of the individual, from many different sources and allow the individual to play an active role in shaping their own objective and target setting. Despite this, improvements can be made to make sure that stress is kept to a minimum and proper training is provided to make sure that appraisals are not biased in anyway. Assignment Conclusion To be successful in a fast changing global economy, organisations must invest more time and resources into the acquisition and development of high calibre employees. HRM has a vital role to play in this strategy through performance management, recruitment and change management. In the example of Mars, HRM is continually facilitating an environment where employees can improve their skills and competencies through professional development programmes and performance appraisal. Although Mars has well developed HRM policies, to remain competitive, they must continue to invest time and resources into HRM to continue to obtain the right employees, with the right skills at the right time.

The New Beetle Case Study Essay -- essays research papers

1.) What made the â€Å"Drivers Wanted† campaign so successful? What did the campaign try to motivate the consumer to do? What measures prove that the campaign was successful? What did it do to the consumer’s perception of the brand? Looking back, Volkswagen’s decision to switch advertising agencies—from DDB Needham to Arnold Communications (AC)—was a critical step in the company’s comeback bid. After all, AC was the one who came up with the â€Å"Drivers Wanted† campaign. As stated in the case study, after AC won the Volkswagen account, they did some in-depth research on consumer and dealer perceptions of Volkswagen. They discovered that—Volkswagen consumers are younger, slightly more affluent, and more educated than the average car purchaser; Volkswagen owners are creative/confident/adventurous individuals who enjoy a more active role in driving; and Volkswagen was perceived as its namesake, the â€Å"people’s car.† Other important information was also taken into consideration, including—the rational benefit of Volkswagen was that it was the only brand that offered German engineering at an affordable price. The emotional benefit of Volkswagen was that it represented a different way of driving (more connected to the road) and living (more connected to the world). With this information, AC began to craft an ad campaign that played to these strengths (consumer influences). The â€Å"Drivers Wanted† campaign was success ful because its message—which was based on AC’s in-depth research—clearly ta...

Response to Shooting an Elephant Essay

George Orwell, one of the most famous English authors, was born Eric Arthur Blair in Motihari, India, in 1903. His father was a colonial official for the British and his mother’s family also had colonial ties. In 1922, Orwell worked as a British imperial policeman in Burma for five years but he finally returned to England again because he recognized the injustices of the British imperial rule in Burma and could not suffer the guilt of oppressing the Burmese anymore. Later, Orwell spent the next twenty years as a writer; the essay â€Å"Shooting an Elephant,† set in the Burma of the 1920s and written in 1936, is one of his most famous works. In the early twentieth century, Burma was still a colony of Britain but anti-imperialism protests and social movements developed very fast, causing â€Å"great tension between Burmese, Indians and English, between civilians and police† (Meyers 56). Orwell’s essay â€Å"Shooting an Elephant† is based on this historical tension. In this essay, Orwell depicts an older narrator recounting his imperial policeman’s experience of killing an escaped elephant that destroyed a market and killed an Indian man in Burma. Throughout the story, Orwell chooses language carefully to develop his narration so as to help the readers explore a young imperial officer’s emotional struggle. First, Orwell begins his story with frequent use of carefully-chosen diction to indicate the young policeman’s hatred and also sympathy toward the Burmese. When he describes he was always â€Å"an obvious target† to those Burmese who hated the British Empire, he writes: When a nimble Burman tripped me up on the football field and the referee (another Burman) looked the other way, then the crowd yelled with hideous laughter. This happened more than once. In the end the sneering yellow faces of young men that met me everywhere, the insults hooted after me when I was at a safe distance, got badly on my nerves. (Orwell 94) Using the strong emotional words â€Å"hideous,† â€Å"sneering yellow faces,† and â€Å"hooted† indicates the young officer’s disgust toward those Burmese. But in the following paragraph his emotions are suddenly described in a more complex way; the narrator says, â€Å"All this was perplexing and upsetting† (Orwell 94), which is opposite to the anger and bitterness that are suggested by the diction used before. By using these two words, Orwell changes the young policeman’s emotional voice to the older narrator’s more intellectual voice to suggests a more complex feeling about what the young imperial policeman experienced because of his job. In the next sentence, Orwell uses a series of strong phrases to describe what the young police officer observes in his â€Å"dirty work†: â€Å"The wretched prisoners huddling in the stinking cages of lock-ups, the grey, cowed faces of the long-term convicts, the scarred buttocks of the men who had been flogged with bamboos—all these oppressed me with an intolerable sense of guilt† (Orwell 91). From this specific and graphic description of the prison, readers can perceive the young officer’s sympathy and guilt toward the suffering Burmese. It makes them realize that the young imperial officer is not totally inhumane. In short, Orwell uses careful diction to create the first emotional struggle of the young officer within his policing duties under imperialism. In the essay, Orwell also uses repetition to show the young narrator’s complex emotions. For example, after the young officer sees the destruction caused by the elephant and finally finds his target on the paddy field, he mentions more than three times that he is not willing to shoot the elephant. When he sees the crowd following him, he reports, â€Å"I had no intention of shooting the elephant—I had merely sent for the rifle to defend myself if necessary†(Orwell 94). After he sees the elephant, he comments, â€Å"I knew with perfect certainty that I ought not to shoot him† (Orwell 94). Then, he starts saying that the elephant was â€Å"a huge and costly piece of machinery† (Orwell 95) and the elephant seemed harmless right now. The young officer continues claiming,â€Å"I did not in the least want to shoot him† (Orwell 95). These all shows the young man’s sympathy toward the elephant, but more importantly Orwell builds up a tension here by using three different versions of repetition to show how the young officer was wavering in his position. For the first quote, â€Å"no intention† somehow indicates the young narrator’s thinking: he seems to be saying, â€Å"I have no purpose to do that and I am not going to do it. † But then in the second quote, he says â€Å"ought not to† instead of â€Å"no intension of,† which contains much more certainty of not killing the elephant. It shows that the young officer knew he should not shoot the elephant, but he certainly felt a lot of pressure and his mind was not as firm as in the last statement. In the third statement, the young officer’s tone is obviously weaker than the last two; â€Å"I did not in the least want†¦Ã¢â‚¬  this tone sounds just like a prisoner talking about how he does not want to commit a murder, finishes it saying â€Å"I didn’t want to kill that person. † The young officer’s mind was wavering and he was taking a step forward toward killing the elephant everytime he introduces his different expressions of unwilling to kill the elephant. Orwell uses this repetition not only to show the young officer’s internal conflict, but also to imply, as a possible result, that the young officer will change his mind from not shooting the elephant to actually doing that. However, under the crowd’s pressure and his position as an imperial officer, the young police officer has to kill the elephant in order to maintain his master figure. Orwell uses the change from the first person to the third person to comment on the young man’s revelation. When the young man sees that the Burmese watch him excitedly, he suddenly feels that he should shoot the elephant after all. And it is because â€Å"their two thousand wills [were] pressing me forward, irresistibly†¦[that] I perceived in this moment that when the white man turns tyrant it is his own freedom that he destroys. He becomes a sort of hollow, posing dummy, the conventionalized figure of a sahib† (Orwell 95). The narration shifts from the first person â€Å"I† to the third person â€Å"he,† indicating not only Orwell’s comment upon this decision of the young person, but also Orwell’s main argument in the essay: as a imperial officer, a person needs to betray his own good nature in order to maintain his superiority toward the colonized. Then, Orwell uses strong terms again to replay the emergency and tension that the young officer encountered earlier: A white man mustn’t be frightened in front of ‘natives’; and so, in general, he isn’t frightened. The sole thought in my mind was that if anything went wrong those two thousand Burmans would see me pursued, caught, trampled on and reduced to a grinning corpse like the Indian up the hill. And if that happened it was quite probable that some of them would laugh. That would never do. (Orwell 96) Here, words like â€Å"sole thought,† â€Å"trampled,† â€Å"reduced to a grinning corpse† are used to emphasize the young man’s anxiety in shooting the elephant, for he does not want to lose face in front of the natives. This is the remaining emotion occupying his mind at that time; even though he still has sympathy toward the elephant, as a imperial officer, he will kill the elephant to protect his â€Å"conventionalized figure of a sahib. † By way of these specific word choices, Orwell describes vividly how the young imperial officer’s pride finally defeats his good nature so that he can maintain his superior figure. Finally, Orwell ends the story using the young officer’s naive voice as opposed to the older narrator’s voice mentioned before to make his narration more believable: â€Å"I was very glad that the coolie [which is the Indian killed by the elephant] had been killed†¦it gave me a sufficient pretext for shooting the elephant† (Orwell 99). Readers may feel sympathetic that the young man does not feel guilty but happy that he is not responsible for killing the elephant and saving his face or â€Å"avoiding looking a fool† in front of the natives. They may feel pity that the young man is likely to learn nothing from this incident and even to feel lucky that someone’s death can free him of responsibility for killing the elephant. But this naive voice can increase the old narrator’s credibility because readers can feel his sincerity; he is willing to admit that his younger self really felt a bit lucky that he was out of punishment because of the elephant killing an Indian man at that time. It convinces the reader to believe what the narrator argues at last: as an imperial officer, he has to do what the natives expect of him in order to conform to his â€Å"conventionalized figure of the sahib†(Orwell 95), which is â€Å"to avoid looking a fool†(Orwell 99) in front of the natives. Overall, in this essay, Orwell uses effective language to make his narration of the story more impressive and thoughtful, and to explore an imperial officer’s struggle between his good nature and his imperial role.

An Overview of Early Childhood Education

An Overview of Early Childhood Education Early Childhood Education is a term that refers to educational programs and strategies geared toward children from birth to the age of eight. This time period is widely considered the most vulnerable and crucial stage of a persons life. Early childhood education often focuses on guiding children to learn through play. The term commonly  refers to preschool or infant/child care programs. Early Childhood Education Philosophies Learning through play is a common teaching philosophy for young children. Jean Piaget developed the PILES theme to meet the physical, intellectual, language, emotional and social needs of children. Piagets constructivist theory emphasizes hands-on educational experiences, giving children the chance to explore and manipulate objects. Children in preschool learn both academic and social-based lessons. They prepare for school by learning letters, numbers, and how to write. They also learn sharing, cooperation, taking turns, and operating within a structured environment. Scaffolding in Early Childhood Education The  scaffolding method of teaching  is to offer more structure and support when a child is learning a new concept. The child may be taught something new by employing things they already know how to do. As in a scaffold that supports a building project, these supports can then be removed as the child learns the skill. This method is meant to build confidence while learning. Early Childhood Education Careers Careers in early childhood and education include: Preschool Teacher: These teachers work with children ages three to five who are not yet in kindergarten. The educational requirements vary by state. Some require only a high school diploma and a certification, while others require a four-year degree.Kindergarten Teacher: This position may be with a public or private school and may require a degree and certification, depending on the state.Teacher for First, Second, and Third Grades: These elementary school positions are considered to be part of early childhood education. They teach a full range basic academic subjects to a class rather than specializing. A bachelors degree is required and a certification may be needed, depending on the state.Teacher Assistant or Paraeducator: The assistant works in the classroom under the direction of the lead teacher. Often they work with one or more students at a time. This position often does not require a degree.Childcare Worker: Nannies, babysitters, and workers at childcare centers usually perf orm basic duties such as feeding and bathing in addition to play and activities that may be mentally stimulating. An associates degree in early childhood development or a credential may result in a higher salary. Childcare Center Administrator: The director of a childcare facility may be required by a state to have a bachelors degree in Early Childhood Education or a certification in Child Development. This position trains and supervises the staff as well as performing the administrative duties of the facility.Special Education Teacher: This position often requires additional certification beyond that for a teacher. The special education teacher would work with children who have special needs, including mental, physical, and emotional challenges.

Globization is bad essays

Globization is bad essays Globalization; for better or for worse. Capitalism is a way of life based on the ability to exploit the lower classes and rule by force. Exploiting others is nothing new for man as class inequalities can be dated back to recorded human history. Capitalism first took off on a global level in the fifteenth century, during the mercantilist period of European history. The mercantilists enforced uneven trade relations and manipulated foreign countries like Africa and India into adopting, and spreading the capitalist system. The major problem with this system that governs our lives today is that the further capitalism evolves, the further the gap between the rich and poor becomes. The three richest people in the world have assets that exceed the combined gross domestic product of the 48 least developed countries. (C. Petroni, 1998) Due to the fact that the eight most flourishing countries economically have united in pushing the system of globalization; much like the mercantilists did, called the G8 organisation, shows that reform is upon us. To no surprise, five of these countries are European, as they still have the power that was established five hundred years ago. Because European elites are those that were responsible for creating capitalism, protests follow the G8 conferences as some people firmly believe this is the next step towards the highest stage of capitalism, and its self destruction. Mass production also intensifies the alienation of labour because it encourages specialisation and it makes people view the workers not as individuals but as machines to do work. It is this attitude that incites the uprisings of the lower classes against the higher classes, namely, the nobility. (G. Johnson, 1999) Of course globalization would do some good, depending on your situation. The impact of globalisation has improved global communication throughout the world, with inventions like the internet, and ...

Reflections of a Student Nurse Essay Example | Topics and Well Written Essays - 1000 words

Reflections of a Student Nurse - Essay Example Taking a Service User Out for an Activity Description: I was given the task to take a service user out to attend piano lessons. This individual had a Learning disability (LD). According to Rennie 2009, p.3, â€Å"in the U.K. the term ‘learning disability’ is used to mean mental retardation or intellectual disability.† Feelings I was nervous initially because I did not know the exact location of where the Piano lessons were held. I was relying heavily on the service user to direct me. In addition, I wondered whether the service user would be comfortable with me taking the service user out, as this would be the first time the service user would be out alone with me and may not have confidence in me, as I am a student. What was good and bad: In spite of all these feelings, it felt good to be given some responsibility by the staff. It was obvious that they trusted me and had confidence in my abilities to fulfil that carrying out of the task given to me. What wasn†™t so good was that although I know the service users better now, in comparison to when I first started, I did not know them in the same way as the staff did, and did not know their preferences, which could affect the way I support them (Bender, 2008). What sense can I make/conclusion Thinking about this later on, I do now realise that this may be because of me not having complete faith in the service user ability to guide me and I felt as though I was the responsible one, out of the two (Bender, 2008). It should be the support worker leading the service user, and not the other way around. Now that I have talked to my Mentor, I realise that historically people with learning disabilities (PWLD) were looked down on by society (Sudbury, 2010) and were devalued and seen to be incapable because of their disabilities (Sudbury, 2010). I now know that as Government policy on PWLD has developed (Department of Health, 2001) and societal understanding has increased about PWLD, attitudes towa rds PWLD have significantly changed for the better (Walmsley, 2008) and PWLD are recognised as individuals with their own skills and abilities (Thomas & Woods, 2003). Action plan In the event a service user was to lead me to an activity, I would not keep questioning them about where it is, unless they tell me that they are unsure and at that point I would be prepared with directions or a map to look at. Body Mass Index (BMI) Measurement Description I had to measure each service user’s weight in order to work out their BMI and document it in the care plan. I approached a service user whilst the service user was at on the dining table and asked if it was possible for the service user to stand on the weighing scales, making it clear that I would appreciate an honest answer. Feelings When I first told the service user to be honest, I did not feel much or give it much thought, considering it a routine action on my part, but after taking the weight and speaking with my mentor, I fe el different now. My mentor asked me to put myself in the shoes of the service user. This role reversal made me realize that I would feel disempowered and incapable of taking care of myself. Moreover, as a 20 year old student nurse,

Toys R US Case Study Example | Topics and Well Written Essays - 750 words

Toys R US - Case Study Example The customers were also satisfied with these every day low price concept. In this way they created a monopoly. Maintaining a healthy  relationship with suppliers is one of the key successes. They get informed by the suppliers about the latest trends and their merchandise accordingly. Hence, the strong rapport with the suppliers helped Toys R Us to maintain a competitive edge over the competitors. Previously the customers were really agitated about the weak customer service they maintained. But later they increased the manpower during the peak hours and helped the customers so that they don’t face any problem during their visit to the store. If they face any problem they can either consult with the employees or return to the help desk for further query. The employees were also dressed in funny attire like red hat so that they can be easily identified. The concept of store within a store is also an important concept which means there is a dedicated store for the company within the parent store. Just for the convenience of customers Toys R Us specially developed these concepts. By this implementation they attract the brand conscious person. The person who desires to buy a particular product can directly visit to that mini store and ultimately saves a lot of time. Here from the case we have seen that that the boy’s action figures are placed right beside the building sets and the baby dolls are placed beside the glittering nail polish which shows a hint of parity within the huge array of products. The Stock Keeping Unit which the company maintained was huge. Thus the company became a favorite of the customers because they can get anything and everything of their desire under one roof. Hence there was a faster growth of the company which in turn helps to increase the market share. The company’s entry into the Japanese market helped to increase its capital by