The Evil Genius in Descartes Meditations and its Role in Philosophy

Discussion Descartes meditation on First Philosophy starts with a radical doubt program where he questioned every uncertain belief. This element of doubt was further enhanced when Descartes contemplated possibility of being under control of an evil genius. This doubt endeavored to deceive Descartes maximally.Advertising We will write a custom essay sample on The Evil Genius in Descartes’ Meditations and its Role in Philosophy specifically for you for only $16.05 $11/page Learn More Descartes meditation on First Philosophy proposed thought experiments to facilitate his methodic doubt. In one of the experiments, Descartes posited that if there was an evil genius, then he could have made what was a lie look obviously true. If there was an evil genius, even most plausible beliefs could be in default. At that point of inquiry, Descartes could not prove the existence of such a powerful and malevolent creature. Descartes assumed the worst and worked from there. This strategy was extraordinary. In conducting practical affairs, Descartes attempted to channel his doubts in a fabric of beliefs that remained more or less fixed. However, the myth of malevolent genius deprived him of normal procedure (Descartes 50). The myth of evil genius demanded too much. Descartes thought experiment recommended universal doubt of all previous opinions and principles. It also recommended universal doubts of faculties whose veracity must assure a chain of reasoning deduced from some original principle which cannot be deceitful. The design of the myth on the evil genius indicates something about the extent and limits of our knowledge. Meditations on First Philosophy were written against the background of extravagant and conflicting claims about the nature of the world. The skeptical strategies Descartes employed were meant to deescalate the debate and to bring the discussion back to foundations (Descartes 50) Descartes Methodogical doubt and its Role in Philosophy The doubt strategy Descartes exhibited in the First Meditation was not an ordinary spontaneous doubt people experience in everyday life, nor was it an argument for global skepticism (Cottingham 12).Descartes methodical doubt was a thought experiment, which he used to clear his mind of preconceived ideas and determine foundations for his new philosophy. Descartes attempted to doubt everything he ever thought was true by attacking the sources of knowledge, such as; the senses, the mind and our imagination.Advertising Looking for essay on philosophy? Let's see if we can help you! Get your first paper with 15% OFF Learn More In view of these three sources of knowledge, Descartes provides three reasons for doubting: one, the possibility that we are deceived by our senses leads him to conclude that we can never trust anything we learn through senses; two, the possibility that we now dream led him to conclude that we can never trust the content of our consciousness ; and three, the most hyperbolic doubt at the end of the First Meditation was the introduction of Malicious evil that deceives us about existence of the world (Cottingham 15) Conclusion In sum, Descartes did not blame God, whom he considered supremely good and the source of truth. Rather, he blamed some malicious evil of utmost power and cunning which used all energies to deceive him. He thought that the air, earth, colors, shapes, sounds and all external things were mere delusions of dreams which he had devised to ensnare judgment. This hypothesis implies an all encompassing doubt for it denies people trust on their senses, content of their consciousness and their ability to reason. The malicious evil causes all these illusions without any connection to a world outside our minds. In order for Descartes to lay the skeptical hypotheses to rest and find a foundation for certain knowledge, he needs to overcome malicious evil (Cottingham 13). Works Cited Cottingham, J. Renes Descartes M editation on First Philosophy. Cambridge: Cambridge University Press, 1996. Descartes, R. Discourse on method and the Meditations. Harmondswort: Penguin Books, 1968. This essay on The Evil Genius in Descartes’ Meditations and its Role in Philosophy was written and submitted by user Ian U. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Determinants of International Staff and Recruitment Strategies

Determinants of International Staff and Recruitment Strategies Free Online Research Papers The change in focus from a domestic to a global business perspective has a profound impact on the corporate human resources management activities (Dowling et al., 1999). The effective management of an organization’s human resources is vital for the successful implementation of international strategies in multinational companies (Keating, M. Thompson, K., 2004). Therefore it’s important to understand the determinants of international staff recruitment and selection strategy. This essay aims to evaluate the different strategies and its effects on the firm. It also considers the nature of industry, internationalization and culture within an organization. Staffing in the international setting is about who is going to run the diverse geographically detached companies (Sparrow et al., 1994). Recruiting overseas business is imperative because several MNEs have difficulty in collecting international management team mixing information of local market circumstances with local and organizational ability. Different alternatives for global assignees exist, including parent-country nationals (PCNs), host-country nationals (HCNs), third-country nationals (TCNs), mixed and ad hoc. (Shen, J., 2006). IHRM is responsible by an organization’s wide approach equally to international growth / strategy and to strategic HRM. One of the most helpful typologies that enlighten the main alternatives existing in international management is based on Perlmutter’s (1969) early work on ethnocentric, polycentric, geocentric and regiocentric managerial perspectives and behaviors (Doherty, L., Klenert, A, Manfredi, S, 2007). The first approach is the ethnocentric approach. This approach is characterized by a centralised organisation, where all practices and decisions are established in headquarters and no localisation of practices is allowed (Vidal, Ma E.S., Valle, R.S., Aragon, MA I. B., 2007). It is founded on the profession of a key position by employees from headquarters (i.e. expatriates or parent country nationals PCN). It is contemplated that subsidiaries can be administered more inventively by expatriates. This is because expatriates are more educated of the companys goals and objectives, strategies and know how in contrast to local managers. This method is used when increasing internationally and when there is need of good communication, cooperation and control of activities. Subsequently, PCNs are allocated to top management positions who execute strategic decisions from headquarters. Hence, the choice of expatriates will depend on the technical knowledge required or the sort of international e xpansion a company is preparing. This approach offers the parent company with more control which is crucial when expanding to a new country. Therefore, expatriates are seen as more capable than host country nationals. At the recruitment process the MNC must decide whether it is going to be external or internal, the implication of technical credentials is vital in regards to other selection aspects. It is noted that MNCs rely on internal recruitment for abroad management posts and these jobs are apt to senior management task. (Scullion, H., 1994). Research has shown that MNCs depend upon technological skills and a good career at home when deciding job offers (Anderson, 2005). Unfortunately, this approach has its down side. For example, HCN are restricted in career pathway as they will seldom attain senior management jobs. In addition, they have thin control over actions which may root discontent and dissatisfaction leading to employee’s turnover and decline in output. The pay inequality is another drawback, since PCN accrue higher salaries than HCNs. Expatriates who perform badly in their overseas assignments cost MNE’s billions of dollars, harm company standing, disrupt relationships with local nationals and habitually exact a cost on expatriates’ psychological welfare. Furthermore, IHRM should be able to evaluate cross-cultural proficiency and the general efficiency of organizational constituents participating in abroad ventures (Fisher, G. B., Hartel, C. E. J., 2003). The second approach is known as polycentric. It relies on HCN’s for being employed to administer subsidiaries in their own country, while positions at headquarters are sustained by PCNs. In this circumstance, each subsidiary is supposed as separate national unit with a level of independence in decision-making and is mainly used when applying a multinational approach. This approach frequently results from immense exterior pressures such as laws in diverse countries requiring local management contribution. Work pattern may have to be determined locally. The host country may be a key client and so manipulate the way of doing business (Harris., P .R., Moran, R. T., 1996).., Moran, R.T., (1996) Polycentric approach has certain positive outcomes. By hiring HCNs, language obstacles are conquered, there is ideal information of the industry, legal and political configuration and culture. Also there is no setback in the alteration process, when dispensed to new posts in contrast to expatriates. By using HCN’s labour turnover reduces and productivity enhances. Additionally, HCN managers get lower remuneration and benefit packages which have substantial result in reduction of administration costs. But, this approach has some disadvantages. This can be explained as latent crisis in communication and control between the headquarters and the subsidiary. This is accredited to difference in language, clashes of interest and cultural differences. As a result, there is an inconsistency in the strategic management process and the quest for general objectives as every subsidiary will operate as a separate business unit. Another drawback is the conflicting career selections that PCNs and HCNs face (Deresky, H., 2000). Though, expatriates occupy prominent positions at the headquarters but they are constrained from an international career which would give them added knowledge on how things work abroad. Similarly, HCNs cannot occupy positions at headquarters or anywhere abroad, thus, restricting their career development. The next recruitment approach is geocentric, in which there is no inequity among PCNs, HCNs and third country nationals (TCN). MNE’s following this kind of orientation identify that each component of the organization makes distinctive contribution with its own exceptional competence (Tarique, I., Schuler, R., Gong, Yaping., 2006).This implies that employment decisions are exclusively made on who is most appropriate for the job. This approach mirrors a more global vision towards international expansion. That is, candidates are selected either within or outside the organization and the selection guidelines are based on their abilities and not nationality. The idea that only PCNs occupy headquarter positions is not valid in this case since HCNs and TCNs can be found in different positions. The position of the parent company is more of organising and coordinating sort of management than strategic decisions of such companies are General Motors and Xerox. Even though geocentrism m ight be measured as perfect in international dealing nowadays one conception that many researchers have is that â€Å"there is no such thing as a global manager† (Ivinger, L., Lindvetter, L, 2005). An important benefit is that the use of international employees produces a workforce that is multi-diverse and multicultural which is necessary in todays competitive and diverse environment. Thus, performance between headquarters and subsidiaries are more integrated and consequently more effective and efficient. The employees of the corporation are very proficient, willing and skilled and all of these characteristics can be passed on to future candidates via knowledge management. This is important for the progress of the companys global activities. To employ TCNs in managing subsidiaries can be extremely helpful as language and cultural barrier are not a concern. In addition, TCNs get low remuneration which makes it cost effective for companies to employ them (Hill, C. W. L., 2001). However, there are limits to this approach. For instance, there is substantial training and transfer costs to be taken into consideration. In addition, there are certain host governments who have executed severe legal and trade regulations to avert the competitive entry of expatriates in support of the country’s home nationals. Another topic that companies do not anticipate is the exploitation of PCNs, HCNs and TCNs in diverse background. With regards to the regiocentric approach, staffing choices are based on geographic region. Contrasting the geocentric approach, regiocentric recruitment is constrained to selecting or relocating around applicants within a certain region (i.e. for a job in Egypt, staff can be selected from Africa only). Managers are educated within a region for key appointments and prolong to be employed within that region (Barber, N., Pittaway, L., 2000). Managers have more autonomy in investment and decision-making actions but they can never accomplish progression to a position in headquarters. This approach supports the promotion of communication of HCNs and TCNs with PCNs which are allotted at the regional headquarter. This is achieved through relocation of staff. Since the majority of staff is HCNs it benefits them in terms of future careers while keeping local agencies contented. One frequent problem is that regions can turn into discrete islands and thus become disconnected from the organisation’s business objectives and mission. Further limitations can be the restriction to advance past the national level, in view of the fact that employees are restricted to a regional level thus creating an increased job entry hurdle (Holt, D. H., 1998). It is evident that organisations can use a range of solutions in their international employee recruitment drive. This attempt relies on numerous issues such as the dimension of the company, how successful it has been in an international context, what strategy it follows or the commitment of its staff. The most comprehensive and effective method to support a global strategy is the geocentric method. If management policies in MNC expand to assimilation, there is a ‘country of origin effect’- whereby most MNCs start activities in a region and have a single headquarters. When an MNC comes into a new country, it may bring its own unique organisational culture or international HRM policies or adopt local employment laws. Many writers may stress that local or ‘host country’ effect is more compelling than the ‘country of origin’ effect with regards to HRM practices. Management style is a variant of organisational culture and can be subjected to issues if taken from country of origin and applied elsewhere (Judge, T. A and Ferris, G. R., 1992). The industry market and type of business, organisational culture and structure (centralisation, formalisation, standardisation and specialization with respect to company size) will all have an effect (Lucas et al., 2006).â€Å"Both the multinational and international models have the potential to cause problems in current increasingly complex international market developments.† (Bures and Vloeberghs, 2001) Hence it is essential that each company develops objectives that integrate its uniqueness and potential issues that international recruitment can get. The organisation should demonstrate ethical work practices in their code of conduct so that each staff member realises the extent or consequence of their behaviour. When an organization’s at phase of internationalization a need for control is necessary. High level of control is required when a firm is at the initial internationalization stage; this is achieved by using an ethnocentric approach. As the firm grows, it requires managing international manufacturing and marketing actions, thus shifts IHRM activities to the geocentric approach. This theory has a restriction in regards to the sort of industry engaged. (Shen, J., 2006) Logger et al. (1995) argued that a service company is weaker as compared to manufacturing, since it has not undergone through preliminary stage of exporting which permits contact to few of the natural complexity undertaken in offshore company projects. This leads to depend profoundly on expatriates. Conversely, in service sectors, such as the banking and insurance industries, Boyacigiller (1990) argued that HCNs may provide important links to the local business community and thus play a key strategic role in gaining new business for the branch. In conclusion, recruitment and selection require an HR model that complements the culture and regulatory business setting. It is important to react to the various and growing demands of the international employment market. The demand of every industry has an impact on all sectors of the organisation. Concluding, we can say that companies in the future should consider the HSBC axiom, that is, â€Å"act global, think local.† References Anderson B. (2005). ‘Expatriate Selection: Good Management or Good Luck?’ International Journal of Human Resource Management, Vol. 16, 4, 567-83. Barber N., Pittaway, L., (2000). Expatriate recruitment in South East Asia: dilemma or opportunity. International Journal of Contemporary Hospitality Management, Vol. 12, 6, 352- 359. Boyacigiller, N. (1990). The Role of Expatriates in the Management of Interdependence, Complexity, and Risk in Multinational Corporations. Journal of International Business Studies, Vol. 21, 3, 357-81. Bures, A. L., Vloeberghs, D., (Summer-Fall 2001) Cross Cultural Patterns of International and Human Resource Management Issue. McShane, S. L., Von Glinow, M., (2004). Organizational Behaviour: Emerging Realities For The Workplace. New York: The McGraw-Hill Companies Schermerhorn. Deresky, H., (2000). International Management: Managing Across Borders and Cultures. New Jersey: Prentice Hall. Doherty, L., Klenert, A, Manfredi, S. (2007). Expanding into Asia: The human resource challenge. Tourism and Hospitality Research, Vol. 7, 2, 109–121. Dowling, P. J., Welch. D. E. and Schuler, R., (1999). International Dimensions of Human Resource Management. Cincinnati: South-Western College Publishing. Fisher, G. B., Hartel, C. E. J., (2003). Cross-Cultural Effectiveness of Western Expatriate-Thai Client Interactions: Lessons Learned for IHRM Research and Theory. Cross Cultural Management, Vol.10, 4. 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Laws 310 Wk 5 Simulation Assignment Example | Topics and Well Written Essays - 500 words

Laws 310 Wk 5 Simulation - Assignment Example This might have been for various reasons that will be seen in this paper. As a juror, it would be my duty and responsibility to provide sufficient evidence showing whether the accused might be guilty or not. This is in relation and consideration to the evidence provided. To find out if the suit against the defendant is liable, his position at the workplace would have to be clarified. During the time of the plaintiff’s arrival at the organization, the defendant, Clarence was in charge of operations and staff members. He checked the members’ operations and daily dealings. He guided the team members on the right way to carry out the firm’s operations. He also had the ability to assign team members various tasks in the workplace. This is sufficient evidence to suggest that Clarence, as an employee in the firm, was acting under a supervisory role as per the firm’s instructions. The fact that he could assign tasks depending on how he felt was a clear misuse of power. To prove that Clarence’s behaviour constituted sexual harassment is not up for debate. Miss Darcy clearly had a hard time working for a group of individuals who made her life miserable. It is difficult enough to wake up every day to go to work. This is especially if the field that is dominated by men. It becomes even harder if the place one works does not recognise her for her input, rather; wants her for all the sexual fantasies that her male counterparts have. This is brought out in Miss Darcy’s statement about Clarence forcing himself on her a number of times. Also, assault can be added to the charges. Assault can come in the form of words. In this case, Clarence ascertained that whatever he wanted from her, he would get. No amount of pushing away or saying no could get him to stop. When she reports the matter to a superior, all she gets is a laugh about Clarence’s suggestive character. She, therefore, has no option, but to go

Human-Resource Management Interview Assignment Example | Topics and Well Written Essays - 1500 words - 2

Human-Resource Management Interview - Assignment Example   Rao (2009) defines a group as a team of members who influence one another towards the accomplishment of organizational objectives. A group comprises of a smaller number of people equipped with complementary skills and committed to the common purpose, performance goals, and the approaches that they hold themselves mutually accountable (Chiarini, 2012). Groups are highly effective in the marketing department, just as they are in other departments of organizations. The first step in understanding the functionality of groups in human-resource management requires interviewing a person who holds a leadership position in an organization, especially in the marketing department. The Interviewee The name of the person interviewed is Harrison. Harrison is an overall marketing manager of the leading banking organization in Europe. Harrison holds a Master of Business Administration from Harvard University. The company hired Harrison in the year 2003; he has ten years experience in the company , but fifteen years in the marketing department.  Ã‚  Harrison’s Experience with Utilizing Groups Harrison has used groups two times during his time as a marketing manager. Harrison was first involved in developing a marketing group, where he headed the formation process. The stages of team development that Harrison oversaw included forming, storming, norming and performing. Forming involved orienting and acquainting with the team members, which was characterized by uncertainties and stress (Chiarini, 2012). The primary role of Harrison in this stage was to recognize that team members were struggling to adjust to their new functions and the environment. Harrison had to remain tolerant of lengthy interactions probing team specifics, facilitating role clarity and emphasizing the need for customer focus. The stage of storming involved encouraging open discussion, developing interpersonal competence and urging group members to arrive at agreements that will help the group to ac hieve its objectives. Norming was another critical stage where Harrison was involved in encouraging the group towards developing team norms and values, and the process of determining unacceptable behaviors that are significant for the future productivity of the organization (Rao, 2009). The last stage of group development was performed, which involved recognizing the accomplishments of the group and the desired behavior of the team to ensure sustainability and continuance of the team for an unforeseeable future. The second time that Harrison involved himself with groups was when hired to evaluate group performance.  Ã‚  

Human Resources Development - Kindred Todd and the Ethics of OD Essay

Human Resources Development - Kindred Todd and the Ethics of OD - Essay Example The fundamental differences in the two individuals have significantly contributed to tribulation of the firm. The first kind of dilemma between the two is based on the needs; it has become clear that the two have different need that cannot be harmonized. Values, goals, abilities, and skills between the two individuals also bear significant difference (Cummings and Worley, 65). It is also difficult to address the difference that exists and come up with a rational resolution. Attempts to come up with such will only results into conflicts and ambiguity. Interestingly both the client and the practitioners are not clear and knowledgeable about what their responsibilities should be. Hypothetical solution are not necessary in this case, it takes a careful diagnosis of the problems to come up with a lasting solution to the problem. In situations with competing interest, it will be appreciated that coming u with a solution is difficult. Nonetheless, in this case, I will have to identify the source of the problem that contributes to the states of dilemma individually and give them specific attention. The two individuals need to reconcile so that they do not manifest any difference in what they do and partake on. This can be done through ensuring that the roles, needs and the skills of the toe individuals do not overlap and that they are independent of one another. There has to be a complete separation of the two in relation to all possible avenues of overlap. If this is done, it will be possible that the two individuals will have to operate with degrees of independency and freedom. Most of the problems realized in the institution are occasioned by unclear determination of the relation between the client and the practitioner. This strategy I am sure will have clarity in the system and avoid unnecessary pushing an d shoving between the two personalities.

Human Resources as an important asset for companies

Human Resources as an important asset for companies The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment and selection, as a part of effective Human Resource Management is the key to achieving a competitive advantage for an organization. Nowadays, one of the most important concerns for all the business is that of people. The emphasis is on having the right people in the right place at the right time (Lanz, 1988). Seeking new employees is an essential element for each employer, not only in organisations where particular emphasis is placed on the companys human resources policy. Each employer wants to hire the most appropriate candidate for the job who not only has the right qualifications but whose personality will blend in well with the companys structure. The choice of the right people to form a team in organization is one of the most important factors leading to its success. Hence, to achieve this, a company has to pay a huge attention on the recruitment and selection process. Effective recruitment and selection procedures are vital in attracting and retaining high quality staff so every company should take them deeply into consideration. Moreover, human errors are much more expensive in comparison to such assets as land and capital, and often result in serious irreversible consequences. Here I need to add what are the goals of this dissertation I thinkà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.and what Ive included in a first chapter, secondà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ RECRUITMENT AND SELECTION Definitions of recruitment and selection Conducting business activities and competition between companies in developing international markets show, that Human Resource Management is the source of permanent competitiveness in contemporary business. This domain is not a single, simplified function, but a group of plans, systems, tools, processes and services. Each of these elements provides huge possibilities for profit, provided that one can use effective solutions in exploiting them. As the field of Human Resource Management has strongly changed in recent years, organizations were obligated to become more dynamics and complex. John Storey (2001, p.6) says that It is human capability and commitment, which in the find analysis distinguish successful organization from the rest. This sentence is essential to understand the fundamental tensions and ambiguities associated with Human Resource Management. People are non-material assets of a company and due to their importance have a strategic function. For that reason, recruitment and selection process should be permanent implicated and developed in company structures. According to Pilbeam Corbridge (2006) recruitment and selection process is based on action between applicant and job, which is dependent on stating a need by an organization, using the most appropriate recruitment and selection techniques and on reviewing, evaluating and modifying the recruitment and selection system in the light of experience. Bratton Gold (2003) defined recruitment like a process of generating a pool of capable people to apply for employment to an organization. Furthermore recruitment is a process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, developing their interest in an organization and encouraging them to apply for jobs within it (Mondy Noe, 1993; Crawford, 2004). During this process, efforts are made to inform the applicants fully about the selection criteria of the required competencies that will lead to effective performance, as well as career opportunities the organization can provide the employee. Whether or not a particular job vacancy will be filled by someone from within, or outside, the organization depends on the organizations human resource policies, the requirements of the job to be filled, the talent to be found and, often, the organizational politics surrounding the decision (Nankervis et al., 2002). Beardwell (1994, p.192) als o indicates that the process of recruitment has two important purposes. Firstly, recruitment should focus on both attraction and retention of the interest of applicants suitable for a given job. Secondly, it should create a positive image of the organization in the eyes of people who come in contact with it. Newell and Shackleton (2000, p.113) define recruitment as the process of attracting people who might make a contribution to the particular organization. The importance of the recruitment function is clear when one realizes that by hiring the most competent applicants the firms performance can be significantly enhanced. In the course of this stage, it is the employer who must encourage the best candidates to apply for a position in the company. Selection is the process of selecting candidates who have relevant qualifications to fill jobs in a company (Mathis, R., 1991, p. 209). For the employer it is a stage during which decisions are made on who is the most appropriate of all the job applicants. The key point of selection is how to make fair and relevant assessment, which indicates strengths and weaknesses of applicant (Boxall P., Purcell J., 2003, p.141). Conversely, the quotation by Townley (1999, p.97) defines the notion of selection in that (à ¢Ã¢â€š ¬Ã‚ ¦) by definition, it involves a process of discrimination, and the opportunity for managers to emphasize employee acceptability or the good bloke syndrome, rather than suitability residing in task-based criteria. It is a much diversified process: it may be short and simply boil down to reviewing and closely reading job application documents, and hiring a person. Or it may be a longer process also including a job interview and other techniques aimed at finding the best people. Pilbeam Cordbridge (2006) assert that good recruitment and selection is important element of the HR strategy, its forecasting requirements and a key to getting the appropriate people to attain a business goals. Moreover, recruitment and selection is a necessary element of people resourcing strategy, due to communicated policies, procedures and practices can considerably play a part in effective organizational performance, (à ¢Ã¢â€š ¬Ã‚ ¦) to good employee relations and to a positive public image (Pilbeam Corbridge, 2002). Both the activities are directed towards obtaining suitably qualified employees. Recruitment activities lay the groundwork for the selection process by providing the pool of applicants from whom the selectors may choose. Although, the two activities are closely connected, each requires a separate range of skills and expertise, and may in practice be fulfilled by different staff members. Recruitment and selection are the most important activities in an ongoing cir cle (shown in Fig.1.1) of an organisation as a whole. Figure 1. Recruitment and selection in an organization (Pilbeam Corbridge 2006, p.143) Inappropriate selection and recruitment decisions can have a range of undesirable consequences for the organization and the recruit, including: reduced organizational effectiveness, invalidate reward and development strategies, unfair for the person applying for job and higher rates of turnover. Recruitment and selection are one of the most fundamental elements of the strategy of human resources managing. A wise choice of employees plays a key role in the functioning of an organization. Framework: Recruitment Selection Recruitment and selection are works of the same system and they are so closely connected, although as Foot Hook (cited in Rayner Smith, 2005 p.121) suggest that each requires a separate range of skills and expertise, and each function may in practice be fulfilled by different staff members, or indeed the recruitment function, but not normally the selection decision, may be outsourced to an agency, so it makes sense to treat each function separately, but Pilbeam Corbridge (2006) note that they are not mutually exclusive functions. Hence is many approaches to recruitment and selection tend, however they distinguish that a system has inputs, which are the candidates, a processing unit, which consists of various methods and techniques and outputs, which are also effective employees or candidates, who go back to the labour market and are or eliminate by the recruiters or choose to exit from the process. As Figure 1.2 shows, the recruitment and selection process and techniques are influ enced by the external factors like legal framework, economic situation, social and demographic changes, competitor activity, labour market characteristics and has some sub-systems to it which are interdependent to each other, changes in one will effects the others and also the quality of output. According to Pilbeam Corbridge (2006) theory the systems approach gives an analytical skeleton and allow diffusion through the selection and recruitment sub systems, which are: attraction, reduction, selection and transition. Whereas Kochan Barocci model (cited in Beardwell, Holden Claydon, 2004) point out that organizations have life cycles, and that recruitment, selection and staffing policies vary according to an organizations perceived stage in the cycle. While Goold and Campbell conclude that human resource strategies depend on management profile, whether is it strategic planning, financial control or strategic control (ibid.). Furthermore Anderson and Shackleton (1998, p.15) notice that recruitment and selection as a system is (à ¢Ã¢â€š ¬Ã‚ ¦) comprised of a series of inter-related components. Important observation about the maxim of chronological dependency, says that it can only be as accurate as decision made in early stage to pre-screen down number of applicants. They emphasize that assessment techniques should predict and also affect on the future performance of employee. It is important here, to say that Human Resource Planning (HRP) is connection between strategic business planning and strategic Human Resource Management. This connection is the most visible in the recruitment and selection of specific numbers of employees with particular abilities, which match to companys requirements. This view made by Paul Iles (2001, p.139) shows why employees, as the most valuable assets in company, should be align to strategic business plan. Nowadays is a lot of variations in recruitment and selection practices, reflecting an organizations strategy and philosophy towards the management of people. That is why many organizations developed frameworks, which allowed them approve a variety of selection and recruitment techniques in order to identify and confess the right people (Bratton, J. Gold, J., 2003, p. 223). Figure 2. The System Approach to recruitment and selection (Pilbeam Corbridge, 2002), p. 115. Process of recruitment and selection Recruiting is an extremely complicated process consisting of many phases. Before recruiting, the company needs to proceed with planning phase. Each organization thus must consider a number of important steps in the planning phase. Firstly it should forecast human resource needs, than specifies job requirements as well as identifies and uses appropriate recruitment channels (Beaumont, P., 1994, p. 57). When planning to recruit one should also include: discussions with clients to predict future hiring needs; maintenance of a contacts network (candidates, employees, competitors); development and maintenance of a strong employee referral program; investment in recruiter training and development; cooperation with management to ensure adequate budget (American Management Association International, Aug 2006, p.10). The command to start the recruitment process comes from senior managers and should be based on a review of the situation to determine that recruitment actually exists. It means, that it should be made recognition of the needs for new human resource. To minimize the risk of wasted money, job analysis should be well done. For the first, job description should be written very carefully. A job description makes it possible for the recruiter to outline what duties, responsibilities and the reason behind the vacancy i.e. expansion, member of staff retires, and the position within th e structure of the organization (Beardwell, I., 1994, p. 195). The first step in the development of a job description is to establish the purpose and general objectives of the post, and then to analyse the requirements of the job. This process is called job analysis, and is particularly important in circumstances where you are preparing a job description for a new or significantly changed post. Job analysis helps to clarify the duties, responsibilities and other job demands. It also helps to identify the skills, abilities and experiences that someone would need to possess to be able to perform satisfactorily in the role (UCD Staff Manual, August 2005, p. II). The process of writing a job description can be very time consuming, especially if company dont provide any system for job analysis. This involves other co-worker from department in context to collect essential information about business nature and actual duties. To accurately recruit candidates, the second part of job analysis personnel specification is required (Beardwell J., 1994, p.195). Person specification is amongst one of the important factor of recruitment and selection that comes after the job analysis and job description as it relates to the person doing the job. Job analysis is the first stage of the whole recruitment and selection process and everything else is built upon it. It aims at finding out what is involved in the job that is now vacant. The effects of a mistake at this point are likely ricochet throughout all subsequent stages whereas job description involves the task and the scope of the job. The person specification profile is the people characteristics required to do the job effectively. The fact that an employer draws up a person specification demonstrates an attempt to introduce some objectivity into what can otherwise be very subjective process. Rather than relying on personal judgements about the knowledge, skills and qualities the successful candidate should possess, the emp loyer with a person specification is following much more methodical and reasoned process. The person specification can be included with the information sent to the candidates to give them more detail about the requirements. It is a good practice to design and send to candidates a form showing each requirement and how it will get assessed (Foot Hook, 2005). Two well-established systems of person specification frameworks discussed by Beardwell and Claydon (2004, p. 205) are (Roger, 1952) seven-point plan and (Munro Fraser, 1954) similar five point plan, illustrated in Table.1.1 and 1.2. It is important to be as precise as possible about the skills, knowledge, qualifications and attributes that are required for the job and about the experience and personal characteristics that are needed. It is good practice to specify what is essential or the minimum required to perform the job, as well as what is desirable. It is also necessary to think about the context of the job and the wider org anisational requirements to specify any elements of person-organisation fit that are important. Munro Fraser (1954) Impact on others: physical make up, appearance, speech, and manner Acquired qualifications: education, vocational training, work experience Innate abilities: quickness of comprehension and aptitude for learning Motivation: individual goals, consistency and determination in following them up, success rate Adjustment: emotional stability, ability to stand up to stress and ability to get on with people Table 1. Person specification framework (ACAS cited in Beardwell Claydon, 2004). Rodger (1952) Physical make-up: health, appearance, bearing and speech Attainments: education, qualification, experience General Intelligence: Intellectual capacity Special Aptitudes mechanical, manual dexterity, facility in use of words and figures Disposition: acceptability, influence over others, steadiness, dependability, self-reliance Circumstances: any special demand of the job, such as ability to work unsocial hours, travel abroad Table 2. Person specification framework (ACAS cited in Beardwell Claydon, 2004). When the process of job analysis has been completed and clearly identified, the next step in recruitment process is to attract quantity of suitable applicants with desired features. Company should consider some factors, like companys budget, level of vacancy, time and selection technique in order to choose the right way in recruitment process. Larger companies generally have a larger budget and are more able to find the best candidates for the job. Effective use of recruitment tools depends on the available budget. This due to the fact that recruiting is expensive and the more selection techniques used the higher the cost to the company, but in doing this the company has a better chance of finding the best candidate. The cost of recruitment and selection is not the only cost the company has to include in its calculation searching new candidates. The other costs the organization should take into consideration are costs of training selected candidates to undertake contributing role to the organization as well as the costs of recruiting and selecting the à ¢Ã¢â€š ¬Ã… ¾wrong person (Cornelius, N., 1999, p. 29). Every company should adapt recruitment and selection costs to its policy, capabilities and vacancy and on this basis consider if to recruit internally or externally. Furthermore the level of vacancy is another one of the factors a company should consider before choosing a specific method of recruitment and selection. The decision making process is stipulated by individual needs of a company. In order to start the process of recruitment a company should have free vacancies. In fact, managers should decide if a free capacity either proves to be a job opportunity for a potential employee or whether there is an alternative option to resolve the situation. Hence, recruitment and selection processes should not be taken, when there is another opportunity, like reassigning the task to other employees or automated task, so than human resource are no longer required. We need to notice, that the higher level of vacancy provides more sophisticated methods of recruitment (Newell, S., Shackleton V. 2001, p. 25). Another concerning question a company should frankly answer is what kind of selection technique they need to apply, i.e. the one which may facilitate effective employment. A company should frankly answer the question concerning the kind of selection technique they may need to apply, i.e. the one which may facilitate effective employment. Bratton (2003, p.227) notes that appropriate selection technique should recognize the way in which people differ and must be extended to a prediction of performance in the workplace. The twenty-first century organization of work has lost a variety of available methods which give credibility to techniques that attempt to measure peoples attitudes and overall personality. The literature on the subject of organization differentiates between many selection techniques. The basic methods like application form or curriculum vitae are rudimentary to employment interviews. This phase of recruitment process is called pre-screening candidates, which will help t o reduce the numbers of unsuitable candidates and to apply more detailed methods of assessment. After pre-screening is time for candidate assessment. An extensive range of assessment methods is currently available to the recruiter like : biodata, assessment centre, work sample, references are very useful and reliable. Nevertheless the use of interviews is still the most popular selection method in the world. Branine (2008) founds interviews to be the main part of the selection process and that there had been awareness of the danger of subjectivity in the conduct of interviews. To avoid such danger, Gabb (1997, p. 64) argued that companies often prefer an interview panel of two or sequential interviews with different people. A recent comparative study of six countries found that the interview was one of the most popular selection methods. Despite, interviews being reported very often to be subjective and unreliable. It seems that the face-to-face contact with the applicant and the po ssibility of assessing the candidates social and communication skills are the main advantages of the interview, and hence the main reason for using it. While the trio of application form, interview and references is still popular, there have been further developments in incorporating those with the use of assessment centers which has been reported to be in the increase (Branine, M., 2008). Assessment centers are described by Pilbeam Corbridge (2006, p. 157) as useful in penetrating behaviors relating to interpersonal relationships, leadership, influencing ability, sociability, competitiveness, self-motivation, tolerance, persuasiveness, and decisiveness. Assessment centers have become popular venues for the selection of candidates, the identification of their potentials and the assessment of their training and development needs. The number of multinational companies from the USA has increased, more and more large companies are using a variety of tests ranging from ability to aptitude, personality and intelligence, especially those companies who receive a large number of applications and those needing more skilled employees. But as Marchington Wilkinson (cited in Beardwell, I., Holden, L. Claydon, T., 2004) quote none of the techniques, irrespective of how well they are designed and administered, is capable of producing perfect selection decisions that predict with c ertainty who is or who is not bound to be a good performer in a particular role. Figure 1.3 shows the accuracy of selection methods. According to Beardwell et al. (2004) the enlargement in using assessment centers and selection testing like a more accurate methods, can help to improve the effectiveness of the selection process. Though, assessment centers are believed to be the most influential selection method in organizations, but still the higher percentage of the firms considering interviews to be the most important selection method. However, doubts about accuracy push employers to approve the interview formats or supplement the interview with the other selection methods such as tests or work simulation (Beardwell et al., 2004). Data about accuracy of various types of selection techniques covers large differences within each technique. It needs to be considered in that point reliability and validity, but the detailed aspects of these two key criteria, which are already mentioned, are going to be explained in the following part of this dissertation. Table1.3 The predictive accuracy of selection methods Source: Anderson and Shackleton cited in Beardwell et al. (2004, p. 216)) Selection methods concept of validity reliability Reliability and validity, as statistical concepts, are very important for selection methods. Reliability is a link to the extent to which a selection technique achieves consistency in measuring. The statistical analysis normally provides a coefficient reliability. In summary of results, the higher will be coefficient (that is, the closer it is to 1.0) the more dependable the technique (Bratton J., 2003, p.235). Figure 3 shows the validity, estimated by meta analyses, of many selection methods. Good selection methods must meet four basic requirements: practicality, sensitivity, reliability and validity (Price, A., 2000, pp. 148-149). Practicality of the selection method means that it should meet the constraints of cost and time, whereas sensitivity focuses on distinguishing one candidate from another. Reliability of the method can be considered in three aspects: test-retest reliability the duration should not have an impact on the score when doing the same tests; inter-rater reliability the same scores should be given by different interviewers; internal consistency different questions measuring the same competence should give comparable results. Equally, validity has also three aspects: face validity tests are more acceptable when candidates find relevant questions; construct validity and predictive validity how well the suitability of candidates for the position is predicted (Price A., 2000, p. 149). It is possible to make a credible selection decision when the requir ed criteria are clearly marked out. If the criteria are not made clear it will be difficult to make an appropriate decision and will also be difficult to validate the selection process (Torrington, D., 2005, p.142). According to the study of Levy-Leboyer mentioned in the Cornelius book (1999, p. 39), the validity of many selection methods is debatable and that is why they should be used with care. As the high validity the following selection methods are thought: work sample, aptitude test, assessment centre and cognitive test. Medium validity has bio data, and the low validity: references, interviews, personality tests, whereas graphology and astrology do not have any validity (Cornelius N., 1999, pp. 39-40). Moreover validity studies carried out by Taylor (1998) and referred to by Armstrong (2006) found conventional interview methods to be questionable and suggested that alternative selection methods such as biographical data, assessment centres and work tests are more accurate methods of selection. While many studies in recent years have raised concern about selection and validity, the most widely used methods remain the classic trio application form, interview, and references (Taylor 2001). Early research showed that unstructured interview did not have high validity, so as to improve its validity interview should be more structured. It means that all applicants are asked the same questions and the same dimensions are used to assess applicants. Structured interviews should potentially increase the quality of decisions made (Newell, S., 2001, p. 33). However, according to Heffcutt Arthur (1994, pp. 184-190) improving the structure of interview does not increase validity. The question remains therefore, that if these methods are among the least valid, why are they still so popular? Armstrong (2006) suggests it is the comfort factor and that recognition needs to be given to the fact that both interviewers and interviewees like them and have grown to expect them. This is also known as mentioned before face validity. He also suggests that most interviewers / organisations may not be aware of what the research suggests. When compared with other selection methods, the classic trio is relatively low-cost and provides the opportunity to have a face to face meeting. In examining selection methods, Armstrong (2006) further suggests that too much innovation in selection methods may turn prospective candidates off. While some organisations may see this as a form of de-selection, the danger is that potentially high calibre and not just the less suitable candidates may be turned off by lengthier and more drawn out selection processes; even if they are more valid. However, Cornelius argues that using different methods of selection can increase the certainty of selecting the right applicant in a fair way (1999, p. 40) Figure 3 is based on Schmidt and Hunters (1998) review and shows the validity, estimated by meta analyses, of many selection methods. Source: Schmidt, F. L., Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research .Findings. Psychological Bulletin, 124, 262-274.

Can Siebel Stop Its Slide Essay -- Recession, Case Study, solution

In the fall of 2001, business software pioneer Thomas M. Siebel was giddy as he looked ahead. Sure, the recession was hurting. But he claimed his company, Siebel Systems Inc. -- the leader in software for managing sales forces and customer-service departments -- would be more resilient than its competitors. ``Everybody is going to be naked,'' Siebel said with relish. ``We're going to find out who are the dilettantes. We're going to find out who are the scumbags, and who are the sleazeballs. Everybody is going to be exposed for who they are. It's going to be a remarkable time.'' Two months later, he confidently predicted that the high-tech downturn was about to end. He could be certain, he said, because of the forecasting capabilities in his own software. Well, both Tom Siebel and his software get failing grades for prognostication. The tech industry is still mired in slow growth, and Siebel Systems, software's highest flier in the go-go '90s, has tumbled farther than its ``dilettante '' rivals. Revenues last year tumbled 22%, to $1.6 billion, compared with a drop of only 2% for the overall corporate-applications-software industry. In the first quarter, Siebel's revenues dropped 30%, to $333 million. Siebel's stock price, at $8.50, is off a staggering 94% from its peak in 2000 of $119. It wasn't just the economy that hobbled Siebel Systems. A 2001 product upgrade was so difficult to install that customers were reluctant to buy it. The company's reputation suffered from bad publicity about its customer-satisfaction record. And it lost ground to corporate-applications leader SAP. In 2002, Siebel Systems' share of the customer-management market it helped pioneer slipped from 29% to 23%, according to Gartner Dataquest. No. 2 SAP gained ... ...ness-software maker Siebel Systems has seen revenues slide 44% over the past two years. Here's a look at why, and at its prospects going forward. COMPLEXITY INCOMPATIBILITY PROBLEM Customers complain Its applications don't work Siebel's software is easily with rival software complex and hard to that handles financials and install. Major projects human resources. can take a year to com- plete. FIX A team of 60 consultants New integration technologies helps customers plan improve things, but rivals that projects, but something make full suites of products must still be done to have an advantage. simplify the products. TARNISHED REPUTATION PROBLEM It has been accused of overstating customer satisfaction and was slammed by the SEC for a financial disclosure violation. FIX It hasn't adequately addressed customer satisfaction issues and is stingy with financial information.

Economics School-Based Assessment Essay

Introduction LIME, an acronym for ‘Landline, Internet, Mobile, Entertainment’, is owned by the British based Cable & Wireless Communications. The company formed from the integrated businesses of Cable & Wireless in the Caribbean which adopted the LIME name on 3rd of November 2008. With people spending a lot of time accomplishing tasks and doing researches, the internet has becomevery important to individuals nowadays. Without the internet some individuals think that they cannot survive because of how it is used to provide a variety of information and communication facilities in order to get the work done quickly and/or enjoy one’s self with family and friends. People are becoming very lazy and find it difficult to open a book to find information, so instead they use the internet to gather the information quickly. Businesses also use the internet to do market researches and many other activities. The internet has basically any and every thing. More than 50% of homes in Jamaica has internet and for those that cannot afford the internet, the Government has provided facilities to them. With people wanting to send or receive emails, use search engine to gather information, looking for hobby or interest on the web.I have decided to do an investigationof the Internet Service industry within Jamaica with reference specifically to LIME . Acknowledgement I would like to thank everyone who would have contributed to the completion of this School-Based Assessment. First of all I would like to thank God firstly for the opportunity to do such a project and also for the wisdom, strength and understanding to complete this assignment. Other people who I would like to thank are: My Economics teacher for her constant advices and willingness to help. All those who answered the questionnaires distributed. My family for helping and supporting me during the execution of this project. Objectives of research The aims of this investigation are: 1. To establish the type of relationship there is between price and quantity demanded for internet service at LIME. 2. To examine of the principal factors affecting the demand of LIME and Flow 3. To examine the price elasticity of demand of internet service at LIME and Flow 4. To determine whose internet service can mainly be found in form 5 of the St. Martins secondary school. 5. To briefly examinethe market structure for internet service in Jamaica. 6. To briefly examine the market conditions affecting the supply of internet service at LIME and Flow in Jamaica. Methodology:The SBA was conducted in my community. Primary Sources: 1. Questionnaire: Twenty questionnaires were shared out to students in form 5 of the St. Martin’s secondary school. 2. Interview:The managers of LIME and Karib Cable were interviewed to obtain information such as how they attract customers to their business. Secondary Sources: 1. Textbooks: Economics textbooks were used to have a clear understanding of the Laws of Demand and Supply. 2. Internet: The websites listed in the bibliography were used to further clarify economic concepts to enhance the school-based assessment. 20 questionnaires were given to the students of form 5 in the Community of. Two interviews were conducted with the managers of LIME and Flow outlets inOchi rios. The internet service industry in Jamaica is one of an Oligopoly market structure. Thus, there are only a few large firms, Homogeneous or differentiated products, imperfect knowledge of the market, they are price makers with price rigidity and also have many buyers. As such, there are little competition levels which ideally lead to the producers satisfaction and welfare. After the data were collected from the questionnaire, I discovered that all the participants were between the ages of 16-17. The study as shown that LIME’s internet service was the most  demanded internet service in Guys hill. Question 1 )10 of the students who were given questionnaires had access to the internet at their homes. This may due to the addiction to social networking or the need of having the internet to gather information. Since the internet is the quickest way of gathering information and communicating with others the demand for internet would be high. Question 2: In question (2) 60% of the students said that they have LIME’s internet service while 40% have Flow internet service. The fact that more students preferred LIME’s internet service shows that some method of attracting customers that Flow is lacking. Based on the supply information gained from the interviews, these methods include the sponsoring of events and other methods. Effective use of these methods can increase the demand for internet, lower production cost, will result in a decrease cost price and lead to an extension of demand, all of which increases a firm’s profits. Question 3: The question â€Å"Who pays for the internet you have access to† was asked in question 3. Majority (80%) of the students said that they parents pays for the internet while the other 20% said that their grandparents pays for the internet. This shows that even students may have the desire and the willingness to pay for the internet service; they are not backed by t he ability to pay for it. Question 4: All (20) of the students said that the person who pays for the internet at their home currently has a job. This shows that persons who have jobs are the ones who have ability to pay for internet service at their homes. Question 5: In relation to question 5 responses, 16 of the persons who pay for the internet are full-time employees while the other 4 are part-time. The 16 full-time employees who might be eligible for benefitshave LIME’s internet service and this might be so maybe because of personal preference and wanting top quality service. Question 6: 16 students said that the person who pays for their internet occupational classification is white collar while the other 4 said its blue collar.The 4 blue collar workers internet service provider is Flow, which shows that people who receive less income prefers Karib Cables internet service maybe because of the price of the service. Question 7: In relation to question 8, 18 of the students use the internet mostly for social networking while the other 2 uses it for information. Sites like facebook  and twitter are social networking sites that enable users to communicate with each other by posting information, comments, messages, images, ect and these sites have become the most popular website on the internet. So therefore students may have a deep desire to have internet service to use these sites. Question 8: According to question 7 90% of the students use the internet on a daily basis. Based on the questionnaire this is due to addiction to social networking by these students. The other 10% uses it weekly and this is due to the need of gathering information. Question 9: In question 9 the question was asked â€Å"What is the main factor of choosing your internet service provider?† Many factors affect the demand for a specific internet service such as preference, price of the internet and advertisement. 60% of the students said that it’s because of preference while the other 40% said that it’s because of price of the internet service. This may be so because people may have a greater liking for a certain internet service because of its reliability. No onewants to be experiencing difficulties with the internet while surfing. Question 10: 8 persons said that they pay a price range of $800-$1000 while12 persons said that they pay from $1300-$1500 According to the information on the questionnaires the 12 persons who pays at the price range of $1300-$1500 internet service provider is Lime, which shows that flows rates are a little cheaper than LIME’s rates. Question 11: All of the students internet speed is 1 megabyte per sec. Although LIME and flow provides 4mbps, which is a lot faster than 1mbps shows that people only have the ability to pay for 1mbps a month. Question 12: According to question 12, 60% of these students don’t experience any problems at times, while the other 40% experiences problems. The 60% of students who don’t experience any problems internet service provider is LIME. This means that even though LIME’s rates are a little more expensive, they provide better service than Flow and that is why LIME attracts more customers to their services. The fact that LIME’s internet service is more expensive may due to the cost of production. Question 13: 6 of the students who experience problems said that they experience slow internet at times, while the other 2 students said that at times they don’t have internet at times. Question 14: In relation to question 14 these problems were experienced daily by 25% of these student, 25% weekly and 50% of the students who experience problems experiences monthly. Question 15: The question â€Å"If the price for your internet was $1000 a month for 1MBPS (Mega Bytes per Second), you would purchase â€Å"20% of the students said that they would purchase 2mbps at $1500 per month. This shows that persons have the desire and willingness to purchase 2mbps but they don’t have the ability to do so. Question 16: 50 % of the students showed willingness to purchase 2mbps at $1500 per month. As price increases from $1500 to $2000 for 2mbps, the quantity demanded decreased thus, the law of demand stands (as prices increase, demand decreases). The P.E.D was calculated as -0.15, indicating price inelasticity. As the price increases from $1500to $2000, demand also decreases and the Law of demand is also obeyed. The P.E.D. in this case was -0.3, thus indicating in another price inelasticity. Findings 1. There is a negative relationship between the prices of internet service and the quantity demanded. This simply means as price increases, quantity demanded decreases and as price decreases, the quantity demanded increases. 2. The principal factor affecting for internet service is one’s preference. 3. Internet service is price inelastic, therefore the quantity demanded is unresponsive to changes in price. 4. The existence of foreign firms (LIME) in the local economy can create good competition and result in higher consumer satisfaction. Recommendations Both LIME and Flow can endeavor into improving in the following areas if they haven’t already done so in order to boost sales and have a better competitive stance: Flow should use suggestion boxes to get feedback from customers about problems they face. Increase advertising to make the customers to have a greater liking for their internet service since preference is the factor affecting demand. The government should open up the market for internet service further. This would add to competition. Competition would lower prices and also keep money in the country since LIME is owned by the British base money is most likely exported out of the country. Sponsor more events that are taken place in the country. Sell 2MBPS at cheaper rates since more people are demanding 2MBPS. Conclusion In this investigation between LIME and Flow, I have come to realize the major role that economics plays in the operation of a business. It was deduced that LIME is a better internet service provider than Flow since bigger consumer market and their customers experience no problems. Bibliography Book: Websites: http://www.time4lime.com/vc/internet.jsp http://www.Flow.com

Juvenile Offenders essays

Juvenile Offenders essays Juvenile facilities across the nation are filled with youthful offenders. Juvenile offenders are often violent, angry, and unable to resolve conflict in any other manner. This can lead to not only pain and suffering for the victims of these offenders but also for the offender and his or her family. While the news continues to pump information to the public about juvenile offenders, experts and program directors continues to scramble for ways to resolve the issue. Many juvenile offenders who are released at the age of 21, find themselves unequipped to deal with conflict and eventually their reactions to conflict lead them right back into the system, this time as adults in prisons. The effort to rehabilitate youthful offenders must begin with basic conflict resolution training. If the juvenile learns how to address and resolve conflict he or she stands a better chance at leading a productive and fruitful life once released, which benefits society as a "The National Center for Juvenile Justice recently completed a study documenting changes in state laws targeting juvenile violence. The U.S. Department of Justice, Office of Juvenile Justice and Delinquency Prevention, released the center's eight-month study in a report entitled "State Responses to Serious, Violent Juvenile Crime(Violent, 1996)." The study details the problem of juvenile violence and the impact that it "Just as the cost of college is cheaper than the cost of prison, money spent early on preventing crime is an effective, humane way to avoid spending more money on courts and jail cells later on - not to mention preventing the waste of lives. Treating youthful offenders properly is good; keeping them from becoming offenders is far better(Crime, 1995)." Using a pre-developed program geared to teaching juveniles how to handle conflicts at school and at home is an important goal to any rehab ...

Child labor Essays - Childrens Rights, Childhood, Human Trafficking

Child labor Essays - Childrens Rights, Childhood, Human Trafficking Child labor is a worldwide issue but particularly in developing countries. I have chosen this topic due to my interest on childrens rights. I have found it very cruel to force little children to work while childhood is a critical time for healthy human development. What is child labor? Child labour is defined as employment of children in an early age 5-17, under hazardous conditions. Not all works are defined as child labor and only it can be called Child labor when the conditions under which it is performed and the time that it takes is not suitable for child depending on their age or ability. Statistics have shown that currently Eritrea, Somalia are the top the latest list for countries where child labour is most prevalent. Throughout the research that UNICEF has done there is an estimation of 150 million children aged 5-14 in developing countries were involved in child labour in 2011. Of these children, the international labour organisation (ILO) estimates that 60% work in agriculture. Key point one: There are many forms of child labour worldwide and the main reason for its occurrence is poverty. Children are to pay off debts incurred by parents and grandparents or in many instances children are orphans and have no place to go. Therefore nowadays there are many children who are employed by child traffickers in different areas such as agricultural labor, mining, manufacturing, domestic service, types of construction, scavenging and begging on the streets. Most child laborers do not receive protection and when they get ill or injured not only their regular wage but also their cost of treatment is not received. In fact child traffickers violate childrens right by employing them with unfair wages and in some cases just providing them food. In this case childrens lack of knowledge let child traffickers to continue their crime. Key point two: impacts The impacts of Child labor is vast. As we all know the fact that all of our development such as physical, cognitive (thought/learning) and behavioral happens during our childhood therefore it is a critical time for us. In this age children need should be taken into consideration more than any other time in order for them to have a healthy and safe development. Unfortunately Child Laborers miss out on this opportunity. Many of these children work under hazardous conditions and these hazards and risks affects adults and for sure more strongly children. These risks cause last-longing injuries and lack of physical development essentially on brain development while working in a place surrounding with poisonous gases like manufactories. These children may also suffer from mental pain from working and living in an environment where they are harassed or experience violence and abuse. In addition, child labor affect childs future as their chance of education is denied and later on as adults t hey have little chance of obtaining a decent job and escaping the cycle of poverty. United nation has said that "All of the worst forms of child labor must be eradicated. Child labor not only violates human rights but also the natural foundation of a serious threat to the future social and economic development. Trade, competition and economic efficiency should not be an excuse for the violence. "(The declaration of employment and decent work / Board of Directors of the United Nations. Geneva 2007) I strongly agree with this quote. I believe that communities across the world should take this issue into earnest consideration so that the steps taken towards child labour would bring an end to this issue which has been recognised as a social problem. I feel the best way to abolish child labour is to abolish poverty as long as it is the main cause of this issue. The other way to alleviate child labour is to have stronger government intervention. Bibliography: Child Labor and Child Abuse in Developing Countries 2011, Unite For Sight, 1 February, accessed 23 June 2015, uniteforsight.org/gender-power/module4>. Erin, S 2010, Why does child labour happen?, Globalization and Child Labour, 1 November, accessed 25 June 2015, http://globalizationandchildlabour.blogspot.com.au/2010/11/why-does-child-labour-happen_30.html>.

The closing of the Muslim mind Essay Example | Topics and Well Written Essays - 1250 words - 2

The closing of the Muslim mind - Essay Example (b) What are the political, economic and cultural consequences of the closing of the Muslim mind? (c) Is the emergence and strength of the Al Qaeda associated with the closing of the Muslim mind? (d) Is there a way out of this dysfunctional culture for the ordinary Muslim? The closing of the Muslim mind as put forward by Reilly represents the rejection of reason by Muslims, in favour of an irrational and strict adherence to the tenets of Islam and the Quran, irrespective of whether they conform tot he demands of human reason or not. Reilly traces the roots of the present dysfunctional Islamic culture back to a great intellectual battle that took place between two groups of Muslims – the Mu’tazlites and the Ash’arites, which raged during the 9th century and was settled around the middle of the century. The Mu’tzalites attempted to balance faith and reason in the same manner as Christianity was also seeking to do. They fully accepted the teachings of the Qur an and its authority, but argued that these teachings could be subjected to logic and reason; logical analysis of the works of Allah could prove amenable to the demands of human reason. ... They were so adamant on their viewpoint that they would not allow even the slightest questioning of the Quran, they would accept no less than complete and utter obedience. The Mu’tzalites pointed out that some contradictions existed in the Quran and argued that reason had to be the guiding factor leading believers to the truth. But the Ash’arites shot back that if Allah chose to be contradictory, who were mere mortals to question him? In this great intellectual battle, the Ash’arites were the victors. The presence of the Mu’tzalites and their reasoning held the door open for some dialogue to occur between different faiths, but with the triumph of the Ash’arite view banged the door shut on the Muslim mind, because reason itself was held in contempt by the dominant view, therefore any interfaith dialogue became impossible. It also made the Muslims resistant to a scientific outlook and an analytic approach. Once reason was closed off, all battles becam e subject to winning through power and dominance; any questioning of the Quran was held to be blasphemous and worthy of condemnation. The most disastrous consequence of the closing of the Muslim mind is the death of scientific advances and achievements in the Muslim world. All of the major scientific accomplishments in the Islamic world were achieved prior to the 12th century; after the conclusive victory of the Ash’arites, there has been a notable lack of scientific development and thought among Islamic countries, because the Muslim mind has been closed off to reason, logic and questioning, in favour of blind, unquestioning obedience to the tenets of the Quran. Unlike Western civilization, which embraces reason and progresses through the propagation of reason, Islam embraces irrationality. Any belief or

Using our data set from Unit 1, compose a e-mail to the head of the Research Paper

Using our data set from Unit 1, compose a e-mail to the head of the American Intellectual Union, which includes the following - Research Paper Example Qualitative variables are usually measurable, purely mathematical and descriptive in nature. Because of their manipulation on other parameters, they have a greater bearing on the outcome of the results (Earl, 2009). For the purposes of this study, one of the qualitative variables is gender and it is descriptive. Intrinsic and Age variables are the quantitative variables in the study. On matters gender, the study found that job satisfaction is fairly divided between males and females (as shown by the graph). This means there’s no clear trend that creates an indisputable relationship between job satisfaction and gender. So we also suport the argument that gender in no way influences job satisfaction in an organization. This can be infered from the graph below and from the data whereby despite the skewness was found to be -1.41623 and as such showing that the job satisfaction tends to be skewed towards the men gender, the overall picture shows no relationship between gender and job satisfaction. From the same study, the graphical outlay confirms that job satisfaction varies in a random fashion. Most people receive their job satisfaction from the intrinsic rewards derived confirming the earlier assertion that intrinsic rewards are strong determinants of job satisfaction in any organisation. This can be shown in the graph