Public Health Nursing in Lancaster County, Pennsylvania Assignment - 66

Public Health Nursing in Lancaster County, Pennsylvania - Assignment Example This, therefore, implies that chronic diseases and lack of access to quality treatment and prevention services are the key health concerns, in this county. For instance, the most recent research on community health, in Pennsylvania State, indicated that more than 60 percent of people who participated in this study cited several unmet needs such as access to dental care, oral health education, mental health education and treatment services, access to health care through support and insurance services, and nutrition education and counseling (Elliott, 2012). Delivery of quality health care services to people of Lancaster County is a significant duty of both the community itself and the available private and public health facilities. This paper, therefore, identifies and describes the problems facing public health nursing in Lancaster County, Pennsylvania, and provides appropriate solutions to these problems. Stanhope and Lancaster in their book, â€Å"Public Health Nursing†, provide some community health concepts such as community as a client, population-centered nursing in rural and urban environments and promoting health through communities and cities, and their significance in promoting quality healthcare delivery (Stanhope & Lancaster, 2012). The problems cited by Lancaster people are some of the significant health service needs, which are primarily community-based needs. Improving health care delivery, in this county, requires more health care attention than what is currently being implemented by the public health in Pennsylvania. Lancaster community health is primarily challenged by two factors, which include management of chronic diseases and access to personal health (Elliott, 2012). There are crucial disparities in health status and access by geography and race/ethnicity with central city’s residents while the rural population faces the greatest challenge. Many rur al dwellers are suffering from significant public health problems such as STDs, lead poisoning, and tuberculosis while not getting the attention or  resources required for understanding, preventing and treating these health problems.  

Country Lovers Essay Example for Free

Country Lovers Essay The farm children play together when they are small; but once the white children go away to school they soon dont play together any more, even in the holidays. Although most of the black children get some sort of schooling, they drop every year farther behind the grades passed by the white children; the childish vocabulary, the childs exploration of the adventurous possibilities of dam, koppies, mealie lands and veld—there comes a time when the white children have surpassed these with the vocabulary of boarding-school and the possibilities of interschool sports matches and the kind of adventures seen at the cinema. This usefully coincides with the age of twelve or thirteen; so that by the time early adolescence is reached, the black children are making, along with the bodily changes common to all, an easy transition to adult forms of address, beginning to call their old playmates missus and baasie—little master. The trouble was Paulus Eysendyck did not seem to realize that Thebedi was now simply one of the crowd of farm children down at the kraal, recognizable in his sisters old clothes. The first Christmas holidays after he had gone to boardingschool he brought home for Thebedi a painted box he had made in his wood-work class. He had to give it to her secretly because he had nothing for the other children at the kraal. And she gave him, before he went back to school, a bracelet she had made of thin brass wire and the grey-and-white beans of the castor-oil crop his father cultivated. (When they used to play together, she was the one who had taught Paulus how to make clay oxen for their toy spans.) There was a craze, even in the platteland towns like the one where he was at school, for boys to wear elephant-hair and other bracelets beside their watch-straps; his was admired, friends asked him to get similar ones for them. He said the natives made them on his fathers farm and he would try. When he was fifteen, six feet tall, and tramping round at school dances with the girls from the sister school in the same town; when he had learnt how to tease and flirt and fondle quite intimately these girls who were the daughters of prosperous farmers like his father; when he had even met one who, at a wedding he had attended with his parents on a nearby farm, had let him do with her in a locked storeroom what people did when they made love—when he was as far from his childhood as all this, he still brought home from a shop in town a red plastic belt and gilt hoop ear-rings for the black girl, Thebedi. She told her father the missus had given these to her as a reward for some work she had done—it was true she sometimes was called to help out in the farmhouse. She told the girls in the kraal that she had a sweetheart nobody knew about, far away, away on another farm, and they giggled, and teased, and admired her. There was a boy in the kraal called Njabulo who said he wished he could have bought her a belt and ear-rings. When the farmers son was home for the holidays she wandered far from the kraal and her companions. He went for walks alone. They had not arranged this; it was an urge each followed independently. He knew it was she, from a long way off. She knew that his dog would not bark at her. Down at the dried-up river-bed where five or six years ago the children had caught a leguaan one great day—a creature that combined ideally the size and ferocious aspect of the crocodile with the n an interview published in Women Writers Talk (1989), edited by Olga Kenyan, Nadine Gordimer had this to say about the political evolution of South Africa: [TJhere are some extraordinary black and white people who are prepared to take a Pascalian wager on the fact that there is a way, that there must be a way. It goes be yond polarisation, it cannot happen while the situation is what it is. It can only be after the power structure has changed. But the fact is that if whites want to go on living in South Africa, they have to change. Its not a matter of just letting blacks in— white life is already dead, over. The big question is, given the kind of conditioning weve had for 300 years, is it possible to strike that down and make a common culture with the blacks? Since 1953, when she published her first novel, The Lying Days, Nadine Gordimer has been aligned with the liberal white consciousness of South Africa. She was born in the Transvaal in 1923. Her father was a shopkeeper, her mother a housewife. A childhood illness kept Gordimer out of school until she was 14, by which time she was already an avid reader. By 15 she had published her first short story. It was not until she was somewhat older that she became aware of the South African political situation, and it was not until she was 30 that her first novel was published. Beginning with A World of Strangers (1958), Gordimers novels focus directly on the South African racial situation. The most famous of these works include A Guest of Honor (1970), The Conservationist (1974), Burgers Daughter (1979), Julys People (1981), A Sport of Nature (1987), My Sons Story (1990), None to Accompany Me (1994), and The House Gun (1998). Gordimer has also published 10 volumes of short stories, as well as several volumes o/non/iction. She was awarded the Nobel Prize for literature in 1991. Asked by Olga Kenyan what it means to be a white South African, Gordimer responded as follows: You have to shout that you support change. In my case that you support a complete revolution, if possible a peaceful one. I use revolution in a broad sense, a complete change of the whole political organisation, from grass roots. Its not enough for a white to say Right, Ill be prepared to live under black majority rule, and sit back, waiting for it to come. Yow.also have to work positively, in whatever way you can, as a human being.

Board Busyness: Target, Deviation, and Firm Performance

Board Busyness: Target, Deviation, and Firm Performance Abstract I investigate how firms demand for board services, agency issues, and labor market frictions are associated with board busyness, and reexamine the relation between board busyness and firm performance. My theoretical model predicts the existence of heterogeneous target levels of board busyness, which increase with firms demand for board advisory services and decrease with demand for monitoring services. However, frictions arising from agency issues and director labor market could prevent firms from reaching these target levels. My empirical results suggest that the variation in board busyness explained by firms demand for board services is positively associated with firm performance while the variation predicted by agency issues and labor market frictions is negatively related to firm performance. I also find that firm performance is positively associated with the busyness of audit committee, and negatively with that of nominating committee. Collectively, my results do not support the call for setting one size fit all limits of multiple directorships for all firms. Introduction The composition and effectiveness of the board of directors have been the focus of corporate governance literature for decades. While prior studies primarily focus on monitoring function and board independence, a growing literature investigates the advisory function and other board composition dimensions, such as board busyness, size, and diversity. Due to the increased time commitment needed for directors of public companies in recent years, the overboard concern has gained more attention increasingly. Activists and proxy advisors call for limits on multiple directorships with the belief that overboarded directors can harm firm performance. Firms have been increasingly adopting restrictive policies of multiple directorships. A growing literature has emerged to investigate multiple directorships as well. However, theoretical predictions and empirical findings are still ambiguous as to the impact of multiple directorships on firm performance. Multiple directorships are endogenously determined in the director labor market, in which directors work as the suppliers of board services while the firms play as the consumers (demanders). The director labor market plays an essential role in corporate governance by providing managerial talents with reputational incentives through board seats. It is established in the literature how the supplier side works. Specifically, the labor market recognizes the ability difference of managerial talents through various firm performance metrics and provides different numbers of board seats accordingly. However, our understanding of the consumer (demander) side is relatively limited. The previous literature assumes that firms have homogenous demand. Therefore, it is not clear how firms different preferences for director services and other characteristics play a role when firms provide director positions to the market. My study aims to fill this gap. My primary research question asks how firms preference for advisory services and monitoring services, agency issues, and labor market frictions are associated with the multiple directorships on the firm level. The answer to this question is fundamental to appreciate the relation between multiple directorships and firm performance. I posit that different firms have different target levels of board busyness, which maximize the value added by their boards. However, agency issues and labor market frictions could lead firms to deviate from the target levels. Therefore, the association between the observed levels of board busyness and firm performance depends on the composition of different components of board busyness. To examine this argument, I provide a model in which a firm considers its particular preference for advising services and monitoring services and trades off the different effects of multiple directors on advising quality and monitoring quality in determining the target level of multiple directorships held by its board members. The model shows that there exist heterogeneous and time-varying target levels of multiple directorships, which are positively related to the firms advisory need and negatively with its monitoring need. To empirically test the model, I decompose the level of firms multiple directorships into demand related component, friction related component, and unexplained residual component by regressing multiple directorships on a list of factors driving firms demand for board advisory services, demand for monitoring services, agency issues and labor market frictions. Then I examine the relation between these components and various performance metrics. I find consistent evidence of a positive association between firm performance and the demand related component, and a negative association with the friction related component. My committee level analysis shows that firm performance is positively associated with the multiple directorships of the audit committee, and negatively with the multiple directorships of the nominating committee. Given that audit committees are heavily scrutinized during my sample period, and nominating committees are in charge of nominating directors, this finding could b e related with agency issues and director labor market frictions, which I will investigate further. Hersey Blanchard: Situational Leadership Theory Hersey Blanchard: Situational Leadership Theory Hersey and Blanchard characterized leadership style in terms of the amount of Task Behavior and Relationship Behavior that the leader provides to their followers. They categorized all leadership styles into four behvior types: Telling / Directing is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, when, and where to do the task Selling / Coaching while the leader is still providing the direction, he or she is now using two-way communication and providing the socioemotional support that will allow the individual or group being influenced to buy into the process. Participating / Supporting this is now shared decision making about aspects of how the task is accomplished and the leader is providing less task behaviors while maintaining high relationship behavior. Delegating / Observing the leaders is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress. Golemans Six Emotional Leadership Styles Daniel Goleman, Richard Boyatzis and Annie McKee, in Primal Leadership, describe six styles of leading that have different effects on the emotions of the target followers. These are styles, not types. Any leader can use any style, and a good mix that is customised to the situation is generally the most effective approach. The Visionary Leader The Visionary Leader moves people towards a shared vision, telling them where to go but not how to get there thus motivating them to struggle forwards. They openly share information, hence giving knowledge power to others. They can fail when trying to motivate more experienced experts or peers. This style is best when a new direction is needed. Overall, it has a very strong impact on the climate. The Coaching Leader The Coaching Leader connects wants to organizational goals, holding long conversations that reach beyond the workplace, helping people find strengths and weaknesses and tying these to career aspirations and actions. They are good at delegating challenging assignments, demonstrating faith that demands justification and which leads to high levels of loyalty. It is best used when individuals need to build long-term capabilities. It has a highly positive impact on the climate. The Affiliative Leader The Affiliative Leader creates people connections and thus harmony within the organization. It is a very collaborative style which focuses on emotional needs over work needs. When done badly, it avoids emotionally distressing situations such as negative feedback. Done well, it is often used alongside visionary leadership. It is best used for healing rifts and getting through stressful situations. It has a positive impact on climate. The Democratic Leader The Democratic Leader acts to value inputs and commitment via participation, listening to both the bad and the good news. When done badly, it looks like lots of listening but very little effective action. It is best used to gain buy-in or when simple inputs are needed (when uncertain). It has a positive impact on climate. The Pace-setting Leader The Pace-setting Leader builds challenge and exciting goals for people, expecting excellence and often exemplifying it themselves. They identify poor performers and demand more of them. If necessary, they will roll up their sleeves and rescue the situation themselves. They tend to be low on guidance, expecting people to know what to do. They get short term results but over the long term this style can lead to exhaustion and decline. Done badly, it lacks Emotional Intelligence, especially self-management. A classic problem happens when the star techie gets promoted. It is best used for results from a motivated and competent team. It often has a very negative effect on climate (because it is often poorly done). The Commanding Leader The Commanding Leader soothes fears and gives clear directions by his or her powerful stance, commanding and expecting full compliance (agreement is not needed). They need emotional self-control for success and can seem cold and distant. This approach is best in times of crisis when organization needs unquestioned rapid action and with problem employees who do not respond to other methods. The present autocratic or telling leadership style happens to be the most ineffective one unless a militay base is in action. Follower of this style generally practices low competence, low commitment / unable and unwilling or insecure. Leaders are high task focused and low relationship focused. When the follower cannot do the job and is unwilling or afraid to try, then the leader takes a highly directive role, telling them what to do but without a great deal of concern for the relationship. The leader may also provide a working structure, both for the job and in terms of how the person is controlled. If the leader focused more on the relationship, the follower may become confused about what must be done and what is optional. The leader thus maintains a clear do this position to ensure all required actions are clear. Of these, no single style is considered optimal for all leaders to use all the time. Effective leaders need to be flexible, and must adapt themselves according to the situation. They should prepare a mix strategy to meet the demand of the situation. A clear blend of the above mentioned leadership styles or setting up an opportunity based style may be fruitful in managing a critical situation that Supfit is facing. Task 2: Agreeing appropriate objectives and making effective use of appraisals can improve business performance and help to assess just how well employees are working. Establishing clear, defined objectives helps employees to focus on specific tasks and company goals. A structured appraisal system can help employees feel that their good work is recognised and that they are valued. It can also provide the opportunity to discuss any weaknesses or problems they may have, and to come up with solutions. 1. Benefits of having an appraisals system The purpose of any performance appraisal program is employee development. The value of performance appraisal is in the process of communication between supervisor and employee. Benefits can be defined in broader aspect as under: To increase professional development, skills level, and performance of each employees against defined objectives. Skills and knowledge attained for both personal development and career advancement is the main stream here. It has been described as intensive and collaborative, ideally incorporating an evaluative stage. To strengthen working relationship between supervisor and employee by addressing all problems through a systematic and defined way. Expert Supervisors unique consultation feature gives employees expert advice on how to solve different types of employee behaviour and performance problems. To clarify job duties and responsibilities. The list of activities one is required to perform for any occupation are the job duties and this can be defined and monitored without error is performance appraisal. To establish mutually understood standards for measuring performance and discussing apparent weaknesses. This helps an organization to achieve optimum goal towards the success. To give constructive feedback and to praise staff for their good work that in turn will make them feel valued. A common demand of almost all the employees are to get fair feedback as per their performance and these can be only measured transparently if an effective appraisal system exists. To aid in promotion, retention and salary decisions and define further objectives for the employees. Most of the times employees beer a creeping inside that they are well paid and increments are given unfairly which remains the most de-motivating factors. The best way of mitigating such crisis is to have an appraisal system. 2. Elements those are apprised (Factors of an appraisal System): There are few important factors that are closely monitored and rated during an appraisal process and based on those the performance is measured: Inherited Leadership quality in a staff: This refers to the capabilities of an employee to motivate, counsel and direct an under command or subordinate. The biggest factors that an appraisal system looks for is the existence of the leadership quality in an employee. It is very important for the HR team to find out the potential leaders among the general staffs. Planning Decision making capabilities of an employee: Based on the preparation of administrative unit programs, activities and services by reaching firm, clearly defined decisions can be the most expected factors to be appraised. Capability of Managing Staff: The way how an employee manages employee selection, retention, development and appraisal of the others is also looked for during an appraisal system. The most effective way to achieve organization performance is to manage employees as the efficient workforce. Higher management always try to appraise the same quality within a staff who might the potential manager in future. Fiscal Management: The factor refers to the utilization of resources, safeguarding assets, effective internal controls, software/data security and so on. This is completely based on high technology and that is the integral part of modern HR appraisal process as a factor. Human Relations communications of staff: Interpersonal relations with internal and external constituents both verbal and written are known as another biggest factor. Appraisal system assesses how effectively a staff can maintain and retain human relations and how good he or she is in verbal and written communications. Professional expertise (job knowledge): Job knowledge of an employee is the factors of appraisal process where one is assessed based on the performance of the job description. Most of the time this factors carries the most vital role for future placement. Task 3 HONEY MUMFORDS LEARNING STYLE Honey and Mumford (1982) have built a typology of Learning Styles around this sequence, identifying individual preferences for each stage (Activist, Reflector, Theorist, and Pragmatist respectively). Kolb also has a test instrument (the Learning Style Inventory) but has carried it further by relating the process also to forms of knowledge. Fugure-1: Honey Mumfords Learning Style Knowing the learning style can accelerate our learning as we undertake activities that best fit the preferred style. Knowing the learning style can also help avoid repeating mistakes by undertaking activities that strengthen other styles For example, if we tend to jump in at the deep end, consider spending time reflecting on experiences before taking action. Activitists (Do) Immerse themselves fully in new experiences Enjoy here and now Open minded, enthusiastic, flexible Act first, consider consequences later Seek to centre activity around themselves Reflectors (Review) Stand back and observe Cautious, take a back seat Collect and analyze data about experience and events, slow to reach conclusions Use information from past, present and immediate observations to maintain a big picture perspective. Theorists (Conclude) Think through problems in a logical manner, value rationality and objectivity Assimilate disparate facts into coherent theories Disciplined, aiming to fit things into rational order Keen on basic assumptions, principles, theories, models and systems thinking Pragmatists (Plan) Keen to put ideas, theories and techniques into practice Search new ideas and experiment Act quickly and confidently on ideas, gets straight to the point Are impatient with endless discussion Forms of Knowledge and the Learning Cycle The four quadrants of the cycle are associated with four different forms of knowledge, in Kolbs view. Each of these forms is paired with its diagonal opposite. Figure-2: Learning Cycle KOLB LEARNING STYLES David Kolbs learning styles model and experiential learning theory (ELT) Having developed the model over many years prior, David Kolb published his learning styles model in 1984. The model gave rise to related terms such as Kolbs experiential learning theory (ELT), and Kolbs learning styles inventory (LSI). In his publications notably his 1984 book Experiential Learning: Experience as the Source of Learning and Development Kolb acknowledges the early work on experiential learning by others in the 1900s, including Rogers, Jung, and Piaget. In turn, Kolbs learning styles model and experiential learning theory are today acknowledged by academics, teachers, managers and trainers as truly seminal works; fundamental concepts towards our understanding and explaining human learning behaviour, and towards helping others to learn. Kolbs experiential learning theory (learning styles) model Kolbs learning theory sets out four distinct learning styles (or preferences), which are based on a four-stage learning cycle (which might also be interpreted as a training cycle). In this respect Kolbs model is particularly elegant, since it offers both a way to understand individual peoples different learning styles, and also an explanation of a cycle of experiential learning that applies to us all. Kolb includes this cycle of learning as a central principle his experiential learning theory, typically expressed as four-stage cycle of learning, in which immediate or concrete experiences provide a basis for observations and reflections. Kolbs model therefore works on two levels a four-stage cycle: Concrete Experience (CE) Reflective Observation (RO) Abstract Conceptualization (AC) Active Experimentation (AE) and a four-type definition of learning styles, (each representing the combination of two preferred styles, rather like a two-by-two matrix of the four-stage cycle styles, as illustrated below), for which Kolb used the terms: Diverging (CE/RO) Assimilating (AC/RO) Converging (AC/AE) Accommodating (CE/AE) Honey and Mumfords Variation on the Kolb System Various resources (including this one in the past) refer to the terms activist, reflector, theorist, and pragmatist (respectively representing the four key stages or learning steps) in seeking to explain Kolbs model. In fact, activist, reflector, theorist, and pragmatist are from a learning styles model developed by Honey and Mumford, which although based on Kolbs work, is different. Arguably therefore the terms activist, reflector, theorist, and pragmatist effectively belong to the Honey and Mumford theory. In summary here are brief descriptions of the four HM key stages/styles, which incidentally are directly mutually corresponding and overlaid, as distinct from the Kolb model in which the learning styles are a product of combinations of the learning cycle stages. The typical presentation of these HM styles and stages would be respectively at north, east, south and west on a circle or four-stage cyclical flow diagram. Having an Experience (stage 1), and Activists (style 1): here and now, gregarious, seek challenge and immediate experience, open-minded, bored with implementation. Reviewing the Experience (stage 2) and Reflectors (style 2): stand back, gather data, ponder and analyse, delay reaching conclusions, listen before speaking, thoughtful. Concluding from the Experience (stage 3) and Theorists (style 3): think things through in logical steps, assimilate disparate facts into coherent theories, rationally objective, reject subjectivity and flippancy. Planning the next steps (stage 4) and Pragmatists (style 4): seek and try out new ideas, practical, down-to-earth, enjoy problem solving and decision-making quickly, bored with long discussions. There is arguably a strong similarity between the Honey and Mumford styles/stages and the corresponding Kolb learning styles: Activist = Accommodating Reflector = Diverging Theorist = Assimilating Pragmatist = Converging Recommended Style: As per the scenario the existing European workforce has been a bit more problematic to management, demanding more holiday time and consultation than their American counterparts. The founder and CEO has recently decided to implement a more Americanised approach, which has meant less employee and union consultation, and more top down decision-making. As Supfit does invest heavily in company training, and has instigated more of an experiential and participative approach to learning and training, including the use of mentors, we can very well use the combination of Honey and Mumfords learning cycle and Kolbs Learning Style. Initially it may happen that the existing workforce may not be liking the style but as human nature is to get freedom, gradually the work force will be acquainted with the process. Task 4: The flexible firm combines functional, numerical and financial flexibility by operating with workforce consisting of both core and peripheral workers with a number of other workers on a variety of non-standard employment contracts. Some non-core functions are also outsourced or contracted out. Good answers offered examples to illustrate this range of flexible options for organisations. The implications of the flexible firm were less convincingly addressed in answers. Issues that could have been discussed were that organisations can minimise employment costs and become more responsive to change in markets and technology by reorganising their employment systems in this way. In terms of HR, the issues of administering a variety of contracts of employment should have been raised in terms of the organisations commitment to different types of employees (opportunities for training and development, reward etc) Also, the motivation of peripheral employees may differ from that of core employees. As per the Atkinson and Meager the firms sought four kinds of flexibility: Functional Numerical Pay Distancing Functional flexibility or multi-skilling was sought amongst core employees within the firm. Other categories of employment were subject to strategies of peripheralization. This involved various forms of numerical flexibility that included increasing the numbers of part-timers, short-term contractors, trainees and job sharers in order to maximize the fit between a firms perceived labour force needs and its employment practices. They suggested that pay flexibility was also sought, partly to purchase the functional flexibility outlined above and partly as a key to a global transformation of the effort-bargain within such firms. Atkinson and Meagers Model of the Flexible Firm Conjunctional Cases Outcomes Unemployment Weak Trade Unions Numerical Flexibility (part-timers, Short-term contractors, casuals, Greater Competitive Pressure new patterns of hours) Functional Flexibility (variability Greater Volatility Uncertainty of tasks) Distancing (sub-contracting) Technological Change Pay Flexibility Figure-3: Atkinson Meagers Model of the Flexible Firm Basis and Aspects of the Atkinsons Model: Let us discuss the various parameters where the model works on various aspects of flexible firm. 1. Flexible Hours: a. Flexitime: Flexitime allows an employee to select the hours he or she will work. There are usually specified limits set by the employer. Employees on a flexible schedule may work a condensed work week or may work a regular work week. Those working a condensed week may work four ten hour days, rather than five eight hour days. Those who work a five day week may work hours other than the typical nine to five. b. Crà ¨che: The Crà ¨che (from French) in zoology refers to care of anothers offspring, for instance in a colony. This term is used in the study of bird colonies. Many penguins form crà ¨ches, in addition to many other birds such as the Canada Goose, Common Eider and Common Shelduck. Here, the meaning is slightly different as the it means to arrange the stay of the workers/staffs in an area i.e. colony, arranged by the employer. c. Special Shifts: Special shift for married women had been a longstanding feature of employment relations in the human management. These are mostly twilight or evening shifts and especially designed for the benefit of the group of staffs. d. Child Care Arrangements e. Transport to Work 2. Payment Systems: This is actually based on the merit pay and change to the mundane payment system based on various elements to justify the capabilities of the workers i.e. performance and quality based payment system. 3. Part time Workers: 4. Use of other kinds of Peripheral labour a. Agency Workers: Workers engaged through, or by, an employment agency or bureau and supplied to a hiring employer on a temporary basis. Some agencies employ their workers directly and should therefore provide their staff with a contract of employment. Other agencies contract workers to provide a service to the hiring employer. In this case staffs are probably self-employed, though possibly not for tax purposes, and will have a contract for service. b. Short-Term Contractees: In other language they are called Floater who work for a certain short period especially when the work load increase during a certain period of the year. c. Casual Workers: A casual worker was defined in the survey as a temporary worker who only works when their employer asks them to, on an as-needed basis, whose work is typically done in short episodes. A casual worker may be asked to work a shift, for a few days or, less often, for several weeks at a time. Casual workers do not have any guarantee of regular ongoing work. d. Home workers/Out workers Applications of Atkinsons Model in Case of Supfit: The best implications of Atkinsons Model can in case the present organization (Supfit) in the sector of appointing non-permanent staffs. As we are in the context of European Workforce it would the best to have a good ratio of peripheral workers i.e. part time employees, agency workers, short term workers and casual workers with flexible shift, flexible payment term and crà ¨che facilities. This will create a feeling of cohesiveness among the permanent staffs and to fulfil their requirement of leave, personal interest and other facilities. It is very natural that staff would have some personal problems even during the high business hour and management should not forget that a complete life consists of personal and professional activities. Once the permanent staff is unable to attend in a specific time and job requirement the peripheral labours can be placed and get the maximum outcomes. Moreover, it is an expensive issue to have a goof numbers of permanent staffs as it involves overtime facilities, high salary and wages, uniforms, earn leave and other leave coverage, group or health insurance, good amount of bonuses and so on. To avoid we may have limited numbers of supervisory permanent staffs and a good number of peripheral workers who will be kept under the supervision of permanent staffs to get the maximum profit margin for the owner group. Based on the above a planning to be prepared to arrange such a flexible environment where the employees are highly satisfied. While doing so we should not forget to compromise with the organizational performance and profit maximization. It is the basic goal for human resource to create a highly satisfied staffs that leads to the organizational performance. Task 5: According to the Human Resource Development we can use various approaches for on the job learning for the overall development of the staffs as well as the organization. Job Rotations Special Assignments Coaching Mentoring Individual Development Plan Manager as Teacher Learning Groups (Teams) Among all the approaches I have the privilege to discuss on four approaches which are as under: Job Rotation: Job rotation is an approach to management development where an individual is moved through a schedule of assignments designed to give him or her a breadth of exposure to the entire operation. Job rotation is also practiced to allow qualified employees to gain more insights into the processes of a company, and to reduce boredom and increase job satisfaction through job variation. The term job rotation can also mean the scheduled exchange of persons in offices, especially in public offices, prior to the end of incumbency or the legislative period. This has been practiced by the German green party for some time but has been discontinued. At the senior management levels, job rotation frequently referred to as management rotation, is tightly linked with succession planning developing a pool of people capable of stepping into an existing job. Here the goal is to provide learning experiences which facilitate changes in thinking and perspective equivalent to the horizon of the level of the succession planning. For lower management levels job rotation has normally one of two purposes: promotability or skill enhancement. In many cases senior managers seem unwilling to risk instability in their units by moving qualified people from jobs where the lower level manager is being successful and reflecting positively on the actions of the senior manager. Many military jobs use the job rotation strategy to allow the soldiers to develop a wider range of experiences, and an exposure to the different jobs of an occupation. Coaching Coaching is a method of directing, instructing and training a person or group of people, with the aim to achieve some goal or develop specific skills. There are many ways to coach, types of coaching and methods to coaching. Sessions are typically one-on-one either in-person or over the telephone. Direction may include motivational speaking. Training may include seminars, workshops, and supervised practice. At the present days coaching refers to a method of personal development or human resource development (HRD). The field of coaching is becoming a distinct area of practice for individuals and in organizations. Today, coaching is a recognized discipline used by many professionals engaged in human development. However, as a distinct profession, it is relatively new and self-regulating. No independent supervisory board evaluates these programs and they are all privately owned. These bodies all accredit various coaching schools as well as individual coaches, except the IAC and ECI which only certify individuals. According to coach credentialing expert, Dr. Rey Carr, in North America the term accreditation only applies to organizations, and certification applies to individuals; whereas in European countries accreditation can mean either organizations or individuals. Mentoring Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be. Eric Parsloe, The Oxford School of Coaching Mentoring Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realised. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect. A mentor is a guide who can help the mentee to find the right direction and who can help them to develop solutions to career issues. Mentors rely upon having had similar experiences to gain an empathy with the mentee and an understanding of their issues. Mentoring provides the mentee with an opportunity to think about career options and progress. A mentor should help the mentee to believe in herself and boost her confidence. A mentor should ask questions and challenge, while providing guidance and encouragement. Mentoring allows the mentee to explore new ideas in confidence. It is a chance to look more closely at oneself, ones issues, opportunities and what someone want in life. Mentoring is about becoming more self aware, taking responsibility for our life and directing the life in the direction we decide, rather than leaving it to chance. Self Development Self-Development is taking personal responsibility for ones own learning and development through a process of assessment, reflection, and taking action. This is a method of learning style helps to: To continually update skills and to remain marketable in the workplace To determine future career direction Strategies that we may use these skills highly depend of the individuals capability and willingness to take challenges. To do those effectively followings can be adhered: Assessing current skills and interest through paper-and-pencil career tests or through computer programs that analyze skills and interests. Maintain a learning log or diary to help us analyze what we are learning from work experiences. Write a personal vision and mission statement. Develop a personal development plan that identifies learning needs and goals. Find a mentor who can provide with best support, advice, and assistance in career direction. Become involved in professional organizations. Read professional journals and trade magazines to keep current on the latest developments in relevant field. Approach to be adhered by Supfit: It is always expected that employees to adhered the practices of continuous self developments within them which ultimately leads toward the optimal goal. Nevertheless, human nature is to relax (in most of the cases) unless a competitive environment is in place. Therefore, it is the responsibility of the higher management of Supfit to create a blend of the approached judiciously prepared and practiced on trail basis before implementing on the employees. In the given scenario it has been observed that the employee complaints, absenteeism, turnover and complaint to union which is not very good in the long run. A discussion session to be arranged with the union leaders in presence of the all the employees to make them understand by a participative manner that how it will help the individuals in the long run. Mentionable here that in most of the cases the staffs do not like to attend training session in holidays or by hampering their day to activities. This ba

The Lack of Stringent Educational Values in America Essay examples --

Since I was a child, I have been a product of the American public educational system. From a young age, my classmates and I have always been told to study hard and we would do great things. This is true, for the most part, however, there is one tragic flaw in this statement. A person can always strive to be the best, but without the proper structure or guidance, he or she will never be able to reach their full potential. Robert Fellini is a prime example of never being able to reach his full potential because of the lack of guidance during his scholastic life. Fellini is a dear friend of mine and study partner for years. Like myself, he is a product of the public educational system. Although he has graduated from college, where does his life take him now? To be a security guard at a bank. This is what Fellini is currently doing for employment. While studying with Fellini, he mentioned his aspirations to become a lawyer. He definitely had the knowledge an d the ambition, but his fatal flaw was the lack of support from both his educators and personal family. The educational system is better in Asia than in America because of the values instilled in students at a young age. In Asian countries, such as China and Japan, children are taught from a young age that there is nothing more valuable in the world than an education. This is quite different from the teachings of American children. In Talking to High Monks in the Snow by Lydia Minatoya, we find that the attitude of the students she taught in Boston were greatly less appreciative and ambitious as the students she taught in Japan and China. Throughout her journey, both the students from Japan and China resembled a more studious and advantageous... ...to become ambitious if there are no educators to motivate them? Japan and China have one very important thing in common, their educators are well respected and their student body is far more intelligent than America. What would happen if America became a country of academic supremacy? If we were to become a global giant in the academic world, and combine that with our economical and living aspirations, what would be the disadvantage in living in such a country? Works Cited Hassett, Kevin A. Rethinking Competitiveness. Washington, D.C.: AEI, 2012. Print. Healey, Nigel M. "Is Higher Education in Really 'Internationalising'?" Higher Education 55.3 (2008): 333-55. JSTOR. Web. Nov.-Dec. 2013. . Minatoya, Lydia Y. Talking to High Monks in the Snow: An Asian American Odyssey. New York, NY: HarperCollins, 1992. Print.

How do Owen and Auden convey the negative effects of war in their poems ‘Disabled’ and ‘Refugee Blues’’?

In the poems Disabled and Refugee Blues, the writers, Owen and Auden respectively, convey the negative effects of war in a variety of ways. Through the use structuring, literary and figurative devices, Auden subtly shows the negative effects of war, whereas Owen does this it more explicitly, showing the de-humanizing, gruesome effects of war. In the poem Disabled, Owen displays the more gruesome, horrendous reality; he does this in a variety of ways.Firstly he uses a randomized stanza structure, the stanzas do not have a consistent amount of lines. The stanza structure is emphasizing how the soldier’s think, because most soldiers act upon their animalistic instinct, Owen has used this idea rely on instinct to create his structure, not only does this confuse the reader but Owen also tries to emphasize on how the war has affected the soldiers.Owen also uses a lot of different literary devices to help him, metaphor is used throughout the poem to help develop the poem, â€Å"Voic es of boys rang saddening like a hymn†, the voices of boys made the soldier feel sad; they make him remember his childhood, it was not long ago that he was like those boys, running freely, however it seems like a distant memory.Owen is emphasizing that the war robbed the soldier of his innocence and naivety, he is also a little jealous of them, they still believe in fairy tales and happy endings, whereas the soldier understands the true colors of reality. â€Å"In the old times, before he threw away his knees/All of them touch him like some queer disease† these two quotes, emphasize on the fact that the soldier threw away his legs when he enlisted in the army, if he didn’t sign up he wouldn’t be disabled and the girls would still be flirting with him.The girls do not want to be with someone who is crippled; heroes do not get injured. It seems like he has given up on life as much as life has given up on him, he has succumbed into the idea that he is not a r eal man anymore; others can sense this about him and stay away because they do not want to be dragged down by his self-pity. Granted, the women could be touching him in disgust, it is also likely that it is him who is projecting his own feelings of disgust on them.The war can affect both the social life and the personal life negatively, thus creating a very negative atmosphere in the stanza. Owen also makes effective use of alliterations, â€Å"Legless, sewn short at elbow†, not only does this quote tell us the exact extent of the soldiers disability, but during World War I it was common practice to sew shut pant legs and sleeves when someone is missing the limb or appendix, the quote makes us pity the soldier, moreover it is also common that soldiers lose a limbs during war, creating a very brutal and negative view upon war.Another alliteration that has been used, â€Å"And a leap of purple spurted from his thigh†, a leap of purple could relate to blood or bruises, th is quote indicates the severity of his injuries, although it was a large injury, the poem portrays it only as a ‘leap of purple’, this makes the injury seem small and insignificant, and which was likely how the government and the higher-ups viewed the disabled soldiers. Although W.H Auden wrote Refugee Blues half a year before World War II broke out, the Nazi’s (Nationalists) have already been hunting Jews and ‘exterminating’ them, Refugee Blues is a Jewish perspective on the war. W. H. Auden has structured his poem into tersets, and each stanza proposes a different theme and part of the Jewish refugees life, it also isolates the stanza, emphasizing each negative point Auden has made.Auden uses very effective metaphors to convey the different negative effects of Hitler’s rein, â€Å"Saw a poodle in a jacket fastened with a pin, /Saw a door open and a cat let in:/ But they weren’t German Jews, my dear, they weren’t German Jews. à ¢â‚¬  In this quote, W. H. Auden was comparing the Jewish with a poodle and a mere street cat, not only does it emphasize how un-wanted the Jews were, Auden himself degraded the Jewish into something that was utterly despised and negatively viewed.

Genetically Engineered Potato

NAME:  SHIZA ALI CLASS:  BS III TOPIC:  GENETICALLY MODIFIED POTATOESGENETI CALLY ENGINEERED POTATO A genetically designed potato could be a potato that has had its genes changed, exploitation recombinant DNA technology. Objectives of modification contain presenting pest-fighting, amendment the number of some chemicals fashioned by the plant, and to avoid staining of the potatoes. Multiplicities changed to reap a good variety of starches could also be accepted for industrial usage merely, not for diet. THE PROCESS OF GENETIC ENGINEERING:  Genetic engineering is wide employed in scientific research. Mouse models ar designed for medical specialty studies, bacterium are designed to supply medications like internal secretion, and crops are designed for agriculture. All of those product of gene-splicing were created exploitation identical basic steps: 1. Distinguishing an attribute of interest. 2. Uninflected that genetic attribute. 3. Inserting that attribute into the order of a desired organism. 4. Growing the designed organism. The US Department of Agriculture (USDA) has quite recently given the thumbs up for ranchers to begin industrially growing a few distinctive hereditarily changed potatoes. The potatoes, which come in Russet Burbank, Ranger Russet, and Atlantic Varieties, have been built to create less of a fixing that can transform into a growth causing operator when seared. The potatoes additionally oppose wounding, a typical event in gathering and transport which can lessen their esteem or considerably render them unsellable.The new assortments, which have been named â€Å"natural† potatoes, were created by Idaho based biotech organization JR Simplot. The potatoes are joining another age of GM substances that are intended to profit both the ranchers and the shoppers, instead of simply the cultivators as herbicide or pesticide-safe assortments would. A few GM apple assortments, for example, were as of late made which take more time to dark colored when cut, in spite of the fact that these â€Å"Cold apples† presently can't seem to get the endorsement.To achieve the upgraded attribute, Simplot analyst added charming characteristics to the tubers that are ordinarily found in other created and wild potatoes. The characteristics encode a system that results in deceased age of amino destructive (the building square of proteins) called Asparagine. Regardless of the way that Asparagine is found in various foods, it's conveyed in high obsessions in a couple of groupings of potatoes. Exactly when warmed to high temperatures, for example in the midst of singing or warming, it can shape a manufactured called Acrylamide f the right sugar particles are accessible. French fries and potato chips have been found to contain particularly a lot of acrylamide when differentiated and diverse sustenance. Lab examinations found that the inborn potatoes delivered between 50 to 70% less Acrylamide when fricasseed than non-designed assortments, however by and large the levels of different supplements were unaffected. In spite of the fact that it's realized that acrylamide is a poisonous concoction, the advantages of these potatoes to shoppers are murky at this stage.Since the Innate assortments were made by including qualities from different potatoes, instead of various creatures, Simplot is cheerful that shoppers will be all the more inviting of the yields. In any case, sensibly it's impossible that this will influence hostile to GMO supporters, and some have just whined that the innovation has not been enough controlled and hence endorsement ought not to have been conceded this early. One gathering has additionally squeezed McDonald's to not utilize the potatoes, regardless of the way that Simplot has been a noteworthy provider of solidified French fries to the chain since the 1960s.