Ritalin Abuse Essay Example for Free

methylphenidate Abuse EssayThe pharmaceutical industry, working with the government and organized psychiatry, claim that such medicates as Ritalin, ar a safe treatment for hyperkinetic syndrome. School systems and courts have pressured and plain forced p arnts to give stimulant doses to their youngsterren. just now hidden behind the well-oiled public relations shape is a potentially devastating reality. The problem with minimal brain damage or ADD is already non whether or not ADHD is a subtype of ADD, but preferably the problem is whether or not we should be medicating our nestlingren with drugs such as Ritalin. Questions like the following often arise when discussing the issue Are the side effects worth getting our children under control? Are all the children who atomic number 18 on Ritalin on it for just cause or ar the drugs being mistreated? What does the future hold for these children who be using Ritalin and other stimulants? All these questions leave paren ts wondering if they should put their young child on medications and what it will do to their future.Millions of children are prescribed the stimulant drugs such as Ritalin, Adderall, Concerta and Metadate for Attention-Deficit Hyperactivity Disorder (ADHD) in the hope of controlling deportments described as hyperactivity, impulsivity and inattention. These medications decrease restlessness, improve attention span, add-on the ability to focus, decrease aggressive outbursts and improve social interaction. They are thought to work by adjusting the brains chemical balance and reversing under-arousal, possibly by change magnitude the approachability of certain neurotransmitters.About 75 % of children with ADHD respond well to stimulant medication with improved attention at give lessons and increased academic productiveness (Kidd, 2000). Ritalin, the most commonly prescribed stimulant for ADHD, peaks 1 to 2 hours after its interpreted and effects last about 4 hours. For maximum benef it its interpreted three dates a day, seven days a week in order to sustain home as well as school interactions. ( slightly find that although the afternoon dose eases home relationships, it may exacerbate side effects such as poor appetite and insomnia. ) A slow-release form taken in the morning may last the day (at least 6 to 8 hours).A few develop drug tolerance and need increasing doses to suppress symptoms. (High amounts may have most growth-retarding effect, requring a drug change. ) Side effects of Ritalin can include headaches, insomnia, reduced appetite and weight loss, gestate aches, occasional tics (grimaces, nail biting), a zombie-like stare, obsessive over-focussing (becoming over-engrossed) and emotional constriction (for instance shown by drawings where e rattlingthing is miniscule or shoved tightly into a corner). Omitting the 4 p. m. dose faculty overcome the sleep problems but at the cost of disrupting home and family life.Most side effects can be avoided by g iving smaller doses. Some children object to the roller-coaster feeling while on the drug, and want to feel normal again, leading to a drop-off in drug-taking. Some hate the idea of having their behaviour controlled and some parents oppose the idea of mind-altering drugs for their kids (Kidd, 2000, p. 20). In whatsoever case, there are al b stiletto heelings some ideals that do persuade parents into giving their children stimulants. The one of the appeals, and normally a selfish one, is that the drug gets their child under control.Parents who are fed up with their child and their behavior look at that there is no other instruction of getting their child to behave and automatically look for a drug to get the situation changed sometimes when the child hasnt even been diagnosed with disorder yet. The appeal greatens when guilt trip settles in. Parents sometimes feel responsible for their childs outbreaks and by giving him or her a drug it makes the parents feel as if something chem ically is wrong, and isnt because of the childs upbringing (Brink, 2004). Besides short-term benefits for Ritalin, some studies show that there are some desire-term ones as well.In 1988 scientists found improvements in cognitive functions in reading performances. though it wasnt positive, and is also in truth controversial if the drug itself was creating the improvement or if it was the drugs ability to reduce the disorders symptoms, which helps the child focus, but in the end, there still was an obvious increase in learning. Though frustration of child obedience, previously mention guilt, and hope for better grades often play a vital role in the decision of whether or not to put ones child on medication, there are some outstanding negatives that also make an impact on parents choices on the matter.One of the major problems with Ritalin is the side effects the medication causes its users. As mentioned before, these include effects as minor as stomach pains, sleep loss, loss or appe tite and irritability. further side effects can be as serious as facial tics, anxiety, insomnia, and depression. (Hancock and Wingert, 1996) Other sever symptoms include increase in blood pressure, nausea, hypersensitivity, and shipboard decrease in bone growth (White and Rouge, 2003).In February of 1996, the Food and Drug Administration released a study done on mice that showed that Ritalin might even have the ability to cause a liver cancer (Hancock and Wingert, 1996). It is being feared by m both physicians that Ritalin is being overly prescribed to children. Some doctors are seeing patients that have been told to have ADHD, but in reality have other problems such as learning difficulties or depression. Parents often even regard doctors for Ritalin, even when their child does not have a need for it, but the childs parents want to see his or her grades rise.Some doctors even admit to giving children the drug without doing much background checking of the child or any psychologic al tests that may prove the child has other problems. (Hancock and Wingert, 1996). ADHD is diagnosed without much hoop jumping. in that location are sixteen different symptoms that ADHD is connected with, and if the child has eight of them then all too often he or she is automatically considered to have ADHD often without taking any other disorders or problems into consideration such as anxiety or depression (Donnelly, 1998).It take cares as though parents are able-bodied to get their children the drug almost at demand. If they feel their child is in need of the stimulant, there is little stopping them from receiving it. Skepticism of ADHD and stimulants continue getting more serious when taking in some of the statistics. One fact that may change someones thoughts on the disorder is that 8 in 10 children with ADHD are boys (Donnelly, 1998) But does anyone put into consideration that girls develop and become mature faster than boys?Or is it being forgotten that kids are just kids and are not always going to act as teachers and parents desire? Another issue relating to Ritalin is the possibilities of unknown long-term effects that have not yet been discovered. There have not been any long-term studies done on children who have taken Ritalin. Since ADHD cannot be tested by blood tests or any other kind of testing, there is always the chance that children are being misdiagnosed and receiving stimulants for a disorder that they do not have (Hancock and Wingert, 1996).Children sometimes have symptoms that seem like ADHD but arent at all. The child can have problems such as chronic fear, mild seizures or even chronic ear infections, all of which may make adults assume the child has the disorder, but in reality has something completely different. Often problems at home make children act up as well. There maybe an abusive parent at home that makes a child be difficult in the classroom. In cases like these the child is not in need of drugs, but needs counseling (Whit e and Rouge, 2003). The concept of ADHD and its medications are really hard to justify.There are some very valid reasons for putting children on the drug, especially helping them pay attention in school and having the same opportunity as the rest of the children in their classes. But the side effects are just mind boggling. I think even the slightest chance of some of these side effects mentioned would want parents to search for alternatives for their children and slip away them away from the drug. Another problem about ADHD is the fact that doctors cannot find anything psychically different from the children diagnosed with the disease from those that are normal. Dr. Thomas Millar, a retired Vancouver child psychiatrist, goes as far as to say that ADHD is a mythical disorder(Donnelly, 1998, p. 2). He also says that the problem is not hyper children, but rather its poor parenting. Children that act as children do- easily excited, short attention spans, and hyper (all symptoms of ADH D)- are not considered to be acting as normal children, but rather as children with a disorder. I think Dr. Millar put it best when he said, If Tom Sawyer was around today, hed be Ritalin, as would any other normal boy in literature.Today, parents dont have any idea of what child behavior ought to be. Parents who start giving their children this drug at ages as earlier as two, I think, are looking for quick localisation and are being lazy. How can parent decide that a two year old is being hyperactive (White and Rouge, 2003)? Most two year olds are active and have little to no attention spans. I think this only teaches children that drugs are the answer to all our problems. By putting a child on a mind altering drug at such a young age, when he or she has not even started school yet, it leaves a parent with very little evidence or reason for their action.The child does not have schoolwork yet, and has little need for paying attention for long periods of time, so what does this chi ld need the drug for? Because the child is difficult and more active than a parent wishes? It almost seems as if parents want to change their childs temper and make their childhood less interesting. I think its very important that parents do not view Ritalin as the first and only way of calming their child cumulation. All in all, Ritalin is a very controversial drug in our country because of its side effects and the insecurities of diagnosing ADHD.The drug carries very important help for children who are struggling to pay attention and without a doubt do have a disorder. But the number of children who are on the drug for the wrong reason is a scary thought. Are we become so impatient with our children that we do not want to take the time to discipline or help them through their problems? Have our children become so bad that we are willing to risk their health so they calm down and do not embarrass us? Our society needs to learn more about this drug that too many of us are so quick ly giving to our children.

Huntingtons’s Concept and Its Applicability to the Contemporary World Essay Example for Free

Huntingtonss Concept and Its Applicability to the Contemporary World EssayIntroduction globalization and the trend in the politics has entered a new policy-making schema after the World War II and as such, it is has drawn the interest of political theorists who had hoped to re-define and predict the futurity outcomes of global politics. Among the various approaches, what had really attracted the attention of the media and the interested crowd is Huntingtons concept on the run into of Civilizations theory.Huntingtons stereotypical claims and predictions regarding future outcomes of global relations had uncannily matched with that of the drastic event of the Al-Qaedas attack on September 11 on the Twin Towers. The event, which had caught global attention, is express to have been a direct pop-out from Huntingtons essay and that event was resultant of the detrition amid the differing burnishs of the American superpower and the Muslims of Afghanistan. The ethnic conflict, alb eit on global scale, would be the political pattern after the Cold War.The question is, is Huntingtons concept still applicable with the current trend of globalization? Here there is a basic assumption that conflicts arise from ethnic differences and it is on these differences which allow for feed the upcoming antagonism between the different nations. Al-Qaedas attack may have been likely accidental and that his reasons were not purely ethnic as in Huntingtons theory. In the paper, there is an attempt to investigate the flaws of Huntingtons Clash of Civilizations when placed in the larger context of globalization and international conflict.A thorough understanding of his paper first must be placated followed by criticisms and the more(prenominal) apt model that would fit the current trend for global political system. s The Clash of Civilizations is a theory proposed by political scientist Samuel P. Huntington in 1993 as a reaction to Fukuyamas book. Herein, Huntington expanded on the shift of global patterns after the Cold War from the economic to traditional whereby conflicts are more of culture clash.The globalization trend would function in the traditional cultural sense and will no longer be confounded on ideological clashes as in the philosophcal claims before. Huntingtons thesis is relatively simple to understand in the manner that he had oversimplified and reduced everything It is my hypothesis that the fundamental source of conflict in this new world will not be primarily ideological or primarily economic. The great divisions among humankind and the dominating source of conflict will be cultural.Nation states will remain the most powerful actors in world affairs, but the principal conflicts of global politics will occur between nations and groups of different civilizations. The clash of civilizations will dominate global politics. The fault lines between civilizations will be the battle lines of the future. His basic premise is the culture clash as a primary source of conflict and he divided the Globe into different ethnic groups representing the different civilizations, each embodying different religion African, Hindu, Western, Sinic, Orthodox, Islamic, Latin America and Japanese.From these different ethnic frontiers, will arise the future conflicts and he had cited the cases of India and Pakistan. What is most daunting of his perceptions is that the Superpower of America will face a twilight and the shift will be on the combined powers of Sino-Islamic group. Equally daunting is Huntingtons concept that what had fueled this antagonism is the purposive role of teology in the different civilizations, most particularly, that of the Islams.

What Is Absenteeism And What Causes Absence Management Essay

What Is Absenteeism And What Ca mappings Absence Management EssayAn employees deliberate or habitual absence seizure seizure from spend a penny. In to geezerhood lap uping arrangings everybody misses a day of work now and then. But when an employee misses too umteen days of work it volunteer be a big problem for the organisation and this potentiometer cause serious problems when all other(a) employees incur to cover for the missing worker or in worse cases the work simply doesnt get done.Absenteeism occurs when the employees of a troupe do not turn up to work due to schedu lead metre off, illness, injury, or any other reason. Recent studies collapse reviled that Absenteeism sometimes put the figure much higher. 1 new Gallup poll did not put a price tag on the sniffles and swollen eyes, but claimed that more than than 3 trillion workdays per year ar lost when working people stay home because their allergies are acting up. The Massachusetts Institute of engineerin g science released a study in 1994 claiming that clinical depression alone resulted in more than 213 million lost workdays, wooing $24 billion. Furthermore, a 1995 study discovered a correlation in the midst of absenteeism and employee turnover. Companies with high rates of absenteeism were found to be more likely to learn their employees leave for jobs with other firms. In light of such findings, employers have recognized that a generous absence policy can be profit suitable and contribute to employee felicity and st big businessman.1If we look back the history, thither is whole a small written history of absenteeism in business literature, probably because until the 20th century businesses had a simple rule, No work no pay. Then work unions forced the companies into contracts to allow employees to take time off from work for illness or vacations and the practice of offering paid sick days become widespread. These practices calm vary among companies and union contracts and n ormally there is an median(a) of cardinal to ten sick days per year is standard. Companies have realized that human absence forethought policies are woo effective even many companies were unwilling to off paid leave to their employees. In fact, there is an estimate in the current studies regarding absenteeism that those company who have effective employee absence strategies can reduce their overall payroll be by atleast 10 percent.HOW MUCH ABSENTEEISM COST THE BUSINESSMost recent studies on absenteeism have claimed that missing employees cost companies millions of pounds in lost revenue each year. thither have been several keep ups to find out how much just does absenteeism cost the organisations, some of them are as chthonicAccording to a new report by Mercer,The Total Financial Impact of Employee Absences, the total cost of absence can equal as much as 36% of payroll (compared to 15.4% for health foreboding coverage). Of that figure, 9% accounts for unplanned absences. Pl anned absences, like vacations and holidays, comely 26.6%. For a midsize business, this unplanned absence can account for as much as $4.5 million per year and unplanned absences like casual sick days result in the highest per-day productivity loss, 21% versus just 15% for planned absences like vacation days. On an average, employees have 5.3 unplanned absence days per year.2The other about recent survey on the common causes of absenteeism by BBC has revealed that in spite of appearance the UK 93% of workers cite cods and flu as their common reason for being absent from their work.IHC estimates that 13.4 million working days a year are lost to air, anxiety and depression, and 12.3 million to back and upper limb problems. And the overall cost to UK industriousness? A whopping 11.5bn in 2002 was paid out in wages to absent employees and on additional overtime and temporary staff cover, according to the CBI. One such firm that has decided to fishing gear the problem of workplace a bsence is investment management company INVESCO. Based in the City of London and Henley-on-Thames and employing 1,000 unending staff, it realised that absenteeism, whether to visit a cook, physiotherapist or councillor, was costing it an estimated 38,000 a year after carrying out a study into the problem in easy 2002.3Absence from work costs British industry 10.2bn a year, mainly through and through minor illnesses, stress and family responsibilities, according to a new report. A survey of more than 530 firms for the Confederation of British Industry estimated that 200m days were lost through sickness absence last year, an average of 8.5 days per worker.4TheMassachusetts Institute of Technology(MIT) is aprivateresearch university located inCambridge,Massachusetts, United States, MIT has released a study in 1994 that, Clinical depression alone resulted in more than 213 million lost workdays, costing $24 billion.5According to an annual survey report of CIPD in 2009, it is stated th at the annual cost of absence, is highest in the public sector, averaging 784 per employee per year. Manufacturing and production employers record the next highest cost at 754 per employee per year. Absence costs among non-profit organisations also fell slightly to 698 from 741 per employee per year.Private services organisations recorded the lowest annual absence costs, averaging 666. However, the findings showed that only 41% of employers monitor the cost of employee absence, a figure which has remained stubbornly low over the last few years.Annual Absence Labour Turnover canvass 2008by the CBI and insurer AXA revealed that of the 172 million sick days lost to absence in 2007, more than one in ten (12%) are thought to be non-genuine. These 21 million sick employees cost the economy 1.6bn and two tertiarys of employers think that people use them to extend their weekends.6Another company Hewitt Associateswhich is based inLincolnshire,Illinoisis a globalhuman resources(HR)outsourc ing andconsultingfirm which delivers a wide range of integrated services to help companies manage their total HR and employee costs and improve their workforces has corroborate thatSickness costs UK companies more than 1,000 per employee every year. In addition, absenteeism is costing employers at least 662 per employee, although this rises by as much as 60% once corroboratory costs, such as lost productivity, overtime and recruitment, are included. The first Hewitt Healthcare Fundamentals Survey, found that many companies are under-estimating their rate of absenteeism and its financial impact as less than two thirds of companies indicated that they flop record employee absenteeism. The survey showed that the biggest causes of absenteeism are flu, muscular injuries such as back pain and repetitive strain injury, and stress and depression. close to 56% of respondents said that stress is an issue for their organisation yet only a third provides stress management coaching for th eir buss. The report makes it clear that stress is predicted to be the main cause of employee ill-health in the next three years. If the UK economy worsens, stress levels can undoubtedly be expected to rise further, making this the biggest flagellum to employee health in the UK. Poor health and work absenteeism has long been recognised as a problem for UK employers. According to a recent review by Dame Carol Black, the National Director for Health and Work at the NHS Institute for Innovation and Improvement, the total cost of sickness and absenteeism to the UK economy is over 60 billion.7Forum of Private Business (FPB) an online forum has recently conducted a survey on how much absenteeism is costing the business in the United Kingdom. This forum warned that the cost of a single day of workers absenteeism within UK because of the freezing winter conditions could be at least 230 million. FPB also stated thatEmployee absenteeism represents a huge cost for many small businesses. Acco rding to the FPBs recent cost of compliance survey, small business employers in the UK spend a total of 391 million per year on absence control and management more than on any other aspect of employment law.8WHAT CAUSES absence seizure?The most common main causes of sickness absence for two manual and non-manual employees have been identified asManualNon-ManualMinor illness(cold, flu, stomach upsets headaches)Minor illness(cold, flu, stomach upsets headaches)Back painStressMusculo-skeletal injuriesMusculo-skeletal injuries phratry/family responsibilitiesBack painStressHome/family responsibilitiesRecurring medical conditionsRecurring medical conditionsInjuries/accidents not related to workOther absences not related to ill-healthThe a la mode(p) studies and surveys have revealed that an increase in stress related absence is continuing in number of employers these days.INTERNATIONAL COMPARISONSInternational comparison of absence rates is every bit useful and informative. The title sick man of Europe was once presumption to Britain because of apparently poor industrial relations record. This title can be tending(p) to any other country now as absence rates in the UK are among the lowest of any EU member country. Table 1 illustrates this pointCountryShort- terminal Absenteeism rateLong-term Absenteeism rateDenmarkUKAustriaSwedenIrelandNorwayNetherlandsFranceGermanyBelgiumItalyPortugal3.53.64.14.44.55.05.55.65.65.86.98.09.15.512.73.010.413.311.16.56.65.511.2Source Adapted from CBI, Focus on Absence, 19899THEORIES RELEVANT TO ABSENTEEISMMOTIVATION THEORYThe word motivation is used to describe certain sorts of behaviour. The purpose of motivation theories is to predict behaviours. Motivation is not the behaviour itself, and it is not performance. Motivation concerns action and the internal and external forces which ferment a somebodys choice of action (Mitchell 1987).10HERZBERGS TWO FACTOR THEORYHerzberg used the critical incidental method and his original stu dy was chosen because of the growing enormousness in the business world and his study was consisted of interviews with 203 accountants and engineersfrom different industries in the Pittsburgh area of America. The responses to these interviews were generally consistent and revealed that there were two different sets of factors affecting motivation and work. This led to the Two Factor Theory of motivation and job satisfaction.Herzberg concluded that the factors as company policy, supervision, interpersonal relations, working conditions, and salary are not motivators but are hygiene factors. According to Herzbergs theory, the absence of hygiene factors can create job satisfaction and on the other hand their presence does not motivate or create satisfaction. In contrast, he determined from data that the motivators were elements that enriched a persons job he foundfive factorsin foundericular that were strongdeterminers of job satisfactionAchievementRecognitionThe work itselfResponsibi lityAdvancementAccording to Herzberg theory these motivators who also can be known as satisfiers were associated withlong-termpositive effectuate in job performance while the hygiene factors (dissatisfiers) consistently produced onlyshort-term changes in job attitudes and performance, which quickly fell back to its previous level. In summary,satisfiers describe a persons kindred with that she or hedoes, many related to the tasks being performed.On the other hand dissatisfiers have to do with a personsrelationship to the context or environmentin which she or he performs the job.The satisfiers or motivators relate to what a person does while the dissatisfiers relate to the situation in which the person does what he or she does.Herzberg argued that extra compensation only work in the short term and other hygiene factors only avoid dissatisfaction and that satisfaction comes from ingrained motivators. Herzberg smashed the job enhancement process and brought out the following feature s in his theoryDirect feedback non-evaluative feedback on work performance which goes straight to the employee, not through a superior.New learning employees given opportunities to learn new and meaningful skillsScheduling employees are permitted to organise their own work grades within reasonable limits unique expertise using ones special skills and acquaintanceControl over resources having an case-by-case budget for which one is responsibleDirect communications authority being able to communicate as necessary to get the job donePersonal answerability the employee is directly accountable for the work.11ATTRIBUTION THEORYAttribution theory suggests that we comply a persons behaviour and then try to establish whether internal or external forces caused it. If it is judged to be internal, it is seen as being under the persons control if it is judged to be external, it is seen as a result of the situation. Attribution is said to be subjected to a number of considerations, bec ause we judge actions in a context. For example, we judge how distinctive behaviour is and whether behaviour is anomalous for a particular person.Attribution theory is very much relevant to absenteeism as for example the employee is absent from work and the circumstances are that his or her attending record is exemplary, then the behaviour could be considered unusual and an external cause (that is, that the behaviour is outside the control of the individual) will be attributed. If the absenteeism fits in with the general pattern of behaviour, then an internal attribution will be attached (that is, it will be seen as being under the persons control).DOUGLAS MCGREGOR THEORY X THEORY YAccording to Douglas McGregor there are two distinct views of human beings, the first one is basically negative, label as Theory X, and the other basically positive, labelled as Theory Y. McGregor concluded, after viewing the way in which managers dealt with employees, that a managers view of the natu re of human beings is based on a certain chemical group of assumptions and that he or she tends to mold his or her behaviour toward employees according to these assumptionsAccording to McGregors Theory X, there are four assumptions held by managers which areEmployees inherently detest work and whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals.Employees will avoid responsibilities and seek black-tie direction whenever possible.Most workers place security above all other factors associated with work and will display little ambition.12In contrast to these negative views near the nature of human beings, McGregor listed the four positive assumptions that he called Theory YEmployees can view work as being as natural as rest or play.People will exercise self-direction and self-control if they are committed to the objectives.The average person can learn to accept, even seek, responsi bilities.The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.13HOW TO MEASURE ABSENTEEISMTo heartbeat worker absenteeism the most obvious way is to record how many days have employees not come in to work. The companies should have some sort of clock-in or accountability set-up making this step relatively simple. Once the numbers are available, surely it would be interesting to know how many of those workers were genuinely ill.Measuring absenteeism can set as many as four purposes for organisations, which includes the followingAdministering payroll and benefits programs be after human resource requirements for production schedulingidentifying absenteeism problemsmeasuring and controlling personnel costs (Gandz and Mikalachki, 1979)Actual judgment and analyzing is a key aspect of managing absence effectively. Organisations must assess if they have complications with absente eism, its extent and find out the best way to tackle it. In the latest Chartered Institute of Personnel and Development (CIPD) absence survey, less than half of employers monitor the cost of absence,and just underhalf of organisations have set a target for reducing absence and only 38% of organisations benchmark themselves against other employers.To analyse particular arrangement of absenteeism and underlying the basis, employers should acquire and use data, for example, the management approach of an appropriate manager or an increase in workloads. This can also provide the evidence of how absenteeism impacts on the bottom line and why it value investing in an effective absenteeism management programme.HOW TO MEASURE TIME LOST?To evaluate absenteeism there are a number of different measures that can be used, each of which can gives information about the different aspects of absenteeism. Some of the factors are described as underLOST TIME RATE woolly time rate measurearticulate the p ercentage of the total time available which has been lost due to absenceTotal absence (hours or days) in the periodx degree centigradePossible total (hours or days) in the periodFor instance, if the total absence of the employees in the period is 155 person-hours and the total time available is 1,950 person-hours, the lost time rate will be155 x 100 = 7.95%1,950This can also be calculated separately for the individual departments of different groups of employees to uncover particular absence problems within an organisation.FREQUENCY RATEThe frequency rate method shows an average number of absences per employee, which is expressed as a percentage. This does not give any indication of the length or duration of each absence period, nor any indication of employees who take more than one fling of absence and it is calculated as underNo of spells of absence in the periodx 100No of employeesFor example, if an organisation employed on average 110 workers in one month, and during this time there were a total of 24 spells of absence, the frequency rate will be24x 100 = 21.82%110To find out the individual frequency rate, we have to count the number of workers who take at least one interval of absence in the period, rather than to total number of intervals of absence.BRADFORD FACTORThis method expresses the persistent short-term absence for individuals, by measuring the number of spells of absence, and is therefore a useful measure of the disruption caused by this type of absence. It is calculated using the formulaS x S x DS = number of spells of absence in 52 weeks taken by an individualD = number of days of absence in 52 weeks taken by that individualFor example10 one-day absences 10 x 10 x 10 = 1,0001 ten-day absence 1 x 1 x 10 = 105 two-day absences 5 x 5 x 10 = 2502 five-day absences 2 x 2 x 10 = 40The trigger points will differ between organisations. The underlying causes will need to be identified for all unauthorised absence.ABSENCE POLICIESThe companies should have clear policies in place which support their business objectives and civilisation and this is the first step to managing absenteeism efficiently. Under the current legislation employers are required to provide their staff with knowledge on any price and conditions relating to inadequacy for work due to the sickness or injury, including any arrangement for sick pay.Effective absenteeism policies must spell out clear employees rights and responsibilities when taking time off from work due to sickness or any other reason. The Chartered Institute of Personnel and Development (CIPD) is Europes largest HR development professional body which support and develop the management and development of people within organization, has explained that the following few facts are most considerable and the policies shouldProvide details of contractual sick pay terms and its relationship with statutory sick payOutline the process employees must follow if taking time off sick covering when and wh om employees should notify if they are not able to attend workInclude when (after how many days) employees need a self-certificate formContain details of when they require a fit visor from their doctorExplain that adjustments whitethorn be appropriate to assist the employee in returning to work as soon as is practicableMention that the organisation reserves the right to require employees to attend an examination by a company doctor and (with the workers consent) to request a report from the employees doctorInclude supply for return-to-work interviews as these have been identified as the most effective intervention to manage short-term absence.14HOW TO MANAGE ABSENTEEISMBefore we discuss how to manage absenteeism we look the types of absenteeism. There are many other reasons why people take time off from work. These can be categorised as underNon permitted absence or continuous latenessLong-term sickness absenceShort-term sickness absence (uncertificated, self-certificated, or cove red by a doctors fit bring down which replaced the sick note from April 2010)Other authorised absencesfor example,annual leave maternity, paternity, adoption, or parental leave time off for public or trade union duties, or to care for dependents compassionate leave educational leave.Other than these above categories of absenteeism there are two main types of absenteeism, know as short term absenteeism and long term absenteeism. We discuss in detail how to manage these two main types of absenteeismMANAGING SHORT-TERM ABSENCEShort term absence also known as absence interventions. The most effective interventions in managing short term absence include the followingsA proactive absence management policyReturn-to-work interviewsDisciplinary procedures for unacceptable absence levelsInvolving trained line managers in absence managementProviding sickness absence information to line managersRestricting sick payInvolving occupational health professionalsThe most common method which is curre ntly being adopted by many organisations is return-to-work interviews which can help identify short-term absence problems at an early stage. These return-to-work interviews provide an opportunity to managers to start a dialogue with staff over underlying issues, which might be causing the absence.Tim Holden, the Managing Director ofFLUID, draws on more than 10 years experience as an award-winning recruiter and trainer. FLUID works with organisations to enhance their attractiveness to both current and future employees. Holden suggests thatThe use of disciplinary procedures for unacceptable absence may be used to make it clear to employees that unjustified absence will not be tolerated and that absence policies will be enforced.15According to CIPDs recent survey it has been revealed that, only 12% of organisations use attendance incentives or bonuses as a tool of absence management according to our latest absence survey.LINE MANAGERS divisionTo control and reduce the causes of absent eeism, line managers have a substantial office staff to play, either directly or indirectly. How managers behave is very important because it has a remarkable effect on employee health and comfort. Many recent researches show that line managers are the type of employees most likely to be reported as bullies within organisations. Management style within an organisation is also one of the top causes of stress at work.In any organisations the managers need good communications skills to elevate employees so that they can feel free to discuss any problems they may have at an early stage so that they can be given support or advice by the managers before matters escalate. According to all the recent studies and surveys it is stated that despite of all the importance of line manager/supervisor involvement, there are only 50% organisations are training their line managers to get the skills needed to do this effectively. The organisations should train their line managers to get the followi ng skills to handle the absenteeism properly and they should have a good knowledge ofTheir companys absence policies and proceduresWhat is their role in the absence management programmeHow to act upon any advice given by the doctor to the employee.All the related legal and disciplinary aspects of absence including potential disability discrimination issuesHow to maintain absence record-keeping and understanding facts and figures on absenceThe role of occupational health servicesThe proactive measures to support staff health and wellbeingOperation (where applicable) of trigger pointsDevelopment of return-to-work interview skillsDevelopment of counselling skills.MANAGING LONG-TERM ABSENCEThe current studies and researches on long term absence have shown that absence ofeight days or more justify about one thirdof total time lost through absence and absence of four weeks or more accounts for more than 15%. Consequently it is very vital that organisations have an approved strategy in pla ce to help their employees to get back to work after a continuous period of sickness or injury-related absence. The knowledge of potential disability discrimination claims is also critical these days.THE ROLE OF LINE MANAGERSThe role and responsibilities of the line manager in the management of absence should be clearly defined. However, these days the role of line managers is paramount. It is the line managers responsibility to manager his or her departmental, or unit. Therefore it is his/her responsibility to see that these resources are used as effectively as possible. This means that levels of attendance should be good and absence kept to a minimum. The line managers should follow the companys approach to management style, organisation and allocation of work, as this will be a vital part of any strategy to control absence. In addition it is his/her responsibility to follow the company absence polices and procedures to staff.In addition, the line manager will be one of the main i nfluences on an individuals view of the company attitude to absence. It is therefore important that the actions, and words of line manager support the companys position. Taking a difference stance on the management of absence, whether more strictly or leniently, will cause problems for the individual manager and for the organisation. epithelial duct managers must be able to rely on the support of elderberry bush management for decision they take in line with the companys policy, their responsibilities are as underTo effectively organize and allocate workTo use an appropriate management styleTo ensure that all staff are adequately trained for their roleTo communicate the absence policy and procedures to all subordinatesTo apply policy and procedures in a consistent and fair mannerTo deal with requests for prior approved absenceTo keep accurate and up-to-date records of absencesTo investigate reasons for unexplained absencesTo carry out return to work interviewsTo instigate discipli nary procedures, when requiredTo provide adequate feedback to senior managementTo ensure adequate personal development and training to be able to meet these responsibilities effectively.As we already discussed the role of line manager in managing the short-term absence, now we discuss the role of the line manager in managing long-term absence which is also crucial for managing long-term absence and other interventions are also important, which includeThe occupational health involvement and proactive measures to support staff health and wellbeingThe line management involvement as part of the absence management programmeRestricting sick payChanges to work patterns or environmentReturn-to-work interviewsRehabilitation programmeThere are also four typical components in the recovery and return-to-work process, which are discussed as underKeeping in contact with sick employeesThe line manager should ensure that a fifty-fifty contact is maintained using both sensitive and non-intrusive ap proach with the employee and this should be agreed with the member of staff and manager and, also where appropriate, with the union or employee representative.Planning and undertaking workplace controls or adjustmentsThere can be some obstacles which may cause delay, interruption or difficulties to an employees return to work. A risk assessment can analyse measures or adjustm

Landscape Character Assessment for Heritage Management

Landscape Character Assessment for inheritance ManagementIn 200 words or less describe why democracyscape characterisation has over the past decade provided a signifi postt new dimension to heritage management employmentLandscape Characterisation has been described by English Heritage as a powerful tool that provides a frame browse for broadening our understanding of the consentaneous embellish and contri scarcelyes to decisions affecting tomorrows landscape.1 Landscape characterisation enables archaeologists, landscape specialists, and conservationists to work together to manage change within landscapes, using a rough-cut source that compiles a thoroughly deal disparate research into the character of landscapes into a unified and affectionate map of the area. For heritage management this development is particularly practiseful because it allows for a to a greater expiration than encyclopaedic analyze of the area under management such as the identifying, mapping and as sessing of habitats. This allows for more careful consideration of development planning in particular in semi- folksy areas where land is sought for residential use. To better understand the character of a landscape is to learn how to best protect it and this offers the potential for a better case for preserving beta and/ or historic features of landscapes. The process is unique as it helps to facilitate the compilation of data from a great variety of specific historical, archaeological, and paleontological sites onto internationally accessible databases this instruction is then used to help professionals manage change within landscapes on a national scale. This information can be put to good use in heritage management, particularly in terms of resources for education and visitor information. Landscape characterisation also helps the cohesion and implementation of management accomplishment plans and facilitates the strategic conservation of heritage. It does this by providing a historical context for already existing descriptions and research on landscapes, thus developing the understanding of how to manage landscapes especially on a local and regional level. Issues that interact through the process of landscape characterisation include local development and its control, environmental issues, and government proposals. Its use has also widened the scope for heritage management practice as it provides valuable data for existing heritage computer programs and assists in future proposals involving historic field systems. victimisation at least three examples describe the benefits and uses of characterisation for managing landscape change. Your examples can be either urban (eg. from the EUS and UAD programmes), rural (eg. HLC) or thematic, or a combination.historic Landscape Characterization was first developed in Cornwall in 1994 and now runs as a well-established and major programme that has redefined work with spatial historic analyses (Clark et al, 200 4). It has adapted perceptions of how the historic environment should be managed and encourages professionals to take into consideration the greater historical timeframe of the landscape where development has been slow, rather than more recent changes which have tended to be more rapid and unsustainable. The approach does not attempt to set precedents rather it aims to open up discussion of land-use and make accessible information that could influence contemporary decisions. The rural impact of landscape characterization work has much to do with methods of maintaining, conserving, and managing heritage both geological, archaeological, and architectural heritage. As expressed by Clark et al in their military issue for English HeritageThe drawing of red lines around parts of the historic landscape was seen to risk devaluing the areas outside of the line most importantly, it was not clear what wouldbe achieved other than a flagging up of interest, an objective that can be reached m ore directly and clearly by other methods.2In both Hampshire and Lancashire the programme is reshaping the approach towards heritage management by producing interactive GIS-based descriptions of the historic dimension the time-depth that characterises the rural landscape.3 It benefits from being approved by and working in accordance with the europiuman Landscape Convention this parades that the approach is not only applicable to projects outside the UK but has been welcomed by foreign professionals and its value recognised. As much as the UK, Europe is experiencing the squeeze of development, especially in its rural areas, and HLC is reusable as it specifically focuses on how to protect and manage these changing rural landscapes. It distinguishes itself from other methods as it has been identify as being more direct and clear than other methods.4 Perhaps one of the greatest potential selling points of the programme is that it addresses a loophole in the system, whereby common r ural land can become overlooked falling in a gap between the safety of having visible buildings of obvious archaeological vastness and being of special scientific importance or exceptional natural beauty. In many cases the historical importance gets overlooked. English Heritage prides itself on the useful amalgamation of Historic Landscape Characterisation (HLC), run in partnership with County Council Sites and Monuments Records.5Landscape characterisation is developing into one of the most useful and valuable resources in a society that promotes development and change, and which does so in response to the increasing demands being placed upon Britains landscape by the countrys economy and burgeoning population. As noted by Ucko and Layton6 landscape character research is primarily driven by research objectives that require more in depth and omnibus(prenominal) information about the landscape. For example, English Heritage need conservation-oriented information, while the plannin g system needs guidance, and land management decisions can rely upon the mapping of information to create landscapes of the future. A good example of how HLC is being used in the rural landscape can be seen in Suffolk, where a local Heritage Initiative has been overseeing a survey of the landscape that incorporates landscape mapping and photography. The objective of the initiative is to follow up a similar survey that was conducted in 1999, and involves a partnership between the Womens Institute federations of East and West Suffolk, the local planning authorities in Suffolk and the Suffolk Coasts and Heaths Project Partnership.7 This is a good example of what the process of landscape characterisation can bring to a community it can promote the integration of otherwise separate governing bodies and social groups, and thus facilitates a more comprehensive understanding of the area. Different local Womens Institute groups throughout Suffolk (about 75% of the total) surveyed the landsca pe and received training through events, a handbook, a tract and a video. The results of the study have been used to identify, rate, and type sources changes in the landscape between 1999 and 2004. The results were said to be assessed and analysed to test the effectiveness of planning policies in defend and enhancing landscape character.8 To aid community cohesion and promote the findings an exhibition of the WI groups findings was created, as well as local exhibitions within each community that took part. At Creswell Crags advance the Peak District a Management Action Plan has made use of landscape characterisation work within an ecological potentiality study thatIdentifies, maps and assesses the management of existing areas of high quality habitat characteristic of the Heritage AreaIdentifies, maps and assesses the potential for linking and extending these areas of high quality habitatIdentifies landscape characterisation work and its relationship to identification of potential for wildlife corridor links or extensions to major biodiversity nodes.9Again, this example shows the potential for working on an interdisciplinary basis where landscape character can help professionals from different academic backgrounds to work together in better understanding of the forces which shape and change our historic landscapes. English Heritage has also been researching extensively into historic fields and settlements in their project titled Turning the Plough that culminated in a publication documenting the dramatic loss of mediaeval fields systems in the east Midlands. Using landscape character research the project results established that the loss of these ridge and furrow landscapes is extreme10 and that English Heritage, DEFRA and other agencies have the urgent task of sustaining a future for what remains. These examples qualify the study of landscape character as a crucial development in the archaeology profession but also one that links archaeology to a number o f other important areas, such as planning, community work, heritage management, and geology. It is important to recognise that landscape change occurs as a result of many different influences that the activities of mankind within the landscape reflect, embody, and destroy formations which owe their existence to much older geological processes. It is our choice whether we choose to preserve the record of human endeavour as shown by the mediaeval field system project Turning the Plough and the extent to which we maintain and preserve the heritage of rural landscapes depends on the availability of funds, resources, and the efforts of professionals. Perhaps of more apparent concern is whether we do actually have a choice, or whether landscape change is accelerating beyond our control. These are some of the issues that projects involving landscape characterisation seek to address.BibliographyClark, J, Darlington, J, and Fairclough, G, Using Historic Land Characterization. (2002), Engl ish Heritage online. operable fromhttp//www.english-heritage.org.uk/ transfer/pdf/a4report.pdfCountryside Agency, 2006 online. on hand(predicate) fromhttp//www.lhi.org.uk/projects_directory/projects_by_region/east_of_england/suffolk/suffolk_changing_landscape/index.htmlAccessed 24/08/08English Heritage, Landscape Character. online. Available fromhttp//www.english-heritage.org.uk/server/show/nav.1293Accessed 23/08/08English Heritage. Cresswell Crags Limestone Heritage Area online. Available fromhttp//www.english-heritage.org.uk/server/show/conWebDoc.4112Accessed 24/08/08Hall, D. (2001), Turning the Plough. Northamptonshire County Council online. Available fromhttp//www.english-heritage.org.uk/upload/pdf/turning_plough.pdf. Full version available fromhttp//www.northamptonshire.gov.uk/goto/openfieldsAccessed 24/08/08Ucko, P.J, and Layton, R. (1999) The Archaeology and Anthropology of Landscape Shaping Your Landscape. London Routledge11 English Heritage, Landscape Character. online. Available fromhttp//www.english-heritage.org.uk/server/show/nav.1293Accessed 23/08/082 Clark, J, Darlington, J, and Fairclough, G, Using Historic Land Characterization. (2002), English Heritage, p.4.3 English Heritage online http//www.english-heritage.org.uk/server/show/nav.12934 Clark et al, 2002 2.5 English Heritage online http//www.english-heritage.org.uk/server/show/nav.12936 Ucko, P.J, and Layton, R. (1999) The Archaeology and Anthropology of Landscape Shaping Your Landscape. London Routledge.7 Countryside Agency, 2006 online. Available fromhttp//www.lhi.org.uk/projects_directory/projects_by_region/east_of_england/suffolk/suffolk_changing_landscape/index.htmlAccessed 24/08/088 Ibid.9 Cresswell Crags Limestone Heritage Area online. Available fromhttp//www.english-heritage.org.uk/server/show/conWebDoc.4112Accessed 24/08/0810 Hall, D. (2001), Turning the Plough. Northamptonshire County Council online. Available fromhttp//www.english-heritage.org.uk/upload/pdf/turning_plough.pdf. Full version available fromhttp//www.northamptonshire.gov.uk/goto/openfields Accessed 24/08/08

Issues Related To Global Training And Development Management Essay

Issues Related To Global Training And use uping Management EssayFor a transnational comp both that wishes to successfully implement a aim of reading and victimization initiatives, it pass on be imperative to establish coordination and cohesion between subsidiaries and provide. In doing so to, this will ensure people ar deft and developed to their full potential and maximum effectiveness in line with organisational strategies and objectives. This establish aims to highlight the various issues concerning global pedagogy and teaching, with particular attention to the get together Kingdom (Headquarters), Peoples Republic of China and the United States of America (Subsidiaries). Having highlighted the issues, the essay will then use relevant framework, theories and case studies to establish whether or non it is workable for a multinational to implement a ordinary set of planning and development initiates across its global subsidiaries.Issues Related to Global Training and Development at that place be of course many issues related to global readying and development that need to be addressed, some of which include the design, development and implementation of such initiatives (Briscoe, 2009). These be important issues for the UK multinational to consider, as they will determine the acceptance and effectiveness of the breeding and development schemes. In revise to maximise the probability of success, Briscoe, 2009 suggests that translating and adapting to the local pagan practices, as well as compliance with local laws affecting training will greatly improve the feasibility of implementing training and development initiatives across a global plat stratum. In order to do this, it will be important to gain insight into the training and development practices within the PRC and the USA.Training and Development in the Peoples Republic of ChinaOver the past two decades, the training and development of managers has become an increasingly important issue for the government to promote its frugal objectives (Nyaw, 1995). Chinese managers are being trained in modern management techniques, as well as appropriate industrial or commercial skills, by the companies themselves as well as by universities, professional associations, and foreign consulting firms. Companies are working with the government to develop school criteria that will produce skilled workers (Drost et. al., 2002). In addition, many multinationals, such as ABB, Ericsson, Procter Gamble, Motorola, and Siemens, have established state-of-the-art, corporate-style, campus training centers (Minehan, 1996). The establishment of corporate training centers sends a strong message to employees and prospective recruits that these employers are expend in China for the long term.Training and Development in the United States of AmericaThe American Society of Training and Development (ASTD) reported that most organizations train about 74% of their employees (Drost et al., 2002). Moreov er, a recent review of training practices in U.S. firms (Salas et al., 1999), Zenger (1996) argued that training has become peripheral to organizations rather than integrated into organizations. Similarly, recent data from ASTD indicated that the coat of many training departments is shrinking while the use of training sources outside the organization is increasing. As training moves outside of the organization, training consultants may develop programs that efficacy non fit the organizations training needs (Salas et al., 1999).Implications for the UK MultinationalHaving gained insight and perspective into the current training and development practices of the two countries concerned, it is now important to assess the implications for the UK establish multinational. With regard to China, it is encouraging to learn that the government is promoting training and development non yet at a local aim, but likewise among international organizations. This will greatly increase the UK mu ltinationals probability for success when implementing these initiatives. Given that China has a different culture, customs and language, it will be vital that the training is not generic and coincides with the learning styles, education levels and local laws in order to achieve the desired outcome.The increase of training and development outsourcing in the US delivers some problems for the UK multinational. As the training initiatives being implemented may be job-specific and highly technically orientated, the idea of relying on a third party to delivering the training could cause employees to perceive that it is neither valued nor effective, which drastically reduces the probability for success when implementing these initiatives. It will in that locationfore be necessary for the UK multinational to address this issue with caution, by ensuring that the training is delivered by only the most appropriate and suitable partner. In light of these implications it is now necessary to d etermine whether a localized or standardized approach to training and development is much feasible.Localized Approach to Global Training DevelopmentAfter understanding how training and development features in the two subsidiaries, it becomes unvarnished that there are few similarities. Therefore a localized approach would seem much to a greater extent appropriate rather than to just apply successful training programs from headquarters and assume they will work elsewhere. This neglects the need to tailor training to the auxiliary environment where learning styles, education levels and language barrier may affect the stir of learning. By successfully recognizing the requirements of each subsidiary the training will become much more relevant and allow the receiving participants to apply what they learn in the training programs into their day-to-day activities.Hofstedes Framework for Assessing CultureBy utilizing Hofstedes cultural dimensions (please refer to Figure 1.0 2.0) to co ntrast and compare the differences between the UK, China and America, it will become apparent that there are profound differences that need to be addressed otherwise the multinational risks reducing the acceptance and effectiveness of the training interventions.Chinas high Power Distance big businessman (PDI) indicates that subordinates are much more likely to accept and except that power is distributed unequally. In the realm of training and development this means individuals are influenced by courtly authority figures and are in general optimistic about peoples capacity for leadership and initiative (Hofstede, 1991). This implies that in order for the training to be effective and engaging, the candidate(s) amenable for delivering the training should come from a higher authority and position in the company hierarchy. Failure to acknowledge this may result in the training exercises not being taken seriously. This differs greatly from the UK and USA where PDI is low, suggesting th at subordinates from these two countries are less likely to discriminate a person based on their background.China is also a highly collectivist society, where people belong in groups that take care of them in exchange for loyalty (Hofstede, 1991), the UK by comparison is a rattling individually driven society much like the Americans. Where training and development is concerned, this may present problems for the UK multinational. For failure to recognize that people in China are generally more inclined to accept and embrace advanced training methods if taught in a group rather than individually will determine the prosperity of these new initiatives.Long-term Orientation (LTO) is the third and final dimension that highlights the significant differences between the two cultures. This dimension has much to do with the teaching of Confucius (), a trench rooted philosophy in Chinese tradition. The high score for China suggests that the people look at the bigger picture, whereas their w estern colleagues (from US and UK) focus more on the short-term gains. With regard to training and development, the UK multinational must ensure that the initiatives resonate with the Chinese people. It will be important to show how learning new skills and expertise will benefit them in the long term and enable them to develop skills that might help them in their forthcoming role within the company. standardize Approach to Global Training DevelopmentWhile there are many reasons to localize training, Briscoe, 2009 outlines that MNEs also must integrate their training and development activities, not only to achieve economies of scale and scope, but to ensure that the same training and development is available for all of their worldwide employees. The Aditya Birla Group is a US$28 billion corporation. It employs 100,000 people belonging to 25 nationalities and over 50% of its revenues were attributed to its overseas operations in countries like the US, the UK, China, Germany, Hungary and Brazil. By instituting its own Gyanodaya learning centre, this helped facilitate the deportation of best practices across the group companies. The training methodology compromised of classroom teaching and e-learning initiatives and the training was accessible to the group employees through the group-wide intranet.The once very expensive development of computer-based training is being democratized and put to the fingertips of everyone through e-learning tools (Briscoe, 2009). This format for delivery would seem the most appropriate approach for the UK headquarters to implement its objectives across to the American subsidiary as these two countries share a similarities in language, culture and respective laws regarding training and development. Although this approach is simple, efficient and a cost effective means of delivering training across global platforms, there may restrained be implementation and cultural acceptance issues where China is concerned.Black, Mendenhall Odd ous Framework for Selection Appropriate Training MethodsA great example of how a multinational should go about implementing its training and development schemes is highlighted in Mendenhalls framework for selecting appropriate training methods (Please refer to Figiure 3.0 4.0). Taking the form of a questionnaire, this framework identifies and distinguishes different cultures through the degree of impertinence the candidate (delivering the training) will be exposed to. The higher the degree of novelty, the more rigorous the training is. For example, if the UK based multinational had plans to send two candidates abroad (to implement the training) one to China, and the other to America. The candidate sent to China would surely need to undergo a more thorough training regimen than the colleague who is being sent to America.Tesco Plc.Tim Mason (CEO of blank and Easy) and Ken Towle (CEO of Tesco China) are the two highly paid, very experience and well respected managers. Although the y both cut their teeth climbing up the corporate ladder in the UK, when it came to implementing business strategy abroad, neither of their strategies came to fruition. For the purpose of this essay these two candidates will illustrate how Tesco Plc. have seriously underestimated the importance that training and development plays in the global context of business, and possibly suggest alternative approaches for future companies to consider when implementing such initiatives.Tim Mason relocated to the U.S. with his family as part of the assignment of building the U.S. presence. He led the team researching the U.S. market prior to the company beginning its first American store. Despite initial plans to implement a similar business model to that of Tesco UK stores, in 2010 Tesco reported a trading loss of 142m from Fresh Easy (This is Money, 2009). As of yet Fresh and Easy are still to break even, which can be attributed to high overheads that Tesco claim is necessary in order to succ essfully compete in the market. However, experts say that a misunderstanding of the American consumer was the real reason why the company had had to close stores all over the clownish and rethink its implementation strategy.Across the North Pacific Ocean, Ken Towel has been having his go at cracking one of the most lucrative markets in the world. tending(p) that China presents many opportunities, there are also many cultural, political and legislative nuances that have to be appropriately and effectively dealt with in order for them to describe the riches in this wild and wonderful country. Ken Towles approach to capturing market share, highlighted his naivety of the Chinese consumer, granted that he has now amended his short coming, this has still came at a high price to Tesco.Highlighted in this real heart example, is the message that in order to succeed abroad, especially in countries where the degree of novelty and interaction is high companies must tailor their training pro grams to be relevant and much more interactive rather than simply educational and informative. By enhancing the level of involvement i.e. through role playing exercises and visits, the candidate will feel confident and able, and hopefully develop global leadership skills that can be use to future assignments and projects. This will enable career progression and enhance the talent pool, which will most certainly be a key attribute for any company wishing to succeed in an international business environment.Conclusion RecommendationsThroughout, it has been stressed that relying on a common set of polices is limiting, and disregards many issues relating to the global training and development. In order to be able to successfully implement a set of initiatives globally, the multinational needs to take in to account the differences that are present between headquarters and respective subsidiary, whether they are language, culture, law or legislation. By recognizing these differences the c ompany will develop a set of culturally sound and universally accepted HR practices, which will improve their chances of success.To conclude, America and the UK are in many ways similar. It would therefore be feasible to implement a common set of management training and development policies across these two platforms. However, when China is added to the equation this complicates matters slightly. Even though this country is becoming better understood and more economically developed, there is still a large difference between the East and the West. Where training and development is concerned, multinationals must adhere to the local way of life and understand the people and their environment in order develop a truly effective strategy.These Chinese have a saying that puts emphasis on many of the arguments made in this essay.-(r xing su s)When entering a village, follow the customsPersonal ReflectionUpon receiving this assignment it quickly became apparent that there was no yes or no an swer to the question. After consulting with my other group members, we developed various arguments and ideas related to global training and development. For our presentation we clear-cut to feature topics related to expatriation, carrier progression and gender equality to highlight the issues reading the posed question. After researching more around the subject area, I by and by found these to become less relevant and decided to take a different approach.For my essay I decided to focus more directly at addressing the issue Can a multinational have a common set of policies? Having debated what direction to take, I decided to explore the question by looking for at the different approaches (Localization vs. Standardization) to training and development. I felt that this was more relevant due to the fact that it directly addresses the question and explores important themes related to the subject area. I attempted to put myself in the shoes of a business leader, and with the help of a cademic literature was able to arrive at a solid conclusion.Having not known much about training and development beforehand, I feel now that I have a good understanding of the problems that face multinational when trying to implement these initiatives abroad. Working in a group allowed me the chance to develop arguments, and contest ideas with my team members. We all worked well together and benefitted from one anothers input, which helped in our understanding of the subject and the question.

Essay on Indifference in Franz Kafkas The Metamorphosis

Killing Indifference in The Metamorphosis Even before the beginning of the story, each appendage of the Samsa family in Franz Kafkas Metamorphosis serves a specific purpose. Gregor Samsa, the tragic protagonist of the story, performs his job with routine precision. It is this role as a provider that sustains his family to his family. however at the onset of the story, Gregor is inexplicably transformed into a gigantic insect. (p.67) In addition to jeopardizing his role in both society and prevail, this transformation severely effects his relationship with his family. The consequent indifference, alienation, and finally hatred that he elicits from his family is the source of his demise. For without the emotional sustenance and the essential role within the family that Gregor had occupied previous to his metamorphosis, he is not equal to(p) to sustain life. Even after Gregor has become an insect, his initial reaction is not one of alarm. Surprisingly, his first response is to de vise some sort of plan to fix his job and hence his role in the family. The only call to urgency that interrupts his cool reflection is the arrival of the chief clerk (p.73). Accordingly, Gregor laments his fate of being condemned to work for a firm where the smallest omission can give rise to the highest suspicion (p.74). It is as if he would most likely entirely overlook his more speedy and pressing condition of being an insect if it did not impede his ability to go to work. Gregor, in fact, finally risks bodily harm only due to the excitation he feels over the thought of his parents becoming unsettled by their sons tardiness and the pres... ... implores Grete to her father while she is persuading him to exterminate the bug(p.125). But the damage is already done. The Samsa familys exclusion of Gregor is what causes his demise. Even though the description of his death does involve physical characteristics, it is Gregors memory of his family that effects him the most. During hi s final moments, he describes the apple which is embedded in his back as ...hardly troubling him(p.127). He then proceeds to think of his family with tenderness and love (p.127). This thought process represents Gregors need to be at peace with the family of which he was such an integral part prior to his metamorphosis. For without the love and affection and nurture that Gregor both provided and received, he is forced to succumb to his physical demise.

Thoreau :: essays research papers

nry David Thoreaus outlook on education grew problematic because of a growing sense that it prevented reading rather then fostering it. He emphasized a deep respect for the local and concrete as the basis of all learning but education through experience was beneficial as intrinsically valuable as schooling. You cant stop life once when you become a teacher you have to keep learning He pass the rest of his life learning and writing the two were usually the same for him. The resolve of writing for Thoreau is, if he didnt write, he didnt exist. He would have no purpose in life.He embodied the notion of continuing education and lifelong learning. Thoreau was an advocate for continuing education more fundamentally in the sense that he knew that no system is sufficient or permanent, that to be responsively existent is to be a perpetual scholar, always aware of both the possibilities and the limits of ones current knowledge. Thoreau remained a learner of how he learned, keeping in hi s journal a series of internal reflections. He believed that body and soul, self and society, emotion and intellect can be reconciled. He asserts a basic succession between the schoolroom and the street by moving the classroom outside, between the process of learning and experience. He believed that the teacher could learn with and from the student.On the positive side, he wanted to devote all his energies to his writing. But on the negative side, he had a deep, underlying suspicion of the whole bodily function of formal education. In his journal he writes about how horrible it is to teach when the student isnt experienced or ready for it. Education is never completed, it is always vibrantly alive to the present circumstances of life. While Thoreau sees this cycle as at the heart of the educational process, it is in the area of writing, that he writes with the greatest depth. He engaged in this learning activity daily, noting "How vain it is to sit down to write when you have n ot stood up to live" Some progressive educators make the mistake of persuasion it is enough to have experiences, just by memory somehow constitute thinking about it Thoreau believed that reading and thinking should not be locked away at heart the mind only. Henry David Thoreau viewed education as an ongoing process that is necessary to awaken us from abstractions and preconceptions in order to learn and see things in a new light.