Judgment Time :: Personal Narrative Essay

Judgment Time "Congratulations, you have a new baby boy!" my child-development teacher said as she handed over the 10-pound bundle. Last year in my high school child-development class, each student had to take the "Think-It-Over" baby home for a night to get a taste of parenthood. Even before I received the baby, I knew I was not ready to be a parent as a senior in high school. I could still remember when my brother and sister were little and I would have to take care of them all the time. At least the doll had no dirty diapers I would have to change. It was a Friday night when my turn came to take the 10-pound plastic doll home. The doll really did look like a live baby from a distance. It even had a pleasant baby powder smell. After I took the baby home in his car seat, I changed him into some really cute clothes because my friends and I were going out that night. I then decided to name him Tyler. Inside the body of this doll was a computer that was programmed to make periodic crying sounds. I was the only person who could stop the crying because I had the key. This key, tied to my wrist, could be inserted in the doll's back to stop the crying. So far, so good. The doll had not cried, yet. My friends came over, and we all piled into the car. It was kind of squished because we had the baby's seat in there, too. I had to treat the doll like a real baby because the computer inside also measured any abuse to the doll, such as shaking or neglect. The hour-long drive to the restaurant was uneventful. It was rather chilly, so I decided to wrap Tyler in a blanket and carry him in that way. I also had a diaper bag with diapers, a bottle, and an extra set of clothes hanging on my arm. Because it was Friday night, there were a lot of people waiting in line to get a table. When I walked into that crowded entryway, I got some very weird looks and quite a few raised eyebrows. My friends also noticed the glares and stares, so we decided to make a game out of the whole situation. I stood in the corner pretending to rock Tyler to sleep.

Parasitological examination of biological specimen

Ginger Ginger is a knotted, thick, beige underground stem (rhizome). The stem extends roughly 12 Inches above ground with long, narrow, ribbed, green leaves, and white or yellowish-green flowers. The Important active components of the ginger root are thought to be volatile oils and pungent phenol compounds (such as gingerers and gasohol). 1. 1 Parasitological examination of stool specimen This Is the examination of intestinal parasites. This aspect of the training was designed to Introduce students to the area of Woolgathering.Helmets refer to arms and can be divided to 3 groups: a. Nematodes-Round & segmented b. Custodies-Flat & segmented c. Dermatomes-Flat & engorgement's. During the collection of stool sample, samples to be examined must be freshly passed. The first test carried out on samples is the macroscopic test which involves the use of the unaided eye to see basic morphological features Including the presence of blood or mucus. The next step Is the microscopic test which In volves two steps: 1 Direct wet preparation 2. Concentration techniques. The procedure of the direct wet preparation is as follows: A drop of normal saline is deed to a clean, grease free slide using a Pasteur pipette. With a swab stick, a tiny quantity of the stool specimen Is collected and placed on the slide containing the normal saline, and Is emulsified with it. After emulsification, the slide Is covered with a cover slip and allowed to stand for 30 seconds to a minute and examined under a microscope using both low and high magnifications(ex. and ex.).It was noticed that the number of parasite eggs determine the degree of infectious parasite that could result. Concentration of the stool specimen allows for easy viewing of hidden micro organisms. Its advantage over the direct wet preparation Is that In cases of light infections, the causative agents can still be viewed and detected. Concentration can be carried out either using brine, or 10% formaldehyde ether. Summarily, brine c oncentration is a floatation technique employing the use of density.Some substances will float and stick to the cover slip and will be examined, while 10% formaldehyde ether is a sedimentation technique, where the substance desired to be examined descends to the bottom of a tube after centrifugation. The stain used for 1 . AAA Collection and examination of blood specimen This involves in the collection and examination of blood samples. Collection can occur through either finger prick using a sterile lancet-when little quantity is required, or vein puncture using a syringe-when a relatively larger quantity is required.After collection, preparation for microscopic examination follows, and this could be done by direct wet preparation, thin film or thick film methods. The direct wet preparation is carried out as follows: With a Pasteur pipette, 2 drops of blood is placed on a clean, grease-free slide and covered with a coveralls and allowed to stand for seconds to minute, and then viewe d under a microscope using low and high magnifications. Note that the standing is for easy identification of motile parasites.In the thin film preparation, a drop of blood is placed on a clean glass slide, CM from the edge (for labeling). Use another slide, inclined at 30-450 as a spreader. (Allowing the blood to spread within the width of the spreader before pushing forward to obtain a monolayer. ) When the thick film method is employed, 2 drops of blood is placed at the centre of a clean slide, and using the edge of another slide, spread the sample in n anti clockwise manner until a diameter of 1 centimeter is obtained. 1. B Staining techniques Staining is employed only when thin or thick layer preparations are used.Stains include: Wright stain, Leaching stain, Ageism and Field stains. It should be noted that Leaching stain is used for only thin films, while Ageism stain is used for both thick and thin film preparations. 1. C Blood group determination Three antiserum- A, B and D a re used to determine the possible blood grouping of a given blood sample. 3 drops of the blood sample is placed on a clean slide. A drop of entities A, B, and D are placed on drops 1, 2 and 3 respectively and the agglutination of any of the spots determine the blood grouping.

Human Resource Business - Free Essay Example

Sample details Pages: 25 Words: 7625 Downloads: 9 Date added: 2017/06/26 Category Statistics Essay Did you like this example? MBA Literature review The Relevance of Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. Don’t waste time! Our writers will create an original "Human Resource Business" essay for you Create order 2. Introduction The activities of multinational companies (MNCs) are at the heart of Britains internationally open and global economy. This global economy has emerged as companies all over the world are joining forces through alliances, mergers, joint ventures, acquisitions, and the like, thus creating the need for a constant mobile workforce and the HRM strategies to support and develop it. This would therefore imply a fundamental shift in the role of human resources from transaction and administration to strategy and business transformation through innovative programmes which supports the global strategy of the company. This section gives an overview of the literature review and the theoretical basis for the forthcoming chapters. The chapter consists of journals, books and research materials which throw more light into Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. The following were the primary information sources used for the literature review; ACM Digital Library Pro-Quest Direct EBSCO Publishing Gale Group Info Track OCLC First-Search Java Sun Microsystems Library IEEE Library Emerald Database 2.1 Evolution from Personnel Management to HRM According to Guest (1987), the origins of the traditional concept of personnel management can be traced to the post World War One welfare tradition of concern for the basic needs of employees. The developing and mature phases of personnel management from the 1940s to the 1970s saw an increase in the status and professionalism accorded to the personnel function, particularly in relation to industrial relations (IR) matters (see Sparrow 2004). The concept of HRM, as a new strategic approach to the management of people, evolved in the early 1980s (Ericksen 2005). Its evolution was influenced by a range of factors, including increased competitive pressures caused by deregulation and globalisation, and the influence of notable academics in the US and the UK (Ericksen, 2005). Although it has been suggested that HRM may be no more than old style personnel management with a new name (Gunnigle and Flood, 1990), Storey (1992) identifies four features of HRM which distinguish it from traditional personnel management: it is explicitly linked with corporate strategy; it seeks to obtain the commitment of employees rather than their compliance; employee commitment is obtained through an integrated approach to human resource policies (for example, reward, appraisal, selection, training); and unlike personnel management, which is primarily the domain of specialists, HRM is owned by line managers as a means of fostering integration. 2.1.1 Approaches to Human Resource Management 2.1.1.1 Hard Approach If an organisation focuses on control of resources and achievement of strategy, it may adopt a hard approach to HRM (see Storey, 1989) in which employees are viewed as a resource to be managed like any other factor of production. In this approach, the critical task for management is to align the formal structure and HR systems of the organisation so that they drive the strategic objectives of the organisation. This approach is exemplified in the strategic model of HRM developed by Fombrun et al (1984). It has been argued however that an over-emphasis on hard HRM ignores the potential resistance of workers and trade unions, factors which cannot be ignored if business strategy is to succeed (see Hendry, 1995). 2.1.1.2 Soft Approach In contrast, an organisation may place an emphasis on a soft approach to HRM (Storey, 1992 p. 30), in which employees are viewed as a valuable asset whose commitment will assist in achieving organisational success. The objective for organisations in such an approach is to integrate HR policies with the strategic planning process, to gain the willing commitment of employees, to achieve flexibility through avoidance of rigid bureaucratic structures and to improve quality (see Guest, 1987). The most well known soft model of HRM is known as the Harvard Model of HRM (Beer et al 1984), views business strategy as just one situational factor which influences managements approach to HRM. This model identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. In the context of this study, this model is significant in that it identifies a range of stakeholder interests (including unions, government and m anagement) which influence HR policy choices. It is argued that unless HR policies are influenced by key stakeholders, the enterprise will fail to meet the needs of these stakeholders, and ultimately its own objectives (see Beer et al 1984). 2.1.1.3 Ideal Type Model: Integrated links from Personnel to HRM Storey (1992) outlines a further model which illustrates the process involved in shifting from traditional personnel management to HRM. While this is an ideal type model, it comprises features which are significant for this study. For example, it stresses the need for integrated links between beliefs, assumptions, management issues and key elements of HRM. It also identifies key levers of change in the various elements of HRM, including recruitment and selection, training and development and conditions of employment. A strategic approach to HRM can be developed by creating effective policies in these areas (Storey 1992) 2.1.2 The integrative aspects of HRM A key theme running through many of the models is integration, which according to Guest (1987) lies at the heart of HRM. He identifies integration at three levels: integration of HRM policies with business strategy; integration of a set of complementary HRM policies; integration of HRM into the line management function. 2.1.3 The Role of Management According to Storey (1992), best practice indicates that the extent to which the transition process from traditional personnel functions to strategic HRM functions can be achieved will be influenced significantly by the belief and support of senior management in the added value that HRM can contribute to the organisation. More importantly, this belief must be visibly demonstrated, for example by committing additional resources to the development of HR strategy and the building up of HR skills levels. As a first step, the head of HR should be afforded a genuine role in the formulation of key business decisions. This contribution must be an integral part of the business strategy formulation process, so that HR issues are accorded a key priority as opposed to simply being added on to, or indeed excluded from, the core business of the organisation. On an ongoing basis, heads of HR should also be enabled to have a genuine input into decisions taken at top management level which have impli cations for HR. Clearly, if the head of HR is to be enabled to play a genuine role in ensuring that HRM issues become a top management priority, it is important that the professionalism accorded to HR, for example through the development of expertise in integrating HR and business strategies, begins at this level. 2.2 Definitions: Innovative HR Programmes According to Agarwala (2003), defines innovative human resource programmes of a company can be described as: Any intentional introduction or change of HRM program, policy, practice or system designed to influence or adapt employee the skills, behaviours, and interactions of employees and have the potential to provide both the foundation for strategy formulation and the means of strategy implementation that is perceived to be new and creates current capabilities and competencies (Agarwala, 2003). 2.2.1 Innovative HR Programmes According to James (2002), innovative programmes can be grouped into a set of new initiatives which are associated with the process of developing a strategic approach to HRMenhancing its competitiveness. A few of these include: Reducing costs through shared services centres, self-service, and outsourcing. Develop uniform HR processes recognising local regulatory requirements to help foster a low-cost, administrative delivery model. Create a self-service culture for employees and managers. Establish global employee shared services centres focused on delivering HR administrative support to multiple geographic areas, thereby reducing administrative overhead. Outsource key services that can be more efficiently managed and administered externally. Streamlining technology and information management Improve information access to help companies more efficiently manage their human capital assets, provide employees and managers with enhanced access to information, improve HR reporting, and address growing compliance requirements. Reduce HR technology operating costs by consolidating multiple technologies, technical infrastructure, and IT skills. Managing people globally Help enable the company to respond to the interdependencies of global markets by managing human assets globally rather than nationally or regionally thereby improving competitiveness in the international marketplace. Enabling HR to shift its focus from administration to strategy Remove the administrative component of the work of business HR professionals, enabling them to provide more value-added services and to focus on consultative and analytical interactions with line managers. Facilitate HRs transition to a strategic partnership with the company by upgrading talent and skills within the HR function. 2.3 Background: Human Resource Evolution According to Cooke (2003), first Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. First Generation HR Transformation focused on changing the existing relationship between employees, managers, and HR, (Randall 2006). With technology as a key enabler and process re-engineering playing a pivotal role, this First Generation effort sought to help make employees more self-sufficient, whilst asking them to take more responsibility for their own careers (Datta et al 2005). It also sought to help remove HR from the middle of the employee/manager relationship by making managers more responsible for handling their employees HR needs. Over the past ten years, HR Transformation has led to a major restructuring of HR operations and processes transforming the way HR services are delivered Cooke (2003). 2.4 UK MNCs: Achieving Global Expansion MNCs in the United Kingdom have long been well established in manufacturing, but in recent years they have emerged as dominant players in the private service sector and have even become involved in the provision of public services (Edwards 2004). Levels of both inward and outward investment are high: foreign direct investment (FDI) into the UK by companies based overseas accounts for almost 9% of the total global stock while UK-based companies investments overseas account for over 14% of the global stock (Edwards 2004). In both instances, the UK is second only to the worlds largest economy, the United States. As a result MNCs are significant employers in Britain; for example, 18% of the workforce in the production sector are employed by overseas-owned companies with many more being employed in the domestic operations of British-owned multinationals (Edwards 2004). For multinational companies in the UK to achieve a successful transition in their drive for global expansion and competitive advantage, multinational companies would require innovative HR programmes which would enable them to anticipate critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services to help a company improve and grow (Edwards et al 2007). 2.5 HR Practices: Effectiveness A number of authors have explored the links between individual HR practices and corporate financial performance. For example, Lam and White (1998) reported that firms HR orientations (measured by the effective recruitment of employees, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and growth in stock values. Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. They found that strategic HRM effectiveness was directly related to employee turnover and the relationship between this measure and return on equity was stronger among banks with higher capital intensity (greater investments in branches). In this thesis, HRM would be described in the context of a number of innovative practices which have been proven to enable MNCs manage the transition process in thei r drive for global expansion, thus enabling organizational effectiveness and better performance outcomes. Wright and McMahan (1992) defined innovative human resource programmes as practices and activities employed to enable an organization achieve its goals. These practices are seen as a departure from the traditional HR activities. Delery and Doty (1996) asserts that these practices are key drivers required by MNCs to respond with the right strategy as they expand their operations in different environments (Boselie et al, 2005). 2.6 Empirical Research: Human Resource Factors MNC Global Expansion The drive for global expansion by UK MNCs has necessitated the need for a human resource strategy that would ensure that the company is able to sustain its workforce. This has therefore led to the departure from the traditional HR administrative role to a more robust global HR function which takes cognisance of employee profile, the work and environment demographics, de-skilling, re-skilling and multi-skilling and issues related to outsourcing and synergy of its processes vis--vis work-force reduction Lam and White (1998). The largest survey of employment practice of multinational companies (MNCs) in the UK was carried out by Edwards et al (2007). The key findings from the first large-scale, representative survey of employment practice in MNCs which have operations in the UK. The survey is comprehensive in its coverage of all but the smallest international companies. The findings derive from interviews with senior HR executives in each of 302 multinationals operating in Britain, both overseas- and UK-owned. The findings from the research suggest a connection between human resource practices and the performance of firms, a summary include the following HR programmes stated below. 2.6.1 Innovative HR Practice: Compensation Payment 85% of the firms surveyed were found to have a robust innovative program in terms of compensation and payment. This is achieved through a performance appraisal programme such as upward/peer appraisal and forced distribution. 72% of the MNCs utilized an innovative scheme for managers, through individual output criteria which were supplemented by a range of other criteria including behaviour in relation to desired competencies and to corporate values. 2.6.2 Innovative HR Practice: Training Development Programmes In respect of adoption of high potential innovative training programmes among MNCs, the organisations were asked if both their UK and overseas operations had a management development programme specifically aimed at developing its high potentials or senior management and employee potential. The data show that high potential programmes are adopted by 70% of organisations; 30% of organisations are not using them. Organisations were asked whether they used a global high potential programme that was adopted elsewhere worldwide, or a local, nationally specific programme. Most organisations indicated that their programmes are global in scope. 2.6.3 Innovative HR Practice: Appraisal Activities In comparison of performance appraisal practices and management values, the formal performance appraisal schemes for all three groups are very widespread; over nine out of ten firms have them for key group and managers, and over 80% have them for large occupational groups. Only 3% of firms have no formal appraisals at all. Just over a fifth of firms use forced distributions for the results of appraisal. A clear majority of firms use the results of appraisal as the basis of decisions on redundancy and redeployment. 2.6.4 Innovative HR Practice: Employee Involvement Communication UK-based multinationals most commonly cite setting a broad policy HR programme as being significant or very significant (62% and 66% for training and development and for employee involvement policy respectively). HR advice and consultancy is also relatively prominent for training and development policy (53% significant or very significant), but less so for employee involvement policy (33%). For training and development, and employee involvement, policy, the respective proportions reporting the other means of influence as significant or very significant are: setting detailed HR policies (32% and 31%); monitoring HR policy implementation (39% and 34%); and HR benchmarking and information exchange (42% and 28%). 2.6.5 Innovative HR Practice: Global Knowledge Sharing Diffusion In respect of innovative HR programmes which promote employee knowledge, learning and diffusion, international employee learning mechanisms are used extensively across all MNC both within the UK and across overseas operations. The survey focused on five formal organisational learning mechanisms used by managers that are international in their scope: International projects groups or task forces, which are often used to address specific issues; International formal committees; Secondments involving the placing of MNC employees in external organisations such as suppliers, customers, universities or private RD companies; Expatriate assignments The evidence showed that the most common organisational learning mechanism adopted among the managerial community within MNCs is the informal network (used by 84% of companies). International project groups/task forces also play a prominent role (used by 73% of organisations) and to a lesser degree expatriate assignments (used by 60% of organisations) and international formal committees (53% of organisations). In contrast, secondments are only adopted by around a quarter of the organisations (26%). The majority (82%) of organisations use two or more organisational learning mechanisms, with 53% adopting between three and four of the five organisational learning mechanisms among their managerial community. Around 9% fail to use any of the mechanisms listed. MNCs requiring integration between the UK operations and other sites worldwide are significantly more likely to adopt multiple organisational learning mechanisms (Tregaskis, Glover and Ferner, 2005). However, these national variatio ns show that the form that organisational learning and diffusion take is strongly shaped by the national context of the parent firm. 2.6.6 Innovative HR Practice: UK MNCs Use of Shared Services According to Edwards et al (2007), the findings from the study found that half of the UK MNCs operate shared services centres and have international HR policy formation bodies. They are far less likely, compared to US and other European MNCs, to have a worldwide approach to workforce management. UK firms consistently aim to pay a greater proportion of employees (managers, LOG and key group) in the top or 2nd quartile. Nine in ten UK firm have performance appraisal for their managers while seven in ten have formal appraisals for their LOG (Edwards et al 2007). Use of forced distribution is uncommon as is the use of 360-degree feedback. An overwhelming majority of UK MNCs tend to recognise trade unions for collective bargaining purposes. Formally designed teams and problem-solving groups are commonly found in UK MNCs as are a large number of communication mechanisms with meetings between line managers and employees, newsletters/emails and systematic use of the management chain the most commonly found communication mechanisms. Although the majority of UK MNCs have succession planning and formal management development programmes these tend to be comparatively less than other MNCs. 2.6.7 Use of Expatriates According to Edwards et al 2007, UK MNCs make considerably greater use of parent country expatriates than third country expatriates. This may reflect the short geographical proximity and cultural similarity between the UK and Ireland. UK MNCs tend to have considerable discretion over the various HR policy areas, much more than US firms. 2.6.8 IT Based Networks Services A key development in HR service provision over the past two decades has been the increased use of information technology (IT) (Edwards et al 2007). This is all the more relevant in MNCs, where IT systems may be used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and shared services provision on an international level. In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007). There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the rest of the world MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service. 2.7 Previous Research: Human Resource Factors Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNCs must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNCs as there was the lack of evidence to determine the effects of these practices on MNCs operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et als., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK context, (Katou Budhwar, 2007), especially in emerging economies. 2.8 HR Factors for Global Expansion: Effectiveness Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms HR innovative programmes which are largely measured by the effective recruitment of employees, compensation programme, and extensive training and development were related to return on assets, growth in sales, and growth in stock values. Using a sample of manufacturing companies, multinational servicing companies and global financial institutions, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. The findings suggested that implementation of innovative HR programmes had an effect on employee turnover and the overall performance of the company. 2.8.1 Recruitment Selection According to Terpstra and Rozelles (1993), who compared the relationship between recruiting / selection practices among US / UK MNCs and the firms performance, it was found that there was a strong connection in the companys performance between implementation of the new HR practices and the previous traditional practices, this was focused mainly on recruiting, selection and the use of formal selection procedures and firm performance. Cascio (1991) also states that the improved performances recorded after implementation of such new HR practices are generally substantial. 2.8.2 Employment Training Programmes Russel, Terborg and Powers (1985) in a survey of 30 US MNCs establish a link between the adoption of employment training programs and financial performance. The use of performance appraisals (Borman, 1991) and linking such appraisals with compensation has strongly been connected with the performance of a firm. (Gerhart Milkovich, 1990). Koch and McGrath (1996) reported that firms using more sophisticated staffing practices (planning, recruiting, and selection) had higher labour productivity. 2.8.3 Communication Employee Involvement Huselid (1995) reported that HR practices can influence firm performance through provision of organization structures that support involvement among employees and provides flexibility for improvement of job performance. Green et al (2006) states from findings of a survey that organizations that vertically aligned and horizontally integrated core human resource functions and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and organizational performance. 2.8.4 Other Models Most of the work on innovative human resource programmes and the companys performance has been undertaken in the context of MNCs who consider the US and the UK as their home country. The question which arises, though, is whether the UK and US-oriented models are appropriate and representative in other contexts (see debate in special issue of the International Journal of Human Resource Management, 12(7), 2001). Other studies analyzed such as Harel and Tzafrir (1999) found that in parts of Asia and the middle-east, innovative HR practices were related to perceived organizational and market performance. Bae and Lawler (2000) did find a significant relationship between HR practices and firm performance in their sample of 140 manufacturing firms in Asia, covering china, Japan and South Korea. Lee and Miller (1999) also found a strong relationship between HR practices and performance among a number of MNCs in Asia, but it is clearly stated that this relationship was most strongly pronounce d among firms using dedicated positioning (marketing differentiation or innovative differentiation) strategies. Bae et al., (2003) in their study of HR strategy in Pacific Rim countries found that the evidence of a strong relationship was however based on strict high-performance work system with a number of variable conditions. Morishima (1998) found support for the contingency perspective in a sample of Japanese companies. Firms with well-integrated high-involvement work practices and firms with well-integrated practices consistent with more traditional Japanese employment strategies both did better than firms with poorly integrated practices. Bae et al (2003) in their investigation of Hong Kong multinational companies found an increase in the firms performance due to certain core innovative HR work practices (training and compensation techniques) with high involvement characteristics. 2.9 Implementation Whilst there are currently limited researches in respect of implementation of innovative HR programs in the context of UK MNCs, however, according to Briscoe and Schuler (2004), Implementation may vary in respect of what and how, thus limiting the value of comparative survey research. Chew and Horowitz (2004) states that the subject of implementation should only be considered in the context of the specific MNC or firm involved, as there are lots of contextual factors and limitations in implementation hence the need to be cautious and dissuade any hasty conclusions when taking on findings from research journals on implementation. Horowitz (2004) states that primary research on implementation would need to focus on contingency approaches and mediating variables affecting the MNC level application. A number of theoretical approaches would also add to the importance of context frameworks such as integration/divergence or universalism versus local particularism, and ethnocentric, geocentr ic, regiocentric and polycentric managerial strategies (Chew et al 2004). The author believes that such an extensive approach would not only examine the relationship between human resource innovative practices and relevance, but would take into account the host environment. 2.9.1 Implementation Expansion: Formation of HR Strategies According to Briscoe et al (2004), very little work has been done on the formation of methods for implementing and controlling the transition from specific administration HR services unto innovative programmes that are directly linked to strategic challenges such as increasing revenue through new market entry or mergers and acquisitions. The formation of the UK MNCs corporate strategy has to take into account the balance between those activities that need to be centralized or standardized and the degree of flexibility required by the affiliate to operate in the host country Brock (2005). The formation of HR strategies is distinguishable by variance in terms of level of abstraction and scope. The level of abstraction refers to the level at which the HR strategy is focused. According to Combs et al. (2006), there are different levels of abstraction in the design of a global HR system. Levels vary from recommendations, policy, to operational-level procedures. With a policy-level of abstraction, affiliates are given the freedom to implement their own HR strategies within the broad parameters of the standardized policies. However, with an operational level of abstraction, affiliates are expected to implement a more detailed HR management practice. Scope refers to the extent of HR management practices dealt with in the HR strategy. For example, the HR strategy may have a narrow scope and focus on two or three key areas, or it may have a wide scope and deal with the more comprehensive list of practices such as those described in the contingency perspective by Tregaskis et a l (2005). 2.9.2 Research Evidence Utilizing the findings from the research of 302 MNCs operating in the UK by (Edwards et al 2007) and the framework for subsidiaries by Cooke (2003), it was found that the determination of the appropriate formation model is largely dependent on four variables which include: The business model The impact of national culture on the business model The role of the MNCs organizational culture in directing and controlling affiliates The degree of convergence 2.9.3 Implementation Expansion: Business Model According to Cooke (2003), the business model largely drives corporate HR strategy and there is a need for congruence and alignment of HR management practices and business strategy. The increased complexity of MNCs is the result of MNCs pursuing value-creating opportunities that become available when firms have a global presence (Guest, 2003), but the increased complexity requires the appropriate organizational architecture, of which HR is a critical component. A most useful way of explaining MNCS business models is the eclectic paradigm (Randall, 2006). In terms of the paradigm, MNCs are advised to invest across national borders because of an interplay between a firms ownership-specific advantages (Firm Specific Advantages), the location attractiveness of countries or regions, and advantages gained from internalizing cross-border operations within the MNCS; the so called OLI approach (Cooke, 2003). The first factor, Ownership, refers to the MNCs specific competencies and an understa nding of how they develop, the second, Location, relates to an appreciation of the transferability of a firms competencies between markets, while the third factor, Internalization, deals with the alternative modes of market entry in a competitive context. The choice of location is influenced by a combination of FSAs (firm specific advantage) and country-specific factors, such as the availability of natural resources, access to markets, or assets that complement the FSA (Ferner et al, 2005). These respective approaches are referred to as Resource Seeking Foreign Direct Investment (FDI), Market Seeking FDI and Strategic Asset Seeking FDI (Cooke, 2003). 2.9.4 Implementation Expansion: Influences on Destination According to Harris et al, (2001), resource and market seeking activities were the primary drivers of FDI since the 1970s but this trend has reversed as the value of services and intangible assets increase. This has led to MNCs seeking more knowledge-based assets in the form of intellectual capital or low-cost skilled labour, which in turn favours destinations with knowledge intensive assets or learning advantages away from those with purely natural resources. In all four cases, the firms are primarily exporting knowledge intensive FSAs that will either give them access to new markets or support their existing FSAs (Harris et al 2001). By implication, it can be expected that the role of social capital, and consequently HR, plays a more significant role in strategic asset seeking MNCS business models than resource seeking or purely market seeking business models (Chew, 2004).This is consistent with the findings of Agarwala (2003), who found that MNCS business models are evolving into differentiated businesses that are characterized by a global dispersion of operations, interdependence and tight coupling of subunits, and an emphasis on cross-subsidiary learning and structural flexibility. Agarwala (2003), in his study of two giant pharmaceutical firms, found varying evidence of this trend towards a common model and a greater complexity was developing within firms which was characterized by a growing internal differentiation in internal structures of MNCs. This is also discussed by McDonnell (2007) who refer to firms with a high level of internal differentiation as differentiated network MNCs and these firms are characterized by a high level of transfer of knowledge, both location and non-location based, in multiple directions. McDonnell (2007) show that different approaches to managing subsidiaries arise from the varying needs of subsidiaries for access to different bundles of knowledge, these may be location bound (e.g. local market responsiveness) or non-location bound (LB and NLB knowledge bundles). In addition, the movement of the bundles may be unidirectional from parent to affiliate, or multi-directional affiliate to parent or from networks of subsidiaries. 2.9.5 Implementation Expansion: The Effects of Culture The impact of national culture on the operations of an MNCS is experienced most strongly in its HR management practices. National culture impacts on the implementation of corporate HR strategy as personal motivations, the way that information is synthesized, and economic utilities are culture bound (Hofstede, 1991). Yeniyurt et al (2003) show that national culture provides an important role in limiting the depth and acceptance of universal management practices across an MNCS. The significance of national culture on moderating HRM practices was explored by Ferner et al. (2005), who examined the differences between management practices in MNCs and their operations in host countries and found in their study of German MNCs operating in Britain and Spain. They discovered that although there are pressures on MNCs to adopt US-style business practices such as standardized international policies on appraisal, performance management and so on, that the influence of the German business system p ersists. This view was a challenge to a study by Collings et al. (2007), who examined what types of changes, would be introduced to British companies when taken over by foreign companies. In particular, the study tried to identify whether there were nationally distinct approaches to management following the acquisitions. The study found that the process of acquisition was rapidly followed by significant changes in management practice but that some practices were common to all companies while others conformed to accepted characterizations of national management practice. The national conformation was clear in the case of Japanese and US acquirers, but less so for French and German firms. 2.9.6 Implementation Expansion: HR strategy, Managerial Beliefs and culture Countering the role of national culture and local conditions is organizational culture; a strong organizational culture unites employees in their actions which, in turn, influence performance (Schein, 1992). Organizational culture is often seen as an instrument to maintain unity and control between parent and affiliate, and can play a role in moderating the freedom of the affiliate to change and adapt its HR strategy from the corporate HR strategy. (Collings et al, 2007) found that substantial differences in management role expectations exist both across and inside MNCs, which suggests that differences result from more than national cultures and may indicate the role of organizational culture. Schein (1992) explore the relationship between organizational culture, strategy and performance. It was found that there is a positive relationship between culture and performance and that strategy is influenced by culture, which in turn, influences and develops the corporate culture. It then follows that it is in the interest of organizations to establish and build an organizational culture that provides both a competitive advantage and a distinctive identity. Easterby-Smith et al. (2002) distinguish between internal work culture and external culture. Internal work culture is similar to organizational culture and is construed as a pattern of shared managerial beliefs and assumptions that directly influence HR practices. These beliefs and assumptions in turn relate to both the task and employees. Managerial assumptions about the task relate to the nature of the task and how it should be performed, while those assumptions relating to employees relate to the nature and behaviour of emp loyees. 2.9.7 Transfer of Culture: The Role of Expatriates According to Scullion et al (2006), managerial assumptions of task and employees are influenced, in turn, by institutional level culture and societal-level culture. The transfer of organizational culture is often done through the use of expatriates. Expatriates from the MNCs parent country are used in managing the interests of the organization and transferring its competencies, systems and even aspects of its organizational culture to its subsidiaries in foreign locations. This is referred to as an ethnocentric approach, as opposed to a polycentric approach where affiliates are staffed by host country nationals, or a geocentric approach which staffs affiliates and subsidiaries with staff from a third country (Scullion et al, 2006). For MNCs, organizational culture fulfils an additional role in that it determines the method of exercising control or influence over the affiliates and the cross-MNCS implementation of corporate HR strategy. In an organization with an organic culture (Bhattacharya et al, 2005); formal control systems are likely to cause dissonance while the same is true for an organization with a mechanistic culture not utilizing formal processes. 2.9.8 Implementation Expansion: Issues of convergence Convergence, also known as isomorphism, is the process whereby MNCs will gravitate towards a series of universal management practices that provide competitive benefits for themselves (Cullen, 2002). The drivers of convergence at organizational level are efficiency, growth, and the development and utilization of technology. Convergence can be regarded as continuous organizational learning and the development and application of practices that lead to organizational efficiency, but are still flexible enough to be applied generally (Huselid, 2005). It follows that convergence is also occurring in the adoption of international HR practices; with increased complexity facing MNCs, there has been less emphasis on formal structure and a greater focus on HR management policies and practices, which form an integral part of the process-input control systems of modern MNCs. This has led to an upsurge in the search for global best practices or HR strategies that can be applied across all cultures (Briscoe et al, 2004). The contingent view of HR strategy in MNCs emphasizes that there is one best method, even within contingent variables such as stage of internal corporate evolution (Marginson et al, 2004). Typical of the contingent view is that of Tregakis et al (2005) who investigated the standardization of Western practices in Chinese-Western joint ventures. The study showed that overall HRM practices had become similar to those in Western MNCs, especially when compared with data gathered in 1992. This was seen as due to the spread of Western ideals in the Chinese business network, the greater emphasis that Western MNCs were placing on HR management, and the limited liberalization of Chinese employment legislation. It was noted that few Western companies had made the total transfer of HRM policies to China; this was not due to national cultural differences but local conditions. Edwards (2004) came to a similar general view, although in a different context when he compared HRM practices in European firms in six divergent countries. Edwards (2004) found that although there were differences in management practices across these firms, that this was more likely due to the role of legal and political structures in the various countries than cognitive orientation. Most firms wanted to adopt the latest management practices prescribed in American literature and supported by business consulting firms across Europe, but could not because of varying regulative and political conditions. Some evidence is emerging that there exists a hybrid between divergence and convergence (Lei et al, 2005). This is defined as cross-vergence, which refers to cross-cultural diffusion of high performance work practices (HPWPs). The motivation for adopting HPWPs includes the need for efficiency, productivity, and high quality goods and services but these are tempered by contextual factors present in the host country. Cross-vergence provides an integrative alternative to the convergence/divergence debate and accommodates diversity, at both country level and within-country level. Cross-vergence also implies reverse diffusion. 2.9.9 Discussion Additional factors that would influence the expansion and formation of MNCS HR strategies are institutional and cognitive factors. Institutional factors include regulatory factors in the home country that would impact on the translation of corporate HR strategy by an affiliate in a host country, (Wright et al, 2005). Wright et al (2005) points out that a countrys institutional framework and its cognitive sets impede or enhance the application of HR practices such as performance appraisals. Ferner et al, (2005) in a study of 249 US affiliates of foreign-based MNCs found that in general, affiliate HRM practices closely resemble practices of local (US) firms. Where differences do exist, these are influenced by method of founding, dependence on local inputs, the presence of expatriates and the extent of communication with the parent. These findings were further elabourated by Combs et al (2006) who found that the affiliates dependence on host institutions would be reduced when a subsidia ry (or affiliate) is highly dependent on the parent to provide crucial resources and when the parent was likely to exert influence through formal coordination mechanisms. 3. Practices 3.1 Approaches to Domestic Environment According to Collings et al (2007), in the context of HR and global expansion, one influential category of factors that has been highlighted from previous research when is the issue of the domestic environment, often referred to as the host country effect, with attention being paid to the influence of such variables as local culture, and legal, social, economic, and political systems (Perkins et al, 2006). Researchers additionally suggest that the greater the cultural distance between the home and the host country, the harder it will be for the multinational to transfer home country philosophies and practices (Ferner et al, 2005). That is, while the multinationals are pursuing global expansion and integration, they are forced to be responsive to the demands in each area in the countries and regions within which they operate (Guest, 2003). With this in mind, it is therefore imperative for UK MNCs to put in place HRM practices that are consistent with national development plans of their intending host countries, (Tregakis et al, 2005). In several European countries, particularly Germany and Austria, workforce representation in the company, legal rights of consultation and co-management in specific areas are of prime importance. Conversely, in Britain there is no obligation to recognise unions or establish structures of employee representation with the result that MNCs from more regulated economies have the option to set up subsidiaries without any workforce representation. 3.2 Approaches to Employees According to Cooke (2003), the current practices among UK MNCs leans more to a polycentric approach than a regiocentric staffing approach. Whichever approach is eventually chosen, the next issue that would come to mind would be effective recruitment and selection issues. There are three types of employees to be considered which are; employees from the parent company / home country who will be known as expatriates, employees from the host country and other employees who are neither from the home or host countries. According to Ferner (1997), the type of government policies and the nature of legal and labour market conditions in the host countries, plays a key role in influencing the strategies and policies of the MNCs by either encouraging or impeding certain industrial relations practices. For example, in a developing country, a host government may dictate hiring procedures, as in the case of Malaysia in the 1970s when the government made it mandatory for all foreign firms to provide additional employment for the indigenous Malays (Chew et al., 2004) and with the current policies in Saudi Arabia and the Philippines where indigenous employment quotas of 75 and 95 per cent have been imposed respectively. The three types of employees mentioned must be incorporated into the HR strategy of the UK MNC, despite their advantages and disadvantages. Integrating these employees into the companys system and getting them to function across functional lines efficiently can be a challenge and daunting task and according to Ferner (1997), the first stage in the process is to establish the culture within the MNC and how this can be propagated within the global operations. 3.3 Innovative Programmes Edgar et als (2005) meta-analysis of 104 articles found that training and development, contingent pay and reward schemes, performance management (including appraisal) and careful recruitment and selection were the top-four HRM practice-level categories used by different researchers. These are seen to reflect the main objectives of most conceptualisations of a strategic HRM programme (Batt, 2000: 587) namely, to identify and recruit strong performers, provide them with the abilities and confidence to work effectively, monitor their progress towards the required performance targets, and reward them well for meeting or exceeding them 4. Conclusion 4.1 Discussion Following an extensive literature survey and taking into account the proposed definition of innovative HRM practices, this study considered the relevance and effectiveness of a few of those practices which include: expatriate and redeployment policies, recruitment policies, compensation and reward, training and retraining policies, performance management and appraisal. Edgar et als (2005) meta-analysis of 104 articles found that training and retraining, compensation and reward, performance management (including appraisal) and careful recruitment and selection were the top-four HR practice-level categories used by different researchers. These are seen to reflect the main objectives of most theories of innovative strategic HRM programmes (Batt, 2002). The activities would involve: identification and recruitment of employees who are performing and capable of performing, provide them with the abilities and confidence to work effectively, monitor their progress towards the required perfor mance targets, and reward them well for meeting or exceeding them. 4.2 Key Evaluation Factors I have utilized the relevant literature to investigate and discuss the main issues relevant to innovative human resources practices organizations need to consider as they embark on global expansion. The researchers have given a number of factors and dimensions to the topic which I would utilize in my survey. The key relevant factors gathered from the literature reviewed which I would use for the proposed survey include; Innovative HR Practices: Recruitment Policies Innovative HR Practices: Compensation and reward Innovative HR Practices: Training and retraining policies Innovative HR Practices: Performance appraisal Innovative HR Practices: Expatriate and redeployment policies 4.3 Justification for Choice of Factors I have chosen these factors as my framework for further analysis because they have been cited by more than ten authors as the main drivers of human resource management on a global scale. In addition, with these assertions going as far back as seven years and yet still very relevant today that therefore gives an indication of its acceptability. 4.4 Review Although these brief findings may constitute a bit of basis to state the importance and relevance of innovative human resource programmes for UK MNCs, however there is the need for this to be backed up with additional robust and quantitative evidence to support the findings. This is in consonance with Edwards et al, (2007), and Wright et al., (2005) who have called for a wider investigation in different contexts. In light of this, in this thesis, I would hope to substantiate this evidence by carrying out a survey on a UK multinational company as discussed in the next chapter.

Cbt Case Formulation Case Analysis - 1436 Words

Heather Slack CBT Case Formulation I. Case History a. Identifying Information: A.W. is a 48-year-old married white female living with her husband and one of her children. b. Chief Complaint: â€Å"My anxiety seems out of control† c. DSM-IV-TR Diagnosis: I. Generalized Anxiety Disorder, r/o mood disorder II. Deferred III. Multiple medication side effects IV. Stressors related to relationships, finances, and housing V. 50 d. History of Present Illness: The patient’s anxiety symptoms began several years ago and include the following: †¢ Emotional symptoms: Uncontrollable worry, anhedonia, irritability †¢ Cognitive symptoms: Difficulty concentrating, catastrophizing, negative thoughts, loss of confidence, feelings of failure, all or nothing thinking †¢ Behavioral symptoms: Avoidance of public situations, inability to relax, over immersion in work †¢ Physical symptoms: Insomnia, fatigue, restlessness, multiple physical complaints of unknown etiology suspected to be related to anxiety e. Psychiatric History: No prior psychiatric history f. Medical History: No significant medical history. Surgical history includes tonsillectomy and adenoidectomy, vein stripping, surgery for lazy eye and basal cell carcinoma removal. Side effects from multiple psychiatric medications: †¢ Paroxetine: decreased appetite, insomnia, increased anxiety †¢ Nortriptyline: bleeding from rectum †¢ Mirtazapine: less anxiety and improved appetite but lost efficacy †¢ Venlafaxine: decrease appetite andShow MoreRelatedDescribe What Comprises a Comprehensive Cbt Case Study – Evaluate the Use of Case Studies in Therapy.1735 Words   |  7 PagesDescribe what comprises a comprehensive CBT case study – Evaluate the use of case studies in therapy. Cognitive Behavioural therapy is a based on the fundamental idea that emotions are experienced as a result of our interpretation and appraisals of events (Dryden 2004). 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Critique of Ecology of Youth Collective Socialization by...

In â€Å"Ecology of Youth Collective Socialization†, Nicotera, Williams, and Anthony argue that multiple social ecology influences of peers, school, as well as neighborhoods are extensively related to youth’s well-being, as well as misconducts. Within the article written, the intended audience consists of scholars, professionals, parents, as well as current and future researchers. The three authors submitted multiple hypotheses regarding the influences of peers, school, as well as neighborhoods on today’s youth while omitting familial influences. As presented above, the author’s main objective for writing this particular article is to present as well as analyze the collective socialization of today’s youth through peer, school, and neighborhood influences resulting in both positive as well as negative results regarding their well-being and misconducts. Their main arguments consist of their presentation as well as analysis of the influences of bot h positive and negative outcomes. The author’s base their analysis on each of these influences through administered investigations, current studies, questionnaires, as well as previous research from scholars to support the multiple hypotheses. The purpose of this particular article consists of the examination of the influences of perceived neighborhoods, distal peers, and proximal peers regarding the problematic behavior as well as well-being of today’s youth. Also within this particular article their purpose consisted of how

To Sail or Not to Sail free essay sample

Donald was a shopkeeper during the year 1912, and amidst all the hustling bustling chaos of the Titanic’s departure, it had not taken long for his frustration to grow to an all-consuming proportion. For, whenever he figured it a good moment to resume his reading, the door was almost certain to open again: another passenger of the â€Å"Unsinkable Ship† come in to buy their last minute essentials. But, the family who had just trudged into his homely store seemed different, not like the rest of the panicking passengers. Donald looked on as the youngest, a girl he thought to be about 13 years of age, picked up a rather repulsive looking lollipop, and walked towards the till. He peered at the child as he strode towards his position beside the cashbox, watching while she dug through her pockets in search of the ten pence needed to make the purchase. This girl was to make just one buy of many brought on by the Titanic’s voyage. We will write a custom essay sample on To Sail or Not to Sail or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Lots of small shops in Southampton such as Donald’s had been previously living in poverty: but in the months before the departure of the ship, these such shopkeepers were able to scrape together the coins needed to begin living in proper conditions again. Although the Titanic’s journey was one of peril and ultimately failure, the effects it had on the people of England beforehand were enormously satisfying. Money and jobs had been provided to the UK, who had been recently struggling financially. Along with this, the advertisements and circulating rumors of the ship were able to bring much attention to Great Britain as a whole, which proved advantageous to the country in several ways. But most importantly the concept of the Titanic instilled hope in the hearts of the hopeless: something which even today is almost unachievable. The sailing of the Titanic, in itself, was able to provide jobs to England: a country which at the time was deep in financial debts and crises. These jobs were simply those that would benefit the wondrous ship (builder, interior designer†¦) yet in the end, the workers may have received the greater reward. For, the money brought into the working class of Great-Britain was enough to pull most of the population out of poverty. Without the sailing of the great ship: the series of events that lead to this outcome would never have occurred. By looking at frequent surveys taken throughout the 1900’s, it is now known that before the sailing of the â€Å"floating palace† many people living in the UK were surviving at subsistent and impoverished levels. Although I myself can hardly imagine an England such as this, one must believe that the world was a very different place one hundred years ago. In fact, it was only after the announcement and commissioning of workers for the Titanic, that the Britons began living in relatively average conditions again (Lambert, Tim. Liberal Reforms. 20th Century England. N.p., n.d. Web. 22 Jan 2013. www.localhistories.org/20thengland.html). This information proves two things. One being that before the Titanic, England was living dangerously close to poverty. But more importantly that it was after citizens began receiving money from their work with the â€Å"Unsinkable Ship†, that massive improvements were made financially to Britain’s economy. Having been, myself, to England this is especially difficult for me to believe. Today England’s economy is significantly better than some other countries (America, Greece, to name a few). The United Kingdom is not the economically demolished country it used to be anymore. This is because of the famous ocean-liner.For this reason it is believed that the sailing of the Titanic was a vital event totaling to enormous success on England’s behalf. Advertising the Titanic through several different sources (i.e. newspaper articles, letters or other media) succeeded in bringing a fruitful number of to urists to England. Despite the fact that appealing illustrations and print were hardly the ‘norm’ in those times, authors and artists alike had wasted no time in creating attractive, modern designs and descriptions to advertise the â€Å"Unsinkable Ship.† And, certainly because of this: tourists from other countries had raced in coming to see the boat in all its magnificence. The alluring advertisements boasted of the ship’s luxuries including restaurants, swimming pools, and more. It is no surprise, then, that most of the people on the ship were foreign including passengers from many different countries of Europe. How did they get there? Well the answer for the majority of the foreign people on board is the same. These passengers were tourists at some point during the peak of the Titanic’s popularity, and during their stay in England had decided to purchase a ticket on the famous ship. This piece of evidence proves the very relevant historical theo ry that prior to the ship’s departure a moderate chunk of the passengers had already paid heap loads of money to England during a visit to the country. So, say for instance a wealthy family of France had heard talk of the marvelous Titanic. They then might choose to visit England to see the ship. Whether or not a ticket was purchased is irrelevant, owing to the facts that even if the boat appeared â€Å"unsatisfactory†, the French family had still ended up paying England’s tourism industries during their stay. This round-about action would also have brought money to the workers of the Titanic, mentioned in the previous paragraph. When these tourists, future passengers or not, arrived in England to see the †Unsinkable Ship†, humongous amounts of money and attention were directed at Great Britain. The consequences of this were hugely important financially, as talked about further in the paragraph above. For this reason also, the Titanic’s settin g sail was an imperative event in England’s history. The concept of the Titanic alone was able to fill many hearts with hope, an achievement so amazing it is almost unbelievable. The large poor population living in England at the time was a dominant factor in this outcome. It was the people who were poor, who could not afford a ticket on the dreamlike ship. Despite the fact that many of those same people had never even seen the boat, the enchanting talk of the vessel was enough to drive most penny-pinched families to insanity. However, at the same time: a ticket on the Titanic was something to hope and dream for. The idea of living to pay for and be granted a seat on the â€Å"Unsinkable Ship† was something that kept despair at bay. At this point in time the poor began to rebel, demanding for their rights. This circumstance can be compared to that of the black and white conundrum in America. In both situations, one group of people felt denied the opportunities of the other. In the end of both devastations was success†¦ Aft er years of protest two laws were passed. One which entitled a person to a small fund if they were to fall sick, and the other shortening the hours workers were required to work each day (Lambert, Tim. Liberal Reforms. 20th Century England. N.p., n.d. Web. 22 Jan 2013. www.localhistories.org/20thengland.html). These laws were just one success of many granted due to the rebellions of the poor. As if the connection between the Titanic and the revolts wasn’t clear enough: the incidents began happening only shortly after the announcement of the ship’s creation, and both laws were passed in the year 1911 (merely one year before the ship’s departure). Without the hope in the hearts of the poor due to the Titanic, these citizens would never have rebelled for their rights. In the case of the poor being granted their rights, the infamous ocean-liner proved an essential factor. Not only was the ship a symbol of equality to many people in England: it was an excuse to make improvements to the British law. (My great-grandmother has told me in the past about the troubled nation that she remembers from her childhood. The situations she has described to me are altogether horrific, and I can only hope that England never returns to dark days like those again).Although not many of the poor who rebelled could afford a ticket in the end; the hope that drove them to gain their rights back was monumental. In this instance, a single boat changed a nation of people. For this reason, the Titanic’s setting sail was enormously important. However, one may still persist that the Titanic should never have set sail for various reasons. One example is that the Titanic was not supplied with adequate amounts of safety material (ex: lifeboats, life-vests). I would like to disprove this theory now. This idea is altogether irrelevant to the Titanic’s tragedy. For it was not the number of lifeboats that lost lives, but the lack of passenger speed to get onto the lifeboats. If a quick â€Å"get in and row away† situation had been enacted, there would have been no deaths onboard. This says that the Titanic did in fact have the necessary safety materials. Furthermore proving that this such counter-reasoning is altogether incorrect. And, on a whole without the departure of the infamous boat, none of the outcomes described in this essay would have occurred. So again, it has become clear that the Titanic was the secret to England’s success, the key to unlocking a new Great Britain, but also: an imperative event in the history of the United Kingdom. Therefore, the Titanic should have set sail.

Year of Wonders free essay sample

Notes: Leaf-Fall 1666 We have looked at the first chapter – which chronologically occurs towards the end of the text, and discussed some of the reasons why Brooks might choose to structure her novel in this way. We see a lot of characters interacting with each other in ways that are quite different to the next chapter, demonstrating how much they have changed during the time of the plague. Brooks has taken her time here to describe the desolation of the garden that Elinor cared so much for – this reflects the desolation of the village and the characters – particularly Mompellion whose despair is so evident here. Anna (our narrator) is stoic, and is keeping things afloat. Her caring nature is evident in her attempts to assist Mompellion and also in her care for his horse Anteros. However, she refers to herself as a servant and you have all picked up on the fact that her behaviour does not at all resemble that of a servant. We will write a custom essay sample on Year of Wonders or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This foreshadows the tremendous journey (that ‘Year of Wonders’) the reader is about to see Anna embark on. Chapter Notes: Ring of Roses Refers to children’s rhyme supposedly about the plague. Certainly echoes the plague sores that are found on George Viccars body during this chapter. The chapter ironically begins with Anna saying that the last winter – when her husband died – was the most difficult she had lived. No-one expected this plague. We examined the burgeoning relationship with George which is cut short by his illness. We see Anna’s passion for her children (challenging God’s edict that none be placed before him) and her desire to be with a man again. We learn a lot about the lives of women in puritanical society in this chapter, and how Anna is already different from them. `Chapter Notes: The Thunder of his Voice Meaning of the title becomes apparent in the very last page of the chapter. Has a religious resonance. We are introduced to Anys Gowdie in this chapter – a woman quite unlike those of her time. Anna feels drawn to her and changes many opinions in discussion with her, showing us how unusual Anna herself is for a woman of the time. Anys reveals her affair with George and his intentions to Anna. There are no deaths in the chapter – but the plague is discussed at the dinner at the Bradfords where Anna is serving. Anna goes home and checks her boys – both appear unafflicted. Chapter Notes: Rat-Fall. Obviously modeled on Leaf-Fall, what is the meaning of this chapter title? It begins with glorious descriptions of nature – the people believe they have contained the plague. Anna plays with her children and interestingly, Mompellion enters the picture. Very Garden-of-Eden-esque. Anna is uncomfortable around him. This stands in stark contrast to what we are about to experience. The boys playing with the dead rats is ominous. The weather soon changes, and Anna remarks on the insects biting her boys. She longs to talk with Anys and begin to see the world in ways that she does. One of the boys playing with the rats starts showing symptoms. Mem Gowdie is sent away as they fetch a physician. The physician flees from the plague. Anna’s baby Tom dies during the chapter. Aphra scolds her for doting in him – she has lost many babes herself. She tells her it is folly to love them until they are walking and talking. It is clear that the plague has struck the town. Chapter Notes: Sign of a Witch Anna compares the plague to the falling of a whip that continues to strip a man’s back on p. 81. We learn that her elder son Jamie passes away even as he is still grieving for his brother. Anna tries a number of remedies to soothe or cure Jamie which must have been common at the time, to no avail. In fact, they seem to make things worse. It is only Anys who is able to soothe him – she promises Anna prophetically on p. 84 that her arms wont be empty for long. Mompellion comes to pray for Jamie and Anna â€Å"hears the words as if far away†. P. 86 Anna tells us of her grief and her inability to understand why she has not succumbed when her children and many around her have. Of particular importance are the questions she asks in the graveyard on p. 87. While all this is happening (which is personal and thus central to our narrator) it is clear the plague has spread throughout the village. It has certainly not been contained as they hoped. The townspeople seek a scapegoat, and Anna comes upon them accusing Mem Gowdie. Anys is not far behind and they seek to lessen the hysteria that has grabbed all around them. Pp. 89 – 91. Brooks creates a lot of tension in these pages. The responses of the townspeople here will prove useful in a number of possible themes to discuss around the text. In saving Mem Anys draws attention to herself and Anna finds that her loose tongue around Anys and George helps condemn her friend. Anys uses all her wits to distract and anger the villagers and accepts that her death is inevitable. Her actions here may be hard to understand and we will need to discuss them. Mompellion comes to confront them but is too late to save Anys. They have created yet another tragedy within their town, and unwittingly destroyed the woman who may best have helped. Consider the irony of Mompellion’s comment: â€Å"oh yes, the devil has been here tonight†. Chapter Notes: Venom in the Blood The atmosphere in the village gets bleaker and Brooks comments that the witch’s blood has not saved those that followed her into her grave. Mem Gowdie falls ill and is taken into care at the rectory, but passes soon after. The herblore of the village is lost. No law is willing to come to the town to hold anyone accountable for what happened. Suprisingly, Mompellion’s sermon preaches love rather than punishment of vengeance (pp. 102 – 103), and he invites his predecessor Reverend Stanley to come into the Church (p. 100). This is significant given the religious upheaval of the time. The two have worked together for the good of the town and the older man shows his support of the younger. Mompellion pleas for them all the stay confined in the village rather than spread the plague seeds. Many agree, some if only for lack of food and provisions to travel. This is all evident in the conversations after the service. It also becomes clear that neighbouring villagers will send them food if they stay on quarantine. The Bradfords are not noticed slipping our quietly from the proceedings. This is a powerful chapter title and its meaning will require discussion. Chapter Notes: Wide Green Prison Those that stay in Eyam feel a kind of grace in their decision, which is juxtaposed with the hasty and discourteous exit of the Bradfords. They even defy the reverend’s pleas. Bradford accuses Mompellion of just trying to make the villagers feel better about having to stay (p. 115), which threatens the gentle peace many found at the church earlier. Consider the title of the chapter when discussing this. Many servants are left without a home or job and are distributed amongst the village. Kindness even in their darkest hour. This is worth noting – the darker aspects of humanity depicted in these chapters often outweighs the good we could see if we looked too (p. 117). Elinor gets on with the business of helping the town. We have some good examples here of the teamwork and balance in the relationship between Elinor and Michael. Elinor encourages Anna to help with midwivery, although Anna has horrible memories of her mother dying in childbirth pp 120 – 121, because they are â€Å"all that she has†. Elinor takes some milk of the poppy in case it is needed, and Anna calls upon her memories of the manner and technique of Anys Gowdie. On p. 122 she says the words the Gowdies said: May the Seven Direction Guide this Work, and feels that Anys is there guiding her as to how to deliver the baby safely. That night, they celebrate life instead of death, but Anna pockets the little vial of milk of the poppy at the end of the chapter. Chapter Notes: So Soon to be Dust The title from the chapter comes from the English burial service taken from Genesis 3:19. Why might this be important? The story of Jakob Brand and Maggie Cantwell shows us the types of responses people from Eyam might find in the neighbouring villagers. (pp. 129 – 131) Anna has a confrontation with her drunk father (pp. 133 – 135) and we found out more about her relationship and responses to him. Chapter Notes: The Poppies of Lethe This chapter titles strikes me as somewhat ironic – poppies stand for rememberness but Lethe represents forgetting and oblivion – oblivion brought on my remembering? Does this make sense in Anna’s case? Its also a very dark chapter whereby Anna questions whether she can go on amongst all the death and loss. Anna begins the chapter by musing about falling down a hill – a metaphor for her temptation with the poppy she lifted at the end of the previous chapter. It is a substance she knows from when Sam broke his leg and was treated by the Gowdie’s. Anna repents her theft but cannot bring herself to give the vial back. She makes a concoction of poppy and honey to hide the bitter taste and experiences sweet dreams of her dead children. The day she awakes to seems darker for her efforts, but she notices her mind is calm and she has slept well for the first time in a long time – 10 hours. The day is indeed bitter as she comes across plague ridden Sally Maston (p. 140) whose mother has died already and cannot care for her or ease her suffering. Anna looks after the children as best she can, but recognizes that it is a deathwatch. There is an interesting exchange with the sexton (a church official who comes to pick up bodies) on p. 41 that shows the exhausted attitude of the townspeople to death. Elinor tells Anna that her childhood friend Lib Hancock (who she told the gossip about Anys and George too which eventually led to Anys’ downfall) lies on her death bed. Anna rushes to her, but she is too far for them to put the incident behind them. After these traumas, Anna again relies on the p oppy for sweet dreams, but she wakes up to the harsh reality that she has no more. She then remembers the herb stores at the Gowdies and sets off to replenish her stock. On her way, she visits the Talbot cottage as she does not see smoke coming from the chimney. She discovers two things there – that Richard Talbot has attempted to burn off his plague sore in an effort to burn out the disease, and also that Kate has brought a charm (like a spell) to attempt to dispel the plague also. She tells Anna she brought it from the spirit of Anys Gowdie. Anna knows this to be untrue, but cannot solve the mystery just now. When she arrives at the Gowdie cottage she finds Elinor there, who she momentarily mistakes for the ghost of Anys. Elinor explains that she is there to learn what herb lore she can from the Gowdies, in hopes of saving the town. Elinor reveals she is well aware why Anna is there, and convinces her that she should not attempt to forget her boys through escape via the poppy. She asks Anna if she had sweet dreams and she answers ‘the sweetest I have ever known†. (p. 149). Elinor says she remembers this well, and warns her that the poppy is â€Å"a jealous friend and will not lightly loosen its embrace† (p. 149). She goes on to reveal her sad history to Anna (pp. 150 – 155) and how she came to marry Michael. She does not however reveal all and the biggest secret will be revealed by Michael in the final pages of the novel. They begin their work with the herbs and Elinor has made a study of the victims and notices that while the plague has claimed many, it has not claimed many â€Å"silver hairs†. They decide to start arming the young with as many natural medicines as possible. Anna worries about how she will cope without the poppies and notes that she can always find them amongst the Gowdie’s garden. Question your response to this. Anna also realizes she can throw herself into her work, and this may keep her going. Chapter Notes: Among Those That Go Down to the Pit A very long chapter. Michael is exhausted and Elinor and Anna try to convince him not to do so much. The reader should take note of the relationship and balance between Michael and Elinor after Elinor’s revelation of the previous chapter. Jakob Merill dies and young Brand who has been living with them and caring for the children is named his heir. Anna notes that the cold season demands so much of her – she is busy every minute of every day, delivering babies and learning about the herbs. She explains the processes she and Elinor try, and how they learn through trial and error. They rest only on Sunday – when Elinor dreads to see in the church pews how they are losing the battle (p. 167-8) In his service, Mompellion says that he must close the church and the church yard – there are too many dead to bury there. He asks the parishners not to worry about not being buried on hallowed ground, God will find them. He faints at the pulpit. Reverend Stanley takes over. Elinor and Anna take him back to the rectory. In this chapter we also learn about the plight of Merry Wickford, a miner’s daughter who alone survives the plague. The other miner’s may take her father’s area if she is unable to produce a dish of lead. Unable to convince the other miners to help Merry, Elinor tells Anna they should help as Anna has knowledge of the mines from Sam. This frightens Anna, who knows enough to recognize how dangerous this is. She also knows that miners are superstitious about having any women near them (p. 175) Nonetheless they take Sam’s gear and try (p. 178). Anna is gripped by fear and the two women soon realize they are unable to meet the challenge. Anna remembers that fire-setting can be used, a dangerous practice that cost Sam his life. Elinor encourages her saying that the Plague could catch them any day. Elinor wants to accompany her but (for the first time) Anna speaks harshly to her if the silliness of not being out there to dig her out if needs be (p. 184). Earth buries her and Anna accepts her death. However, Elinor and Merry have both not obeyed her instructions and are on hand to dig her out. They present the overladen dish and save Merry’s mine. Mompellion is amused by Elinor’s presence of mind and outfit. Anna sleeps well that night. (p 188) Chapter Notes: the Body of the Mine Anna recovers from her wounds. Joss Bont takes on the role of grave digger, eeking hefty payment from those too weak or sick to bury their dead. The chapter continues with further examples of his greed and callousness. The final straw is when he digs a grave for Christopher Unwin who lies ill but not dying. He does not even have the plague. When Unwin lives, Bont angrily demands payment for the services that were neither asked for nor necessary. (pp. 196 – 197) Bont is humiliated by Mompellion. Anna hears that her father is thrown out of the tavern, and worries for her stepmother and her children. Aphra laughs when she hears and says â€Å"I am my own ways of bridling that mule† (p. 98). However, that night Bont hits him with his spade and attempts to bury him anyway, in order to steal his goods(p. 199 – 200) Unwin takes his grievance to the Body of the Mine (from the last chapter) as the only quasi-legal system left.. Unwin is also a miner and thus has rights to this. No one speaks up for Bont and he is sentenced to have his hands impaled to a stone as punishment for theft. It is generally up to kin to retrieve the accused, but Aphra’s children are all but one sickened with the plague and she cannot go. Anna doesn’t realize this and never seeks him out. Bont dies on the hill – which leads to greater tragedies later (pp. 204 – 205). His body is partially eaten by animals, and Aphra has to deal with this just after she buried three of her children with her own hands. Her behavior at the Grave is strange and unholy, even for one as superstitious as her( pp. 207 – 208). Chapter Notes: The Press of their Ghosts Anna grieves her father and the rectory and tells his history to Elinor. We learn to have some sympathy for him in this (pp. 209 – 210). Anna feels free of him after the telling – like she is strong enough to face him now. Anna and Elinor’s strength and resilence is contrasted with the other women in the town who are buying charms to ward off the plague. Spring arrives and the lambs are born easily and the village looks pretty again. Although Anna notes it does not over-shadow the still dwindling numbers when they go to pray at Cucklett Delf. Half way through June the village has lost half its population to the plague and this takes its toll on people. Anna details the changed appearance of John Gordon who punishes his body to atone for his sins. (p. 217 219). Mompellion and Anna later visit his wife to confirm this. John is later found dead and his wife contracts the plague a week later. This makes voices whisper as to whether he was right or not. Jane Martin takes to sleeping with many men to survive. Mompellion chastises her for it harshly (rather than the man), does Elinor’s history have anything to do with this? The chapter ends ironically with Anna feeling jealous of the Mompellions for having each other (pp. 228 229) Chapter Notes: A Great Burning Elinor begins coughing which sends Anna into a panic (pp. 232 – 233). She reflects on all that Elinor has meant to her (pp. 34 – 235) and Elinor asks Anna to look after Michael. Her fever breaks on p. 237. It is not the plague. Michael is overjoyed and Anna is jealous again (p. 239). Renewed, Michael preaches to the villagers that there should be a great burning of their possesions that might carry the plague (he is inspired by Urith Gordon here, who accepted possessions from plague homes and died). He calls it a sacrifice t o God. Aphra is drawn to the fire in black rags – it becomes clear that she is pretending to be the ghost of Anys Gowdie and selling the charms around the village (p. 243). The villagers turn on her, and Michael tells them not to violate this spiritual place. Aphra is taken and held by two farmers – who cruelly throw her into a pit of manure which she must tread all night (p. 245 – 246). Elinor and Anna try to bathe and soothe her but she is angry and accuses Elinor of stealing Anna and her children (pp. 247 -248). Anna worries for Faith, the remaining girl and when she eventually goes to look for her finds something startling (pp. 249 – 251). Chapter Notes: Deliverance Anna comments that she avoids Aphra and wishes she hadn’t – foreshadowing again. They realize that they have not had new deaths for some time and hope that the plague has passed. Michael comments that new growth is present at the site of the Great Burning. Michael and Elinor argue about whether or not it is yet time to celebrate the passing of the plague. Michael wants to hold off. In tears, Elinor comments that not all are as strong of will as he. What does this mean really? Eventually a date is fixed and Michael and Elinor dress in white, Elinor with spring blooms in her arms. As he begins to give thanks, Aphra appears. She is clearly mad and blames Mompellion. Mompellion attempts to calm her and sadly Faith’s corpse is damaged in this. Aphra swings wildly with the knife, ending her own life and Elinor’s. (pp. 257 – 259) Chapter Notes – Apple-Picking Time Faith, Elinor and Aphra are buried and Anna considers how best to serve the memory of her friend (pp. 264 – 264). Michael goes into seclusion. He cannot bear Anna to speak of Elinor. When Anna offers to shave him they have an intimate moment (p. 266). Memories of the past run rampant here. Michael is astonished that Anna can read Latin. Michael remains alone for a season and Anna says she cannot rouse him. She brings him the good news of the town, showing the reader that life is moving forward outside the walls of the rectory (pp. 269 – 270). Anna decides to embrace life and make the most of it, symbolized by taking Anteros off for a ride. Mompellion is enraged and Anna takes him into her arms (pp. 273 – 281). He relationship begins but is destroyed by the revelation that he never slept with Elinor. Anna feels she has stolen something from Elinor (p. 83) She finds Michael cruel and perverse (p. 284). She comes upon Elizabeth Bradford and agrees to go and tend the birth. The surgeon abandoned a case Anna solves easily and she remarks that the little girl reminds her that she is to go on (p. 287). She saves the child from being killed as the result of adultery and promises to leave the village and care for the girl herself. (pp. 288 – 291). She is gi ven jewels to do this. Anna plans to leave her cottage to Merry Wickford and plans to swap her sheep for a donkey to carry her away. Mompellion interrupts her planning. He knows the whole story and feels Anna may be in danger from those who would seek to destroy the child still. He gives her Anteros and an escape route (pp. 293 – 294). Chapter Notes: The Waves, Like Ridges of a Plough’d Land (Epilogue) The epilogue begins with Anna remembering a poem and marveling that it was written by a woman, showing how small she once believed the world and the capacity of women to be. She describes where she has ended up and how she got there. There are many key passages to look at, and much discussion to be had for the purpose of this chapter.