Dark Side of the Morning View essays

Clouded Side of the Morning View expositions An examination of tunes by Pink Floyd and Incubus Twenty-six years separate the arrivals of two tunes by Pink Floyd and Incubus, both entitled Wish You Were Here. An enormous fan base developed from these tunes that later turned out to be raving successes and radio wireless transmission staples. Despite the fact that Pink Floyd rose out of England during the 1960s, their music before long got well known in the U.S. with most of their records being sold in the states. Additionally, Incubus got mainstream in the U.S. in the mid 90s when the band framed in secondary school. The two variants of Wish You Were Here are instances of American mainstream music that, however share a similar title, are two totally various melodies that contrast both in the general inclination they prompt and their instrumentation. It is just melodiously that these two pieces are comparable. It is essential to initially take note of that Incubus Wish You Were Here isn't a front of Pink Floyds tune, yet rather a totally unique piece with a similar title. In this way, it is anything but difficult to perceive how the verses are both unique and comparable simultaneously. The verses of these two tunes are comparative in that the two vocalists are sending a conspicuous message to a companion of theirs. The Incubus adaptation makes nitty gritty symbolism that depicts the lead artists (Brandon Boyd) interest with his environmental factors, in particular his evening waterfront. From this interest develops Boyds want to have his life partner (however not expressly characterized) with him to appreciate the view, henceforth the line I wish you were here. This is like Pink Floyds form in that the lyricist Roger Waters wants for his old guitarist Syd Barret to be with him in the chronicle studio. In any case, the two verses differentiate in that Incubus variant summons a celebratory state of mind while Pink Floyds form is even more a discouraged tune that comes from a feeling of misfortune. ... <!

Soviets Change the Calendar

Soviets Change the Calendar At the point when the Soviets took over Russia during the October Revolution of 1917, their objective was to radically change society. One way they endeavored to do this was by changing the schedule. In 1929, they made the Soviet Eternal Calendar, which changed the structure of the week, month, and the year. Become familiar with the historical backdrop of the schedule and how the Soviets transformed it. History of the Calendar For a huge number of years, individuals have been attempting to make a precise schedule. One of the principal sorts of schedules depended on lunar months. Be that as it may, while lunar months were anything but difficult to compute on the grounds that the moons stages were obviously noticeable to all, they have no connection with the sun powered year. This represented an issue for the two trackers and gatherers - and significantly more so for ranchers - who required a precise method to foresee seasons. Antiquated Egyptians, despite the fact that not really known for their abilities in science, were the first to compute a sunlight based year. Maybe they were the first as a result of their reliance on the common mood of the Nile, whose rising and flooding was intently attached to seasons. As right on time as 4241 BCE, the Egyptians had made a schedule comprised of a year of 30 days, in addition to five additional days toward the year's end. This 365-day schedule was incredibly exact for a people who despite everything didn't have a clue about the Earth spun around the sun. Obviously, since the genuine sunlight based year is 365.2424 days long, this old Egyptian schedule was not great. After some time, seasons would slowly move through every one of the a year, enduring the whole year in 1,460 years. Caesar Makes Reforms In 46 BCE, Julius Caesar, supported by Alexandrian space expert Sosigenes, patched up the schedule. In what is currently known as the Julian schedule, Caesar made a yearly schedule of 365 days, separated into a year. Understanding that a sun based year was more like 365 1/4 days instead of only 365, Caesar added one additional day to the schedule at regular intervals. In spite of the fact that the Julian schedule was substantially more precise than the Egyptian schedule, it was longer than the genuine sunlight based year by 11 minutes and 14 seconds. That may not appear a lot, however more than a few centuries, the erroneous conclusion got perceptible. Catholic Change to the Calendar In 1582 CE, Pope Gregory XIII arranged a little change to the Julian schedule. He built up that each centennial year, (for example, 1800, 1900, and so forth.) would not be a jump year (like it in any case would have been in the Julian schedule), with the exception of if the centennial year could be isolated by 400. (This is the reason the year 2000 was a jump year.) Remembered for the new schedule was a one-time correction of the date. Pope Gregory XIII arranged that in 1582, October 4 would be trailed by October 15 to fix the missing time made by the Julian schedule. In any case, since this new schedule change was made by a Catholic pope, few out of every odd nation hopped to roll out the improvement. While England and the American provinces at long last exchanged over to what got known as the Gregorian schedule in 1752, Japan didnt acknowledge it until 1873, Egypt until 1875, and China in 1912. Lenins Changes Despite the fact that there had been conversation and petitions in Russia to change to the new schedule, the tsar never affirmed its adoption. After the Soviets effectively took over Russia in 1917, V.I. Lenin concurred that the Soviet Union should join the remainder of the world in utilizing the Gregorian schedule. What's more, to fix the date, the Soviets requested that February 1, 1918 would really become February 14, 1918. (This difference in date despite everything creates some turmoil; for instance, the Soviet takeover of Russia, known as the October Revolution, occurred in November in the new schedule.) The Soviet Eternal Calendar This was not the last time the Soviets were to change their schedule. Breaking down each part of society, the Soviets took a gander at the schedule. Albeit every day depends on light and evening time, every month could be corresponded to the lunar cycle, and every year depends on the time the Earth takes to circumnavigate the sun, the possibility of seven days was an absolutely self-assertive measure of time. The seven-day week has a long history, which the Soviets related to religion since the Bible expresses that God labored for six days and afterward took the seventh day to rest. In 1929, the Soviets made another schedule, known as the Soviet Eternal Calendar. Despite the fact that keeping the 365-day year, the Soviets made a five-day week, with like clockwork rising to a month. To represent the missing five days (or six of every a jump year), there were five (or six) occasions set all through the year.â A Five-Day Week The five-day week comprised of four days of work and one day away from work. Be that as it may, the vacation day was not the equivalent for everybody. Aiming to keep industrial facilities running consistently, laborers would take amazed vacation days. Every individual was doled out a shading (yellow, pink, red, purple, or green), which compared with which of the five days of the week they would take off. Lamentably, this didn't expand efficiency. To some extent since it destroyed family life since numerous relatives would have various days off from work. Likewise, the machines couldn't deal with consistent use and would frequently separate. It Didnt Work In December 1931, the Soviets changed to a six-day week in which everybody got that day away from work. In spite of the fact that this freed the nation of the strict Sunday idea and permitted families to get to know each other on their three day weekend, it didn't expand productivity. In 1940, the Soviets reestablished the seven-day week.

Tips for Staying Focused as Temperatures Rise

Tips for Staying Focused as Temperatures Rise (0) As winter comes to a close and temperatures begin heating up across the country, it can be difficult to keep focused on schoolworkâ€"even as final exams rear their heads. Here are our tips for keeping your head cool from spring fever. Tip 1: Study outside When the weather gets nice, you might find yourself staring out the library window, wishing you weren’t cooped up studying. Instead of wistfully looking outside, find a bench or a picnic table where you can study. Bonus tip: Scope out a spot in the shade (and near an outlet) if you’re planning to use a laptop or tablet. Tip 2: Take small breaks Staying focused for long chunks of time can be difficult, especially when you’re anticipating summer vacation. Build some small breaks into your study schedule: try studying for 45 minutes uninterrupted, followed by a 10-minute break. Set a timer to avoid constantly staring at your watch or phone. Tip 3: Make a to-do list Even if you’re not typically the to-do list type, having clear guidelines for what you need to accomplish can be helpful as winter turns to spring. Students often find themselves in pinches at the end of the year as big exams, papers (with APA style or MLA style citations), and projects approach. Although deadlines can sneak up on you, you can ensure your success by planning in advance. For longer term assignments, try creating mini-deadlines for yourself before the big due date approaches. That way, you won’t have to scramble at the last moment. Tip 4: Have a refreshing drink Staying hydrated is important throughout the year, but it becomes even more important as temperatures increase. If you don’t feel like sipping flat water, try flavored sparkling water to add a summery element to your study session. For a more filling alternative, swap out your usual drink for a fruity smoothie. Tip 5: Work with friends Studying can be better with company. Ask a friend to be your study buddy, and promise to hold each other accountable until semester’s end. If you prefer to work alone, you can still check in with each other periodically to make sure your studying is going according to plan. Tip  6: Reward yourself Building small breaks into your schedule is important, but what’s even more important is to reward yourself for a job well done. Keep the ultimate goalâ€"good grades for the semesterâ€"in mind, but don’t neglect to have some fun, too. If you want to go out for ice cream or go shopping, do it! But tell yourself, “I can go get ice cream after I read Chapters 2 and 3 in my textbook.” The promise of a treat will lead to higher productivityâ€"and ensure that your work plan stays on track. Before turning in final papers, make sure to check your in text citations or works cited page to make sure your citations are accurate!  

Proposing a Solution Essay Bullying - 767 Words

Proposing a Solution: Bullying Bullying among American elementary, middle and high school students is a growing problem. Bullying has been defined many ways, by many people. One definition is unwanted, aggressive behavior among school aged children that involves a real or perceived imbalance of power. (stopbullying.org). Bullying is a very negative act and honestly needs to be stopped. This essay will provide my solution for the growing bullying problem in our schools. Over the years, bullying has become more and more of a problem. More children are becoming victims of this often tragic problem today than ever before. Honestly, anyone can become a victim of bullying but there has been a rise in bullying among LGTB,†¦show more content†¦(Bullying statistics.org). In fact, according to several studies, 20% of high school students have seriously considered suicide in the last year as an option alternate to being bullied, almost 7% have actually attempted it, and suicide results in about 4,400 deaths per year among young people. (Burns, Tim). The need for bullying to be stopped is strong, and the only way this can be achieved is if parents, students, and educators as a whole begin working together. Students can help solve the bullying problem by banding together and reporting any incidents of bullying they see, including kids who seem like outcasts into their friendship circles, also using the acronym â€Å"STEER CLEAR†: Stick up for one another, Travel in a group, Empathize, Explore your choices, Resist using fists, Calm down, Leave, Enlist the help of others, Assert yourself, and Report incidents could help tremendously. Parents can help by: talking to their children, keeping lines of communication between themselves, their kids and the schools open, developing a personal safety plan and empowering their kids to openly talk about bullying with teachers and administrators. Schools can ultimately eradicate bullying by: promoting tolerance within the school and community, create anti-bullying policies in both the classroom and the school, teach students how to handle bullying the right way, and what I believe to be the most importantShow MoreRelatedLgbt19540 Words   |  79 Pagesis common for people to assume all LGBT people support LGBT liberation and the visibility of LGBT people in society, including the right to live ones life in a different way from the majority.[70][71][72] In the 1996 book Anti-Gay, a collection of essays edited by Mark Simpson, the concept of a one-size-fits-all identity based on LGBT stereotypes is criticized for suppressing the individuality of LGBT people.[73] Writing in the BBC News Magazine in 2014, Julie Bindel questions whether the variousRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesDeveloping an OB Model 23 An Overview 23 †¢ Inputs 24 †¢ Processes 25 †¢ Outcomes 25 Summary and Implications for Managers 30 S A L Self-Assessment Library How Much Do I Know About Organizational Behavior? 4 Myth or Science? â€Å"Most Acts of Workplace Bullying Are Men Attacking Women† 12 An Ethical Choice Can You Learn from Failure? 24 glOBalization! Does National Culture Affect Organizational Practices? 30 Point/Counterpoint Lost in Translation? 31 Questions for Review 32 Experiential Exercise Workforce

Kite Runner Shows That It Is Better To Confront Our...

In Hosseini’s novel, The Kite Runner, mistakes and their confrontation is a major theme. The Kite Runner takes us on the journey of life as an immigrant through the eyes of refugee Amir. It is through the mistakes of Amir and his family and friends that the novel develops. The most significant and central mistake in the novel is of Amir not standing up for Hassan whilst he is being raped. Although this mistake is the most significant and central one, I will also look into two others; Baba cheating with Ali’s wife and Soraya and her previous marriage. To confront our mistakes we may try to ‘redeem ourselves’ by doing good that we believe may make up for this mistake or even just getting this mistake out in the open and talking about it. The†¦show more content†¦When Amir and his wife, Soraya, can’t seem to have a child, Amir believes that it is because of his wrongdoings in the past. Right up until Amir is in his 30’s does he confront his mistakes. It takes a call from Rahim Khan to persuade him that there is ‘a way to be good again’ (Pg. 2). Amir knows that he needs to make up to Hassan for the wrong that he did all those years ago, and so by confronting his mistake and trying to redeem himself by rescuing Sohrab, Hassan’s son. Amir’s confrontation with Assef when he is getting back Sohrab made him feel like he was confronting his mistakes and gaining redemption ‘For the first time since the winter of 1975, I felt at peace†¦ In some nook in a corner of my mind, I’d even been looking forward to this.’ (Pg. 265). This is the punishment and redemption that he has been waiting all these years for, because Hassan wouldn’t punish him all those years ago when they were under the pomegranate tree. Baba never really confronted his mistakes, yet he seemed to live a fairly full and whole life. Amir and his father, Baba have a very distant relationship, they seem to be two very different people. â€Å"I always felt like Baba hated me a little. And why not? After all, I had killed his beloved wife, his beautiful princess, hadn’t I?†(Pg. 18) In this quote Amir talks about his relationship with his father and how difficult it is. Although, he doesn’t know that the distance between them was because of Hassan, not the death ofShow MoreRelatedThe Kite Runner3049 Words   |  13 PagesThe Kite Runner teaches friendship, atonement Review Royal Hamel Hassan!† I called. â€Å"Come back with it!† He was already turning the street corner, his rubber boots kicking up snow. He stopped, turned. He cupped his hands around his mouth. â€Å"For you, a thousand times over!† he said. So opens the pivotal event in The Kite Runner, a novel by Khaled Hosseini. The movie version, which is now in theatres, was nominated for a Golden Globe as best foreign-language film of 2007. Amir and Hassan, inseparableRead MoreDeveloping Management Skills404131 Words   |  1617 PagesCommunication 247 Supportive Communication Is Based on Congruence, Not Incongruence 247 Supportive Communication Is Descriptive, Not Evaluative 248 Supportive Communication Is Problem-oriented, Not Person-oriented 250 Supportive Communication Validates Rather than Invalidates Individuals 251 Supportive Communication Is Specific (Useful), Not Global (Nonuseful) 253 Supportive Communication Is Conjunctive, Not Disjunctive 254 Supportive Communication Is Owned, Not Disowned 255 Supportive Communication Requires

The Secret Circle The Divide Chapter 16 Free Essays

The rain was only a drizzle, and although it was nighttime, people were out and about. Scarlett had invited Cassie out tonight. Of course Cassie declined, but she wished she didn’t have to. We will write a custom essay sample on The Secret Circle: The Divide Chapter 16 or any similar topic only for you Order Now That’s just what Cassie needed to clear her head – she needed to see other people, non-witches. She decided to drive into town. Even if she couldn’t join the crowds of people going about their normal lives, she could at least watch them from inside her Volkswagen. But she’d barely made it to Bridge Street when the light rain amplified to a hammering downpour. Everyone out on the streets scrambled for shelter inside restaurants and stores; some hovered within doorways and beneath overpasses. Cassie was dry and safe inside her car, and she felt like she was inside a snow dome that someone had shaken up, submerged by the shuddering rain on all sides but also untouched by it. And then she suddenly felt stripped of that safety. Her heart started to pound in her chest, and she began to sweat. She felt like she was being followed, but she didn’t see any cars behind her. She kept checking the rearview mirror, and all she saw was the wet darkness in her own back window. Still, she decided to take a detour, in hopes of shaking the feeling. With a sharp turn of the steering wheel, she veered onto Dodge Street, a secluded road that would lead her back to the turnpike. Cassie had to slow down to maneuver its many meandering curves, but when she stepped on the brake pedal, her foot emptily dropped to the floor. She tried again and again, but there was no use. Her brakes weren’t working. The car suddenly felt to her like it was speeding up, an angry vessel set on racing her to her death. She couldn’t stop it, and letting up on the gas pedal was only doing so much. Panicked, she gripped the steering wheel and tried to bear off to the side of the road, where maybe the grass would slow the car enough so she could jump out to safety. But the grass did nothing to reduce the acceleration. Cassie’s only chance was to jump out while the car continued full speed ahead. Panicked, she clutched the door handle and pushed the door open. But before she had the chance to leap to the ground, the car smashed right into a giant, thick-barked oak tree. She blacked out for a moment, maybe longer. When she opened her eyes, she saw she’d been thrown from the car, through the windshield. She checked her arms and legs to see if she could move them and searched her face for blood. Unbelievably, she was all right. But her car was totaled. Looking at it through the dark rain, it reminded Cassie of a crushed soda can, flimsily accordioned to the tree. It was a miracle to be alive. She stood up slowly, continuing to take inventory of her surroundings, and recognized that the evil feeling was gone. Whatever dark presence had been following her had disappeared, but Cassie couldn’t shake the feeling that this was no accident. She welled up with tears then. It wasn’t a miracle. It was the protection spell that had saved her. Cassie hated to do it, but she knew she had to. She checked her body and clothes for that awful ancient symbol. It reminded her of searching for deer ticks after a day out in the woods, except the consequences in this case meant ultimate death. She was relieved not to find one. Cassie may have nearly been killed tonight, but at least she hadn’t been marked. With shaking hands, Cassie pulled out her cell phone to call for help. But out in the middle of nowhere, she couldn’t get a signal. Cassie started to panic even more. She was stranded out here, a sitting target. Cassie never should have gone out alone, without telling anyone where she was going. She was naive to think the hunters wouldn’t come after her again the first chance they had. There was no escaping them. Cassie couldn’t stop shaking while she waited in the pouring rain, hoping a kind stranger would drive by. But every sound and shadow made her jump at the alternative, and she grew stiff as a silver car slowed to a stop before her. But then Cassie recognized the face inside. It was Scarlett. â€Å"Oh my goodness, are you all right?† Scarlett jumped out of her car and ran to Cassie, leaving the door open. â€Å"Are you hurt?† â€Å"I’m okay,† Cassie said, breathing a sigh of relief at a familiar face. Scarlett hugged her close to her chest, nearly as stupefied by the sight of the crushed car as Cassie was. â€Å"You could have been killed,† she said. â€Å"And you’re soaking wet!† She dashed to the trunk of her car and retrieved an enormous wool blanket. She wrapped it around Cassie and rubbed her arms until they warmed. Cassie was too freaked out by the accident to resist. â€Å"You’re okay,† Scarlett said in a voice as comforting as the thick wool around Cassie’s shoulders. â€Å"I’ll take you home.† The next day at school, everyone was talking about Cassie’s recent brush with death. It was like the accident brought her popularity points in a sick and twisted way. Even Portia Bainbridge made her way through the crowded hallway to catch a look at Cassie at her locker. She turned her thin nose up at Cassie and narrowed her cold hazel eyes. â€Å"So glad you didn’t mess up that pretty little face of yours when you flew through the windshield,† she said. The thought crossed Cassie’s mind: Could Portia have cut the brakes in her car, or was it one of her moose-head brothers? But Portia had retreated from messing with the Circle after their final blowout last fall. Since then she’d been distracted by a new boyfriend and barely seemed to think about much else. And her brothers, Jordan and Logan, were both at college. Cassie would have heard if they’d been back around the island. Just then, Sally Waltman stepped to Cassie’s side. A head shorter than Portia, Sally still crossed her wiry arms with the fierceness of a taller, stronger person. â€Å"She’s been through enough, Portia,† Sally said. â€Å"She doesn’t need your harassment on top of it.† Portia scowled. â€Å"Don’t forget which side you’re on, Sally. You don’t want to start being confused for one of them, or you might get hurt.† â€Å"Let it go already.† Sally forcefully took Portia by the arm and urged her away. â€Å"Come on, we’re going to be late,† she said, and shot Cassie a look of apology over her shoulder. Sally standing up to Portia meant a lot, considering she’d once been one of the Circle’s most hated enemies. If the group’s relationship with Sally could come this far, she didn’t see why they couldn’t be more accepting of other well-meaning Outsiders, like Scarlett. Not all of them were as vile as Portia. Why couldn’t the Circle see that? At lunch, the group gathered at their spot in the woods and grilled Cassie for details. She told them about the bad feeling that came over her just before the accident and how her brakes failed, but some details she kept to herself. She was exhausted, both physically and emotionally, and she couldn’t handle what their reaction would be if she told them about Scarlett showing up just after the crash. â€Å"But were there any clues about who the hunters were that did this?† Diana asked. â€Å"No,† Cassie said. â€Å"None.† â€Å"I saw Portia harassing you at your locker this morning,† Nick called out. â€Å"She’s been off our radar too long, I don’t trust it.† Diana looked doubtful but said, â€Å"It couldn’t hurt to consider Portia and her brothers possible suspects.† â€Å"And Sally Waltman,† Suzan said. Diana shook her head. â€Å"Sally’s been pretty straightforward with us. Of all the Outsiders, I think she’d be the least likely to want to hurt us.† â€Å"You guys are getting sidetracked,† Deborah said. â€Å"These hunters are strong. Whoever they are, they weren’t in town before now, or we would have known it.† Melanie agreed. â€Å"That ancient symbol didn’t come from any of our old schoolmates.† Adam had been pacing back and forth the way he always did when he was nervous. He hadn’t calmed down since he learned of the accident. â€Å"I still wish you could have called me,† he said to Cassie. â€Å"How’d you even get home?† Cassie hesitated. It was a simple question. There was no need for such a long pause, and the entire group picked up on it. Adam stiffened and turned accusingly to Nick. â€Å"Did she call you? Were you the one to drive her home?† Nick appeared blindsided by Adam’s accusation, but he quickly mirrored Adam’s aggressive posture with his own. â€Å"No, she didn’t. But I wish she had,† he said. â€Å"Stop it, both of you.† Cassie didn’t have a choice. She had to tell them the truth. â€Å"I didn’t call anyone to come pick me up.† She paused, not wanting to go on. Cassie looked down at her shoes. Run, she thought. Just run away from this awful moment. But there was nowhere to run to, and she knew it. Almost inaudibly she said, â€Å"Scarlett happened to drive by while I was stranded. She drove me home.† Adam shook his head, sidestepping Nick, who’d also dropped his bravado. Diana reached for a nearby tree to steady herself. They were speechless, but Faye had the words right at hand to announce what the whole group was thinking. â€Å"Oh, yeah,† she said. â€Å"Scarlett just happened to drive by, finding you in the middle of nowhere. What a lucky coincidence!† Cassie wasn’t having it. The last person she owed an explanation to was Faye. She stepped to her, boldly. â€Å"Why would she have helped me if she’d been the one trying to hurt me?† â€Å"You’re being stupid,† Deborah said, not holding back an ounce of disgust. â€Å"It can’t be a coincidence.† â€Å"She’s not being stupid,† Diana said. â€Å"Cassie’s just blinded. She wants to see the best in Scarlett.† â€Å"Exactly. Which is just plain stupid,† Deborah insisted. â€Å"No,† Cassie said. â€Å"Scarlett is innocent, I swear.† Diana frowned at her sympathetically. â€Å"I’m sorry, Cassie. But it’s too suspicious that Scarlett would just happen to know where you were last night after the accident. This appears to be the proof we’ve been looking for all along.† â€Å"It’s the principal,† Cassie shouted. â€Å"I can feel it in my bones.† Adam responded to Cassie softly, guardedly. â€Å"We haven’t been able to dig up a single suspicious thing on the new principal. He’s clean, Cassie.† Even Adam wasn’t willing to side with Cassie this time. She could plead with him, with all of them, all afternoon, but it was useless – they’d already made up their minds to not believe her. Cassie turned to Nick, desperately, thinking if anyone might back her up, it would be him. But Nick was stone-faced, unwilling to rebel against the status quo on this. Faye rose up and positioned herself in the middle of their huddle. â€Å"I say we go down to the docks after school and have a word with Scarlett.† â€Å"We should do the witch-hunter curse on her,† Deborah yelled out. Diana went to Faye’s side, crossed her arms over her chest, and nodded. â€Å"I agree,† she said. â€Å"Who’s with us?† An assemblage of hands went up. â€Å"But we should have a full Circle to do it. Otherwise we might not be strong enough.† Diana beheld Cassie in her gaze. â€Å"So are we a complete Circle or not?† Cassie turned to Adam. His eyes were filled with longing and love, urging her to trust them, to trust him. And she wanted to trust Adam, she really did. â€Å"Cassie,† Nick said. â€Å"If Scarlett’s not a hunter, the spell won’t work on her. This could be your chance to prove yourself right.† He smiled gently, giving a nod toward Diana and Adam. â€Å"And prove them wrong.† â€Å"That’s true,† Melanie said to Diana. â€Å"If we perform the curse on Scarlett and she’s not a hunter, then she’ll know what we are.† â€Å"I know that,† Diana said with confidence. Cassie raised her eyes to Diana’s. â€Å"You’re that sure,† she said, â€Å"that you’d be willing to expose the Circle to a harmless, good-intentioned Outsider.† â€Å"I’m that sure.† Diana stared back at Cassie without anger or hatred, but with utter conviction. â€Å"Then I’m with you,† Cassie said in a hushed tone, almost to herself. â€Å"We’ll go to the docks after school today.† How to cite The Secret Circle: The Divide Chapter 16, Essay examples

End Project Module Human Resource Mannagement In Mnc

Question: Discuss about the End Project Module for Human Resource Mannagement In Mnc? Answer: What is a Multinational Corporation? United Nations defines a Multinational Corporation as follows: An enterprise which owns or controls production or service facilities outside the country in which it is based. Thus, MNCs are those business entities who conduct their operations not only in the country they belong to or headquartered in, but it also has its wings in more than one foreign country or state (host country). An MNC can be a service firm or manufacturer or can be a both. Examples: Toyota Motors, Microsoft, Google Inc., KFC, Pepsi Co., PG are few glaring examples of MNCs. Human Resource Management in MNCs: Like any ordinary human resource manager, the HR manager of multinational firm is also endowed with similar responsibilities of managing people, but with a little more additional duties .i.e., he does not only keep eye on HR issues of parent company, but also administers the same in subsidiaries companies operating outside the home country (Gomez and Sanchez, 2005). In other way around, he is also responsible for international management of human resources besides domestic HR duties. First of all, he has to check for the staffing needs of the corporation and to decide whether the people be hired, should belong to home country, host country or third country. Although every alternative has its own pros and cons. Secondly, he is responsible to make sure that designated HR policies should be compatible or at least does not conflict with the labor laws of receiving country. In short, International Human Resource Management not only comprises keeping e-record of employees, training, compensating, motivating, reinforcing them, resolving their grievances and improving their performances, but it also considers the in-depth knowledge of language, cultural, political, legal, economic, social and possible technological differences that exists across the countries, while formulating and implementing HR policies. For example, currency and forex rates, career aspirations of people, cultural dispositions, economic standards, labor availability, workers skill set and education, legal framework, political situation, labor laws, business etiquettes are some of the areas of major concern which a manager of MNC must never ignore. However, some corporations used to practice a common grand HR strategy for all its subsidiaries. But, as for now, world has become a compact global village and the Internet has entirely change the way once businesses were being conducted, one policy for all rule seems nothing more than an idiocy. In order to pave way for success, a country to country HRM strategy appears more promising today. Issues Faced by MNCs while Managing Human Resources: Following are some of the issues every MNC has to deal with: Cultural Factors: It is of no doubt that every country has its own set of beliefs and values. For Example, the Western culture is altogether different from Japanese Culture. Japanese people value group incentives, team work and equate loyalty with life time employment. While situation is totally opposite when it comes to US. American people are more inclined towards individualism and expect monetary gains in return for loyalty, commitment and performance. Japanese culture is more masculine in nature while this is not the case in Europe or States. Courtesy, manners, ethics, power distance, uncertainty carry different meaning and values in the two countries. Such cultural differences deeply influence the HR policies. For example, promoting the idea of individual incentives in Japan and group incentives in American employees will prove to be total disaster. However, doing vice versa can ensure desired outcomes. Moreover, in cases where the culture of home country is at daggers drawn from host country, its better to hire local people as they can better understand the behavioral dispositions of domestic customers Apart from that, commonality of culture would allow coworkers to empathize and comprehend each others problems in a thoughtful manner. Socio-Economic Factors: Other than culture, economic factors greatly influence HR policies. In a labor intensive economy, workers will be abundantly available. Hence, wages of workers will be low and majority of workforce tend to be low skilled and untrained in technology usage. Whereas on other hand in a capitalist economy, wages and salaries will be comparatively high, and employees would be well equipped with latest knowledge of tools and machineries. Same is the case with socialist verses capitalist economy. In socialist society, effort would be directed to engage more people in workforce while in capitalist HR policies would be aimed at improving efficiency and profits through cost cutting by laying off employees. Apart from that economic growth, interest rate, CPI, and standards of living, etc. highly influence the drafting and designing of compensation and benefit policies. Industrial Relation Factors: IR and labor laws vary dramatically from state to state and, thus significantly influences the HRM activities of an organization. Like, in Germany decision with consultation rule prevails. That is union and employees can raise their voices while HR policies at national and company level, are being formulated. While no such thing exists in Asian and African countries. Legislative Factors: Besides this, each and every country has its own legal framework in form of state constitution, municipal laws, international treaties and conventions to which every MNC is obliged to abide by. And, violation of which can lead to cancellation of her operations in the host country. For example, majority of the countries of the world are parties to international conventions on human rights act, child labor policy, and equal employment opportunity. Moreover, every country require MNCs to hire fixed percentage of its national in the company. Minimum wage and minimum leaves policy, child care policy, maternity leaves, Employee safety regulations all pose a great influence on determining HR strategy for a subsidiary company. Once Nike was found to get its footballs hand-stitched from very young-aged children, and Coca Cola intimidated its daily wage workers for boycotting the factory work and demanding the rise in their wages through trade unions. Both the corporations faced strong backlash for gross violation of human rights and child labor policy(Omondi, n.d.). Which resulted in loss of both business and reputation for the two. Apart from that, sometimes MNCs require employee from home country to be sent or posted in host country for effective management of operations in the subsidiary company. Such instances broaden the scope of human resource management in multinational company. Finding the right person, training him to work in global business ambiance, making necessary arrangements for him and his family for relocation, calculating the cost incurred in the whole process and offering three times higher salary then pre-departure on oversees assignment are some of the HR issues that come under the umbrella of IHRM policy making, particularly in case of Multinational business entities. Challenges and Potential Benefits of MNCs: Following are some of potential benefits of MNCs: Business Expansion expanding the reach to consumer market is one of the essential points of interest that the MNCs enjoy over organizations with operations constrained domestically. Greater availability of products and services in more extensive topographical areas permits the MNCs to have a bigger pool of potential clients and help them in growing, developing at a speedier pace when contrasted with other companies. Easy access to Cheap Labor MNCs help augmenting access to low-paid workforce. A firm having operations spread worldwide can have its generation units set up in nations where labor is inexpensive and abundant. China, India, and Pakistan are three countries where labor is cheap and readily available. Taxes and Tariffs Taxes are one of the aspects where an MNC predict great advantage. Numerous nations offer decreased tariffs on imports with a specific goal .i.e. to develop their trade ties internationally. Such steps bring about high net revenue for MNCs and brighten the business prospects for them. Increase access to resources -- MNCs is a way to gain access to raw resources and materials both financial and natural that are not available locally. Most of the governments sign deals with multinationals for mega projects. However, the government authorities provide them to access to finances and raw resources in exchange of skills and services. Innovation The industry gets most recent innovation from outside nations through MNCs which offer them some assistance in technology and capital machinery. Research and development MNCs strengthens the RD base of the country. Imports and exports MNC operations additionally help in enhancing the Balance of Payments. This can be accomplished by the promoting exports and discouraging the imports. Here are the challenges: Risk of loss as a consequence of war or nationalization: Global environment is highly volatile. Series of events such as rise of militant organizations, terrorist and suicide attacks, civil wars in Middle east, political turmoil create obstacles for many a MNCs to make entry in potential but risky emerging markets. For Example, great many multinationals lost their businesses during Russian invasion in Afghanistan. Sometimes, a wave of government reforms aimed at nationalization can take away major chunk of assets and profits from MNCs too(Hackett, n.d.). Change of Government: When government formed by one party goes, other political party takes its place. Such sort of political changes at times brings many amendments in industrial policies which may not favor the subsidiaries of MNC operating in concerned country. Such situation usually put the MNC in dilemma and create obstacle in smooth completion of business operations. Criticism from local people: Local nationals at times severely criticize MNCs as they deem it exploitation of their home resources and a source of undue competition that curtails their business profits by a great margin, eventually making them loose business. Restricted flow of Income: Sometimes host countries take steps to discourage the flow of profits earned by MNCs to travel to the home country, as the receiving country consider it as the loss of economy. Other disadvantages include red-taps, legal constraints, unstable foreign exchange market of host country, etc. Factors that impact the strategy and structure of MNCS: Geographical location and economic status of the home country, customer needs and demands, organizational objectives, cultural factors, trends and regulations of home and host country pose significant influence on strategy and structure of MNCs (Scullion and Linehan, 2005). Influence of IHRM on transfer and share of knowledge and control: In todays knowledge driven economy, transfer and share of knowledge among the various units of organizations within and across the border is crucial to sustainable business growth. In this regard, HRM is an important tool for transfer and share of knowledge within a MNC. Widespread usage of HRM techniques like performance management, training and career development, merit and performance based compensation and promotions and well defined incentive systems and effective internal communication promote flow of knowledge(Minbaeva, n.d.). Some examples are: Aligning pay with the performance convey organizational vision to employees. Training enables to improving the existing skill-base of employee and increase absorptive capacity Other than share of knowledge, HR tactics facilitate control. For example performance assessment that leads to demotion and negative feedback stops the employee from doing the things that lead to such consequences and provoke to do right things. Similarly, training is also another way to exercise control. It enhances knowledge base and skills of employee and tells the way the direction and way to act in that that could improve individual performance and ensures the attainment of organizational objectives. Google Reward system: According to Fortune magazine and Great Place to Work Institute report of 2014, Google was named the Best Place to Work For. With 50,000 employees it serves millions of people all around the globe. It has following reward systems to motivate its employees to deliver their best performances. Peer Bonus Spot Bonus Massage Credits Annual Review Employee Promotion Stock Grants and Refreshes Holiday Gifts Team Rewards All the bonuses, rewards and gifts are performance based. Employees have to work very hard to get them. References Gomez, C. and Sanchez, J. (2005). Human resource control in MNCs: a study of the factors influencing the use of formal and informal control mechanisms. The International Journal of Human Resource Management, 16(10), pp.1847-1861. Hackett, C. (n.d.). The Challenge of MNCs and Development. SSRN Electronic Journal. Mellahi, K., Frynas, J. and Collings, D. (2015). Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals. The International Journal of Human Resource Management, pp.1-30. Minbaeva, D. (n.d.). HRM Practices and Knowledge Transfer in MNCs. SSRN Electronic Journal. Omondi, O. (n.d.). Globalization and MNCs: Which Way to Go?. SSRN Electronic Journal. Scullion, H. and Linehan, M. (2005). International human resource management. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. What Are The Different Benefits And Risks Faced By Multinational Enterprises?. (2013). [online] YourArticleLibrary.com: The Next Generation Library. Available at: https://www.yourarticlelibrary.com/management/what-are-the-different-benefits-and-risks-faced-by-multinational-enterprises/3498/ [Accessed 5 Mar. 2016]. What sort of rewards recognitions does Google offer to their employees? How do you earn them? - Quora. (2016). [online] Quora.com. Available at: https://www.quora.com/Googlers-Google-employees/What-sort-of-rewards-recognitions-does-Google-offer-to-their-employees-How-do-you-earn-them [Accessed 5 Mar. 2016].

Role of Parsi community in Ice Candy Man Essay Example

Role of Parsi community in Ice Candy Man Essay Question: Demonstrate how the changing peceptions of the characters towards each other is a reflection of the instability surrounding them.Answer: Actions, behaviour, gesture, sickness: these are all indications of an unconscious and involuntary mode of existence common to all which, if nothing else, shows that one is alive. The novel, Ice-Candy Man is an emotional book about dispassion and fairness by a Parsi perspective. The novelist, Bapsi Sidhwa adopts a psychoanalytic approach towards her writing inorder to reveal the revulsion of partition of the sub-continent. Sidhwa states, I dont have much faith in human nature. This statement justifies the instablity and chaos that the mindsets of the characters undergo during the partition, especiallythe Ice-Candy Man.The partition of the sub-continent is like the background music of the novel which channelizes the preference and emotions of people from all sects of the society. Ice-Candy Man is a complex character and the way he represent s humanity is something that the ordinary man carries and at the same time he is ignorant of it. He is an embodiment of binary oppositions: good and evil, love and hatred, peace and violence, friendly and reserved, pleasant and unpleasant, sensibility and insanity. However, he is not an amalgam of these attributes at the same time. Infact, he is a victim of the changing circumstances and from positvity he eventually starts to exhibit negative traits.The recurring phrase, the pitiless face of love aptly suits his character. However, his character development contains the element of cause and effect. As Aristotle says, All causes are beginnings. Therefore, the train from Gurdaspur loaded with heaps of dead bodies and womens breasts becomes the cause that paves way to unleash the evil within him. In a rage, he confesses to the Government House Gardener that the sight of the train containing dead Muslims has changed him and he is not reluctant in killing even his acquiantances. It is su bstantiated when he deceives his love Ayaah by abducting her and forcing her into prostitution. He is candid about his hatred and fanaticism for other communities. Thereby, we observe that the external event, i.e. the partiton internalizes and changes his perception which in turn externalizes in the form of violence and suspicion. As a result, he becomes averse to all who do not belong to his community. The conflict between the rational and the illogical is meticulously defined in his mental agony.Partition signifies the disintegration of individual selfhood and the development of a mass-consciousness or will, which disrupted individual self-development. The Aayah who is the nucleus of the circle of various religions portrays the hybridity and complexity of the society. However, the competitors of her love are initially jealous of each other on sexual basis but with the atrocities being committed by numerous sects in the backdrop; suddenly make them aware of their respective religio us identities and practices. Soon, one mans religion becomes another mans poison. Lenny says, The change was sudden.Hence, religion transformed into politics and became a matter of psychological egoism. Jokes were formed inorder to ridicule other religions. Imam Din and Yousaf started to take Friday afternoons off to offer Juma prayers. Similarly, Aayah visited temples and offered joss sticks and flowers to gods. A Brahmin pandit disowns his food when he feels that it has been corrupted by the shadow of an alien religious identity. In the tense communal situation, people felt an urge to keep and sharpen their weapons. Moreover, Aayahs perception towards the Pathan also goes through a vivid change as she acts calmly in his presence. The term, Sikh is used for Sher Singh because Sikhism is his religion and he would represent all Sikhs.Within a broad climate of inherited culture, there are endless variations: each individual differs from the other in outlook and day-to-day religious ph ilosophy. Thus, one incident creates havoc among humanity and things eventually fall apart. It is through the character of Ice-Candy Man that the author effectively communicates the frenzy and madness that jolted the people during the time of partition. On the other hand, we also tend to learn that one must synchronize as he evolves. Otherwise, the negative percetions towards others can transform one into a beast. Indeed, the novel is a trustworthy guide to the heart and mind of human-beings.

Exemplar Lesson Plan and rationale Essay Example

Exemplar Lesson Plan and rationale Essay Example Exemplar Lesson Plan and rationale Essay Exemplar Lesson Plan and rationale Essay Three objectives have been chosen connecting knowledge and awareness, with understanding and then extending into enhancement of personal resilience skills. This progression of knowledge to conceptual understanding and then skills development is constructivist in design (Piaget 1952) and also equips children with strategies to cope with loss as well as awareness of it, a key principle of effective loss education (Brown 2000, Stokes 2009, Winstons Wish 2011, Child Bereavement Charity 2011) They include awareness of feelings associated with the death of parent, which could be challenged as too sensitive for Y4 children, yet the reality is that many children are bereaved of a parent or experience similar emotions through separation and divorce by the time they are eight or nine (Childhood Bereavement Network 2009). The context here is softened by the use of fiction characters, allowing for empathy and transference of emotions (Brown 2000, Stokes 2009, Winstons Wish 2011, Child Bereavement Charity 2011) but this objective would be reconsidered if there was a child in this class who had been bereaved within the previous two years. In this situation I would consult with the child on the content and give the option of alternative work outside the classroom. Choice and involvement in planning for children who are affected by bereavement is critical to their coping success in these situations (Brown 2000, Stokes 2009, Winstons Wish 2011, Child Bereavement Charity 2011, Jigsaw4u 2011). In addition, Christs (2000) extensive research identified that children of the Y3-4 age range who are bereaved often want to talk about their situation and their lost parents.  The objectives are simple but require both imagination and some recognition of emotions/ feelings. These can be expected from Y4 pupils (DfES SEAL 2005, DfEE 1999, Antidote 2008) but individual class composition and stage of development would need to be a factor in the selection of objectives and in the differentiation of work (Kyriacou 2007, Pollard 2008). Curriculum Links The objectives and content link to the DfEE (1999) National Curriculum Non-statutory Guidelines for PSHE for Key Stage 2 which are currently in use in schools. These require children to communicate their own ideas and views, to use their imagination to identify with other peoples experiences and feelings and to now where support can be obtained for themselves or their family and friends. In addition it has drawn on the SEAL unit on Changes (DfES 2005) which identifies the need for coping strategies in times of life change such as parental loss. Content and Teaching and Learning Approaches  The content has been selected to meet the learning objectives (Kyriacou 2007). It involves interactive group storming of ideas to clarify the orphan status of the fiction character Harry Potter. However the storming in groups then feeding back to the class on all we know about Harry Potter is a way of briefing those children unaware of this character and his situation. The use of the word orphan (written on the board to assist visual recognition of the word and support visual learners (Kyriacou 2007) will focus attention on the main objective of the lesson and context for the following activities. The lesson then adopts a visual stimulus, (again supporting visual learners and introducing variety into the lesson input (Kyriacou 2007) showing an extract from the fist Harry Potter film when Harry is still of primary school age. This is done because this extract The Mirror of Erriseg deals directly with Harrys longing to know and meet his dead parents, something which the extract establishes is impossible. This, whilst sad, reflects the reality of the world the children live in and presents the truth rather than wish fulfilment, a factor which assists adjustment to real events in later life (Stokes 2004, Child Bereavement Charity 2011, Winstons Wish 2011. The development through question and answer addresses how and from whom Harry Potter gets help when he is feeling this sad or miserable moves the lesson onto the issue of strategies for support and also develops pace in the lesson (Kyriacou 2007).  The final activity asks children to draw around their own hand on paper and consider who they could go to if they are feeling sad or miserable. It is designed to help identify multiple support sources in their own life, and is both kinaesthetic in learning approach, developmental, in extending recognition of help and crucially takes the child from a fiction character to themselves all of which assist learning (Kyriacou 2007, Stokes 2004, Child Bereavement Charity 2011, Winstons Wish 2011). Careful supervision of this activity is needed, with those struggling to think of help sources supported by the teacher (who can at least add themselves to a finger on each of these hands (Stokes 2004, Child Bereavement Charity 2011, Winstons Wish 2011, Jigsaw4u 2011). The important point is that the children do have at least someone to turn to and thus should add a positive end to this lesson. Reference List Antidote (2008) The Emotional Literacy Handbook, London: Fulton  Child Bereavement Charity accessed at www.childbereavement.org.uk on 3/9/11  Brown, E. (2000) Loss, Change and Grief: An Educational Perspective, London: Fulton  This book provides a really practice and insightful guide to the support of children with bereavement needs in primary school. It addresses age related needs and responses and practical activities for teachers and support staff to use. It includes a detailed application of grief theory and offers advice on professional support outside school.  Childhood Bereavement Network National Childrens Bureau (2009) Key Findings from new CBN and NCB research in bereaved children, London: CBN/NCB

British Democracy and Iraq War Essay Example | Topics and Well Written Essays - 1500 words

British Democracy and Iraq War - Essay Example They also argued that there was need to liberate the Iraq people from the oppressive regime which was not democratic and was abusing the human rights of its citizens (Armstrong, Farrell, & Maiguashca, 2005). Democratic norms are in most cases not perceived to be relevant to the foreign and international policies of a country. However, in the consideration of the democracy framework of various governments a number of critical questions arise. The first one is about respect of the international law by a country, basing on the fact that such a government cannot easily acquire the democratic tribute in regard to the rule of law locally if it is capable of violating the rule of law in a foreign country. The international law is much vaguer compared to the domestic one, but majority of the international lawyers are in agreement that Iraq's invasion by both the United States of America and Britain was a blatant breach on the charter of the United Nations. The charter is very clear and stipulates that armed forces can only be used in a case of self defense or when the United Nations Security Council explicitly authorizes use of such force (Vickers, 2004). Tony Blair in attacking Iraq had complete disregard of the United Nation's charter in fact, his speech in 1999 whi... ve failed to implement them and hence country's like Britain and the United States of America, have to bear some burden like invading Iraq since they have a sense of world responsibility. In this case he was actually implying that his government had the right to invade a sovereign government like that of Iraq and thus participate in enforcing the resolutions of the United Nations. The British government was in this case very biased as it even chose the resolutions to enforce and which ones to leave out, which by any standards cannot be viewed as respecting international rule of law (Allawi, 2007). The British government argued that it was not important to wait the United Nations to pass resolutions that would explicitly authorize the use of force in Iraq as this could mean taking a back seat and watch as a humanitarian crisis takes center stage in Iraq as it happened in Kosovo. By basing their argument on the Kosovo humanitarian catastrophe the British government justified the removal by force of the Iraq's undemocratic regime, arguing that the Iraq government was actually violating human rights of its citizens (Beck, Grande, & Cronin, 2007). The second question evolves around Britain's consistency on its quest to support human rights and democracy in foreign countries. When the human rights and democracy are used as base of justifying morality of a government's policies then consistency is considered to be a vital factor. Such arguments when applied selectively loose meaning and the weight they ought to carry. Although, largely believed that the more powerful and democratic countries can support human rights and democracy on foreign countries, they cannot achieve their objectives by use of force, since that would in fact, mean violation of the same human rights

BTN2-10 Coursework Example | Topics and Well Written Essays - 250 words - 1

BTN2-10 - Coursework Example The ratio reveals the dependency level of a firm on loan to runs its operation (Rodgers, 23). The formula for this ratio is (total debt/total asset) * 100. Low debt ratio is advisable that is 50%, and below because a high debt ratio turn away potential investors. There is a high chance of a firm to be declared bankrupt when the debt ratio is too high. Samsung, Apple, and Google had the following Debt ratio of 32.9%, 32.9%, and 23.5% respectively. Apple and Samsung have an equal debt ratio of 32.9% in this comparison thus, tend to be risky. Analyzing ROA for Samsung and Apple, Samsung has the lowest; therefore it can be considered the riskiest firm to invest. The recommended maximum level of debt ratio is 50% and all the three firms operate below it. For one to be successful in stock market like Warren Buffet, critical analysis need to be conducted on the financial performance of the interested company. One needs to consider profitability and risk level of the interested firms. In this case, Apple and Google can be considered on the basis of high profitability level of Apple, while Google low risk level. It should be noted that an investor will look for a high return from the investment. According to (Elton, & Gruber, 41), the higher the return, the riskier the investment, and, therefore, sound decisions need to be done. Comparing the risk versus return of the two firms one can make a sound decision on which firm to invest. For Apple return versus risk is (32.9/28.5=1.2), while for Google is (23.5/12.9=1.8). Apple has the lowest ratio, thus it is the best firm to invest in and get better

Human Behavior Is Unpredictable Management Essay

Human Behavior Is Unpredictable Management Essay This research sought to find out the gaps that exist in the Karatina University Colleges performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. The objective of the study was to determine how the institution conducts performance appraisal, the main challenges faced in the appraisal process, and the best practices that it can adopt for the process. Literature review was conducted on the subject touching on the various aspect of performance management. The study was conducted using a survey research design. Primary data was collected using self-administered questionnaires with supplements of secondary data used to add efficacy to the results. The questionnaires were administered on randomly chosen members of faculty in the common School of Business Staff room. Descriptive statistics were used including percentages and frequencies. The results were presented in tables in the an alysis for each objective. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 10 Performance Management (PM) has recently dominated the Human Resource Management (HR) as a profession owing to the realization that HR is the one of the most potent source of competitiveness in todays operating environment. Insights into performance management by leading thinkers in the recent past (Armstrong, 2009) point to the emergence of Performance Management as the most viable solution to address the productivity lag in most industries. Performance Management is a branch of human resource management whose objective is to support employees in their struggle to attain their goals as well as those of the organisation (Bhattacharyya, 2006). Bhattacharyya explains that PM gained prominence in the 1960s when competition in the operating environment led firms to reexamine their internal operating efficiencies to survive. A difficult operating environment coupled with a desire for productivity led firms to emphasize on productivity of not only their machines but also their human resource. Armstrong (2009) explains that Performance management as a term emerged in the 1970s and was later gained prominence in the 1980s as a distinct discipline within human resource management. Presently, most organizations have embraced performance management as a pillar of productivity in the organisation. As Abbey (2007) describes, performance management has taken prominence in organizations as a vehicle to deliver on organisational and indi vidual performance objectives. Abbey emphasizes that the incorporation of individual objectives into the performance management paradigm made performance management distinct from mere performance appraisal. Performance appraisal emphasized the degree of accomplishment of a given individual by supervisors without seeking the active involvement of the employee in the process (Management Study Guide, 2012). Measuring employee performance therefore goes beyond staff appraisal to include other aspects of performance such as learning and development, talent management and culture change as key contributors to organisational productivity (Armstrong, 2009). Performance management provides the only tool with which the management can evaluate departmental/sectional contributions to the overall organizational performance as well as determine the best options for intervention. For effective achievement of organizational objectives, employees must know what needs to be done and the overall objectives of the organisation (Dransfield, 2000). Besides the knowledge of the overall organizational objectives, individual employees must have knowledge of their particular role within the broader organisational setting. This way, and as Dransfield (2000) notes, all the players in the organizational production chain share a common objective and pull towards the same direction. This is particularly important in that it harnesses organisational synergies in pursuit of a common goal and aligns daily activities within an organization to the overall strategic objectives. Performance management is done to compare relative variations in performance over time for organizations. Output from performance management process is also used for comparison with similar industries or benchmarks and establishing basis for corrective action (Management Study Guide, 2012). The nature of organizational power structure means that senior management cannot keep a direct watch over the performance of the subordinates and therefore a self-corrective process has to be initiates to assess their performance against objectives of the organizations. Performance management also inculcates the culture of sticking to organisational objectives and ignoring the activities that do not add value to the organisational value chain (Management Study Guide, 2012). Though it is impossible to forestall all management challenges, performance management helps the management take steps in advance to improve organizational capacity to deal with unexpected situations The Management Study Guide website details the evolution of performance management as a discipline within the wider human resource management in four phases. The first phase involved filling of annual confidential reports to control employee behavior. Career development was pegged on positive evaluation in the annual confidential report. The second phase entailed communication of the contents of annual report to the employees to correct the identified failings. The last phase involved replacement of the annual confidential reports by performance appraisal process where employees could rate their accomplishment annually. Today, performance appraisals have given way to performance management. The process entails performing continuous reviews based on mutually agreed objectives. The focus of performance appraisal is quantifiable objectives behaviors and values as opposed to employee traits (Management Study Guide, 2012). Appraisal processes are more of directive than participative thus stifling team effort (Leung and White, 2004). The output from performance appraisal is not directly linked to pay as was for the performance appraisals process. Guest, D E et al, (1996) aptly described performance management process as concerned with assumptions, expectations, mutual obligations and promises of employees and the organization. With the continuous change in operating environment, businesses have leveraged on human resource as their basis of obtaining and maintaining competitive advantage (Bhattacharyya, 2006). However, appraisal processes misses the crucial aspects that sustain a firms competitiveness as earlier describes including the wider strategic framework within which the organization operates. A system that emphasizes on employee mentorship and development as opposed to remuneration and disciplinary action enhances organizational output (Tripathi Reddy, 2008). Performance Management requires continuous output by in time for action to be taken. Panagar (2009) explains that employees are disappointed when annual appraisals bring negative feedback and do not point to the areas of improvements that an employee needs to focus on. He offers that participative evaluation in performance management contextualize the management to the working environment and challenges them to facilitate positive change for achievement of objectives. Continuous and balanced feedback enhances coordination and cooperation in organizations (Heskett, 2006). Besides, Heskett cites that employees achievements should be emphasized as opposed to dwelling on areas of improvement to encourage them to do more. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 1.2 Statement of the Problem Upon appraising employees and provision of feedback, most organizations wait until the next planned appraisal exercise (Hunt, 2007). Hunt offers that performance management in most organisation stops at the employee evaluation process and mostly after there is sufficient evidence pointing to non-performance. However, this defeats the main objective of the performance management process as an undertaking in aligning employees goals to goals to those of the organisation. This keeps the whole organization focus on its strategic objectives by harnessing collective efforts of its workers. Hunt states four issues that need to be taken into consideration in the performance management process namely following up to ensure achievement of targets, evaluating the entire process to ensure that it is appropriate and fair and do not foster conflict in the organisation. Observance of these four standpoints guarantees employee job satisfaction and continuous improvement in the organization. In most organizations, employees harbor qualms on the appraisal process (Shaddock, 2010). Shaddock attributes the negative perception to the use of appraisal results as evidence of poor performance instead of discussing performance with the employees to find common ground. The infrequent manner in which appraisal process is conducted adds to the subjectivity of the results as managers are more prone to conduct the exercise when performance is deteriorating (Tripathi Reddy, 2008). Tripathi and Reddy explain that the effect of these appraisal processes leave employees disillusioned and afraid to take risks leave alone accepting the fact that continuous improvement can enhance their success and by extension that of the organizational. As a result, employees lose their sense of control over the situation and resign to the directives of the management without their own insights. This contrasts with the new human resource management paradigm that emphasizes on mentorship, coaching and emp owerment (Dacri, 2006). 1.3 Purpose of the Study This research sought to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. 1.4 Research Questions 1.4.1 How does KUC conduct performance appraisal? 1.4.2 What are the main challenges faced in the appraisal process? 1.4.3 What are the best practices that KUC can adopt for performance appraisals? 1.5 Significance of the Study 1.5.1 Human Resource Managers and Practitioners The head of human resource at the institution as well as others will get insights into the performance of their organizations and the best practices they can employ to achieve the best output from the human resource. The research will reveal insights on the frequency of performance appraisal and how best to achieve the desired results. Besides, the research will reveal the benefits of communication between the managers and employees. It will lead to clear understanding of job descriptions by the employees and better performance measurement. This will go a long way in boosting efficiency and effectiveness at the workplace. 1.5.2 Organizations The research will emphasize the role of performance management process in the achievement of strategic objectives of the organization. It will also enlighten the employees on their role in the organisation as well as the opportunities they have to advance boost their performance and by extension their careers. The research will particularly emphasize on the role of the performance management process on continuous improvements within the organization. This will position organization on a path to responsive change needed for survival in todays operating environment (Management Study Guide, 2012). 1.5.2 Employees The research will provide employees with an opportunity to evaluate their performance appraisal system and to suggest adjustments to align it with the organisational objectives. The employees will have an opportunity to express their desired outcomes of the performance management process that best serves the interests of both them and the organizations. Besides, the research will expose new areas that employees need training. Lastly, the employees will feel that the organisation is concerned about their welfare just as much as it is concerned about the performance of the organisation. 1.6 Scope of the Study The study was performed on a group of workers at Karatina University College. Data was collected on the month of February and March to reflect the current operational context of the organization. a review of literature was performed as well as secondary data on performance management concepts, the challenges faced and benefits that can accrues in evaluating an organizations performance. 1.7 Definition of Terms 1.7.1 Performance Appraisal Performance Management is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding of the functions expected of the employee and their contribution towards the achievement of the organizational goals (Robert Basal, 1999). 1.7.2 Performance Management Performance management refers to the proactive system of evaluating and providing feedback on employee output in line with the desired results. It aims at harmonizing employee and organisational objectives to achieve operational excellence (Management Study Guide, 2012). 1.7.3 Benchmarking Benchmarking is adopting best practices in the industry to guide organizational effort. It involves leaning from success of others (Peters, 2006). 1.7.4 Key performance Indicators These are performance measurement for key values necessary to achieve success in an undertaking (Reh, 2010). 1.8 Chapter Summary This chapter puts into perspective the concept of performance management and its application in modern day operating environment. The chapter defines the concept and differentiates it from performance appraisal as more elaborate and supportive of firms strategic objectives. The chapter also detailed the purpose of the study that was to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. In this pursuit, the three research questions to be answered were identified and the population from which the sample was drawn. Lastly, the research lists the beneficiaries of the research including employees, human resource managers and organizations keen to gain competitiveness from their human resource. CHAPTER TWO 2.0 LITERATURE REVIEW 2.1 Introduction Chapter 2 is a discussion on the various publications on the subject of performance management in line with the objectives of this research. The objectives of this research was to find out how performance appraisal is conducted, establish the main challenges faced in the appraisal process and identification of the best practices that KUC can adopt for performance appraisals. 2.2 The process of Performance Appraisal 2.2.1 Performance Appraisal explained Performance appraisal is a periodic assessment of employee performance and productivity line with the objectives of the organization (Manasa Reddy, 2009). Results of the process are used to gauge employees accomplishments as well as their potential for future improvements. Performance appraisal is done annually with the feedback used to counsel and develop employees, identify their training needs and align the compensation structures within the organisation (Manasa Reddy, 2009). Performance appraisal differs from performance management in that the earlier is carried out on a top-down basis with the supervisor acting as the judge with minimal employee involvement (Management Study Guide, 2012). Grote (2002) rightfully stated that the objective of the performance appraisal was to value each employees contribution against his rewards and take corrective action if the disparity is large. For this reason, performance appraisal was done on an annual or biannual basis depending on the particular entity. On the contrary, performance management focuses on the mutual objectives set by the employees and the management through a dialogue process (Management Study Guide, 2012). It is done continually and focuses on quantifiable objectives, behaviors and values (Management Study Guide, 2012). It thus leaves no room for subjectivity of the supervisor and aims at determining the points of improvements available to both the employer an employee. Performance management dates back to the early 20th century when Fredrick Taylor equated employees compensation to their output at work (Vroom, 1990). In those times, appraisal was less formal than it is today and involved the aspect of units produced per given time (Lyster, Eteoklis Arthur, 2007). ***** offers that performance appraisal is a mere step within the wider performance management paradigm. He notes that performance appraisal is an objective analysis of the facts and not the person. After getting the results of performance appraisal exercise, the wider process of performance management moves a step towards the final goal of aligning organisational and employees goals. According to ***, positive results are celebrated while negative results should prompt development of an improvement plan. Performance appraisal uses a number of methods including graphic rating, ranking, behavioral anchored rating and management by objectives (Cokins, 2009). Cokins explains that the choice of the method used for appraisal depends on the goals of the organizations. Zaffron and Steve (2009) add that regardless of the method used, regular communication and feedback from the managers is essential for success of the appraisal process. That way, work teams in an organization feel that they are working towards a common goal (Grote, 2002). 2.2.2 Purpose of Performance Evaluation. Heskett (2006) attributes the negative perception of performance appraisal among employees to the general lack of understanding about the purpose of appraisal. The Management Study Guide (2012) details out that performance management helps in defining responsibilities of both the individual and the team in the Key Result Areas. That way, coordination and control among the various departments in an organization becomes easy. The Management Study Guide notes that knowledge of responsibilities enables the employees to take initiative and work towards their set targets while improving their areas of weakness. This is as affirmed by Daniels (2006) that an objective and participative performance management process fosters learning and continuous improvement as opposed to breeding animosity. Performance management cultivates a feeling of shared mutual accountabilities within an organization (Shepard, 2005). This way, Sheppard notes that employees are able to overcome resistance to change and are ready to improve on KRAs. Leahy (2003) who offered that effective performance management anchors other operational metrics like the balanced scorecard has supported the views. Effective performance management is crucial in motivating employees (Akrani, 2011). Akrani notes that performance management starts with employees setting goals that they intend to achieve over a given period. The employee assesses what he/she has done against the set targets. Given that the employer and the supervisor mutually set the targets for performance, the employee strives to reach the set targets (Akrani, 2011). Performance below the set standard is taken as an opportunity to improve as it is within the employees capacity to achieve. Beach (2007) explains that the employees give up trying if they feel that the set targets will not be achieved. Since the performance management entails mutual goal setting, such incidences are unlikely to occur. Instead, and as Akrani points out, performance management helps organizations determine the training and capacities for each of their employees. Gamble, Strickland and Thompson (2007) explain that data obtained from performance appraisal is crucial in determining the right people to execute organizational strategy. Employees with the highest performance are easily identified and encouraged to undertake roles that are more challenging. In most cases, results from performance appraisals are used in the determination of employee compensation (Heathfield, n.d) a fact that Kirby (2005) detests. Appraisals are used to determine compensation and promotion levels that assist in linking rewards to performance among the staff (Heathfield, n.d). However, appraisals on their own should not be used as basis for promotions and rewards (Kirby, 2005). Given that the main goal of performance management process is to assist employees in setting goals and aligning them to those of the organization, it is crucial for performance and rewards framework be aligned to this process as opposed to mere performance appraisal (Lyster, Eteoklis Arthur, 2 007). Lastly, performance appraisals play a huge part in shaping behaviors and attitudes of employees (Panager, 2009). Panager notes that employees relate well with the management and are responsive to the changing demands of their workplace. This is consistent with the Conaty and Ram (2011) assertion that human resource is the strongest catalyst or inhibitor of organisational change efforts. Performance management helps an organization to gauge its human resources effectiveness in coping with change (Conaty Ram, 2011). 2.2.3 Common Performance Appraisal Practices. The most common performance appraisal practice involves ranking employees from the best to the worst (Griffin, 2007). The method is mainly subjective with the supervisors judgment being crucial in the ranking of each employee. This subjective approach exposes the process to bias and manipulation by the management. Lunenburg Ornstein (2011) offer that ranking involves the supervisor rating each employee based on employees traits and behaviors in comparison with the rest in the organisation. Despite its subjective nature, ranking gives a clear picture of employee performance relative to the rest of the employees within the organisation and offers them real models that they can follow within the organisation (Coens, Jenkins Block, 2002). However, Griffin (2007) offers that ranking method is prone to bias and can result in poor relationships within work teams. Besides, ranking stifles the opportunity for feedback within an organization and sows a feeling of inferiority among underachie vers (Coens, Jenkins Block, 2002). In the same way, Coens, Jenkins and Block note that persons who are consistently ranked on top of the rest lack an opportunity to improve on their performance as they feel they have done enough. Lastly, Beach (2007) explains that ranking creates an adversarial relationship between work teams that stifles the spirit of cooperation between employees. Paired comparison resembles ranking method only that the performance of each employee is compared to that of every other employee based on a single criterion (Mondy, 2008). If an employee receives the highest number of favorable comparisons, s/he is ranked the highest. The process is more objective compared to the ranking method but poses huge problems for organizations with large numbers of employees (Mondy, 2008). Another performance appraisal system commonly used in organizations is the graphic rating scale. Under the system, evaluators judge performance of employees on a scale of about 5-7 categories (Mondy, 2008). These categories depict the rating of the employees by use of appropriate adjectives such as needs improvement, outstanding, average, meets expectations etc. The method is good in that it can be quantified by assigning numeric values to the descriptors. It is also easy to administer and can be tailored to meet specific needs of a given organization (Mondy, 2008). Under the forced distribution method, the evaluator assigns individuals to a limited number of categories, similar to the normal frequency distribution curve. Few individuals get very high ratings while a few get very low ratings. Most of the employees rate at the center of the curve (Armstroong, 2009). Mathis and Jackson (2011) decry that this system explicitly calls for evaluators to distinguish between winners and losers even if their performance is not rightly so. For this reason, the method is unpopular among managers and employees as it stifles the concept of employee development and assumes that there must always be very good and very poor performers in the same organisation (Mathis Jackson, 2011). It also creates cutthroat competition among employees that disarrays synergy (Beach, 2007). Another employee appraisal technique is called critical incident method. Under the method, the evaluator maintains records of favorable and unfavorable performance during critical incidences (Mondy, 2008). These incident log records are maintained continually and are used as indicators of employee performance. Ostrom and Wilhelmsen (2012) explain that this method lacks intellectual merit as it is dependent on the frequency of occurrence of critical incidences. Behaviorally anchored rating scale (BARS) is an appraisal technique that aspects of critical incident method and the rating scale method (Mondy, 2008). Under the method, the performance level of each employee is described on a scale. The evaluator then compares the different performance of each employee to decide the best performing and those in need of more training. Mondy offers that this system is more objective but is hard to quantify for further analysis. One of the most common performance appraisal methods today is referred to as Management by Objective (MBO). Mathis and Jackson (2011) and Mondy (2008) define the method as a result based system under which the employees and managers set objectives together that form the basis of appraisal in the next appraisal period. The employee actual output is compared to the set performance targets and points of improvements identified (Griffin, 2007). Management by objectives arises allows management to see the wider picture of the organsaitional and the part that each employee plays in it and to remain on curse to achieving the overall strategic objectives of the firm (Drucker, 1954). Employees also conduct a self-audit of their performance potential and chart out the best course for attaining the mutually agreed goals (Pecora, Cherin Bruce, 2009). 2.3.4 Frequency of Performance Appraisals. In most organizations, employees and their supervisors deliberate on their performance over a given period typically annually, biannually or quarterly (Garber, 2004). Tripathi and Reddy (2008) list two major forms of performance appraisal namely summative and formative. They explain that a summative performance is done occasionally typically in three to six months relative to the organization in question. On the contrary, formative appraisal is done continually typically daily. Formative appraisals are important in that the employees can track their performance over time and determine their weak points for improvement. This is as opposed to summative appraisals under which employees have no trail of their past performance (Management Study Guide, 2012). Many scholars emphasis on the need to perform appraisals based on a schedule (Miller Braswell, 2010; London, 2003; Mathis Jackson, 2011). Routine performance appraisal avoids the temptation of focusing on irrelevant activities (London, 2003). That said, the management is responsible for ensuring continuous performance appraisal taking care not to forget critical incidences (Miller Braswell, 2010). Though appraisal is done continually according to the set schedule, it is important for the managers and subordinates to sustain informal communication throughout the performance period to take advantage of any opportunity to change negative trend (Edwards et.al, 2003). Edwards et al also cites the preemption of negative surprises at the end of an appraisal period as good reasons for maintenance of these informal contacts. Abbey (2007) notes that in most organizations, appraisal forms are used to capture employees accomplishment in the past year as well as some aspects such as their rela tionships with team members, their personality traits and flexibility, etc. 2.3 Challenges are faced in Performance Appraisal process Most organizations experience challenges in their appraisal processes. Deming (2000) once cited that performance appraisal is one of the most powerful inhibitor to quality and productivity. More recently, Lee (2006) offered that performance appraisals inspire hate and distrust among employees. Challenges in performance appraisal occur from the fact that the processes are based on widely held and invalid assumptions that hold back progress (Scholtes, 2008). Lee aptly described the processes as designed to measure and rate performance as opposed to improve it. Past research works (DeNisi Williams, 1988; Longenecker et al., 1987) cite subjectivity among the evaluators as well as different standards used for different employees as major problems in appraisal process. More recently, Lee (2006) cited lack of congruence with organizational objectives as well as lack of use of the results to improve performance. Lee adds that the results of performance appraisal should be used to motivate employees as opposed to instill fear and loathing as to stifle the spirit of teamwork. Hazard, (2004) and Nickols (2010) explain that performance appraisal demotivates the employees, is too subjective and unfair in application, and takes too much time and is seen as a management attempt to coerce employees to submit to management authority. 2.3.1 Employees Motivation Wilheir (2010) explains that motivation is the only effective tool for ensuring effective employee management. According to Wilheir employees, lose motivation when duties become repetitive, too difficult or too easy. The management should ensure that their employees remain motivated and productive throughout their engagement in the organization (Hazelden, 2010). Hazelden (2010) adds that the most common causes of employee demotivation include lack of information, unrealistic expectation by management, feeling of excessive control by authorities and lack of management appreciation of effort. Noone (2008) adds that to keep employees motivated, the management should develop clear goals and keep the roles interesting for the employees. That way, Noore asserts that employees are unlikely to deviate from the organisational mission. . Employee motivation is crucial to achieving the g

Officer Selection Process

Officer selection is a very detailed process. Every police department wants to recruit, select, train, and maintain the best and brightest officers possible. The job of a police officer requires an individual that can deal with stressful situations and the ability to interact with the community. The job requires quick decision making and good judgment. Police duties vary from writing reports to maintaining order to responding to criminal situations, all of which require critical thinking skills. Officers should possess certain traits due to the range of duties they will have to perform. These traits include physically agility, the ability to cope with difficult situations, well-developed writing skills, good communication skills, sound judgment, compassion, strong powers of observation, and the ability to both exert and respect commands of authority (Grant & Terry, 2008). Every department sets its own standards therefore there is not a set standard for officer selection. The minimum requirements that most departments require that the officer be at least 21 years of age, have a driver’s license in the state or be eligible for one, have no prior felony convictions, and be able to pass a written exam, a medical exam, an interview, a physical agility test, and psychological screening. Individuals must be able to obtain a driver’s license because their primary duty will be patrol and must be twenty one years of age as they will have to qualify for a firearm. A police officer will not have full police powers until at least the age of twenty one, for that reason some departments will not even allow recruits to enter the police academy until they reach that age. A convicted felony is prohibited from possessing a firearm, which thereby bars them from becoming police officers. Most police departments now have educational requirements for recruits. Nearly all departments require officers to have a minimum of a high school diploma, and many require at least some college credits. Officers need to be able to deal with the constant changing law of criminal procedures, and the idea is that the departments need to raise their requirements to keep pace with the rising levels of education in society. With the increase use of technology in policing is another reason for high education among the officers. In most states, small departments send their new officers to a state training academy or program certified by the state. During this time the officer is on probation for a period of a year or two years in which the officer is evaluated. Some of the programs are operated through community colleges. The separate police academies run by the large police departments are similarly certified by the state. Officers who complete state training are then certified or licensed as peace officers in the state. The academy provides formal training during which the recruits who prove to be unqualified are weeded out. During the time at the police academy the officers receive physical training, training in the use of firearms, and training in the systems of patrol and traffic. The officers must learn about the department, its policies, and its relationship with other agencies such as state, county, federal. Once out of the academy, the police officer is assigned a field training officer (FTO). The FTO assist the new officer in using the knowledge and skills learned at the academy. The FTO also assist the new officer to acclimate into the police culture, and experience the socialization process. The FTO’s can have a significant influence over the new officers and assist the officer in dealing with the stress and cynicism that comes with the job. In some states, the officers are required to be Peace Officers Standards and Training (POST) certified as the officers are often confronted with acts of civil disobedience. The promotion process for police officers is very competitive. Officers may be promoted through several methods; these methods may differ from department to department and agency to agency. The officer typically will take a written exam and partake in an interview; the officers are then assessed on qualities relating to the job. The written exam usually is in a multiple choice format. During the interview, a board of several members asks the candidates a variety of questions. These questions may range from information about the candidates background and personal characteristics to judgments about policing situations. After the interview, the candidates are assessed, during which time the candidates are observed, tested, rated, and evaluated. The purpose of these assessment tools is to determine how well the candidate would perform at supervisory levels. Promotions are not based on these factors alone, but are considered in combination with the performance evaluation. Performance evaluations look at the candidate’s quantity and quality of work, work habits, human relations, and ability to accept new situations. The officer selection process has evolved over the past 100 years. The police began actively recruiting women and minorities, implement affirmative action policies to keep the departments as equal opportunities for hiring of police officers. The selection process is similar among the local, state, and federal agencies. The law enforcement departments are all looking for the brightest and best for their departments. The departments require the officers to be healthy of mind and body, ability to learn and adapt to different situations, and have good communication skills with the community. Each agency is willing to train and educate the officers as it is difficult to find the ideal candidate with all the qualities necessary.

Internal Customers Essay

The people in this department need to know what deliveries are to be made and what products are to be delivered.  Staff Office  The Human Resources department need to know hours worked by employees and if there are any positions to be filled.  Staff Training  They need to know which members of the department will need training and which areas need to be covered in the training exercises.  Cash Office  The cash office needs to know what transactions were made at all the tills in the department and how much money there is in the tills at the end of the working day. This is so they can tally up the stores figures and see how well the shop has performed on that particular day. CCP (Customer Collection Point)  Many goods are collected from the shops CCP such as microwaves. The people at the CCP need to know what is being collected and the transaction number so they can tie up the paperwork, customer and the goods.  Service Desk  When customers have a problem with an appliance they have to go through the service desk so the large electrical department has to get information from the service desk regarding the outcome for instance an appliance may have to be replaced. The large electrical department already employs a number of different customer service techniques to help improve the running and efficiency of the department, which also importantly improves the relationship with the customers. There are however occasions when these strategies don’t work the way that they should and customers can become dissatisfied with the level of service that they feel they are receiving.  Here are some examples of techniques that have recently been introduced in the department to help improve customer services. When staff join the Large Electrical Department the must complete questionnaires to ensure they understand procedures that are carried out in the department. A copy of which can be found in appendix 1. The Introduction of Ticketing system for waiting customers  The department recently introduced a fairly simple but effective ticketing system so that customers are served at the correct time instead of customers just grabbing a selling Partner when they see one that is free. When a customer enters the department they are now greeted by the customer service manager who stands at the Customer Service Podium. The Customer Service Manager gives the customer a ticket with a number on it and records down on the copy of the ticket that the manager keeps some details.  These are:  The customers name.  This creates a personalised service when the sell partner approaches the customer  What they want help on. This is so the Customer Service Manager can send over the right Selling Partner with the right knowledge.  A brief description of the customer.  The description helps the Selling Partner identify the customers easily.  When a selling Partner becomes free they must report back to the podium where the manager will hand the Partner the ticket of the next customer to be served.  This system is much improved from the previous queuing system, which involved the Customer Service Manager patrolling the floor and recording customers name down on a list. This meant that the Manager was never in one place and people may not have been put on in the correct order that they arrived in the department. When speaking to the Customer Service Manager of the Large Electrical department to enquire how successful the new system had been I was also informed of the one major problem there had been with it.  The problem was that when a customer took a ticket they would ask how many people there were before them. If the number was fairly high, for instance five people then it would put people off waiting. It was then up to the Customer Service Manager to reassure the customer that it wouldn’t be too long. I also learned that on leaving the department previous customers who were used to the old system commented on how much better they thought the new system was.  The Introduction of Electrical Telesales at Watford  About two years ago the Branch opened the Electrical Telesales Department, which is part of the Large Electrical Department. The team is based at the branches warehouse, which is down the road from the store at Greatham Road. It is all linked telephonically and by computer to the main store. Customers can phone telesales and place orders for large electrical appliances over the phone by calling the store on 01923 244 266 and connecting to extension 4880. This service is very handy for many customers as they will often come into the store and get information on various appliances and then go home to check that it will fit in the desired space. They can then phone up and order it over the phone by credit or account card to save them making another trip into the store. Some people that have done research on the internet or another media will also use telesales to save them having to come into the store at all, especially people that have very busy lives. It is also designed to take some of the pressure off the actual department so that more time can be spent with each customer in the store. On average there are six partners manning the phones down at telesales. Which isn’t really enough as they are also share with the Television and Audio department. So customers are put on hold, which can be for quite a long time, which frustrates the customers. Pre recorded messages are randomly played to the customers to reassure them that their call is important and will be answered by the next available partner. The telephonists can tell how long a customer has been waiting, and they will answer in a way that will reflect the length of time the customer has waited. Other problems with the telesales team are that there is a weak communication flow between the actual department and telesales. This means that mistakes can be made by telesales as they haven’t received information on changes made in the Large Electrical Department which in turn can have an affect on the customers.  An example of this was when EU legislation can into place saying that the collection of old refrigeration can not be continued because of the gasses inside. Telesales weren’t informed of this and continued to arrange for refrigeration to be taken away. When the deliverymen told customers that they couldn’t take away the old refrigeration this angered customers who had prepaid the 9 collection charge. These mistakes are usually dealt with by offering a goodwill gesture for inconvenience and where appropriate a refund.  On the whole this venture has proved to be a major success as figures shown in the Annual General Meeting showed an increase in Large Electrical Goods with a major percentage going through the telesales team.  This is the information flier that is handed out to customers when visiting the Department if the wish to order over the phone. It give the phone number and extension number as well as a little information on the different services that they offer such as the 2 year warranty and Never Knowingly Undersold motto. Ways of paying at John Lewis  The use of credit cards at John Lewis  Until recently John Lewis didn’t accept payment for goods by any credit card. This was to avoid paying the transaction fees to the banks that is added on when a customer pays using EFT (Electronic Financial Transaction). Apart from this customers were quite prepared to pay for any goods purchased using a John Lewis or Waitrose Account card that offers a low rate of interest. However to give the customer more flexibility John Lewis introduced the use of Credit cards in the Partnership. One of the main reasons for allowing this take place was because of where the transaction fee would go.  Ã¢â‚¬Å"From 5 November 2001, all card payments with the exception of the John Lewis and Waitrose Account Card, are processed for you by John Lewis Card Services Ltd for a 2.5% fee included in the cost of your purchase. The balance is paid to John Lewis plc. The total amount you pay is the same regardless of the payment method.† Source taken from http://www.johnlewis.com  The transactions fee that would normally have to be paid to the bank on any transaction that take place in either the department stores or Waitrose using EFT is retained by John Lewis. This means that John Lewis don’t loose 2.5% of the sale that they have made but keep it as profit.  This move has meant that more customers are attracted to coming into the stores and paying by plastic, which many people prefer to do.  However there is one card that John Lewis still doesn’t accept and that is American Express. This is because of the extremely high level of interest that is associated with this form of payment. John Lewis would still have to pay part of transaction fee if this card was used. These methods of payment can also be used to purchase over the phone using the stores telesales teams and via the Internet. This has all been designed to help create an easier way of shopping for it customers and improve customer services.  Computerised Ordering System  The introduction of the computerised ordering system a year ago has changed the face of the department and the way things are done, within the department. It was also a major turn around for the standard of customer services offered by department. The new system meant that orders could be processed a lot quicker as paper work didn’t have to be sent via the post and orders we received at the warehouse instantly. A lot more options have been opened with this new system, all to the customers advantage, as well as making the whole ordering process a lot easier for the Selling Partner.  Customers can now reserve goods for longer periods of time, place an order for delivery in another part of the country and a lot more. Queries and problems can also dealt with by keeping record of points raised on the on the notepad of the actual order on the system so issues are dealt with much more effectively. Each customer gets a reference number when they place an order so information can be recalled instantly from the system should the need arise.  The quicker service makes buying Large Electrical goods less stressful meaning customers go away from the department happy with the level of service they have just received.  There have, however been a number of occasions when the system has gone down causing absolute chaos in the department as all orders have to be placed manually which is much more time consuming than using the computers. This angers customers who expect a reliable system then works quickly and effectively. With these events the need for the Customer Service manager pays off, as they are someone who can defuse difficult situations. All selling Partners are also trained in dealing with problems but the CSM is there as someone with higher authority.