The Evolution of the Boundaryless Career Concept Examining Physical and Psychological Mobility free essay sample

Abstract Although there has been increased interest in the boundaryless career since the publication of Arthur and Rousseau’s book (1996), there is still some misunderstanding about what the concept means. This article examines the boundaryless career and presents a model that attempts to visually capture Arthur and Rousseau’s suggestion that the concept involves six underlying meanings. Rather than considering whether or not an individual has a boundaryless career, the model focuses on the degree of mobility reXected in a career along two continua: one psychological, one physical. Based on the model, we suggest Wve propositions and a series of directions for future research.  © 2005 Elsevier Inc. All rights reserved. Keywords: Career; Boundaryless; Protean; Women; Transitions; Mobility; Gender 1. Introduction There have been calls for greater clarity of terms and further conceptualization of the boundaryless career (e. g. , Inkson, 2002; Pringle Mallon, 2003; Sullivan, 1999) and its distinction from the concept of the protean career (Briscoe, Hall, DeMuth, 2006; Hall, 1996; Hall, Briscoe, Kram, 1997). We will write a custom essay sample on The Evolution of the Boundaryless Career Concept: Examining Physical and Psychological Mobility or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Some authors have considered the boundaryless career Thanks to Jon Briscoe, Madeline Crocitto, Tim Hall, Kerr Inkson, Sally Power, and two anonymous reviewers for their insightful comments on earlier drafts of the manuscript. * Corresponding author. Fax: +1 419 372 6057. E-mail addresses: [emailprotected] bgsu. edu (S. E. Sullivan), [emailprotected] edu (M. B. Arthur). 1 Fax: +1 617 994 4260. 0001-8791/$ see front matter  © 2005 Elsevier Inc. All rights reserved. doi:10. 1016/j. jvb. 2005. 09. 001 20 S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 s involving only physical changes in work arrangements. In contrast, other authors have considered the protean career concept as involving only psychological changes. However, this separation between physical (or objective) career changes and psychological (or subjective) career changes neglects the interdependence between the physical and psychological career worlds. The result is a body of work that lacks applicability for the individual, who needs to take both physical and psychological issues into account. Similarly, it lacks applicability for the practicing manager or career counselor who seeks to support the individual. While recent research has begun to recognize the links between physical and psychological career changes (e. g. , Marler, Barringer, Milkovich, 2002; Peiperl, Arthur, GoVee, Morris, 2000; Valcour Tolbert, 2003), there still remain rich opportunities for further research. In this article, we seek to stimulate new research by focusing on two questions. First, how can we further clarify and elaborate on the meaning of the boundaryless career? Second, how can we better explore the possible interaction of mobility across (a) physical and (b) psychological boundaries? We begin by examining Arthur and Rousseau’s (1996) deWnition of the boundaryless career as well as its subsequent interpretation and application. Next, we present a model to better illustrate the physical and psychological aspects of boundaryless careers. Using this model as a basis, we explore how career competencies, gender, culture, and individual diVerences inXuence individuals’ opportunities for physical and psychological mobility. Finally, we discuss the implications of these ideas for both practice and future research. 2. Mobility across physical and psychological boundaries Arthur and Rousseau’s 1996 book, The Boundaryless Career, encouraged researchers to rethink their ideas of what a career entails, and raised a number of new questions and lines of inquiry. In the book they detailed six diVerent meanings of boundaryless careers, involving careers: (1) like the stereotypical Silicon Valley career, that move across the boundaries of separate employers; (2) like those of academics or carpenters, that draw validation—and marketability— from outside the present employer; (3) like those of eal-estate agents, that are sustained by external networks or information; (4) that break traditional organizational assumptions about hierarchy and career advancement; (5) that involve an individual rejecting existing career opportunities for personal or family reasons; and (6) that are based on the interpretation of the career actor, who may perceive a boundaryless future regardless of structural constraints. Arthur and Rousseau (1996, p. 6) also stated that a common factor in all these deWnitions was â€Å"? ne of independence from, rather than dependence on, traditional organizational career arrangements. † However, it has subsequently been noted that there can be mobility across other kinds of boundaries—for example, occupational or cultural boundaries—which may also contribute to what we interpret to be boundaryless careers (Gunz, Evans, Jalland, 2000; Inkson, this issue; Sullivan Mainiero, 2000). S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 21 Since the publication of Arthur and Rousseau’s book, a number of researchers have focused on physical mobility across boundaries invoked by meanings 1 and 4. However, relatively few researchers have examined mobility across, or changes to, psychological boundaries described in meanings 2, 3, 5, and 6. For example, Sullivan’s (1999) review of the empirical careers literature found that sixteen studies examined the crossing of physical boundaries (e. g. , between occupations, Wrms, levels) whereas only three studies focused relationships across those boundaries. More recently, Arthur, Khapova, and Wilderom (2005) 11-year review of career success research reported that few of the 80 articles examined, conceptualized or operationalized success in ways that could add to our understanding of boundaryless careers. Only one-third of the articles recognized any two-way interdependence between objective and subjective career success, while a much lower fraction acknowledged the inXuence of either inter-organizational mobility or extra-organizational support on career success. Thus, scholars have emphasized physical mobility across boundaries at the cost of neglecting psychological mobility and its relationship to physical mobility. The possible reasons for this emphasis on physical mobility may be twofold. First, although there are two types of mobility—the physical, which is the transition across boundaries and the psychological, which is the perception of the capacity to make transitions—researchers appear to have viewed boundaryless careers as the Wrst type. They have focused on physical mobility between jobs, employers or industries. Researchers have been less interested in the second type of mobility, and in particular the perceived capacity for change that underlies Arthur and Rousseau’s (1996, p. 6) meaning 6, â€Å"? the interpretation of the career actor, who may perceive a boundaryless future regardless of structural constraints. † Second, researchers may Wnd it easier to measure physical mobility (e. g. , counting the number of times someone changed jobs, employers or occupations) than to measure perceptions about psychological mobility. It is perhaps not surprising that most studies have operationalized boundaryless careers in terms of physical mobility. Because of the emphasis on physical mobility, the versatility of the boundaryless career concept is not always acknowledged. Recognizing this versatility suggests that future conceptual and empirical research needs to question the potential diVerence between boundaryless careers characterized primarily by physical mobility (that is, actual movement between jobs, Wrms, occupations, and countries) versus boundaryless careers characterized primarily by psychological mobility (that is, the capacity to move as seen through the mind of the career actor). Moreover, as previously noted, it is relatively easy to measure physical mobility, but it is more diYcult to measure psychological mobility (see Briscoe et al. , 2006). For example, how could the complexities of the psychological mobility in the following situations be measured? John2 once saw himself as a manager seeking advancement within his present company (a traditional organizational career). Now at midlife, he has refused further promotions to spend more time with his children (Arthur and Rousseau’s meaning 5), accepting instead lateral transfers that permit reXective, on-the-job learning (Arthur and Rousseau’s meaning 4). Each of the examples given is based upon an individual the authors have encountered through other research or consulting projects. All names have been disguised. 2 22 S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 Suzanne is a middle manager seen by others as plateaued in her present organization. However, she anticipates a boundaryless future because she sees her skills as marketable (Arthur and Rousseau’s meaning 6). She has not yet crossed physical boundaries between organizations or occupations, but intends to do so. In addition to measuring complex physical and psychological mobility, how can career changes that represent varying combinations of physical and psychological mobility, and the interdependency between them be measured? Consider the following example: Cindy happily viewed herself as company accountant until she grew bored with her job. She turned to her professional association for validation of her abilities (Arthur and Rousseau’s meaning 2). This led to new opportunities to provide accounting services that she is now pursuing through a small home-based business. Freed from the constraints her employer once placed on her, she now has a substantial support system outside that employer (Arthur and Rousseau’s meaning 3). 3. A model of boundaryless careers The growing complexity of the contemporary career landscape, as well as the many inter-connected factors that can inXuence career decisions, make it increasingly challenging for researchers to capture diVerent types of boundaryless career mobility. To respond to this challenge, we suggest a deWnition of a boundaryless career as one that involves physical and/or psychological career mobility. Such a career can be then viewed as characterized by varying levels of physical and psychological mobility. Thus, boundaryless careers can be represented by the model depicted in Fig. 1, with physical High Quadrant 3 Quadrant 4 Psychological Mobility Quadrant 1 Quadrant 2 Low Low High Physical Mobility Fig. 1. Two dimensions of boundaryless careers. S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 23 mobility along the horizontal continuum and psychological mobility along the vertical continuum. According to the model, having a boundaryless career is not an â€Å"either or† proposition as suggested by some studies. Rather, a boundaryless career can be viewed and operationalized by the degree of mobility exhibited by the career actor along both the physical and psychological continua. Both physical and psychological mobility—and the interdependence between them—can thereby be recognized and subsequently measured. To facilitate discussion of the model, we focus on four â€Å"pure types† of careers, with these four types reXecting the four diVerent quadrants, as follows. 3. 1. Quadrant 1 Careers in this quadrant exhibit low levels of both physical and psychological mobility. In some circumstances this kind of career can appeal to both parties to an employment contract. Consider Alex, a long-tenured NASA engineer. Despite having an advanced education, his highly specialized knowledge may have low transferability because NASA is the only employer requiring this knowledge. Moreover, enjoying the job security and unique challenges of the job, he may have little desire to change employers. Both physical and psychological boundaries are likely to remain. However, unlike the career of the NASA engineer, other careers in this quadrant may not be so enduring. Consider Vicki who works in a bank and has a social life that relies heavily on her fellow workers. Mergers and acquisitions in the industry may not only threaten the stability of her social life, but also the opportunities for her Wnding similar employment elsewhere. Likewise, those lacking basic skills and training, as well as the chronically unemployed, may also have careers in this quadrant. 3. 2. Quadrant 2 Careers in this quadrant have high evels of physical mobility but low levels of psychological mobility. For instance, Colin, a young person bent on seeing the world, may oVer his skills as a waiter or bartender in a series of temporary jobs that provide the opportunity to travel. Helen, a schoolteacher, may change jobs at short notice to follow the geographically mobile career of her partner, but may not seek any psychological beneWt from such a job change. The common facto r in such careers is that they cross physical boundaries but psychological boundaries remain as they were. Some careers in this quadrant may become dysfunctional as they unfold. Consider Peter, a computer programmer seeking to maximize income by applying his existing programming skills. Those skills may remain in demand for some time, but only because programmers willing to work on older systems are in limited supply. As the number of these systems dwindles, Peter may Wnd fewer and fewer opportunities for further employment. 3. 3. Quadrant 3 Careers in this quadrant have low levels of physical mobility but high levels of psychological mobility. Individuals with these types of careers recognize and act on the potential for psychological career mobility. They sustain high expectations of their own employability—for example, as respected academics, experienced management consultants 24 S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 or skilled nurses—without changing employers. Other kinds of psychological mobility can occur when individuals seek personal growth outside the workplace (e. g. , by taking adult education classes or doing volunteer work), or by introducing new ideas into the workplace. However, psychological mobility can also cause problems. Sarah, a research chemist, felt psychologically boundaryless because of her conWdence in her own ability. Then Sarah’s employer assigned her work unrelated to her research specialization, making her unattractive to potential employers. Sarah’s extreme conWdence in her own abilities caused her to lose touch with developments in her Weld, making it diYcult for her to Wnd a more psychologically meaningful work situation. Similarly, Bob has advanced occupational skills but low emotional intelligence. Although he sustains a sense of psychological mobility, he fails to act on feedback to improve his interpersonal skills, and is unable to earn promotions or gain employment with other organizations. . 4. Quadrant 4 Careers in this quadrant exhibit both psychological and physical mobility. In these careers, individuals may make many physical changes (e. g. , changing jobs often), while also changing their psychological career orientation on a regular basis. One example might be Karl, a chef, who works for several diVerent restaurants. Each new job contributes to a larger body of exp ertise and self-conWdence, inside and outside the kitchen, that leads to the opening of his own restaurant. Another example might be Eileen, a self-employed management consultant, who seeks a variety of industry experiences before building the selfassurance to go into line management. Other careers in this quadrant may make sense only to the person. That is, the person’s subjective sense of career success may diVer from the expectations of employers, family, and friends, or society at large. Individuals may â€Å"get oV the fast track† to pursue less demanding work schedules that permit self-reXection and renewal. Spouses may work unattractive hours or accept lower paying positions if these complement their partners’ hours (e. g. one works days, the other nights, so that one of them is always home with preschool children or elderly dependents). Compulsive learners may make a series of lateral moves to experience diVerent roles through the world of work. In sum, the model depicted in Fig. 1 illustrates a range of combinations of psychological and physical mobility that can occur during the course of a career. Why, though, do some careers exhibit greater levels of physical and psychological mobility than others? 4. Some research propositions In this section, we suggest a number of research propositions based on the model previously described. These propositions cover diVerences in individuals’ career competencies, gender, culture, and individual characteristics. They are oVered as illustrative of a much larger body of research topics that might be pursued. 4. 1. Boundaryless careers and career competencies Two individuals may be in the same line of work, the same organization and the same industry but have very diVerent levels of physical and psychological mobility because of S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 25 their diVerent career competencies. Career competencies have been described to reXect three diVerent â€Å"ways of knowing† that can be applied and adapted to shifting career opportunities (DeFillippi Arthur, 1996). The three ways of knowing involve an individual’s motivation and identity (knowing-why), skills and expertise (knowing-how) and relationships and reputation (knowing-whom). Knowing-why competencies underlie the overall energy and identiWcation a person may bring to the tasks, projects, and employment cultures that he/she faces. Knowing-how competencies relate to the skills and knowledge, including tacit knowledge, needed for task or job performance. Knowing-whom competencies refer to relationships with colleagues, professional associations, and friends that provide needed visibility, access to new opportunity, and sources of information. The three ways of knowing are also interdependent. For example, when knowing-why motivation to gain fresh experience stimulates a search for new knowing-how job challenges that in turn bring about new knowing-whom connections. In this way, the accumulation of new career competencies in any of the three ways of knowing can trigger the pursuit of further competencies in the other two. The eVect of the accumulation of career competencies upon the boundaryless career has recently been examined by Eby, Butts, and Lockwood (2003). They found that those with greater levels of knowing-why competencies (proactive personality, openness to experience, and career insight), knowing-how competencies (career/job-related skills, career identity), and knowing-whom competencies (mentor, internal networks, and external networks) reported greater levels of perceived career success and internal and external marketability. Career theory and evidence therefore suggests: Proposition 1. Those with greater career competencies are more likely to have experienced more, and have more opportunities for, psychological and physical mobility than those with lower career competencies. Previous research (e. g. , Schein, 1978; Sullivan, Martin, Carden, Mainiero, 2004) suggests that as individuals gain experience and maturity, unless they are faced with a crisis, they make incremental career changes. In the circumstances of a job loss, a person may be obliged o take on both physical and psychological mobility at the same time. However, in other circumstances, the unfolding of physical and psychological mobility may be sequential rather than simultaneous. Someone in Quadrant 1 would be more likely to switch to psychological mobility (Quadrant 3) if Wrst persuaded, perhaps through career coaching sessions, that his/her skills were transferable. Once established in Quadrant 3, the person may subsequently seek and Wnd a new employer that takes better advantage of those skills. Proposition 2. Individuals, through enhancing career competencies, are more likely to increase their opportunities for either psychological or physical mobility than to increase both simultaneously. 4. 2. Gender Research indicates that men and women are likely to enact their careers diVerently because of social and psychological gender diVerences (Mainiero, 1994a, 1994b; Mainiero Sullivan, 2006; Powell Mainiero, 1992). Societal norms and expectations have often restricted women’s educational, occupational, and job choices (Powell, 1993, 1999). Research 26 S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 has found gender diVerences in relation to work/nonwork balance, mentoring, work outcomes (such as promotions, stress, and career satisfaction), work policies, and sexual harassment and discrimination (Eby, Casper, Lockwood, Bordeaux, Brinley, 2005; Konrad, Ritchie, Lieb, Corrigall, 2000; Nelson, 2000; Parasuraman Greenhaus, 1997). Women, in general, may have less freedom than men to engage in physical mobility. For instance, a woman may reject an opportunity than requires relocation or increased travel because her husband may be unable or unwilling to move, she is caring for an ill dependant, or there is a lack of quality childcare in the new locale. Similarly, men in general may have less freedom than women to engage in psychological mobility because social expectations may oblige them to conform to traditional work roles or to provide for their families (Mainiero Sullivan, 2005). Proposition 3. Men are more likely to have greater opportunities for physical mobility whereas women are more likely to have reater opportunities for psychological mobility. 4. 3. Cultural diVerences Cultural diVerences may also inXuence psychological and physical mobility. Hofstede (1980, 1984) has suggested that individualism-collectivism is a bipolar variable that diVerentiates cultures. Individualist cultures emphasize personal goals and equity-based rewards, social networking, and promotions. Collectivist c ultures emphasize group goals and rewards as well as job security. In collectivist cultures the individual is more likely to look to the existing group or organization for evidence of career success. Proposition 4. People in individualistic cultures are more likely to change work groups or organizations, and to exhibit physical mobility; in contrast, people in collectivist cultures are more likely to stay in their work groups or organizations, and to exhibit psychological mobility. 4. 4. Individual diVerences Ramamoorthy and Carroll (1998) have argued that the individualism-collectivism construct may also distinguish individual orientations. Thus, individuals with an individualistic orientation will prefer individually based human resource management systems (e. . , individual incentive schemes, merit-based hiring, and promotion) whereas individuals with collectivist orientations will prefer group-based human resource management systems (e. g. , jobs designed around group functions, group incentives). Proposition 5. People with individual orientations are more likely to recognize opportunities for and exhibit physical mobility; in contrast, people with collectivist orientations a re more likely to recognize opportunities for and exhibit psychological mobility 5. A future research agenda The Wve propositions we have presented illustrate some possible avenues for future research and may be extended to include other variables. In this section, we suggest that the boundaryless career concept can encourage an even larger research program, and detail three aspects of this agenda. S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 27 5. 1. Building upon the Wve propositions Propositions 1–5 may be extended to include propositions involving other independent variables, or other ombinations of variables, that space preclude us from discussing here. For example, beyond the extent of a person’s overall career competencies (Propositions 1 and 2) lay a number of questions about particular combinations of those competencies. A person with a high (knowing-why) need for security and a weak (knowing-whom) occupational network may be expected to be low on psychological mobility even if that person has strong and highly transferable (knowing-how) occupational skills. Further demographic variables, such as race, age, and socio-economic status may be anticipated to interact with gender (Proposition 3). Hypotheses about diVerences between national cultures (Proposition 4) may be reWned to also cover the organizational and/or occupational cultures in which a career is situated. Further demographic factors, such as race, age, and diVerences between generations (Proposition 3), and personality variables, such as the â€Å"big Wve† personality dimensions (Proposition 5), could also be examined. . 2. Going beyond organizational career samples Much previous research, especially concerning managerial careers, has been limited to a single organizational setting, thereby preventing the examination of boundaryless career phenomena (Arthur, Khapova, Wilderom, 2005; Sullivan, 1999). An instructive example based on an alternative sampling strategy is that of Eby and associates (2003). They studied 458 university alumni representing a range of diVerent or ganizations, occupations, industries, and employment situations. Similar to Eby and associates, Mainiero and Sullivan (2005) captured a variety of diVerent employment experiences, industries, and occupations. They used a multi-source approach, including the collection of data via: (a) an email survey of over 100 high achieving women belonging to a national association of female professionals; (b) an on-line survey of over 1000 men and women; and (c) a series of indepth online â€Å"conversations† with 27 men and women about their careers. By using both quantitative and qualitative methods, Mainiero and Sullivan’s study illustrates a strategy for obtaining richer information about individuals’ physical and psychological mobility. 5. 3. Using action research The boundaryless career model suggested by this article could be used as the foundation for action research. Initial diagnostic work could determine which area of the model best reXects a person’s career situation. Next, a series of interventions could be designed to assist each person’s transition between adjacent quadrants. Such passages could help individuals experiment with greater degrees of physical and psychological mobility—thereby potentially increasing the number of options in each individual’s future career. A series of research measures could be applied during the process to test the utility of the interventions used. This kind of action research design may help both individuals and their present employers to adapt existing employment arrangements to the uncertainties of the contemporary knowledge-driven economy. Similarly, such action research models may help scholars develop much needed measures of psychological mobility. The use of action research could be combined with eVorts to increase managerial eVectiveness. For instance, in the contemporary career world it is considered important for 28 S. E. Sullivan, M. B. Arthur / Journal of Vocational Behavior 69 (2006) 19–29 managers to hold â€Å"eVective career discussions† with their employees (Kidd, Hirsh, Jackson, 2004). These discussions are considered to help individuals to develop more accurate and more nuanced pictures of their career situations, including the situation inside the current organization. In less routine situations, such as downsizing or moving jobs oVshore, there is a greater sense of urgency in such exchanges. Although all employees will be aVected by such changes, individual reactions to the prospect of either physical and/or psychological mobility will vary. By using the model detailed in this article to anticipate and respond to these diVerent reactions, managers may be better able to assist their employees. Likewise, researchers observing these career discussions as they happen may gain a greater understanding of how careers unfold. In conclusion, the concept of the boundaryless career can be clariWed by viewing mobility as measured along two continua, one physical, one psychological. This portrayal of the boundaryless career invites scholars to bring greater precision to research endeavors concerned with such variables as career competencies, gender, culture, and individual diVerences. It also invites scholars to use a variety of data collection and research designs, including scholars partnering with managers to use action research to assist employees in their quest for more satisfactory careers. Attention to this future career research agenda should bring greater insights into today’s complex careers. References Arthur, M. B. , Khapova, S. N. , Wilderom, C. P. M. (2005). Career success in a boundaryless career world. Journal of Organizational Behavior, 26(2), 177–202. Arthur, M. B. , Rousseau, D. M. (Eds. ). (1996). The boundaryless career: A new employment principle for a new organizational era. 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International Journal of Human Resource Management, 14(5), 768–787.

Free Essays on Guerrilla Warfare In Colombia

This research paper is based on the ongoing violence and war led by the guerrilla and organized groups in Colombia. Each of these groups has taken part in acts of civil disobedience, activism, and terrorism. These acts have not only affected the government, but also the country and its people, they have caused an enormous amount of death and destruction throughout the last fifty years. The specific situation that is going to be addressed occurred in June of 2002. According to the article which appeared in Colombia Journal Online, "more than 150 local government officials have resigned due to death threats from the Revolutionary Armed Forces of Colombia (FARC)." However, that is not the only problem; the article also stated that the Army for National Liberation (ELN) as well as the United Self-Defense Units of Colombia (AUC) have also threatened these political figures by announcing that "any local official who resigns because of the threats [from the FARC] would be considered a `mili tary target'" (Leech "FARC Targets Local Officials"). Guerrilla groups have been in existence for a long time; but they have become much more violent over the years. Based on the surveys and interviews that were done, it was evident that most people do not agree with the ongoing violence that occurs in Colombia. According to one of the interviewees, "you don't always have to resort to violence - there are better ways to get your point across" (Castillo). Also, they all agreed that trafficking drugs, kidnapping, extortion, etc. were not justifiable ways to raise funds. It was said, by the other interviewee that although "trafficking drugs is going to make them millions of dollars, it is also going to take millions of lives and it is truly not worth it" (Bolivar). Also, the quotes that were taken from the newspapers, news magazines, and the journal agreed with the paper's point of view. They all included examples which were stated in this paper. Each art... Free Essays on Guerrilla Warfare In Colombia Free Essays on Guerrilla Warfare In Colombia This research paper is based on the ongoing violence and war led by the guerrilla and organized groups in Colombia. Each of these groups has taken part in acts of civil disobedience, activism, and terrorism. These acts have not only affected the government, but also the country and its people, they have caused an enormous amount of death and destruction throughout the last fifty years. The specific situation that is going to be addressed occurred in June of 2002. According to the article which appeared in Colombia Journal Online, "more than 150 local government officials have resigned due to death threats from the Revolutionary Armed Forces of Colombia (FARC)." However, that is not the only problem; the article also stated that the Army for National Liberation (ELN) as well as the United Self-Defense Units of Colombia (AUC) have also threatened these political figures by announcing that "any local official who resigns because of the threats [from the FARC] would be considered a `mili tary target'" (Leech "FARC Targets Local Officials"). Guerrilla groups have been in existence for a long time; but they have become much more violent over the years. Based on the surveys and interviews that were done, it was evident that most people do not agree with the ongoing violence that occurs in Colombia. According to one of the interviewees, "you don't always have to resort to violence - there are better ways to get your point across" (Castillo). Also, they all agreed that trafficking drugs, kidnapping, extortion, etc. were not justifiable ways to raise funds. It was said, by the other interviewee that although "trafficking drugs is going to make them millions of dollars, it is also going to take millions of lives and it is truly not worth it" (Bolivar). Also, the quotes that were taken from the newspapers, news magazines, and the journal agreed with the paper's point of view. They all included examples which were stated in this paper. Each art...

Research a Healthcare Facility along with a Information System (IS) Paper

A Healthcare Facility along with a Information System (IS) used at this facility - Research Paper Example In other words, the facility serves a population of close to 1.5 million per year. The number of licensed beds as of 2006 is 2,700: patient care as of 2006 was as follows; the annual inpatient admissions were 145,000, annual inpatient days were 733,000, annual outpatient visits was 1,050,000 and the annual home health visits was 233,000 (MedStar, 2007). Programs and services offered by MedStar Health include adult day services, after hours care, cancer services, cardiac services, clinical trials and research, diabetes and endocrinology, executive health services, home care, international services, MedStar Partners Business Diversity Program, MedStar pharmacy, MedStar sportshealth, mental health services, nursing home, orthopedics, outpatient services, RadAmerica – Radiation therapy, rehabilitation, retirement residence, and women’s services (MedStar Health, 2011). The users of health information in MedStar constitute physicians, ancillary staff, IT professions, and pharmacists. The health information revolves around these individuals. In order to meet the requirements of MedStar Health professionals and also reduce the resources and costs needed to run an international healthcare organization, the health facility adopted a hospital information system called Microsoft Amalga (also known as Azyxxi) (Microsoft Corporation, 2008). MedStar has a network of hospitals and other healthcare services; in order to have a glimpse of how users access health information, Washington Hospital Center will be used. MedStar Health is on the move of adopting Electronic Medical Records (EMR) or Electronic Health Records (EHR). Currently, Washington Hospital Center is using both paper records and electronic records. A big challenge to the implementation is the inability to share information with other electronic records systems (Washington

Amish in America Essay Example | Topics and Well Written Essays - 500 words

Amish in America - Essay Example The Amish people have performed their best in agriculture and they have improved their lifestyles through assimilating the American way of living. Many scholars have presented the history of the Amish people and this topic is quite interesting because of the unique Amish cultural beliefs and their way of life in America. The study of Amish in America is one of the interesting aspects that attempt to reveal the traditional cultures and religious beliefs of the Amish people. However, modernization has contributed to the eroding of these traditional cultural beliefs and values; thus contributing to the swift currents of varied changes. The traditional Amish people have demonstrated an amazing resilience to varied cultural devastation. For instance, the distinctive dressing style and horse-drawn buggies set them apart as the society, which has dared to ignore the wave of modern advancement (Kraybill 23). Moreover, the Amish practices seem to defy the common sense because of varied contradictions and bound inconsistencies when studying their ways of life. Even, some of their neighbors call them hypocrites because of the attached beliefs of using varied services such as doctors and many others, but they do not want their children to pursue such careers related to such services. They ban telephone use from their homes but still use outdoor booth; thus, this can impact one’s understanding of American diversity. PBS. Org (pr. 6) reveals that some Amish who are attached to cultural beliefs reject modern technology such as use of phones, computer in homes, car ownership and even rejects televisions. Many of them use horses and farm carts for puling farm equipment, but those who have appreciated new technologies use tractors in farm fields. The Amish culture is not only a baffling issue to the outsiders, but also to themselves as well. Kraybill (5) argues that the puzzles of Amish cultural practices are baffling both to the outsiders and even the Amish

Toxicological Effects of Arsenic and Fate of Arsenic Term Paper - 1

Toxicological Effects of Arsenic and Fate of Arsenic - Term Paper Example The most common arsenic ores are arsenopyrite, orpiment and realgar. These compounds are byproducts of purification and mining of silver metal (Edward, and Carol, 2011). It occurs in group five of the periodic table just below nitrogen and phosphorus. It is classified chemically as a metalloid, having both properties of a metal and non-metal. Arsenic also occurs in a crystalline metallic form which is a steel gray solid and in dark gray amorphous solid. It exists in one of the three oxidation states; -3, Ã ·3, and +5 (Edward, and Carol, 2011). These compounds can be classified as either inorganic or organic. Inorganic arsenic compounds are those without arsenic-carbon bond while organic arsenic compounds are those with an arsenic-carbon bond (Ecclestone, 2010). Global production of arsenic is estimated to be 75,000 tons annually (NAS 1977; EPA 1980) of which almost 97% is used in the manufacture of arsenic trioxide and others are used to manufacture of special lead and copper alloys. Arsenic is used as homeopathic remedies used to cure patients with digestive problems, food poisoning, insomnia, allergies, anxiety, depression and obsessive-compulsive disorder. Arsenic compounds have been used in the manufacture of medicine since the time of Hippocrates (David, 2008); the production of herbicides, desiccants, wood preservatives, and the development of stimulants for plants and animals. Other smaller amounts are used in the manufacture of glass and textiles (Toropova et al., 2011). Arsenic is in constant change and is oxidized, reduced or metabolized and is used in plant uptake or reduction by organisms and chemical processes. These compounds have been used for a long time for the manufacture of medicines ranging from human medicine, plant medicine and also other aquatic organisms. High concentrations of arsenic in the aquatic environment can slow down the growth of aquatic organisms such as fish and invertebrates. Arsenic is very vital in the aeration process of the water (David, 2008).

Situation Of Mcdonalds KFC

Situation Of Mcdonalds KFC McDonalds is one of the best international retailers in providing fast food services to its customers. Providing world class fast-food in more than 100 countries is the core idea of McDonalds. McDonalds provide its services in whole of the world. Mc Donalds are local and independent franchisee which is owned and operated globally. In the globally popular restaurant industry in approximately all the countries where it is operating its services McDonalds holds a major part of the share. COMPANY B : KFC Kentucky Fried Chicken is called as KFC. It is a fast food restaurant chain whose headquarteres is in Louisville, Kentucky, United States, which specializes in fried chicken and even in burgers and wraps. KFC secondz over Mcdonalds as an American icon, it is the the worlds largest fried chicken chain and the second largest restaurant chain, with over 17,000 outlets in 105 countries and territories. Founder of KFC is Harland Sanders, who began to sell fried chicken from his roadside restaurant in Corbin, Kentucky during the Great Depression. The pioneer of the restaurant Sanders is the one who brought in franchising concept, with the first Kentucky Fried Chicken, the franchise opening in Utah in the early 1950s. Its rapid development saw it grow too large for Sanders to handle, and he slowly sold the company to a group of investors. Even after that also Sanders image was still used for branding; Sanders had been made a Kentucky colonel after the success of his first restaurant, and he worked as a goodwill representative for the company until in a while before his death. KFC had mixed success in 1970s and 1980s at home as it went through a series of corporate owners who had little or no familiarity in the restaurant business, although it continued to expand in overseas markets. KFC was sold to the spirits firm Heublein in the early 1970s, who were taken over by the R.J. Reynolds corporation, who sold the chain to PepsiCo. PepsiCo transformed its restaurants division by also including Pizza Hut and Taco Bell, as Tricon Global Restaurants, which was later called as Yum! Brands. The chain primarily sells fried chicken pieces and variations such as wraps,chicken burgers and starters, as well French fries,coleslaw, desserts and other soft drinks, often supplied by PepsiCo. Its most famous product is fried chicken pieces, seasoned with Sanders 11 herbs and spices Original Recipe. The precise nature of these ingredients are unknown, and represent a remarkable trade secret has been kept on this delicious recipe. The famous slogan for KFC is finger lickin good, which has later been replaced by So good, and Nobody does chicken like KFC. China and US,its home country together contain around half of its outlets which are KFCs two major single markets. INTRODUCTION OF LEADERS COMPANY A: JIM SKINNER James Alan Skinner was born 1944 in Illinois. He is an American business executive. He was the Vice Chairman and CEO of McDonalds Corporation. Skinner began his career with McDonalds in 1971 as a restaurant manager trainee in Carpentersville, Illinois. Skinner graduated high school in 1962 at West High School in Davenport, Iowa,[2] he went on to start serving nearly ten years in the United States Navy, Skinner began his career with McDonalds as a restaurant manager trainee in Carpentersville, Illinois in 1971, and since then has held numerous leadership positions. He never graduated from college.[3] He started out like so many other teenagers, working as an entry-level crew person at the old McDonalds on Brady Street in Davenport.[4] Prior to becoming CEO, Skinner was President and Chief Operating Officer of the McDonalds Restaurant Group with corporate management responsibility for Asia, Middle East and Africa (AMEA), and Latin America. Prior to that, he was responsible for McDonald s Japan Limited, their second-largest market. Skinner held numerous positions in the U.S. Corporation, including Director of Field Operations, Market Manager, Regional Vice President and U.S. Senior Vice President and Zone Manager. LINK: http://en.wikipedia.org/wiki/Jim_Skinner COMPANY B: ROGER EATON Born in South Africa, Eaton moved to Australia in 1984.[2] Prior to becoming President and Chief Concept Officer of Kentucky Fried Chicken (KFC), he was Senior Vice President/Managing Director of YUM! Restaurants International South Pacific from 2000 to 2008.[1] In April 2009, he appeared in an American commercial promoting the introduction of Kentucky Grilled Chicken to the KFC menu.[3] In May 2009, he appeared again in an American commercial to announce the ending of the free Kentucky Grilled Chicken that was promoted earlier. Due to overwhelming success, the company could not afford to honor the coupons, and Eaton had to announce later compensation for the coupons.[4] http://en.wikipedia.org/wiki/Roger_Eaton Roger Eaton became President of KFC Corporation in early 2008. Eaton is an international restaurant industry veteran and has been with Yum! Brands for 12 years. Prior to taking on the top job at KFC, Roger was Chief Operating and Development Officer for Yum! Since 2000, he has served as Senior Vice President/Managing Director of Yum! Restaurants International South Pacific (SOPAC). Earlier in his career, Eaton was Regional Operations Director of KFC SOPAC, General Manager of KFC New Zealand and Finance Director of KFC SOPAC. Under his leadership, SOPAC has had 27 consecutive quarters of profitable same store sales growth, as well as a consistent above target new restaurant builds. http://topics.wsj.com/person/E/roger-eaton/802 Roger Eaton serves as Yum! Chief Operations Officer, a position he has held since late 2011. Roger has also served as Chief Executive Officer of KFC U.S. after serving as President of KFC Corporation. Eaton is an international restaurant industry veteran and has been with Yum! Brands for 12 years. Prior to his roles at KFC U.S., Roger was Chief Operating and Development Officer for Yum! Brands. He has also served as Senior Vice President/Managing Director of Yum! Restaurants International South Pacific (SOPAC). Earlier in his career, Eaton was Regional Operations Director of KFC SOPAC, General Manager of KFC New Zealand and Finance Director of KFC SOPAC. Under his leadership, SOPAC had 27 consecutive quarters of profitable same store sales growth, as well as consistent above target new restaurant builds. http://www.yum.com/company/srofficers.asp CURRENT SITUATION OF THE COMPANYS COMPANY A: MCDONALDS http://www.aboutmcdonalds.com/content/dam/AboutMcDonalds/Investors/Investors%202012/2011%20Annual%20Report%20Final.pdf first paragraph COMPANY B: KFC http://www.yum.com/annualreport/ first paragraph meaning of a leader: A leader is a person who influences a group of people towards the achievement of a goal. http://www.vtaide.com/gleanings/leader.htm LEADERSHIP IN COMPANY COMPANY A: MCDONALDS Truly a charismatic and transformational leader, many attribute McDonalds turn-around in the past few years to the efforts of Skinner; not only did he revitalize the organization, but he reinvented the fast food business with a new vision and direction (Hume, 2007). Early in the turn-around, he was one of the architects of the Plan to Win initiative which renewed McDonalds core focus of store operations. His election to the CEO post provided some stability and faith for the organization. Hume notes that one of the key elements to his success was his vast experience with overseas markets that gave him great diversity exposure which was crucial for the global corporation. This diversity has definitely helped giving McDonalds a competitive advantage, and was paramount in the global communication between employees and customers (Daft, 2008, p. 334). One of his noted achievements during his tenure in regards to leadership was fighting the McJob stigma; he made employees feel important and began to promote the various positions in a brighter light through advertising campaigns (Hume, 2007). In terms of Mr. Skinners philosophy, he is primarily focused on customer satisfaction. He believes that is necessary to first meet customer expectations and then focus on the restaurants themselves. The philosophy also includes keeping things simple and manageable for each store while making sure that everyone is aligned around that one idea. The idea is directed towards making a good appearance, caring about how the restaurant looks and how you present yourself. Another important aspect of his philosophy is the fear of complacency. Therefore, he encourages creativity, but also wants to make sure that people do not lose track of the chains primary objectives (Hume, 2007). Thus, there is a strong focus on coming up with good, creative strategies, and then putting the full effort into successful execution. For Mr. Skinner, a companywide initiative is always a must, and never a maybe. Skinner is also a man of values and ethics: When McDonalds was blamed for the obesity problem, he helpe d direct the company to take responsibility and help create a solution rather than pass the blame. Thus, Skinner can be seen as a moral leader and symbol of doing the right thing for McDonalds (Daft, 2008, p. 169). Finally, one of Skinners continuing main goals is talent management and leadership development (Hume, 2007). This involves critical tasks such as reorganizing individuals into different roles and identifying potential leaders to be awarded additional responsibility. While many of the Mr. Skinners values are not easily discernable on surface, his leadership was seen at the restaurants observed. The care regarding customer satisfaction was most obvious, employees were always polite and the restaurant was very clean. During some observations, employees were seen talking with regular customers beyond the normal service interactions, demonstrating some level of intimacy between them. In addition, almost all employees seemed well mannered and presented themselves well. There seemed to be a high level of morale, even with the more menial and custodial positions, which was unexpected in a fast food restaurant. In many of the locations visited, there were employee recruitment signs on the door that listed benefits; however, the application process was online. While more efficient, perhaps a stronger focus on in-person recruitment would help improving morale and result in more applications. Improving Employee Effectiveness One may initially believe that there is not really much that can or even needs to be done in order to improve efficiency in McDonalds restaurants; however, good leadership involves constantly reinforcing a brighter vision of the future and increasing value for both customers and employees. An employee should not think that just because they cook fries or flip burgers, that they cannot make a difference. Rather, by encouraging creativity and leadership even at this lowest level, the next great executive may emerge. It is important to turn each restaurants employee into a productive team member. In order to increase productivity and employee commitment, we propose several measures. The first measure would be to create a program to encourage creativity among restaurant managers, owners, and operators. In fact, the iconic Ronald McDonald was not developed by Ray Kroc or anyone at corporate, but by the owner of a local franchise (Walker Scott). Rewards should be available for coming up w ith new ideas at the restaurant level. As owners and managers are the ones who are actively involved with the day-to-day operations, they have a greater vantage point for implementing successful changes. In order for such a program to be successful, there must first be some educational programs like workshops. At the regional level, managers and owners can be brought together and taught about creative ideas. This will encourage thinking outside of the box, and furthermore can introduce individuals to the practice of creative swiping, which is a process of copying the best ideas whether they be from within your industry or from completely unrelated fields (Peters, 1987). After properly motivating the owners and managers, there should be a trickledown effect to the restaurants employees. In addition to the trickledown effect of targeting the managers, we would take steps to directly motivate individual employees as well. On this front, one of the first steps is to truly understand each and every employee. Some employees may only be working at McDonalds temporarily, but for others this may be the only available job opportunity. For such individuals, they want to maximize their job satisfaction. We would implement a program similar to those in large corporations where employees are able to set specific goals and explain their rationale for working at McDonalds and what they expect from their employment. This process would show employees that they can do more than flip burgers, for example develop leadership and management skills which can be invaluable regardless of future career plans. Managers and/or owners would apply Vrooms Expectancy Theory in this case; the attention and treatment of each employee should be personalized (Daft, 2008, p. 235). Managers would theref ore develop a plan with each employee to increase his intrinsic satisfaction, while at the same time increasing that employees productivity. Building on our focus on individuals, we would also implement a scholarship and education program. We want our employees to represent us well within our restaurants and throughout the world. We would offer high school and college aged employees a greater number of college scholarship opportunities in return for quality work and demonstration of leadership potential. Younger workers are often harder to motivate directly, but the opportunity to have someone else paying for your education is always a great motivator. The program would reward quality work such as customer service and punctuality, as well as creativity and the ability to dream like a leader. Employees must be sponsored by a manager or owner and would have to write an essay answering a question that instigates them to think creatively about how we as a corporation could improve. This would motivate even the youngest and most inexperienced ones. In fact, this could create an upstream effect on the whole restaurant or corpor ation, increase team cohesiveness and help encouraging those who are older or in higher positions to also think about making the entire organization better (Daft, 2008, p. 239). The winners would make a positive impact on the organization and earn the extrinsic reward of a scholarship. In subsequent years, this would encourage other young employees to also pursue this opportunity, be a first-class worker and think creatively about the organization. http://www.managementparadise.com/forums/foundation-human-skills-f-h-s/221122-leadership-style-mcdonald-s.html COMPANY B: KFC

The Riders Essay -- Literary Analysis, Tim Winton

An individual’s ‘Sense of Place’ is predominantly their place of belonging and acceptance in the world, may it be through a strong physical, emotional or spiritual connection. In Tim Winton’s novel ‘The Riders†, the concept of Sense of Place is explored through the desperate journey of its protagonist, Fred Scully. Scully’s elaborate search for identity throughout the novel is guided and influenced by the compulsive love he feels for his wife Jennifer and their family morals, the intensity of hope and the destruction it can cause and the nostalgic nature of Winton’s writing. Two quotes which reflect the ideals of a person’s Sense of Place are â€Å"Experience is not what happens to a man. It is what a man does with what happens to him.’(Aldous Huxley) and â€Å"It is not down in any map. True places never are.† (Herman Melville). Huxley and Melville’s statements closely resemble Fred Scully’s jou rney and rectify some of his motivations throughout the text. Scully’s ‘Sense of Place’ strongly revolves around the idea of a healthy marriage, a happy family, and ultimately, the presence of love. He believes that he and Jennifer have an honest relationship and that she is like his â€Å"sheet anchor...a steadying influence on him†, (p.20) but Winton contradicts this by frequently incorporating foreshadowing into Scully’s dreams to signify that Scully’s marriage is not what it seems. ‘In his dreams that night he ran, never stopping to see what was behind him, blindly going on into darkness’ (p.22). This quote highlights his trusting nature towards his relationship with Jennifer, and foreshadows the â€Å"blind† shock that he will suffer when he is betrayed. Scully does not only feel intense love for his wife, he is also devoted to his daughter Billie. He b... ...ecomes clear, that Scully’s home, his life and ultimately his Sense of Place is in Ireland with Billie by his side. It is with this newfound knowledge that Melville’s quote rings true: Scully’s true places; his daughter and his memories cannot be found on any map, only deep inside his heart. Fred Scully endured an emotionally destructive journey in order to discover his true identity and Sense of Place. In order to attain his identity Scully learnt how love could be both dangerous and wholesome, how much it hurts to have his hopes raised only to be shattered by the truth and experienced spiritual travels back to his secure past. Throughout Scully’s journey Winton reinforces the concept of Sense of place with the techniques of flashbacks and foreshadowing, which crucially contribute to Scully’s newfound Sense of Place: anywhere where Billie and him are together.

Business Etiquette and Manners Essay

Each time one makes contact with ones employees, employers or customers one leaves a certain impression of oneself and the company, service or product one represents and first impressions always do make an impact on achieving business objectives. Therefore it is very important for one to leave the right perception on people by learning how to properly conduct oneself in a business environment. Business etiquette is how one does what one does in the business world. This is true on factory assembly lines, corporate boardrooms, commercial kitchens and grocery stores. When working in an office all day, it is very important to showcase good manners and proper office etiquette. Listed below are some pointers regarding proper behavior: * Treat everyone with respect: If you want to encourage the office behavior of respect, you must start by giving it to others at all times. From the receptionist at the front desk to the CEO of the company and prospective clients, modeling respectful attitudes toward all people is the first step in fostering work professionalism. Respect must also be given to individuals who come into contact with you that are not part of the company, including delivery persons, office equipment repair persons, property managers and especially customers. Be kind and courteous to everyone. * Addressing individuals by their honorific or title: Due to informality in the workplace today, a lot of business is lost, and goodwill destroyed, because of total disregard for properly addressing clients. The proper way to address clients is to greet them using their honorific or title followed by their last name; women should be referred to as ‘Ms. ’ Regardless of their marital status. Refer to individuals frequently by their names: Take the time and make the effort to pay attention to the name of the person you are being introduced to. A person’s name means everything to them. To build rapport with a client, mention their name several times during the conversation, it helps in making a connection with the client and reaching out to them on a personal level. * Introduce people with confidence: Most people hate making introductions, because they do not know how to properly make them. Introducing people with confidence is a great way to impress your customers. In business, introductions are determined by precedence. The person who holds the position of highest authority in an organization takes precedence over others who work there. For example, you introduce your company’s president to a colleague. * Be on time: Punctuality is one of the key criterion’s of judging your potency as a worker. Ensure that you reach your office and corporate events you might be invited to punctually. If at all practicable try reaching ten minutes early. This may give you an opportunity to relax and unwind before you commence with your work. If you are a guest, understand that the organizer has been selective with the invitation list. Many invitations will include a brief agenda that highlights when guests may arrive for the event, typically providing a window of 15 to 30 minutes for registration and welcome reception times. * Wear proper office attire: Watch your garments. While this holds true for any one, it holds even more importance for ladies. Your office is meant to be a place for work and not some fancy dress competition. At work, you should be dressed in a straightforward yet smart fashion. Formal suits and dresses should be worn in neutral colors so that they reflect your professionalism. Make contact: There are few physical contacts that are appropriate in business; the most important and acceptable is your handshake. Your handshake is a non-verbal clue that indicates to the other person whether or not you are a take charge person. For example, a firm and strong handshake suggests that you are decisive, in control. Greet everyone with a firm, sincere handshake, a friendly smile and direct eye contact. However, when approaching a group of individuals, it’s important to note that you should always shake the hand of the highest ranking officer first. Maintain a healthy office environment: Keep the space professional and neat with appropriate personal touches! People will see the space and consider it a reflection of you. Whether it is a cubicle or office, respect others’ space. Don’t just walk in; knock or make your presence gently known. Don’t assume acknowledgement of your presence is an invitation to sit down; wait until you are invited to do so. Don’t interrupt people on the phone, and don’t try to communicate with them verbally or with sign language. You could damage an important phone call. Limit personal calls, especially if you work in a space that lacks a door. Learn when and where it is appropriate to use your cell phone in your office. Food consumption should generally be regulated. Smells and noise from food can be distracting to others trying to work. * While dealing with customers: Name-tumblers when we introduce ourselves or other people has become a major problem; especially on the telephone. We need to slow down and pronounce our names slowly, clearly and distinctly. At first it may feel as if you are exaggerating your name, but you are really helping the other person and improving overall communication. When dealing with angry customers, it is important to restrain your anger, remain calm, listen to them and assure them that you will solve their problems. Especially over the telephone while handling complains, speak softly. That will soothe the speaker and show him or her that you’re interested in handling the complaint in a calm, rational way. Learning the rules of business etiquette is not very hard and it is not costly as many companies offer formal training on business etiquette, including communications, attire, networking, international business etiquette and new hire etiquette training. People truly desire to do business with those that make them comfortable and know how to best handle themselves in a variety of situations. Learning to incorporate good business etiquette into the workplace will pay dividends both in employee morale and on your company’s bottom line. Customer loyalty also improves when good business etiquette is in full force as it is reflected in the atmosphere of your office or shop.

Napoleon3 essays

Napoleon3 essays Did Napoleon preserve or pervert the gains of the Revolution Napoleon was indirectly responsible for spreading many of the ideals of the French Revolution throughout Europe. Although he never openly espoused revolutionary tenets his Empire and government was in many ways the living embodiment of those ideals. The three main areas that he had a significant impact were individualism, secularism, and nationalism. Prior to the French Revolution, class or social status was more important in French society and government than the individual. Merit and ability was subordinated to your family status and whether you were of the noble class. The Revolution did away with this and stated that all individuals were equal in the eyes of the government. How one advanced was based on merit rather than who one's ancestors were. Napoleon enshrined this with a new aristocracy based on merit. Those who performed and contributed were rewarded. The new Princes, Dukes, and Barons were men who earned their t itles, most often on the battlefield. A review of his Marshals would show that they came from all walks of life, including a barrel maker, a cabin boy, a former sergeant, and a minor noble. In addition to this, he created he Legion of Honor to recognize those who deeds merited it. The French Revolution placed the state above the Church, an extremely revolutionary concept. The Revolution even went as far to ban organized religion. Napoleon was willing to heal the rift between the Catholic Church and the government, but only if the Church did not meddle in state affairs. The Church lost its right to run schools, and to have special taxes and privileges, however Napoleon did re-open the churches and was tolerant of all religions. He even invited the Pope Pius VII to his coronation to crown him the new Emperor of France. Napoleon's true feelings on his relationship with the Church were demonstrated by his actions at the coronation. When the Pope went to place t...

Walker, Cisneros, Wright, Chan essays

Walker, Cisneros, Wright, Chan essays Characters Overcoming Obstacles in Literature What doesnt kill you only makes you stronger. This old saying can be applied to the characters in many popular works of literature. In studying the literary works of Alice Walker, Richard Wright, Jeffery Paul Chan, and Sandra Cisneros, many observations can be made about culture and the harsh prejudices against these cultures. In their respective works: The Color Purple, The Man Who Was Almost a Man, The Chinese in Haifa, and Woman Hollering Creek, each author presents a protagonist with much to overcome. Whether these obstacles come about because of gender, cultural differences, or both, they each serve to assist the protagonist with realizing his or her own identity. By facing the adversities that life has dealt out, the characters develop a better sense of who they are and what they want to become. Alice Walker presents Celie as a battered woman without much to live for. Between being raped by her stepfather and beaten by her husband, Albert, Celies attitude about her self-worth is extremely depressed. Both her stepfather and husband also abuse her verbally. They make her feel worthless. When her stepfather is trying to get Albert to marry Celie, he tells Albert, Fact is...I got to git rid of her...She ugly...She aint smart either (Walker 9). It does not help matters that she a black woman. This ensures that she will not receive many opportunities for an escape to safety and freedom. Practically every man that she comes across in her life abuses her. This violent treatment eventually leads Celie to a life without men. She finds a community of women with whom she can share her feelings and desires. Because of this formation of friendship with women, Celie is inspired to succeed. Shug encourages Celie to start up a business making pants. She also encourages Celie to discover new feelings...

Manuscript Draft and Proposal Coursework Example | Topics and Well Written Essays - 3750 words

Manuscript Draft and Proposal - Coursework Example Performance Appraisal: A Workplace Dilemma All across the country supervisors have been evaluating their employees on a regular basis. These evaluations often become ground or justification for granting a raise, promotion, retention, or even termination. In the case of termination, or denial of promotion, objectivity becomes of paramount importance. Performance appraisals or evaluations are crucial element of the maintenance function of human resources management. Through it, the employee should receive one’s due share of benefits in terms of remuneration, rewards and sanctions, psychological motivation, wholesome and safe working environment, among others. Performance appraisals are supposed to encourage continuance and stability, not only of the workers, but also of managerial personnel from the frontline to top management. The paper aims to examine and evaluate various practices and policies on performance appraisal systems and procedures as revealed by diverse authors whose researches have been published in peer reviewed academic journals. Likewise, the discourse hereby aims to proffer relevant issues that emerge on performance appraisal as a relevant organizational concern affecting both managers and employees. Diverse peer reviewed academic journals in the area of public personnel management and administration were evaluated in terms of determining parallel issues on the dilemma faced by both supervisors and employees when subjected to the process of performance evaluation. The preparation for the paper required significant reviews, analysis and evaluation of diverse secondary information on performance appraisals in public organizations. The results of reviewing academic journals on the subject are proposed to be presented in the following structure: a presentation of the major dilemma on performance evaluation as seen from two points of views: that of the employees being evaluated, and from the perspective of the managers or supervisors doing the ratings. Concurrently, there were studies that indicate a significant impact of receiving low ratings on employees in terms of future career plans and paths that employees choose to take and the effects on alternative decisions that face the emp loyees: the decision to leave; to seek reform; to stick with the organization; to drop out, or wait for better opportunities. Other relevant concerns such as the benefits of

Sigmund Freud Biography Essay Example | Topics and Well Written Essays - 1250 words

Sigmund Freud Biography - Essay Example He was born in Freiberg, Moravia the present Czech Republic to Jewish parents, Jacob and Amaria Nathanson Freud. His mother was the third wife to Jacob, after being windowed twice in the previous two marriages. He was the first-born son to Amaria and later, her mother gave birth to other seven children. By virtue of being her mother’s first child, he was her favorite son and her influence to Sigmund played a significant role in his early childhood. While only three years old, the family relocated to Vienna in a Jew neighborhood following a financial crisis that ruined his father’s thriving business. Their new location remained Freud’s home until a year before his death in 1939 (Ernest, 1957). The earliest influence on Freud’s illustrious academic career was Ludwig Borne, an outstanding journalist and satirist of the 19th century. Freud performed well in his secondary schooling and his ability to master several languages was exemplary. He opted to study med icine instead of law at Vienna University. While studying at the university, he experienced racial prejudice and discrimination because of his Jewish heritage. It was in the university that Freud immersed himself in the study of neurology reaserch believing that the field would give him better financial returns than other medical specialties. However, it was not until 1885 when he met Martin Charcot, a prominent neurologist in Paris that Freud took a detour from neurological research to medical psychopathology. Through close association with him, Freud learned about hypnosis, method that Charcot used to treat patients with mental disorders. A year later, in 1886 Freud opened a private clinic and married Martha Bernays (Ernest, 1957). In 1884, Freud discovered that cocaine had analgesic properties (Gay, 1988). A self-confessed cocaine user, Freud argued that the drug had curative properties for variety of mental and physical illnesses. The following three years, he published three pa pers advocating the use of cocaine as an effective antidepressant and for treating patients addicted to morphine. However, following a reported widespread addiction to the drug from the public and his patients, using cocaine for medical purposes came under heavy criticism. Freud continued using it to alleviate his depression, but the resulting backlash from the medical fraternity prevented him from using the drug for treating the aforementioned maladies. However, cocaine remained part of his drug use in addition to heavy cigar smoking (Gay, 1988). In his private practice, Freud tried hypnosis in treatment of mental patients, but he eventually dropped from using it because it failed in most cases. During this time, he had interacted with Josef Breuer, a psychologist who treated neurotic patients with a method that entailed speaking what was disturbing them. This method particularly worked well on a patient named Anna and it came to be referred as the ‘talking cure’ (Gay, 1988). Sigmund Freud modified Josef Breuer’s technique in 1890’s and it later developed into psychoanalysis. According to Freud, a patient who talked out his or her problems healed because by speaking out, the strong emotions that caused mental problem were released from the unconscious mind (Jacobs, 2003). In this regard, Freud argued tha