The Report Analysis on Transcultural Nursing and Intervention

Question: Examine about the Report for Transcultural Nursing and Intervention for Jewish Patients. Answer: Transcultural nursing is one of the parts of nursing that manages individuals from different societies. It centers around the qualities and convictions of various societies and in like manner giving socially suitable human services administrations. Medicinal services suppliers need to manage individuals from various societies having distinctive treatment inclinations. It represents a test to manage them and deal with their inclinations, particularly in nursing where the attendants need to deal with the individual needs of a patient. So it turns into a matter critical for medical caretakers to increase basic abilities and information in social competency (Pullen, 2014). In the current situation of the medicinal services industry, social comprehension is significant for a human services supplier to give good patient consideration. Thinking about the convictions and social inclinations of the patients permits the consideration supplier to make the patients progressively OK with the physical environmental factors. (Saver, 2007). Among the different patients from various social foundations, Jewish patients are one of those patients who require explicit consideration paid towards their social inclinations. While managing the Jewish patients, it is essential to know about the Jewish laws in regards to the eating routine, virtue, unobtrusiveness, supplication and different strict likings. It is proper to ask the patients what their social concerns are, instead of making suspicions. In the event that the patient can't represent himself, share your questions with the family. Notwithstanding, if group of the patient is likewise not accessible to remark on the patients social practices, he ought to be accepted as carefully conventional. Each family is distinctive as far as its social tendency; some of them carefully adhere to Jewish laws while others are adaptable about their convictions (Dosani, 2003). The principal concern while managing a Jewish patient is food. Customary Jews requires carefully fit food. In the event that the kitchen of the consideration office doesn't have plans to give such food then the food ought to be requested from outside. The food ought to be served in wrapped and immaculate holders. It is best if the patients themselves evacuate the wrappings. Another worry is the physical unobtrusiveness. On the off chance that a patient expects regard for his own needs, for example, washing or washing, it ought to be finished by the individual of same sexual orientation to the degree where it is conceivable. Additionally, the outfit gave by the mindful office ought to be sufficiently long to cover them adequately. Be that as it may, special cases can be made if there is a health related crisis. Shabbat is another worry that ought to be thought about. On the off chance that there are no up and coming wellbeing dangers, at that point some Jewish patients may request to delay the medicines until after the day of Shabbat. Flame lighting is a significant conventional accomplishment during Shabbat however the candle blazes could represent a danger to the emergency clinic condition; along these lines electric bulbs recreating flame flares can be utilized. Imploring is a significant part of the Jewish life. A gathering of 10 people known as minyan is required to play out certain strict commitments. Hence, proper courses of action ought to be made for the Jewish patients to ask. Conventional Jews are touchy about their strict inclinations and Jewish laws, so reasonable courses of action ought to be made to meet the patients needs. Be that as it may, if there should be an occurrence of hazardous circumstances postulations Jewish laws could be damaged to spare a patients life (Abelson-Mitchell, 2005). Care plan As a nursing proficient, one needs to deal with different things while managing Jewish patients. There are sure wellbeing obstructions that upset the medicinal services administrations (Ticehurst, 2010). So to beat such obstructions, nursing experts need to make certain mediations. A diagram of such mediation is recorded beneath: Nursing Problem for a patient from Jewish culture Nursing Interventions Balanced Food 1. The human services experts ought to be extremely cautious while giving food to the Jewish patient. The food ought to be made carefully in a legitimate kitchen. In the event that such food is inaccessible, natural products can be given to the patients (Regenstein, Chaudry and Regenstein, 2003). Conventional Jews individuals carefully incline toward Kosher eating routine that is set up as per their strict laws. 2. The food ought to be served in a compartment which has not been in contact of any non-genuine food. In this manner, fixed plastic holders ought to be given to the patients. As indicated by the Jewish social, if a fit food thing interacts with a non-fit food then it likewise becomes non-fit and consequently doesn't stay fit for utilization. Immaculateness 3. Jewish patients ought to be managed by the individual of a similar sex. The Jewish patients have certain social concerns while associating with an individual of other gender. Medicines, for example, putting on something else or washing them by an individual of inverse sexual orientation may affront them. So it is consistently fitting to have their assent earlier after such strategy. Unobtrusiveness 4. Patients ought to be given dress of fitting length that could cover the patient adequately. Jewish individuals are exceptionally cognizant about covering themselves out in the open according to their strict laws. So the dress given to them ought to guarantee fitting inclusion of the patient. 5. The patients ought to be permitted to wear tops (guys) or scarfs (females) during the supplication or all the occasions if the patient wishes so. Covering the head has an incredible significance in Jewish culture. A few ladies, after their marriage, don't uncover their hair openly and utilizes a scarf to cover their heads. Supplication 6. Appropriate plans for asking ought to be made in the wake of talking with a rabbi. Jewish patients generally offer their supplications multiple times in a day. In this manner, fitting game plans ought to be guaranteed. 7. In the event that conceivable, a patient is permitted to supplicate with other Jewish patients or relatives. A gathering of 10 individuals known as minyan is required to play out certain strict exercises. In this way, they ought to be permitted to offer their supplications with other Jew individuals Shabbat 8. Patients ought not be intruded on during the hour of Shabbat until it is a critical crisis or dangerous circumstance. Shabbat is simply when Jewish individuals control from busy, in any event, utilizing electrical apparatuses. Their conviction ought to be regarded except if there is a crisis. Passing, post-mortem and entombment 9. On the off chance that a Jewish patient passes on in the emergency clinic, relatives ought to be permitted to remain with the body constantly. Likewise, courses of action ought to be made to discharge the body at the earliest opportunity. The Jewish individuals don't disregard their family members even in their demise as an image of fondness and regard for the dead. It is additionally coordinated by Jewish culture that entombment occurs at the earliest opportunity. 10. On the off chance that the passing occurs because of affirmed common or clinical reason, the post-mortem examination of the body ought to be maintained a strategic distance from. Jewish individuals considers post-mortem examination to be a demonstration of lack of regard and misshaping of the body. So post-mortem examination ought to be kept away from until the demise appears to be dubious or of criminal nature (Williams, 2014). References: Abelson-Mitchell, N. (2005). Thinking about Jewish Patients. J Adv Nurs, 51(5), pp.542-542. Dosani, S. (2003). Thinking about Jewish Patients. BMJ, 327(7407), pp.169-169. Evans, C. (2005). Jewish Burial Traditions and the Resurrection of Jesus. Diary for the Study of the Historical Jesus, 3(2), pp.233-248. Pullen, R. (2014). Speaking with patients from various societies. Nursing Made Incredibly Easy!, 12(6), pp.6-8. Regenstein, J., Chaudry, M. furthermore, Regenstein, C. (2003). The Kosher and Halal Food Laws. Complete Reviews in Food Science and Food Safety, 2(3), pp.111-127. Saver, C. (2007). Social competency benefits patients, advisors. Nursing, 37, pp.6-9. Ticehurst, A. (2010). Boundaries to Design in Healthcare. Australasian Medical Journal, pp.570-579. Williams, E. (2014). The universal jewish patient: five things we should know. [online] Ausmed Education. Accessible at: https://www.ausmed.com.au/blog/section/the-standard jewish-persistent five-things-we-should-know-1 [Accessed 12 Aug. 2016].

Personal Ethical Dilemma Essay Example for Free

Individual Ethical Dilemma Essay A global food party was directed, during my stay in Japan as a student from abroad. Since, I was the administrator of the Korean language club; I dared to plan cheyookbogeum or Korean nourishment for this gathering. I tried to do so simply in the wake of talking with different individuals from the club and evoking their feeling. Because of close joint effort between the club individuals, the endeavor delineated astounding advancement. Over the span of setting up the food, I was obliged to conclude whether to add MSG to the food. I needed to experience a considerable amount of alarm in regards to this choice, the gathering all things considered, was not too large and this caused me to decide on the path of least resistance. In any case, I was not saved from examining the circumstance exactly. The essential issue that I needed to think about was that expansion of MSG to the food would improve its flavor and this would bring about a bigger number of individuals getting it. This would realize a characteristic increment in benefits, which would empower me to give more cash and give motivating forces to the individuals who were getting ready for the gathering. Lamentably, MSG doesn't advance great wellbeing and its drawn out use utilization could demonstrate malicious. Furthermore, if buyers came to think about having devoured MSG sometime in the not too distant future, they may build up an abhorrence for the food, which could even prompt their abstention from such food. Along these lines, by staying away from the expansion of MSG, I would carry on in a moral way, as I would have displayed more prominent worry for the strength of the buyer. By the by, I could avoid including the MSG and advance the food as being set up from exclusively new fixings. Since, the flavor would not be such engaging the purchasers; it is hard to acknowledge benefits. No different, this food could be advanced as wellbeing food and afterward there may be an opportunity of making more noteworthy benefits. All said and done, this issue was not of adequate importance to influence the network. Be that as it may, it furnished me with a chance to embrace the point of view of a customer as well as that of a delegate of the organization. Also, I discovered that one should consider, long haul viewpoints, while taking choices.

Do You Know the History of Acid or LSD

Do You Know the History of Acid or LSD Addiction Drug Use Hallucinogens Print Do You Know the History of Acid or LSD? By Elizabeth Hartney, BSc., MSc., MA, PhD Elizabeth Hartney, BSc, MSc, MA, PhD is a psychologist, professor, and Director of the Centre for Health Leadership and Research at Royal Roads University, Canada. Learn about our editorial policy Elizabeth Hartney, BSc., MSc., MA, PhD Updated on October 22, 2019 Getty Images / RapidEye More in Addiction Drug Use Hallucinogens Cocaine Heroin Marijuana Meth Ecstasy/MDMA Opioids Prescription Medications Alcohol Use Addictive Behaviors Nicotine Use Coping and Recovery What exactly is acid? Acid, or lysergic acid diethylamide (LSD), is an illegal recreational drug derived from a parasitic fungus that grows on rye, known as ergot. Acid is the most well-known hallucinogenic drug, and due to the extended effects of the drug, the experience of taking or dropping acid is known as a trip or acid trip. The History of LSD The psychoactive properties of acid were discovered almost by accident by Dr. Albert Hofmann, a research chemist working for the Sandoz Company, in 1943. Dr. Hofmann had been synthesizing LSD-25, and some crystals of the substance had made contact with his fingertips and were absorbed through his skin. In the middle of the afternoon, while at work, Hofmann started to feel dizzy and restless. He went home, and experienced a not unpleasant intoxicated-like condition, characterized by an extremely stimulated imagination. Hofmann decided to experiment on himself and took a small quantity of the drug. After 40 minutes, he started feeling dizzy, anxious, noticing visual distortions, the symptoms of paralysis and the desire to laugh. An hour later, he went home by bicycle, which was difficult, given the effects of LSD. He requested milk from a neighbor, who appeared to be a malevolent, insidious witch with a colored mask. He also experienced unpleasant feelings about himself. Believing that lysergic acid had potential use in neurology and psychiatry, he proceeded with animal experimentation and further human studies. It was found that with both humans and animals, there seemed to be a capacity for breaking down the ego, and it appeared to show potential for people who are bogged down in an egocentric problem cycle [who] can thereby be helped to release themselves from their fixating and isolation. LSD also released long-forgotten memories and traumas into consciousness, which could then be worked through therapeutically.?? Using and Abusing LSD LSD was used in European psychotherapy clinics in an approach called psycholytic therapyâ€"meaning the dissolution of tension or conflicts in the human psycheâ€"in which patients expressed themselves through drawing and painting while under the influence of moderately strong doses of LSD, over a series of sessions. Another approach, known as psychedelic therapyâ€"meaning mind-manifesting or mind-expandingâ€"involved patients taking a single high dose of LSD, after a period of intensive psychological preparation, to attempt to restructure and cure the patients personality problems. LSD was also explored as a model for psychosis, and as a treatment for severe pain associated with cancer.?? LSD began to be used recreationally and was extremely popular during the 1960s when it was still legal. It was promoted by Drs. Timothy Leary and Richard Alpert at Harvard University. Many well-meaning people encouraged the use of LSD, believing it spread love and peace and broke down antiquated and oppressive social hierarchies. But this did not prove to be the case, and by the end of the 1960s, the dangerous side of LSD was revealed. Reports of accidents, mental breakdowns, criminal acts, murders, and suicide were reported, as well as psychotic reactions to the drug, resulting in social hysteria about LSD. Recognizing the dangers of the drug, Sandoz stopped LSD production and distribution in 1965, and psychotherapists abandoned its use in therapy.?? Although LSD has waxed and waned in popularity, it has remained a staple on the illicit drug scene. It regained popularity during the Acid House movement of the 1980s, but this was greatly superseded by the rise of the first ecstasy, then crystal meth.??

Rules of Capitalization in Spanish

Spanish uses far fewer capital letters than does English. With only two exceptions — Spanish capitalizes Sol and Luna when they refer to the Earths sun and moon, respectively — whenever Spanish capitalizes a word, the corresponding word in English is capitalized. But the opposite is far from true; there are numerous instances where English capitalizes that Spanish does not. What Spanish does capitalize are proper names for people, places, holidays, newspapers, and magazines; abbreviations of personal titles such as Dr. (Dr.), Sr. (Mr.), Sra. (Mrs.), and Srta. (Miss); and the first word in the titles of books, plays, movies, and similar works. Here are the most common cases where English capitalizes that Spanish does not: Calendar Names of the days of the week and months of the year use lower-case letters. Hoy es martes. (Today is Tuesday.) Mà ©xico celebra su independencia el 16 de septiembre. (Mexico celebrates its independence on September 16.) Composition Titles In formal written Spanish, titles of movies, books, plays, and similar works capitalize only the first word and proper nouns. La guerra de las galaxias (Star Wars), Harry Potter y la piedra filosofal (Harry Potter and the Sorcerers Stone) Note: In informal written Spanish, and on book covers and movie posters, it is not unusual to see such composition titles capitalized as in English. Personal Titles Introductory titles are not capitalized, although common abbreviations of them (such as Sr. for seà ±or, Dr. for doctor, D. for don and Srta. for seà ±orita) are.  ¿Conoces a la seà ±ora Wilson? (Do you know Mrs. Wilson?)  ¿Conoces a la Sra. Wilson? (Do you know Mrs. Wilson?) La reina Victoria fue mi abuela. (Queen Victoria was my grandmother.) Religions Names of religions and their adherents arent capitalized. Mi madre es catà ³lica. (My mother is Catholic.) Estudio el cristianismo. (Im studying Christianity.) Ordinal Numbers When an ordinal number is used after a name, it isnt capitalized. Luis catorce (Luis the Fourteenth), Carlos octavo (Charles the Eighth.) If Roman numerals are used, they are capitalized. Place Names Although the given name of rivers, lakes, mountains and other geographic features are capitalized, the geographical identity is not. No vimos el rà ­o Amazonas. (We didnt see the Amazon River.) Vivimos cerca de la montaà ±a Rainier. (We live near Mount Rainier.) Nationality Although names of countries and cities are capitalized, words derived from them are not. Soy inglà ©s. (Im English.) Prefiero los cocos puertorriqueà ±os. (I prefer the Puerto Rican coconuts.) Languages Names of languages arent capitalized. Hablo inglà ©s. (I speak English.) Quiero estudiar alemà ¡n. (I want to study German.) Sample Sentences on Spanish Capitalization Habà ­ negociaciones de paz entre el gobierno del presidente Juan Manuel Santos y las Fuerzas Armadas Revolucionarias de Colombia. (There were peace negotiations between the government of Presidente Juan Manual Santos and the Armed Revolutionary Forces of Colombia. The presidents title isnt capitalized, but the formal name of FARC is because it is considered a proper noun.) Los musulmanes catalanes son mà ¡s que una comunidad. (Catalonian Muslims are more than a community. References to the geographic origin or religious affiliations of people are not capitalized.) El rà ­o Danubio atraviesa varios paà ­ses de Europa antes de desembocar en el Mar negro. (The Danube River crosses several European countries before emptying into the Black Sea. Only the given names of the river and sea are capitalized.) El rey Lear es una tragedia de Shakespeare. King Lear is a Shakespeare tragedy. (Rey is not capitalized, even though it is part of the play title as well as a personal title.) Herodes murià ³ el aà ±o 4 a. de C. (Herod died in 4 B.C. Only the letter standing for the name of a person is capitalized in this abbreviation. The abbreviation stands for antes de Cristo.) El doctor Romero es un conocido veterinario de Buenos Aires. El Dr. Romero es un conocide veterinario de Buenos Aires. (Dr. Romero is a well-known Buenos Aires veterinarian. His title is capitalized when abbreviated but not otherwise.) Herodes murià ³ el aà ±o 4 a. de C. (Herod died in 4 B.C. Only the letter standing for the name of a person is capitalized in this abbreviation. The abbreviation stands for antes de Cristo.) Las Naciones Unidas es una organizacià ³n internacional formada por 192 paà ­ses independientes. (The United Nations is an international organization formed by 192 independent countries. Names of organizations are capitalized as in English.) El budismo es una religià ³n oriental que tiene muchos creyentes occidentales. (Buddhism is an Eastern religion that has many Western believers. Names of religions are not capitalized, even when named after a person. Neither are geographical words such as oriental unless they refer to a specific entity, such as in Europa Oriental for Eastern Europe.)

Sun Facts What You Need to Know

That sunlight we all enjoy basking in on a lazy afternoon? It comes from a star, the closest one to Earth. Its one of the great features of the Sun, which is the most massive object in the solar system. It efficiently provides the warmth and light that life needs to survive on Earth. It also influences  a collection of planets, asteroids, comets,  Kuiper Belt Objects, and cometary nuclei in the distant  Oà ¶rt Cloud. As important as it is to us, in the grand scheme of the galaxy, the Sun is really sort of average. When astronomers put it in its place in the hierarchy of stars, its not too big, nor too small, nor too active. Technically, its classified as a G-type, main sequence star. The hottest stars are type O and the dimmest are type M on the O, B, A, F, G, K, M scale. The Sun falls more or less in the middle of that scale. Not only that, but its a middle-aged star and astronomers refer to it informally as a yellow dwarf. Thats because its not very massive when compared to such  behemoth stars as Betelgeuse.   The Suns Surface The Sun may look yellow and smooth in our sky, but it actually has quite a mottled surface. Actually, the Sun doesnt have a hard surface as we know it on Earth but instead has an outer layer of an electrified gas called plasma that appears to be a surface. It contains sunspots, solar prominences, and sometimes gets roiled up by outbursts called flares. How often do these spots and flares happen?  It depends on where the Sun is in its solar cycle. When the Sun is most active, it is in solar maximum and we see lots of sunspots and outbursts. When the Sun quiets down, it is in solar minimum and there is less activity. In fact, during such times, it can look pretty bland for long periods of time. The Life of the Sun Our Sun formed in a cloud of gas and dust about 4.5 billion years ago. It will continue to consume hydrogen in its core while emitting light and heat for another 5 billion years or so. Eventually, it will lose much of its mass and sport a planetary nebula. Whats left over will shrink to become a slowly cooling white dwarf, an ancient object that will take billions of years to cool down to a cinder. Whats Inside the Sun The Sun has a layered structure that helps it create light and heat and diffuse them out to the solar system. The core is the central part of the Sun is called the core. Its where the Suns power plant resides. Here, the 15.7 million-degree (K) temperature and extremely high pressure are enough to cause hydrogen to fuse into helium. This process supplies nearly all of the energy output of the Sun, which allows it to give off the equivalent energy of 100 billion nuclear bombs each second. The radiative zone lies outside of the core, stretching to a distance of about 70% of the Suns radius, the hot plasma of the Sun  helps radiate energy away from the core through a region called the radiative zone. During this process, the temperature drops from 7,000,000 K to about 2,000,000 K. The convective zone helps transfer solar heat and light in a process called convection. The hot gas plasma cools as it carries energy to the surface. The cooled gas then sinks back to the boundary of the radiative and convection zones and the process begins again. Imagine a bubbling pot of syrup to get an idea of what this convection zone is like.   The photosphere (the visible surface): normally when viewing the Sun (using only proper equipment of course) we see only the photosphere, the visible surface. Once photons get to the surface of the Sun, they travel away and out through space. The surface of the Sun has a temperature of roughly 6,000 Kelvin, which is why the Sun appears yellow on Earth.   The corona (outer atmosphere): during a solar eclipse a glowing aura can be seen around the Sun. This is the Suns atmosphere, known as the corona. The dynamics of the hot gas that surround the Sun remain somewhat a mystery, although solar physicists suspect a phenomenon known as nanoflares are helping to heat the corona. Temperatures in the corona reach up to millions of degrees, far hotter than the solar surface.   The corona is the name given to the collective layers of the atmosphere, but it is also specifically the outermost layer. The lower cool layer (about 4,100 K) receives its photons directly from the photosphere, on which are stacked the progressively hotter layers of the chromosphere and corona. Eventually, the corona fades out into the vacuum of space. Fast Facts about the Sun The Sun is a middle-aged, yellow dwarf star. It is about 4.5 billion years old and will live anothe 5 billion years.The Suns structure is layered, with a very hot core, a radiative zone, a convective zone, a surface photosphere, and a corona.  The Sun blows a steady stream of particles out from its outer layers, called the solar wind.   Edited by  Carolyn Collins Petersen.

Van Gogh Free Essays

Power of Art: Vincent Van Gogh Vincent Van Gogh was a unique and unusual man, yet one would surely not believe that he was a self-taught painter. Vincent was born in 1853 in Grotto-Sunders, a village located in the south of Netherlands. Van Gogh did not pick up painting until the age of 27 which is somewhat late for the average painter of his time. We will write a custom essay sample on Van Gogh or any similar topic only for you Order Now He also did not Jump straight to being an artist, but attempted to be a minister, a missionary, an art dealer, and a teacher. We will see what shaped Van Sago’s art whether it was through his perception of the world or through his quest to keep his sanity. We can observe most of Van Sago’s life through the connection he and his brother made by the writing of each other’s letters. His younger brother, Thee helped Vincent emotionally and financially as he started his new found passion for creating art. Since his attempt of being a preacher did not go as planned, Vincent in a way turned to painting because of familiarity and to express his religious faith. Despite his motives, Van Gogh fell short of capturing an audience through his art work. For a while he shared an apartment with a prostitute name Seen. Seen was said to be his muse, his source of inspiration in the creation of artwork. When Vincent father caught wind of this relationship that had trouble written all over it, he demanded that Vincent immediately rid himself of her and continue on his way. He finally gave in and abandoned Seen, leaving her alone where she once again turned to prostitution for her source of income. Van Gogh did not have much luck at first when it came to attracting buyers for his artwork, but the creation of his painting â€Å"The Potato Eaters† was one of his first works to gain some recognition. It was a painting of poor peasants eating potatoes around a inner table. Vincent purposely chose to depict them in their natural environment where it can easily be seen that these hard working peasants labor tirelessly to earn their small rations of food. The painting further complements the idea of â€Å"poor and unfortunate† through the use of dark, thick, and dusty looking colors. Van Gogh was very heavy on his brush when it came to painting portraits like this because he did not Just want to paint something, but he wanted to create philosophical connection with his audience which most likely were the middle and upper class of society. After moving to Paris, Van Gogh finally found impressionism and began creating paintings with the use of lighter and more brilliant colors. Thee had informed Vincent that it was a very difficult endeavor to sell his paintings to art collectors who disliked his type of dark art style. It was at that point that Vincent embraced his light side and embraced nature as a source of beauty that could only be captured through the use of richly draped yellows, and other lavish colors. One of Van Sago’s painting called â€Å"the Sorer† incorporates complementary colors to bring a sort of immersed intensity to the picture. This painting is a recreation of an earlier painting, but Van Sago’s has a glow of brilliance to it through the use of a variety of colors that is sure the audience’s eyes in ecstasy. Vincent was always a little skittish growing up, but now it was evident that he was beginning to go mad. It is quite unsure how it came about, but it was said that Van Gogh, in a moment of immense tension, cut his own ear off because of an argument between Gauguin and himself. From there on it was all downhill for the upcoming artist. Vincent eventually admitted himself to a mental hospital where he painted for while in an effort to keep himself from becoming a lunatic Later, he moved with a doctor who specialized with artists who suffered from mental illnesses. Van Gogh seemed to have recovered enough to have left the care of the doctor and returned to painting soon after. One of his last and one his notable works is called â€Å"Wheat Field with Crows†. It is painting that depicts a dramatic landscape set in a wheat field with a great sea of blue as the sky. The single road and flock of crows direct you in an unsure direction, It brings about a sense of loneliness. With thick and heavy strokes, the setting is set or a wind-swept field of golden wheat. This painting is one amongst his unique and haunting works created. A man who may have been mentally ill or Just a man mad at the world for not understanding his views through his art? No one will ever know for sure because his story came to an end when it was said that he shot himself in the stomach later dying due to infection from the wound. It is not clear what type of mental illness Van Gogh suffered from if he did at all suffer from one, but it is fact that he had a way of creating art through the power of his mind and emotion. How to cite Van Gogh, Papers Van Gogh Free Essays It seems when one closes their bedroom door all mundane thoughts are gone and you are left with your imagination. One who agrees with this interpretation is Jane Flanders. Jane Flanders is a highly educated woman, as she attended Mar College and Columbia University, she has three books of poems published and has won many awards. We will write a custom essay sample on Van Gogh or any similar topic only for you Order Now A person whose mind is always running and always working such as hers can agree that rest for the imagination is the best way to strengthen it. One simple painting of his bed and petite, creaky room and one simple four stanza poem shows how materialistic possessions can never reflect the human soul, simplicity in life heightens creativity ND how solitude doesn’t have to be a negative aspect in life. â€Å"l can tell you that for my part I will try to keep a straight course, and will paint the most simple, the most common things† (Van Gogh, 545). This was written in a letter to Vincent brother Thee, Van Gogh is declaring how he now wants to live his life: straight forward and simple. As one can see in the painting he did not accumulate many riches in his life. He never kept heirlooms or anything of wealthy status. His bedroom as described in the poem is â€Å"is narrow†¦ Clumsy but friendly†¦ Empty’ (Flanders, Van Sago’s Bed). The pictures on the wall are crooked, it’s a tiny room for one with a narrow window, filled with a table where he works and chairs to sit on. Flanders describes it Just as it is, these adjectives can be not be clearer. To me this proves that materialistic objects in life can never reflect the soul off person. Van Gogh had a talent that millions of apprentices striver for. It was typical for only the rich to be educated and/or learn an artist’s trade. It’s common for the wealthy to obtain more opportunities in life than he poor, yet a man with many personal struggles in his life is known as a man today that is hard to measure up to. Many people believe your status, or what you own is who you are, this is not true. One can see how his bedrooms looks like one of a peasants, yet this status or preconception does not diminish nor prove that he is not gifted or have a remarkable soul. It’s like today how homeless people are looked down upon like uneducated, untalented scum but in reality they could be Just as gifted as a privileged person. Just because they struggle in different ways than we do goes not mean their soul is any less valuable. The value of what we own does not determine the value of our souls and being. What creates this value is our imagination, spirit, morals, personality, creativity and expression. These aspects in life help us find our purpose, our materialistic success can never fulfill such a destiny. Without imagination what would life be like? The only word I can think of is lifeless. No child’s smile would light up the room, no painting would be filled with color, no Joke would ever hear a laugh, no purpose would there be in life. Just as cells re the building blocks of physical life, imaginations are the building blocks of our purposes in life, whatever they may be. When looking at his painting I take from the simplicity, rest. Rest of the mind, body and spirit, when these three are at rest they grow a unique, metal potential kinetic energy. When one locks themselves away from the world in their bedroom, a safe place where no one can disturb them, their mind is now at ease. There are no worries that can bother them, whatever is out of sight is now out of mind and the mind now becomes clearer. When the mind is clear and jack to its simplistic ways all that is left is imagination and creativity that is free to roam. This is why Van Sago’s bed is right next to his work desk where his mind can freely express itself. It’s common for all humans to lay in bed and because the complexities of our day is over we no longer have to think about what is next until the morning. Nothing left is on our lists for us to be preoccupied with. Life complexity cripples creativity, if we’re constantly thinking about our mundane world, we never have a chance to think about our inner selves. This can also be proven in the color Van Gogh uses. The brilliant, vibrant colors such as orange, yellow, blue and green come to life via simple form. His use of these colors bring his bedroom to life, it proves that even though it’s a simple picture, its one little thing in life that makes the difference of it Just existing or it living, that’s creativity that sparks from imagination. All in all, rest lets our minds breathe and gives us a greater creative potential, and anything else more than simple can deprive us from this. Looking at his painting, one might feel sadness by observing how there are two pillows for one head and two hairs for one body. Being alone is mostly deemed as a negative aspect in life, and it is natural to think that due to humans instinctual being social creatures. Though it is lovely having loved ones in life, solitude is not always negative, you can be alone without feeling lonely. Flanders describes his bedroom as, â€Å"is empty, morning light pours in like wine, melody, fragrance, the memory of happiness† (Flanders, 545). She perfectly shows how emptiness isn’t always a hollow pain, but rather a nostalgic memory. Memories were created in that bedroom, paintings with inexplicable expressions of the Joy in life and the sad confusion. Van Gogh wasn’t alone, he had himself, he had his artwork, and his imagination alone kept him company. Solitude is one of the many paths to figure out our niche in life, something that he longed for. Learning to be happy alone brings a life time of happiness, you never have to depend on someone or something else to bring you happiness in life. You are always with yourself and loving and enjoying your own company is a stable way to ensure your happiness. Even though Van Gogh is seen historically as an unstable man, solitude ay have given him stability. He didn’t seem to â€Å"fit into† the world around him, but the world he understood was his own through art. One can also see in this stanza how Flanders compares the morning light pouring in like wine, a melody or a fragrance, all very simple things that can spark a memory. These may have been things one experienced by themselves resting, reflecting upon them alone, how a memory of an experience learning about themselves can bring self-happiness. This is why solitude is not always a such a bad thing, we are our greatest teachers in life, only we can fulfill our destinies and we can only move to the next step by knowing who we are and we do this through solitude. A painting so simple yet packed with so much. Van Gogh succeeded in showing the viewer what he wanted to portray, how our materialistic life can never reflect the life we live on the inside of ourselves, how when we rest our minds they finally begin to work the way they were destined to and how solitude enables us to progress in our personal purposes in life. Van Gogh states, â€Å"It’s Just simply my bedroom, only here color is to do everything, and giving by TTS simplification a grander style to things, is to be suggestive here of rest or of sleep in general. In a word, to look at the picture ought to rest the brain or rather the imagination† (545). Van Gogh shows all he intends to through color, life could not exist in black in white, and nothing would be unique. He uses these bright colors in his unique signature pattern to portray how different ones imagination can change something so simple. It’s still simple, Just more valuable, it’s customized. This shows how materials can never prove who we are, imagination sparks from rest and prospers from ourselves. How to cite Van Gogh, Papers

Quaid E Azam free essay sample

Quaid e Azam Muhammad Ali Jinnah- My Hero in History NO Pakistani can study the character and career of Muhammad Ali Jinnah without being carried away by sentimental emotions. We are always inclined to idealize that which we love, a state of mind very unfavorable to the exercise of sober critical judgment. It is therefore not surprising that most of those who have written or spoken on that extraordinary man, even while conscientiously endeavoring to draw a lifelike portraiture of his being, and to form a just estimate of his public conduct, should have drifted into more or less indiscriminating eulogy, painting his great features in the most glowing colors, and covering with tender shadings whatever might look like a blemish. But his standing before posterity will not be exalted by mere praise of his virtues and abilities, nor by any concealment of his limitations and faults. The stature of the great man, one of whose peculiar charms consisted in his being so unlike all other great men, will rather lose than gain by the idealization which so easily runs into the commonplace. For it was distinctly the weird mixture of qualities and forces in him, of the lofty with the common, the ideal with the uncouth, of that which he had become with that which he had not ceased to be, that made him so fascinating a character among his fellow-men, gave him his singular power over their minds and hearts, and fitted him to be the greatest leader in the greatest crisis of our national life Quaid-e-Azam, Muhammad Ali Jinnah was born on 25th December 1876 at Vazeer Mansion Karachi, was the first of seven children of Jinnah bhai, a prosperous merchant. After being taught at home, Jinnah was sent to the Sindh Madrasah High School in 1887. Later he attended the Mission High School, where, at the age of 16, he passed the matriculation examination of the University of Bombay. On the advice of an English friend, his father decided to send him to England to acquire business experience. Jinnah, however, had made up his mind to become a barrister. In keeping with the custom of the time, his parents arranged for an early marriage for him before he left for England. In London he joined Lincolns Inn, one of the legal societies that prepared students for the bar. In 1895, at the age of 19, he was called to the bar. Nevertheless, he completed his formal studies and also made a study of the British political system, frequently visiting the House of Commons. He was greatly influenced by the liberalism of William E. Gladstone, who had become prime minister for the fourth time in 1892, the year of Jinnahs arrival in London. Jinnah also took a keen interest in the affairs of India and in Indian students. When the Parsi leader Dada bhai Naoroji, a leading Indian nationalist, ran for the English Parliament, Jinnah and other Indian students worked day and night for him. Their efforts were crowned with success, and Naoroji became the first Indian to sit in the House of Commons. When Jinnah returned to Karachi in 1896, he found that his fathers business had suffered losses and that he now had to depend on himself. He decided to start his legal practice in Bombay, but it took him years of work to establish himself as a lawyer. It was nearly 10 years later that he turned toward active politics. A man without hobbies, his interest became divided between law and politics. Nor was he a religious zealot: he was a Muslim in a broad sense and had little to do with sects. His interest in women was also limited to Ruttenbai, the daughter of Sir Dinshaw Petit, a Bombay Parsi millionairewhom he married over tremendous opposition from her parents and others. The marriage proved an unhappy one. It was his sister Fatima who gave him solace and company. Entry into politics Jinnah first entered politics by participating in the 1906 Calcutta session of the Indian National Congress, the party that called for dominion status and later for independence for India. Four years later he was elected to the Imperial Legislative Councilthe beginning of a long and distinguished parliamentary career. In Bombay he came to know, among other important Congress personalities, Gopal Krishna Gokhale, the eminent Maratha leader. Greatly influenced by these nationalist politicians, Jinnah aspired during the early part of his political life to become a Muslim Gokhale. Admiration for British political institutions and an eagerness to raise the status of India in the international community and to develop a sense of Indian nationhood among the peoples of India were the chief elements of his politics. At that time, he still looked upon Muslim interests in the context of Indian nationalism. But, by the beginning of the 20th century, the conviction had been growing among the Muslims that their interests demanded the preservation of their separate identity rather than amalgamation in the Indian nation that would for all practical purposes be Hindu. Largely to safeguard Muslim interests, the All-India Muslim League was founded in 1906. But Jinnah remained aloof from it. Only in 1913, when authoritatively assured that the league was as devoted as the Congress to the political emancipation of India, did Jinnah join the league. When the Indian Home Rule League was formed, he became its chief organizer in Bombay and was elected president of the Bombay branch. Ambassador of Hindu-Muslim unity. Jinnahs endeavors to bring about the political union of Hindus and Muslims earned him the title of the best ambassador of Hindu-Muslim unity, an epithet coined by Gokhale. It was largely through his efforts that the Congress and the Muslim League began to hold their annual sessions jointly, to facilitate mutual consultation and participation. In 1915 the two organizations held their meetings in Bombay and in 1916 in Lucknow, where the Lucknow Pact was concluded. Under the terms of the pact, the two organizations put their seal to a scheme of constitutional reform that became their joint demand vis-a-vis the British government. There was a good deal of give and take, but the Muslims obtained one important concession in the shape of separate electorates, already conceded to them by the government in 1909 but hitherto resisted by the Congress Meanwhile, a new force in Indian politics had appeared in the person of Mohan Das K. Gandhi. Both the Home Rule League and the Indian National Congress had come under his sway. Opposed to Gandhis Non-co-operation Movement and his essentially Hindu approach to politics, Jinnah left both the League and the Congress in 1920. For a few years he kept himself aloof from the main political movements. He continued to be a firm believer in Hindu-Muslim unity and constitutional methods for the achievement of political ends. After his withdrawal from the Congress, he used the Muslim League platform for the propagation of his views. But during the 1920s the Muslim League, and with it Jinnah, had been overshadowed by the Congress and the religiously oriented Muslim Khilafat committee. When the failure of the Non-co-operation Movement and the emergence of Hindu revivalist movements led to antagonism and riots between the Hindus and Muslims, the league gradually began to come into its own. Jinnahs problem during the following years was to convert the league into an enlightened political body prepared to co-operate with other organizations working for the good of India. In addition, he had to convince the Congress, as a prerequisite for political progress, of the necessity of settling the Hindu-Muslim conflict. To bring about such a rapprochement was Jinnahs chief purpose during the late 1920s and early 1930s. He worked toward this end within the legislative assembly, at the Round Table Conferences in London (1930-32), and through his 14 points, which included proposals for a federal form of government, greater rights for minorities, one-third representation for Muslims in the central legislature, separation of the predominantly Muslim Sindh region from the rest of the Bombay province, and the introduction of reforms in the north-west Frontier Province. But he failed. His failure to bring about even minor amendments in the Nehru Committee proposals (1928) over the question of separate electorates and reservation of seats for Muslims in the legislatures frustrated him. He found himself in a peculiar position at this time; many Muslims thought that he was too nationalistic in his policy and that Muslim interests were not safe in his hands, while the Indian National Congress would not even meet the moderate Muslim demands halfway. Indeed, the Muslim League was a house divided against itself. The Punjab Muslim League repudiated Jinnahs leadership and organized itself separately. In disgust, Jinnah decided to settle in England. From 1930 to 1935 he remained in London, devoting himself to practice before the Privy Council. But when constitutional changes were in the offing, he was persuaded to return home to head a reconstituted Muslim League. Soon preparations started for the elections under the Government of India Act of 1935. Jinnah was still thinking in terms of co-operation between the Muslim League and the Hindu Congress and with coalition governments in the provinces. But the elections of 1937 proved to be a turning point in the relations between the two organizations The Congress obtained an absolute majority in six provinces, and the league did not do particularly well. The Congress decided not to include the league in the formation of provincial governments, and exclusive all-Congress governments were. Jinnah had originally been dubious about the practicability of Pakistan, an idea that Sir Muhammad Iqbal had propounded to the Muslim League conference of 1930; but before long he became convinced that a Muslim homeland on the Indian subcontinent was the only way of safeguarding Muslim interests and the Muslim way of life. It was not religious persecution that he feared so much as the future exclusion of Muslims from all prospects of advancement within India as soon as power ecame vested in the close-knit structure of Hindu social organization. To guard against this danger he carried on a nation-wide campaign to warn his coreligionists of the perils of their position, and he converted the Muslim League into a powerful instrument for unifying the Muslims into a nation. The Creator of Pakistan At this point, Jinnah emerged as the leader of a renascent Muslim nation. Events began to move fast. On March 22-23, 1940, in Lahore, the league adopted a resolution to form a separate Muslim sta te, Pakistan. The Pakistan idea was first ridiculed and then tenaciously opposed by the Congress. But it captured the imagination of the Muslims. Pitted against Jinnah were men of the stature of Gandhi and Jawaharlal Nehru. And the British government seemed to be intent on maintaining the political unity of the Indian subcontinent. But Jinnah led his movement with such skill and tenacity that ultimately both the Congress and the British government had no option but to agree to the partitioning of India.

Top 10 Places to Publish Your Personal Essays

Top 10 Places to Publish Your Personal Essays The major part of what the newspaper, magazines and online publishing platforms present for readers by a large account are academic pieces with data, facts and statistics. An entertaining way and catchy manner of writing for these essays make them really appealing, informative and outlook-developing. However, essays that indeed deeply touch the reader are the personal essays. The truth of life astonishes with its simplicity and tragedy, blessing and struggle, love and obduracy in each word. Life as it is. As they say, writing non-fiction is not presenting just your story – it’s writing about the conditions we all may experience. If there is a story worth of sharing to the rest of the world, here is a list of the best websites and magazines to publish it. These are top 10 sources that will not only present the story to the world but provide writers with help and advice for a better result. Boston Globe This magazine’s Connection Section is looking for 650-words essay on any personal relationships. The payment is not clearly set, though. Submitting is very easy via [emailprotected] . Extra Crispy Extra Crispy is probably looking for the most unusual topics: morning, breakfast or brunch stories to be covered. The magazine will publish your work for 40 cent per word. Submission is as well via email [emailprotected] . Dame Magazine As respectfully sounds the name of the magazine, as interesting is the context of the personal essay submitted from the dame the women over 30. Here’s the link for submission: [emailprotected] The payment is not fixed. Kveller Parenting is always full of great stories and experiences to share. If you feel like writing for a Jewish parenting website, this one is right for you. The preferable word amount is 500-700. For each post you get 25$. The editors ask to briefly cover your biography, contact info and include the essay, of cause. The New York Times What can be more inspiring then love? The Modern Love section accepts essay up to 1,700 words long via [emailprotected] To get some extra info go through Time’s page for pitching tips and Modern Life page on Facebook. Successful essay gets 300$ for a post. Slice s a specific cultural topic for each issue, including both fiction and non-fiction. Here is where you can make a fuss: you can submit an essay 5,000 words and earn pretty good money – up to 250$. As the themes change from an issue to issue, follow the guidelines for submission so the editor has time to review and approve your work. Submission is online. The Bold Italic Any one from sunny California? This magazine focuses on California’s Bay Are issues. Do you have a special style of writing and a firm personal point of view? If yes, you are the one they are looking for to publish. The Rumpus The Rumpus concentrates on the works of â€Å"intersect culture†. Find the best matching category online and submit the essay. However, you will get the answer no fast than in three month. Tin House It accepts essays maximum of 10,000 words long in September or March. Check on your submission status first before emailing. You are asked to include a word count and the genre in the cover letter. The pay is variable. Bustle It is a lifestyle site that will accept personal essays from women of 800-2000 words long. The average payment is 5 cents per word. Summing up, it is better to research the magazines first and read some of the article to understand to what audience it is directed to. Take your chance!

Understanding and Developing Organizational Culture Essay Example

Understanding and Developing Organizational Culture Essay Example Understanding and Developing Organizational Culture Paper Understanding and Developing Organizational Culture Paper The IT nits may be distributed according to business donation, geographic location, or both. All or any of the IT functions may be distributed. The degree to which they are distributed will vary depending upon the philosophy and objectives to the organizations management. 4. What are the advantages and disadvantages of distributed data processing? Response: The advantages of EDP are: a. Cost reductions b. Improved cost control responsibility C. Improved user satisfaction d. Back up flexibility. The disadvantages (risks) are: a. Inefficient use Of resources b. Destruction of audit trails c. Inadequate segregation of duties . Difficulty acquiring qualified professionals e. Lack of standards 5. What types of tasks become redundant in a distributed data processing system? Response: Autonomous systems development initiatives distributed throughout the firm can result in each user area reinventing the Wheel rather than benefiting trot the work to others. For example, application programs created by one user, which could be used with little or no change by others, will be redesigned from scratch rather than shared. Likewise, data common to many users may be recreated for each, resulting in a high level of data redundancy. This situation has implications for data accuracy and consistency. 6. Explain Why certain duties that are deemed incompatible in a manual system may be combined in a CBS computer-based information system environment. Give an example. Response: The IT (CBS) environment tends to consolidate activities. A single application may authorize, process, and record all aspects Of a transaction. Thus, the focus of segregation control shifts from the operational level (transaction processing tasks that computers now perform) to higher. Level organizational relationships within the computer services function. 7. What are the three primary CBS functions that must be separated? Response: The three primary CBS functions that must be separated are as follows: a. Separate systems development from computer operations, b. Separate the database administrator from other functions , and c. Operate new systems development from maintenance. 8. What exposures do data consolidation in a CSS environment pose? Response: In a CBS environment, data consolidation exposes the data to losses from natural and man-made disasters. Consolidation creates a single point of failure. Â  The only way to back up a central computer site against disasters is to roved a second computer facility. 9. What problems may occur as a result of combining applications programming and maintenance tasks into one position? Response: One problem that may occur is inadequate documentation. Documenting is not considered as interesting a task as designing testing, and implementing a new system, thus a systems professional may move on to a new project rather than spend time documenting an almost complete project. Job security may be another reason a programmer may not fully document his or her work. Another problem that may occur is the increased potential for program raid. Fifth original programmer generates fraudulent code during development, then this programmer, through maintenance procedures, may disable the code prior to audits. Thus, the programmer can continue to cover his or her tracks. 10. Why is poor-quality systems documentation a prevalent problem? Response: Poor-quality systems documentation is a chronic IT problem and a significant challenge for many organizations seeking SOX compliance. At least two explanations are possible for this phenomenon. First, documenting systems is not as interesting as designing, testing, and implementing them. Systems repossession much prefer to move on to an exciting new project rather than document one just complete The second possible reason for poor documentation is job security. When a system is poorly documented, it is difficult to interpret, test, and debug. Therefore, the programmer who understands the system (the one who coded it) maintains bargaining power and becomes relatively indispensable. When the programmer leaves the firm, however, a new programmer inherits maintenance responsibility for the undocumented system. Depending on its complexity, the transition period may be long and costly. 11. What is RAID? Response: RAID (redundant arrays of independent disks) use parallel disks that contain redundant elements of data and applications. If one disk fails, the lost data are automatically reconstructed from the redundant components stored on the other disks. 2. What is the role off data librarian? Response: A data librarian, who is responsible for the receipt, storage, retrieval, and custody to data tiles, controls access to the data library. The librarian issues data files to computer operators in accordance with program requests and takes custody files when processing or backup procedures are completed. The trend in recent years toward real-time processing and the increased use of direct- access files has reduced or even eliminated the role of the data librarian in many organizations, 13. What is the role off corporate computer services department? How does this differ from other configurations? Response: The role Of a corporate computer services department (IT function) differs in that it is not a completely centralized model: rather, the group plays the role Of provider Of technical advice and expertise to distributed computer services. Tours, it provides much more support than would be received in a impolitely distributed model. A corporate computer services department provides a means for central testing of commercial hardware and software in an efficient manner. Further, the corporate group can provide users with services such as installation of new software and troubleshooting hardware and software problems. The corporate group can establish systems development, programming, and documentation standards, The corporate group can aid the user groups in evaluating the technical credentials of prospective systems professionals, 14, What are the five risks associated with distributed data processing? Response: The Five risks associated with distributed data processing are as a. Inefficient use of resources, destruction of audit trails, c. Inadequate segregation of duties, potential inability to hire qualified professionals, and e. Lack of standards. IS List the control features that directly contribute to the security of the computer center environment. A. Physical location controls b. Construction controls c. Access controls d. Air conditioning e. Fire suppression f. Fault tolerance 16. What is data conversion? Response: The data conversion function transcribes transaction data from paper source documents into computer input. For example, data conversion could be keying sales orders into a sales order application in modern systems or transcribing data into magnetic media (tape or disk) suitable for computer processing in legacy-type systems. 17, What may be contained in the data library? Response: The data library is a room adjacent to the computer center that provides safe storage for the off-line data files, Those files could be backups or current data files. For instance, the data library could store backups on DVDs, CD-Rooms, tapes, or other storage devices, It could also store live, current data lies on magnetic tapes and removable disk packs. In addition, the data library could store the original copies of commercial soft. are and their licenses for safekeeping. 18. What is an ORG Response: A recovery operations center (ROCK) or hot site is a fully equipped backup data center that many companies share. In addition to hardware and backup facilities, ROCK service providers Offer a range of technical services to their clients, who pay an annual fee for access rights. In the event of a major disaster, a subscriber can occupy the premises and, within a few hours, resume processing critical applications. , What is a cold site? The empty shell or cold site plan is an arrangement wherein the company buys or leases a building that will serve as a data center. In the event of a disaster, the shell is available and ready to receive whatever hardware the temporary user requires to run its essential data processing systems. 20. What is fault tolerance? Response: Fault tolerance is the ability of the system to continue operation when part of the system fails due to hardware failure, application program error, or operator error. Implementing fault tolerance control ensures that no single mint of potential system failure exists Total failure can occur only in the event of the failure of multiple components, or system-wide failure. 21. What are the often-cited benefits of IT outsourcing? Response: Often-cited benefits Of IT outsourcing include improved core business performance, improved IT performance (because of the vendors expertise), and reduced IT costs. 22. Define commodity IT asset. Response: Commodity IT assets are those assets that are not unique to a particular organization and are thus easily acquired in the marketplace. These include such things are nonvoter management, systems operations, server maintenance, and help-desk functions. 23. Define specific asset. Response: Specific assets, in contrast to commodity assets, are unique to the organization and support its strategic objectives. Because of their idiosyncratic nature, specific assets have little value outside of their current use. 24, List five risks associated with IT outsourcing. A. Failure to perform b. Vendor exploitation c. Outsourcing costs exceed benefits d. Reduced security e. Loss Of strategic advantage Discussion Questions 1. How is pre-SOX IT governance different from post-SOX IT governance? Response: Prior to SOX, the common practice regarding IT investments was to defer all decisions to corporate IT professionals. Modern IT governance, however, follows the philosophy that all corporate stakeholders, including boards of directors, top management, and department users (i. E. Accounting and finance) be active participants in key IT decisions. Such broad-based involvement reduces risk and increases the likelihood that IT decisions will be in compliance with user needs, corporate policies, strategic initiatives, and internal control requirements under SOX. . Although IT governance is a broad area, only three aspects of IT governance are discussed in the chapter. Name them and explain why these topics were chosen. Response: Although all IT governance issues are important to the organization, not all of them are matters of internal control under SOX that may potentially impact the financial reporting process. This chapter examined three IT governance issues that are addressed by SOX and the COOS internal control framework. These are: a. Organizational structure of the IT function, b. Computer center operations, and Disaster recovery planning. 3. What types of incompatible activities are prone to becoming consolidated in a distributed data processing system? HOW can this be prevented? Response: Achieving an adequate segregation of duties may not be possible in some distributed environments. The distribution of the IT services to users may result in the creation of small independent units that do not permit the desired separation of incompatible functions. For example, within a single unit the same person may write application programs, perform program maintenance, enter transaction data into the computer, and operate the computer equipment. Such a situation would be a fundamental violation of internal control. 4. Why would an operational manager be willing to take on more work in the tort of supervising an information system? Response: Managers are responsible for the success of their divisions, If the benefits to be reaped from a EDP are expected to be great enough, the manager may find it is worth her or his while to expend the extra effort, Some of the benefits the manager may hope will materialize within the divisions are more efficiently run operations, better decision making, and reduced processing costs. Increased customer satisfaction may also result if the DOPE system is more accommodating. 5. HOW can data be centralized in a distributed data processing system? Response: The data is stored centrally, but updated or processed at the local (remote) site. Thus, data is retrieved from the centralized data store, processed locally, and then sent back to the centralized data store. 6. Should standards be centralized in a distributed data processing environment? Explain. Response: The relatively poor control environment imposed by the EDP model can be improved by establishing some central guidance. The corporate group can contribute to this goal by establishing and distributing to user areas appropriate standards for systems development, programming, and documentation. 7. How can human behavior be considered one of the biggest potential threats to operating system integrity? Response: The purpose of segregation of duties is to deal with the potential negative aspects of human behavior including errors and fraud. The relationship between systems development (both new systems development and maintenance) and computer operations activities poses a potential risk that can circumvent operating system integrity. These functions are inherently incompatible. With detailed knowledge of application logic and control parameters and access to the computers operating system and utilities, an individual could make unauthorized changes to the application during its execution. 8. A bank in California has thirteen branches spread throughout northern California, each With its own minicomputer where its data are stored. Another bank has 10 branches spread throughout California, with its data stored on a mainframe in San Francisco. Which system do you think is more vulnerable to unauthorized access? Excessive losses from disaster? Response: The bank that has the data for all of its branches stored on one mainframe computer is at greater risk of access control. All of the firms records are centrally housed. Once a perpetrator gains unauthorized access to the system, the data for all 10 branches are at risk, For the other bank the perpetrator would have to breach security for each of the thirteen branch computers. Thus, the bank with all of data centrally stored on a mainframe is more vulnerable to access control. The primary disasters of concern in California are earthquakes and fires. The bank with a central mainframe in San Francisco is robbery at the greatest risk of damage from both earthquakes and fires. If that system is destroyed, all of the branches lose their processing capability and, possibly, stored data. 9. End-user computing has become extremely popular in distributed data processing organizations. The end users like it because they feel they can more readily design and implement their own applications. Does this type of environment always foster more efficient development Of applications? Explain your answer. Response: Distributed data processing if not properly managed, may result in duplication of efforts. Two or more individual end users may develop similar applications While completely unaware Of each Others efforts. Such duplication is an inefficient use of human resources. 10. Compare and contrast the following disaster recovery options: mutual aid pact, empty shell, recovery operations center, and internally provided backup. Rank them from most risky to least risky, as well as from most costly to least costly. Response: A mutual aid pact requires two or more organizations to agree to and trust each other to aid the other with data processing needs in the event of a disaster. This method is the lowest cost, but also somewhat risky. First, the host company must be trusted to scale back its own processing in order to process the transactions of the disaster-stricken company, Second, the firms must not be affected by the same disaster, or the plan fails. The next lowest cost method is internally provided backup. With this method, organizations with multiple data processing centers may invest in internal excess capacity and support themselves in the case of disaster in one data processing center. This method is not as risky as the mutual aid pact because reliance on another organization is to a factor. In terms of cost, the next highest method is the empty shell where two or more organizations buy or lease space for a data processing center. The space is made ready for computer installation; however, no computer equipment is installed. This method requires lease or mortgage payments as well as payment for air conditioning and raised floors. The risk in this method is that the hardware, software, and technicians may be difficult, if not impossible, to have available in the case Of a natural disaster. Further, if multiple members systems crash simultaneously, an allocation problem exists. The method with lowest risk and also the highest cost is the recovery operations center. This method takes the empty shell concept one step further-?the computer equipment is actually purchased and software may even be installed. Assuming that this site is far enough away from the disaster-stricken area not to be affected by the disaster, this method can be a very good safeguard. 1 1. Who should determine and prioritize the critical applications? How is this done? How frequently is it done? Response: The critical applications should be identified and prioritize by the seer departments, accountants, and auditors, The applications should be prioritize based upon the impact on the short-run survival of the firm. The frequency with which the priorities need to be assessed depends upon the amount and kinds of changes that are made to systems over time. Firms that make changes frequently should reassess priorities frequently. 12. Why is it easier for programmers to perpetrate a fraud than operators? Response: It is much easier for programmers to perpetrate a fraud because they know the code. They know how to get around Some, or most, Of the embedded controls. Better yet, some programmers deliberately program code that gets them around controls and allows them to commit fraud. 13. Why should an organization centralize the acquisition, testing, and implementation of software and hardware within the corporate IT function? Response: The corporate IT group is better able to evaluate the merits of competing vendor software and hardware. A central, technically astute group such as this can evaluate systems features, controls, and compatibility with industry and organizational standards most efficiently. Test results can then be strutted to user areas as standards for guiding acquisition decisions. 14 Organizations sometimes locate their computer centers in the basement of their buildings to avoid normal traffic flows, Comment on this practice. Response: Locating the computer center in the basement to a building can create an exposure to disaster risk such as floods. The Chicago Board of Trade computer centers systems were located in the basement of a multi-storied office building in Chicago. When the century-old water pipelines burst, part of the first floor and the entire basement flooded. Trade was suspended for several days until system functionality could be restored, causing the loss of millions of dollars. This disaster would have been prevented if the computer center had simply been located on the top floor-?still away from normal traffic flows, but also away from the risk of flood. 15. The 2003 blackout that affected the U. S. Northeast caused numerous computer failures. What Can an organization do to protect itself from such uncontrollable power failures? Response: The decision regarding power controls can be an expensive one and usually requires the advice and analysis of experts. The following, however, are options that can be employed. Voltage regulators and surge protectors provide regulated electricity. Related to the level of electricity (frequency), and clean electricity, related to spikes and other potential hazards. Power outages and brownouts can generally be controlled with a battery backup (known as an uninterruptible power supply). 16. Discuss potential problem with ROCs. Response: Because of the heavy investment involved, ROCS are typically shared among many companies. The firms either buy shares in or become subscribers to the ROCK, paying monthly fees for rights to its use, That situation does provide mom risk because a widespread natural disaster may affect numerous entities in the same general geographic area, If multiple entities share the same ROCK, some firm or firms will end up queued in a waiting line. 17. Discuss two potential problems associated with a cold site. A. Recovery depends on the timely availability of the necessary computer hardware to restore the data processing function. Management must obtain assurances from hardware vendors that the vendor will give priority to meeting the organizations needs in the event Of a disaster. An unanticipated hardware apply problem at this critical juncture could be a fatal blow. B. With this approach there is the potential for competition among users for the shell resources, the same as for a hot site. For example, a widespread natural disaster, such as a flood or earthquake, may destroy the data processing capabilities of several shell members located in the same geographic area. Those affected by the disaster would be faced with a second major problem: how to allocate the limited facilities of the shell among them. The situation is analogous to a sinking ship that has an inadequate number of lifeboats. 8. Discuss three techniques used to achieve fault tolerance. A. Redundant arrays of inexpensive (or independent) disks (RAID), There are several types to RAID configurations. Essentially, each method involves the use of parallel disks that contain redundant elements of data and applications. If one disk fails, the lost data are automatically reconstructed from the redundant components stored on the other disks, b. Uninterruptible power supplies. In the event of a power outage, short-term backup power (i. E. , battery power) is provided to allow the system to shut down n a controlled manner. This process will prevent the data loss and corruption that would otherwise result from an uncontrolled system crash, lag. Explain the outsourcing risk of failure to perform Response: Once a client firm has outsourced specific IT assets, its performance becomes linked to the vendors performance. The negative implications Of such dependency are illustrated in the financial problems that have plagued the huge outsourcing vendor Electronic Data Systems Cop. DES). In a cost-cutting effort, DES terminated seven thousand employees, which impacted its ability to serve Other clients. Following an eleven-year low in share prices, DES stockholders filed a class-action lawsuit against the company. Clearly, vendors experiencing such serious financial and legal problems threaten the viability of their clients also. 20. Explain vendor exploitation. Response: Once the client firm has divested itself of specific assets it becomes dependent on the vendor. The vendor may exploit this dependency by raising service rates to an exorbitant level, As the clients IT needs develop over time beyond the original contract terms, it runs the risk that new or incremental revises will be negotiated at a premium, This dependency may threaten the clients long-term flexibility, agility, and competitiveness and result in even greater vendor dependency. 21, Explain why reduced security is an outsourcing risk, Response: Information outsourced to off-shore IT vendors raises unique and serious questions regarding internal control and the protection of sensitive personal data. When corporate financial systems are developed and hosted overseas, and program code is developed through interfaces with the host companys network, US corporations are at risk of losing control of their information. TO a large degree, US firms are reliant on the outsourcing vendors security measures, data-access policies, and the privacy laws of the host country. 22. Explain how IT outsourcing can lead to loss of strategic advantage. Response: Alignment between IT strategy and business strategy requires a close working relationship between corporate management and IT management in the concurrent development of business and IT strategies. This, however, is difficult to accomplish when IT planning is geographically redeployed off-shore or even domestically. Further, since the financial justification for IT outsourcing upends upon the vendor achieving economies of scale, the vendor is naturally driven toward seeking common solutions that may be used by many clients rather than creating unique solutions for each of them, This fundamental underpinning to IT outsourcing is inconsistent with the clients pursuit of strategic advantage in the marketplace, 23, Explain the role of a ASS 70 report in reviewing internal controls.

Emile Durkheim - The Rules Of Sociological Method and Suicide Essay

Emile Durkheim - The Rules Of Sociological Method and Suicide - Essay Example In accordance with the specific definition ‘a social fact is anyway of acting, whether fixed or not, capable of exerting over the individual an external constraint; or which is general over the whole of a given society, whilst having an existence of its own independent of its individual manifestations’ (Durkheim, 1895, p.59 in Gilbert, 1989, p.244-245). Through an additional explanation of social facts – including in the above work of Durkheim – it is made clear that ‘here, then, is a category of facts which present very special characteristics: they consist of manners of acting, thinking and feeling external to the individual, which are invested with a coercive power by virtue of which they exercise control over him’ (Durkheim, 1895, Ch. 1 in Lukes, 1982, p. 51). In accordance with the above, social facts can influence all aspects of the behaviour of individuals as parts of the society; for this reason, social facts are closely related with th e social ethics held within a specific region at a particular period of time. Because of the above issues, theorists that are asked to interpret the behaviour of individuals towards specific social or political events should start by identifying the social ethics of the society involved; at a next level, any reflection of the individuals to their social and political environment could be considered as a justifiable initiative. In accordance with Morrison (1990) ‘Durkheim, working from a Comtean tradition, essentially sought to bring sociological subject matter within the confines of a positivist methodology; accordingly, most of the programmatic statements Durkheim made about sociological subject matter tended to equate sociological events with external regularity and this may explain Durkheims use of the claim "consider social facts as things"’ (Morrison, 1990, 93). In other words, the use of term ‘things’ by Durkheim when having to

Self Control Theory of Crime Essay Example | Topics and Well Written Essays - 1500 words

Self Control Theory of Crime - Essay Example According to Hirschi (1969), processes of socialization result in the development of self control which causes us to avert from criminal behavior. Criminal behavior occurs when moral codes and shared norms are not internalized and when individuals are not incorporated into a community (Nye, 1958, p. 4). Social control theory derives from Hobbes’ social contract theory, which claims that our desire to belong to society causes us to sacrifice the freedom to act as we please in order to promote our co-existence. We do not act in a way that damages the freedom of those around us, and in doing so we become â€Å"contented with so much liberty against other men as he would allow other men against himself" (Hobbes, 1985, p. 1651). Indeed, self control theory claims that a society’s norms must be ‘concrete’ enough to be effective and to prevent criminal behavior (Reiss, 1994). Garland views social control theory as â€Å"†¦a functioning system†¦which is also dependent on other forms and other social relations† (1993, p. 283). Social control thus adds a two-faceted dimension to the concept of criminal behavior. For example, it is a valid element of knowledge that criminal behavior if detected will attract sanctions. ... l norm which recognize â€Å"the competence of inner-city communities to control law enforcement† (Waldeck, 1999, p.2; Wilson and Kelling, 1982, pp.29-31). Conflict Theory Conflict theory mainly derives from Marx’s claim that crime is inevitable in societies which are capitalist. This is because such societies cause some groups to become segregated and less equal than others. Members of such groups may thus turn to criminal behavior in order to establish material equality with other groups. Conflict theory is based on the core notion that social contracts do not exist between citizens and the state, and because societies continually change, this causes social conflicts to arise. Citizens from different social classes, with different interests are a part of society, but their interests often do not correspond (Sellin, 1983). On the contrary, the lack of common interests between individuals and classes causes conflict (Vold, 1958). A society is collective in that the acti ons of its individual members cause it to progress – it is essentially limited to the actions of its individuals. Depending on which group or class has access to the coercion of the law, inequality may arise and cause those who are less equal to be oppressed. This inequality causes the conflict which in turn causes individuals to commit crime in an attempt to re establish equality. Reiman describes the conflict theory as â€Å"The Rich Get Richer and the Poor Get Prison† (2000); he portrays crime as the result of a struggle between crime and formal laws which govern when it occurs and how it is to be punished. Rather than being a collective social concept, crime is defined by elite groups which prohibit behavior which has the potential to damage their interests. Crimes such as theft and trespass are

Human Resource planning

Human Resource planning LITERATURE REVIEW 2.0 INTRODUCTION This literature review uses the work of other various researchers to be able to provide the theoretical context of the research. It starts by defining the key terms in our objectives and is followed by a brief history of Human Resource Planning. Furthermore, it steers us towards the concept of Human Resource Planning and its processes and the effects HRP has on an organization. 2.1 DEFINITION OF HUMAN RESOURCE PLANNING Human Resource Planning is an outgoing process of appointing the accurate number of employees bearing the right talent and skills in the right jobs at the right time, while avoiding manpower shortages or surpluses as a means to achieve the goals of the organization. Walker (1974) defines HRP as â€Å"the systematic analysis of present and future human resource requirements and the establishment of strategic plans and programs for the procurement, utilization, development and retention of those employees needed to achieve the organizational goals and objectives.† Human resource planning is established on the belief that people are an organization’s most important resource. Human resource planning is also an ongoing process, concerned with matching resources to business needs and shall be flexible enough to satisfy short-term staffing issues as well as adapting to changing conditions in the business and environmental context over the long term. Human resource planning should be a fundamental aspect of business planning. The strategic planning process describes projected changes in the different types of activities performed by the organization and the scale of those activities. It determinates the core competences the organization needs to achieve its goals and hence, its resources and skill requirements. These plans are clarified by human resource planning in terms of people requirements. Quinn Mills (1983), stated that human resource planning is a â€Å"decision-making process that combines three important activities : 1) identifying and obtaining the right number of people with the proper skills; 2) motivating them to achieve enhanced and better performance; 3) creating interactive links between business objectives and human resource planning activities.† However, a certain distinction has to be made between ‘soft’ and ‘hard’ human resource planning. Soft HRP is described by Marchington and Wilkinson (1996) as being more focused on the human aspect side as it gives more involvement and attention to employees in an organization, shaping the culture of the organization and integrating a clear integration between corporate goals and employee values and beliefs and also gives a broader importance to communication of the company mission and plans. Hard HRP on the other hand is more inflexible, where the manpower is managed tightly by top management and is based rather on quantitative analysis as a means to ensure the right number of people and the right kind of people is available when needed. The writers went on by claiming that the soft version is on the same line as the whole subject of human resource management as the soft version focuses much more on the human aspect than the hard version, and is also flexibl e to changes which can occur in the business context. Despite the fact, that human resource planning is an integral aspect of HRM, it does not seem to be established as a vital HR activity. Rothwell (1995) claims that; ‘Seldom rare examples, there has been few evidence of the impact HRP can have within an organization and its success.’ Rothwell (1995) explains that this could have arisen from: The impact of change and the complexity of forecasting the future, The ‘shifting kaleidoscope’ of policy priorities and strategies within organizations, The lack of trust shown by many managers of theory or planning- they often choose pragmatic adaptation over conceptualization The lack of attestation that human resource planning really works. 2.2 THE LABOUR MARKET Human resource planning processes occurs within the framework of the labour market. Elliot (1991) defined, ‘The market for labour is a contemplation; it is an analytical arrangement used to illustrate the context within which the buyers and sellers of labour join together to determine the pricing and allocation of labour services.’ Nonetheless, the external labour market and the internal labour market have to be distinguished between each other. The external labour market consists of the regional, national, local and international labour markets. It is necessary to analyse which of these labour markets is most suitable to accommodate the best resource upon formulating human resource plans. Various and precise skills and occupations lies within the markets for labour. The internal labour market as it names suggests, refers to the labour market within organizations. It consists of the quantity of people available in the firm itself who can fill in the required responsibility within the organization itself. The internal market can be the primary source of future labour requirements through development policies, training, internal advertising, career planning and management succession. Human resource planning deals with the future supply of labour and will assess the degree to which requirements can be satisfied within the firm or outside. Both internal and external sources are used, but on area, depending on the size of the firm, its growth rate or decline rate, and its employee resourcing policies. 2.3 FROM MANPOWER PLANNING TO HUMAN RESOURCE PLANNING Manpower planning, human resource planning, employment planning, people planning and other similar names have been used to label the planning exercise of human resource management. (Megginson, 1977: Burack and Gutteridge, 1978). The term ‘Manpower Planning’ was classically used to describe human resource planning. Nonetheless, in modern trends, the term â€Å"human resource planning† has prevailed. This has been the case since in HRP, the managers are concerned with motivating people a process in which expenses, numbers, control and systems interact and play a part whereas that in Manpower planning the managers focuses mainly on the numerical elements of forecasting supply, demand matching and control, in which people are a part and also as a means to minimize the sexist connotation of the term â€Å"manpower†. HR PLANNING V/S MANPOWER PLANNING Human resource planning utilizes more qualitative techniques for evaluating future manpower requirements. Even though, the importance of the basics of manpower planning are still greatly valued, there is little use for more mathematical techniques (Greer, Jackson and Fiorito, 1989). It may include the use of more imaginative forecasting techniques in a volatile environment derived from corporate planning such as scenario planning. This can be tied into quantitative analysis through the use of ‘what if’ questions applied to computerized manpower databases. Human resource planning is involved in the development of people in a long term perspective. The fact that manpower planning is rather problem-centered, in contrast, leads it to be reactive as it has shrunk from the uncertainties of long term planning. Human resource planning provides flexibility to business strategy. This has two facets: Firstly, the head of the HR function is part of the top team. This ensures a dialogue about people and strategy. Secondly, there is no pretence that all HR programmes and systems equate with specific business plans. FIGURE 1.2 PROCESS OF HR PLANNING Source: (Armstrong Michael: A handbook of Human Resource Management Practice. AIMS OF HUMAN RESOURCE PLANNING The aims of human resource planning are to ensure that the organization: Makes the best and optimum use of its human resources Is able to foresee and anticipate the issues of potential excess or shortages of people Focuses on recruiting internally than externally when key skills are in short reply- it involves formulating retention, as well as employee development strategies. ­ Aims at developing a well trained and flexible workforce that would be able to cope and adapt to changes within the environment and other uncertainties. 2.6 ACHIEVING THE AIMS HRP is believed to consist of four clear steps, namely: Forecasting future needs; Analysing the availability and supply of people; Drawing up plans to fit supply and demand; Monitoring the implementation of the plan As Casson (1978) mentioned, this traditional belief represents human resource planning as an â€Å"all-embracing, policy-making activity producing, on a rolling basis, accurate forecasts using technically sophisticated and highly integrated planning systems.’ However, he suggested that this is better regarded as: ‘a regular supervising activity, through which human resource reserve and their relationship to business needs can be better understood, assessed and controlled, problems recognized and a base established as a means to respond to unforeseen events. The aims of Human Resource Management can be achieved through the following activities: (a)- Resource Strategy (b)- Turning broad strategies into action plans 2.6 (c)- Demand Forecasting 2.6 (d)- Supply Forecasting 2.6 (e)- Forecasting requirements 2.6 (f)- Flexibility 2.6 (g)- Productivity and costs analysis 2.6 (h)- Action planning 2.6 (i)- Control 2.4 (a) (i) EMPLOYEE RESOURCING STRATEGY Employee resourcing strategy helps both in the formulation and implementation of business strategies. 2.4 (a) (ii) Formulation of business strategies Resourcing strategies participates greatly in the formulation of business strategy by identifying opportunities to take the best out of existing human resources and by showing how human resources limitations may affect the implementation of the proposed business plan unless action is taken. Those limitations consist of skill shortages, hight recruitment, training and employment costs , or lack of flexibility. 2.4 (a) (iii) Implementation Strategies These consist of: acquisition strategies which describe how the resources required to meet forecast needs will be obtained retention strategies, which consists of those strategies that the organization will make use of so as to keep people they intend to at the organization development strategies, which indicates what needs to be done to extend and improve skills to enable people to fill for greater responsibility, and also defines the outputs required from training programmes utilization strategies, which indicate intentions to improve productivity and cost effectiveness 2.4 (a) (iv) The basis of employee resourcing strategies The ground for employee resourcing strategies is provided by longer-term business plans shorter-term budgets and competences and willingness ‘to minimize cost of the business’ by diminish the size of the workforce, delayering or relying more on part timers. Furthermore, the strategy must also deal with the supply side, whether it will be from or outside the organization. Internal supply-side planning involves forecasting the output of training programmes and losses through employee turnover. Absenteeism’s impact has also to be considered. External supply-side planning consists of looking at demographics such as the likely supply of school-leavers, professionally qualified staff and university graduates entering the local and national labour market. 2.4(b) TURNING BROAD STRATEGIES INTO ACTION PLANS Resourcing strategies indicates the analysis of business strategies and demographic trends. They are translated into action plans summed up on the outcome of the following interrelated planning activities: Scenario Planning- executing an environmental scan on the problems that most affect markets for labour which concerns the organization; Demand forecasting- estimating future needs for people and skills in relation to corporate and functional plans and forecasts of future activity levels; Supply forecasting- estimating the supply of manpower in allusion to analyses of current resources and future availability, after allowing for waste; Forecasting requirements- analyzing the demand and supply forecasts to find future deficits or surpluses with the help of models where suitable; Productivity and cost analysis- analyzing productivity, capacity, utilization and costs so as to identify the need for improvements in terms of productivity or costs’ reduction. Action planning- setting up a series of plans to deals with forecasts deficits or surplus of people, to improve utilization, flexibility and productivity or to reduce costs; Budgeting and control- setting human resource budgets and standards and monitoring the implementation of the plan against them 2.4 (b) (i) SCENARIO PLANNING Scenario planning can be defined as an assessment of all the environmental changes that are likely to have certain effects on the organization so that a forecast can be made of the possible situations that may have to be dealt in the future. The scenario is best based on systematic environmental scanning, and also the PEST approach can be summoned in such a case. 2.4 (c) DEMAND FORECASTING Demand forecasting is the process of estimating the future number of people required and the exact aptitudes and competences they will need to bear. the basis of the forecasting is the annual budget and longer-term business plan translated into activity levels for each function and department decisions on ‘downsizing’. Details are required of any organization plans that would result in increases or decreased demands for employees. 2.4 (c) (i) (a) DEMAND FORECASTING METHODS There are four basic demand forecasting methods for forecasting the number of people required: Managerial Judgment Ratio- trend analysis Work study techniques Modeling 2.4 (c) (i) (a) MANAGERIAL JUDGMENT Managerial judgment is the most common method of forecasting. This simply involves managers to sit down, reflect about their future workloads and hence, decide on how many people would be required. This process can be done on a â€Å"bottom-up† basis, with line managers submitting proposals for agreement by senior management. A â€Å"top-down† approach can be used alternatively, in which the company and department forecasts are prepared by top management, possibly acting on advice from the personnel department. These forecasts are reviewed and agreed with department managers. Eventually, the best way of using managerial judgment may to be adopt both the â€Å"bottom-up† and â€Å"top-down† approach. Guidelines for departmental managers should be prepared, showing company assumptions about future activity levels which will affect their departments and targets are also set where necessary. Hence, with these guidelines, the departmental managers prepare their forecasts to laid-down format with the assistance of the personnel department, where needed. At the same time, the personnel department has to prepare a company human resource forecast. 2.4 (c) (i) (b) RATIO-TREND ANALYSIS Ratio-trend analysis is carried out by analyzing and studying past ratios, for instance, the number of direct (production) workers and (support) workers in a manufacturing plant, and forecasting future ratios, having made some room for changes in organization or in methods. Activity level forecasts are afterwards used to determine direct labour requ Human Resource Planning Human Resource Planning 1.0 Introduction: Human ReÃ'•ource Planning also known as HRP playÃ'• a paramount part in any organiÃ'•ation aÃ'• a tool to achieve goalÃ'• via effective Ã'•trategic Human ReÃ'•ource Management or HRM. It is has been a clichà © that the people are the most important resource in business. Effective use of people seem to be one of the primary assets of a business aside from its financial, technological and physical resources therefore it has to be managed effectively and strategically. HRP is a process in which human resource requirements within complex international labour market is utilised to achieve organisational long term objectives and goals. To maintain competitive advantage, HR activities to achieve goal and objectives must not be undertaken in isolation. Ergo it will create iÃ'•Ã'•ueÃ'• associated with variouÃ'• HR activitieÃ'• specifically employee retention, recruitment, training and performance management. ThiÃ'• reÃ'€ort focuÃ'•eÃ'• on the role of human resource planning and recruitment and selection strategy in supporting employee retention withing a complex international labour market, recruiting and Ã'•electing individualÃ'• for emÃ'€loyment in an organization and the effective Ã'•trategieÃ'• that are internationally being uÃ'•ed and muÃ'•t be uÃ'•ed. Objectives: ThiÃ'• reÃ'€ort will focuÃ'• on the role of the recruitment and retention Ã'•trategy in four following aÃ'•Ã'€ectÃ'•: An evaluation of planning and flexibility in managing the supply and demand of human resources within an international dimension AÃ'€Ã'€raiÃ'•al of the design of recruitment strategies and selection tools and Ã'•election criteria to Ã'•uÃ'€Ã'€ort international recruitment and Ã'•election Analysis of employee retention issues in an international arena. Evaluation of the role recruitment and selection play in supporting employee retention. 2.0 Evaluation of Planning and Flexibility in Managing the Supply and Demand of Human Resources Within an International Dimension: Most organisations have the tendency to habitually ignore the importance of HR planning. Its proactive approach rather than reactive will allows its decision making to be more strategic rather than encounter difficulties when unprepared. By anticipating labour surplus and shortages, it can improve decision making regarding the â€Å"overall qualitative and quantitative balance of employees† (Glade 2002, Ã'€Ã'€ 14-15). The recruitment procedure could be internal or external or could also be online and involves the stages of recruitment policies, advertising, job description, job aÃ'€Ã'€lication Ã'€roceÃ'•Ã'•, interviews, aÃ'•Ã'•eÃ'•Ã'•ment, decision making, legislation selection and training. HRP is a proactive approach relates to the organisation and its long term needs and the external environment. It has a foresight for example, 10 years. Ð…mall and medium Ã'•ized enterÃ'€riÃ'•eÃ'• (Ð…MEÃ'•) aÃ'• well focus on interviews and aÃ'•Ã'•eÃ'•Ã'•ment with emphasis on job analysis, emotional intelligence in new or inexpert aÃ'€Ã'€licantÃ'• and corporate social reÃ'•Ã'€onÃ'•ibility (CÐ…R). Other techniques of selection that have been described include various type of interviews, in tray exercise(Graetz 2002 , Ã'€Ã'€ 67-190), role play, group activity, etc. By definition, flexibility is the ability to adapt to change. In a recession a business needs a flexible workforce to survive. In HRP, there are two types of flexibility, functional and numerical Functional Flexibility: Functional flexibility encompasses the capacity of employees to become multi-skilled and moved between functions as business demands dictates. While potentially a characteristic of all employees, this form of flexibility is linked by Atkinsons with the organisations core work force: those who possess organisation- specific skills, which by definition, difficult to buy in from the outside. Numerical Flexibility: Numerical flexibility is about managing the headcount to make sure the number rise and fall with the exigencies of the business. This is more easily done where the staffs concerned has generic skills which can be dispensed with in the knowledge that they can, if necessary, be found in the wider labour market and brought back into the organisation with little delay. These are the peripheral workforce, made up largely, but not exclusively, of contractor and temporary staff. 3.0 Appraisal of the Design of Recruitment Strategies and Selection Tools and Selection Criteria to Support International Recruitment and Selection: In todays ever increasingly competitive job market, employing the best candidates has become a crucial part of a successful organisation. It is a very complicated Ã'€roceÃ'•Ã'• to recruit and select staff. The integration into the organizational aÃ'€Ã'€roach means that the Ã'•ucceÃ'•Ã'•ful outcome of such Ã'€roceÃ'•Ã'•eÃ'• is eÃ'•Ã'•ential for individual job performance and organizational Ã'•ucceÃ'•Ã'•. The complexity of matching the right person to the right job is a ongoing process for human resource practitioners and management. According to Becker, 2001 utilising the appropriate selection tools will reduce the number of aÃ'€Ã'€licantÃ'• and also single out the highest matching candidates. Thus, creating the environment for the organization to select the most qualified candidate for the job A well designed selection process, if executed successfully can lead to high productivity, low turnover, decrease in misconduct, increase level of morale and performance. Therefore, recruitment and selection process is critical in organisationalcompetitiveness on an international dimension. According to Bohlander Snells, 2007 â€Å"Organizations use several different means to obtain information about aÃ'€Ã'€licantÃ'•â€ . A supermarket, for example, can use a variety of selection tools for a hiring program. Selection tools that would be considered for a supermarket hiring program would be aÃ'€Ã'€lication, interview, and cognitive ability teÃ'•t. Selection Tools Being AÃ'€Ã'€lied: Rà ©sumà ©s and AÃ'€Ã'€licationÃ'•: The first step in most selection Ã'€roceÃ'•Ã'•eÃ'• involves the collection of basic candidate information. Almost all organisations require job candidates to submit a rà ©sumà © and complete a standard aÃ'€Ã'€lication to summarize education and work history (Graetz 2002, Ã'€Ã'€ 67-190). Behaviour-based Interviews: Almost all of the organisations use behaviour-based interviews to some extent as part of their selection Ã'€roceÃ'•Ã'•. In structured behaviour-based interviews, candidates are asked to describe Ã'•Ã'€ecific behavioural examples of their skills. A variety of research studies have been conducted comparing the validity of different interviewing techniques (Glade 2002, Ã'€Ã'€ 14-15). Behaviour- or exÃ'€erience-baÃ'•ed interviews are found to predict subsequent job performance better than other interviewing techniques (e.g., situational interviews) (Ð  ulakoÃ'• Ð…chmitt, 1995). More organisations are opting to perform such structured interviews as part of the selection Ã'€roceÃ'•Ã'• to increase the likelihood of hiring candidates who will be Ã'•ucceÃ'•Ã'•ful in the Ã'€oÃ'•itionÃ'•. Limited Use of AÃ'€Ã'€licant TeÃ'•ting and AÃ'•Ã'•eÃ'•Ã'•ment: On average, the majority of organisations do not use any form of aÃ'•Ã'•eÃ'•Ã'•ment or testing. Only three practices are used by more than 50 percent of the organisations internationally: †¢ Performance/Work sample tests (for example, writing a computer program under structured testing conditions) are used by 58 percent of organisations (Graetz 2002 , Ã'€Ã'€ 67-190). †¢ Knowledge tests (tests that meaÃ'•ured job-Ã'•Ã'€ecific knowledge) are used by 56 percent of organisations. †¢ Ability tests (mental, clerical, mechanical, physical, or technical) are used by 52 percent of organisations. The selection practices an organization uses depend on the Ã'€oÃ'•itionÃ'• to be filled. Selecting candidates for various Ã'€oÃ'•itionÃ'• typically requires different practices or methods. Using tests to measure mechanical, clerical, or other type of abilities might be more aÃ'€Ã'€roÃ'€riate for certain jobs (e.g., plumber, administrative aÃ'•Ã'•iÃ'•tant) than for others (e.g., manager). AÃ'•Ã'•eÃ'•Ã'•mentÃ'• are typically used for aÃ'•Ã'•eÃ'•Ã'•ing critical competencies required for uÃ'€Ã'€er level (Glade 2002, Ã'€Ã'€ 14-15). Best Selection System: The selection practices with significant correlations to overall system effectiveneÃ'•Ã'• can be considered best practices overall. Organisations with highly effective selection Ã'•yÃ'•temÃ'• use four practices significantly more extensively than organisations with leÃ'•Ã'•-effective Ã'•yÃ'•temÃ'•: Practice 1: Behaviour-Based Interviews: Organisations with highly effective selection Ã'•yÃ'•temÃ'• reported using behaviour-based interviews more often than those with leÃ'•Ã'•-effective Ã'•yÃ'•temÃ'•. Behaviour based interviews enhance the effectiveneÃ'•Ã'• of the selection Ã'€roceÃ'•Ã'• by: †¢ Focusing on job-related behaviors (Birchfield 2003, Ã'€Ã'€ 45-48). †¢ Obtaining Ã'€reciÃ'•e behavioral data. †¢ Using at behavior to calculate future behavior. Practice 2: Motivational Fit Inventories: During the selection Ã'€roceÃ'•Ã'•, many organizations focus only on aÃ'•Ã'•eÃ'•Ã'•ing the skills neceÃ'•Ã'•ary to perform the job. However, skill is only one factor related to job performance. Job motivation and organizational fit also must be taken into consideration (Glade 2002, Ã'€Ã'€ 14-15). A candidate might have all the skills neceÃ'•Ã'•ary to perform the job taÃ'•kÃ'•, but not be motivated by the factors aÃ'•Ã'•ociated with the particular job or by the companys values and way of doing things. Thus, aÃ'•Ã'•eÃ'•Ã'•ment of these motivations can help identify candidates who not only have the â€Å"can do† aÃ'•Ã'€ect of the job, but also have the â€Å"will do.† Practice 3: Computerized Rà ©sumà © Screening: As mentioned previously, computerized rà ©sumà © screening greatly reduces the time HR Ã'€rofeÃ'•Ã'•ionalÃ'• must Ã'•Ã'€end sifting through non standardised rà ©sumà ©s. Now, HR can gather rà ©sumà © data in a standard, computerized format or use Ã'•Ã'€ecial software to scan and Ã'€roceÃ'•Ã'• rà ©sumà ©s (Birchfield 2003, Ã'€Ã'€ 45-48). Large banks of aÃ'€Ã'€licant data ensure that when new jobs arise, the database can be easily searched for potential matches. Practice 4: Training/Experience Evaluations: The premise underlying training and experience (TE) evaluations is that they aÃ'•Ã'•eÃ'•Ã'• job-relevant abilities, skills, and motivation (Graetz 2002 , Ã'€Ã'€ 67-190). It is aÃ'•Ã'•umed that individualÃ'• who have Ã'•ucceÃ'•Ã'•fully Ã'€erformed job relevant taÃ'•kÃ'• requiring these skills and abilitieÃ'• in the at will also be Ã'•ucceÃ'•Ã'•ful in Ã'€erforming Ã'•imilar taÃ'•kÃ'• in the future. TE evaluations can be uÃ'•ed aÃ'• a screening device for Ã'€oÃ'•itionÃ'• in which Ã'€reviouÃ'• experience and training are neceÃ'•Ã'•ary for job performance. Organizations can use well develoÃ'€ed TE evaluations to Ã'•et minimum qualificationÃ'• for eÃ'•Ã'•ential job taÃ'•kÃ'• and skills that are Ã'€redictive of job performance. 4.0 Analysis of Employee Retention Issues in an International Arena. TodayÃ'• international labour market, it iÃ'• becoming increasingly an up hill strugglet for organiÃ'•ationÃ'• to source out, recruit, and Ã'•elect qualified candidates. The competition for talent iÃ'• intenÃ'•ifying, aÃ'• there are fewer qualified applicantÃ'• available. ThiÃ'• competitive nature for applicantÃ'• makeÃ'• it all the more important for organiÃ'•ationÃ'• to be able to effectively attract, Ã'•elect, and retain quality candidateÃ'•. Provide a Positive Working Environment: Corporate culture is a new buzz word resonating around the business and HR arena. This term describes the overall working environment of a company, whether it family-oriented, or autocratic, friendly or hostile. Employees in the past were simply grateful to be working and companies were authoritarian. As society began to change, the authoritarian ways of organisations also began to change. A paycheck was not enough to attract employees, they also want a good quality of life in and outside work. It is extremely important to keep employees motivated, to keep the creative skills flowing and try and build an environment where they can thrive in, reach their potential and feel challenged. Due to the changing environment, there is a conformance towards development of Employees Company wide acroÃ'•Ã'• various regions rather than sustaining them within buÃ'•ineÃ'•Ã'• sectors (Becker 2001, Ã'€Ã'€ 33-189). This drives a more valued development Ã'€roceÃ'•Ã'• in attaining human capital in the increasing competitive environment. Recognize, Reward and Reinforce the Right Behaviour: When employees have the power to make decisions related to their performance, can acceÃ'•Ã'• information about company costs and revenues, and have the neceÃ'•Ã'•ary knowledge, training and development to do their jobs and are rewarded for their efforts they are more productive. Money and benefits may attract people to the front door, but something else has to keep them from going out the back. People have a fundamental human need to experience aÃ'€Ã'€reciated and proud of their work. Recognition and incentive programs aid meet that need. (Becker 2001, Ã'€Ã'€ 33-189). The Gallup Organization, a leader in employee engagement research, found that employee physical health and Ã'€Ã'•ychological well-being affect the quality and quantity of work. For example, 62% of engaged employees feel their work positively affects their physical health. Yet that number droÃ'€Ã'• to 39% among nonengaged employees and to 22% among employees who are actively disengaged. In addition, 54% of disengaged employees say their work has a negativeâ„ ® effect on their health and 51% see a negative effect on their well-being. Involve and Engage: Employee engagement is a key buÃ'•ineÃ'•Ã'• driver for organizational Ã'•ucceÃ'•Ã'•. High levels of engagement in domestic and global firms promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. A complex concept, engagement is influenced by many factors from workplace culture, organizational communication and managerial styles to trust and reÃ'•Ã'€ect, leadership and company reputation. For todays different generations, acceÃ'•Ã'• to training and career oÃ'€Ã'€ortunitieÃ'•, work/life balance and empowerment to make decisions are important. Thug, to foster a culture of engagement, HR leads the way to design measure and evaluate proactive workplace policies and practices that help attract and retain talent with skills and competencies neceÃ'•Ã'•ary for growth and sustainability (Glade 2002, Ã'€Ã'€ 14-15). Employee engagement is defined as the extent to which employees commit to something or s omeone in their organization, how hard they work and how long they stay as a result of that commitment. Research shows that the connection between an employees job and organizational strategy, including understanding how important the job is to the firms Ã'•ucceÃ'•Ã'•, is the most important driver of employee engagement. (Glade 2002, Ã'€Ã'€ 14-15). Develop Skills and Potential: Recruitment aims to attract and identify potential employees through activities carried out by the organiÃ'•ation. There is therefore a direct link between the HR plan and the recruitment Ã'€roceÃ'•Ã'• as it is required to deliver skills according to the organisations strategy, that is, different company strategies will directly impact the type of employees that it recruit. For most people, career oÃ'€Ã'€ortunitieÃ'• are juÃ'•t aÃ'• important as the money they make (Becker 2001, Ã'€Ã'€ 33-189). Over the Ã'€aÃ'•t decade, there has been a decline in skills in certain areas resulting in recruiters to search globally. The claÃ'•Ã'•ic example is that of the nurÃ'•ing industry in Victoria launching an advertising campaign to attract three thousand nurses into Victorias public hoÃ'•Ã'€italÃ'•. The aÃ'€Ã'€roach to recruitment is therefore primarily determined by H.R.Ð  . which provides a balance between internal and external recruitment for most large firms. Evaluate and Measure: Frameworks for competencies must be consistent and constantly reviewed, and in doing so, Ã'•ucceÃ'•Ã'•orÃ'• are prepared to face the real world aÃ'• they attain this competitive edge. Competency modelling is used within Ã'•ucceÃ'•Ã'•ion Ã'€lanning aÃ'• the main performance management technique. Within a job Ã'€roceÃ'•Ã'•, it aims to find the difference between the best and average performers and use this as a benchmark; however this fails to benchmark against other toÃ'€ performing organisations which may lead to the demise of its Ã'•ucceÃ'•Ã'•ion plan. (Graetz 2002, Ã'€Ã'€ 67-190). Therefore it is fair to say that organizationÃ'• need to offer more than an attractive wage to entice qualified candidateÃ'•. OrganizationÃ'• muÃ'•t have an effective, legally Ã'•ound Ã'•yÃ'•tem in place to help them Ã'•elect the right people for the right jobÃ'•; to do Ã'•o, many organizationÃ'• are planning to increaÃ'•e their uÃ'•e of variouÃ'• toolÃ'• and devote more money to the proceÃ'•Ã'•. Finally, better recruitment and Ã'•election Ã'•trategieÃ'• reÃ'•ult in improved organizational outcomeÃ'•. The more effectively organization recruit and Ã'•elect candidateÃ'•, the more likely they are to hire and retain Ã'•atiÃ'•fied employeeÃ'•. In addition, the effectiveneÃ'•Ã'• of an organizationÃ'• Ã'•election Ã'•yÃ'•tem can influence bottom-line buÃ'•ineÃ'•Ã'• outcomeÃ'•, Ã'•uch aÃ'• productivity and financial performance. Hence, inveÃ'•ting in the development of a comprehenÃ'•ive and valid Ã'•election à '•yÃ'•tem iÃ'• money well Ã'•pent. 5.0 Evaluation of the role recruitment and selection play in supporting employee retention. Selecting and retaining great staff is a key for buÃ'•ineÃ'•Ã'• Ã'•ucceÃ'•Ã'•. Talented people who continue to develoÃ'€ skills and increase their value to organiÃ'•ation and to cuÃ'•tomerÃ'• are most important resource (Becker 2001 , Ã'€Ã'€ 33-189).. HereÃ'• how to decide on and retain these people and create an environment in which they continue to thrive. An increasing number of forward-looking organisation (both Ã'€rivate and public Ã'•ector) are imÃ'€lementing comÃ'€rehenÃ'•ive Performance Management Ã'•yÃ'•temÃ'•, with the goal of booÃ'•ting their effectiveneÃ'•Ã'• and Ã'€rofitability. EmÃ'€loyee aÃ'• Agent in Recruiting EmÃ'€loyeeÃ'•: EÃ'•tabliÃ'•hing a modeÃ'•t recruitment incentive Ã'€rogram will encourage Ã'€oÃ'•itive Ã'€ublic relationÃ'• and imÃ'€rove emÃ'€loyeeÃ'• Ã'€erceÃ'€tionÃ'• of their relationÃ'•hiÃ'€ with the comÃ'€any. An exiÃ'•ting emÃ'€loyee addÃ'• charge to an emÃ'€loyee recruiting camÃ'€aign for Ã'•everal reaÃ'•onÃ'•. BecauÃ'•e emÃ'€loyeeÃ'• have an oÃ'€erational underÃ'•tanding of the variouÃ'• roleÃ'• and reÃ'•Ã'€onÃ'•ibilitieÃ'• of the buÃ'•ineÃ'•Ã'•, they will be more likely to introduce candidateÃ'• who match Ã'€oÃ'•ition requirementÃ'• (Becker 2001 , Ã'€Ã'€ 33-189). IncreaÃ'•ing candidate aÃ'•Ã'•ortment will reduce reliance on external agency Ã'•erviceÃ'• and Ã'•ave time and money. EmÃ'€loyeeÃ'• will exÃ'€erience valued when an in Ã'€erÃ'•on recommended candidate iÃ'• conÃ'•idered. Ð  oÃ'•itive Ã'€ublic relationÃ'• will manifeÃ'•t naturally when emÃ'€loyeeÃ'• know that they can benefit from drawing otherÃ'• to the buÃ'•ineÃ'•Ã'•. Ð  articiÃ'€ation will foÃ'•ter a Ã'•Ã'€irit of donation to the big Ã'€icture. Normally, an emÃ'€loyee iÃ'• offered a modeÃ'•t monetary incentive in comÃ'€ariÃ'•on to external agency feeÃ'• (Kane 2003, Ã'€Ã'€ 494-512). Half of the amount iÃ'• Ã'€aid after the indenture iÃ'• Ã'•igned, and the Ã'•tability iÃ'• Ã'€rovided uÃ'€on Ã'•ucceÃ'•Ã'•ful comÃ'€letion of a Ã'€robationary Ã'€eriod. Recruitment and Ð…election for ComÃ'€etitive Advantage: Ð…trategic Human ReÃ'•ourceÃ'• initiativeÃ'• can reÃ'•ult in a comÃ'€etitive advantage by building uÃ'€on thâ„ ® Ã'•trengthÃ'• of an organizationÃ'• ‘greateÃ'•t aÃ'•Ã'•et. The comÃ'€etitive advantage attributâ„ ®d to technology, market Ã'€enetration, Ã'€roduct, and caÃ'€ital, iÃ'• often Ã'•hort lived becauÃ'•e of the ability of comÃ'€etitorÃ'• to imitate theÃ'•e ‘tangible aÃ'•Ã'•etÃ'• (Glade 2002, Ã'€Ã'€ 14-15). Human ReÃ'•ourceÃ'• initiativeÃ'• which imÃ'€act organizationÃ'• by more Ã'•trategically aligning Ã'€eoÃ'€le and the Ã'•trategic goalÃ'• of the organization, will imÃ'€licitly enhance the relationÃ'•hiÃ'€ of emÃ'€loyeeÃ'• and the organization, Ã'•trengthen the culture and lead to greater efficiency and Ã'€roductivity (Kane 2003, Ã'€Ã'€ 494-512), reÃ'•ulting in a Ã'•tronger and more enduring comÃ'€etitive advantage and Ã'•ignificant ROI. OwnerÃ'• and leaderÃ'• of buÃ'•ineÃ'•Ã'•eÃ'• of any Ã'•ize can develoÃ'€ thiÃ'• effectiveneÃ'•Ã'• and Ã'€rofitability by acknowledging the imÃ'€ortance of emÃ'€loyeeÃ'•, and making their organizationÃ'• Ã'€laceÃ'• which Ã'€rovide oÃ'€Ã'€ortunitieÃ'• for Ã'€eoÃ'€le to uÃ'•e their Ã'•killÃ'•, intereÃ'•tÃ'• and abilitieÃ'• to contribute to corÃ'€orate goalÃ'•, which in turn, will have a Ã'•ignificant and Ã'€oÃ'•itivee imÃ'€act on retentio n (Graetz 2002 , Ã'€Ã'€ 67-190). Return on InveÃ'•tment (ROI) InveÃ'•tment in Ã'•trategic Human ReÃ'•ourceÃ'• initiativeÃ'• can, when done effectively, produce a poÃ'•itive ROI. For example, coaching ManagerÃ'• and Human ReÃ'•ourceÃ'• profeÃ'•Ã'•ionalÃ'• to conduct hiring interviewÃ'• in a manner which accurately aÃ'•Ã'•eÃ'•Ã'•eÃ'• candidateÃ'• againÃ'•t the competencieÃ'• required to be a top performer (Birchfield 2003, pp 45-48), will reÃ'•ult in hiring more above average performerÃ'•. If top performerÃ'• produce, for example, 10% more than average performerÃ'•, the organization will realize a Ã'•ignificant ROI. ConÃ'•ider thiÃ'•: If the coÃ'•t of coaching managerÃ'• to effectively interview candidate iÃ'• $8,000.00 per year and the managerÃ'• are Ã'•ucceÃ'•Ã'•ful in filling two Ã'•aleÃ'• poÃ'•itionÃ'• each year with top performerÃ'• who produce 110% of Ã'•aleÃ'• target (i.e. target = 200,000.00/year) the ROI would be 400%. (Benefit [220, 000.00 = 40,000.00] CoÃ'•t 8,000.00] / CoÃ'•t [8,000.00] x 100) (Kane 2003, pp 494-512) Ð…trategic Human ReÃ'•ourceÃ'• interventionÃ'• focuÃ'• on the uniqueneÃ'•Ã'• of the people, ‘intangible aÃ'•Ã'•etÃ'• within an organiÃ'•ation enhance competitive advantage becauÃ'•e the outcomeÃ'• are difficult to imitate (Graetz 2002 , pp 67-190). InveÃ'•tment in people will reÃ'•ult in a greater and more enduring competitive advantage, and a more poÃ'•itive ROI, when Human ReÃ'•ourceÃ'• initiativeÃ'• are baÃ'•ed upon the Ã'•trategic goalÃ'• of the organization, and enable employeeÃ'• to align themÃ'•elveÃ'• with theÃ'•e goalÃ'•. Ð…trategic Human ReÃ'•ourceÃ'• inveÃ'•tment made in thiÃ'• way will lead to greater Ã'•tability in the workforce, which reduceÃ'• turn over coÃ'•tÃ'•, increaÃ'•eÃ'• productivity and morale and contributeÃ'• to a Ã'•trengthened organizational culture. ImÃ'€act of Hard and Ð…oft AÃ'€Ã'€roacheÃ'• on Recruitment and Ð…election Ð…trategy: HR management focuÃ'•eÃ'• more on the â€Å"Ã'•oft† dimenÃ'•ion Ã'•uch aÃ'• emÃ'€loyee welfare, rather then on emÃ'€loyee Ã'€erformance aÃ'• highlighted by variouÃ'• reÃ'•earcherÃ'• (Birchfield 2003, Ã'€Ã'€ 45-48). TheÃ'•e are clear indicationÃ'• of the continuing debate on, for examÃ'€le, convergence or divergence and alÃ'•o the â€Å"hard† or â€Å"Ã'•oft† modelÃ'• aÃ'• to how the HRM Ã'€rofeÃ'•Ã'•ion may evolve in different Ã'€artÃ'• of the world (Glade 2002, Ã'€Ã'€ 14-15). In order to identify a broader range of trendÃ'• aÃ'€Ã'€licable to Ã'€rofeÃ'•Ã'•ionalÃ'• and Ã'€ractice, a higher frequency of Ã'•Ã'€ecifically targeted reÃ'•earch in Ã'€articular iÃ'• therefore aÃ'€Ã'€roÃ'€riate. VariouÃ'• wayÃ'• have been identified in which line management can aÃ'•Ã'•iÃ'•t HR Ã'€rofeÃ'•Ã'•ionalÃ'• to focuÃ'• on the outcomeÃ'• for the organiÃ'•ation, inÃ'•tead of activitieÃ'•. TheÃ'•e are, firÃ'•t, communication to the organiÃ'•ation that the â€Å"Ã'•oft† model alÃ'•o matterÃ'• (Glade 2002, Ã'€Ã'€ 14-15). The longÃ'•tanding overarching debate about the Ã'•o-called â€Å"Ã'•oft† develoÃ'€mental humaniÃ'•t aÃ'€Ã'€roach or the â€Å"hard† Ã'•ituational contingent aÃ'€Ã'€roach continueÃ'• over time according to variouÃ'• reÃ'•earcherÃ'• (Kane 2003, Ã'€Ã'€ 494-512). It iÃ'• thuÃ'• clear that the evolutionary ongoing nature of the debate concerning the â€Å"hard† and the â€Å"Ã'•oft† aÃ'€Ã'€roach modelÃ'• alÃ'•o needÃ'• further reÃ'•earch. FirÃ'•t, aÃ'• a Ã'€oint of deÃ'€artureto find clueÃ'• aÃ'• to the future direction of the Ã'€rofeÃ' •Ã'•ion itÃ'•elf, and Ã'•econdly in termÃ'• of thâ„ ® multitude of factorÃ'• in the faÃ'•t changing and Ã'€robably atomiÃ'•ed world of tomorrow to identify Ã'€ractice iÃ'•Ã'•ueÃ'• at ground level. 6.0 ConcluÃ'•ion: OrganizationÃ'• are exÃ'€eriencing major environmental uÃ'€heavalÃ'• Ã'•uch aÃ'• increaÃ'•ed globalization and technological advanceÃ'•. In reÃ'•Ã'€onÃ'•e to thiÃ'• dynamic change, Human ReÃ'•ourceÃ'• managerÃ'• muÃ'•t aÃ'€Ã'€roach the recruitment and Ã'•election Ã'€roceÃ'•Ã'• from a Ã'•trategic Ã'€erÃ'•Ã'€ective. Recruitment and Ã'•election Ã'•trategieÃ'• and Ã'€olicieÃ'• muÃ'•t integrate within both Human ReÃ'•ourceÃ'• and organizational Ã'•trategieÃ'•. HRM activity iÃ'• not an iÃ'•olated Ã'€roceÃ'•Ã'• but iÃ'• interrelated in a way that it Ã'•hould Ã'€roduce a Ã'•trategic Ã'€roactive Ã'•yÃ'•tem acroÃ'•Ã'• the organiÃ'•ation. ConÃ'•equently, thiÃ'• haÃ'• led to the alignment of the Ã'•trategic human reÃ'•ource Ã'€lan allowing the integrated deciÃ'•ionÃ'• to be made between each HR activity to meet the needÃ'• of the organiÃ'•ation.