Business study Essay Example | Topics and Well Written Essays - 2000 words

Business study - Essay Example This paper evaluates the effect that the European Union has on employee relations in the EU member states and specifically the United Kingdom. Organizations and HRM specialists have to realize that laws formulated at the EU level are superior to the domestic laws of the member states. This is relevant to employment legislation just as much as legislation in every other area. What is encouraging is that the EU incorporates the bodies that are tasked with formulating policies in the member states in the making of legislations that affect all the member states. Of course, the British government can continue to make any social and employment laws that it wants to implement domestically if they do not undermine the requirements laid down by the EU law (Morris, Willey, & Sachdev, 2002). Starting from the late 1950s, the European Union has developed with stages of great activity followed by times of standstill. In essence, the Maastricht Treaty of 1991, which altered the issue of the European Economic Community to the European Union, marked the start of an active phase towards a deeper and bigger Europe. In 1992, the European Economic Area was characterized by accord on eastern expansion and 1995 saw Austria, Finland, and Sweden becoming fully pledged members of the EU. The Intergovernmental Conference (ICG) came into effect in March 1996, and agreed at Maastricht to offer prolongation of this active phase (Timming, 2007). The ICG is tasked with a triple mandate of reforming the EU decision-making and organizations, extending EU responsibility for mutual foreign and defence policies, and enhancing collaboration on immigration, safe haven, military and other home affairs matters. At the same breath, the EU needs to go on with balancing common financial interests with national and sectorial economic interests. Central to the achievement of political

IRAC Brief Essay Example for Free

IRAC Brief Essay According to United States District Court District of Massachusetts Civil Action 11-10313-GAO (2013), Anderson, Silva, Johnson and Funches contracted through a limited liability company by the name of SLS to perform delivery services work on behalf of HDA (United States District Court District of Massachusetts, 2013). Plaintiffs Case Each driver was provided with their truck Trucks provided to the contractors bore Sears Logo Uniforms bore both Sears and HDA logos Each driver hired their helpers and paid their helpers directly Drivers worked full-time and solely for HDA (while under contract) (United States District Court District of Massachusetts, 2013) HDAs Argument Plaintiffs contracted through SLS and not directly with HDA as individuals; therefore, HDA should not be a litigant in this case Mass. Gen. Laws ch. 149,  § 148B is preempted by the Federal Aviation Administration Authorization Act, 49 U.S.C (See Case 1:11-cv-10313-GAO Document 99 Filed 12/30/13 Page 3 of 5) (United States District Court District of Massachusetts, 2013) IRAC Issue: The issues below are the reasons this case has been brought to court. The court must provide the answers to these reasons in order to begin the rule assessment portion of IRAC (1) Were the plaintiffs (Anderson, Silva, and Funches) misclassified as independent contractors by HAD? (2) Were deductions taken from plaintiff’s wages in violation of wage laws? Rules Below are the rules found in Mass. Gen. Laws ch. 149,  § 148B. These rules must be applied to the facts of the case to assess the fault or culpability of the litigants. Below is cited via United States District Court District of Massachusetts Civil Action 11-10313-GAO (2013). (1) The individual is free from control and direction in connection with the (2) Performance of the service, both under his contract for the performance of service and in fact; and the service is performed outside the usual course of the business of the employer; and (3) The individual is customarily engaged in an independently established trade, occupation; profession or business of the same nature as that involved in the service performed. (United States District Court District of Massachusetts, 2013) Application When looking at the mass general law 149 subsection 148B, we can apply the three stipulations of the law to the case against HDA violating this law. The plaintiffs in the case were acting solely for the purposes of HDA as a delivery service wearing both the seniors and HDA logos on uniforms provided to them. None of the drivers worked outside of the scope of work on subcontracts for any other provider other than HDA, and finally, each driver performed these duties under the direction of HDAs vision. It is clear in this case that circumstances are such that every appearance and performance of duties was done in a way to appear that they were solely employees of HDA in that HDA has violated Mass General Law on salary and wages (United States District Court District of Massachusetts, 2013). When applying this to business setting the business entity hiring subcontractors must stipulate in a written contract as to whether the employee is to be treated as a subcontractor under a 1099 tax form or as a subcontract employee for the business. Under the assumptions made in mass general law 149 subsection 148B, subcontractors are deemed employees if they meet certain criteria within the law. This criteria is easily determined under general operating practices and business owners should be aware of these criteria before hiring subcontractors (United States District Court District of Massachusetts, 2013). Analysis/Conclusion Plaintiffs (Anderson, Silva, and Funches) were misclassified as independent contractors by HDA. It was found that deductions were taken from plaintiffs wages in violation of wage laws. Thus, findings were established through determining that HDA violated the law in place (Mass General Law on Salary and Wages). For the foregoing reasons, the plaintiffs Motion for Partial Summary Judgment as to liability against HDA (dkt. no. 65) is GRANTED. It is SO ORDERED. Business Managerial Setting Application There are numerous torts to consider when reviewing Anderson v HDA: (1) Intentional Tort a civil matter resulting in an intentional act of damages. (2) Unintentional Tort civil matter unintentional acts that results in economic loss, property damage, or physical injuries. (3) Property Torts occur when ones enjoyment of their private property is interfered with by either acts of trespass or illegal conversion of the private property. (4) Negligence a civil matter resulting damages due to the lack of care or duty that is owed. (5) Strict Liability Torts can be criminal or civil and culpability or finding of fault is not a factor, to name a few. The tort that is evident in the case of Anderson v HDA is an Unintentional Tort resulting in an act of economic loss. The wage deduction and mis-classification of employment status have led to the loss of wages and possible benefits to the plaintiffs and their helpers. The issues that arose in the Anderson v HDA civil lawsuit could have been avoided by utilizing an effective risk management process for contracts review and management. Co-employment issues arise in the third party relationships due to the unknown, so it is beneficial to know as much as possible about all relationships that are encompassed for the work at hand. Understanding the Torts liabilities that can arise in the areas of contract language and negotiations will ensure that liabilities are managed early in the relationship building process. An effective way to manage this risk is to identify the gaps that may exist with employment status classification, ensure that necessary tax forms are completed, monitor direct partnership and obtain direct partnership attestations regarding their direct  relationship with their contractors. The next step is to have an ongoing control mechanism in place to monitor regulations and update business checklist and standard operation procedures. Reference United States District Court District of Massachusetts. (2013). Civil Action 11-10313-GAO. Retrieved from United States District Court District of Massachusetts, website.

Airport Security: Rights or Necessity Essay -- Argumentative Persuasiv

Airport Security: Rights or Necessity Yesterday, December 7, 1941 - a date which will live in infamy - the United States of America was suddenly and deliberately attacked by naval and air forces of the Empire of Japan†(Roosevelt). Although the dates have been changed the theme is the same. September 11, 2001, the United States, was suddenly and deliberately attacked by Islamic terrorists who used American planes to attack three sites on American soil killing thousands of Americans. Sadly, these terrorists entered the airports, boarded planes, and attacked the crews with weapons that they hid in their luggage. At this point Americans, after recovering from the shock of the ataacks of the World Trade Center Towers, The Pentagon, and a field in Pennsylvania, wondered how these men bent on the destruction of Americans and their property, were able to bring weapons through the security systems. Only then, after conducting extensive tests of the current airport security system, they were able to find hundreds of flaws in the system. Because of the attacks, many of the new security procedures were developed. Also because of the attack, the debate of airport security and human rights has developed. What extent does airport security need go so that it effectively screens all baggage and personal effects, yet does not violate the rights of the individual? Why is this issue so important? Talk to the business owners who lost billions of dollars in revenue and property or others who lost their jobs after the attacks due to the weakened economy. Ask the mothers of those who died in combat fighting against Al Queida and other terrorists. If that is not convincing enough, then ask the families of over 3000 people who perished in the... ...e504553.shtml" Burnett, Weldon. Personal interview. 7 Oct. 2002. Lyon, Ellen. â€Å"Airport Security.† The Patriot-News. 11 Sept. 2002. Roosevelt, Franklin D. â€Å"December 8,1941 Speech to Congress.† House of Representatives. Washington D.C. 8 Dec. 1941. Simon, Harvey. â€Å"Homeland Security and Defense.† Aviation Week. n.d. 5 June 2002. Sperry, Paul. â€Å"Know Your Rights at Airport Checkpoints.† Worldnetdaily. 9 January 2002, 15 Oct. 2002 www.worldnetdaily.com/news/printer-friendly.asp?ARTICLE_ID=25974 Todd, Dan. â€Å"Depressurization.† 4 Nov. 2002 www20.brinkster.com/salhq/airlines.html The Thompson Chain-Reference Bible: The NIV Version. Indianapolis, Indiana: B.B. Kirkbridge Bible CO., INC., 1990. â€Å"Women Travelers Complain of ‘Busy Hands’ Among Airport Guards.† Startribune. 25 November 2002, 15 Oct. 2002 www.startribune.com/stories/1631/850064.html

Christmas Gifts You Love (to Hate) :: essays research papers

Christmas Gifts You Love (to Hate) Zack Imus Christmas. The most exciting and anticipated holiday of the year. A time when visions of sugar plums--or stereos, new cars, the latest computer, and various other desirable and expensive gifts--dance through our heads. Unfortunately the reality of Christmas gift-giving is often a far cry from our visions. When we're children, it seems as the holidays approach that anything is possible. But as we mature and gain experience with this annual observance it eventually begins to dawn on us that it might not always be all it's cracked up to be. By the time we've reached our late teens--when, coincidentally, the potential for receiving truly outstanding gifts is optimized--we realize that Christmas gifts are seldom what we hope for. In fact, from year to year it becomes possible to actually predict the kinds of gifts you'll unwrap on Christmas morning. Let's look at a few examples. The Necessity Gift The necessity gift is one that always seems like a really great idea to your mother or grandmother, but which is invariably a big yawn to unwrap. Let's be realistic, how excited is anybody likely to get over a dozen pairs of matching socks, a hairbrush, winter gloves or underwear? Slipper Sox, new sheet sets and toothbrushes also qualify. After unwrapping such a gift, a person is likely to exclaim: "Gosh, you shouldn't have!" And mean it. The Token Gift The Token Gift might be received from almost anyone. Though it seems like an intimate friend or close relative wouldn't stoop so low, experience proves that token gifts take up where imagination and/or money leaves off. So it's possible to receive these kinds of gifts from the most unexpected sources. One present in this category is the ever popular "soap-on-a-rope." I've never seen these marketed in June. But come early November the soap factories undoubtedly pay double-double overtime to their workers in order to meet the vast holiday demand for nameless, pungent-smelling brown soap manufactured over the top of what appears to be a six-foot-long shoe-string. A note of caution: Soap-on-a-rope should never be given to boys under the age of 12. They invariably turn them into near-lethal weapons. If disappointed enough, they might even turn them on you. Other token gifts include cheap aftershave lotion/cologne, stationery, and the ever-popular electric shaver. Though this latter might occasionally fit into the Necessity Gift category, I've never met anyone who actually uses an electric shaver. For this reason, this gift might also fit into our next category. The Closet Stuffer Gift Closet Stuffers are exactly what they sound like: gifts that are stuffed

The Change in Law Enforcement’s Procedure to Protect Passenger’s Rights Instructor

In Wyoming v. Houghton (1999) impacted law enforcement procedure by its ruling states that law enforcement officer have a right to search a passenger’s personal possession, only if the law enforcement officer could present probable cause or the officer could prove contrabands and illegal activity . The automobile exception is recognized under the 4th Amendment to eliminate the requirements for search warrant of automobiles when there is probable cause established that contraband was located in the vehicle and illegal activities were involved (Chase, 1999, p. 1). This paper will examine Wyoming v. Houghton case and the impact on law enforcement procedures in relate to Wyoming Supreme Court wrongful ruling. It will also examine two journals related to how Wyoming’s ruling effected probable cause standards. According to Wyoming v. Houghton (1999), was first developed on July 23, 1995 when David Young’s car was stopped for a traffic violation by Wyoming Highway Patro l Officer, Delaine Baldwin. Baldwin noticed that Young’s car had a broken brake light and Young was also traveling over the speed limit. Young’s passenger was his girlfriend and a young lady named Sandra Houghton. When the patrol officer approached the vehicle he noticed the syringe that was sticking out of Young’s shirt pocket. After his reasonable suspicion and probable cause, Officer Baldwin followed his procedure and demanded everyone to stand on road close to the car. Young was cross-examined from Officer Baldwin in reference to the syringe. Young told the officer the syringe was used for his drug usages (Wyoming v. Houghton, 1999). The officer asked both of passengers for their identification. However, Sandra Houghton responded her name was Sandra James and she did not have driver license. Baldwin had a valid reason to search the car. The search continued and Officer Baldwin spotted a purse in backseat with her driver license. The driver license conformed that she was Sandra Houghton. In her defense of the driver license, she responded â€Å"she did not want to be involved if something went bad was to happen†. This made officer more suspicions. The purse had a brown pouch that had several syringe with 60 cc of methamphetamine, a vial of paraphernalia, and also black billfold. Instance, Sandra responded to Baldwin the things he found did not belong to her. Of course, this gave Baldwin a reason to assume that Houghton was also taking drugs, by the needle marks. Houghton was place under arrested for evidence that was that was found. However, the other suspects were release (Wyoming v. Houghton, 1999). According to the case, prior to the trial Houghton submitted a motion to the Wyoming Supreme Court. The motion was denied to restrain the evidences from the court and her privacy rights as passenger being violate through the 4th Amendment. Instead, Wyoming Supreme Court was certain officer follows his procedure to before he obtained the illegitimate evidence. Wyoming Supreme Court established that Houghton was guilty of procession of control substance. Wyoming Supreme Court verdict was she had to serve three year maximum in the Wyoming Women Center. However, Houghton appealed the decision of the court violation of her Fourth Amendment rights. (Wyoming v. Houghton, 1999) September 29, 1998, Wyoming Supreme Court’s verdict was overturned by the United States Supreme Court (Wyoming v. Houghton, 1998) According to the case, The United States Supreme Court declared: â€Å"Generally one by using valid probable cause officer is allowed to search all know container whether all know that a container is the personal effect of a passenger who is not suspected of a criminal activity, then the container is outside of the scope of the search unless someone had the opportunity to conceal the contraband within the personal effects to avoid detention† (Wyoming v. Houghton, 1998, p. 363 & 372). The Wyoming Supreme Court decision was overturned by the United States Supreme Court based on Houghton Fourth Amendment rights of privacy was violated by the officer. United Supreme Court approved the certiorari. According to the case, the court questioned the probable cause of the search. In the case, the officer confessed to the court that the purse belong to Houghton. The U. S. Supreme Court stressed that the search was unpractical. The U. S. Supreme Court continued to dispute that Wyoming Supreme Court made error in its verdict. U. S. Supreme Court justified it claims by evaluating the officer probable cause to search the vehicle. In prior years automobile exception was already established. The automobile exception definition was use an a exception of the Fourth Amendment which only recognize in search if an officer has probable cause that automobile contains illegitimate evidence or suspicion of a individual relating to any illegal activity. The U. S. Supreme Court wanted to establish the scope of the exception if the testimonial present by the officer supports the Houghton belonging were concealed any illegal drugs. The U. S. Supreme Court used the notice test in determining if the officer had established a valid probable cause. The notice test was the foundation of the overturn decision of U. S. Supreme Court to reverse verdict of Wyoming Supreme Court (Wyoming v. Houghton, 1998). The violation of the Fourth Amendment was the reason of the appeal. The courts focus more on automobile searches that gave law enforcement permission to search individual personal belongings. The courts examine cases like Ybarra v. Illinois in its appeal. The Ybarra v. Illinois was verdict that allows an exception to a search warrant in homes and business places to search any nonresidential or guest personal items (Wyoming v. Houghton, 1999, p. 98-184). In the examination of the case the courts utilized three important cases to justify the scope of the automobile exception rule. The case that was examined during the trial by the U. S. Supreme Court was Carroll v. United States (1925), United States v. Ross (1982), and California v. Acevedo (1991). Carroll was used because it was first to rule on automobile exception. The significances of the Carroll ruling was evidence could be obtained without search warrant even if a suspect hides any illegal objects or drugs in their vehicle (Carroll v. United States, 1925, p. 267) the second case examined by the court was United States v. Ross (1982). The significant of this case was as long as law enforcement has follow the probable cause standards , an officer is allow to search any container located in automobile (Wyoming v. Houghton, 1999). However, the scope of the search had to meet the requirements if a regular warrant was issue. The third case of the automobile search of the exception rule is California v. Acevedo. In California v. Acevedo the courts pointed out the most important factor was in this case that supported Wyoming was if the officer has less probable cause could justify more any wide-ranging of searches of automobile. Ross and Acevedo case were not as effective in Wyoming v. Houghton. The importance of both rulings related to contraband was obtained. It did not support the circumstances in the Wyoming case relating to the passengers belonging being search. The important rule of both case were related to evidence that could be seized by the plain view rule. The court examines all the past rules to determine the courts final decision. The decision in which if this new rule was past will it be used to protect citizen’s personal rights. Another problem can across, would this new rule allow law enforcement to search all containers without a warrant. The U. S. Supreme Court decide to past the new rule that states, if the probable cause is establish law enforcement were to search passenger’s belongings found in the automobile and any items that could hide back any convicting evidence (Wyoming v. Sandra Houghton, 526 U. S. 295 1999). In the article of â€Å"Don’t Accept Rides Form Strangers: The Supreme Court hastens the demise of passenger written by Hewitt Daniel discuss and examine the impact how the Wyoming v. Houghton modified criminal procedures to execute an unlawfully verdict. First, Hewitt argues about the errors of the Wyoming Supreme Court verdict which violated Sandra Houghton’s were violated under Fourth Amendment. He continues asserts the effect change in law enforcement level of suspicion requirement for law enforcement to search and seize. According to the Hewitt ( 1999), another effect of the ruling of the Wyoming v. Houghton change law enforcement regulation was traditional requirement of individual suspicion were broaden in special needs situations. The second impact Wyoming v. Houghton case change the criminal procedure was in the expectation of privacy. The expectation of privacy is define as a belief in the existence of freedom from unwanted governmental intrusion in something or place (Merriam-Webster’s Dictionary of Law, 1996). Hewitt concludes the requirements of exception of privacy which is a person must show that their privacy rights were violated by law enforcement and the violation should be logical to society. After privacy right has shown in violation, the courts would then decide whether the privacy right of a erson is reasonable or not. For example, in the case U. S. Supreme Court justified how the Sandra privacy right was violated due to fact the officer had any reason to search her. Hewitt continues to argue how privacy rights are limited in automobile search. The third impact of Wyoming v. Houghton had on criminal procedure was the automobile exception. In the automobile exception in which allow automobi le searches and seizures to be conducted if there is a valid reason that a suspect may be detaining contraband or anything illegal can be hide in container. The Wyoming v. Houghton changes criminal procedure because it allows law enforcement to conduct more searches to validate more criminal activity. The fourth impact was law established that address warrantless search of passengers’ possession. This law was called consensual search law. In consensual search law give law enforcement more authority to search and seize anything in vehicle regardless of who had own it or not. The law enforcement only had to have permission of the driver to conduct a search. The impact of this law is law enforcement could also search passengers’ procession as well without their consent. According to Hewitt (1999), Justice Breyer addressed the points made by the majority. Justice Bryer concludes from the majority rule should apply in how law enforcement conducted their automobile searches and it did not serve a purpose for searching passengers. However, Justice Stevens opposed the majority’s opinion. He believes that Officer Baldwin in the case should have been more caution of protecting the privacy of Houghton. He continues to stress that there was not enough probable cause that was established by the officer to search Houghton’s purse for drugs. Justice Steven main concern was the equality between law enforcement and individuals. Hewitt continues to examine that Justice Steven’s opinions was base of the theory of U. S. v. Di Re. Hewitt concludes, that Justice Steven made a valid point when he illustrates that there was no difference between the ruling in U. S. Di Re and the Wyoming case. The United States v. Di Re the significant of the case is the court rule that law enforcement are not allow to use the automobile exception rule when searching a passengers ‘s pockets and underwear (Zaleman, 2008). Justice Steven’s dissent clearly states that their no difference in both Di Re and Houghton’s interference of privacy. According to Hewitt (1999), Justice Stevens emphasized that the courts should rule to require law enforcement to request a warrant, which would protect the help protect the privacy rights of individuals more. In † Better-off walking: Wyoming v. Houghton emempfies what Acevedo failed to rectify†, illustrate how Wyoming v. Houghton ruling modified the ruling that California v. Acevedo, written by Erin Meadows, indicates that more effective than Acevedo. Meadows examine the case and illustrate the advantages of the new rule change in law enforcement regulation and lower courts administrative. He also examines the history of automobile exception to the Fourth Amendment warrant requirement and how new rule change other ruling. However, California v. Acevedo did not have an impact on the court decision. The Acevedo ruling was only used during certain situation where law enforcement had lack of probable cause in performing automobile searches . In California v. Acevedo (1991) rule that a law enforcement could search automobile’s truck if have reason to believe that any container located in truck had drugs in it. Houghton provided more bright-line rule. The reason for bright-line rule was to establish the balance between law enforcement officer regulations and citizens’ Fourth Amendment. The effects of the bright-line would prohibit illegal search from happening (Meadow, 2000). The new rule provided effective advantages to law enforcement officer. Some of the advantages of the new rule for law enforcement officer are time management. In effects of the new rule, law enforcement has more time to prevent crimes from happening and less time spent on warrant requests. Second advantage of the change of law enforcement procedure is the limit of area could be search. New law limited area searches played a major role prevention of citizens’ privacy rights being violated. Wyoming v. Houghton, â€Å"police should not be allowed to search passenger procession unless probable was established to assume the passenger procession illegal contraband (Meadows, 2000). It shown in that this case had major impact on violation of privacy in the 4th Amendment. Although, the new rule is in effect, there is still some more improvement needed to control the abuse of law enforcement. Law enforcement are now more pressure to protect privacy rights of individuals and now being look at more careful by courts. For example, after the ruling in Houghton case more is Thornton v. United States (2004), Arizona v. Gant (2008), and law enforcement are still being questioned. Will this ever stop on time will tell? Work Cited 1.Chase, Carol A., â€Å" Privacy Takes a back seat : putting the automobile exception back on track after several wrong turns†, 41 b.c.l. rev. p.71,(1999) 2.Expectation of Privacy. (1996). Merriam-Webster’s Dictionary of Law. Retrieved November 26, 2010 From Dictionary.com website: http://dictionary.references.com/browse /Expectation of 3. Meadows, E. M. (March 2000). Better-off walking: Wyoming v. Houghton exemplifies what Acevedo failed to rectify. University of Richmond Law Review, 34, 1. P.329-358. Retrieved November 15, 2010, from LegalTrac via Gale: http://library.limestone.edu:2054/gtx/start.do?prodId=LT&userGroupName=limestonecoll 4. â€Å"Napo Files Amicus Cupriae Belief to U.S. Supreme Court, NAPO Press Release. November 9, 1998 Retrieved November 10, 2010, http//www.napo.org/press_wyoming _nov 98.html 5. Wyoming v. Sandra Houghton, 526 U.S. 295 (1999). Retrieved November 13, 2010 from http://openjurist .org/526/US/295/Wyoming –v-Sandra-Houghton 6. Wy oming v. Houghton, No. 98-184. April 5, 1999. Retrieved November 13, 2010 from http://caselaw.lp.findlaw.com/cgi-bin/getcase.pl?court=us&vol=000&invol=98-184 7. Zaleman, M. (2008) Criminal Procedure Constitution and Society. (6th Ed.). Upper Saddle River, NJ. Person Prentice Hall Publishing Company.

Strategies to gain a competitive advantage through managing cultural diversity within a service sector organization.

Strategies to gain a competitive advantage through managing cultural diversity within a service sector organization. Introduction Culture has been defined by different authors differently, but what is perhaps the most common definition is that culture is the collective programming of individuals’ minds, which distinguishes members of a particular group or category from the rest of the population.Advertising We will write a custom report sample on Strategies to gain a competitive advantage through managing cultural diversity within a service sector organization. specifically for you for only $16.05 $11/page Learn More A model by Edward Hall involved the division of cultures according to the communication patterns of individuals into a high context where much of the information is implicit, and a low context where the information is explicit (Harris, 2004). Talcott Parsons and Edward Shils also came up with their own model that suggested that all human actions are influenced by five pattern variables. These pattern variables include: the need for gratification versus the restraint of impulses; self-orientation collectivity orientation; universalism versus particularism; ascription versus achievement and; specificity versus diffuseness. Florence Kluckhohn and Fred Strodtbeck also came up with another model after conducting a field study on five communities in the US that were geographically close. Their model distinguishes communities by five value orientations which are: the evaluation of human nature; the relationship between an individual and the environment; the orientation in time; the orientation toward activity and; the relationships among people (Chavan, 2005). The cultural dimensions model of Geert Hofstead is based on a study of IBM as a company in regard to their employees in 40 countries. He identified a number of problems that the employees had to cope with and from their coping mechanisms formulated his model of cultural dimension. He identified that the solutions that the employees had to these problems were different from those pr oposed by the old workplace which they had all been presented with (Burnes, 2003). He, therefore, came up with five dimensions of national cultures. These dimensions include: power distance, which is the degree of inequality among different people and which, the population of a particular country may define as normal; uncertainty avoidance, which is the degree to which a particular population prefers structured situations over unstructured ones; individualism versus collectivism; masculinity versus femininity; and long-term versus short-term orientation (Carmichael, White, and Jayawardena, 2008).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Strategy for Managing Cultural Diversity It is important to note that different organizations have different organizational cultures and in as much as a new manager would like to increase the competitive advantage of the organization in the market, his or her strategies may not fit into the inherent culture in the organization. For a Swedish manager moving into Hong Kong it is important to note that he or she has to identify the differences in culture between the two countries first, before a decision to adopt a particular competitive strategy is made. The careful evaluation of the cultural differences allows the manager to come up with a management strategy that incorporates a balanced human resource selection and recruiting process (Hughes, and Rog, 2008). This will also allow the manager to reduce the conflict that may exist between two different cultures by identifying that the market has been predisposed to particular cultural aspects, which if changed will lead to customer dissatisfaction and reduce competitive advantage (Wildes, 2008). It is important to note that any competitive strategy has to be formulated with the customers’ preferences in mind for it to be successful. Selection The process of select ion in a culture that has a high power distance and a high level of masculinity has to incorporate a structure that will complement the formulated strategy meant to increase competitive advantage. Among the components to be identified are clear rules and procedures since the organizational culture in Hong Kong has a high preference for bureaucratic structures. This increases employee loyalty which in turn increases productivity and the organization’s competitive edge in the market. The recognition that people are assets is also vital in the boosting of employee morale and this is transferred to the employees who then identify with the customers in the same way (Scott, and Revis, 2008). The result is a highly aware customer who is loyal to the business and this increases the business’ competitive advantage. The selection of managers who can motivate the other employees is crucial especially in a culture that identifies with achievement such as the one in Hong Kong. This requires that the manager to be flexible and a fast learner for him or her to quickly adapt to the new culture.Advertising We will write a custom report sample on Strategies to gain a competitive advantage through managing cultural diversity within a service sector organization. specifically for you for only $16.05 $11/page Learn More The reduction of conflict is also important for managers since cultures such as that of Hong Kong identify conflicts as offences against efficiency. The threat to efficiency has a direct impact on the productivity of employees and the general productivity as well as profitability of the business (Wildes, 2008). Recruiting The process of recruiting employees has to be consistent with the chosen or the existing organizational strategy for it to be successful. This has to incorporate a shift in culture from the original culture of the already selected employees to that of the new country or organization. The culture in Hong Kong requires that businesses instill superior differentiation structures in their recruitment programs, where division of labor and leadership structures that complement the inherent bureaucracy are put in place (Hughes, and Rog, 2008). The structures are supposed to increase efficiency and output which in turn gives the business a competitive edge in the market. This has to take place in an environment where the new employees can recognize with the new culture for it to have a quick and efficient success rate (Carmichael, White, and Jayawardena, 2008). The identification of employees who may already be conversant with the new organizational structure and nurturing them to train the others increases cooperation and team work in the workplace. This ensures a higher success of the recruiting process as new employees who have moved into a totally different culture are able to comfortably adapt to the new culture (Burnes, 2003). The recruiting process should ensure that the managers are ab le to identify the particular aspects of the new culture that they can combine with their own without creating conflicts that may lead to both employee and customer dissatisfaction. The identification of the strong aspects of culture that can be exploited further is important especially in an environment where competition is stiff and business practices are almost similar, either due to standardization or similarity in cultural preferences (Chavan, 2005).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is because it allows managers to introduce new practices that are unique in the market and increase their competitive advantage in the market. Pre-departure For new managers to adapt to a new environment effectively, they have to be briefed on the particular aspects of the new environment before leaving. This gives them the opportunity to prepare themselves adequately for the new workplace (Salama, Holland, and Vinten, 2003). In this case, role orientation would be of great help to any such managers since it gives them a firsthand idea of the capacity they will have to work at and what is expected of them after they join the new workplace (Harris, 2004). It is also important for the new employees to be conversant with cross-cultural communication especially if the diversity is high. This is meant to reduce the effects of culture shock as the new employees identify channels of communication they are conversant with and have had some experience with. It also increases their effic iency as communication is critical in the productivity of the employees (Littlejohn, and Watson, 2004). With increased efficiency and output, the manager can increase the competitive advantage of the business in the new market with ease. Challenges faced by expatriates due to different cultural backgrounds In the case of multinationals, both the local processes at the headquarters of the company and the processes in their national and global subsidiaries are often at work. This is after their managers realized that some of the cultures differentiate individuals as well as groups in their own unique way and can’t, therefore, be shared (Scott, and Revis, 2008). In this case, expatriates have to be ready to change their thinking and quickly adapt to the new culture and organizational practice of the new country they are posted to. They will obviously need some guidance from locals since some of the cultural characteristics may be too distinct and region specific. For managers wh o always insist on the strict adherence to their home management structures in their new workplace, they often fall out with some of the loyal customers and employees who feel that they are too conservative and rigid to the different challenges that are involved with the different culture in a different country (Wildes, 2008). This means that organizations may lose their competitive advantage in the market if they are too rigid or conservative to change their thinking and the way they come up with solutions to common organizational challenges in the new setting. The identification of the advantages or rather strengths of a particular cultural aspect is sometimes a challenge for foreign managers. The strength of a particular culture often translates to different levels of employee turnover and where a foreign manager may not understand the strength of the culture, he may try to change it by bringing in his own foreign culture into the new organization. This leads to employee dissatis faction and increases their turnover as they no longer feel comfortable and some may have a hard time adjusting to the new culture (Hughes, and Rog, 2008). Ways of Motivating and Leading Staff to Gain a Competitive Advantage Expatriate managers could motivate the new staff by first understanding the cultural practices that are inherent in the new country and in the new organization, and try to incorporate those new practices in their relationship with the new staff (Carmichael, White, and Jayawardena, 2008). This is meant to identify the potential of the staff that the manager manages and especially their cultural potential. With the full exploitation of this potential the managers will be able to gain a competitive advantage over the competitors (Burnes, 2003). This also increases harmony in the workplace as employees complement each other’s potential as they are culturally predisposed and this increases their output. They may also have to allow the new staff to take a leadi ng responsibility is dealing with the new challenges that are unique to their particular position especially where the foreign manager may have a problem adjusting or understanding the particular cultural practices and market needs (Salama, Holland, and Vinten, 2003). This will obviously require the expatriate managers to be flexible and recognize that cultures do change. This should, however, not mean that they should drop all the practices that are in place in their own home country, but rather incorporate them into the practices of the new organization by balancing some of the new cultures to fit into it (Hatch, and Schultz, 2003). Since they have to deal with unique market needs and patters that they may not have been used to in their home country, expatriate managers have to identify the particular successful aspects of the new employees’ culture that have a higher success rate in giving the business a competitive advantage (Chavan, 2005). They should then substitute the strong strategies that have led to successes in their home country with the weaker aspects of the new market. Conclusion The ease at which new managers adapt into a new environment is identified as critical in increasing the productivity of the employees that he or she manages and this has a direct effect on the competitive advantage that the business enjoys in the market. This can only be achieved if the new manager is conversant with the new culture in the new environment before moving. An efficient selection and recruitment process ensures that the manager is not only capable to adapt in the new environment, but is also prepared for the different challenges that he may come across due to cross-cultural differences. Reference List Burnes, B. 2003. Managing change and changing managers from ABC to XYZ. Journal of Management Development. 22(7). Pp. 627-642. Carmichael, C, White, A, and Jayawardena, B. 2008. Binational tourism in Niagara: insights, challenges and the future. Interna tional Journal of Contemporary Hospitality Management. 20(3). Pp 347-359. Chavan, M. 2005. Diversity Makes Good Business. Equal Opportunities International. 24(7/8). Pp 38-58. Harris, P., R. 2004. European leadership in cultural synergy. European Business Review. 16(4). Pp 358-380. Hatch, M, and Schultz, M. 2003. Bringing the corporation into corporate branding. European Journal of Marketing. 37(7/8). Pp 1041-1064. Hughes, J., C, and Rog, E. 2008. Talent management A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management. 20(7). Pp 743- 757. Littlejohn, D, and Watson, S. 2004. Developing graduate managers for hospitality and tourism. International Journal of Contemporary Hospitality Management. 16(7). Pp 408-414. Salama, A, Holland, W, and Vinten, G. 2003. Challenges and opportunities in mergers and acquisitions. Journal of European industrial training. 27(6). Pp 313-321. Sc ott, B, and Revis, S. 2008. Talent management in hospitality: graduate career success and strategies. International Journal of Contemporary Hospitality Management. 20(7). Pp 781-791. Wildes, V., J. 2008. How can organizational leaders really lead and serve at the same time? International Journal of Contemporary Hospitality Management. 20(1). Pp 67-78.

Rosencrantz and Guildenstern

After reading Rosencrantz and Guildenstern are Dead by Tom Soppard, I thought that such a literary masterpiece of that same caliber could not be equaled. However, Samuel Beckett, author of Waiting for Godot has also created a stunning work about two lost men seeking a point to their existence, always looking to the nonexistent for enlightenment. This similarity is so striking that in several points during the story, Rosencrantz and Guildenstern merged with Estragon and Vladimir, so similar were the two characters in some respects. One of many things that made Estragon and Valdimir similar to Rosencrantz and Guildenstern is their inclination to play games with world. Rosencrantz and Guildenstern played the question game where they would ask each other nothing but questions. Ros: We could play at questions. In turn, Estragon and Vladimir also seek ways to distract themselves from the realities of life through word games. Estragon: Thats the idea, lets abuse each other. They turn, move apart, turn again and face each other. Vladimir: How time flies when one has fun! Another striking similarity between the two plays was the constant way in which the main characters questioned everything. These questions, in both cases, stemmed from the main characters amazing lack of memory. Guil: ...Whats the first thing you remember? Ros: Oh, lets see....The first thing that comes into my head, you mean? Guil: No-the first thing you remember. Ros: Ah. (pause) No, its no good, its gone. It was a long time ago. Guil: (Patient but edged) You dont get my meaning. What is the first thing after all the things youve forgotten? Ros: Oh I see. (Pause) Ive forgotten the question.

Health The Use and Abuse of Psychoactive Drugs Essays

Health The Use and Abuse of Psychoactive Drugs Essays Health The Use and Abuse of Psychoactive Drugs Paper Health The Use and Abuse of Psychoactive Drugs Paper Thomas De Quincey  (1785  Ã‚  1859) described the effect of drugs thus â€Å"Thou hast the keys of Paradise, oh, just, subtle, and mighty opium!† Over the years people have used drugs for various reasons and treatment needs. This is ideal on the prescription of a qualified and authorized medical practitioner. Drugs have thus saved countless lives and rescued the human race from devastating epidemics. But this drugs when used ‘indiscriminately’, constitute an abuse of drug. Drug  use  for  nonmedical purposes occurs throughout society. For this reason the 1978 President’s Commission on Mental Health did not recommend health and mental-health assistance except to persons whose drug use was intense and compulsive. The commission identified heroin as the number one drug problem because heroin addiction may lead to criminal behavior to pay for the drug. Adding to the problem is the fact that chemically similar drugs can be synthesized and sold on the street because they are not yet classified as controlled substances. In  a  1999  household  survey by the Substance Abuse and Mental Health Services Administration an estimated 14.8 million people in the United States classified themselves as current illicit drug users. Among youths aged 12 to 17, close to 8 percent of respondents were regular users of marijuana. The percentage of youths in the same age range who used cocaine at least once a month was 49.8 percent. The survey also reported an estimated 1.6 million U.S. residents used prescription drugs for nonmedical purposes in 1998. The state with the highest rates of dependence on illicit drugs was Alaska with 2.8 percent of its 12 and older population dependent on illicit drugs and 7.3 percent dependent on illicit drugs or alcohol. (Encarta  ® 2006.  © 1993-2005 Microsoft Corporation) Psychoactive Drugs Psychoactive Drugs are chemical substances that alter mood, behavior, perception, or mental functioning. Throughout history, many cultures have found ways to alter consciousness through the ingestion of substances. In current professional practice, psychoactive substances known as psychotropic drugs have been developed to treat patients with severe mental illness. Psychoactive substances exert their effects by modifying biochemical or physiological processes in the brain. The message system of nerve cells, or neurons, relies on both electrical and chemical transmission. Neurons rarely touch each other; the microscopic gap between one neuron and the next, called the synapse, is bridged by chemicals called neuroregulators, or neurotransmitters. Psychoactive drugs act by altering neurotransmitter function. The drugs can be divided into six major pharmacological classes based on their desired behavioral or psychological effect: alcohol, sedative-hypnotics, narcotic analgesics, stimulant-euphoriants, hallucinogens, and psychotropic agents. Alcohol has always been the most widely used psychoactive substance. In most countries it is the only psychoactive drug legally available without prescription. Pleasant relaxation is commonly the desired effect, but intoxication impairs judgment and motor performance. When used chronically, alcohol can be toxic to liver and brain cells and can be physiologically addicting, producing dangerous withdrawal syndromes. (Encarta  ® 2006.  © 1993-2005 Microsoft Corporation) Treatment With  the  exception  of treatment of opioid dependence, medical attention to the problems of the drug abuser is largely confined to dealing with overdoses, acute reactions to drug ingestion, and the incidental medical consequences of drug use such as malnutrition and medical problems caused by unsterilized needles. A busers of barbiturates and amphetamines may require hospitalization for detoxification, as is common among alcoholics. Others, such as those arrested repeatedly for possession of marijuana, may, in lieu of imprisonment, be forced to undergo treatment designed primarily for opioid abusers. Whatever the substance abused, the goal of most treatment programs is to foster abstinence in the patient. Two  types  of  treatment programs are used for most opioid users. Therapeutic communities require the drug abuser to take personal responsibility for his or her problem. Typically, the idea behind this treatment is that the drug abuser is emotionally immature and must be given a second chance to grow up. Harsh encounters with other members of the community are typical; the support of others, together with status and privilege, are used as rewards for good behavior. The  other  model  for  opioid abuse treatment is the use of heroin substitutes. One such substitute is methadone, which acts more slowly than heroin but is still addictive. The idea is to help the user gradually withdraw from heroin use while removing the need for finding the drug on the street. A more recent treatment drug, naltrexone, is nonaddictive but does not provide an equivalent â€Å"high;† it also cannot be used by persons with liver problems, which are common among addicts. References Encarta  ® 2006.  © 1993-2005 Microsoft Corporation National Institute on Drug Abuse, nida.nih.gov/ Paul M. Insel and Walton T. Roth, The Use and Abuse of Psychoactive Drugs ‘Core concepts in Health’ Chapter 7 U.S. Substance Abuse and Mental Health Services Administration

World council of churches Essay Example | Topics and Well Written Essays - 500 words

World council of churches - Essay Example In addition, the speakers discussed the role of faith organizations in the in the care for nature, human rights and ethical decision-making in climate change debates. The quantity of carbon dioxide gas into the atmosphere is increasing. The increase is attributed to the increased emissions of the gas from automobiles and burning of fossil fuels. Notably, the rise of middle-class population and the increased number of people who own cars has significantly increased emission rates. The Industrial emissions increase the level of carbon into the air. Increased quantity of carbon dioxide facilitates climate change. The alterations of climatic conditions present various challenges to the human populations. Main consequences include health challenges such as increased prevalence of malaria, respiratory problems, and cancer incidences. Besides, the occurrence of extreme climatic conditions adversely agricultural activities causes displacement of persons and promotes the spread of diseases. Currently, climate refugees are a common challenge in most parts of the world. In line with the climate changes, the United Nations has facilitated conventions and treaties to address the concerns. Notable include the Convention on diversification, the Convention on climate changes and Convention on Biodiversity. As per the provisions, each state should domesticate the conventions and collaborate with the relevant stakeholders to ensure harmony and their implementation. Therefore, the faith-based organizations also have the roles of educating congregations to conserve the environment alongside participating in implementations of the treaties. Accord and collaboration are essential to the success of environmental programs. In this regards, faith-based organizations should strengthen their relationships with the civil service organizations. Partnerships among such organizations minimize duplication of interventions

Joint Venture Essay Example | Topics and Well Written Essays - 250 words

Joint Venture - Essay Example e strategic coalition focused on the design, development as well as management of extravagance non-gaming hotels, residential offerings and resorts under the Hakkasan, Bellagio, MGM Grand, and Skylofts brands in main international gateway cities along with prime resort destinations all over the globe. The entire hotel together with resort projects contributed to the joint venture, counting MGM projects in the Americas, Asia, the Middle East, and Hakkasan projects in Dubai and Abu Dhabi. Hakkasan and MGM combined their efforts and resources; they have a challenge of bringing all of the essential elements of their organizations together. The amount of negotiating and planning needed to bring this about is reasonably significant. This integration planning is strongly related to cultural issues since it requires the two to determine what corporate culture is to look like. Another challenge is the differences between the two companies. Differences in view or management style cause partners to fail to agree. This can come about for other reasons too. Differences in personality may lead to partners to part ways even though it is mutually advantageous to unite their

Writing dialogue Essay Example | Topics and Well Written Essays - 1000 words

Writing dialogue - Essay Example After checking for mail she turned towards the library, her head full of the dreaming spires and grey skies of Oxford. The hushed atmosphere of the library was like a second home. Mohamed searched his usual furrow of bookshelves, selecting a complete works of Shakespeare, a very large English/Arabic dictionary and the post-colonial journal that he was currently working his way through. Alice saw him draw back his shoulders and assume the pose of an Egyptian: proud, tall with coal black eyes and a noble gaze. He was well dressed, she noted. Sports jacket, black trousers and those shoes. â€Å"Women. Plural. Your religion allows a man to have many wives. But the women are only allowed to have one man. Or in fact just a part of a man, since there are other wives as well. I don’t see how that is fair to women.† â€Å"It is our culture. And we are only allowed to have four wives at the most. Usually we have just one, because it is very expensive to have many wives. But our society is based on scientific principles. This way ensures that the children are born into a loving home with all that they need. The men do not need to go astray because they always have a woman at home for, for†¦Ã¢â‚¬  â€Å"Yes, of course. And there are words, too, that I find hard to understand. Sometimes I just don’t get what men are all about. Isn’t it strange that we two come from far places to seek knowledge in this ancient

Internal factor Evaluation on Michael Kors Company Essay

Internal factor Evaluation on Michael Kors Company - Essay Example Michael Kors Holdings Ltd has currently made the headlines in the best performing stocks in America, catching the attention of the financial analysts and the investors. In addition to its growing market share, the company has recorded high profits and a high stock price. This means that there are various things that the management of the company is doing right, which its competitors are missing. This paper will evaluate the strengths and weaknesses of Michael Kors’ company as part of its internal factor evaluation in relation to the above ratings. Strengths Michael Kors’ company, a highly profitable company, has high revenue turnover as a result of increased sales volume. According to (Caplinger web), the fashion designer company has increasingly invested in its trendy fashions targeting the high end markets, which have in the recent 10 years translated into high profits for the company. The profitability of the company has been translated into high stock prices that ha ve jumped up to 60% in the current financial year. In comparison to the competitors, the company’s profitability performance is exemplary. While other companies in the design industry such as the biggest rival coach are making profits, the company’s management has maintained a high profitability trend in the market. Michael Kors has taken the advantage of the fashionable conditions in most parts of the design market to maximize on its profitability levels. The high demand for fashion wear in the North market has made the company pitch tent in the area, strategically placing most of its retail chain shops. Strategically placing its operations in the high end markets with a high demand for the products, the company has tapped into the potential markets and drawn more customers into its shops. Sales from the region have been high as revealed in the company’s financial reports that indicate a higher performance in comparison to that of the industry. To maximize in i ts profits, market diversification and production of clothes, Michael Kors has invested $88.2 million to fund its operations. This has translated into high profits for the company, as the current results reveal. Increased investor confidence in the company has subsequently drawn more capital investment into the company. Profitability ratios of the company can attest to this trend, with the Pre-Tax Margin of 27.98, which is higher than that of the industry which is at 16.35 (Marder web). Financial ratios of the company indicate growth, high profits and increased market share by the company. The company has maintained a constant growth trend in the past 10 years. Recently after going public, the company’s has been tremendous. Against the average sales of the industry, the company has registered incredible growth rates in its recent financial statements. While the industry’s total sales were at 15.5%, the company registered sales of up to 70.4% in growth (Caplinger web). Michael Kors Company has a wide market share in terms of its customer base. The increasing growth of the company’

Radiohead and Kid A Research Paper Example | Topics and Well Written Essays - 1000 words

Radiohead and Kid A - Research Paper Example Band leader Thom Yorke commented that the album simply reflected the music the band was mainly listening to at the time they were creating the album, though there is evident an obvious attempt to depart from the band’s previous ‘rock’ style. There are evident influences from synthesised bands such as Aphex Twin, Talking Heads and jazz artists such as Charles Mingus and Miles Davis. Some songs, particularly ‘How to Disappear’, contain heavy classical influences. ‘Motion Picture Soundtrack’ is a particular example of the band’s new direction, and experimenting with minimal sound yet varied instruments, as well as new and old styles. The album’s style is certainly a new direction from the band’s older albums, and it perhaps symbolises the band’s injection of personal influences into their musical style. Concepts Behind the Album Radiohead experimented with the music of Kid A, and its comparison to earlier albums s hows a distinct move from their usual ‘alternative rock’ style to a more electronic music style (Gilbert). For this album, Radiohead experimented with a broader range of musical instruments; a rather different approach compared to their previous focus on the use of guitars. Radiohead incorporated the use of keyboards, brass and strings – a depiction of their classical music and jazz influences. The music contains less use of lyrics than previous albums, and the lyrics that the band does use are more conceptual and theoretical than the lyrics they had created before. Many described Kid A as an evolution of the band: â€Å"their core sound had changed† (Koehler 193). Perhaps the success of Kid A is owed to its new sound; the inability to slot it into any one musical genre, as Kaye claims: â€Å"the album is a motley painting of many types of music, mixed and bended in playful and satirical ways, that cannot be boxed into any neat compartment (sic)† (241). Perhaps the most prominent feature of Kid A’s music style is Yorke’s adamant departure from rock; he claimed â€Å"I never wanted to be in a...rock group† (Lin 32). One can hear the band’s avoidance of producing yet another ‘alternative rock’ album, and the experimentation they undertook, although it is mainly synthesised and electronic, cannot be particularly classed as any single genre. It seems that the band achieved this goal very successfully. Tension Among the Band Led to this Album The problems faced by the band, particularly Thom York e leading up to and during the creation of the album are certainly not few and far between. There was not only tension in the band, but Yorke had begun to feel alienated from the fast paced life of the rest of the world, as well as feeling that his music had become mainstream and unimportant (‘Meeting People is Easy’). Yorke shunned media attention which had been created as a result of Radiohead’s success, and the exhausted band almost split up before the making of Kid A. The main problems facing the band as a whole, however, were due to the constant disagreements which arose between the members as to the musical style the album should be based on. The main tension was between Yorke’s desire to inject electronic music into the band’s style and the rest of the band’s desire to remain with the guitar ‘rock-pop-alternative’ style. As a result of the conglomerated problems, Yorke faced many difficulties while trying to write songs

Internal factor Evaluation on Michael Kors Company Essay

Internal factor Evaluation on Michael Kors Company - Essay Example Michael Kors Holdings Ltd has currently made the headlines in the best performing stocks in America, catching the attention of the financial analysts and the investors. In addition to its growing market share, the company has recorded high profits and a high stock price. This means that there are various things that the management of the company is doing right, which its competitors are missing. This paper will evaluate the strengths and weaknesses of Michael Kors’ company as part of its internal factor evaluation in relation to the above ratings. Strengths Michael Kors’ company, a highly profitable company, has high revenue turnover as a result of increased sales volume. According to (Caplinger web), the fashion designer company has increasingly invested in its trendy fashions targeting the high end markets, which have in the recent 10 years translated into high profits for the company. The profitability of the company has been translated into high stock prices that ha ve jumped up to 60% in the current financial year. In comparison to the competitors, the company’s profitability performance is exemplary. While other companies in the design industry such as the biggest rival coach are making profits, the company’s management has maintained a high profitability trend in the market. Michael Kors has taken the advantage of the fashionable conditions in most parts of the design market to maximize on its profitability levels. The high demand for fashion wear in the North market has made the company pitch tent in the area, strategically placing most of its retail chain shops. Strategically placing its operations in the high end markets with a high demand for the products, the company has tapped into the potential markets and drawn more customers into its shops. Sales from the region have been high as revealed in the company’s financial reports that indicate a higher performance in comparison to that of the industry. To maximize in i ts profits, market diversification and production of clothes, Michael Kors has invested $88.2 million to fund its operations. This has translated into high profits for the company, as the current results reveal. Increased investor confidence in the company has subsequently drawn more capital investment into the company. Profitability ratios of the company can attest to this trend, with the Pre-Tax Margin of 27.98, which is higher than that of the industry which is at 16.35 (Marder web). Financial ratios of the company indicate growth, high profits and increased market share by the company. The company has maintained a constant growth trend in the past 10 years. Recently after going public, the company’s has been tremendous. Against the average sales of the industry, the company has registered incredible growth rates in its recent financial statements. While the industry’s total sales were at 15.5%, the company registered sales of up to 70.4% in growth (Caplinger web). Michael Kors Company has a wide market share in terms of its customer base. The increasing growth of the company’

MANAGINGPEOPLE&ORGANISATIONS Essay Example | Topics and Well Written Essays - 1250 words

MANAGINGPEOPLE&ORGANISATIONS - Essay Example The transition from bureaucratic phase to post -bureaucratic phase involved diminishing emphasis on formalised internal control mechanism and organization structure. This organizational transformation represents wider cultural, economic and social development along with the fast changing technology, which has also modernized the production techniques. It is very important for the organizations to focus on the outcomes and results as it would help in achieving competitive advantage. The next portion of the study would be reflecting whether the employees only focus on the salary, wages paid etc. It would provide justifications whether to accept this view or not. Empowerment to the Employees in Post-bureaucratic Phase The study tries to show whether getting money at the end of the month is the ultimate goal or objective of the employees and this requires highlighting several factors that are associated with the motivation, goals and objectives of the employees. The reason behind the tra nsitional phase from bureaucratic to post-bureaucratic organizational structure has also been discussed earlier. The transition focused on the work culture, which would ultimately improve the outcomes of the organization (Josserand, Teo and Clegg, 2006). ... This would positively impact the performance of the organization. Empowerment is the most important component in the post-bureaucratic phase. It reflects awarding authority or power to those employees who are lower in the organizational hierarchy. This intention of empowerment in this post -bureaucratic phase has been done for creating a work environment where the employees of the organizations would be the decision makers. This would involve awarding the employees with the authority to make various decisions so that they begin feeling a sense of personal identification and individuality. However, the fundamental concept behind this empowerment was that it would allow the business in flourishing fast. The empowerment would allow the organizational employees in functioning without high managerial governance and would increase the organizational performance. It is so because the human element is highly responsible behind disintegration of the potential. The idea of empowerment is for a llowing the employees to make decisions based on their own knowledge, expertise and experience. This would statistically increase the overall efficiency of the organization. However, empowerment and reward by promoting to higher level hierarchy would enable the employees to implement their leadership skills. These act as high motivational factors for the employees, enabling them to be loyal to the organization and give their best. This gives them a scope to rise in the hierarchy level by proving their excellence. The leadership skills are big reasons of motivation to the employees and they work hard to prove themselves in order to experience this skill. Getting liberty to take own decisions and handle several business situations give them high satisfaction and this

How does Shakespeare present Ophelia Essay Example for Free

How does Shakespeare present Ophelia Essay In Hamlet Shakespeare presents Ophelia as a helpless girl, who is continually manipulated by the men around her for their own gain. In many of his other plays the women are presented as strong and admirable people who play major roles in the live of the protagonist, such as Lady Macbeth in Macbeth. In Hamlet, however, Ophelia becomes a very different role-she is conveyed as a lesser to the men around her. She is continually manipulated by her father, Polonius, her brother, Larertes and Hamlet, the supposed love of her life. Her sweet and innocent nature results in her becoming dependent on the man in her life to tell her how to behave. Hamlet shows a very different style in Shakespeare writing, no longer is the women controversially given respect by the male character, but is instead shown in a more traditional mere pawn for their fathers, brothers and lovers. Ophelias relationship with her father is less then the traditional intimate one expected. Instead it shows a controlling man, obsessed with what others think, and a daughter respectful of her fathers wises. Polonius becomes convinced that Ophelias relationship with Hamlet will result in the diminish of his families honour, and to him, the respect others have for his families reputation is very important. He thus begins to pressurise Ophelia into breaking off any understanding between herself and Hamlet. Shakespeare uses these characters and their interaction to present a more traditional view of how a woman should act toward the men in their lives during this time period. I personally do not see her as a week character, but instead see her as a women with no other choice than to respect and obey the man who has looked after her all her life. Their relationship is a cold one, with little compassion between the two, but apparent respect on Ophelias behalf. Her brother too becomes set against her love for Hamlet, believing that she will ruin herself for Hamlet, yet he will never actually marry her, due to her lower social standing. During the actual play, Larertes is the only man who conveys to her that he actually cares for her, but we can see clearly that he believes her continuous open regard for Hamlet will reduce their familys nobility. He too adds to the pressure put on her to distance herself from Hamlet. Hamlets strategic plans towards Ophelia are probably the most conniving and vicious. He not only manipulates her constant love for him, but also toys with her emotions throughout, making her play exactly how he wants. He uses the courts knowledge of his relationship with Ophelia to get deeper involved in his plot to avenge his father and kill the king. He evolves Polonius theory that Hamlet is mad with love for Ophelia. When she returns Hamlets love letters and other tokens of his affections in act III scene I, Hamlet seizes this moment to cement the beginning of her descend into madness in both Ophelias eyes and in Polonius and Claudius as Hamlet is aware they are watching this encounter between the two ex-lovers. He appears troubled and hysterical as he denies giving her anything and laments the dishonesty of beauty. Confusingly, he claims to both have loved, and never loved her. As he leaves she mourns the noble mind that has now lapsed into apparent madness. Hamlet believes that by hearing this fight between Ophelia and himself, Polonius and Claudius will think he is now crazy and thus not fear him, making Claudius more vulnerable. Hamlet, Polonius and Larertes all put pressure on her to do what they want, they all use her to gain themselves and they all have little regard for her genuine love for Hamlet. Her heart begins to dictate over her head and as a result of being caught in the crossfire of all the men in her life; Ophelia goes crazy, unable to cope with the stress and contradiction. Finally, she kills herself finding no place in the situation for her own feelings. Hamlet is the least idealistic of Shakespeares plays, with women being presented in a more realistic view, rather than an idealistic outlook on society where women have more control over their lives and arent controlled by the men around them. Ophelia is presented in a more traditional feminine way, relying on men around her. This fits into Hamlet, and makes the play appear more legitimate, due to the emotion involved in the twisted love story. Still, I do not believe she is weak, but instead love struck and susceptible to manipulation by the men closely involved in her life. Many critics have argued that she is a dismal character, which no one can admire, but I see her as instead, a woman who is young, weak and naive to the world around her.

Are major programs considered temporary of permanent organizations

Are major programs considered temporary of permanent organizations From a management perspective, should major programs be regarded as permanent or temporary organizations? Change is permanent therefore all organisations are temporary. So does it matter if management regards major programs as temporary or permanent organisations? The answer is it does. Major programs are a social construct and there appears to be significant differences in culture, behaviour and performance that vary with the perception an organisation attaches to its lifespan. In this essay we will ask what major programs are, how they come about, what their purpose is, how they are planned and how all of this should be taken into account when considering whether they should be regarded as temporary or permanent organisations. We will explore cultural and behavioural characteristics to be found in permanent and temporary organisations and consider how this affects performance and outcomes. We will refer to theories of organisational design to see how major programs might be classified and structured in order to assess whether a temporary or permanent organisation is best suited to eff ective management. Finally, we will come to a conclusion about; whether, from a management perspective, projects should be regarded as temporary or permanent. Major programs can be viewed as the big version of programs which, themselves, are a collection of projects being operated for a common goal. Big in this context  [1]  refers to long duration (c7-10 years), and high cost (>$1bn). Beneath the surface there are many other complicating variables that impart each major program with its individual character. These include but are not limited to: significant bespoke product customisation, unprecedented scale, significant reputational factors, transformational change, continuous changes throughout life. With all this combined they present a much more complex and challenging environment than the single project. Major programs are commissioned in order to deliver a step change on a strategic scale. Quinn (1978) says they are a response to change deficit. Thiry (2007) says the need to change is usually caused by an unsatisfactory condition (p.119) which could be unsatisfied ambition. As they consume a substantial share of the organisations resource and capital for a sustained period they are authorised through the strategic plan. The need to maintain this link to strategic intent creates one of the most important issues and challenges relating to temporary or permanent form. In his widely respected work The Rise and Fall of Strategic Planning Mintzberg makes the argument that plans and strategy are not all deliberate. They operate within an unstable world where factors beyond organisational control are constantly interacting to create new realities. In this world the intended strategy is impacted or replaced by what Mintzberg terms as emergent strategy. Due to their duration, major programs m ust adjust to changed circumstances by making changes to their own plans and objectives. By virtue of their scale they also need to feed back into the strategy planning environment as an input, which will in turn influence emergent strategy via a Double Loop process (Thiry and Deguire 2007). From a company management perspective it is therefore important that a major program is operated through an organisation whose life expectancy and philosophy is aligned with strategic intent rather than specific start and end points along a simple time line. In the opinion of Thiry this requires regular reviews to ensure the program is on target, requiring adjustment and still needed. The termination date that is determined by the realisation of benefits rather than a handover to operations at product completion (Thiry 2007). Taking this notion still further, some major programs are now organised around a Build Own Operate (BOO) model, Jaafari (2007). BOOs are permanent organisations designed to counter the risk that project teams see themselves as temporary organisations who are not involved in realising benefits. To theorists like Thiry the link between the major program organisation and strategy is paramount. He states that programs need to produce business level benefits and are a link between strategy and projects Thiry (2007) p.114). So from its inception to its termination point the life of a major program is governed by strategic delivery. The role of the plan also has an influence on the practicalities of working via a temporary or permanent structure. Project teams organised according to conventional project management standards work best with fixed and accurate plans. The plan is the vehicle for their organisation. By approving the plan the permanent organisation is effectively creating a contract that delegates authority to a local organisation Ives (2005) p.45 that can take decisions and act quickly without constantly referring to the chain of command as it goes about its business. This style of project management, works well with a well-defined and accurate plan. But the plan for a ten year major program costing $1bn is inevitably going to be inaccurate (ref Mintzberg). The role of the external environment is likely to be greater, the program leader will be forced to spend time dealing with outside bodies (regulators, pressure groups) Hobbs and Miller (1988) p.147, there will be a need to appraise and review Thir y (2007) p.133 and, with so much company resource tied up in its operation, the program has a role to play in institutional learning, staff training and development. These fluid conditions do not support the fixed plan model. They are more familiar to general managers in a permanent organisation than project managers in a temporary organisation. This creates a tension in organisational design. The fact that project management has become the popular engine of change even leading to colonisation and the projectification of society Maylor et al (2006) p.664 testifies to dissatisfaction with past performance. Major programs had a history of failing even before they were called major programs. The adoption of a project approach is proof that organisations need special help to overcome internal resistance and opposition to strategic change. The project based temporary organisation offers the promise of being more single-minded, target driven, dynamic, better at lateral communication, fast er at decision taking and acting, undistracted, specialised and clear in mission. To explore the implications of adopting a temporary organisation structure in more detail it is useful to refer to A theory for the temporary organisation Lundin, R.A. and Soderholm, A. (1995). This theory refers to basic concepts of Time, Task, Team and Transition. It suggests that permanent organisations have a view of the world that is based on their presence continuing forever. By contrast temporary organisations use time as a primary measure. Key events actions are dimensioned against a linear time-line. Whilst permanent organisations are accountable for financial performance, the temporary organisation is given dispensation from fiscal contributions and any other distractions. The temporary organisation (Team) is funded to deliver an output which will eventually be transferred (via Transition) to the permanent organisation who will use it to create value in line with the strategic intent. The temporary organisation could be regarded as an entrepreneurial substitution for market pricing. According to the theory the temporary organisation passes through a sequence of phases that begin when a group promotes the Task for the project (Action based entrepreneurialism). Fragmentation of commitment building occurs when the team decouples from the organisation from other past, contemporary or even future sequences of activities. Planned isolation describes the process where the team closes itself away by deliberately isolating the organisation to execute the plan for which the whole operation should proceed like a train moving at high speed towards the end station without unwanted stops. Institutionalised Termination describes the process where the team is recoupled to the organisation and delivers their output to operations via a bridging process. Although this sequence would support a conventional project, a temporary organisation following this behaviour is unlikely to successfully span a ten year major program lifecycle. The emphasis on isolation, time based delivery and a fixed plan is unrealistic. Over a ten year period the temporary and permanent organisation will need to systematically exchange data, staff and revised plans. Splendid isolation with high speed delivery and no unwanted stops is not practical. Lundin and Soderholm only considered two types of project. Unique where the project was exploring new ground and repetitive which was a project (like construction) based on previously tried and tested plans. To move the discussion forward it would be useful to consider how a program might be classified in order to create an appropriate organisational design that fits the needs of strategy. In the case of major programs even repetitive projects (for example bridge building) present sufficient local variation for the managers to feel their task is unique. To consider whether temporary or permanent is best it would be useful for management to be able to assess the context of their specific project. Shenhars Diamond Model Shenhar (2007) based on contingency theory is useful for this. It appears to be applicable to the full spectrum of projects from single project to major program. Shenhar eschews the one size fits all p.10 Shenhar (2007) methodology of standard project management in favo ur of using classical contingency theory to address the need for adapting the right style to the right project Shenhar (2007). Having studied 600 projects Shenhar developed a view using Uncertainty and change, Complexity and Pace (UCP) as dimensions for plotting project profiles in his Diamond Model. To obtain readings to feed into the model managers are asked to follow a three step process to assess the Environment, Product and Task for the project. The goal is to use this data to plot a project profile that can then be used to identify specific managerial activities, decisions and style that are best appropriate for each level and each project type. The UCP model was expanded into NTCP with 13 readings on a four dimensional scale. Figure 1 NTCP Model (c) Shenhar 2006 (Reinventing Project Management) The system allows management to map out the scope / profile of a project with each point along the four dimensions analysed by variables giving relevant advice. A major program might well have a Complexity that is described at the Array level (large widely dispersed collections of systems function together to achieve a common purpose). Shenhars system states the Project Organization for this should be: An umbrella organization usually a program office to coordinate subprojects; many staff experts: technical, administrative, finance, legal etc. p.191 Shenhar (2007) Wiley. But he does not apply contingency theory to the structuring of an organisation. He also takes a conventional view on project lifetime. Though he is dismissive of narrow project management by Triple Constraints (cost, time and scope) he accepts the norm that projects can be seen as temporary organisations within organisations. The use of contingency and organisational theory in project organisation design is purposefully addressed by Molloy and van Donk. In their paper From organising projects to projects as organisations they detect a turn to a focus on structural, contextual and contingent factors or projects that supports an exploration of the relevance of organisational theory to project management p.131 Molloy et al (2008) They refer to the work of Mintzberg which bases organisational structure on nine design parameters influenced by five contingency factors, to map types of project to Mintzbergs five organisation structures (Simple, Machine bureaucracy, Professional bureaucracy, Divisionalised form, Adhocracy). Although major programs were not specifically included in this exercise Molloy and van Donk encourage the view that under different circumstances different organisational structures will be needed to be successful p.130. The message that is evolving for management from this exploration is that the question of whether major programs should be regarded as temporary or permanent organisations is entwined in a wide range of threads. Context, adaptation, flexibility, strategic alignment and a departure from the rigid standardisation of project management appear to be present. This is not a concern if you take the view that major programs can hold both permanent and temporary status. If you also believe it is possible to design a temporary organisation with a different management structure to the standard project management approach, you open the door to organisational theory and a contingency based approach and, this seems worthwhile. Organisational designers like Galbraith provide access to theories that have grappled with issues that are currently challenging project management and major project management. In particular, the view that organisations compete and gain advantage through organisational structure (Ref like the New Management Paradigm Gareis (2007) p254. The need for wider thinking is apparent from the realisation that major programs are capable of evolving from start-up to termination over ten years whilst passing through phases where they develop into large-scale enterprises involving many participants divided across many activities and sub-projects. There are obvious parallels with the way that permanent organisations develop under similar conditions. For management who have given the go ahead on a strategic plan with a ten year timeframe and a $1bn budget there are potential benefits in a contingency based process that uses Galbraiths Star system Galbraith et al (2002). This works through a dedica ted organisational design process that starts with Strategy and progresses through Structure, Processes, Rewards system and People planning (including policies on training and development). This seems a sensible alternative to a one size fits all philosophy that presumes a project is a temporary endeavour undertaken to create a unique product or service. PMI (2000). At this point we have travelled some distance from the original question about whether major programs should be regarded as permanent or permanent organisations. We started with strategic alignment because this is so important given the scale and importance of major programs. This was shown to be difficult to maintain using an approach based on project management in a temporary organisation that is narrowly managed by methods built around the Triple Constraint of time, cost and scope (Shenhar 2007). Major programs require input from many of the behaviours and methods used by permanent organisations. But this has to be managed carefully. Major programs still require the benefits of separation from the permanent organisation that accrue from successfully harvesting project virtues of dynamism and commitment to change. As long as project methodology is not allowed to gum-up progress with unhelpful adherence to rigid controls and time based management, it can still offer an escape from t he failure of permanent organisations to adopt change and give up bureaucratic structures. In search of a way to combine project management with appropriate organisational theory we saw how to classify a project using contingency theory and we were introduced to the Star framework that could be adapted to the management of major programs. Organisational theory has covered much of the ground that leads to discussion over whether major programs should be regarded as temporary or permanent organisations. Contingency theory and organisational design theory offers a way to design a delivery organisation that blends the benefits of both worlds. The conclusion from this discussion is definite. From a management perspective the decision to establish a permanent or temporary organisation for major projects should always be contextual. The start point is strategy. From this position management has to take account of the characteristics of the project and its environment. Calling on frameworks of analysis, a design should be formulated that maximises organisational efficiency in terms of project management, benefits delivery and strategic fit. At the end of this process, having maximised their prospects for success, the designers should step back and regard their creation. From this perspective, where they are standing at a safe distance from professional dogma, they can relax and observe whether what they have created a permanent or temporary organisation, or both.

Comparing Romeo and Juliet and West Side Story :: comparison compare contrast essays

Romeo and Juliet versus West Side Story      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Romeo and Juliet, West Side Story, two timeless dramas that will live forever.   Although both of these stories have many similarities, there are also many differences.   These differences include the differences in sililoquy, the fact that Maria doesn't die, the fact that we never see Tony or Maria's parents, as well as the issues of marriage, the importance of gangs and families to each story.   To understand these differences, I have read and/or watched both Romeo and Juliet, and the similar tragedy, West Side Story.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Above, I named a few of the many differences between William Shakespeare's Romeo and Juliet and Ernest Leaman's screenplay, West Side Story. One main difference is that in Romeo and Juliet the sililoquy is spoken while in West Side Story there is sililoquy, but it is in song.   While both equally express the character's feelings at the moment, it is my feeling that West Side Story's musical style brings the viewer/listener further into the play and makes the play more effective.   An example of this is when, in Act II, Scene II, of Romeo and Juliet, otherwise known as the balcony scene, Romeo expresses his thoughts in a sililoquy until Juliet shows up.   While in Romeo and Juliet all of this is spoken, in West Side Story, this is written as music shared between Maria and Tony.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another major difference between these two stories is that in Romeo and Juliet, Juliet sees Romeo dead and decides to kill herself.   While, in West Side Story, Tony (the Romeo of the play) does die - shot by Chino- Maria is not so stricken and overshelmed that she decides to kill herself.   This is very important because in Romeo and Juliet, neither Romeo or Juliet is allowed to move on with their lives.   In West Side Story, however, I'm sure Maria, although not shown in the film, moves on and gets over Tony.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   My theory on why the above is true, is that Romeo and Juliet are kept apart by family ties or blood; Juliet a Capulet and Romeo a Montague.   Blood ties are what family is all about and tend to be very strong bonds.

College Athletes Must be Held to the Same Standards as Full-Time Studen

Despite a tendency for institutions to be lenient with college athletes, as they enjoy the benefits of full-time-student status, they must be held to the same standards as non-athlete students. Every institution has an obligation to set attendance rules; students who attend these institutions have an obligation to abide by them, however, in actuality, professors chose whether or not they’re enforced. This may cause significant problems between other students targeting a player, rather than who is responsible, the Professor. Although institutions want their students equally treated, diversity is well accepted. Existence as a college athlete contributes to diversity as well as a substantial amount of favoritism. Issues arise pertaining to how one may view an institution as well as the institution itself, due to an athlete’s gift. Though athletics contribute to a decrease in anxiety and stress, in some cases, facts show otherwise. Furthermore, every institution has a set o f rules pertaining to attendance policies, that every student, including athletes need to follow. Most institutions have similar attendance polices. Their policies include: attending regular classes on time, fully comprehending the syllabus for every class, prompt notice to instructor regarding absences due to competition and/or travel, once a certain amount of days have been missed the student is dropped, and failure to properly communicate with instructor may result in a failing grade. Policies have acknowledged the student-athlete is fully responsible for communicating with their professors regarding their attendance. They have also acknowledged students are not entitled to a certain number of absences. Most importantly, policies have stated the importance of in... ...Q Educause Quarterly.NDP. Web. 28 November 2011. Educause Quarterly Magazine, Volume 30, Number 2. 2007. www.educause.edu/EDUCAUSE+Quarterly/EDUCAUSEQuarterlyMagazineVolum/clickerintheclassroomanactive/157458 Pros, Cons on pay for play: yahoo. USA Today. 31 August 2004. Web. 25 November 2014. www.usatoday.com/sports/2004-08-31-pros-cons-pay_x.htm Taylor, Donald L. "A Comparison Of College Athletic Participants And Nonparticipants Of Self-Esteem." Journal Of College Student Development 36.5 (1995): 444-51. ERIC. Web. 12 Dec. 2014. Student Athlete Class Attendance Policy: JEFFCO. Viking Intercollegiate Athletics. 14 October 2011. Web. 25 November 2014. Jefferson College Policy. www.jeffco.edu.edu/athletics/inex.php?option=com_content&task=view&id=287&Itemid=256 Worsnop, Richard L. "College Sports." CQ Researcher 26 Aug. 1994: 745-68. Web. 12 Dec. 2014.

Juggling Motor Skill Essay

To better understand learning, the research and experimentation was conducted by a student. The purpose of this study was to examine a novice learner performing a skill, in which improvement, retention, consistency, adaptability and stages of learning would be tested. The individual chose juggling three beanbags for the skill to be learned. The subject had to learn how to juggle three beanbags at once using both hands. Practice was completed in one way to keep consistency; this included throwing small beanbags standing up in the same room. Hypothesis of the experimenter suggested greatest improvement of skill in the beginning to middle of testing. Learning would be accomplished. An increase in practice time and intensity would need to occur for additional improvement. Putting learning into perspective, â€Å"Fitts and Posner Theory† will help explain three basic stages of learning; verbal-cognitive, motor-associative, and autonomous. Verbal-cognitive is the earliest stage of learning. Characteristics of the novice stage include: high concentration during movement, fatigue which reduces degrees of freedom and performance, the learner needs feedback and correction, and verbal cues are often necessary for learning. The second stage of learning, motor-associative, is where performance is most improved. Characteristics of this stage include: feedback is acknowledged, but cannot be physically corrected, fundamental movements are established, degrees of freedom are increased, and diversification of skill is completed to improve learning. The last stage of learning, according to â€Å"Fitts and Posner’s theory†, is the autonomous stage. Learning is unconscious, which means cognitive thought is not needed when completing movement. Other characteristics of the autonomous stage include: exploiting degrees of freedom, focusing on the most relevant stimuli, and error correction. Three stages of learning are accomplished in progressive order with the first two stages attainable in a matter of days or weeks, while the last stage often takes years to achieve. Research showed the individual went through the first two stages of learning. During the beginning baseline session, first stage of learning was evident because when the beanbags were tossed or thrown towards the other hand inaccurately, it caused inconsistent scores. With practice, the student progressed to the second stage of learning. Juggling became more accurate, easier, and scores improved. Recognition of errors became apparent because written evidence by the individual stated error detection, but individual did not know how to make physical correction. The student felt more comfortable with juggling motion and became confident in ability. After practice session 6, results plateaued and showed individual performance unable to increase unless practice habits intensified. Four ways to measure motor learning were administered to understand test results. First, the student plotted performance curves on graphs to observe improvement. Second, retention of skill was measured to decrease performance variables and to measure persistence of skill across time. Third, transfer of skill was used to obtain skill adaptable results. Learner was able to transfer skill of juggling beanbags to apples. Fourth, statistics were calculated to find standard deviation, which showed consistency of skill learning. Methods To complete the juggling experiment, the student used the same three beanbags to perform the skill. All sessions were performed in the same room with closed windows and closed door to prevent environmental distractions. The number of catches were counted as measurements and errors were non catches. Measurements were accurate each baseline, retention, practice, transfer and performance sessions of experiment. The independent variable was practice. Learner tried to keep throwing motion and hand motion the same for each trial for maximum learning. Scoring was also similar throughout each trial. After each catch there was a score of one. Although the scores were very low, after the eight weeks, the number or score increased dramatically with more practice. The dependent variables were the catches and errors made. Baseline session, no practice of skill prior to session, was first recorded to observe students’ ability before practice. Juggling practice consisted of fifteen and thirty minute daily practice sessions depending on learner’s daily schedule. Eight hours of practice were to be completed by end of motor learning experiment. Practice was conducted in one certain way to better show the learning evidence. Standing in the same room, facing the same way, closed doors and windows. After practice completion of one full hour, student waited fifteen minutes before conducting a performance session. Total of eight performance sessions were collected throughout experiment. Retention session was tested five days after eighth performance session to measure persistence of learning. Transfer session was also conducted to measure adaptability of skill to other versions of skill. Data from baseline, performance, retention, and transfer sessions was recorded on paper by the learner, and then transferred into Microsoft Excel and Microsoft Word for further analysis. Results were put into a formula and answers were plotted on graphs to observe student learner. Standard deviation was also calculated to observe consistency of student learning. The purpose of this study was to measure stages of learning, improvement, consistency, retention, and adaptability results of a novice learning. Juggling was tested in the learner and, as hypothesized, the learner achieved highest learning in the beginning to middle of testing. Learning was based on results from data collection, analysis, and comparison of baseline, performance, transfer, and retention sessions. Baseline session and retention session scores were put into the formula, [(A-B) / A)] x 100, to see how much learning occurred during testing. According to the calculation of grade mean performance, 70% of juggling was learned when baseline session was compared to retention session. The same formula also compared performance session one to performance session eight and performance session eight to a transfer session. Performance session one compared to performance session eight showed how much the learner improved skill during experiment, which was 57% improvement. Results from other test statistics, consistency and improvement, also confirmed student learning. Standard deviation was calculated to depict consistency for all eight performance sessions, baseline session, and retention session. The closer the number was to zero, the more consistent the learner’s accuracy. Calculations showed highest standard deviation to be 1. 83 in performance session three while the lowest was . 95 in performance session four confirming consistent results in improvement over the course of skill learning. Graphs showed how improvement was displayed by grade mean performances of all eight performance sessions, baseline session, retention session, and transfer session. Grade mean performance was found by adding up scores from all ten trials in each session and dividing the number by ten trials. Based on data collection and analysis, the student learned the motor skill of juggling. According to results, the learner progressed through the first stage of learning, verbal-cognitive, and reached a plateau at the second stage of learning, motor-associative. The first stage of learning is where the student began skill of juggling. Gripping and throwing the beanbags took high concentration and precision to accurately toss to the other hand. Trials 8, 9, and 10 in performance sessions one and two were difficult for the learner because fatigue became a factor in creating poor performance. Feedback and correction was evident in which the learner cognitively replayed performance in order to improve. With practice, the learner began learning the correct hand motions to have better aim. As the learner improved, progress was made to the second stage of learning. The most improvement occurred in performance sessions two through four. Learner became accustomed to tossing the beanbags to the other hand without a lot of thought. Error detection was easily made, but correction was still difficult for the learner to correct. Repetition of skill improved performance and learner became comfortable making the hand movements and creating less errors. Scores of accuracy rose until performance session six, where learner reached a plateau. Plateau was reached, but can possibly be avoided with intense, diverse practice and experience. Another model of motor learning, â€Å"Vereijkens†, can be used to see if student learned. Vereijkens model† involves three stages of learning; freezing degrees of freedom, releasing degrees of freedom, and exploiting degrees of freedom. The first two stages can be related to how the student learned to throw bags to the opposite hand. The learner began in the freezing degrees of freedom stage. Upper body momentum of student was also used to throw dart at a more specific area of the dartboard. Improvement in scores resulted from the learner detecting errors in practice. The individual, however, could not correct errors without guidance. Accuracy increased with more mobility movement in arm. The last stage, exploiting degrees of freedom, was not seen by the learner. Stages of learning, improvement, student consistency of learning, retention ability, and adaptability all confirmed student learning. The learner hypothesis held true, in which improvement would occur greatly from beginning to middle testing stages. Experience and repetition is needed to attain high levels of learning and retain ability. The study showed how learning can be attained through practice and persistence of doing a skill.