Artemis Temple Essay Example for Free

Artemis Temple Essay She directed the change of a lady from virgin (parthenos) to wedded lady (gyne) and ensured the virginity of the individuals who were unmarried or wished to remain virgins (2). Artemis likewise supervised marriage, labor and helped with kid raising (3). Virginity was particularly accentuated in the Temple of Artemis at Ephesus: just virgins and men were permitted access and hitched or explicitly dynamic ladies were barred under punishment of death. Artemis is generally viewed as a ripeness goddess, for the most part in light of the huge number of ‘breasts’ that spread her faction picture (4). This paper will examine three parts of the Ancient Temple of Artemis, the style, the rebuilding of its design and its significance. The sanctuary of Artemis was worked around 550 BC and was the primary sanctuary to be altogether of marble and the biggest sanctuary at any point manufactured. The sanctuary was financed by the well off ruler of Lydia and was structured by the Greek planner Chersiphron. Boggy ground was chosen for the structure site as a safety measure against future quakes. The establishment was laid on a bed of stuffed charcoal and sheepskins, the segment drums and architraves moved from the quarry, relates Vitruvius, by fitting them with enormous haggles, such as moving axles, having them pulled by bulls (5). It takes after the old style Greek sanctuary: an unemotional rectangular structure with compelling sections (6). The sanctuary estimated 350 by 180 feet and all things considered, its most striking component was its in excess of 100 marble sections. Since it was worked in the Ionic engineering style, the sections were finished with sculptural reliefs at their bases and rosettes in their capitals (7). There were two lines of sections extended over the front of the sanctuary, remaining around 21 feet separated and stretching out from the front to the rear of the sanctuary at 17 feet separated. The entryway in the pediment alongside two windows was planned for Artemis own utilization (8). Inside the sanctuary was simply the sculpture of Artemis, which was worked from gold, silver, black and different stones. The sanctuary got dealers, lords, and tourists, huge numbers of gave gems and different fortunes to Artemis and her sanctuary. Its quality likewise pulled in numerous admirers and pioneers, fortifying the religion of Artemis (9). Since she was a persuasive figure, her popularity went higher when her sanctuary was assembled. The Temple of Artemis was a renowned and pulled in guest from far and close. Its motivation was both a strict organization and commercial center. The commercial center itself had little models of the sanctuary and its goddess Artemis for the kindred vacationers as trinkets to take with them. The segments at the front were finished with perplexing figures. It was worked to respect Artemis as inside the sanctuary was an internal room considered the asylum that housedâ a radiant sculpture of the goddess. The sanctuary was wrecked and reconstructed a few times, each time it was constructed more stunningly than the time before it. The first occasion when it was annihilated was the evening of July 21, 356 BC, a man named Herostratus put a match to the sanctuary trying to deify his name (10). It made the rooftop collapse, the sections fallen, and the sculpture of the goddess collided with the ground. After the town made a law expressing whoever referenced his name would be executed right away. In the accompanying two decades the sanctuary was reestablished with the assistance of Alexander the Great. Yet, on the other hand in 262 AD, the sanctuary was annihilated by the Goths and later overwhelmed by floods, yet at the same time the occupants of Ephesus pledged to revamp it (11). Anyway this time it was not modified because of the high development costs. A little later the sanctuary started to lose its significance and numerous individuals were changing to Christianity and the town was totally separated. There were endeavors made to reproduce the sanctuary, yet so far just a few sections have been raised upon the rest of the establishment.

Blockbuster Organizational Failure Research Paper

Blockbuster Organizational Failure - Research Paper Example Simultaneously, it likewise made various difficulties in the commercial center in regards to seriousness, ingenuity just as manageability, which has enormously impacted organization supportability in numerous parts. Concentrated on a comparable thought, this paper will involve basic investigates with respect to the disappointment of Blockbuster LLC, which was some time ago perceived as Blockbuster Inc. Outline of Blockbuster Organization Blockbuster is a worldwide retail chain, which offers a clear exhibit of computer games, home film and rental administrations for DVDs and VCDs at sensible cost to its segregating worldwide clients. Moreover, the association is additionally committed to give its clients sufficient item decisions and one of a kind buying encounters. As of now, Blockbuster is working with in excess of 2,500 retail locations spread around the world. Being an American MNC, the organization possesses its most extreme number of retail locations in the US, aside from Europe , Asia and Australia. The essential targets of the organization throughout the years have been to give a world class amusement experience to the customers with a striking grouping of film and game classifications, serving to around 90 million individuals all around the globe (Blockbuster, 2013). Regardless of its prosperity since its foundation, with the expanding weight of rivalry in the worldwide stage, the organization needed to observe a decrease in its income structure. It was in the year 2010 that the association declared financial insolvency and was therefore gained by Dish Network (Almeida, 2011). Investigation of the Organizational Failure Factors In request to examine the explanations for the disappointment of Blockbuster, the accompanying branches of knowledge will be contemplated, which will be useful to get an inside and out comprehension of the pretended by different outer and inward business condition components to make sure about the maintainability of an organizatio n over the long haul. Upper hand According to Michael E. Watchman (2008) upper hand is a procedure of picking up advantage over contenders by offering clients high incentive through sensible value, great item quality, item assortment, imaginativeness as alongside other worth included administrations (Porter, 2008). In the present wonder, upper hands are not just important to help an organization in acquiring bigger piece of the overall industry, more prominent benefit and brand esteem, yet it is likewise important to guarantee long haul initiative situation of the organization, in the advanced period. In any case, when considering the episode of Blockbuster’s disappointment, it tends to be seen that the most noteworthy part of upper hand is to ensure the food of an organization, aside from the previously mentioned benefits. It is in this setting clearly, because of its plan of action confinements, Blockbuster was in a seriously disadvantageous position. The business setting c an be accounted as capable in such manner, to an enormous degree. The present market structure of media outlets will in general be exceptionally unstable, where both the providers and the clients have high level of haggling power, significantly because of the accessibility of close substitutes. Furthermore, with visit events of forward and in reverse obtaining and mergers, Blockbuster additionally needed to observe the danger of new contestants. Consequently, given the constraints of the plan of action followed by the association as far as poorly fit with outside ecological changes, unbending nature to adjust creative thoughts and cost just as time concentrated trademark, the association neglected to protect its

Blog Archive mbaMissions Exclusive Interview with University of Michigan Ross School of Business Director of Admissions Soojin Kwon Koh

Blog Archive mbaMission’s Exclusive Interview with University of Michigan Ross School of Business Director of Admissions Soojin Kwon Koh mbaMission was fortunate to have had the opportunity recently to speak one-on-one with Soojin Kwon Koh, Director of MBA Admissions at Michigan-Ross. Here, we offer some highlights from the interview, followed by a full transcript. Ross will be increasing its class size from about 440 to 500  with its  new facility Ms. Kwon Koh discusses how she reads an MBA application Ms. Kwon Koh elaborates on employment issues and her willingness to see candidates consider more than one career goal in their essays mbaMission: Thank you for joining us. I’d like to start with a standard question we’ve been asking all the admissions directors: what should Ross be known for that it is not currently known for? Soojin Kwon Koh: We’re a lot more international than prospective students realize. Globalization is integrated throughout the whole MBA experience, from courses to independent study and internships. More than half of our students travel overseas each year. As an example, our MBA Class of 2008 spent more than 6,000 days collectively in over 30 countries outside of the United States as a part of their courseworkâ€"that doesn’t include internships. They can go abroad for our Multidisciplinary Action Projects, or MAP, a course called “Global Projects” and   a number of other strategy and operations courses that have gone to places like Cuba, Turkey, Ireland, the Netherlands, China, India, just to name a few. We also have a Center for International Business Education that offers study abroad opportunities with 11 schools in nine countries in Europe, Asia and Africa. mbaMission: How are those international opportunities sourced? SKK: Well, a lot of them are through MAP. Our MAP office and other staff travel the world, talking to companies and alums to source projects. Because we’ve been doing it so longâ€"since 1992â€"we’ve got a really strong roster of companies that have done repeat projects with us, and word of mouth gets us projects as well. Over 600 organizations have partnered with us to sponsor over 1,300 MAP projects around the world. mbaMission: Is Ross currently focused on strengthening any particular academic areas or offerings? SKK: We’re a general management school, and we have maintained our general management focus. But even during these tough times, when short-term cost cutting has been the goal on everyone’s mind, we’ve continued to hire new faculty in a variety of areas, including accounting, finance, operations, management and organization, and marketing. So we are staying as broad-based as we have always been, and continue to invest in the research issues that are important across the business spectrum. mbaMission: You’ve mentioned Ross’s international aspects and opportunities. When evaluating applicants, how do you screen for whether someone has genuine international interest and whether they would be effective in the international environment? SKK: We look for people who are open-minded and have worked in diverse environments whether it’s in another country or in an industry where they work with people of varying backgrounds and experiences. mbaMission: Obviously, there’s been a pretty significant downturn in the economy in the last little while, and I’m curious about how you view candidates who discuss a primary and a secondary career goal in their essays. SKK: We think that having two goals can be and practical. As this economic downturn has shown, sometimes people may have to pursue an alternate career path. We advise our students to do a thorough career self-assessment and identify which careers might be a good match for them based on their interests, values and priorities. We encourage them to reassess as they go along. Students should think more broadly about the skills they want to use and develop, and the kind of environment they want to work in.   Chances are, more than one industry or function will fit that bill. mbaMission: In the Ross essay question that asks, “If you were not pursuing the career goals you’ve described, what profession would you pursue instead?” do you expect applicants to offer something that’s kind of an ideal or something more pragmatic?   For example, “If I don’t become a banker, I’d like to go into corporate finance” versus “I recognize that fundamentally, I’m successful as an educator of others, so if I weren’t to become a banker, I would become an elementary school teacher instead.” SKK: I think that’s the essay question applicants have the hardest time with. We’re not looking for a specific type of answer. I think some applicants think, “Oh, they’re looking for a career that’s closely related to my primary career goal. If I’m not going to be an investment banker, then my alternate career should be corporate finance.” That could be the right answer if that’s truly what you would want to do if you weren’t going into banking. Or it could be that there’s this other side of you that wouldn’t have come out if we didn’t ask this question. We’re hoping to get to know you better by understanding what your interests and passions are.The other thing we’re looking for in that question is how that alternate career can make you more effective in solving multi-disciplinary problems. Many applicants seem to forget to address that part of the question. mbaMission: How does Ross view class visits? SKK: We highly encourage prospective students to visit and sit in on a class, get a feel for the class dynamics â€" with the professor, with each other â€" walk around the campus and get a feel for the culture. Visits can help applicants make informed decisions about which school to apply to and ultimately attend, because they’ll get better sense of fit. Some schools are going to be a better fit based on someone’s personality and goals, and you can’t really make that determination based on view books or Web sites or rankings. You really need to experience it firsthand.That said, we understand that applicants’ budgets and schedules are tight, and it may be tough for prospective students to visit all the schools they’re considering. At a minimum, prospective students should talk to current students and alumni at each school. On our Web site, we have profiles of student ambassadors. Ambassadors are students who have volunteered to answer questions. Prospects can e-mail ambassa dors to find out what the school is like from a student’s perspective. Ambassadors aren’t part of the admissions committee so they can’t comment on issues related to the admissions process, but they can answers questions about what it’s like to go to school here. mbaMission: Do you have any information as to the number of applicants admitted and the number who came to campus to visit? SKK: We do track the number of visitors, and we do track the number of admits, but there’s no correlation between the two. mbaMission: Right. As you alluded to earlier, different schools have different personalities. What kind of personality would you say is attracted to the Ross community? SKK: I would describe our students as collaborative and very team oriented. I think people who value relationships and people are attracted to Ross.   Our students are also very action-oriented.   They take lot of initiative. Our community is very student-driven, from the clubs to our conferences to some of the classes that are here â€" much of it is driven by student interest and student initiative. The people who tend to have the best time here and, not coincidentally, the people we look to bring into our community are those who really want to get involved in things and not just go to classes. mbaMission: And how do you think candidates can reveal those kinds of traits in their application? SKK: Obviously, the essays are a great vehicle to reveal fit. Recommendation letters are also very helpful in giving us a third-party perspective on your level of initiative and impact. The interview certainly plays an important role, too. Even on the application form itself, where you list extracurriculars and other information, each part helps us develop a mental picture of each applicant. So really, every part of the application process provides us with an opportunity to evaluate fit. mbaMission: Can you talk a little bit about the interview experience at Ross and what an applicant can expect? Are there any differences between an on-campus interview, an alumni interview and a student interview? SKK: To begin with, our interviews are by invitation only. We make the invitations based on an initial review of the application; it means you’re someone we want to get to know more about.Interviews are conducted by students, alums or staff. On-campus and off-campus interviews are weighted equally. They have different benefits. Interviewing on-campus obviously gives you an opportunity to visit, sit in on a class, meet with students, get a sense for what the school’s vibe is. Interviewing off-campus with an alum gives you the opportunity to talk to someone who can provide a perspective on all aspects of the experience during and post-MBA. mbaMission: What is the process of evaluating an application at Ross? Can you walk me through the different phases? SKK: We started reviewing our applications electronically last year, which enabled us to get to the actual application review process more quickly. Obviously, when we receive thousands of applications, we can’t review them all simultaneously. Each reviewer is randomly assigned a list of applications to review. Each application gets multiple reviews. Some applicants might be invited to interview after the first evaluation, while others might be invited after the second evaluation. What we’re looking for in the application review is whether someone has the academic ability to do well in our program and what they’ll bring to the table in terms of professional and personal experiences. We want students who will have something to teach their fellow students. We’re also looking for whether they’ll be a good fit in our community based on their essays, recommendation letters, etc.The interview is used as a gauge of fit as well as communication skills. As I mentioned, interviews are conducted by second-year MBA students, alumni and staff. Interviews are conducted blind, meaning interviewers don’t see a candidate’s application; they only see a copy of an applicant’s resume. Once the application reviews and interviews are completed, the Admissions Committee will make recommendations about each applicant as to whether we should admit, deny, or waitlist. Then I review all the decisions as a whole, by round, to see what the class is shaping up to look like and make decisions on the overall composition of the class. Then I submit our final recommendations to the Associate Dean for review. mbaMission: When you sit down to read an application, where do you start, and what is the order you follow? SKK: I look at the resume first. I view that as kind of the introduction to the applicant â€" to get a sense of the big picture. What does their work experience look like? Their education, interests, and extracurriculars? Hopefully that can be summarized in one or two pages. Then I look at their GMAT score and their transcript to get a sense of where they are on our academic spectrum, and then I turn to the essays. While all four essays are important, the first essayâ€"the why MBA, and why Rossâ€"is the best opportunity for an applicant to explicitly make a compelling case to be part of our class. The other essays are opportunities to reveal your fit in indirect ways.   Finally, I look at the recommendations, which is not to say they’re the least important part of the process.   On the contrary, I view rec letters as a way to gauge consistency in the picture the applicant has painted of him/herself and the applicant’s self-awareness. mbaMission: I think you touched on this a little, but can you share some of the common mistakes people tend to make in their applications? SKK: There are two main things that come to mind. On their resumes: applicants often give us a job description or a list of responsibilities rather than highlighting results and impact.The second common mistake I see is that applicants use the essays to tell us about us rather than themselves. They cite a laundry list of classes, clubs and faculty in their essays (sometimes from the wrong school), and use that as evidence of school research without really understanding what they’re about. We already know what we’re about. What we want to know is what the applicant is about and why he or she will benefit from and contribute to our community. mbaMission: These days, it’s not uncommon for people who are applying to business school to have been laid off. What would you say to someone who’s been laid off, possibly even months ago, in terms of applying to Ross? SKK: They should still definitely consider applying. We understand that great employees at all levels within an organization can get laid off, especially during times like this, so there’s no need to feel like your chances are automatically less than those of someone who is still working. We’re going to look at an applicant’s entire professional history and not just the last year. And we’re going to look at all the pieces of the application, not just the work history.As with all applicants, we’re going to want to know how the MBA fits into your goals and why now. We’re going to want to know what you’ve been doing since the layoff. That can be addressed in an essay and the interview. A layoff can be an opportunity to showcase your initiative, your maturity and your resilience. Some folks have taken this time to get more involved in volunteer work or investigate a career path that they’re passionate about. The important thing is to address it and show us how you’ve de alt with it. mbaMission: Great. What can you tell us about the school’s new building and the kind of impact it has had on the Ross community? SKK: Oh, it’s been great. It’s a fantastic new building. It’s very open and very conducive to community-building. Our new winter garden space lets in a lot of light and has a lot of seating that lets people gather informally. The classrooms are state-of-the-art. We also have a lot of group-study rooms, which is very important to kinds of projects students are engaged in.We’ve also got a great new fitness center on-site for students, faculty and staff that has all of the latest equipment, and a new café that has stations for different kinds of hot and cold food and sources much of the food locally. Also, the building is LEED certified, which is in line with our focus on and commitment to sustainability. mbaMission: Do you expect to see more applicants this year? Do you have any predictions as to what will happen going forward? SKK: I think the days of double digit growth are over, and international applicants will look for options closer to home.   But I think there will continue to be strong interest and a need for MBAs. mbaMission: How many more students do you think you’ll be admitting for this fall? SKK: The numbers aren’t final yet; classes don’t begin until September 8.   But right now I’d say we’re looking at a class size of about 500.   Our new building has enabled us to accommodate a larger class. mbaMission: Are you focusing on any particular countries to yield additional applicants? SKK: We’re looking at different strategies for each region of the world, taking into consideration market potential. We’d, of course, like to see students from all regions of the world in our class. mbaMission: Can you talk about the international student loan situation right now and what’s going on specifically at Ross with regard to this issue? SKK: We secured a loan program through the University of Michigan’s Credit Union to cover our current and incoming international students with very good terms. We’re also in the final stages of another international student loan program with a different bank to cover students who will be coming in next fall, in 2010. mbaMission: What can you tell us about the discrepancy in application volumes between Round 1, Round 2 and Round 3 at Ross? I think more and more candidates are feeling compelled to apply early, and I’m wondering whether you would encourage that or whether you feel the opportunities are relatively equal for applicants across all rounds. SKK: Percentage-wise, we get about a third of our applications in Round 1, about 55% in Round 2, and the remainder in Round 3. I think a lot of people would rather take the extra time, over the holidays especially, before they hit the “Submit” button. We encourage people to submit their application when they feel that it is the best possible application that they could submit. So, if you can get everything lined up and completed and you feel really good about it by October 10, then I would encourage applicants to apply in Round 1. But if it takes you a bit longer, and you want to take the time to look at your application again and maybe have somebody else look at it, then Round 2 is fine, too. For international applicants, we highly encourage them to apply in Round 1 or Round 2, because there may not be enough time to get visas lined up if they apply in Round 3. The other thing to mention is that all of our scholarship decisions are made around Round 1 and Round 2, so it’s to e verybody’s advantage to apply during one of the first two rounds. mbaMission: While you have an audience of about 35,000, is there anything else you would like people to know about Ross? SKK: Sure. It seems to be a growing trend for business schools to be doing field activities or hands-on learning experiences, and in that regard, Ross, I think, provides the best opportunity to get real world experience during an MBA program. With MAP in particular, the Multidisciplinary Action Project, students work on diverse teams and tackle strategic and operational issues for companies, nonprofits and startups all around the world. About half of our projects are international, the other half in the United States.   MAP is part of our core curriculum; we dedicate seven weeks, full-time to just MAP.   That’s a meaty learning experience.We think that this way of applying theory makes it easier for students to really own the knowledge they’re learning in the first 3 quarters of the first year. It also prepares them to deal with the uncertainty of working in the real world, where problems and solutions aren’t defined for you. You learn how to ask the right questions, identify t he real challenges, and solve problems. From a practical perspective, action-based learning and MAP in particular are helpful for career switchers and for students with fewer years of full-time work experience by virtue of the seven weeks of full-time experience in an industry or a function. That’s comparable to a lot of summer internships, which are often ten weeks. And because of the long history and scope of our MAP program, we’ve really got the experience to get projects that are good from an educational standpoint as well as valuable for the sponsors. mbaMission: Great. Thank you for taking time to speak with us about Ross. Share ThisTweet University of Michigan (Ross)

Dystopian Societies And Progression Towards Equality Essay

How could a young boy who wanted to become an artist, turn into a sadistic and mass murdering dictator? Adolf Hitler, during his time of power, was responsible for millions of deaths and leading Germany into a dystopian society. A dystopian society is a place of human misery that is ruled by a totalitarian government that makes choices for their own benefit not the people s; Adolf Hitler made Germany dystopian by being the sole power and eliminating or suppressing his opposition. Hitler was able to persuade Germany that the Jewish people were the cause of their problems, which evolved his rise to power. Amid Hitler’s ascent to Fuhrer, he initiated several laws and social reforms, which had a profound impact on the German people and citizens in surrounding countries. By examining and reflecting on the different types of dystopian literature we have the capability to be proactive in educating people about dystopian societies and progression toward equality. 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Oscar Wilde A Brief Biography - 660 Words

Background Information: Oscar Fingal O’Flahertie Wills Wilde, son of William and Jane Wilde, was born October 16, 1854 in Dublin, Ireland. Wilde was born into a well educated and literate family, as his father was an ear and eye surgeon who had written multiple books during his practice. His mother was also a writer; she wrote articles relating to Irish nationalism, the rights of women along with multiple poems, essays, and stories (Shuman). Oscar excelled in school and received multiple recognitions in religious and classical studies while attending the Portora Royal School. This recognition continued into his time at Trinity College of Dublin where he received the Classical Demyship scholarship to Magdalen College, Oxford. He received his bachelor’s degree from Oxford in 1878, but continued to study further. Afterwards, he took part in the theatre and opera performances. Wilde and his acquaintances had the belief that one should surround themselves only around beaut iful things. W. S. Gilbert and Sir Arthur Sullivan, a musical theatre group that Wilde was associated with, sent him to the United States for a year on a lecture tour on aestheticism and other topics because he was so passionate about the topic. He spoke to the large group of people that his tour attracted and gave 125 lectures throughout the United States and Canada. In 1884 Wilde married Constance Lloyd, and from there had two sons. Yet, he became involved in a relationship with Alfred Douglas. WildeShow MoreRelatedThe Importance Of Being Earnest By Oscar Wilde1243 Words   |  5 PagesBiography An exuberant nonconformist and controversial playwright, eminent author Oscar Wilde produced critically acclaimed literary works that defined the essence of late Victorian England. Posthumously recognized for his only novel The Picture of Dorian Gray and satiric comedy The Importance of Being Earnest, Wilde initially acquired criticism for his immoral and unconventional style of writing. 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The biography takes its origin back in the Romantic experience of a unique and developing individual reflected in the genre of ‘self-development romance’. However, the romantic biography did not bring the subject to the novel but rather changed its scope of focus to the nature and meaningRead MoreCleanth Brookss Essay Irony as a Principle of Structure9125 Words   |  37 PagesNietzsche: The Birth of Tragedy from the Spirit of Music, Truth and Falsity in an Ultramoral Sense * Walter Pater: Studies in the History of the Renaissance * Émile Zola: The Experimental Novel * Anatole France: The Adventures of the Soul * Oscar Wilde: The Decay of Lying * Stà ©phane Mallarmà ©: The Evolution of Literature, The Book: A Spiritual Mystery, Mystery in Literature * Leo Tolstoy: What is Art?[edit] The New Crit icismHowever important all of these aesthetic movements were as antecedentsRead MoreEnlightment of Education in Pygmalion and Educating Rita9449 Words   |  38 Pages | |[pic][pic] |1.   Social conditions in England in the beginning of the 20th century | |Ð’Ð ¾Ã ¹Ã'‚Ð ¸ Ã'‡Ð µÃ'€Ð µÃ · Facebook |2.   Shaw’s biography and his place in the development of the English literature | | |2.1   Early life and family | |Ðâ€"Ð °Ã ±Ã'‹Ð »Ã ¸ Ð ¿Ã °Ã'€Ð ¾Ã »Ã'Å'? |2.2  Read MoreWalts Whitmans Vision of America in Leaves of Grass17685 Words   |  71 Pageswhisper So long! » Walt Whitman, So Long !, Deathbed edition (1892) †© 2 Walt†©Whitman’s†©vision†©of†©America†©in†©Leaves†©of†©Grass†© †© Contents†© I. †© Introduction†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†©4†© Starting†©point†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦.†¦.†©4†© Short†©biography†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†©5†© Historical†©context†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†©7†© Thematic†©analysis†©of†©poems†© a. Beauty†©of†©the†©country†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†©8†© b. Democracy†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†©17†© c. War†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.†©25†©Read MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesed. p. cm. Includes indexes. ISBN-13: 978-0-13-283487-2 ISBN-10: 0-13-283487-1 1. Organizational behavior. I. Judge, Tim. II. Title. HD58.7.R62 2012 658.3—dc23 2011038674 10 9 8 7 6 5 4 3 2 1 ISBN 10: 0-13-283487-1 ISBN 13: 978-0-13-283487-2 Brief Contents Preface xxii 1 2 Introduction 1 What Is Organizational Behavior? 3 The Individual 2 3 4 5 6 7 8 Diversity in Organizations 39 Attitudes and Job Satisfaction 69 Emotions and Moods 97 Personality and Values 131 Perception and

Should Parents Be Allowed to Spank Their Children

Should Parents Be Allowed To Spank Their Children? The inhuman act of corporal punishment at home that is discouraged globally by a number of pressure groups and social welfare organizations should be completely banned, and parents should be allowed to spank their children. Physical violence practiced on children also known as corporal punishment has been discouraged globally by a number of pressure groups and social organizations for a number of reasons with serious consequences for violators. In this paper, I will examine the arguments for and the arguments against corporal punishment explaining why I support my thesis. Firstly, Corporal punishment and violence at homes lower a child’s self esteem. Physical violence practiced on a†¦show more content†¦However, very few sources support this theory as more sources support the opposite that corporal punishment and spanking is wrong, because there are more disadvantages than advantages of spanking and therefore in such cases the arguments against corporal punishment outweigh the arguments for corporal punishment and the advantages of such a concept become negligible. Advocates of corporal punishment have suggested that a child who is spanked during childhood is usually better behaved than one whose parents don’t believe in spanking their children. Although, logically this theory may be sensible, but in the long run it isn’t practical. If parents have such an austere attitude in raising their children it is likely that such parents will never be able to develop an ideal relationship with their children. Also, this theory has again been acclaimed by very few sources, and eventually in this case the arguments against corporal punishment will outweigh such an argument that supports corporal punishment making it neglible. Therefore, after critically analyzing and evaluating the thesis of this paper and all the arguments for and refuting the arguments against it, I agree with the claim that corporal punishment at home, school or any otherShow MoreRelatedParents Should Not Spank Children1657 Words   |  7 PagesParents should not spank children Spanking is a method that most of parents use to punish their children after they have done something bad, which can help a child not to do the same thing again or over and over. It has been the way of discipline for many years. According to Julie Crandall, â€Å"65 percent of Americans spank their children, which means 3.5 out of 5 parents spank their children†. This study clearly shows us that parents more parents spank their children. ParentsRead MoreCorporal Punishment Is A Used Form Of Discipline Around The World1516 Words   |  7 Pagesphysical force without causing harm with the intention of disciplining or modifying behavior in children. Pain, but not injury is how corporal punishment is distinguished from physical abuse. Many ask, when does corporal punishment become physical abuse? According to The Federal Child Abuse Prevention and Treatment Act of 2010, child abuse is when Any recent act or failure to act on the part of a parent or ca retaker which results in death, serious physical or emotional harm, sexual abuse or exploitation;Read MoreParents Should Not Spank Their Children Essay examples1654 Words   |  7 Pagesinjury. So, are parents actually teaching their children violence? When a parent spanks a child, whether they are aware of it or not, they are teaching that child violence. They are teaching them that hitting someone else is okay. In his article The 13 Ways Spanking Harms Children, Michael J. Marshall, PhD, says that children who are spanked engage in more hitting and fighting than those who are not physically punished by their parents. Relying on spanking when parents think its neededRead MoreHistory of Spanking Essay1386 Words   |  6 Pagesthe birth of the nation Americans have wrestled about the topic of spanking children for discipline. We waver back and forth for a while it is okay and expected that we will discipline the children by using corporal punishment. Then everything changes and for years it is no longer acceptable. It has been the subject of many heated debates and will continue to do so as long as we have parents and as long as they raise children. In the long run we will find out if spanking turned out to be an asset orRead MoreChildren Should Not Withhold Discipline From A Child845 Words   |  4 PagesSpanking children is used as a form of discipline if brought upon with a valid reason. Peoples opinions may very because everything has an extent it can be taken to expressly discipline. Disciplining children has been an widely controversial topic for many years as in the forms, the things used to discipline children, and the extent. One of the many forms of discipline is positive discipline. Witch focuses more on encouraging the child instead of focusing on the punishment. A parent using positiveRead MoreArticle Review of Corporal Punishment and Child Behavioral and Cognitive Outcomes through 5 Years of Age900 Words   |  4 PagesUrban Birth Cohort Study. Summary This study examined the prevalence and determinants of spanking of children at 3 years of age and the associations between spanking and externalizing behaviour and receptive verbal ability at age 5 years. The authors first identified the determinants of spanking through a review of works on spanking. (Berline et al. 2009;). They found that gender of the children played a factor, which boys more likely to be spanked than girls. (4). They also found the age, experienceRead MoreThe s Irish By Gish Jen And The Son From America By Isaacs Bashevis885 Words   |  4 Pagesbarefooted and never looked down upon but in Washington that was a different story. One of the most difficulties Santosh had to face was that he had fallen in love with a black woman (page 1014) that he called hubshi, in his country that was not allowed. From there he started feeling like he was being dishonored toward his culture and religion. Once an immigrant moved to the United States, he/she has to face many challenges. What might be acceptable in Washington might not be acceptable where theyRead MoreWhy Spanking Children Is Wrong1453 Words   |  6 PagesWhy Spanking Children is Wrong Parents have been spanking thei r children for hundreds of years, but recently this practice has come into question. The concern is not regarding the effectiveness of spanking but the correctness of spanking. Parents should not be allowed to strike their children. Child abuse is defined as any unnecessary or intentional physical or emotional or sexual mistreatment of children. Spanking is not the only method of child discipline. Spanking is not even the most effectiveRead MoreFactors That Influence Middle School Parent s Decision1303 Words   |  6 Pagesfor the purpose of this control of the child’s behavior†, corporal punishment was almost universally approved of and used by parents in at least the first three quarters of the 20th century. In 1977, the US Supreme Court found that the Eighth Amendment, which prohibits cruel and unusual punishment, did not apply to school students, and that teachers could punish children without parental permission. The use of Corporal Punishment in schools has also been found to be associated with a host of theRead MoreChild Discipline2495 Words   |  10 PagesForms of Discipline: What is best for the child? Children are like flowers, if well taken care of they will bloom. If ignored or tortured, they will wither and die. Child discipline is one of the most important elements of successful parenting. Today, many people have this notion that physical abuse is in no way a solution to helping children discern between right and wrong. Since generations children have been taught the art of discipline through physical punishment. Often this approach to disciplining

Resourcing and Rewards Management At Organizations In 2015

Introduction Human Resource Management forms the backbone of any organization and shapes up the way an organization manages its available resources and guides them towards attaining of a set of organizational goals and objectives. In the past most organizations were utilizing their conventional forms of resourcing and rewards practices which was largely neglected and only operations of the organizations were the key focus. In todays era, global organizations have learnt the need of making sure that they have effective resourcing and rewards practices which adequately portrays the company as an employee friendly company. Resourcing is defined as the set of practices through which a company creates an opportunity through a need for a particular job role within the organization and substantiates it with a series of activities which attracts and recruits adequate individuals with the desired qualifications and skills. On the other hand Rewards practices are defined as the set of principles which prev ails within an organization and facilitates the management to show appreciation for the efforts put in by its employees (CEO 1993). The present set of competition which companys face in a global context is pretty high and it is the level of efficiency within the organization and the kind of human resource practices which a company has which defines whether a company is capable of fighting its competitors and emerging as a competent leader. The future i.e. about 10 years from now which would be the year 2015, the competition and efficiency standards would be at a different level altogether. This can be evident when one compares the current scenario with what it was a decade back. Organizations would need to resource the right kind of people who are efficient enough to help the organization grow and move in the direction the management expects it to. The experts believe that in the future there would be a huge shortage of resources. It includes both physical as well as humans as the drivers which form an integral part of any company of any scale. With such shortages, the need for right kind of resourcing and reward s practices to get the right talent and retain the existing talent becomes critical. The evaluation below gives a perspective of the resourcing elements, the current practices, the flaws which need to be dealt with, and the areas company need to keep the right focus when it comes to developing the policies of human resource management (Employment Studies 2009). Resourcing and Rewards Management at organizations in 2015 The Human Resource Management of the next decade and in 2015 would be largely focused and revolve around the following elements. There are 6 different practices which would be evident in organizations in the coming years and would need to be supplemented by the right kind of technology for retaining the right talent. Recruit the right people In order to retain the effective employees, an organization would need to ensure that it recruits the right people for the right roles. With the right set of candidates and performers it would ensure that they become strong contributors which remain valuable for the organization. Similarly, employees those are good for specific positions in an organization and are known to perform as per expected standards are the ones who would like to stay with the organization for a longer period of time. An organization as a part of its talent acquisition process would need to identify the potential top performers by use of various analyzing skills, experience, fit, and matching it to the talent profiles of the external candidates. This entire process of effective recruiting would need a streamlined process. Using the technology and solutions, companies would need to utilize the automated skills-based matching as well as automated workflow for enabling the recruiters to hire by focusing over eval uation of the short listed candidates (Future of Work 2020). The 1st step for this would be to drive the quality into the selection and recruiting process. A company would need to define the kind and quality of individual one requires for a specific position within the company. The entire selection process has to be grounded over the foundation of the proper specification for the job requirement. Further the staffing department needs to hire managers for setting out the criteria which would bring success to the dedicated job. The three important criteria which would bring success at doing the above process would include: Knowledge, skills and the abilities Attitudes and motivation Cultural fit in regards to the organization and the customers The use of above elements when backed by the right set of tools and technologies would aide managers to hire effectively (Site Resources n.d.). The things which have to be kept in mind while making use of the above processes and elements include: Requirement of being clear on competencies which is required for success. Then the managers would need to base their hiring decisions and further effectively recruit for retaining the candidates. Managers would also need to have the ability of articulating what the top performers need to do and how they should be doing it. Further they would not only need to understand the skills but also the behaviors which the top performers use for being successful (CIHRM 2006). Have a robust Line Management Capacity After the process of hiring completes the major responsibility for keeping the right talent is left on the heads of a manager. The manager would be responsible for directing, guiding, as well as evaluating the employees. In order to equip the managers for their jobs, it is important to have the correlating talent management practices which are embedded in the everyday business management practices. Therefore managers would need to gain visibility for the corporate goals and create and alignment with the tasks as well as projects undertaken. This would be facilitated by managing people with the use of easier access to good and timely information, data and facts. It needs to be substantiated by the use of skills and intuition. The future line managers would need to have a single system of record which can be used in a regular course of business operations. For instance, progress of the projects which align with the goals need to be readily tracked along with the quality of the differen t activities performed. For facilitating the everyday need of talent management and resourcing activities, there has to be proper use of seamless integration of ubiquitous business applications like Microsoft Outlook (NA Business press n.d.). The aspect of usability for managers and employees would be the most important criteria for talent management solutions. It would require more intuitive, easy-to use interface like the Web 2.0 consumer like functionality like amazon, google, ebay, etc. All these applications come with unprecedented opportunity for acceptance as well as self-service among the employees, line managers as well as the executives. The future organizations would need to embed the optimized talent management process by the talent lifecycle requires solutions which needs to be to their core and useable by stakeholders. Usability is said to drive faster adaptation and enable the other value propositions (SHRM n.d.). The elements which offer the perfect blend for resourcing and hiring the right managers and facilitate the existing ones would include: Management of people by use of facts and data Single system used for different aspects of talent management Offer intuitive as well as useful talent management systems which are designed especially for the line managers. Include context based analytics. Prompting everyday interactions with the talent management tasks. Integrating talent tools with the business tools such as Microsoft Outlook. Get constant feedback over clearer goals It is important for all the members of a particular workforce to work towards the right goals. The policies and requirement would in a sense increase and the resourcing needs to be substantiated by ensuring that talented employees understand the way they could contribute towards success of their teams, departments, and the organization as a whole. It would also need a clearer direction and knowledge about the interest levels, commitments, engagement levels as well as the retention rates. With a demand to have a highly work environment it would be important to have goals which are well-defined which people aim for achieving. They act as a touchstone for performance planning and facilitates appraisal and rewards. Human Resource Management includes performance management and alignment of goals. The goals would be required to be inextricably linked to the best practices of the performance management process of the company (SHRM n.d.). The future employees would be keener in wanting to know their performance reviews and the process which provides a frequent as well as a fact based feedback. Several surveys have revealed that employees demand a much fairer and performance based rewards system. This trend is set to be there in the next decade especially when the demand and work requirements would be highly defined. Organizations who would not offer a frequent feedback would be surprised when they might receive an unexpected resignation notice from their employees. It thus would be more important to receive feedback and feel valued as a contributor to the progress of a company. It would further facilitate the engagement and retention especially when there is a large chunk of multigenerational workforce. The 4 reasons which would form the basis of boosting the satisfaction levels with performance management processes and boost employees satisfaction as well as engagement are: Performance management needs to be a process of an ongoing employee evaluation as well as development in a way where employee performance which is based on facts as well as actions gets assessed on a regular basis. The review process would need to provide a critical feedback in regards to employee work performance as well as attainment of the assigned objectives. Management review process need to be related to the mastery of the core competencies as well as skills which are associated with the respective designation (GOV 2013). A performance management process should encourage the managers and the employees for talking on a regular basis regarding the goals as well as developmental plans which encompass the social as well as unstructured learning options. Meaningful discussions and clear communications would form the basis of employee engagement and retention. Managers would need to convey their matters and explain how the goals of the employee aligns with the departments and the goals of the organization. It needs to be substantiated by the use of current data as well as feedback. Further the manager would also need a clear line of sight over the alignment of these goals and business objectives. Empower the employee career management process There are employees which also includes the top performers who do not contemplate the career planning till they get unsatisfied with their current job positions. This dissatisfaction might lead to voluntary turnover in case employees do not have any kind of access over the ongoing career path inside the organization. As per studies related to drivers of employee engagement and retention, it suggests that the challenging and meaningful work with growing career opportunities is very inspiring. There have been many cases where the employees needs and desires are black box for an employer (Shell n.d.). By the year 2015, the needs and wants would definitely increase with higher level of sophistication. Therefore organizations would need to offer challenging roles which are meaningful in nature for engaging the minds as well as hearts of talents for producing results and deliver creativity by supporting it with innovation. Employees would require opportunities and career growth inside the organization. Hence, a unified talent management solution could provide employees with a self-directed career development solution which is based on the same platform over the performance data and information regarding the internal opportunities. Organizations would be using on-demand software which provides supportive tools on the web browser would empower the employees for taking responsibility over their own career planning and development. Employee would be creating focused and dynamic career plans which would engage and motivate them. The organizations would use easy to use tools which would dy namically push the job opportunities for employees who would be able to pursue the careers inside the organizations rather than outside (SHRM n.d.). This would require for tapping comprehensive talent management solutions which would help employees in identifying their competency gaps and creating action steps for closing those gaps. Employees would even see their career path which a similar member in the company had followed for getting them to a desired position. Organizations would need to use technology for determining and identifying the specific skills and preferences for their talented employees which includes interest areas as well as willingness for travelling and relocating. This would further need to be substantiated by attempting for meeting these preferences. Organizations would be able to offer an application for actively connecting with the employees through the social networking channels with the other employees in respect to interests and ways to learn new skills (Future of Work 2020). Proactive talent mobility The coming decade will see a sea change in terms of the policies adopted by companies. One drastic shift would be embracing employee mobility by way of lateral redeployment along with internal promotions. This would play a crucial element of rewards program of the company as well. It would be seen that a large number of organization would start to recognize and start focusing on succession planning well in advance. It would help in providing career progression and reducing the employee turnover. A few Organizations today fill open positions through internal redeployment which helps them in reducing the costs of recruitment and in a turn increases the retention rate and hence the employee satisfaction. It means that effective succession planning would be a key player in terms of resourcing and demand a much fairer means of such promotions and redeployment. Organization would be inclined towards having some level of performance management automation which would enable past employee performance research in the way of carrying out a selection process. Employees on the other hand would look forward to get rewarded based on their hard work and the contributions they make. This means companies would need to record all the data of their performances and make the important selection decisions based on the objective criteria and standards (Employment Studies 2009). Internal mobility program would be handy for ensuring top talent is retained within the organization. It is a well-known fact that the top talent of any organization has several choices and is expected to leave the organization more than any other average employee. This is a step which is natural as the talent looks for the better career path alternatives which he has. But when the company would use the internal mobility program, it would make them appear safe and retain the top talent within the organization. Turnover costs would be reduced substantially and would leave any aspect of negative impact on productivity within the organization. In the coming years this would be far more visible practice at most of the big multinationals. Its application may also be seen in medium sector organizations where companies are on the lookout for reducing their costs (CEO 1993) Stringent Measuring mechanisms facilitating continuous Improvement In organizations where analytics is considered to be an essential tool, automated reporting and analysis has always been the fundamental practice for carrying out the core operational departments of the organization. Business intelligence would be one of the critical elements which would be used as a credible source for managing the finances as well as measuring the progress for work within. Companies would be highly equipped with software and systems for tracking information from all the labor pools. By collecting combined data on talent management practices along with talent acquisition activities, performance as well as succession management, compensation levels, workforce alignment with corporate goals, turnover, etc. With a series of multiple learning management applicant tracking, human resource systems, organizations would be more focused to create metric rollups which makes sense (CIHRM 2006). The talent management systems with analytics dashboard would be utilized by recruiters as well as managers to capture data as well as offer present actionable information for further improvement. With this access to information companies would be able to analyze, and optimize the staffing and the deployment strategies. The workforce analytic solutions would provide an in-depth insight to the complete talent picture and empower people for taking action. Integrated systems would be highly used and mean that decision makers would no longer be forced to review the old reports as the reports would be available to them around the clock. The effectiveness of the resourcing and rewards and management practices would be evaluated with the use of data metrics which would largely combine: Quality of the hiring Hiring through source Bench strengths of the key staffing positions Voluntary as well as involuntary turnover Internal Mobility Promotional levels which includes the leadership developments Retaining the high performing staffs Number of employees reaching the performance levels which is aligned with the business strategy (GOV 2013) Conclusion The above 6 areas would form the backbone of all the resourcing strategies of organizations and help in creating a well-directed rewards and recognition plan. Future organizations would become increasingly dependent on technology and would focus on reducing their costs and expenses. Employee focus and the need for satisfying the employee needs would be more than it has been ever before. A difference which would be evident would be the increased demand of specialization while carrying business activities. For each task and job role companies would be inclined to have a straight forward specification requirement and select the candidates based on certain skills an qualifications. The Rewards and Recognition plans would be largely influenced by the need for inspiring the employees to work far more effectively towards achievement of organizational goals. It would also be designed in a manner which gives the employees a sense of belonging and encourage them to contribute in every possible manner. References CEO 1993, Effective Rewards Systems: Strategy, Diagnosis, Design and Change, accessed on 12th January 2015, https://ceo.usc.edu/pdf/G935225.pdf Employment Studies 2009, Increasing the effectiveness of reward management, accessed on 12th January 2015,https://www.employment-studies.co.uk/pdflibrary/hrp6.pdf Future of Work 2020, Managing a Remote Workforce: Proven Practices from Successful Leaders, accessed on 12th January 2015,https://thefutureofwork.net/assets/Managing_a_Remote_Workforce_Proven_Practices_from_Successful_Leaders.pdf Site Resources, Is a common CSR framework possible?, accessed on 12th January 2015,https://siteresources.worldbank.org/EXTDEVCOMSUSDEVT/Resources/csrframework.pdf CIHRM 2006, Best practice and key themes in global human resource management: project report, accessed on 12th January 2015,https://www.cihrm.jbs.cam.ac.uk/research/downloads/ghrra_report.pdf NA Business press, An Equitable Total Rewards Approach to Pay for Performance Management, accessed on 12th January 2015,https://www.na-businesspress.com/JMPP/MujtabaWeb.pdf SHRM, Rewards Strat Report, accessed on 12th January 2015,https://www.shrm.org/hrdisciplines/benefits/Documents/07RewardsStratReport.pdf AICPA, Global Trends for 2015, accessed on 12th January 2015,https://www.aicpa.org/Research/CPAHorizons2015/GlobalForces/DownloadableDocuments/GlobalTrends.pdf GOV 2013, Industrial Strategy: government and industry in partnership, accessed on 12th January 2015,https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/210099/bis-13-955-construction-2015-industrial-strategy.pdf Shell, The future business environment: trends, trade-offs and choices, accessed on 12th January 2015,https://www.shell.com/content/dam/shell/static/future-energy/downloads/shell-scenarios/shell-global-scenarios2015summary2005.pdf

Analytical Summaries free essay sample

Please read all instructions before beginning the assignment so you do not miss any grading components. The completed tutorial should be posted no later than NOON on Sunday November 20th. Analytical Summaries For this assignment, you will compose two short critical essays explaining and evaluating arguments by other authors. This assignment allows you to analyze an issue from a variety of perspectives and assess arguments for or against the issue. By focusing your attention on how the original authors use evidence and reasoning to construct and support their positions, you can recognize the value of critical thinking in public discourse.Compare the language used to depict direct experimentation, after-the-fact evidence, and values questions. Article 1 Predictive Probes by Jerry E. Bishop Several years ago, Nancy Wexler’s mother died of Huntington’s disease, a hereditary and always-fatal affliction that strikes in midlife. Since then, Ms. Wexler, the 38-year-old president of the Hereditary Diseases Foundation in Santa Monica, Calif. We will write a custom essay sample on Analytical Summaries or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page , has lived with the uncertainty of whether she, too, inherited the deadly gene. That uncertainty may soon be resolved.A few months ago, scientists announced they were on the verge of completing a new test to detect the gene for Huntington’s disease (formerly called Huntington’s chorea). But deciding whether to submit herself to the test is an anguishing choice for Ms. Wexler. â€Å"If I came out lucky, taking the test would be terrific, of course,† she says. â€Å"But if I came out unlucky, well †¦Ã¢â‚¬  Her dilemma is an extreme example of the kind thousands of Americans will face in the not-too-distant future as scientists learn how to pinpoint genes that cause or predispose a person to a future illness.The test to detect the Huntington’s disease gene should be ready within one to two years. Researchers already have detected some of the genes that can lead to premature heart attacks and, in the near future, hope to spot those that could predispose a person to breast or colon cancer. Eventually, scientists believe they will be able to detect genes leading to diabetes, depression, schizophrenia and the premature senility called Alzheimer’s disease. â€Å"Extraordinary Power. † â€Å"This new technology has an extraordinary power to predict any disease where there is any kind of genetic influence,† Ms.Wexler says. â€Å"Instead of looking in a crystal ball to see your future, you’ll look in your genes. † Doctors long have been able to crudely predict a person’s future illness. By studying disease patterns, for example, they can say that heavy cigarette smokers have 10 times the risk of developing lung cancer as nonsmokers and that middle-aged men with high blood cholesterol levels have higher-than-normal risk of heart attacks. Geneticists also look at family medical pedigrees to determine the chances of children inheriting any of the 3,000 known genetic disorders. But such predictions are similar to casino odds. Doctors can’t predict which smokers will actually develop lung cancer, which individual will have a premature heart attack or which child actually inherited a defective gene. Genetic probes, however, will change predictive medicine. The probes are synthetic versions of genes that cause disease. Tossed into a test tube with a small sample of a person’s own genetic material—his DNA—the probes cling to and identify their natural counterparts. â€Å"Raft of Questions. †Proponents of predictive medicine cite its potentially tremendous benefit in that it will allow, in some instances, people to take preventive measures to ward off certain illnesses. â€Å"But it also raises a raft of questions on almost every level—social, psychological, personal, legal and ethical,† says Ms. Wexler, a psychologist who has specialized in the problems of victims of genetic diseases. Such problems range from how and when to tell a seemingly healthy person he or she has a gene for a possibly fatal disease to whether employers, insurance companies, or even the government should know a person carries such a gene.Nowhere are the social and ethical questions surrounding genetic probes more apparent than in the case of Huntington’s disease. Although the disease is caused by inheritance of a mutant gene, the symptoms usually don’t show up until between ages 30 and 50. The disease is characterized by slow but steady mental deterioration that begins with moodiness and ends fatally with severe mental illness. One tragedy is that carriers of the fatal gene often don’t know their condition before having children of their ow n. Children whose parents are known carriers grow up haunted by the 50% probability that they, too, carry the gene.Late last year, however, a team of scientists from several institutions reported making a breakthrough that will lead to a test for the Huntington’s disease gene. With the aid of experimental genetic probes, James F. Gusella, a doctor at Massachusetts General Hospital, and his colleagues studied the genes of 135 members of a large family in Venezuela that is plagued by Huntington’s disease. While the team didn’t find the gene itself, they did discover an unusual genetic variation that seems to accompany the mysterious gene when it is passed along.Hence, it might serve as a â€Å"marker† for the Huntington disease gene. Preparing for Problems. Dr. Gusella and Integrated Genetics, Inc. , a small biotechnology company he works with, are sifting through genes of Huntington’s-disease families looking for a second genetic marker, which would make the test more than 99% accurate. They then must confirm the mutant gene as the only cause of Huntington’s disease, meaning the test probably won’t be available for a year or two. Researchers, however, already are preparing for problems the test will create.

Martin Eden as Jack London essays

Martin Eden as Jack London essays Jack Londons best novel Martin Eden is full of despair and fight with the failures and disappointment. It is nearly as moving as the biography of the author himself. Jack London perfectly revealed the life of the sailor and worker, which is very similar to his own life story in spirit and content also. The main character of the book, Martin Eden worked extremely hard to reach the heights of intellectual development. He worked not only by studying, but also he had to stand a lot of hard physical work, from which he had to make his living. The American Dream of success fascinated both Martin Eden and Jack London. Martins destiny reflects the experiences of the authors own life. During the first years of writing, Jack London met with many difficulties, which influenced Edens literary work too. Furthermore, Jack London hated oppression and capitalism. The same we can say about Martin Eden. He was out of bourgeois world, but could not return to his class also. Both Martin Eden and Jack London ended their lives by committing a suicide. Eden, as well as London could not find the way through stereotyped society and their life, full of contradictions. On the other hand, there are also some differences in the stories of those two men. Firstly, Martin Eden was not married at all, while Jack London had two wives during his life. Secondly, Martin Eden had no children. What is more, Martin was much younger when he committed a suicide than Jack London at the time he ended his life. Also, Jack Londons mother was alive, while Martin had only a sister. In conclusion I think that Martin Eden is very realistic and persuasive story, in which author frankly tells the sweets and the bitters of life of a young man, according to his own experience. ...

The Starry Night by Anne Sexton and Vincent Van Gogh Essay

The Starry Night by Anne Sexton and Vincent Van Gogh - Essay Example Sexton’s intense tone mirrors the passion of van Gogh’s â€Å"Starry Night.† The painting depicts â€Å"the fire that smoldered within† van Gogh (Dietrich). The canvas is in turmoil. Sexton’s poem also throbs with deep agitation: The sky is hot, â€Å"The night boils,† (†¦4); the stars are alive and move; â€Å"†¦the moon bulges†¦Ã¢â‚¬  (8) and gives birth to life. The poem echoes the painting’s hallucinatory tone with its hot, dramatic, unstable voice. Sexton’s liberal use of verbs like â€Å"boil,† â€Å"bulges,† â€Å"push,† â€Å"swallows,†Ã¢â‚¬ split† and â€Å"sucked† demonstrate her inner turmoil. Except for the silence of the town, the poem depicts a world of turbulence. Sexton’s tone conveys the message that her starry night, like her inner life, is in a state of ferment. Sexton’s poem is a feast of imagery. She matches the rich graphics of van Gog h’s poem with the skilful use of figurative language. Sexton makes van Gogh’s vibrant night a ravenous beast: â€Å"†¦that great dragon†¦Ã¢â‚¬  (14) which is to devour her. The thick, serpentine swirl of his brush becomes the â€Å"†¦old unseen serpent†¦Ã¢â‚¬  (10) which swallows the stars. Her words, â€Å"†¦in its orange irons† (8), conjure an image of the moon as a captive who is forced to give birth to the stars. The most striking image is that of the lone, black tree silhouetted in the foreground of van Gogh’s painting, which Sexton metaphorically compares to a â€Å"†¦drowned woman†¦Ã¢â‚¬  (3). Just as van Gogh’s tree reaches out to the Heavens for help, Sexton depicts herself as a lost woman seeking solace in the skies.

Code Of Ethic Compliance Essay Example | Topics and Well Written Essays - 500 words

Code Of Ethic Compliance - Essay Example Forced! It does not work. A peaceful mind is the first requisite in any endeavor. The tendency of the mind is to wander. The mind has to be kept under intellectual supervision but that is possible only through inducing the right assessment of priorities. Mind reacts to the stimuli from the world, and responds accordingly, but a preoccupied mind leads to a confused response. The first priority of teacher should be to enhance mind concentration or availability to draw the attention totally and completely. Where is the room of any doubt for the one who is convinced that the task is within his capacity This should be the essence of very education. A conducive environment must be created by the educator to build high self confidence and high self esteem within students. Attitude makes the difference. The educator should become a source of positive attitude for the students. Louis A. Berman said "A good teacher is a master of simplification and an enemy of simplism". A educator must promote simple living but high thinking attitude. This greatly helps in intellectual development which in turn will do. According to William Arthur Ward "The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires". An educator has to lead by example. One has to act than to lecture.

Critical Discourse Analysis, Organizational Discourse, and Organizational Change Essay Example for Free

Critical Discourse Analysis, Organizational Discourse, and Organizational Change Essay Discourses is an element of all concrete social events (actions, processes) as well as of more durable social practices, though neither are simply discourse: they are articulations of discourse with non-discoursal elements. ‘Discourse’ subsumes language as well as other forms of semiosis such as visual images and ‘body language’, and the discoursal element of a social event often combines different semiotic forms (eg a television programme). But the use of the ‘term ‘discourse’ rather than ‘language’ is not purely or even primarily motivated by the diversity of forms of semiosis, it is primarily registers a relational way of seeing semiosis[i], as one element of social events and practices dialectically interconnected with other elements. The overriding objective of discourse analysis, on this view, is not simply analysis of discourse per se, but analysis of the dialectical relations between discourse and non-discoursal elements of the social, in order to reach a better understanding of these complex relations (including how changes in discourse can cause changes in other elements). But if we are to analyse relations between discourse and non-discoursal elements, we must obviously see them as ontologically (and not just epistemologically, analytically) different elements of the social. They are different, but they are not discrete – that is, they are dialectically related, in the sense that elements ‘internalize’ other elements, without being reducible to them (Harvey 1996, Chouliaraki Fairclough 1999, Fairclough 2003, Fairclough, Jessop Sayer 2004). A realist view of social life sees it as including social structures as well as social events – in critical realist terms, the ‘real’ (which defines and delimits what is possible) as well as the ‘actual’ (what actually happens). There is a general recognition that the relationship between structures and events must be a mediated relation, and I follow for instance Bhaskar (1986) and Bourdieu (Bourdieu Wacquant 1992) in regarding social practices as the mediating entities – more or less durable and stable articulations of diverse social elements including discourse which constitute social selections and orderings of the allowances of social structures as actualisable allowances in particular areas of social life in a certain time and place. Social fields, institutions and organizations can be regarded as networks of social practices. Networks of social practices include specifically discoursal selections and orderings (from languages and other semiotic systems, which are counted amongst social structures) which I call ‘orders of discourse’, appropriating but redefining Foucault’s term (Foucault 1984, Fairclough 1992). Orders of discourse are social structurings of linguistic/semiotic variation or difference. Realist discourse analysis on this view is based in a dialectical-relational social ontology which gives ontological priority to processes and relations over objects, entities, persons, organizations etc, yet sees the latter as socially produced ‘permanences’ (Harvey 1996) which constitute a pre-structured reality with which we are confronted, and sets of affordances and limitations on processes. Epistemological priority is given to neither pre-constructed social structures, practices, institutions, identities or organizations, nor to processes, actions, and events: the concern is with the relationship and tension between them. People with their capacities for agency are seen as socially produced, contingent and subject to change, yet real, and possessing real causal powers which, in their tension with the causal powers of social structures, are a focus for analysis. Social research proceeds through abstraction from the concrete events of social life aimed at understanding the pre-structured nature of social life, and returns to analysis of concrete events, actions and processes in the light of this abstract knowledge. Discourse and non-discoursal elements of social events and social practices are related in many ways. I distinguish three main ways: representing, acting (and interacting), and being. At the level of social practices, orders of discourse can be seen as articulations of specific ways of representing, acting, and being – ie specific discourses, genres and styles. A discourse is a particular way of representing certain parts or aspects of the (physical, social, psychological) world; a genre is a particular way of (inter)acting (which comprises the discoursal element of a way of inter)acting which will also necessarily comprise non-discoursal elements); a style is a way of being (the discoursal element of a way of being, an ‘identity’, which will also include non-discoursal elements). I shall use the term ‘text’[ii], in a generalized sense (not just written text but also spoken interaction, multi-semiotic televisual text etc) for the discoursal element of social events. Texts are doubly contextualized, first in their relation to other elements of social events, second in their relation to social practices, which is ‘internal’ to texts in the sense that they necessarily draw upon orders of discourse, ie social practices in their discoursal aspect, and the discourses, genres and styles associated with them. However, events (and therefore texts) are points of articulation and tension between two causal forces: social practices and, through their mediation, social structures; and the agency of the social actors who speak, write, compose, read, listen to, interpret them. The social ‘resource’ of discourses, genres and styles is subject to the transformative potential of social agency, so that texts do not simply instantiate discourses, genres and styles, they actively rework them, articulate them together in distinctive and potentially novel ways, hybridize them, transform them. My focus in this paper is on organizational change, and this version of CDA has indeed been developed in association with research on discourse in social change. Social change comprises change in social structures, social practices, the networking of social practices, and (the character of) social events; and change in languages and other semiotic systems, in orders of discourse and relations between orders of discourse, and in texts. With respect to orders of discourse, social change includes change in the social structuring of linguistic/semiotic variation, therefore change in discourses, genres and styles, and change in their articulation in orders of discourse, and change in relations between orders of discourse (eg political and media orders of discourse). With respect to texts, social change includes tendential change in how discourses, genres and styles are drawn upon and articulated/hybridized together in various types of text. The process of social change raises questions about causal relations between different elements. Causal relations are not simple or one-way. For instance, it would seem to make more sense to see new communication technologies (ICTs) as causing the emergence of new genres than vice-versa – changes in discourse caused by changes in non-discoursal elements. In other cases, change appears to be discourse-led. A pervasive contemporary process (for instance in processes of ‘transition’ in central and eastern Europe) is change initiated through the recontextualization[iii] in an organization, a social field, or a country of ‘external’ discourses, which may then be enacted in new ways of (inter)acting including new genres, inculcated as new ways of being including styles, and materialized in for example new ways of organizing space. These enactments, inculcations and materializations are dialectical processes. There is an important proviso however: these processes are contingent, they depend upon certain conditions of possibility. For instance, when a discourse is recontextualized, it enters a new field of social relations, and its trajectory within those social relations is decisive in determining whether or not it has (re)constructive effects on the organization, social field etc overall. In contexts of social change, different groups of social actors may develop different and conflicting strategies for change, which have a partially discursive character (narratives of the past, representations of the present, imaginaries for the future), and inclusion within a successful strategy is a condition for a discourse being dialectically enacted, inculcated and materialized in other social elements (Jessop 2002, Fairclough, Jessop Sayer 2004). Discourses construe aspects of the world in inherently selective and reductive ways, ‘translating’ and ‘condensing’ complex realities (Harvey 1996), and one always needs to ask, why this particular selection and reduction, why here, why now? (For a discussion of ‘globalisation’ discourse in these terms, see Fairclough Thomas forthcoming. Locating discourses in relation to strategies in contexts of social change enables us to connect particular representations of the world with particular interests and relations of power, as well assess their ideological import. Discourses do not emerge or become recontextualized in particular organizations or fields at random, and they do not stand in an arbitrary relation to social structures and practices, forms of institutionalization and organization. If we can construct explanations of change in non-discoursal elements of social reality which attribute causal effects to discourses, we can also construct explanations of change in discourses which attribute causal effects to (non-discoursal elements of) structures and practices, as well as social and strategic relations. The social construction of the social world may sometimes be a matter of changes in non-discoursal elements caused by discourses (through the concrete forms of texts), but discourses (and texts) are also causal effects, the dialectics of social change is not a one-way street. We can distinguish four elements, or moments, in the social trajectories of discourses: their emergence and constitution (through a re-articulation of existing elements); their entry into hegemonic struggles from which they may emerge as hegemonic discourses; their dissemination and recontextualization across structural and scalar boundaries (ie between one field or institution or organization and others, and between one scale (‘global’, macro-regional (eg the EU), national, local) and others; and their operationalization (enactment, inculcation, materialization). These are distinct moments with respect to the causal effects of discourses on non-discoursal (as well as discoursal, ie generic and stylistic) elements of social life, and they are all subject to non-discoursal as well as discoursal conditions. CDA claims that social research can be enriched by extending analysis of social processes and social change into detailed analysis of texts. More detailed (including linguistic) analysis of texts is connected to broader social analysis by way of (a) analysing texts as part of analysing social events, (b) interdiscursive analysis of shifting articulations of genres, discourses, styles in texts (Fairclough 2003). The latter locates the text as an element of a concrete event in its relationship to orders of discourse as the discoursal aspect of networks of social practices, and so allows the analyst to (a) assess the relationship and tension between the causal effects of agencies in the concrete event and the causal effects of (networks of) social practices, and through them of social structures (b) detect shifts in the relationship between orders of discourse and networks f social practices as these are registered in the interdiscursivity (mixing of genres, discourses, styles) of texts. Text can be seen as product and as process. Texts as products can be stored, retrieved, bought and sold, cited and summarized and so forth. Texts as processes can be grasped through seeing ‘texturing’, making texts, as a specific modality of social action, of social production or ‘making’ (of meanings, understandings, knowledge, beliefs, attitudes, feelings, social relations, social a nd personal identities, institutions, organizations). The focus is on ‘logogenesis’ (Iedema 2003:115-17), including the texturing of entities (objects, persons, spaces, organizations) which can, given certain preconditions, be dialectically internalized (enacted, inculcated and materialized) in non-discoursal elements of social life. See for instance the discussion of the significance of nominalization as a logogenetic process in texts in processes of organizing, producing organization objects, in Iedema (2003). Organizational Discourse  I shall construct my very selective comments on organizational discourse analysis around the following four themes: organization and organizing; variation, selection and retention; understandings of ‘discourse’; and intertextuality. Organization and organizing Mumby Stohl (1991) argue that researchers in organizational communication most centrally differ from those in other areas of organization studies in that the former problematize ‘organization’ whereas the latter do not. ‘For us, organization or organizing, to use Weicks (1979) term is a precarious, ambiguous, uncertain process that is continually being made and remade. In Weicks sense, organizations are only seen as stable, rational structures when viewed retrospectively. Communication, then, is the substance of organizing in the sense that through discursive practices organization members engage in the construction of a complex and diverse system of meanings’. Another formulation of this shift in emphasis from organizations as structures to ‘organizing’ (or ‘organizational becoming’, Tsoukas Chia 2002) as a process is that of Mumby Clair (1997: 181): ‘we suggest that organizations exist only in so far as their members create them through discourse. This is not to claim that organizations are â€Å"nothing but† discourse, but rather that discourse is the principal means by which organization members create a coherent social reality that frames their sense of who they are’. Despite the disclaimer at the beginning of the second sentence, this formulation can as argued by Reed (forthcoming) be seen as collapsing ontology into epistemology, and undermining the ontological reality of organizational structures as constraints on organizational action and communication. From the perspective of the realist view of discourse I have outlined, it makes little sense to see organizing and organization, or more generally agency and structure, as alternatives one has to choose between. With respect to organizational change, both organizational structures and the agency of members of organizations in organizational action and communication have causal effects on how organizations change. Organizational communication does indeed organize, produce organizational effects and transform organizations, but organizing is subject to conditions of possibility which include organizational structures. The paper by Iedema, Degeling, Braithwaite and White (2004) in the special issue of Organizational Studies is an analysis of how a ‘doctor-manager’ in a teaching hospital in Australia manages ‘the incommensurable dimensions’ of his ‘boundary position between profession and organization’ by positioning himself across different discourses, sometimes in a single utterance. The authors identify a heteroglossia ‘that is too context-regarding to be reducible to personal idiosyncracy, and too complex and dynamic to be the calculated outcome of conscious manipulation’. They see the doctor-manager’s talk as a ‘feat’ of ‘bricolage’, not as a display of ‘behaviours that are pre-programmed’. Nor is it an instantiation of a ‘strategy’, for ‘strategies are they assume ‘conscious’. Although the authors recognize that organizations can ‘set limits’ on what workers can say and do, impose ‘closure’, they see the doctor-manager as successfully ‘deferring closure on his own identity and on the discourses that realize it’. One can take this as an interesting and nuanced study of organization as the ‘organizing’ that is achieved in interaction (nuanced in the sense that it does not exclude organizational structures, though it does suggest that they are more ‘fluid’ and less ‘categorical’ than they have been taken to be, and it does recognize their capacity to impose ‘closure’). I would like to make a number of connected observations on this paper. First, one might see the doctor-manager’s ‘feat’ in this case as a particular form of a more general organizational process, the management of contradictions. Second, discourse figures differently in different types of organization (Borzeix 2003, referring to Girin 2001). The type of organization in this case seems to be in Girin’s terms a ‘cognitive’ (or ‘learning’, or ‘intelligent’) organization, in which the normative force of (written) texts (rules, procedures) is limited, and there is an emphasis on learning in spoken interaction. There seems to be, in other terms, a relatively ‘network’ type of structure rather than a simple hierarchy, where management involves a strong element participatory and consultative interaction with stakeholders. Third, connecting the first two points, spoken interaction in this type of organization accomplishes an ongoing management of contradictions which contrasts with the management of contradictions through suppressing them by imposing rules and procedures. Fourth, the doctor-manager’s ‘feat’ can be seen as a performance of a strategy as long as we abandon the (somewhat implausible) claim that all aspects and levels of strategic action are conscious – the doctor-manager would one imagines be conscious of the need to sustain a balancing act between professional and managerial perspectives and priorities, and of certain specific means to do so, but that does not entail him being conscious of all the complex interactive means he uses to do it. Fifth, while particular performances of this strategy (or, indeed, any strategy) are not ‘pre-programmed’, the strategy is institutionalized, disseminated, learnt, and constitutes a facet of the type of organization as a network of social practices, ie a facet of organizational structure. Sixth, it strikes me that bringing off a sense of creative bricolage is perhaps itself a part of the managerial style of this type of organization, ie part of the strategy, the network of social practices, the order of discourse. My conclusion is that even in a case of this sort, rather more emphasis is needed on the relationship between organizing and organization, performance and practice, ‘feat’ and strategy[iv]. Organizational discourse studies have been associated with postmodernist positions (Chia 1995, Grant, Harvey, Oswick Putnam forthcoming, Grant, Keenoy, Oswick 2001), though the field as a whole is too diverse to be seen as simply postmodernist. Chia identifies a postmodern ‘style of thinking’ in organizational studies which ‘accentuates the significance, ontological priority and analysis of the micro-logics of social organizing practices over and above their stabilized effects such as individuals. As this indicates, the focus on organizing rather than organisation is strongly associated with this ‘style of thinking’. Like the dialectical-relational ontology I advocated earlier, this ‘style of thinking’ sees objects and entities as produced within ontologically prior processes. The key difference is that this ‘style of thinking’ tends towards a one-sided emphasis on process, whereas the realist view of discourse analysis I have been advocating centres upon the tension between (discoursal) process and pre-structured (discoursal and linguistic, as well as non-discoursal) objects. This form of realism is not subject to the tendency within modernist social research which is criticized by Woolgar (1988) to take the objects it arrives at through abstraction (which would include in the case of CDA orders of discourse, as well as language and other semiotic systems) to be exhaustive of the social reality it researches. The key difference in this case is whereas this form of modernist research moves from the concrete to the abstract and then ‘forgets’ the concrete, the dialectic-relational form of realism I have advocated crucially makes the move back to analysis of the concrete. CDA is not merely concerned with languages and orders of discourse, it is equally concerned with text and texturing, and with the relations of tension between the two.