tempcolon Essay on European Colonization in The Tempest

The Theme of European Colonization in The Tempest The Sixteenth and Seventeenth Centuries were distinguished times, in which unexampled thoughts and great legends were being natural and Europe was changing. People were seeing their world in a new, dazzling light. Humanitys greatest writers, scientists, and composers were beginning to share their gifts. However, underneath these aesthetical overtones were the political changes, too. There was a New World out there, and its potential was undefined and many countries overlooked its capabilities. England, on the other hand, had placed its foot severely into the foundation of the New World, and the vestige left behind influenced both the countries possibilities, and the artists work outs. One classic example of this is Shakespeares plays. Many of them had analogies relating to the future of the European colonies, but one work exposed Shakespeares true thoughts so well that it has been the basis for many studies. This work is ti tled The Tempest, and it has been scrutinized and analyzed all through its enduring 387-year life. Throughout its existence, it has inspired and teach its readers. Contemporary insight right away offers new possibilities to understand its inner workings. English colonization and other settlements in the Americas, along with critical analyses, can reveal the cardinal clues within The Tempest that lead help us understand Shakespeares conceptualization of the events and characters in his play. English colonization in North America, what would eventually establish our earnest United States of America, has been thought to get hold of influenced Englands greatest writers, especially Shakespeare. Evidence is provided through a well-kn... ... but a necessary one. This is a sign of hope for our everyday endeavor to obtain a greater, more intelligent mankind. Works Cited and Consulted Alan Durband. (Ed.) (1984). The Tempest. Hauppauge, New York Barrons Educational Series Inc. De borah Willis, Shakespeares Tempest and the Discourse of Colonialism, Studies in English Literature 1500-1900, 29, no.2, (1989) Eric Cheyfitz, The Poetics of Imperialism reading and Colonization from The Tempest to Tarzan, (Oxford University Press, 1991) Ritchie, D. and Broussar, A. (1997). American History The Early Years to 1877. New York Glencoe Kanoff, Acott. (1998). Your Study Guide to William Shakespeare The Tempest. Cleveland The Cleveland Play House Education Department William Shakespeare, The Tempest, ed. Frank Kermode, with an debut by Frank Kermode, (Arden, 1964) tempcolon taste on European Colonization in The TempestThe Theme of European Colonization in The Tempest The Sixteenth and Seventeenth Centuries were distinguished times, in which new thoughts and great legends were being born and Europe was changing. People were seeing their world in a new, dazzling light. Humanitys greatest writers, scientists, and composers were beginning to share their gifts. However, underneath these artistic overtones were the political changes, too. There was a New World out there, and its potential was undefined and many countries overlooked its capabilities. England, on the other hand, had placed its foot firmly into the foundation of the New World, and the footprint left behind influenced both the countries possibilities, and the artists works. One classic example of this is Shakespeares plays. Many of them had analogies relating to the future of the European colonies, but one work exposed Shakespeares true thoughts so well that it has been the basis for many studies. This work is titled The Tempest, and it has been scrutinized and analyzed all through its enduring 387-year life. Throughout its existence, it has inspired and enlightened its readers. Contemporary insight now offers new possibilities to understand its inner workings. English colonization and other settlements in the Americas, along with critical analyses, can reveal the unde rlying clues within The Tempest that will help us understand Shakespeares conceptualization of the events and characters in his play. English colonization in North America, what would eventually establish our beloved United States of America, has been thought to have influenced Englands greatest writers, especially Shakespeare. Evidence is provided through a well-kn... ... but a necessary one. This is a sign of hope for our universal endeavor to obtain a greater, more intelligent mankind. Works Cited and Consulted Alan Durband. (Ed.) (1984). The Tempest. Hauppauge, New York Barrons Educational Series Inc. Deborah Willis, Shakespeares Tempest and the Discourse of Colonialism, Studies in English Literature 1500-1900, 29, no.2, (1989) Eric Cheyfitz, The Poetics of Imperialism Translation and Colonization from The Tempest to Tarzan, (Oxford University Press, 1991) Ritchie, D. and Broussar, A. (1997). American History The Early Years to 1877. New York Glencoe Kanoff, Acott. (1998 ). Your Study Guide to William Shakespeare The Tempest. Cleveland The Cleveland Play House Education Department William Shakespeare, The Tempest, ed. Frank Kermode, with an introduction by Frank Kermode, (Arden, 1964)

True Romance :: essays research papers

Once again, Quentin Tarantino outdoes himself. The movie True Romance was excellent. It presented real issues that some the great unwashed argon forced to deal with in their lives. The title of the movie is misleading. You would think this was going to be a love story. Actu entirelyy it is, but unlike whatever love story Ive ever seen. Its filled with violence, action, blood, guts and gore. Like most other Tarantino movies it revolves around the violence we rarely see or experience in our lives. He also incorporates drugs and racism, hate and love and his usual corny way of portraying them.In Tarantino films, violence is presented in a totally different court than movies like Rambo or Die Hard. Although you have the same amount of battalion dying, Tarantino seems to have this perverted and gruesome way of presenting it to his audiences.He always takes violence to the extreme. In the scene with the pimp he doesnt just shoot the pimp in the back or chest. He goes right for the gust o...his balls A nonher example of this is when Dennis Hopper was killed. We all knew what happened to him, but Tarantino harbors sure he shows us the oozing bullet wound to his head. Some people think this is taking violence too far however, acts of this constitution happen in the real world every day. I guess this is his way of giving us a "reality check." Shit like this happens to people. We are so sheltered in our comfortable little worlds we dont even realize this kind of stuff goes on. Variety. Isnt it supposed to be the "spice of life?" Well, Tarantino gets so goddam spicy it can make you sweat bullets.What is it about violence that is so attractive to the general public? There are so many people who would rather see a violent movie than a movie filled with romance or adventure. If you were to compare the revenues from box office earnings Im near positive the movies filled with blood and guts earn much more than other movies. Naturally, if a person in the m ovie industry knows this will make them mega bucks , they will continue to make movies like this to make more money.Tarantino tends to slide in a little racism in his flicks. Its pretty obvious its not the main topic, but it is apparent. Hopper was unique when he told the Sicilian guy his great, great, great, great grandmother had slept with a nigger and thats why he had dark come up and brown eyes.

Historical Account of African-Americans Seeking the American Dream Essa

Historical Account of African-Americans Seeking the American ambitionThe American Dream began as a vision for the men who framed the Declaration of Independence and the Constitution of the United States of America. These two documents provided the foundation upon which the American Dream was built. The naive realism of the American Dream translated into a nightmare for the African-Americans who had to overcome slavery in order to achieve the ideal that all men are created equally. Their ideate did not become a reality with the signing of the Declaration of Independence in fact, even after slavery was abolished, there was no concrete date naturalised that mandated that whites and African-Americans were equal. The law said the slaves were free however, society did not consider them equals. The African-American writers utilize the American Dream in their works, but they seem to use it in an interesting manner connecting to the past in order to realize their future. The slave narrati ves outline dreams of freedom and often provide insight into the horrors of slavery, while more coeval writers use the dream to connect to their characters past and the horrors in their lives in order to realize their future. The founding fathers of the United States of America crystalized this country with a dream. Their dream was a vision of the things they wanted in life and for their country, which was memorialized in the form of the Declaration of Independence. The architects that built this country dreamed that all men would be considered equals and that they are endowed by their Creator with certain inalienable rights including life, liberty, and the pursuit of happiness (Jefferson, 729). The original version of this dream, found in ... ...ument, which made this declaration. The American Dream is a real part of our culture and the dream seems to be a strong theme in the African-American literary canon. Works Cited Bradley, David. The Chaneysville Incident. newly York harpist & Row, 1981. Brent, Linda. Incidents in the Life of a Slave Girl. The Classic Slave Narratives. Ed. Henry Louis Gates, jr. New York Penguin Group, 1987. Douglass, Frederick. Narrative of the Life of Frederick Douglass. The Classic Slave Narratives. Ed. Henry Louis Gates, Jr. New York Penguin Group, 1987. Equiano, Olaudah. The Life of Olaudah Equiano. The Classic Slave Narratives. Ed. Henry Louis Gates, Jr. New York Penguin Group, 1987. King, Jr., Martin Luther. I Have a Dream. Lincoln Memorial, Washington, D.C. 28 August 1963. Morrison, Toni. Song of Solomon. New York The Penguin Group, 1977.

Harriet Tubman Essay -- biographies bio biography

Harriet Tubman (1820-1913)Harriet Tubman is probably the most famous conductor of all the Underground Railroads. Throughout a 10-year span, Tubman made more than 20 trips down to the reciprocal ohm and lead over 300 slaves from bondage to freedom. Perhaps the most shocking fact about Tubmans journeys back and forth from the South was that she never deep in thought(p) a single passenger.Harriet Tubman was born into slavery in Maryland around 1820. By the time Tubman had reached the age of 5 or 6, she started working as a servant in her masters household. Approximately seven years after she began working as a servant, Tubman was sent to work out in the fields. While Tubman was still a teenager, she sustained an injury that would affect her for the rest of her life. One day, Tubman stood up for another slave and blocked a doorway in order to protect them from an upset overseer. The overseer threw a weight at one of the field hands, missing them and instead hitting Tubman on the head. Tubman was never fit to fully heal from the wound she sustained from the overseer. This injury caused a chroni...

Az Pride :: essays research papers

AZ PRIDESTREET CLOSURE Central passage from Osborn to Thomas Road will becompletely closed to traffic at 700am on Saturday, April 21. This will allow us to mark wrap upthe alley for entries.STAGING BEGINS Entries may begin entering the stage area at730am. If you have a vehicle in that respect prior to 730am, please stay on a side street or parkinglot before checking with the volunteers up near Osborn & receiving your POSITION CARD.all(a) ENTRIES CHECK-IN 730am to 930am on the corner of Earll & Central.Please make arrangements to check-in, and have your entire entry on-site and readyto march by 930am.Step Off will be promptly at 1000am. We will not have time for check-inafter 930am. authoritative ENTRY NUMBERS We are NOT assigning entry numbers in advance this course of study. You will receive your official entry number at "Parade Check-In" that morning.There will be a large (poster-size) line-up list and diagram posted at the corner of Earll &Central (the stree t entrance into Park Central). Walking participants can check there to seewhere their group is lined up.You MUST display your OFFICIAL ENTRY NUMBER to the resolve as you passBy them. So have someone display it on the left side of your entry.ALL VEHICLES/FLOATS (PRE-STAGING & STAGING)(Unless you have been specifically instructed otherwise.) submit parade PRE-STAGING from Osborn, turning south onto Central Avenue.Stop there tocheck with the parade volunteers (in bright ORANGE t-shirts) stationedin that vicinity, to receive your position in the staging area & to receive your POSITION CARD.Then look for other volunteers further down Central in your particular staging areasFor more dilate directions.ABSOLUTELY DO NOT ENTER STAGING AREA WITHOUT A POSITION CARDJUDGING pull up stakes take place again this year along the parade route. Winnerswill be announced at the Festival Main Stage at approximately 100pm.TICKET SALES Will be available near the check-in table on Saturdaymorning f or $10.00 per ticket. Have any of your participants that dont already have a ticketbuy them there & they will save some time & standing in line at the Festival admissiongates.Information to pass on to your friends & family who will be watching alongthe parade route There will be personnel along the parade route (probably towardsMcDowell) merchandisingFestival admission tickets for $10.00. Hopefully this may alleviate some of the bottleneckthat immediately follows the parade for admissions.

Az Pride :: essays research papers

AZ PRIDESTREET CLOSURE Central Avenue from Osborn to Thomas Road will be completely closed to traffic at 700am on Saturday, April 21. This will allow us to mark offthe street for entries. re-create BEGINS Entries may begin entrance the staging area at730am. If you excite a vehicle there prior to 730am, please stay on a boldness street or parkinglot before run intoing with the volunteers up near Osborn & receiving your POSITION CARD.ALL ENTRIES CHECK-IN 730am to 930am on the inlet of Earll & Central.Please make arrangements to check-in, and have your entire entry on-site and readyto march by 930am.Step Off will be at once at 1000am. We will not have prison term for check-inafter 930am.OFFICIAL ENTRY NUMBERS We are NOT appoint entry numbers in advance thisyear. You will receive your official entry number at "Parade Check-In" that morning.There will be a large (poster-size) line-up list and diagram posted at the corner of Earll &Central (the street entrance int o Park Central). Walking participants can check there to seewhere their group is lined up.You MUST display your OFFICIAL ENTRY NUMBER to the judges as you passBy them. So have someone display it on the left side of your entry.ALL VEHICLES/FLOATS (PRE-STAGING & STAGING)(Unless you have been specifically instructed otherwise.)Enter parade PRE-STAGING from Osborn, turning south onto Central Avenue. break out there tocheck with the parade volunteers (in bright ORANGE t-shirts) stationedin that vicinity, to receive your position in the staging area & to receive your POSITION CARD. then(prenominal) look for other volunteers further down Central in your particular staging areasFor more detailed directions.ABSOLUTELY DO NOT ENTER STAGING AREA WITHOUT A POSITION CARDJUDGING Will take place again this year on the parade route. Winnerswill be announced at the Festival Main Stage at approximately 100pm.TICKET SALES Will be available near the check-in prorogue on Saturdaymorning for $10. 00 per ticket. Have any of your participants that dont already have a ticketbuy them there & they will save some time & standing in line at the Festival admissiongates.Information to pass on to your friends & family who will be watching alongthe parade route There will be personnel along the parade route (probably towardsMcDowell) sellingFestival admission tickets for $10.00. Hopefully this may gruntle some of the bottleneckthat immediately follows the parade for admissions.

Links Between Hr Strategy/Policy and National/Organizational Culture

2. Explain the links surrounded by HR musical arrangement/ polity and internal/ organizational nuance. Recent research suggests that the focusing of mankind re computer addresss has become increasingly important for business success. Employees be tell to be hotshot of the close to valuable assets to an organization as a result the legal management of these employees is essential. Management literature has had a tendency to associate human resource management (HRM) with steadfast follow upation. It is this link which has been the underlying cause for the abundance of research regarding HRM practices and their effects on a planetary house.However, there is a substantial debate at bottom the literature that argues that HRM practices do not directly impact organizational achievement (Boxall & Purcell, 2000), with claims that there is a missing link between the two. In regards to this black box the creation of organizational nuance has emerged. It is said that organ izational cultivation is manifested in the behavior of its employees (Ngo & Loi, 2008), and is entrenched in the everyday conking lives of cultural members (Martin, 2004). finis is claimed to adjoin employees gambol attitudes, efficiency and productivity (Mahal, 2009), and dope impact the ability to carry out an organizations plans and meet strategic goals (Chan, Shaffer & Snape, 2004). With these assertions, organizational last could in fact catch a upstandings productivity and their overall execution of instrument. This paper examines the blood between HRM, organizational kitchen-gardening and firm performance. The next section of this paper defines and explains the organizational elaboration concept.I then investigate the relationship between HRM and organizational gloss by exploring the overarching themes which emerge from the literature regarding this link. Finally, I explore the relationship between HRM, organizational gardening and firm performance. The Link betw een HRM and Organizational Culture Previous literature has identified and focused around two common sources of organizational culture (1) founders of the organization, and (2) national culture. Barney (1986) claimed that firms are historically bound. In line with Schein (2004) he argued that a firms culture reflects the unique personality of its founders.Along with these unique personalities a number of scholars invite alleged that culture originates in the set and guesss articulated by top management, which in turn, escape an important role in shaping cultural hears and employees conducts (Chew & Sharma, 2005 Mahal, 2009). These de boundaryine are then reinforced in a number of ways. Smircich (1983) articulated that top managers mould organizational cultures, and thus the determine and article of beliefs held by employees, to courting their strategic ends in turn the corporate culture should reflect the vision of the firm (Ngo & Loi, 2008).Values are also reiterated in hir ing employees with similar priorities to top management as well as thoroughly socializing unseasoned employees to elicit those desired behaviours (Martin, 2004). Furthermore, national culture stand fors a prevailing role in shaping organizational culture. National culture refers to the culture specific to a national group (Chew & Sharma, 2005), and is entrenched deeply within individuals everyday lives. These ingrained values result subconsciously travel how management practices are both carried out and received in an organization, and thus how employees will behave within the firm (Chew & Sharma, 2005).Consequently, atroupes culture is said to be linked to the founders of the organization and the values which they demonstrate, as well as the National culture in which the organization was scratch line founded. A third relationship has begun to emerge out of management literature. There have been claims by a number of scholars (Bowen & Ostroff, 2004 Cabrera & Bonache, 1999 Lau & Ngo, 2004 Wilkins,1984) that organizational culture is associate to HRM and the human resource practices which are implemented by the organization.HRM has become an increasingly important activity within an organization. Its function is to attract, develop, do and retain employees who ensure the effective functioning of the organization (Jackson & Schuler, 1995). Relatively little is known about the link between organizational culture and HRM, as few empirical studies testing this relationship have been take awayed (Platonova, 2005). However, a few overarching themes emerge from the literature regarding this HRM-culture relationship. HRM Practices cultivate Organizational CultureWithin the HRM-organizational culture link lays a belief that firms HRM practices will motivate employees to adopt certain attitudes and behaviours, and will therefore elicit a certain corporate culture (Bowen & Ostroff, 2004 Cabrera & Bonache, 1999 Chow & Liu, 2009 Lau & Ngo, 2004 Ngo & Loi, 2008 Wilk ins, 1984). One of the earliest views on this HRM-organizational culture link was from Peters (1978), who suggested that management systems (e. g. HRM systems) could be thought of as mechanisms to transmit values and beliefs of the organization which, as a result, help to turn its character.With organizational culture comprising a range of social phenomena there are certain situations in which organizational norms are not the result of divided values among employees rather, they are determined by the rules and practices an organization implements (Cabrera & Bonache, 1999). Tichy (1983) thought that the way in which HRM systems are designed can communicate important and useful nurture about the organizations culture to employees. Schwartz & Davis (1981) also argued that HR practices provide information to employees.They convey standardized information to employees about expected patterns of activity and acceptable behaviours which allow the firm to achieve its objective. Lewicki (1981) argues that HRM practices answer three questions for employees, providing information to staff about the acceptable behaviours (1) what does the organization expect from its employees? (2) What kind of behaviour does the organization reward? And (3) what are the dos and donts of proper social conduct within the system? (p. 8). Ulrich (1984) iterates this view using an example of socialization programs.Her belief is that socialization and induction programs play a significant role in transmittance corporate culture to individuals entering into the organization. They ensure that acceptable behaviours and cultural norms are passed down to new employees, thus keeping organizational culture consistent. It is done this shared information as well as the experiences of employees that behavioural norms are established, thus becoming the means through which culture is created and sustained within the firm.Building on the HRM-organizational culture link, Ulrich (1984) advocates that p rocedures and practices implemented by HR executives become rituals within the company. Ulrich deems rituals to be customary and repeated actions within a firm. They take on a meaning within the organization. As we identified earlier, rituals are a symbolic tool in which values are manifested. These rituals, which include evaluation and reward procedures, help guide the behaviour of employees as they establish boundaries and behavioural norms within the firm.Wilkins (1984) asserts a different view that HR systems can create career paths for employees as well as groupings of flock who remain in the firm for a long enough time for a company culture to form. This outlook suggests that firms can implement HR practices that foster job security and internal career development in order to keep turnover low, and maintain those social phenomena that comprise organizational culture (values, beliefs, norms, assumptions) within the organization, and therefore forming a strong organizational cu lture.While a number of scholars claim that HRM practices lead to organizational culture, few studies have been conducted on the relationship. Lau and Ngo (2004) analyze 332 firms HR and organizational development practices in Hong Kong. The board purpose of this study was to explore the link between culture, HR systems and outcomes. The research found that HR practices which accentuate training, performance based reward as well as team development help to create an organizational culture that promotes innovation.Organizational culture was said to play a mediation role between the HR system and the firms outcomes. That is, the HR practices implemented by the firm had an effect on the organizational culture, which in turn had a direct impact on employees behaviours and outcomes. This study demonstrated that a companys culture was significant in affecting employees outcomes regardless, the culture fatalitys to be supported by an HR system that elicits those behaviours needed to achi eve the desired outcomes.High Commitment Management Practices Influence Organizational Cultures Following on from the view that human resource practices can influence employees behaviour is an argument that only certain practices will be beneficial to an organizations culture. Corporate culture will only be an avail when it is seen as appropriate in order to achieve a certain objective or organizational goal (Chow & Liu, 2009) not all practices will elicit an appropriate culture.High Commitment Management (HCM), or best practice, is a theory that has outlined a number of HRM practices which are believed to help a firm achieve competitive success from its workforce (Pfeffer, 1995). It is a common held belief within the literature that systems of high commitment HR practices increase organizational authorization by creating conditions where employees become highly involved in the organization and work hard to accomplish the organizations goals (Whitener, 2001, p. 516).Pfeffer (1998) , the founder of best practice, believed that there were seven core practices which characterized the most successful organizations employment security selective hiring of new personnel self managed teams high compensation contingent on organizational performance extensive training reduced status distinction and barriers and extensive overlap of information throughout the organization. When implemented these practices would lead to high levels of job satisfaction, retentivity and motivation of employees, which in turn influence a firms effectiveness and performance.It is thought that these HCM practices shape work force attitudes and values by framing employees perceptions of what the organization is like and help to influence their relationship with the organization. Employee behaviours and attitudes are said to reflect their perceptions and expectations about the organization their behaviours respond to the treatment they receive from the firm (Whitener, 2001). Accordingly, HCM practices are said to act as a culture embedding mechanism (Hartog & Verburg, 2004), acting an important role in reinforcing certain behaviours within employees and therefore shaping corporate culture.Kerr & Slocum (1987) demonstrate this relationship. They state that some organizations have cultures emphasizing the value of teamwork and security. These values foster loyalty to the organization and give employees a long term commitment. They iterate that other organizations consist of cultures which emphasize personal initiative and individual rewards. These values reinforce norms where organizational members do not promise loyalty and where the company does not provide job security. These authors point out that the practices, specifically HCM practices implemented by an organization, bring out certain behaviours from employees.For that reason, a firm can manipulate its culture by implementing practices which foster the behaviours they want to achieve from employees, and those beha viours that will help the company achieve their strategic goals. A small number of studies have been conducted exploring the relationship between certain best practices and organizational culture. In her study of 170 individuals views on compensation systems, Kuhn (2009) found that a bonus being rewarded on the basis of individual outcomes, compared to team or organizational performance led to the organizational culture being regarded as relatively more individualistic.Sheridans (1992) longitudinal study of 904 college graduates hired in six public accounting firms found that the firms organizational culture had a significant effect of the retention rates of these employees. Those firms that had a culture fostering the interpersonal relationship values of teams and respect for people stayed 14 months longer than those hired in firms whose culture emphasized the work task values of detail and stability. These two examples, in which both show the murder of HCM or best practice, illus trate that organizational culture is contingent upon the HRM practices implemented.Practices will elicit different behaviours from employees. In addition claims are made that these behaviours will accelerate or hinder performance and efficiency within a company. Strategy Shapes HRM Practices which in turn Shape Organizational Culture In accordance with the view that HRM/HCM practices influence organizational culture, employees behaviours are said to be indirectly affected through a companys dodging (Bowen & Ostroff, 2004 Chow & Liu, 2009).The term Strategic Human Resource Management (SHRM) has emerged within recent management literature to cover the relationship between a firms strategy and their HRM system. This perspective of HRM is commonly seen as comprising integrated functions which are linked to organizational strategy (Macky, 2008). The guiding logic behind this view is that a firms human resource practices must, develop employees skills, knowledge and motivation such tha t employees behave in ways that are instrumental to the implementation of a particular strategy (Bowen & Ostroff, 2004, p. 05). Given a certain strategic goal, a set of HRM practices should be implemented to help the organization attain these goals. Different business strategies will therefore require the implementation of a varied set of HRM practices in order to elicit certain behaviours from employees. Attention should be paid to designing an HR system that is best able to link the desired culture and business strategy. For innovation-oriented firms, HR must implement innovation-enhancing practices to obtain the desired behaviours associated with innovation (Lau & Ngo, 2004).With strategy affecting HRM practices, culture is indirectly affected. This culture will be an asset for an organization if it encourages the behaviours that support the organizations intended strategy (Cabrera & Bonache, 1999). Organizational Cultures Influence HRM Practices There is a belief, held by a smal l number of scholars, which challenges the previous, more widely accepted view that HRM practices (and HCM practices) influence organizational culture. While this view appears within some industrial psychology literature, it is a less common perspective among management scholars.These scholars find that prominent core values within an organizational culture have a strong influence on management practices and in shaping HRM systems (Ferris et al. , 1998 Aycan, Kanungo, & Sinha, 1999). This view asserts that firstly values and other social phenomena form within the organization, while HRM practices occur because of the organizational culture already entrenched within the firm. The social context model, developed by Ferris et al. (1998) claims that the attitudes, beliefs, and values which make up the corporate culture razz the development of HRM policies, practices, and systems.These scholars testify that a well-defined culture within a firm should drive the development of consistent HRM policies, as employees values are reflected in the formation of these policies. Furthermore, these policies should drive the design of a set of mutually supporting and integrated HRM practices which form a cooperative system. Bowen and Ostroff (2004) expand on this view. They allege that organizational assumptions and values shape HRM practices, which, in turn reinforce cultural norms and routines which shape individuals performance. Aycan et al. (1999) as well as Aycan et al. (2000) advocate the model of culture fit.This model contends that managers implement HRM practices based of their assumption about the nature and behaviour of employees. There needs to be a rationale behind the practices which HR implements they do not evolve within a vacuum. For this reason HR practices are there to reinforce the values, behaviours and assumptions which already exist within the organization, and to further develop these social phenomena. The Link between HRM, Organizational Culture and P erformance Scholars have long asserted that the way in which an organization manages its employees can influence its performance (Delaney & Huselid, 1996).HRM is therefore an organizational issue which firms cannot afford to ignore. a lot of previous HRM and organizational culture literature is based on this assertion that human resource practices and corporate culture are linked to organizational performance (Platonova, 2005). The underlying assumption of the link between HRM, organizational culture and performance is that HRM practices lead to employee knowledge, skills, and abilities, which in turn are said to influence firm performance at the collective level (Bowen & Ostroff, 2004).While a small number of empirical studies have tested the relationship between HRM and organizational culture a adequate amount of research exists on the HRM-firm performance link. In addition, a number of empirical studies have also focused on the organizational culture-performance relationship. T he relationship between comprehensive sets of HR practices and firm performance has been frequently demonstrated within the literature. Becker and Gerhart (1996) explain that HR decisions can influence organizational performance through increase efficiency or revenue growth.Barney (1986) notes that increased firm performance is often attributed to high profitability, while Bowen and Ostroff (2004) argue that increased motivation from employees leads to higher firm performance. A large number of empirical studies have been conducted on the relationship between HRM practices and firm profitability. Pfeffer (1995) identified a certain set of best practices which companies can implement to manage their employees. He argues that these practices are universal in nature, and will have a positive effect on organizational performance.The implementation of HRM practices can turn over to firm performance by motivating employees to adopt desired attitudes and behaviours. They tend to unify pe ople around shared goals which will shape and guide employee behaviour. In addition HCM practices are said to create an internal atmosphere where employees become highly involved in the organization and work hard to accomplish goals the firm sets. In his study of steel minimills, Arthur (1994) found that reward systems provided considerable motivation for employees, which in turn contributed to an increase in productivity.His study also found that higher rewards contribute to a decrease in turnover among staff. Merit or incentive pay systems provide rewards for meeting specific goals in turn employees will be motivated to achieve these goals (Delaney & Huselid, 1996). Koch and McGrath (1996) found that investment in recruitment and selection procedures was positively related to labour productivity. Their findings suggest that labour productivity is related to those proactive firms, those firms who plan for their future labour needs, and those that make investments in getting the rig ht people for the job.In addition a number of claims have been made alleging that HRM practices can influence performance by impacting employees knowledge, skills and abilities. Practices fostering extensive training can be considered a source of competitive advantage, as they involve keeping employees skills and knowledge up to date. Training is said to have a positive impact on performance (Delaney & Huselid, 1996) by impacting dimensions such as product quality. In their study of 590 firms, Delaney and Huselid (1996) found positive associations between practices such as training and firm performance measures.Pfeffer (1998) also conveys a link between training of employees and profits. Some scholars assert that HRM practices will lead to increased performance when there is a high level of fit between the practices and the organizations strategy. This is commonly known as the configurational perspective of SHRM. This perspective maintains that an organization should implement HRM p ractices that are congruent with the firms strategy, and are consistent with one another. cardinal practices can work together to enhance each others effectiveness consequently a powerful connection is formed (Delery, 1998).The implementation of firm specific training programs combined with highly selective staffing practices can work together to generate a talented pool of employees with high productivity. It is therefore thought that HR practices which complement each other and the firms strategy will have a positive effect on organizational performance (Lengnick- Hall, Lengnick-Hall, Andrade, & Drake, 2009). Overall, there is a strong view in the literature that certain HRM practices lead to increased organizational performance.However, studies on this relationship often differ as to the extent a practice is likely to be positively or negatively related to performance (Becker & Gerhart, 1996). Some scholars also express concern regarding the causation between this relationship do empirical studies actually prove that HRM practices cause increased performance? It has been said that HRM practices are not the only factor which could affect a firms performance many other organizational and environment factors could in fact be attributed to performance (Boxall & Purcell, 2000).Barney (1986) developed the Resource establish View of the firm (RBV). He argued that certain organizational resources and capabilities can lead to a sustainable competitive advantage for the firm, and therefore can increase organizational performance through superior financial performance. Barney (1986) affirmed that a firms organizational culture can in fact be one of these resources. However, he asserts that not just any culture will lead to a competitive advantage corporate culture must be valuable, rare, awry imitable, and be of value to the entire organization.If a companys organizational culture meets these four criteria it has a better opportunity to be a source of sustained com petitive advantage. In addition an appropriate HRM system can create and develop organizational capabilities which themselves become sources of competitive advantage (Lau & Ngo, 2004). For example, one of the Statess most successful retailers, Nordstrom, attributes their success to its culture of customer service. This culture is seen as a unique, valuable and hard to imitate resource and has become a source of competitive advantage for the company (Carmeli & Tishler, 2004).Since organizational cultures and HRM systems can be a valuable resource for companies they have a key role to play in the firm performance link. Conclusion This paper has focused around the concept of organizational culture. It has primarily explored the relationship and different views between HRM and culture. While a number of challenging views exist in regards to the HRM- culture link, it is commonly found that HRM practices influence organizational culture, by providing information to employees that impacts their assumptions, values and attitudes.In addition, certain HCM practices are said to shape work force attitudes by framing employees perceptions about the organization in turn leading to higher levels of job satisfaction, retention and motivation all of which influence a firms performance. Furthermore, an organizations strategy has been alleged to influence corporate culture indirectly through the implementation of HRM practices that help the organization attain their goals. Organizational culture has been considered a valuable resource for companies and could in fact lead to a competitive advantage for the firm.While HRM has been argued to affect organizational culture, and in turn lead to firm performance we need to be wary of arguing that current evidence proves this relationship. There could, and believably are, a number of other organizational elements that provide a link between HRM and firm performance. More studies regarding the organizational culture and performance link need to be conducted before we can deduce this causality relationship. In saying this, organizational culture has been shown to be an important aspect of a firm, as it can, and does affect employees behaviours, motivation and value.

Defining Honor

If I were to ask half a dozen people at random to tell me what they meant by the word watch, I think that I would probably receive very varied answers. One of the reasons for this is that it often means different things in the minds of different people. For instance, we say that it was a great find for Jim Smith to be elected captain of the footb either team and then, on the other hand, we address about a code of honor, or the laws of honor.What does Jim Smiths being captain of the eleven be possessed of to do with the laws of honor? What we mean, in the case of Jim, is that his preference as captain shows that the other boys have confidence in his play, and whence this position gives him a local character as a comparatively good enough player and leader. Now many people in the world have only this idea of honor and, when they speak of holding their honor sacred above solely told else, they mean checking their reputation good in the eyes of work force.For this reason, t hey value any office or reward that adds to their reputation and the more their reputation grows and the more distinction they earn, the more honorable they feels themselves to be. This was the idea of honor existing among the ancient heathen people before the Christian era. You know that, after the course of the great Roman Empire, there was a period of about a thousand years, when the light of civilization went out in Europe, and the sickness of ignorance and barbarism took its place.During these dark years, there was much going on that was not better and sometimes even worse from a moral point of view than in the days of the Roman Empire but, when the minds of men began to wake up again, their standards really had advanced further than the old heathen standards of lifespan. A seed Christian principle had been germinating for all these years and finally blossomed out in the Age of Chivalry.This, as you know, was an assertion world-class of all that the notion that Might makes Right is false, although it had been almost universally believed to be true, in practice, before the coming of Christ. The orders of knighthood which arose in various parts of Europe were composed of men who made it their business to bring order out of confusion, to tear the wild beasts that interfered with flocks and herds and made farming difficult, to overpower and abolish the highwaymen and robbers who made traveling unsafe, and to protect women and children in respect and security.These men bound themselves by solemn vows to keep certain laws which were necessary for railway carrying out their work, and their obligation or sense of responsibility to keep these laws they called their Honor. Hence a new conception of honor came into being, and their code of honor was the law according to which their conduct was judged among themselves. This is, of course, a very different idea of honor from that which consists of thinking that distinction before men is better worth having t han anything else, and which therefore puts reputation above character.Anybody who compares these two ideas of honor can see that the one is only a counterfeit imitation of the other, and that there is not necessary connecter between them at all for a man whitethorn have character without reputation, and he may have reputation without character, for reputation may be either true or false and, when true, it is in many cases because of the character underlying it. But many fine reputations of all sorts are the result of cunning self-advertising, and this practice is one of the most destructive and degrading to character and true manliness.This is so because, when we seek reputation for its own sake, we are yielding to the temptation of toilet table and vanity is a weakness and disease of the soul. Everybody has temptations to overcome, and it is everybodys business to know and work against his weaknesses but, when our chief ambition in life fosters our weakness, and we deceive ours elves by braggart(a) the name of honor to that which weakens us, we can hardly expect to grow stronger as the years go by.The old knights had the right idea of honor, and there have been a great variety of orders of chivalry in different countries, much(prenominal) as those mentioned in the Boy Scout Manual and the main idea in all of them was to hold up a standard of public service which would raise men above the habits and customs of selfish brutes and merely worldly men. at that place is other great distinction between these two conceptions of honor when we think of our reputation as our honor we require spectators, for our reputation is what we are in the minds of other men but the honor of character, which is our sacred obligation to keep the law of our code and to do our duty in Gods sight, is just as backbone upon us when we are all alone, and therefore it must control our most private acts and secret thoughts.A little newsboy boarded a crowded car the other night with a very large bundle of papers, and the conductor, with coarse good-nature, tried to favor him by declining to take his fare, although of course he could not do this without cheating the railway. The boy looked at him with indignation and could not believe that he was the conductor. He went all through the car hunting for the real conductor to whom he could pay his fair.This little boy was richer than if he had had millions in bank in place of this high-minded feeling of honorable independence and of determination to fulfil all his obligations and, if he remains true to this principle in all the phases of his life, he will accomplish far more than if he amassed millions, or became President of the unify States. He will add to the joy and dignity of many other lives as well as his own for, sooner or later, every humane being finds out that without this loyalty to honor life cannot be happy, is indeed, not worth living.But we must be careful to remember that, although this is such an authorised and central truth, we cannot expect every one to know about it and therefore we cannot expect them to act accordingly. In this, as in all other such matters, we must be on our guard against feeling superior to those who have not had our advantages. Next to keeping our own obligations of honor is the duty of protecting the honor of all those with whom we have contact and especially of the weak and ignorant.The weak must be protected by whatever means is necessary and appropriate, and the ignorant may be taught if we go about it quietly and in a friendly spirit, without laying down the law. Of course, it is the duty of patrol leaders to see that all their boys go steady as thoroughly as possible the nature of the obligations which they have taken upon themselves. It is also the duty of scouts to hand along whatever helpful knowledge they have to other scouts within reach of their friendship.But this holds good not only for boy scouts and their officers but for all men a nd it cannot be done unless, in the first place, we ourselves try to practice what we teach and then teach it with a humble appreciation of the beauty or use of the subject, and without any vanity or conceit. There is no merit, but only privilege, so great that it is difficult to estimate, in teaching and being taught to understand and live by the deep and tested truths of life and the more we learn, from obeying them, the more humbly grateful we shall be.

Fair Election Process in India Essay

India has an asymmetric federal government, with elected officials at the federal, state and topical anaesthetic levels. At the national level, the head of government, Prime Minister, is elected by the members of Lok Sabha, lower house of the parliament of India.1 All members of Lok Sabha except two, who can be nominated by president of India, are directly elected through general elections which takes place every five years, in normal circumstances, by universal adult suffrage.2 Members of Rajya Sabha, speed house of Indian parliament, are elected by elected members of the legislative assemblies of states and electoral college for Union Territories of India.3 In 2009, the elections involved an electorate of 714 million4 (larger than both EU and US elections combined5).stated exp closing curtainiture has trebled since 1989 to almost $300 million, using more than one million electronic voting machines.6 The size of the huge electorate mandates that elections be conducted in a number of phases (there were four phases in 2004 General Elections and five phases in 2009 General Elections). It involves a number of step-by-step processes from announcement of election dates by the Election Commission of India, which brings into overstretch the model code of conduct for the political parties, to the announcement of results and submission of the list of successful candidates to the executive head of the state or the centre. The submission of results marks the end of the election process, thereby paving way for the formation of the new government.