Explanatory Style and Depression

Explanatory Style and Depression In studying the research on explanatory style and depression, I found some ideas that could help schools develop programs to reduce the "pessimistic explanatory style" in children. Scientists who have studied the effects of thoughts and feelings have discovered that these hopeless and pessimistic thoughts bring on anxiety and depression. Anxiety and depression is our children's worst nightmare, they can become withdrawn, their grades can drop and they could even have thoughts of suicide. Since children spend over half the day in schools, the schools need to become aware of the physiological needs of the children along with the academic needs.What is explanatory style? It is the automatic and natural way you explain events. Three different qualities can determine if you are optimistic or pessimistic. Permanence is the belief that bad events are long lasting for pessimistic, but optimists resist this belief and see bad events as only temporary setbacks.Children!Pervasiveness is the bel ief that failure in one area affects other areas of life also, in contrast to optimistic, which believe failure as being specific to one situation rather than over the entire life. Personalization is the belief that bad events are one's own fault rather than due to circumstances, this makes them feel hopeless, unlike the optimistic believes that failures are not their own fault but rather due to circumstances. We have to learn a new way of thinking to change our explanatory style.We cannot go though a whole day with out some kind of set back, so we need to teach our children how to handle these setbacks. Children learn from observation, therefore, schools need to come up with a program that lets kids participate in different situations. Such as, a class that teaches teamwork and problem solving. The students could have a different...

Aphorisms, Mottos and Sayings

Aphorisms, Mottos and Sayings Aphorisms, Mottos and Sayings Aphorisms, Mottos and Sayings By Maeve Maddox Many depictions of old people on American television–for example, Grandpa Simpson–reflect contempt for the elderly, but the language presents a different picture. The variety of words for â€Å"wisdom passed down the generations† suggests a tradition of respect for the experience of one’s elders. I’ve already written about the words proverb and adage. Here are a few more English words that mean â€Å"an often-repeated wise saying.† The dates in parentheses correspond to the earliest citations in the OED. Because so many of the definitions for these words contain the adjective pithy, I’ll define this word up front: pithy (adjective): of language or style; full of concentrated meaning; conveying meaning forcibly through brevity of expression; concise, succinct; condensed in style; pointed, terse, aphoristic. aphorism (1570) In a scientific context, an aphorism is the statement of a principle, but in general usage, an aphorism is a short pithy sentence containing a truth of general import. For example, â€Å"A living dog is better than a dead lion.† apothegm (1570) Also spelled apophthegm, an apothegm is a terse, pointed saying that embodies an important truth in few words. It will be pithy and may also be sententious, like one of Dr. Johnson’s oft-quoted sayings: â€Å"Patriotism is the last refuge of a scoundrel.† axiom (1578) This term is from Latin axioma, which in turn comes from a Greek word meaning â€Å"that which is thought worthy or fit, that which commends itself as self-evident.† In a scientific context, an axiom is a self-evident proposition requiring no formal demonstration. For example, it’s an axiom that the Earth revolves around the Sun. dictum (1586) A dictum is an authoritative pronouncement attributed to a particular person or source. For example, Harry Selfridge (1858-1947) is credited with the dictum, â€Å"the customer is always right.† maxim (1450) A maxim states a rule of conduct or action in the form of a proverb: â€Å"Early to bed and early to rise makes a man healthy, wealthy, and wise.† motto (1589) Nowadays we use the word motto to mean any maxim that a person tries to follow as a rule of conduct. For example, I once had a kitchen with very little counter- or drawer-space; my motto was, â€Å"If it will hang, hang it.† Motto originally referred to a word or sentence attached to a design, as in heraldry. For example, the emblem of the Prince of Wales is three white ostrich feathers with the German motto Ich dien, â€Å"I serve.† precept 1375 Similar to a maxim, a precept is a general command or injunction; a rule for action or conduct, especially a rule for moral conduct. A precept that has implications for personal privacy and security is, â€Å"A man’s home is his castle.† saw (c. 1000) The sayings of King Alfred (849-899) were known as saws, a word that comes from the verb â€Å"to say.† One of Alfred’s saws that I can recall without looking it up is, â€Å"Tell it to your saddlebow.† That means â€Å"Don’t go sharing your plans or worries with others; keep your own counsel.† saying (1303) Like saw, saying comes from the verb â€Å"to say.† The word can apply to any current or habitual expression of wisdom or truth. For example, â€Å"The experience of many lottery winners tends to prove the truth of the saying that a fool and his money are soon parted.† I’ll let you decide for yourselves which of these nine terms best describes each of the following expressions: A penny saved is a penny earned. A job worth doing is worth doing well. A lie often told becomes the truth. A little knowledge is a dangerous thing. Actions speak louder than words. All work and no play make Jack a dull boy. Beauty is in the eye of the beholder. Birds of a feather flock together. Charity begins at home. Curiosity killed the cat. Little drops the mighty ocean make. Love conquers all. No use crying over spilt milk. Opposites attract. Rome wasn’t built in a day. Strike while the iron is hot. Time is money. Two heads are better than one. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:50 Idioms About Legs, Feet, and ToesGrammar Quiz #21: Restrictive and Nonrestrictive ClausesA Yes-and-No Answer About Hyphenating Phrases

Cultural Effects of Alexander's Conquests Essay

Cultural Effects of Alexander's Conquests - Essay Example The people of Asia were quick to adopt the culture of the conquerors. This situation set the stage for integrating Greek culture in the conquered territories and information from both ways. As a result artists, painters, musicians and writers flocked to these cities founded by Alexander in Persia, Egypt and in the later other cities also followed classic Greek city style, complete with baths, temples and public meeting places, a style directly borrowed from Greek, which was further spread along the Silk road in the conquered territories. It is a well-known fact that, the changes in cultures, which we know as history of the civilization, are the direct consequence of sweeping conquests. When Alexander's armies subjugated the known world by their military prowess, the result was Hellinization of the cultures in the centuries to come, and the impact was equal spread from Europe to Middle East and Central Asia. By 323 BC Alexander Empire was stretched from Greece to Egypt, Iran and India. As the Empire grew larger, so does the Greek influence in these new conquered territories. At every conquered territory Alexander setup a strategic military installations with complete Greek style towns, which imported the Greek culture and ideas. And these influences can even be observed even in today in central Asian art and architecture. Despite the enormous distance between the Asia and Europe, the two continents were in contact via Silk Road, which was famous and well-known route for travelers, merchants, pilgrims spreading trade and culture along the silk road from Rome to Central Asia .Without any doubt it was the conquering nations who brought this cultural change and diffusion allowing this diffusion of cultures. Alexander made conscious efforts to hellinize the world, which can be seen by his marriage to Persian princess, the daughter of Darius III .He also asked 80 of his officers to marry local women. During 324 B.C in a feast he offered 10000 of his men foreign women. Other than that he also built about thirty Greek style cities along the route of his conquest, an extension of Hellenistic empire, which continued long after his death. These cities, in the later years even though separated from Greek rule remained alive enclaves of Greek culture. The elite of these cities not only spoke Greek language, but also adopted Greek customs and traditions, including taking part in Greek athletics. Alexander conquests provided the chance for Hellinism to flourish with much greater force among these territories. As a result Greek culture became the culture of the rulers. Alexander used different techniques to consolidate these conquests. For example Alexander founded the colonial installations, even though some were mere military installations, mainly occupied by army to control the city. The important aspect of these cities and town was to acquire the status of Greek cities and able to imitate the Greek style of government. Greco- Macedonians, who lived like Greeks formed part of the local population, ruled these cities. Being conquered, it was natural for these conquered territories to follow the Greek culture and language. One of Alexander's general Peukestas learned Persian language and even became familiar with Persian culture and adopted their clothes, which was an exceptional case. Normally it was the conquered population, who followed the Greek traditions and tried to b ecome part of hellenized culture for

The Significance of Storytelling for Children Thesis Proposal

The Significance of Storytelling for Children - Thesis Proposal Example I have chosen to carry out an investigation into the language of books written for young children based on Gordon Pradl’s study of a child’s concept of story development. In ‘Narratology: The Study of Story Structure’, he states:  Ã¢â‚¬Å"Applebee describes six stages in children's event-arrangement, a developmental pattern ranging from "heaps" (mere lists of unrelated perceptions) to "true narratives" (complete events that reveal a theme or evaluation of experience). Other researchers have shown that children in the telling of their own stories gradually develop certain literary conventions ("once upon a time...") as they grow increasingly sensitive to the overall aesthetic structure of a narrative.†Ã‚   Reading books to children is an age-old and trusted method of instilling a basic comfort level in the child with a particular language. Barbara Stoodt remarks, â€Å"Reading which does not stir their imagination, which does not stretch their minds, not only wastes their time but will not hold them permanently† (Stoodt, 61) I believe that interacting and reading books with other people is a more natural way for children to learn basic language skills backed up with practice of high-quality phonics (letters and sounds strategy) The point about reading with children is to open up that most vital human interaction: a conversation. I aim to discover how books introduce new words to children and how illustrations play a key part in this. Furthermore, I aim to explore how effective books are in helping children to acquire linguistic and communicative competence by helping them learn the main aspects of language including phonology, pragmatics, semantics, and syntax.

Time Management Essay Example for Free

Time Management Essay INTRODUCTION This chapter will begin with a de? nition of time management, and will then discuss common time management problems, and invite you to identify your own issues. It then moves on to examine possible solutions and the guiding principles of time management. To check your understanding there will be a number of scenarios and exercises to practise time management skills, followed by a personal contract aimed at improving your own approach to time management. WHAT IS TIME MANAGEMENT? Time management involves making the best use of time, and getting more done in the time available. It means not wasting time on irrelevant things, instead focusing on important parts of the job. Ultimately this means working calmly and effectively, avoiding the panic and anxiety of the last-minute rush. In the western world, time is treated as a valuable resource which people spend. Most managers claim that they do not have enough time. Often this is blamed on the organisation and colleagues for making too many demands. However, we all have at least some control over how we spend our time. We can and do make choices. Recognising this is the ? rst step on the path to effective time management. DEFINITION OF TIME MANAGEMENT. Time management means taking more control over how we spend our time and making sensible decisions about the way we use it. 29 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Personal Effectiveness If good time management is about taking control, it involves ? nding those areas where you do have control, and also ? nding those where you think you don’t, but really you do. For example you may have far too many things to do and this makes you feel helpless, but maybe you have the option of renegotiating some parts of your work, or even delegating some activities. There may still be some areas where you don’t have control – for example if a key part of the job is to be available at a certain time to provide advice to others, you cannot just decide to be absent. Or you may have a coursework assignment to submit – some deadlines are not renegotiable. In these areas it is more sensible not to waste time railing against these commitments; instead concentrate on ? nding those areas you do have the power to change, and make the changes that will help you to become more effective. Exercises 2. 1 and 2. 2 should start to help you identify those problem areas and areas where you would like to make changes. PREPARATION FOR CHANGE Before reading further in this chapter it is helpful for you to have an idea of how effective you are as a time manager. Re? ecting on your own time bandits and traps will make this chapter more useful and relevant to you. Begin by brainstorming three barriers that you think prevent you from being effective at work, or at study, as indicated in Exercise 2. 1. Now go on to Exercise 2. 2 and rate your effectiveness using the list provided. This list has been developed by distilling some of the common problems that have been identi?ed by several hundred staff and students in workshops held over the last ? ve years at Imperial College. Further exercises and selfevaluation checks are provided on the website. The accuracy of this tool depends on you being honest with yourself, so make sure you rate yourself according to how you actually behave, not how you would like to be. Once you have done Exercise 2. 2 you can return to Exercise 2. 1 and see if the barriers you ? rst identi? ed relate to those issues you have rated 3 in Exercise 2. 2, and if necessary add to, or amend, your answers to Exercise 2. 1. EXERCISE 2. 1 BARRIERS TO BEING EFFECTIVE What are the three main barriers you have that prevent you being effective? 30 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Time management EXERCISE 2. 2 PROBLEMS DIAGNOSING YOUR TIME MANAGEMENT Note: assess your behaviour as it is not as you would like it to be Go through the list of time management problems below and rate each one with relation to its frequency as a problem for you and also its severity using the following ratings: 0 this problem does not relate to me 1 this problem partly relates to me, relates some of the time 2 this is a regular problem for me 3 this is a major problem for me, it severely hampers my effectiveness A. Prioritisation and scheduling 1. I am not sure what tasks I have to do each day, I don’t make a to-do list. 2. When I have ? nished one job I just go on to the next without checking on my priorities. 3. I don’t work out which tasks have the biggest gain for me. 4. I have dif? culty in setting priorities. 5. I have dif? culty in keeping to priorities or a schedule I have set. 6. I am a perfectionist and even if I have several tasks to do I allow myself to spend ages on one task to get it right, which can cause problems in completing my work. 7. I often do trivial tasks at my high-energy time of day. 8. I don’t stop to think when my best time of day is for working. B. Persistence, procrastination and focus 9. I ? it from task to task, starting a lot of things but not always ? nishing them. 10. I feel very intimidated by large important tasks, and don’t break them down into smaller ones. 11. I put off dif? cult tasks until the last possible moment. 12. I procrastinate, prevaricate and can’t decide what to do, nor make decisions. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 31 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd. co. uk/bookstore. Personal Effectiveness 13. I put thing off until the last minute and then I have to work in a rush and panic. 14. I allow myself to be interrupted from my work, for example by the phone, talking to others, distractions, new e-mails coming in. 15. I spend ages on the telephone, sur? ng the net, or answering e-mails. 16. Once I get started, I cannot stop a task, even if it is taking far too much time and there are other pressing things to do. 17. I don’t have any protected time in the day when I can get on with my priorities. C. Role de? nition 18. I am not sure what my key objectives are. 19. I am unclear of my role de? nitions and lines of responsibility. 20. I’m not sure how long certain tasks take so ? nd it hard to allocate the appropriate time to them. 21. I try and do everything myself, and do not consider whether it would be better to delegate tasks, or ask for more help and support. D. Work environment and organisation 22. My workspace is a mess, I can never ? nd anything at work, and papers pile up around me without being ? led. 23. I don’t know what to do with paper – I just leave it hanging around. 24. I don’t have anywhere where I can work uninterrupted. 25. My work environment is noisy and distracting, and I don’t ? nd ways to deal with this. 26. If I ? nd myself with free time in the day, for example when commuting, waiting for an appointment, I don’t have things with me to do. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 32 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Time management E. Study skills 27. I take ages to read anything, and ? nd it hard to remember what I have read. 28. I’m not sure how to go about academic or work related reading. F. Assertiveness 29. I ? nd it very hard to say ‘no’ to other people. 30. I feel guilty if I am getting on with my own agenda and not focusing on helping others. 31. I spend most of my time doing things for other people, and hardly any time getting on with my own agenda. G. Anxiety, stress and emotion 32. I worry a lot and regularly suffer from work related anxiety and stress. 33. I don’t feel very con? dent so I often worry that I’m not doing well or going about my work in the right way. 34. I never have fun at work, I don’t enjoy my work. 35. I get very bored at work and this slows me down or allows me to get sidetracked. 36. I ? nd it hard to concentrate. H. Life balance 37. I don’t have time for exercise, health, leisure, family, I just work all the time. 38. I get very tired and exhausted at work. Scoring 0–38 Averaging 0s and 1s You are an excellent time manager 39–76 Averaging 1s and 2s You have some areas to work on but overall you are an effective time manager 77–114 Averaging 2s and 3s You have a big problem with time management and need to take action now to get yourself more in control of your time (but don’t worry – that is what this chapter aims to do) 33 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3. 0 1 2 3 0 1 2 3 0 1 2 3 Personal Effectiveness Below are some common examples of time management problems. EXAMPLE 2. 1 PROBLEMS EXAMPLES OF TIME MANAGEMENT Work -related ‘I work on a project to implement IT in my organisation, but I report to two bosses, the head of the IT Department, and the Project Leader – their demands of me are diverse and sometimes con? icting and very confusing, as a result I get in a mess. ’ ‘I work in an open-plan of? ce. I constantly get distracted by people talking on the phone, chatting across desks, stopping to talk to me. I just cannot concentrate on my work, and I end up frittering my time on super? cial tasks whilst at work, and then working well into the night at home to catch up with the tougher parts of my work. ’ ‘I am a design engineer and each part of the work I do seems to take at least three times longer than we estimate it will take, meaning that I spend a lot of time explaining why the work is late and reorganising schedules and activities. This impacts negatively on people further down the development process. ’ ‘I set myself priorities but because I also work as a support service for other people in the organisation, I get inundated by e-mails and requests from others. I spend all my time meeting other people’s demands and my priorities go out of the window! ’ ‘Last year I spent ages developing a balanced scorecard system for the organisation to performance manage the managerial team, then a new director was appointed and he pulled the plug on months of work and asked me to set up a totally different scheme. It seems like much of my work is a waste of time. Study -related ‘I am engaged in a part-time professional development programme ‘Into Leadership’ where I am attending day release modules, writing coursework assignments both individually and with a group, and am trying to juggle this in between a busy work schedule in my role in the Laboratories of a Government Department. I feel so panicked with all I have to do I end up feeling paralysed. ‘I don’t seem to be able to get going early enough on my distance learning course assignments and so I often end up staying up into the early hours to get it in the following morning. The work is rushed and mediocre as a result, and I am then tired for days after. ’ ‘I have young children and I ? nd it impossible to get on with my studying at home. As a result I feel incompetent when it comes to discussing case studies in course discussion because I haven’t the faintest idea what they are about as I haven’t read them in advance. WHERE DOES ALL MY TIME GO? – THE TIME BANDITS AND TRAPS A time bandit is a work practice, attitude or behaviour that leads to ineffective working practices or your time getting stolen or expropriated away from your core priorities and frittered on less important activities. 34 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co.uk/bookstore. Time management Epicurus and the pleasure principle Think about your own time management bandits and traps, do you see any patterns? One common pattern is to put the fun, exciting, interesting, easy things ? rst, and put off doing the boring, dull, dif? cult tasks until later. It is a kind of pleasure principle – going for the short-term gains, surrendering to wants and desires as they arise – immediately. Epicurus, the philosopher who is attributed with setting up the foundations for a pleasure principle, believed in following desires. However, he is often mistakenly thought to have been a slave to avarice and pleasure, indulging himself in whatever desire arose at a given moment. This is not actually true. Epicurus followed a simple life, one of healthy food, friendship and good company, freedom and thought, not an undisciplined response to every whim and fancy. In relation to your own work or study, following the Epicurian principle will lead you to doing things you enjoy instead of focusing on your priorities. It is a mistake to think that taking the easy route will improve things in the long run. In reality, giving in to the pleasure principle in the short term results in a mess later on, because over time what happens is the accumulation of a whole mountain of tasks that have been ignored. This can lead to misery, anxiety and depression. A lot of thought and planning went into Epicurus’s way of life, and creating time for a balanced, enjoyable life takes planning and selfdiscipline. The last-minute rush and adrenaline junky Some people like to live fast and furiously, and so working in a calm systematic way can seem very boring. Waiting for a burst of energy, or the adrenaline rush that comes with the fear of a deadline looming can become a way of life, but does usually mean that when the job actually gets done, it is done in a haphazard panicky way, leaving the person exhausted after late-night working and long hours in order to ? nish it on time. In the long run health can be affected, as the ? ght or ? ight impulse that triggers adrenaline is intended for moments of danger, not a lifetime of stress. Hamlet: the procrastinator ‘To be or not to be . . . ’ – ‘should I start this paper or go and deal with those statistics, I don’t know! ’ It isn’t noble to play Hamlet unless you are Lawrence Olivier! If it can’t be faced now, it might be worse later! What is more, as well as getting nothing done, the agony is repeated over and over again, and usually by tomorrow there is no change except the increased anxiety of another day gone by without completing the task. There are different reasons for procrastination and prevarication: not having the energy (which is represented by the adrenaline junky above), not having a starting point or the right information (but will you have the information tomorrow?), or being indecisive over what exactly to get on and do. All that happens is that work piles up. It’s all too much However, for some people, being busy is a way of life. They may ask themselves: – Where does all my time go? – Why are there not enough hours in the day? Typically these people then fool themselves with the thought ‘Well, this is just a busy period, once I’ve got this assignment or deadline over then life will be easier and I can relax’. This is ? ne if true, but often one deadline out of the way can just open someone up to a new 35 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Personal Effectiveness deadline, as they rush from one hectic task to the next. Sometimes this is self-generated: they can’t help but take on more and more and more. Another way they fool themselves is to say ‘I’m a no-limit person. I can keep on taking on more and more and more’. No one is superman or superwoman, there are only 1,440 minutes in a day, 1,000 when we deduct sleeping, washing, dressing, eating, etc, etc, etc. In our lives we probably spend six months waiting for red traf? c lights to change, two years looking for things, 24 years asleep . . .. There is only so much time left, and time is not in? nitely elastic, we do have limits. After all, no one ever said on their deathbed: I wish I’d spent more time at the of? ce! The headless chicken: action without thought There may be other reasons for taking on too much work, being too busy or feeling driven. Some people may be working hard but without having clear priorities, and without planning. Spending much too much time on things that are not at all important. Giving the illusion of working hard but not working productively. The butter? y: ? itting from task to task Helen arrives at work, puts her coat on the door peg, sits down and turns on the computer. She intends to spend the morning writing the proposal for the new performance appraisal system – a very important part of her job. But ? rst she listens to her telephone messages and realises Gerald wants her to produce some ? gures for a meeting the following week. She accesses her computer to pull out the ? gures, and notices she has 21 e-mails, and begins trawling through these. The ? rst few she just looks at and leaves open to come back to later, the sixth one asks her to give some dates for a meeting and she opens her diary to look at dates, and sees that for one of the dates she has a presentation to give on that day. Oh she must remember to take the ? les home for preparing the presentation so she can do it at the weekend. She gets up and opens her ? ling cabinet to retrieve them . . Oh dear, she is feeling rather giddy, .. . . she hasn’t got anything done and she has been at work an hour already . . .. Oh she feels so confused, she thinks . . . I’d better go and get a coffee .. .. One result of not planning or sticking to priorities can be the ‘butter? y’. This is someone who ? its from task to task in a downward spiral of panic and anxiety, getting in a mess, never getting the boost and closure of completion. Many managers have to be butter? ies, for example Mintzberg (1973) and Kotter (1982) showed that managers spend nine minutes or less on 50 per cent of their activities, are subject to constant interruptions and that management is a very fragmented activity. Good time management brings order to this fragmentation, rather than exacerbates it. Interruptions, interruptions There are two types of interruptions: interruptions from others that distract us from our work, and ‘self’ interruptions, ways in which we distract ourselves from our intended activities. What is your working environment like – quiet and easy to concentrate in, or noisy and busy? Some people work in open-plan of? ce environments where they cannot help but get drawn into conversations with others. Think how you manage your interruptions, what happens if you are concentrating on something really important and somebody starts casually chatting to you as they pass your desk or door? 36 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co.uk/bookstore. Time management The proliferation of communication technologies has meant there are a myriad of ways in which we can be interrupted at any time of day. The ding of a new e-mail arriving in the computer, the ringing telephone, the mobile phone, just ensure you are available 24 hours a day 7 days a week. Take the telephone – this is designed for people to contact you when it is convenient for them, not necessarily for you. Some people spend a long time on the phone, not getting to the point, getting sidetracked into idle talk. How long are your phone calls, could they be shorter? E-mail is also a tempter. In some roles people are receiving 50–100 e-mails a day and if every time one arrives on the computer they stopped what they were doing to look at it, it would never be possible to concentrate. The escapologist: IT and other escapes However, it isn’t just the requirements of others that interrupt us – we also interrupt ourselves. For example, maybe by not being able to resist sur? ng the Net for another couple of hours, just having a look at a couple more search paths for a holiday or outing. Some are self-interrupters, maybe ? nding it dif? cult to concentrate they just have to go off for another coffee or go and chat to someone else, because they can’t quite get down to it. This can be even worse at home – when you spot the washing or ironing or vacuuming out of the corner of your eye. It is amazing how you can suddenly feel the urge to do a bit of gardening or even jobs you normally hate like cleaning the cooker suddenly seem compelling when you are trying to get down to work on a challenging report. The doormat: yes, yes, yes. One problem can be unassertiveness, or unwillingness to say ‘no’: This may be because of low internal self-esteem, wanting to ‘please others’ in order to feel good, or even being too scared to say no. Ironically always saying ‘yes’ may just mean a person is taken for granted, not necessarily respected and liked. In the end, they can cause more problems for other people, because they become ill or are too busy to do everything to which they have committed, which can be very irritating for others. Presenteeism Sam was always ? rst into the of? ce every day and last to leave in the evening. Everyone commented on how committed he was, what a hardworking member of staff. One day Sarah wondered what Sam was actually working on all day at the computer screen, she wandered up to his desk and looked over his shoulder, and found he was playing solitaire! Being at a desk doesn’t mean the same as working – it is passing time instead of spending time. Sometimes the most effective people are those you don’t see, maybe they ? nd somewhere quiet to work where they don’t get interrupted. Effective people don’t necessarily need to impress on others how hard they work – their output is more important than the appearance of work. Some of? ce environments, however, encourage presenteeism – focusing performance evaluation on time spent at the desk, clockwatching, rather than on the quality of work. Wasted spaces It has been calculated that people lose up to 20 per cent of their time waiting. All that time spent sitting on the train into work, or waiting for the printer to ? nish, or a lecture or meeting to start are wasted periods that could have been used to complete a small task, or even begin a bigger one. Do you sit and stare realising you don’t have any work at hand for such 37 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Personal Effectiveness occasions, or does it even occur to you in the ? rst place to ? ll these spaces? Sometimes a commuter journey is the ideal space in which to plan the day, write out a schedule, or maybe even concentrate on reading an article or report. Finishing a small task, such as ? lling in a form, or even beginning a larger task can be slotted into these moments. Perfectionist The perfectionist pays attention to detail, agonises over every decision, every word in a report. They must get it right. But what is the point if it is too late, or they have ignored several other things – is it all really necessary? Not all tasks have to be done to the same high standard: writing a routine e-mail for example – does it really matter if the grammar is correct? Paper mountains Some people allow a mountain of paper to pile up on their desk, around their ? oor – a trail of paper that doesn’t allow them to be able to ? nd anything they need. They can waste lots of time trying to ?nd things, and the paper mountain doesn’t make for good of? ce sculpture, it festers and exudes stress and incompetence. I’m in a meeting! Consider the costs of 10 people in a one-hour meeting at ? 50 per hour each plus all the overheads and opportunity costs, the time spent travelling, preparation – is it worth it? Worse still are those meetings where people are unprepared, there is no agenda; the chair allows the discussion on trivial items to go on for ages without coming to any decisions. Heather was chairing a students union General Purposes Committee meeting. The meeting discussed for an hour the subject of what colour the new minibus should be – the Labour Society rep suggested red, the Conservative Group rep blue, the Liberal democrat member orange, and the chap from the Greens said they shouldn’t have a minibus at all! Eventually the meeting ran out of time and the main item on the agenda – what to do about the student debt situation never got discussed! Poorly run meetings are not only a waste of time, but also very demoralising. D-I-Y enthusiast. The D-I-Y enthusiast thinks they can do everything themselves, never giving a thought to delegation or sharing the work with others. Moreover, when they get into trouble, they don’t go and ask for help, they soldier on miserably, not getting anywhere except lost and desperate. If you have too much to do, or are stuck, do you look to see how the work can be allocated differently, do you call in for help or the support of others? Why oh why do D-I-Y? Refusing to ask for help may be due to lack of assertiveness, but it may also be arrogance – the belief that no one can do it as well, so it is better done singlehanded. Other people will never learn the skills if they are not given a chance to start. Delegation is not just a downward action, it can also move upwards, for example where something really isn’t a person’s job maybe they need to refer it back. THE CONSEQUENCES Poor time management is one of the greatest sources of managerial stress. It leads to feelings of incompetence and anxiety. The debilitating symptoms and consequences of stress 38 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Time management are discussed more fully in Chapter 9. It also leads to crisis management – where someone responds to whoever is pushing hardest or shouting the loudest. The working environment is likely to be cluttered, with piles of papers on the desk which heaves with awful tasks represented by bits of paper and post-its that decompose or fall off onto the ? oor. It doesn’t just inconvenience the person creating this muddle – it inconveniences others who have to wait for work that is late, or shoddy work that has been done in a rushed way, or invitations that haven’t been responded to. Poor time managers may also feel indispensable; so they can’t take a holiday or a break, because no one can manage without them. Given the choice it is unlikely you would decide to work in this way. But you are always given the choice, and the trick is to take back control and make choices that will make you better time managers. But why don’t you do that already? It is because poor time management is a habit. ARISTOTLE AND THE HABIT OF THE GOOD LIFE It is quite likely that in identifying your own time bandits, you already had an idea what they were. You may even have a good idea of what you should be doing differently. This chapter is not about knowing what to do, it is about putting thought into action, and this requires behavioural change which is a bit trickier to effect. Aristotle talked about the habit of the good life. The good life is not an abstract idea, it is a habit that is nurtured and acted upon over a period of time. Time management is a habit. It is likely you are accustomed to your habits, may even be comfortable with the way you do things, and they won’t be easy to change, because that requires effort and persistence. Therefore it won’t be enough if this chapter merely identi? es for you what you should be doing differently. You have to break a habit, create a habit, and persevere to maintain it. Below are some good habits, but for them to work and guarantee you more time, you will need to put them into practice. When we start something new, it is easier to take one step at a time, building up competence and new habits gradually. The personal contract at the end of this chapter will enable you to plan your behaviour change. Glance at this contract now, and you will see it requires you to identify three changes you intend to make, and to put the ? rst step into practice in the following week. As you read through the good habits think which one would be most relevant for you to start with, which will give you the biggest gain, and which relates most closely to the problems you identi?

The Ethics of the Salary of Professional Athletes Essay -- Athletes Sp

The Ethics of the Salary of Professional Athletes My claim is that it is unethical for professional athletes to receive the enormous amount of compensation that they do. By Unethical I mean that it is an injustice to the citizens of our hard working country that are out to make a dollar and do it by holding a well respected job. By compensation I mean the ridiculous amounts of money that an athlete makes for playing a particular sport. My value criteria or standards I will use are as follows: 1. A man who does not graduate college may not be as qualified to make the salaries that exist. 2. Ridiculous salaries is setting an example for our youth that just because you can hit a baseball or shoot a basketball or shoot a hockey puck or throw a football that you can make millions of dollars without truly earning it. 3. An athlete who graduates college deserves money based on his collegiate experience. I will argue the point of graduation first and then go into the fact that just because you have a god given talent that doesn’t mea n you should make millions more than others, and finally I will conclude that the college graduate that does make it in the professional sports world deserves money based on experience from College. Now then turning to my first point of being a college graduate. Kobe Bryant one of the NBA’s most prolific scorers and highest paid player never ever went to College. In fact Bryant, from near my hometown in Delaware County bypassed college and made the leap to the NBA. Should he be able to receive the amount of money that he does, and the average college student that graduates and has a degree is not able to obtain a job that pays that kind of base salary. I think not, in fact I feel that the only kind of people that have any business of making the kind of money athletes do are doctors, lawyers, stockbrokers and maybe anyone who actually does attend graduate school. Now those kind of professions have the right of making that type of income due to the fact that they not only have they graduated college but they attended graduate school and have perfected their business and received a degree. Kevin Garnett has the richest contract in all of NBA history, 6 years 126 million dollars and he never ever stepped a foot on one of our great campuses in the United States of America. Please tell me why should Garnett make this money if he never ever ... ...00 dollars. Would there be the same amount of competition and would the sport be as enjoyable for these athletes to play. Not to mention that by going to sporting events we are condoning the payment of these athletes. Now I am a HUGE sports fan as most of you might know. I also am in the sports broadcasting business and I have my own company covering Philadelphia sporting events. That means that I go to games on a press credential and do not line the pockets of the owners and thus the players with my hard earned money. In fact If I was not in the sports broadcasting business, the chance I would attend these games and pay these ludicrous prices that would ultimately lead to these preposterous salaries is highly unlikely. In closing, today I have shown how the amount of money athletes make is unethical to our society. I have given proper examples of criteria that is backed up by proof. I have stated my claim and my case for the subject and have given reasons why I believe athletes salaries are ridiculous. Children of ours should not grow up and think that all they have to do is drink milk to be like Mike or wear Kobe’s shoes to attain his success, rather they must earn it instead.

Limitations and Constraints of Marketing Essay

In this assignment I will describe the limitations and constraints of marketing for Barclays. Within this I will discuss legal Acts that Barclays have to comply with when advertising, collecting data and market researching. Any and every organisation has limitations and constraints that they have to submit too within marketing, when it comes to market research, advertising or collecting data there are three laws every business has to obey. These laws are: Data Protection Act 1998 Trade Description Act 1968 Consumer Credit Act 1974 Data Protection Act 1998 The Data Protection Act controls how your personal information is used by businesses or the government. People who are responsible for using data have to follow strict rules called Data Protection Principles. This means they must make sure the information is used fairly and lawfully, specifically stated purposes and used in a way that is acceptable, relevant and not excessive. All information has to be accurate and kept safe and secure. Any companies that keep information on living and identifiable people, all must comply with the Data Protection Act; this has to apply to any computerised or manual records containing personal information about people.  Barclays Bank will use this information, with them having accounts on students etc. they will use their information to send out any type of services or offers the bank is promoting, this is a form of advertising. Barclays may also use this information for market research, for example if the bank wants a review of consumer’s opinions on a new service or if they would be interested in a new service, they can send questions, surveys to the information they have. Trade Description Act 1968 Merchandise Marks laws were replaced with The Trade Descriptions Act this came into place on 20 November 1968, the laws and this new Act dealt with mis-description of goods and its particular job is to ensure that organisations tell the truth about goods, prices and services. This Act makes it an offence if a company uses false trade descriptions to any of their goods and services, this Acts purpose is stop businesses advertising goods or services with false proposition. This Act covers a lot from the quantity, size or measure of goods; how they were made or processed; what they are made of; when they were made; their fitness for purpose; strength, performance, behaviour or accuracy and any other physical characteristics. Barclays will have to obey to this law, they cannot sell, promote a service with false intent. The Student Additions Account’s will have to meet to their description alongside the features included into the account have to be accurate and precise. Consumer Credit Act The Consumer Credit Act was put into effect in 1974, it requires organisations that loan money to consumers or offer merchandise or services on credit or participate in certain additional credit activities, have to be licensed by the OFT. If a company traded without a license, it would then lead to court case, not having your license or following this act is a criminal offence and can result in a fine or imprisonment. This act regulates consumer credits and insures content and form of credit agreement, procedures relating to events of default, termination or early settlement, credit advertising, method of calculating annual percentage rate (APR) and section 75 which gives consumers extra protection on items that cost over  £100 and up to  £30.000 paid by credit card. Before Barclays give out their services to consumers they will assess their  creditworthiness, they will use sufficient information obtained from a customer and a credit reference agency. Once a regulated agreement is in place, Barclays Bank will comply with the law and follow the act. Advertising Standards Authority (ASA) The ASA are an industry that deals with most types of ads, they deal with peoples complaints about advertisements, anything that people may find inappropriate, offensive, irresponsible or potentially harmful. Once a complaint has been made the ASA will do all it can to get the advertisement removed or changed. The types of ads they deal with include: Magazine and newspaper advertisements Radio and TV commercials Television Shopping Channels Advertisements on the Internet. Commercial e-mail and SMS text message ads Posters on legitimate poster sites Leaflets and brochures Cinema commercials Direct mail Door drops and circulars Ads on CD ROMs, DVD and video, and faxes Sales promotions, such as special offers, prize draws and competitions wherever they appear. The ASA will help businesses like Barclays produce adverts that will not be misled and will meet principles and meet standards to a fair nature, these ads should be truthful and responsible. When a company produces any type of advertisement they have to make sure images, scripts they use are acceptable otherwise there ads could be removed or told to change. There are certain things that the ASA do not find acceptable alongside consumers, such as binge drinking, concerns of obesity, smoking all markets should be aware. Pressure groups are people who all have a strong opinion on something and act upon it; if an organisation produced something a pressure group did not agree with it would have a negative impact against the company. Consumerism Consumerism is a movement for people; consumerism protects the customer against useless, inferior, or dangerous products, misleading advertising and unfair pricing. It is rights for all customers to have their say, before 1960 consumers had very little rights, now the law has changed and consumers have a lot more. This was put into place because of consumers wanting to be heard, they wanted a right to choose and to be informed. There are certain things consumers can find offensive or unacceptable, when a marketer makes advertisement they have to be careful about use of language, blasphemy, subjective humour and false sayings. When an organisation like Barclays produces any type of advertising they have to comply with all laws and consumerism, businesses will do this for their own safety as well as customers.

Conservation vs Preservation

Conservation vs. Preservation Letters Dear Local Newspaper Editor, I wanted to talk about the importance of conserving our national forest. There are many things we can do to tap into the natural resources without harming the environment. We can take the necessary to survive without depleting the resource so that it has a chance to regenerate, whether the source would be fish, deer, or even vegetation. We will take precautionary measures when tapping into any resources. For example, if we would be tapping into oil reserves we would do it in a way that we will not pollute the water, the land, or the atmosphere.Like we have been doing it for years we will commit in doing the reforestation. Where ever we need to take part of the land we will replenish it with what we take. That will give the land a chance to revitalize itself. We have so much technology in which we can avoid any type of disaster. We know if we make a mistake we can harm many things, like the animals or the vegetation. T hat is why we will make sure we do not make any mistakes, and for any reason we will have different types of plans any type of emergency. By conserving and getting the resources we need, will benefit us in many ways.Energy from fossil fuels such as gasoline, electricity, and natural gases for heating are very beneficial. When conserving properly we can keep the natural forestation going for many years to come. We have to make sure to protect and be cautious of what we are doing and using so we can continue benefiting from these natural resources. We should do this so that way we would be using our own natural resources and not rely on resources from other countries. We need to help everyone out because without these resources we cannot live the way we are living. We are going to conserve this forest so there can still be rivers and streams flowing.Animals will still have their homes and their food. We are not trying to destroy nature nor are we planning to. We need to come to an agr eement where we can get to the resources we need without harming anyone or anything during this process. Please take our offer into consideration. Sincerely, The Conservationist Dear Local Newspaper Editor, I wanted to start off by letting you know that I am against tearing down the national forest. We need to preserve the forest because it sustains our natural resources. We need to come up with a plan to get the resources we need without disturbing the natural state of the land.In the Bridger Teton video I watch they showed how beautiful nature was and how important it was to preserve the land. Throughout the years people have taken more than what they need. This National Forest is the last large forest that has a growing wild life population in which animals can make it their home. I have seen the affects that have been caused when people tear down natural dessert lands as well. Flooding started happening around us. By tearing down the natural forest it will impact the animals by making them scarce and also tearing down their natural habitat, which makes it hard to survive.I understand that we do need oil and gas to survive but we also need to have natural lands to keep us and the animals alive. I don’t understand how people could want to destroy something that is so beautiful and that will benefit us in the future. Like I mentioned earlier, wildlife will not have a home so what happens to the animals? Where will they go? There have been many incidents where people destroy a natural habitat and the wildlife ends up in someone’s back yard. The news has shown where they kill these poor defensive animals because they believe they are a danger.We are a danger to them because we are destroying their homes. It is very important to preserve the national forest so our future children can see something that is naturally there. It is a beautiful place for people to see and actually relax with what nature feels like. People get away from everyday life and enjoy something different. We would also not be able to study such a unique part of the world to know exactly what it can offer us. Thank you for your time and please take nature into consideration. Sincerely, The Preservationist

Carnival of Fury by William Ivy Hair essays

Carnival of Fury by William Ivy Hair essays In his book, William Ivy Hair recounts race relations and the events leading up to the shooting spree of Robert Charles and the New Orleans Race Riot of 1900. Hair devotes most of his book examining the life of Robert Charles and presenting an alternative biography to the ones written in newspapers immediately after his death. In the first chapter, Copiah, Hair asks the question What sort of person was the actual Robert Charles, and why is his living and dying worth remembering? (p. 2). Hair begins by examining the humble beginnings of Robert Charles. Charles was born shortly after the Civil War, most likely in Copiah County, Mississippi where he was raised. Charles was born into a family of sharecroppers living on a cotton plantation. The chapter goes on to discuss the family of Charles and the rural area where he was raised. When writing of the country landscape, Hair states that any black or white boy would learn to use a rifle at an early age (p. 8). The next chapter, Democratic Thunder, is devoted to discussing the areas where Charles spent his life following the Reconstruction. It was during Charless adolescence that the Democratic Party restored its political majority in the South. Hair briefly discusses the conditions for sharecroppers and other laborers of that time. He then goes on to describe the cruelty that blacks were subjected to. Blacks needed only be accused of a crime to be exposed to such atrocities as being shot, lynched, or burned in front of a crowd. However, crime could simply be that respect wasnt given to members of the superior, ruling race (p. 14). Hair tells the story of John Prentiss Print Matthews. Matthews was a white, Southern Republican, who was elected Sheriff in Copiah County. He successfully created an Independent Party that was comprised of black and white farmers. Matthews refused to be silenced ...

Transitioning from Nonfiction to Fiction Writing

Transitioning from Nonfiction to Fiction Writing First of all, it is possible. Ernest Hemingway and William Kennedy moved from journalism; Sue Monk Kidd from memoir; and C. S. Lewis from essays and treatises. Sue Monk Kidd states that the most frequently-asked question on her book tours is, â€Å"How did you go from nonfiction to fiction?† Here are some tips and support to help you make the transition: You need to transition your reading, as well. Read your most-admired authors and new fiction authors also. Remember, C.S. Lewis says good readers read a piece more than once. Have a plan. Stagger your writing. Perhaps write fiction and nonfiction on alternate days. Or, write your fiction first, then go back to the nonfiction you’re more comfortable with once you’ve met your word count in the other. Writing fiction is a discipline for which you have been well-trained through your nonfiction deadlines. Produce five to ten pages a day faithfully! Try flash fiction first. Because it is short, it is easier to start with and there are numerous contests listed in FundsforWriters newsletter. Your nonfiction themes can find a home in your fiction. For instance, C. S. Lewis’ themes concerned Christianity which he incorporated into his fiction (Chronicles of Narnia) without being didactic or preachy. The skill sets you have developed while writing nonfiction will serve you well in fiction also. These include: 1) Attention to detail. Your descriptions of the who, what, where, why and how will help you in plotting fiction and in description. 2) Interviewing. Interview your characters on what they think about - religion, politics or an event - just as you would a source. 3) Sense of place. Your knowledge of a place garnered from nonfiction can serve you well in fiction. William Kennedy reported on Albany, NY first for the Albany Times Union and then set his cycle of Albany novels there. Readers always want to see a place with which they are familiar portrayed accurately, and your nonfiction experience of place sets you apart. 4) Journal Writing. Your journal or dream journal writing can help with both plot and productivity. This angle also falls in the category of â€Å"write what you know.† 5) Research. Nonfiction research is helpful to fiction. You’ll get that time or place right, but William Kennedy talks about the danger of research: â€Å"And so I got hooked on research, couldn’t get out from under the library’s microfilm machine until I finally realized I was doing myself a great disservice; because your imagination can’t absorb all that new material and synthesize it easily.â€Å" Finally, William Kennedy describes the difference between nonfiction and fiction: â€Å"But the journalist must report on life objectively, and the novelist must reinvent life utterly, and the work has to come up from below instead of down from the top as a journalist receives it. But experience alone will produce only commonplace novels. The real work is a blend of imagination and language.† Source for quotes: Allen, Douglas and Mona Simpson, â€Å"William Kennedy: The Art of Fiction 111,† Paris Review, Winter, 1989.

ULMS 536 Week 10 Workshop Essay Example | Topics and Well Written Essays - 750 words

ULMS 536 Week 10 Workshop - Essay Example Most importantly, the organizational direction can only be understood by an effective communication. Suffice to say that communication binds an organization. Communication also affects other aspect of the organization such as change management, risk management and conflict resolution because they involve people who dependent towards communication. Communication is the medium to relay the greater objectives of the organization and the enabler that makes team and organization function effectively and efficiently. Such, the intended change should be communicated as an enabler that would link the organization as a whole to work as a team towards the common organizational goal that responds to the new business reality that compelled change. Change is part of organizational life. Change happens not because management wanted it but because of business imperative. Organizations that cannot adapt to change will perish in the competition. Factors like the external and internal environment precipitates the need for change and the organization has to respond to remain viable and competitive as a business entity. According to Murthy in his book Change Management, change is â€Å"to make or become different, give or begin to have a different form, dissatisfaction with old and belief in the new† (2007: 7). Thus, human resource in an organization must accept change as part of organizational realities and able to adapt to it effectively. Risk management is the identification, analysis, avoidance, mitigation, control and acceptance of uncertainties that may have inimical effects to the organization. The strategic components of risk management involve the avoidance of risk, implementation of risk management tools to reduce the impact of the risk or reduce the probability of the risk and the acceptance that there is always a risk in an organization. Risk management makes the organization resilient to risks brought by change,

Comparing two scenes Essay Example | Topics and Well Written Essays - 1250 words - 1

Comparing two scenes - Essay Example The film relies much on visual than verbal in explaining the entire portrait of Cameroon where France’s family lived. Denis concentrates on the relationship between the characters that are inflicted with various roles as child, wife, servants and colonialism. This is highlighted by demonstrating the house in terms of racial spaces demarcated as private or public places. The black Africans are featured as the servants whose places, where they shower or eat, are the public spaces while the whites’ homes are all private places. Two scenes seem to display this whereby; the public places are constantly on display. The scenes also display the relationship between France’s mother Aimee and their Cameroon servant, Protee who are almost of the same age. The relationship between the two is all what is meant to shape the life of France. The flashback does not much reflect on the experiences of France as a girl but on the relationship of Aimee and Protee, the two characters. In the first scene, Protee is taking a shower. On the other hand, in a plain view of the house, the male servants’ shower is outside. This scene is set during the day when there are rich colors and the sun is high. In the film, Protee is seen in a long shot soaping and rinsing his body. In the foreground of the frame are the servants’ quarters and Protee while the big house is set in the background. Denis makes the viewer aware that France and Aimee are returning from a walk during the time when Protee is showering. They pass behind the shower area while Protee does not notice them. On nearing the house, France talks to the mother, Protee thereby hears the voice. He is very frustrated and freezes in the fear that, if they turn to his side, they would see him naked. In this scene, Protee showers by himself in the servant quarters which are set as open public spaces with no privacy. During this particular period, the film firmly establishes in the