To Kill a Mockingbird Songs Essay Example for Free

To Kill a Mockingbird Songs Essay Dont Matter: Akon The society didnt want to see the African Americans and White folks living together. However, some wanted to be equal. Talk about the prejudice and how separated they two were and how some tried to stay equal. (Atticus and Calpurnia, and Scout and Jem sitting with the African Americans during the trial are two examples.) http://www.youtube.com/watch?v=JIktHTbtn2o Tiptoe: Imagine Dragons- In Maycomb County, everyone always kind of sneaks around, never letting anyone really know what theyre up to, so in a way theyre always tiptoeing and never letting anyone know that theyre there. Little Bird: Ed Sheeran- A way this can Relate to to kill a mockingbird i by saying that if you do reckless things without thinking, youll often regret the. Like when he says And its not complete yet, mustnt get our feet wet,†¨Cause that leads to regret, diving in too soon hes saying that you need to really plan out and think before diving head over heels in something, and thats exactly what Atticus did. http://www.youtube.com/watch?v=qkscjEBaEPc Atticus: The Noisettes- In the beginning it says to kill a mockingbird is to silence the song that seduces you why? Which is saying that when you kill the free flying, joy-bringing mockingbird, youre silencing it forever and selfishly ridding the world of a happiness that it could have potentially brought to others. Waiting on the world to change: John Mayer- At one point he says So we keep waiting (waiting) Waiting on the world to change We keep on waiting (waiting) Waiting on the world to change Its hard to beat the system When were standing at a distance So we keep waiting (waiting) Waiting on the world to change and by saying this he is relating it to how Scout and Jem are just kids and although they can grasp the concept somewhat of what is going on, they are too young to actually be able to do something about it Fix You: Coldplay- This song just kind of totally describes To kill a mockingbird because eventually time will help fix the situation while people just keep trying and failing, which is extremely discouraging inside the book. http://www.youtube.com/watch?v=pY9b6jgbNyc For the love of a daughter: Demi Lovato-

Philosophy Essay Example for Free

Philosophy Essay 1. Settings: I scheduled my AA meeting for Tuesday September the 18th at 10 p.m. at the Sobe Room in Miami Beach (1718 Bay Rd. Miami Beach, Fl. 33139). When I arrived I noticed that the parking was far away from the actual meeting point. The meeting point was a church type structure with no sing or any other identification. The door was open so I just went in; I waited about 5 minutes for the meeting to start. The meeting took place in a large room, and the chairs were organized in a semicircle and at the front there was a kind of podium. In the Sobe Room all meetings are open, so I didn’t have to set an appointment. In the meeting were about 50 people, I guess because it was in south beach the majority were young people under 40. There were mostly white males, followed by white females some Latin and some African Americans. There were about 15 people who were there for the first time. I didn’t have to say why I was there but I did have to say my name when everyone else did. 2. Philosophy Alcoholics Anonymous (AA) was founded in 1935 by Bill Wilson and Dr. Bob Smith. The primary purpose of AA is to stay sober and help other alcoholics achieve sobriety. Although AA was founded on Christian principles and by white men, the organization has evolved to be multicultural. AA doesn’t keep a list of members names, but estimates that it has 2 million members who come from all backgrounds. The philosophy behind Alcoholics Anonymous is that alcoholism is a disease. Even if someone stops drinking, they are not cured. The individual is a recovering alcoholic. The organization follows a 12-step structure designed to help the recovering alcoholic have a healthy mind and spirit. By following the 12 steps in sequence, the recovering alcoholic can improve their thought processes and work on healing their emotions. 3. Therapeutic content Even though AA is an independent organization and is not based on psychological or therapeutic research or interventions, they have adopted some techniques of different theoretical models to help the group members deal with their illness. AA uses techniques from diverse psychological theoretical models such as existentialism, gestalt, and narrative therapy. The existentialism theory invites clients to explore their being and ask themselves philosophical questions such as what is the meaning of live, how do actions define individuals and to continually revise their set of values. AA uses this approach in its program when they talk about the greater power, the purpose of their lives, etc. Gestalt theory sees each client as a unique individual and states that any change made by the client has to be his or her own decision, gestalt therapy is also very confrontational, and in both characteristics are included in the AA program. AA states that the client will get better if and only they really want it and commit to it. Also AA uses an approach similar to the narrative therapy by treating the addiction as an illness and as a problem independent of the client, it externalizes it to try to confront it. 4. Impressions and significance: When I arrived to the meeting the first thing that called my attention was the fact that we had to park really far away from the actual site (about two blocks) I later found out that it was purposely made this way so the members wouldn’t feel self conscious about having their cars outside of something that could be affiliated with alcoholism. I entered the location, it wasn’t an actual church, but it had a church like structure. The doors were opened and most people seemed to know each other, before the meeting started some people said hi to me but no one asked any questions. The meeting began with a shot prayer called the serenity prayer, which had me thinking about some contradictions found in the AA philosophy since they claim not to have any religious affiliation but it certainly felt a little inclined towards the Christian side. After the prayer everyone introduced themselves (most people said their names and I’m an alcoholic, but some didn’t) I said my name but gave no further information. Then someone proceed to talk a little about the AA program and the 12-step structure. After the greeting process a guy (27) stood up and went to the podium. He started by repeating his name and saying he was an alcoholic. He said that since this time he saw a lot of new faces he wanted to share his story again. The man shared a very powerful story about his involvement with alcohol, he stated he started drinking around the age of 14, he said that at the moment he thought he was just having fun and doing the same that everyone else did, but that now that he thinks about it he realizes he was using alcohol as a coping mechanism to deal with the confusion he was facing about his sexuality. He stated that he came out of the closet at the age of 16, that it was a very difficult time and that he was dating older men who encouraged him to drink. He continued talking about what coming out had done to the relationship with his family members; he described the time as very painful and he cried while telling the story (some of the people in the meeting cried as well). He said that his mother was very supportive since the beginning, that his younger brother had a hard time understanding; he said that he was a jog in school, so no one expected him to come out since he wasn’t â€Å"the gay type†. But that the real issue was with his father, as soon as he gave him the news the father became very angry and he kicked him out of the house. He said that he sort of expected the reaction but thought that he would eventually get over it, but that that hadn’t happened yet, and that it’s been 10 years and 7 months since the last time he spoke with his father. He said that he joined AA when he was 23, he decide to attend a meeting because he and his partner were having terrible fights while he was under the influence of alcohol and he even tried to hit him once. At that point the partner threatened with leaving him if he didn’t get treatment. He stated that it was the best decision he made in his live. He has now been sober for 3 years and 4 months. Before going to the meeting I had many opinions about what I would find there, I was sure that most people would be people of low socioeconomic status probably many homeless and very angry people. I was afraid of being forced to speak and that they wouldn’t understand the reason that I was participating in the meeting. I expected to see a lot of people praying, singing, and hugging at the end. But the truth is that the reality was very different to what I had in my imagination, I think my perception was heavily influenced by movies I’ve see about it. One thing that caught my attention was the first to realize that most people in the group were people with jobs and life situations fairly normal. But mostly I was surprised that people were a bit cold and distant. I was hoping that dodos were united and friendly to each other but not the case. For me the story of gay guy was very powerful and I felt good to see people around me responding positively and nodding. One thing I did not like was the strong Christian influence of the program; I feel that excludes many people who do not feel identified with this dogma. I think AA is a very powerful tool and can help many clients, but I also think is not for everyone. I would recommend it to clients with maladaptive behaviors that do not have the skills to deal with day-to-day problems. I think that a person has to be religious to some point to really identify with the program. I would not recommend this program to teenagers because I think that there are other programs more suitable for this population.

A company overview of FedEx

A company overview of FedEx US based FedEx Corporation, is a universally acclaimed corporate giant for logistics and transportation and is a conglomerate of many subsidiary companies like FedEx Express, FedEx Ground, FedEx Freight, FedEx Office, FedEx Custom Critical, FedEx Trade Networks and FedEx Services functioning under the FedEx brand name (FedEx, 2009). FedExs core competencies lie in package routing, delivery and employee relations. Frederick W. Smith instituted the FedEx Corporation in 1971 under the name Federal Express. In 1998, the Federal Express Corporation was as FDX Corporation. It was in January 2000, that the FDX Corporation was renamed as FedEx Corporation and its subsidiaries were re-branded as well. Federal Express came to be known as FedEx Express since then; the small-package ground service RPS got re-branded as FedEx Ground; the shipping provider Roberts Express got renamed as FedEx Custom Critical; Caliber Technology and contract logistics provider Caliber Logistics were united to for m FedEx Global Logistics; FedExs retail arm renamed as FedEx Office. Ever since its inception in 1971, FedEx showed extraordinary growth and truly metamorphosed into a gargantuan company. Today the company stands tall with a marked revenue upswing of $35.5 billion (though down 6% from $38.0 the previous year the loss can be mainly attributed to global economic slowdown) (FedEx Corp. 4th Qtr. Earnings, 2009, June 17). FedEx comprises of a strong workforce of more than 290,000 employees and contractors. FedEx is renowned for its various ace service and innovatory HR practices, policies and procedures. This is proven by its consistent appearance on the Fortune magazines lists Worlds Most Admired Companies, Americas Most Admired Companies and 100 Best Companies to Work for in America. FedEx enjoys nonpareil leadership in various realms of HRM such as employee motivation, employee retention, diversity of work and benefits and compensation. The key contributing factor to FedExs ginormou s success and reputation is its People-Service-Profit (PSP) philosophy according to which FedEx views human resources as the prime contributor for its profitability. Strategic HRM FedExs objectives are to offer 100% service quality, immaculate customer service and overnight parcel delivery. FedExs corporate strategy is differentiation that transcends product, market and geographic boundaries. FedExs is able to maintain its competitive edge by way of its uncanny ability to innovate and by its being leader in technology. All the HR strategies elaborated below facilitate FedEx to enjoy competitive advantage by ways of innovation, technology, human resource and management capabilities. HRM Organizational Objectives Faultless delivery of tens of thousands of packages within stipulated maximum of 48 hours with an immaculate service quality is definitely a wondrous accomplishment. Despite the fact that FedEx adopted technological innovations well ahead of time, its capability and power to provide first-rate customer service is possible chiefly because of its committed, inspired and well-trained manpower. FedEx strategically manages its manpower resources. FedExs organizational strategy is Compete collectively, Operate independently and Manage collaboratively (FedEx, 2009, Mission, Strategy, Values). FedEx Corporation aligns its HR activities with its organizational strategy and by doing so it is capable of attaining such incredible and improbable success. People-Service-Profit (PSP) doctrine religiously adopted by FedEx Corporation assures that the organizations priceless human resources are well cared for and empowered as well. Owing to the fact that the employees are taken good care of and are d elegated with more power and authority, they reciprocally take care of the organization by delivering ace quality of service thereby facilitating the organization in reaping more profits (Chang, Labovitz Rosansky, 1995, p.34; Birla, 2005, pp.9-13). Hence the People-Service-Profit (PSP) slogan forms the basis for all decisions made by the FedEx top management. Key HR Strategies FedExs core HR strategies and their alignment with organizational objectives are discussed as under: Recruitment and Selection Strategy FedEx recruits capable and qualified manpower for all hierarchical levels. It set up promotion from within policy with the intent of providing fair chance to all employees to employ their skills and competencies at work to the full (Birla, 2005, p.196). The company committed to a no lay-off policy so long as its survival is not imperilled (Frock, 2006, p.67). Communication Strategy FedEx employs several processes like Open-Door Policy (ODP) (Frock, 2006, p-204), Guaranteed Fair Treatment Program (GFTP) (Frock, 2006, p.207) and Survey-Feedback-Action (SFA) (Frock, 2006, p.206) to establish sound and good bipartite communication networks. Employees from all hierarchical levels are made to actively get involved and interact freely in the various discussion and QA programs employed by FedEx. Compensation Strategy FedEx offers extremely competitive pay schemes (Dessler, 2003, p.358). It also gives pay-for-performance incentives. It ensures fair treatment of all employees. It vouches job security for all employees. Training and Development Strategy FedExs Training strategy facilitates in fulfilling its organizational objective of cent percent customer contentment. The organization practices promotion-from-within policy. Hence it ensures that adequate and all-encompassing training comprising leadership conceptions, quality management and organizational philosophy is provided to employees belonging to all rungs of organizational hierarchy. HRM Models Harvard Model Harvard model sketches four key HR domains 1) Human Resource Flows recruitment, selection, appraisal, termination etc.; 2) Reward systems pay packaging, employee motivation etc.; 3) Employee empowerment empower and delegate employees with more power, authority and accountability; and 4) Work systems work definition, managing diversity of work and alignment of human resources (Price, 2007, pp.35-37). The above four policy areas result in the 4 Cs Commitment, Congruence, Competence and Cost-Effectiveness. The characteristics of Harvard Model of HRM that are prevalent in FedEx environment are the following: Human Resource Flows Recruitment and Selection FedEx is consistently showered with laurels such as best employer, most admired organization and great place to work. FedEx, having earned such recognition and accolades does not obviously have any trouble with enticing and luring the best work force. FedEx carries out both internal and external recruitment drives. In FedEx, collaborative effort is valued more than individual effort. Equal employment opportunities are given to skilled and competent potential candidates at all hierarchical levels. FedExs Job Change Applicant-Tracking System (JCATS) offers opportunities to irregular workers to acquire regular employment (Shen, 2007). Also FedExs Leadership Evaluation and Awareness Process (LEAP) provided employees from non-managerial positions search positions at managerial levels (Holbeche, 2001, p.294). Appraisal FedExs performance appraisal done annually relates pay hikes to individual performance. Performance goals are decided and agreed in advance but of few notable characteristics that deserve appreciation and guaranteed pay hikes are enthusiasm, team playing skills, commitment, customer orientation and technical know-how and expertise (Cook, 208, p.205). Pay reviews for hourly paid workers are done once every 6 months. Reward Systems FedExs rewards system comprises of various awards such as The Five Star Award, Super Star Award, Bravo Zulu, Circle of Excellence and Golden Falcon Award that are instituted to motivate and boost the morale of the employees and push them towards even more better performance (Mcshane, Von Glinow Sharma, 2008, p.552). Employee Empowerment FedEx caters to customers demands by even exceeding their expectations, which is why it is possible to deliver such a top-rate customer service. In order to meet and exceed customers expectations, FedEx resorted to employee empowerment (Kandula, 2004, p.143). Employee empowerment is the most established and proven means to gain competitive edge over peers. Employees are empowered to the extent of even chartering flights on their own so as to meet the customer delivery requirements. FedEx has even empowered truck drivers so that they are accountable for scheduling their delivery routes in order to meet the delivery schedule. Federal Express records Service-Quality Indicator (SQI) depending on various parameters like a) prompt delivery of shipments; b) delivering past the stipulated deadline; c) unable to track the status of the shipment within half an hour of a customers enquiry. SQIs intent is to comprehend the causes for failure and reduce such instances in order to increase custom er satisfaction. Keeping SQI at desired levels was possible due to employee empowerment. Managing work diversity FedEx won the accolade 100 Best Companies to Work For from Fortune magazine due to its capability of managing work diversity (FORTUNE, 2009, January 23). From the above four policy areas identified in the context of FedEx, we can infer the following Commitment By putting the people first as in the FedEx philosophy People-Service-Profit (PSP) and adopting various employee-friendly HR practices detailed above (recruitment, selection, rewards system, employee empowerment), the workforce will definitely remain committed to fulfilling FedExs goals. FedEx work environment is conducive to innovation and its practices are employee-friendly to ensure that they are kept motivated ever. Congruence All the HR practices outlined above have their objectives aligned perfectly with FedExs goals that is to offer unparalleled customer service. Competence FedExs core competence is its leadership in innovation, human resources and processes. FedEx with its best employer tag and excellent HR practices is able to easily attract and retain talented pool of workforce and this mainly contributes to its success in its operational area. Cost-Effectiveness Obviously, FedExs processes are cost-competitive and facilitate in a great manner to maintain the competitive edge over its competitors. Guest Model This model posits that provided a unified set of HRM practices and procedures is employed in a logical and consistent manner, with the objective of accomplishing the prescriptive objectives of great dedication, superior quality and task flexibility, then super-ordinate employee performance will ensue. Further such a collective performance excellence from employees will eventually result in superior organizational performance too. Guest models six components are 1) an HRM strategy; 2) a set of HRM policies; 3) a set of HRM outcomes; 4) behavioural outcomes; 5) performance outcomes and finally 6) financial outcomes HRM strategy FedExs strategy is differentiation that transcends product, market and geographic boundaries in order to attain 100% customer satisfaction. HRM practices policies Recruitment selection, training, appraisal, rewards, job design, involvement, job security, open-door policy, promotion-from-within, no-layoff-policy, profit-sharing policy, fair-treatment policy HRM outcomes Employee commitment, service quality and flexibility Behavioural outcomes Motivation, involvement and collaboration Performance outcomes High productivity, high innovation, low turnover, low absenteeism, less customer complaints Financial outcomes Profits, good ROI (Return on Investment) Key HRM Activities Recruitment Recruiting the right skilled and talented workforce is crucial to fulfilling FedExs organizational strategy and this becomes a key HRM activity that facilitates FedEx maintaining its competitive edge over its peers as well. The Recruitment and Selection procedures practiced at FedEx are detailed under the HR Planning and Development section below. Rewards FedEx has set up various awards that are defined below to acknowledge talent and to actuate exceedingly gifted employees (Mcshane, Von Glinow Sharma, 2008, p.552; FedEx Overview, n.d.). These awards, tokens of appreciation and accolades immensely facilitate in motivating the employees to improve and do even better and fix high standards for them as individuals and as teams. The Five Star Award The highest and best award one will get in FedEx for exceptional performance is the Five Star Award. The employee who contributes to an extraordinary extent to enhance teamwork, service quality and profitableness receives this most coveted award. Super Star Award Employees who perform consistently and are constant achievers in terms of performance deserve this Super Star award. Bravo Zulu Bravo Zulu is slang used by US Navy for well done. Employees whose performance is outstanding are sure to receive this award. Circle of Excellence Team and collaborative effort demands appreciation, recognition and encouragement. This award is one such award given to teams rather than individuals that do exceptionally good. Golden Falcon award Employees who offer extraordinary customer service by exceeding the customers expectations deserve the Golden Falcon award. Internal Communication Bipartite communication involving the top management and the employees is prevalent in FedEx Corporation. FedEx is committed to Open-Door Policy (ODP), Guaranteed Fair Treatment Program (GFTP) and Survey-Feedback-Action (SFA) in order to facilitate such a bipartite communication. Open-Door Policy (ODP) ODP facilitates employee empowerment by enabling them to call into question / to register their displeasure (or) discontent regarding various organizational policies such as hiring, career, benefits, compensation, etc. The formal accusations and charges thus registered are put forward to the open door forum and are later on forwarded to the respective official to be handled (Frock, 2006, p.204). Guaranteed Fair Treatment Program (GFTP) FedEx requires having a professional grievance handling system to cater to such a huge workforce. GFTP precisely satiates such a need. GFTP facilitates employees to record their grievances, displeasure and discontent on several aspects like disciplinary measures, appraisals, layoffs, downsizing and placements. Such issues are processed at three levels of managerial hierarchy. The manager at the first hierarchical level who is the employees immediate superior reviews the issue. Any issue that reaches second level is carefully reviewed by the Vice President of the section. If the issue is still not resolved at the second level also, then it is addressed by the Supreme Court of FedEx Corporation headed by none other than Fred Smith (Frock, 2006, p.207). Survey-Feedback-Action (SFA) FedEx instituted SFA with the purpose of enhancing employee top management relationships. Employees are made to form teams or work groups amongst themselves and chosen representatives from such teams have to complete questionnaires on several management aspects and superiors. The advent of technological innovations have facilitated setting up of on-line SFAs so as to give instant, easy and immediate access to its global team of employees (Frock, 2006, p.206). FedExs bipartite communication mechanisms described here thus let openness and transparency prevail in the operations and hence should be appreciated for the same. HR Planning and Development The core HR Planning and Development activities / processes namely the recruitment and selection, training and development and succession planning that are performed in FedEx are elaborated below: Recruitment and Selection FedExs organizational objective is to provide unrivalled quality customer service. So recruitment becomes a critical process that needs to be carried out with careful consideration. FedEx only recruits people who were ready to accept challenges and take risks and also possessed enterprising attitude. FedEx entices functional experts by providing them stock options as well as chance to work in exciting and ambitious environs. FedEx adopts a logical and well-planned procedure to carry out recruitment and selection. FedEx supports recruiting students / graduates for intern positions so as to train them for taking up challenging job offers in the future (Working at FedEx., n.d.). Roughly around 25,000 employees are recruited at FedEx for various permanent as well as ad hoc positions. Keeping pace with the technological innovations and internet, FedEx automated the whole job application and application screening procedures. Job applicants can apply online by clicking the Career Centre ico n in the FedEx home page http://www.fedex.com. Vacancies prevailed in various areas such as administrative support, aviation maintenance, customer service, e-commerce, engineering, operations, HR, IT, marketing, truck drivers, vehicle technicians etc. are updated in Personnel Records and Information System (PRISM) (FedEx Overview, n.d.). Prospective applicants can apply online for jobs that commensurate with ones skills, talent, education, training and experience. College graduates and students are also welcome to apply online for internships and permanent positions as well. Prospective candidates can complete information pertaining to their preference (job and place of work). FedEx job application system allows such prospective candidates to create and store on-line resumes. The candidate details are then checked with job eligibility criteria stored in PRISM and suitable candidates are identified. Such short-listed candidates have to further take an aptitude test that quizzes thei r Math, English and reasoning skills, followed by interview. Candidates who clear the interview further undergo a fitness examination and a background credentials check, and finally are given appointment letters. The new (online) system facilitated the screening procedure and drastically brought down the time taken for the procedure by about 50%. There is no race, gender, religion, nationality, disability or age discrimination when it comes to providing employment opportunities. Fair and equal treatment is provided to one and all at FedEx. Thus the recruitment and selection procedures at FedEx are carried out efficaciously thereby helping FedEx to maintain its competitive edge over the rest. Training and Development FedEx has a well-defined training program in place so as to train the new hires and to facilitate them to perform the tasks they are expected to. FedExs training and development program not only imparts job-specific skills and competencies but also contributes greatly to the wholesome development of human resources. FedEx provides an environment that favours continuous learning and hence stagnation of skills or plateauing is highly unlikely. New recruits are made to undergo a very effective orientation program that is formulated with the intent of making first day at office or on-boarding in general a beautiful, enjoyable and unforgettable affair. The orientation program comprised of a New Hire Orientation Kit that includes 1) letter from the CEO; 2) checklists; 3) welcome letter personalized and signed by the managers; 4) first day / first week / through the year employee work schedule. And then the kit also includes a half-an-hour video program Welcome to our World that details out the benefits and facilities of FedEx (Connor, 2003, January 1). The orientation program enabled the new recruits to become conversant with the doctrine, policies and procedures, and the type and nature of relationship between higher-ups and equals at FedEx. An on-the-job training program commences once after the orientation program is over. The training program is designed as per the type and nature of job and tasks the new recruits were required to execute. The higher-ups who are in-charge of the new recruits are also instructed as to how and in what manner the new recruits need to be provided on-the-job training. The employee types such as customer service representatives (CSRs), couriers and service agents, who have to interact more with customers were trained with extra care and significance. The training program for such CSR trainees was a rigorous eight-week schedule during which they were trained about FedExs service types and were put in conditions simulating real work environment. They were taken through computer screens which they will be required to use during their work; they were made to listen to customer live calls in order to get a flavour of the actual job environment. Tests were also conducted as part of the training p rogram and the trainees have to obtain good scores in these tests in order to complete training successfully and be put to actual work. Couriers / service agents have to successfully complete a four-week on-the-job training before being assigned to real field tasks. FedEx is a learning organization that provides a continuous learning atmosphere to facilitate honing the skills, capabilities and competencies of the employees. To evaluate the competencies and proficiencies of the employees, they are subject to taking up a job-knowledge online test once every six months. The performance of the employees becomes an employee training record and is stored in Personnel Records and Information System (PRISM). By way of such evaluation it is possible to determine the areas in which employees ought to enhance their competencies and are assisted and trained further in improving their performance. If despite being trained the employees flunk the job-knowledge tests, they have no other option but to quit FedEx. Such is the significance of periodically assessing the employees job proficiencies. FedEx started the Leadership Development Institute (LDI) during the 80s, and this was instrumental in formulating various training sessions and programs for employees from various hierarchical levels of management. The LDI backed training programs covered three subjects Core Management Principles, outdoor-based learning, and Electives. LDI was staffed by Managing Directors and senior managers together to be called as Management Preceptors. FedExs LDI recognizes leadership material by functioning the Leadership Evaluation and Awareness Process (LEAP) (FedEx Overview, n.d.). LEAP is established on various leadership attributes such as charisma, dependability, flexibility etc. Team play is crucial in this LEAP process. This program is designed to cater to and evaluate the needs and potential of all employees who evince interest and involvement in donning leadership roles. Interested candidates are made to participate in a one-day introductory classroom session Is Management For Me? in order to make them conversant with managerial capabilities and responsibilities. On successful completion of this, the candidate progresses to the next stage to finish the leadership awareness activities. During a 3-6 month period, LEAP candidates are trained and evaluated in leadership qualities. Depending on the candidates performance during this tenure, the manager makes a written recommendation by either favouring or rejecting the candidates attempt for acquiring managerial positions (Murley, 1997, p.502). Succession Planning FedEx believes in fostering and nurturing in-house talents and in promoting them to top rungs of management. FedEx also gives chances for employees from non-managerial cadres to get promoted to managerial positions. FedExs Leadership Evaluation and Awareness Process (LEAP) (Murley, 1997, p.502) was established in 1988 to enable non-managerial employees opt for managerial positions. The LEAP essentially involved assessing the leadership skills and capabilities of the employees who wish to get into managerial positions. FedEx gives preference to in-house talent and hence posts job vacancies in its on-line job portal called Job Change Applicant Tracking System (JCATS). FedEx encourages mentoring and coaching which is yet another non-formal but efficient way of succession planning. FedExs mentoring and coaching programs are carried out efficaciously in FedExs Leadership Development Institute (Murray, 2001). These are the various means by which FedEx facilitates career progression within the organization. Performance Monitoring and Enhancement The HR performance needs to be monitored regularly to enhance the effectiveness. So performance monitoring in FedEx is carried out and the various ways by which the HR performance is assessed are given below: Performance Appraisal System FedExs appraisal system links pay increases to the employees productivity and performance. Annual performance appraisals are carried out and employees are evaluated on the basis of various job-specific attributes few noteworthy ones being customer orientation, team skills, loyalty, technical expertise etc. (Cook, 208, p.205). Apart from hefty pay packages, several attractive prerequisites like 1) tuition fees reimbursement, 2) travel discounts and 3) jump-seat availability (free flight privileges for employees). All such prerequisites are provided over and above the already entitled hefty pay packages. FedEx also offers a 10% profit-sharing scheme for those valued employees. All such enticing aspects related to compensation and benefits keep the employees happy and motivated and enable FedEx to enjoy unmatched position when compared to its peers. Staff Surveys FedEx conducts staff surveys on an annual basis and this serves to be crucial business enhancement tool. Participants are supposed to provide replies to 32 questions electronically in a two week period (Mosley, n.d.). Active participation of staff has been witnessed over these years. This Survey-Feedback-Action (SFA) procedure was introduced with the objective of helping top management in deciding upon issues related to promotions. But then SFA was practiced in reality only to the magnitude of evaluating the employees belonging to the managerial cadre. The employees from various teams are supposed to respond to the 32 questions asked about their higher-ups and the overall management anonymously. The survey results are collated and tabulated and given to the concerned team managers. The managers carry on feedback sessions with the employees, conduct a detailed discussion about the survey results obtained and spot the issues which ought to be handled. Once the feedback sessions conclud e, the team members need to draft a formal plan of action to resolve the spotted issues. The plan is thereon reviewed on a regular basis to monitor the advancement of the corrective measures being carried out. Few sample questions from the survey are as follows: I feel free to tell my manager what I think My manager lets me know whats expected of me Favouritism is not a problem in my work group My manager: helps us find ways to do our jobs better The SFA helps 1) to assess the managerial performance, 2) to resolve employee problems and 3) to enhance relations at work place. Turnover rates FedEx has a very less and insignificant turnover rate of about 1 percent. This being the best employer knows the trick of successful and effective employee retention mechanisms. There is no dearth of career plans or opportunities for the FedEx employees and this is one crucial reason why FedEx is capable of successfully retaining its invaluable workforce. Promotion-from-within policy enables elevating the employees in the hierarchical rungs from within. Also employees performance, efforts and contributions are well-recognized and exceptional employees are awarded for their competencies and proficiencies. Also open and transparent communication too plays a great role in reducing the employee turnover rates. Also, employees should take pride in what they do and this is where imparting proper training to hone the employees skills becomes essential. FedEx has a well-defined on-the-job training mechanism which greatly helps in enabling the employees perform a meaningful job for which they can own pride and responsibility. Motivation and Job Satisfaction FedEx thrives on innovation. For innovation to prevail at impressive levels, creativity, productivity and discretionary efforts are prerequisites. Such attributes are fostered by high levels of employee motivation and job satisfaction experienced by the employees. FedEx has won a slew of accolades thanks to its job-satisfied and motivated workforce. FedEx environment is conducive to innovation and this in turn motivates the workforce to perform exceedingly well. HR Policy Requirements Here we compare and contrast three identified HR policies of two diverse organizations. The two organizations taken for study and comparison of HR policies are 1) Northumbria Police and 2) UCL Londons Global University. The three policies that are considered for comparison are 1) Diversity and Equality, 2) No Smoking, 3) Work life Balance HR Policy 1 Diversity and Equality Northumbria Police versus UCL Londons Global University Northumbrias Diversity and Equality Policy (Northumbria Diversity Equality, 2009, April 8) strives to boost, encourage and preserve diversity, equality and human rights and inform individuals and community about the significance of honouring equality, diversity and human rights within the Northumbria Police. The policy is formulated to evince the Northumbria police support and compliance to enforcing anti-discriminatory, equal opportunity and fair treatment measures in the workplace. UCLs Race Equality Policy (UCL Human Resources Race Equality, n.d.) aims to promote racial equality in all its functions and to value diversity of staff and student and to forbid illegal acts of racial discrimination. The Policy goes about defining racism and means of implementing the policy. UCLs Equality objectives are clearly defined and an Equality Action Framework is formulated too. Special mention about dealing with the acts of harassment and bullying is made and institution of boards and committees to keep acts of inequality under check and control. Managing work force diversity and promoting fair treatment in recruitment and selection procedures at UCL is emphasized. Both the staff and student communities are included in defining the various equality initiatives that are required to be taken as per the policy. HR Policy 2 No Smoking Northumbria Police versus UCL Londons Global University Northumbrias No Smoking Policy (Northumbria No Smoking, 2009, April 1) states about the existence of No Smoking policy within the building premises and vehicles under its control. The objectives of this policy is to 1) ascertain that non-smokers are not involuntarily exposed to tobacco smoke, 2) to educate people about the health hazards associated with smoking, 3) to help those who wish to quit smoking and 4) to accommodate smokers as well. UCLs No Smoking Policy (UCL Human Resources No Smoking, 2007, June 1) strives to create a smoke-free healthy environment f

The Ambiguity of Plato Essay -- Philosophy Essays

The Ambiguity of Plato For hundreds of years, Plato has been admired as a writer, a master rhetorician, an artist, and above all, a philosopher; however, Plato's backlashes against sophistry and art have led to much confusion concerning his ideas and beliefs. John Poulakos says of Plato, "[F]or most rhetoricians Plato has always played the same role he assigned to the sophists--the enemy" (Nienkamp 1). Plato will always appear to be the skilled rhetorician or artist who speaks out against rhetoric and art. In Apology and Phaedrus we see the character of Socrates rail against writing because it can quickly get out of control of the author and just as easily be misinterpreted, yet Plato is known for his skillful dialogical writing. In reference to the Divided Line, Plato informs us that art is one of the lowest forms because it is no more than an illusion, yet Plato uses his artistic ability in "Simile of a Cave" to help us understand the journey to knowledge. This ambiguity within the texts leads to, what a ppears to be, Plato contradicting himself; however, to fully understand these contradictions we must ask ourselves, "Who is the real Plato?" Plato's contradictory nature and overall ambiguity make the lines of distinction between the writer, the rhetorician, the artist, and the philosopher become blurred, so it is difficult for anyone to understand or explain the real Plato. Jean Nienkamp says of Plato, "[He is] the writer who writes that nothing of importance can be conveyed through writing; the word-smith who argues that words are but imitations of imitations at the same time that he insists on precise definitions, divisions... " (1). In Phaedrus, Plato presents some of his more powerful arguments against writing. Most... ...1: 23-44. Plato. Euthyphro. Trans. G.M.A. Grube. Indianapolis: Hacket Publishing Company Inc., 1981: 5-22. Plato. Meno. Trans. G.M.A. Grube. Indianapolis: Hacket Publishing Company Inc., 1981: 57-88. Plato. Phaedo. Trans. G.M.A. Grube. Indianapolis: Hacket Publishing Company Inc., 1981: 89-155. Plato. Phaedrus. Trans. A. Nehamas and P. Woodruff. Amherst: Hermagoras Press, 1999: 165-213. Plato. "Simile of a Cave." The Republic. Trans. Desmond Lee. Boston: Pearson Custom Publishing, 2002: 1-9. Tejera, Victorino. "The Apology and the Phaedo: Plato's Tragic Humor." Plato's Dialogues One by One: A Dialogical Interpretation. Lanham: University Press of America, Inc., 1999. Thesleff, Holger. "In Search of Dialogue." Plato's Dialogues: New Studies and Interpretations. Ed. Gerald A. Press. Lanham: Rowan and Littlefield Publishers, Inc., 1993: 259-266.

Assessment of The World is Flat and A Whole New Mind Essay -- Friedman

Assessment of The World is Flat and A Whole New Mind The widespread adoption of new technologies serves as the driver behind societal alteration. With few exceptions, changes in the framework of society from politics to the individual have been wrought by economic changes; that is, the onward march of societal progression can be traced to changes in the market. Thomas L. Friedman in The World is Flat argues that the recent â€Å"shrinking† of the world in terms of communications has weakened the traditional stronghold America has held over white-collar professions. A similar point (to a degree) is argued by Daniel H. Pink in A Whole New Mind, specifically that the weakening discussed by Friedman will give rise to a demand for a more creative, synergetic, whole-picture type of thought to which Americans are well capable of fulfilling. Ultimately, both works call for a shift of focus to a different set of skills and talent that Americans will need to not only survive, but thrive in the newly forming globalized or flat world. Ultimately, The World is Flat describes the effects technology, specifically the newabundance of cheap global telecommunications and the rapidly expanding and diversifying ways individuals and companies can take advantage of this cheap commodity, will have on the world as it moves into the 21stcentury. This newly created ability to effectively communicate globally in a cheap and high quality manner, Friedman argues, arose from the ashes of the dot-com bubble, and it has monumental effects for China, India, and other developing nations, to the potential detriment of Europe, Japan, and the United States. Since the United States et al can no longer compete with India and China or the ever more sophisticated sof... ...ld to a wide-range of differing groups of unique individuals; in a sense, I can grasp the bigger picture of these three skills. That being said, in order to take advantage of the flat-world platform, I will have to expand my knowledge of technology to make use of the ten flatteners. Flat or Conceptual, either way, our new globalized world spells change for the white-collared worker of the millennium. Our interconnectivity and the availability of cheap labor provide a medium to which new skills must be learned and improved upon if success is to be found. Works Cited Friedman, Thomas L. The World is Flat. New York, New York. Farrar, Straus, Giroux. 2006. National Telecommunications and Information Administration. Falling Through the Net: Defining the Digital Divide. 2005. Pink, Daniel H. A Whole New Mind. New York, New York. Penguin Group USA. 2005.

Why I Read :: Personal Narrative, Autobiographical Essay

"Why did you read all four books?" a peer asked me after I revealed my summer reading list. "Well," I said, "I thought they would punish me if I didn't." Was this a total lie to get someone off my back, or was it the truth? While it was probably a combination of both, I decided I read for myself. I read to find out about the issues I had been struggling with, like time and humanity. To have feelings that I have never experienced and to escape. With these books I was no longer a scared middle-class white boy from Tennessee, and though it may be cheesy, I was anyone, anywhere. The issue of time has caught my attention since reading Siddhartha. I desperately want to understand time since it is the basis of society. We live in the present, but these words are in the past. Sure, you could read the words over again, but the first impression is the past. So the past is really all we can look at. But the past does not matter if it is temporary. In 1984 Orwell states, "he who controls the past controls the future." The verb "controls" is very important here. It is in a present tense, stating that he who can change the past owns the future. So why would the past matter if it is changeable? The year could not even be known. It could be the same day forever. Why does the past matter anyway... or even the present? On a large time scale everything we know is but a blip. Einstein's Dreams proposes a profound statement which indirectly points out that the supernatural controls time. We will not be able to slow down the last second, so it will last 'forever'. We can't to uch time; it's out of our reach. So therefore, life as we know it has an ending when God says so. Time will continue to pass until the end at its seemingly eternal rate. It's like a river, unstoppable and ever flowing. Trying to battle the current is futile. The pain just makes you feel time pass more slowly when in fact the river keeps running. While personal existence may seem unimportant, Celie from The Color Purple brings across an important statement, " I'm poor, I'm black, I may be ugly... But I am here." While the past, future, and present may seem incredibly small, it's all we have.

Christian University Essay

This essay is a review of the book Shiloh- In Hell Before Night written by James Lee McDonough. James Lee McDonough was born on June 17, 1934 in Nashville, Tennessee. It is here that he spent his childhood. Regarding his education, the author attended Lipscomb High School. He received his higher education at David Lipscomb College where he attained a BA degree in 1956. He later went to M. A Abilene Christian University where he attained an M. A degree in 1961. The author received his PhD from the Florida State University in 1966. He was to be appointed as a Professor of History, a post he held in Lipscomb, Pepperdine and Auburn universities. Currently, he is a retired professor of history at Auburn University. The author was lauded by the Army for his role in furthering knowledge in military history and has received many accolades for his efforts in military history scholarship . Besides Shiloh- in Hell before Night, the author has written many other books. These include Chattanooga – Death Grip on the Confederacy, Five Tragic Hours; Stones River- Bloody Winter in Tennessee, Nashville; The Western Confederacy’s Final Gamble and War in Kentucky: from Shiloh to Perryville. His other books which are still in print include Sky Riders; History of the 327/401 Glider Infantry, ‘War so terrible’: Sherman and Atlanta and The Battle of Franklin. Moreover, he has written more than 30 articles, and reviewed close to seventy books . Shiloh- in Hell before Night was published by the University of Tennessee Press in 1977. At the time of writing the book, the author was a scholar at the David Lipscomb College in Nashville, Tennessee where he was a history professor. Having attained all the academic qualifications mentioned, he was well qualified to write the book. In this book, the author has used both primary and secondary sources. He makes great use of primary sources when he lets the participants in the war narrate their experiences. Among the primary sources which the author has utilized include recollections, letters and personal diaries of the combatants. For instance, the personal diaries of Thomas Lovemore, Samuel Watkins, Clarence Buell, William Tecumseh Sherman, R. F Learned and Braxton Bragg are utilized. Regarding secondary sources, the author cites writers who have made contributions on related subjects such as D. W. Reed, Shellby Footes, Lloyd Lewis and John Duke. He also cites magazine articles such as the Richmond enquirer, Chicago Times, and New Orleans Daily Picayune. Other secondary sources which the author has made use of include personal diaries, letters and official records. This book is an attempt by the author to provide an overview of the battle of Shiloh. This battle took place in 1862 at Shiloh near the border between Tennessee and Mississippi and was a defining moment in America’s Civil War. The action begun in February 1862 when the Union Army pushed the Confederate Army, which was led by General Albert Johnston at that time, compelling them to surrender most of Tennessee. Major General Ulysses Grant was the commander of the Union Army and come spring, he assembled a 40,000 strong force close to Pittsburg Landing just next to the Tennessee River. The intention of the Union Army was to attack the rail intersection of Corinth, Mississippi, which was an important infrastructural facility. Before they could attack however, they were ambushed by the Confederates who attacked them when they were close to the Shiloh Church. This event occurred on April 6th, 1862. The total number of Confederate troops who made the march were no less than 44, 000 and were led by Johnston and General P. G. T Beauregard. As the author writes, the element of surprise worked well for the Confederates as they were able to repulse the Union Army’s right flank by one and a half kilometer after battling for three hours. However, the Union Army withstood the assault and its left flank remained largely unmoved. The area of action where the Union forces withstood the confederate attack was called the ‘Hornet’s Nest’. By late evening, Johnston lay dead, having been injured on the leg. Beauregard assumed control of the Confederate Army upon the death of Johnston and called off the action later in the day. The Union Army got reinforcements later during the night. The reinforcements were led by Major General Don Carlos Buell and Lew Wallace. Beauregard turned down pleas by General Nathan Bedford Forrest that the Confederates attack when he saw the arrival of the reinforcement. With the reinforcements, the Union Army was able to repulse the Confederates and Beauregard surrendered before evening and retreated to Corinth. The battle of Shiloh was costly as it led to the deaths of more than 23,000 people. This book is important as it was the first scholarly attempt at describing the battle of Shiloh. It redefined the way people viewed the battle, what with its treatment of aspects deemed to be controversial. In a major departure from the prevailing thoughts, the author asserted that the death of Johnston did not in any way influence the outcomes of the battle. Additionally, he avers that there was no respite whatsoever following this death. Another major assertion which the author makes is that Beauregard’s decision to halt the attack was the right one and that, contrary to the dominant thought; the Confederates did not have any real opportunity on the evening of April 6th. What’s more, the author posits that the arrival of the reinforcements led by Buell did not have any noticeable impact on the outcome of battle on the first day. The author also asserts that the main activity of the entire battle was the conflict at Hornet’s Nest. He avers that Grant was able to erect the last line of defense at Pittsburg Landing primarily because the Sunken Road was able to withstand the Confederate offensive. The author does not stop there as he holds Braxton Bragg responsible for the Confederates’ inability to pry open the Hornet’s Nest. This, as he explains, was occasioned by Bragg’s inability to assemble the 18,000 troops required to mount the offensive. The purpose of the author is to provide an accurate, irrefutable and personalized rendition of the battle of Shiloh. Through this book, he hopes to give the reader an overview of the events preceding and occurring during, and immediately after the 48 hour battle. By and large, it can be said that the author achieved this purpose. He wades through the occurrences, giving reasonable explanations which rationalize such controversial questions as what made the Union Army to be ambushed in surprise. The author also provides judgment on whether Beauregard exercised judicial restraint when he halted the battle on the first day. He gives us sneak previews on what went into the preparations of both sides, discuses the personalities and experiences of the generals and shows us what was done wrong. The author also delves into the role of the Confederate and Union generals, assessing the various command decisions and returning judgment on the leadership ability. Through all these, he achieves his purpose as the reader is able to understand what happened, why it happened, when it happened, where it happened and most importantly, how it happened.