The civil War Essay Example for Free

The civil War Essay The beginnings of the American Civil War were born from a disagreement between the Northern and Southern part of the United States of America. The south still believed in slavery and wanted to use it as a normal routine since slave labor constituted a major part of their workforce (Greene 302). The sentiments in the north were much different as they believed that a ban on slavery was only proper and the northerners were willing to make sure that the entire United States took part in this. The southerners did not want such a change to occur and this is when the civil war began. â€Å"Lincoln did not propose federal laws against slavery where it already existed, but he had, in his 1858 House Divided Speech, expressed a desire to arrest the further spread of it, and place it where the public mind shall rest in the belief that it is in the course of ultimate extinction. † (Greene 306) The result of the Civil war was the emancipation of the slaves and the abolition of all forms of slavery. The effect, however, is arguable as many cite that the abolition of slavery in itself is a major achievement but more authoritative sources state that it did not totally remove the racism that was to follow (Greene 306). The effects of the Civil War were more local as opposed to the American Revolution. Which One Had a Greater Impact? After reading a number of sources and understanding the situation of the war, I feel that the American Revolution was the biggest achievement for the country and it had a greater impact on the country as well as the world (Greene 309). Even though slavery was also to be eliminated, there was a need for the country to include all the individuals into the decision making of the government. There was a need to provide the individuals with the freedom of speech as well as thought so that they can think the best for themselves. Another effect is that the end of the British Rule over the Americans led a wave of self-determination across the world and showed the other colonized countries that they too could fight for their independence (Greene 310).The Civil War had no such effect on slavery as slavery continued to occur in other parts of the world such as the African Continent. References Blanco, Richard. The American Revolution: An Encyclopedia 2 vol (1993), 1850 pages Greene, Jack P. and J. R. Pole, eds. The Blackwell Encyclopedia of the American Revolution (1994), 845pp; emphasis on political ideas; revised edition (2004) titled A Companion to the American Revolution Online Sources Wikipedia. (2007). American Revolution. Retrieved on April 26, 2007 from: http://en. wikipedia. org/wiki/American_RevolutionWikipedia. (2007). American Civil War. Retrieved on April 26, 2007 from: http://en. wikipedia. org/wiki/American_Civil_War In Abraham Lincoln and the Second American Revolution, McPherson claims that the Civil War brought about a much more radical change in government than the revolution of 1776. Find sources from this period that would support or challenge this statement. Look closely at the ways the decision to enter the Civil War tested the Constitution and the national sense of unity. Do you believe the country was strengthened or weakened by the Civil War?

Management and Hr Essay Example for Free

Management and Hr Essay The CIPD introduced the HR Professional Map in 2009, which set out the new foundations for professional competency in HR and the criteria for new and revised CIPD qualifications. The map highlights 10 professional areas at four different levels and the eight key behaviours HR professionals need to operate. The HR Profession Map sets out the following eight behaviours: 1. Decisive thinker. Able to analyse information quickly and use it to make robust decisions. 2. Skilled influencer. Able to gain commitment from different quarters in order to benefit the organisation. 3. Personally credible. Expert in both HR and commercial issues, and takes a professional approach. 4. Collaborative. Able to work well with a range of people both within and outside of the organisation. 5. Driven to deliver. Focused on delivering best possible results for the organisation, and shows determination, resourcefulness and a sense of purpose in achieving this. 6. Courage and challenge. Has the courage and confidence to speak up and will challenge others even when met with resistance or unfamiliar circumstances. 7. Role model. Leads by example. 8. Curious. An inquisitive, open-minded type, who seeks out new ways to support the development of the organisation. The HR Profession Map identifies ten professional areas: 1) Insight Strategy Solutions (the ‘core’ of the Map) : understanding the company ethos activities, responsible for HR plans of action, is aware of the obstacles that block the path of being able to provide an effective HR function, provides solutions. Designs good rewards and benefits package, making the Company an attractive place to work, helping with retention of staff and attracting quality new staff members, central to the organisation. 2) Leading Human Resources : operational excellence understanding the requirements of the organisation. Will to be able to guide direct a fit for purpose HR function, responsible for staffing 3) Service delivery and  information. Managing HR information professionally. 4) Organisation design. Managing structural change and ensuring the organisation is appropriately designed. 5) Organisation development. Ensuring the organisation’s workforce, culture, values and environment will enable it to meet goals and perform well in the future. 6) Resourcing and talent planning. Making sure the organisation attracts people who will give it an edge. Managing a workforce with the balance of skills needed to meet short and long-term ambitions. 7) Learning and talent development. Making sure that people at all levels of the organisation have the skills needed to contribute to the organisation’s success, and that they are motivated to grow and learn. 8) Performance and reward. Making sure that reward systems – principally pay and benefits – are fair and cost-effective. Ensuring critical skills, experience and performances are rewarded. 9) Employee engagement. Supporting employees in maintaining a positive connection with their work, colleagues and the broader organisation, with a particular focus on good relationships between staff and their line managers. 10) Employee relations. Ensure that the relationship between the organisation and staff is managed within a clear and appropriate framework. â€Å"Orme added: The map will allow us to maintain rigour while improving flexibility: the flexibility to meet the needs of generalists and specialists and to support professionals at all levels, and the rigour to ensure HR professionals and employees alike can be confident that a CIPD qualification delivers not just the capabilities needed for today, but the capacity to adapt to the growing demands that will be placed on the profession in the future. (http://www.hrmagazine.co.uk/hro/news/1017104/hrd-2009-cipd-introduce-hr-professional-map-equip-practitioners-tougher-future-role#sthash.ks3fgXhT.dpuf- 10.03.2014) Bands of Professional Competence: Band 1 – Entry stage into the HR profession and supports colleagues, manages data and information, broadly considered as being customer orientated. Band 2 – Advises and in some instances manages HR issues. An individual at this level will understand evaluation processes and be able to assist with known solutions. Band 3 – Defined as a leader of a professional HR area. An individual at this level will be have the ability to address major HR issues, generally at an organisational level and will be involved with  medium to long term HR planning. Band 4 – Manages and leads a professional HR area / division. Working at senior organisational level and will have responsibility for the development and implementation of HR strategies. There are standard definitions within each of the four bands which advise of the following 3 areas: 1) What you need to do within each band (activities covering 9 specific points) 2) What you need to know within each band covering 12 specific points 3) How you need to do it i.e. the prevalent behaviours that are essential for each professional area. The behaviour definitions are defined as: Driven to deliver Collaborative Personally credible Decisive thinker Skilled influencer For example an HR professional working competently at band 4 will be expected to be a decisive thinker, will be driven to deliver and will also need to be a skilled influencer. The point of the HR profession Map is that individuals either considering a career in HR, or who are currently working at any given level within HR, will understand the skills, requirements, knowledge and personal attributes required at each level therefor creating a clear progressive guide for their career path. My own experiences as a admin assistant has made me realise I am a generalist at present within HR, my limited experience is gradually developing and I am becoming a more confident person within the HR world, now being able to advise senior management without also reaffirming my thought with our HR director, I aspire to gain further knowledge and become a confident HR professional with this in mind it is not always advisable just to look at my own career and development but to that of others and whils t I don’t have the experience I do have the knowledge and the enthusiasm to help develop individual personal aspirations that need to be closely managed in consideration of an individual’s personal aspirations of how far i can progress my career. For example, a person with strong ability currently working at band 2 may well aspire to eventually be capable of working to the prescribed band 4 level but in reality, and despite whatever development takes place, they may well be unlikely to be able to progress to band 4. This may well be a  personality issue or that some people are just not leaders but not everyone will be able to develop themselves as decisive thinker and a skilled influencer, two of the most difficult requirements of any senior management. Looking at the overall Map and considering my current role within our organisation, I am confident that I am currently working within the band 2/3 area of Human Resources. It is clear that I have extensive work to do within my career path and feel that following onto further studies, whilst gaining the experiential knowledge will give me a sound grounding to a positive and progressive career. After assesing the the map I would consider that I am currently working between band 2 3. In my role as Admin Assistant I have responsibiity for ensuring that all HR related activities are managed effectivly and correctly under the supervision of the HR director. My customer base is predoninantly our management team but also our employees, union representatives and our clients senior managment teams. The conflicting needs of each group can be difficult at time to prioritise, not only do I have to answer to three sites managers who all require assistance in there own ways, I have the directors and the employees, as well as the employees of Youngs who are our client and at the end of the day (pay the bills). Within my own organisation we have a service level agreement with Youngs our client,this enable us to provide and maintain the service required, it clearly defines what is expected, when and how, it also states what we expect from the client to enable us to provide an effective service. Providing an effective service,with good communication in a timely manner builds customer confidence, but from a buisness point of view we also need to come in on budget, sometimes the clients expectations can be unreasonable, so as a service provider we have to sometimes negotiate and balance between our customers wants and needs to the needs and demands of the buisness, also balancing the needs of our employees needs to be apart of our management. â€Å"If you not serving the customer, you’d better be serving someone who isâ€Å" – Karl Albrecht – Developing Yourself as an effective learning and development practioner Whilst carry out the assignement and after discussing it with our HR Director  he brought to my attention a perfect example. â€Å"As an example, in a redundancy situation the needs of the union will be to ensure that as few employees as possible are made redundant however quite often in my experience a number of employees will activly want to be made redundantâ€Å" Director of HR Partners In Hygiene Whatever the situation, in my role I have to ensure that the needs of the business come are met first, then to time manage and balance the requirement of In terms of my own developemnt I am comfortably working within Band 2 for area such as insight, strategy, and solutions, leading HR and organisational design as well as performance and reward and feel with only 2 years experience I have progressed positivly, though am very aware I still need assistance coaching/ mentoring to develope my career path to continue and sustain the progression at the same pace. In order to ensure that I deliver to all my customers (internal external) I must ensure that I have maintain effective communication. The four main communication tools that I employ are: 1) Verbal – Face to face conversations with individuals or groups 2) Written – letters of communication, formal and informal 3) E-mail 4) Telephone conversations Each of the above have both advantages and disadvantages e.g. verbal communication is an effective tool for maintaining close contact and relationships with people but can be time consuming and generall leaves no trail i.e. evidence that a particular conversation has ever occurred. E-mail is an efficient and fast method of written communication but as there is no face to face contact emotions within an e-mail can be misinterpreted leading to misunderstanding. The sheer volume of e-mail can be a problem and in my experience almost everyone is guilty of using e-mail as mean to cover themselves. Written letters are a good record of communication but can be perceived as being too formal and again can be time consuming to compose, print, mail etc. As with any business attempting to be efficient in terms of effective communication, we use all of the above comminication methods at various times. Personally I do prefer oral communication whenever possible wven if this is via telephone rather than face to face.

Effect of GA3 on Attributes and Yield of Summer Tomato

Effect of GA3 on Attributes and Yield of Summer Tomato Effect of GA3 on Some Biochemical Attributes and Yield of Summer Tomato M. S. Rahman, Md. Azadul Haque and Md. G. Mostofa Abstract An experiment was carried out in pots at Bangladesh Institute of Nuclear Agriculture, Mymensingh, during March to July 2012 to evaluate the influence of different concentrations of GA3 on biochemical parameters at different growth stages in order to maximize the yield of summer tomato var. Binatomato-2. The concentrations of GA3 used were 0, 25, 50, 75 and 100 ppm and they were applied at three stages, namely root soaking of seedlings before transplanting, vegetative and flowering stages. The experiment was laid out in a randomized complete block design with four replications. Results indicated that the highest chlorophyll and soluble protein contents were recorded when GA3 was applied through root soaking followed by vegetative stage and the lowest was found at the flowering stage. In contrast, the highest nitrate reductase activity was observed when GA3 was applied at the vegetative stage and the lowest activity was recorded at the flowering stage. The applications of 50-75 ppm GA3 had significantly encouraged the bio-chemical parameters studied at 50 DAT. The amount of GA3 applied at different stages had significant influence on the yield and yield attributes of summer tomato. The highest plant height was recorded when 50 ppm of GA3 was applied at the vegetative stage. While, the longest time to first fruit setting was required when the roots of the seedlings were soaked in 100 ppm GA3 solution. The application of 50 ppm GA3 by root soaking had significantly increased the number of flowers, fruits and fruit yield per plant but similar performances were achieved when only 25 ppm GA3 was applied at the flowering stage. The fruit yield of tomato per plant increased linearly with the increased number of flowers and fruits per plant. Keywords: Concentration, Chlorophyll, GA3, Soluble protein, Nitrate reductase activity Introduction Tomato (Lycopersicon esculentum) is one of the most popular and nutritious vegetables of Bangladesh. Tomato is cultivated all over the country due to its adaptability to a wide range of soil and climate. Normally tomato is grown in winter season due to its requirements for temperate climate. Hence, it is difficult to grow tomato in summer season due to adverse climatic conditions, such as high temperature, high rain fall, hailstorms, etc. Bangladesh Institute of Nuclear Agriculture (BINA) has developed some tomato varieties to cultivate in summer season. But the yield potential of these varieties can not be achieved due to the above mentioned climatic conditions. In summer season, tomato can however be successfully grown under glasshouse conditions. But it is not possible for the poor farmers to go for large scale production in glasshouses because it is highly expensive and need technical skills. The other option is the use of plant growth regulators to minimize the effect of harsh e nvironments in order to maximize the yield of summer tomato. Results of some studies indicated that the application of Gibberellic acid (GA3) had significantly increased the number of fruits per plant than the untreated controls (Tomar and Ramgiry, 1997). Adlakha and Verma (1964) reported that the application of GA3 on flower cluster resulted in an increase in fruit weight. To increase the yield as well as to avoid flower and fruit dropping, application of GA3 at optimum concentration and at right time is important. Gibberellic acid has great effects on plant physiological systems including fruit setting, leaf expansion, germination, breaking dormancy, increasing fruit size, improving fruit quality and in many other aspects of plant growth and thereby on crop production. Keeping the above circumstances in view, the present study was under taken to evaluate the performance of GA3 on biochemical properties, growth and yield attributes and to determine the optimum time and concentratio n of GA3 application in order to maximize the yield of Binatomato-2. Materials and Methods A pot experiment was conducted with tomato var. Binatomato-2 at the experimental site of Crop Botany Department, Bangladesh Agricultural University, Mymensingh, during March to July 2012. Five levels of GA3 (Gibberellic Acid) viz. 0, 25, 50, 75 and 100 ppm were applied at (i) seedling stage by root soaking before transplanting (ii) vegetative stage [20 days after transplanting (DAT)] and (iii) flowering stage (40 DAT) by hand sprayer. The experiment was laid out in a randomized complete block design with four replications. Twelve kilograms of sun-dried sandy loam soil and cow dung, urea, TSP and MP @ 583.33, 2.9, 2.54 and 1.81 g/pot corresponding to 10 tons, 400, 350 and 250 kg/ha were applied in each pot. Before pot filling, full doses of TSP, MP and cow dung were thoroughly mixed with the soil. Half of the urea was applied during transplanting and the remaining half at vegetative stage. Intercultural operations were done as and when necessary. Data on yield and yield contributing c haracters were recorded at final harvest. Biochemical analyses viz. chlorophyll, soluble protein contents and nitrate reductase activities in leaves were estimated at 50 DAT following the methods of Arnon (1949), Lowery et al. (1951) and Stewart and Orebamjo (1979). Data were analyzed statistically to find out the level of significance using MSTAT-C package programme (Russel, 1986) and significant differences among the treatments were adjudged by Duncan`s New Multiple Range Test (DMRT) at 5% level of significance (Gomez and Gomez, 1984). Results and Discussion There were significant differences among the treatments in respect of chlorophyll content, soluble protein content and nitrate reductase (NR) activities in tomato leaves at 50 DAT (Table 1). The highest chlorophyll content in leaves was obtained when the roots of seedlings were soaked in GA3 solutions before transplanting, which was identical to the application of GA3 at vegetative stage. The lowest chlorophyll content was found in plants when GA3 was applied at the flowering stage. Chlorophyll content in leaves was influenced significantly due to the application of different concentrations of GA3. The highest chlorophyll content was found from 100 ppm GA3 followed by 75 ppm and the lowest was found from the control, which was identical to those obtained from the application of 25 and 50 ppm of GA3. Chlorophyll content increased with increased concentrations of GA3. The application of GA3 through root soaking of seedlings and at vegetative stages resulted in the highest but similar soluble protein contents in tomato leaves and the lowest was found when it was applied at the flowering stage. The soluble protein content in leaves was also significantly influenced by the application of variable levels of GA3. The highest content was recorded with 50 ppm and the lowest content was recorded with 100 ppm GA3 which indicated that soluble protein content in leaves increased significantly until the application of 50 ppm and thereafter decreased with further increase in GA3 concentrations. Adlakha and Verma (1964) also reported that 50 ppm GA3 had appreciably increased the protein content in leaves. The maximum nitrate reductase activity was recorded at vegetative stage. The lowest was observed in flowering stage and this was similar to the activity performed when GA3 was applied through root soaking. Nitrate reductase activity was significantly influenced by the application of different concentrations of GA3. The maximum nitrate reductase activity was recorded with 75 ppm GA3 and the minimum was found from the control. Spraying of 50 and 75 ppm GA3 did not show any difference in NR activities at 40 days after planting. The applications of GA3 at different stages of plant growth resulted in significant influence on yield and yield attributes of summer tomato. The highest plant height was recorded when GA3 was applied at the vegetative stage and the lowest height was recorded at the flowering stage. GA3 had significant influence on plant height. It increased until the application of 50 ppm and declined remarkably with further increase in GA3 concentrations. The interactions between stage and concentrations of GA3 indicated that the application of 50 ppm of GA3 at the vegetative stage encouraged vigorous plant growth and thereby resulted in the highest plant height. There was no significant difference among the stages of hormone application in respect of time to first fruit setting. The maximum number of flowers, fruits and fruit weight per plant was produced when GA3 was applied through root soaking followed by the vegetative stage. All those parameters showed the lowest results when GA3 was applied at flowering stage. Similar result was also reported by Kaushik et al., 1974. They applied GA3 at vegetative stage and obtained increased fruit weight per plant. Sanyal et al. (1995) observed that foliar application was more effective than root soaking of seedlings. GA3 concentrations had statistically significant effect on plant height, time to first fruit setting, number of flowers, fruits and fruit weight per plant. The highest plant height was found with the application of 50 ppm GA3 which was identical to 25 ppm and the lowest was found from the control. The maximum time for first fruit setting was required when GA3 was applied at 100 ppm and t he lowest time was required with lower concentrations of GA3. The maximum number of flowers, fruits and fruit weight per plant was produced with 50 ppm GA3 application and the lowest was recorded with 100 ppm. Saleh and Abdul (1980) reported similar result from their experiment. They found that GA3 at 50 ppm decreased the total number of flowers per plant but increased the total yield. Hossain (1974), Adlakha and Verma (1995) found that the application of 50 ppm GA3 had increased the fruit setting, while Saleh and Abdul (1980) observed that GA3 at 25 or 50 ppm had increased the total yield of tomato compared to the control. Sanyal et al. (1995) also found that 50 ppm of GA3 had profound effect on the yield of tomato. The interaction between GA3 concentrations and stages of application indicated that the highest number of flowers, fruits and fruit weight per plant were produced when GA3 was applied through root soaking of seedlings at 50 ppm which was identical to the application of 50 ppm at vegetative stage or 25 ppm at flowering stage. A positive and linear relationship was found between the number of flowers per plant and fruit weight per plant (r = 0.96**) (Figure 1), number of fruits per plant and fruit weight per plant (r = 0.99**) (Figure 2) which indicated that the fruit yield of tomato is highly influenced by the production of flowers and the retention of fruits per plant irrespective of the stage and amount of GA3 applied in tomato plants. Conclusion It was revealed from the study that application of GA3 at the rate of 50-75 ppm by root soaking and at vegetative stage increased biochemical properties as well as increase the number of flowers, fruits and fruit yield per plant of Binatomato-2. It can be concluded that foliar application of 50 ppm Gibberelic acid on Binatomato-2 variety provide the best result in terms of biochemical attributes and yield. References Adlakha, P. A. Verma, S. K. (1964). Effect of gibberellic acid on the quality of tomato fruit. Punjab Horticulture Journal. 4 (3-4), 148-151. Adlakha, P. A. Verma, S. K. 1995. Effect of gibberellic acid on fruiting and yield of tomatoes. Science and Culture 31, 301-303. Arnon, D. I. (1949). Copper enzymes in isolated chloroplasts, polyphenol oxidase in Beta vulgaris. Plant Physiology. 24, 1-5. Briant, R. E. (1974). An analysis of the effect of gibberellic acid on tomato leaf growth. Journal of . Experimental Botany. 25, 764-771. Gomez, K. A. Gomez, A. A. (1984). Statistical Procedures for Agricultural Research. (2nd ed.). International Rice Research Institute. John Wiley and Sons, New York, p. 139-240. Hossain, M. A. E. (1974). Studies on the effect of parachlorophenoxy acetic acid and gibberellic acid on the production of tomato. M. Sc. Ag. Thesis, Dep. of Horticulture, Banglaesh Agricultural University, Mymensingh. Hunt, R. (1978). Plant growth analysis studies in biology. Edward Arnold Ltd. London, p. 67. Kaushik, M. P., Sharma, J. K. Singh, I. (1974). Effect of alpha naphthalene acetic acid , gibberellic acid , kinetin and morphactin on yield of tomato. Plant Science. 6, 51-53. Lowerry, O. H., Roserrough, N. J., Farr, A. L. Randall, R. J. (1951). Protein measurement with the folin phenol reagent. Journal of Biology and Chemistry 193, 265-275. Rusell, D. F.(1986). MSTAT-C Package Programme. Crop and Soil Science Department, Michigan State University, USA. Saleh, M. M. S. Abdul, K. S. (1980). Effect of gibberellic acid and cycocel on growth, flowering and fruiting of tomato (Lycopersicon esculentum Mill.) plants. Mesopotamia Journal of Agriculture 15(1), 137-166. Sanyal, D., Kar, P. L. Longkumar, M. (1995). Effect of growth regulators on the physico-chemical composition of tomato (Lycopersicon esculentum Mill.). Advances in Hort. And Forestry, 4, 67-71. Stewart, G.R. Orebamjo, T.O. (1979). Some unusual characteristics of nitrate reduction in Erythrina senegalensis DC . New Phytology 83, 311-319. Tomar, I. S. Ramgiry, S. R. (1997). Effect of growth regulators on yield and yield attributes in tomato (Lycopersicon esculentum Mill.). Advance Plant Science 10 (2), 29-31. Table 1. Effect of GA3 application at different stages of plant growth on bio- chemical parameters of summer tomato var. Binatomato-2 at 40 DAT In a column, figures having similar letter(s) do not differ significantly at 5% level of probability by DMRT. Table 2. Effect of GA3 application at different stages of plant growth on yield and yield components of summer tomato var. Binatomato-2 In a column, figures having similar letter(s) do not differ significantly at 5% level of probability by DMRT. Significant at 5% level, ** Significant at 1% level

Race and Affirmative Action Essay -- Argumentative Persuasive Essays

Race and Affirmative Action Race is an issue that is embedded in the nation’s history and continues to spur discussions on how the different minorities and ethnic groups must be treated fairly. Affirmative action is a recent attempt to solve the discriminations produced by racial inequality. However, affirmative action is also being scrutinized as scholars and the public debate the benefits and harms of affirmative action. A Historical View Throughout the past 30 years, affirmative action has been the answer to racial inequality. The policy began in 1965 under President Johnson. It was used to redress issues of discrimination, following the civil rights laws and constitutional guarantees on education and jobs. From the outset, affirmative action was envisioned as a temporary remedy that would create a "level playing field" for all Americans. Affirmative action policies required that active measures be taken to ensure that blacks and other minorities receive the same opportunities for career advancements, school admissions, scholarships, and financial aid that had been nearly exclusive provisions for whites. The Civil Rights Act of 1964 was the landmark legislation that prohibited employment discrimination by large employers (over 15 employees), whether or not they had government contracts. As a result, the Equal Employment Opportunity Commission (EEOC) was established. Lyndon B. Johnson issued the E.O. 11246 regulation. It required government contractors and subcontractors to implement affirmative action policies to expand job opportunities for minorities. The Office of Federal Contract Compliance (OFCC) was designated to administer the regulation. In 1973 the Nixo... ...or group identity should not say that a person is naturally disadvantaged. There are many blacks in the US that are hindered by the economy, but there are also rich blacks and poor whites. Race should not determine who gets into college because black society as a whole is not entirely disadvantaged. Bibliography: Affirmative Action: The Perspectives in Detail and Overview: The Issue at a Glance. Public Agenda Online. 20 March 2003 http://www.publicagendaonline.org/ issues/overview.cf?issues_type=race. â€Å"Bush Enters Affirmative Action Fray.† CBS News. 16 Jan. 2003. 20 March 2003 http://www.cbsnews.com/stories/2003/01/11/politics/main536148.shtml. â€Å"Narrow Use of Affirmative Action Preserved in College Admissions.† Cnn.com. 25 June 2003. 13 July 2003 <http:cnn.law.printthis.clickability.com/pt/cpt?action=cpt&expire=-1&ur1ID=6839596&fb..>.

My Teaching Philosophy Essay -- Education Teaching Essays

My Teaching Philosophy I think my teaching philosophy is best defined as a combination of progressivism and social reconstructionism. David Sadker, author of "Teachers Schools and Society", defines the progressive educator as someone who, "(†¦) facilitates learning by helping students formulate meaningful questions and devise strategies to answer those questions", while social reconstructionism emphasizes cooperation, less conflict, and a better quality of life. These two teaching philosophies in combination seem to both fit my view on how learning should be facilitated and how it should be based. Progressive teachers tend to, like myself, look for inventive, new, and creative ways to see a problem. In putting students into groups they find there are many possible solutions to problems that they would not likely figure out on their own. I also advocate the progressive approach because I think it promotes children to think for themselves, in that if everyone is not researching the same idea or solution they are less likely to depend on someone else to supply the answer, and mo...

How my brother leon brought home a wife

â€Å"How My Brother Leon Brought Home a Wife† Leon and Bald waited for the arrival of Maria at the barrio. Maria was afraid that she will not be accepted by Loon's father because she may not able to adapt their way of living in the province. Bald was ignoring to his older brother's question about why did d they have to go to WAIS instead of Camino Real. The reason is that their father wanted to t est. Maria if she is worthy to be Loon's wife. Bald discussed their travel to his father. Appreciate Maria. Because she accepted and respected Leon for what he areaIll is. She didn't care what Loon's life back in Encumbrance. She was a supportive and a love inning wife to Leon. She was so endearing and kindhearted lady. She was very keen to meet Loon's family. The fact that the rural is different from the city can be somewhat disco raging but the closer hey get to the house, Maria still manages to overcome any trials. SSH e admits for having some fear, but she also shows clearly it d id not stop her. Believe that social status is not a hindrance if you truly love each other. How My Brother Leon Brought Home a Wife Baldo and his older brother Leon were both waiting for their visitor riding a carratela. When Baldo sa his older brother's wife, who is Maria, he was amazed by her beauty as he narrates their journey to their home in Nagrebcan. Maria was felt a bit anxious because of meeting Leon and Baldo's parents for the first time, but along their way home, she discovered the differences of the life of the people lived there and the life in the city where she met and fell in love with Leon. Leon and Baldo waited for the arrival of Maria at the barrio.Maria was afraid that she won't be accepted by Leon's father because she may not able to adapt their way of living in the province. Baldo was ignoring to his older brother's question about why did they have to go to Waig instead of Camino Real. (The reason is that their father wanted to test Maria if she is worthy to be Leon's wife.) Baldo discussed their travel to his father.Leon's entire family talked to Maria. his Father's voice became livelier th an before when he talked to her (which means he accepted her wholeheartedly.) We should respect and accept one's life.Social status is not a hindrance if you truly love each other. Meeting your special someone to your family is the right thing to do. One may have to sacrifice small part of his/her life in order to have a happy life.Leon/Noel – Maria's husband, older brother of BaldoMaria – Leon's wifeBaldo – Leon's younger brother, also the narrator of this story Mother and Father of Leon and BaldoAurelia – Leon and Baldo's younger sisterLabang – the carabaoWe should respect and accept one's life. Social status is not a hindrance if you truly love each other. Meeting your special someone to your family is the right thing to do. One may have to sacrifice small part of his/her life in order to have a happy life.

A case study of clothes R Us Essay

Introduction Clothes R Us opened its doors and began operations more than a decade ago.   When the company first opened, the founders and CEOs were on the floor trying to sell to customers their various clothes and designs. The clothes came with economized prices, saved customers time that would have been spent looking for the right attire and in so doing make the customer’s lives less complicated. The store has grown so much in the past decade, to become a major supplier chain that is not only nationally recognized but also globally renowned. The phenomenal growth comes with even higher growth in terms of annual sales and income. The company has surprisingly continues to maintain some sort of loose human resource strategy. Managers have paid little attention towards restructuring the human resource and monitoring of performance especially when it comes to fixed employees. Lack of a centralized system to control and manage the departments’ means that there are no specific details on the performance of employees.   Clothes R us has operated with a decentralized, freewheeling culture in which each store manager has treated his or her own employees as some kind of personal kingdom in which the manager has the right to control their recruitment and performance as they see fit. Majority of the full time sales people have college degrees in addition to vast experience in their area of specialization. However, there is continued discontent with the reliance on casual employees.   The origin of the problem stemmed from the early days when the company required cheap labor. Unfortunately, the continued reliance on casual employees has caused demoralization among the permanent employees. A company that was seeing much growth in the past is not facing a crisis in human resource. Defining the problem Even with various strategies coming to play to ensure that the company does not run out of required manpower, these will only be effective if the permanent employees are motivated to perform at a much higher level.   Clothes R US is only starting to realize the importance of a motivated work force. The challenge comes in ensuring and maintain the motivation of employees.   Continued reliance on casual employees has restrained the flexibility of the permanent employees. Employees lack the opportunity to be independent. Casual employees take up roles that would require creative management and skills; as such the company is now suffering from the existence of a dull work force. Managers have been slow in understanding, how flexibility motivates the employees.   Flexibility is not just in items of duties but also in terms of the work hours and even the work place. A common quote is that change is as good as a rest. Professional human resource consultants often advice companies to ensure that employees have a variety of talents, shifts and even work desks. The change often serves to make the job seem new and therefore motivate the employee.   Poor motivation also means high turnover of the employees. Low confidence:   confidence is a character that lays down the foundation of employee motivation. It is important for employees to feel they not only have the skills but also the know how to deal with various challenges at the work place. Since, Clothes R US focuses more on employing temporarily employees to manage simple tasks; employees are fast losing confidence in their ability to perform. With the planned expansion, the company is now facing a crisis. Employees are unwilling to leave their comfort zones, unwilling to volunteer for the new project and even opting for increased turn over.   Because majority of the employees in the company exhibit low self esteem, they are unable to make use of their skills and talents. Further, they are completely unable to form positive work relationships. This means that they are less than loyal to the company and thus more likely to seek other employment even when they are earning less. It is not surprising therefore to find that employees of cloths R US are always finding excuses as to why they are not performing, why the company is not growing rather than enhancing their own skills to ensure better performance.   The company is currently having a permanent work force suffering from low self esteem. Lowered expectations: one of the main drawbacks of relying on current and contingent employees is that the performance levels and expectations of success have been lowered in the company. It is therefore not surprising to find that the permanent employees only do as much as is expected of them to meet their own duties. The permanent employees do not push themselves or even apply themselves wholeheartedly and diligently to their jobs. The company low expectations have served to kill employee morale to do better and better at each task. Instead, employees report to work, do the minimum and leave the rest to the casual employees. Contingency syndrome: contingency workers often provide an advantage to employers. Clothes R US began taking advantage of this group of worker during the early years of expansion. Contingency workers do not expect benefits and are often paid much less than permanent workers. They are given challenging tasks which would otherwise cost the company in terms of training permanent employees to ensure they have the skills to complete the job.   Unfortunately, the increase of contingency workers in the company has had a negative impact. Contingency workers tend to bring restlessness in permanent employees who are convinced that life could get better and more interesting outside the company. Further, contingency workers do not posses the security and stability of permanent employees; they therefore lack commitment to the job which tends to rub off on permanent employees. They prefer the freedom of their temporary status and often seem to be highly compensated for simple tasks. This situation is likely to de-motivate the permanent employees in addition to causing conflict and strain with the other employees. With time, the permanent employees begin to lose interest in particular tasks foe which they feel they should also be compensated and rewarded. Legal implications Change in organization structure: a move or expansion of Clothes R US not only affects the location of the business but also the organization and business structure. Managers will need to sit down and re-define jobs and responsibilities to accommodate the new store. This also means determining the methods through which the stores will receive their inventory and distribute the same. As a registered business, the company will need to report the change in structure. Gopal (2008) indicates that this is a step that is often over-looked during expansion and which could prove slightly more than costly to the new venture. Registered businesses need to record such changes and report them to the registrar of businesses for their own protection. Should a dispute arise, the company will turn to the changes recorded with the registrar and this is what will be used to determine the direction of the case. Business licenses: although the new store will be operating as a franchise of the main store, it is important to note that licenses will be required for this particular business. This includes licenses to operate in Sheffield, and also distribute items in Sheffield. Lack of a license is considered fraud and could land senior managers and the business itself in a lot of legal problems. In addition, the business will require a tax registration. Many business owners assume that the new venture will operate with the same tax registration. However, according to the law, both businesses are separate ventures and require individual tax registration licenses. Zoning requirements: although there are several clothing and fashion businesses operating in Sheffield, before opening the store it is important to research and find out some of the zoning requirements. To avoid congestion zoning laws are changed frequently. Should such law take effect before the opening of the business, it is likely that the same business could be closed before taking off. Non- disclosure: being in a volatile industry such as fashion and clothing; the company has expanded very fast. With a high turnover of employees, it is not surprising that many other businesses with almost similar structure including marketing and customer relationship are being set up.   This exposure is a result of ignoring the importance of a non-disclosure agreement with all employees. Confidential information is leaked, former employees set up competing shops all because the non- disclosure is ignored, (Dessler 2000). From here on henceforth all employees permanent and contingent should sign non-disclosure agreements prepared by the legal departments and carefully structured for the company needs. Non- disclosure agreements are not just for the employees but also other stakeholders who come into contact with the company. This includes suppliers who may be tempted to contact competitors with sensitive information that could earn them a good and better profit. This means that all contracts must include a tight and binding non- disclosure agreement. This reduces the exposure of the company and gives a chance to legally fight any exposure by stakeholders, suppliers and employees (former and present) successfully. Maintaining healthy relationships During a move such as is planned by Clothes R US, the company often ignores the needs of the human resource or does not adequately address such needs. A move and expansion such as this one is likely to bring feelings of anxiety or apprehension. If such feelings are not properly addressed, the employees will become less than motivated and conflict levels may arise. The following are some of the strategies which could be employed to ensure a healthy relationship during the move: Communication: the communication channels between employees and senior managers of Cloths are US have not always been open. Employees are often in the dark about exactly what is happening to the company. Of course, this is because managers have been plagued with the disease of contingent workers. During this move, it would be advisable for the managers to be open and develop an open door policy with regard to issues facing the company and assisting employees manage the challenges they are facing.   Through proper and good communication, senior managers of the company can improve the efficiency and effectiveness of their own employees. It may also be surprising to learn that some employees possess talent, skills and information that would not only make the move much easier bust also more profitable to the company. Empowerment: employees of Clothes R Us have suffered from lack of empowerment. This has led to lowered performance and serious problems in motivation. The moving period is an ideal opportunity to empower the permanent employees by providing them with unique tasks cultured for their own training and set of skills. This will give employees an opportunity to become more involved and therefore foster commitment to the project. Mathis and Jackson (2003), state that In addition, empowerment will free managers to focus on the bigger tasks rather than sweating the details. This is a great opportunity for employees to test their own abilities and creativity in dealing with the challenges that come forth. The result is a much more motivated and high skilled set of workers who are committed to the project fully. It is time for the senior managers to trust their own employees. Groups and Teams: the company definitely requires some form of synergy in the work force. This could be easily achieved by relying on groups and teams. In teams, members are expected to communicate, bounce ideas around and correct each other’s mistakes. The result is that there is a diverse set of knowledge. Further, tasks are completed as a team fostering healthy and positive relationships which have been lacking within the company. According to Jeffs (2008), to enjoy the full fruits of groups and teams, the managers have the responsibility of ensuring that the teams are composed of members with complimentary knowledge, skills and characters. This reduces the amount of conflict that could be experienced and promotes more positive forms of challenging each other. The groups also need to enjoy some sort of autonomy with minimum supervision so that the members enjoy the freedom of decision making.   The teams in themselves are leaders, coaches and guides in the tasks that are. Recommendations The problems faced by Clothes R US can be resolved simply though the three components of the expectancy theory by Vroom Victor. His theory suggests that when employees believe that high efforts are often met with high rewards, they become more motivated. The components of such motivation are: Increasing expectancy: employees of the company have been suffering from low expectations, a situation that has been brought on by increased reliance of young, temporary workers. Senior managers have an opportunity to communicate that high efforts will lead to great rewards for permanent employees. Based on this, employees need to be challenged to take up challenging tasks, the success of which will be increased rewards. It is the success in such tasks whether in a team or individually that are likely to increase the level of expectancy.   For workers to have the confidence to take up such challenging tasks, they may require extra training and team building activities that will give them the confidence. Increasing instrumentality: managers at Clothes R US have ignored and barely understand the importance of instrumentality to increasing employee motivation. Instrumentality speaks to the employee’s perception about the extent to which performance within certain tasks will lead to desired goals and results. Such goals include, increased pay, job security and the chance to undertake more interesting and captivating projects.   Instrumentality can be achieved simply though the expansion of job duties and flexibility of job titles which allow employees to test their own abilities and talents. For example, should the company link pay rises to performance; there will be increased instrumentation and as such more motivation not just to work but to excel at work. This will also deal with the issue of increased turn over. Increasing valence: expectancy theory acknowledges that when it comes to goals and outcomes, people are different. Whereas some workers may respond to pay increase, others are more interested in challenging tasks and projects. Valence therefore addresses how each of the outcomes appears to employees. Senior managers will not just throw in what they think will be attractive to employees. Rather, they will take time to understand the work force and appeal to their own variety of desires, goals and needs. A key challenge for the managers of Clothes R US, is finding the right pattern of motivation while at the same time trying to expand the scope of the business. No matter how many desirable outcomes the managers present to the employees, if they continue to feel that temporary workers can do better than motivation will go down, (David 2005).   This means scaling down on the contingent workers and relying more and more on the permanent employees. The company has the challenge of brining back confidence to its workers. This means focusing on diversity in the job specifications and ensuring flexibility in the tasks assigned to the work force. References David, F. R. (2005).  Strategic management: Concepts and cases. Upper Saddle River, N.J: Pearson Prentice Hall. Dessler, G. (2000).  Human resource management. Upper Saddle River, NJ: Prentice Hall. Gopal, C. C. R. (2008).  Business legislation (textbook with suggested answers). New Delhi: New Age International (P) Ltd., Publishers. Jeffs, C. (2008).  Strategic management. Los Angeles: SAGE. Mathis, R. L., & Jackson, J. H. (2003).  Human resource management. Mason, Ohio: Thomson/South-western.    A case study of clothes R Us Essay Introduction Clothes R Us opened its doors and began operations more than a decade ago.   When the company first opened, the founders and CEOs were on the floor trying to sell to customers their various clothes and designs. The clothes came with economized prices, saved customers time that would have been spent looking for the right attire and in so doing make the customer’s lives less complicated. The store has grown so much in the past decade, to become a major supplier chain that is not only nationally recognized but also globally renowned. The phenomenal growth comes with even higher growth in terms of annual sales and income. The company has surprisingly continues to maintain some sort of loose human resource strategy. Managers have paid little attention towards restructuring the human resource and monitoring of performance especially when it comes to fixed employees. Lack of a centralized system to control and manage the departments’ means that there are no specific details on the performance of employees.   Clothes R us has operated with a decentralized, freewheeling culture in which each store manager has treated his or her own employees as some kind of personal kingdom in which the manager has the right to control their recruitment and performance as they see fit. Majority of the full time sales people have college degrees in addition to vast experience in their area of specialization. However, there is continued discontent with the reliance on casual employees.   The origin of the problem stemmed from the early days when the company required cheap labor. Unfortunately, the continued reliance on casual employees has caused demoralization among the permanent employees. A company that was seeing much growth in the past is not facing a crisis in human resource. Defining the problem Even with various strategies coming to play to ensure that the company does not run out of required manpower, these will only be effective if the permanent employees are motivated to perform at a much higher level.   Clothes R US is only starting to realize the importance of a motivated work force. The challenge comes in ensuring and maintain the motivation of employees.   Continued reliance on casual employees has restrained the flexibility of the permanent employees. Employees lack the opportunity to be independent. Casual employees take up roles that would require creative management and skills; as such the company is now suffering from the existence of a dull work force. Managers have been slow in understanding, how flexibility motivates the employees.   Flexibility is not just in items of duties but also in terms of the work hours and even the work place. A common quote is that change is as good as a rest. Professional human resource consultants often advice companies to ensure that employees have a variety of talents, shifts and even work desks. The change often serves to make the job seem new and therefore motivate the employee.   Poor motivation also means high turnover of the employees. Low confidence:   confidence is a character that lays down the foundation of employee motivation. It is important for employees to feel they not only have the skills but also the know how to deal with various challenges at the work place. Since, Clothes R US focuses more on employing temporarily employees to manage simple tasks; employees are fast losing confidence in their ability to perform. With the planned expansion, the company is now facing a crisis. Employees are unwilling to leave their comfort zones, unwilling to volunteer for the new project and even opting for increased turn over.   Because majority of the employees in the company exhibit low self esteem, they are unable to make use of their skills and talents. Further, they are completely unable to form positive work relationships. This means that they are less than loyal to the company and thus more likely to seek other employment even when they are earning less. It is not surprising therefore to find that employees of cloths R US are always finding excuses as to why they are not performing, why the company is not growing rather than enhancing their own skills to ensure better performance.   The company is currently having a permanent work force suffering from low self esteem. Lowered expectations: one of the main drawbacks of relying on current and contingent employees is that the performance levels and expectations of success have been lowered in the company. It is therefore not surprising to find that the permanent employees only do as much as is expected of them to meet their own duties. The permanent employees do not push themselves or even apply themselves wholeheartedly and diligently to their jobs. The company low expectations have served to kill employee morale to do better and better at each task. Instead, employees report to work, do the minimum and leave the rest to the casual employees. Contingency syndrome: contingency workers often provide an advantage to employers. Clothes R US began taking advantage of this group of worker during the early years of expansion. Contingency workers do not expect benefits and are often paid much less than permanent workers. They are given challenging tasks which would otherwise cost the company in terms of training permanent employees to ensure they have the skills to complete the job.   Unfortunately, the increase of contingency workers in the company has had a negative impact. Contingency workers tend to bring restlessness in permanent employees who are convinced that life could get better and more interesting outside the company. Further, contingency workers do not posses the security and stability of permanent employees; they therefore lack commitment to the job which tends to rub off on permanent employees. They prefer the freedom of their temporary status and often seem to be highly compensated for simple tasks. This situation is likely to de-motivate the permanent employees in addition to causing conflict and strain with the other employees. With time, the permanent employees begin to lose interest in particular tasks foe which they feel they should also be compensated and rewarded. Legal implications Change in organization structure: a move or expansion of Clothes R US not only affects the location of the business but also the organization and business structure. Managers will need to sit down and re-define jobs and responsibilities to accommodate the new store. This also means determining the methods through which the stores will receive their inventory and distribute the same. As a registered business, the company will need to report the change in structure. Gopal (2008) indicates that this is a step that is often over-looked during expansion and which could prove slightly more than costly to the new venture. Registered businesses need to record such changes and report them to the registrar of businesses for their own protection. Should a dispute arise, the company will turn to the changes recorded with the registrar and this is what will be used to determine the direction of the case. Business licenses: although the new store will be operating as a franchise of the main store, it is important to note that licenses will be required for this particular business. This includes licenses to operate in Sheffield, and also distribute items in Sheffield. Lack of a license is considered fraud and could land senior managers and the business itself in a lot of legal problems. In addition, the business will require a tax registration. Many business owners assume that the new venture will operate with the same tax registration. However, according to the law, both businesses are separate ventures and require individual tax registration licenses. Zoning requirements: although there are several clothing and fashion businesses operating in Sheffield, before opening the store it is important to research and find out some of the zoning requirements. To avoid congestion zoning laws are changed frequently. Should such law take effect before the opening of the business, it is likely that the same business could be closed before taking off. Non- disclosure: being in a volatile industry such as fashion and clothing; the company has expanded very fast. With a high turnover of employees, it is not surprising that many other businesses with almost similar structure including marketing and customer relationship are being set up.   This exposure is a result of ignoring the importance of a non-disclosure agreement with all employees. Confidential information is leaked, former employees set up competing shops all because the non- disclosure is ignored, (Dessler 2000). From here on henceforth all employees permanent and contingent should sign non-disclosure agreements prepared by the legal departments and carefully structured for the company needs. Non-disclosure agreements are not just for the employees but also other stakeholders who come into contact with the company. This includes suppliers who may be tempted to contact competitors with sensitive information that could earn them a good and better profit. This means that all contracts must include a tight and binding non- disclosure agreement. This reduces the exposure of the company and gives a chance to legally fight any exposure by stakeholders, suppliers and employees (former and present) successfully. Maintaining healthy relationships During a move such as is planned by Clothes R US, the company often ignores the needs of the human resource or does not adequately address such needs. A move and expansion such as this one is likely to bring feelings of anxiety or apprehension. If such feelings are not properly addressed, the employees will become less than motivated and conflict levels may arise. The following are some of the strategies which could be employed to ensure a healthy relationship during the move: Communication: the communication channels between employees and senior managers of Cloths are US have not always been open. Employees are often in the dark about exactly what is happening to the company. Of course, this is because managers have been plagued with the disease of contingent workers. During this move, it would be advisable for the managers to be open and develop an open door policy with regard to issues facing the company and assisting employees manage the challenges they are facing.   Through proper and good communication, senior managers of the company can improve the efficiency and effectiveness of their own employees. It may also be surprising to learn that some employees possess talent, skills and information that would not only make the move much easier bust also more profitable to the company. Empowerment: employees of Clothes R Us have suffered from lack of empowerment. This has led to lowered performance and serious problems in motivation. The moving period is an ideal opportunity to empower the permanent employees by providing them with unique tasks cultured for their own training and set of skills. This will give employees an opportunity to become more involved and therefore foster commitment to the project. Mathis and Jackson (2003), state that In addition, empowerment will free managers to focus on the bigger tasks rather than sweating the details. This is a great opportunity for employees to test their own abilities and creativity in dealing with the challenges that come forth. The result is a much more motivated and high skilled set of workers who are committed to the project fully. It is time for the senior managers to trust their own employees. Groups and Teams: the company definitely requires some form of synergy in the work force. This could be easily achieved by relying on groups and teams. In teams, members are expected to communicate, bounce ideas around and correct each other’s mistakes. The result is that there is a diverse set of knowledge. Further, tasks are completed as a team fostering healthy and positive relationships which have been lacking within the company. According to Jeffs (2008), to enjoy the full fruits of groups and teams, the managers have the responsibility of ensuring that the teams are composed of members with complimentary knowledge, skills and characters. This reduces the amount of conflict that could be experienced and promotes more positive forms of challenging each other. The groups also need to enjoy some sort of autonomy with minimum supervision so that the members enjoy the freedom of decision making.   The teams in themselves are leaders, coaches and guides in the tasks that are. Recommendations The problems faced by Clothes R US can be resolved simply though the three components of the expectancy theory by Vroom Victor. His theory suggests that when employees believe that high efforts are often met with high rewards, they become more motivated. The components of such motivation are: Increasing expectancy: employees of the company have been suffering from low expectations, a situation that has been brought on by increased reliance of young, temporary workers. Senior managers have an opportunity to communicate that high efforts will lead to great rewards for permanent employees. Based on this, employees need to be challenged to take up challenging tasks, the success of which will be increased rewards. It is the success in such tasks whether in a team or individually that are likely to increase the level of expectancy.   For workers to have the confidence to take up such challenging tasks, they may require extra training and team building activities that will give them the confidence. Increasing instrumentality: managers at Clothes R US have ignored and barely understand the importance of instrumentality to increasing employee motivation. Instrumentality speaks to the employee’s perception about the extent to which performance within certain tasks will lead to desired goals and results. Such goals include, increased pay, job security and the chance to undertake more interesting and captivating projects.   Instrumentality can be achieved simply though the expansion of job duties and flexibility of job titles which allow employees to test their own abilities and talents. For example, should the company link pay rises to performance; there will be increased instrumentation and as such more motivation not just to work but to excel at work. This will also deal with the issue of increased turn over. Increasing valence: expectancy theory acknowledges that when it comes to goals and outcomes, people are different. Whereas some workers may respond to pay increase, others are more interested in challenging tasks and projects. Valence therefore addresses how each of the outcomes appears to employees. Senior managers will not just throw in what they think will be attractive to employees. Rather, they will take time to understand the work force and appeal to their own variety of desires, goals and needs. A key challenge for the managers of Clothes R US, is finding the right pattern of motivation while at the same time trying to expand the scope of the business. No matter how many desirable outcomes the managers present to the employees, if they continue to feel that temporary workers can do better than motivation will go down, (David 2005).   This means scaling down on the contingent workers and relying more and more on the permanent employees. The company has the challenge of brining back confidence to its workers. This means focusing on diversity in the job specifications and ensuring flexibility in the tasks assigned to the work force. References David, F. R. (2005).  Strategic management: Concepts and cases. Upper Saddle River, N.J: Pearson Prentice Hall. Dessler, G. (2000).  Human resource management. Upper Saddle River, NJ: Prentice Hall. Gopal, C. C. R. (2008).  Business legislation (textbook with suggested answers). New Delhi: New Age International (P) Ltd., Publishers. Jeffs, C. (2008).  Strategic management. Los Angeles: SAGE. Mathis, R. L., & Jackson, J. H. (2003).  Human resource management. Mason, Ohio: Thomson/South-western.