International Cybercrime And Racketeering. Essay - 1294 Words

International Cybercrime and Racketeering The word ‘racketeering’ commonly brings up the image of Al Capone and John Gotti. The mafia seemingly coined this phrase in their dealings with illegal organized crimes. The emergence of new technologies and the internet, racketeering has become synonymous with the phrase cybercrime. Cybercrime refers to â€Å"crimes in which the perpetrator uses their distinct skills with computer technology† to commit unlawful acts via cyberspace (Holt, Bossler and Spellar, 2105, p. 9). Racketeering is defined as the â€Å"act of offering of a dishonest service [a racket] to solve a problem that wouldn t otherwise exist without the enterprise offering the service† (Investopedia, 2010). Combine the two and there is potential to have catastrophic consequences for both the victim and perpetrator. The case of David Camez is one in which $50 million dollars’ worth of financial fraud was committed using the internet. Combined wit h racketeering efforts, his case made headlines due to its influence on how the Justice Department now looks at racketeering acts. The Nature of The Crime On December 6, 2013 David Camez who resided in Arizona was convicted and sentenced to 20 years in federal prison for his part in a complex cybercrime plot that included racketeering offenses. The U.S. Department of Justice states that Camez’s was charged with â€Å"one count of participating in a racketeer influenced corrupt organization and one count of conspiracy to participate in aShow MoreRelatedThe Role of the Internet and Crime971 Words   |  4 Pagesneighbor girl, leading the girl to hang herself (Griggs, B. 2012).† Laws are being made to help prosecute and convict these cyber bullies that use computers to harass others. In 2009 over 100 Americans and Egyptians were arrested after a large international identity theft ring was discovered. The ring targeted two large banks which victimized over 5,000 U.S. customers. The compromising of the two banks was caused from â€Å"phishing† which is gaining personal information by sending phony emails from legitimateRead MoreCybercrime Is Crime That Involves A Computer And A Network2155 Words   |  9 PagesCybercrime is crime that involves a computer and a network. The computer may be used in the commission of a crime, or it may be the target. Debarati Halder and K. Jaishankar (2011) define cyber-crimes as: Offences that are committed against individuals or groups of individuals with a criminal motive to intentionally harm the reputation of the victim or cause physical or mental harm, or loss, to the victim directly or indirectly, using modern telecommunication networks such as Internet. Such crimesRead MoreFederal Crime And The Civil War1594 Words   |  7 Pagescrime was a significant national problem, and that the federal government should take a leading role in fighting it. The first federal organized crime law, passed in 1961, dealt only with persons who had traveled across state lines in support of racketeering activity. Next, Congress made all loan sharking a federal crime based on its finding that loan sharking provided funds for organized crime. This law was the first for the federal government not to require any showing of interstate travel or impactRead MoreThe Growing Problem of White Collar Crimes in India 19963 Words   |  80 Pagesperson wrongfully takes another persons money or property with the intent to appropriate, convert or steal it, Money Laundering--The investment or transfer of money from racketeering, drug transactions or other embezzlement schemes so that it appears that its original source either cannot be traced or is legitimate, Racketeering--The operation of an illegal business for personal profit, Securities Fraud--The act of artificially inflating the price of stocks by brokers so that buyers can purchase

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string(53) " parts of our arguments in the rest of this article\." ‘No place to hide’? The realities of leadership in UK supermarkets SKOPE Research Paper No. 91 May 2010 * Irena Grugulis, **Odul Bozkurt and ***Jeremy Clegg * Bradford University School of Management, **Lancaster University Management School, ***Leeds University Business School Editor’s Foreword SKOPE Publications This series publishes the work of the members and associates of SKOPE. A formal editorial process ensures that standards of quality and objectivity are maintained. We will write a custom essay sample on No Place to Hide or any similar topic only for you Order Now Orders for publications should be addressed to the SKOPE Secretary, School of Social Sciences, Cardiff University, Glamorgan Building, King Edward VII Avenue, Cardiff CF10 3WT Research papers can be downloaded from the website: www. skope. ox. ac. uk ISSN 1466-1535 Abstract This article explores the realities of managerial work in two major British supermarket chains. While the prescriptive literature welcomes the displacement of bureaucratic management by rote with leadership, empirical accounts of what managers actually do underscore how the purported tenets of leadership tend to disappear upon closer inspection, even at the discursive level. This study observes and discusses the discrepancy between the rhetoric of leadership articulated by executives at the corporate head offices and the actual roles and responsibilities of managers in stores. Work was tightly controlled and managers had little real freedom. We draw on empirical evidence to argue both that while leadership in practice secured only trivial freedoms such freedoms were highly valued and that academic analysis should follow these managers in their ability to distinguish between rhetorical flourishes and reallife job design. Leadership in practice is mundane and local. Keywords: leadership, leaders, managers, control, deskilling, supermarkets, retail Introduction This article explores the realities of managerial work in two major British supermarkets chains. While the prescriptive literature welcomes the displacement of bureaucratic management by rote with leadership (see for example Zaleznik 1992), empirical accounts of what managers and leaders actually do underscore how the purported tenets of ‘leadership’ tend to disappear upon closer inspection, even at the discursive level (Meindl et al. 1985, Alvesson and Sveningsson 2003a, 2003b, Tengblad 2004). Kelly (2008) has taken issue with the tendency in the leadership literature of discounting the ordinary everyday work activity of managers in lieu of a continued effort to theoretically pin down how leadership really ought to be conceptualised. He argues that the common terminology used by various writers conceals a wide diversity of practice and that leadership is locally produced. We join Kelly’s contention that ‘the apparently mundane practices that are made accountable and therefore observable remain unexplicated and actively ignored’ (2008:774) and that this is regrettable. We diverge from his emphasis on the reification of leadership through language games, however, and focus instead on the dissonance between the salience of leadership in the popular and practitioner representations of management jobs and the actual limits to the discretion, initiative and control that managers are able to exercise in the concrete, routine and core practices associated with their roles. This dissonance was actively exploited by the supermarkets’ business models. Celebratory accounts of leadership were cascaded down the managerial hierarchy, from the corporate head office to the departmental managers, to spur managerial staff to greater efforts in routine work. The empirical material we use to support these claims comes from a study of managers and managerial work in the stores of two of Britain’s largest supermarkets. In the four store sites where research was carried out, the work of managers was heavily prescribed, with ordering, product ranges, stock levels, store layouts, pricing, special offers and staffing policies all set out by respective functional divisions at head ffice. Their work was also closely monitored, and their personal performance assessed, through the constant and close inspection of the sales, profit and customer service performance scores of the stores and departments they were responsible for. In line with Hales’ (2005) observations, these managers were not entrepreneurial visionaries, but links in a cha in with little real influence over policies and procedures. 1 Their work was generally confined to striving to meet a range of very demanding performance targets over which they themselves had little, if any, control. In both supermarket chains, leadership by managers in stores was considered vital for company performance, with ‘the importance of people’ to competing with rival chains and ‘keeping customers satisfied’ repeatedly stressed by the full range of interviewees. Yet this leadership was to be exercised in specific and specified ways. Both managers in charge of stores and those in charge of departments had little power over most aspects of their work but were expected to lead, inspire, motivate and monitor staff on customer service (in the widest sense). Head office executives and store-level managers themselves in both chains repeatedly stressed the charismatic and inspirational elements of leadership. In particular, this depiction of leadership required managers to mediate between the dual pressures of much service sector work, to minimise costs but maximise customer service (Taylor and Bain 1999, Korczynski 2001, 2002). In this context, leadership appeared to be a euphemism for the demand that managers mobilise their personal physical, emotional and social resources to make up for the discrepancies between targets and resources and be ardent pursuers of the employer’s end of the wage-effort bargain. This type of contained leadership bears little resemblance to the celebratory accounts but it is probably a far closer reflection of the realities of workplace practice. While the article stresses the mundane nature of managerial jobs in supermarket stores, it also highlights the way both individual managers and shopfloor workers use the leadership rhetoric. This rhetoric was valued by the managers largely because of its unreality; while they ostensibly ‘bought in’ to the rhetoric, in practice, most were adept at negotiating the dissonance between it and real work and none sought to put its wider tenets into practice. On the shopfloor, the dramatic language of leadership and transformation was used to legitimise managerial freedoms; these were trivial but they nevertheless proved an escape from scripting for people management and were deeply valued by the managers themselves. We elaborate on the constitutive parts of our arguments in the rest of this article. You read "No Place to Hide" in category "Essay examples" First, we provide a critical review of the popular ways of conceptualising leadership in the literature and the way these are problematic in relation to managerial work in practice. Then we introduce the specific context of retail work and of our study to highlight the significance of both to an inquiry into the discrepancy between leadership rhetoric and managerial practice. This is followed by a discussion of the contradictions inherent in 2 eadership on the supermarket shopfloor and the nature of the spaces that remain for initiative and freedom. Managers, Leaders and ‘Real Work’ It is popular to claim that managerial work is changing, that hidebound and bureaucratic managers who impede workplace performance are being (or should be) replaced with charismatic and visionary leaders who know when to subvert rules, inspire enthusias m in their followers and contribute to corporate dynamism (Zaleznik 1992, Alimo-Metcalfe and Alban-Metcalfe 2005). Such claims, clearly, need to be tempered with caution (Storey 2004a, 2004b). Students of business and management have long suffered from those thrills of novelty, which set critical descriptions of the existing and unfashionable against enthusiastic predictions of what an ideal type of the latest fad might look like. An unfair but recurrent practice which, as Storey (2004a) notes, is being repeated for leadership. This advocacy is rendered possible, at least in part, by the paucity of empirical accounts of who leaders are and what it is they actually do (see for example Jackson and Parry 2008). When data is available, authors rarely write about transformational activities. Rather, they stress how ordinary leaders are and how mundane their work is (Carlson 1951, Meindl et al. 1985, Alvesson and Sveningsson 2003a, 2003b, Tengblad 2004). Even charismatic leaders are not unfettered (Robinson and Kerr 2009). Empirical enquiry strips leadership of its universal grandeur and helps depict a practice that is both contested (Collinson 2005) and locally defined (Kelly 2008). Bureaucratic forms of control are still going strong (Power 1997, Hales 2002, Protherough and Pick 002) and old-fashioned supervision rather than inspirational leadership is at the heart of most jobs (Delbridge and Lowe 1997, Hales 2005). Kelly (2008), in his analysis of the nature of leadership and the various discourses that surround it, has argued that leadership as a practice is locally defined and here we propose one example of such local definition:. In this study, the requirements of customer service did in deed shape the demand for leadership skills, but not quite in the way that the proponents of the spread of transformational leadership suggest. What was at stake was not an entrepreneurial transformation. On the contrary, managers’ actions were tightly controlled and those controls were increasing. As well as following orders from head office, store and department managers were simultaneously required to inspire, enthuse and motivate the front-line 3 staff they were responsible for. The positive connotations of the word leadership helped to motivate individual managers, as they in turn sought to motivate others (Etzioni 1961). Here the dissonance between the leadership rhetoric and workplace realities was not an analytical lacuna but an important part of the process since images of leaders needed to be inspirational rather than accurate. Retail Work Retail work accounts for a significant proportion of the working population, with 12 per cent of UK workers employed in retail (Burt and Sparks 2003). While this work can be skilled, from the glamour of the ‘style labour markets’ (Nickson et al. 2001), to the product knowledge of expert assistants in France (McGauran 2000, 2001), the wide-ranging skills of apprentice-trained workers in Germany (Kirsch et al. 000) or the impressive educational achievements of Chinese retail workers (Gamble 2006), most British jobs are not. For the majority of British supermarkets, the main skills policy pursued is one that is ‘tantamount to a personnel strategy based on zero competence’, zero qualifications, zero training and zero career (Gadrey 2000). Margins are tight and the extensive centralisation and standardisation of supply chains and products (Baron et al. 2001) extends to work and work processes (Felstead et al. 2009). Workers are valued for their presence and their temporal flexibility, not their skills, and presence and temporal flexibility are seldom highly paid. The retail sector accounts for 26 per cent of British low paid workers (Mason et al. 2008) with 75 per cent of sales assistants and 80 per cent of checkout operators compensated at rates below the low pay threshold (Mason and Osborne 2008). Part-time and women workers, who dominate the sector (Arrowsmith and Sisson 1999, Burt and Sparks 2003) are particularly badly affected. Some stores deploy sophisticated human resource anagement techniques such as psychometric tests (Freathy and Sparks 2000) and merit-based pay but these are set against generally low wage rates, rigid control mechanisms and limited discretion (Arrowsmith and Sisson 1999, Broadbridge 2002, Burt and Sparks 2003). Against this backdrop, recent writing on retail employment from a strategic perspective has increasingly emphasised the role of management and managers in the overall performance of companies (Booth and Hamer 2006, Hart et al. 2006). It argues that the link between managers’ work and store (or firm) performance is 4 hrough ‘lay’ workers, in one example, asserting that ‘without strong management and leadership skills, store and employee productivity suffers together with lower staff motivation, ultimately leading to lower profits’ (Hart et al. 2006:281-282). However, lists of actions such as ‘providing good pay and benefits, praise and encouragement and support and training, or even at the most basic level, ensuring employees receive their correct rest periods at work’ (Booth and Hamer 2006:299) do not accurately depict the real remit of managers in large-scale retail organisations. Methods and Methodology This research was part of an EPSRC/AIM funded project on the organisation and experience of employment in retailing. Since our main interest was in the processual aspects of work, a multi-pronged, qualitative approach was adopted, as this was best suited to compare and contrast official organisational statements with real life practices and experiences. Research was conducted in two of Britain’s largest supermarket chains, here referred to as Retail 1 and Retail 2, respectively. Retail 1 had 356 stores and employed over 160,000 people. Retail 2’s portfolio of stores included the convenience store format, which brought its total number of stores to 823, but it had slightly fewer employees at around 150,000. By and large, their target clientele overlapped and they were direct competitors with similar market shares. In each supermarket, detailed interviews were conducted with head office staff who were responsible for determining strategies, setting policies and designing business processes. We were able to review a large amount and range of company material pertaining to company strategy, business models, performance indicators, human resource policies, recruitment and training programmes and change initiatives. Interviews were carried out with top executives in strategy, human resources, training, marketing, accounting, customer services and profit/productivity/performance improvement departments. In addition to this, in each chain, two locations were selected for store-level research; store A and store B at Retail 1, store C and store D at Retail 2. In the stores interviews were conducted with the (general) store managers, who would be managing anywhere between 200 and 400 employees, the secondary tier of between three and five senior managers, who had store-wide responsibility and supervised and coordinated the work of department managers, and the managers of the 12 to 15 different departments such as produce, customer service, or bakery, as well as a number of shopfloor workers. All of the managers were salaried, while all 5 of the shopfloor workers were hourly-paid. Store interviews with hourly paid workers were the most challenging. Our informants were welcoming and supportive but, owing to the tight margins and pressure on staff, few had time for interviews. The length of interviews with managers ranged from half an hour to multiple sessions of several hours, typically averaging an hour and a half to two hours. Some of the interviews with workers also lasted over an hour, but a number of them had to be interrupted after less than half an hour. All formal interviews were recorded, professionally transcribed and coded using NVivo Qualitative Data Analysis software. In total, 86 interviews were carried out, 46 in Retail 1, 34 in Retail 2, and the rest with a range of outside key informants including a top level executive of a third supermarket chain, industry experts based at the Institute of Grocery Distributors (IGD) and trade union representatives. In addition to the interviews, participant and non-participant observation was carried out by one of the research team at the Retail 1 head office and, more extensively, at one of the two Retail 1 stores included in the study (store A). In addition to observing recruitment group interviews, new employee induction sessions and a range of daily activities in the store, the researcher also worked shifts of 10 to 15 hours a week for six weeks on the delicatessen, fish, rotisserie, pizza and ready-meal counters. A research diary was kept during this part of the fieldwork and transcribed. ‘No Place to Hide’ Leadership was a ‘quality’ that was extensively referenced in the public presentations of managerial career paths in both supermarket chains. Retail 1’s literature on career prospects described the training programme for shopfloor workers who wished to become department managers as being ‘built upon’ their ‘current leadership skills’ through on-the-job training, while that for department managers with ambitions to be store managers or deputies was said to help them ‘perfect their leadership style’. Retail 2’s careers information on the company website directed those with some previous retail management experience and ‘looking to grow into a leadership role’ to the ‘fast-track to Store Manager Development Program’. Hitting the link, interested parties were informed that nobody played a more important role in the supermarket’s everyday operations (turnaround) than the managers in the stores, whose leadership ‘inspires our people to deliver a great everyday customer experience’. Retail 2’s recruitment process for senior managers included psychometric tests that were, among 6 other qualities, designed to pick up leadership skills and potential. Retail 1’s rogrammes for management development included selection hurdles such as roleplay sessions where future managers were expected to stand out from among their peers by displaying the desired abilities, with ‘leadership’ prominent among these. While leadership skills and qualities were presented as core to the work of everyone and as particularly central for progression into managerial roles, in stores almost every aspect of work for every kind of employee, from shopfloor workers during their training pe riod all the way to the general store manager, was set out, standardised and occasionally scripted by the experts at head office. Buyers sourced goods and set prices at the head offices, with computer networks monitoring sales in stores and re-ordering supplies. The corporate human resources department set wages and provided clear targets for store managers in terms of staffing, leaving stores with a balancing act between resources and targets. Checkout tills used electronic scanning, shelf-stackers followed planograms that provided detailed layout plans for displays, price guns printed out price tags, including reductions, as decided by head office software depending on the time of day. According to long-serving informants, limits on discretion were increasing. The remaining specialist departments, such as the delicatessen counter (which included meats, cheeses and fish) and the bakery, were coming under increasing levels of central control. A trained butcher (now the manager of a non-food department) revealed that most meats were now cut and packaged before arrival in store. The same was true for cheeses. In the smaller stores bakeries worked entirely from deliveries of frozen goods which they re-heated, and in larger stores there was a mix of supplier-packed, frozen, ambient and chilled products and goods baked in store. But even breads baked in store arrived ready made up with instructions on times for mixing, proving and baking. The only formally accredited staff in stores were pharmacists employed in special stand-alone units on some sites. Such a policy of standardisation was deliberate and referred to with pride. The wageplanning manager in the Business Improvement Group at Retail 1 head office summarised the challenge as ‘how lazy we can make it†¦ make the process easy for them so it becomes a natural habit’. This close prescription and standardisation of work tasks was not a surprising observation to make of hourly-paid workers, or in the context of retail employment, traditionally known for its reliance on low skills and low wages. What was unusual was that the same restrictions applied to managers. In fact, the managers were under 7 far greater surveillance in terms of observable results. Because performance and productivity measurements were taken at both department and store level, which were then linked back and traceable to individual managers, their performance evaluation was quantified and routinised. There was no comparable performance evaluation of individual shopfloor workers except for those at the tills, although Retail 2 had just introduced a new performance enhancement programme to track the performance of individual workers. Yet these practices, too, only increased the number of indicators by which managers’ performance could be monitored, as the ultimate responsibility for meeting unit-based targets, as well as ensuring that individual workers showed the head-office dictated levels of performance, still lay with the managers. An executive in the productivity improvement division of Retail 2’s head office operations, who had risen through the ranks, observed that the role of store managers had changed considerably over the last twenty years: I think what we probably lost was a bit of the entrepreneurial or tradesmanship of the store manager to say, ‘Oh next week that’s going on offer, I want 200 of them next week’. Because they were good traders and experienced. And they knew how they were going to present it. Honestly, when I joined†¦ he store manager where I trained was a bit of a wide boy I suppose, but he would do things like – well he made me do it – Saturday afternoon if we were overstocked, I remember him saying ‘We’re overstocked on lettuces. [Name] go to the front door and stand there and sell your lettuces! ’ And you’d do things like say ‘Come on, here’s your lettuce! Get one for the rabbit! Half price! ’ And you’d literally drop them in people’s baskets as they walked through the door so they almost got no choice but to have your lettuce. productivity improvement manager, Retail 2, Head Office) But in the current arrangements, because of the focus on what Pye (1968) terms the ‘workmanship of certainty’, the emphasis in store for both managers and workers was on obedience to instruction. In fact, much of a manager’s work was about ensuring such obedience. [The parent company] is very much about†¦ they use a word quite a lot called compliance and there is a lot of compliance and the phrase they used†¦ was ‘there is no place to hide’ [Was that like an official thing? No, it was kind of like – you know with all the systems, their systems monitor everything, they monitor everything. Every little thing is monitored so there is no place to hide. I am not saying in terms of hiding things that are wrong but they see everything. (senior manager, Retail 1, Store B) A policy backed up by the motto ‘comply then complain’, which had clear implications for the way work was conducted. 8 [I]f the company says to you 9am Monday morning stand on one leg in the oyer, I want you to do it, at 9am and if that’s all of you, I want you to do it but then you’ll all stand there thinking why on God’s earth are we doing this, then ask the question, why do we need to do this? What benefit am I getting from it? But do it in the first place before you even complain about it, because until you’ve tried it you don’t know what it’s going to do, but it’s driving that culture. (general store manager, Retail 1, Store A) This approach was generally greeted with enthusiasm. I love this comply and then complain. You know because you put it right, you do it the way they want you to do it and then if it is not right you feed back what is wrong with it so you complain after you have had a go at it at putting it right. And I think that is absolutely vital. You know we have a duty to feed back and give that feedback but you know we don’t have that right until we have had a go at it†¦ the right way first. (training manager, Retail 1, Training Store) Unsurprisingly, such an approach influenced the skills expected of both workers and managers as well as leaving little space for transformational leadership. Skill levels were low and product knowledge in particular was a welcome, but almost optional part of work. Several of our informants did possess expertise and boasted strong personal interests in electronics or fish or experience in bakeries, but while this might allow front-line workers to develop a personal pride in aspects of their work it was not a job requirement and was rarely shared by the senior management team in stores, whose career progression was based on obligatory movement between different departments. Head office executives spoke of promoting people with an interest in a particular area of work, a ‘passion about food’ or ‘a personal interest’, and management training did provide product information as part of the process, but the demand for and emphasis on specialist knowledge was limited. Mason and Osborne’s (2008) comparison of supermarkets with electrical retailers reveals that the (often supplier provided) training in product knowledge that characterised electrical goods had few parallels in supermarkets, while Gamble’s (2006) research into Chinese retailers showed a well educated workforce and a highly demanding customer base not reflected in our study. In these supermarkets, workers could apply for entry-level managerial posts as soon as their twelve weeks of initial training were complete (although the graduate training schemes in both supermarkets were rather different). Graduates were more noticeable in the head offices and in certain specialisms (three of the four store-based human resource (HR) managers we spoke to were graduates, compared to three of the 23 managers in Retail 1 Store A). But while one 9 of the HR managers thought that having a degree was useful for ‘the analytical side of what (managers) need to do’, in general formal qualifications were not a significant criteria for managerial posts. The vast majority of managers had come up from the ranks of hourly-paid shopfloor workers. Interestingly, the non-graduate managers all spoke of the encouragement they had received from their managers to embark on management training. In the absence of a universal demand for specialist training or knowledge, leadership, both demonstrated and potential, was presented as the key element in selection decisions for such career progression: I mean, when I interview managers to join my team, I’m not necessarily looking for ‘Do they know what baked beans and yoghurts are? ’ and ‘Have they filled them before? ’ I’m looking for attitude, I’m looking for personal resilience and I’m looking for a track record. What have they done before? What have they done in the past? But it doesn’t necessarily mean that if I’ve got a grocery manager position I want a grocery manager from another store. Because it’s about managing people, it’s about managing hearts and minds really. (general store manager, Retail 1, Store A) But while store language focused on obedience and hearts and minds, the structural features of promotion ensured that, in practice, most managers and leaders were men. Moving between departments was an integral part of career mobility in both supermarkets. Promotion, even for the first foray into managerial duties, involved a switch of departments, while subsequent expansions of responsibility meant managers would be moved to increasingly larger departments in the stores. For general store managers, and for the second tier of senior management, geographical mobility was required and managers were expected to move between different stores in the same ‘regional cluster’ (generally between 15 to 25 stores, depending on the region). Interestingly, managerial informants stressed how lenient their superiors were when imposing these travel requirements. Annual performance appraisals istinguished between preferences for a 30-minute or a one-hour commute. Retail 2 store managers were told by their regional bosses to prioritise their families and the general manager of Store B asserted proudly that he would not be despatched to the other end of the country against his will. But, while all managers seemed to accept that mobility was required, for others the geographical differences between managerial and front-line worker posts discouraged progression and helped to account for the fact that, while the lower ranks of supermarket workers were dominated by women, the managers were predominately male. 0 Many of the workers we interviewed were attracted to retail by the fact that it was part-time: women with caring responsibilities, students, young people and older workers dominated the workforce. People worked in their local stores and their limited hours often suited their other responsibilities or desire for education. Managerial posts, by contrast, were almost universally full-time despite, given the length of opening hours (24 hours for Retail 1 and 8am to 10pm for Retail 2), no one manager would be able to control their store continually (see Dalton 1966, Moss-Kanter 1977). We did meet two women managers in shared posts but these were rare and had been specifically created to accommodate these informants’ demands for job-sharing (see also Mason and Osborne 2008). Small Freedoms Unlike the transformational visionaries of the leadership literature, the freedoms enjoyed by the supermarket managers in this study were generally minor and illicit. Despite the recurrent official emphasis on ‘comply then complain’, most created their own small discretionary spaces. The most commonly cited example was in store, counter or shelf layout. Detailed specifications were sent down from head office dictating the number and placement of products. But these were based on national averages of other stores in that category with little sensitivity for local geography, tastes or customer-base. Accordingly, in practice local knowledge, personal interest and the desire to personalise space often triumphed over the formal specifications. It was, of course, possible to protest against layouts officially. The general manager of Retail 1 Store A had done so when he wished to re-site the movie and video booth in his city centre store, taking it out of the foyer where it was vulnerable to repeated thefts and switching it with a sandwich booth which would have benefited from being more readily accessible. His request involved developing a detailed business case and visits from senior management but was eventually turned down (or indefinitely postponed pending a fuller refurbishment to include a pharmacy). Others were less regulation bound. I just did it, I got told to do it. They put trust in me to change the layout in the store of Home and Leisure, to move products around if I believed it would gain sales. And for example all the Home section wasn’t together, DIY and water was with pots and pans, party ranges weren’t with disposable paper tableware, so I put a new shopfloor plan together to move it all around and we did that†¦ [A]t [names other store] I’d gone through a couple of revamps where I’d actually 11 hanged over 200 bays in [other store] because we went through revamps to get bigger and better ranges in so I’d done a lot of work in the past on how a department should flow and how it should look and how we get the best out of the ranges and stuff like that so putting that experience into here and grouping the departments together†¦ [Did you have to negotiate with Head Office? ] No, we just did it. (senior manager, Retail 1, Store B ) Occasionally re-siting compensated for inadequacies in the briefing documents. One manager liked to get experienced staff to adapt official shelving briefs to suit the store: They know if they’ve been doing that for a couple of years, they know what will sell and what won’t. Now [if] it’s a novice then they wouldn’t, so I’d need them to do it in space flexing which will tell them the quantity. The plan would tell them how many facings so, say, it was like that it wanted a capacity of 70 on four facings but you can fit that 70 on two facings I would expect you to do it to two facings. And that’s where you gain space as well on the plan if you needed to open up on something else because it wasn’t lasting on the shop. [So you’ve got to play around quite a bit? ] Yes, you’ve got to play around with it, yes. Everything’s not as easy as black and white on paper. (general merchandise manager, Retail 1 Store B) Occasionally individuals also needed to over-ride the computer systems to over-come limitations. The demand for hot dog rolls on bonfire night, more salads and fresh vegetables for barbecues on unexpectedly hot days and ensuring that local tastes were provided for through particular fish or flavours of roast chicken were matters of relative individual discretion. But most of these practices were heavily discouraged officially and many were formally denied. One manager of a Retail 2 supermarket during a first interview and guided tour of his store was enthusiastic about the way Retail 2’s head office experts designed and laid out the shelf space. An enthusiasm which lasted until one of the researchers took out a camera to photograph the excellent layout. He was immediately asked not to take photographs, since the manager had exercised his own discretion and did not want news of this individuality to get back to head office. People and Leadership Amidst the widespread use of regulation, standardisation and constraint there was one area where managers were both encouraged and expected to use their own discretion and, in the rhetoric of their head offices, exercise ‘leadership’. This was in the area of people management. The structural means for doing this was very limited. Wages, 12 staffing levels and worker tasks were all pre-set by head office, although some local adjustments were possible. Store managers who recruited staff would be told how many ‘hours’ they could hire, but it was up to them to decide how to divide this up, so, for example, twenty hours might translate into three new part-timers working distinctive shifts. This often proved difficult to implement, since computer staffing levels did not always translate into viable recruitment. The personnel manager, she cares a lot, but [for] the company [it’s] all about its process, [it’s] not really about the people. And so the process is sort of disguised as this ‘caring’ – but it’s not. So these people, they just expect you to do more and more, and we take more and more sales but we don’t necessarily get the hours. Produce was given 20 extra hours for quarter three in line with sales and things, but I can’t recruit for these 20 hours because all that’ll happen is they’ll get taken away after Christmas or the sales won’t be there so I’ll never see them anyway. You know they’re not tangible, I can’t take them and use them. (produce manager, Retail 1, Store A) Much of this was work intensification. Head office staff expected local managers to know who they could allocate to particular tasks to save a few hours on the timesheet and this was considered excellence in leadership. [S]o we’re looking for the managers to not be creative in the ways they do their processes, I want them to follow the processes exactly how the systems define them†¦ I want them to lay the store out how the system devises and I want them to fill the shelves how it says on the tin, if you like, but then absolutely be as creative as possible in the way you service the customers. More the way we would be going. (business improvement director, Retail 1, Head Office) This ‘creativity’ was also set down in systems and structures of the stores. The performance of their departments or stores in terms of customer service was assessed through monthly ‘mystery shopper’ visits, while regular staff meetings provided managers with an opportunity to motivate. The morning shifts in both supermarkets began with caucus-style meetings, held in a central location on the shopfloor in Retail 1 and in a staff area in Retail 2, between the store manager, the upper management team and all the departmental managers who were on shift. Department managers held the same sort of ‘getting the day started’ meetings with their respective department staff. News about how the store or unit was doing in terms of the performance criteria was often a major theme; good performance was usually emphasised as a reason to feel good and underperformance as grave and in need of immediate attention. In the briefing templates handed down from the head offices, spots were allocated for events to note, improve or celebrate. Managers’ motivational 13 role (whether through generating pride or alarm) was possibly most necessary during these meetings, as announcements, for example about the roll-out of new uniforms could be rendered exciting, or a letter of appreciation from a customer as emotionally touching, through their performative skills. Performance related pay was extensively used. For general store managers it could amount to as much as 40 per cent of salary and even hourly paid workers might earn over ? 100. Individual performance was supposed to be assessed separately, as one informant noted: ‘sometimes you can have a department which hasn’t performed well on paper but what that manager’s contributed to that maybe it’s a total different story’. But in practice, greatest weight was placed on store and overall company performance in a given trading year. Both supermarkets used some version of recognition schemes where small monetary awards from ? 10 to ? 0 could be given out, and this was largely at managers’ discretion to ‘celebrate success’, as there was ‘a lot of pressure on everybody to perform all the time’ (bakery manager, Retail 2). But managers appreciated that the effectiveness of such schemes was limited: [A] lot is spending time with them and motivating them. You know if you motivate them they work far better than – [How can you motivate them? What do you have at your disposal to motivate them? ] You don’t really have any financial really, apart from you’ve got the yearly bonus, you know colleagues get a yearly bonus. So you’ve got the bonus to aim for. I don’t know really†¦ I think everyone is motivated by doing a good job and job satisfaction and spending time with people and I think a lot of it as well is getting to know colleagues, I know just about everyone by their first name and things like that. (senior manager, Retail 1 Store A) The financial outcomes of managers’ work were assessed through daily checks and monitoring of sales, waste, loss of products and the profits their departments or stores generated. Many were factors over which they had little control. Describing her Key Result Areas, which included absences, sales, labour turnover, waste and the customer service score, the HR manager (Retail 1, Store A) commented, ‘[s]o all my key result areas are linked with everybody else’s, so it’s my influencing skills that are really being looked at for that†¦ As a manager, you’re paid to manage; you’re not paid to fill the shop necessarily’. This confidence was widespread. But as the store managers pointed out structural conditions, including local labour markets, might be ignored in head office plans but heavily influenced how effective such work intensification could be. One, who was responsible for staffing a city centre store in a University town, spoke with 14 envy of a friend who managed a rural outlet. If workers in the city centre felt unfairly treated, they had a choice of part-time service sector jobs to move to. Their rural counterparts, in the absence of other local job opportunities, stayed in post (many had been there since the store opened). Yet this was the area over which managers were deemed to have most control and many seemed to accept this. When our informants spoke about leadership, their most common reaction was to emphasise the difference that they, as individuals, could make. A graduate departmental manager in his early 20s noted that he needed to ‘work on leadership and people skills’. It was not that these managers did not appreciate the impact that computer breakdowns, local labour markets, employee turnover, stock levels and the weather could have. They did, and dealt with such problems every day. But they also saw them as excuses for a lack of leadership. It was the managers’ job to enthuse and inspire others, even when policies and practices had not been explained to them and even if they disagreed with head office decisions (see also Smith 1990, Watson 1994). According to three of our informants: The depot might have been short of people and deliveries haven’t turned up on time. That could throw things off. Or promotional stuff hasn’t turned up. But there’s nothing in a store that we can’t fix, and it’s all about driving the right attitude in the management teams. Because if you drive that attitude well, you can fix anything. (general store manager, Retail 1, Store A) At the end of the day we’ve got to be the leader†¦ I think there’s a difference between being a manager and being a leader and we have to become leaders and†¦ e need to keep a real positive approach, because if we turn round to staff and say yes, what we may think in our heart of hearts is one thing, but when we go out there we’re out on stage, we’ve got to perform and say, ‘OK, it’s tough, but however if we all do this that and the other and get stuck in, we’re going to win thisâ₠¬â„¢. And you’ve somehow got to inspire your people out there, you know, so you’ve got to leave that at the door, because we can’t do anything about that. Somehow, what you have got to do is deal with the colleagues you have got, to ensure that they’re motivated, trained, they’re quick to do the job, and hyped up, and they’re going to go out there and deliver it. (senior manager A, Retail 2, Store C) OK, if I’m in store today and we get the [mystery shopper] man and I get 90 per cent, then that’s on my watch so was I here, was I up in the office looking at the PC or was I downstairs driving the availability, saying, ‘Where are those cauliflowers, where’s that, where’s that, where’s that? Or did I allow there to be nobody on produce because both the departments’ managers†¦ are on the same day off, and when they came in there was no cauliflower or lettuce because the person 15 down there was actually on the till and I didn’t actually know†¦ Yes, so if I’m going to be running a store tomorrow, for instance, I should really know who’s in wha t’s going on and any problems. (senior manager B, Retail 2, Store C) Leadership in these supermarkets was very specific and very detailed. Formal HR practices, meeting templates and detailed systems were in place. Informants gave examples that included monitoring work to ensure people were achieving their targets, retraining those who were not; monitoring stock levels; and being present on the shopfloor. However ultimately encounters with people, whether employees or customers, could not be scripted. The leadership rhetoric, because of its lack of links to the reality of daily work, was used as a motivational tool to persuade managers to work more intensively themselves and encourage others to extra effort. Discussion and Conclusions This article has presented an empirically based discussion of leadership in British supermarkets. The managers we observed were constrained by extensive regulation. Their experience of deskilling and discretion, consent and control bears little resemblance to the entrepreneurial visionaries described by writers on leadership. Yet despite that, most of our informants described aspects of what they did as leadership, maintaining proudly, and often in defiance of the evidence, the difference that they as individuals could make. Evidence from elsewhere confirms the impact that line managers have (Rainbird and Munro 2003) but this impact is not without limits. Here, head office systems, computerised schedules, pre-packaged and automatically ordered goods, design planograms and set hours and pay rates provided internal constraints just as location, labour market and the local economy supplied external ones. Our informants needed to accept the leadership rhetoric enough to assert that they could make a difference, but not so much that that difference was extended to questioning the constraints on them; a difference accepted in practice by most. This leads us to two conclusions. Firstly that leadership was a small freedom rather than a radical transformation (see also Rosenthal et al. 997, Edwards and Collinson 2002 on empowerment). It affected only the minutiae of the work but even this trivial level of discretion made a great deal of difference to the individual managers. The illicit freedoms of revising store layouts and adjusting stock orders, which managers engaged in to make their mark on work and improve store 16 performance, were matc hed by official and acceptable areas of freedom in the unscriptable areas of people management. These trivial freedoms lead us to our second conclusion on the implications for academic analysis. Leadership is, at least in part, what leaders do, how they do it and who they are. If, as here, mainly male managers worked to pre-set routines with tightly monitored targets then this needs to feature in our understanding of leadership. Yet to date, most accounts have neglected the mundane aspects of work, the very elements highlighted as core in this study. The leadership rhetoric, valued for its emotive qualities and its unreality, was used by managers and their superiors to value, inspire and intensify their input. Managers showed a sophistication missing from many academic writings in their ability to distinguish between rhetorical flourishes and real-world job design. Given this, we suggest that future research may wish to focus more clearly on the unexciting, hackneyed and everyday aspects of work and to consider the form the language of leadership really takes on the shopfloor. The unrealities of leadership are important but they have already absorbed too much academic attention and need to be clearly distinguished from the realities. Future studies, developed through empirical evidence, need to provide a nuanced, local and empirically based understanding of what really happens. 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Business Communication Telenor Myanmar-Free-Samples for Students

Question: You are required to evaluate the appropriateness of information used to make important strategic decision. Choose two functions of the organization. Answer: Introduction Telenor Myanmar is among the worlds leading telecom companies that build its competence from global operations. Telenor has been rolling out modern telecom network services that benefit customers in the most profitable manner. In its desire to enhance market success, Telenor runs finance and marketing functions whose information help the management in making strategic decisions (Samarajiv, 2016, p. 100). To run these functions, the company utilizes over 700 employees in both finance and marketing and this contributes greatly to its improved profitability and enlargement of customers base. This essay aims at evaluating the appropriateness of information used by Telenor in making strategic decisions for finance and marketing fields. Finance Function Finance function plays critical roles in the decision making and strategic planning processes of Telenor. As a corporation, Telenor is focused to improve its financial performance in the years to come. Financial metrics help Telenor assess its overall performance in a standard manner. Income statements help Telenor determine whether it is efficiently using its financial resources and this is useful in decision making (Calderaro, 2014, p. 20). Under the finance function, balance sheet information offers the company with appropriate details regarding business assets and liabilities which determine liquidity position of the company. The provision of up to date financial information by the finance function has been useful to the management of Telenor in making decisions. Such decisions include; strategies for improving profits, the right sources of finance, and cost reduction techniques (Min, Fife, and Bohlin, 2014, p. 47). All these decisions arise from the information offered by the finance department to the management of Telenor's costs, sales information, and salaries information. Marketing Function Marketing cover numerous responsibilities within Telenor for its acts as the guideline for the development, production, fulfillment, and provision of telecom services as demanded by the market. In this perspective, the marketing functions coordinate all departments within the company, and this contributes greatly to generating positive publicity (Dale and Kyle, 2015, p. 320). The management of Telenor ensures that useful and sufficient market research is conducted before making any decision regarding the product quality and type to offer the market. Customer information is also relevant. Telenor enjoys a large market base in the world and this means that the company is in a good position to meet consumer needs appropriately. The promotional campaigns undertaken by the company in the marketing of its telecom services must be relevant as well (Calderaro, 2014, p. 16). The marketing function of Telenor uses the market information in the designing of the product, its price, and decisions on what audience to deliver the service to. The demands by the market guide the company in making telecom services marketing decisions. Conclusion Finance and marketing functions provide useful information to the management, and this helps in making strategic managerial decisions. Finance information helps the management design budgets that conform to the financial position of Telenor. Marketing information obtained from the target consumers help the marketing management offer the right telecom services, and this helps in broadening customers' base in the market. Therefore, the integration of finance and marketing function information greatly assists an organization makes excellent strategic decisions hence enhancing growth and sustainability. Bibliography Calderaro, A., 2014. Connecting Myanmar: telecom reform and political transition.Open Democracy,2014(6 Feb). Dale, J. and Kyle, D., 2015. Smart Transitions?: Foreign Investment, Disruptive Technology, and Democratic Reform in Myanmar.Social Research: An International Quarterly,82(2), pp.291-326. Min, T.T., Fife, E. and Bohlin, E., 2014. Consumer demand for the mobile Internet in a greenfield emerging market.: The case of Myanmar. Samarajiva, R., 2016. Policy Challenges in Embracing Mobile Technology to Promote Socioeconomic Development: The case of Myanmar. InJoint Lee Kwan Yew School-Qualcomm Research Conference on Socio-economic impacts of mobile communications: Implications for ASEAN.

Matching Essays - Medicine, Bone Fractures, Emergency Medicine

Matching Match the following terms with the proper definition or example. _____ 1. Central Sports Medicine Team _____ 2. Peripheral Sports Medicine Team _____ 3. Pediatrician _____ 4. Human Anatomy _____ 5. Biomechanics _____ 6. Negligence _____ 7. Assumption of Risk _____ 8. Proximate Cause _____ 9. Informed Consent _____ 10. Gross Negligence _____ 11. Amphiarthrodial joint _____ 12. Synarthrodial Joint _____ 13. Diarthrodial Joint _____ 14. Epidermis _____ 15. Epiphysis _____ 16. Comminuted Fracture _____ 17. Blowout Fracture _____ 18. Abrasion _____ 19. Contusion _____ 20. Laceration _____ 21. Occipital lobe _____ 22. Cerebrospinal fluid _____ 23. Frontal Lobe _____ 24. Amnesia _____ 25. Tinnitis a. a closed wound that bleeds under the surface of the skin b. a jagged, irregular open wound c. wound characterized by scraping layers of the skin d. a fracture resulting in three or more fragments of bone e. fracture that occurs around the orbit of the eye f. team members that include physical therapists, dentists and chiropractors g. specializes in the medical treatment of children h. refers to the study of bones, joints, muscles and organs i. refers to the science of human movement j. team members that include the athlete, coach, ATC and team physician k. a freely movable joint that has a joint capsule l. essentially an immovable joint that is characterized by bones held together by tough connective tissue m. the most superficial layer of skin n. area of long bone where growth occurs o. a joint of cartilage that links bones, such as where the ribs join the sternum p. failing to provide even a slight amount of care q. close connection between action and resulting injury r. legal w rong when one fails to act as a reasonable person would s. acknowledging the full understanding of dangers in sports t. obtaining permission to treat an athlete u.difficulty remembering things v. bathes the brain for protection w. most posterior lobe of the brain x. ringing in the ears y. the most anterior brain lobe

How to Become a Respiratory Therapist

How to Become a Respiratory Therapist For patients who struggle with the most essential thing in the world- breathing- respiratory therapists can be literal lifesavers. The Day-to-DayRespiratory therapists work directly with patients of all ages to manage chronic respiratory conditions like bronchitis, sleep apnea, asthma, and emphysema. They also work with patients who have had heart attacks, infants who were born prematurely, and other patients who suffer from breathing issues. On an emergency basis, respiratory therapists might also treat victims of shock, heart attacks, or drowning to restart breathing after sudden distress.Respiratory therapists typically practice under the supervision of physicians, and work with doctors, nurses, and patients to create and execute respiratory treatment plans. Therapists also handle specialized medical equipment like ventilators and artificial airways for patients who can’t breathe on their own. Respiratory therapists also educate patients on long-term care and managing chron ic conditions. Most of these therapists (about 75%) work in hospitals, but they can also be found in sleep clinics, patient home care, diagnostic laboratories, emergency care centers, eldercare facilities, and other healthcare centers.For more on what it’s like to be a respiratory therapist, check out these videos:Be Something Amazing – Respiratory TherapistWalk in My Shoes: Hospital CEO Turns Respiratory Therapist for a DayLife and Breath- A Presentation of the Respiratory Therapy Career  The RequirementsRespiratory therapists need to have at least an associate’s degree from an accredited respiratory therapy program. Many respiratory therapists also go on to get their bachelor’s or master’s degree in the field. They can get certification via multiple-choice exams offered by The National Board for Respiratory Care- and although this is technically voluntary, at this point 49 states require some form of licensing or certification. Be sure to check your own state to see what’s required of respiratory therapists.The SkillsThe respiratory therapy field calls for a number of special skills and knowledge bases, including:Attention to detailCritical thinkingPatient evaluationAnatomy and physiology (especially cardiopulmonary physiology and pathophysiology)Disease managementMedical technologyThe PayPer the U.S. Bureau of Labor Statistics (BLS), the median salary for respiratory therapists is $56,730, or $27.27 per hour. According to PayScale, the field has a â€Å"very strong† job satisfaction rating among surveyed therapists.The OutlookAs with so many Allied Health careers, the respiratory therapy field is expanding, and will continue to do so. The BLS  expects that the job will grow by at least 12% by 2024, which is faster than average.Interested? APPLY HERE

Career Development Theories for Women

Career Development Theories for Women Women’s career development is different from men’s for at least two reasons. Gender stereotypes can affect women to underestimate career possibilities, and childrearing responsibilities of motherhood can complicate her a woman’s balance of career and homemaking roles. Coogan and Chen (2007) think that Gottfredson’s theory of self-creation, circumscription, and compromise, and the social cognitive career theory, and Super’s life-span and life-space theories can be used to understand women’s psychological path of career decision making. Counselors can apply principles of these theories to assist career development of women (192-193). Gottfredson’s theoretical models (1981, 2002, 2005, as cited by Sharf, 2010) explain how childhood gender role beliefs involve individuals’ career choices. Children form self-concept through early childhood to adolescence. As early as lower years of elementary school, children think about their socia l selves and discard occupations that are incompatible with their sex roles. By the years of secondary school, these children also put value on social appraisals, and reject jobs which unfit their own social classes and family expectations. By the adolescence years, in consequence, they seek jobs within their gender roles, social classes, and family expectations (, 199-206). For example, an elementary school girl eliminates truck driver as a career option because this job does not match her gender role. Later, this girl also eliminates factory worker because this job does not match her family background. In consequence, she chooses nurse because this job matches her gender role, social class, and family approval (Sharf, 2010, 199-206). Social cognitive career theory also explains how gender stereotypes influence women’s career developments. Social cognitive career theory is was originated in by Bandura’s 1986 social cognitive theory(as cited by Sharf, 2010) and the cor e concept is self-efficacy, which is self-belief of abilities and capacities to accomplish something (specific page number needed here). (Don’t put all the rest of the dates as those are just each year after the first year Bandura updated or revised his publications.) Cultural and gender role expectations within one’s contextual, as well as immediate environment, such as availability of role models, counselors or financial support etc., affects his/her level of self-efficacy and career goal setting (as cited in Sharf, 2010, 393-398). As this is more of a 2nd hand citation, you need to clearly show it as such. And, 393 to 398 is too great a page spread. You need a more specific page number(s). Women with low self-efficacy for the world of work are known as to seek traditionally female dominated jobs, and limit possibilities of job satisfactions and earn high salary (Coogan and Hackett & Betz, 1981, as cited by Sharf, 2010) emphasizes importance of immediate environment . Counselors can influence women clients to enhance their level of self-efficacy on the field of nontraditional female occupations, and subjects of math and science by teaching them that fears of these areas are only socialized gender stereotypes (401). Encouragement is influential for shaping one’s self-efficacy and career goal setting. Whitmarsh, et al. (2007) compared two groups of women. One group was consisted from professors, physicians, and attorneys. These occupations are traditionally dominated by men but getting explored by women. Another group is consisted from social workers and teachers. These occupations are traditionally dominated by women. Women with preceding group said that they received strong encouragements from not only their family members, but also educators and counselors to pursuit these careers, while women with the other group said that they received messages from family members that these careers are suitable for women (230, 233).

Define qualitative research, and consider its appropriateness to your Essay

Define qualitative research, and consider its appropriateness to your own educational research - Essay Example Qualitative research focuses on the collection of non-numerical data such as narratives and unstructured interviews. The qualitative approach is often associated with post-positivist, hermeneutic or constructive schools of thought (Evers and Walker, 2005: 42). Each of these approaches provides researchers with different paradigms or conceptions and views of research problems and methods. As a result, the conclusions generated from each of these methodologies are different. Accordingly, methodology deals with the methods and principles used in an activity, the researcher explain how he did the research, the methods of data collection, materials used, subjects interviewed, or places he visited. Give a detailed account of how and when he carried out his research. Explain why he used the particular methods, which he did use, rather than other methods. Once a person has decided upon a research topic, the next important step is to choose an appropriate method. He may decide on a qualitative study, collecting data by interview, or you may choose a quantitative method, carrying out a survey by means of a self-completion questionnaire. In order to have a good piece of research, a researcher must have a detailed plan of how the research will be conducted. A good research design not only will anticipate and specify the seemingly countless decisions connected with planning and carrying out data collection, processing, and analysis, but also will present a logical basis for these decisions. As a researcher, several different questions surface concerning which design to choose. The distinction between design and method must be made clear. The design is your plan, whereas the method is the means by which you investigate your research interest (Bassey, M. 1999, 24-26). One of the key decisions a researcher must make is how to operationalize their research study. Often, a researcher decision to choose

Position paper over why marijuana should be legalized for recreational Essay

Position paper over why marijuana should be legalized for recreational use - Essay Example This comparison significantly influence public perception on the issue. In analyzing the arguments on for and against marijuana, supporting the legalization of marijuana has more benefits to the society than its negative effects. Consequently, marijuana should be legalized for recreational use. Most criticism on marijuana are based on the medical impact on the user. Similar to most drugs, marijuana has side effects. However, the side effects of the drug can be easily addressed. In comparison to legal and most abused drugs in the United States, marijuana poses the less significant health risks. In an argument by Brewer the health risks associated to cigarettes and alcohol cannot be compared to that of marijuana (1). For instance, numerous studies have shown the cancerous effects of tobacco. Apart from studies, it is proven that cigarette use is a major cause of cancer. This is dissimilar to marijuana. The drug still has zero proven cases reported as a cause of cancer. Still on cigarettes, tobacco is highly addictive compared to marijuana. Rampant users have difficulty in refraining from its use. On the other hand, marijuana addiction are rare as users easily cope with absence. Comparing the two drugs, Brewer is of the assumption that tobacco is hugely dangerous to human hea lth than tobacco (1). The author further asserts that tobacco has been a cause of death of 500,000 people annually in the United States (Brewer 1). From this provisions, one may assert that is cigarette is a legal drug, marijuana should also be legal. The argument is based on the adverse effects of tobacco on human health as compared to tobacco. The same comparison could be made on the effects of alcohol. As reported by the CDC, 25,000 deaths caused by alcohol overdose were reported in 201 (Brewer 1). In addition, 16,000 liver disease deaths were contributed to alcohol abuse (Brewer 1). These statistics display the impact of the health hazards associated with alcohol abuse. The same

Johnny Depp - A Philosopher Among Actors Essay Example for Free

Johnny Depp A Philosopher Among Actors Essay If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. Let him step to the music which he hears, however measured or far away. In simple terms, this quote is referring to those who do not conform to the standards placed on them by their culture or subculture. In Hollywood, the way one becomes an A-List actor is by conforming to the Hollywood system: take the roles that provide the largest paychecks. Ben Affleck did not become a superstar celebrity by following his passion; Reindeer Games and Gigli are perfect examples of that. However, there is one actor who has consistently chosen his own roles, much to the dismay of his agent, based solely on his interest in the character he will portray. This actor has never taken a role that he did not feel passionate about, regardless of the flack he received from critics or the general public, and he is now one of Hollywoods finest. Johnny Depp stands out from the crowd because rather than conforming to the Hollywood standard he has become an A-List actor by following his own muse, or walking to the beat of a different drummer. A perfect example of Johnny Depps passion for his work is his starring role in the movie, Ed Wood, about Ed Wood, a filmmaker best known for making bad movies. It sounds ironic, but Johnny was insistent that this was a great movie. Despite, at the height of his career, being told that making this movie would ruin his professional image, he pursued the role. The movie was made, and it went on to win an Academy Award. Another example of Johnny Depps dedication is the movie Once Upon A Time In Mexico filmed in the heat of the summer of 2002. Because he wanted this role, Johnny agreed to film for seven consecutive days at 12-16 hours per day! A typical A-List actor will, under no circumstances, work for more than 8 hours per shooting day. Other movies that Depp was warned not to do, which went on to become successful were: Edward Scissorhands, Dead Man, Whats Eating Gilbert Grape, and Pirates of the Caribbean, for which he is nominated for Best Actor at the Academy Awards this year. Johnny Depp is renowned for his choice of movie roles. He does not simply work for the paycheck; he is truly pursuing his passion, and he has done it  quite successfully. Roger Ebert, a well-known film critic, has called Depp a modern Thoreau a philosopher among actors. At the 76th Annual Academy Awards, Johnny Depp was recognized specifically for his success in taking part in only films that he truly wanted to be a part of. Considering the standards that the industry places on actors, the fact that Johnny Depp has not sold out and taken a role simply for the money, is an admirable quality. If everyone possessed such commitment in their work, and more so, such conviction, life would be much more enjoyable to live.

Graduation Speech: Live Life to the Fullest -- Graduation Speech, Comm

I would like to begin this evening by welcoming all of my classmates, staff, parents and guardians, the school board and superintendent, friends, and relatives to the commencement of the class of 2012. Commencement is a critical juncture in our lives; it is a momentous occasion where we believe we are about to start anew. However, graduation is the bittersweet moment where the forces of past and future are simultaneously acting on us. Consequently, the past is not dead. Alfred, Lord Tennyson, suggests that our past experiences will be with us forever as he states, " [we] are a part of all that [we] have met; yet all experience is an arch where through gleams that untraveled world." That is why graduation, similar to other turning points in our lives, possesses two halves, which accentuate each other. We are looking forward, but the "arch" of experience beckons us to remember, value, and learn from our past experiences. Thus, I feel that in order to appreciate commencement fully, we must remember our own past, and in particular, the last four years: For we are leaving many of ...

Airtel Advertisement Analysis

Airtel Advertisement Analysis †¢ 1. Presentation by Group-2Abhinav Shikhar Ashwin GoyalJoshuva Alexander Motiur RahamanMudit Desai Maneesh GargVignesh P. B Kanupriya Sethi [email  protected] com †¢ 2. Competitive Environment†¢ Communication:†¢ â€Å"any thing that allows one person to communicate to another person â€Å"†¢ 1) Telecom sector†¢ 2) Skype†¢ 3) Mail servers†¢ 4) Social network sitesTodays youth share a relationship with theirfamilies but they share their life with theirfriends.Thus, the communication as well as theservice has relevance for todays youth. †¢ 3. 1. Airtel Jingle- A. R. Rahaman †¢ 4. 1. Airtel Jingle- A. R. Rahaman†¢ 16 states, 600 million people, one service provider†¢ One network that connects India, like A. R Rahman moves India with his music†¢ TG: People who need wireless network, people who want to connect on the go, people who want to be the part of the revolution of wireless communica tion†¢ This music went on to become the â€Å"Airtel Signature Tune† †¢ 5. 2. Join The Dots †¢ 6. 2.Join The Dots †¢ â€Å"Few relation are very important, they cant be avoided †¢ When relations are based on love and affections, distance is nothing and conversation is possible †¢ – keep connected with Airtel†TG: special relations Son, Daughter, Wife, Husband, Mother, Father ( Every Family member) †¢ 7. 3. Communication Boundaries †¢ 8. 3. Communication Boundaries †¢ ‘Express Yourself’ platform making the breaking of communication barriers its focal point â€Å"Deewarein gir jaati hain, faasle mit jaate hain, jahan do baatein ho jaati hain (Barriers break when people talk). Connecting cultures, longing to communicate without any barriers the society places, making new friends, caring, unity, peace, free mindednessTG: long distance relationship Son/ daughter away from home, husband away from hiswife for bu siness assignment, friends separated because ofcareers. †¢ 9. 4. Endless Goodbye †¢ 10. 4. Endless Goodbye†¢ â€Å"A man and his girl are never apart even after they say goodbye†Ã¢â‚¬ ¢ With Airtel 3G video calls, you always stay close to your oved ones, no matter how far you are. †¢ love-Affection-Togetherness†¢ TG: people who always want to see and talk with each other†¢ Nominated as Best Ad in CANNES Festival in 2010 †¢ 11. 5. Street Performer †¢ 12. 5. Street Performer†¢ â€Å"Dil Jo Chahe Pass Laye†Ã¢â‚¬ ¢ Wherever you go, carry your entertainment with you†¢ Entertainment anywhere any day†¦. TG: On the GO entertainment lovers, Demanding †¢ 13. 6. Together Good Things Happen †¢ 14. 6.Together Good Things Happen†¢ The growth of Airtel is related to Shahrukh khan from its†¢ No one to someone to stardom, which is connected to 110 million fans. †¢ Unity, togetherness, networking, Aspiration , chasing the dreams, relationships, success. †¢ â€Å"Life is all about experience† †¢ â€Å"You cannot be alone when 110 million people are connected with you† TG: Aspirating People, close friends, people who loves networking, people who want to be together †¢ 15. 7.Har ek friend Zaroori hota hai †¢ 16. 7. Har ek friend Zaroori hota hai Besides entertaining one and all with its catchy jingle, the ad served to position Airtel as a brand that stands for friendship, and helps one to stay in touch with all kinds of friendsThe early morning friend TG the guy who throws his house open the late night saviour the ones who pay for you The ones who borrow money from you – the list is endless†¦Ã¢â‚¬ ¦. †¢ 17. 8. Jo tera hai wo mera hai †¢ 18. 8.Jo tera hai wo mera hai†¢ â€Å"Friendship is all about sharing†Ã¢â‚¬ ¢ Picturisation: vibrant, peppy, colourful and pretty much bursting with youth, and the upbeat mood of the ad is complemented by an anthem that has started creating quite a buzz on the digital space. †¢ Relation, happiness, Youngsters, Masti, Cool factor, Memorable moments in friends. †¢ TG: Teenagers, youngsters, Tech Savvy †¢ 19. Power of human expression †¢ 20. Proud to be Indian †¢ 21. Airtel Brand is All About†¦Ã¢â‚¬ ¦.Teenagers, youngsters,( special relations-family, friends, love( breaking of communication barriers( Express Yourself( love-Affection-Togetherness-bonding( every friend is important( â€Å"Dil Jo Chahe Pass Laye†( More than 110 million people networking( †¢ & many more†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Sanjay Kapoor, Bharti Airtel chief executive for India and South Asia at anews conference in New Delhi March 11, 2010 said â€Å"One target audiencefor Bharti’s services is India’s 560 million youth, is who â€Å"have habits akin toyouth in the western world. †

The Major Issues and Conflicts on Bilingual Education

Bilingual education was first initiated in 1968. It was a new means to educate the children who spoke a minority language. thirty-one years later the same problems exist for those children who speak a language other then English. The experiment of Bilingual education has been a failure and now it†s time to move on. The first English only initiatives were brought forth in 1981 by newly elected president Reagan. Since then the conflict over Bilingual education has drove on. Currently twenty-three states have â€Å"English Only† laws with 4 states having laws that are pending. The issue of bilingual education and the conflict that surrounds it is primarily focused between whites and Hispanics, although since the mid 70†³s it†s also been involved with the Chinese and Mung cultures. Bilingual education has failed however, currently the movement is towards and English only educational system. The simple fact of the matter is that people who speak a language in this country will never get ahead. We†ve tested the ignorant notion that you could get by without speaking English; or speaking English very minimally, but that†s promoting and even more ignorant idea which is that you don†t need speak English fluently to succeed in America. In 1968 we didn†t know that Bilingual Education wouldn†t work, however, it†s time to move on and do the right thing and switch to English Only. Lyndon Johnson was president, we had the futile dream of world peace, at the same time we were â€Å"Bombing the North Vietnamese into the stone-age†. In the final year of LBJ†s presidency sever new education initives were taken as part of the last step in his â€Å"Great Society† programs. One of these new initives was Bilingual education. At the time it was supported by the Liberal whites in this country, for the most part the conservative Hispanic sect was opposed to such measures. The idea at the time was, kids would learn in their native language and simply pick up English gradually. Those ideas were radicalized in the 1970†³s however, the premise moved away from gradual learning of English; to English wasn†t really necessary. In 1981 Bilingual education came under assault from newly elected president Reagan proposed moving to the English Only system. The idea wasn†t viewed as Anti-Hispanic at the time, or as some kind of racist proposal. Reagan was adored by a majority of the Hispanic community, drawing unprecedented support among Latino voters. The issue of bigotry wasn†t brought forth until the Democrats were sent packing in Gingerich revolution of 1994. In 1999 the debate rages on another 4-5 states are preparing for an â€Å"English Only† law to go on the 2000 Election ballots. The assault on Bilingual Education will continue on. There have been several attempts to put an â€Å"English Only† amendment in to the constitution, all have failed. However, as public support for English only hits record highs an amendment maybe inevitable. The latest of the states to abolish Bilingual education was the state of California; not exactly a conservative state by any means. The controversial Prop 227 was passed by a significantly wide margin 61% to 39%. Prop. 227 was headed by Millionaire computer executive Ron Unz himself the son of immigrant parents. During the battle to pass Prop 227 Unz was called everything from a sell out to a White supremacist. The surrounding Bilingual education is now fueled by a Hispanic minority that refuse to adapt to American culture. They refuse to see the facts, Americans who do not speak English fluently have a poverty rate nearly 25% higher then Americans who speak fluent English. Their arguments are unsubstanciated, English only laws are not racist in nature. They†re attempting to create better equality a theory that you simply cannot call racist. By making children of parents who speak a minority language speak English, the people who are really benefiting are the children. By allowing children to think it†s perfectly ok to use their native languages in our society is promoting ignorance and poverty. American is run in English, twenty-four states publish all their information in nothing but English. To say that speaking another language and knowing very little English will get you anywhere in this country is stupid. Diversity is wonderful, however, it belongs in homes and not in our schools. American culture is speaking English and only English. America was formed on certain principals lad out with certain fundamental underlying assumptions, it always wasn†t possible for everyone to speak English, but the concept was that this is America and we speak English here. There are basically five arguments coming from opponents of English only education. They say it ignores our countries civil rights tradition; it fails to promote the integration of minority citizens into the American mainstream; it neglects the need for American merchants to be able to communicate with foreign markets; it restricts the ability of the Government to be able to reach all its citizens; as well as it raises constitutional concerns. The main supporters economically of Bilingual Education are the educators. The NEA and various other education groups spent nearly twice as much money trying to defeat Prop 227 in California then the groups supporting the initive spent. Why would they do this? It†s simple, MONEY, Bilingual education creates jobs for teachers and valued funding, no matter how right something is, teachers simply don†t turn against teachers. The thousands of positions bilingual education has created are now being eliminated. The only way they can preserve these jobs is by claiming that English only legislation is racially motivated and instills hostility towards minority groups who use another language other then English. I†m firmly in favor of English only. First, Bilingual education does not ignore our countries civil rights tradition. It†s simply stating that if you want to be ignorant, live in poverty, collect welfare and detract from society, that†s fine but you will do it on our terms. To say America also has a civil rights tradition is also questionable. Is this not the country where slavery was permitted for 300 years, where women couldn†t vote, and where abortions are readily available. People†s civil rights are being infringed on all the time, from a black slave to an unborn baby, there is no tradition of great civil rights in America. The second argument, it fails to provide integration of minority citizens into the mainstream is ridiculous. What†s more mainstream American a new Chinese immigrant speaking Chinese or one speaking English? The notion that allowing someone to speak a native language, is bringing them in to the mainstream is insane. Third, it doesn†t neglect the American Government from reaching it†s citizens. This is AMERICA we†re associated with English, we speak English, Thomas Jefferson wrote the Declaration of Independence in English, our laws are passed in English. Maybe if you can†t speak our language you don†t belong in our country. It†s also not the Government†s duty to reach out to the citizens, people are suppose to be self reliant, we don†t want the Government to reach into our lives. That†s why we had that little revolution against King George. If you really need the Government†s assistance you should reach out to them, something that would be pretty hard if you don†t speak English. Fourth, it does not neglect the ability of merchants to interact with foreign markets. We were dealing with foreigners a long time before Bilingual education and we will be doing so a long time after it†s elimination. Translators! Now that†s a noble idea, more practical then allowing 300 languages to exist. It†s also cheaper. Finally, our Constitution is written in English and since 1908 printed exclusively in English by the United States Government. Teddy Roosevelt said in 1908 that â€Å"To print the American Constitution in any other language but English, would be like spitting in the face of our forefathers†. The Untied States Supreme Court has also ruled numerous times that English only laws do not violate the 1st amendment of our Constitution. I personally believe that in our nation there needs to be a main language, not 3 or 4 or 1200. George Washington wasn†t giving orders at Valley Forge in Russian he was speaking English. Abe Lincoln didn†t give the Gettysburgh Address in Portuguese. It†s not to much to ask for every American citizen to be able to speak English fluently. No one is forced to live here, and if you refuse to adapt you probably shouldn†t be living here. If you want to speak German by all means go ahead and do so, but do it back in Germany. While you†re in America however, we speak English, and if you don†t know it you†re in trouble. The conflict is over rated. It†s not a matter of racism or of any other kind of hatred. It†s a simple matter of principle. American†s speak English it†s not to much to ask.

Essay on Private Investigating Organization part 2

Essay on Private Investigating Organization part 2 Essay on Private Investigating Organization part 2 Essay on Private Investigating Organization part 2Essay on Private Investigating Organization part  1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Michigan Council of Professional Investigators has developed the Code of Ethics, which helps to provide high quality services to clients. The Code of Ethics developed by the Michigan Council of Professional Investigators says,The members of the MCPI have joined together in agreement that all work and professional relationships must be of the highest ethical and moral standards. Investigators shall provide professional and competent services to all clients. This code of ethics constitutes those values agreed to by the members, by virtue of their affiliation with the MCPI. This code is to be honored and practiced as a guideline for all professional activities (Michigan Council of Professional Investigators, Code of Ethics, 2014).  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As a result, the members of the Michigan Council of Professional Investigators are focused on providing professional private investigation services in accordance with the established local, state, and federal laws, complying with the U.S. Constitution. The members of the Michigan Council of Professional Investigators are responsible for observation and adherent to the key principles established by the Code of Ethics: the principle of honesty, the principle of integrity, and the principle of truthfulness. Besides, the members of the Michigan Council of Professional Investigators are aware of the fact that they should be â€Å"truthful, diligent, and honorable in the discharge of their professional responsibilities† (Michigan Council of Professional Investigators, Code of Ethics, 2014).  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Besides, the members of the Michigan Council of Professional Investigators should honor their clients’ contracts, and adhere to the established laws and regulations to provide ethical services in the state o f Michigan. Each member of the Michigan Council of Professional Investigators should protect confidential information of clients and take reasonable care to prevent any possible disclosure of confidential information.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In addition, the members of the Michigan Council of Professional Investigators should avoid improper and unethical solicitation of private investigation services and other aspects of business, including the use of false claims or advertising services. The members of the Michigan Council of Professional Investigators realize that all employees should adhere to the Code of Ethical Conduct, demonstrating respect to all persons in the workplace and performing their tasks diligently, based on the established laws and regulations.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Moreover, the members of the Michigan Council of Professional Investigators use their professional experience, skills and abilities to promote the professional reputation of the organization, regarding the practice of the MCPI members. The management team of the Michigan Council of Professional Investigators is overseeing the work of all members of the organization based on the U.S. Constitution and ensuring the security interests of all U.S. citizens. In general, the type of management utilized by the organization is autocratic because the management team is given a full authority make decisions aimed at achieving the established goals. This management type provides quick decision-making that leads to effective implementation of the established plans and tasks (Michigan Council of Professional Investigators. Official Website, 2014).The ways to maintain morale and motivation of personnel  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Maintaining morale and motivation of the members of the Michigan Council of Professional Investigators is a vital aspect of the organization’s functioning. The organization is focused on promoting the work ing environment aimed at improvement of the motivation of the staff members under the assumption that motivated employees are make better and more productive employees† (Lewis, 2006, p. 10). The members of the Michigan Council of Professional Investigators use the most technologically advanced equipment available in the field to achieve the most comprehensive and detailed results in private investigation services. Due to the honesty, liability, integrity, and high level of professionalism, the members of the Michigan Council of Professional Investigators perform the most complex, entangled and cost effective investigations to get the required answers for their clients.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Michigan Council of Professional Investigators management team is focused on maintaining moral and motivation of the members. The organization provides many benefits to the members, working at all organizational levels. Some of the benefits provided to the members of the Michigan Council of Professional Investigators include:Quarterly Newsline sources of professional information, including the latest updates on a wide range of private investigation industry issues, specific articles, various legislative issues, and new sources of information.Networking benefits, which are associated with the work of private investigators.Training courses and seminars aimed at providing the most important information on surveillance, compensation issues, insurance fraud issues, equipment technology, etc. (Michigan Council of Professional Investigators, Membership, 2014).Besides, the organization is focused on organizing and holding informative meetings for professional investigators, working in the state of Michigan. The organization’s management is effective.The Michigan Council of Professional Investigators pays due attention to maintaining moral and motivation of personnel. The organization is proud to â€Å"bestow three separate awards upon both me mbers and non-members who have demonstrated various investigative attributes worthy of recognition† (Michigan Council of Professional Investigators, Awards and Recognition, 2014). The organization presents the Awards at the Annual Meeting held in September every year. The Awards Committee and Board of Directors of the Michigan Council of Professional Investigators accept nominations from the members of the organization. Any members may nominate a private investigator based on the personal and professional achievements and his/her contribution to the field of private investigation.  There are three types of awards represented by the Michigan Council of Professional Investigators: the Investigative Excellence Award; the Professionalism Award and the Pinnacle Award. The Investigative Excellence Award is handed out to the private investigator, who managed to demonstrate the top level of professionalism in private investigation, the excellence in ethical practice, as well as inte grity and persistence in work. These values refer to best qualities of a private investigator. The Professionalism Award is handed out to the private investigator that has made a significant contribution to the advancement of the organization and private investigation industry. The Pinnacle Award is handed to those members of the organization who have â€Å"made a difference for the investigative profession and will be awarded at the awards committee and board of directors’ discretion† (Michigan Council of Professional Investigators, Awards and Recognition, 2014).Conclusion  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Thus, it is necessary to conclude that criminal justice management plays an important role in the overall functioning of the organization and contributes to the organization’s growth. The Michigan Council of Professional Investigators is an effective private investigating organization that has developed the proper management to meet the needs of tod ay’s clients and promote the organization’s reputation. The organization effectively uses the system of awards to maintain morale and motivation of all members.