Why Language Can Influence Thought And Vice- Versa

In this essay I will be critically discussing whether language can influence thought and vice- versa. The main argument will rely on whether the language ones speaks affects ones thinking or the way they think affects their language. Traditionally, it has been understood that language is used to express thoughts;convey ideas individuals hold in minds via a transmissible form, for instance: sounds, body language, expressions or written symbols.However, we are introduced to multiculturalism in our time which conveys many languages are spoken around the world; individuals are holders of more than one language, which make them multilingual. Therefore as we are open to a range of languages, not only can language shape our thoughts but thoughts can also have an influence on the way we speak, this means not merely language but thought also plays a significant role in this particular topic. Throughout the essay I will not be discussing language or thought individually so that itsuccessfully meets the requirements of the question. What is human language? ‘A category of activities in which humans characteristically engage’ (Nolan, 1994) Nolan expresses how language is a method of communication used to engage humans; language is used by humans for effective communication; language can either be spoken or written, and this is done by the help of words. We construct words in order to use them in a language effectively. Language is perhaps the most essential single characteristic thatShow MoreRelatedAnalysis Of Blink : The Power Of Thinking Without Thinking 1633 Words   |  7 Pageswords you constantly use have such a big impact on determining your moods, thought processes, opinions, behavior and emotions? Hence, your habitual words directly affect whether you succeed in getting what you really want. Want some proof? In his book Blink: The Power of Thinking Without Thinking , Malcolm Gladwell mentioned a series of experiments conducted by psychologist John Bargh demonstrating how people s behaviour can be influenced or altered just by exposing them to sets of words that describedRead MoreRomantic Relationships : The Romantic Construal Model941 Words   |  4 PagesThought Paper After reading the chapter â€Å"Romantic Communication in Intimate Relationships: The Romantic Construal Model†, I was left with a lot of new knowledge. The Romantic Construal Model, which identifies how people judge romantic acts via personalization, specialness and conveyed value, is something that I had never heard of before and enjoyed learning about, but like with any new concept I was left with lots of questions as well as relations to other things I have previously learned. For thisRead MoreCommunicating With People Outside The Work Team Copy1525 Words   |  7 Pagesthe work team A.C 1.1 Explain why effective communication with those outside the work team is important Effective communication with those outside the work team is important as it allows effective relationships to develop that are built on trust and respect which can benefit not only your work team and the team/individual you are communicating with but the business as a whole. It can benefit you, your work team and your business by creating environments where ideas can flourish and allowing fresh ideasRead MoreExploring the Different Theories Involved in the Mind and Body Problem1654 Words   |  7 Pagesfinally discussing the strengths and weaknesses of the approaches. The body is that which we perceive ourselves to be with our senses. It usually includes arms, legs a head and so on. The mind is that which is responsible for one’s thoughts and feelings, the seat of the faculty of reason. What is the mind and body problem? We have a conception of at least 2 different kinds of things that exist in the world mental and physical here are a few examples: MentalRead MoreEdward Hall : The Natural Act Of Thinking1440 Words   |  6 PagesEdward Hall is convinced that the natural act of thinking is greatly modified by culture, and that’s why every individual and each culture have different thought processes, because culture is also inconsistent. He provides what seems to be a great concern for western civilisation. He explains that western people only use a small portion of their mental capacity, so even though there are many legitimate forms of thinking, the west value the linear system of logic above all other legitimate ways ofRead MoreIs Animation A Whole Other Language? Essay961 Words   |  4 PagesGlossary of Terms Introduction Animation is a whole other language in its own way, you could have a silent animation but it still expresses so much. The main reason why I have choose animation is because I want to Entertain, express idea’s and also discuss and share what I personally think about gender and the stereotypes associated with today’s culture. To express myself in another language and these terms I have picked will help me in that accomplishment. Term A â€Å"Entertainment† EntertainmentRead MoreThe Influence of the Western Culture on the4363 Words   |  18 PagesIntroduction Culture is a broad term which has been described by various philosophers since decades. It has been claimed by Raymond Williams to be â€Å"†¦one of the two or three most complicated words in English language† (Williams, 1976). Different definitions of the term, culture may have distinct descriptive ways and criterion to evaluate human activity. It is important to define the broad base of the sophisticated term ‘culture’, in the sense used later in the paper, to narrow down the discussionRead MoreA Community Mental Health Team For My First Placement859 Words   |  4 Pagesdescribes occasions were the adult presented signs of ‘mania’. The managers hearing was arranged to discuss the adults appeal and to act in the best interest of the adult (reference). Prior to the meeting, the physciaric nurse and adult spoke about his thoughts and expected outcome. The adult was deemed to have full capacity at this present time. However, an advocate was used to support the adult in his argument. A framework from the Department of Health (2011) advised that advocacy should be done in accordanceRead MoreThe Causes of Semantic Change1637 Words   |  7 Pagesnever -been collected into anything complete. And yet a thorough understanding of the phenomena involved .in semantic change is impossible unless the whys and wherefores become known. This is of primary importance as it may lead eventually to a clearer, interpretation of language development. The vocabulary is the most flexible part of the language and it is precisely its semantic aspect that responds most readily to every change in the human activity in whatever sphere it ma y happen to take placeRead MoreServant Leadership By James C. Hunters The Servant1266 Words   |  6 PagesServant Leadership and its Application to Nursing Practice The basis of the â€Å"servant leadership† theory is that in order to be a good leader; one must be a servant, first (Hunter, 1998). Although, the concept of â€Å"servant leadership† can be applied to any field, many nurses identify with the â€Å"servant leadership† style the most. James C. Hunter’s book, The Servant, portrays a difficult journey of understanding this concept, while also addressing many of the main components of â€Å"servant leadership.†

History of the Olypmic Games - 776 Words

Over many lifetimes the Olympic games have been a symbol of the most prestigious sporting event in the world. Throughout time the games have evolved from two events to two hundred. Along with the events, the athletes and vision of the games have changed as well. This paper is going to show the changes for better or worse of the games. For over a thousand years there has been people participating in the Olympics. The first documented games were in greece in the year 776 BC. The games were first called â€Å"Olympics† because the first location was close to Mount Olympus, Greece. During these first games events were limited and all competitors were males. Events were held in a coliseum and a few of the competitions were wrestling and sprinting. The games were held each year for hundreds of years until the 4th century BC. The games were stopped during that time by an Olympian ruler named Theodosius A. Christian. Modern historians believe that the ruler banned the games because they went against his edicts. An edict was the rulers proclamation when he assumed power from the previous ruler and it is believed that he literally banned the games in this order. After Christians proclamation the games were not revived until the late 1800s by a frenchman named Pierre de Coubertin. He was Born into a French aristocratic family, he became an academic and studied a broad range of topics, most notably education and history. In 1892 Coubertin proposed a series of games every four years. His

Journal Entries for habit Free Essays

Journal Entries for habit one and two Habit 1: Be Proactive According to Stephen Covey, being proactive is part of human nature and humans are responsible for their own lives. He indicated the details of a social map which consist of Genetic determinism (Ancestors), Psychic determinism (Parents) and Environment determinism (Boss or something in the environment). The proactive concept was explained further using the Stimulus and Response relationship and the catalyst story of Viltor Frankl. We will write a custom essay sample on Journal Entries for habit or any similar topic only for you Order Now Between Stimulus and Response, man has the ability or freedom to choose. This means one can decide how to reactive to thing or how to handle each situation. What matters most is how we respond to what we experience in life. We need to take initiative and this means recognizing our responsible to make things happen. We need to act or be acted upon. In Covey’s own words, reactive people are also affected by their social environment, by the â€Å"social weather. † When people treat them well, they feel well; when people don’t, they become defensive or protective. Proactive people are still influenced by external stimuli, whether physical, social, or psychological. But their response to the stimuli, conscious or unconscious, is a value-based choice or response. Proactive people aren’t pushy. They’re smart, they’re value driven, they read reality, and they know what’s needed. Another important issue he raised in the book is for people to expand their circle of influence. Habit two: Begin with the end in mind According to Covey, â€Å"Begin with the End in Mind† is to begin today with the image, picture, or paradigm of the end of your life as your frame of reference or the criterion by which everything else is examined. It further means to start with a clear understanding of your destination. Using the principle that all things are created twice, Covey said the unique human capacities of self-awareness, imagination, and conscience enable us to examine first creations and make it possible for us to take charge of our own first creation, to write our own script. â€Å"Habit 2 is based on principles of personal leadership, which means that leadership is the first creation. Leadership is not management. † Stephen Covey said as he explained the second habit. He further in the book explained that, in business proactive powerful leadership must constantly monitor environmental change, particularly customer buying habits and motives, and provide the force necessary to organize resources in the right direction. Later in the book, Covey stated that, the most effective way he knows to begin with the end in mind is to develop a personal/ family/ organizational mission statement or philosophy or creed. It focuses on what one wants to be and to do (contributions and achievements) and on the values or principles upon which being and doing are based. Visualization and affirmation were also talked about. Shairay Jones Journal Entries for habit three and four Habit Three: Put first things first. To Covey, we are responsible for our own effectiveness, for our own happiness, and ultimately for most of our circumstances. The third habit is the personal fruit of habit 1 and 2. In Habit 3 according to Covey, we are dealing with many of the questions addressed in the field of life and time management. He used an illustration of four quadrants to show the essence of this habit and time management. Quadrant I stood for both urgent and important things. Quadrant III stood for urgent but not important things. Quadrant IV – not important, not urgent things while Quadrant II which is the heart of effective personal management stood for not urgent, but important things. These things to him are what we should put first before any other thing. He also talked about ‘gofer delegation’ and ‘stewardship delegation’ (taking control and giving control out respectively). Part three: Public Victory At this part, Covey talked about the Paradigm of Interdependence. He asked us to remember that effective interdependence can only be built on a foundation of true independence. Private Victory precedes Public Victory. In the same way, Algebra comes before calculus. To expatiate on this point, Covey noted that independence is an achievement. Interdependence is a choice only independent people can make. So the place to begin building any relationship is inside ourselves, inside our Circle of Influence, our own character. Stephen further recollected an incidence he had with his two sons to explain what attending to little things meant. To him, Small discourtesies, little unkindnesses, little forms of disrespect make large withdrawals in our lives. In relationship for instance, the little thing are the big things. Keeping commitments, Clarifying expectations, showing personal integrity, apologizing sincerely when we make a withdrawal from our emotional bank are important things to do to make deposits in to our emotional banks. Covey mentioned that, with the paradigm of the Emotional Bank Account in mind, we’re ready to move into the habits of Public Victory, or success in working with other people. Habit 4: Think win-win (Principles of Interpersonal leadership) Under this heading, Covey narrated his personal experience at work with a company and at the end he noted that, whether you are the president of a company or the janitor, the moment you step from independence into interdependence in any capacity, you step into a leadership role. You are in a position of influencing other people. And the habit of effective interpersonal leadership is to think win-win. In addition, I learnt from this book that, win-win is not a technique but a total philosophy of human interaction. The principle of win-win begins with character then moves to relationship. Everything else is built on character. Maturity is the second foundation for win-win. To Covey, Maturity is the balance between courage and consideration. To go for win-win, you not only have to be nice, you have to be courageous. You not only have to be empathic, you have to be confident. You not only have to be considerate and sensitive, you have to be brave. That’s why we need to be internally matured, according to Stephen Covey. The third characteristic of a win-win case is the abundance mentality, the paradigm that there is plenty out there for everybody. From the foundation of character, we build and maintain win-win relationship. Shairay Jones Journal Entries for habit five, six, and seven Habit 5: Seek first to understand, then to be understood. Principles of Empathic Communication Stephen Covey began this session by saying this â€Å"if I were to summarize in one sentence the single most important principle I have learned in the field of interpersonal relations, it would be this: Seek First to Understand, Then to Be Understood. To him this principle is the key to effective interpersonal communication. It shows how we have such a tendency to rush in, to fix things up with good advice. But we often fail to take the time to diagnose, to really, deeply understand the problem first. There is a link between character and communication. Communication is the most important skill in life. In addition to communi cation, Covey emphasized emphatic listening, another important factor aiding the fifth habit. We must always seek first to understand before seeking to be understood. Empathic listening means listening with intent to understand and that is needed for habit 5. Diagnosing before we prescribe is also needed for this habit. Habit 6: Synergy Principles of Creative Cooperation â€Å"Synergy is the essence of Principle-Centered Leadership. It is the essence of principle-centered parenting and it catalyzes, unifies, and unleashes the greatest powers within people. All the habits we have covered prepare us to create the miracle of synergy†. Stephen Covey. He defined synergy to mean that, the whole is greater than the sum of its parts. He illustrated this in different scenarios and talked about synergistic communication. He explained that, when you communicate synergistically, you are simply opening your mind and heart and expressions to new possibilities, new alternatives, new options. He talked about synergy in the classroom and in business. Another important thing he talked about was what he called Negative synergy. He also talked about valuing the difference; this to him is the essence of synergy, the mental, the emotional, and the psychological differences between people. And the key to valuing those differences is to realize that all people see the world, not as it is, but as they are. Part four: RENEWAL Habit 7: Sharpen the Saw Over here, he spoke about the principles of balanced self-renewal. This final habit involves taking time to sharpen the saw and it surrounds the other habits on the Seven Habits paradigm because it is the habit that makes all the others possible. According to him, it involves preserving and enhancing the greatest asset we have. Us) â€Å"Sharpen the Saw† basically means expressing all four motivations (physical, spiritual, mental, and social/emotional). It means exercising all four dimensions of our nature, regularly and consistently, in wise and balanced ways. To do this, we must be proactive, according to Covey. He also used the physical dimension, mental dimension, socio/emotional and the spiritual dimension paradigms to explain this point. Furthermore, he noted that balanced renewal is optimally synergetic. The things you do to sharpen the saw in any one dimension have positive impact in other dimensions because they are so highly interrelated. He, at the end, talked about Inside out again by quoting the words of Ezra Taft Benson†¦ â€Å"The Lord works from the inside out. The world works from the outside in. The world would take people out of the slums. Christ takes the slums out of people, and then they take themselves out of the slums. The world would mold men by changing their environment. Christ changes men, who then change their environment. The world would shape human behavior, but Christ can change human nature. † Shairay Jones Advance Reading Seminar The 7 habits of highly effective people Questions 1. What made Stephen R. Covey write the book? 2. Does he think the 7 habits are still relevant today? 3. Did he think the book would have the type of effect it had on the people? 4. Did the book influence him? How? 5. What habit had the most influence on him? 6. Where did he come up with the seven habits? 7. How does he fell to know that his book sold over 15 million? 8. Did he buy the book when it first came out? How to cite Journal Entries for habit, Papers

Developing International Busienss Ethics and Law

Question: Discuss about the Developing International Busienss Ethics and Law. Answer: Introduction: There is a great dilemma for international organizations when it comes to deciding between economic and cultural results of their activities. Most Non-profit or for-profit international institutions work with only one goal in mind; to ensure financial stability and profitability of their institutions in developing countries (Beamish, 2013). They fail to recognize that there are significant cultural diversities in the states or nations in which they operate.Notably, many international organizations view other ethical issues like corporate social responsibility, employment of the local community, environmental protection and cultural activities promotion as factors that will increase their organizational costs and in turn reduce their efficiency (Hill Wickramasekera, 2013). However, there are multiple other businesses which have managed observing the same ethical theories but have still excelled in their operations. Examples of these organizations are the United Nations and Internatio nal Labour Organization. Business ethics does not necessarily mean that it is a rule for that particular business to operate as directed by any specific legislation but that it is inherently right to do what it can to be morally responsible. Maybe through such actions and internal regulations and through consensus, a law can be born. In my analysis, I will predominantly describe two ethical issues i.e. corruption and corporate social responsibility. Many international organizations work in the developing world either due to the vested interest in their resources like oil, minerals or human resource or as non-profit organizations (Hoffman, Frederick Shwartz, 2014). Either way, these businesses affect the local communities in both positive and negative ways. A good team is one that leaves the city better than it found it. The world over, corruption is a major challenge to many nations. It goes above just developing but also the developed countries. Most of the international businesses have regularly flouted this ethical standard (Jennings, 2014). The question whether one would only tender for an opportunity in a developing country and compete with others or bribe and get the bid remains a significant challenge. Understandably, many developing nations and their leaders live in poverty, and the only way they feel they can get rich faster is through corruption. Unfortunately, an international business gained through bribery may flout even fundamental rules like employment of the locals, environmental pollution and cultural sensitivity when they gain entry into a developing country through corrupt means. This is because the government will always turn away their eyes towards their deals (Bowie, 2017). It is one way of buying out their protection. Some of these businesses like the mining and oil drilling companies end up polluting the environment and abusing cultural practices within the developing countries because of the illegal means by which they gained their tenders. A point to note is that multinational businesses which face such dilemmas of offering bribes before they get a tender may divert to more ethical ways of doing their business. The softer way to entice such opportunities legally would include donations of funds to build that particular developing countrys infrastructure like roads and government buildings (Ferrell Fraedrich, 2015). They could also offer to donate goods and services like free medical facilities, providing business policy experts to the developing country and giving computers to schools. Also, because jobs are mostly the low factor in developing countries, such companies should give job slots to the local community, promote the local sports and cultural activities. All these initiatives build trust and here is no single government in the developing countries, which will not be enticed by such offers. Since there is an existent dilemma for the international business entities in the tendering process, they can evaluate their actions by respecting the cultural values of the country they intend to set their business. They should also observe international human rights codes of conduct and decide whether their engagement is through moral or immoral means (Crane Matten, 2016). Such kind of consciousness and use of conscience will ensure sustainability and growth when that kind of a business sets up its operations in a developing country. Advisable for the developing countries governments, the management of international trade entities should be over sighted. This could include forming a task force that investigates how such businesses obtain tenders, the processes of registration and what the company intends to bring forth to the local population (Jennings, 2014). Through such standardizations, all international businesses shall be regulated before and during their operations in the host developing country. Adverse outcomes of unemployment of the local community, disrespect of their values and environmental pollution shall be curbed. Corporate Social Responsibility Almost all businesses start with the primary vision of making profits. Corporate social responsibilities are viewed by businesses as additional costs and entirely burdensome (Kolk, 2016). However, no business can operate in a vacuum. International companies do not work like some industrial machine but must respect the social duties as well. Corporate Social Responsibility is good ethical practice for businesses. Whenever the concept of CSR is mentioned, people liken it to environmental management responsibility of the business (Martin, 2014). However, it includes broader issues like social, health and administration among others. Because business is not a stand-alone enterprise, its moral obligation towards the community it works in should be observed. Some of the international companies should be applauded for taking social responsibilities very seriously. Good examples of the kind of CSR made by international businesses include the building of local schools and institutions, academic sponsorship to citizens of the developing countries and various vocational training (Jennings, 2014). This kind of activity has helped improve lives of people, institutions and overall, the government. Through the above-mentioned CSR activities, the business ensures the growth of the local community it works within (Martin, 2014). This kind of responsibility, in turn, ensures trust with the local people, the profile of the international entity is built, and its continuity provided. Most developing governments are incapacitated regarding offering such services and should be grateful for objects which support their growth. Also, most developing countries have not ratified internationally accepted laws governing employment, environment management, and human rights. International businesses tend to take advantage of these regulatory incapacities (Moens, 2015). For instance, oil and drilling companies eject dirty waste in water catchment sources and the air. The developing countries do not have the capacity to regulate such activities because of their failure to ratify internationally required legislations. Luckily, there are businesses which have continued working ethically towards ensuring there are clean environments. They have adopted the modern technology of cleaning wastes that they release to the environment. Also, the said organizations have gotten involved in practically clearing the waste in the community they work in and teach the members how to manage their environment. Some international businesses have gone further to promote human rights and encourage good governance. These activities are done through sponsorship of training and workshops especially for elections and respect for human rights (Nica, 2013). The experts of governance, human rights, and economic strategists are also freely lent to the developing government to assist in various departments as a means of CSR. Job creations by the international businesses organizations is also an economic factor that should be considered in their CSR mandates. Because many youths lack jobs, foreign entities like highway road constructors offer manual jobs to the unemployed and unskilled people. This removes the unemployment burden to the host country. On the other hand, there are developing countries citizens who have cried foul of unemployment even when these businesses are present. The Chinese road constructors, for instance, come with their engineers and laborers, a situation that has built mistrust and hostility towards them (Nica, 2013). The international mining organizations also tend to distrust the local communities, and this does not auger well with CSR of the existent international businesses towards the host country citizens. Brazil is a developing country which has very high standards for CSR. Their laws and regulations include a clause for international businesses CSR requirements. As a benchmark, and because CSR may not be a statutory requirement, it is advisable that developing countries formulate legislations ensuring there are CSR for any international companies operating in their respective countries (Weiss, 2014). This may not be a strict requirement but a negotiable need. For instance, a state may agree with the corporation bidding to set up operations in their country that they must take a percentage of staff/job slots for the local people. In the mentioned example of Brazil, therefore, instead of using CSR are a regulatory factor of obtaining a business opportunity in the developing country, the respective states can use it as a competitive tool to winning the tender. Unfortunately, as discussed before, businesses are entities that exist to make profits (Wild Han, 2014). Without enough funds or benefits, CSR may not be possible, and a country may lose foreign income. It is hence, the responsibility of a developing world to determine whom or what they deem suitable to set up a business in their territory. Challenges and Consequences There are quite some challenges to ensuring ethical and lawful activities of the international trade set ups. There are also consequences to the international companies that indulge in unethical business behaviors in the developing countries (Weiss, 2014). The following challenges and consequences either contribute to or rise from unethical business activities. Because most developing countries believe that bribery is acceptable, it can be challenging to enforce any international ethical standards curbing the same. Excellent business opportunities can be prevented from reaching the developing country for instance if there are stiff regulations on the CSR requirements. Obtaining the legal standards of gender equity and employment of disabled people may not work for individual businesses. This is a challenge experienced by real intensive businesses like mining and drilling companies. Women and disabled people may not be able to perform such jobs in as much as their employment are legally required. Job creation chances might not reach the local community if fraudulent means were used to allow a business operate in the developing country. This is because the business entity shall not feel any need to give opportunities to the local people since they already used the money to gain entry into the market. Additionally, the workers rights could be overlooked through cheap labor if governments fail to regulate the employment acts related to international businesses. An unethical behavior will taint the name of an international; organization. If for instance it is realized that corrupt deals were used to obtain a particular e deal, the business in focus may fail to get any future tenders in other countries. Unethical business behaviors may lead to loss of trading partners and clientele for instance if it is confirmed that a particular company does not conform to human rights and environmental management standards, some clients and partners who respect international laws may pull out. Respecting ethical requirements for businesses can, in turn, create advantages to the firms that practice them. Their respect, reputation and stature increase and the international community recognizes them. When the company is ethically compliant, it tends to get more opportunities across nations, and the workforce it obtains is also competitive (Martin, 2014). It could as well be advisable that international awards be issued to businesses practicing ethical and lawful standards so that other may follow suit. Firms that practice ethical and legitimate means of operations create a culture that is so embedded and idealistic for its growth. Unlike those that engage in unfair deals like corruption, even its employees develop trust, confidence and support its growth. Recent studies have indicated that businesses that practice ethical standards tend to be more profitable (Kolk Lenfant, 2013). This could be because of the efforts of its employees, the trust of clients and partners and hence more investments. In conclusion, international business entities have a lot of dilemma in their operations in developing countries. Culture and laws of the respective country play a significant part in either encouraging an ethical business environment or an unethical engagement (Kolk Lenfant, 2013). It is only right that foreign trade entities practice ethical standards because its a moral, profitable and ideal thing to do. References Beamish, P., 2013.Multinational Joint Ventures in Developing Countries (RLE International Business). Routledge. Bowie, N.E., 2017.Business ethics: A Kantian perspective. Cambridge University Press. Cavusgil, S.T., Knight, G., Riesenberger, J.R., Rammal, H.G. and Rose, E.L., 2014.International business. Pearson Australia. Crane, A. and Matten, D., 2016.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Ferrell, O.C. and Fraedrich, J., 2015.Business ethics: Ethical decision making cases. Nelson Education. Hill, C.W., Cronk, T. and Wickramasekera, R., 2013.Global business today. McGraw-Hill Education (Australia). Hoffman, W.M., Frederick, R.E. and Schwartz, M.S. eds., 2014.Business ethics: Readings and cases in corporate morality. John Wiley Sons. Jennings, M.M., 2014.Business ethics: Case studies and selected readings. Cengage Learning. Kolk, A. and Lenfant, F., 2013. Multinationals, CSR and partnerships in Central African conflict countries.Corporate Social Responsibility and Environmental Management,20(1), pp.43-54. Kolk, A., 2016. The social responsibility of international business: From ethics and the environment to CSR and sustainable development.Journal of World Business,51(1), pp.23-34. Martin, R. (2014). Rawls on International Economic Justice in The Law of Peoples.Journal of Business Ethics, 127(4), pp.743-759. Moens, G. (2015).International trade and business. 1st ed. [Place of publication not identified]: Routledge-Cavendish. Nica, E., 2013. Social Responsibility, Corporate Welfare, and Business Ethics.Psychosociological Issues in Human Resource Management,1(1), pp.9-14. Weiss, J.W., 2014.Business ethics: A stakeholder and issues management approach. Berrett-Koehler Publishers. Wild, J., Wild, K.L. and Han, J.C., 2014.International business. Pearson Education Limited.

The Case For Work For The Dole Essays - Social Security In Australia

The case for Work for the dole The Case for Work for the dole Youth faces an uncertain future - it always has in one way or another. The progression from parental dependency to self-sufficiency and independence has always been (and will continue to be) a difficult one. The stresses of successfully completing high school are compounded by peer pressure, personal and family relationship problems, and the natural problems inherent in being an adolescent. As well, today, moreso than in yesteryear, there is an ever-present temptation to turn to drugs and alcohol, either as an escape route, or in order to cope with it all. Doing well at school does not guarantee a future career path, even if the correct choices are known and made. "Starting at the bottom" no longer means that you will get to the top one day. Today, people in their 40s and 50s are being made redundant from positions they once justifiably regarded as being secure until retirement. And competition is strong. Each year it becomes stronger - each year thousands more students join the ranks of the unemployed, and long term unemployment, especially amongst youth, is a real problem. The Government's "Work for the Dole" Scheme is a much-needed positive step that is helping youth make the transition from student, to unemployed, to employee. Each year 25,000 places in the Scheme are available, 20,000 of which are set aside for young people. Under the Scheme, unemployed people perform work (from 12 to 15 hours per week) in return for their fortnightly unemployment benefit. Participation is for a maximum of six months for people unemployed for a period of more than six months. People aged 17 to 21 are required to work for two six-hour days per week, and people aged 21 and over are required to work for 21/2 six-hour days per week. An extra $10 per week is paid to the participant to allow for extra costs incurred relating to transportation, and child minding facilities are available if necessary. Time off from the scheme can be arranged for attendance at interviews for paid employment. In order to reach those most in need of assistance, participation in the Scheme is compulsory. This is necessary so that the chances of success can be maximised to provide the most benefit to participants. It may be of concern to some that the compulsory nature of the Scheme undermines the altruism inherent in volunteer work. Some may fear that it will lead to resentment, lack of cooperation and poor motivation by those forced to take part under threat of diminished or no social security payment. If the Scheme were voluntary, however, no doubt only those already possessing a healthy self esteem would volunteer. Those people most in need of assistance, the long term unemployed, those with severe lack of motivation and low self esteem from receiving numerous rejections, would be unlikely to volunteer. The compulsory nature of the Scheme is therefore a crucial factor in its effectiveness as an antidote to long term unemployment. Participants enjoy increased self esteem, confidence and motivation. By earning their benefit they can certainly no longer be labelled as "dole bludgers". Participants have an opportunity to contribute to and be involved with the community rather than be isolated from it. Participants in the scheme are also being given an opportunity to develop new skills. Training is provided in essential workplace safety issues and procedures, and in any skills required to do the project work. Participants learn how to work as part of a team, cooperatively with a supervisor and independently, developing a work ethic and a positive attitude. Often important skills become rusty in between periods of employment and the Work for the Dole Scheme is an opportunity to maintain these skills and abilities. The Scheme could also be seen as an opportunity to change direction. Projects offered involve heritage, history, the environment, community care, tourism, sport, provision of community services, and restoration and maintenance of community services and facilities. There are thus many opportunities to learn new skills that may then lead the participant to a completely new line of work or career path. A major advantage is increased employability, often over someone who has not taken part in the Scheme. Valuable work experience is gained that employers are often looking for. A 1997 survey of over 3,300 employers found that nearly 60% of employers would be more willing to hire someone who had worked for the dole rather than someone who had spent the same period receiving only unemployment benefits. Simply put, the Work for the Dole Scheme gives unemployed

Berkeleys Theory Of Immaterialism Essays - Ontology, Perception

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CLA W1 - Assignment Example Cartoons such as Hercules and Aladdin use creative ideas from Greek stories to create episodes of their programs. Children literature such as comics and novels are another area that has been influenced by this culture. Many creative pieces of children literature contain ideas and notions borrowed from ancient Greek mythology. The Ancient Greek mythology also influenced many national governments in the area of finance and economy. Many of the local governments have incorporated the use of Greek mythological artwork and design in the creation of their national currencies. A close look at many notes and coins used as local currency prove of this. The design and shape of the money will indicate that many ideas borrowed from the ancient Greek artwork. Ancient Greek mythology has greatly influenced modern architecture and design. Many famous national buildings and facilities have borrowed artistic themes from the ancient Greeks. They have skillfully adapted the design and creativity that they have gathered from studying ancient mythological architectural drawings and managed to incorporate them into modern ideas (Tessowen, 2012). The entertainment industry has also greatly benefited from classic mythology. Many movies have themes based on classic mythology, with the entertainment industry adopting their versions of movies such as "The Legend of Hercules", "Spartacus†, â€Å"Troy" and others. These films have gone on to be mostly familiar and rake in massive amounts of revenue. The music industry has also adapted themes from classical mythology. Musicians sing songs relating to ancient Greek mythology, and many bands have names and themes related to the ancient Greek culture. Ancient Greek mythology inspires marketing in man y ways. Many corporations consistently use these ideologies in marketing and branding their products. It is common to see advertisements with people dressed in ancient

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CAMP WAHANOWIN - Term Paper Example The proposed marketing strategy has been that of a hybrid approach that combines increased online presence, package pricing and internationalization to ensure that the company meets a target of about 30% increase in the number of campers within one year. II.  Ã‚  Ã‚  Camp Wahanowin Camp Wahanowin established in 1955 was originally a junior camp targeting children of age six to eleven. It has since expanded its target market with campers up to age sixteen brought on board (Silverberg 12). Located in Ontario in the nation of Canada, the camp offers vocational camping for children mostly during summer that is the period between July and August of every year. Apart from expanding its market, the establishment’s assets and physical infrastructure has been equally growing. In recognition of the many achievements of the organization, the Ontario Camping Association (OCA) has accredited it as a member. The organization mainly offers residential summer camping experience for children at a location away from the noise and polluted environment of the cities. Parents with above average incomes are the main target of the organization. With the emergence of premium pricing establishments, the owners are at crossroads on the best method of promotion and pricing to adopt for the coming year. The goal is to adopt the best promotion and expansion strategy so that the organization continues to attract more campers as well improves its brand image. Another issue that needs careful examination is that of internationalization. There is need for a well-planned and cost effective expansion strategy to capture potential campers from other countries like Mexico and Israel as indicated in the group’s report. This marketing plan looks at the company’s position in the market and offers the most suitable strategy to be adopted by management for the success of its financial and general organizational objectives. Some of the strategic goals to be addressed by this plan will include that of enhancing promotion through ICT, increasing the number of campers through market positioning and increasing the organization’s revenue through product diversification and partnerships with other stakeholders in the industry. III.  Ã‚  Ã‚  Situation Analysis Company Analysis The company is a market leader because of the many advantages it has over the other industry players in terms of location, facilities and associations with other industry stakeholders. In terms of location, the organization is strategically situated in the outskirts of the city of Ontario in the northern parts away from the noisy environment of the city. The organization boasts of being located within a one and a half hour drive from the city and a 150 acre campsite that boarders lake Couchiching’s shores. Apart from its serene location, the campsite is equipped to modern standards. Among the facilities it has include a theatre, recreational halls, state of the art studios and various sporting grounds or courts. This has enabled camping in the organization’s site be a memorable and enjoyable for all. Another component that has been equally attractive is that of the living area. The organization has a huge capacity in its living quarters with spacious rooms that can accommodate about 450 campers and a further 200 staff members. This space is a major strength for the organization as will be discussed in the other

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Training and development Training and development Human Resource Development (HRD) can be universally recognised as a very effective approach to improve performance within training. Training consists of a variety of experiences that intend to enhance and develop skills and knowledge in order to accomplish organisational objectives, to improve and change organisational aspects within the work place (Bramley 1996; Broad Newstorm 1992). According to Manpower Services Commission (1981) training is a planned process to modify attitude, knowledge, skills, or behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose in work situation is to develop the abilities of the individuals and to satisfy the current and future needs of the organisation. In the same way development is a type of progression in which persons may find it more effective when learning through experiences. It is a procedure that helps people make use of the skills and knowledge that their past teachings and training has given them, this helps not only in present jobs but also anything that may come up in the future. It personifies theories and ideas connected with psychological growth, greater immaturity and increased confidence. According to Ivancevich (2004), training and development are processes that provide (or at least try to) a personnel with information and skills they need in order to understand the organisation and its goals. They are designed to help a person continue to make positive contributions in the form of good performance. Training helps personnel do their current work better while development prepares them for the future. Training is an important process to every personnel. It is a systematic process in which an individual is aided to alter his behaviour in a direction that will achieve the organisations goals. Ivancevich (2004) describes the goals of training as training validity, transfer validity, intra-organisational validity, and inter-organisational validity. Training validity determines if the trainees learn skills or acquire knowledge or abilities during training while transfer validity determines if these learned skills or acquired knowledge or abilities result to improvement on job performance. Intra-organisational validity determines if the job performance of a new group of trainees in the same organisation that developed the program comparable to that of the original training groups job performance. Finally, intra-organisational validity determines if the validated training program in one organisation can be applied with successful results in another organisation. Noe (2003) defines training as â€Å"planned effort by a company to facilitate personnel learning of job-related competencies† including knowledge, skills, or behaviours that are critical for successful job performance. Training helps personnel master knowledge, skills, abilities and behaviours emphasised in training programs and to apply them in their day-to-day activities (Noe 2003). As argued by Noe (2003), training is a process which not only needs basic skills, which would be skills that are sufficient enough to perform ones job, but also needs skills at an advanced levels which enables a person to use high technological information and share it with other personnel. This would be perfect in order to gain competitive advantage. A good understanding of the customer and the system is also a key aspect within training. Al of these put together collectively defines intellectual capital. A training initiative which requires generating intellectual capital is a training which goes by the name of high -leverage training. According to Carnevale (1990), high-leverage training, which is linked to strategic business goals and objectives, uses an instructional design process to ensure the effectiveness of training programs, and compares or benchmarks the companys training programs against other companys training programs. According to Richard M. Hodgetts and Fred Luthans (1976), training is a procedure of changing behaviour and attitudes in a way that increases the success of reaching ones targets. According to both theorists culture, customs and work habits of the local people should also be taught in training process. And if all the above mentioned factors along with other factors are considered properly it would boost towards the success of any establishment. Formal training programs are not seen to be enough in accordance to todays fast moving world, this is the thought contributed by the author Hall (2004). A few other things the author believes is that in order to uphold certain standards that are commercial and cost effective, the people should be execution experts. A lot of senior executives believe that budget will stay tight, even after a full economic recovery, and that headcount, time. IT support, and other resources will continue to be in short supply. The opportunity and demand for enterprise-wide initiatives to bring about wholesale change will only increase. If you are a leader of learning, your future and the future of your organisation depends on your ability to make significant initiatives happen despite the challenges of day-to-day work. To acquire this you need to become an execution expert. Todays best-in-class learning professionals operate differently than those who came before them. Their thoughts are focused on 3 areas: business strategy, resources, and execution. (Hall 2004, p65-6). Two different training methods are identified by the authors (Ferris et al, 2006), the first set of training is described as the routine training which is given to all level of working staff. The other set of training however, is a type of training in which political skills is the main and important component of training and development process and is aimed mainly for senior executives. As the work force moves up the chain of command to higher jobs at wider scales, technical capability is less important and political skill takes its place. When the centre for Creative Leadership studied why once-promising executives failed on the job, lack of social effectiveness emerged as a leading cause. The political skill which is mentioned quite a bit, is a type of skill that distinguishes successful and efficient managers from those managers who are inefficient. It is also an ability which merges together social intelligence which facilitates and adjusts to situations where differentiation and changes are of demand. In return this helps in developing and advancing the working conditions. Training and development at individual level:- To identify each persons own knowledge, skills and abilities in order to assess each individual and progress them at the pace According themselves. Psychology theorists e.g. Likert (1961), Mayo (1933) cited by Younglin (2001) entails that employee satisfaction and well being are related to performance, but in those theories they did not explicitly hypothesize about the appropriate level of analysis, for example individuals, groups or organizations. Assessments and one to one meetings allow employees to reflect on their own learning needs in relation to their work aims. It also provides well controlled learning experiences linked to professional and administrative needs, goals and job requirements. Individual levelled training and development is the base and the stepping stone of any needs assessment. All managers have different emphasis on specific needs collaborating with their job description, level of education and intelligence experience and personal choice. Focusing on employees individual needs appraisals makes it easier to compile personal development plans that suit each employee according to their own level of competency. Training and development at organisational level:- It is vital for organisations to focus on peoples capability to foresee, adapt and respond to sudden changes in the environment. Training and development will have to join together it with corporate goals. It must be accurate with what the business leaders are trying to achieve. In order for training to seem more appropriate, its programme will revolve around business related matters for the future. In practice, its achievements will shoulder on developing apparent training objectives from the tactical issues of the business. Effective managers are created in an environment where there is continuity in the learning manner. A high level of experience, expertise and mind power of the internal as well as external trainers is essential, along with their commitment and capability to maintain a healthy relationship committed to management maturity. The method of learning can often engage unlearning certain behaviours and attitudes. certainly, in relation to organisations (Hamel Prahalad 1994, cited in Cole, 2000, p268) found that ‘creating a â€Å" learning organisation† is only half the solution. Just as important is creating an â€Å" unlearning organisation†to create the future, a company must unlearn at least some of its past. According to Cole (2000) training and development of workforce is a concern that is faced by more or less all the establishment. The quantity and excellence of training carried out varies a lot from organisation to organisation. Therefore most of the establishments are adapting systematic approach to the training and development of their employees. Organisations use systematic training cycle to perform a logical sequence of activities commencing within the organisations starting with the training policy, assessment of training needs, carrying out training and evaluations. Cole (2000, p.278) summarises that this training cycle is quite beneficial within an organisation. The systematic approach to training and development arises from the amount of internal and external stress for alteration in the organisation. Firstly in a systematic approach is to develop a policy statement to act as a channel to the organisations intentions regarding the weight and track to be given by to training and development. Secondly initialise a set of roles for those in charge for implementing the policy and thirdly to set up a appropriate structure of training posts and procedures, and to allocate adequate funds to the training establishment. As all the steps are followed with completeness then one can focus on the analysis of training needs, evaluation and review of training carried out. Training policy Establishments mostly deal with a wide range of policies dealing with human resources. Policies are set by the establishments to develop their employees and to monitor their performance by certain training and development programs and courses, conducted internally or externally. According to Cole (2000),training focuses on learning needs and are mainly associated to existing responsibilities and duties which are narrowly linked to short, medium and long term business plans and are seen as an key element of an establishment to prove to its consumers, training and development are the key to success of any organisational goals which indicates the overall plan of an organisation, execution of training and development programs provides a direct link to the organisational goals for those who are accountable for the best possible results. Most of the organisations have a extended tradition of raising their own managers and professionals and providing them with in-house courses according to organisational needs. Some of the organisations rely on external management trainings and courses. Training needs Needs assessment is the process of determining if training is necessary (Noe 2003) and identifying the organisations training needs (Ivancevich 2004) and answering the question of whether training addresses the organisations needs, objectives and problems (Arthur et al. 2003). According to Noe (2003), if the needs assessment phase, the first phase in the instructional design process, is poorly conducted, training will not meet the desired outcome or financial benefit for the company, regardless of the training method and the learning environment. According to Boydell (1985) there are three levels of training needs which are to be studied before putting the programs in to practice. This three-step process consists of organisational analysis, person analysis and task analysis. There are a few factors linked with organisational analysis, such as when given the company resources is the relevant training appropriate, where is training needed in the organisation, which goals can be accomplished through personnel training, and if to determine as to wether or not training can be used to improve a companys success ( Noe 2003, Arthur et al. 2003, Ivancevich 2004). When assessed at an organisational level we must see the general weaknesses the organisation has perceived in its priorities and what would be the prescribed remedy that would be required in alteration of the organisational culture. According to Noe (2003), there are three factors to be considered before choosing training as a solution, these three factors being, the companys strategic direction, managers and peers support for training activities and the training resources available.(Noe 2003) Training to some level should help a company achieve its business strategy. If one was to define a business strategy, it is said that this is an approach which refers to a plan that joins together the companys goal, policies and actions (Meister 2000). Noe (2003) also mentions that â€Å"the strategic role of training influences the frequency and type of training, and how the training function is organised in the company.† (p 42) it is more likely the regularity of training will be higher in companies where training is expected to be a factor in the achievement of the companys business strategies and goals as a post to those companies where in training is done randomly or unplanned. Also it is said that the higher the strategic role of planning, it is more likely that the company will organise the training purpose using a virtual training organisation or corporate university models. (Noe 2003) The managers and peers support for training activities is a critical factor in considering a training programme. To be successful, managers and peers should have a positive attitude in participating a training activity. Furthermore, managers and peers should be willing to provide trainees with information on how they can effectively use knowledge, skill or behaviours learned in the training activity (Bramley 1996). To determine the initiation of a training activity it is essential for the company to have all necessary resources. For example if a company decides to hire a consultant for training purposes it is vital for that consultant to provide a high quality level of training. According to Noe (2003), it is advisable that a company use request for proposal (RFP) because it helps to identify the consultants or vendors who qualify for the criteria. RFP includes the type of service the company is seeking, the type and number of references needed, the number of personnel to be trained, the funding for the project, the follow-up process used to determine the level of satisfaction and service, expected date of completion, and the date when proposals must be received by the company (Noe 2003). Person analysis is a procedure which helps the establishment to identify the personnel and how they need to be trained. The analysis verifies all the necessary personnel readiness for training and development, such as personnel abilities, attitudes, beliefs, and enthusiasm. All these factors are vital for the person to learn from the training activity and apply it to the job. Being ready and fully aware for training also means that the work atmosphere will aid with learning and will not hinder with any kind of performance (Noe 2003). The present abilities (skills, knowledge and attitudes) of each staff member concerned had to be assessed against the higher standards needed to carry out their work satisfactorily and any short falls remedied through training. An indicator of the need for training is poor performance measured by customer complaints, low performance ratings, or on-the-job incidents such as accidents and unsafe behaviour. Job changes are also an indicator of the need for training. Job changes can be improvement of the current level of performances or the need for personnel to complete new tasks. (Noe 2003) According to Rummler and Brache (1996), factors such as, person characteristics, input, output, knowledge, consequences and feedback control personnel performance. Persons qualities are what construct the knowledge, skills and abilities of the personnel. The above mentioned factor of input refers to the directives that enable the personnel to know when, what and how to perform but at the same time also, the resources such as equipment, time or budget contributes also to the performance. Output is the standard according to the personnel of how the job is performed. A consequence is an aspect that gives encouragement to the personnel when they perform well. Feedback is the information the personnel receive while they are performing (Noe 2003). Ivancevich (2004) describes task analysis as the identification of the tasks, knowledge, skills and behaviours that should be covered in a training program. According to Schneier, Guthrie and Olian (1988), there are four steps involved in task analysis. First, select the job or jobs to be analysed. Then, build up a preliminary list of tasks performed on the job. This can be done by interviewing and observing expert personnel and their managers and talking with others who have performed a task analysis. Third, confirm the preliminary list of tasks by asking several questions regarding the tasks a group of subject matter experts in a meeting or through a written survey. Through this, the management can determine which tasks must be included in the training program. Important tasks that are frequently performed and of moderate to high level of difficulty should be included in the training while tasks that are not important and infrequently performed should not be included. However, since there are tasks that are important but are less frequently performed, managers and trainers should determine whether these tasks should be trained for. (Noe 2003) The last step is to identify the knowledge, skills or abilities needed to successfully perform the tasks identified. Similar in identifying the tasks to be trained for, knowledge, skills or abilities necessary can be learned through interviews and questionnaires. It is important to know the level of difficulty in learning knowledge, skills and abilities (Bramley 1996). Ivancevich (2004) points out that these assessment categories are important. However, training assessment should focus on the personnel needs because it is at the individual or group level that training is conducted (Ivancevich 2003, p114). According to Kirkpatrick, there are four ways to determine the personnel needs for training. These are through observation of the personnel, listening to the personnel, asking the supervisors about their personnel needs, and examining the problems the personnel have with regards to their job (Kirkpatrick 1996). Michalak and Yager (1979) further stresses that by doing this, the manager is actually conducting a performance analysis. There are steps in performance analysis. First step is the evaluation of the personnel performance and determining if there is a behaviour discrepancy in the personnel performance. Next, the cost and value of correcting the identified behaviour discrepancy should be determined. Then, determine if the personnel can do the expected job if he wanted to (Ivancevich 2004). Then, establish a standard and communicate this clearly to improve job performance. Then, remove obstacles that might cause behaviour discrepancy. Next, the manager should give the personnel time to practice the skills, knowledge and abilities needed in performing their job. Next, decide if the job should be redesigned. If all else fails, the managers should take matters to the next level and decide whether to transfer the personnel to another department or to terminate his contract. However, performance analysis may result to a problem in the driving force. Corroborations such as reward, punishment, or discipline may be essential to create stimulus for the whole work force. Performance analysis may also lead to recognising a need for training and development. However, some organisations avoid doing training needs assessment. According to Schneier, Guthrie and Olian (1988), the possible reasons for this are lack of information on conducting training needs assessment, management scepticism on the effectiveness of training needs assessment, poor planning and lack of time in doing training needs assessment. But Schneier, Guthrie and Olian (1988) stress that training needs assessment should be done because there are many benefits that result from doing this such as improving the training function, tying in with other personnel/human resource management (P/HRM) programs and improving their efficacy, and increasing legal defensibility. Training Process Though typically the shortest phase in the training process, the training program itself encompasses a myriad of details which must be thought about carefully in order that a program will run smoothly, remain true to its defined objectives, and facilitate the transfer of knowledge. Coordinating the logistics of a training program is a detailed and essential step in planning a successful training program. As Van Wart, Cayer, and Cook (1993, p.235) point out, careful planning results in substantially fewer problems, headaches, and even disasters. Countless items such as facilities, room set-up, scheduling, registration, snacks, name tags, audio-visual needs, correspondence with trainees, social events, and the compilation of training materials must be taken into account to insure a successful program. In addition, it is important to plan in advance how to open and close a training session, to avoid awkward transitions and a poor climate during the session (Nadler Nadler 1994). Another important consideration is the materials and kit which will be used to communicate information to the participants. Handouts, textbooks, manuals, and other visual aids (VanWart, Cayer, Cook 1994) enhance the training environment and give participants tangible records of their training to take away and refer to when a refresher is necessary. There should be plenty of materials for all of the participants and extras for those who may register at the last minute. Equipment should be checked to make sure it is in good working condition prior to the program (Nadler Nadler 1994). And finally, as with most things in life, it never hurts to have a contingency plan. A training program may incorporate many different types of strategies for communicating information and fostering a learning environment. Lectures, group activities, discussions, videos, games, guest speakers, case studies, presentations, panel discussions, outdoor interventions, and hands-on skill training are but a few examples of the variety of methods which exist for use in training situations. Beary (1994) suggests that trainers should use questions in training to serve as icebreakers, determine knowledge levels and attitudes, stimulate discussion, share knowledge, make transitions, and build teams. Harris (1994) puts forth his P.R.A.C.T.I.C.A.L. model for better-than-average presentations which calls for attention to be paid to: Partnerships, Rhetorical questions, the Ability to be spontaneous, Conversational style, Tone of voice, Involvement, Creativity, Acute relevance, and Lucidity. Harris also provides four verbal tools which can be used to vary presentations through language. Analogies, alliteration, plays on words, and rhymes can be useful ways to draw attention to material which may require spicing up. A trainer would certainly want to consider his or her audience before using some of these tools. A group of firemen may not be impressed by rhyming skills, while a group of writers might find it very refreshing. Kaeter (1994) suggests several ways to create a training culture, which, she explains, will enhance the environment and may even help a trainer to deal with the ever-present resistant trainee. Her ideas include: researching the situation in advance, making knowledge relevant to those situations, facilitating rather than lecturing, making a clear link between the person, the job, and the goals of the organisation, not ignoring resistant participants, deflecting attacks by drawing in the group, and being available after training for questions and one-on-one discussions. Given that in almost every training situation, there will be one or two individuals who are resistant to the ideas being presented, (or to the very idea of being at a training program) it is important to create a culture which deals proactively with resisters and allows learning to occur for everyone. In addition to those presented here, there are hundreds of other useful approaches to conducting effective training programs. The important thing to recognise is that each method and strategy has inherent strengths and weaknesses, and that there is not one method or strategy whose use will result consistently in a flawless training program. A combination of methods, strategies, and techniques makes for a rich, diverse, cooperative, and instructive training situation. In any training situation, it is important to appreciate the variety of ways that people learn, and to use techniques, which will meet the needs of a diverse group of learners (Armstrong 1988). While some individuals may learn kinaesthetically, others may be more receptive to visual or auditory techniques. A trainer must design his or her program to incorporate elements which will be useful to all types of learners, also taking into consideration the knowledge, skills, abilities, and motivation that trainees bring to the training situation. (VanWart, Cayer, Cook 1994, p 139) According to Bramley (1996), learning situations should be sequenced so that various styles of learning are integrated into the whole. A useful model, based on adult experiential learning, is the Kolb (1984) cycle of learning (see Figure 2). This model requires that activity in all four stages take place for effective learning to occur. Training which is designed with a variety of learning styles in mind will greatly encourage trainees to incorporate the knowledge into their own way of thinking, and transfer the training into the workplace. After logistics and strategies are determined, the designer must decide the most appropriate method for gathering evaluations and feedback from the participants. This step can be used to identify opportunities for further training, to enhance learning, to identify problems and possible solutions, to assess the impact of the training, and to monitor changes in thinking related to the training (Brinkerhoff Gill 1994). Such information can be obtained through observation of reactions to training programs, through learning reviews provided by participants (Bramley, 1996), or through pre and post-testing of skills, attitudes, and behaviours. In addition, there are a variety of questionnaire types which can be utilised for evaluations. Regardless of the type of questionnaire, which is used, however, it is crucial to gather feedback from as many of the participants as possible, to give them a forum for providing the most honest and detailed feedback possible, and to take future action based on the responses (Kirkpatrick 1996). Another valuable method of gaining feedback from participants is to speak with them individually, perhaps at some point during the program, or in a scheduled meeting or discussion group held shortly after the program takes place. It is vital to remember that changes in attitude do not necessarily equals change in behaviour. While information about attitudes may drop light on trainees immediate reactions and learning, such information alone is not necessarily a good indicator of long term changes in behaviour or overall results of training. As demonstrated by this study, it is important to collect a variety of data at several differing intervals, in order to gain the best understanding of the training and the outcomes of it. Evaluation of Training The final stage of the systematic training process is the evaluation of training. This can be done by comparing the results, especially the benefits, with the objectives of the training program set in the assessment phase (Ivancevich 2004). As mentioned in the introduction chapter, many companies are increasingly concerned if training adds value to organisations and training departments are continuously justifying the effectiveness of training (Phillips 1996; Holton 1995). Preskill (1997) asserts that the most appropriate method to determine the effectiveness of training is through training evaluation. As Jones (2006, p.42) said, â€Å"It is essential for HRD practitioners to use the training evaluation method in order to determine whether an organisation receives a significant return on investment in terms of human resources, time and money.† There are many reasons as to why training evaluation should be done. Evaluation can be a tool for informing the trainees of their progress, modifying and improving programs and instructor performance, and providing evidence to managers that problems and issues have been addressed and solved (Laird 1985). Training effectiveness is also a measure of the training departments credibility (Kirkpatrick 1996). Other benefits brought about by doing training evaluation are increased confidence in the trainers claim, increased legitimacy of the training function in organisations, justification for continued support, valuable feedback for improving training methods (Phillips 1996, Jones 2006). Noe (2003 p98-9) summarises these reasons in the following: to identify the programs strengths and weaknesses; to evaluate whether the content, organisation and administration of the program contribute to learning and the use of training content on the job; to identify which trainees benefited most or least from the program; to gather data to assist in marketing the program to determine the financial benefits and costs of the program; to compare the costs and benefits of training and non-training investments; to compare the costs and benefits of different training programs to know which training program is best to use. As with any other evaluation process, criteria should be established for easier evaluation. Ivancevich (2004, p77) points out the three types of criteria — internal, external, and participants reaction. However, participants reaction can be included in the internal criterion. The internal criteria are concerned with the content of the training program. The external criteria are concerned with the ultimate goal of the program. Many training evaluation models were developed. The most popular of which is Donald Kirkpatricks (1994) four-level evaluation criterion. According to thi

Illusion in The Great Gatsby :: F. Scott Fitzgerald, The Great Gatsby

  Ã‚  Ã‚  Ã‚  Ã‚   James Baldwin looked upon reality and illusion through the eyes of a great author. He saw that all authors live in reality, while everyone else lives in a sense of illusion, or not knowing the whole truth.   He shows us that the author must question everything, breaking down the illusions that are set up by people and by our society.   Baldwin shows that normal people don't question everything, and therefore are fooled by illusions may times. In The Great Gatsby Fitzgerald suggests many things about illusion and reality.   I think that the strongest thing Fitzgerald suggests is that you create your own illusion, and with this illusion, you shape the person that you are.   All of the rich people in this book have some sort of illusion surrounding their persona, but Gatsby has the greatest of all illusions surrounding him.      Ã‚  Ã‚  Ã‚  Ã‚   Gatsby is presented as living the charmed life, with plenty of friends, no problems, and an honest man.   In the end his whole illusion unravels and we find that he has plenty of problems, is very crooked and dishonest, and has no true friends.   He longs for companionship with Daisy, and still can never have that.   Gatsby's illusion surrounding him is totally shattered in this book, partly through the actions of Tom who feels that he must discredit his name.   Tom, however discredits name to draw Daisy away from him when he finds that Gatsby has become interested in Daisy.   When Tom confronts Gatsby, and begins to crumble his illusion, Gatsby is as cool and confident as he always is.      Ã‚  Ã‚  Ã‚  Ã‚   Tom's voice, incredulous and insulting: I told you I went there [Oxford]," said Gatsby.      Ã‚  Ã‚  Ã‚  Ã‚   "I heard you, but I would like to know when."   Ã‚  Ã‚  Ã‚  Ã‚   "It was in nineteen-nineteen.   I only stayed for five months."   Ã‚  Ã‚  Ã‚  Ã‚   Tom glanced around to see if we mirrored his unbelief. (136)    This passage shows that even Gatsby has bought into the illusion that he has created for himself.   It is as if he has thought out the answer for every question about his past, so that he can come off as being distinguished and honest.      Ã‚  Ã‚  Ã‚  Ã‚   It would be hard to read The Great Gatsby without analyzing if the narrator, Nick Carroway falls into the illusion of Gatsby.