Reversing Heart Disease by Dr. Dean Ornish Article

Reversing Heart Disease by Dr. Dean Ornish - Article Example Low calories slow metabolic rates which makes it difficult to lose weight. In Reversal diet, fewer calorie consumption increases instead of decreasing metabolic rates. Thus, consuming lot of fat gives us a quintuple whammy (Ornish, 250). Reversal diet allows egg white which has high protein. Other than this, protein consumption remains low since animal products are not allowed (Ornish, 247,252). Blood cholesterol comes from animal products like meats, poultry, fish and dairy. Moreover, saturated fat found in animal products is also converted into cholesterol by the liver (Ornish, 254). Dr. Stamler and his colleagues have found out that people with cholesterol levels higher than 180 have increased the risk of heart disease. He has concluded that range of safe cholesterol levels is very small (Ornish, 255). An average person consumes 40 to 50 percent of their calories as fat. The ideal amount that should be consumed is less than 10 percent of calories as fat (Ornish, 246). Saturated fat increases our blood cholesterol level unlike polyunsaturated and monounsaturated fat (Ornish, 256). Hydrogenation is the manner by which fat is made more saturated. Therefore, there is more saturated fat in moderately hydrogenated oil (Ornish, 257). Epidemiological research tells us high cholesterol and saturated fat increase blood cholesterol level leading to higher risk of coronary heart disease (Ornish, 258). HDL is considered as â€Å"good cholesterol† while LDL as â€Å"bad cholesterol†. People practicing American diet have the same risk of coronary heart disease.

American Companies & Globalization Essay Example | Topics and Well Written Essays - 750 words

American Companies & Globalization - Essay Example The economy of the country has experienced slow growth in the recent past in spite of being the largest single market of the world. The success of the operating organizations depends on the situation that is prevailing within the country and abroad. The multinationals are much more interested in drawing their strategies keeping into account the global perspective. The activity of foreign affiliations is indeed a complement for the key parent activities in the country in terms of employment, compensations towards workers and capital investment. In order to operate globally it is required or the organizations to expand as well as integrate the foreign activities as such activities cannot be substituted. The expansion by the U.S. parents along with the affiliates contributes to increase the productivity and also contributes to improve the standard of living of all Americans. The rising concerns for the U.S. multinationals are mainly focused on the competitiveness. The success of the mul tinationals is very important as these companies have been productive for a long time and form the pillars of economic strength. The companies are engaged in serving the fast growing markets abroad. The following figure reports the share of the private sector economic activities of U.S. that is accounted for by U.S. parents. It can be depicted from the figure above that parent companies of United States perform large shares of the productivity of America which tends to enhance the activities paving the path for high average compensation for the workers of the country. Accessing the foreign consumers is one of the drivers for the global engagements of the U.S. multinationals. The new customers can contribute in strengthening the revenues of the companies as well as the profitability of the company will witness the upward rising curve. The Statistics show a variation in the rate of GDP over the periods. One can held the evolving size of the national markets and the perspective of the consumers as the reason. When a U.S. multinational operates globally, the company can take hold of foreign currencies which they can divert into the economy of the residing country. Therefore, the economy boosts up with foreign inflow and thereby the company contributes in improving the economic structure of the country as a whole. The multinationals involved in producing goods and services are also engaged in exploration of resources and extraction. Following the policy of diversifying the products and global engagements, the U.S. multinationals are reducing the risk of crisis since a slowdown in one of the countries can be nullified by prosperity in the other. Therefore, indirectly, the economy of the country is as well enjoying a shield against the turbulences. The multinationals also contribute in increasing the exports of the country. The Balance of Payments of the country improves being the resultant. The integrated operations that the multinationals follow across borders stim ulate the exports potential of the country. Let us take the example of IBM. Even today when U.S. remains as the largest single market the company earns more than two-thirds of the total profits from abroad. A great deal of sales accrues from the exports of U.S. or the products which are produced or designed in the country. The company annually brings the economy billions of dollars from its global operations. In the last two years, the company repatriated more than 20 billion dollars

Passion for College Students Essay Example for Free

Passion for College Students Essay College students traditionally show pride towards their respective school. What makes students so enthusiastic for their school? In Laura Randall’s â€Å"Things You Only Do in College† and David Berreby’s â€Å"It Takes a Tribe† both writers explore college culture but come up with decidedly different results. Randall argues that college students’ traditions are embarrassing to the university, and students should be focusing on schoolwork not traditions; but Berreby suggests traditions are for the pride which students have for their school. In this essay I argue that students are passionate for their school, and the traditions they participate in are for the pride they have for the school. Randall discusses the traditions at various universities, or the hazing rituals for the fraternities and sororities on the many campuses. In her writing she looks disgusted that colleges are not trying to stop these â€Å"stupid traditions† in Randall’s mind. She states â€Å"Today’s traditions are more likely to involve nudity, fire, and intoxicants and be closely monitored by publicity-wary administrators† (Randall, 211). This quote shows the disappointment for college students and their traditions. Randall is saying there are not any traditions which are good for the university, or the people that participate. Randall implies that these traditions are embarrassing to the universities. In Randall’s writing â€Å"Things You Only Do In College† she discusses tradition students participate in, which she finds embarrassing. Randall believes there should be more money pumped into schools academic fields, because that is the reason the students are there in the first place. She believes the universities should crack down on the traditions which get students in trouble. However, most of these traditions were started over school pride. For example, students will go streaking to break out of their â€Å"shell† and show their school spirit. However, Randall believes these traditions are pointless, and they have no meaning of school pride. Randall writes â€Å"Like their zanier predecessors, they are a long-remembered part of the college experience if occasionally rowdy, childish, illegal, or all three† (Randall, 211). In this quote, a zanier predecessor means the crazy people who did this before them. This passage states that traditions are a part of the college experience, even though they are mostly rambunctious. Traditions might be outlawed, or looked down upon them by the administrators of the university, but the students do these rowdy acts for the pride they have for the university. Sure students will go streaking, and jump into a lake, but they do it for fun, and for their pride of the university. If the students do not care for the university they would not do something so odd for the fun of it. The athletics are what make students passionate for the university. Most weird traditions are started in support for the athletics. The athletics are supported by the student body, and it brings everyone together to do these traditions. In David Berreby’s essay â€Å"It Takes a Tribe† he talks about school pride, and how most college students view it’s us vs. them. David Berreby talks about many rivalries between colleges, and the majority of them are started by athletics. There are academic rivalries between many universities around the country; for example Harvard/Yale, or Princeton/Penn. However, most people when speaking of a rivalry think of some kind of athletics competition. There are students however, who do not know all of the traditions when they first go to their school. They pick them up as they go along. Berreby writes â€Å"They’ll be singing their school songs and cherishing the traditions (just as soon as they learn what they are† (Berreby, 207). In this quote he is saying there are many students who apply to colleges for name recognition. However, when they get to the university or college they will participate in the traditions. Not every student at Penn State knows the fight song or the alma mater. However, when they go to a football game or any other sporting event they will be standing proudly singing that same fight song or alma mater. Berreby states that â€Å"They’ll learn contempt for that rival university, Oklahoma to their Texas, Sacramento State to their U. C. Davis, Annapolis to their West Point† (Berreby, 207). This quote is saying the students will also learn who the rival university is, and they will build a hatred for them, and root against them every chance they get. He also talks about some of the bigger rivalries between colleges. Oklahoma and Texas have been rivals for years, but in the public eye society view this rivalry for sports. No one thinks about whose graduates succeed more after college. Society’s views on rivalries deal with sports, and college students live off their sports teams. If the teams do well then the campus is always more lively, but if the teams lose there is a down feeling all throughout the campus. For example, before Penn State played Michigan in football this year there was a huge anticipation for the game. Most of my friends and me would torture the people who drove from Michigan to the game. Then, after Penn State lost there was a huge negativity all throughout main campus, and I could tell especially from talking to people even a couple days or weeks afterwards. David Berreby in his essay â€Å"It Takes a Tribe† discusses college rivalries, and how students are passionate for their schools for the rivalries. David Berreby and Laura Randall both write about college traditions, and the students that participate in them. However, they both have very different opinions on the traditions. Randall believes the universities are tired of the traditions that students take a part in. She also implies that there needs to be more focus in the classroom. However, Berreby writes about how students are doing these traditions because of the pride they have for the university. He implies that students also love the rivalry between colleges. In colleges around the world students have different opinions on the universities they attend. In my college experience I have found nothing that makes me more excited than sporting events. Of course I go to class because that is the reason why any student goes to college. However, my passion for this university goes beyond the sporting events. The pride I have is different than what others have. Although, I do participate in all the traditions at Penn State, whether it’s going to the football game, and singing the alma mater, or singing Hey Baby in between the third and fourth quarter of a football game. They are all traditions which students that are enthusiastic for this university participate in. Students everywhere have some type of school pride, but all express it differently. Whether it’s streaking, or hazing they all have a meaning. The traditions that students participate in are out of the pride they have in their school, and there is nothing that will stop students from doing these traditions in the future.

The HC Bridge Frame Work

The HC Bridge Frame Work â€Å"The traditional HR paradigm defines HR contribution as supporting organisation goals through aligned HR services, policies, practices, and programs†, (Bodreau, et al., 2005). Typically, this HR paradigm is combined with the traditional definition of organisations success. The result is an emphasis on reducing risks of costly legal actions in HR process such as reducing cost per hire, time taken for training, HR staff per employee and the client satisfaction with HR practices. The best example is measuring return on investment of HR programmes, such as showing that improved sales knowledge which are offset by training costs, leads to increase in sales. â€Å"The traditional HR paradigm of service delivery is also typically how HR connects to sustainability†, (Bodreau, et al., 2005). For example, the ILO declaration urges the elimination of child labor, employment discrimination and promotion of free association and collective bargaining. â€Å"The UN Global Compac t adds that companies should protect internationally proclaimed human rights abuses†, (Bodreau, et al., 2005). HR programs such as performance management, selection and training can reflect upon respect for collective association rights and reward not only economic performance, but also community involvement. HR can measure sustainability-related knowledge, behaviors and motivations, and employee health and safety. Such measures are often reported in corporate sustainability or social responsibility while reporting to the investors. â€Å"While this is important, but the HR paradigm is still traditional-applying sustainability to the policies, practices and activities within the HR function†, (Bodreau, et al., 2005). â€Å"HR has struggled to define what it means to be ‘strategic. The answer can be discovered not only in benchmarking HR organisations, but also in benchmarking the evolution of more mature strategic functions such as finance and marketing†, (Bodreau, et al., 1997, 2003). The decisions on marketing focuses on decisions about customers and the finance decisions focuses on money and cash flows, so a decision on talent should enhance decisions about talent, both within and outside the HR function. The finance decisions are not always generally made by the finance department, the decisions are made by managers across the organisations. These finance decisions is different from accounting but accounting still remains as a critical professional practice. â€Å"Todays HR is similar to accounting. It is and will remain a critical and important professional practice†, (Bodreau, et al., 2005). Yet, we still lack a well developed decision science for talent. It is increasin gly important to enhance talent decisions, including structures, behaviors, capability, learning, collaboration and shared culture. â€Å"In several companies, we have labeled it talent ship, because it focuses on decisions that improve the stewardship of the hidden and apparent talents of employees†, (Bodreau, et al., 2005). Any decision science will involve one element i.e. the logic, which connects decisions about the resource to organisations success. In finance though the formula for return on investment produces a number but it is important to know what factors are relevant to financial decisions. Similarly, a talent decision science requires showing factors those are relevant to make talent decisions. Boudreau and Ramstad created a model, the HC BRidge Decision frame work, which outlines the logical connections supporting talent ship. The HC BRidge framework is based on 3 anchor points efficiency, effectiveness and impact-that are common to all business decision sciences (see Figure-1). Efficiency The efficiency anchor point focuses on the resources that are used to deliver HR practices. Typical indicators of efficiency would be cost-per-hire and time to fill vacancies. When applied to sustainability, efficiency would focus on resources used to bring HR practices in to compliance that reflects upon community environment and social goals. Effectiveness The effectiveness focuses on the HR policies and practices that affect the talent pools and organisation structures to which they are directed. Effectiveness also refers to the outcomes of HR policies and practices on human capacity and the resulting aligned actions of the target talent pools. Impact Impact illustrates the fundamental differences revealed by a focus on talent decisions, beyond simply HR service delivery. Impact asks, â€Å"How do differences in the quality or availability of different talent pools affect strategic success?† Impact can deliver surprising results by using the traditional financial definition for success. HR investments, which had been relatively ignored can make a bigger difference in the talent pool affecting product development and thus offering improvement opportunity. Talent Management A review of the talent management literature reveals that their is a degree of debate as to the conceptual boundaries of the topic. Aston and Morton (2005: 30) noted that there â€Å"isnt a single consistent or concise definition† of talent management. â€Å"Lewis and Heckman (2006)identified three key streams of thought around the concept of talent management. First, those who merely substitute the label talent management for human resource management. A second strand of literature emphasises the development of talent pools focusing on â€Å"projecting employee/staffing needs and managing the progression of employees through positions†(Lewis Heckman, 2006: 140). The third stream focuses on the management of talented people†, (Collings, et al., 2009). Studies in the first part, which merely substitutes the label talent management for human resource management, limit their focus to few particular HR practices like recruitment, leadership development and succession planning. The contribution of this particular literature is limited beyond the strategic HR literature, as this relates largely to a rebranding of Human Resource Management. In the second part, by adopting a narrow focus, the literature builds on earlier research in manpower planning or succession planning. Studies in this tradition, at least provides a degree of differentiation as to what talent management is vis-à  -vis HRM. In the third part, literature argues that all roles within the organisation should be filled with â€Å"A performers†, referred to as â€Å"top grading† (Smart, 1999) and emphasises the management of â€Å"C players†, or consistently poor performers, out of the organisation (Michaels et al., 2001). â€Å"While the third approach is highly influential, we recognise limitations to this approach and argue it is neither desirable nor appropriate to fill all positions within the organisation with top performers. Equally, if the talent management system is applied to all of an organisations employees (i.e. including poor performers as well as top performing employees), it is difficult to differentiate talent management from conventional human resource management†, (Collings, et al., 2009). In addition to the above three streams, (Boudreau and Ramstad, 2005) and(Huselid et al., 2005) identified a fourth stream that emphasises on the identification of key positions that had the potential to impact the competitive advantage of the firm. The starting point here is to identify the key positions rather than talented individuals. â€Å"Therefore, as noted above, we view an organisational talent management as activities and processes that involve the systematic identification of key positions which differentially contribute to the organisations sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organisation†, (Collings, et al., 2009). Over all we can say Talent Management is getting the right people in the right jobs at the right time. Talent is also defined as â€Å" Talent is seen in individual terms comprising ‘a sharp strategic mind, leadership ability, emotional maturity, communication skills, the ability to attract and inspire other talented people, entrepreneurial instincts, functional skills and the ability to deliver results ( Michaels et al., 2001, p. X)†, (Martin et al., 2009). Approaches towards Talent Management Talent management requires a new mind set among business leaders mainly because talent being so mission critical in todays world should not be left alone only to HR departments, instead the organisations board of directors should directly support and make talent as a core element of the work (See Table-1). Table-1, The new talent mindset. Old HR mindset New talent mindset The vague leadership and HR rhetoric of ‘people being our most important asset A deeply held conviction that talented people produce better organisational performance. The responsibility for people management lies with HR. The responsibility for managers to do all they can to strengthen the talent pool. Small-scale and infrequent programmes for succession planning and training managers in acquiring and nurturing people. Talent management as a central component of the business and part of the ongoing role of senior leaders. Managers have to work with the people they inherit. Managers constantly taking active and bold steps to attract and develop their talent pool and actively manage low performers. Source: Adapted from Handfield-jones et al., 2001 The organisations to become top performers should not only follow new talent mindset but also they should implement the three main elements of a talent management approach. (See Table-2) Disciplined talent management, by developing managers and matching them with the right jobs also rigorous and continuous assessment of employees. Creative recruitment and retention of employees through refined and meaningful employee value propositions. Executive development, using coaching and mentoring. Table-2, Three elements of a talent management approach. Danger signs Signs of progress Signs of achievement Disciplined talent management A focus only on obvious successors in succession planning exercises Some discussion of incumbents performance Clear identification of A, B and C performers in each talent pool Lists of high potential people, but little action Consultation of list when vacancies occur Written action plans for each high potentials development and retention Belief that there are no poor performers Admit that there are likely to be some, but avoid doing much about it Act decisively on poor performance by improving or replacing them Hold no one accountable for talent management except for HR Evaluate managers on how well they manage their staff Hold leaders directly accountable for developing their talent pool Creative recruitment and retention Empty rhetoric about being a good employer to work for Think about EVPs for each type of talent Understand the strengths and weakness of the EVPs for each type of talent and plan to strengthen them Hire only at entry levels and grow only from internal hires Occasionally bring in senior or specialist people from outside Recruit a steady flow of talent at all levels Go to the same sources for recruiting talent Experiment with new sources, but look for similar backgrounds Creatively tap new pools of talent, looking for essential capabilities Have high and consistent attrition rates among managers Analyse attrition data by department and type Know the attrition rates of A, B and C performers and understand why they are leaving, performing or underperforming Thoughtful executive development Leave the job assignments of managers to the manager who hires them Suggest some candidates from the high potential list or job posting systems Involve leadership teams on every assignment decision, seeking to optimise these across the company Recruit most qualified candidate with no discussion of development Stretch people, but not in the context of any development plan Thoughtfully consider the development needs of each assignment and the development needs of each candidate Assume that the best way to develop people is by throwing them in at the deep end Provide formal feedback through appraisal once a year Embed candidate feedback and coaching into the routines of the organisation and the jobs of leaders Invest in training driven by top-down assessments of candidates and then only in response to immediate needs, threats or crisis. Offer regular but basic programmes for management development and leadership, usually off-the-job Offer integrated management/leadership learning programmes for each transition point of managerial careers Source: Adapted from Handfield-jones, WWW.handfieldjones.com/diagnose/index.html (28 February 2006) Another similar approach to talent management is found in the four categories of employees that make up a ‘talent value chain (Rosen and Wilson, 2005; Zingheim, 2005). This approach can also be referred to as segmenting the employees within the organisation. The segments are as follows: The Super keepers: They are that 3-5% of employees who consistently demonstrate superior performance in ways that reflect the core values of organisation and also help others to do so. The Keepers: They are 25-30% of the organisation who exceed both performance expectations and in the demonstration of core competencies. The Solid citizens: They consist of 65% of employees who meet normal expectations of the job and sometimes they exercise leadership in some situations. The Misfits: The 3-5% of people who continuously underperform and does not meet the requirements of job skills. After identifying the segments we have to follow a process called as Talent Management process (TM process) (see Figure-2) Source: L.A. Berger and Associates Ltd. A handbook of talent management 2004 Competency Models Competency models helps organisations avoid business problems and thus enhance their business. We shall see this by looking at each and every available model. Daniel Golemans emotional intelligence model: Goleman in his model uses the research of David McClelland and his colleagues at McBer and Company. He ties that with modern theories of brain functioning that shows how these characteristics work and why they are important. He also shows that because these characteristics are tied to the brain, people are capable of developing and learning these characteristics. Goleman proposes that emotional intelligence is shown in four areas: self-awareness, social awareness, self-management and relationship management (see Figure-3). Aspects of emotional intelligence. Self Awareness Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Social Awareness Empathy Organisational Awareness Service Orientation Self-Management Emotional Self-Control Transparency Adaptability Achievement Initiative Optimisim Relationship Management Developing others Inspirational Leadership Influence Change catalyst Conflict Management Teamwork and collaboration Source: Goleman, Daniel, Working with Emotional Intelligence, Bantam Books, 1998 Building Models for Job Families: Finding the right project management competencies for a financial service company would had been the upmost priority but it will not solve the whole issue. There is another approach to competencies that is especially useful when looking at specific functions. This involves finding the right set of skills that people should have in order to perform a job (see Figure-4). After following through this process as shown in Figure-4, a company should be able to find the right talent for the job and thus can improve its returns on that particular project. The top managment should play a very important role in implementing this kind of model for executing specific tasks. Building Models of Leadership: Using the Management Team There are three connected methods management groups can use to build a model for competencies that they agree should drive leadership or key roles in their company (see Figure-5). Figure-4 illustrates that firstly managers can use a list of characters and come to a consensus that which of these in the list is most necessary for companys success. If they had to choose only a limited number of people, they have to decide, which of these differentiate the best performers from average performers, they should also make a point on devastating impact they would create if not considered for the job. Secondly, management team can decide upon the key requirement for the role and make a matrix and map out critical competencies and later decide upon which individual can fulfill their accountabilities in really super ways. Alternatively, a management group could agree upon key accountability for the role, answer the question, â€Å"what attributes, characteristics, skills or competencies will enable the person in the role to perform this accountability in an outstanding manner?† This list of attributes will describe someone who is displaying that competence in an outstanding way. Thirdly, the group of managers should think concretely about whom they see as top performers and then keep a image of them in their mind. They then take some others who are typical performers but not below average and form their picture in their mind. Then chart out the differences that top performers create in accordance with typical performers. See what makes them outstanding? What motivates them? The managers should not only focus on results but also on what top performers are doing. After this exercise, the management can come out with one particular key player who can satisfy all their requirements. Also this exercise is not a step by step procedure; managers can take any one it and access it accordingly. Behavioral Benchmarking When organisations face changes or new situations, they often tend to rigorously study their best peoples actions, their behaviors, how these best people compare with others in the organisation or with people in different companies. Behavioral benchmarking is probably the most recent evolution from the competency approaches that spurred on all the attention to this area. Competency models used in any of these approaches are fundamental underpinnings of human resource systems. Organisations have different styles for describing their recruiting methods, training requirements, or criterias for promotions. Using a common competency model, companys can create a common language through which all of these organisational initiatives can converge. Principles of Talent Management After knowing about Talent management and the competency models involved in talent management it is far more necessary to know the risks which are being involved in talent management. The main problem which companies faces is â€Å"How to quickly respond to the changes in a competitive environment customer demands, innovation, regulatory factors, and quality standards which is marked by less predictable product markets and the pressures to have a financial returns for every set of uncertainty?† The risks involved in Talent management are mainly the mismatch between people and skills and the cost of losing your talent. Capellis four principles can be seen as the utilisation of HR performance management and succession planning practices within firms to overcome the above two risks mentioned. The important new contribution is the use of techniques from operations management and business forecasting to guide the choice of practices and organisational processes. Principle 1: Make and Buy to manage risk A deep bench of talent is expensive, companies should workout their estimates of their requirements and plan to hire from outside incase of any shortfall. Some positions may be filled easily from outside, so the companies must carefully assess about deploying their precious resources in development. For e.g. Think of situation where the supply chain fails down. We need to work out the immediate costs, the repair costs and the replacement costs. We should also answer the following questions: How long will it take to get new talent? The longer the talent is needed, easier to make investments in internal development payoff. Is there a hierarchy of skills that will enable you to learn through internal development? The more it is the easier to develop talent internally. How important is it to keep your culture? Especially at the senior level, outside people carry different norms and values. How accurate are your forecasts? Less certainty about forecasts, greater the risk and cost of internal development. Can you estimate mismatch costs? How can you estimate the demand for talent? Principle 2: Uncertainty in Talent Demand Uncertainty in demand is always present and smart companies find ways to adapt to it. One approach would be breaking up the development programmes in to shorter units and bringing all the functions together in a short duration say 18 month course that teaches general management skills and then send them back to their own departments to specialise. Another option would be creating talent pool that can be allocated as needs arises in the business units. The business approach would be: Use of models to estimate growth of talent requirements. Estimating the cost of hiring from outside but reducing the chances of promotion within. Estimate the costs of the time lag effect. Supply of labour always behind market demand. Design a development programme. Consider the problems that occur in a decentralised organisation. Should there be lots of different programmes or a corporate format? The first can be inefficient. The second costly if managers try to hide their key performers. Delays occur because of different time scales of different programmes. Managers end up waiting for specific development opportunities. Principle 3: Improve the Return on Investment in developing employees. The main problem is that employees want to acquire both firm specific but also general industrial and occupational skills. If the organisation is able to retain its employees then this is not a problem but in todays market scenario companys are seeking experienced people. One way to improve the payoff is to get employees to share in the cost of development that is asking them to volunteer on assignments. Another approach is to maintaining relationship with former employees, hoping that they might return back someday thus bringing back the investment and the skills. Third approach would be on reducing costs by mixing organisational and occupational learning with development, this would involve: Identify competencies associated with successful managers and identify assignments that will require their use. Learning from peers and colleagues. Training before hiring and then ‘promote and coach. Involving people in project work. Encourage working outside the organisation. Share the costs and connect development with retention. Try to ensure that you promote the right person on ‘economic ground. Principle 4: Preserve the investment by balancing Employee-Employer Interests. The main reason good employees leave an organisation is that they find better opportunities elsewhere. This makes talent development a perishable commodity. The key to preserving the investments made in developing efforts is by creating a balance in the interests of employees and employer by having them share in advancement decisions. Also to manage an internal market following things can be considered. Empowering employees to bid for jobs. Developing IT systems to match competencies with job requirements. Producing up to date information on what skills the company now requires in various job Identifying competencies for specific career paths. Conclusion The business environment is changing, more and more companies are going global. Corporate desicions should be rapid in order to prevent the competitors to take desicions. The search for talent is going to be a never ending process. With too many people in the higher management retiring in a very short period of time, HR department has a challenging job in filling these positions and thus keeping their companies competitive in this challenging environment. We have seen the traditional HR policies and the present HR policies, which emphasises more on talent ship. Companys have various competency models for identifying talents and methods for retaining them. Capellis four principles also help Companys to overcome the risks in talent management. With so much of available resources to the HR department and the constant management support in Talent management, in this process of talent hunt, are they neglecting the existing employees who are at the junior management level? The new policies in HR which emphasises on the Right man at the Right job at the right time will bring in more criticisms at the junior management level. In this present situation the companys are willing to invest more on junior management as the investment cost is very less when compared to the costs on higher management. The companies are looking to fill in the best talented people at this junior level. They train the junior management to become the future leaders, in this process if they do not find any one fitting in to the job position, there are more chances for that individual to be thrown out of the company. The chances to be thrown out are more for a existing employee. So what next to that individual? Will the company promise him a job; will they give him any benefits? If no, then how are they going to solve this issue, it just cannot be neglected. This is major challenge for the HR department in the coming years. Though Talent management helps companies to produce the best resources, the company should also learn to develop a resource which is not the best and make it best, as there is prediction in lack of resources for the future. References Arthur, 1994M.B. Arthur, The boundary less career: A new perspective for organizational enquiry,Journal of Organizational Behaviour15(1994), pp. 295-306. Arthur and Rousseau, 1996In: M.B. Arthur and D.M. Rousseau, Editors,The boundary less career, Oxford University Press, Oxford (1996). Arthur et al., 2005M.B. Arthur, S.N. Khapova and C.P.M. 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Extreme Depictions of Feminism Essay example -- John Irving World Acco

Extreme Depictions of Feminism in John Irving's The World According to Garp and Catherine MacKinnon's Sexuality In the classroom, in popular culture and in suburbia, to call someone or something 'extreme' is enough to completely eliminate his, her or its credibility. 'Extreme' has become a derogatory comment. In this paper, I will be dealing with two extreme depictions of feminism; one from John Irving's novel The World According to Garp and the other Catherine MacKinnon's essay "Sexuality." It is important to keep in mind that some have argued that the extreme views of any movement for social change are important because they push boundaries and make other voices of the movement sound more reasonable (thus gaining more support). In my dealings both these works, I want to avoid falling into the defensive trap. While feminists are negatively portrayed in the Irving's novel as extreme, anti-male, and apocalyptic, I want to get past a knee-jerk dismissal of the novel and get at Irving's commentary on the feminist movement because I believe that it can provide valuable insights into feminism. Similarly, I will not automatically run away from MacKinnon's essay because her feminism is so radical. The rhetoric in which MacKinnon phrases her arguments is apocalyptic, and she serves here as my "real" example. What I find most important is that 'extreme' is not automatically a dismissal. I do not want to lose track of this position because it can work as a counter-text to some of my arguments within this paper. Both of these depictions are compelling, they seduce their reader, if only momentarily, into believing their portrait of feminism. I can only speak for myself in reporting reactions to these texts. I found "Sexuality" per... ...Womanhood," in Free Spirits, ed. Kate Mehuron, Gary Percesepe, Englewood Cliffs, New Jersey: Prentice Hall) 1995, 339-351. . 53, Death and Desire. .493, Feminisms. . Norman Cohn, "Cosmos, Chaos and the World to Come: The Ancient Roots of Apocalyptic Faith" (New Haven: Yale University Press) 1993, 227. . Quinby, Lee. "Genealogical Feminism" in Anti-Apocalypse (London: University of Minneapolis Press) 1994, 33. .Gregory M. Herek. APsychological Heterosexism and Anti-Gay Violence: The Social Psychology of Bigotry and Bashing@ in the Men=s Lives anthology (Third Edition). Ed. Michael S, Kimmel and Michael A. Messner. (Boston: Allyn and Bacon) 1995, 341-353. .Frances Bartkowski.@Epistemic Drift in Foucault@ in the anthology Feminism & Foucault:Reflections on Resistance. Ed. Irene Diamond and Lee Quinby.(Boston: Northeastern University Press) 1988, 43-58

This Is Audie Murphy Essay -- essays research papers

This is Audie Murphy's life story. At the tender age of 12, he becomes the head of the family after his father deserts them. He joins the army at the age of 18 and through the course of the war is decorated for valor nine times thus becoming the most decorated combat soldier in World War II. Audie does one of the bravest acts any soldier ever did during the war. He climbs aboard a burning tank destroyer and single handedly keeps the enemy from advancing on his position. He spends almost an hour on top of the tank destroyer until his ammunition is exhausted. Seconds later after climbing off the tank destroyer, it explodes. For this action, Audie receives the Medal of Honor. PVT, AUS  Ã‚  Ã‚  Ã‚  Ã‚  30 Jun 42 PFC, AUS  Ã‚  Ã‚  Ã‚  Ã‚  7 May 43 CPL, AUS  Ã‚  Ã‚  Ã‚  Ã‚  15 Jul 43 SGT, AUS  Ã‚  Ã‚  Ã‚  Ã‚  13 Dec 43 S/SGT, AUS  Ã‚  Ã‚  Ã‚  Ã‚  13 Jan 44 2d LT, AUS  Ã‚  Ã‚  Ã‚  Ã‚  14 Oct 44 1st LT, AUS  Ã‚  Ã‚  Ã‚  Ã‚  16 Feb 45 1st LT, INF, ORC  Ã‚  Ã‚  Ã‚  Ã‚  21 Aug 45 CAPT, INF, TEX NG (Federal Recognition)  Ã‚  Ã‚  Ã‚  Ã‚  14 July 50 CAPT, INF, NGUS  Ã‚  Ã‚  Ã‚  Ã‚  19 Oct 50 MAJ, INF, TEX NG (Federal Recognition)  Ã‚  Ã‚  Ã‚  Ã‚  14 Feb 56 MAJ, INF, NGUS  Ã‚  Ã‚  Ã‚  Ã‚  14 Feb 56 MAJ, INF, USAR  Ã‚  Ã‚  Ã‚  Ã‚  8 Nov 66 SERVICE Audie L. Murphy enlisted in the Army of the United States, 30 June 1942, at Dallas, Te...

Constitutional Development Essay

News has been defined differently by different experts. Some of the definitions are given below: 1. News is anything out of the ordinary 2. News is the unusual picture of life. 3. News is anything that people talk about; the more it excites the greater its value. , 4. News comprises all current activities which are of general human interest and the best news is that which interests most of the reader*. 5. Anything that enough people want to read is news provided it does not violate the canons of good taste and the law of libel. 6. News is like a hot cake coming straight from oven. 7. News is the report of an event that is fresh, unusual and which is interesting to a greater number of people. From these definitions we are now clear to have understood the elements of news. Let’s see what these are. Objectivity News is the factual report of an event. What the reporter sees is supposed to report. Objectivity means to report the facts exactly the same way as they occurred. It goes against objectivity if the reporter adds something from his own imagination. Comment/suggestion or proposal is not the task of a news reporter. These are considered right in a column, editorial, etc. In these formats of journalistic writings the writer can provide in-depth and background information. In simplest words objectivity means just to report the tip of the iceberg and leave the rest to analytical and in-depth reporting. It will not be an objective reporting if the reporter wants to angle, slant or shade the news. Introduction Of News Values News values are general guidelines or criteria used by media outlets, such as newspapers or broadcast media, to determine how much prominence to give to a story. They are fundamental to understanding news production and the choices that editors and other journalists face when deciding that one piece of information is news while another is not. According to former Times and Sunday Times Editor, Harold Evans, a news story†¦ †¦ Is about necessary information and unusual events †¦ Should be based on observable facts †¦ Should be an unbiased account †¦ Should be free from the reporter’s opinion However, the selection of news stories is subject to a wider range of influences than this simple basic definition. News values is about examining the process of selecting news sources, and how news Values inform the process. News values, sometimes called â€Å"news criteria,† are commonly held to be active at several stages in the gate keeping process.   First, they supposedly make a story or event more likely to be chosen as news (the â€Å"selection† hypothesis). Second, they’re said to be underscored, or even exaggerated when a news story is written (the â€Å"distortion† hypothesis), and finally, they are purportedly further emphasized as a news item passes through each stage of the Production process. A variety of external and internal pressures influence journalists’ decisions on which stories are covered, how issues are interpreted and the emphasis given to them. These pressures can sometimes lead to bias or unethical reporting. Achieving relevance, giving audiences the news they want and find interesting, is an increasingly important goal for media outlets seeking to maintain market share in a rapidly evolving market. This has made news organizations more open to audience input and feedback, and forced them to adopt and apply news values that attract and keep audiences Some news organizations use the term ‘News Values’ to describe a different concept: the ethical standards expected of journalists in their work. These ground rules spell out the good practice journalists should apply as they gather and process news stories. They are simply a code of ethics or canons of good and responsible journalism. These guidelines attempt to ensure the integrity of the journalist and guarantee the reliability of the news story. Both professional journalism associations and individual news organizations often make these rules freely available so that the public may know what to expect from their journalists. The BBC lists the following values: †¢ Truth and accuracy †¢ Impartiality and diversity of opinion †¢ Editorial integrity and independence †¢ Serving the public interest †¢ Fairness †¢ Balancing the right to report with respect for privacy †¢ Balancing the right to report with protection of the vulnerable †¢ Safeguarding children †¢ Being accountable to the audience History In 1965, media researchers Galtung & Ruge analysed international news stories to find out what factors they had in common, and what factors placed them at the top of the news agenda worldwide. In 1965, media researchers Galtung & Ruge analysed international news stories to find out what factors they had in common, and what factors placed them at the top of the news agenda worldwide. They came up with the following list of news values. – a kind of scoring system – a story which scores highly on each value is certain to come at the start of a TV news bulletin, or make the front page of a newspaper. Journalists and editors also draw heavily on their experience – of what an audience expects, of what stories have had a major impact on public consciousness in the past, of what is important – and each news organisation will have their own system of setting a news agenda. Galtung and Ruge, in their seminal study in the area put forward a system of twelve factors d escribing events that together are used as a definition of ‘newsworthiness’. Focusing on newspapers and broadcast news, Galtung and Ruge devised a list describing what they believed were significant contributing factors as to how the news is constructed. Their theory argues that the more an event accessed these criteria the more likely it was to be reported on in a newspaper. Furthermore, three basic hypotheses are presented by Galtung and Ruge: the additivity hypothesis that the more factors an event satisfies, the higher the probability that it becomes news; the complementarity hypothesis that the factors will tend to exclude each other; and the exclusion hypothesis that events that satisfy none or very few factors will not become news Gatlung and Ruge introduces the major factors related to news values as explain under Gatlung And Ruge, 1973 * Relevance – How relevant is a news story to the audience in question? For example, a California earthquake is almost always more relevant to a West Coast audience than to an audience in Calcutta. * Timeliness – How recently did the event unfold? Timing is of the utmost importance in today’s 24 hour news cycle. Recent events, or events in the making, are most likely to lead the news. * Simplification – Stories that can be easily simplified or summarized are likely to be featured more prominently than stories that are convoluted or difficult to understand. * Predictability – Certain events, such as elections, major sporting events, astrological events, and legal decisions, happen on a predictable schedule. As the event draws closer, it typically gains news value. * Unexpectedness – On the other hand, events like natural disasters, accidents, or crimes are completely unpredictable. These events are also likely to have significant news value. * Continuity – Some events, such as war, elections, protests, and strikes, require continuing coverage. These events are likely to remain in the news for a long time, although not always as the lead story. * Composition – Editors have to keep in mind the big picture—the sum of all content in their media outlet. For this reason, an editor might select soft human interest stories to balance out other hard hitting, investigative journalism. * Elite People – Certain individuals, like politicians, entertainers, and athletes, are considered, by virtue of their status, more newsworthy. If someone throws a shoe at an everyday person, it’s probably not news. If someone throws a shoe at the President of the United States, it will likely be in the news for weeks. * Elite Countries – Famine, drought, and national disasters are more likely to draw attention if they are happening in â€Å"First World† countries than if they are happening in developi ng countries. * Negativity – Generally speaking, editors deem bad news more newsworthy than good news. Shoemaimker Et Al., 1987 * Timeliness – Shoemaker et al. also recognize timeliness as a critical news value. * Proximity – Similar to Gatlung and Ruge’s â€Å"Relevance.† The closer an event takes place to the intended audience, the more important it is. This is why huge local or regional stories might not make the national news. * Importance, impact, or consequence – How many people will the event impact? Issues like global warming issues have become big news in recent years precisely because environmental changes affect the entire planet. * Interest – Does the story have any special human interest? For example, the inspirational story of a person overcoming large odds to reach her goal appeals to a fundamental human interest. * Conflict or Controversy – Similar to Gatlung and Ruge’s â€Å"Negativity.† Editors generally deem conflict more newsworthy than peace. * Sensationalism – Sensational stories tend to make the front pages more than the everyday. * Prominence – Similar to Gatlung and Ruge’s â€Å"Elite People.† The actions of prominent people are much more likely to make the news than non-public figures. * Novelty, oddity, or the unusual – Strange stories are likely to find their way into the news. Dog bites man—no story. Man bites dog—story. In the present era of audience fragmentation, individual audience members increasingly choose what kind of news content they receive, yet traditional news values often still govern how deeply a news story permeates a community. In 1973, Gatlung and Ruge developed one of the first models of news values. Shoemaker el al. followed up in 1987 with a similar model. Both offer a useful framework for understanding how gatekeepers evaluate potential news stories. Elements Of News While dealing with news, two stages we have covered so far. First, to see what we call news, what actually isnews? Second, to understand those features that convert an ordinary event or statement or opinion, into News. Now we go into details of news elements. News must carry following elements to come up to the ideal Standards of news. 1.Accuracy 2.Meaningful 3.Interesting 4.Factual 5.Objectivity 6.Conciseness 7.Clarity 8.Comprehensiveness 9.Cohesiveness Ingredients Of Good News 1. Proximity Closeness, either because of geographical proximity or because of relationship For example: News about the area (geographical) or news about things of interest/concern to locals (relationship). Example LAHORE, Feb 5: One person was killed and six others suffered multiple injuries in a roof collapse incident at Muhammad Ali Chow in Johar Town early on Tuesday.dawn 2. Timeliness The news happened recently (since the last edition) It’s new , otherwise, we’d call it â€Å"olds† Almost every story has some timeliness aspect For example: A teen driver is hit by another car at the intersection of Miller and Russell today, in the newspaper tomorrow. Example LAHORE: Dense fog causes problems in Lahore Interchange of the motorway has been closed due dense fog here, SAMAA reported Wednesday night. Several cars collided with each other owing to dense fog on Lahore-Islamabad Motorway, leaving 11 people injured near Thokar Niaz Baig on Tuesday. National Highway and Motorways Police said that around three kilometers distance from Thokar Niaz Baig on Motorway, 10 cars collided in to each other due to reduced visibility on the Motorway. They said Lahore-Islamabad Motorway would remain close in the foggy hours to avoid any such incident 3. Consequence The subject of a story has an impact on how people live their lives. For example: A story on a new curfew that will take effect, or a street that is under construction, or a scientific breakthrough Example Measles spreads in Gujranwala; affects 100 children GUJRANWALA: As many as 100 children have been diagnosed with measles in just three days here, SAMAA reports on Sunday. Several cases of the disease are being reported in the city’s hospitals. Right now at least 100 children who are affected by measles are under treatment. 4. Uniqueness /wonderfulness Weird stuff. For Example . A 77-year-old Ukrainian man won a jar full of sour cream for coming first in a dumpling eating contest and then promptly died, local media reported on Wednesday. Example World’s longest cat dies Stewie the Cat, the longest domestic cat in the world, measuring more than 4 feet long from nose to tail, has died after cancer battle. 5. Number of people Big crowd makes a big news but small crowd is not news. . For example protest of young doctors is a news . Example LAHORE: Young doctors of Punjab continued to observe a hunger strike in Lahore for the third straight day on Wednesday. Dozens of young doctors working in various health facilities staged a sit-in to order to pressureize the provincial government for accepting their demands regarding service structure and reinstatement of suspended fellow workers. According to reports, some participants of the hunger strike were hospitalized after their condition deteriorated. Others are getting necessary medical help in the camp. According to doctors, the government is yet to make any contact with them. Office bearers of Railway Labor Union also met the protesting doctors and assured their complete support. 6. Mystery A profound secret; something wholly unknown, or something kept cautiously concealed and therefore exciting curiosity or wonder to the audience when it is disclosed to them . Example Meher bukhari mubashir luqman the anchor person on Duniya News channel did the pre planned intrerview of Malik Riaz the owner of bahria town society and considered as a very rich person of Pakistan,to damage the position of Chief Justice Of Pakistan Ch Iftikhar that show was totally fake and planted and that cheap clipping was leaked by Tallat Hussian the senior anchor person of Dawn News 7. Emotions New which is related to the emotions of the people or effects them emotionally Example The cold-blooded murder of 20-year-old Shahzeb Khan in Karachi, at the hands of two young feudal despots – Nawab Siraj Talpur and Shahrukh Jatoi – is just another example of our collective failure in this regard 8. Prominent personality New related to prominent personality,s life Example Famous singer Mehnaz laid to rest in KarachiI: Pakistan’s prominent female singer Mehnaz Begum, who died in Bahrain on Saturday, was laid to rest here on Monday, Her funeral prayer offered after Zohar in Khairul Amal Masjid at Ancholi area. She was buried in Wadi-e-Hussain graveyard near Karachi Super Highway. 9. Adventure and invention News related to something which is like a invention or adventurous to the public Example The heaviest ride able bicycle weighs 750 kg (1650 lb) and was built by Wouter van den Bosch (Netherlands) Conclusion Every news outlet has a different protocol for selecting which stories to run, but some traditional values often determine the â€Å"newsworthiness† of a story News values are criteria used in newsroom practice to Select, out of the several contending items that are potential news, only a few items That qualify for inclusion in the news. Journalists judge news events in terms of their News values quotient. It has also shown that news values, in addition to being seen as Professional ideologies constructed by journalists, are exercised in augmentation with