Final Exam essay on Paradise Lost Example | Topics and Well Written Essays - 750 words

Final Exam on Paradise Lost - Essay Example However, this degree of expansion, as one might predict, takes a bit of liberty with the original storyline that is developed within the first few chapters of Genesis. As a means of analyzing this differential, the following analysis will seek to engage the reader with a further explanation and discussion of the ways in which John Milton deviates from an understanding of biblical theology that is represented within Genesis 1. As such, rather than taking the entire point in seeking to categorize and differentiate the ways in which deviation occurs, the following analysis will be concentric upon book 7 lines 387 to 448. In such a way, and analysis and discussion of the fifth day of creation will be leveraged. Firstly, the corresponding Scripture that this particular passage in Milton’s book 7 references is Genesis 1 verses 20 through 22. As might be expected, the level of development and discussion that exists within the few verses is quite sustained and brief. Ultimately, Genes is 1 verses 20-22 merely denote that God created fish, sea life, and all birds, reptiles, and other winged creatures. Yet, with this in mind, an interesting oversight that John Milton evidently made within book 7 is with respect to the assumption that reptiles, at the very least snakes, could somehow be separated from other winged and flying creatures. Although this may seem as an obvious assumption, a further reading and interpretation of the Genesis story, made by many Biblical scholars to include Martin Luther, relates the fact that serpents were originally a creature of intense beauty that were only cursed to crawl on their belly after the deception that Satan perpetrated (Pelham 367). Within such an understanding, John Milton’s book 7 lines 388 through 389 denote something of a different understanding. Says Milton â€Å"reptile with spawn abundant, living soul: and let fowl fly above the earth, with wings† (Milton book VII 388-389). Although he comes short of outr ight saying it, the obvious assertion is that serpents and reptiles were separate from flying creatures and therefore need to be categorized in a different way. Whereas it is obviously true that such a reality existed for Milton within his own lifetime, a full and complete understanding of Genesis reveals a slightly different reality. A further element that is not discussed specifically within the Bible or within Milton’s â€Å"Paradise Lost† is with respect to an understanding and discussion of mutating creation. After the fall of man, within the biblical narrative, God instructed the earth to bring forth vessels and man to struggle with hard labor as a function of the rebellion that he had committed against God. By much the same token, the harmony that the animal kingdom had lived in was changed so that beast preyed upon beast and a type of mutating creation came to be in existence. Once again, Milton’s approach to this was merely to gloss over such a reality and exhibit creation from the perspective of being unchanged since God spake it into existence. Says Milton within lines 408 and 409, â€Å"moist nutriment; or under rocks their food/in jointed armor watch: on smooth the seal† (Milton Book VII 408-409). As such, a clear understanding of the fact that the fifth day of creation saw a time in which God created armor and scales or animals to protect themselves from predators is clearly denoted. However, a further understanding and analysis of the book of

ECOLOGICAL FOOTPRINTS-Calculate your ecological footprint(1) Assignment

ECOLOGICAL FOOTPRINTS-Calculate your ecological footprint(1) Manipulate your ecological footprint(2)Reflecting on your ecologica - Assignment Example The footprint calculator will be determined by the daily choices we make as individuals and communities, for example choosing to recycle, or cycling to school instead of driving. Since everything we do has consequences to our planet, we must aim to ensuring that we reduce our ecological footprint. I used the global footprint network to calculate my ecological footprint. The main steps used to calculate my ecological are broken down into four categories; carbon footprint which includes home and transport energy, food footprint, housing footprint and goods and services footprint ( Tinsley, 2006). Ecological footprint is calculated in global hectares/ acres. The quiz provides an estimation of the ocean and land that can support waste produced from consumption in the workplace, household, food, goods and services, housing and energy used in transportation. After taking the quiz, if every person lived the same lifestyle like I do, we would need 4.88 earths to live in. It is apparent that the lifestyle I live, in a small household of two, is very unsustainable, and I should do more towards ensuring sustainability of planet earth for current and future generations to be able to enjoy ecosystem goods and services like I do. ... Part two According to estimations, in order for all organisms to survive in this planet we each need an ecological footprint of 0.8. An ecological footprint of 4.88 is very unsustainable since we only have one planet. Developed countries have larger carbon footprints compared to less developed countries, which are growing. Promotion of western civilization lifestyles, such as excess shopping, will lead to an increase in the ecological footprint. As discussed earlier, small lifestyle changes can go a long way to ensuring we make a big impact. One of the changes include buying locally produced food and less packaged foods sold in stores and supermarkets, like I currently do, to reduce the footprint. In case it is necessary to buy packaged food, then the packaging should be recyclable and of lesser quality. It is necessary to reduce the waste produced by the household by purchasing only goods needed for short periods of time, mostly a week to reduce wastage. A good example is buying goo ds in bulk which is usually packaged in cans and bottles, which are not degradable, and lead to pollution of the earth. Other steps to reducing my footprint include drinking tap water which is safe to drink instead of bottled water, reducing meat consumption, because the more animals are grazed to meet meat consumption, the more methane gas is released, which is a green house gas. Buying foods that are in season is good because purchasing out of season fruits and vegetables means that they have been flown in from other countries, which increases my carbon footprint. I should change the activities I engage in during my spare time to reduce my carbon footprint such as restaurants and saunas. The housing footprint is a step used in

The Definition Of Downsizing Management Essay

The Definition Of Downsizing Management Essay Given the issues relating to this research field are introduced and research objectives are also be proposed carefully in Chapter 1. In Chapter 2, the researcher would like to continuous introduces the concepts, definitions and theories relevant to the issues that already mentioned in Chapter 1, through that, Chapter 2 will provide and build research hypothesis for research. Basically, Chapter 2 includes the main parts as follows (1) The definition of downsizing, (2) The definition of Survivors Syndrome, (3) The research hypothesis (4) Chapter summary. Definition of Downsizing In the economic context of continuous competitive, developing, changing and unpredictable, organizations suffering severe downturns in their business or facing difficulties, downsizing strategy is being used by many organizations in every industries and sectors with different goals and visions. There is not a single downsizing definition accepted by all researchers (Davis, Savage, Steward Chapman, 2003). There are many different definitions or understanding about downsizing, for example Cameron, (1994:194) defines downsizing as a positive strategy which do as a purpose of organizations: a set of organizational activities undertaken on the part of management of an organization and designed to improve organizational efficiency, productivity, and/or competitiveness. In another the way, downsizing is not something just happen to the organization, it is something that the organization knows and act purposively. Downsizing is may be implemented as a defensive reaction to decline or as a pr oactive strategy to enhance organizational performance (Kim S Cameron, 1994). Many organizations for a long time that no longer considered downsizing as a situation solution in the hard time period, but they considered downsizing as an effective strategy to reduce costs, human focus, create job opportunities, increased job challenge and promotion. The expenditure cost can be cut effectively due to better decision making and effective human resource controlling if the organization can maintain the right sized of company. It develops a culture of work where employees can have opportunities for growth, they can easily participate and involvement in making decision. Moreover, employees easily feel be part of organization that they should better participate with more collaboration, fidelity, and accuracy. According to Mishra and Spreitzer (1998) defines downsizing has become the strategy favored by many organizations attempting to cope with fundamental, structural changes in the world ec onomy. Downsizing as a deliberate reduction in size or complexity of a firms activities intended to improve the profitability, productivity, and/or competitiveness of the firms continuing operations(Legatski II, 1998). But in conclusion, most researches have defined downsizing as any reduction in the size of the organization (e.g. Budros, 1999; Cascio, 1993; Freeman Cameron, 1993; Kozlowski, Chao, Smith Hedlund, 1993). Downsizing, in general, refers to the reduction of work for certain organization. For employees, downsizing is considered as a management weapon to enforce greater control over the workforce. To management, it is a strategic measure to bring optimized operation efficiency and productivity in organization. Cameron and colleagues (e.g. Cameron et all., 1991, 1993; Cameron, 1994b) have identified three organizational strategies to achieve downsizing: workforce reduction strategy, work redesign and systematic change. The first strategy is workforce reduction is typi cally a short-term strategy, which simply focuses on reducing organizations headcount. In a confirmatory study, Mishra and Mishra (1994) found that such strategy might lead to loss in valued organizational competency or negative outcome of those who remains. Human resource is essential and is a factor that makes the decision for the development of organizations. Lack of human resource will increase workload, anxiety about losing their jobs at any time, and these feeling leads to insecurity psychological, these are reasons that cause labor productivity reduced. Work reduction is applied by organizations through some programs such as attrition, early retirement or voluntary severance packages, layoffs and terminations. The second and third strategies are work redesign and systematic change strategies. While work reductions resulted is lead to reduction, rather than improvement, the work redesign and systematic change are positively related to organizational performance in term of both cost reduction and quality improvement (Cameron et all.,1993; Mishra and Mishra, 1994) and to survivors (people who remains) of downsizing having a positive learning orientation (Farrell and Mavando, 2004). Many previous researches indicated that the use of workforce reduction is increasing and become popular despite the harmful impacts may arise for organization. Workforce reduction or simply called workforce downsizing is becoming the most popular strategy and a plethora of workforce reduction strategies for downsizing of employees has been proposed (e.g. Greenhalgh et al., 1988; Gutchess, 1985; Leana Feldman, 1992; Price, 1990). Whenever reduce equipments, machinesà ¢Ã¢â€š ¬Ã‚ ¦ organizations can find out the outcome and its impact through simple calculations, but in workforce downsizing, the emotions, loyalty, and human effort cannot simply calculate. In an organizational context, employees not only contribute their individual skills and knowledge, they also collaborate and integrate their separate skills toward creating firm capabilities. As such, both human and social capital-and therefore the commitment and the loyalty of employees-play an important role in dictating a firms ca pacity to create competitive advantage. Reducing headcount may lead to immediate labor cost savings, but it can also seriously erode employee commitment and loyalty, with negative consequences for firm competitiveness and performance. So the questions are what the impacts of workforce downsizing to organizations are, how it effects, and what the advantage and disadvantage of the impact are? Some researches indicated the opinion that organizational downsizing may create better productivity or better performance for organization; while, others indicate downsizing may create negative impact or threat to human resource, break of existed organization culture. Downsizing has been defined as an attempt to increase organizational effectiveness(Kozlowsky, et. al. 1993). Freeman Cameron (1993) and Tomasco (1990) from their finding indicated that organization downsizing created some benefits to organization such as faster decision making, more flexibilities, and increase in productivity. Cascio (1993:97) suggested that proponents of downsizing generally expect the following benefits: lower overheads, less bureaucracy, faster decision making, smoother communications, greater entrepreneurship and increases in productivity. Dow nsizing can suggest to financial markets or government funding agencies that an organization is cutting costs and reducing waste, which may increase availability of capital for subsequent activities (Cascio, 1993; Dial Murphy, 1995; Palmon, Sun Tang, 1997. Downsizing for some individuals is also a chance to demonstrate the capacity himself, or an opportunity for career development. The people who still remain with organization will be the one who give the most effort for the development of organization, if they can prove themselves at this time, success may comes to their organization and will come to them as well. However, in contrast with the benefits that downsizing may bring, many other previous studies indicate their strongly disagree with those arguments. Downsizing may provide a decrease in operating expenses in the near term, but the long term impacts may not be so positive (Difrances, 2002). Downsizing can lead to a loss of knowledge and experience base because of some laid off will be the people who worked for a long time with organization, old people, who may not have a fast and efficient action in work like young people, but they have extensive knowledge, experiences that young people learn in short time, loss available mentors for existing and new employees, loss of corporate culture, and downsizing can have direct impaction to the customers such as loss of established customer service and contacts. Therefore, whenever workforce downsizing is chosen by organizations in hard time or peaceful time, there is definite and obvious impact good or bad on organizations. But in all the affected elements, the human factor is probably the most affected element. Human capital (i.e., the knowledge, skills, and abilities of employees) is one of the primary factors a business can rely on to differentiate their products or services and build a competitive advantage (Hargis Bradley, 2011). Human resource is one of the 5Ms (Man, Money, Machine, Method, and Material) of management process of production; they are five input resources for any businesses. (http://www.setpointusa.com/blog/lean-manufacturing-5-ms/). Even when the world economy is continuous developing, many modern machines are developed and can somehow a part replace human resource, but no organization can flourish without human resource. Human resource is a decisive factor that can determine the working of remaining four factors, peo ple is the one who ensure flexible operation of machine, the reasonable use of material as well as appropriate use of money and method, all these actions will help the organization achieve their goals. During crisis situation as well as in the peaceful time, man or human resource is the only factor that helps businesses overcome or limit the adverse impact of crisis. Man is the most important Ms among five Ms, the right and stable number of human resource in appropriate jobs will enable the success beyond imagination of the organization. They are staffs of organization, they dedicated their soul to the development of organization, they are people who be laid off or people who lucky enough to keep their job. The individuals who lose their jobs (called victims) are obviously the most affected by downsizing. Numerous researchers have focused on the impact of downsizing on workers whose employment is terminated due to reasons independent of job competence (Cappelli, 1992). These individ uals are often known as the victims of downsizing due to research that documents the devastation of job loss, focusing on negative consequences in terms of psychological and physical well-being (e.g., Bennett, Martin, Bies, Brockner, 1995; Cappeili, 1992; Fallick, 1996; Leana Feldman, 1992). The real pains of downsizing cannot be minimized. Careers change, families struggle, and downsized victims suffer loss of prestige, income and security. While a few downsized individuals may be victims of their own past inefficiency, the vast number are those who have performed well and played by the rules but have become the victims of a changing economic environment. However, several researchers have analyzed those who remain in the downsized organization called survivors (e.g., Allen, Freeman, Russell, Reizenstein, Rentz, 2001; Appelbaum Donia, 2001; Brockner, 1988a; 1992; 1995; Brockner, Grover, OMalley, Reed, Glynn, 1993; Cascio, 1993; Mollica Gray, 2001; Noer, 1993; ONeill Lenn, 1995; Shah, 2000). The survivors of downsizing are not the happy campers, grateful to have their jobs, but rather that surviving is so difficult that continuing employees experience higher levels of stress than displaced employees (Collins-Nakai, Devine, Stainton Reay, 2003). The existent psychological contract between employees and their managers within the organization may be affected by the downsizing. Many researchers reported that it would create feeling of anxiety, uncertainty, distrust and decrease in productivity. The fear and anxiety of survivors who still remain with the organization is increasing due to the increasing feeling of uncertainty, instabili ty and insecurity that downsizing may brings. This is called as survivors syndrome. Definition of survivor syndrome The literature suggests a condition referred to as survivor syndrome, or a set of attitudes, feelings and perceptions that occur in employees who remain in organizational systems following involuntary employee reductions (Collins-Nakai, Devine, Stainton Reay, 2003 p.109-110). Survivor syndrome is defined by some human resource professionals as being the mixed bag of behaviors and emotions often exhibited by remaining employees following an organizational downsizing (Appelbaum, Close Klasa, 1999 p.424-436). Survivor syndrome has become known as the emotional and attitudinal characteristics of those who have survived from a downsizing (Mossholder et al., 2000; Iverson and Pullman, 2000; Allen et al., 2001). The emotional responses of each survivor are different. There are not many previous researches confirmed the positive response for survivor when downsizing occurs, some note that concentrating on core operational competencies can reduce unnecessary management layers and increase the speed of decision-making (DeWitt, 1993; Tomasko, 1989), some researches even suggest that fear of termination may increase individual effort among employees who wish to retain their jobs (Kraft, 1991). A few active survivors feel themselves so lucky because they still have their job, survivors may work more hours without compensation to help the organization through the transition. They believe that they quite understand the difficulties as well as the main reasons why organizations choose to apply downsizing strategy, they are willing to stick with organization for a long time and continue add their efforts to the development of organizations. Contrary to a few positive responses, a lot of previous researches have provided many evidences to prove the harmful impacts of downsizing may bring for survivors such as lower morale (Armstrong-Stassen, 1993), increase stress (Leana and Feldman, 1992), and anger, envy, and guilt (Noer, 1993). According to Collins-Nakai, Devine, Stainton Reay (2003) consistent with the terminology of a syndrome, this collection of symptoms includes anger, depression, fear, distrust, and guilt, or Baruch and Hind (2000) indicates that survivors exhibit a plethora of problems, such as de motivation, cynicism, insecurity, demoralization and a significant decline in organizational commitment. Termination of co-workers may lead to perceptions of organizational injustice and distrust of top management (e.g. Brockner Greenberg, 1990; Mishra Spreitzer, 1998; Noer, 1998). Kinnie, Hutchinson and Purcell (1998) indicated the survivors syndrome include increased levels of stress, absenteeism, distrust as well as decreased levels of work quality, morale and productivity. Lecky (1998) identified the survivor syndrome will le ad to decrease employee commitment, increase concern about job security. A lot of research shows that in case of downsizing, the organization breaks the existed psychological contract between employees and their managers, which is the relationship that make employees get along to their organization or their manager, feel commitment to work, trying their best to the development of the organization. It is a loyalty, commitment with organization. But its consequences may brought by downsizing can create the dependent psychological within employees, they did not want to try, to give their effort because of their worried, uncertain and the loyal feeling may be replaced by a sense of betrayal. Downsizing survivors often curious about management and spend their times to observe the intention of management after downsizing occurs; they have greater concern on their future with the organization. It creates stress among employees in the organization; it affects their next attempt and the willing to stay with the organizations. With survivors, organization may think s they are lucky, but in the reality of many people, their emotions are anger, loneliness, feel lost in broken team work because of missing their colleagues, they do not feel confident enough for work due to their wondering about their job. Downsizing occurs that means organization is left with fewer employees who are expected to put in their best effort in a manner that enhances organizational productivity (Kets de Vries Balazs 1997). They are the ones who organization put their faith in; expect long term commitment, but with few people, it may lead to workload, role conflict, and role ambiguity tend to be high among the remaining staff after downsizing (Hellgren et al. 2005; Parker et al. 1997; Tombaugh White 1990). Workload reflects the perception of having too much work to do in the time available (Beehr, Walsh Taber 1976). Workgroup membership changes also may be associated with the loss of important organizational knowledge (Fisher White, 2000). Role conflict concerns the experience of having to deal with conflicting terms, instructions, and demands in the work environment (Rizzo, House Lirtzman 1970). Role ambiguity relates to the individuals experience of not knowing what is expected of her at work (Caplan 1971). Besides that, survivors may view downsizing as a threat to their job security, an indication of poor organizational performance, or a symptom of unfair management behavior. Survivors may also develop negative feelings toward the organization, as well as perceiving that organizational goals are difficult to achieve. According to Isabella (1989) has noted that while organizations are usually take care of the needs of those being laid off, they are often forget and unprepared for the changing emotions, lower morale and productivity often experienced and expressed by survivors. Managers may expect survivors not only to be grateful they were spared and to forgive what happened to their friends, but also to put their feelings aside and work har der. But the reality is not that, a bag of survivor behaviors or called survivors syndrome has always existed, it is like a contract between employees and organizations, the contract gives survivors psychological control over their work environment, which lets them freely invest themselves in caring for customers. Trust Granovetter (1985) and Lewis and Weigert (1985) define trust as a willingness to be vulnerable to others, based on the prior belief that those others are trustworthy. Another definition of trust is offered by Mayer, Davis and Schoorman (1995), who proposed that trust is the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party. Or according to Mishra Spreitzer (1998) trust is related to psychological contracts since trust is the expectation of a future action based on the action in the past by observing the rules of behaviors in relationships. If these expectations are not met, the expectation becomes hopeless, frustrated and will lose confidence, distrust will appear instead of trust (Robinson, Kraatz Rousseau, 1994). The trust is an essential part of managing people and building a high performance, productivity organization. Trust is the foundation of all relationship from top to bottom in the organization. If employees believe in their manager, their organization, this relationship will always help to create good working conditions, employees are willing to stand up for their organization at any situations, they will naturally want to do a good things, contribute their best effort for the success of their organization. Conversely, if there is no trust between employees and managers, employees will have negative actions, will not devote their energy to the development of their organization, the relationship is broken. Downsizing organizations appear to suffer a deterioration of trust (Buch Aldridge, 1991; Cascio, 1993) and an increase in fear (Buch et al., 1991). The occurring of downsizing makes employees feel uncertain about organization, stress à ¢Ã¢â€š ¬Ã‚ ¦ the responses tends to score lower in problem solving, creativity and the ability to learn new skills, uncertainty and anxiety reduces the focus of work. Trust between employees and organization also reduced because downsizing is usually a headache thought of managers, they need a long time for making the decision, but with employees, downsizing is just a sudden result, sometimes they do not have a chance to prepare or may not believe that they will be the one who be laid off. According to ONeill Lenn (1995), survivors who believe that management is competent and reliable, may view downsizing as less threatening because they believe that the managers will keep their promise, be honest and open for what is going on with their employees. Trust is instrumental in overcoming resistance to change, for it shapes how individuals interpret the implementation process (Kotter Schlesinger, 1979). If they have trust, survivors are willing think that all the things that organization do, have a reason, it is a good thing for them, for organization, downsizing just helps organization stand in difficult time as well as creating opportunities for employees in the future. In other words, trust in top management minimizes the categorization of threat by helping survivors to understand and believe in managements intentions and expected behavior. If they do not have trust, survivors will have negative thinking such as the decision of manager is wrong, or managers put their personal interests above the interests of employees. Without trust, employees are likely to feel threatened by downsizing, leading to resistance and retaliation, rather than the constructive cooperation that is necessary to facilitate deep change (Quinn, 1996). Commitment There are a lot of definitions about employee commitment such as A force that stabilizes individual behavior under circumstances where the individual would otherwise be tempted to change that behavior (Brickman, 1987), or The relative strength of an individuals identification with and involvement in a particular organization (Mowday et al, 1979) or simply A psychological state that binds the individual to the organization (Allen Meyer, 1990). Commitment is loyalty to the organization. A loyal employee identifies with an organization and is involved in being an employee of that organization (Price Mueller, 1986). Committed employees feel that there is a tight string between them and the organization, which, in the positive form, makes them more willing to perform their job. Organizational commitment is the driving force behind an organizations performance (Suliman and Iles, 2000, p. 408). The multidimensional approach poses that organization commitment is influenced by three constru cts: emotional attachment (affective commitment), perceived costs (continuance commitment) and moral obligation (normative commitment) (Allen and Meyer, 1990). Affective commitment is mean that employees stay with organization because they want to, they believes in organization and feel it like their home. Normative commitment is mean that employees stay with organization because they feel obligated to continue to work for many different reasons and purposes. Continuance commitment is mean that employees stay with the organization because cost of giving up the job is too high for them. (European Motivation-Index.com). It has also been proposed that different types of commitment can have different effects on behaviors and attitudes (Iles et al., 1990). For example, continuance commitment can have detrimental effects on job satisfaction compared to the beneficial effects of affective commitment (Suliman and Iles, 2000). Affective commitment has been shown to be the best predictor of i ntention to leave (Stallworth, 2004) and found to be more important than job satisfaction in determining service quality of customer-contact employees (Malhotra and Mukherjee, 2004). It can be seen that in human resource management process, organizations should pay attention to the affect commitment group because these people will add value, increase productivity and quality to the organization, but they also be the most affected by downsizing, or in other word maintaining a high level of employees affective commitment to the organization is assumed to be a critical factor for successful downsizing, but downsizing tends to reduce employees affective commitment to the organization (Lee Jaewon, 2002). According to many research about employee commitment, in downsizing context, employees commitment to an organization is challenged. Moreover, commitment has been shown to positively influence other variables related to survivor syndrome, such as job satisfaction (Liou, 1995; Fletcher and Williams, 1996; Mowday et al., 1974; Wong et al., 1995; Vandenberg and Lance, 1992), performance (Hartmann and Bambacas, 2000) and perceived organizational support (Eisenberger et al. , 2001). A negative relationship has been shown for absenteeism (Iverson and Deery, 2001; Metcalfe and Dick, 2000) and turnover intention (Schnake and Dumler, 2000) Stress According to Casico Wynn (2004) stated that the downsizing create a breach of an unwritten rules that constitute the psychological contract between employer and employee leads to a rise in stress and a decrease in satisfaction, commitment, intention to stay and perceptions of an organizations trustworthiness, honesty, and caring about its employees. Stress has been defined as a stimulus, a response, or the result of an interaction between the two, with the interaction described in terms of some imbalance between the person and the environment (Cooper, Dewe ODriscoll, 2001). When downsizing occurs, like the victims, the survivors often lose control over their employment status and work situation. Survivors often feel angry and overwhelmed by the sudden disruption of the workplace, similar to people who be laid off, survivors also have feelings of betrayal and fury when downsizing occurs. Research also indicates that other stressful characteristics tend to emerge when work has to be carried out by fewer employees (Hellgren Sverke 2001; Hopkins Weathington 2006; Pfeffer 1998). The lack of people to work become overwhelmed, constant anxiety because of imbalance as well as job losses can be happened anytime that creates stress to survivors. Employee stress can take many forms and significant impact on both employees and organizations; it can manifest as anxiety, irritability, dependency, depression and it results in reduced productivity, employee burnout, absenteeism (Valueoption.com). It has been suggested that the stress of the survivor may be great or even greater than the stress of those who has been laid off (Kaufman 1982). Job insecurity Job insecurity is the exact opposite of job security, is defined as the perceived powerlessness to maintain desired continuity in a threatened job situation by Greenhalgh and Rosenblatt (1984). Job insecurity represents one of the most frequently investigated stressors in the context of organizational change and downsizing (e.g., De Witte 1999; Sverke/Hellgren 2002). The string sticks employees with organization is job, in other word, any organization keeps their employees by proper job with many opportunities to learn, to develop, and above all of them, the job has to be durable and security. When downsizing occurs, survivors feel like the promise of organization has broken down, they see their colleagues lose their job and they fear of losing their jobs at anytime, fear of instability of income, loss of status or self esteem. They believe that their work will no longer be safe, if the organization was willing to let the employees go in the past, they would be willing to do it again in the future. Job insecurity leads to dissatisfaction, people intent to leave the organization and come to a safer place; it also leads to greater absenteeism, higher turnovers and disability claims (Boroson and Burgess, 1992; Koco. 1996; Mishra and Spreitzer. 1998; Tombaugh and White. 1990). Previous studies such as Moore, Grunberg Greenberg (2006); Ashford, Lee Bobko (1989); Brockner et al. (1992) or Hellgren Sverke (2003) have concluded that job insecurity are related with organizational downsizing both in short and long term perspective and the worried about future job loss is associated with impaired work attitudes and well-being. Theorists have emphasized that job insecurity is a multidimensional phenomenon (Ashford, Lee Bobko, 1989; Greenhalgh Rosenblatt, 1984; Jacobson, 1991). The first dimension, called severity of threat, consists of the range of work features at risk, the valence of these features, probabilities of losing each feature, and the number of sources of threat. The second dimension is perceived powerlessness, or ones ability to respond to risks. Job insecurity can also be thought of in terms of expectancy (i.e. probability of loss) and valence (i.e. value of job features) from expectancy theory (Jacobson, 1991). Job insecurity is a broad concept , including threats to any desired work features including opportunities for career development or wages. Perceptions of job insecurity also can be considered as stress inducing, so reports of worry and stress are sometimes used as proxies for perception of job insecurity. Results showed that perceived job insecurity increased over time as layoffs unfolded but no new information arrived. Job insecurity was lowest among those employees who had no contact with workforce downsizing, with higher insecurity among those who had friends or co-workers laid off, and the highest insecurity among those who had been warned that they would be laid off or who had been laid off and then rehired. Hypotheses Many organization managers apply workforce downsizing strategy for their organization, often focus their attention and effort for those employees who be laid off and pay little attention to those who remain with organization As the large commercial bank in Vietnam, Techcombank is also applying workforce downsizing like many other organizations to overcome the current difficulties. Get to know the survivors syndrome is very important not only for Techcombank but also for many other organizations. Organizations that understand the causes of survivor syndrome at an early stage can a better chance to find an appropriate way to go. Based on the previous studies, in the scope of this research, researcher would like to find out the impact of workforce downsizing to the behavior such as trust, commitment, and stress and job insecurity of Techcombank staffs to see how they were affected by workforce downsizing and how trust, commitment, stress and job insecurity will be changed between before and after workforce downsizing is applied. Through this research, researcher hopes to put some help for Techcombank managers in order to have a better understanding about their employees so that they can looking for an appropriate direction as well as specific plan to minimize the harmful impacted that may arises from downsizing. Based on the above theory discussion, the Hypothesis is formulated as following: (H1) There is a significant difference in stress of respondents before and after workforce downsizing is applied (H2) There is a significant difference in stress of respondents before and after workforce downsizing is applied (H3) There is a significant difference in stress of respondents before and after workforce downsizing is applied (H4) There is a significant difference in stress of respondents before and after workforce downsizing is applied Chapter Summary Throughout the chapter, the researcher gives a deeper review of previous research on workforce downsizing and its impacted on survivors. There are many different opinions about the effects of workforce downsizing on organizations, some studies indicated

The Comedy of Hamlet Essay -- Character Analysis, Polonius,Gertrude, C

How does the use of comic relief best contrast the tragedy of Hamlet? In great works of literature a comic relief is used as contrast to a serious scene to intensify the overall tragic nature of the play or to relieve tension. As illustrated in Shakespeare’s tragedy Hamlet, intense scenes are joined with character’s banter and vacuous actions as to add a comic relief. In Hamlet, Polonius acts as a comic relief by his dull and windy personality, Hamlet uses his intelligence and his negativity toward the king and queen to create humor, while on the other hand Rosencrantz and Guildenstern are a comic relief by their senseless actions and naà ¯ve natures. Polonius, Hamlet, Rosencrantz and Guildenstern are all used as a comic relief to increase the ultimate tragic nature of the play. Polonius is a comic relief because of his self-absorbed, dull personality. Polonius is over-eager and tries to give unwanted advice, during the play he is tactless and often rude. For instance, Polonius is a comic relief during his conversation with Gertrude and Claudius regarding Hamlet’s madness. Polonius rambling through his conversation contrasts with Gertrude’s seriousness of wanting to find out the reason to Hamlet’s madness. As Polonius begins to deliver to the king and queen the results of his investigation, he makes this statement, â€Å"My liege, and madam, to expostulate/ What majesty should be, what duty is,/ What day is day, night is night, and time is time,/ Were nothing but to waste night, day, and time;/ Therefore, since brevity is the soul of wit,/ And tediousness the limbs and outward flourishes,/ I will be brief. Your noble son is mad. . . .†(IIii,86-92) . Polonius’ speech is windy and nonsensical he wastes ti... ...d that he's been insulted for being stupid. Hamlet uses his intelligence and morbid sense of humor to portray the show how sad the play really is. In conclusion, a comic relief is used to relieve tension and to contrast serious scenes to increase the ultimate tragic nature of the play. Polonius uses his self absorbed dull personality to create humor in his scenes. Rosencrantz and Guildenstern act as the fool by their tactless actions and dialogue, their lightheartedness makes the tragic parts of the play seem all the more tragic. And finally Hamlet uses his morbid humor to intensify scenes of sorrow while he also bitterly teases others to relieve tensions at times. The comic relief in Shakespeare’s Hamlet contrasts intense scenes as to make them more intense. work Cited Shakespeare, William. Hamlet. Ed. Harold Jenkins. London: Methuen, 1982. Print.

What is DNA Forensic

DNA forensics is a scientific analysis of evidence for crime scene investigations and other legal proceedings. To a DNA profile, scientists compare sequence In the genome that varies from person to person. Like a gene, a encoding genetic sequence is more likely to be match between relatives than between unrelated Individuals (Simon, Dickey, & Race). For example, In the case of a shooting In a Wild Buffalo Wings parking lot In Bear Delaware, police use forensic to link the two Burns and Evans in the case of a 23 year-old they shot.Burns and Evans met up with the 23 year-old to buy heroin from him. The drug dealer enters the car and was shot by Burns. Victim ran into a store and drove to Christiana Hospital in critical condition. Police went to Burns and Evans home were they searched the vehicle and found blood stains that Burns tried to clean up with bleach. Blood stains were visible at crime scene and matched victim that was shot. Another DNA application is a paternity test, my frien d had a baby and the father denied the child. Therefore, the court made the father take a paternity test by swabbing the side of his out.The test came back that he was the father and now he has to pay child support. Lastly, a man In Philadelphia raped a doctor. Surveillance cameras were able to get a picture of the person. Somebody called In with a tip and they went to the person Job. They took blood and hair samples and determines he did Indeed rape the doctor. Population evolution and microbial life is inherited traits through successive generation's overtime. Some examples would be a butterfly that was very colorful. Prior to this type of style, the butterfly used to be a dull color and it was most reverent.The dull butterfly would hide in flowers to avoid being attacked or eaten. But the pollution generated stained the dull color flowers to a bright color. Eventually the dull color butterfly was attack because it could no longer hide by the flowers, which made It less prevalent and made the bright color butterfly more predominant. This example shows how the population had evolved to a higher adaptive condition. Another example would be mutation, a lizard patterns duplicated over time to other lizards from the same family would be considered gene duplication.Lastly, someone an past DNA trait to one family member after another over time. For example, my mother had me and see pass me her traits/DNA. When I had my kids a passed down some of the traits from my mother and the cycle will continue when they have their kids. Biology and diversity refers to all of earth species. There are millions of species living on earth according to scientist. It is important that earth species continue to thrive and evolve because earth would be in danger if we loss biodiversity. The world ecosystem would collapse, food that humans need to fight off certain diseases and crops and plant would not exist.This would be the case because a population with decreased genetic diversity has less ability to evolve In response to environmental change. Also, the enormous genetic diversity of all the organisms on Earth has great potential benefit for people, too. Many researchers and biotechnology leaders are enthusiastic about the potential that genetic â€Å"prospecting† may also hold the key the spread of a deadly new strain of wheat steam rust, a fungal pathogen that has devastated harvests in eastern Africa and central Asia.At least 75% of the wheat varieties planted worldwide is susceptible to this pathogen, but researchers hope to mind a resistance gene in the wild relatives of wheat (Simon, Dickey, & Race). Plants have four stages of evolution. The first stage is bryophytes the lack true roots and leaves. Bryophytes also lack aligning, the wall-hardening material that enables other plants to stand tall. Without liquefied cell walls, bryophytes have weak upright support. The most familiar bryophytes are mosses (Simon, Dickey, & Race). The second one is fe rns seedless plants.Next is gymnosperm, pine trees also known as cone-bearing trees. Lastly, angiosperms bear seeds. Animals have eight life cycles such as meiosis, fertilization, mitosis, blastula, early gastrula, later gastrula, larva and metamorphosis. Population increases, over a specific period of time, in the number of individuals living in a country or region. Population can change throughout the years due to deaths, births and dispersal of individual from separate populations. When resources are functioning properly, the population will increase dramatically.For example, births, death, and environment are natural factors that can affect population growth. Another example of population growth is population loss due to endangerment or extinction. What is biomass and ecosystem? According to Campbell Essential Biology biomass is a major terrestrial or aquatic life zone, characterized by vegetarian type in terrestrial biomass and the physical environment in aquatic biomass and ec osystem is all the organism in a given area, along with the nonliving (biotic) factors with which they interact; a biological community and its physical environment (Simon, Dickey, & Race).The difference between the two is that ecosystem is a community and physical environment where as biomass major terrestrial or aquatic life zone. For example, the ecosystem of northern New York and California have similar plants and animal life, temperature, and amount of sunlight. They combine to make up the tollgate bimbo. Microbial life is short for microbe and it describes many organisms.

Software Applications and Information Systems

Software Applications and Information Systems A software application and an information system is vital for any company to manage its business. An unbelieveable amount of information and procedures that is made within a company, both the application and system relieves a company of a huge amount of paperwork. By aquiring a software application the accounting, marketing, and human resources department can keep track of many different areas within their department. The information system helps to manage all information coming in and going out. An excellent software application is the Formtran application. This application works in all departments, accounting, human resources, and marketing. This application is known for being the fastest data collector. For accounting the application offers compliance, consistency, and effciency. This provides help with purchase orders, credit memos, invoices, physical inventor forms, fixed asset forms, capital expenditure requests, and check requests (Formtran, 2010). The software provides a system that helps with certification testing, applicant tracking, charitable fund drives, emplyee satisfaction, pre-emplyment testing, time sheets, training, and pay roll forms (Formtran, 2010). The marketing and sales part of the application gives a company easy acess to the data needed. This includes contest enrollments, customer comment cards, award claim forms, expense reports, focus group surveys, product registration, sales call reports, sales force testing, and warranty cards (Fortran, 2010). Information systems help accounting departments by maintaining records that control the movement of funds within the company and produces finanical statements. Information systems for accounting will manage cash flow, loans, securities trading, and check processing. Human resources information systems help with placement, recruitment, compensation, career development, and evaluations of the employees within a company. The different examples is applicant tracking, training and skills, positions, benefits, and personnel record keeping. Marketing and sales use the system for marketing functions and sales support with keeping track of all movement with goods and services between producers and customers. Target points are telemarketing, point-of-sale, order processing, and slaes support. Basically the system for marketing and sales covers the improvement of customer service, maintaining customer data, total and record purchase transactions with the required packing list (Kelly, 2008). Software applications and information systems are a vital part to running a business today. These applications and systems help a company run smoother and more organized. In today’s world most all company’s use computers to run their business. Customers and employees expect to have answers in a reasonable time, and the applications and systems provide everyone with the information in a respectful time frame. The employees of the different departments (accounting, human resources, and marketing) tasks are made easier with the capability of the applications and systems.