International Strategic Workforce Planning

How to Get Your High School Transcript

How to Get Your High School Transcript SAT / ACT Prep Online Guides and Tips Do you need a copy of your transcript in order to apply to college, find a job, or for your own personal use, but aren’t sure how to get one? This guide will explain why you need a high school transcript and how you can get yours, even if you are no longer a high school student. What Is a High School Transcript? Why Do You Need One? A high school transcript is a record of all your academic accomplishments in high school. It lists every class you took, when you took them, and the grades you received. Every student who attended high school has a transcript, and if you attended more than one high school, you will have a transcript from each school You generally need a transcript for three reasons: #1: To apply to college: Most colleges require an official copy of your high school transcript when you apply. #2: To graduate or transfer high schools: High schools will look at your transcript in order to make sure you have met all your graduation requirements or to determine which classes you should enroll in if you transferred schools. #3: To apply for some jobs: When applying for a job, you may be required to submit your high school transcript so the employer can look at your grades or see if you have taken certain courses applicable to the job. Do You Want an Official or Unofficial Copy of Your Transcript? There are two versions of your high school transcript: official and unofficial. Both versions contain the same information and will look the same or nearly identical, but an official transcript often includes an official seal or tamper-proof marks or is enclosed in a sealed envelope. This ensures no information on the transcript is altered. Most colleges want an official version of your high school transcript. Official versions are often sent directly by your high school, either through snail mail or as an e-mail. Your school may also give you an official version of your transcript inside a sealed envelope for you to send yourself. If they do, do not open this envelope, as it will make the transcript no longer official. If you just want a copy of your transcript for your own personal use, an unofficial version is fine. When you request a copy of your high school transcript, make sure you know whether you are requesting an official or unofficial version. Ask someone at the office if you are not sure which version you are requesting. Most schools and employers who need an official version of your transcript will not accept an unofficial version in its place, and sending the wrong version could cause you to miss important deadlines. Official transcripts often take longer to be delivered, sometimes up to a few weeks if being mailed, so make sure you request your transcript early enough that it will arrive before any application deadlines. We also have a guide that explains in more detail all the information a high school transcript contains and why that information is important to colleges and employers. Make sure you know whether you are requesting an official or unofficial version of your transcript How to Get Your High School Transcript How you obtain and send your high school transcript varies from school to school and also depends on whether or not you currently attend that school. Below are three situations; follow the guidelines of the one that best describes you to learn how to request and receive your high school transcript. If You Are Currently Enrolled at the School: If you currently attend the high school you'd like a transcript from, then you're in luck because that makes it pretty simple to get your transcript. First, stop by your guidance counselor's office and ask him or her how you can request a copy of your high school transcript. Your counselor will advise you on next steps which could include: Picking up a copy in person from your school's office If this is the case, stop by the office and tell them you'd like a copy of your transcript. You may need to bring an ID or know your student identification number in order to get your transcript. In general, unofficial versions of your transcript can be printed off very quickly, sometimes right then, but receiving or sending official versions may take a few days longer. Requesting a copy online If your school has this, there will often be a page on their website where you can request a transcript. It may allow you to print off an unofficial copy for yourself and/or request for an official copy to be sent on your behalf. Using a third party site Most high schools will give you a copy of your transcript directly if you are a current student, but there are some that outsource to a third party. Two common examples are Parchment and Need My Transcript. Both these sites are simple to use and can send copies of your transcript to colleges and employers for a fee. If You Are No Longer Enrolled at the School: This may be the case if you graduated or transferred high schools. Even if you no longer attend that school, you are still entitled to a copy of your transcript. First, check the school’s website to see if they have information about obtaining your transcript. Transcript information is often found on alumni or student services pages, and it can provide information on how to request your transcript online or who to contact to get your transcript. You can also try calling the school's main office number and telling them you are trying to get a copy of your high school transcript; they will direct you to the right person. If the above doesn't work, you can also try using a third party, such as Parchment and Need My Transcript. Both websites work with thousands of high schools to provide transcripts; however, there are fees and shipping costs involved with both sites, so contacting your former school first may save you money. The majority of college applicants are high school seniors, and most of the college application advice out there is aimed at them. But what do you do if you don't fall into this narrow category? Our eBook on how to prepare for and apply to college as a nontraditional student will walk you through everything you need to know, from the coursework you should have under your belt to how to get letters of recommendation when you're not a high school senior. If Your High School Has Closed Down or You Can't Find Its Website or Contact Information: If you attended a public high school, contact the district office for the district your school used to belong to. Search "school district [name of your high school] [state the high school was in]" to find your district's contact information. You can also search for your school district at the National Center for Education Statistics website. The district will still have student records for all the high schools that belonged to the district and should be able to get you a copy of your transcript and send official copies on your behalf. If you can’t find your school’s district, the district no longer exists, or you went to a private high school, contact your state’s Department of Education. Department of Education contact information for each state can be found here. If you attended a private high school, you can also search for its records and contact information on the National Center for Education Statistics page for private schools. You can also try a third party site, such as Parchment or Need My Transcript, both of which are used by thousands of high schools. Be aware though, that if you do decide to get your transcript through one of these sites, both charge shipping and handling fees. Third party sites can be very helpful for getting your transcript, but they do charge fees for their services. Do You Need to Pay to Get Your Transcript? It depends. Sometimes schools will charge you a small fee to cover the cost of creating and distributing your transcript. The amount charged and how it is charged varies by school. Some schools don't charge fees at all for transcript requests. Some schools charge a one-time fee, usually paid when you start your freshman year at the high school. This fee is included with other school fees (usually labeled â€Å"Transcript Fee† or something similar), and paying it once allows you to request unlimitedtranscripts and send unlimited transcripts (official or unofficial) to schools or other places forever, without paying. Some schools provide unofficial copies of your transcript for free, but charge a fee for sending an official version of your transcript. At my high school, you could get an unofficial copy of your transcript for free as well as three official copies, but if you needed more than three official copies sent, then you had to pay $2 each time to cover the cost of shipping. If you use a third party site to get your transcript, be aware that they charge shipping and handling fees for both official and unofficial copies of your transcript. These fees vary by company but are typically more than your school charges, so it’s best to try and get your transcript through your school first. What's Next? Want more information on high school transcripts? Read our guide to learn about the information they include and what colleges look for on them. Are you wondering how to make your transcript more impressive to colleges and employers? Check out our guide on what a rigorous high school course load looks like.

Human Resource Case Study Example | Topics and Well Written Essays - 500 words

Human Resource - Case Study Example It is apparent that the company promotes employees to whom the company sees more potential in; thus, increasing their salary to maintain them with the company workforce. However, the company like any other should pay its employees based on experience since, in this manner; it will keep the entire workforce motivated. Fred’s case is not complex the way it seems. Fred, being an employee of the company and has only underwent departmental shift, he will be taken through the company policies regarding employment and salary. I would make Fred understand that promotion is different from departmental shift. Generally, promotion depends on the output proficiency of an employee that relates to package home. Therefore, Fred should just work hard for promotion and high package(Case_20studies.pdf 1). The bank as to present daily (working days of the week) registry, the contract form, the term of contract the white employee is under that is, is she fully trained employee or is she under training, employees handbook procedure spelling chain of command within the bank. In addition,they should provide warning letters that had ever been written to Wittman as well as medical documents that spell the technicalities experienced by the white employee(Case_20studies.pdf 2). The decision that would that is appropriate, for this case is the reinstating of Wittman back to her job. This is because there are numerous allegations forwarded by the bank management that is not adding up. For instance, why is it that the white employee is seen to be going against all odds in her daily errands that are not accepted by the management. In addition, the management did not listen to the grievances laid down by Wittman(Case_20studies.pdf 2). If the management could have listened to her, most of her issues could have been solved before her job termination. The supervisor should take the initiative to talk to Bob. In this way, he will actually understand what

Organizational Culture and Organizational Communication Essay

Organizational Culture and Organizational Communication - Essay Example Toyota is renowned for its production process, and its innovative management policies and culture. Toyota created and implemented the Just-in-Time method of inventory, which was revolutionary in nature. This concept has proven quite successful for the company. I am truly fascinated by this organizations managerial attributes and culture, which is why I chose to write about this organization. The culture at Toyota, described as ‘The Toyota Way’ is the core that drives the success of this organization. It lays out clear objectives for operations, Total Quality Management (TQM), customer service, employee management. Moreover, it aims to create a harmony amongst all the objectives. Even the logo of Toyota, is a symbol of how these values amalgamate. As we know, the Toyota logo consists of 3 ovular rings. The first ring symbolises the heart of Toyotas customers. The second ring symbolises the care taken by Toyota to manufacture its products. The third ring which joins the other two rings symbolises the joining of customers with their product and creates the ‘T’ of Toyota. (Appendix) Up to the Challenges: Toyota believes in creating value through their production process, and thus delivering high quality products and services to their customers. They plan on creating long term visions which can overcome possible hurdles. Moreover, they believe in accepting challenges and excelling in them through careful analysis before any decision. Kaizen: It means to improve in Japanese. This concept urges the employees of Toyota to keep improving and innovating through learning, creating sound infrastructure and, by promoting education within the organization. It believes that this will help deliver better and improved goods and services to the customer. "Something is wrong if workers do not look around each day, find things that are tedious or boring, and then

Cause & Effect Essay Example | Topics and Well Written Essays - 750 words

Cause & Effect - Essay Example Alexie Sherman’s book, "Absolutely True Diary of a Part-Time Indian† is based on experiences that relate to poignant drawings reflecting on people’s behavior in art. Practice makes perfect can be well related to whereby regular practice increases the likelihood of better performance among students. Alexi (2009), points out that improved performance correlates to action of Alexie in his book, which propelled him to winning numerous accolades such as the National Book Awards in 2007 for Young People’s Literature. Dylon Porlas attends Prep School in 2008-2009 where he earns a letter of admission in the school’s football club as a senior. Porlas gets elected in as an MVP for two consecutive seasons. Dylons achievements include leading the school team to a conference and the San Diego sections crown. Dylon recorded a sterling performance score in the ratio of 10:3. Among other colleagues, he helped form Pop Warner football club in 2006. Participating in clubs, and other performances in various fields help one in earning a living as well as getting a good reputation in the society. In the article, Reynolds argues that children who take part in regular exercise are able to absorb and retain information well. Regular exercise translates into high alertness and concentration. Routine practice happens efficiently compared teens who do not take part in sports. Because, actions involving physical agility helps young Native Americans stay alert at home and school. Because of a student’s unique background, engaging in baseball improves their social skills and lessens boredom. It clear that a success in sports encourages young people to improve their confidence. As time is constantly changing, young persons have been able to build their self-worth through sports which instills a sense of discipline and commitment. Sports nurtures a young person’s innate social instincts and help them to become better. Social instincts enables them in

McDonalds Employee Relations

McDonalds Employee Relations Q.a. What may McDonalds have considered in order to establish their approaches to collective bargaining in both Germany and the UK? To answer the above question we first need to know about basics of collective bargaining where Collective Bargaining is defined as the process of turning disagreements into agreements in an orderly fashion. Collective bargaining is the process followed to establish a mutually agreed set of rules and decisions between unions and employers for matters relating to employment. This is a regulating process dealing with the regulation of management and conditions of employment. Collective bargaining is used as the negotiation process between employees and employers with unions acting as the representatives of employees. The entire process depends on the bargaining powers of the concerned parties. In line with the above definition McDonalds may have considered the approach and settings of collective bargains as an important issue of employee relations. The German setting and approach McDonalds may have considered establishing their approaches to collective bargaining in Germany: The traditional collective approach to Employee Relations (ER) in German companies is deeply rooted in the particular configuration of the German Industrial Relations (IR) system. This is characterized by a high degree of regulation and a dense, encompassing institutional infrastructure that imposes a uniform set of institutional constraints on companies, but at the same time provides incentives for employers to accept institutional constraints. McDonalds, to establish its approaches to collective bargaining this ER and IR framework may have been considered in first instance. In addition, the institutional structure is highly integrated with strong linkages, not only within the IR system, but also to the wider German businesses system. Key elements of the German model, to which the majority of German companies subscribe, are the centrally co-ordinated sector based collective bargaining system and employee representation at domestic level via the works council system equipped with sta tutory participation and consultation rights. Food industry in Germany is not beyond this mechanism where McDonalds considerations regarding collective bargaining approach must have encompassed with statutory participation and employee consultation and codetermination rights. Indeed, German employers have to negotiate a densely structured institutional framework inside and outside the company level. The German approach to collective bargaining is also underwritten by strong labor market legislation and an elaborate welfare system. Despite growing interest in individual bargaining style direct employee involvement mechanisms, their uptake has so far been comparably modest in German companies (Sperling, 1997). Because of the wide ranging rights of information, consultation and co-determination in the German food industry, the use of individual voice mechanisms is relatively unimportant in the German setting where collective bargaining still has the paramount influence. Therefore, in the international context, McDonalds may have considered a propensity to support a collective approach to ER in their international operations by recognizing trade unions, engaging in collective bargaining and establishing strong workplace level employee representation systems. The UK Setting and the UK Approach to Employee Relations In contrast to Germany, the contemporary British system of collective bargaining is characterized by a weak regulatory framework and a thin, fragmented institutional infrastructure, which imposes relatively few barriers and constraints on labour relations practices. The fragmentation of the institutional structure goes hand in hand with weak linkages both within the IR system and in connection to the wider national business system which obviously includes food industry in the UK. Because of the relative permissiveness of the contemporary IR context, the UK seems to be a particularly suitable country for McDonalds, as subsidiary, to explore the country of origin effect in international operations, since home country approaches to ER can be transferred relatively unconstrained by host country institutional arrangements. However, to uncover the existence of possible ownership effects it is necessary to establish the differential space between the home and the host country ER approaches. Contrary to the German experience, no distinct stereotypical UK ER approach can be identified. Traditionally the cornerstone of labor relations was the pluralist workplace industrial relations system, which subsequently collapsed in the 1980s in the wake of the neo-liberal labor market policies under the Thatcher government. These reforms are most important issue to be considered in establishing collective bargaining approaches in the UK which have encouraged employers to dispense with collective labour relations and to individualise ER along the lines of US style HRM by end of the 1990s a collective approach to ER is no longer representative of the economy as a whole, but is increasingly confined to the public sector and a dwindling minority of private sector companies. In the private sector, trade union recognition collapsed throughout the 1980s and 1990s and with it the incidence of workplace level trade union representatives. The institution of collective bargaining dramaticall y declined. By 1998, two-thirds of private sector employees had their pay fixed by management decision without any union involvement. Here, employees are neither represented by collective voice mechanisms, nor do they enjoy a comprehensive individual voice mechanism. In case of establishing McDonalds may have considered those conditions and changing mechanisms to establish their approaches to collective bargaining efficiently. Factors May have been considered by McDonalds National Legislation: National legislation must have been considered by the McDonalds in establishing their approached towards collective bargaining within the industry both in UK and Germany. In the UK legislation there is no specific preference regarding the mode of employee or industrial relationship for MNEs like McDonalds. So McDonalds is well known as anti-union giant in the UK and their approach towards collective bargaining is strictly negative. In Germany on the other hand, has a highly regulated industrial relations system which, in theory at least, provides considerable constraints on the employee relations practices of MNEs. As a result McDonald had to thing the statutory bindings and regulations constraints regarding approaches to collective bargaining. Codetermination and collective bargaining rights The McDonalds in case of both Germany and UK has considered these rights as a different approach. German workers enjoy a dual system of representation, collective bargaining rights and co-determination rights through the institution of the works council and the supervisory board. Together with codetermination and collective bargaining rights, these legally enforceable and constituted rights appear to provide German employees with significant power resources compared to UK employees. So McDonalds must have considered the issues of the both rights of the employees before establishing their bargaining approach. Size of Franchise: The McDonalds corporation established itself in the UK in 1974, in Germany in 1971. The corporation currently has well over 800 stores in Germany amongst approximately 65% outlets are franchisee where in there are a similar number of stores in the UK with some 20% franchisee with approximately 45,000 employees in each country. In this case being a fast-food market leader in both countries McDonalds have considered the size of franchise. The franchise aspect influence collective bargaining issues through local entity and regulations involvement. So size of franchise is also a factor that may have been considered. Unioin Membership: McDonald also may have considered Union membership. German unions are arguably better organized and have retained a position of relative strength compared to those in the UK. Union membership at McDonalds in Germany and in the German fast-food industry is very small at around 5 per cent. However, these low percentages are still higher than the percentage of union membership at McDonalds and the fast-food industry in the UK. So this issue is an important consideration in establishing Macdonalds collective bargaining approach. The increasingly anti-union climate: The increasingly anti-union climate in the 80s and early 90s has encouraged Macdonalds in the UK to withhold or withdraw union recognition, and discouraged employees from joining unions and posed difficulties for recruitment. In Germany, union membership remains at around 5 per cent at McDonalds. The findings suggest that it is only where a works council has been established where still there is better union practice than the UK. So this consideration may have been involved in planning McDonalds approach towards collective bargaining. Characteristics of Workforce and Nature of the industry: McDonalds have considered both the factors in case of both countries to design its approach towards collective bargaining. Redundancy and employee apathy: Redundancy and employee apathy amongst part-time, temporary, foreign or young workers undoubtedly play an important role in the low or non-existent levels of union membership. So this factor may have been considered in both UK and Germany. Strong corporate culture: Strong corporate cultures are seen as instilling appropriate behaviors and. This is essentially what is argued here with regard to the non-union approach of McDonalds in both the countries. McDonalds Anti-union belief: McDonalds is basically a non-union company and intends to stay that way. About unionization in the UK once McDonalds stated thatà ¢Ã¢â€š ¬Ã‚ ¦.. unionization has risen its ugly head over the years, but you know, we feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management, we feel that we dont need unions. But in Germany McDonalds never been outspoken like in UK about union. Public image Macdonalds has a big public image and brand reputation which may have been considered both in the UK and Germany to establish collective bargaining approaches. Employer Associations Employer associations in Germany are stronger than UK. So the MsDonaldS approach in the UK is different from that of Germany. Q.b. How may McDonalds have considered individual bargaining as an alternative or additional approach in both Germany and the UK? What benefits and/or problems may this have brought in both countries? Individual bargaining: Individual bargaining is the process by which an employer and an employee negotiate an individual contract of employment, regulating the terms and conditions of employment. Individual Bargaining: Advantages The main advantage of individual bargaining is it is a single voice and thus there is no conflict in matters Another advantage of individual bargaining is that it expresses the views and opinions of one person and thus there is no compromising Individual Bargaining: Disadvantages The main disadvantage of individual bargaining is that the manager will not take a lot of notice of just one persons views or opinions and therefore nothing will happen Thus there is not a lot of chance that individual bargaining will have an influence on company decisions and policies. Collective Bargaining: Advantages The main advantage of collective bargaining is that the manager will not take a great deal of time in deciding on what action to take on an individual level. The employees have greater influence in the final decision the manager will take. There is also a chance of the employees getting what they demand. Collective Bargaining: Disadvantages The main disadvantage of collective bargaining is that it is seen as depriving the individual worker of their individual liberty and voice. The major changes in the industrial relations in UK i.e. a shift away from collective bargaining towards individual argaining were in the favour of McDonalds own strategy. The turn down in the union membership in both UK and Germany also helps McDonalds to practice the individual bargaining in their organization. Benefits: Improvement in the relationship of management and workers within the organization as it is evident from the statement of John cooke McDonalds US Labour relations chief as: We feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management. As employees are generally unaware of their rights they can take advantage of the situation to save their costs. As example is given cleaning of uniforms. And also regarding pay, performance related pay, probation and notice for redundancy, paid leave. Individual workers can never be a threat for McDonalds where there may have a chance in the existence of trade union. Disadvantages: Loss of public image in Germany that subsequently decrease their sale growth in German market. Large compensation need to provide for violating employees rights in different work place. Q. c. How may the approach to collective bargaining in Germany and the UK influence employee relations for McDonalds internationally? McDonalds opposition to trade unions is now well-documented; however, the extent to which it can operate without unions or can avoid or undermine collective bargaining with unions and/or statutory works councils varies considerably in different countries and over time. Consequently the ability of national unions and their GUFs to improve pay levels and conditions of work has been limited, variable and by no means static. This is nicely illustrated by McDonalds operations in New Zealand where the corporation responded pragmatically to changes in government and labour legislation, excluding unions from and then returning to collective bargaining ahead of law reforms aimed at strengthening unions in 2000, but continued to keep unions out of its restaurants wherever possible. Attempts to regulate McDonalds employment conditions are therefore an ongoing struggle in which without pro-union labour law, unions have little chance of organising workers and even less chance of establishing collective agreements. This may come as no surprise in countries such as the and Ireland where unions have had either no success or short-lived successes in gaining union recognition only to be denied before collective agreements can be established or enforced. However, even unions located in countries with more stringent labour legislation (e.g. Denmark, the Netherlands, France, Italy, Germany, Sweden and Norway) have had varying success in achieving some improvements in employee representation, pay and conditions of work and even where improvements have been achieved they are often under threat. Union attempts to increase the number of union-backed works councils and establish a company-level works council (Gesamtbetriebsrat) have completely failed, resulting from a number of sophisticated union-busting practices. Furthermore, despite some success in persuading McDonalds to accept collective bargaining in Germany in the late 1980s, McDonalds withdrew from collective bargaining in 2002 and has threatened to deal exclusively with a yellow union. In Denmark, where average union membership is much higher than Germany and labour law is equally stringent, McDonalds only agreed to bargain collectively after a year of conflict and boycotts involving other Danish unions and support from Finnish and Swedish unions in the late 1980s. McDonalds has tried to roll-back the basic terms of such agreements ever since. Nevertheless, in Sweden, Norway and Denmark, McDonalds workers do enjoy better conditions of work and higher pay than in other European countries and the USA itself. However, even in those countries it is very difficult to establish union representatives in the outlets, something which experience shows is essential if such collective agreements are to be properly enforced in. Despite these difficulties European unions have undoubtedly had some success in bringing McDonalds to the bargaining table, especially where sector-level bargaining is in effect compulsory and where labour law is more stringent and supportive of union rights and collective bargaining. Q.d. What additional or alternative methods could support good employee relations for McDonalds? Consider the role an HR function could take? The HRM approach to employee relations can be described in terms of several prescriptions that McDonalds can use for good employee relationship. An HRM model for employee relations focuses on a drive for commitment meaning that the focus of the organization should be to win the trust, motivation and commitment to the organization, participating in its development opportunities. Emphasis is on mutuality, meaning that employees share common goals, the vision and mission of the organization. Communication within the organization follows an established set of procedures that are agreed formally or informally and may include briefings, meetings with representatives, etc. HRM emphasizes the shift from collective bargaining to individual contracts. Employee involvement in McDonalds may be fostered and a number of techniques and approaches are followed to support their involvement. Total quality management aims at continuous improvement of quality. Another initiative for McDonalds is flexible working arrangements and focus on the life-work balance through harmonization of conditions for all employees. Finally the support of employee communities of practice and team spirit are of high priority. Employee relations describe as in-terms employee communication, employee involvement, employee rights and employee discipline. Armstrong has identified the elements of employee relations as follows may have been considered in designing the employee relationship: Formal and informal policies and practices of the organisation. The development, negotiation and application of formal systems, rules and procedures for collective bargaining, handling disputes and regulating employment. Policies and practices for employee communications . Informal and formal process regulating the interactions between managers and employees. Policies of the government, management and trade unions. A number of parties including state, management, organisations, trade unions, employees, etc. The legal framework. Institutions (e.g. ACAS) and the employment tribunals. The bargaining structures, recognition and procedural agreements enabling the formal system to operate. Employee relations processes Figure Reconciliation of interests between employers and employees According to the Industrial Relations Services there are four approaches to employee relations that can contribute in better relationship between McDonalds and its employees are: Adversarial meaning that employees are expected to follow the targets identified by the Organization. Traditional meaning that employees react on management proposals and directives. Partnership meaning that employees are involved in assisting the organisation and consensus is reached in decision making related to policies. Power sharing employees are involved also in daily management apart from policy making. Employee relations policies act to disseminate its preferred approach with respect to the relationship it wants to have with its employees and the empowerment of employees for certain activities. Employee relation policies cover several areas McDonalds may have used in improving employee relations including: Trade union recognition meaning decisions with respect to the recognition or derecognition of certain unions and preferences of the unions the organisation prefers to deal with. Collective bargaining meaning the identification of those areas that should be covered from such a negotiation. Employee relations procedures meaning procedures such as redundancy, grievance handling and disciplinary actions. Participation and involvement meaning the extent to which the organization shares power and control with its employees. Partnership meaning the extent to which a partnership with employees is desirable. The employment relationship meaning the extent to which employment terms and conditions are controlled by collective agreements or individual contracts. Harmonization meaning the harmonization of terms and conditions of employment arrangements. Working arrangements meaning the extent to which unions are involved in the determination of working arrangements. Employee involvement is central to employee relations as Bratton and Gold discuss. Employee involvement can be described in terms of the form of involvement (whether it is formal or informal), the level of involvement in the organizational hierarchy and the degree of involvement. Across these three employee involvement dimensions several types of involvement can be rated from the lower ones in terms of empowerment, involvement and organizational level to the higher ones. Through wide range of employee involvement McDonalds can start good employee relations process which never been in this organization. The following situations are ranked in an ascending order in terms of all three dimensions of employee involvement McDonalds should take into consideration: Communication -> Financial Involvement -> Problem solving groups -> Quality circles -> Cross functional teams -> Self directed teams -> Collective bargaining -> Worker directors -> Works councils. Employee involvement in McDonalds can be described as an involvement-commitment cycle, a communication cycle that builds an internal culture encouraging initiative, learning and creativity. The cycle consists of the following stages: Managers perceive the need for involving employees in decision making Introduce new forms, employee involvement and open communication mechanisms Greater autonomy and input into decision making Increased employee job satisfaction, motivation and commitment Improved individual and organisational performance. Q.e. Conclude by taking the key elements of your observations in steps a-d regarding McDonalds approach to employee relations in order to make a short recommendation for similar countries or organisations with regard to developing and/or improving their employee relations Findings recommendations: The process of collective bargaining is to settles down any conflicts regarding the conditions of employment such as wages, working hours and conditions, overtime payments, holidays, vacations, benefits, insurance benefits etc. and management regulations. In most areas, McDonalds German employees appear to enjoy better conditions than their UK counterpart. This is particularly so with regard to holiday entitlement but again this is still lower than for most German firms. The recent UK pay increase has brought pay levels close to those in Germany. In Germany the NGG are satisfied that by and large they have been able to improve pay and conditions for most employees, however, there remain two main problems. The above discussion suggests that there is an obvious need to scrutinise the powers of MNEs and it raises questions about the adequacy of labour legislation. Conditions of work and employment appear to be increasingly threatened, regardless of particular institutional arrangements. Weak or ambiguous legislation and continuing employer demands for flexibility, decentralisation and deregulation may increasingly allow MNEs to choose employee relations policies with interference from external labour market institutions. This may be too pessimistic, clearly more comparative work is needed in the area and it will need to concentrate on the common themes or tensions in all countries and examine how they are affecting the choices of micro-level actors and institutional arrangements in different societies. Individual bargaining can be used as both of alternative to collective or in parallel. But my recommendation for Macdonalds to use individual bargaining as an alternative approach specially in Europe and American territory whereas in Australia and New Zealand it could be used in addition. Due to decline in collective bargaining in all over the world it is now strongly recommended that McDonalds should prepare to adapt with a change in the bargaining structure which is becoming more decentralised in Sweden, Australia, the former West Germany, Italy, the United Kingdom, and the United States, although in somewhat different degrees and ways from country to country. We have also come to understand that bargaining structure both influences and is influenced by the distribution of bargaining power. Yet, data that allow clear tests of the effects of changes in bargaining structure on bargaining outcomes generally have not been available. The difficulty of assessing the effects of bargaining structure arises in part from the fact that there is no simple measure of the degree of bargaining structure centralisation, because the location of collective bargaining often differs depending on the subject of bargaining. In many countries, wages are negotiated in company or sectoral agreements, and work rules are set at a lower level, often in plant agreements. Furthermore, worker participation in decision making often occurs at still another bargaining level, or through informal mechanisms (works councils or shop floor discussions, for example) rather than through collective bargaining agreements. McDonalds is now a biggest brand in the food industry world-wide. So it has its own responsibility to look into public image and good employee relations which are widely correlated. So McDonalds should keep very efficient employee relation practice through an efficient Human Resource Strategy and functioning properly on HR roles. Web Resorce: www.rdi.couk http://www.wales.ac.uk/en/account/login.aspx References: Royle,T (1999) The reluctant bargainers? McDonalds, unions and pay determination in Germany and the UK, Industrial Relations Journal,30(2), p135-150 A, Arthur and et al. (2001),Strategic Management: Concepts and Cases, 12thedition, McGraw-Hill Irwin ACCA, 2005-2006, Paper 3.5 Strategic Business Planning and Development, 5th Edition, June 2005, for exams in December 2006 and June 2006 Study Text, BPP Professional Education BBC.com (2003). Court dismisses McDonalds obesity case. BBC. 22 January http://www.bbc.com/issues_06/030807EC.html. (Accessed: 2 November 2007). Bized.co.uk.(2006). McDonalds Company Facts. Bized.co.uk. [Online]. Available at: www.bized.co.uk/compfact/mcdonalds/mcindex.htm. Botterill, J. and Kline, S. (2007). Re-branding: the McDonalds Strategy. Emerald management First. Brassington F., (2005). Essentials of Marketing (Vol. 2). USA, St. James Press. CNNMoney.com (2007). Fortune 500 index. CNN.com. [Online]. money.cnn.com/magazines/fortune/fortune500/2007/index.html. Data Monitor. (2007) McDonalds Corporation Profile Reference Code:067DBDCC-E9DC-4CAC-80AD-164A6748F392 [Athens], http:/ www.datamonitor.com, Eisenberg, D. (2002). Can McDonalds ShapeUp? . Times.com. 25 September. http:/ www.time.com/time/business/ article/0,8599,354778,00.html Erlichman, J. (1994). Leaflet A Threatto McDonalds. The Guardian.29 June. http://www.guardian.co.uk/uk_news/story/0,3604,1299121,00.html. External and Internal Factors Affecting McDonalds- Management Theory. External and Internal Factors Affecting McDonalds Management Theory Paper Forrest, W. (2006). McDonalds Applies SRM Strategy to Global Technology. Reed Business information. 7 September. http:/ www.purchasing.com/article/CA6368285.html. Goggoi P.. (2006). Why McDonalds Isnt Free of Trans Fat Business Week Online 00077135 [EBCSCO], http://web.ebscohost.com/ehost/detail?vid=2HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]hid=117HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]sid=17122dbb-79eb-4b1f- b879-472028dbb304%40sessionmgr109 HealthActive (2007) Active After-school Communities http://www.healthyactive.gov.au/internet/healthyactive/publishing.nsf/Content/active_after_school_communities.pdf/$File/active_after_school_communities.pdf Henry Assael, 1998, Consumer Behavior and marketing action, 6th Ed., South-Western College Publishing IASO International Association for the study of Obesity. (2007). Making schools and young people responsible: a critical analysis of Irelands obesity strategy. http://www.blackwell-synergy.com/doi/full/10.1111/j.1365- 2524.2008.00763.x#Education,%20schools%20and%20obesity, Jagger, S. (2007). As Americans tighten their belts, fast-food operators let it all hangout. In The Times, 21 July 2007, 62.

Eyes Were Watching God Essay examples -- essays research papers

Their Eyes Were Watching God provides an enlightening look at the journey of a "complete, complex, undiminished human being", Janie Crawford. Her story, based on self-exploration, self-empowerment, and self-liberation, details her loss and attainment of her innocence and freedom as she constantly learns and grows from her experiences with gender issues, racism, and life. The story centers around an important theme; that personal discoveries and life experiences help a person find themselves. Nanny was determined that Janie would break the cycle of oppression of black women, who were "mules for the world". (Both of Janie's first two husbands owned mules and the way they treated their mules paralleled to the way they treated Janie. Logan Killicks worked his mule demandingly and Joe Starks bought Matt Bonner's mule and put it out to pasture as a status symbol.) After joyfully discovering an archetype for sensuality, love, and marriage under a pear tree at sixteen, Janie quickly comes to understand the reality of marriage in her first two marriages. Both Logan Killicks and Joe Starks attempt to coerce her into submission by treating her like a possession (Killicks worked her like a mule and Starks used her like a medal around his neck). Also Janie learned that passion and love are tied to violence, as Killicks threaten to kill her and Starks beat her to assert his dominance. She continually struggled to keep her inner self-intact and strong in spite ...

Future of healthcare Essay

Future strategic direction plays a huge role in health care. In this paper, I plan to describe a minimum of five challenges that are defining the future strategic direction of health care. The challenges that will be addressed include the information technology advancements such as the electronic medical record/electronic health record challenge, the accreditation, quality of healthcare, and organizational compliance challenge, the access to health care including the uninsured and those in the poverty levels challenge, the market shares and advancing age of population challenge, and the maintaining a skilled workforce challenge. I will also describe how an organization can adapt its direction and strategies to effectively address these challenges. Technology, protocol, regulations, populations, and workforce skill will always change within time and how an organization chooses to address these challenges will determine its success or failure. The first challenge to be addressed is the challenge of information technology advancements such as the electronic medical record or electronic health record. To be used effectively, the EHR must have a meaningful use. There are several ways for the EHR to have a meaningful use. First, to have a meaningful use the organization must have a knowledge of the use and its benefits to the organization. There are several factors that must be in place for the meaningful use to benefit the organization. One such way is that technical resources must be available and  utilized effectively. Other ways would include vendor support, the use of information for specialists, the return on the investments, and the availability of state programs. FUTURE 3 Technical resources are crucial because there will always be problems that arise in the systems. Information for specialists must be available and easily accessed without invading privacy. There needs to be a return-on-investment to be effective. The availability of state programs has to be present to be effective. The challenges that may arise when adopting the HER process may include cost challenges. This would require knowing the cost of the infrastructure of the program, the training involved, and the technical support involved. This would require a great dealof budget planning to see a return on investments. Time would also present a challenge with this system because it requires more time on behalf of the employees that they normally would have been seeing patients. Preparation is a challenge because all stakeholders wo uld have to be in support of the adoption and all the work that goes into it. There has to be a well thought out implementation of the program and maintaining it to be successful. Another challenge could be the availability of vendors with the whole market on deadlines and with consultants and extension centers in high demand, availability could become an issue. Training is another issue that needs to be well planned and without adequate training, time, cost, customer satisfaction, and employee support from good training, there could be failure. Making sure that the new HER system operates fully with other existing systems is crucial and data migration from paper or digital resources could result in data losses. They are also very time-consuming. Along with the HER challenges, organization are also facing the challenges of accreditation and organizational compliance. There are strict rules and regulations as well as protocol to follow for an organization to earn accreditation status. Staff can provide to be a huge challenge in accreditation because many employees do not believe in the accreditation being an FUTURE 4 overall positive step to take because of all the necessary time, paperwork, certifications, etc. and skepticism about the credentials of the accreditors while reaching this status and maintaining it. Effectiveness  and cost eff ectiveness proves to be a challenge in organization’s looking to be accredited. It can become very expensive. Separating quality improvement from quality control can seem a difficult process. While accreditation processes basically guarantee quality improvement in an organization, just taking all the necessary steps and keeping employees on board can prove to be the biggest challenge. Another challenge would include the low number of accreditation boards available for hospitals. To face these challenges, having a good baseline accreditation process in crucial to the strategic planning. Education of managers with explanations of the advantages and benefits of the process will be needed. Using credible and knowledgeable evaluators and knowing monitoring standards can be proven key to success. An on-going data collection monitoring system can provide excellent ways of tracking in your strategic planning process. A project plan of core standards and time frames, mini-evaluations of requirements, and obtaining commitment from all staff will prove to be beneficial in the strategic planning process as well. Besides the accreditation and HER challenges, the future will also bring challenges in the access to healthcare by the under-insured and poverty level citizens. The issue here includes the overall healthiness of the under-insured and lower income people to have preven tative care and take care of pre-existing conditions. If these conditions go undetected, the outcome can become dire. These people are far less likely to seek treatment and will many times not report any problems in getting the necessary medical care. This is where the access to healthcare becomes an issue because if it is not reported, problems escalate with the available access. Many of these FUTURE 5 people do not seek care on a regular basis and do not have primary care physicians or other sources of care. With prices rising, the number of uninsured and under-insured has grown. If given prescriptions if they do get to seek care, many do not fill the medications because of cost and affordability issues. Many major illnesses are not caught on time and then they have to be hospitalized. After hospitalization, they are referred to a specialist but most of these patients do not follow up with the specialists again because of affordability. This leads to a huge lack in access to health care that is necessary. The Affordable Health Care Act and the expansion of Medicaid  services addresses many of these issues. Improvements in access, the utilization, and reduction of high out-of-pocket costs have reduced the number of people needing access tremendously. Strategic planning for the future would include safety nets of clinics and hospitals to care for the uninsur ed, charity care, reduction of costs, and prescription help programs. Federal funding and community communication to address needs and raise money with charities and donations will play an important role. The health reform has addressed many of these issues, but planning for the future, knowing what help is available, and leading these patients to the help available, will be necessary to maintain progress in this area. The challenge of market shares and advancing population ages is at an all-time high and expected to get higher. The U.S. population is aging. Home health with the population aging resulting in challenges in the delivery of healthcare, hospital consolidations becoming necessary, length of hospital stays needing to be reduced as well as growing Medicaid and Medicare customers are all examples of these issues. There is and continues to be huge growth in home health markets. The workforces are older and the patients are older than in the past with the future showing even more advancement in average ages. More retirement age workforces and FUTURE 6 patients that will only require home health or hospice services is something that is being seen more and more. The challenges to the workforce would include keeping a regular staff that will have many years of continuous work for the company so that we have available medical staff in our hospitals, medical office, clinics, etc. Strategic planning for the future would include strategies and recommendations on the recruitment and the retaining of skilled health professionals regardless of their ages. Identifying innovative practices to promote employment in healthcare even those with disabilities or past retirement ages can be aimed at retaining the experienced older staff and creating job opportunities for all ages. Maintaining a skilled workforce is yet another challenge that has been identified and needs to be addressed for the future of our health care. Research has shown that in workforce demographics and the trends of the workforce, hospitals will face low vacancy due to recession, shortages, and the tight labor market in the next decade. (Schidlow, 2008) Recruiting and retaining workers to replace  the retirees will be crucial. Strategic planning to include work process redesign, new technology implementation and maintenance, keeping employee satisfaction, and the attraction of a new generation of work staff will be necessary. Future strategic direction plays a huge role in health care. In this paper, I described a minimum of five challenges that are defining the future strategic direction of health care. The challenges that were addressed included the information technology advancements such as the electronic medical record/electronic health record challenge, the accreditation, quality of healthcare, and organizational compliance challenge, the access to health care including the uninsured and those in the poverty levels challenge, the market shares and advancing age of population challenge, and the maintaining a skilled workforce challenge. I also described how an FUTURE 7 organization can adapt its direction and strategies to effectively address these challenges. Ultimately, technology, protocol, regulations, populations, and workforce skill will always change within time and how an organization chooses to address these challenges will determine its success or failure. FUTURE 8 References Beaman, C. D., Jr. (2008). Caring for the uninsured. Healthcare Executive, 23(1), 46-47. Retrieved from the EBSCOhost database. Bisognano, M., Schummers, D., & McCannon, J. (2008). Leadership’s role in execution: Change must happen organizationwide to be successful. Healthcare Executive, 23(2), 66,68,70. Retrieved from the EBSCOhost database. Delgado, R. I. (2009). Financial performance drivers and strategic control: The case of cancer treatment centers (Doctoral dissertation). Retrieved from the ProQuest database. Reilly, P. (2012). Leading change in a new era. Healthcare Financial Management 66(1) 53-57. Retrieved from the ProQuest database. Runy, L. A. (2009). Why the hospital physician staffing structure must change. Hospitals & Health Networks 83(6), 55-56, 1. Retrieved from the ProQuest database. Schidlow, D. V. (2008). Strategic planning in health care: The results are everything†¦or are they? Physician Executive, 34(2), 32-4. Retrieved from the ProQuest database. Spath, P. L., & Abraham, S. C. (2013). Strategic management in healthcare organizations. Ashford University: San Diego, CA.

Names of Stores and Shops in Spanish

Names of Stores and Shops in Spanish Planning to do some shopping when you visit Spanish speaking country? It would be a good idea to learn one of the most common suffixes used with Spanish nouns, -erà ­a, typically used to indicate where something is made or sold. Youll run into the word most often as the names of specialty stores, such as zapaterà ­a for shoe store  and joyerà ­a for jewelry store.  It is less commonly used for a place where an item is manufactured or processed, such as herrerà ­a for an ironworks or blacksmiths shop. Names for Stores and Shops Following are some examples of shop names using -erà ­a. All of these nouns are feminine in gender. This list is far from complete but includes most  of them youre likely to come across. aguardenterà ­a - liquor store (from aguardiente, moonshine or liquor)azucarerà ­a - sugar shop (from azà ºcar, sugar)bizcocherà ­a - pastry shop (from bizcocho, type of cake or biscuit; this term is most common in Mexico)boleterà ­a  - ticket office, box office (from boleto, admission ticket)cafeterà ­a - coffeeshop, snack bar (from cafà ©, coffee)calceterà ­a  - hosiery shop (from calceta, sock or knitting)carnicerà ­a - butcher shop (from caherrrne, meat)charcuterà ­a - delicatessen (from French charcuterie; term used in Spain)cervecerà ­a - brewery, bar (from cerveza, beer)confiterà ­a - candy store (from confite, candy)droguerà ­a - drugstore, variety store (from droga, drug)ebanisterà ­a - cabinet shop, place where cabinets are made (from ebano, ebony)ferreterà ­a - hardware store (from an old word for iron)floristerà ­a - flower shop (from flor, flower)fruterà ­a - fruit shop (from fruta, fruit)heladerà ­a - ice-cream parlor (from helado, ice cream)herboristerà ­a - herbalists shop (from hierba, herb)herrerà ­a - blacksmiths shop (from hierra, iron) joyerà ­a - jewelry shop (from joya, jewel)jugueterà ­a - toy shop (from juguete, toy)lavanderà ­a - laundry (from lavar, to wash)lecherà ­a - dairy (from leche, milk)lencerà ­a - linen shop, lingerie shop (from lienzo, linen)librerà ­a - bookstore (from libro, book)mueblerà ­a - furniture store (from mueble, piece of furniture)panaderà ­a - bakery (from pan, bread)papelerà ­a - stationery store (from papel, paper)pastelerà ­a - pastry shop (from pastel, cake)peluquerà ­a - hairdressers shop, beauty shop, barbershop (from peluca, wig)perfumerà ­a - fragrance shop, perfume storepescaderà ­a - seafood store (from pez, fish)pizzerà ­a - pizzeria, pizza parlor (from pizza, pizza)platerà ­a - silversmiths shop (from plata, silver)pulperà ­a - small grocery store (from pulpa, fruit pulp; Latin American term)ropavejerà ­a - used-clothing store (from ropa vieja, old clothes)salchicheria - pork butchers shop (from salchicha, sausage)sastrerà ­a - tailors s hop (from sastre, tailor)sombrererà ­a - hat shop, hat factory (from sombrero, hat) tabaquerà ­a  - tobacco shop (from tabaco, tobacco)tapicerà ­a - upholstery shop, furniture store (from tapiz, tapestry)tintorerà ­a - dry-cleaners (from tinto, red wine or dye)verdulerà ­a - produce store, greengrocers, vegetable market (from verdura, vegetable)zapaterà ­a - shoe store (from zapato, shoe) Shopping Vocabulary Here are some words you may see posted in stores: abierto - opencajero - cashiercerrado - closeddescuento, rebaja - discountempuje - push (on a door)entrada - entrancejale - pull (on a door)oferta - saleprecios bajos - low pricestienda - store or shop Here are some words and phrases you may find useful when shopping: Hola. - Hello, hiPor favor. - Please.Busco _____. - Im looking for _____. ¿Dà ³nde puedo encontrar _____? - Where can I find _____? ¡Me gusta! - I like it! ¡Cul me recomendarà ­a? - Which one would you recommend? ¿Hay algo ms barato (caro)? - Is there anything cheaper (more expensive)?Voy a comprar esto. Voy a comprar estos.  - Ill buy this. Ill buy these. ¿Habla inglà ©s? - Do you speak English?Horario de atencià ³n - Times when a business is open.Estar en stock, estar fuera stock - To be in stock, to be out of stock.Tamaà ±o - Size ¿Dà ³nde est el/la _____ ms cerca? (Where is the nearest _____?)Gracias. - Thanks. Etymology The suffix -erà ­a comes from the Latin suffix -arius, which had a far more general usage. In a few cases, the suffix can be used to form a noun from an adjective. For example, the state of being unmarried  can be called solterà ­a, from soltero, alone. The suffix exists in English in the form of -ary, as in apothecary, although that suffix also has a more general meaning than does -erà ­a.

Explain how the electron microscope has affected our knowledge of cell form and structure Essay Example

Explain how the electron microscope has affected our knowledge of cell form and structure Essay Example Explain how the electron microscope has affected our knowledge of cell form and structure Essay Explain how the electron microscope has affected our knowledge of cell form and structure Essay Electrons are generated in an electron gun, which applies a high voltage of about 100,000 volts through a filament called a tungsten filament. The filament is heated to above 3000 degrees Kelvin, which is roughly 3273 degrees Celsius. Applying an increasing negative voltage to a cathode assembly, which is located just above an anode plate, accelerates the electrons. The anode plate has a tiny hole in its centre, the electron beam is sent through this hole creating a very concentrated beam of electrons. This beam is focused using magnetic coils that act like the condenser lenses that you find on a light microscope. The specimen is on a plate just above a second magnetic coil, which acts as an objective lens. The objective lens resolves the structure and magnifies it slightly. Focusing the specimen can be achieved by altering the electric current through the lens. More magnetic coils act as projector lenses, which enlarge the image. All specimens in electron microscopy are placed in a vacuum, this means that all specimens must be dead. All specimens must be in a vacuum chamber because the electrons would be deflected by particles in the air and so would not give a clear picture. (A sheet has been attached at the back, which shows the structure of an electron microscope). The transmission electron microscope takes a section of a specimen and passes electrons through it. But first the specimen must go through 5 stages of preparation. 1. Fixation and dehydration using alcohol. 2. Embedding in resin which is hardened in an oven. 3. Sectioning using an ultramicrotome and a glass knife. 4. Mounting on a copper grid to give support (electrons cannot pass through glass). 5. Staining using heavy metal stains to improve contrast. Another way of preparing slides is to use the freeze fracture technique. The specimen is frozen using liquid Nitrogen. The specimen is then hit with e chisel, which causes the specimen to break along the line of least resistance. This way allows surface detail to be seen. Not all specimens need to be sectioned, viruses and large molecules are thin enough to be examined without needing to be sectioned in any way. These stages may induce artefacts to be present in the electronmicrograph. Artefacts are features which can be observed in cells prepared for microscopy which do not appear in real life, they can be caused by disruption in the cell. The image can be viewed on a fluorescent screen. The image is black and white unless the specimen has been stained to produce a colour picture. Micrographs are prepared by allowing the electrons to fall on photographic paper. Scanning electron microscopes only produce a scan of the surface of a cell, it cannot penetrate the interior of the cell. The electrons are bounced of the specimen instead of passing through it. This procedure will give a 3D image of the specimen. This can be useful when looking at virus or bacterial cells. If we wish to study a particular organelle, we do not have to study the entire cell under a microscope to do so, using cell fractionation and centrifugation, we can separate the different organelles from each other and so we can study them separately. Cell fractionation allows us to view the activities of organelles without interference from all other reactions taking place in the cell. First the tissue is finely chopped up and then it is placed in a cold isotonic buffer so that the cells and organelles are distorted as little as possible. The cells are then broken open using a homogeniser. A homogeniser is a mini blender that is able to fit down a boiling tube. The finished product once the tissue has been homogenised is called homogenate. The homogenate is then filtered to remove any cells, which have not been broken open. The homogenate is transferred to a centrifuge. Centrifugation is used to separate different organelles from each other. The cell homogenate is spun at different speeds and times. As the homogenate is spun, the parts of the cell begin to separate out to produce a pellet of components in the bottom of the tube. The homogenate, which does not become part of the pellet is called the supernatant. The supernatant can then be poured off and the contents spun again at increasing speeds and times to cause more organelles and cell components to separate from each other. The nuclei will separate out first, followed by mitochondria, Lysosomes, Peroxisomes, Microsomes, ER and ribosomes. These specimens can be prepared as normal and studied using electron microscopy When studying cells and their components, electron microscopes are preferred to light microscopes for many different reasons. Light microscopes can only be used if the magnification is under x1500 whereas an electron microscope can magnify images will above x1500. Electron microscopes have a resolution power of 2nm, light microscopes can only distinguish two objects apart if they are 2?m apart. If you were to increase the magnification of an image on an electron microscope, the image would become clearer, but if you did the same with a light microscope, the image would blur. Because of these three facts, the only things visible with a light microscope are nuclei and cell walls and membranes, electron microscopes give us the ability of seeing all organelles, which make up a cell. Without these advances in microscopy, we would not be able to see the ultra structure of cells, or even know if it existed. Nor would we know what purpose they had within the cell. We would not know that mitochondria have a double membrane, with the inner one folded into cristae. Or that it is the site of ATP synthesis and contains its own circular strands of DNA. Granted we may have been able to come to the conclusion that the nucleus controlled the cell reactions, but we would not know what carried out those reactions. If we didnt have electron microscopes we would not know that bacteria and single celled organisms are different from other cells. Without electron microscopy, we would not know what happened to obsolete cells, they would appear to vanish! Because of this technology we now know a great deal about what happens within a cell, and what role cells play in our lives.

Team-building and its relation to the individual Essay

Team-building and its relation to the individual - Essay Example that of leadership. While a view holds that executive and policy determining managers should assume and nurture leadership roles; it is the view here that management and leadership are two distinct functions and should be developed as such. This paper looks at definition of leadership function in the any organization's management milieu and in the direct context of team building, at the same time keeping intact applicability of drawn constructs to broader organized units such as nation and government. In order to do this the paper draws from the examples of biographies and writings of Franklin, Emerson and Melville and discusses how the responsibilities as a leader can be met in order to develop an effective team for the accomplishment of the organizational goals that in the presence of dissent and disagreement. The paper rests its theoretical arguments on the three important conceptual frameworks i.e. of the leadership authority, empowerment of people, and the quality imperative ass umed by the leadership. In course of discussions the leadership function is distinguished from the management function and theoretical types of leaderships are summarized. A view holds that leaders are people oriented and their main task is to inspire people. Here the leaders are somebody who is responding to a call to serve and motivations limiting altruistic expanse of usual executive managers are bounded only by the limitations of such leaders in respect of their personal abilities. The primary functional output for leaders is a change and their capabilities are assessed in terms of controlling the process of this change. This is the approach theme to leadership assumed in this paper. That is to mould and control change to suit organization's objectives. Whereas managers are task and process oriented and their main task is to organize such tasks and processes. Management's main output is task done in target time at target cost. In plain language Management is assigned the task of producing and maintaining a degree of predictability & order. Leadership on the other hand assumes the function of producing change under a constantly updated schemata of direction and vision. According to Bennis "They(leaders) offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization," (Bennis, 1997). Leadership is the process of motivating others to work to meet specific goals and objectives. This direction and motivation are the practical steps that a leader can take to empower others and develop a high-performance workplace. Leadership is deliberately causing people-driven actions in a planned fashion for the purpose of accomplishing the leader's agenda which is often a superset of the organizational agenda. In the fast paced information technology based changed commercial scenario the leadership role is best summarized by (Vaill, 1997) as," One is looking at a human being (Leader) facing in real time a condition that is problematic for the organizational objectives the person is pursuing. The objectives themselves ma y be changing, and the problematic condition may be changing as

The Game Theory and Long Run Marginal Cost in Microeconomics Term Paper

The Game Theory and Long Run Marginal Cost in Microeconomics - Term Paper Example The mathematical analysis of these situations is called game theory and was originally developed by Von Neumann and Morgenstern in 1944. As the subject develops, it has gained acceptance, particularly in business, politics and with the military. In 1994 the Nobel Prize for Economics was awarded to Harsanyi, Nash, and Selten for their contributions to Game Theory. The second part of the paper involves the study of the long run marginal cost. The long-run marginal cost curve indicates the change in total cost resulting from a change in production when all inputs including capital and plant size are variable. This paper discusses the different cases of long-run cost curve with the categories of returns to scale. Here we only consider two person’s zero-sum games. These are games with two players normally called A and B wherein any play of the game the amount of As gain equals the amount of Bs loss (so the sum of both players gains is zero). We refer to As gain and Bs loss throughout the theory but naturally, B can win games so As "gain" is not always positive. Our object is to find the best strategy for each player. By a "best strategy" we mean that if A (say) deviates from this strategy then B can adapt Bs strategy to gain more than if A stuck to the best strategy. Pure Strategies: To solve the game we first of all look for a pure strategy. This occurs when the best strategy for each player is to choose the same option for all plays of the game. If there is a pure strategy, A plays i  and B play j (say), then the ijth element (the payoff to A per play) is called a saddle point. Mixed Strategies and Dominance: If there is no pure strategy then we look for a mixed strategy which means each player mixes their options in certain proportions. Solving the game means determining these proportions in this case.