Human Resource Management Essay Example for Free

Human Resource Management Essay Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. These human resources responsibilities are generally divided into three major areas of management: staffing, employee compensation, and defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal of Business Strategy, the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change. Until fairly recently, an organizations human resources department was often consigned to lower rungs of the corporate hierarchy, despite the fact that its mandate is to replenish and nourish the companys work force, which is often cited—legitimately—as an organizations greatest resource. But in recent years recognition of the importance of human resources management to a companys overall health has grown dramatically. This recognition of the importance of HRM extends to small businesses, for while they do not generally have the same volume of human resources requirements as do larger organizations, they too face personnel management issues that can have a decisive impact on business health. As Irving Burstiner commented in The Small Business Handbook, Hiring the right people—and training them well—can often mean the difference between scratching out the barest of livelihoods and steady business growth†¦. With technology changing every day, and the talent crunch forcing employers to get the most out of each and every staff member, the focus on HR is set to continue. Even without a time machine, it’s clear HR’s role will move ever-closer to the very heart of business. Plugging the talent gaps This is not to say there are no challenges facing HR in the present day, far from it. At the top of the critical list on Singapore’s business landscape is the impending talent shortage that is set to hit organisations of all shapes and sizes. Elizabeth Martin-Chua, local HR expert and author, says businesses are again having to chase talent. Previously, the situation was the much more ideal reverse – with job candidates pulling out all stops to find work in their favoured organisations. Now, with the baby boom generation set to move into retirement with only smaller-sized age groups available to replace them, the talent crunch is set to move into a more permanent fixture. That means renewed importance will be placed on those HR

Econ Problem Set Essay Example for Free

Econ Problem Set Essay 1) Describe the effects on output and welfare if the government regulates a monopoly so that it may not charge a price above p, which lies between the unregulated monopoly price and the optimally regulate price (determined by the intersection of the firm’s marginal cost and the market demand curve). As usual, the monopoly determines its optimal output on the basis of MR = MC. Here, however, it cannot charge a price in excess of p*. So, for any output less than Q(p*) (where Q(p) is the demand function) its marginal revenue is p*. On the graph below that gives: pm p* MR MC Demand q m q * 2) The inverse demand curve a monopoly faces is p=10Q-1/2. The firm’s cost curve is c(Q) = 10 + 5Q. Find the profit maximizing price and quantity, and economic profit for the monopoly. Revenue = pQ = Q(10Q-1/2) = 10Q1/2 MR = 5Q-1/2 MC = 5 Profit maximization implies MR = MC, so 5Q-1/2 = 5, or Q* = 1; p* = 10. Economic Profit = Revenue – Cost = Q Ãâ€" p – c(Q) = 1(10) – (10 + 5Q) Economic Profit = 10 – 15 = -5. So, the monopoly will not produce at all, and will have a profit of zero. 3) The inverse demand curve a monopoly faces is p = 100 – Q. Find the profit maximizing price and quantity, and economic profit if: a) The total cost curve is c(Q) = 10 + 5Q. p = 100 – Q, R = p Ãâ€" Q = (100 – Q) Ãâ€" Q, so MR = 100 – 2Q. C(Q) = 10 + 5Q, therefore MC = 5. The profit-maximizing rule is MR = MC. 100 – 2Q = 5 ⇒ Q* = 47.5, p* = 100 – Q* = 52.5 So the profit-maximizing quantity is 47.5 units. The firm will charge $52.5 per unit. Economic Profit = Revenue – Cost = Q Ãâ€" p – c(Q) = Q(100 – Q) – (10 + 5Q) Economic Profit = 47.5(52.5) – (10 + 5(47.5)) = $2,246.25 b) The total cost curve is c(Q) = 100 + 5Q. How is this similar/different from that found in part a? The optimal price and quantity are the same, because the marginal cost doesn’t change. The marginal cost is constant at $5 as before. By setting MR = MC, the firm will have the same profit-maximizing solution. The only thing that changes is economic profit. Economic profit here is $90 less than in the previous problem (because of the difference in fixed costs). So, Economic Profit = $2,246.25 – 90 = $2,156.25. c) If the total cost curve is given by c(Q) = 16 + Q2. C(Q) = 16 + Q2, therefore MC = 2Q. The profit-maximizing rule is MR = MC. 100 – 2Q = 2Q ⇒ Q* = 25, p* = 100 – Q* = 75 So the profit-maximizing quantity is 25 units. The firm will charge $75 per unit. Economic Profit = Revenue – Cost = Q Ãâ€" p – c(Q) = 25(75) – (16 + Q2) = $1234. d) If the (total) cost curve is given by c(Q) = 16 + 4Q2, find the monopolist’s profit-maximizing quantity and price. How much economic profit will the monopolist earn? C(Q) = 16 + 4Q2, therefore MC = 8Q. The profit-maximizing rule is MR = MC. 100 – 2Q = 8Q ⇒ Q* = 10, p* = 100 – Q* = 90 So the profit-maximizing quantity is 10 units. The firm will charge $90 per unit. Economic Profit = Revenue – Cost = Q Ãâ€" p – c(Q) = 10(90) – (16 + 4Q2) = $484. e) Suppose (again) that the total cost curve is given by c(Q) = 16 + Q2 and the monopolist has access to a foreign market in which it can sell whatever quantity it chooses at a constant price of 60. How much will it sell in the foreign market? What will its new quantity and price be in the original market? It will sell on the foreign market up to the point where its marginal cost = 60. Since Marginal Cost = 2Q that means total production is 2QT = 60 or QT = 30. Domestic sales are now based on the marginal cost of $60 per unit, so The profit-maximizing rule is MR = MC. 100 – 2Q = 60 ⇒ QD = 20, pD = 100 – QD = 80 It will sell the remainder on the foreign market: QF = 30 – 20 = 10 units. f) Finally suppose the monopolist has a long-run constant marginal cost curve of MC = 20. Find the monopolist’s profit-maximizing quantity and price. Find the efficiency loss from this monopoly. MR = 100 – 2Q. The profit-maximizing rule is MR = MC. 100 – 2Q = 20 ⇒ Q* = 40, p* = 100 – Q* = 60 So the profit-maximizing quantity is 40 units. The firm will charge $60 per unit. Efficient production and price are: pe = 20; Qe = 80. Then Dead-Weight-Loss =  ½ (60 – 20) (80 – 40) = $800. 4) A monopoly sells its good in the United States, where the elasticity of demand is –2, and in Japan, where the elasticity of demand is –5. Its marginal cost is $10. a) At what price does the monopoly sell its good in each country if resales are impossible? The price-discriminating monopoly maximizes its profit by operating where its marginal revenue for each country equals the firm’s marginal cost. Hence, the marginal revenues for the two countries are equal; MRUS = MC = MRJ. MRUS = PUS (1 + 1/ÃŽ µUS) = MC. PUS (1 – 1/2) = 10. Therefore, PUS =20. MRJ = PJ (1 + 1/ÃŽ µJ) = MC. PJ (1 1/5) = 10. Therefore, PJ =12.5. b) What happens to the prices that the monopoly charges in the two countries if retailers can buy the good in Japan and ship it to the United States at a cost of (a) $10 or (b) $0 per unit? If retailers can buy the good in Japan and ship it to the United States at a cost of $10, then it can sell the good in the United States at the price of $22.50. Since it is not profitable, it never happens and nothing changes. However, if the shipping cost is zero, retailers can buy the good in Japan for $12.50 and sell it in the United States for $19 for a profit and undercut the monopolist. This means the monopoly cannot price-discriminate any more. As a result, there will be a single common price which will be somewhere between $12.5 and $ 20. 5) A monopoly sells in two countries, and resales between the countries are impossible. The demand curves in the two countries are p1=100 – Q1, p2=120 – 2Q2. The monopoly’s marginal cost is m = 30. Solve for the equilibrium price in each country. The price-discriminating monopoly maximizes its profit by operating where its marginal revenue for each country equals the firm’s marginal cost. Hence, the marginal revenues for the two countries are equal; MR1 = MC = MR2. P1 = 100 – Q1 MR1 = 100 – 2Q1, MC = 30 Since MR1 = MC, Q1*=35. Therefore, P1* = 65. P2 = 120 – 2Q2 MR2 = 120 – 4Q2, MC = 30. Similarly, MR2 = MC. Therefore, MQ2*=22.5 and P1* = 75.

Changes And Force Field Analysis Management Essay

Changes And Force Field Analysis Management Essay My bank is a medium type bank. A new change was introduced during the years 1990 and 2003. The changes introduced to the bank are as followers. The first one was bottom-up-approach and the second was top-down-approach. Senior executives of the bank convinced that it was the right time to bring the change for the benefaction of the bank. Therefore, they introduced quality improvement program, which could reduce cost, by using the existing staff to improve quality and customer service. They brought consultants from abroad. Top level believed that the middle level could enlighten the bottom level employees. However, both the approaches for implementing change failed. Some employees could not accept the new change; the workload was increased and when the new ideas were introduced to the middle management level, there was no response. The senior management had failed its intensions to mobilize middle management commitment and local staff enthusiasm. Force field analysis provides an initial view of change problems that need to be tackled, by identifying forces for and against change based on an understanding of the context of change including the existing culture (Johnson et al. 2008). The distinctive feature of force-field analysis is that it involves organizing the categories in to two board types; those relating to force or pressure for change and those relating to forces or pressures supporting the status quo and resisting change. Lewin (1951) argue that, level of behaviour in any situation as the result of a force field comprising a balance of the forces pushing for change and the forces resisting change. Force Field Diagram Driver Force Restraining Force Quality Improvement Work -Load Cost Reduction Top Level Management External Environment Staffs Technology Training Consultants Recommendation Present Scenario (Hazyes, 2010:129) cccPKNBKMV There are different key drivers can found in the My bank case study. However, technology is the best key driver in the My bank case. All other key drivers related to the technology. Anderson and Tushman (YEAR) point out that technological change is cyclical. Each technology cycle begins with a technological discontinuity. Cost reduction, quality improvement, external environments connected to the technology. If technology will not change other drivers cannot Change in fast way. Different kinds of restrain factors present in the case study. The top-level management like chef executives were the main reason for the failure of the change. Other staffs did not get any support from the top level. After the change, staffs opinion was slightly rejected by the managements. This is the main reason of the failure of the change. According to Nadler (1995), four types of organisational change are there. An Organisations response change is proactive or reactive way. Tuning and adaptation can involve minor or major changes, they are types of change that occur within the same period, and they are bounded by the existing paradigm. Reorientation and re-creation, on the other hand, are types of change that, to use Gersicks analogy, target the playing field and the rules of the game rather than the way a particular game is played. They involve transforming the organisation and bending or breaking the frame to do things differently or to do different things Tuning is change that occurs when there is no immediate requirement to change. Mybank organisational change is related to this part. Mybank became convinced of the benefits of a quality improvement programme for reducing cost. This approach to change tends to be initiated internally in order to make minor adjustments to maintain alignment between the internal elements of the organisation and between the organisations strategy and external environment. Adaptation is an incremental and adaptive response to a pressing external demand for change. Reorientation involves a redefinition of the enterprise. It is initiated in anticipation of future opportunities or problems. Re-creation is a reactive change involves transforming the organisation through the fast and simultaneous change of all its basic elements. Type of Organisational Change Incremental Transformational Proactive Reactive (Nadler et al. 1995:24). Reorientation Tuning Re-creation Adaptation Answer2: Organisational Change involves complex process. Managing this kind of procedure is entirely difficult because they are dynamic. That means complex processes are changing. In these dynamic situations, it is difficult to predict the consequences of its actions. Managing a set of complex activities, each of which is crucial for the overall success of change. These complex tasks needs to be completed effectively in order to change, involves achieve a successful come. Managing change involves four complex tasks. The four tasks are as follows. They are appreciating change, mobilising support, executing change and building change capability. Leadership Appreciating Mobilising Change Support L Building Change Executing change Capability CHANGE MANAGEMENT MODEL Appreciating Change Appreciating Change can give an idea about understanding the forces of stability and change in the organisation. This requires inquiry into routines and mental models that sustain the status quo. An organisation can be changed mainly in two ways. Those are unplanned change and planned change. The Unplanned change, which typically involves changes due to new ideas, conflict between individuals, departments or teams and political and power struggles inside the organisation. Nadler (1987) argues that political behaviour tend to be more intense in times of change because individuals and groups perceive the possibility of upsetting the exiting balance power. Planned change, the change has to be planned. Mybank case study involved the planned change. The appreciation phases aims to make aware of the (a) need for change, (b) consequences of changing and not changing and (c) options that have for undertaking change in the organisation. In the case study, the organisation recognised the neces sary of the appreciating change and understood if this change will happen in the organisation, can achieve cost reduction in house; using exiting staffs to improve the quality and customer service and bank can avoid the inefficient works. The senior executives of Mybank appreciated the change and convinced the benefits of a quality improvement program. Mobilising Support Participation, involvement, and ownership are the crucial for the effective change. The organisational change is both cultural and political involves change in mindsets. This involves influencing, inducing, negotiating, persuading and winning over people to the idea of change. The effective communication strategies are crucial to change management. Getting consent and mobilising support is not an easy process. It requires persistence and patience. Strategic plan have a very important role in mobilising support. Organisational change is a political process. Pettigrew (1972) argue that some may engage in political action for ideological reasons, especially when they are fear that a change may be inconsistent with their values. According to Jick (1993), there are three categories of people who play a role in any change process. They are change strategists, change implements, and change recipients. Change strategists are the people who decide that the organisation needs change and set a direction for the change support. Mybank case managing director and senior executives are the strategists. They are in the top of the position. But strategists cant implements the change. Change implements are the people who are implementing the change by creating new structures, rules, procedures in all process. These people are the middle people of the management team. Mangers, outside consultants and accounting firm are change implementers in the Mybank Cooperation. Change recipients are the third category and people whose jobs change as a result of changes launched in the organisation. These people are usually lower level in an organisation. However, the main success in their hands. These people can make or break the effo rt. These people at the front line directly dealing with clients and customers. The main success depends upon the consent of the people in the organisation. Mybank employees, general staffs, are the change recipients. In 2003, the senior management had failed in its intentions to mobilize middle management commitment and local staffs enthusiasm. The middle management fully activated, but management follow some autocratic style and management fail to adopt the strategy. Executing Change Executing change involves creating and putting in place new structures, processes or procedures. Execution is, perhaps, the most critical aspect of change. Obviously, if an organisation has not managed the previous two tasks well, its change plan or programme will never take off. However, even if an organisation has carefully thought through its change issues and options and has gathered enough support for change, it can still fail at this critical stage. Three critical tasks for change leaders to ensure focus and energy during execution: (a) creating cross-functional linkages in the organisation; (b) aligning policies, procedures and removing structural impediments to performance and change; and (c) creating new routines for continuous improvements and innovations. According to Nilkant (Year), a successful change effort requires: (a) adequate appreciation planning, (b) sufficient support by employees, (c) competent execution by managers, and (d) Change managers with appropriate skill sets and capabilities. Mybank staffs accepted their new changes. However, it was not successful in the bank in both 1990 and 2003. In 2003, they bring a new department and try to join the other department together. The Regional Lending managers activities were not accepted by other departmental mangers. This created a big problem in the organisation. Most of the staffs did not express any interest to new executing change. This is because they were not understood the new system. Who are interested this new changes, did not get any support from their higher level. Building Change Capability A well-known model of change management views organisations as going through long periods of stability punctuated by short bursts of discontinuous change. According to Nilikant (2006), mangers or organisations can build capability in four ways. Those are firstly, individuals and groups build capability. Secondly, individuals and groups build capability when they successfully execute challenging projects. Thirdly, building capability involves paying simultaneous attention to both action and reflection. Fourth, leaders and organisations can help individuals and groups build capability by providing a context that aids action and reflection. Self-efficacy is energy and focus for the capability building. In managing change, self-efficacy is a major determinant for success. Employees with higher levels of self- efficacy can overcome obstacles and challenges that are inevitable part of any change. Efficacy is demonstrated when individuals feel secure in avoiding pseudo solutions. Mybank fai led in their both approach. The main reasons are not cooperation between the staffs and management. Who are motivated in these approaches, did not get support from their top level. Staffs got more workload in their work and staffs were lost the interest to extra works. In this way bank cannot maintain capability. Change Agent A change agent is the individual or group that helps effect strategic change in the organisation. For example, the creator of a strategy may, or may not, be the change agent. He or she may need to rely on others to take lead in effecting changes to strategy (Johnson ET .al 2008). Middle managers and consultants are the change agents in the Mybank case, because they are working together with top level and bottom level people within the organisation. Transition Phases Mod Internalization, Reaction And Learning Denial Shock Depression Consolidation Testing Letting go Acceptance of Reality Time .Answer 3: People going through change experience a variety of emotional and cognitive states. Transitions typically progress through a cycle of reasonably predictable phases .this applies to all kinds of transitions: voluntary and imposed, desirable and undesirable. Often people have little warning of changes and they experience the initial phase of a transition as a shock. Feelings of anxiety and panic can determine their ability to take in the new information, think constructively and plan. Mybank employees faced the same problem when they heard about the new change. Denial phase characterized by a retreat from the reality of change. Depression is the reality of the change becomes apparent and the individual acknowledges things cannot continue. Letting go phase involves accepting reality for what it is. It implies a clear letting go of the past. Testing is more active, creative, experimental involvement in the new situation starts to take place. Consolidation stage progress in progresses in parallel with testing but to begin with there is often more testing and rejecting than testing and consolidating. Internalization, reflection, and learning transition is complete when the changed behaviour is normal and unthinking and is the new natural order of things(Hayes, 2010:216). When a new change program implemented in the Mybank, all the staffs passed in these stages. Some of the staffs were getting struggled and other staffs overcome all the problems. The primary leadership task in change management as creating a positive behavioural context that facilitates inquiry, appreciation, and change. Change management model identifies four core tasks. First, mangers need to be cognitive tuners to appreciate change. Second, mangers need to be people catalysers to mobilise support. Third, managers need to be system architects to execute change. Fourth, managers need to be efficacy builders to build change capability. Leadership Cognitive Tuner The main core task of appreciating change requires a manger to tune into both external business environment and the internal organisational setting. The important thing of the change agent is to understand the external environment and assess the organisational capabilities to address the external changes. The change agent should expose different way. The change agent should seek knowledge in all level and awareness of own metal models and assumptions important. The change agent should recognise the assumptions, if it is necessary or not (Reference). Finally listen other people who are disagreeing with the change agent and do not feel defensive or threatened when others challenge the ideas and thinking. My bank case, cognitive tuning was not effective. The management did not listen to the bottom-level staffs opinions; as a result, employees lost their interest in the new changes. The middle level mangers fail to express their feelings into the top-level management. The way of communic ation was not sufficient between departmental mangers and change agents. People Catalyser Organisational change has an element of loss inherent in the process, and it is a loss that is often deeply felt by employees. The Kubler-Ross grief model addresses the emotional issues associated with change. The four emotional stages experienced throughout the change process may be expressed by employees in behaviours that are obstacles to the process of change. By understanding the emotions employees often encounter during change. It will be better prepared to facilitate the change process (Reference). Kubler- Ross grief stages is applicable in the Mybank case. The staffs were faced the situation in the organisation. But the final stage of the Kubler- Ross was fail in the case, commitment from the employees not good. Between the departments problems created. Kubler -Ross Grief Model Stage 1: Denial People encountering a change initiative might be saying to them, I cant believe this is happening to us. Unresolved fears about the change initiative need to be addressed during this phase. Stage 2: Resistance During this phase, people could attempt to slow down or derail the change initiative, it must be able to spot resistance when it occurs and formulate sound strategies for overcoming it. Stage 3: Exploration If people are not able to stop the changes from occurring, they begin to role of the group are specifically defined in this stage. It is important that unresolved issues that continue to surface be addressed. If trust has been created among the group, then peer influenced can be used to encourage behavioural change. Stage 4: commitment Mutual commitment is established , obstacles have been removed .and the focus is on successful implementation of the changes The change management need to catalyse people by building support, manufacturing consent and facilitating cognitive shifts in organisational members. The change agents need to be communicators, persuaders and negotiators. The change agent prepares himself before engaging the people. For influencing the people the agent can utilise all the media and forums. In decision-making time, change agent role is important. There is no chance to run away from the situations. The change should get trust and respect from others, in this way they can develop the credibility. In the case study, at a particular level, the consultants engaged the people and they fail to utilise the forums and media in the organisation. The middle levels mangers did not get the much trust and respect from the staffs. Systems Architect The change agents need to create the systems, process and routines to execute the change plan or agenda. This involves setting explicit goals, establishing cross-functional teams and monitoring progress (Nilikant). In this stage, the change agent role is very important. In the organisation, he/she should clarify individual roles and contribution. The person who selected is SMART or not. Moreover, other team leaders selection responsibility will come under the change agent. Co-ordination between other staffs will come under the change mangers control. Change mangers need to identify the organisational past practices, procedures, and polices and it should eliminate them properly. Mybank change fails in these areas. The selection of the other team leaders performance was not good. They were not SMART. If they are SMART, the change will be successful. Under the control of the middle managers, conducted meetings but fail to share the new ideas and solve current problems after the change. Efficacy Builder The mangers need to make organisational members have faith in their ability to learn, overcome obstacles and engage in change. Jim Collins argues that the effective leaders do not motivate people. They help people motivate themselves. A significant aspect of building change capability is to build a repository of organisational knowledge that captures insights from peoples tacit experiences. Building change capability is closely related to the core task of appreciating change. Store and share the knowledge is very important for a change manager. Renewal must become as important as cash flow or profit maximisation. Organisational members are aware that change mangers are observing what they say and what they do, and they may be making judgements about them and their future role. Mybank case change management selected some people for the leadership positions. However, that staffs were not successes in a particular level. Some of the departments in Mybank were not given any preference to the change mangers. This is one of the reasons to fail change implication in Mybank and plan of joining of the two departments was not success. This was due to the inefficient leadership and responsibility by the change mangers. The change ag Answe4: Recommendation Conclusion

Metadrama In Shakespeare Essay -- essays research papers fc

‘Shakespeare’s plays reflect not life but art.’ Make use of this remark in writing an essay on Shakespeare’s use of Metadrama. Shakespeare constantly plays with metadrama and the perception of his plays as theatre and not life with the complications inherent that in life we all play roles and perceive life in different ways. The play has recognition of its existence as theatre, which has relevance to a contemporary world that is increasingly aware of precisely how its values and practices are constructed and legitimised through perceptions of reality. Critic Mark Currie posits that metadrama allows its readers a better understanding of the fundamental structures of narrative while providing an accurate model for understanding the contemporary experience of the world as a series of constructed systems. From this quote metadrama can be said to openly question how narrative assumptions and conventions transform and filter reality, trying to ultimately prove that no singular truths or meanings exist. In respect to the plays of Shakespeare, critic John Drakakis supports this notion arguing that Julius Caesar may be read as a kind of metadrama: by figuring Caesar, Brutus, Cassius and others as actors, self consciously fashioning Roman politics as competing theatrical performances the play enacts the representation of itself to ideology, and of ideology to subjectivity. Moreover if the subjects within the fiction of Julius Caesar are radically unstable by virtue of their representations then so is the theatre whose function is to st age this instability. This means that Julius Caesar fits within this essay’s definitions of Shakespeare’s work reflecting art not life, but also if we are to think of life in terms of people playing roles within their lives where ‘All the world’s a stage’ , and perceiving reality in a myriad different ways then theatre reflects life reflecting art - a complication that students of Shakespeare would expect the Bard to enjoy. Feste in Twelfth Night exemplifies this notion, â€Å"Nothing that is so is so† (Act IV scene i, line 8) Shakespeare uses Feste to foreground the artificiality of the complex theater and language systems that the audience absorbs, saying, ‘Nothing that seems real is how you perceive it’. It is a metadramatic irony that Shakespeare uses the fool to do this. Wor... ...es artful language systems with the use of alliteration (‘r’ sounds) and puns (eyes, I) which is obviously artistic expression and unlike real life, foregrounding the theatrical systems to the audience and allowing them to enjoy the magical/unreal theme. This essay has examined the various CRITIC Patricia Waugh also provides a comprehensive definition by describing metafiction as "fictional writing which self-consciously and systematically draws attention to its status as an artifact in order to pose questions about the relationship between fiction and reality" BIBLIOGRAPHY Scholes, Robert. "Metafiction." Metafiction. Ed. Mark Currie. New York: Longman, 1995 (Shakespeare’s Tragedies - ‘Fashion It Thus, Julius Caesar and the politics of representation’ John Drakakis, MacMillan Press London 1998) (Jefferson. Ann. "Patricia Waugh, Metafiction The Theory and Practice of Self-conscious Fiction." Poetics Today. 7:3 (1986): 574-6.) Hamlet, New Swan Shakespeare Advanced Series. Ed. Bernard Lott Longman Group Ltd 1970 The Complete Oxford Shakespeare, Oxford University Press 1987 Suffolk Ed. Stanley Wells and Gary Taylor

Dutch vs. American Euthanasia Essay examples -- Euthanasia Physician A

Dutch vs. American Euthanasia      Ã‚  Ã‚  Ã‚  Ã‚   The Dutch take their euthanasia seriously. The Dutch government has resubmitted its proposal for formally legalizing assisted suicide and euthanasia, while modifying its controversial provision allowing euthanasia for children. When first proposed to Parliament over a year ago, the bill allowed for cases where children from 12 to 16 years old could request and receive euthanasia "against the wishes of their parents." The modified proposal still allows child euthanasia in this age group, but not over parents' objections [New York Times, 7/14/00]. Still unclear is the fate of another controversial feature of the original bill, allowing adults to sign advance directives requesting euthanasia in the event of future mental incompetency. This would allow legal euthanasia for patients with dementia or Alzheimer's disease for the first time [Id., 6/20]. Dutch euthanasia practice has long included lethal injections for children, including newborn infants, with parental co nsent. Euthanasia for kids - a bit extreme?    Numerous US studies have established that the Americans most directly affected by the issue of physician-assisted suicide -- those who are frail, elderly and suffering from terminal illness -- are also more opposed to legalizing the practice than others are:    * A poll conducted for the Washington Post on March 22-26, 1996, found 50% support for legalizing physician-assisted suicide (Washington A18) Voters aged 35-44 supported legalization, 57% to 33%. But these figures reversed for voters aged 65 and older, who opposed legalization 54% to 38%. Majority opposition was also found among those with incomes under $15,000 (54%), and black Americans (70%).    * An A... ...e: attitudes and experiences of oncology patients, oncologists, and the public." 347 The Lancet 1805 (June 29, 1996):1809    Humphry, Derek. "What's in a word?" Euthanasia Research & Guidance Organization 1993, Table 1-A.    Koenig, Dr. Harold et al.. "Attitudes of Elderly Patients and their Families Toward Physician-Assisted Suicide." 156 Archives of Internal Medicine 2240 (Oct. 28, 1996)    Lee v. Oregon, 891 F.Supp. 1429 (D. Or. 1995), vacated on other grounds, 107 F.3d 1382 (9th Cir. 1997), cert. denied, 118 S. Ct. 328 (1997).    "Poll Shows More Would Support Law Using Gentler Language," TimeLines (Jan.-Feb. 1994):9    Washington v. Glucksberg, 117 S. Ct. 2258, 2262 n. 7 (1997. -- -- --. 117 S. Ct. at 2272, quoting United States v. Rutherford, 442 U.S. 544, 558. 1979.    Washington Post, April 4, 1996.      

Plagues And Epidemics :: essays research papers

Plagues and Epidemics Humans are remarkably good at finding a religious scapegoat for their problems. There has always been someone to blame for the difficulties we face in life, such as war, famine, and more relevant, disease. Hitler blames the Jews for economical woes in a corrupt Germany long after the Romans held the Christians responsible for everything wrong in a crumbling, has-been empire. In the fourteenth century, when Plague struck Europe, it was blamed on "†¦ unfavorable astrological combinations or malignant atmospheres†¦" (handout p2), and even "†¦deliberate combination by witches, Moslems (an idea proposed by Christians), Christians (proposed by Moslems) and Jews (proposed by both groups)." (H p2) The point is, someone was to blame even when the obvious reasons, flea ridden rats, were laying dead on the streets. As time progressed to the twentieth century, there have been few if any exceptions made to this phenomena. In the case of Oran, the people raced to find a culprit for the sudden invasion of their town, which became the unrepentant man. This is one of Camus’ major themes; The way a society deals with an epidemic is to blame it one someone else. Twenty years ago, when AIDS emerged in the US, homosexual men became the target of harsh and flagrant discrimination, and even today are still held accountable by some beliefs. While we may no longer lynch in the nineties, we do accuse innocent groups, like the gay male population, for the birth and explosion of AIDS in our society. Given, there are some differences between each respective situation, but there are striking similarities that cannot be ignored. As the Plague invaded the town of Oran, the people quarantined within its walls began to look to their leaders for answers. Most likely these people had trouble believing that such an awful thing was happening to them, and needed someone to point the finger at. In the meantime, Father Paneloux was preparing a speech to answer the questions and fears that surrounded him, and probably vexed him as well. The truth is, his speech was as much therapeutic as it was didactic, and in winning the opinion of the public he could calm his own fears. " If today the plague is in your midst, that is because the hour has struck for taking thought. The just man need have no fear, but the evildoer has good cause to tremble." (p95) Paneloux is passing the blame, but in a very intriguing way. "You believed some brief formalities, some bendings of the knee, would recompense Him well enough for you criminal indifference.

Investigatory Project Essay

ACKNOWLEDGEMENT First of all the researchers would like to thank to their Science teacher Ms. Aira T. Velasquez for teaching them and helping them to do this Investigatory Project also giving us knowledge for us to understand every problem that has made in our I.P. The researchers would like to thank also to their Parents for their undying support to their children and giving them strength to finish the project successfully. Also the researchers want to give their gratitude for all the people and friends who help them and cooperate with them in order to do this. Lastly the researchers would like to thank to God Almighty, for his bountiful spiritual guidance, blessings and love. CHAPTER I : INTRODUCTION STATEMENT OF THE PROBLEM What are the other ingredients in making insect repellant which has a main ingredients of lemongrass and ginger insecticide? What are the ingredients needed in making a lemongrass and ginger insect repellant? What is the procedures on how to make a lemongrass and ginger insect repellant? How would it be in demand in other people? If this product sold in the market commercially what would be its price rate? What will be the effect of this product in the insects? What will be the outcome of this product to other people? HYPOTHESIS Water Lemongrass, Ginger and Water First get Lemongrass and Ginger, Second get a pan and put a water on it and let it boil, Third put the Lemongrass and Ginger let it boil for about 15 minutes. After get the extract of the lemongrass and ginger and put it in a atomizer. Very in demand because of its natural ingredients. It will sold for a cheap price because the ingredients is cheap. The insects will go away and they will be exterminate because of the strong smell. Surely it will be in demand because all ingredients used are natural and it cant cause harm OBJECTIVES To be able to make a insect repellant out of Lemongrass and Ginger. In order to create natural mixture this can kill insects. Because it is natural, it cannot harm our environment unlike other insect killers which can also harm our environment. And to save money because this insecticide is very cheap you will not cost hundreds to be safe from insects. SIGNIFICANCE OF THE STUDY The researchers have made this organic insect killer out of lemongrass to create an environment friendly substance. Since our environment is at stake because of pollutions. One of these pollutions is on air. If you haven’t noticed our planet is deteriorating because of this. And one of the causes of air pollutions is the insecticides and pesticides which have chemicals that can affect the air. Serves as an eye opener for people to use natural insecticides that can help our environment and cost cheaper rather that using insect sprayer full of chemicals that can harm our environment and destroy mother earth. Promote awareness and resourcefulness for the good of everyone. It can be an inspiration for others to do this with other natural components and also to lessen garbage which people are worrying of nowadays. SCOPE AND LIMITATION Our product is insect repellant, its main ingredients are Lemongrass and Ginger which has a very strong smell. IN making this insect repellant we  only use natural ingredients such as Lemongrass and Ginger because of its natural aroma that makes the insect away. We the researchers didn’t use any kind of chemical ingredients because we are promoting natural resources. DEFINITION OF TERMS For purpose of clarity, the folloing terms used in the study are hereby defined Lemongrass- is native in India and tropical Asia (Cympobogon citrarus) it can be a tea or food adding flavor. Ginger or ginger root- is the rhizome of the plants Zingiber officinale, consumed as a delicacy, medicine, or spice. ABSTRACT We the researcher conduct this study due to economic crisis nowadays. Its aim is to create a product of insect repellant which is cheaper and could give the same quality which the commercial one could give through lemon grass and ginger. Insect repellant are important tools for prevention of insect borne – diseases well as painful or uncomfortable insect bites. And one natural insect repellant is the lemon grass (Cympobogon Citratus). Determining the effectiveness of lemon grass as insect repellant is the main goal of the study. Specifically, it intends to apply the Steam Distillation Technique in obtaining the natural elements and essential oil of lemon grass such as citral and citronella. Lemon grass is a native herb from temperate and warm regions such as India, is widely used in Asian cooking and is an ingredient in many Thai and Vietnamese foods. Lemon grass used in cooking has become popular in the Caribbean and in the United States for its aromatic citrus flavor with a trace of garlic. Lemmon grass is a member of species of grass that grows to as high as 1 meter with leaves of 1 to 1.5 centimeters in width that grows from a stalk of about 30 to 80 cm. long with bulbous lower end. The researchers used lemongrass and ginger to promote natural insect repellant but have a good quality and very cheap in this way we can lessen tha air pollution and also the garbage of the can of insect repellant. Lemongrass and Ginger as Mosquito Repellant Our product is all organic and since it is safe to use and effective it is great replacement on those toxic insecticide. Lemongrass and Ginger are the main ingredients of our product. Ginger has oils in which can help kill insects and Lemongrass as well has a strong aroma that surely insect will go away. That’s why this project is much of use to you specially when it comes to gardening.