The Life and Works of Honoré de Balzac, French Novelist

Honorà © de Balzac (born Honorà ©Ã‚  Balssa, May 20, 1799 – August 18, 1850) was a novelist and playwright in nineteenth-century France. His work formed part of the foundation of the realist tradition in European literature, with particular focus on his remarkably complex characters. Fast Facts: Honorà © de Balzac Occupation: WriterBorn: May 20, 1799 in Tours, FranceDied: August 18, 1850 in Paris, FranceKey Accomplishments: Groundbreaking French novelist whose realist style and complex characters shaped the modern novelSelected Work: Les Chouans  (1829), Eugà ©nie Grandet (1833), La Pà ¨re Goriot (1835), La Comà ©die humaine (collected works)Quote: There is no such thing as a great talent without great will power.† Family and Early Life Honorà ©Ã¢â‚¬â„¢s father, Bernard-Francois Balssa, was from a large lower-class family. As a young man, he worked hard to climb up the social ladder and eventually did so, working for the governments of both Louis XVI and, later, Napoleon. He changed his name to Francois Balzac to sound more like the aristocrats he now interacted with, and eventually married the daughter of a wealthy family, Anne-Charlotte-Laure Sallambier. The age gap was considerable – thirty-two years – and was arranged in gratitude for Francois’s assistance to the family. It never was a love match. Despite this, the couple had five children. Honorà © was the eldest to survive infancy, and was closest in age and affection to his sister Laure, born a year later. Honorà © attended the local grammar school, but struggled with the rigid structure and consequently was a poor student, even once he was returned to the care of his family and private tutors. It was not until he entered university at the Sorbonne that he began to thrive, studying history, literature, and philosophy under some of the great minds of the day. After college, Honorà © began a career as a law clerk on the advice of his father. He was intensely dissatisfied with the work, but it did provide him with the opportunity to come into contact with and observe people of all walks of life and the moral dilemmas inherent in the practice of the law. Leaving his law career caused some discord with his family, but Honorà © held firm. Early Career Honorà © began his attempts at a literary career as a playwright, then, under a pseudonym, as a co-writer of â€Å"potboiler† novels: quickly-written, often scandalous novels, the equivalent of modern-day â€Å"trashy† paperbacks. He tried his hand at journalism, commenting on the political and cultural state of the post-Napoleon era in France, and failed miserably at his business venture when he tried to make a living as a publisher and printer. In this literary era, two specific subgenres of novels were in vogue both critically and popularly: historical novels and personal novels (that is, those which narrate a specific person’s life in detail). Honorà © embraced this style of writing, bringing his own experiences with debtors, the printing industry, and the law into his novels. This experience set him apart from the bourgeois novelists of the past and many of his contemporaries, whose knowledge of other ways of life was entirely gleaned from previous writers’ depictions. La Comedie Humaine In 1829, he wrote Les Chouans, the first novel he published under his own name. This would become the first entry into his career-defining work: a series of intertwined stories depicting various facets of French life during the Restoration and July Monarchy periods (that is, from about 1815 to 1848). When he published his next novel, El Verdugo, he again used a new name: Honorà © de Balzac, rather than just â€Å"Honorà © Balzac.† The â€Å"de† was used to denote noble origins, so Honorà © adopted it in order to better fit into respected circles of society. In many of the novels that make up La Comedie Humaine, Honorà © moved between sweeping portraits of French society as a whole and the small, intimate details of individual lives. Among his most successful works were La Duchesse de Langeais, Eugenie Grandet, and Pere Goriot. The novels ranged hugely in length, from the thousand-page epic Illusions Perdues to the novella La Fille aux yeux d’or. The novels in this series were notable for their realism, particularly when it came to their characters. Rather than writing characters who were paragons of good or evil, Honorà © depicted people in a much more realistic, nuanced light; even his minor characters were shaded with different layers. He also gained a reputation for his naturalistic depictions of time and place, as well as driving narratives and intricate relationships. Honorà ©Ã¢â‚¬â„¢s writing habits were the stuff of legend. He could write for fifteen or sixteen hours a day, with copious amounts of coffee to fuel his concentration and energy. In many instances, he became obsessed with perfecting the smallest details, often making change after change. This didn’t necessarily stop when the books were sent off to the printers, either: he frustrated many a printer by rewriting and editing even after the proofs were sent to him. Social and Family Life Despite his obsessive work life, Honorà © managed to have a thriving social life. He was popular in society circles for his storytelling prowess, and he counted other famous figures of the day – including fellow novelist Victor Hugo – among his acquaintance. His first love was Maria Du Fresnay, a fellow writer who was unhappily married to a much older man. She bore Honorà ©Ã¢â‚¬â„¢s daughter, Marie-Caroline Du Fresnay, in 1834. He had also had an earlier mistress, an older woman by the name of Madame de Berny, who had saved him from financial ruin prior to his novelistic success. Honorà ©Ã¢â‚¬â„¢s great love story, though, began in a way that seems like something from a novel. He received an anonymous letter in 1832 that criticized the cynical depictions of faith and of women in one of his novels. In response, he posted an advertisement in a newspaper to attract his critic’s attention, and the pair began a correspondence that lasted fifteen years. The person on the other side of these letters was Ewelina Hanska, a Polish countess. Honorà © and Ewelina were both highly intelligent, passionate people, and their letters were full of such topics. They first met in person in 1833. Her much-older husband died in 1841, and Honorà © traveled to St. Petersburg, where she was staying, in 1843 to meet her again. Because they both had complicated finances, and Ewelina’s family was mistrusted by the Russian tsar, they were unable to marry until 1850, by which time they were both suffering health issues. Honorà © had no children with Ewelina, although he did father children from other earlier affairs. Death and Literary Legacy Honorà © only enjoyed his marriage for a few months before he fell ill. His mother arrived in time to say goodbye, and his friend Victor Hugo visited him on the day before his death. Honorà © de Balzac died quietly on August 18, 1850. He is buried in Pere Lachaise Cemetery in Paris, and a statue of him, the Balzac Monument, sits at a nearby intersection. The greatest legacy Honorà © de Balzac left behind was the use of realism in the novel. The structure of his novels, in which the plot is presented in sequential order by an omniscient narrator and one event causes another, was influential for many later writers. Literary scholars have also focused on his exploration of the links between social standing and character development, as well as a belief in the strength of the human spirit that has endured to this day. Sources Brunetiere, Ferdinand. Honorà © de Balzac. J. B. Lippincott Company, Philadelphia, 1906.â€Å"Honore de Balzac.† New World Encyclopedia, 13 January 2018, http://www.newworldencyclopedia.org/entry/Honore_de_Balzac.â€Å"Honore de Balzac.† Encyclopaedia Brittanica, 14 August 2018, https://www.britannica.com/biography/Honore-de-Balzac.Robb, Graham. Balzac: A Biography. W. W. Norton Company, New York, 1994.

The Ritual At A Buddhist Temple Essay - 1394 Words

Gender relations being an important part of the society, plays a major role in understanding religion and religious practices. In this essay, I am discussing two patterns on a ritual at a Buddhist temple, based on my observations, and how they connect to gender-related religious theory. The ritual I attended was at a Buddhist temple named West End Buddhist Temple in Mississauga. It was based on meditation led by a monk, the male instructor. It started with a story of Buddha, the divine figure of the religion, followed by a set of instructions and pieces of advice by the monk. This was accompanied with a guided silent meditation session. It ended with chants and prayers to god and the divine, Buddha. The ritual had several parts which explicitly or indirectly exposed the role of gender in the ritual and to a small extent in the religion. Theories of religion based on gender are tools to better understand how gender is interconnected to religion and its role in religious practices. Thi s essay argues how, observations on pattern of male dominance during the ritual aligns with Mary Daly’s theory on androcentrism in religion. It also analyzes how the observations on pattern of equality among the participants interrelates with Antonio Gramsci’s theory of counter-hegemony. The aspect that was exceptionally evident in the ritual was the prominence of male authority. The temple had a large Buddha statue, positioned higher than everyone else and was in the state of meditation. ThereShow MoreRelatedBuddhism : Buddhism Vs. Christianity1247 Words   |  5 PagesUniversity We can define rituals as repeated actions that provides us with meaning and significance. Symbols are a small unit of a ritual. Both rituals and symbols play an active role in religion. 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Syllabus for African Dance Free Essays

Syllabus for African Dance MPADE-UE 1542. 002 Spring 2013 Contact hours: Wednesday, 1:30-3:30pm, studio 304 Education building Department of Music and Performing Arts Professions, Program in Dance Education New York University Instructor: Alfdaniels Mabingo Phone: 917-679-8119 E-mail: alfmab@gmail. com Consultation: By appointment —————————————– A survey course in East African dance with accompanying songs, music, and cultural contexts in which these dances originate. We will write a custom essay sample on Syllabus for African Dance or any similar topic only for you Order Now The course specifically offers knowledge and performance skills of traditional dance forms East Africa and methods for teaching these dances. It offers critical analysis of how these dances interact with cultural, social, occupational, and religious aspects that contribute to creating them. Besides critical understanding and performance of these dances, the course equips students with skills to perform the music that accompanies them. Learning outcomes 1. Students will demonstrate proficiency in performing ethnic dances from selected cultures in East Africa. 2. Students will learn and perform vocal and instrumental music that accompanies ethnic dances from cultures in Uganda. 3. Students will demonstrate techniques and methods of teaching ethnic dances from Ugandan cultures. 4. Students will acquire fundamental knowledge into critical analysis of how dances in East Africa interact with cultural aspects that participate in creating them. 5. Students will learn various techniques that are related to performance of various ethnic dances from cultures in Uganda. Students are expected to: a. Finish and present the assignments within the stipulated time. b. Actively participate in practical sessions and class discussion. Focus of selected readings and visual recordings ) Understanding the author’s message and use it as a point of departure for supplementary inquiries b) Establishing connections between the readings and visual recordings and the student’s class/practical experience c) Inspire students to learn the various dances Other important readings Adinku, W. O. (1995). African Dance Education in Ghana, Ghana, Accra: Universities Press. Aduonum, M. (2011). West African Dance in the United States University Curriculum, LAP Lambert Academic Publishing Nannyonga-Tamusuza, S. (2005. Baakisimba: Gender in Music and Dance of the Baganda People of Uganda. London and New York: Routledge. Tieron, A. (1992). Doople: Eternal Law of African Dance – Choreography Dance Studies, New York: Routledge * * Welsh, A. K. (1996). African Dance: An Artistic, Historical and Philosophical Inquiry, Trenton, NJ: Africa World Press. Welsh, A. K. (2003). Umfundalai: An African Dance Technique, Trenton, NJ: Africa World Press Policies: * Assignment Formats: All assignments must be typewritten with at least a normal 12 pt font and double-spaced. Use a header and page numbers. Please hand in hard copies of assignments without folders. Do not email them; Emailed copies will not be accepted. * Attendance: You are expected to attend every session of the course. One excused absence is permitted with a doctor’s note or other acceptable evidence. If you are going to be absent please send an email to the instructor. Additional absences will decrease the cumulative grade by one letter grade increment. An unexcused absence will decrease the cumulative grade by one letter grade increment. Please make arrangements with a peer to collect course materials for you and contact the peer after the session for updates on the session activities and assignments. Late arrivals/Early departures: Being on time and staying throughout the duration of the course is to be expected. Three late arrivals, three early departures, or any three combinations of late arrivals and/or early departures to/from class will equate to an absence. A late arrival or early departure of more than 15 minutes will be counted as an absence. * Late Assignm ents: Late assignments are reduced in letter grade increment. Assignments may be handed in up to one week late. Late assignments may not receive significant feedback. Any assignments that are not complete at this time (one week late) will not receive a grade and will negatively affect your cumulative course grade. * Assignments Class attendance and participation20% Midterm paper25% Midterm performance25% Final performance30% Note: See the rubric for details about the requirements for each area of assignment * Grading: Letter Grade| Number Grade| Legend| A| 94-100| Exceptional| A-| 90-93| Excellent| B+| 87-89| Extremely Good| B| 84-86| Very Good| B-| 80-83| Good| C+| 77-79| Satisfactory| C| 74-76| Satisfactory| C-| 70-73| Nearing Satisfactory| D+| 67-69| Minimum Passing Grade| D| 65-66| Minimum Passing Grade| F| 0-64| Failure| * Incomplete Grading: Incomplete grades are not a grading option. Under exceptional circumstances, such as those with a serious illness or other emergency, and at the discretion of the course instructor, an incomplete grade may be granted, based on the student’s performance throughout the course of the semester. * E-mail Communication with Instructor(s): Please keep your e-mails as succinct as possible. If you predict you will need to write more than one paragraph, it is an indication that you probably need to schedule a meeting rather than writing an e-mail. Special Accommodations: Any student attending NYU who needs an accommodation due to a chronic, psychological, visual, mobility and/or learning disability, or is Deaf or Hard of Hearing should register with the Moses Center for Students with Disabilities located at 726 Broadway, phone: 212. 998. 4980, or website address: www. nyu. edu/csd. * Please refrain from all cell ph one use during class. * Please clean up after any food or drink. * Dress appropriately for the classes * Academic Integrity: Please be familiar with NYU Steinhardt policies: http://steinhardt. nyu. edu/policies/academic_integrity. How to cite Syllabus for African Dance, Papers

Human Resource for Performance Appraisal - myassignmenthelp.com

Question: Discuss about theHuman Resource for Performance Appraisal. Answer: Performance Management and Performance Appraisal Performance management is the process of measuring the performance of the human resources in an organization. On the other hand, Performance appraisal implies the investigation of a worker's execution and their gauge for future development and advancement. In simpler words, it is said that performance management is a process that targets at planning, monitoring, and evaluation of the objective of the employee and his contribution to the organization (Van Dooren, Bouckaert, Halligan, 2015). The manager and employee of the company participate in the process to evaluate the performance of the employees and to provide feedback to the employees. On the other hand, performance appraisal valuation of the employee by the employer takes place. It is a logical and systematic review conducted by the organization on annual basis to evaluate the overall performance. It helps the employer to consider the abilities and skills of the employees for their future growth that enhances the efficiency of employees (Dusterhoff, Cunningham, MacGregor, 2014). There is a difference between the performance management and performance appraisal. Here's a table that shows some of the essential variances (Mone, London, 2014). Performance management Performance appraisal Strategic Operational More likely to include dialog Top-down assessment Future-oriented for growth Reviewing for corrections Continuous or on-going evaluation, combined with official reviews Occur once or twice per year Less likely to include scores Frequently uses rankings and ratings Combines qualitative and quantitative approaches It usually includes quantitative approach Flexible process Rigid system Related with the business needs Not related to corporate needs Collective Individual Not linked with the compensation Linked with the reimbursement Less concerned with certification Often very bureaucratic with an emphasis on documentation or paperwork Conducted by the supervisors as well as managers Frequently conducted by HR department These processes are conducted by the managers and the supervisors of the organization along with the employees. The managers and the employees face some of the challenges while implementing the performance management as well as performance appraisals. Management of the performance system requires a disciplined outline. The management duty at diverse levels needs to understand the estimation improvement, contracting and evaluation process enormously well and apply it reliably. Moreover, the management wants to value that completing management is not an occasion but rather something that is overseen every day except noted and detailed at exact circumstances over surveys and evaluations (Shields, et.al. 2015). The manager of the company needs to be very specific with the framework it is using to evaluate the performance of the employees in the organization. Suppose, the managers or the supervisors of the company didn't manage the performance on time then there will be a lack of the vali d measurements and the evidence. In this case, the manager will not be able to give collective feedback to the employees. Even the employee will not be able to implement on the feedback given by the manager. Lack of credibility will be a challenge for the employees. If the employees will not keep trust on the manager they will not be able to bring improvement in the performance according to the feedback given to them. The relationship between the managers and the employees need to be truthful. The performance of the employees can affect the companys goals and objectives. Employees of the organization might find themselves de-motivated due to reviews and rating process. This will also reduce the engagement of the employees in the activities. Over here, the manager of the company should conduct training sessions that can help employees to understand the reason behind getting fewer ratings and reviews. So that employees can work on the personal development and will be able to perform well. Effective performance management authorises representatives and collections to understand the goals of the association and to distinguish how individual and group yields add to the achievement of commanding destinations in agreement with hierarchical esteems. The combination of individuals, assembling and accomplishment with hierarchical goals generates individual, group and authoritative capability encouraging higher execution (Klingner, Nalbandian, Llorens, 2015). An Effective performance management process enables to form the connection between vital corporate goals and individuals' everyday actions and errands. A successful objective setting outline, consolidated with a procedure for the previous movement can contribute fundamentally to a single, group, and hierarchical execution. The employee gets Performance appraisals in the form of promotions or extra benefits. Performance appraisals help the employees in understanding the role of the employees in the success of the company. The high productivity of the employees will help in increasing the productivity of the company and that will ultimately help in enhancing the success of the company. An employee who gets the performance appraisal will find a rise in the job satisfaction and try to improve the employee's sense of loyalty towards the company (Choudhary, Akhtar, Zaheer, 2013). This will result in the low employee retention during the period. Performance appraisals motivate the employees towards the work and that shows a rise in the efficiency and productivity. An employee will be eligible for the performance appraisal once he/she will be able to maintain performance in the organization. HR of the organization plays a vital role in performance management and performance appraisal. HR makes sure that Fair performance system takes place while evaluating the performance of the employee. There should be no discrimination while evaluating the performance in context to the demographic groups (Cerasoli, Nicklin, Ford, 2014). The HR of the company conducts training for all the managers to make sure that each manager of the company is following the same process for all the employees. Poor performance reviews can create an adverse effect on the relation of the employee and the manager. After the performance evaluation, the HR of the organization checks with both the employees and managers if they are facing any concern (Armstrong, Taylor, 2014). HR maintains the scorecard for the employees progress, for this HR need to maintain the record in the secure locations. This prevents any kind of failures in the process. Though, the whole process is time-consuming by doing so a comp any will be able to resolve if any of the problem faced by the manager or employees. The human resource team will get to about the future action of the employees. This helps them to retain the employee suppose in case the employee is going to leave the organization. HR also tries to enhance the morale of the employees, so that they can give a maximum of contribution to achieve the organization goals. HRD assumes a critical portion in outlining and actualizing execution evaluations. The HR crowd goes about as middle person between the practical heads or looking into experts and the representative. It is a responsibility of the HR team to design the appraisal process. The individual team in the organization will not be able to rate themselves according to the KRAs of the performance (Jacobs, Belschak, Den Hartog, 2014). It is the duty of the HR team to communicate the whole process of the performance appraisal to the employees. The Criterion of performance evaluation should be clear as well as straightforward. Give suitable formulating to representatives with the objective that they take the whole process of execution inspection effortlessly and sportingly. Though, some of the employees believe that this process needs to be conducted by the managers only. Performance appraisal is just not a method to build one's reward but rather give inputs to employees and monitor them accordingly. The HR group equally needs to sit with the looking into experts to assure inspections are done on time and just the deserving representatives get the rewards. Appraisal should not to be for everyone but rather just for the persons who have worked really tough all as the time progressed. Once the appraisal is complete, it is HR responsibility to hand over the additional letters or audit reports (Reiche, Mendenhall, Stahl, 2016). The HR team also guides the manager and the supervisors of the company so that there will be no discrimination between the employees. Though it may create the confusion for the mangers sometimes managers have to take step considering the KRAs achieved by the employees. Over here, the HR role is an essential role and this will lead to the accomplishment of the strategic goals of the company. New strategies and HR's inclusion in Strategic administration now have changed the impacts where HR evaluates individuals on the more important yield execution like quality, profitability, inside and outer consumer loyalty. On the off chance that negative criteria are utilized, these moved toward becoming imperfections or adjust squanders, and inward and outside client grumblings or returns. References Armstrong, M., Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers. Cerasoli, C. P., Nicklin, J. M., Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological bulletin, 140(4), 980. Choudhary, A. I., Akhtar, S. A., Zaheer, A. (2013). Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of Business Ethics, 116(2), 433-440. Dusterhoff, C., Cunningham, J. B., MacGregor, J. N. (2014). The effects of performance rating, leadermember exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective. Journal of Business Ethics, 119(2), 265-273. Jacobs, G., Belschak, F. D., Den Hartog, D. N. (2014). (Un) ethical behavior and performance appraisal: the role of affect, support, and organizational justice. Journal of business ethics, 121(1), 63-76. Klingner, D., Nalbandian, J., Llorens, J. J. (2015). Public personnel management. Routledge. Mone, E. M., London, M. (2014). Employee engagement through effective performance management: A practical guide for managers. Routledge. Reiche, B. S., Mendenhall, M. E., Stahl, G. K. (Eds.). (2016). Readings and cases in international human resource management. Taylor Francis. Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... Plimmer, G. (2015). Managing Employee Performance Reward: Concepts, Practices, Strategies. Cambridge University Press. Van Dooren, W., Bouckaert, G., Halligan, J. (2015). Performance management in the public sector. Routledge.

Medical Marijuana use for Terminal Colon Cancer

AMAZON SWOT ANALYSIS Essay Example

AMAZON SWOT ANALYSIS Essay Example AMAZON SWOT ANALYSIS Essay AMAZON SWOT ANALYSIS Essay If these suppliers have problems, Amazon cannot supply products and services in an efficient way. Low margin products Amazons business foundation is low cost, which results in high growth in sales and market share, but also leads to a very low profit. Besides, free delivery can cause a negative effect on the profitability. Amazon operating margin stood at 0. 95%, while it was 20. 8% of eBay and 24% of Google ((eyelashes Fraud, 2013). Only online existence Amazon cannot give users the feeling of being touched and tried. Access to Amazons products is also limited to internet users. This means Amazon is ignoring a large umber of shopping customers 2. 3. OPPORTUNITIES E-commerce development customers get used to shopping online will bring more opportunities for the business. Online advertising Amazon has opportunities to take benefits of its reputation and huge customer database for placement of online ads. This can create significant profit like eBay or Google (about 85% of Googles revenues is from online advertising) (Sisyphus Fraud, 2013) Develop private brands With the existing advantages of reputation and systems worldwide, Amazon can save huge expenses in marketing when introducing new products. Launching its own brands will benefit Amazon both profit and image, Kindle is an example. 2. 4. THREATS Intense competition Amazon has many competitors in different industries like Wall-Mart, eBay or Google Moreover the enhanced technologies also increase competition because of convenient Internet facilities entry and easy shopping comparison. This may decrease the companys sales and profit. Government regulations The company depends on various regulations related to both general and internet business such as taxation, privacy, data protection, pricing, content, copyrights.

Neologisms in Films and Televison Essay Example | Topics and Well Written Essays - 3000 words

Neologisms in Films and Televison - Essay Example Formerly the language of high culture, the French language has been unjustifiably and violently reduced to meaningless neologisms. In support of their rather emotive arguments, purists cite passages from a current bestseller among French teenagers. Written entirely in neologisms, the book is replete with sentences such as this one: "6 j t'aspRge d'O 2 kologne histoar 2 partaG le odeurs ke tu me fe subir?" (what if I were to spray you with cologne so I can make you suffer with the smells you make me suffer from). If this is what language has been reduced to, the purists contend, spoken and write language are in crisis. Neologists have largely dismissed the purists’ critique as the â€Å"hyper-ravings of ultra-conservatives.† Were it up to the purists, they claim, populations would be speaking in Biblical tongues and language’s failure to evolve, expressive of its unremitting stance against the very phenomenon of evolution, would have functioned as an obstacle towards scientific and technological progress. The development of language, often spurred by the neological imaginations, or â€Å"hallucinations† as purists would prefer to call it, has long functioned as the primary motivator of technological development and scientific invention. Neologists’ capacity to imagine and name concepts and phenomenon before their actual materialisation has immeasurably contributed to technological evolution. In defence of their seemingly unwarranted claim to contribution to scientific development and technological progress, neologists have presenting rather persuasive evidence. William Gibson, the author of Neuromancer, a science fiction novel written almost entirely in neologism, is a case in point. Gibson's envisioning of cyberspace and virtual reality, his invention of a myriad of concepts to describe them, preceded the popularisation of the internet and the invention of much of that which has accompanied it. While it is difficult to make a case for Gibson's having inspired the development of the internet, there is no doubt that he gave us the language of virtual reality and cyberspace before either were definitive components of civilisation and human life.6 As Fischer recalls, the publication of Neuomancer sent shock waves through the purist ranks. In unison, they accused its publishers of having betrayed the sanctity of language, of being party to Gibson's obvious disrespect for, an d ignorance of, the English language. The coinage of a few terms, only when needed and as long as their semantic roots were accurate, was acceptable but the invention of a virtual dictionary for phenomenon which did not exist, for lifestyles that bore nothing in common with that which was known, and for realities which were non-real, was untenable.7 Interestingly, those very neologisms which Gibson invented two decades ago and was stringently attacked for daring to do so, have been included in English language dictionaries by the purists themselves and are popularly regarded as legitimate English words. These neologisms, cyberspace, cyberpunk, hacking and wired, to name but a few of those contained in Neuromancer, have not only established their legitimate presence in the English language but have been translated into, and embraced by, countless other languages.8 Neologisms, irrespective of the purist perspective, are an evidential reality of any language. Neologisms do

Individual Assignment Example | Topics and Well Written Essays - 750 words

Individual - Assignment Example Apart from these MySpace has a wide variety of applications like a special classifieds page which allows opportunity for the user to buy and sell products online. Thus, this company offers opportunity to expand a business into varying horizons. MySpace also offers sale of goods hassle free and with minimum overheads. The site maximizes the opportunity for product exposure through its advertisements on the website. MySpace offers business marketing. â€Å"It takes managerial talent to identify whether or not the firm has valuable resources and capabilities and to decide how best to use them to maximize returns† (Brickley 2007, p. 247). Organizational architecture is one of the key elements behind the successful functioning of any business. As a manager, it is necessary to create and sustain value and it can be done through the creation of multiple fronts and multiple pathways. â€Å"MySpace is, for identity exploration, engaging in social comparison and expressing idealized aspects of the selves they wish to become† (Manago et al. 2008, para. 1). MySpace also creates an identity for its users and they realize their own self. Besides, it allows the users unlimited flexibility to share their content. â€Å"According to the Pew Internet Project, MySpace is the most dominant social network among teens, used by 85% of teenagers who use social networks† (Hall 2011, para. 3). Since the majority of MySpace customers are teenagers, it can offer documented school researches which would be helpful to the teenagers. It can also provide a platform for promoting artistic talent. However, it may keep a restricting check on its users with respect to viewing of porn and other anti-social activities. In this way, it would be able to target more and more customers because once its offers restricted use, then the parent’s anxieties will be satisfied and they will also become members of the site. In this way MySpace

Medicalization as social control Essay Example | Topics and Well Written Essays - 1250 words

Medicalization as social control - Essay Example The main question being pondered is to what extent this influence goes? Three variations of the process of social control being affected by the medical field have been offered; the changing face of medicalization, the relatively new phenomenon of biomedicalization and the contradictory view of demedicalization. It appears that these processes vary across cultures (Conrad, 1992) and some examples have been documented though most research to date has focused on the Western world. This essay will discuss medicalization, biomedicalization and demedicalization and their relationship to social control in Western societies along with a brief overview of that changes that have occurred over the years. Finally, an attempt will be made to justify which of the processes is most relevant today. Medicalization is seen to be a sociocultural process that consists of finding a way to use medical language to describe an issue (Conrad, 2005). A very clear-cut way to define medicalization has been that it is a ‘process whereby more and more of everyday life has come under medical dominion, influence and supervision’ (Zola, 1983). A common-day example of this is while in the past a patient was only required to disclose to their doctor the symptoms of the ailment, nowadays people also tend to articulate information about their lifestyle and habits and even worries (reference). For the doctor to improve the patient’s condition, it is often lifestyle changes that are recommended (reference). For conditions such as heart problems, numerous doctors recommend dietary changes even before there is any sign of heart trouble. The doctor is essentially trying to prevent a disease or ailment before it starts and in the process is inadvertently extending the web of medicali zation and hence social control. Another fine example of this is in the case of testing for human immunodeficiency virus

Criteria For Selecting Staff For International Assignments Management Essay

Criteria For Selecting Staff For International Assignments Management Essay Business newer-days are recognized to be international and there is a universal belief that this will prolong in the future. This is why organisations now have the need for international managers, as the organisation spread worldwide, so must the employees. Human resource management (HRM) has grown to be one of the most accepted topics in international management. The employee that is send abroad is known as an expatriate. Expatriates are employees/managers who move from the home country to an overseas location. (Tanner 2009, 360) A successful expatriate usually entail a vast amount of time and money, however, a botched expatriate can be even more expensive for an organisation. International business is all the business transactions involving private companies or governments of two or more countries. (Daniels 2009, 864) International human resource management is an imperative aspect of MNEs international strategies and the difficulty of managing international operations. The determin ation of this study is to gain a better understanding of how multinational enterprises (MNE) select their expatriate managers. It is important to note that the selection process is a discrete process and need to function successfully in the organisations. 1. Multinational Enterprise. 1.1.1 Definition of Multinational Enterprise. The multinational  enterprise  (MNE) can be measured as the most powerful organisation in the world today. Globalization is the  development  that has a significant impact on how the world operates today and is  mostly  driven by the expansion of MNEs. Internationalisation has lined the  technique  for the eradication of boundaries between countries and now multinational enterprises (MNEs) can be distributed across the world in  exploration  of new markets, opportunities and wherewithal. A multinational enterprise (MNE) takes a worldwide view of markets and production. (Daniels 2009, 63) In simple terms, a Multinational  enterprise  (MNE) will  produce  and  market  their products anywhere in the world. Operations can also take place in  multiple  countries, for example, in the wholesale trade Nestle is an  excellent  example of an MNE. Nestle has marketing and production facilities in almost every country, in the world; Nestle Switzerland operational plants must be managed to use the same set of  management  styles as their international counterpart Nestle SA. A multinational enterprise (MNE) is an organisation that holds a  hefty  equity share; usually fifty percent or more of another organisation, functioning in an overseas country. The multinational  enterprise  (MNE) can be formed when an organisation in one country makes an impartiality investment in an organisation, in another country.  Foreign direct investment (FDI) is an investment in an overseas organisation where the overseas  financier  holds at least ten percent of the average shares, accepted with the  objective  of proven a lasting interest overseas, a  durable  bond and  momentous  influence  on the management of the organisation. International markets and foreign direct investment (FDI) have amplified penetratingly in the precedent decades. Escalating internationalization has had a  remarkable  influence on the competitive  spot  of  numerous  countries. 1.1.2 Role of (MNE) in staffing approaches. Operating internationally, a Multinational Enterprise (MNE) has many  vital  decisions to make, how to, best structure the organisation in order to  manage  business  effectively. According to (Schuler et al.1992,419-459), The most influential factor that determines the success of the organisation, is the way in which the Multinational Enterprise differentiates its operating units internationally and, at the same time, assimilates, control and coordinate its activities. Important factor is to  balance  the need for diversity, to  coordinate  and manage to  produce  an organisation that is internationally,  flexible  and competitive. Diversity branch as the need to operate in a rejoinder manner in an  array  of environments occurs internationally  arise. Multinational  enterprises (MNEs) can  supply  resources to host countries that other organisations cannot. The host country can  persuade  them to  transmit  their compensations in  sui table  forms. The compensation that a host country can  acquire  from foreign direct investment (FDI) is as follow: 1) Capital, 2) Technology, 3) Skills and Management and 4) Access to markets. 1.1.2.1 Capitals. Foreign direct investment (FDI) brings to  hand  financial resources in the form of  capital  for countries who can not afford the  required  capital. The capital inflows received from the FDI are  more  constant, and it is much easier to  service  than trade  debt  or portfolio investment. In  dissimilarity  to other suppliers of capital, MNEs  mostly  invest in  long-standing  assignments  compelling  risks and repatriating of profits only when the  assignment  yield returns. 1.1.2.2. Technology. Embryonic countries tend to  insulate  in the use of technology, even the technology in developed countries can be outdated. The MNEs can bring  modern  technologies and increase the effectiveness with which technologies can be used. They  modify  technologies to local environments,  depiction  on their  knowledge  in other  embryonic  countries.  The MNE can  improve  technologies as modernization materialize and spending patterns change, they can also  rouse  technical competencies in  local  organisations both suppliers and competitors, by giving support, acting as role models and increasing competition. 1.1.2.3. Skills and Management The need for training, is regularly not recognised by local organisations, the MNEs is  mostly  in  possession  of advanced skills and can  transfer  the resources to the host countries. They  bring  to  hand  experts, setup training facilities and have some of the best management techniques that  offer  the host country a  gargantuan  competitive advantage. Where  association  can be integrated into MNEs networks, they can  cultivate  capabilities to  service  the regional or international  system  in tasks, products or markets. 1.1.2.4. Market Access. The MNEs can provide access to export markets, both for existing activities and  new  activities. In order to attract MNEs, a host country must make sure that its policies and regulations are beneficial, while at the same time protecting the  state  from opportunistic entities. The process of internationalization and multinational corporations  influence  the  political  area of a host country, a host country that intends to attract more MNEs and investors need to  generate  an image of  stability  and reliability. This can be done by implementing policies and regulations that the international community endorse and that make MNE  entry  more  advantageous  for both parties. The main channel for the transfer of human resource management (HRM) across international boundaries and  various  cultures is the MNE. Not only are MNEs main  cast  lists in international business, but they are also crucial cast lists in the  practice  of human resourc e management (HRM) internationally. The  procedure  of human resource management (HRM) in other countries is often culturally  specific, and human resource (HR) professionals need to  take  this into consideration. The main focus of an organisations human resources  programme  right through all of its  progression  and actions should be the  optimum  support  and  reinforcement  of the organisations strategy, in attempts and actions involving both  strategy  formulation and implementation. The staffing approach has a significant impact on strategic management, including  selection  of  key  MNE managers who have a significant  influence  in formulating the MNEs strategy, and the  selection  of managers throughout the MNE. Staffing should  shape  and strengthen the  direction  and  main  concern of the MNE, such as being  steady  with its ethnocentric, polycentric, region-centric, and geocentric staffing approaches in operating  international  organisations. An organisations approach to international  endowment  (staffing) must support the  way  of doing business. Discussion on the orientations toward staffing in MNE can be traced to the work of Howard Perlmutter, and his work represents the seminal theoretical contribution to the field. He introduced a  classification  of multinationals which differentiated between firms based on their attitude toward geographic sourcing of their management teams. According to Perlmutter, 1969. There are three  primary  ways in which international organisations can be staffed; a fourth staffing  approach  was  added later. The connotations for the staffing functions, mainly for  superior  levels of management, held by regi on-centric, geocentric, ethnocentric and polycentric strategic approaches can be discussed. 2. International Staffing Approaches. Organisations involved in international  business  can be divided into four types international strategies, 1) Global, 2) Multi-domestic, 3) Transnational and 4) International strategy. When a MNE has identified their strategy they look to international markets for  potential  growth strategies. Management beliefs are a serious matter, because it decides how an  organisation  views itself in relation to it wants and needs to manage human resources in different countries. Employees who  mix  with the organisations culture and have the ability to engage in the working environment, is  extremely  useful, for an  international  human resource manager in the selection process. Nestle, for example, is hiring employees who have the necessary skills required to perform actual tasks and whose  style, beliefs, and  value  system needs to be the same as the organisation. Factors such as  local  values and international trade theories need to be taken into consi deration when managers  create  a strategy for international markets. Ethnocentric, polycentric, geocentric and region-centric is perspectives that managers themselves  present  and characterise into question. 2.1 International strategies. 2.1.1 Global Strategy. This strategy describes the most mature international strategy, with highly coordinated activities dispersed geographically around the world. (Johnson 2008, 306) This strategy offers a standardised product across a number of national markets, with little or no  adjustment  to local needs or expectations. An example of a company that make use of this strategy can be Sony, as they compete in every country, in the world, and they  regulate  their products for all markets in different countries. 2.1.2 Multi- Domestic Strategy. This strategy is similarly loosely coordinated internationally, but involves dispersion overseas of various activities, including manufacturing and sometimes product development. (Johnson 2008, 305) This strategy also aims at adapting a product for use in  national  markets responding to changes in the local  market  environment. Local adaption can make the  overall  organisational portfolio increasingly diversified. This strategy is most  desirable  in professional services, where local relationships are extremely  valuable. 2.1.3 Transnational Strategy. Transnational companies operate in many countries and delegate many decisions to local managers. (Boddy 2005, 106)This strategy strives to optimise the trade-offs associated with  productivity, local adaptation and learning. 2.1.4 International Strategy. This strategy can be based on the dissemination and adaptation of a companys knowledge and expertise to foreign markets. 2.2 Staffing approaches. Once the organisation has chosen their  international  strategy, they can now  choose  and  apply  one of four staffing approaches in order to  manage  their staff in an efficient manner in the organisation. 2.2.1 Ethnocentric approach. An ethnocentric attitude is the parochialistic  belief that the best work approaches and practices  are those of the home country. (Stephen 2007, 92) An organisation with a  parent  country strategy succeeds with this approach. The headquarter from the  parent  country makes the key decisions, most employees from the  parent  country  have significant work, and the contributory support the  parent  country, resource management procedures. The organisation procedure and culture values of the  parent  country  are  predominant  when MNE follow the ethnocentric approach. A managing and staffing approach can be developed by headquarters and is steadily applied throughout the world.  Organisations following this approach assume that the  parent  country  management system is better, and that staff members from other counterparts of the world should follow these styles. 2.2.1.1 Advantages of using Ethnocentric approach. 2.2.1.1.1 Transmitting core competencies. Employees that can be transferred to engage in an  international  strategy  are more likely to be au fait with and protect the organisations core competencies. Organisations intend to continue with the success of the organisation, when expanding and operating in international markets. They  perpetuate  the  success  by controlling and regulating the use of the organisations core competencies. 2.2.1.1.2 Countering cognitive dissonance. Organisations make use of the ethnocentric staffing  approach, to minimise the  level  of cognitive dissonance, as there are  various  challenges operating in foreign markets; to help them overcome these challenges, the organisation makes use of  reliable  and  competent  employees to engage in proven working methods, in the foreign market,  .  An ethnocentric staffing  approach  is from time almost impossible. The development and employing of local workers can be alerted by the hosting government, the preferences of foreign contributory to hire locals. The MNE is often pushed through immigration laws and workplace set of laws to do so. 2.1.1.2 Disadvantage of using ethnocentric approach. 2.1.1.2.1 De-motivate staff. The ethnocentric staffing approach can de-motivate local managers and employees. All smart and  competent  employees live near headquarters, this sends out a message, to lower-level employees that the organisation do not  appreciate  them which lead to less motivated staff. 2.1.1.2.2 Narrow interpretation of foreign operations. Expatriate managers may struggle to  oblige  styles which are acceptable in the organisations headquarters, but which may be considered inappropriate in the host country. 2.2.2 Polycentric approach. A  polycentric staffing policy uses host-country nationals to  manage  local subsidiaries. (Daniels 2009, 823) A  local  employee heads a contributory because headquarters managers are not measured to have sufficient local knowledge. Contributory continually cultivates human resource management procedures locally. A polycentric  staffing  approach  analyse the effectiveness of the organisations procedures of the host country operations as equivalent to those of the parent country. 2.2.2.1 Advantages of using Polycentric approach. 2.2.2.1.1 Maintain motivation and organisational  image. Making use of the host country managers, to engage in a multi-domestic strategy, they can assist and encourage local initiative and  commitment, and to perk up the organisations local  image. 2.2.2.1.2 Continuity of  management  improves. It abolishes language barriers, elude adjustment problems of expatriate managers and their families, and eliminate the need for costly cultural consciousness training courses. Bestow potential for profit proliferation through  elasticity  because local managers can respond  immediately  to market needs in the vicinity of pricing, production, product life cycle, and political  bustle; deficiency of problems linked with expatriate managers together with cultural short-sightedness. 2.2.2.2 Disadvantages of using Polycentric approach. 2.2.2.2.1 Gap between local and  global  operations. With a polycentric  approach, it is more  trouble  to bridge the gap (policies, communication, coordination,  control  and culture etc.) between the host  country  component and the organisations  parent  headquarters. 2.2.2.2.2 Lead to corporate lethargy. The organisation confines understanding of host nationals to their own country. Organisations headquarters may become isolated from  national  component  and lead to lack of incorporation, this, in turn, may lead to corporate lethargy. 2.2.3 Geocentric approach. A geocentric approach can be defined as A world-oriented view that focuses on using  the best approaches and people  around the globe. (Stephen 2007, 93) When organisations engage in a geocentric  approach  they seek the ideal candidate for prime positions throughout the organisation, despite their origin.  Managers that make use of this staffing approach believe that it is extremely  valuable  to have an  international  perspective, both at the organisations headquarters in the  parent  country  as well as in the foreign host country. 2.2.3.1 Advantages of using Geocentric approach. 2.2.3.1.1 Endorse  international  learning. A geocentric staffing approach enables firms pursuing a global or transnational strategy to establish the necessary framework of international management, who can  support  global learning by moving between countries and cultures without forfeiting their success. This approach also allows the organisation to make best use of its human resources and makes employees feel at ease working in any culture. 2.2.3.2 Disadvantages of using Geocentric approach. 2.2.3.2.1 Hard to develop and costly to maintain. The issues that make the geocentric staffing approach hard to develop and costly to maintain can be issues such as, economic aspects, decision-making and legal contingencies. 2.2.4 Region-centric approach. Staffing approaches may also occur in the process under an established region-centric strategic approach, where the organisations operations or  meticulous  functions can be controlled by  various  country  regions or  fundamental  economic regions. This staffing approach can be viewed as the host country has the  predominance  at a local contributory, however, with an increased activity of  superior  host country managers to  top  up operations in  various  countries of the fiscal region. In this case, it can be noted that headquarter employees  signify  at  regional  headquarters, which provide opportunities for cross-cultural dealings afar from what can be found in the polycentric staffing  approach. The previous host country managers and the international assignments also  acquire  useful  albeit less culturally remote international  career  experience; however, they are still limited to the regional level with a slight chance of upgrading to the top management strategic working  party  back at their company headquarters. 2.2.4.1 Advantages of using Region-centric approach. 2.2.4.1.1 Build Competencies. The region-centric staffing  approach  possibly will play a role, through this prolonged  level  of international assignments, to edifice competent international competencies, signifying an obliging conversion to an  ultimate  global strategy introducing a geocentric approach to staffing. 2.2.4.1.2 Encourage communication. It permits interaction flanked by managers of an organisations contributory that transmits to their organisations  local  headquarters, and managers from the organisations headquarters positioned in the regional headquarters. 2.2.4.2 Disadvantages of using Region-centric approach. 2.2.4.2.1 Career limited. When an  organisation  makes use of the region-centric staffing  approach, there is a rare occasion that they can be transferred between regions. This  strategy  shift employees within designated regions, rather than transferring internationally. The multinational enterprise can engage in one of numerous approaches to select international staff. It may even continue on an unplanned core, rather than analytically selecting one of the above four staffing approaches. The jeopardy with these approaches can be that the organisation will choose a staffing approach of making use of parent country nationals in international management positions by firm will choose for a policy of using parent-country nationals in foreign management positions by evasion, that is, simply as an routine expansion of domestic staffing approach, rather than consciously looking for best possible exploitation of management abilities. There are both advantages and disadvantages of making use of local nationals and expatriates in foreign contributories. The majority organisations make use of expatriates only for important positions as senior managers. Expatriates veer to be very costly, it makes little sense to hire expatriates for positions that can be profic iently filled by foreign nationals. Numerous countries compel that a evident percentage of the work force need to be local employees, with omissions frequently made for superior management. 3. Criteria for selecting expatriates. International human  resource  is a  decisive  factor of an  organisations  position  and is widely recognized as an influencing factor for failure and success of international business environments. International human  resource  involves developing human resource capabilities to meet the diverse needs multinationals organisations. Human resources and  competitive  international  economy are cannot be  easily  too duplicated, as factors of production and can, therefore,  provide  a competitive advantage for the organisation. When looking at international staffing criterias, operating and middle management employees can be selected locally. Upper management positions can be filled with  parent  country nationals (PNC), host country nationals (HCN) and third-country nationals (TCN). The choice of whom to hire is often influenced by the attitudes of top management teams and the overall staffing policies. The organisations strategic positions and  v ision  should take the  view  on international human resource management and how it can be integrated into the organisation. According to Dowling and Schuler, (1990) selection  is the  process of gathering information for the purpose of  evaluating and deciding who should be employed in a position. When high-technical capabilities and when new international organisations recognize that adherence to the organisations is in greater concern as to the  commitment  to host countries; expatriates are  usually  sending abroad. (Deresky 2003) Technical expertise can be seen as one of the most critical criteria when selecting employees for international assignments. Black et al, 1999, stated focusing on technical skills can result in an instant selection process, where potential candidates with cross-cultural skills and similar technical skills can be overlooked when decisions makers are trying to find suitable candidates within the organisation. For the human resource practitioner in charge, it can be challenging to determine what selection criteria to use when selecting employees for international assignments. The factors involved in the expatriation selection is, 1) Technical Ability 2) Cross-Cultural Suitability 3) Family Requirements 4) Organisation-Specific Requirements 5) Language and 6) MNE requirements. These factors are all related so they should not be revised  separately. Technical Ability, Cross-Cultural Suitability and Family Requirements, are the factors related to the individual, and the Organisation-Specific Requirements, Language and MNE requirements are  mostly  influenced by the working  situation  they need to  enter. 3.1.1 Technical Ability. For the selected  candidate  to perform a task, technical and the needed managerial skills is  necessary. The assessment of the  potential  candidate is usually based on their  previous  working experience, where statements and  evaluation  records from the candidates superiors is available. When the candidate needs to solve a problem in a new international business environment, it must be noted that  experience  is not that serious. Technical abilities are fundamentally the knowledge required to carry out a task; technical abilities is associated to the working of tools. An example of technical abilities can be that financial managers need to make use of business appraisal tools to assess and set up financial statements like the income statement and balance sheet.   3.1.2 Cross-culture suitability. According to Dowling and Welch, (2004) important Things to consider when assessing the candidates cross-culture suitability, is language skills, culture empathy, the attitude toward new cultures and the level of personnel and emotional stability. In practice, it is not easy to evaluate the cross-culture suitability of a candidate as it is  hard  precisely  know what factors should be included. The multinational enterprise (MNE) emphasizes the importance of expatriates abilities to  create  and maintain a  natural  relationship, but means to measure such abilities is not always accurate enough. Efficient relationships for example, an analysis of the hypothesis that culture with evident male dominance is more belligerent and it can be perplexed, because the mock-up of cultures is not autonomous. 3.1.3 Family Requirements. The success, of the expatriate  abroad  can be influenced by spouse/family, MNEs sometimes focuses too little on the impact that  family  may have on the expatriate.  Families find it difficult to  adjust  as they can suffer from segregation due to the subjection to  integrate  into new environments. A higher level of organisational assistance in the primitive phases of expatriation  usually  links with a higher level of  adjustment  by the spouse. 3.1.4 Organisation-Specific Requirements. The human resource practitioner needs to consider the organisations requirements before selecting a candidate, host country governments can stop the transfer of expatriates. The host government, is the ones that issue the working permits and visas to the expatriates, therefore, the  parent  country need to prove that there is no  available  host  national  country. Legislations and changes of the employee must be addressed; assignments abroad means that the expatriate must  move  to another country with  family  to  remote  or war-torn environments, where living conditions can be  challenging.  Some host countries do not issue work permits to females, this can  make  it difficult, for the spouse to  adapt. An organisation-specific requirement is implemented during the formation of an independent relationship flanked by computer resources, which includes the evaluation of the comparative precedence between default recommendation and alternative recomm endation; and using the highest precedence recommendations to set up a link among the computer resources. 3.1.5 Language skills. Language skill is a significant factor, knowledge of the host countrys  language  can be considered  essential  for many top level management positions, along with the  aptitude  to communicate successfully. Knowledge of the host countrys foreign language helps the expatriates and their families/spouse feel more contented in the new environment.  When adopting a corporate language, which is different from what the, expatriate local, language, is a  fundamental  that  language  skills need to be viewed as selection criteria. 3.1.6 Multinational enterprise (MNE) requirements. The MNEs requirements have an  enormous  impact on the decisions and which selection criteria to use. Training skills are  very  important, so that expatriates can  train  locals and emphasize negotiating skills in new international business environments. The period of the assignment is another factor influencing family/spouse. According to Harris and Brewster, (1999) they suggested that international managers has many similar characteristics as those managers working in less complex environments, but are in need of additional skills regarding to  handle  the problems that may arise internationally. Technical abilities is an important factor in the case of selecting international staff, it provides the employee with the basic understanding of what is included in their tasks and what they believe they are capable of doing. The multinational enterprise (MNE) view the experience of expatriate as very important, prolong experience is needed to have the appropriate knowledge to develop a successful organisation. Conclusion When considering the roles of expatriates it can be noted that it does not have one single intended role. By evaluating all those who are interested the multi national enterprise (MNE) will select the candidate that is more suitable and has the knowledge and experience needed to successfully engage in the international organisation. When looking at the selection criteria of expatriates, establishing basic criteria for selection can be beneficial to the international business environment. The purpose of this study was to gain a better understanding and knowledge of the selection criteria when selecting international staff for international assignments. The criteria for selecting expatriates have been discussed, and it was noted that it does not differ much from the regular employee selection process. In order for an international organisation to operate successfully in a foreign country they first need to selected an international strategy to enter the international market/environment. Once the organisation as entered the market they need to know what staffing approach is best suitable to the strategy they are following. If the organisation has determined there strategy and approach, they then have to take in consideration what criteria they are going to make use of to select the best expatriate manager for the international assignment. International organisations have to take in consideration every aspect of selecting the appropriate candidate, as the failure of expa triation can be extremely expensive.

The Most Compelling Reason for Studying Religion Today is Politics Essa

The Most Compelling Reason for Studying Religion Today For me, the word ‘religion’ conjures up images of wailing fat ladies dressed in their Sunday best singing at the top of their lungs about the glory of God. Of course, this image comes from my childhood when I attended the New Testament Church of God in Jamaica every Sunday, rain or shine, with my grandmother. For her, Church, Christianity and God was a way of life; a set of principles she believed in and lived by. For others less convinced, the idea of religion or ‘being religious’ is as far fetched as aliens and UFO’s. Throughout the centuries, religion has played an important part in shaping the political landscape of most modern societies and one reason for studying religion is to understand how and why certain societies developed in the way they did. The church – used here in generic terms – was often married to the way in which rulers administered laws and punishments. Often some used the church to swindle people out of their wealth and to gain their allegiance through fear. While other rulers such as Henry viii manipulated the religious order of the day by breaking away from the Catholic Church and forming a new Church of England so he could marry his mistress. For most, Islam is a way of life which is revered by its followers but according to Laura Hayes, when the Taliban ruled Afghanistan from 1996 until 2001, they controlled 90% of the country's territory and their policies—including their treatment of women and support of terrorists—ostracized them from the world community. The Taliban considered themselves mujahideen or holy warriors of the Islamic faith. ... ...of the people’. Religion and politics have come full circle as in today’s society there are laws which govern the recognition of a new ‘religion’. For example, a legitimate religion has the right to claim tax exemption and must promote the moral and spiritual welfare of the community. It is my opinion that although there are other reasons for studying religion, the most compelling reason by far is to better understand and cater for the diversity of modern society. Bibliography Atkins, Peter quoted in Poole, Michael. A Guide to Science and Belief. Lion Publishing.1990 Boeer. M. M. Karl Marx’s Interpretation of History. Mason, Claire. New Religious Movements: the impact on our lives. White Thompson Publishing Limited.2003 Pfeffer, Leo. Quoted in New Religious Movements: the impact on our lives.