Barbarossa Essays - Field Marshals Of Nazi Germany,

Barbarossa When Germany invaded Russia in 1941, they did so neither near-sighted or as a ?back-handed? diplomatic ploy. While Russia remained a key objective to Hitler, it was also seen as a necessity for long-term victory and survival in Europe for Germany. ?Plan Yellow?, as developed by Field Marshal Erich von Manstein, called upon the pre-emptive strike against an imperialistic Russia, using speed and superior leadership as keys to victory. To always remember the axiom: ?History is written by the conquerers,? is key to the history of the German-Russian War 1941-1945. This paper intends to not only convey the necessity and the upside of a German attack and subsequent victorys but also the Russian Army's offense stance of 1941. As Field Marshal Fedor von Bock wrote in his diaries ?A sense of fright came over the OKH? (German High Command) ?With no more enemies, who do we wait for to fight? Alas they had been waiting for us.? Germany in 1941 had reached a high point. The German economy, bolstered by it's newly conquered lands, stood by itself with no equal. The citizenery had not witnessed victory like 1939-1941 since the day of Fredrich the Great. Germany, bolstered by such a booming economy and national morale, had yet to truly begin it's ?witch-hunts,? nor had any of it's concentration camps. While Jews were politically and often violently blamed and attacked for Germany's ills, Hitler and the Nazi regime had at this point not begun the holocaust nor the mass killings. Most of Europe belonged to the Axis powers and Field Marshal Erwin Rommel's Afika Korps, and the Italian Army had beaten the Allies to the far reaches of Africa. Mexico was being courted by the Axis diplomats and Brazil had remained nuetral, but swayed to Germany, (it's imperialist conquerer). Japan had taken much of China and had moved towards Australia. Germany had no equal: economically, militarily, and no threat of one. The reasons for an invasion of Russia are many, but very simply, in all respects it made perfect sense to retain and protect the security and future of Germany. Contrary to most opinions, Germany was not embroiled in a two-front war in 1941, mainly because of Britain's inability to bring significant pressure to bear on Germany by land, sea, or air during the proposed time period of ?Plan Yellow.? The naval blockade of German sea ports was failing miserably as the German empire was overly sufficient without imports. Britain's traditional ?trump card?: sea power and naval blockades of German ports would be rendered obsolete by a victory in European Russia. If Germany defeated or eliminated Russia from the war, any British posture, even with the support of their empire would be meaningless in the face of German control of the fuel, iron, ore and agricultural resources of the entire continent. Britain would be at a complete loss and it would be her economy to collapse. Britain's only option for obtaining critical materials, or victory of any sort, would appear to be in Africa. However, German air and ground forces freed from the continent (inner France, Germany, Austria, Czechoslavakia), could easily be diverted to Africa to prevent this. The destruction and conquest of European Russia would not only provide Germany with immense resources and capabilities to expand those resources, but it would also make Britain unable to carry on a fruitless war. Hitler's Lebensraum, or literally ?living space?, is misleading as Germany was not overcrowded and had conquered an immense buffer zone against her enemies and neighbors. Lebensraum sought resources- iron, ore, fuel, food, factory space- it did not have inside the boundaries imposed in the Versailles Treaty of 1917. Hitler, in each of his military endeavors sought out these necessary resources above military strategy, even above diplomatic means. Hitler had so handily conquered Poland, annexed both Austria and Czechoslavakia, defeated Belgium, and a large British Expeditionary Force, and France so quickly.The entire armed forces working brilliantly enough to overrun Norway, nuetralize Britain, and their U-Boats disrupting sea supply lines from America, Hitler turned to the showdown with Soviet Russia. In late 1940 Hitler suggested to a friendly Russia that she enter and join the German-Italian Pact of Steel. The negotiations over the spoils of

Sales and Non-Sales Functions Essays

Sales and Non-Sales Functions Essays Sales and Non-Sales Functions Essay Sales and Non-Sales Functions Essay Essay Topic: Fun Home To be a well rounded company, management must ensure that the sales and non sales areas work together. Without a team effort the company will not function well and it may cause irreparable financial damage to the company. Black and Decker is a company that works well together on both the non sales and sales areas. Black and Decker is one of the largest power tool manufactures in the world and as such they must have communication between all function of the company, from the product design all the way through to the sales of the product. The company relies heavily in the sales people to sell the product and to keep inventory moving. Without this step the company would have large amounts of inventory in a warehouse and would eventually have to slow or stop production of its tools and this would in turn reduce the sales dollars the company depends on to keep operating. Coordination between the sales and non sales function of Black Decker is essential. Any lack of communication would result in unacceptable backlogs of product, the potential of accounts receivable not being collected or slow collections, slow production of product, poor customer service and eventually the loss of sales. Each of the function listed will have a negative effect on the sales staff and will inhibit the forward momentum of the company. The role of the sales people not just to sell the product, but to sell the right products to the right people, without communication between the company as a whole, the sales people cannot effectively service the customers. Every spring Black and Decker rolls out the pressure washers in Home Depots across the nation and encourages the Retail Specialists (RS) to sell, sell, sell. During this time the RS is required to meet a specified number of product orders in each store they service. However, as the RS continues to order the product the production of the pressure washers is slow and the product that is available is being carefully shipped to high volume stores. Here is where the problem lies; Each RS has met with store management to encourage them to order additional product and gain additional floor space only to see very few if any product arrive. The lack of communication between corporate and the sales people has created a negative situation at the store level. The non sales function i.e. territory managers, production, shipping, have inadvertently created a negative situation for the sales people. Management required that all RS meet a certain quota and the production and shipping functions have put a strain on the relationship between store management, store sales people, and customers. Communication between production and corporate should have taken place before to ensure there was sufficient product available. Territory management should have communicated with the RS to obtain preliminary information on the required amount of units and forwarded that to the production function. In essence the RS cold have taken pre-orders and would not have had to make promises they could not back up. Each function of a company plays a specific role in the success of a company. In this case the non sales functions had dramatic effects on the sales function. The role of the sales department of any company is to increase revenue, sell the right product to the right people and meet sales goals noted in the strategic plan. In the pressure washer situation Black and Decker was put into an inventory back log business and created a lack of trust between the RS and store management. This lack of communication between the sales and non sales disabled the company to utilize the strategic plan and put the company at risk of loss of sales in the future. The sales department is the link between the customer and the company, to maintain or increase sales it is essential to keep communication open. This will allow the company to utilize the strategic plan and to increase the performance of the sales staff, thus increasing revenue and keeping the warehouse inventory to a minimum.

REPORT ON HIGHER EDUCATION IN QATAR4 (Part in green) Research Paper

REPORT ON HIGHER EDUCATION IN QATAR4 (Part in green) - Research Paper Example tion which comprise of schools, second is known as secondary education level which includes all colleges in country and top level is higher education that is known as tertiary education in which universities are placed. The Council was founded by Emir Sheikh Hamad bin Khalifa Al Thani along with his wife, SheikhaMozahbintNaseer Al-Missnad. All education related matters are handled by this Council and has even directing and controlling power to make decision from primary level to higher education level. It recently initiated Education for a New Era Reform with the aim of restructuring education system of the country (Supreme Education Council, 2012). However, education controlling power is shared in between Supreme Education Council and Ministry of Education; since funding to the Ministry is reduced to a greater extent, majority of schools, colleges and universities are under the control of the Council. The main aim of this Council is to offer its assistance to citizens so that they are encouraged and motivated to acquire higher education. Similarly, private institutions and foreign universities are being attracted to increase education level and offer varying degrees of programs to students that are compatible with job demands in the market (Coughlan, 2012). It has been given complete responsibility for designing of educational polices and also oversee its reforms; the Evaluation Institute has power of undertaking student assessment on periodical basis to provide details about performance of schools and the Education Institute assists in development of Independent Schools that are new and design curriculum standards that enhance education quality. In order to have access to information about the Council, the most effective way is to either call on their telephone lines, post a letter on P.  O Box 35111, Doha, Qatar, Communication Office, Phone:   Hot line 155 - 44044564 - 44044567- 44044371 - 4044370, fax on their number 44044571 - 44044572  or email to concerned

Prevention of Medication Errors and Safety Measures Assignment

Prevention of Medication Errors and Safety Measures - Assignment Example Another important requirement is the right storage of medicines and accounting for the stocks at appropriate intervals. In many cases drugs are delivered to the patient by means of certain devices such as tubes and inhalers. In such cases it is necessary to ensure that the equipment is sterile and also monitor the system constantly (Anderson & Townsend, 2010). In addition to the above potential errors, environmental issues such as increased workload of the medical staff, distractions while procuring or administering drugs to the patient and fatigue and ill-health of the caregivers can also lead to grave medication errors. In one hospital setting a â€Å"no interruption zone† has been instituted in places where nurses procure medications from automated dispensing machines. Such actions will facilitate better concentration from the staff and hence fewer error risks (Anderson & Townsend, 2010). One of the main methods by which medication errors can be prevented is through proper and adequate information about drugs which needs to be provided to nurses and other medical staff attending the patient, pharmacists in charge of dispensing medications and to the patient themselves. Nursing staff and others dealing with medications should be constantly updated about new medicines procured by the facility as well on potential medication errors that could occur (Anderson & Townsend, 2010). In addition, physicians should educate every patient on the risks and benefits of the drugs prescribed to them and clarify the doubts of the patient regarding the long-term effects and dosage regimen of the drugs (Patel & Balkrishnan, 2010). Awareness on errors occurring in other... One of the main methods by which medication errors can be prevented is through proper and adequate information about drugs which needs to be provided to nurses and other medical staff attending the patient, pharmacists in charge of dispensing medications and to the patient themselves. Nursing staff and others dealing with medications should be constantly updated about new medicines procured by the facility as well on potential medication errors that could occur (Anderson & Townsend, 2010). In addition, physicians should educate every patient on the risks and benefits of the drugs prescribed to them and clarify the doubts of the patient regarding the long-term effects and dosage regimen of the drugs (Patel & Balkrishnan, 2010). Awareness on errors occurring in other facilities should also be created as it will help to provide a broader picture about the issue. In cases where negligence has been found to be the major cause of the error strict action needs to be ensued against the conce rned staff as they will serve as a caution for other members. Nurses and other caregivers should always bear in mind the five important rights while administering medicines that include identifying the right patient and the drug and administering the same in the correct dosage at the right time and via the right route (Anderson & Townsend, 2010; Patel & Balkrishnan, 2010). The use of information technology has also become a key factor for reducing errors related to medication over the past years.

Develop and implement strategic plan Essay Example | Topics and Well Written Essays - 4000 words

Develop and implement strategic plan - Essay Example The company markets compact-sized (120 mm length, 250 mm height and 300 mm width), user friendly machines for very small businesses. As a general business practice, MacVille manufactures energy saving devices. Most of the machines in the company’s product line automatically switch off after 10 minutes of inactivity. The machines are priced between $200 and $700 depending on the size, technology and capacity of the machine. MacVille’s highest level of stewardship has enabled it to plan and manage its resources in an optimal manner and thus reward its shareholders with high profits. MacVille has always taken into consideration the interests of all stakeholders. Thus, in addition to the shareholders, MacVille takes care of its people, the environment and the communities in which it operates. The company recognizes the importance of a motivated team of employees and therefore runs its business through self-directed work teams. These teams have access to all the requisite information and are empowered to plan and control their operations. The company empowers these teams to take remedial measures and carry out their day-to-day activities independently. MacVille understands that its people are a source of competitive advantage. The company therefore nurtures and grooms its employees to become future leaders. These employees are not the ones who do merely as what they are told to do. Rather these people think for themselves and are adept to formulate the future direction for MacVille. The company follows a philosophy of praising the smallest of accomplishments which encourages its employees to take on more challenging tasks. The management of MacVille is committed to providing the highest standards of health and safety to its employees. The work areas at MacVille are designed to provide safe working conditions to its employees. Work safety helps workers

RES Subglacial Mapping for Extraterrestrial Colonization

RES Subglacial Mapping for Extraterrestrial Colonization RES Subglacial Mapping Used to Assess Extraterrestrial Colonization Eric Phelan Successful colonization of another planet involves countless variables being addressed prior to mission launch. Water, being essential to sustaining human life, must be available in sizable quantities in order to establish a fruitful, long-term colony. But even with water filtration systems operating at one hundred percent efficiency, a viable native source of water must be identified on the planet if the colony is ever expected to prosper. Radio Echo Sounding may provide a solution to this problem. Introduction Radio Echo Sounding, Ice Penetrating Radar, or more commonly Radioglaciology, has been used for many years to map the subsurface of glaciers all across the globe. From massive canyons to pockets of trapped volcanic ash, RES has been a valuable tool in understanding how glaciers form and what they contain. In more recent years, studies have been conducted on the identification of subglacial lakes. These results may prove valuable when locating viable and continuous sources of water on otherwise desolate planets. We have already identified large ice caps on Mars [1] and that Jupiter’s Satellite, Europa, is covered in water ice [2]. We have even discovered small pockets of ice in craters on the moon [3]. The issue is that we must somehow extract usable water from these locations. It would be too costly and inefficient to continuously melt ice for use, so the next option is to identify pockets of fresh water in the ice. Radioglaciology gets us one step closer to identifying ideal colony locations by first locating large subglacial lakes. These subsurface fresh water bodies could provide just enough water for a colony to grow steadily and flourish. While scientists utilize RES here on Earth, we get one step closer to colonization of other planets. Greenland: Beneath the Ice As early as 1964, advanced RES techniques were being used in Greenland to map the subsurface beneath the mile thick ice sheet. [4] Just last year, RES surveys helped make a discovery of massive proportions. A canyon 50 percent longer than Arizona’s Grand Canyon was discovered snaking its way north toward Petermann Glacier [5][6]. This allowed scientists to extrapolate subsurface river data proving that looking beneath the surface of the ice on our own world delivers extremely valuable information that we otherwise would have failed to acquire. If we can find ancient river systems and lakes on Earth using this technique, it should be viable on other planets. Antarctica: The Hostile Habitat As more research teams explore Antarctica, the use of RES surveying is becoming more extensive. The concept that is being tested here is that liquid water can form beneath these ice sheets due to the bed being above water’s pressure melting point. These surveys have found 379 lakes in Antarctica nearly 4000 meters beneath the ice [7]. While scientists are currently more interested in finding life that miraculously escaped extinction 35 million years ago, these lakes also are important in determining whether other planets may have enough liquid water housed in their ice caps to support a human population. Although the popular and most commonly used methodology of RES surveys employs airplanes with radio equipment, satellites are also viable tools for the job. A satellite deployed in orbit around a planet can map elevation changes in ice sheets that are indicative of subsurface water movements. The more movements there are, the more active the lakes and rivers are beneath the surface. Knowing this can help us determine whether lakes are replenishing quickly or have a limited source of water. As Antarctica is arguably the most hostile surface environment on Earth, it is a good training ground for setting up an extraterrestrial colony. Exposure to the inclement weather can cause irreversible damage to the human body within minutes, testing the boundaries of what our technology and potential colonists can handle. Establishing drilling projects to extract water from these subglacial lakes may be the natural â€Å"next step† in determining our capacity to survive on other planets. If we can manage to transport liquid water from 2.5 miles beneath the surface to an outpost above, we will have tested and proved a technology that could someday be used on other worlds. Space Colonization Figure 3: Artist’s conception of a moon base http://en.wikipedia.org/wiki/Space_colonization The moon is a likely first candidate for space colonization. With the discovery of large concentrations of frozen water in deep craters on the moon in 2009 [3], humanity may have more incentive than ever before to establish a colony there. With the ability to find pockets of water in these ice pits, we are well on our way to finding a viable location on the lunar surface to establish a new home. RES surveys of the moon can be conducted from Earth’s surface, but for greater resolution we must get closer. Placing RES satellites in orbit around the moon would allow us to pinpoint liquid water access spots. The same technique would be viable on Mars and, eventually, Europa. If we can establish a stable colony on the moon first, though, we will be one step closer to reaching our full potential as a species. Conclusion The number of planets out in space is immeasurable. If only a fraction of them had water ice on the surface, it would open us up to countless possibilities. With the advancement of RES technologies, we will one day be able to detect water in places that we would have otherwise missed. Finding pockets of water buried deep beneath the ice on Mars or Europa using RES techniques would go a long way toward expanding humanity’s reach into the known universe. We could finally establish colonies on planets that were once thought to be impossible to access. It may be the stuff of science fiction today, but someday in the future this data will be used by engineers and architects to plan out large scale cityscapes that support thousands of lives. It would be the dawn of a new golden age for human civilization, and all of it made possible through the advancement of RES technologies. [1] Bibring, J., Langevin, Y., Poulet, F., Gendrin, A., al, e. (2004). Perennial water ice identified in the south polar cap of mars. Nature, 428(6983), 627-30. Retrieved from http://search.proquest.com/docview/204531038?accountid=14503 [2] Chyba, C. F., Phillips, C. B. (2002). Europa as an abode of life. Origins of Life and Evolution of Biospheres, 32(1), 47-68. doi:http://dx.doi.org/10.1023/A:1013958519734 [3] Cowen, R. (2009, Oct 24). The damp moon: Team finds water on lunar surface. Science News, 176, 10. Retrieved from http://search.proquest.com/docview/197505984?accountid=14503 [4] TURCHETTI, S., DEAN, K., NAYLOR, S., SIEGERT, M. (2008). Accidents and opportunities: A history of the radio echo-sounding of antarctica, 1958-79. British Journal for the History of Science, 41(3), 417-444. doi:http://dx.doi.org/10.1017/S0007087408000903 [5] Wayman, E. (2013, Oct 05). Introducing. Science News, 184, 4. Retrieved from http://search.proquest.com/docview/1441704876?accountid=14503 [6] Oskin, B. (2013, August 29). Grand Canyon of Greenland Discovered Under Ice Sheet. LiveScience. Retrieved from http://www.livescience.com/39289-greenland-longest-canyon-discovered.html [7] Davies, B. (n.d.). Antarctic subglacial lakes. antarcticglaciers.org. Retrieved from http://www.antarcticglaciers.org/modern-glaciers/subglacial-lakes/ [8] Space colonization. (n.d.). Princeton University. Retrieved from https://www.princeton.edu/~achaney/tmve/wiki100k/docs/Space_colonization.html

The Collapse of the Egyptian Regime Essay -- Politics, Hosni Mubarak,

Three months ago, no one in the world could have expected the collapse of the Egyptian regime as a result of a popular revolution. The Egyptians revolted against the iron-fisted hand of the Egyptian president, Hosni Mubarak, over three main authorities in Egypt, which are the legislative authority, the executive authority, and the judicial authority. Revolutionaries also called for overthrow the Egyptian regime in order to achieve all their aspirations for a better life in Egypt, and this appeared clearly from their daily chant for eighteen continuous days, which was â€Å"the people want to bring down the regime.† They realized most of their aims through overthrowing Hosni Mubarak the last Egyptian Pharaoh, and agreed on the transferring of power from Hosni Mubarak to the Supreme Council of the Armed Forces to take control of the nation in a short transition period. The Supreme Council of the Armed Forces exerted all their efforts in order to meet the key demands of the revo lutionaries through suspension the constitution, and decided to form a committee to amend changes to some constitutional articles so as to use them in issuing a constitutional declaration. After the committee had finished the amendment of the constitutional articles, the Supreme Council of the Armed Forces asked citizens to participate in the referendum and not to boycott this process. In fact, most Egyptians, who have the right to vote, agreed on participating in the referendum, although they didn’t decide whether to vote â€Å"yes† or â€Å"no†; accordingly, they drew the world’s attention due to their gigantic contribution in the referendum because they turned out on Saturday, March 19th, to vote on the amendment to nine constitutional articles. The scene was incredible ... ...h many citizens may have other reasons which drove them to participate, I think that there were four main catalysts, which were the main driving forces behind this massive turnout of Egyptians to vote in the referendum. In fact, voters participated in the referendum because of their conviction with the fairness of the referendum, their feeling free to vote, and their participation due to the influence of many groups, which pushed them to look for stability and safety. In my humble opinion, all Egyptians must thank the martyrs for all they have sacrificed in order to see this day. I think that we should be proud of ourselves, and we must recognize changes, which we made in the world that motivated Austrian President Heinz Fischer to say: â€Å"The people of Egypt are the greatest people of earth; and they should deserve a Nobel Prize for Peace† quoted in (Shehab, 2011).

Diversity at Work

A major issue that many companies face today is how to promote diversity in the workplace. While federal laws and company policies give protection to diversity on the workplace, there still stand certain barriers that inhibit its growth. In effect, the purposes of these efforts are defeated. Therefore, it is important for firms to address how to overcome these barriers.Having been a longstanding issue, many studies have been devoted to defining and managing diversity, identifying obstacles to diversity, and ways in which these hurdles can be won. In all these studies, experts agreed that diversity is not an easy task.Moreover, promoting diversity in the workplace requires proponents to face the issues of fear, lack of cooperation from the workgroup, mistakes in planning, and problems with funding and training schedules, among other dilemmas. Diversity at Work—How to Make it Work? presents and explores these barriers that impede the expansion of diversity in workplaces, as iden tified by experts. In turn, the paper will also attempt to raise suggestions as to how these barriers can be overcome as well as how diversity can be promoted more effectively. Barriers to Diversity There is never any fool-proof plan.Companies most especially, regardless of size or industry, are fragile to facing challenges when they introduce plans that can adversely affect its operations and employees. However, companies should not be hindered by these challenges, and thus continue with plans that can contribute to the growth of the firm and its workforce. This applies essentially when a company decides to take a step in making theirs a diverse workplace. Diversity, being a sensitive issue that it is, can be filled with difficulties that many companies who subscribe to it end up unsuccessful.While it is impressive for a company to put efforts in promoting diversity in their firm, it is equally important for it to know that there are hurdles to their efforts to promote diversity in their workplaces. It is also necessary for them to identify and address these obstacles to allow for diversity to be effective. In doing so, the time, money, and effort that the company will put in to promoting diversity will not be put to waste. Here are some of the things that experts identified as barriers to making diversity flourish in organizations:Wrong leaders. Diversity is a sensitive initiative, and because it involves the employees it is normal for companies to create committees to lead the program, or appoint the human resources people to do the job. However, the sensitive nature of promoting diversity can make employees defenseless against other employees, even if they are human resources heads. (Simmons, 2003) Fear. According to Thiederman (2003), many companies who decide to face diversity tend to be afraid with the things attached to it.In many cases, diversity committees take considerable time planning the diversity initiatives because of their many fears such as t o offend a minor group, or to make a mistake in the policies that they are making. Defective objectives. Companies may become unrealistic with their goals and either create objectives which are not applicable to their workplace, or too ideal that it can never be executed at all. (Thiederman, 2003) Simmons (2003) seconds this by saying that often, companies create diversity objectives that are not in line with the vision and mission of the company, to which everything should be based.Lack of cooperation from employees. The mere promotion of diversity introduces the fact that differences exist in the organization, and in fact further proves the existence of such. Despite the fact that diversity aims to equalize and create inclusiveness with all members of the workforce, there are instances when employees see loopholes and will not want to cooperate. (Thiederman, 2003) By promoting diversity, the dominant party or majority may also feel that they are receiving less opportunities in the company’s effort to promote equality and inclusion.These employees may feel that in the company’s efforts t please the minority, they are being left out and thus it will be difficult for them to cooperate. (Common barriers to diversity, 2000) Stereotypes. It is human nature to stereotype people. Often, people make assumptions of others consciously or not without considering how it can affect others and the environment in which they are in. Stereotyping affects companies in such a way that when employees judge each other, they are already working against diversity. (Common barriers to diversity, 2000)Co-membership Syndrome. It is not surprising that employees will likely group themselves according to their similarities. Thus commonly, white males will most likely group together in the same way that employees in their mid-20s will group together. However, this is one defect in companies that prevent diversity from happening. When employees group themselves, they unconsc iously form factions that tend to be exclusive to them based on their similarities. A negative effect of this scenario is the tendency for these factions to create biases within their groups.For instance, when a member of the group has to be evaluated by a co-member fair and true judgment may not be given. (Common barriers to diversity, 2000) Insider Dynamics. In the creation of informal splinter groups in the workplace, it is inevitable for employees to feel either included or excluded in the factions. This highly affects the performance of the employees. When an employee is a member of a group, he considers himself an insider and can get the support of her co-members in any corporate initiative.On the other hand, employees who are different and thus does not enjoy the membership to a group (the outsiders to a group) do not get the backing they need in corporate initiatives. This damages their confidence and self-esteem. On a larger scale, it denies them the right to influence othe rs, make decisions for themselves, their positions, and their departments, and may give them less access to vital information that can help them play their professional roles. (Common barriers to diversity, 2000) Cues and gestures.With the differences in race, gender, culture, education, age, and other aspects, people may have different cues and gestures that may mean differently to others. While this is normal, it greatly affects diversity efforts and can even create communication chaos. (Common barriers to diversity, 2000) Generalities in diversity training. Because diversity involves the inclusion of all employees regardless of differences, diversity trainings also tend to be diverse in nature and given on a whim without consideration on the different levels of understanding and acceptance that employees have as well as roles that they play.This makes most diversity trainings ineffective and wasteful. (Simmons, 2003) Lack of professional trainers. The demand for diversity trainin gs is on the rise, and it attracted non-professionals to join the bandwagon of diversity trainers despite lack of training and expertise on the subject. This creates more problem than solution, as non-skilled trainers can give unnecessary or wrong ideas to employees who can end up confused and frustrated. (Bennet, n. d. ) Time and cost.Promoting diversity and using diversity seminars is a mean feat. It can cost thousands of dollars to hire a diversity speaker, additional expenses to set up the training with all the requirements of it, and additional money for formulating policies and implementing them. Apart from this, it will also take time from employees and corporate heads alike, and in business time is also commensurate to money. When a company decides to promote diversity, both top-level executives and employees need to allot and spend time in cooperating.Company officials need to take the time to plan the initiative, create policies, assign executors, and monitor the progress of the plan first-hand to ensure that efforts are not put in vain. Employees will likewise need the time to meet with company officials and executors to discuss the plan for diversity, as well as allot a notch in their schedules to attend trainings and seminars. Thereafter, every member of the company must take time every single day at work to see that diversity is being practiced.Thus, time and cost are also barriers for many companies who are willing to promote diversity in their firms. (Bennet, n. d. ) Overcoming Barriers After identifying the barriers that companies experience in promoting diversity at work, it is essential for solutions to be classified as well. To begin with, Simmons (2003) states that diversity initiatives should be lead by the chief executive officers and top-level executives. This will make the plan appear to be of primary importance, as what it already is.The involvement of the higher ranks will also induce cooperation among employees. Fear is yet another obstacle in achieving corporate diversity and to aid this, Thiederman (2003) says that it will be helpful for the proponents and leaders of the initiative to speak with their people and find out exactly what their thoughts and views are to bring about the actual necessities in the issue and avoid mistakes, especially in the area of policy making. Matching the goals of diversity with the goals, mission, and vision of the company will also set the goals of the initiative straight.(Simmons, 2003) It is important for companies to create realistic objectives that are consistent with the beliefs that their companies subscribe into. Likewise, companies that are just starting with their diversity plans should study and learn from companies who have already succeeded in managing diversity in their firms. (Thiederman, 2003) However, it is inevitable to have employees who are not willing to cooperate with diversity efforts regardless of attempts in the part of the company.According Thiederman (2003), involving everyone is the key to soliciting cooperation. Because diversity plans often put importance to the members of the minority in the workplace, dominant parties can feel left out and refuse to collaborate. Likewise, members of minor parties may feel that diversity highlights their difference all the more, especially when companies overdo the use of political correctness to the point of pretentiousness. Thus, companies should strive to make everyone a part of the effort in diversifying.The proponents should also refrain from adjusting and minimizing the company standards just to accommodate the minority as this will not be agreeable to all employees, dominant or not, and can cause them to think twice about cooperating. Heathfield (2007) agrees, saying that to promote diversity the company must keep itself on the winning court. Simmons (2003) also stressed that any complaint on reverse discrimination should be readily addressed. Trainings and information dissemination m ay also address most concerns related to diversity such as stereotyping, co-membership, insider dynamics, and cues and gesture differences.Companies who invest on and effectively carry out such trainings encourage and inform their employees that holding and sharing assumptions and judgments about other people, especially their co-employees, can adversely affect them, their relationships, and their workplace. Efficient trainings and seminars on diversity can also eliminate the formation of factions and, ultimately, avoid the existence of insider and outsider dynamics within the organization. Differences in cues and gestures and the multiplicity of their interpretations may also be addressed by proper training and information.When employees understand that their cues and gestures may mean differently with others, they will become more sensitive with their actions and strive to act more appropriately in a manner that is appropriately understandable to others according to what they real ly mean. However, diversity trainings must be executed efficiently. One problem on diversity training is the use of generalities, often to address the need for diversity information of all employees at one time. This leaves a part of the audience informed, and a part of the audience misinformed or uninformed.Diversity trainings should therefore consider that every employee hold positions that require them to play different roles. Thus, every employee will need to learn how to inject diversity according to the tasks that they do on a daily basis and the responsibilities that they handle. (Simmons, 2003) Interestingly, however, Simmons (2003) suggests that in defining diversity, one should be as broad as possible and attempt to cover the different aspects in which an organization should be diverse. This allows diversity to cover a global scope, as compared to merely promoting race or gender equality.These explain that while diversity training should be as specific as possible accordin g to the skills and roles of each employee, discussing diversity per se should be generalized and cover as much difference as one company can cover based on the cases within the organization. Lack of professional trainers also poses a problem in many diversity efforts. While the number of companies who are willing to subscribe to diversity is on a steep rise, the number of diversity trainers is also on the fast track up. However, the number of professional trainers—the experts—, which is an entirely different thing, is on a forward drag.While the solution to this problem may not be on the hands of companies, it is important that firms trying to start diversity trainings in their workplaces do not hire just any available trainer around. Professional trainers provide high-quality trainings and give expert consultation that no low-cost, readily available trainer can offer. If financially feasible, companies may also outsource the training to third-party consulting firms i f professional trainers are not available. Time is also an essential consideration that hinders diversity programs from becoming effective.As shown, diversity can take a lot of precious time; and as mentioned above time in business equals money. It is therefore important that every minute spent on diversity is used efficiently. Monitoring and consistent evaluation can help companies achieve this and avoid wastage. Costs may also be a hurdle for companies to provide diversity plans for their employees. To get by, companies must assess how much actual money they are willing to spend on their diversity initiative. It is also important to allot the money properly according to the priorities of the plan so that each aspect of the plan is funded accordingly.Similar as the time barrier, monitoring and evaluation should be done to ensure that the money being allotted for the diversity plan is properly spent. Apart from these means in overcoming the barriers identified, it is worthy to consi der several other suggestions from experts in managing and promoting diversity at work. According to Bennet (n. d. ), storytelling is one of the experts’ ways to promote variety because by sharing stories of both discrimination and diversity, listeners tend to think and feel.This allows for emotions to be tapped, a powerful way to convince people to support diversity and do away with discrimination. Heathfield (2007), on the other hand, presents an interesting key in unlocking diversity. While it has been mentioned a while ago that a barrier to diversity is the co-membership syndrome where employees tend to bond with others who are like them, Heathfield suggests that similarities be used to promote diversity saying that by highlighting the things where the employees are alike diversity can be promoted.One common ground to begin with is the goal set that employees may have for working in the firm. Most importantly, diversity initiatives must respect and value people, specifica lly employees, and their contributions. It is important for companies to understand that diversity does not aim to widen the privilege entitlement of minority groups. By doing so, the workplace will be a more interesting and enjoyable place to be in.

The 1932 Olympic Games in Los Angeles - History

The 1932 Olympic Games in Los Angeles - History The 1932 Olympic Games in Los Angeles, United States For a while, ​it seemed as if no one was going to attend the 1932 Olympic Games. Six months before the Games were to begin, not a single country had responded to the official invitations. Then they started to trickle in. The world was mired in the Great Depression which made the expense of traveling to California seem nearly as insurmountable as the distance. Neither had many of the spectator tickets been sold and it seemed that the Memorial Coliseum, which had been expanded to 105,000 seats for the occasion, would be relatively empty. Then, a few Hollywood stars (including Douglas Fairbanks, Charlie Chaplin, Marlene Dietrich, and Mary Pickford) offered to entertain the crowd and ticket sales picked up. Los Angeles had constructed the very first Olympic Village for the Games. The Olympic Village consisted of 321 acres in Baldwin Hills and offered 550 two-bedroom portable bungalows for the male athletes, a hospital, post office, library, and a large number of eating establishments to feed the athletes. The female athletes were housed in the Chapman Park Hotel downtown, which offered more luxuries than the bungalows. The 1932 Olympic Games also debuted the first photo-finish cameras as well as the victory platform. There were two minor incidents worth reporting. Finnish Paavo Nurmi, who had been one of the Olympic heroes in the past several Olympic Games, was considered to have turned professional, thus was not allowed to compete. While mounted on the victory platform, Italian Luigi Beccali, winner of the gold medal in the 1,500-meter race, gave the Fascist salute. Mildred Babe Didrikson made history at the 1932 Olympic Games. Babe won the gold medal for both the 80-meter hurdles (new world record) and the javelin (new world record)  Ã¢â‚¬â€¹and won silver in the high jump. Babe later became a very successful professional golfer. Approximately 1,300 athletes participated, representing 37 countries. For More Information: History of the OlympicsList of the Olympic GamesInteresting Olympic Facts

Media Disgrace essays

Media Disgrace essays More coverage than O.J. More coverage than Diana. More than Oklahoma City, and more coverage than even Monica Lewinsky. You guessed it, Election 2000, and the media loved every minute of it. Savoring the proverbial field-day, U.S. journalists greatly assisted in dividing the country, destroying the peoples respect for the American legal system, embarrassing the worlds superpower, and simply annoying the crap out of everyone. To put it simply, the media didnt do its job, especially when it came to the really focal points of the recent election: pre-election coverage, election-night coverage, and post-election coverage including the Florida recount. In order to obtain more ground to cover, the media started off by telling the people just how different the two major candidates were (always relishing partisanship), when in truth, they arent that polarized. Of course, they have vaguely different views on how to accomplish certain goals, but for the most part, those goals are the same. Its the usual, strengthen our economy, preserve social security, improve education, yada yada yada; the candidates just occasionally differ on how to do so leading to an enduring joke about the American people not really wanting either candidate. The candidates are also similar in that they both exaggerated and skirted around lying in pre-election campaigning. The media compounded these problems by not being able to decide whether to be responsible enough to analyze these campaign claims and when they half-heartedly made any attempts they were often off the mark. Unfortunately, we a tendency to remember the few hits and forget the innumerable misses. For example, the media showed a keen interest in Gore's recounting the story of a Sarasota, Florida student who was forced to stand in her science class due to overcrowding. While many reports chalked it up as another Gore embellishment, few journalists acknowle...

Fund Managers, Intangibles, and Private Disclosure Essay

Fund Managers, Intangibles, and Private Disclosure - Essay Example Intangibles come in many different forms and nature. Example of these includes structural capital, human capital and relational capital. In the present case, however, intellectual capital is the only intangible that is mentioned. A large extent, it can be said that this is so because the intellectual capital of the present company is made up of an embodiment of all the components of intangibles. What is more, given any market value, intellectual capital is believed to be made up of the difference in the market value and tangible assets possessed by the company. Therefore, because the core component of cash input in the case was share price, the intellectual capital was named as the only intangible to represent all difference that would come from the share price and tangible assets. One critical condition that can be used to judge whether the meeting constitutes insider information or not has to do with whether or not the information given can provide any form of financial advantage in the trading of shares of companies. From this perspective, since the meeting with the fund manager involved information on how value arose and how efforts can be put in place to ensure that in future dealings, more value arose from the intangibles, this advantage could be described as insider information. If for nothing at all, the information that was received was a non-public fact and not accessible to all other players in the share trade business. Ideally, because the overall income of the fund manager is determined by a ratio of the overall fund average asset, it would be said that the insider information was going to benefit the fund manager. This is because he was going to be put in a position where he was going to have better strategies put in place to manage the portfolio of trading activities and consequently see a higher rise in the fund’s average assets.

Topic will be on a compiler from a list of programming languages Essay

Topic will be on a compiler from a list of programming languages - Essay Example This first Fortran compiler was known as an optimizing compiler, producing assembly code that was similar to hand-coded assembly language programs, but accomplishing the same tasks in less programming statements by a factor of 20. This fact led to the acceptance of the new system of creating code automatically. A Fortran compiler is a program that takes a Fortran program (the source code) and translates it into a lower-level language such as assembly language (the object code), which the computer can execute. This process usually takes three different steps, called passes. They include: lexical analysis, syntax analysis, and code generation, resulting in the binary code of 1‘s and 0‘s that a machine can execute. Currently, other common compiler operations include: preprocessing; parsing; semantic analysis; and code optimization. Which of these operations does a Fortran compiler utilize? The first Fortran compiler was created to work on the IBM 704. The compiler was called a "translator or executive routine". This first Fortran compiler was very simple, since it only had to handle the first, simple version of Fortran. The first Fortran language consisted of only 33 types of possible statements; these included: arithmetic statements and mathematical function statements; input and output statements such as READ and PRINT; the DIMENSION statement for creating matrices; the IF conditional statement; and control statements such as the GO TO and the DO loop statement. The first Fortran compiler (or translator, as then called) consisted of six parts or sections. The first section read in and classified statements, compiling any arithmetic statements. Input-output statements are partially compiled at this stage. Any compiled statements were stored in the COMPAIL file. Any remaining information is stored in tables. The second section compiled indexing statements, such as from the DO statement; these compilations were stored in the COMPDO file. The third