Understanding the French Expression Pas Mal

Understanding the French Expression Pas Mal The French expression pas mal (pronounced pah-mahl) is a handy phrase to know because you can use it in a variety of ways in casual conversation. Literally translated, it means not bad in English and can be used to respond to common questions such as  Ãƒ §a va? or  comment allez-vous? But pas mal  can also be used as an exclamation of approval, along the lines of nice job, way to go!   Theres also another, completely different way to use pas mal: in reference to a fair amount/number or quite a bit of something. It can be used with nouns, in which case it must be followed by de, as well as with verbs. Note that there is no  ne to go with the pas and that de follows the rules of other adverbs of quantity, meaning that even in front of plural nouns its usually de not des.   Examples Tu las fait en dix minutes? Pas mal! You did it in 10 minutes? Not bad / Way to go!Il gagne pas mal dargent. He earns quite a bit of money.Jai pas mal de questions. I have quite a few / a fair number of questions.Nous avons discutà © pas mal didà ©es. We discussed quite a few ideas.Elle a pas mal voyagà ©. She has traveled quite a bit.Vous allez voir pas mal l-bas. Youre going to see quite a bit over there.

How to Clean Out Your Inbox in 5 Easy Steps

How to Clean Out Your Inbox in 5 Easy Steps We all start with the best of intentions: an empty inbox (except for our most current unread or action-required emails), and an array of carefully labeled file folders containing all the rest. But one busy week or month, and we spiral far beyond our own control- until we’re one of those people with 12,429 unread emails, or with page after page after page of unfiled, undeleted stuff  and no time to sit down and fix it.But clearing clutter is as important in your inbox as it is in your working space. So take an hour, turn off all distractions- maybe even the Internet!- and get the monster that is your email back in working order.Determine Who’s WhoStart by sorting your inbox by sender. This helps you get rid of page after page of newsletters and promotions you no longer need, plus it helps you weed out the unimportant and deletable emails from more important senders.Go IncognitoFor the purposes of this exercise, you’re not â€Å"checking your email.† No ma tter how quickly you can do it, resist the temptation to start replying to time-sensitive messages. There’ll be plenty of time for that. Flag the ones that require replies and move on.Find Your SystemNo one else’s organization system will work better for you than your own. Find a filing and labeling system that works best for you- and makes your job easier, not harder. If the idea of applying such a system retroactively is too daunting for you, you could always put everything not current into a folder labeled â€Å"BEFORE† and rely on search to call up older emails and start fresh.Be RuthlessPretend each email is a piece of physical mail, slowly piling up on top of your desk, and repeat: I don’t have to keep everything. Keeping a paper trail with important stuff is crucial, but just because you can keep and store a billion emails doesn’t mean you should. Free up disk and head space and hit delete whenever you can.Know Your TricksUsing your keyboard shortcuts (arrow keys, â€Å"shift,† â€Å"delete,† etc.) can make this process go much faster. Try finding a way to make the process go like lightning, rather than using your mouse to click on every email.

Advocacy Project Essay Example | Topics and Well Written Essays - 500 words

Advocacy Project - Essay Example With the increase of cancer cases among the population, PSA, through an advocacy advertisement, aims to address the issue through discouraging tobacco use in the society (Tobacco free kids.org). This presentation will explore several aspects of the advertisement to determine its effectiveness. The PSA advertisement on tobacco smoking has targeted to dissuade the use of cigarettes in the society. These advertisements are placed in a website hence are accessible for individuals regardless of their geographical presence. The advertisement aims to promote healthy behavior by discouraging the use of cigarettes. When exploring the website, it is evident that the target audience for this advocacy campaign is students. The campaign aims to dissuade students from using tobacco products hence promote health among this group (Tobacco free kids.org). This is considering that they comprise of the majority population in the society, and hence they are crucial in shaping future societal behavior. In order to determine the effectiveness of the campaign, it is essential to analyze its features. Some of the features, which ensure the advertisement is effective, include compatibility. Based on the audience targeted, the objective of the advertisement and the nature of the problem, there is compatibility in the advertisement leading to effective communication of the intentions of the advertisement. When considering the complexity of the campaign, the message is portrayed simply, and the intention of the campaign is clear to the target audience. The campaign also shows commitment, in that the content of the advert is centered on its purpose, which is an anti smoking campaign for students. Focus is maintained throughout the website, and there is no deviation in the content on cigarette usage and its consequences. The advocacy campaign also impacts social relations since it portrays the tobacco companies as self-serving, hence create a negative

Representation of the Yahoos Essay Example | Topics and Well Written Essays - 1000 words

Representation of the Yahoos - Essay Example mirror many of the human shortages by presenting his audience with two unique sides of life, one dominated by reason and the other dominated by inordinate desire. In this context, it can be argued that Swft’s reasoning in the literary material suggests that humans which he symbolizes with the Yahoos are guided by passion, self fish and seeking their own advantage and satisfaction, preferring gratification and avoiding pain, and the other that to a considerable extent humans are informed by reason and rational decisions. The Yahoos are molded as unruly and having a detestable character placing them closer to the lot of the untamed chimpanzees sort of running amok, satirically a representation of the unruly British natives in the 18th century. The distinctly organized houynhnms probably could be equated to the truly utopian society comprising mainly of the ruling class who are civilized and driven mainly by their conscience and reasoning. However it is somehow questionable that the characters of the houyhnhnms that Gulliver claims to be good could make him hate his fellow humans including the Portuguese captain who helps him in the ship alongside his own family that he merely tolerate his co-existence with despite doing nothing wrong to him, while the houyhnhnms do not tolerate but peacefully co-exist with each other. Moreover, the Yahoos are shown to represent the human race on negative shades which merely represent the shortcomings, for instance Gulliver says that the Yahoos regards more the sexual filth rather than the decency portrayed by the houyhnhnms, mere animals. He says, his honor had observed, â€Å"that a female Yahoos would often stand behind a bank or a bush, to gaze on the young males passing by, and then appear, and hide, using many antic gestures and grimaces, at which time it was observed that she had a most offensive smell; and when any of the males advanced, would slowly retire, looking often back, and with a counterfeit show of fear, run off

How the organization should select, recruit, train Essay Example for Free

How the organization should select, recruit, train Essay SUMMARY The following report consists of a guide on how the organization should select, recruit, train and make the most out of the new HR mangers. In addition, it is composed of an introductory program welcoming the graduating managers, takes into account the training needs and methods and the monitoring of employee performance to judge whether or not employees are satisfied and know the goals of the organisation. Furthermore, the career development allows for the opportunity for managers to revaluate their self-confidence, as well as career paths for an improved future for employees. Finally, we will talk about strategic management and the methods of consistency for employee development and the techniques managers need to know. By utilizing these procedures the company will facilitate the training of the new managers. INTRODUCTION In a growing number of organisations human resources are now viewed as a source of competitive advantage. Even the public sector has gradually moved from rules and regulations based HRM approach to a more values-based approach, which understandably has resulted in increased focus on accountability. There is greater recognition that distinctive competencies are obtained through highly developed employee skills, distinctive organisational cultures, management processes and systems. This is in contrast to the traditional emphasis on transferable resources such as equipment. Human Resource Management (HRM) is concerned with the acquisition, development, utilisation and accommodation of human resources by organisations. Increasingly it is being recognised that competitive advantage can be obtained with a high quality workforce that enables organisations to compete on the basis of market responsiveness, product and service quality, differentiated products and technological innovation. The new HR managerial positions aim to complete these needs and achieve high consistency of the HR practices that are vital for the organization. 1. HRM-AN IMPORTANT ASPECT Firstly, it has to be buried in mind that HRM is a very important function within the organization. An effective implementation of HR procedures means a good investment in both the employees and the managers, line and senior ones. Human Resources is a key element for the organization and through the effective implementation of the procedures that will be carried out through a certain strategy, the organization actually achieves its objectives and becomes more devoted to quality and improvement. By following these procedures the organization can gain more loyalty, dedication and flexibility, and in the same time employees, due to this commitment, can broaden their learning horizons and feel more need for improvement. HRM is the key to the future, when effective and continuously improving people will have been considered as an organizations main competitive advantage. It is the group of procedures and activities that bring the right person in the right place. The new HR managers have to be selected and trained in the best way possible. Their decisions and actions in the future will play a big role in the companys future development. 2. SELECTION- RECRUITMENT TECHNIQUES Making the new managers more HR consistent implies that the managers have the proper skills for this job and can achieve the organizations objectives. A whole new selection technique should be carried away and adjusted to the HR needs of the company. This means that the factors affecting which of the candidates will be selected and recruited, will consist of the vital HR procedures and activities The new candidates should be aware of all the skills that are required, but also should know every detail of what the job of the HR manager involves. 2.1 Job profile Through an effective job analysis the organization could avoid extra costs for re- advertising the positions, re-training costs and could reduce labor turnover. The job description should include all the skills, the abilities and the knowledge that are required for the managerial positions. It has to be made clear that the new vacancies that the company offers include clearly HR procedures and the knowledge of HRM theory and extended aspects of HRM is crucial. The new vacancies aim to give solutions to problems related to the staff of the company. This implies that the skills involved in the new vacancies include team working and development. To obtain a reliable job description, the company could ask some HR experts, which are members of the organization, to create a job analysis that will include all the above elements. The job description should include the title HRM manager and as said before, it should also include the main HR tasks. 2.2 Person specifications Labor turnover could be reduced in low levels with a clear person specification. The job advertisement should consist of demanding HRM skills and more specifically skills that are related to team working, socialization, influence over others; intellectual capacity and smart way of talking. It should also include information about the company, its environment, its culture and some compare with competitors. The vacancy should be advertised through means such as newspapers and agents, but more importantly the organization should approach universities and colleges and advertise the vacancy there. The new managers should have a high level of education and be specialized in HRM. Obtaining references for the new managers could be limited to university sources. The course plan that the graduates have followed should be parallel to the job demands. The application form is an element that should be carefully designed for the specific demands of the new HRM vacancies. It is the first step in identifying who your most suitable candidates are and what skills each one holds. It should contain fields about education qualifications, with specific reference to modules that the graduates have attended. Some questions about physical condition in comparison to some tests for drugs and health condition will be desirable. 2.3 Interview plan When the selection process has been completed and it is clear which of the candidates qualify the basic demands, the next important step is the interview. The whole process should be designed very carefully and in a way that will make it more reliable. The interview is the organizations first approach to the candidate. This interpersonal exchange of information allows not only the candidate become more familiar with the organization and its objectives, but also the organization itself with the candidate. The flow of information from both sides has as a result a precise evaluation of both parties. The steps that follow comprise the essential structure of the interview. Step 1 Get prepared for the interview. Find the right place and make sure it is comfortable and friendly, so that the interviewed will be feeling relaxed and outgoing. Distinguish who the interviewees will be and provide them with information regarding the interview plan and a description of how the process should be completed. A panel interview is suggested as the most reliable one. The interviewing team can consist of up to 10 people, but the process should be approached carefully or else the candidate may feel uncomfortably when being bombarded by questions from 10 people one after another. There may be also a clerk to take notes and an equal opportunities adviser to ensure that all procedures are followed. The interview team can be separated and complete 2 interviews per candidate, to ensure that there is absolute agreement between the interviewers. Before the interview begins all the relevant documents, especially the application form of the candidate should be read carefully and some bullet points can be made for each candidate. This way when the candidate will be interviewed the interviewee can bring in mind some skills of the first and can make additional questions. The nature of the measurement of the candidate should be agreed before the interview. This can be carried out by a points system based on how closely the candidate meets the skills that were stated in the job description. Step 2 After the preparation the interview can be opened. Opening is a very important part. It sets the tone of the interview process. Before the interviewee starts with the questions, a short introduction of the staff and the company should be made for the ice to brake and the candidate to feel more comfortable. A very important element of the interview is listening. Apart from the introduction and the questions, the candidate is doing most of the talking. The interviewees should let the candidate talk as much as possible so that they can draw a better picture of them. It is crucial that the candidates are asked for HRM skills. Moreover some key questions relating to HRM theory could be a good aspect of evaluation. An example of question would be how the candidate perceives the concept of HRM. Another one would be on how they believe that staff can be improved and leaded effectively. There are some key points that should be carefully treated during the interview. First, the interview should be structured and it has to be made clear what it is trying to elicit. The organization needs 10 new graduates for managerial positions in HR functions. This has to be buried in the mind of the interviewees and should make them evaluate the candidates according to their HR skills. The questions should be agreed before the opening of the interview and they should be prompted and followed-up through a controlled procedure. Finally, it has to be examined that all the measures of the Equal Opportunities Act have been addressed. It is crucial for the organization not to neglect the law. Equal opportunities should be given to all candidates irrelevant to ethnic group, sex or religion. The new managers can be trained only by people who respect laws and do not make discriminations. Both the Race relations Act of 1976 and the Sex Discrimination Act of 1975 should be taken into account. Step 3 The final stage of the interview plan involves the summation of the data and the closing of the whole process. The organization should give the opportunity to the candidate to ask some questions. This way it can be made clear if the candidate is really interested for the vacancy and in combination with the recorded data a clear and precise evaluation can be made. A lot of attention should be given in the recording of the data. The important issues discussed should be taken down into paper and some notes about the behavior of the candidate during the interview, can be complementarily made. Above it is mentioned that there will be 2 different groups of interviewees that will question the candidate. The first group will be the one to ask the candidates about their skills and questions related to the application form. The second group will test the candidate in a workplace simulation. During this procedure the candidates will have a brief group meeting, where they will be tested in a case study situation. The candidates will be assessed The organization should follow these steps in selecting the appropriate candidates. As mentioned again right people in the right place is the key function of HRM. Introduction is a crucial point in the selection and recruitment process. If this process is effective and the evaluation is 100% reliable there will be no need for staff turnovers and moreover the organization will have found the most suitable people for the new managerial positions. 3. INDUCTION PROGRAMME After the selection procedure is finished and the new managers have been selected, a series of training and development techniques should be implemented so that the organization will meet the demands of HR which are characterized by lack of consistency. The induction programme is a key aspect of the Human Resource Department. Primarily, it is the first time the new manager and the organisation come in contact after the relationship of employer and employee is established. Before the actual training program, the induction process should ease the arrival of the new manager by being supportive of their needs, well structure and last but not least co-ordinated. The aim of the induction process is to familiarise the inexperienced manager with the organisation and its surroundings. Therefore, their anxiety of entering the new organisation is dispelled as fast as possible. Likewise, this process assists in inducing the organisation culture. This principal operation is not only critical for managers working for the first time but also for employees with prior experience. In addition, after this process has been successfully completed, it will help the managers in associating them with their colleagues and superiors. All personnel want to feel acceptance by the colleagues. Additionally our induction programme will be consequential in bringing about sufficient teamwork. Consequently, a system of communication exists in the environment. In order for the company to obtain less disruption amongst its new managers and the existing employees, they should be fully and functionally integrated in the company and their own department. It also makes the manager comfortable at another level. By touring the premises, the prospecting managers are facilitated by knowing about various departments and their location. It will state to them the dos and donts of the organisation. It will show them where the canteen is and where the cloak is. It is at this stage of the welcoming process that training specialists come in hand. Their responsibility is to plan, organise, and direct a wide range of training activities. Trainers conduct orientation sessions and arrange on-the-job training for new employees. Planning and program development is an important part of the training specialists job. In order to identify and assess training needs within the firm, trainers may confer with managers and supervisors or conduct surveys. They also periodically evaluate training effectiveness. A brief outline of the companys history should be included as a supplementary guide in directing them to the set of values and mission statement of the company. They inform them about the range of products and their functions (including a demonstration) as well as a brief summary of the organisations main suppliers and target customers. By introducing the new managers to the firms handbook, they will learn about the benefits, plans concerning holidays and sickness and the companys rules, disciplinary procedures and the payment of wages. During the course of the induction programme, emphasis should be placed on both individual and group training. Each new manager should be aware of how of how to handle circumstances that require problem solving. They should be proficient in either acting alone or as part of a group. Another component of the induction programme should be that the aspiring managers are well equipped with a computer program, which the organisation will provide immediate feedback to any problems that may arise, so as to generate communication for managers both with their employees and superior managers. They should possess both simple skills (the application of spreadsheets) and complex skills (functioning of pilot simulations). In conclusion, they should also occupy the skills for electronic learning. This may involve interactive Internet-based training, multimedia programs, distance learning, satellite training, videos and other computer-aided instructional technologies, simulators, conferences, and workshops. 4. TRAINING Having successfully accomplished the induction programme the determined managers should head to the training program. Training is fundamental to the selection process in judging whether or not your managers are capable in their positions. Training and development managers as well as specialists should conduct and supervise training and development programs for all its incoming employees. Increasingly, our management should recognise that training offers a way of developing skills, enhancing productivity and quality of work, and building loyalty to the firm. Training is widely accepted as a method of improving employee morale, but this is only one of the reasons for its growing importance. Other factors include the complexity of the work environment, the rapid pace of organisational and technological change, and the growing number of jobs in fields that constantly generate new knowledge. In addition, advances in learning theory have provided insights into how adults learn, and how training can be organised most effectively for them. Each and every one of the ten managerial graduates should appreciate the fact that training helps rank-and-file workers, by discovering which individual is most specialised for each job and division. Furthermore, training simplifies this process by placing all trainees in every single job to analyse which individual is most suited for each job. What is more, it maintains and improves their job skills (they may set up individualised training plans to strengthen an employees existing skills or even teach new ones) and possibly prepares them for jobs requiring greater skills. Training methods include on-the-job training (such as the program for the current training method). Schools, in which shop, conditions are duplicated for trainees prior to putting them on the shop floor, hence providing for them enhanced situations. Taking that into consideration, the managers will also recognise that superior quality, swift productivity and the minimisation of labour costs due to the fact that the specialised person for any job will produce output at a faster rate and therefore more will have been produced at a lower cost. Some companies have set up leadership or executive development programs among employees in lower level positions. These programs are designed to develop potential and current executives to replace those retiring. Trainers also lead programs to assist employees with transitions due to mergers and acquisitions, as well as technological changes. Managers should be taught how to be more open-minded and should be social and friendlier towards their employees. So that in turn, the employees will feel closer towards the company and especially their managers. This way, employees will be able to express their problems in a clear manner to their managers. In addition, managers should offer their help and advice to employees so that they will equally feel more satisfied and more importantly feel equal to their managers and all other staff. By helping one another the employees will feel as though they play a fundamental role in achieving the companys objectives. Moreover, they will feel more content and thus more focused on performing their best. Therefore, maximum output by each employee will be achieved. The training process that should be carried out for your new managers is that upon selecting them they should be placed in a room to watch a specified videotape presenting them with the Human Resource basics. Moving along, they should attend lectures and take an active part in seminars. Both of these steps will need an inspired speaker in order to keep them concentrated and focused on their roles. An improved technique in communicating with the managers in these lectures and seminars are visual aids such as videotapes and slides. However, for the process to be complete and moreover essential, the company should encourage their inexperienced managers to ask questions so that they can fully comprehend the information represented to them and feel adjusted in the company. Then they should be taken inside the corporation and to put their recently acquired to practice by observing real working procedures and more significantly take part in talking to the employees themselves and sharing the wealth of experience and knowledge they have. On a final note, they can also help them with obstacles they may have in their duties. From this whole experience, they will learn that the aspects of Human Resource Management are to work effectively as a team and to treat employees fairly. A recommended form of training is role-play where individuals act out a role with others in the group. This process is especially beneficial to the instruction of the managers as they can recognise most of what they have done. More relevantly, it will be highly practical in the course of the training. Another aspect of role-playing is that managers may further develop their inter-personal skills and will associate more with their colleagues and feel more open towards each other. 5. PERFORMANCE MANAGEMENT Performance Management is a systematic and data-oriented approach to managing people at work that relies on positive reinforcement as the major way to maximise performance. Performance management is necessary for the success of any type of corporation due to the fact that it takes into account the talent, knowledge and skills of its managers-and then helps them improve their qualities. It is intended for anyone who manages the performance of others. Whether you are a first-time work leader or an experienced supervisor, manager, program director or department chair, performance management will provide your company with useful information with respect to the managers conditions. For performance managers, this changing environment offers many new challenges and opportunities. Performance managers and their employees are increasingly being asked to become generalists who step outside of traditional narrowly defined job descriptions in support of team objectives and goals. These changes are resulting in the development of new approaches to human resource management. The performance management process provides an opportunity for the employee and performance manager to discuss development goals and jointly create a plan for achieving those goals. There are a couple of steps that managers must learn to keep staff orientated and what is more, to stay thriving, be profitable and have linkages to customer engagement. In the first place, you must identify the employees individual strengths. You must position that individual to perform a role that capitalises on these strengths. When we refer to strengths we are referring to a persons ability to provide consistent, near-perfect performance in a given activity. We believe that, when selecting employees, companies have spent far too much time and money focusing on the skills and knowledge of employees and not nearly enough on their talents, which are the basis of strength and success. You must find a way to engage these talented employees. Again, there are many ways to do this for instance by paying them more, provide more generous benefits, but these are low-character solutions. The only way to engage talented employees successfully is to select and develop remarkable managers. Grand managers can select the best people, set accurate expectations for them, motivate them, and develop them. Companies that are unable to create this kind of environment will loose not only in terms unsatisfied employees but equally, sales and their customer base. They will loose more talented people than they keep. They will miscast, over-promote, undervalue, and otherwise misuse those talented employees who do stay. Lacking talented people in the right roles, these companies will have to revert to less robust routes to performance. Pressed by high character competition, these routes will serve these companies poorly. In the end, lacking great managers to keep it on the right path, these companies will loose. So, in order to avoid becoming one of these companies the organisation must rely on managerial excellence in finding talent and the human resource department in selecting the right managers for this part. Apart from those benefits, it also allows for discussion about job performance (the new managers should conduct an annual performance evaluation) with the employee and provides feedback on strengths and improvements needed. Development plans should contribute to organisational goals and the professional growth of the employee. The performance management process begins with analysis and description of the job. The performance manager identifies essential functions in the job description and the strategic mission and goals of the department or organisational unit. Standards of minimum acceptable performance are developed for the position with the employee. Additionally, standards for performance, which exceeds expectations, may be set to encourage the employee to strive for even better results. Performance should be evaluated based on changes over a period of time. The new organisational theory emphasises a focus on decision-making and accountability at the level where the work is done, the graduates should be qualified in making sound decisions and be liable for their own actions. Similarly, the organisation should develop a service culture that rewards team performance, and the integration of its operations should exist so that communication between departments is accelerated. A proposed performance management system helps in monitoring and documenting employee performance and provides opportunities to develop or enhance employee performance. We would like to state that in order to adhere to the firms mission statement and its objectives, the new managers should be instructed upon the use of disciple amongst employees. Managers should be aware of the fact that appraisals should be objective, quantitative and outcome-oriented assessments, which will, in sequence, assist the employee to develop and provide mentoring, coaching, and constructive feedback. Most managers like to think that if they are effective, they will not have to discipline employees. Unfortunately, the need to do so does crop up. The primary reason for knowing how to discipline employees is to enable the manager to quickly stop undesirable employee behaviour and guide employee work patterns back within acceptable norms. Discipline is also important for several secondary reasons. One secondary reason for disciplining is that discipline problems do not correct themselves. When discipline problems are ignored they tend to get worse rather than better. Another secondary reason for terminating behaviour problems is that they invariably lead to other problems which are potentially more dangerous to the manager. These other problems include morale problems, performance problems, control problems, and even other discipline problems. On the other hand, an effective manager who solves discipline problems starts a different cycle. The benefits to the manager are in the form of good morale, performance and control, and thus recognition from higher levels for a job well done. This manager will get the next available promotion. In closing, an annual or periodic HRM audit check will allow a firm to proactively identify and correct employment-related problems before they reach a critical stage of paralyzing the firms business operations. 6. CAREER DEVELOPMENT When people lose sight of their career goals, they often lose confidence in their own ability and commitment to their manager. In turn, the newly acquired graduates should be competent in dealing with their employees and knowing how to evolve their career prospects and how to comfort them and reassure them that they can actualise their careers according to their individual talents and dreams. It is due to these principles that career development is another mandatory aspect of our departments to teach the new managers. There have been a number of significant changes in the field of management development over the last decade. Organisational structures have become flatter and management development needs have consequently changed. Career development is currently focused on being highly responsive to the changing needs of the organisation, as well as those of the individual. Similarly, the needs of managers in small businesses will be different to those in more mature, hierarchical organisations. The arriving managers should keep in mind that there is less emphasis on formal, structured training programmes and a shift towards more informal and flexible development options. There is now a much greater emphasis on self-development and continuous learning. The professional managers should take advantage of the fact that international assignments are becoming more and more typical parts of a managerial career owing to the ever-increasing pace of globalisation in the world today. As an outcome, cross-cultural leadership competencies are required within international companies, meaning that managers must have concise communication with their employees and be distinguished in preparing reports for their superiors. The culture of an organisation can be positive and supportive, or threatening and destructive. Our career development culture should help address the momentous issues of productivity, competitiveness, affirmative action, and succession planning. It will additionally support people in redefining their talents and realising the full potential of their jobs. Managers should play a key role in creating a career development culture. Managers seldom do performance appraisals properly because they are afraid of their workers and the workers are virtually paranoid about the slightest negative note on their files. In order for our company to have the cutting edge, our new managers must be honest with the employees. A better way is to organise a system of mentor ship, in which, managers ease any tensions that may exist between the employees and the employer. A managed career development culture can pay great rewards to an organisation and the people working in it. Employee development is important to the success of the individual as well as to the company as a whole. Through our performance-feedback process, employees are able to create an Individual Development Plan to help them focus their efforts on areas that need the most development so they can improve and enhance their performance. The plan includes goal statements describing what skill, knowledge or experience will be developed, the rationale for why its important to develop these areas and a list of activities that will be done to achieve these goals. Managers should moreover create an Employee Handbook, describing to them their position and value to the corporation. This will be a living document that will be updated and added to as needed and as you grow your company. Coach the new graduates in dealing with performance issues or work habit problems and in parallel demonstrating the ability to conduct employee counselling. Last but not least, it should assist in complying with requirements for governmental reporting. An Employee Handbook will be a living document that will be updated and added to as needed and as you grow your company. While completing and implementing a Career Development Plan can never guarantee success or promotion, increased skills and expertise will improve marketability, both inside and outside of the corporation. The performance feedback process provides the structure and resources for assessing current skills, understanding the companys skill needs, establishing individual goals, and developing an action plan to meet goals and improve abilities. A postal survey of managers in career service organisations showed that, while technical infrastructures for knowledge management are present, managers do not fully recognise the capabilities of the infrastructures that they have. This may be due to poor career development managers. Knowledge management infrastructures are examined in the context of prevailing organisational cultures. In conclusion, one can say that career managements central focus is on guiding its new managers to performing more clearly when they have to aid their employees on problems such as: Where is my career going? What are my contributions to the company? It is increasingly about the need to face and manage change successfully. About securing the future well being of the business and recognising that this may require fundamental change. Management development is also, then, the key to organisational renewal and certainly, it has been used as a lever for change in sectors such as finance, telecommunications and healthcare. 7. HUMAN RESOURCE MANAGEMENTS FUNCTIONS As we are in the dawn of the 21st Century, our campus requires a dramatically different approach to the personnel function, to support the strategic plans implementation, and to help our employees effectively manage the consequences of unprecedented change. As a result, the transition from past practices to new ones will require a very different vision for the personnel function. The Human Resources function must serve as an active, strategic partner in the University community by providing services and a competitive compensation/benefits program to help attract, retain, and motivate a highly-talented, committed, and diverse workforce. The HR staff must exhibit sensitivity, judgement, and appropriate flexibility, as well as promote fair and equitable treatment of all employees. Furthermore, amongst other functions of human resource management should incorporate promoting a campus culture that respects and values all employees. Additional functions include: * Communicating honestly and clearly with the campus and its employees. * Focus on people, eliminating bureaucratic red-tape going on for decades now. * Utilising the full potential of the human resources to the firms advantage. * Maximise resources by utilising technology to its fullest extent to improve efficiency, effectiveness, transaction processing and overall service. * Offer competitive, market-based compensation and a comprehensive benefits package to our employees. * Recognise and reward performance and accomplishments utilising the Performance Review and Development (PRD) process. * Promote a learning environment with professional development, training, mentoring, and continuing education. * Embrace and promote the principles of continuous quality improvement (CQI). * Collaborate across cross-functional lines (compensation, employment, benefits, and employee relations training). 8. STRATEGIC HRM CONSISTENCY IN HRM PRACTICES Strategic human resource management has been defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation and flexibility . Strategic Human Resources means accepting the human resource function as a strategic partner in the formulation of the companys strategies as well as in the implementation of those strategies through human resource activities such as recruiting, selecting, training and rewarding personnel. Whereas strategic human resource recognises human resources partnership role in the strategizing process, the term HR Strategies refers to specific human resource courses of action the company plans to pursue to achieve its aims. By design the perspective demands that human resource managers become strategic partners in business operations playing prospective roles rather than being passive administrators reacting to the requirements of other business functions. Strategic human resource managers need a change in their perspective from seeing themselves as relationship managers to resource managers knowing how to utilise the full potential of their human resources. It has to be taken into account that the lack of consistency in human resource practices and procedures which has resulted in complaints, is due to, the inadequacy of a current, well-written employee handbook. Therefore, employees are unclear about substantial policies and practices. Employees question their decision to join your firm, they are unsure of basic company information (organisation, history, culture, etc) and they are unclear of their role within the organisation. What we must do in order to ensure that they execute a continuous flow of HRM procedures is realise that they require more supervisory and human resource time to answer questions and concerns. Other methods could insist on the correct conducting of effective and consistent performance appraisals are by the application of standardised performance appraisal forms. A form ensures consistency and completeness of the appraisal. The purpose of a performance appraisal is not merely to comment on past behaviour. Rather, it should be designed and conducted to influence or change on future performance and behaviour and to guarantee that the incoming managers, on a continuous level, regulate the degree of consistency in HRM practices. 9. CONCLUSION The above manual comprises a strategic approach to the organizations HR functions. The suggested steps that are outlined in this report aim to make the organization familiar with how an effective and consistent HR department can work. An effective implementation of the suggested strategy could help the organizations meet its key objectives easier. The new HR managers are expected to bring improvement and quality culture to the organization. The new culture will establish new standards and more commitment from all the members of the company. Learning is a vital factor and its procedures should never stop being updated. The future of the organization depends on the development of its members. Therefore the selection of capable and skilful employees is vital and should never be neglected. REFERNCE/BIBLIOGRAPHY * Armstrong, M and Baron, A (1998). Performance Management- the new realities. * John Stredwick, (2000). Human Resource Management, Reed Educational and Professional Publishing Ltd. * Foot, M. and Hook, C. (1999). Introducing Human Resource Management. Longman. * Munro-Fraser, J. (1954). A handbook of employment Interviewing. Mcdonald and Evans. * Taylor, S. (1998). Employee Resourcing. * Mullen, J. (1997). Starring Roles. People Management 29 May, pp.28-30 * Holbech, L. (1998) Motivating People in Learn Organizations Butterworth-Heinemann INTERNET SITES * http://www.smartbiz.com/sbs/cats/perf.htm * http://www.amtekhr.com/services.html * http://www.otis.com/hr/subcatg/1,2244,CLI1_HRC4_RES1_SCM33,00.html * http://www.bls.gov/oco/ocos021.htm * http://humanresources.about.com/

Educational Goals and Philosophy :: Education Teaching Teachers Classroom Essays

Educational Goals and Philosophy Webster’s dictionary defines philosophy as the study of the causes and relations of things and ideas or the serene wisdom that comes from calm contemplation of life and the universe. As I write this educational philosophy statement I will look at the relations or nature of students and knowledge, the purpose of public education, what methods I will incorporate in teaching, the curriculum in elementary school, and my professional development plans. When I am through I hope that there is some wisdom in what I have said. I feel that students or children are basically innocent and are shaped by their environment. Most children, I have found, want to feel good about themselves and want to be loved. Children who have not been shown love by a parent or someone close to them tend to act up. But if someone pays the slightest attention and lets them know that they care about child there can be a change in that child. I feel most children want to learn and they want to be taught is right. Knowledge or what is learned is relative to the person, place and time. Not everyone learns in the same ways. I feel everyone is capable of learning but how much and what he or she learns is relative to that person in a certain place and time. Students who acquire knowledge quicker than others deserve to be taught in such a way that they are not held back. But on the other hand that student that is slower in learning also deserves to be taught in a way to prevent them from being left out or left behind. Education is important in that it provides students with information and knowledge so they can function in the world. Education is knowledge that is passed from one person to another. Without it we would still be living in caves and trying to figure how to get from one place to another without having to walk. But as Rousseau ‘s philosophy was I want to be able to draw knowledge out of students. As a teacher I hope to be able to help my students discover the knowledge they will need and I hope to inspire them to always want to learn as much as they possible can. I hope to instill in them the thought that you are never too old to learn and you should learn something new everyday.

A Man of Innovation: Sam Walton

When Sam Walton opened the first Wal-Mart store in 1962, it was the beginning of an American success story that no one could have predicted. A small-town merchant who had operated variety stores in Arkansas and Missouri, Walton was convinced that consumers would flock to a discount store with a wide array of merchandise and friendly service. Hence, Wal-Mart's mission is to deliver big-city discounting to small-town America. From humble, hard-working roots, Sam Walton built Wal-Mart Stores, Inc. into the largest, fastest-growing, and most profitable retailer in the world. A child of the Depression, Sam always worked hard. He would milk the cows, and by the age of eight, he started selling magazine subscriptions. When he turned 12, Sam took on a paper route that he continued well into his college days to support himself. Walton began his retail career at J.C. Penney in Des Moines, Iowa in 1940 making just $75 per month. In 1945, Sam borrowed $5,000 from his wife and $20,000 from his wife's family to open a Ben Franklin five and dime franchise in Newport, Arkansas. In 1950, he relocated to Bentonville, Arkansas and opened a Walton 5&10. Over the next 12 years they built up and grew to 15 Ben Franklin Stores under the name of Walton 5&10. Sam had plenty of new ideas. He liked to deal with the suppliers directly so he could pass the savings on to the customers. He later brought a new idea to Ben Franklin management that they should open discount stores in small towns. They rejected his idea. Sam and his brother James (Bud) opened their first Wal-Mart Discount City store in Rogers, Arkansas in 1962. Walton and his wife Helen had to put up everything they had, including their house and property to finance the first 18,000 square-foot store. With gradual growth over the next eight years, they went public in 1970 with only 18 stores and sales of $44 million. While other large chains lagged behind, Wal-Mart soon grew rapidly in the 1970's, due to their highly automated distribution centers and computerization. By 1980, they were up to 276 stores with revenues of over $1.2 billion. Sam Walton's guiding philosophy for his stores from the beginning was to offer consumers a wide selection of goods at a discounted price. The company saved money by keeping low advertising costs and located stores in small towns where residents had few options for retail shopping. On one level, Sam Walton was â€Å"just folks†, the guy with the red dented pickup with the bird dogs in back. On another, he was the flinty entrepreneur, there to peer as deep into the salesmen's souls as into their sample kits and persuade them to give a deeper discount for Wal-Mart's bulk and massive purchases. Wal-Mart's success in small towns led to criticism that the stores took business away from small, hometown merchants. Nevertheless, the company managed to successfully market the stores as friendly, local businesses. In the Wal-Mart spirit, employees often greet shoppers at the store's entrances. Since their early days, Wal-Mart stores have paid careful attention to specific community needs and wants, often selling local merchandise along with items sold throughout the chain. In addition, the company honors selected graduating high school seniors with college scholarships, and the stores hold charity fund-raisers and sponsor various community events. Wal-Mart's corporate community spirit began to exert an influence on public policy in the 1990s. After the record industry established a parental advisory system of â€Å"stickering† music albums containing potentially offensive material, Wal-Mart decided to ban the stickered albums altogether from their stores. The company subsequently has succeeded in influencing many record companies to release clean versions of stickered albums. Wal-Mart has considerable impact in the music industry, largely because about one-tenth of all compact disks sold in the United States are sold at Wal-Marts. Today, Wal-Mart has over 728,000 Associates worldwide with 3,500 stores, sales of over $104 billion, is in operation in all 50 states and it's still growing. In an average week, approximately 60,000,000 customers will shop at Wal-Mart throughout the world. In his autobiography â€Å"Sam Walton: Made in America: My Story,† Sam shares with us, â€Å"If you believe in your dreams, there's no limit to what you can do.† In 1992, American legend, Sam Walton left us with these words, â€Å"I would like to be remembered as a good friend to most everyone whose life I've touched; as someone who has maybe meant something to them and helped them some way.† While Walton's management techniques over the years were hardly the stuff of an MBA program, it represents the kind of grassroots common sense that many entrepreneurs readily acknowledge-but too seldom heed. (People have a knack for making business more complicated than it needs to be.) What Walton showed the world, but especially the retailing world, was that success was rooted in a mindfulness of a few basic principles. These principles consisted of constantly being mindful of; customer service and satisfaction, always take advantage of the competitions ideas, diversify, employee satisfaction, and give back to the community. Couple this with a relentless drive to put these principles into practice. Sam Walton understood better, it seems, than anyone else that no business can exist without customers. He lived by the creed of, make the customer the centerpiece of all your efforts. In addition, in the process of serving Wal-Mart's customers he served Wal-Mart associates, shareholders, and communities. He accomplished this almost without parallel in American business. Walton knew what the customer wanted. The customer wanted everything: a large assortment of quality merchandise; low prices; satisfaction guaranteed; friendly service; convenient hours; free parking; a pleasant shopping experience. His motto was, â€Å"always exceed the customers expectations†. In the 1950's and 1960's the great migration from the inner cities and from the rural areas to the suburbs had begun. The big retail giants stayed put, around the large populated suburban and urban areas. Small town and rural America either had to travel to the big city to buy cheaper or buy from the local merchant at a higher price. These merchants seemed to think that since they had a captive audience they could stick with their 35 to 45 percent mark-ups. There seemed to be an ever widening or let me say, vacuum occurring. Walton has been accused of single handily driving the small town merchants out of business. Reality shows though that the small town merchants brought about their own demise, by being greedy and only trying to monopolize their small piece of the market. They also viewed that raising the mark-up on their goods could only solve their loss of revenue, declining because of people moving out and people driving to the urban areas to shop. Sam saw just the reverse of this. Buy in tremendous volume, mark the goods up less than 30% and carry a large variety of goods. â€Å"Every day low prices† is a hall mark of Wal-Mart and Sam credits a manufacturer's agent from New York, Harry Weiner, with his first real lesson about pricing: â€Å"Harry was selling ladies' panties for $2 a dozen. We'd been buying similar panties from Ben Franklin for $2.50 a dozen and selling them at three pair for $1. Well, at Harry's price of $2, we could put them out at four for $1 and make a great promotion for our store. â€Å"Here's the simple lesson we learned †¦ say I bought an item for 80 cents. I found that by pricing it at $1.00, I could sell three times more of it than by pricing it at $1.20. I might make only half the profit per item, but because I was selling three times as many, the overall profit was much greater. Simple enough, but this is really the essence of discounting. By cutting your price, you can boost your sales to a point where you earn far more at the cheaper retail. Sam's adherence to this pricing philosophy was unshakable, as one of Wal-Mart's first store managers recalls: â€Å"Sam wouldn't let us hedge on a price at all. Say the list price was $1.98, but we had paid only 50 cents. Initially, I would say, ‘Well, it's originally $1.98, so why don't we sell it for $1.25?' He'd say, No. We paid 50 cents for it so mark it up 30 percent, and that's it. No matter what you pay for it, if we get a great deal, pass it on to the customer.' And of course that's what we did.† Moreover, that's what we continue to do – work diligently to find great deals to pass on to our customers. Some will argue that Walton†s plan was, and Wal-Mart's plan even today, is to drive all competition out and raise prices for even larger profits. In essence, become a monopoly similar to the previous small-town merchants. The argument is mute because a true free market will not allow this to occur. Someone will come in to fill the new vacuum that will be in existence. Just like Sam Walton did with Wal-Mart. Walton also saw a large segment of the country, although widely dispersed in small towns, being totally inconvenienced by the big retailers. Yet the treatment by the people who owned the small-town stores who were neighbors, and sat in the same pew on Sundays was even worse in Sam's eyes, it was unconscionable. He could not understand how neighbors could treat one another in such a way over profitability. It was not right and he would make sure people were treated like friends and family when they came into a Wal-Mart. Sam Walton from the very beginning would scope out his competitors. When he would go to a competitor's store, it was always tempting to see how dumpy it was, how small it was, or any other negative aspect that would make his stores seem better. He would never tolerate those types of thoughts. When he and whomever came back from visiting the competition, he would force them to focus on what the competition did better than their stores did. Once he went into a store in Tennessee and the place was awful. The produce smelled, and it was just a disaster. In addition, his associates were kidding each other wondering what Sam was going to say about this situation. Sam looked at the back of the store and saw a cigarette rack and said, â€Å"You know, that's the finest cigarette merchandising I've seen in a year.† Sam's view of his visits to the competition was that you have to see what they do better than you and learn from them. You must never have the arrogance to take your competition for granted, because that can come back and hurt you. Sam Walton felt that a business should always diversify, spread their risk. While Walton may have had his fortune tied up in one business, he still sold everything and anything he could get a good price on. Sam Walton felt that if you want anything bad enough, you could find a way to do it. Sam Walton said, â€Å"There's a steep price you pay for success, and successful people in business know that.† Sam's philosophy on leverage was that you couldn't spend more than you're taking in, that leverage will always come around and bite you. Conversely, Walton also felt that tough times magnify opportunity for those who avoid debt. He always said that there will come a time when big opportunities will be presented to you, and you have to be in a position to take advantage of them. Sam Walton told a story about how back in the late 1970s, when Wal-Mart had about 250 stores, when he received a call from the chairman of Kmart offering to buy Wal-Mart. Walton replied, â€Å"Gee, that's funny. I thought we'd buy you.† The Kmart people were amused. After all, at the time Kmart had five times as many stores as Wal-Mart. However, Walton knew that internal and external problems were plaguing Kmart. The company was over leveraged and lacked focus. Kmart was a retailer in distress. Walton could see that, and he knew it was time to seize the moment and go for the jugular. In the sluggish, high-interest-rate economy of the early '80s, Kmart faltered and Wal-Mart ate its proverbial lunch. Sam is notorious for calling his employees, â€Å"as did J. C. Penney, ‘associates'† instead of clerks or workers. This may not seem like a large difference, however, it instills a feeling in each employee that he/she is responsible for the operations of the firm. Sam had never thought of using it at Wal-Mart until during a visit to England when he saw a storefront window. â€Å"It was the Lewis Company, J. M. Lewis Partnership. They had a partnership with all of their associates listed up on the sign. For some reason, that whole idea really excited me: a partnership with all our associates.† His openness to talk and listen to anyone of his employees made them feel that they were an integral part of the company. He would later on use his company's satellite system to communicate live to all of the stores at once to relay messages, which he thought, were vitally important. Although this practice is not copied from any company, the very concept of being close to all associates is being copied from his early mentor, J. C. Penney. Sam believes in opening the lines of communication, so they do not only flow from top to bottom, but from bottom to top. Mr. Penney also displayed this idea by spending as much time as possible in his stores. One author said, â€Å"Walton does a remarkable job of instilling near religious fervor in his people.† Sam borrowed this idea from Mr. Penney, the president of J. C. Penney, while Sam worked for him. â€Å"Then, of course, the icing on the cake was when James Cash Penney himself visited the store one day. He didn't get around to the stores as often as I would later on, but he did get around.† Sam made a point to be in the store as much as he could, unlike many managers of today. The reason for this was to allow his associates to really feel important with the president of the company coming to visit them. Few could argue with Adam Smith's statement that â€Å"It is not from the benevolence of the butcher, the brewer, or the baker, that we expect our dinner, but from their regard to their own interest.† Those businesses that refuse to look after their own self-interests will not be businesses long enough to have any impact. At the same time, however, there can certainly be regard for a larger purpose. For some businesses, commitment to a larger purpose would be simply learning the difference between right and wrong, while others take a more responsible view of the role they play in the lives of their employees, their customers, and ultimately how they affect the world. Sam Walton's philosophies were and are fundamentally based on giving back some of the wealth that he and his family receive. Sam Walton, was not just one of the most successful and rich men in America, but prided himself and his family on giving something back. His family's gifts reflect a wide variety of interests, spread across numerous organizations, with a heavy emphasis on education. His programs continue after his death. Walton funded a special scholarship program that sends kids from Central America to college in Arkansas. Presently, there are about 180 of these children enrolled at three different Arkansas schools, and Sam paid about $13,000 a year per student. He also sponsored seventy scholarships of $6,000 each year for children of Wal-Mart associates. In addition to many educational institutions, recipients of Walton family gifts include church groups and community projects like zoos, libraries, and recreational facilities. He supported hospitals and medical research programs. He funded art groups and theater groups and symphonies. He gave to conservation and environmental causes and veterans' groups, as well as to economic development groups and free enterprise groups. Sam and his family also supported both private and public schools. Sam supported such groups as the Citizens Against Government Waste, Students in Free Enterprise, and the Arkansas Business Council. He conducted an aggressive United Way campaign. He was the largest single contributor to the Children's Miracle Network Telethon, donating $7.5 million. Sam donated his share of the proceeds from his book, Made in America, to the New American School Corporation, a private initiative started by business leaders who have pledged to raise $200 million for the development of â€Å"break-the-mold schools.† Most of the giving that Sam Walton has done has either been anonymously, or linked to strict requests for no publicity.

Managing Team Conflict

Potential sources of conflict for the team include team member’s schedules, member disagreement, lack of consideration of deadlines, lack of input, and ineffective communication. One issue to contribute to conflict is the lack of input of all team members and the failure for team members to show up and meet at the designated time agreed upon by all team members.   Since there are different knowledge and skill set levels of all the members of the team, there can be areas where these levels overlap. In addition, there can also be areas where the team is missing necessary strengths to fully assist the team in its goals.Without effective communication, team members cannot fully express skills each person currently possesses, and areas of knowledge where assistance is needed.   Communication barriers pose potential problems as well. One communication barrier that exists is failure for group members to utilize active listening. According to Hamilton (2001), â€Å"Many times whe n we are discussing a problem with others, we listen selfishly. In other words, we listen to gather ammunition for our rebuttals and to determine when we an insert our viewpoints into our conversation. Active listening requires us to listen from the speaker’s viewpoint† (312). With this in mind, it is important for all team members to utilize active listening and be open to new ideas and thinking. It is through learning from other team members that a team can increase strengths and gain additional knowledge to assist the team in its goals.One way to assist with communication is having a leader of the team. The role of the leader is essential because it helps the team maintain organization and structure. Having a leader can assist the team when decision making must be performed. In the decision making process, three leadership styles used are autocratic, democratic and laissez-fairre. Each of these leadership styles can be used by any individual within the team. Ultimate ly, the goal of the team should be to use the democratic leadership style. The democratic leadership style is the preferred method of decision making because, â€Å"two-way communication exists between leaders and followers,† (Hamilton, 319). It is this two-way communication that will assist all team members in having a say about the decision and making the decision that will best benefit all team members.Failure to utilize effective communication can lead to conflict within the group. One conflict already experienced within the group is lack of input and failure for all members to show up for designated meetings. This creates a problem since all input is needed to make effective decisions within the group. It becomes a problem for completing assignments without all input from team members and creates tension within the team since less members are available to perform all the work needed to complete the assignment. Those members who are actively working on the assignments are doing work for those members who fail to give input or report as a team.One source of conflict that is beneficial to the team is that conflict surrounding differences of opinions. Since each individual is unique and brings knowledge with him or her, having challenging opinions and views will ultimately assist the team in its knowledge and long term goals. 2. How will the team deal with a team member who will not cooperate with the team goals and objectives – for instance, the team member who is personally offensive; or, the team member who is a social loafer?Having a leader who will be in charge of the team is a way to limit the issues that arise in the team. In addition, ground rules must be established when the team is formed to minimize the risk of issues among the team. If a team member is consistently disrupting the team and not assisting the team in its goals, then action needs to be taken. If the leader of the team is unable to resolve the issue with the team member, then additional intervention may need to occur.3. Reflect once more on the experiences you’ve had within your current learning team. Describe a time when the members of your team have managed conflict by: a. Avoidance b. Competition c. Accommodation d. Collaboration e. Compromise Next, discuss which of the above conflict management methods seemed to yield the best outcomes for your learning team. Explain your rationale. Since lack of input poses to be a problem with the current learning team, avoidance is used by team members. The remaining team members who show up for meetings and actively contribute have done so in a collaborative manner in order to finish the task at hand. The six conflict management strategies can occur in all teams, but the conflict management strategy that yields the best outcome is using collaboration. Collaboration is a means of problem solving that takes all ideas and finds the best solution based upon the ideas. If all team members bring ideas to the table, the learning team can then take all ideas into consideration and determine the best solution to the conflict.4. Summarize the responses to #3 into five specific team rules about conflict management that describe how team members will respond and behave in challenging situations. Consider adopting the following phrasing: When faced with conflict, our team will manage it by†¦. A. Create a schedule that lists who is responsible for what portion and the due date for inclusion in the overall project.B. Everyone will communicate in a respectful manner.C. Take constructive criticism and compromiseD. Work cooperatively with other members of the team.E.   Participate and complete assignment on timeReferencesHamilton, Cheryl R (2001) Communicating for Results. Belmont: Wadsworth / ThomsonLearning.

9 preguntas a turistas en control migratorio de EE.UU.

9 preguntas a turistas en control migratorio de EE.UU. Turistas y personas de negocios que llegan a Estados Unidos pueden esperar que los oficiales de control de paso migratorio de la CBP les pregunten una serie de cosas para decidir si permiten su ingreso al paà ­s. En el paso migratorio tambià ©n se verifica el pasaporte y la visa o ESTA –en el caso de pertenecer a un paà ­s del Programa de Exencià ³n de Visados– y se cotejan con el programa TECS de la computadora del oficial migratorio. Adems, se tomarn los datos biomà ©tricos del solicitante a ingresar a Estados Unidos. En este artà ­culo se informa de cules son las 9 preguntas ms frecuentes en el paso migratorio y cules son las respuestas correctas, asà ­ como quà © puede pasar y cules son los derechos que aplican en la frontera de Estados Unidos (terrestre, marà ­tima y de aeropuertos). 9 preguntas preguntas frecuentes en el paso migratorio de EE.UU. El oficial de migracià ³n puede preguntar lo que estime conveniente, pero las que se enumeran a continuacià ³n son frecuentes. Una de las ms comunes es preguntar cul es la razà ³n de la visita a Estados Unidos. La respuesta debe ser acorde con el tipo de visa o documento con el que se solicita el ingreso a EE.UU. Asà ­, si se tiene una de turista B1/B2 o una autorizacià ³n conocida como ESTA, la respuesta es turismo, negocio o atencià ³n mà ©dica. Es absolutamente equivocado contestar que la intencià ³n es buscar trabajo o contraer matrimonio. Otra pregunta frecuente es dà ³nde se va a alojar. Se puede llevar impreso el nombre y direccià ³n del hotel, si ese es el tipo de alojamiento. Si se va a estar viajando, tambià ©n es perfectamente vlido contar cà ³mo se piensa viajar y los planes que se han hecho para reservar alojamiento, aunque no es necesario tener absolutamente todo cerrado ya que puede haber cambios en el caso de, por ejemplo, planear un tour por carretera. En todo caso, tener en consideracià ³n que, en ciertos casos, hay que notificar los cambios de direccià ³n del lugar de estancia. Tambià ©n se pregunta a quià ©n va a visitar. Es absolutamente normal visitar amigos o familiares. Sin embargo, si estos estn en situacià ³n de indocumentados se recomienda no mentir a los oficiales de migracià ³n bajo ninguna circunstancia, pero tampoco crear una situacià ³n difà ­cil para los amigos o familiares. Tambià ©n se pregunta cunto tiempo se va a quedar. Es fundamental tener claro el tiempo mximo de estancia legal. Si se ingresa con una visa, es posible pedir una extensià ³n o cambio de visa, si se cumplen todos los requisitos. Por el contrario, si se tiene una ESTA, se tiene que salir del paà ­s antes de los 90 dà ­as y no es posible, bajo ninguna circunstancia, ampliar ese plazo. Tambià ©n se pregunta cunto dinero se trae y si se tiene algo que declarar. Se trata de no exceder el mximo legal sin declarar y tambià ©n de asegurar de que no se va ser una carga para el gobierno de los Estados Unidos. No hay que llevar mucho dinero en efectivo, ya que se pueden llevar tarjetas de dà ©bito o/y crà ©dito. Otra pregunta clsica es en quà © se trabaja o quà © se estudia. Responder lo mismo que se ha dicho al solicitar la visa. Asimismo, si se llega por avià ³n es habitual que se pregunte desde dà ³nde se vuela. La respuesta correcta es la ciudad desde donde despegà ³ el vuelo pero si se ha hecho escala, se puede contar el viaje completo. Otras preguntas que hay que esperar es si se ha visitado previamente los Estados Unidos. En este punto tener en cuenta las consecuencias de viajes anteriores en los que no se salià ³ a tiempo del paà ­s, y tambià ©n  cunta frecuencia se est ingresando.  ¿Quà © puede pasar a continuacià ³n? Pueden suceder varias situaciones, que dependen de la decisià ³n que tome el oficial migratorio. En la mayorà ­a de los casos, la persona extranjera ser admitida a Estados Unidos, aunque es posible que debe pasar por una segunda inspeccià ³n, que es lo que popularmente se conoce como el cuarto. Si se ingresà ³ con visa de turista, se puede consultar el I-94 –registro de entrada y de salida– para tener claro cundo se debe salir del paà ­s o para pedir una extensià ³n de la visa. Tambià ©n es posible que se le permita entrar aunque no tiene los documentos necesarios. En estos casos se dice que se la ha dado un parole. Es decir, se permite el ingreso aunque no se cumplen los requisitos. Por ejemplo, en los casos de peticià ³n de asilo despuà ©s de mostrar miedo creà ­ble en una entrevista. Tener en cuenta que ya no es posible solicitarlo en la frontera por razà ³n de miedo a las pandillas o violencia domà ©stica y que en estos momentos es habitual que el solicitante de asilo en la frontera espere por meses e incluso aà ±os detenido hasta que se resuelve su caso. Adems, en casos extraordinarios, la persona ser arrestada (aprehendida), como es el caso de que està © buscada por un delito por las autoridades. Y, finalmente, la persona extranjera puede ser regresada al paà ­s en el que se inicià ³ el viaje. La razà ³n es que se considere que es inadmisible para ingresar a EEUU, que es inelegible para la visa que tiene o para la ESTA, o que los documentos son falsos. Como las situaciones de la prohibicià ³n a ingresar son muy variadas, es importante saber si se coloca un I-275 en la visa, o se realiza una expulsià ³n inmediata o, incluso, se permite al extranjero retirar su peticià ³n de ingreso a EE.UU. Todas esas situaciones tienen consecuencias diferentes a la hora de intentar posteriormente regresar por lo que conviene tener claro quà © realmente pasà ³ y por quà © se denegà ³ la entrada. Derechos en el control migratorio de EE.UU. En los puertos de entrada, conocidos en inglà ©s como POE y que puede ser un aeropuerto, un puerto marà ­timo o una frontera terrestre, hay que pasar dos controles, primero el migratorio y luego el aduanero. En los POE, que tienen todos consideracià ³n de frontera, no est permitida la asistencia legal de abogados y, en contra de una opinià ³n errà ³nea muy extendida, lo cierto es que no aplican las protecciones de la Constitucià ³n. Por lo tanto, si asà ­ lo consideran necesario, los oficiales de la CBP pueden tener acceso a nuestros telà ©fonos, cmaras, computadoras y otro material digital. Puntos clave El oficial del control migratorio puede preguntar lo que estime convenienteLa visa o la ESTA no garantizan el ingresoEn los puntos migratorios de ingreso a EE.UU. no aplican los derechos constitucionales Este artà ­culo no es asesorà ­a legal. Tiene una finalidad exclusivamente informativa.

Pope Benedict II

Pope Benedict II Pope Benedict II was known for: His extensive knowledge of  Scripture. Benedict was also known to have a fine singing voice. Occupations: PopeSaint Places of Residence and Influence: Italy Important Dates: Confirmed as Pope:  June 26, 684Died:  , 685 About Pope Benedict II: Benedict was Roman, and at an early age he was sent to the schola cantorum, where he became extremely knowledgeable in Scripture.  As a priest he was humble, generous, and good to the poor. He also became known for his singing. Benedict was elected pope shortly after the death of Leo II in June of 683, but it took more than eleven months for his election to be confirmed by Emperor Constantine Pogonatus. The delay inspired him to get the emperor to sign a decree putting an end to the requirement of an emperors confirmation. In spite of this decree,  future popes would  still undergo  an imperial  confirmation process. As pope, Benedict worked to suppress Monothelitism. He restored many churches of Rome, helped the clergy and supported the care of the poor. Benedict died in May of 685. He was succeeded by John V. More Pope Benedict II Resources: Popes BenedictAll about the popes and antipopes  who have gone by the name of Benedict through the Middle Ages and beyond. Pope Benedict II in Print The links below will take you to a site where you can compare prices at booksellers across the web. More in-depth info about the book may be found by clicking on to the books page at one of the online merchants. by Richard P. McBrien by P. G. Maxwell-Stuart Pope Benedict II on the Web Pope St. Benedict IIConcise biography by Horace K. Mann at the Catholic Encyclopedia.St. Benedict IIAdmiring bio at Christs Faithful People. The PapacyChronological List of PopesWhos Who Directories: Chronological Index Geographical Index Index by Profession, Achievement, or Role in Society The text of this document is copyright  ©2014 Melissa Snell. You may download or print this document for personal or school use, as long as the URL below is included. Permission is not granted to reproduce this document on another website. For publication permission, please visit Abouts Reprint Permissions page. The URL for this document is:http://historymedren.about.com/od/bwho/fl/Pope-Benedict-II.htm

Paper topic as below dont need til 2nd april 2010 Essay

Paper topic as below dont need til 2nd april 2010 - Essay Example ‘Madam Bovary’ a very famous novel by Gustave Flaubert, published in 1857, gives a detailed picture of the social status of women in the nineteenth century through the travails of Emma Bovary, as she passes from an impoverished childhood as the daughter of an illiterate farmer, to adulthood as the wife of a capable but lazy doctor, and later on, to her relationships with her lovers. Like Isabel, Emma is trapped in the middle class social norms and longs to escape. However, the similarities between the two characters end here. Emma uses her only power, her body, to rebel and tries to cut the suffocating social bonds of her era, while Isabelle uses her mind and spirit to remain free. At the end of each novel, the leading female protagonists are found to be unhappy and disillusioned with their lives. This article will discuss these two similar, yet so different, female characters keeping in view the social aspects of their times. It will examine their similarities and diffe rences and compare their methods, in their rebellion against the stringent social norms of the nineteenth century Europe. In the story â€Å"Portrait of a Lady† set in the 1860’s America, the chief protagonist Isabel Archer is portrayed as a free spirited girl, from an affluent family, who having lost her mother when very young had been brought up by her father in a rather haphazard way. He had allowed Isabel to become educated and had always fostered her independence. Under such circumstances, Isabel had become extremely strong willed, confident, was well read and a little bit of a narcissist. In their hometown in Albany, in America, Isabel had managed to earn herself quite a name as an intellect and an intimidating personality. Unwilling to settle down for a marriage that would undermine her free spirit and not willing to compromise at any cost, Isabel decides to travel to Europe with her aunt Mrs. Touchett, after her father’s death.