Managing diverse workforce Essay Example for Free

Managing diverse workforce Essay Workforce diversity includes the obvious differences we see when we look around: race, gender, national origin, sexual orientation, age, religion and ethnicity. But it’s also the less obvious traits, the subtle differences that often register with us unconsciously, such as socioeconomic status, marital status, educational background, language, accent and appearance. We all have something that makes us unique, some special talent or ability that we bring to the table that differentiates us from our colleagues. That’s diversity at its best. Sourcing and managing people from a diverse background have become a critical part of an employment and management strategy. Workers who vary in age, gender, ability, sexual orientation, socioeconomic background or culture, ethnicity and language, make a positive contribution to an organization’s workforce — they’re an asset to organization culture and the bottom line as companies and managers are realizing every day that passes. There is a common belief that a diverse workforce brings innovative and creative solutions to an organization from ‘outside the box’. An effective corporate diversity program is a powerful way to gain a competitive advantage and stand apart from competition. It can’t be overstated that diverse workforce brings real bottom-line value to any organization. Diverse workforce allows organizations to break barriers, attract new customers and build customer-base and help form strategic alliances with partners across the globe by having better knowledge of the target markets and establishing better communication capabilities and having ability to communicate in a variety of languages including understanding of cultural differences. Just over half of the employers polled in Canada said they anticipate a shortage of quali? ed workers in the next ? ve years and approximately 67% believe they currently have a more diverse workforce than 5 years ago. These forward-thinking companies are not only placing an emphasis on making a positive contribution to their workforce – but on their bottom line. Source:Randstad Despite Workforce diversity is becoming common phenomenon across Canada, managers of today are increasingly facing the challenges of handling a diverse workforce and being sensitive to this diversity (Tjosvold, 1985). The rationale behind this research is to understand challenges organizations are facing as a result of managing diverse workforce. Additionally the research would try to look into various ways managers can overcome these challenges and make managing diverse workforce a real success. The concept of managing diversity originated in America following the growing need to manage cross-cultural and individual differences in an increasingly diverse demographic workforce (Cox Blake, 1991). In Canada, immigration and large numbers of women entering the workforce promoted diversity management efforts since the 1990s, although the workplace composition differs from that in the USA (Miller A. Rowney, 1999). Experts (Fernandez, 1993; Rice, 1994; Carnevale and Stone, 1994) indicate that business owners and managers who hope to create and manage an effective, harmonious multicultural workforce should remember the importance of the following: Setting a good example: This basic tool can be particularly valuable for small business owners who hope to establish a healthy environment for people of different cultural backgrounds. This is because they are generally able to wield significant control over the business basic outlook and atmosphere. The leaders must exhibit strong commitment to addressing issues like myths, stereotypes, and real cultural differences, as well as organizational barriers that interfere with the full contribution of all employees. Communicate in Writing: Organization policies that explicitly forbid prejudice and discriminatory behavior should be included in employee manual, mission statement and other written communications. Diversity should be a super-ordinate goal instead of a goal assigned to individual group. Training Programs: Awareness and skill building training programs provides information on cultural norms of different groups and how they may affect work behavior. New employee orientation programs are ideal for introducing workers to organization’s expectation regarding treatment of fellow workers irrespective of their cultural or ethnic background. Recognize individual differences: There are number of dimensions around human relationships. These include but not limited to: acceptance of power equality, desire for orderliness and structure; the need to belong to a wider group etc. Difference should not be assumed to be cultural. Other sources are personality, aptitude or competence ( Goffee, 1997). Actively seek input from Minority workers: Seeking opinions of minority groups and their involvement on important matters is beneficial not only because of the contributions they can make but also as it sends a message that they are valued by the organization. Revamp reward system: An organizations performance appraisal and reward system should encourage and reinforce effective diversity management. Flexible Work environment: Cox (1994) indicated that flexible work environment could be highly beneficial for and to people of non-traditional cultural background because their approaches to problems are more likely to be different from past norms. Continuous Monitoring: Experts recommend that business owners and managers establish and maintain systems and routines that can continually monitor the organization’s policies and practices to ensure that it continues to be a good environment for all employees. Periodic surveys should be conducted by management to understand employee’s needs (Jorgensen, 1993). Impact of Diversity on Organizational Culture: Hill and Jones defined organizational culture as those set of norms, values, and attitude that defined the way the employees of an organization behaved and interacted with each other and with others outside their organization (Hill and Jones, 2001). Organizational culture has been seen as instrumental in impacting individual employees in an organization. A positive organizational culture promotes diversity by taking advantage of diverse talent pool as well as intellectual capital whereas a negative organizational culture will stifle and discriminate against diversity and thus affect the work environment and consequently the employee productivity (Chatman and Spataro, 2005). Thomas identified that organizational culture is responsible for the systematic and planned way in which a diverse workforce is managed in an organization and their skill sets are put to use for the benefit of the business (Thomas, 1992). With dramatic adoption of diversity as a value-add across number of organizations, it’s become important to make sure organizational culture promotes workplace diversity. It means extensively analyzing a organizations current culture and changing those parts that limit cultural diversity. Also, it means recruiting new employees for the skills they can bring to the organization rather than their cultural homogeneity. Lastly, it means working with a management team to help them understand that cultural diversity is a business issue, and their own careers will benefit from enabling their employees to reach their full potential (Managing Diversity, 1999). Diversity management contains three (3) components: 1. Equal Employment Opportunity/Affirmative Action programs direct attention to laws that guide recruitment and promotion. 2. Valuing differences centers on interpersonal qualities that shape managements relationships with their employees. 3. Managing diversity focuses on the diverse quality of employees work-life needs such as childcare, family leave, and flexible holiday schedules. It requires setting policies and procedures that empowers managers to meet employees needs (Galagan, 1999; Jenner, 1994; Wilkinson, 1999). Managing diversity is managing human resource needs, says Ben Harrison. ( Jenner, 1994). Human resource personnel alone cant do the work of managing diversity. All levels of managers should implement programs designed to heighten awareness of cultural differences, foster appreciation for these differences, and identify the commonalties among the various ethnic groups. Managing diversity is an effort that will involve all members of the organization In order to reap the fruits of diversity. The process should start by including managing diversity into the overall strategy, this will promote cultural synergy and effectively integrating the better elements associated with multiple cultures. This tactic will help in aiding of identifying and implementing of new practices in companies with diverse units. Steps to be taken to begin managing diversity are: 1. Assess your organizations needs by conducting an organizational audit to determine which diversity problems exist. The audit should consist of surveys, interviews, focus groups, or a combination of these. 2. One should learn all s(he) can by exposing him/herself to different types of people, for this can reduce Stereotyping. 3. Strengthen top managements  commitment level. White males control the resources and feel most of the fear; therefore, they should be informed of the importance of their involvement, for this can reduce if not eliminate their fear. 4. Develop new selection criteria that include personality characteristics. Promote cultural synergy by effectively integrating the better elements associated with multiple cultures. 5. Invest in communication training to reduce prejudice and develop 6. Choose soluti ons that balance strategy to achieve the organizations goals. 7. Build diversity into your leadership team: You must plan for the development and promotion of your employees. 8. Look for ways to adjust your organization to your workers. This means the organizations culture should be employee oriented. Instituting flexible management systems to accommodate diverse workers can do this. This includes job sharing, flextime, and separate reward and benefit systems. (Managing Diversity, 1999,Galagan, 1999;Nelton, 2000) Conclusion At the end of the day appreciating diversity in people means recognizing, accepting, and supporting their differences. In addition, properly managing diversity means creating an environment that takes advantage of the different characteristics of everyone, which is in the best interest of the organization and the employee. The concept of managing diversity was developed as a result of the changing demographics of workforces, imperfections of Affirmative Action programs, and discrimination laws. Managing diversity involves consumption of all program and resources to building systems and a culture that unite different people in a common pursuit without undermining their diversity. It differs from solely using from Affirmative Action programs or other of its kind, because it creates an environment where all individuals can contribute to their maximum potential. Attaining support from top management is the most important implementing step in the process, which is necessary to ensure success. Additionally, it reduces the fears of the dominant group. Through the use of all valuing diversity, managing diversity and affirmative action companies create a qualified, diverse work force that appropriately reflects the demographics of its communities.

An Analysis of the Culture of an Organisation

An Analysis of the Culture of an Organisation Organisational culture is a place or community and sometimes is called as workplace environment on which the growth of the employees or the people is relied that is important for the growth of the company itself. The culture should be encouraging and based on the organizational policies, values and set of business ethics as well so that the people working within the organizational working environment can find things to keep in ethical standards and also according to the way the business organization wants to keep. This will benefit both the business organization as well as the people working for the organization as well. This report is based on the title of An analysis of the culture of an organisation and for accomplishing the key objectives of this assignment, we are to use the case of Nestle. Nestle is a big global business organization and it has been serving the world food industry for the last 150 years of successful business operations as cited by (About us, 2016). The cultur e of Nestle is a big matter of discussion when the company is much health and safety as well as environment concern providing best food products to the people in more than 189 countries of the world. It employs more than 3, 35, 000 employees having operated more than 2, 000 brands of it in the international food market as highlighted by (At a glance, 2016). Nestle has a good culture practicing growth for its employees and improving their abilities and skills continuously within the organizational community through performance improvement and reward systems as well. The culture of Nestle is based on better performance that the employees are always encouraged to be better than the past as noted by (Performance culture, 2016). Organization and the culture of the organization is significant as evaluated by the employees or the people who work there. It is significant in the sense that if the organization cannot ensure and provide the culture or the minimum working environment to the employees where the employees will have the growth opportunities. If they cant get the opportunity to Put into their potentials in the company and the opportunity to prove themselves then, employees will not find interest for working there anymore. This report will cover the culture of Nestle and how it assists its employee to keep themselves align with its mission and objectives while giving them the opportunities and benefits for working better and nurturing the culture of it. In order to discuss the facts related to the evolution of the culture of Nestle, we will demonstrate how different theoretical framework or models can be applied to the case of nestle. Also, an analysis will take place on using and evaluating a particula r and relevant cultural theoretical model to the selected organization along with some evaluative recommendations for the company to better design the culture of it. This report will be prepared basing on the fact of equality of rights for both male and female employees and balancing gender in the workplace environment. Nestle is trying to enhance some systematic changes and trying to bring some improvements in the workplace environment in order to enhance as well as develop the culture of the organization throughout all of the offices of Nestle. Also, maintaining standards in all of the departments and offices throughout the word is another goal of Nestle through focusing on some key changes such as eliminating child labor, ensuring better safety in the workplace, improving supply chain, using environment friendly production and distribution system and many more issues as cited by (Creating Shared Value, 2016). So, we are to focus on the issue of balancing gender or, enhancing balance in gender in Nestle as this is one of the issues that is presently confronted and tried to be settled at Nestle. Culture of a business organization or company needs to be understood and evaluated by the managers or strategists of the particular business organization. The analysis on the culture of a particular business organization by its key planners or managerial personnel will provide the opportunity to enhance the productivity of the employees as well as the people working in the company through developing their skill within the standardize system of the culture set by the managers (Al Mehairi Zakaria, 2014). But, evaluating as well as understanding the workplace environmental characteristics or the elements of the culture to know about the nature of the culture of a particular organization needs to use some models or theories to analyze the key elements of the work environment or the culture of the company. Here, we are to discuss about two models of culture related to analyzing the culture of a business organization so that the issue that is currently facing by Nestle can be evaluated an d analyzed to oversee how the company is confronting and overcoming the challenges or the issue. Among various models of organizational culture, we are to discuss here on the Hofstedes model of culture and the Handys model of culture. In the following paragraphs these two model of organizational culture are to be discussed brief. Hofstedes model of culture Geert Hofstede is a psychologist who had provided with a model showing the variables or dimensions that a society or a culture of the society or culture of any organization as well as company might possess (Geert Hofstede, 2016). The model of cultural dimensions was provided by Geert Hofstede in the year of 1970 which was invented basing on a research project by Geert Hofstede (Hofstede, 2009). The research project was conducted on fifty different countries of the world involving the workers or people working in the IBM and he differentiated one culture from another as cited by (Research Geert Hofstede, 2016). Through conducting this research project, Geert Hofstede provided four dimensions and later on, he added two more dimensions of culture that are now used by the organizational researchers to understand differences among the culture of each country from other business organizations. Strategists or managerial personnel use this model of culture to analyze various differences in the culture of a particular business organization in order to settle the issues faced by the company to overcome cultural problems. Moreover, the model of cultural dimension by Hofstede is used for understanding cultural differences between or among societies or cultures of business organizations as well. Geert Hofstede suggested six dimensions of organizational or societal culture. According to (Hofstede, Pedersen, Hofstede, 2012), these six cultural dimensions of culture can place value within the organization if the variables or dimensions can be properly balanced and managed by the mangers. The six cultural dimensions by Hofstede are described below in brief. Power distance: Power distance index is a measurement of power distribution that shows how the power within a society or business organization or company is distributed to the people of the particular institution or company. This index consists two sides from which one is high power distance and another is low power distance. The two sides reflect two kinds of nature of a culture of a business organization along with the nature of the authority and management possessed by the managers of a particular business organization. The business organization which has people with high in power distance that means that people have more power than the people living without zero or very low power than the higher class people in the society or in the organization. The organization having high in power distance index follows an authoritarian management philosophy and the employees working there do not have the rights such as flexibility of work, right of making decisions or giving opinions etc. But , low power distance index of an organization has a balance in the power that people have in the working environment or company. Managers follow democratic leadership and managerial style involving others in making key organizational decisions as well as cited by (Organisational Culture Geert Hofstede, 2016). Individualistic vs collectivistic: Business organizations may also have the nature of individualism or collectivism in its organizational culture or working environment. Individualistic business organizational culture doesnt inspire people to work for the shared goals as prescribed by the business organization. But, collectivist organizational culture of a business organization promotes common values and goals as well of the organization to be achieved through group or team efforts by the people working within the organization. This dimension shows whether a business organization has a culture of community sharing common objectives or a culture having interest for achieving personal rather than organizational goals. High and low uncertainty avoidance: Companies that are high in the uncertainty avoidance have a culture involving systems, regulations, guidelines to follow without coping with the changes due to the change of the business environment, change in the economy or change in the other variables that might influence the decisions taken by the company. These organizations do not change over time and believe that changes might cause problems whether, the organizations in low uncertainty avoidance index update their systems and implement improvements in the strategies or plans as well to innovate and to increase the feasibility and validity of the organizational policies. Masculinity and femininity: This index shows the attitude that a culture of a business organization possess. The high in the index shows that the organization is such ambitious, competitive and there is more difference in gender beyond equality between male and female employees. The low index value shows femininity attitudes within the culture of an organization of high in gender balance and focusing on relationship building with others in the organization to provide greater value for the organization together. Short term and long term orientation: Organization may have an orientation of short term which involves the organization to rely upon traditional systems followed by the company and also having the view that future will be handled in future without having any planning at present. Taking any action in the business is not made basing on future. On the other hand, having the long term orientation companies implement long term plans taking the value of time and analyzing the past, they take actions at present to improve the organizational situation in the long term. Indulgence versus restraint: Organization focusing more on indulgence or having high score in the index of indulgence versus restraint has a culture of rewarding employees toward a happier personal as well as work life. But, low in the index represents the culture of a business organization to involve rigid and structured organizational framework with no optimism of wellbeing of the employees. Handys model of culture Charles Handy is an Irish Philosopher who is a specialist of culture of business organization (Charles Handy, 2009). Charles Handy provided his model of organizational culture which involves four types of culture that the business organization may follow. This model of culture identifying the four types of culture of a business organization will make someone understand why employee feel comfortable working in a particular business organization.   According to Charles Handy, the four types or classes of culture of the business organization are described in brief in the following paragraphs as highlighted by (CRAINER, 2010). The power culture: The business organization that involves the power culture follows the leadership style as well as the management style of autocracy. Business organization having such power culture centralizes all the power of the organization to some of the person in the high level of the organizational hierarchy or structure. Key decisions or any types of decisions taken within the organization are done by them without giving any right of opinion giving to the employees as cited by (Charles Handy Model of Organization Culture, 2016). So, Employees do not enjoy working in such type of organization and also this type of culture ensures nothing equal on any issue for the betterment of the people working under the autocratic managers. Task culture: The business organizations or companies having or following the culture of accomplishing tasks through making team efforts are more objectives achieving oriented. According to (Bailey, 2007), the task culture emphasizes on sharing common goals and business objectives. In this type of culture, the employees are motivated to work as teams. Person culture: The Company in which people working there do not bother about whether the objectives or purposes of the organization are met or not and primarily and only their personal desires are their focal points possesses a person culture. When there is nothing that the employees have to expect any kind of betterment working hard for the company, this type of culture takes place in the business organization. Employees just come to the company for their salary and accomplishing their personal interest. Role culture: Organization possessing this type of culture where the employees are given the right combination of duties and authority aligning with their job position in the organization and basing on their qualifications and experience as well (Management Theory of Charles Handy, 2011). Employees within this type of culture are empowered with the authority given to them for choosing their own ways to solve any issue or accomplishing any task as well. Comparison between Hofstedes and Handys models of culture The two models of organizational culture describe two issue relating to the culture of a particular work environment or company. The first one provides six types of dimensions on which the nature of culture is understood but the later one describes types of culture that a company might possess either of them. The objective of these two models are also different. For example, the Hofstedes model is used to understand the culture of a particular organization through analyzing six set of attributes discussed in the previous task. But, Handys model of culture is used for knowing why an employee is working within a particular business organization as highlighted by (Types of Organizational Culture, 2016). Also, according to Hofstede a culture can be measured positive or negative analyzing the score in the six indices accomplished by the particular business organization as cited by (Hofstede, Hofstede, Minkov, 2010). But, Handys model of culture analyzes which type of culture does the business organization specifically possessing at present. We have selected a single issue- enhancing gender balance in Nestle to apply any of the cultural model within the Organizational culture of Nestle to overcome the challenges of confronting the issue. The Hofstedes model of culture doesnt involve any dimension relating to gender equality in the workplace environment where the Handys model of culture presents the role culture types which only focuses on qualification and education of the employee beyond gender disparity. So, we will utilize the Handys model of culture and apply this on the issue facing by Nestle at present. According to Charles Handy, there are four types of cultures from which any one of these types of culture can be seen in a particular business organization. Among these four types of culture described in the previous part of this report such as power, role, task and person culture, we are to use the role culture in case of Nestle. Because, we are responding to the issue of enhancement of gender balance within Nestle and we will emphasize on this type of culture to give some recommendations that the company might follow to adopt in order to confront the issue as well. The role culture as provided by Handy is focused on the empowerment of the employees working in the business organization (NCSL Modular Curriculum, 2016). As Nestle is directed toward improving its working environment balancing the role and power of the workforce through enhancing the balance in gender. Male as well as female employees are to be given equal opportunities and this is to be ensured for balancing in gender in Nestle and in any organization as well. The main objective under the issue of enhancing gender balance in the company is to increase the number of female in the higher or managerial positions f he company. This needs to be given the female workers or employee equal opportunities to grow and also to encourage and motivate them to work closely with the male employees so that the synergic calculation of the effort by both genders equals to more than the sum of them. The role culture needs to be adopted by Nestle because, this culture imposes equal rights, responsibiti es, power to all the employees according to their qualification and skill as well ass according to their job position without considering which gender they possess. So, adopting such practices and the role culture in the business organization will support Nestle to accomplish its objective of enhancing balance in gender. Nestle should implement the role culture that will ensure the empowerment with right combination of authority and responsibility of all the employees and eliminating the gender disparity within the business organization. Organizational culture needs to be set up according to its shared objectives and values so that the employees can be managed within the controlled organizational environment toward organizational goals acheieving. Through implementing such a shared culture will improve business processes for enhancing of opportunities for the betterment of the employees as well company. References       About us. (2016). Nestle.com. Retrieved 9 August 2016, from http://www.nestle.com/aboutus Al Mehairi, H. Zakaria, N. (2014). Understanding Organizational Culture for Effective Knowledge Sharing Behaviors in the Workplace. Organizational Cultures: An International Journal, 13(3), 33-52. http://dx.doi.org/10.18848/2327-8013/cgp/v13i03/59257 At a glance. (2016). Nestle.com. Retrieved 9 August 2016, from http://www.nestle.com/aboutus/overview Bailey, J. (2007). Profile on Charles Handy. Engineering Management, 17(1), 44-46. http://dx.doi.org/10.1049/em:20070115 Charles Handy. (2009). The Economist. Retrieved 10 August 2016, from http://www.economist.com/node/13847396 Charles Handy Model of Organization Culture. (2016). Managementstudyguide.com. Retrieved 10 August 2016, from http://www.managementstudyguide.com/charles-handy-model.htm CRAINER, S. (2010). PROFILE: CHARLES HANDY. Business Strategy Review, 21(2), 86-88. http://dx.doi.org/10.1111/j.1467-8616.2010.00671.x Creating Shared Value. (2016). Nestle.com. Retrieved 10 August 2016, from http://www.nestle.com/csv Geert Hofstede. (2016). Geert-hofstede.com. Retrieved 10 August 2016, from https://www.geert-hofstede.com/ Hofstede, G. (2009). Organising for cultural diversity. European Management Journal, 7(4), 390-397. http://dx.doi.org/10.1016/0263-2373(89)90075-3 Hofstede, G., Hofstede, G., Minkov, M. (2010). Cultures and organizations. New York: McGraw-Hill. Hofstede, G., Pedersen, P., Hofstede, G. (2012). Exploring culture. Yarmouth, Me.: Intercultural Press. Management Theory of Charles Handy. (2011). Business.com. Retrieved 10 August 2016, from http://www.business.com/management/management-theory-of-charles-handy/ NCSL Modular Curriculum. (2016). Nationalcollege.org.uk. Retrieved 10 August 2016, from https://www.nationalcollege.org.uk/transfer/open/dsbm-phase-4-module-2-leading-and-managing-change/culture-and-change/organisational-culture.html Organisational Culture Geert Hofstede. (2016). Geert-hofstede.com. Retrieved 10 August 2016, from https://www.geert-hofstede.com/organisational-culture.html Performance culture. (2016). Nestle.com. Retrieved 9 August 2016, from http://www.nestle.com/jobs/your-career-at-nestle/performance-culture Research Geert Hofstede. (2016). Geert-hofstede.com. Retrieved 10 August 2016, from https://www.geert-hofstede.com/research.html Types of Organizational Culture. (2016). Boundless. Retrieved from https://www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/culture-33/types-of-organizational-culture-187-3936/   

Good Business Writing Essay -- Education Educating Write Essays

Good Business Writing As the discussion of good writing evolved in class, I began to wonder what made good business writing. I thought about the purpose in writing both within a particular company and between different companies and organizations. I decided that most writing in business is meant to be either informative, persuasive, or a combination of both. Whether informative or persuasive in nature, I have decided that most good business writing is very similar to other good writing. I have chosen to focus on three elements that contribute to good usage in business. They are: Simplicity Jargon for the target audience Grammar Some business writers mistakenly believe that by adopting a lofty tone and utilizing complex sentences containing numerous subordinate clauses along with multiple polysyllabic words, they will be taken more seriously. The previous sentence contrasts directly with George Orwell's advice to cut out words if possible. I think Orwell means the writer is to get rid of the excess, the fluff that fails to really communicate an idea or concept. Orwell seems to advocate simplicity. Simplicity does not dilute the author's intended message. Simplicity actually clarifies the author's meaning since it is direct and uses common English words. This type of writing is also efficient. Readers can easily understand the content and can move along to the next task. Since many employees in business today suffer from information overload, given the choice, most people will read a shorter document first. If a writer can communicate the information in either three or twelve pages equally well, it is to bett er use the more tightly written three-page version. While both documents may have equal merit, it is simply co... ...onventions. These conventions may vary slightly from business to business, but are basically the same across the United States. These devices include: The use of bullets to emphasize particular points Large amounts of white space Gender neutral language I have explored some of the elements I think are present in good business writing and result in good usage. Through this exploration, I see that there are other elements of good usage I could have examined, but chose not to. A variety of advice on writing is available, but there is not one definitive rule or even one handbook to which a writer must strictly adhere. There are guidelines a writer might consider, but ultimately, the writer must adapt his or her writing according to each writing situation. Rules are guidelines meant to be helpful. When rules cease to be helpful or become too dogmatic, disregard.

Wallerstein Articles :: Essays Papers

Reaction Paper: Wallerstein Articles The â€Å"After Arafat, Arafat II?† article discusses the dilemma that has occurred in the Palestinian Authority now that Yasir Arafat has died. Both Bush and Israel’s Ariel Sharon described Yasir Arafat as being an â€Å"insurmountable obstacle to peace.† Some wonder whether Mahmoud Abbas’s election as the president of the Palestine Authority will bring about positive changes to the Israeli-Palestine peace agreements. Although Sharon and Bush approve of Abbas, some still wonder whether or not this new appointment will provide new possibilities for the agreement between Palestine and Israel. Both sides have such strong fears. The Israelis are afraid that the Israel state as a Jewish state will be destroyed. The Palestinians fear that Palestine as a viable state will never be created. The lack of a solution is not due to the fact that there is an obstacle for one, but rather that there is an absence of one. Arafat failed to achieve a solution, so i t is up to Abbas to try and do what Arafat was unable to. I agree with the argument presented in Wallerstein’s article. Arafat did fail to find a peace agreement between Palestine and Israel, but condemning him as an â€Å"obstacle to peace† is extreme. Any Palestinian could just as easily argue that Israel and Sharon are impeding on their peace as a people. The fear that Abbas will become another Arafat is perfectly legitimate and understandable. At the same time I think it is a bit presumptuous to expect Abbas to establish the agreement between Palestine and Israel. In all the years that Arafat was president, he was unable to make these necessary changes. The only way that a peace agreement between the two can be reached is if both leaders agree with the terms. Currently, nobody wants to agree, and therefore there is no peace agreement. Neither Israel nor Palestine wants to compromise or sacrifice certain things in order for this agreement to happen. I think that bother leaders are in a lose-lose situation. If they are able to create an agreement between Israel and Palestine, somebody will be unhappy. It is nearly impossible to please both everybody without a compromise of some sort. More than likely, either leader will have to sacrifice something, which will then upset their people. Wallerstein Articles :: Essays Papers Reaction Paper: Wallerstein Articles The â€Å"After Arafat, Arafat II?† article discusses the dilemma that has occurred in the Palestinian Authority now that Yasir Arafat has died. Both Bush and Israel’s Ariel Sharon described Yasir Arafat as being an â€Å"insurmountable obstacle to peace.† Some wonder whether Mahmoud Abbas’s election as the president of the Palestine Authority will bring about positive changes to the Israeli-Palestine peace agreements. Although Sharon and Bush approve of Abbas, some still wonder whether or not this new appointment will provide new possibilities for the agreement between Palestine and Israel. Both sides have such strong fears. The Israelis are afraid that the Israel state as a Jewish state will be destroyed. The Palestinians fear that Palestine as a viable state will never be created. The lack of a solution is not due to the fact that there is an obstacle for one, but rather that there is an absence of one. Arafat failed to achieve a solution, so i t is up to Abbas to try and do what Arafat was unable to. I agree with the argument presented in Wallerstein’s article. Arafat did fail to find a peace agreement between Palestine and Israel, but condemning him as an â€Å"obstacle to peace† is extreme. Any Palestinian could just as easily argue that Israel and Sharon are impeding on their peace as a people. The fear that Abbas will become another Arafat is perfectly legitimate and understandable. At the same time I think it is a bit presumptuous to expect Abbas to establish the agreement between Palestine and Israel. In all the years that Arafat was president, he was unable to make these necessary changes. The only way that a peace agreement between the two can be reached is if both leaders agree with the terms. Currently, nobody wants to agree, and therefore there is no peace agreement. Neither Israel nor Palestine wants to compromise or sacrifice certain things in order for this agreement to happen. I think that bother leaders are in a lose-lose situation. If they are able to create an agreement between Israel and Palestine, somebody will be unhappy. It is nearly impossible to please both everybody without a compromise of some sort. More than likely, either leader will have to sacrifice something, which will then upset their people.

Achieve Success Now Essay -- GCSE Business Marketing Coursework

Achieve Success Now We all want to have a life full of success. Many people assume without question that success is essentially material, that it can be measured in money, prestige, or an abundance of possessions. These can certainly play a role, but having such things is no guarantee of success. The success that we should strive for is the ability to love and have compassion, the capacity to feel joy and spread it to others, the security of knowing that one’s life serves a purpose, and finally, a sense of connection to the power of the universe. All of these are what create the dimensions of success, which will bring inner fulfillment. We as human beings are made of mind, body, and spirit. Of these, spirit is the most important, for it connects us to the source of everything. In other words we can describe it as our conscience. The more clearly that we think, the more we will enjoy the abundance of the universe. Our conscience is broken down into many different layers, the most important being our self-esteem. Our self-esteem is portrayed by our interactions with others. â€Å"Some simple examples of how we should use are self esteem is:  · Always greet people with a smile. As simple as it sounds, a smile establishes your own self-worth and shares it with others.  · Always say â€Å"thank you† when you are praised. A simple thank you is the universal mark of an individual with self-esteem.  · Surround yourself with people who enjoy their work. People with self-esteem seem to radiate it to others.† The second most important layer of the conscience is our attitude. 2â€Å"A positive attitude means everything†. Have you ever noticed when you enter a room with a huge smile on your face, give someone a c... ... right and expand them. In other words we must learn to give a hundred and ten percent and never give up. Remember the first step to success is to think BIG and always believe in yourself in whatever you do. Bibliography: Applegate, Jane. Succeeding In Small Business. New York: Plume, 1992. Boone, Louis E. Boone & Kurt’s Business. Fortworth: Oryden Press, 1995 Davenport, Rita. Making Time, Making Money. New York: St. Martin’s Press, 1982. Griffen, Ricky W. How To Succeed In The Business World. 2nd ed. Boston: Houghton Mifflin Co., 1988 Jassinowski, Jerry, and Robert Hamrin. Making It In America. New York: Simon & Schulster, 1995. Pride, William M. Business. New Jersey: Prentice Hall, 1989. Vesper, Joan, and Vincent Ryan Ruggiero. Contemporary Business Communication. New York: Harper Collins College Publishers, 1993

Post Cold War

Explain why the ending of the Cold War was not followed by a period of world peace and stability. ____________________________________________________________ ___________ The ending of the cold war did not leave any sign of hope for the world to live in peace and prosperity. Until this second, there are hundreds of men, women and children being killed, injured, raped and executed for various reasons, some which may be legit while others are war related objectives. The world, not sure if this is the right word for it now, has gone and still is through some very tremendous events in the last 17 years or so, starting off with the gulf war which shocked the world in one night, Kosovo war, Al-Aqsa Intifada, war in Afghanistan, war on terror and Iraq, the list can go on and on, some which remain in the books of history and some which are still written about in history books today as that they are ongoing conflicts and example would be the war on terror. To make this whole concept I just talked about more clearly, I will try to explain the reasons to why the ending of the Cold War was not followed by a period of world peace and stability, by talking about the gulf war and how one night changed the lives and situations of many nations, mainly Israel and Palestine and how the PLO (Palestine Liberation Organization) played a major role in this war, leading to the Palestinian Intifada and the current events that are happening right now. The Gulf war was simply a conflict between Iraq and a coalition force from 35 nations authorized by the United Nations (UN) and led primarily by the United States in order to liberate Kuwait. [1] The Gulf War had two major impacts. First, the war was a catalyst for regional changes that started several years before the eruption of the crisis itself. The polarization of the Arab world was intensified by the invasion of an Arab state by another. Second, the war demonstrated which political terms existed in the Middle East at the time of the Iraqi invasion. On a rhetorical level, Saddam Hussein established a link between the Persian Gulf crisis and the Israeli occupation of the West Bank and Gaza, thus demonstrating the destabilizing effect of the unresolved Israeli-Palestinian conflict. The Iraqi leader compared the Iraqi invasion with the Israeli occupation of the West Bank and Gaza and demanded Israeli withdrawal before even considering a pullback from Kuwait. [2] During the Gulf War, the Israeli public took a step to the right, legitimizing the sanctions the Likud-government posed on the Palestinians. The sanctions were a result of two circumstances: the failing of the Palestinians – especially the PLO and the moderate political leaders in the West Bank – to condemn the Iraqi invasion; and the images of Palestinians cheering the Iraqi Scuds raining down on Tel Aviv. [3] Israel closed the borders between ‘Israel-proper' and the occupied territories, preventing Palestinian workers from attending their jobs in Israel. Despite an increase of nearly half a million in the Israeli population due to immigration from Russia between 1989 and 1991, the Israeli policy resulted in a reduction in the GDP and a deterioration of the economic situation activity (ibid. )[4]. For the Palestinians, an already difficult economic situation got worse. This resulted in a boomerang-effect for Israel, intensifying the level of conflict with the Palestinians With the outbreak of the intifada, the core of the Israeli-Palestinian conflict moved inside the occupied territories, and the Green-line was re-drawn. The broad mobilization of nearly all layers of the Palestinian society in the earliest stages of the uprising strengthened the national unity. This kind of communal uprising turned out to be more difficult for Israel to fight than the PLO-launched guerilla-attacks from Arab territory during the 1970's (Hunter 1991). Despite the optimism[5], the standard of living continued to deteriorate because of the mass-arrests, arbitrary detention and curfews carried out by the Israeli security forces (IDF and the border police). While many would agree that the mentioned above can be directly linked to the events that are going right now in Palestine and that have went on for the last couple of years, many would disagree, but if you want to look at it from a historical angle, it has a lot to do with the Gulf War. The end of the Cold War is a main point of reference in this analysis. However, important changes affecting the political situation in the Middle East started years before the Berlin-Wall was torn down, and the Soviet Empire crumbled. Therefore one might ask if the ‘window of opportunity' would have ‘opened' if the Cold War had continued. Would the locally initiated structural changes by themselves created a momentum for peace? My answer is that the combined effects of changes at the extra-regional level (the end of the Cold War), the regional level (the Gulf War), and the local level (the intfada) in sum ‘opened' the window and let groups in the Israeli and Palestinian leaderships willing and ready to negotiate peace inside. Ultimately, Israel was successful in containing the uprising. The Palestinians' force was inferior in relation to the well equipped and trained Israeli Defense Forces. However, the Intifada pinpointed numerous problems with the IDF's conduct in the operative and tactical fields, as well as the general problem of Israel's prolonged control of the West Bank and Gaza strip. These problems were noticed and widely criticized, both in international forums (in particular, when humanitarian questions were at stake), but also in Israeli public opinion, in which the Intifada had caused a split. 6] Bibliography 1. Abadi, Jacob (1994): â€Å"The Gulf War and Its Implications for Israel†. Journal of South Asian and Middle Eastern Studies, Vol 17, No. 3 (55-78). 2. Freedman, Robert. The middle East after Iraq’s Invasion of Kuwait, University Press of Florida, 1993 (213-215) 3. Walsh, Ben. Modern world history, John Murray, London, 2001 4. Choueiri, Youssef M. (1997): Islamic fundamentalism -rev. ed. London : Pinter 5. Kuper, Adam and Jessica Ku per (eds. ) (1996): The Social Science Encyclopedia (Second edition). London and New York: Routledge. 6. Keddie, Nikki R. (1992): â€Å"The end of the Cold War and the Middle East†. In Hogan (ed. ) The End of the Cold War. Its meaning and implications (151-161). 7. Clarke, Richard. Against all enemies: Inside America’s war on terror, Free Press, 2004 (62-64) 8. Benny Morris, Righteous Victims: A History of the Zionist-Arab Conflict, 1881-1999, Knopf, 1999. p. 612 ———————– [1] The reported number of countries participating in the Coalition varies according to source. These variations may be in part be due to uncertainty over what level of participation constitutes being a Coalition member, and vagueness over the organization timeline of the Coalition. Examples of count variations include: an Arab anti-Gulf War essay – 31; CNN – 34; an Arab media site – 36; the Heritage Foundation (a US conservative think tank citing a 1991 Department of Defense report) – 38; US Institute of Medicine report on Gulf War Veterans' Health – 39. The number of Coalition members has been reported to be as low as 19 at the beginning of the air campaign. 2] Freedman, Robert. The middle East after Iraq’s Invasion of Kuwait, University Press of Florida, 1993 [3] Even the Peace Now-organization and well known peace-activists like Amoz Oz and Yael Dayan supported the sanctions the Likud-government posed on the Palestinians [4] Kuper, Adam and Jessica Kuper (eds. ) (1996): The Social Science Encyclopedia (Second edition). London and Ne w York: Routledge. [5] Choueiri, Youssef M. (1997): Islamic fundamentalism -rev. ed. London : Pinter [6] Benny Morris, Righteous Victims: A History of the Zionist-Arab Conflict, 1881-1999, Knopf, 1999. p. 612

Finding the Leader in You Essay

A conference was held at the Saint Agnes Medical Center in Fresno on October 22, 2008 with an objective of teaching the audience how to find the leader in them. I should note that this event was the most informative and enlightening conference that I have ever attended. Stephanie Robinson, the first speaker of the conference, is the director of the Nursing Department of Fresno City College. Robinson began her lecture by providing some statistical data regarding numerous topics including how medication errors are taking a toll on the hospital’s financial resources in terms of lawsuits, recovery fees, and other expenses that are associated with those errors. Unfortunately, these errors have caused hospitals to lose large amounts of money, and, in order for them to regain these losses, they started to take every measure necessary to reduce those costs and add it to their profit. The measures that Robinson described included effective scheduling of the staff, preventive measures for medical errors, as well as a good, effective, and standardized patient charting. As a leader, it is the nurse’s responsibility to make sure that they chart every procedure done to and information about the patient. This will protect them against any liability issue that may arise, and to help them have a better charting documentation at the same time. Another way of reducing medication problems is an idea that some of the nurse leaders have come up with, which include e-charting and medication dispensing machines with scanners and barcode technology. This would require nurses to double check their orders and the medications before giving it to the patients. All those statistical data that were presented demonstrated that all the errors committed were preventative, and they could dramatically be reduced if proper safety measures were taken. According to the speaker, education is the most important contributing factor to prevent these extra high costs. As she was saying, we are all living in a digital world where we have access to many resources, yet our busy schedules and everyday problems would not let us research or attend any meetings. Here, the speaker used a very interesting example indicating that we use places such as airports, shopping malls, and even gas stations to provide healthcare and other health related information to people, but we refuse to take some time and provide basic education to our own people at their very own work places. As responsible leaders, it is their duty to provide constant education to their staff. They are also required to observe the activities of their staff at all times. Again as the statistics show, the high number of preventable medical situations such as post operative infections, medication errors, and other complications happens in hospitals settings, and unfortunately these make hospitals look very unsafely and defeats their prime purpose, which is to heal and provide medical care. We can use technology to provide education to our nurses, as well as to help them prevent these types of errors by developing better, more standardized, simple to use medical equipments, electronic order entry and charting, wireless and bar-coding systems, and other numerous ways. Again, she emphasized on the importance of having nurse leaders to provide constant, up-to-date education to help nurses and prevent future medical errors. The second speaker was Pilar De La Cruz-Reyes and she pretty much continued where the last speaker left off by saying that just like any other place, nurses’ scope of practice will be regulated by the hospital and the board of registered nurses. The board defines registered nurses’ role as giving dependent and independent care such as providing safety, comfort, personal hygiene and protection to help patients go through their daily activity. By doing this, we would be able to know any normal and abnormal findings and use our logic to question anything that appears to be abnormal. After attending this conference and having the chance to hear what the speakers had to say, I learned that being a nurse leader is a very important task in terms of providing the best care to patients, as well as the best education to the staff. I also learned that being a nurse automatically makes me a leader and this realization makes me feel obligated and responsible to everything that I do as a nurse. Lastly, I learned that being a patient advocate should always be my priority.