Laughter as Therapy in One Flew Over the Cuckoos Nest by Ken Kesey Ess

Laughter as Therapy in One Flew Over the Cuckoo's Nest by Ken Kesey Laughter is a therapeutic form. In the novel One flew over the cuckoo’s nest by Ken Kesey laughter represents freedom and an escape from nurse Ratched’s restrictions. Laughter also proves a vital role in helping the patients deal with their problems. Not only does it help them deal with problems but it also gave them the push toward progress on getting out of the institution.   Ã‚  Ã‚  Ã‚  Ã‚  Mcmurphy was the one who started making people laughing in the ward. When he first came into the ward he was cracking jokes and shaking everybody’s hand. (p.16) No one in the ward responded with any real response but confusion. No body knew what laughter was in the ward, it was taken from them. The only thing they had was board games and Mrs. Ratched’s music (15). The ward was a very depressing place.   Ã‚  Ã‚  Ã‚  Ã‚  When Mcmurphy comes into the ward his laughing was making people uneasy. This showed how far away the patients were from reality. The chief says (22) â€Å"I see he is making every body over their uneasy, with all his kidding and joking.† Then right after he starts connecting to the patients and the Acutes actually show some sign of a smile (23) â€Å"The Acutes are grinning now not so uneasy any more glad that something out of the ordinary is happening.† Only after 8 pages there is progress already seen in the patients with laughter.   Ã‚  Ã‚  Ã‚  Ã‚   Chief Bromden states â€Å"The air is pressed in by the walls to tight to let loose and laugh.† Before Mcmurphy arrives it is true. After his presence is recognized by the patients Mrs. Ratcheds grip over the institution starts loosing its hold. The first thing the patients do to start breaking her hold is start the gambling. They gamble for money even though it’s against ward policy. Little by little the patients show improvement with themselves it is portrayed by the ability not just to laugh but laugh at their own qualities. This occurs in the climax of the novel during the fishing trip (p215). When every ones lines tangle up and they start laughing at each other and themselves that is when they know that they aren’t really that crazy. They knew they were getting better. â€Å"They could sense the change that most of us were only suspecting; these weren’t the same bunch of weak-knees from a nut house.†Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Nurse ratched lost a lot of her power once the patients kne... ...y different reasons. Some people even laugh when something horrible occurs, it is a method of escape from what horrors or mishaps are going on around you. â€Å"Many psychotherapists find humor a valuable tool in helping their patients to solve their social and emotional problems.† (G. Samuel) Chief bromden was having many problems once he learned to laugh especially at him self he was mostly cured. He was considered a chronic but after Mcmuprhy showed him that he has the ability to laugh and coincide with a group he was some what cured. â€Å"jokes and commissions enable individuals to defend against anxieties, fear, anger, and other disturbing emotions.†(G. Samuel) This was true in the chief’s and Harding’s case. Both of them left the institution.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Laughing is resorted to in times where we need to laugh. It’s an escape from reality, its comfort, its fear. Laughing subdues any emotion that is too high strung in our system. It lets it vapor out in a melancholy form that helps us cope with problems that no one else can really understand and help us with. In One Flew Over The Cuckoo’s Nest it allowed emotional tension escape from the patients and made nurse Ratched lose her ward.

Skills of a Project Manager

13_26_ch02. fm Page 13 Friday, September 8, 2000 2:43 PM Chapter 2 Basic Skills for Project Managers Be not afraid of greatness; some are born great; some achieve greatness—others have greatness thrust upon them. William Shakespeare Twelfth Night Introduction Before now, we had discussed project management in the broad sense, that is, from the perspective that any type of project—industrial assembly line, new construction, or technology implementation— operated by the same sets of rules and processes. For the remainder of this book, we focus on the last type of project and its leader—the IT project manager.Project managers are a very special breed of people. They are in much demand and will be increasingly so as the need for effective technologists continues to soar. Good technology project managers are trained, not born. They develop skills through experience and education. They become better project managers each time they successfully deliver a project. They learn new techniques and apply them on their projects. They learn lessons—sometimes the hard way—to be better managers in the future. 13 13_26_ch02. fm Page 14 Friday, September 8, 2000 2:43 PM What Does a Project Manager Do?Briefly, technology project managers fulfill the following broad requirements: G G G G G G G G Define and review the business case and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs. Initiate and plan the project by establishing its format, direction, and base lines that allow for any variance measurements and change control. Partner with the end users, work with project sponsors and other management to establish progress and direction of the project by achieving goals, reaching targets, solving problems, mitigating risks.Manage the technology, people, and change in order to achieve goals, reach targets, and deliver the project on time and within budget. Manage the pro ject staff by creating an environment conducive to the delivery of the new application in the most cost-effective manner. Be able to manage uncertainty, rapid change, ambiguity, surprises, and a less defined environment. Manage the client relationship by using an adequate direct yet complete and formal reporting format that compliments a respected and productive relationship. Drive the project by leading by example, and motivating allconcerned until the project accomplishes its goal.Now let us examine the skills and qualities needed to meet these requirements. Necessary Skills The skills that a good project manager possesses are many and varied, covering the entire spectrum of the human personality. We can divide these skills into a number of specific categories, namely: 14 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 15 Friday, September 8, 2000 2:43 PM Personal Skills Project Managers must be able to motivate and sustain people. Project team members will look to the project manager to solve problems and help with removing obstacles.Project managers must be able to address and solve problems within the team, as well as those that occur outside the team. There are numerous ways, both subtle and direct, in which project managers can help team members. Some examples include the following: G G G G G G Manage by example (MBE). Team members will be closely watching all actions of the project manager. Therefore, project managers must be honest, direct, straightforward, and knowledgeable in all dealings with people and with the project. A good manager knows how to work hard and have fun, and this approach becomes contagious.A positive attitude. Project managers must always have a positive attitude, even when there are substantial difficulties, problems, or project obstacles. Negative attitudes erode confidence, and a downward spiral will follow. Define expectations. Managers who manage must clearly define what is expected of team members. It is i mportant to do this in writing—get agreement from the individual team members. This leaves no room for problems later, when someone states â€Å"It’s not my job. † Performance expectations must be defined at the start of the project.Be considerate. Project management is a demanding job with a need for multiple skills at many levels. Above all, be considerate and respectful, and give people and team members the time and consideration they deserve. Make people aware that their efforts are appreciated and the work that they do is important, because it is. A letter, personal word, or e-mail of appreciation goes a long way. Be direct. Project managers are respected if they are direct, open, and deal with all types of problems. Never conceal problems or avoid addressing them.If a problem is bigger than the project manager or the team can deal with, escalate it to senior management. Never make commitments that cannot be delivered. Finally, a favorite and personal rule of the author: â€Å"Underpromise, then over-deliver. † 15 Necessary Skills 13_26_ch02. fm Page 16 Friday, September 8, 2000 2:43 PM Technical Skills There are two schools of thought about the level needed for technical skills. Some project managers prefer to have little technical knowledge about the projects they manage, preferring to leave the technical management to other junior managers, such as programming managers or network managers.Others have detailed technical skills of computer languages, software, and networks. There is no hard and fast rule. It really depends on the type and size of projects, their structure, resources available, and the project environment. Questions that project managers should ask include the following: 1. What types of technical problems require management? 2. Who will solve them? 3. Is it done with quality and satisfaction? 4. Who can I rely on in my project team? 5. What outside resources, if any, can I draw on for assistance?As with all em ployees, project managers should have the technical knowledge and skills needed to do their jobs. If managers lack these skills, training is one option; being mentored or coached by a more experienced individual is another. Senior management should ask the question, Do your project managers need more technical skills than they already possess? On larger complex projects, such as systems integration projects or multiple-year projects, there are frequently too many complex technologies for the project manager to master.Technical training that provides breadth may be useful. On smaller projects, the project manager may also be a key technical contributor. In this case, technical training may enhance the abilities of project managers to contribute technically, but it is unlikely to improve their management skills. One thing is abundantly clear—the project manager is ultimately responsible for the entire management of the project, technical or otherwise, and will require solutions to the technical issues that will occur. 16 Chapter 2 | Basic Skills for Project Managers 3_26_ch02. fm Page 17 Friday, September 8, 2000 2:43 PM Management Skills Project managers need other key skills besides those that are purely technical to lead and deliver on their projects successfully. A good project manager needs to understand many facets of the business aspect of running a project, so critical skills touch on expertise in the areas of organization, communication, finance, and human resources. The following are examples of the management topics used in training effective project managers: G G G G G G G G G G G G G G GProject planning, initiation, and organization Recruiting people and keeping them Effective project negotiation Software tools for project management Accurate estimating and cost control Project execution and control Developing powerful project presentations and reports Personal and project leadership Managing risk and making decisions Effective problem manage ment Performance management Managing the projects within the organization Project management professional (PMP) exam review Growing and sustaining a high-performance team Managing change within an organizationThis last skill cannot be over-emphasized. Although we worry about whether the technology selected is the correct one for the organization and will lead to success, projects do not generally fail because of lack of adequate technology. Statistically, most projects fail because the â€Å"soft science† portions of the project have not received enough attention—the human factor has not been adequately addressed. Change, whether for good or for bad, is stressful on an organization and its personnel. The ability to manage this change is one area in which any good project manager would do well to hone skills.Necessary Skills 17 13_26_ch02. fm Page 18 Friday, September 8, 2000 2:43 PM Coping Skills A good project manager has to acquire a number of skills to cope with dif ferent situations, conflicts, uncertainty, and doubt. This means: G G G G G Being flexible Being persistent and firm when necessary Being creative, even when the project does not call for it Absorbing large volumes of data from multiple sources Being patient but able to differentiate between patience and action Being able to handle large amounts of continuous, often unrelenting stressG Additionally, good project managers have high tolerance for surprises, uncertainty, and ambiguity. Projects rarely progress the way that they are defined, and managers need to manage the uncertainty that comes with that. Manage One Project—or Many? There is no simple answer to this question: some managers are able to juggle multiple projects and disparate deadlines successfully, and others are not. In these days of multiple projects that have to be delivered quickly, it is very possible that management will require managing multiple projects.However, this brings a risk. Will project managers be stretched too thin? Again, there is no single, reliable answer. Project managers and senior management need to ask themselves some basic questions: G G How much support will be provided? How many people are on the project? Are they part-time or fulltime? What are the management challenges? An adequately budgeted project may require less effort to manage than one that is extremely thin. Chapter 2 | Basic Skills for Project Managers G 18 13_26_ch02. fm Page 19 Friday, September 8, 2000 2:43 PM G G GAre all the projects in the same physical location or will the project manager spend a lot of time traveling? Do all the projects involve the same technology? The same business cultures? The same set of stakeholders? How many of the projects have important deadlines that are close together? The answers to these questions will aid in determining whether multiple projects can share a management resource. The more complex the projects from the standpoints of staffing, budgeting, and technolog y, the more likely it is that they will need a dedicated resource to manage them adequately.Project Management Skills Development One of the surest ways to align strategies and work force competencies with enterprise vision is to create a road map from vision to execution. A skills management process starts in the future and works its way back to the present. An IT skills management process, for example, links the enterprise vision to a technology forecast. The technology forecasts to required skills, the required skills to the IT skills inventory, the skills inventory to the IT staff’s competence levels, and the competence levels to gaps and to the time frame during which those gaps need to be filled.Leadership, team building, marketing, business savvy, project management, manufacturing know-how, functional expertise, and institutional knowledge all are part of the skills picture. Skills management serves as an order for managing the work force (see Figure 2–1). It la ys out a road map for skills development, work role definition, career tracks, resource management, staffing allocation, workload balancing, and learning. With a road map, all members of the work force can fit their strengths, weaknesses, and alternatives into the enterprise’s plans.Skills management is becoming a lifeline in a turbulent IT labor market. Midsize and large enterprises, businesses in the private and public sectors, aggressive and conservative companies—all are looking at skills management with renewed interest. Many enterprises now recognize that the combined lack of enterprise planning, imagination, and Project Management Skills Development 19 13_26_ch02. fm Page 20 Friday, September 8, 2000 2:43 PM Enterprise Objective Forecast Where does the enterprise want to be in 36 months? What information, technologies and skills will it need to get there?What skills are in-house (e. g. , technical, business, leadership and project management)? What skills will i t need in 12 months? 24 months? 36 months? How valuable will today’s skills be in 12 months? 24 months? 36 months? How proficient are the IS staff members in the established and the needed skills? What education and training will the enterprise offer, to whom and how will it provide this? What sources of IT skills — internal and external — can we use to fill the gaps? Skill Inventory Skill Definition Strategic Skill Valuation Proficiency LevelsLearning Portfolio Sourcing Figure 2–1 Skills Management—A Road Map for the Work Force (Source: Gartner Group, Inc. ). foresight are as much to blame for today’s labor crunch as is the shortage of relevant IT skills. In that climate, skills management can be a powerful tool for bringing discipline, rationale, and cross-pollination to an underused process. Even more enticing, many IT professionals, under the mantle of career â€Å"entrepreneurism,† will throw in their lot with enterprises that ha ve clearly committed to and funded skills management programs.Having a road map with which to guide career development is more meaningful than wandering until serendipity strikes. Three years ago, when large organizations first began covering the area of skills management, it was a process reserved for the most progressive enterprises. By methodically and meticulously forecasting, classifying, analyzing, and taking inventory of skills, progressive enterprises could identify the urgency and volume of skills gaps, create focused training programs, and add some rational thinking to their sourcing strategies.Skills management continues to satisfy those needs, even fos20 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 21 Friday, September 8, 2000 2:43 PM tering a niche market of consultants and software developers that are eager to bring order to IT Human Resource management. Before moving on, it is beneficial to make sure that everybody is speaking the same language. I n the Gartner Group’s definition of perspective, skills management is a robust and systematic approach to forecasting, identifying, cataloguing, evaluating, and analyzing the work force skills, competencies and gaps that enterprises face.Although many programs and initiatives adopt the label skills management, most of them focus on skills inventory and fall short in analysis and forecasting. A well-designed skills management process injects a stronger dose of discipline, coordination, and planning into work force planning, strategic planning, professional training and development programs, resource allocation maneuvering, and risk analysis and assessment. Enterprises can reap several lessons from skills management. Skills management works if it: G G G G GG Defines skills for roles Forces forward thinking Forces some documentation of what makes an IT professional especially proficient Strengthens the organization Leads to focused training, risk assessment, sourcing strategy, a nd resource allocation via gap identification Attracts high-level endorsement Does not define work roles Lacks plans or incentive for refreshment Communicates its purpose poorly Provides differing language and terminology Force-fits skills and work roles to policies, rather than driving new frameworksSkills management does not work if it: G G G G G Project Management Skills Development 21 13_26_ch02. fm Page 22 Friday, September 8, 2000 2:43 PM Skills Management Case Study A North American manufacturing company set a goal to boost revenue by $300 million within three years. Key to the growth was a new way of dealing with information and IT. First, hoarding of information by divisions had to give way to enterprise ownership of information.Second, ubiquitous access to information required a managed and enterprise-wide migration to standards, interoperability, common platforms, and client/server technology. Finally, the vision of ubiquitous access depended on substantially upgrading th e IT organization’s skill base, supplementing and supplanting mainframe skills with skills associated with distributed processing and client/server application development.The company embarked on an ambitious initiative designed to cultivate the technical skills and business understanding of the IT professionals. The initiative—notably, company-wide skill identification and continuous training—will help the company to raise its skills level and will give IT employees control of their professional development. Elements of the IT professional development initiative included: GIdentifying eight areas of IT professional skills, technical skills being only one area (a detailed discussion on the eight areas identified follows this list) Assigning company values to skills for the near term, short term, and long term Evaluating employee competence levels within the eight areas of IT professional skills Providing continuous training in critical skills, both technical and non-technical Establishing an IT mentor program Supervisors providing performance planning and coaching Establishing team and peer feedback Flattening the IT organization from 18 to 5 titles Chapter 2 | Basic Skills for Project ManagersG G G G G G G 22 13_26_ch02. fm Page 23 Friday, September 8, 2000 2:43 PM G Mapping skills and performance values to â€Å"salary zones† within the flatter organization With the help of outside experts, IT executives identified more than 125 skills in eight areas of IT professional development. The eight areas of focus for IT professional development and a sampling of associated skills include: GCustomer focus—employee possesses knowledge of customers’ business needs and expectations; delivers constructive qualitative feedback to customers, meets deadlines, and works with customers to set requirements and schedules Technical skills—employee possesses skills related to programming, computer-aided software engineering, deskt op client services, enterprise infrastructure applications, technical software, and hardware support Product or technology evaluation and expertise—employee analyzes and compares products, makes sound recommendations within the company architecture, understands and recognizes limitations of technologies, can communicate the fundamentals of technology to others, and uses technical team resources to resolve or avoid technology-based problems Business and application expertise—employee possesses knowledge of business-specific applications, knows company’s business and local operations, knows the broad application environments (e. g. order entry and accounting), and understands general concepts of business management Project management—employee handles projects of certain size and complexity, estimates project costs and schedules with a degree of accuracy, executes project to plan, manages multiple projects at once, builds teams and organizes team resources, and knows project management tools Interpersonal skills—employee performs as team member or team leader, contributes knowledge to the team and to the organization, and communicates effectively Administrative skills —employee has understanding of budgeting, interviewing, economics of the business, and salary and review process 23 G G G G G G Project Management Skills Development 13_26_ch02. fm Page 24 Friday, September 8, 2000 2:43 PM G Soft skills—employee displays leadership, forward thinking, initiative, drive for education, and commitment to organizational structure and development.Each skill receives a weighting factor based on its strategic significance to the company during the next 12 months, the next 12 to 24 months, and the next 24 to 60 months. A skill considered critical to the company earns a weight of 6; a skill with no value to the company earns a weight of 0. After the company skills are identified and their weights assigned, employee skills are c rosschecked against the company skills and assigned a score based on the employee’s competence level. Employee competence levels range from 6 to 1, that is, from mastery to basic understanding. (A competence score of zero is reserved for skills that are either not applicable or not possessed by the employee. Employees then compare their competence scores with those they receive from their peers, team leaders, and supervisors. To see the scoring mechanism in action, assume that the company assigns COBOL programming skills a weight of 4 for the next 12 months and a weight of 3 for the following 12 to 24 months. At the same time, an IT employee earns a score of 3 for average skills in COBOL programming. Given the framework, the value of those skills to the employee will be 12 during the next 12 months, but the value will decline to 9 during the next 12 to 24 months. Continuous training is considered essential to the program’s success. Here, the IT executives are seeking t o develop an implicit promise between the company and the employees.The company promises to provide the resources and opportunities for training—time, funding, and identification and valuation of strategic skills— if the employees promise to use the training to bridge gaps in the company skills base and in their own skill levels. Armed with the company skills inventory and personal competence scores, employees who take the appropriate training will see their value to the company rise. Employees who choose to forgo appropriate training will see their value diminish. On the plus side, the skills and training program has forced the company to view the IT organization in terms of skills and long-term corporate objectives, not simply in terms of head count.Moreover, employees have responded positively to a program that puts professional development in their hands. On the negative side, skills identification and buy-in from IT managers take so long that the initiative risks losing momentum. 24 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 25 Friday, September 8, 2000 2:43 PM Keys to a Successful Skills Management Endeavor Three areas must be worked out for a skills management initiative to be successful: 1. Employees have to adopt the program as their own, rather than as a management dictate, including the employees assuming control of their own professional development 2. Supervisors have to surrender some control over employee development 3.Executives must ensure that employees use metrics as a tool for professional development, not as a weapon in cutthroat competition As enterprises turn to technology to reach the next level of corporate performance, IT organizations should identify the skills they need to meet the corporate objectives. Through a program of skills identification, IT organizations can see the holes in their coverage, set priorities for projects, define which training is required, and determine which skills may nee d third-party coverage. A commitment to funding for training is essential. Conclusions Rarely has a professional field evolved as rapidly as project management. It is totally different from what it was even 10 years ago.The struggle to stay abreast of new and rapidly evolving technologies, to deal with accumulated development and maintenance backlogs, and to cope with people issues has become a treadmill race as software groups work hard just to stay in place. A key goal of disciplined project managers is to avoid the surprises that can occur when these surprises almost always lead to bad news: canceled projects, late delivery, cost overruns, dissatisfied customers, outsourcing, termination, and unemployment. Indeed, we need to develop management by surprise (MBS) as a project management technique! Keys to a Successful Skills Management Endeavor 25 13_26_ch02. fm Page 26 Friday, September 8, 2000 2:43 PM As we have discussed in this chapter, project managers are a special breed of p eople.The skills that they develop are a cross between a diplomat, ballet dancer, and a Marine Corps drill sergeant—all while having the patience of Job. These skills will serve them well for future higher-level positions as Vice Presidents, Chief Information Officers (CIOs), and Chief Executive Officers (CEOs) of the corporations for which they work. The culture of an organization is a critical success factor in its efforts to survive, improve, and flourish. A culture based on a commitment to project management and delivering quality projects and effective management differentiates a team that practices excellent project management from a flock of individual programmers doing their best to ship code. Projects rarely fail—but people do. 26 Chapter 2 | Basic Skills for Project Managers Skills of a Project Manager 13_26_ch02. fm Page 13 Friday, September 8, 2000 2:43 PM Chapter 2 Basic Skills for Project Managers Be not afraid of greatness; some are born great; some achieve greatness—others have greatness thrust upon them. William Shakespeare Twelfth Night Introduction Before now, we had discussed project management in the broad sense, that is, from the perspective that any type of project—industrial assembly line, new construction, or technology implementation— operated by the same sets of rules and processes. For the remainder of this book, we focus on the last type of project and its leader—the IT project manager.Project managers are a very special breed of people. They are in much demand and will be increasingly so as the need for effective technologists continues to soar. Good technology project managers are trained, not born. They develop skills through experience and education. They become better project managers each time they successfully deliver a project. They learn new techniques and apply them on their projects. They learn lessons—sometimes the hard way—to be better managers in the future. 13 13_26_ch02. fm Page 14 Friday, September 8, 2000 2:43 PM What Does a Project Manager Do?Briefly, technology project managers fulfill the following broad requirements: G G G G G G G G Define and review the business case and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs. Initiate and plan the project by establishing its format, direction, and base lines that allow for any variance measurements and change control. Partner with the end users, work with project sponsors and other management to establish progress and direction of the project by achieving goals, reaching targets, solving problems, mitigating risks.Manage the technology, people, and change in order to achieve goals, reach targets, and deliver the project on time and within budget. Manage the pro ject staff by creating an environment conducive to the delivery of the new application in the most cost-effective manner. Be able to manage uncertainty, rapid change, ambiguity, surprises, and a less defined environment. Manage the client relationship by using an adequate direct yet complete and formal reporting format that compliments a respected and productive relationship. Drive the project by leading by example, and motivating allconcerned until the project accomplishes its goal.Now let us examine the skills and qualities needed to meet these requirements. Necessary Skills The skills that a good project manager possesses are many and varied, covering the entire spectrum of the human personality. We can divide these skills into a number of specific categories, namely: 14 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 15 Friday, September 8, 2000 2:43 PM Personal Skills Project Managers must be able to motivate and sustain people. Project team members will look to the project manager to solve problems and help with removing obstacles.Project managers must be able to address and solve problems within the team, as well as those that occur outside the team. There are numerous ways, both subtle and direct, in which project managers can help team members. Some examples include the following: G G G G G G Manage by example (MBE). Team members will be closely watching all actions of the project manager. Therefore, project managers must be honest, direct, straightforward, and knowledgeable in all dealings with people and with the project. A good manager knows how to work hard and have fun, and this approach becomes contagious.A positive attitude. Project managers must always have a positive attitude, even when there are substantial difficulties, problems, or project obstacles. Negative attitudes erode confidence, and a downward spiral will follow. Define expectations. Managers who manage must clearly define what is expected of team members. It is i mportant to do this in writing—get agreement from the individual team members. This leaves no room for problems later, when someone states â€Å"It’s not my job. † Performance expectations must be defined at the start of the project.Be considerate. Project management is a demanding job with a need for multiple skills at many levels. Above all, be considerate and respectful, and give people and team members the time and consideration they deserve. Make people aware that their efforts are appreciated and the work that they do is important, because it is. A letter, personal word, or e-mail of appreciation goes a long way. Be direct. Project managers are respected if they are direct, open, and deal with all types of problems. Never conceal problems or avoid addressing them.If a problem is bigger than the project manager or the team can deal with, escalate it to senior management. Never make commitments that cannot be delivered. Finally, a favorite and personal rule of the author: â€Å"Underpromise, then over-deliver. † 15 Necessary Skills 13_26_ch02. fm Page 16 Friday, September 8, 2000 2:43 PM Technical Skills There are two schools of thought about the level needed for technical skills. Some project managers prefer to have little technical knowledge about the projects they manage, preferring to leave the technical management to other junior managers, such as programming managers or network managers.Others have detailed technical skills of computer languages, software, and networks. There is no hard and fast rule. It really depends on the type and size of projects, their structure, resources available, and the project environment. Questions that project managers should ask include the following: 1. What types of technical problems require management? 2. Who will solve them? 3. Is it done with quality and satisfaction? 4. Who can I rely on in my project team? 5. What outside resources, if any, can I draw on for assistance?As with all em ployees, project managers should have the technical knowledge and skills needed to do their jobs. If managers lack these skills, training is one option; being mentored or coached by a more experienced individual is another. Senior management should ask the question, Do your project managers need more technical skills than they already possess? On larger complex projects, such as systems integration projects or multiple-year projects, there are frequently too many complex technologies for the project manager to master.Technical training that provides breadth may be useful. On smaller projects, the project manager may also be a key technical contributor. In this case, technical training may enhance the abilities of project managers to contribute technically, but it is unlikely to improve their management skills. One thing is abundantly clear—the project manager is ultimately responsible for the entire management of the project, technical or otherwise, and will require solutions to the technical issues that will occur. 16 Chapter 2 | Basic Skills for Project Managers 3_26_ch02. fm Page 17 Friday, September 8, 2000 2:43 PM Management Skills Project managers need other key skills besides those that are purely technical to lead and deliver on their projects successfully. A good project manager needs to understand many facets of the business aspect of running a project, so critical skills touch on expertise in the areas of organization, communication, finance, and human resources. The following are examples of the management topics used in training effective project managers: G G G G G G G G G G G G G G GProject planning, initiation, and organization Recruiting people and keeping them Effective project negotiation Software tools for project management Accurate estimating and cost control Project execution and control Developing powerful project presentations and reports Personal and project leadership Managing risk and making decisions Effective problem manage ment Performance management Managing the projects within the organization Project management professional (PMP) exam review Growing and sustaining a high-performance team Managing change within an organizationThis last skill cannot be over-emphasized. Although we worry about whether the technology selected is the correct one for the organization and will lead to success, projects do not generally fail because of lack of adequate technology. Statistically, most projects fail because the â€Å"soft science† portions of the project have not received enough attention—the human factor has not been adequately addressed. Change, whether for good or for bad, is stressful on an organization and its personnel. The ability to manage this change is one area in which any good project manager would do well to hone skills.Necessary Skills 17 13_26_ch02. fm Page 18 Friday, September 8, 2000 2:43 PM Coping Skills A good project manager has to acquire a number of skills to cope with dif ferent situations, conflicts, uncertainty, and doubt. This means: G G G G G Being flexible Being persistent and firm when necessary Being creative, even when the project does not call for it Absorbing large volumes of data from multiple sources Being patient but able to differentiate between patience and action Being able to handle large amounts of continuous, often unrelenting stressG Additionally, good project managers have high tolerance for surprises, uncertainty, and ambiguity. Projects rarely progress the way that they are defined, and managers need to manage the uncertainty that comes with that. Manage One Project—or Many? There is no simple answer to this question: some managers are able to juggle multiple projects and disparate deadlines successfully, and others are not. In these days of multiple projects that have to be delivered quickly, it is very possible that management will require managing multiple projects.However, this brings a risk. Will project managers be stretched too thin? Again, there is no single, reliable answer. Project managers and senior management need to ask themselves some basic questions: G G How much support will be provided? How many people are on the project? Are they part-time or fulltime? What are the management challenges? An adequately budgeted project may require less effort to manage than one that is extremely thin. Chapter 2 | Basic Skills for Project Managers G 18 13_26_ch02. fm Page 19 Friday, September 8, 2000 2:43 PM G G GAre all the projects in the same physical location or will the project manager spend a lot of time traveling? Do all the projects involve the same technology? The same business cultures? The same set of stakeholders? How many of the projects have important deadlines that are close together? The answers to these questions will aid in determining whether multiple projects can share a management resource. The more complex the projects from the standpoints of staffing, budgeting, and technolog y, the more likely it is that they will need a dedicated resource to manage them adequately.Project Management Skills Development One of the surest ways to align strategies and work force competencies with enterprise vision is to create a road map from vision to execution. A skills management process starts in the future and works its way back to the present. An IT skills management process, for example, links the enterprise vision to a technology forecast. The technology forecasts to required skills, the required skills to the IT skills inventory, the skills inventory to the IT staff’s competence levels, and the competence levels to gaps and to the time frame during which those gaps need to be filled.Leadership, team building, marketing, business savvy, project management, manufacturing know-how, functional expertise, and institutional knowledge all are part of the skills picture. Skills management serves as an order for managing the work force (see Figure 2–1). It la ys out a road map for skills development, work role definition, career tracks, resource management, staffing allocation, workload balancing, and learning. With a road map, all members of the work force can fit their strengths, weaknesses, and alternatives into the enterprise’s plans.Skills management is becoming a lifeline in a turbulent IT labor market. Midsize and large enterprises, businesses in the private and public sectors, aggressive and conservative companies—all are looking at skills management with renewed interest. Many enterprises now recognize that the combined lack of enterprise planning, imagination, and Project Management Skills Development 19 13_26_ch02. fm Page 20 Friday, September 8, 2000 2:43 PM Enterprise Objective Forecast Where does the enterprise want to be in 36 months? What information, technologies and skills will it need to get there?What skills are in-house (e. g. , technical, business, leadership and project management)? What skills will i t need in 12 months? 24 months? 36 months? How valuable will today’s skills be in 12 months? 24 months? 36 months? How proficient are the IS staff members in the established and the needed skills? What education and training will the enterprise offer, to whom and how will it provide this? What sources of IT skills — internal and external — can we use to fill the gaps? Skill Inventory Skill Definition Strategic Skill Valuation Proficiency LevelsLearning Portfolio Sourcing Figure 2–1 Skills Management—A Road Map for the Work Force (Source: Gartner Group, Inc. ). foresight are as much to blame for today’s labor crunch as is the shortage of relevant IT skills. In that climate, skills management can be a powerful tool for bringing discipline, rationale, and cross-pollination to an underused process. Even more enticing, many IT professionals, under the mantle of career â€Å"entrepreneurism,† will throw in their lot with enterprises that ha ve clearly committed to and funded skills management programs.Having a road map with which to guide career development is more meaningful than wandering until serendipity strikes. Three years ago, when large organizations first began covering the area of skills management, it was a process reserved for the most progressive enterprises. By methodically and meticulously forecasting, classifying, analyzing, and taking inventory of skills, progressive enterprises could identify the urgency and volume of skills gaps, create focused training programs, and add some rational thinking to their sourcing strategies.Skills management continues to satisfy those needs, even fos20 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 21 Friday, September 8, 2000 2:43 PM tering a niche market of consultants and software developers that are eager to bring order to IT Human Resource management. Before moving on, it is beneficial to make sure that everybody is speaking the same language. I n the Gartner Group’s definition of perspective, skills management is a robust and systematic approach to forecasting, identifying, cataloguing, evaluating, and analyzing the work force skills, competencies and gaps that enterprises face.Although many programs and initiatives adopt the label skills management, most of them focus on skills inventory and fall short in analysis and forecasting. A well-designed skills management process injects a stronger dose of discipline, coordination, and planning into work force planning, strategic planning, professional training and development programs, resource allocation maneuvering, and risk analysis and assessment. Enterprises can reap several lessons from skills management. Skills management works if it: G G G G GG Defines skills for roles Forces forward thinking Forces some documentation of what makes an IT professional especially proficient Strengthens the organization Leads to focused training, risk assessment, sourcing strategy, a nd resource allocation via gap identification Attracts high-level endorsement Does not define work roles Lacks plans or incentive for refreshment Communicates its purpose poorly Provides differing language and terminology Force-fits skills and work roles to policies, rather than driving new frameworksSkills management does not work if it: G G G G G Project Management Skills Development 21 13_26_ch02. fm Page 22 Friday, September 8, 2000 2:43 PM Skills Management Case Study A North American manufacturing company set a goal to boost revenue by $300 million within three years. Key to the growth was a new way of dealing with information and IT. First, hoarding of information by divisions had to give way to enterprise ownership of information.Second, ubiquitous access to information required a managed and enterprise-wide migration to standards, interoperability, common platforms, and client/server technology. Finally, the vision of ubiquitous access depended on substantially upgrading th e IT organization’s skill base, supplementing and supplanting mainframe skills with skills associated with distributed processing and client/server application development.The company embarked on an ambitious initiative designed to cultivate the technical skills and business understanding of the IT professionals. The initiative—notably, company-wide skill identification and continuous training—will help the company to raise its skills level and will give IT employees control of their professional development. Elements of the IT professional development initiative included: GIdentifying eight areas of IT professional skills, technical skills being only one area (a detailed discussion on the eight areas identified follows this list) Assigning company values to skills for the near term, short term, and long term Evaluating employee competence levels within the eight areas of IT professional skills Providing continuous training in critical skills, both technical and non-technical Establishing an IT mentor program Supervisors providing performance planning and coaching Establishing team and peer feedback Flattening the IT organization from 18 to 5 titles Chapter 2 | Basic Skills for Project ManagersG G G G G G G 22 13_26_ch02. fm Page 23 Friday, September 8, 2000 2:43 PM G Mapping skills and performance values to â€Å"salary zones† within the flatter organization With the help of outside experts, IT executives identified more than 125 skills in eight areas of IT professional development. The eight areas of focus for IT professional development and a sampling of associated skills include: GCustomer focus—employee possesses knowledge of customers’ business needs and expectations; delivers constructive qualitative feedback to customers, meets deadlines, and works with customers to set requirements and schedules Technical skills—employee possesses skills related to programming, computer-aided software engineering, deskt op client services, enterprise infrastructure applications, technical software, and hardware support Product or technology evaluation and expertise—employee analyzes and compares products, makes sound recommendations within the company architecture, understands and recognizes limitations of technologies, can communicate the fundamentals of technology to others, and uses technical team resources to resolve or avoid technology-based problems Business and application expertise—employee possesses knowledge of business-specific applications, knows company’s business and local operations, knows the broad application environments (e. g. order entry and accounting), and understands general concepts of business management Project management—employee handles projects of certain size and complexity, estimates project costs and schedules with a degree of accuracy, executes project to plan, manages multiple projects at once, builds teams and organizes team resources, and knows project management tools Interpersonal skills—employee performs as team member or team leader, contributes knowledge to the team and to the organization, and communicates effectively Administrative skills —employee has understanding of budgeting, interviewing, economics of the business, and salary and review process 23 G G G G G G Project Management Skills Development 13_26_ch02. fm Page 24 Friday, September 8, 2000 2:43 PM G Soft skills—employee displays leadership, forward thinking, initiative, drive for education, and commitment to organizational structure and development.Each skill receives a weighting factor based on its strategic significance to the company during the next 12 months, the next 12 to 24 months, and the next 24 to 60 months. A skill considered critical to the company earns a weight of 6; a skill with no value to the company earns a weight of 0. After the company skills are identified and their weights assigned, employee skills are c rosschecked against the company skills and assigned a score based on the employee’s competence level. Employee competence levels range from 6 to 1, that is, from mastery to basic understanding. (A competence score of zero is reserved for skills that are either not applicable or not possessed by the employee. Employees then compare their competence scores with those they receive from their peers, team leaders, and supervisors. To see the scoring mechanism in action, assume that the company assigns COBOL programming skills a weight of 4 for the next 12 months and a weight of 3 for the following 12 to 24 months. At the same time, an IT employee earns a score of 3 for average skills in COBOL programming. Given the framework, the value of those skills to the employee will be 12 during the next 12 months, but the value will decline to 9 during the next 12 to 24 months. Continuous training is considered essential to the program’s success. Here, the IT executives are seeking t o develop an implicit promise between the company and the employees.The company promises to provide the resources and opportunities for training—time, funding, and identification and valuation of strategic skills— if the employees promise to use the training to bridge gaps in the company skills base and in their own skill levels. Armed with the company skills inventory and personal competence scores, employees who take the appropriate training will see their value to the company rise. Employees who choose to forgo appropriate training will see their value diminish. On the plus side, the skills and training program has forced the company to view the IT organization in terms of skills and long-term corporate objectives, not simply in terms of head count.Moreover, employees have responded positively to a program that puts professional development in their hands. On the negative side, skills identification and buy-in from IT managers take so long that the initiative risks losing momentum. 24 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 25 Friday, September 8, 2000 2:43 PM Keys to a Successful Skills Management Endeavor Three areas must be worked out for a skills management initiative to be successful: 1. Employees have to adopt the program as their own, rather than as a management dictate, including the employees assuming control of their own professional development 2. Supervisors have to surrender some control over employee development 3.Executives must ensure that employees use metrics as a tool for professional development, not as a weapon in cutthroat competition As enterprises turn to technology to reach the next level of corporate performance, IT organizations should identify the skills they need to meet the corporate objectives. Through a program of skills identification, IT organizations can see the holes in their coverage, set priorities for projects, define which training is required, and determine which skills may nee d third-party coverage. A commitment to funding for training is essential. Conclusions Rarely has a professional field evolved as rapidly as project management. It is totally different from what it was even 10 years ago.The struggle to stay abreast of new and rapidly evolving technologies, to deal with accumulated development and maintenance backlogs, and to cope with people issues has become a treadmill race as software groups work hard just to stay in place. A key goal of disciplined project managers is to avoid the surprises that can occur when these surprises almost always lead to bad news: canceled projects, late delivery, cost overruns, dissatisfied customers, outsourcing, termination, and unemployment. Indeed, we need to develop management by surprise (MBS) as a project management technique! Keys to a Successful Skills Management Endeavor 25 13_26_ch02. fm Page 26 Friday, September 8, 2000 2:43 PM As we have discussed in this chapter, project managers are a special breed of p eople.The skills that they develop are a cross between a diplomat, ballet dancer, and a Marine Corps drill sergeant—all while having the patience of Job. These skills will serve them well for future higher-level positions as Vice Presidents, Chief Information Officers (CIOs), and Chief Executive Officers (CEOs) of the corporations for which they work. The culture of an organization is a critical success factor in its efforts to survive, improve, and flourish. A culture based on a commitment to project management and delivering quality projects and effective management differentiates a team that practices excellent project management from a flock of individual programmers doing their best to ship code. Projects rarely fail—but people do. 26 Chapter 2 | Basic Skills for Project Managers

Essay about Childhood Obesity An Epidemic - 1316 Words

Childhood obesity is a serious problem in the United States resulting in medical illnesses and shortened life span, action needs to be taken to eat a healthy diet and incorporate exercise into daily life. Among children today, obesity is causing a wide range of health problems that in the past were not seen until adulthood. These include heart disease, respiratory disease, bone fractures and diabetes. There are also psychological effects; obese children are more likely to have low self-esteem, negative body image, eating disorders and depression. Excess weight at a young age has tracked to higher and earlier death rates in adulthood. This paper will pinpoint strategies to use to help decrease the incidence of obesity Maintaining a†¦show more content†¦Children and adolescents who are obese are at greater risk for bone and joint problems. http://www.cdc.gov/healthyouth/obesity/fcats.htm). They are also more prone to develop stress, sadness, social and psychological problems and low self-esteem (http://webmd.com/children/guide/obesity-children?print=true). Obese children can be targets of early social discrimination. The stress of social ridicule can cause low self-esteem which in turn can deter academic and socialization and continues into adulthood. An obese child can be at higher risk for adult health problems like heart disease, stroke, cancer and osteoarthritis in future generations(http://www.cdc.gov/healthyouth/obesity/fcats.htm). A fit lifestyle, including healthy eating and physical activity can lower the risk of becoming obese and developing diseases. Exercise is a key factor in the management of obesity. It is important to plan for exercise and activity daily. Exercise needs to be planned and scheduled into the day. This can include, physical education classes, after school, walking the dog, going outside and playing with neighbors Parental involvement is key in a child’s physical development (http://ww.attitudemag.com/adhd-web/article/633.html) . Although weight problems run families, not all children with a family history of obesity will be overweight. (www.webmd.com/children/guide/obesity-children?print=true). The American Academy ofShow MoreRelatedObesity : Childhood Obesity Epidemic1418 Words   |  6 Pageshis article â€Å"There is no Childhood Obesity Epidemic† discussed the there is a â€Å"stunning† drop in childhood obesity rate. He claims that obesity rates among two to five year olds have plunged over the past decade, and that the so called â€Å"obesity epidemic† had ended. I strong ly disagree with Campos view that there is no childhood obesity epidemic, this is due to the researches that was done by the Centers for Disease Control and Prevention which shows that childhood obesity has more than doubled inRead MoreThe Epidemic Of Childhood Obesity1216 Words   |  5 Pagesintervening in order to combat the epidemic of childhood obesity claim that, â€Å"parents who strive to keep their kids healthy may not have all the tools they need to do so† (â€Å"Childhood Obesity.† Issues Controversies). Therefore supporters agree that the government â€Å"should step in and enable parents to do the best job they can† (â€Å"Childhood Obesity.† Issues Controversies). Joe Thompson, â€Å"director of the Rober Wood Foundation Center to prevent Childhood Obesity† claims that not all parents are ableRead MoreChildhood Obesity : An Epidemic876 Words   |  4 PagesChildhood Obesity Childhood obesity is more than a major issue in the United States: it is an epidemic. The number of overweight and obese children in America has increased at an alarming rate over the past years. According to the Centers for Disease Control and Prevention, childhood obesity has more than doubled in children and tripled in adolescents in the past 30 years [1]. American Heart Association stated, â€Å"Today one in three American kids and teens are overweight or obese; nearly triple theRead MoreChildhood Obesity : An Epidemic834 Words   |  4 PagesIn the United States, childhood obesity is an epidemic and in the past 30 years, childhood obesity have had nearly tripled. There are 31 % of American children and adolescents are either overweight or obese. And according to the numbers, more than 23 million of American children are either overweight or obese and more than 12 million are obese (National Conference of State Legislatures, 2013). The complications of obesity in the childhood period are broad, those include but limited to: hypertensionRead MoreChildhood Obesity : An Epidemic1036 Words   |  5 PagesRainsu Kumbhani All About Childhood Obesity Childhood obesity is an epidemic in U.S. In the year of 2012, about â€Å"one third of children and adolescents were overweight or obese.† Also, percentages of childhood obesity have increased by over ten percent in the last thirty years in children and adolescents (Childhood Obesity Facts 2015). These statistics are shocking, and many people are concerned for the health of their children. This medical condition, as defined by Mayo Clinic, leads to seriousRead MoreThe Epidemic Of Childhood Obesity Essay1053 Words   |  5 PagesThe Epidemic of Childhood Obesity Childhood obesity continues to increase substantially each generation, especially here in the United States. Today, children have become more lazy while eating unhealthy and in excess. This trend ultimately results in increased healthcare problems throughout their life. Childhood obesity has increased because children eat in excess, they are allowed to eat food which is unhealthy, they lack the exercise needed to maintain a healthy weight, and are permittedRead MoreChildhood Obesity : An Epidemic Essay1641 Words   |  7 PagesChildhood obesity is an epidemic in America. Many experts like doctors and dietitians have narrowed the epidemic to a few causes some being lack of exercise, genetics, and food insecurity. Exercise and genetics could lead to obesity in the way that you need exercise to burn fat and some people are genetically more inclined to store more fat. Obesity is having excessive amount of fat that could lead to other health problem which is scary to think that childhood obesity is something that is on theRead MoreThe Epidemic of Childhood Obesity2154 Words   |  9 PagesIntroduction Childhood obesity is an epidemic that goes on throughout the United States. Studies have shown how obesity in children may start, and how it affects each and every child in America. Childhood obesity has been getting attention in the media from famous celebrities all the way to the First Lady of the United States. There are many things that cause childhood obesity and very few ways to stop it. However, there are people out there who are trying to help by getting children active, eatingRead MoreThe Epidemic Of Childhood Obesity3013 Words   |  13 Pages The epidemic of childhood obesity Childhood obesity is an important issue because of this diseases impact over the past few years. With the changing of lifestyles, the production of children who are not as healthy as they should be has increased. Due to these results, a widespread of children being obese has occurred. The Center for Disease Control, CDC, distinguishes between being overweight and being obese. Overweight simply means that the weight is high compared to others in the same height categoryRead MoreChildhood Obesity : An Epidemic Essay1954 Words   |  8 PagesChildhood obesity is not merely an issue in the United States- it is an epidemic. The number of overweight and obese children in America has increased at an alarming rate over the past years, and there is no chance of it slowing down unless action is taken. Obesity puts children at a high risk of developing many serious illnesses. Not only do children who are obese have unhealthy weights, but they also have a high risk of having weak lungs, poor blood quality, and a variety of other sicknesses. Par ents

Solar Storms How They Form and What They Do

Solar storms are the most fascinating and dangerous activities our star experiences. They lift off the Sun and send their fastest particles sleeting radiation across interplanetary space.   Very strong ones affect Earth and the other planets within a matter of minutes or hours. These days, with a flotilla of spacecraft studying the Sun, we get very quick warnings of upcoming storms. This gives satellite operators and others a chance to get ready for any space weather that may occur as a result. The very strongest storms can do great damage to spacecraft and humans in space, and affect systems right here on the planet. What Effects do Solar Storms Have? When the Sun acts up, the result can be as benign as a great display of northern and southern lights, or it can be much worse.  The charged particles released by the Sun have  various effects on our atmosphere. At the height of a strong solar storm, these clouds of particles interact with our magnetic field, which causes strong electrical currents that can damage technology we depend on each day. At the worst, solar storms have knocked out power grids and disrupted communications satellites. They can also bring communications and navigation systems to a halt. Some experts have testified before Congress that space weather affects peoples ability to make phone calls, use the Internet, transfer (or withdraw) money, travel by plane, train, or ship, and even use GPS to navigate in cars. So, when the Sun kicks up a little space weather due to a solar storm, its something people want to know about. It can seriously affect our lives. Why Does This Happen? The Sun goes through regular cycles of high and low activity. The 11-year solar cycle is actually a complex beast, and its not the only cycle the Sun experiences. There are others that track other solar fluctuations over longer time periods, too. But, the 11-year cycle is the one that is most associated with the kinds of solar storms that affect the planet. Why does this cycle occur? Its not completely understood, and solar physicists continue to debate the cause. the solar dynamo is involved, which is the interior process that creates the Suns magnetic field. What drives that process is still under discussion. One way to think of it is is that the internal solar magnetic field gets twisted as the Sun rotates. As it becomes entangled, magnetic field lines will pierce the surface, prohibiting hot gas to rise to the surface. This creates points that are relatively cool compared to the rest of the surface (roughly 4500 Kelvin, compared to the Sun’s normal surface temperature of about 6000 Kelvin). These cool points appear nearly black, surrounded by the yellow glow of the Sun. These are what we commonly call sunspots. As charged particles and heated gas stream from these sunspots, they create the brilliant arcs of light known as prominences. These are a normal part of the Suns appearance. The solar activities that have the most potential for destruction are solar flares and coronal mass ejection. These incredibly powerful events result from these twisted magnetic field lines reconnect with other magnetic field lines in the atmosphere of the Sun. During large flares, the reconnection can generate such energy that particles are accelerated to a high percentage of the speed of light. Causing an incredibly high flux of particles to stream toward the Earth from the Sun’s corona (upper atmosphere), where temperatures can reach into the millions of degrees. The resulting coronal mass ejection sends huge amounts of charged material out to space  and is the type of event that currently worries scientists around the world. Could the Sun Erupt in a Major Solar Storm in the Future? The short answer to this question is yes. The Sun goes through periods of solar minimum — a period of inactivity — and solar maximum, its time of highest activity. During solar minimum, the Sun doesnt have as many  sunspots, solar flares, and prominences. During solar maximum, these sorts of events can occur frequently. Its not only the frequency of these events that we need to be worried about but also their intensity. The more intense the activity, the more potential for damage there is here on Earth.   Scientists ability to forecast solar storms is still in its infancy. Clearly, once something erupts from the Sun, scientists can issue a warning about increased solar  activity. However, predicting exactly when an outburst will occur is still very difficult. Scientists track sunspots and give warnings if a particularly active one is aimed at Earth. Newer technology now allows them to track sunspots on the back side of the Sun, which helps with early warnings about the upcoming solar activity.   Edited by Carolyn Collins Petersen

Theme Of Imperialism In Waiting For The Barbarians

South African history has been punctuated by a series of colonization attempts, but the most impactful of these colonial periods would be those of the Dutch and British Empires. J. M. Coetzee was born in South Africa when the nation was still ruled by the British, and, as such, his opinions about imperialism are likely to have formed from an early age and be in the primary perspective of British imperialism. When reading the above excerpt from Waiting for the Barbarians, it becomes apparent that Coetzee wishes to make a statement about the nature of imperialism using metaphor. Specifically, J. M. Coetzee uses the extended metaphor of the children playing in the snow to suggest that empires act as a corrupting force against an otherwise†¦show more content†¦This is further proven by the inclusion of children in the magistrate’s dream, while excluding any adults. As with snow, children are often portrayed as being innocent because of their lack of responsibilities and e xperience with the adult world. As the narrator watches â€Å"a group of tiny figures playing around a snowcastle† (Coetzee, 1980, p.37), he observes a symbolically pure event because the scene lacks any influence of adults. It is obvious from this image that the magistrate idealizes childhood, but it is not immediately clear what aspect of his adult life he despises. To determine what is driving the magistrate to these thoughts, one must interpret his actions as he travels through the dreamscape. The magistrate’s actions throughout his dream serve as an allegorical representation of his own noxious role in the empire. As the narrator trudges his way towards the children, he immediately begins to act as a disruptor of their play activities. His approach causes the children to â€Å"sidle away or melt in air† (Coetzee, 1980, p.37), forcing all the children except for one to discontinue the activity that emphasized their innocence. Particularly telling is the use of the word â€Å"melt† to describe how the children disappear before the magistrate, suggesting that he is both unable to grasp their true nature and that he is the causeShow MoreRelatedLord of the Flies, Coral Island and the Role of Adults - Essay1558 Words   |  7 PagesIt is known that to fully appreciate the novel â€Å"Lord of the Flies† (1954) by William Golding (1911-1993) it is necessary to have read Robert Michael Ballantyne’s (1825-1894) â€Å"Coral Island† (1858), or at least to understand its theme and treatment. And so, since it was Golding’s intention to set himself to write an island story that deliberately challenged Ballantyne’s model in â€Å"Coral Island† -by inverting its assumptions and values- we can explore multiple angles from which the two novels can beRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagesaccessibility of primary documents and secondary works on world history in the past 100–150 years, which are clearly evident in the citations that accompany the essays in this collection, makes this neglect all the more lamentable. Taken together, the key themes and processes that have been selected as the focus for each of the eight essays provide a way to conceptualize the twentieth century as a coherent unit for teaching, as well as for written narrative and analysis. Though they do not exhaust theRead MoreOrganisational Theory230255 Words   |  922 Pagesorganizational theory challenges the relationship between individuals, groups and the organization through bureaucracy and hierarchy The virtuous bureaucracy Modernist themes in organizational design Modernist bureaucracy as a key challenge to organization design Contingency theory and organization design Organization culture as a key theme in organization theory The modernist tradition in organization culture Conclusions: does modernist organization theory still provide challenges for new visions ofRead MoreImpact of Science on Society38427 Words   |  154 Pagesthe ancient Greeks? Well, put yourself in their position. In the eighth century B.C. you live on narrow coastal strips in what is now modern Turkey, in littIe city states with just enough to survive on. The weather is lousy and uncertain, and the barbarians are clobbering you with regularity. Yo u’ve got to get out and trade, make a buck, just to keep going, so you think up ways of systematizing the method of hustling business. You look up at the sky, and what you see is not Sirius rising and nothingRead MoreImpact of Science on Society38421 Words   |  154 Pagesthe ancient Greeks? Well, put yourself in their position. In the eighth century B.C. you live on narrow coastal strips in what is now modern Turkey, in littIe city states with just enough to survive on. The weather is lousy and uncertain, and the barbarians are clobbering you with regularity. You’ve got to get out and trade, make a buck, just to keep going, so you think up ways of systematizing the method of hustling business. You look up at the sky, and what you see is not Sirius rising and nothing

Poem of Harlem Renaissance Free Essays

In the poem Song of the Son, Toomey is turning to the origins of slavery, saying slavery alone has made him a son of this Earth. Song of the Son† is a five stanza, rhyming poem. Each stanza has five lines. We will write a custom essay sample on Poem of Harlem Renaissance or any similar topic only for you Order Now The poem in the first stanza talks about the correlation between nature and song. The second stanza talks about the son and his correlation with nature. Both the first and second stanza collaborates to make the title of the poem Song of the Son. The last two stanza talk about the how the society during that time depicts slaves, â€Å"O Negro slaves, dark and purple ripened plums. † The narrator also talks of the sun setting on he slaves who frequently used songs as a form of expression. The narrator expresses an interest in remembering and figuratively staying connected with the slaves who had worked the land in previous generations. It seems to me that a poem which effectively expresses the spirit of Harlem Renaissance poetry is â€Å"From the Dark Tower,† by Counter Culled. The first stanza open up the poem with the idea of struggle. Culled states in these first lines, we see a man planting, yet not reaping, his own rewards. Instead, the fruits of that labor will simply be plucked away by others, resalable by white men who take what the black men sow. Culled is also saying that the oppressed black people of his day will not always Just sit and watch their people and heritage be enslaved. Culled uses the image of a â€Å"sable†, (meaning black), night sky that relieves the harsh, grim, barren day (stark) as a metaphor. Culled is referring to young African Americans as â€Å"buds† ( lines 13 Even though they are alive, they are so limited by being a black person in America that they will never come close to realizing their full potential A Black Ban Talks of Reaping is a poem that focuses on the oppression and racism in America. This poem describes the trial and hardships of the African American people. The poem also talks about the little children that weren’t around for the planting, but still have to taste the bitter fruit. This could mean that future generations still have to face the discrimination between the races. Stanza 1, he has been plating for many years against fear of losing the harvest and the extenuate that he wont. Stanza 2, He has plated a lot of seeds, but has only harvested very little of what he sowed. Stanza 3, The speaker is saying that no matter how hard he works, his son will have the same fate he does. The author’s tone is harsh and sad: harsh for having to work and sad for his son. The mood of the poem is disappointing for the feeling of failure for his sons. This poem is important because it sends out a message to all blacks and speaks about how every black was treated. In conclusion, the legacy of the Harlem Renaissance has opened doors for today’s African- American writers. The Harlem Renaissance was the internal spring for African-Americans branching out into the world on their own desire. The renaissance opened a new dimension for African-Americans and brought about the legalization of â€Å"l can do it, and do it with dignity, grace, and style. This time period in history was not Just a national movement, but an impact creating a revolution of sorts. Harlem saw a never-seen-before work per excellence, in various fields, which gave African-Americans a renewed image and a fresh outlook. Harlem Renaissance has been the breeding ground for creative endeavors by authors, poets, and artists. Harlem, in itself, was an idea of cultural excitement that progressed throughout the twentieth century. Black visual artists experienced an e xplosion in ideas and energy during Harlem Renaissance. The Harlem Renaissance produced novelists, poets, artists and musicians who are today considered some of the finest that America ever produced, regardless of race. In conclusion, the legacy of the Harlem Renaissance has opened doors for today’s African- American writers. The Harlem Renaissance was the internal spring for African-Americans branching out into the world on their own desire. This time period in history was not Just a national movement, but an impact creating a revolution of sorts. Harlem Renaissance has been the breeding ground for creative endeavors by authors, poets, and artists. How to cite Poem of Harlem Renaissance, Papers

The Management Theories and Practices-Free-Samples for Students

Question: Discuss about the Management and Theories and Practices. Answer: Introduction The management theories and practices are concerned with the collection of various ideas and opinions to set up rules and regulations for managing the business in an effective manner. The management theories and practices can also help the managers and supervisors to use their knowledge to accomplish the goals and objectives as well as implement effective ways or approaches to achieve the goals and objectives. The theories and practices of management thus can be beneficial for managing the human resources of the organization JB Hi Fi and keep the staffs motivated by allowing them to perform to their potential and meet the quality standards of the products and services delivered by the organization in Australia (Jbhifi.com, 2017). Within a professional field, it is always essential for the managers and supervisors of an established business organisation to provide the most effective framework for managing the strategies properly within JB Hi Fi (Bloom et al., 2012). It will help to gu ide the workforce in the right direction for accomplishing the organisational goals and obtain the best production level along with better company sales and revenue generation too. The essay will discuss few of the strategic management practices used by the organisation and various theoretical concepts to sustainability within JB Hi Fi in Australia. The theoretical concepts and practices that can influence the managerial practices within JB Hi Fi will also be illustrated along with the ways of achieving a sustainable business within the competitive business environment. Lastly, few recommendations will be provided too for ensuring that the sustainability practices within the organisation can bring out positive outcomes that can both benefit the company and effectively enhance the performances of employees too (Bratton Gold, 2012). Description of the organisation JB Hi-Fi is a retail organisation that offers consumer goods and services such as electronic items and is presently one of the most successful and growing business organisations in Australia. It is a large company within the retail industry, and it found in nearly 200 locations all over the world. Few of the major products offered by the company are DVDs, Blu ray discs, home appliances, hardware items, mobile phones, laptops, computer accessories, electronic products and video games and consoles too (Brigham Ehrhardt, 2013). The company has managed to create a sustainable place in the market, and this has helped the organisation to generate revenue of A$4 billion and profit of A$152 million. It has an operating income of A$221 million, which makes it one of most successful retail companies in Australia (Jbhifi.com, 2017). Since its introduction, the company has managed to grow consistently and has even acquired 70 percent of the chains of Clive Anthony in Queensland. Hills and Stewa rt chains are also acquired by the company to enhance its sales by keeping not only limited to Australia, rather manage its distribution and selling of products and services in New Zealand for a whopping amount of NZ$17.5 million (Brundiers Wiek, 2013). Due to the good amounts of the rate of return on investments made, JB Hi Fi has also opened a new branch in Sydney in the area of Castle Hill to expand its customer base and increase the number of customers too. The organisation has not only created a strong market presence but also has been specialised in delivering electronic consumer goods that have fulfilled the quality standards as well as fulfilled the demands and preferences of the customers largely (Carroll Buchholtz, 2014). In the previous year, i.e., 2016, JB Hi-Fi also created a major deal by acquiring warehouses of The Good Guys in Australia and became one of the largest and most popular electronics retailers in Australia (Jbhifi.com, 2017). JB Hi-Fi has managed to promote effective environmental sustainability practices and so presently, the company do not have any obligatory requirements that are needed by the company to comply with. The company not only developed several voluntary initiatives but also had strived towards business operations by creating very less impact on the environment (Clegg, Kornberger Pitsis, 2015). This organization has been considered as an example of strategic management practices because of its effective Code of conduct that has been provided to all the employees regarding their responsibilities. This is important to protect the environment from harm as well manage disposal of wastes, reduce chemicals and furthermore utilize the resources in an effective way too by preventing any wastage (Cornelissen et al., 2015). Theoretical concepts of sustainability JB Hi-Fi is one of the largest retail chains which has been working in partnership with the NSW Government for delivering smart choices retail programs and allow the customers make good choices related to the costs of running and management of electronic goods and services before purchasing by the customers. This is an easy and convenient way to allow the customers make choices before purchase as well as make them understand about how the products that they will buy can fulfill their needs and requirements (Daft, 2012). The retail partners of the company have helped the families of many customer to make cost effective decisions, which can allow them to make more savings based on their energy bills and even make the customers know about the advantages that can be incurred after buying the energy efficient home appliances, electronic goods and other products delivered by JB Hi-Fi in Australia. JB Hi-Fi has managed to offer good quality products that have lower running costs and thus ha ve been preferred by many customers of Australia (Epstein Buhovac, 2014). The management theories and practices of JB Hi-Fi are quite effective for creating a good workforce consisting of employees who are skilful and knowledgeable enough to handle critical situations and establish themselves as major organisational assets to achieve the business goals and objectives with ease and effectiveness (Hayes, 2014). The retail company has set up various platforms inclined with the sustainability approaches to providing integrated products and services to the other businesses, education sectors as well as Government with the use of its JB Hi-Fi solutions arm. With the help of organic growth and acquisitions of effective strategies, the company has managed to provide $500 million per year in sales, and this has even increased the profit level largely. The company managed to enter FY16 with an aggressive and effective plan of recruitment to expand the customer base by making a wide range of products and services available along with generation of more customers (Hur teau et al., 2014). The trading activities of JB Hi-Fi are quite a strong and effective because the company has cycled through the soft trading period to gain benefits like growth in sales along with tax incentives too. In the financial year, five new stores were opened as well, which further expanded the number of stores of JB Hi-Fi to nearly 200 all across New Zealand and Australia (Jrvelinen, 2013). The theoretical sustainability concepts consider the corporate social responsibility of the business organisation, which has allowed to donate to many charity partners by the management of payroll deductions. JB Hi-Fi has managed its sustainability approaches by understanding its responsibilities or duties towards the community and how it can be possible with the development of an enhanced workforce. JB Hi-Fi has matched up the contributions of staffs to create a positive impact on both the community and charities with ease and effectiveness (Kianto, Andreeva Pavlov, 2013). The company has been a proud member of the Australian Charities Fund to support the goals of Mdonors till the year 2020 and ensure that the charities are provided with proper support and help to benefit the community (Jbhifi.com, 2017). Based on the codes of conduct, the company has managed the business operations without creating any negative impact on the environment. The business operations create huge amounts of wastes, chemicals and natural resources are often wasted. Thu, to maintain sustainability properly, JB Hi-Fi has protected the environment by managing waste disposal properly along with storage and utilisation of natural resources in an effective manner too (Kianto et al., 2014). The Four-capital model or theory is one of the major theoretical concepts to sustainability that not only maintain sustainability within the society but also balances the capital so that it is not wasted. This theory consists of four capitals, and all of these must be balanced together to maintain a sustainable society with ease and efficiency. The four capital model includes human capital, financial capital, natural capital and manufactured capital. By maintaining human capital such as the labour and skills of workers, their skills, management of social networks, political systems, influence and power along with trust and reputation, the social responsibility of the organisation could be met (Lang et al., 2012). The financial capital including the cash, debt, monetary instruments, investments made can help to maintain the financial sustainability whereas the natural capital includes the resources, living systems and ecosystem services that are responsible for maintaining environment al sustainability. The manufactured capital include the money available for maintaining good infrastructure, implement new machinery and equipment and make the factories function properly (Lukas, Whitwell Heide, 2013). The Natural Capitalism theory also helped in maintaining sustainability with the inclusion of land, labor and manufactured capital. It ignored the natural capital for a long period and did not even consider the sustainability within the society, because of which, the utilisation of resources was done without any appropriate management techniques. The natural capitalism theory used various tools including the Radical resource productivity, Biomimicry, Services and flowed economy and investments in natural capital (Markard, Raven Truffer, 2012). This helped in maintaining the environmental sustainability but also helped to shape the future approaches that could benefit the community and even manage proper sustainable practices by JB Hi-Fi all throughout in an easy way. The cartridges are also collected which are no longer used and can be recycled for usage. The managers have supervised the workers properly and made sure that they follow the laws, rules and regulations properly to main tain peace and harmony within the organisational premises too (Neubauer Lank, 2016). The theoretical concept of equity represents the social aspects of the business organisation JB Hi-Fi in Australia. The social aspects are important for benefiting the society as well as create a sustainable environment where the organisation can easily survive in the competitive business environment with ease and effectiveness. It can not only create environmental justice but also will address the various aspects of the environment, social and economic justice along with the social equity, equal rights for development, maintenance of freedom, democracy, empowerment, the participation of individuals and allowing freedom (Ramstad, 2014). In case of any deterioration within the business environment, the questions are linked to the social justice, equity, rights of life for maintained a good quality of life and furthermore ensure welfare and economic scopes related to the supporting of ecosystems. The theoretical concepts of sustainability have helped JB Hi-Fi to implement strategies fo r the development and improve the quality of lives of human beings, furthermore reducing the negative impacts largely. The equity theory also helps in creating a goal or objective for establishing new joint International initiatives to expand business outside Australia and even develop an equitable global partnership for sustaining in the business environment with ease and effectiveness (Waldman Jensen, 2016). The concept of intergenerational equity enables the company to allocate the resources in an effective way for the present and future. This is done by fulfilling the needs and preferences of the present generation without compromising on the abilities and skills of future generations for meeting their needs. The intergenerational equity concept focuses less on the sustainable development rather has managed to create an equitable distribution of power for contributing largely to the improvement of quality of the environment where the organisation operates. The power function co mbines the income equality index, variables of literacy, civil rights, political rights and other geographical factors that can make JB Hi-Fi sustain within the business environment with convenience and ease (Walker Jones, 2012). By managing equality of power within the organisation premises, there would be enhanced performance by the workforce along with the improvement of the environment too, which could further assist in distributing the net benefits and costs effectively (Jbhifi.com, 2017). Theoretical concepts influence managerial practices These theoretical concepts have influenced the decisions made by managers through a better understanding of the environmentally sustainable practices and ensure that the company creates very less impact on the environment, though gaining good amounts of profit and competitive advantage in business. The Code of conduct was issued by the manager to all the employees which stated that they all are responsible for protecting the environment as well as manage disposal of wastes, recycle those, store and utilise the natural resources in a proper manner too (Yen Yen, 2012). The theoretical concepts of sustainability also helped in making JB Hi-Fi respond to the Carbon Disclosure Project or CDP to gain relevant information and report the actions taken by the company to benefit the shareholders and other businesses in Australia. The manager also decided to reduce the carbon emissions by reporting and keeping the emissions of greenhouse gases and consumption of energy monitored for reducing t he negative impact on the environment as well (Bloom et al., 2012). The National Packaging Covenant is a voluntary program that involves both Government and retail industry to make sure that the process of packaging cerates lesser environmental impact and it is measured prior to the effects that it can bring at the initial stages of the packaging process. JB Hi-Fi has followed the voluntary program principles properly to manage the human resources properly and ensure that the supply chain conforms to the requirements of the National Packaging Covenant in an effective manner. With the consultation of the higher authorities and discussing the Theoretical concepts, the managers have made decisions to create an environment-friendly office which can not only reduce the cost of business operations but will also reduce the cost of products largely that can influence the buying behaviours of consumers (Bratton Gold, 2012). The strategies implemented by the managers have helped in recycling the facilities for paper, cans and furthermore create awareness amon g the workers by ensuring compliance with the safety and quality standards. The wastes are disposed properly, and managers have come up with new ways to manage mobile muster by enabling the customers to return the mobile phones that can be recycled and used afterwards. The theoretical concepts have also influenced the managerial practices by setting minimum energy performance standards to ensure that the televisions and other electronic goods are provided with energy efficient labels (Brigham Ehrhardt, 2013). The main concept of sustainability within JB Hi-Fi is to ensure that the present decisions made do not deteriorate the various aspects of improving the living standards. The economic system of the organisation must be managed well by the manager and make sure that the workers are paid with the right amounts of wages so that they can remain motivated and perform to their potential with ease and effectiveness (Christen Schmidt, 2012). The manager needs to supervise the workforce as well as manage the economic systems by living off the dividend of the resources, maintain and improve the asset base so that the future generation can lead a healthy life. Enough employment opportunities are provided to the individuals for getting employment within the organisation (Brundiers Wiek, 2013). This is a corporate social responsibility that can not only maintain a good status of the organisation but also will enable the organisation to create a sustainable place in the market. From all these imp ortant aspects, it could be understood that the theoretical concepts had created a major impact on the decisions made by the managers and supervisors that could help in the successful running of the business (Jbhifi.com, 2017). Recommendations to enhance Sustainability practice Few recommendations have been provided based on the context of the essay topic to ensure the improvement of sustainable practices within JB Hi-Fi in Australia. It is necessary to make the employees and staffs of the organisation aware of the environmental statements for ensuring that less impact is created on the environment and local community and the wastes are disposed properly along with the use and storage of harmful chemicals. It is recommended for the organisation JB Hi-Fi provide relevant data and information to the shareholders on a timely basis for satisfying the obligations and rules of the continuous disclosure. The development of risk management and internal control systems is recommended for management of the business risks related to the consolidated entity and make sure that the company functions efficiently. Recommendations of providing good amounts of wages are made for setting the appropriate salary according to the Remuneration report. It is the responsibility of the Board to approve the Continuous disclosure policy for enabling various methods and techniques to represent the price sensitive information related to the products and services offered and manage proper communication too. The Carbon Disclosure project is needed to be responded to at regular intervals for managing the environmental actions to the external users including investors or shareholders and other businesses. It is also recommended for JB Hi-Fi to adopt the initiative of mobile muster for recycling the mobile phones and embrace environmentally friendly packaging of products and services delivered by the company. All these recommendations show that the company can achieve sustainability and ensure proper functioning with the business environment. Conclusion The essay discussed the various aspects of management theory and practices considering the business organisation JB Hi-Fi in Australia. The organisation has been chosen here as an example of strategic management practices and the various theoretical concepts to sustainability had also been illustrated in this essay. The impact of these theoretical concepts on the decisions made by managers had been demonstrated here as well to show the sustainability approaches undertaken by the organisation's leader. Lastly, few recommendations were provided too for managing improvements of the sustainability practices and improve the efficiency of strategic management within JB Hi-Fi in Australia, thereby derive a good conclusion at the end of the essay. References Bloom, N., Genakos, C., Sadun, R., Van Reenen, J. (2012). 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