Answer 3 questions about Early World History Essay

Answer 3 questions about Early World History - Essay Example These two societies were relatively egalitarian and full of barbaric laws. In terms of geographical factors, they lacked natural borders, materials, and experienced irregular flooding. I believe that intermittent natural flooding would result in stagnation as well as retardation in the plant growth which would eventually lead small harvest from the agricultural farms. They highly depended on foreign natural resources, meaning that they could not support their leadership from within. I believe that this affected their political systems due to external shocks originating from those societies or nations they relied upon for foreign support. They had a lot of cultural variations leading to political instability, and this is because the change in culture meant that they ended up having different cultural views and opinions, hence minimal unity among the society members. In these companies, they have a life where an individual lived for the moment. In other words what I mean is that they had no hopes for the future, and for this reason they could consume as well as exhaust all that they had for the purpose of maximizing their satisfaction. There are other factors that also led to the weak political unity in the two societies and these included gender roles and religious ideas and functions. For the case of sex roles, these communities lacked gender roles that got defined and well structured for the purpose. I believed that well defined and structured gender roles play significant roles towards the political unity of any society. I mean that, when a society has well-defined gender roles, the two gender of the society plays their distinct role, which exhibit forms of specialization and division of labor, leading to an increase in the general production. By specializing in gender roles, be it in agriculture or other economic

A Prime Example of Authoritative Parenting Essay Example for Free

A Prime Example of Authoritative Parenting Essay Parental styles have a well-documented influence on children, and play a strong role in a child’s development. Authoritative parenting has been proven to potentially reduce a child’s risk of associating with antisocial peers, and deter engagement in delinquent behavior. Authoritative parenting has also been shown to raise adults that have healthy emotional adjustment and prosocial behavior. My parents used an authoritative parenting style that created a stable, engaging, warm and nurturing childhood for me. I plan on being an authoritative parent. It worked well in my family, and because research both contemporary and historically states that authoritative parenting is the preferable style. My family is an American nuclear family composed of a father, mother and two siblings. My father Jim is a very successful architect and entrepreneur and my mother Michele is the CFO of their businesses, which allowed her to be a stay at home mother for me and my older brother Kristopher. My parents are a solid example of the authoritative parenting style; their parenting style created a stable, engaging, warm and nurturing childhood for me. I believe the productive and effective business relationship they developed as business partners directly influenced how well they parented, and that their experience in joint decision making especially benefited their parenting, and ultimately me as well. Throughout my childhood and adolescence they were a solid authoritative parenting team, which helped them create a home with a lot of structure. Minuchin, as quoted by Omer, Steinmetz, Carthy and Schlippe (2013), says â€Å"Structure plays a crucial role in promoting a stable and secure frame for family life (Minuchin, 1974).† I strongly feel that the structure positively affected my development by minimizing conflict and confusion. I believe my parent’s personalities also greatly influenced why and how they are authoritative parents. My mother is intelligent, articulate, willful, persistent, ethical, logical, and astonishingly organized. My mother has a dominate personality, and is a woman whose actions are generally the result of reason not her emotions, which is rare for women. However, she is an incredibly warm and nurturing mother who has always been emotionally available for me. I feel these positive traits influenced why I generally listened to her advice and direction, as she was a reliable and available mother. I have always immensely respected and loved

Living in a Barbie World :: social issues

Living in a Barbie World She took the world by storm with her luxurious blond hair, blue eyes, and long legs. Soon, little girls all over the world were emulating and praising this eleven-and-a-half-inch-tall plastic doll (Napier). Throughout the decades, she has become an icon to little girls, so much that some are wondering whether the stereotypical ideals for women exemplified by Barbie have affected females in regards to body image. When Barbie first appeared, she bore her trademark black and white swimsuit and swirling ponytail. Over the years as fashion and teenage lifestyle trends have shifted, so has Barbie. She has evolved from having bendable legs, a twisting waist, long hair, and sophisticated look in the 1960s to the athletically inclined Barbie with bendable wrists, elbows, and ankles in the 1970s. In the 1980s, a new friendlier, open-mouthed smiling, and bright-eyed Barbie emerged on the scene (Riddick). Her wardrobe took on a bit of pizzazz in the 1990s when she started sporting clothes created by famous fashion designers such as Calvin Klein and Vera Wang (Fashion). Not only has this doll transformed into an internationally known fashion savvy doll, she has left psychologists and parents wondering if she may be at fault for many female body image problems because of her overly slender stature. It is incredibly amazing that anyone could consider the body measurements of 5'6", 110 pounds, and 39-18-33 attainable or at all a realistic womanly figure (Napier). These are Barbie's measurements in proportion to the size of a real woman and also the spark that started the fire of controversy concerning gender stereotyping in the nation. The accusations by feminists and doctors alike are that Mattel, the manufacturer of the doll, has projected harmful body images onto our female youth by subtly placing these stereotypes into the media and into little girls hands. The psychologists insist that the young girls notice the body shapes of the doll and translate them into what a female should physically look like thus creating a problem down the road such as low self-esteem or an eating disorder (Langley). Although the Barbie manufacturer's prime intention for the doll was to inspire self-esteem, glamour, and friendship, society's stereotypes have caused her much media strife. There has been so much controversy that in 1998 she underwent plastic surgery to reduce her breast size, liposuction her hips, and inject the fat into her waist.

Restructuring & Downsizing Essay

Human resource management has evolved from a largely administrative and operational role to one that plays an important part in strategic planning. This shift is more evident in its role towards downsizing. The decision to downsize is a decision that requires careful planning and consideration. It is critical to consider the long-term effects that short-term cost cutting measures can bring. Downsizing creates disruptions in the organization’s relationships with customers, suppliers and employees, organization’s structure, culture and climate. As Wayne F. Cascio says â€Å"if you must downsize, do it right, that no class of employee can be disproportionately affected. † Finding the best way to downsize is crucial, because the success of organisations that have downsized in the past has not been particularly laudable. Downsize Decision The downsizing decision is the most demoralizing and stressful aspect of the emerging Human resource managerial role. Downsizing is viewed as having a profound effect on the organization and the personnel including those who are terminated and those who survive. Yet it is the integral part of any workforce management decision. It involves understanding the tangible pitfalls of a reduction in workforce and analyzing the emotional and practical ramifications. Downsizing may occur intentionally as a strategic, proactive response designed to improve organizational effectiveness, increase productivity and cost cutting strategy. This response may involve mergers, acquisitions, sell-offs, or restructuring to better enable the organization to meet its mission or fill an environmental niche. It may involve reduction in personnel through transfers, outplacement, retirement incentives, buyout packages, layoffs, attrition, and so on or may occur in which new products added, new sources of revenue are opened up, etc. It affects work processes. Fewer employees may be left to do the same amount of work and the quality may suffer. Downsizing activities may include discounting functions, abolishing hierarchical levels, merging units, or redesigning tasks. Downsizing can impact financial well-being, health, personal attitudes, and family relationships. Before downsizing HR need to explore possible alternatives such as reducing hours across the board, introducing forced vacation, asking for layoff volunteers, compressed workweek, hiring freeze, and early retirement or implementing other cost-cutting measures. Human resource managers should weigh in on several factors that influence downsizing decisions. They need to identify the specific problems downsizing is expected to solve, consider overall financial health of the company, fiscal operating policies, and industry benchmarks before proceeding, and review all legal implications. Managing Process One key to a successful downsizing plan lies in management’s ability to clearly convey to employees the purpose behind the cost-cutting efforts. Secondly, consider any oral or implied contracts of employment, review employee files, plan for the contingencies, know the stakeholders, clearly define criteria for selection factors on which downsizing decisions will be made. Downsizing may have variety of adverse effects on layoff individuals, survivors and organizations such as loss of morale, distrust, anxiety, feelings of job insecurity, anger, job stress, physical ailments, poor mental health, decreased loyalty, lowered motivation and productivity, increased resistance to change, crisis mentality, politicised special interest groups, occupational violence, lack of teamwork, perception of unfairness, lack of leadership and overall commitment to the organization. Downsizing decision has to be a prudent one because it deals with lives of people. The managers will be faced with a work force at least partly staffed with survivors of downsizing. Providing information regarding the type of severance packages or outplacement benefits will be given to those displaced will alleviate some fears and let those who remain will know that their colleagues are being taken care of. The personnel attribute of downsizing usually involves reductions in personnel. However, downsizing is not limited entirely to personnel reductions. In some downsizing situations new products are added, new sources of revenue opened up, and/or additional work acquired. Even though some people may be added, the overall process results in fewer numbers of workers employed per unit of output as compared to some previous level of employment. Human resources must also position the company to be able to respond quickly and effectively when the economy recovers. The approach taken by the organization to the downsizing process can have an ongoing impact on the company’s reputation with clients and potential future recruits. An inability to recruit critical talent later can mean an inability to rebound, so human resources must provide information openly and promptly to manage perceptions and rumors — both internal and external — about the fairness of any reductions and the need for additional downsizing in the future. Job placement services, employee assistance programs and financial counseling are all services that human resources should consider offering to affected employees. In the aftermath of a mass downsizing, employee morale will undoubtedly be affected. Employers should strive to be as open as possible during the process. Information should not come as a surprise to employees. If the company repeatedly assured workers everything was fine before announcing an unexpected layoff, it will be difficult to regain the trust of the workers who remain. Similarly, if the company focus has always been on meeting the needs of employees and taking active steps to motivate and encourage staff, a forced layoff may actually be more detrimental because it is so contrary to employees’ expectations of the organization. Management and human resources should meet regularly with employees to keep them informed, answer questions and respond to concerns. Any downsizing of the workforce is likely to result in the loss of key knowledge and critical skills. In the case of a voluntary separation program or early retirement initiative, Because turnover increases in the wake of a layoff, human resources must connect with key workers to outline their importance to the organization and provide information about how the company plans to recover. HR should also detail future career opportunities that can be realized by remaining with the business. Clear documentation, particularly regarding the layoff process itself, is important. Therefore it is vital that HR management weigh the relative costs and benefits against the negative impact downsizing has on employees and identify hazards, undertake risk assessment, consult with employee representatives, pursue compliance with legislative duties and take appropriate steps to manage any significant hazards that are identified, including psychosocial hazards. Downsizing refers to activities undertaken by management to improve the efficiency, productivity, and competitiveness of the organization by reducing the workforce size. Implications of Organisational Restructuring to HR Planning Restructuring: A Perspective Organizations and businesses today are faced with increased demands to become leaner due to global competition and rapid technology change. Many organizations have responded by corporate restructuring and downsizing or streamlining their operations and often outsourcing many functions originally assigned to permanent employees. Restructuring can lead to changes of ownership, radical changes in the internal management structure, mergers, acquisitions and significant downsizing or hiring trends. Internal factors can also include the addition or removal of a major product or service, addition or loss of a major client or the restructuring of departments. Restructuring is not a quick fix. Before restructuring we need to spell out the expectations and objectives and effectively communicate with the all the stakeholders to improve organization’s ability to move through change effectively. Restructuring is a formal system of re-aligning tasks and reporting relationships that controls, coordinates, communicates, decides and motivates employees so that they cooperate to achieve an organization’s goals. Restructuring may be carried out to expand and create new departments to serve growing markets or to downsize or eliminate departments to conserve overhead. Depending on the size of the organisation and type of business one may adopt a flat or tall structure and model it according to functional, divisional (product, market or geographic) or adaptive lines. Implications of Organisational Restructuring to HR Planning In the event of restructuring HR planning becomes critical because HR is typically responsible for handling all aspects of an organization’s restructuring. HR departments provide or support announcements to employees regarding restructuring. HR is typically present when employees are informed of layoffs or permanent downsizing related to restructuring. Changes in employment policies, organizational structure, workforce, and location and job descriptions are announced to employees by human resources and management. HR also calculates changes in compensation and benefits resulting from reorganization. Organizations rely on human resources to provide a smooth transition during restructuring while retaining desired employees and integrating new employees into the new organizational plan. Restructuring leads to a new organization chart and HR need to reassess and alter their existing roles and responsibilities to better reflect the dynamics of the shifting workplace environment. HR departments also fulfil staffing recruitment needs including preparing job descriptions, posting and publishing available jobs, screening and interviewing candidates for employment and integrating new staff members into their assigned work areas. HR will often be called on to act in an advisory capacity salary ranges and often making changes to benefits, profit-sharing and other corporate perks. HR also institute training and educational programs and seminars and assist employees with transitions in and out of positions and in and out of the company. It may provide information, updates and job seeking resources for employees displaced from their jobs due to restructuring. HR departments are responsible for researching, recommending and implanting employee retention strategies during restructuring. Restructuring brings in changes to corporate cultures, which directly affects employees and may result in loss of identity, shrinkage in compensation, distrust, stress and conflict. HR has to ensure the internal processes accommodate the changes and the communication base is prepared to sensitize the various stakeholders.

History and Memory: The Fiftieth Gate Essay

History and memory are both needed to uncover human experiences. We are already aware, from ourselves, that memory can be defined as recalling or recognising ones past and previous experiences and events; however memory is dependent on one’s involvement and personal perception of their past. History is the meaning of documented records of past events, usually written as a chronological account. Both history and memory share a deep relation to the truth, however, also give separate meanings. History relies on memory as it cannot be created without one’s records of facts on past events. At the same time, memory can be influenced by history as one cannot keep recollections of their past life without having experienced it. Humans can come to a state of realisation through the fact that memory can be something that is possible to be flaw. An individual’s current emotions, opinions or understanding on their past experienced event can influence them to change their memory of that event, thus re-writing the history of their personal lives. This same fault can also coincide with the flaws that occur in the documentary evidence of history, which influences memory. Doctor Mark Raphael Baker’s narrative text, ‘The Fiftieth Gate’, reveals the nature of history and memory through his attempts to record his parents’ stories and experiences, as Holocaust survivors, in order to allow a better understanding of his identity and experience in human history. His particular profession as an historian, lecturing in modern Jewish history at the University of Melbourne, was responsible for his desire to explore the past of his parents, Yossl and Genia. It is also through this profession that allows us to see the connection between history and memory, as well as the tension and conflict that may arise as a consequence of this connection. Baker’s study, of history and memory, in hope to enter his parent’s recollections becomes a confrontation with the terror of his parents’ childhood. ‘The Fiftieth Gate’ uses a range of textual forms that allows us to gain an understanding between the rich connection of history and memory, in which Baker takes to provoke his parents’ experiences, both past and present; providing us with an insight of its complex link. Yossl’s and Genia’s stories are told in both their own words and evidently proven through the use of documented records, that Baker finds, in the Yad Vashem archives in Jerusalem. Yossl Bekiermaszyn, born in 1927 before, recalls his childhood town of Wierzbnik as having green fields, forests, snow, rivers – a normal life in a normal town. Baker believes that Yossl has a very accurate memory of his past; this is evident from Yossl’s clothing business as he has an outstanding ability to recite everything about his clothing; whether it is its fabric, size, weight, structure, price, colour, etc. Yossl’s explains that during his childhood before the Second World War, his family owned a shop in the local area and were financially stable. His parents would help out friends and family when they were in desperate needs during The Great Depression. Yossl’s family members died between 1940 and 1945. His father, Leibush, and mother, Hinda, both died in death camps.