Personal Skills and Self Management Essay Example | Topics and Well Written Essays - 750 words

Personal Skills and Self Management - Essay Example Having started my career at the ANZ Banking Group about 14 years ago as an operator of Grade 2, I have progressed in my field and am now serving in the ANZ as Level 3 Supervisor within the Loan Operation Department. I hope to progress further and become the Operation State Manager in ANZ and get placed in Category C. The Operation State Manager manages two teams in the Institutional Loan Division. This includes 13 workers and 5 business units. The fact that the Operation State Manager has to take care of the business units in addition to the workers increases and complicates his duties manifolds. He is also expected to achieve the goals of higher management and meet stakeholder expectations. Duties of the Operation State Manager can be fundamentally classified into the four universally known functions of management namely planning, organizing, leading and controlling. One of the most important skills required of a Operation State Manager is communication because he has to interact wi th hundreds of people on daily basis. The word of Operation State Manager means a lot to them. ... If I am to become the Operation State Manager later in my career, it is imperative that I concentrate on improving my communication skills. For that, I would need to gain a good understanding of different styles of communication for use in different kinds of situations. There are four basic styles of communication namely assertive, aggressive, passive, and passive-aggressive. A manager has to see which style fits a particular situation. I also have to analyze the barriers to effective communication. Nevertheless, the manager needs to be more assertive in his communication because it promotes understanding and diffuses anger. ANZ defines leadership characteristics as supportive for the organizational culture. Hence, in order to be a successful manager In ANZ, I would need to conduct thorough analysis of the organizational culture, aims and objectives and accord my leadership qualities with them. The Operation State Manager at ANZ is necessarily a role model for the subordinates and th ey acquire motivation for him. Therefore, I would need to learn how to motivate employees. I would need to conduct a detailed literature review to identify the factors that serve as the biggest source of motivation for the workforce. Such factors include but may not be limited to money, promotion, paid leave and added privileges. It is important for me to optimize my own leadership skills instead of trying to copy other leaders because I believe that effective leadership originates in original personality rather than an artificial one. I expect myself to be ready for this position in the next 3-5 years. Communication and conflict resolution are two of the most fundamental aspects of my current capabilities

Project Management and Innovation Past and Future Essay Example for Free

Project Management and Innovation Past and Future Essay It is unsurprising that development of innovation is often run as a project. Yet, theoretically both project management and innovation studies have evolved over time as distinctively separate disciplines. In this paper we make an attempt to conceptualize the innovation project management and past as well as future of same. By doing so, we contribute to the nascent academic debate on the interplay between innovation and project management. This paper is concerned with three topics and the interplay between them, namely â€Å"Innovation†, â€Å"Research and Development (RD)† and â€Å"Project Management†. The interest in these topics has exploded recently as they emerged both on the policy agenda and in the corporate strategies. The contribution of technological innovation to national economic growth has been well established in the economic literature. In the last couple of decades, new technologies, new industries, and new business models have powered impressive gains in productivity and GDP growth. While originally there was a tendency to equate RD and innovation, contemporary understanding of innovation is much broader than purely RD. RD is one component of innovation activities and knowledge creation among others. Innovation emerges as a pervasive and complex force, not only in the high-tech sectors in advanced economies, but also as a phenomenon existing in low-tech industry of developing, or catching-up economies. Still, the link between RD and innovation is often at the core of the innovation studies. Presently, we are witnessing â€Å"projectification† of the world as a growing number of specialists organise their work in projects rather than on on-going functional basis. The connection between RD and project management has a long history. Most tools of project management have been developed from the management of RD, often with military purposes (Lorell, 1995). The most vivid example of managing RD projects in the public sector is the PRINCE2 method (UK OGC, 2005). Due to the above mentioned difference between RD and innovation, RD projects should be distinguished from innovation projects too. Innovation is a non-linear process, not necessarily technology-led and may not necessarily result from formal RD investments. Innovation is the exploration and exploitation of new ideas and recombination of existing knowledge in the pursuit of sustained competitive advantage. Besides, both innovation and RD projects by their nature differ from conventional projects. Thus, there is a need to examine the Innovation Project Management (IPM) as a distinctive area of managing innovation in projects, using the tools and methods of the project management. The Evolution of Project Management Theory The genesis of the ideas that led to the development of modern project management can arguably be traced back to the protestant reformation of the 15th century. The Protestants and later the Puritans introduced a number of ideas including ‘reductionism’, ‘individualism’ and the ‘protestant work ethic’ (PWE) that resonate strongly in the spirit of modern project management. Reductionism focuses on removing unnecessary elements of a process or ‘ceremony’ and then breaking the process down into its smallest task or unit to ‘understand’ how it works. Individualism assumes we are active, independent agents who can manage risks and create ideas. These ideas are made into ‘real things’ by social actions contingent upon the availability of a language to describe them. The PWE focuses on the intrinsic value of work. Prior to the protestant reformation most people saw work either as a necessary evil, or as a means to an end. For Protestants, serving God included participating in and working hard at worldly activities as this was part of God’s purpose for each individual. From the perspective of the evolution of modern project management, these ideas were incorporated into two key philosophies, Liberalism and Newtonianism. Liberalism included the ideas of capitalism (Adam Smith), the division of labour, and that an industrious lifestyle would lead to wealthy societies Newton saw the world as a harmonious mechanism controlled by a ‘universal law’. Applying scientific observations to parts of the whole would allow understanding and insights to occur and eventually a complete understanding. LITERATURE REVIEW In this paper we seek to establish bridges between two distinctive disciplines – project management and innovation management (innovation studies). Despite seemingly interrelated nature of both subjects, these two research domains have been developing relatively isolated from each other. Innovation Studies Innovation studies are rooted in the seminal writing of Joseph Schumpeter in the 1920s-1930s (e. g. Schumpeter, 1934), whose ideas started to gain popularity in the 1960s, as the general interest among policymakers and scholars in technological change, RD and innovation increased. The field formed as a distinctive academic discipline from the 1980s. Scholars like Richard Nelson, Chris Freeman, Bengt-Ake Lundvall, Keith Pavitt, Luc Soete, Giovanni Dosi, Jan Fagerberg, Bart Verspagen, Eric von Hippel and others have shaped and formed this discipline. The seminal publications in the area include, inter alia, Freeman (1982), Freeman and Soete (1997), Lundvall (1992), Nelson and Winter (1977, 1982), von Hippel (1988). Regarding the definition of innovation – a general consensus has been achieved among innovation scholars who broadly understand this phenomenon as a transformation of knowledge into new products, processes and services. An in-depth review of the innovation literature is beyond the scope of this paper (refer to Fagerberg (2004) for such analysis). Our intention is to outline main directions of research. In a recent paper, Fagerberg and Verspagen (2009) provide a comprehensive analysis of the cognitive and organizational characteristics of the emerging field of innovation studies and consider its prospects and challenges. The authors trace evolution and dynamics of the field. Reflecting the complex nature of innovation, the field of innovation studies unites various academic disciplines. For examples, Fagerberg and Verspagen (2009) define four main clusters of innovation scholars. They are â€Å"Management† (cluster 1), â€Å"Schumpeter Crowd† (cluster 2), â€Å"Geography and Policy† (cluster 3. 1), Periphery† (cluster 3. 2) and â€Å"Industrial Economics† (cluster 4). For the purposes of our analysis we shall have a closer look at the â€Å"Management† cluster, since it is here where the connection between innovation and Project Management can be found. In fact â€Å"Management† is the smallest cluster within the entire network of innovation scholars, consisting of only 22 scholars, mainly sociologists and management scholars, with a geographical bias towards the USA. This small number of scholars (22) is in sharp contrast with the biggest clusters ? â€Å"Geography and Policy† (298 scholars) or â€Å"Schumpeter Crowd† (309). In terms of publication preferences, apart from Research Policy, the favorite journal for innovation scholars, members of â€Å"Management† cluster see management journals as the most relevant publishing outlets, particularly Journal of Product Innovation Management, Management Science and Strategic Management Journal. Fagerberg and Verspagen (2009, p. 29) see a strong link between innovation and management and provide a following description: â€Å"Management is to some extent a cross-disciplinary field by default and firm-level innovation falls naturally within its portfolio. †¦. So between innovation studies and management there clearly is some common ground†. Project Management The project management as a human activity has a long history; e. g. construction of Egyptian pyramids in 2000 BC may be regarded as a project activity. However, the start for the modern Project Management era, as a distinctive research area, was in the 1950s. Maylor (2005) determines three major stages of the PM historical development. Before the 1950s, the PM as such was not recognized. In the 1950s, tools and techniques were developed to support the management of complex projects. The dominant thinking was based on â€Å"one best way† approach, based on numerical methods. The third stage, from the 1990s onwards is characterized by the changing environment in which projects take place. It is more and more realized that a project management approach should be contingent upon its context. It is also noted that a shift is observed over time in development of project management – from focus on sole project management to the broader management of projects and strategic project management (Fangel, 1993; Morris, 1994; Bryde, 2003). Reflecting these changes in the managerial practices, the body of academic literature on PM has evolved and burgeoned. International Journal of Project Management and Project Management Journals became the flagship publication outlets for PM scholars and practitioners. A large number of (managerial) handbooks outlining the methods and techniques of PM have been published, e. g. Andersen et al (2004), Bruijn et al (2004) Kerzner (2005), Maylor (2005), Meredith and Mantel (2006), Muller (2009), Roberts (2007), Turner (1999), Turner and Turner (2008). Despite a growing number of publications, there is no unified theoretical basis and there is no unified theory of project management, due to its multidisciplinary nature (Smyth and Morris, 2007). Project management has a more applied nature than other management disciplines. Although the PM has formed as a distinct research field, there is no universal, generally accepted definition of a project and project management. Turner (1999) develops a generic definition of a project: A project is an endeavor in which human, financial and material resources are organized in a novel way to undertake a unique scope of work, of given specification, which constraints of cost and time, so as to achieve beneficial change defined by quantitative and qualitative objectives. There have been several attempts to provide an overview of the state-of-the-art research in PM and outline its trends and future directions (e. g. , PMI, 2004; Betts and Lansley, 1995; Themistocleous and Wearne, 2003; Crawford et al, 2006; Kloppenberg and Opfer, 2002). In a recent article, Kwak and Anbari (2009) review relevant academic journals and identify eight allied disciplines, in which PM is being applied and developed. These disciplines include such areas as Operation Management, Organizational Behavior, Information Technology, Engineering and Construction, Strategy/Integration, Project Finance and Accounting, and Quality and Management. Notably, one of these eight allied disciplines is â€Å"Technology Application / Innovation / New Product Development / Research and Development†. The authors found that only 11% of journal publications on the subject of project management fell under the â€Å"Innovation† heading. Yet, importantly, this area showed sustained upward interest, and hence the number of publications, since the 1960s. Overall, Kwak and Anbari (2009) conclude that the mainstream PM research proceeds largely in the â€Å"Strategy / Integration / Portfolio Management / Value of PM / Marketing† direction (30% of all publications examined by the authors). PM AND INNOVATION: THE PAST Projects in one form or another have been undertaken for millennia, but it was only in the latter part of the 20th century people started talking about ‘project management’. Earlier endeavors were seen as acts of worship, engineering or nation building. And the people controlling the endeavors saw themselves as members of groups focused on specific callings such as generals, priests and architects. There is an important distinction to be drawn here between projects: ‘a temporary Endeavour undertaken to create a unique product, service or result’ and the profession of project management; or at least ‘modern project management’. For a discipline to be considered a profession a number of attributes are generally considered necessary; these are: †¢ Practitioners are required to meet formal educational and entry requirements, †¢ autonomy over the terms and conditions of practice, a code of ethics, †¢ a commitment to service ideals, †¢ a monopoly over a discrete body of knowledge and related skills. Within this context, project management is best considered an ‘emerging profession’ that has developed during the last 30 to 40 years. Over this period project management associations around the world have developed a generally consistent view of the processes involved in ‘project management’, encoded these views into ‘Bodies of Knowledge’ (BoKs), described competent behaviors and are now certifying knowledgeable and/or competent ‘Project Managers’. Certainly, if ‘modern project management’ does not qualify as a fully fledged profession at this point in time, it will evolve into one fairly quickly. The Evolution of Project Management Tools The central theme running through the various project management concepts is that project management is an integrative process that has at its core, the balancing of the ‘iron triangle’ of time, cost and output. All three facets must be present for a management process to be considered project management. The evolution of cost and scope control into relatively precise processes occurred during the 14th and 18th Centuries respectively. Time management lacked effective measurement and control until the emergence of ‘critical path’ scheduling in the 1960s. The branch of management that gave rise to the development of the Critical Path Method of scheduling was Operational Research (OR). OR is an interdisciplinary science which uses methods such as mathematical modeling and statistics to assist decision making in complex real-world situations. It is distinguished by its ability to look at and improve an entire system, rather than concentrating on specific processes which was the focus of Taylor’s ‘scientific management’. The growth of OR was facilitated by the increasing availability and power of computers which were needed to carry out the large numbers of calculations typically required to analyze a system. [pic] Figure 1. The Iron Triangle The first ‘project’ to add science to the process of time control was undertaken by Kelley and Walker to develop the Critical Path Method (CPM) for E. I. du Pont de Numours. In 1956/57 Kelly and Walker started developing the algorithms that became CPM. The program they developed was trialled on plant shutdowns in 1957 And the first paper on critical path scheduling was published in 1959. The critical meeting to approve this project was held on the 7th May 1957 in Newark, Delaware, where DuPont and Remington Rand jointly committed US$226,400 to fund the project. The foundations of modern project management were laid in 1957; but it took another 12 years before Dr Martin Barnes first described the ‘iron triangle’ of time, cost and output in a course he developed for his UK clients in 1969 called ‘Time and Money in Contract Control’. PM AND INNOVATION: THE FUTURE Defining PM for Future The biggest challenge facing project management is answering the question ‘what is a project? ’ Until this question can be answered unambiguously the foundation of project management cannot be defined. Current definitions such as the PMBOK’s ‘a temporary endeavor undertaken to create a unique product, service or result’ can apply to the baking of a cake as easily as the construction of a multi story building. They are both temporary endeavors to create a unique outcome but in all probability the baking of a cake is not a project. The traditional view of projects embedded in the various BoKs is derived from both the management theories underpinning ‘modern project management’ and the industrial base of early project management practitioners (construction / defense / engineering). The BoKs tend to treat projects as naturally occurring entities that need to be managed. This is an easy enough assumption when focusing on a building or a battle ship. There is a physical presence that occupies a defined space that needs creating in a defined timeframe to a defined scope. This view assumes project exists and project management is about transforming the raw materials of the project into a finished and useful form. Consequently it is the presence of the project itself that defines ‘project management’. The PMBOKs version is ‘The application of knowledge, skills, tools and techniques to project activities to meet project requirements’. However, if we cannot precisely define a ‘project’, there is no basis for project management and consequently no foundation for a useable theory of project management. Researchers and academics are starting to reverse the idea that a project is necessary for project management to exist and suggest it is the application of ‘project management’ to an endeavour that creates a project. Some of the ideas being discussed include: †¢ Projects as ‘Temporary Knowledge Organizations (TKOs)’. This school of thought focuses on the idea that the primary instrument of project management is the project team and the recognition that predictability is not a reality of project management. Some key ideas include: o The concept of the project team as a ‘complex adaptive system (or organism)’, living on the ‘edge of chaos’; responding and adapting to its surroundings (ie the project’s stakeholders) offers one new set of insights. o The idea of ‘Nonlinearity’ suggests that you can do the same thing several times over and get completely different results. Small differences may lead to big changes whilst big variations may have minimal effect. This idea questions the validity of ‘detailed programming’ attempting to predict the path of a project (the ‘butterfly effect’, constrained by ‘strange attractors’). The concept of ‘Complex Responsive Processes of Relating’ (CRPR) puts emphasis on the interaction among people and the essentially responsive and participative nature of the human processes of organizing and relating. According to the modern trend in these field, consequence of accepting these theories is to shift the focus of ‘project management’ from the object of the project to the people involved in the project (ie, its stakeholders), and to recognize that it is people who create the project, work on the project and close the project with all innovation. Consequently the purpose of most if not all project ‘control documents’ such as schedules and cost plans shift from being an attempt to ‘control the future’ this is impossible; to a process for communicating with and influencing stakeholders to encourage and guide their involvement in the project. Notwithstanding the advantages of project management, it would be unreasonable to expect all innovation to be carried out through projects. In fact, many ideas are generated by employees in a company on a regular basis, not only within project teams. Thus, there is certainly a room for functional, on-going organization of innovation process. Even more so, in certain situations project management can be detrimental to innovation. Aggeri and Segrestin (2007) show that the recent project development methods in automotive industry can induce negative effects on collective learning processes and these effects have managerial implications for innovative developments. Argument for Managing Innovation in Projects The origins of project management in the manufacturing and construction ndustries determine an engineering perspective, viewing a project as a task-focused entity, proceeding in a linear or similar way from the point of initiation to implementation. This view prevailed until comparatively recently. This view is seemingly in stark contrast with the nature of innovation. It is increasingly being acknowledged that the innovation is a complex non-linear process. The earliest view on innovation process as a pipeline model (whereby a given input is transformed to a specific output) has been largely abandoned. Presently, however, project management is increasingly recognised as a key generic skill for business management (Fangel, 1993), rather than a planning-oriented technique or an application of engineering sciences and optimization theory, in which project management has its roots (Soderlund, 2004). The â€Å"management by projects† has emerged as general mode of organizing for all forms of enterprise (Turner 2003). This new conceptualization of project management enables to embrace the non-linear nature of innovation. Even a creative and non-linear nature of innovation is often characterized as an organizational or management process, rather than spontaneous improvisation. Davila et al. (2006) state, Innovation, like many business functions, is a management process that requires specific tools, rules, and discipline. Hence, a project, with its defined objective, scope, budget and limitations, can be an appropriate setting of innovation. The other closely linked element in the new world of project management with innovation is embracing uncertainty. Writing on paper cannot control the future! Schedules do not control time; cost plans do not control costs. Plans outline a possible future and provided a basis for recognizing when things ‘are not going to plan’. For innovation project management to succeed, both project and senior management are going to need to embrace uncertainty and learn skills to manage it rather than expecting predictability and inevitably being disappointed by the variability of ‘reality’ as it unfolds. Challenges of Empirical Studies Scarcity and unreliability, or even lack of data poses a big challenge in research in both innovation and project management. A macro-level research n PM is obstructed by the lack of data on the number of projects, carried out by firms and public institutions, and their characteristics. Problems stem from the definition of a project and the non-disclosure policy of most companies. In such circumstances, PM research has tended to rely on case-studies or on small-scale tailor-made surveys. There i s a widely acknowledged lack of large-scale empirical research in PM (Kloppenborg and Opfer, 2002; Soderlund, 2004). It is claimed that the Independent Project Analysis (IPA) is the market leader in quantitative analysis of project management systems, i. . in project evaluation and project system benchmarking (IPA, 2007). All IPA analyses and research are based on proprietary databases. As of mid-2009, IPA’s databases contain more than 11,000 projects of all sizes ($20,000 to $25 billion) executed across the world. Each year, approximately 1,000 projects are added with representation from the many different industries served by IPA. Each project in our databases is characterized by over 2,000 project attributes, including technology, project scope, project type, project costs, year of authorization, and geographical location (IPA 2009). All information contained in the IPA databases is carefully protected and kept as confidential proprietary data (IPA, 2009). Due to the issues of confidentiality, access for academic researchers is restricted. In the innovation field, academic community has been increasingly using several sources of data, such as granted patents, tailor-made surveys, as well as other data provided by national statistical offices. European research on innovation uses several instruments to obtain data on innovation indicators and to assess national innovation performance. The two main instruments are the Community Innovation Survey (CIS) and the European Innovation Scorecard (EIS). As of 2009, five successful CIS surveys have been carried out: CIS1 (1992), CIS2 (1996), CIS3 (2001), CIS4 (2004) and CIS 2006. Each new round was characterized by an improved questionnaire, in line with the evolution of understanding of the phenomenon of innovation. The more recent surveys embraced understanding of innovation in a broader sense, and for example, paid more attention to service innovations. Further, it is expected that the future surveys will also include management techniques, organizational change, environmental benefits, and design and marketing issues. We argue that, taken into consideration the growing relevance of innovation projects, a clearer and explicit wording should be used in CIS questionnaire for determining whether innovation is organized and carried out in projects or functionally. CONCLUSIONS Innovation studies and project management as distinctive disciplines have been developing in a relative isolation from each other. The analysis in innovation studies domain has rarely explored the mechanisms and patterns of innovation in projects in contrast to traditional (functional or hierarchical) organization. However, since innovation management in companies is increasingly organized in projects, it is of utmost importance to directly address the interplay between innovation management and project management. In this paper, based on the relevant literature and insights from practice, we conceptually examined the relationships between these two research areas aiming at bridging the gap between them. It is widely acknowledged within the discipline of innovation studies that there is a high percentage of failure of innovation initiatives, in other words, failure is inevitable when managing innovation. The key skill set of the competent project manager will be identifying and managing stakeholder expectations using tools such as the Stakeholder circle to help identify the project’s key stakeholders. Innovation is perceived as a luxury, not as a necessity. Therefore, it is of high priority to manage innovation effectively and efficiently with constrained budgets.

Lord Of The Flies: Defects Of Society Due To Nature Of Individuals :: essays research papers

Lord of THe Flies: Defects of Society Due to Nature of Individuals The venturesome novel, Lord of the Flies, is an enchanting, audacious account that depicts the defects of society as the incorrigible nature of individuals when they are immature and without an overlooking authority. The author of the novel, William Golding, was born in Britain, which accounts for the English, cultured characters in the novel. After studying science at Oxford University for two years, he changed his emphasis as a major to English literature. When World War II broke out in 1939, Golding served in the Royal Navy for five years. The atrocities he witnessed changed his view about mankind's essential nature. He came to believe that there was a very dark and evil side to man, which accounts for the savage nature of the children in the novel. He said, "The war was unlike any other fought in Europe. It taught us not fighting, politics, or the follies of nationalism, but about the given nature of man." After the war he returned to teaching and wrote his first novel, Lord of the Flies, which was finally accepted for publication in 1954. In 1983, the novel received the Noble Prize and the statement, "[His] books are very entertaining and exciting. . . . They have aroused an unusually great interest in professional literary critics (who find) deep strata of ambiguity and complication in Golding's work. . . ." (Noble Prize committee) Some conceived the novel as bombastic and didactic. Kenneth Rexroth stated in the Atlantic, "Golding's novels are rigged.. . . The boys never come alive as real boys. . . . " Other critics see him as the greatest English writer of our time. In the Critical Quarterly in 1960, C.B. Cox deemed Lord of the Flies as "probably the most important novel to be published. . . in the 1950's." The setting of the novel takes place on an island in the Pacific Ocean. The author never actually locates the island in the real world or states the exact time period. The author does state that the plane carrying the children had been shot down in a nuclear war, so the time period must be after the making and the use of nuclear weapons. Even though the location of the island is not definite, the author vividly describes the setting. Golding tells us that the island is tropical and shaped like a boat. At the low end are the jungle and the orchards, which rise up to the treeless and rocky mountain ridge. The beach,

A True Story of Crime and Punishment Essay

A true story of how a man was tried, convicted, and sentenced to death, May God Have Mercy exposes the imperfections in the criminal justice system and how it led to the death of an innocent man. Roger Coleman’s case became the main story on nightly newscasts and prominent television shows such as Larry King Live, Nightline, Good Morning America, and the Today Show. Many crucial, yet harmful decisions were made that ultimately resulted in an innocent man’s execution at the death house in Greensville, Virginia. The police, the prosecutor, and the Judge can all be held responsible for Coleman’s death. However, the reason Roger Coleman was not acquitted of the murder of Wanda McCoy in the first place and thus in a position to be executed was because his original lawyers, Steve Arey and Terry Jordan, did not provide him with adequate representation, as required by the Constitution of the United States of America. Steve Arey and Terry Jordan were young, inexperienced lawyers who should have never even been considered for a capital case. Judge Persin, the presiding Judge in the case, however, decided on these two gentlemen because other more experienced lawyers refused to take the case because of the huge financial sacrifice it would require. Albeit public speculation that Judge Persin’s previous profession as a prosecutor had led him to heavily favor the prosecution, his decision stood. The two prosecutors who Arey and Jordan would be opposed by were Mickey McGlothlin and Tom Scott. Both prosecutors had far more experience than the defense lawyers, but that didn’t stop Judge Persin from appointing Arey and Jordan to the case. It was an obvious mismatch, intentional or not, and was just the beginning of many problems that would arise for the defendant’s case. The murder of Wanda McCoy took place in Grundy, a small town in Virginia. The year was 1981, and Brad McCoy, Wanda’s husband, arrived home from work to find his wife dead, the apparent victim of a brutal rape and murder. The police investigated the crime scene, recorded witness reports, and searched for suspects. When they identified their prime suspect, Roger Coleman, the police made the arrest. Due to the negative public opinion that had generated following the arrest, Coleman demanded that his lawyers file for a change of venue with the court. Since Grundy was such a small town, it would  be very difficult to pick an impartial jury to give Coleman a fair trial. Every person in the town had to have read or seen something on the murder. The fact that the police provided supposed â€Å"conclusive† evidence against Roger Coleman and made it public, many of Grundy’s residents wanted to see Coleman sentenced to death. Steve Arey had been preparing the case to present to Judge Persin, but at the last minute, he notified Terry Jordan that he would not be able to attend due to a prior engagement. Arey’s lack of respect for Coleman and the case in general left Terry Jordan with a crucial decision–whether to seek a continuance or to argue the motion himself. He chose to present the case himself. The defense’s decision to argue the motion was a terrible decision. Not only should Jordan have sought a continuance because he was not prepared to argue the case, but neither of the defense lawyers had done any research or made any effort to obtain evidence to support their case for a change of venue, except for a couple of newspaper clippings and a picture of the hanging-tree sign. The prosecution, on the other hand, had gotten approximately fifty affidavits from members of the town claiming that they did not have any biased feelings about the case. As expected, Judge Persin denied the ch ange of venue request, and effectively set the tone for Roger Coleman’s trial. The beginning of every trial begins with opening statements, which provide the jury with a preview of the evidence they will provide and what it will effectively show. A lawyer’s opening statement is probably the most important part of the entire trial, and usually puts the jurors leaning favorably towards the side with the more convincing performance. Like any other criminal case, the burden of proof lies with the prosecution. They are required to prove â€Å"beyond a reasonable doubt† that the defendant committed the crime. Mickey McGlothlin presented an organized and persuasive opening statement that gave the jury the impression that Roger Coleman was guilty based on the significant amount of evidence against him. The defense’s opening statement should have attacked the evidence that the state provided, and also attacked McGlothlin’s credibility. The defense’s  opening statement should have consisted of a description of the friendly relationship that existed between Roger Coleman and the McCoys. It also should have also included Coleman’s alibi–Philip VanDyke–and the fact that VanDyke’s time card reinforces the time that he said he was with Coleman and the time that he clocked into his job. Arey and Jordan also had an opportunity to smear McGlothlin’s credibility by referring to evidence that he failed to mention in his opening argument–the pry mark on the door, the broken fingernails on the victim but no scratches on Coleman, and that the substance found on the victim was soil, not coal dust, which had been on Coleman’s clothes. The defense counsel didn’t refer to any of those facts. No scientific evidence was brought up, and it failed to respond to McGlothin’s statement that there was evidence that Coleman had in fact admitted to committing the crime. The opening statement was a complete disappointment for Coleman. It started to raise questions inside of Coleman of whether his own defense lawyers thought he was guilty and therefore were not putting the time or effort in to prove his innocence. In either case, his defense lawyers had presented a completely inadequate opening statement, and it left the jury with the feeling that Roger Coleman was guilty. In addition to failing to present a solid and influential opening argument, another major problem with the defense counsel was their extreme lack of preparation for the trial (their own witnesses and the state’s witnesses). Before the Coleman case, Terry Jordan â€Å"had never tried a murder case, a rape case, any case involving blood or hair analysis or a criminal case of any kind that lasted more than one day† (112). Being from Grundy, Jordan should have interviewed most if not all of the local witnesses, but that did not happen. He did not interview all of police officers that were investigating the crime nor did he interview Dr. McDonald, who was the first one to examine Wanda McCoy’s body and who estimated her time of death. He did not interview Hezzie McCoy, Dr. Oxley (the doctor who performed the autopsy), or even Elmer Gist, who was the state’s blood and hair expert. In fact, Jordan cross-examination of Elmer Gist was solely based on Gist’s report about hair comparisons and one on blood analysis. He had not read anything about blood or hair analysis, because if he had, he would have been more capable of performing an effective cross-examination of the state’s most crucial  witness. Terry Jordan also failed to carefully examine the physical locations that could have led to Coleman’s innocence and acquittal. He never actually went inside the house where the murder took place, nor did he examine the door to see if there was any evidence of forced entry. He never examined the bathhouse where Coleman said his pants got wet from, and he did not go to the mine where Roger worked. The route that Coleman supposedly took that night was never gone over to see how long it took and to see if there was time for him to commit the crime given the stops that he made prior to the murder. Jordan did not look for other witnesses who the state had not identified, and he did not ever ask for VanDyke’s time card, an essential piece of evidence. No photographs were taken at any point, making everything that was presented in court non-visual. Visuals would have made the defense’s case much stronger. Steve Arey had interviewed most of the same witnesses that Jordan interviewed, along with a couple other defense-alibi witnesses. The state was heavily favored in the case to begin with because of their experience in criminal cases, as opposed to the defense counsel’s lack of experience in such cases. As expected, Judge Persin ruled in favor of the state and Roger Coleman was sentenced to death. Many criminal cases are appealed after their conclusion, and this case was no different. The defense has thirty days to file a Notice of Appeal with the Court. The defense prepared their appeal and mailed it to the Court. However, the attorney general’s office told the defense that they had filed the appeal one day late and that it would not be accepted. This was another huge mistake by the defense. Although a legal technicality should not be the cause for an innocent man’s evidence to be withheld, the law specifically stated that a Notice of Appeal must be filed within thirty days of the Judge signing the order that rejected all of the defense’s arguments. The defense had missed a crucial de adline and Roger Coleman would be punished because of it. The defense would not be able to get the Court to listen to their case again and this would eventually lead to Coleman’s death. The fact remains that neither Terry Jordan nor Steve Arey conducted a thorough enough investigation to really present a strong case to oppose the prosecution. Roger Coleman was never really given a fair trial, and it ultimately led to his conviction and death. His lawyers failed to use the evidence that was available to get their client acquitted. Their inexperience and lack of motivation resulted in an innocent man’s death. There were many opportunities for the defense counsel to question witnesses, to seek experts’ opinions on the forensic evidence, and to insert new evidence to support Roger Coleman’s case, but they did not do so. Jordan and Arey should have never been appointed as Coleman’s counsel, and that alone made Coleman’s chances of acquittal slim to none. Roger Coleman was never given a fair chance, even later on in the process before he was executed, however, his defense lawyers performed well below the standards that a man on trial for his life deserves. Their terrible mistakes and decisions led to the death of an innocent man.

Report on Sir Isaac Newton Essay

Sir Isaac Newton was an English mathematician and physicist. He was considered one of the greatest scientists in history. Newton was also the culminating figure in the scientific revolution of the 17th century. Newton was best known for his discovery that the force called gravity affects all objects in space and on earth. .Isaac Newton was born on December 25, 1642, in the hamlet of Wollsthorpe, Lincolnshire (R.S.W. 17) His Father died only three months before he was born (Sir Isaac Newton 1). When he was three years old Isaac’s mother, Hanna, placed him with his grandmother so that she could remarry a man named Barnabas Smith, a wealthy man from North Witham (Dr. Robert A. Hatch 1). When his mother returned to Woolsthorpe in 1653, Newton was withdrawn from school to fulfill his birthright as a farmer. Newton failed at farming, and returned to King’s School at Grantham to prepare for entrance to Trinity College, Cambridge. A turning point in Newton’s life was when he left Woolsthorpe for Cambridge University in June of 1661 (Dr. Robert A. Hatch 1). Although Cambridge was a marvelous center of learning, the spirit of the scientific revolution had yet to enter its curriculum. In 1665 Isaac Newton took his bachelor’s degree at Cambridge without honors or distinction (Dr. Robert A. Hatch 2). In 1665 the university was closed because of the plague. At this time Newton returned to Woolsthorpe. There, in the following 18 months, he began revolutionary advances in mathematics, optics, physics, and astronomy (J. A. Schuster 1). During the plague years, Isaac Newton laid the foundation for elementary differential and integral Calculus. He invented the â€Å"method of fluxions† which was based on his crucial insight that finding the area under its curve is the inverse procedure to finding the slope of the curve at any point (J. A. Schuster 1). Also during the plague years he made remarkable discoveries in optics. He had reached the conclusion that white light is not a simple, homogeneous entity. He proved this by passing a thin beam of sunlight through a glass prism which created a spectrum of colors on the wall opposite. Isaac argued that white light is a mixture of many different types  of rays, that the different types of rays are refracted at slightly different angles, and that each type of ray is responsible for producing a given color (J. A. Schuster 2). Newton’s greatest work was in physics and celestial mechanics. In 1666, Newton had formulated early visions of his three laws of motion (J.A. Schuster 3). Also during these years he examined the elements of circular motion and, applying his analysis to the moon and the planets, found the inverse square relation that the radially directed force acting on a planet decreases with the square of its distance from the sun. This was later crucial to the law of universal gravitation (Sir Isaac Newton 3). When the University of Cambridge reopened after the plague in 1667, Newton put himself forward as a candidate for a fellowship (Sir Isaac Newton 3). He was elected to a minor fellowship at Trinity College but, after being awarded his Master’s Degree, he was elected to a senior fellowship in 1668. Before he had reached his 27th birthday, he succeeded Isaac Barrow as Lucasian Professor of Mathematics (Dr. Robert A. Hatch 2). In 1672, shortly after his election to the Royal Society, he communicated his first public paper, a controversial study on the nature of color (Sir Isaac Newton 4). The paper was generally well received but Hooke and Huygens objected to Newton’s attempt to prove, by experiment alone, that light consists of the motion of small particles rather than waves. Although his hypotheses was not convincing, his ideas about scientific method won universal assent along with his corpuscular theory. These reigned until the wave theory was revived in the early 19th century (Newton, Sir Isaac 2). Newton’s relations with Hooke soured. Newton withdrew from public discussion for about a decade. After 1675, he devoted himself to chemical and alchemical researches. He postponed the publication of a full account of his optical researches until after the death of Hooke in 1703. Newton’s Opticks appeared in 1704. Newton’s Opticks dealt with the theory of light and color and with Newton’s investigations of the colors of thin sheets. It also contained â€Å"Newton’s Rings† and the phenomenon of diffraction of light  (Newton, Sir Isaac 2). In 1689, Newton was elected to represent Cambridge in Parliament. During his stay in London he became acquainted with John Locke, the famous philosopher, and Nicolas Fatio de Duillier, a brilliant young mathematician who became a friend. In 1693, however, Newton suffered a severe nervous disorder (Dr. Robert A Hatch 4). There are many interpretations to the cause of this disorder. Some of these interpretations include overworked, the stress of controversy, and perhaps mercury poisoning the result of nearly three decades of alchemical research. After his recovery Newton sought a new position in London. In 1696 Newton was appointed Warden and then Master of the Mint (Dr. Robert A. Hatch 4). In 1703, Newton was elected president of the Royal Society and was annually reelected until his death (Dr. Robert A. Hatch 5). In 1705 Isaac Newton was knighted (Margret C. Jacob 390). His time as president has been described as cruel, and his control over the lives and careers of younger disciples was all but absolute. Newton could not stand for contradiction or controversy; his quarrels with Hooke provided a single example. Later disputes, as president of the Royal Society, Newton used all the forces he could muster. An example of this is when he published Flamsteed’s astronomical observations without the author’s permission. In the end, the actions of the Society were extensions of Newton’s will. Until his death Newton dominated the landscape of science without rival (Dr. Robert A. Hatch 5). Issac Newton died in London on March 20, 1727 (R.S.W. 20). In conclusion, Sir Issac Newton was one of the greatest scientists in history. Newton was also the culminating figure in the scientific revolution of the 17th century. Many of his theories have become foundations for many areas of science.

Socrates and the Socratic Ethic essays

Socrates and the Socratic Ethic essays Socrates is considered the top philosopher of all time. He has influenced more people in history than anyone other than Jesus. Socrates worked hard throughout his life to try to make people think deeper beyond the everyday thought, to look inside and really ponder on different subjects, none more so than that of moral ethics. Socrates wanted to define what was morally right from wrong. This is what derived the Socratic ethic. It was what Socrates considered to be the way a person should live their life. The thing that set Socrates apart from others, though, was that he stuck to this Socratic ethic so relentlessly that is finally led to his death. At a time when many people would have thrown it out the window to save their life, he was bound to it. Socrates wanted to leave an everlasting mark on mankind, one that has not been forgotten even to this day. Socrates was jailed for reasons he could not get an answer for. He was sentenced to death just because he had bothered and annoyed people too much. There were many that were enlightened by his speeches, but he angered much of the state. I do not totally agree with Socrates decision not to escape in the Crito. He developed this Socratic ethic and proudly stood beside it by fulfilling his duty. He also believed that the quality of life was more important than the quantity (even though he was 70), so if he had lived a high quality life dying would not matter. If I had so strongly believed in something, I would have escaped and fought for what I believed in. Dying for something, and fighting for it so other people do not die in the same way would be my way of fulfilling my duty. Socrates in the Crito is in fact just surrendering to the state by accepting an obviously false indictment plus a much too severe punishment for it. They would have had to run me down and execute me be fore I would hand my life over to any state as long as I was fighting justly for my cause. ...

Ntpc Ltd The WritePass Journal

Ntpc Ltd Conclusion Ntpc Ltd   Executive summary2. Statement of purpose3. Introduction3.1What is Human Resource?3.2 Human resource management (HRM) in an organizationIn simple words it can also be defined as   administrative   activities  associated  with  human resources  planning,  recruitment,  selection,  orientation,  training,  appraisal,  motivation,  remuneration, etc. HRM  aims  at developing people through  work. 3.3 Strategy and Human Resource4. Main body4.1COMPANY PROFILE- NATIONAL THERMAL POWER CORPORATION LIMITED (NTPC)CORE VALUES (B-COMIT):CORPORATE OBJECTIVES:VISION 2017: 4.2 JOB SATISFACTION AND ITS IMPORTANCE4.3 APPROACHES TO STUDY JOB SATISFACTION4.4   JOB SATISFACTION AT NTPC4.5   FACTORS INFLUENCING JOB SATISFACTION  Ã‚  Ã‚  Ã‚  Ã‚   Communication-  Ã‚  Ã‚  Ã‚  Ã‚   Culture-  Ã‚  Ã‚  Ã‚  Ã‚   Leadership-  Ã‚  Ã‚  Ã‚  Ã‚   Working condition-  Ã‚  Ã‚  Ã‚  Ã‚   Rewards and recognition-  Ã‚  Ã‚  Ã‚  Ã‚   Superior –subordinate relationship-  Ã‚  Ã‚  Ã‚  Ã‚   Training-5  THEORIES ON JOB SATISFACTIOn  5.1HERZBERG’S TWO FACTOR THEORY5.2 MASLOW’S HIERACHY OF NEEDS5.3 ERG Theory6 Method of collecting dataConclusion8  Ã‚  Main ObservationsCommunication- Culture-LeadershipOpportunities-Job design-Working condition-Training- Rewards and recognition-Superior- subordinate relationship-Team work- RecommendationReferencesRelated   Executive summary The company’s most valuable assets are its people, based in all concerns of the country. Organizations invest in measuring employee opinions and attitudes by incorporating employee satisfaction survey. NTPC ltd had introduced a frequent and continuous employee feedback processes so as to retain and develop their most valuable assets. The world of business has changed rapidly and the limitations of the markets are not restricted only to regional or national but have now reached on international level. The business world has changed rapidly towards progression and shall continue to do so as technology becomes more advanced and available. Since the world has changed so much it is important that every organization and system must also adapt itself to new trends such as globalization, in order to survive the rough competition. Job satisfaction is often related to having positive feelings regarding the job and is of great concern to both .the employers and the employee as it is directly related to organizational behavior. NTPC has always invested a lot of training and development with other various benefits due to which its has a very loyal staff who would not want to quit the job. The HR department has the freedom to adapt any HR practices to make sure that the employees needs are fully understood and take care of. It also has policies to pay the medical expenses of the employees and immediate family members even after retirement. The top 5 important factors that were found to give a sense of job satisfaction were- Communication, Culture, Leadership, Opportunities and job content The least 5 important factors that were found to   give a sense of job satisfaction were- Rewards and recognition, Working conditions,Superior–subordinate, Team work and Job design The productivity from the employees as a team can still full utilized by reducing the communication gap between the different levels of management and facilitating better training and development to increase decision making accuracy. Job rotation and role play will break the boredom and make the job more challenging, good work in the team shall always be appreciated to set an example for other teams that hard work will give reward and recognition. The work environment shall be as enjoyable as possible to express views and ideas 2. Statement of purpose The purpose of the study was to analyse the job satisfaction level at NTPC ltd. It throws a light on overall job satisfaction levels. It address the following objectives- à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Study the overall job satisfaction reported by the employees at NTPC ltd. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Determine the factors that motivates employees to perform better in their respective area of work in order to achieve high level of satisfaction à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To obtain information relating to current policies and procedures exercised in the organization and understand present organizational climate. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To conduct a survey by interviews on employee satisfaction. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To evaluate different parameters of employee satisfaction and develop an importance satisfaction model. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The study was also targeted to determine motivating factors which form an integral part of employee satisfaction. 3. Introduction 3.1What is Human Resource? The world of business has changed rapidly   and   the limitations of the markets are not restricted to     regional or national   but has now reached on international level.   The technological progress has made the business around the world easier and has encouraged competition to get maximum utilization from resources and improve its efficiency and effectiveness. The business world has changed rapidly towards progression and shall continue to do so as technology becomes more advanced and available. Since the world has changed so much it is important that every organization and system must also adapt itself to new trends such as globalization, in order to survive the rough competition. Efficiency in business is very important for its long-term existence. Maximum utilization of resources is the main challenge that every organization needs to keep up with.   It shall preserve its investment in manpower and technology to continue providing its services to customers, employees and partners. In order to achieve this human resource management is crucial for every organization 3.2 Human resource management (HRM) in an organization People employed by a company are termed Human resource, they are the most important, valuable and expensive resource in almost every company.   Companies require raw material to manufacture goods, computer systems to store business data and machines to facilitate the process of production. However, without people to sell the products, generate a new business idea, and interpret business information and to ensure maximum utilization of resources, in such situation the company would probably cease to exist. The term ‘Human resource management’ and ‘Human resource’ have largely replaced the term of personnel management which is involved in managing people in an organization. in simple term HRM means employing people, developing and improving their capacities, utilizing their skills, compensating and maintaining their services in tune with the organizational requirement and job Human Resource Management (HRM) is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. In simple words it can also be defined as   administrative   activities  associated  with  human resources  planning,  recruitment,  selection,  orientation,  training,  appraisal,  motivation,  remuneration, etc. HRM  aims  at developing people through  work. 3.3 Strategy and Human Resource The SHRM literature is rooted in ‘manpower’ (sic) planning, but it was the work of Inï ¬â€šuential management gurus (for example Ouchi, 1981; Peters Waterman, 1982), affirming the importance of the effective management of people as a source of Competitive advantage, that encouraged academics to develop frameworks emphasizing the strategic role of the HR function (for example Beer et al., 1985; Fombrun etal., 1984) and attaching the preï ¬ x ‘strategic’ to the term ‘human resource management’. Interest among academics and practitioners in linking the strategy concept to HRM can be explained from both the ‘rational choice’ and the ‘constituency-based’ perspective. There is a managerial logic in focusing attention on people’s skills and intellectual assets to provide a major competitive advantage when technological superiority, even once achieved, will quickly erode (Barney, 1991; Pfeffer, 1994, 1998a). From a à ¢â‚¬Ëœconstituency-based’ perspective, it is argued that HR academics and HR practitioners have embraced SHRM as a means of securing greater respect for HRM as a field of study and, in the case of HR managers, of appearing more ‘strategic’, thereby enhancing their status within organizations (Bamberger Meshoulam, 2000; Pfeffer Salancik, 1977; Powell DiMaggio, 1991; Purcell Ahlstrand, 1994; Whipp, 1999). Strategic HRM can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organization on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need. It has been defined as: All those activities affecting the behavior of individuals in their efforts to formulate and implement the strategic needs of business The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals. Strategic HRM can encompass a number of HR strategies. There may be strategies to deliver fair and equitable reward, to improve performance or to streamline structure. However, these strategies are not strategic HRM. Strategic HRM is the overall framework which determines the shape and delivery of the individual strategies. 4. Main body 4.1COMPANY PROFILE- NATIONAL THERMAL POWER CORPORATION LIMITED (NTPC) ‘’SANKALP SHUDDHA HI SIDDHA’’ (If your intentions are pure, you are bound to succeed in letter and spirit)         Shri Arup Roy Choudhury(Chairman NTPC) VISION- ‘’to be the world’s largest and best power producer, powering India’s growth to become an integrated power commanding height with total   power value chain’’ MISSION-‘’ â€Å"Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco-friendly technologies and contribute to society.† CORE VALUES (B-COMIT): à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Business Ethics à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Customer Focus à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Organizational Professional Pride à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Mutual Respect Trust à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Innovation and Speed à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Total Quality for Excellence CORPORATE OBJECTIVES: à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Improved Business Portfolio Growth à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Steady Customer Focus à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Performance Leadership à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Human Resource Development VISION 2017: à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To be a 75000 MW plus company à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To rank in Fortune 500 company à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Diversified Business Portfolio (Hydro, Nuclear Distribution, Trading, Coal Mining and washries) à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Top Indian MNC à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Group of over Rs. 1,40,000 crore with about 30,000 employees à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Leading Corporate Citizen HR VISION: â€Å"To enable our people to be a family of committed world class professional.† SOME FACTS ABOUT NTPC à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Third largest thermal power company in the world, second largest in Asia largest in India. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Incorporated   on November 7, 1975 under companies act as a private limited ,which was later changed to ‘Public limited’ September 30th 1976 à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The name NTPC Ltd. is given in 28th October 2005 à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Areas NTPC thinking to diversify in: v  Ã‚  Ã‚  Ã‚   Equipment Manufacturing v  Ã‚  Ã‚  Ã‚   Power Trading v  Ã‚  Ã‚  Ã‚   Power Distribution v  Ã‚  Ã‚  Ã‚   Over Seas v  Ã‚  Ã‚  Ã‚   Gas v  Ã‚  Ã‚  Ã‚   Coal Mining v  Ã‚  Ã‚  Ã‚   Hydro Power v  Ã‚  Ã‚  Ã‚   Thermal Power à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   First challenge is to get the people to deliver. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   First plant of 200MW was set up in Singrauli unit. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In 2001 the nomenclature for industrial relation has to change to employee relation. à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   IN 1984, received a world bank loan of US $150 million through government of India (GOI) à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In 2009, enters memorandum of   understanding (MOU) with Nuclear Power Corporation of India Ltd(NPCIL) to work together for development of nuclear power inIndia à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   NTPC inks JV agreement with SAIL, RINL, COALINDIAand NMDC. BADARPUR THERMAL POWER STATION (BTPS) The Badarpur Thermal Power Plant is a coal-based power plant situated at  Badarpur  in  Delhi. Beginning its power generation in 1973, this plant generates an average of 705 MW of power from its 5 units annually. The coal for the power generation is taken from Jharia Coal Fields and water from Agra Canal. This power plant is owned and operated by National Thermal Power Corporation Limited (NTPC), the largest thermal power generating company of India. The idea behind creating BTPS was to provide a backup for the generation of hydro power in the northern region. Delhi was the sole beneficiary of the power generated from this station from 1st April 1987(see Diagram 2) 4.2 JOB SATISFACTION AND ITS IMPORTANCE Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997, p. 2). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different facets or dimensions of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits.  (Williams) Job satisfaction is a set of favorable or unfavorable feelings with which the employees rate their work. 4.3 APPROACHES TO STUDY JOB SATISFACTION THE 2 APPROACHES TO STUDY JOB SATISFACTION ARE- GLOBAL APPROACH:   it relates to job satisfaction as single, overall feeling towards towards   job FACET APPROACH: it relates to different aspects of job such as   nature of work, condition of work, rewards, people at work, etc In this case we shall be using the facet approach as it gives a complete picture of job satisfaction. It depends on how an individual prioritizes his satisfaction levels. He might be very satisfied with the fringe benefits but at the same time be dissatisfied with the conditions at work and superiors (see Diagram 3) EFFECTS OF JOB SATISFACTION The 5 main effects of job satisfaction are-      I.   Ã‚  Performance-  Ã‚   performance of an individual at job depends on 2 opposite situations. First, as we now know that satisfaction is related to performance, people who enjoy their job work harder which leads to them performing better. Second, people who feel satisfied by performing better II.      Absenteeism-   an individual would try to avoid being absent from work if he is a satisfied person with positive outlook but this also does not mean that highly satisfied people would not be absent. A study showed that managers were the most satisfied workers followed by the technical staff. Workers who have a record of being absent have a sense of insecurity and negative outlook towards their job, also lacking motivation III.      Ã‚  Employee grievances and health- passive aggression and complaints are associated with high level of dissatisfaction amongst the workers. Poor management practices and unfair means of treatment at work lead to health issues and   brings a sense of negative attitude towards the industry IV.         Turnover- there is no evidence that satisfaction leads to increase in the turnover but it does help. An employee’s does not quit only because he is dissatisfied but there can be various other factors like- better opportunities elsewhere, better management practices and pay security# V.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Goodwill- when an organization has strong value in the market, it attracts young and dynamic entrants towards the company. Which is beneficial to both , the company by having talented people to choose from and the employees are satisfied to work for a company having high market standing and fair employee treatment policy (See Diagram 4) 4.4   JOB SATISFACTION AT NTPC Job satisfaction is a positive feeling about ones jobs from an evaluation of its characteristics. It is related more with the attitude of the person rather than behaviour. It is logical that a person with positive attitude will be more satisfied than a person with negative attitude towards work and the organization. Employees are the internal customer of any organization and are willing to participate in the business to accomplish business goals.   Companies that set high level   of work standards for their employees, sharpen their skills and knowledge through training and development. A satisfied and motivated employee’s proves to have a positive influence on the organizational performance. The HR process helps to establish frequent and consistent feedback communication between them which helps them to retain the most valued asset of the company- THE EMPLOYEES. NTPC has always invested a lot of training and development with other various benefits due to which its has a very loyal staff who would not want to quit the job. The HR department has the freedom to adapt any HR practices to make sure that the employees needs are fully understood and take care of. It also has policies to pay the medical expenses of the employees and immediate family members even after retirement. This extra step that the company has taken to show consideration towards its employees has proved to have a maximum retention rate throughout the lifetime of the company. Allowing workers to participate in management schemes where they can contribute their inputs about improving the standard of services has also been a scheme adopted by NTPC. Various schemes to improve the relation and understanding between employee and company have been exercised namely- à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Encouraging participation in management activities à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Developing better HR policies to improve the communication between the employees and the company à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Improving the levels of productivity , efficiency, knowledge and skills through regular training and development à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Encouraging the maximum utilization of resources and reducing wastage à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Promoting better communication within all levels of the organization à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Support the employees in developing   the techniques and process of   sensible decision making This priceless investment of the company management would be fruitful in à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Boosting the morale of the employees à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Flexible in receiving support from management à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Lifelong loyalty and commitment à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Greater sense of contribution and involvement 4.5   FACTORS INFLUENCING JOB SATISFACTION As we have learnt previously about the extrinsic factors that affect job satisfaction from the diagrma 3, we shall now throw light on other important factors such as-   Ã‚  Ã‚  Ã‚  Ã‚   Communication- Good communication gets the job done but Great communication is even more important for on organization that strives to achieve its goals and retain its employees. Satisfaction is related to clear communication on personal as well as organizational level as it motivates and stimulates the employee to perform better. Lack of communication can cause a lot of destruction to the image of the company resulting in low morale and loss on individual contribution in organizational productivity. Hence a clear communication shall be practised within all the level of the company, form the board of directors to the employees who represents the organization in front of the public   Ã‚  Ã‚  Ã‚  Ã‚   Culture- A collection of norms and values that are shared within the organization and also to interact with people outside the company compromises of organizational culture. It is the responsibility of every employee to impose the values and standards of behaviour that reflect the objective of the organization.   Habits prejudice and tradition that form human behaviour has a positive relation with culture. How employees view their organisational responsibility depends on how the culture has been set within the company   Ã‚  Ã‚  Ã‚  Ã‚   Leadership- Its is the ability to influence an individual or a group towards achieving a set of goals. In most cases a good leader ensures that the employees are satisfied as they motivate and encourage their employees to perform well and   achieve set targets. Great communication is a must for a leader who want to make sure that the vision of the organization is achieved by collective efforts and inputs of the team rather than just a few doing all the hard work. Leadership is multi skilled and it is not necessary that all managers can prove to be good leaders.   Ã‚  Ã‚  Ã‚  Ã‚   Working condition- The provision of good workplace and well organised workspace is essential for employee satisfaction. These conditions shall influence and motivate the employees to share positive opinions with others as well as take constructive and honest feedback. An ideal working condition should be free from destructive criticism, harassment, bias judgments in order to improve and increase overall efficiency   Ã‚  Ã‚  Ã‚  Ã‚   Rewards and recognition- Employees feel a sense of satisfaction when there is transparency in being paid fairly for the work done by them. They want the promotional policies to be just and not bias and in line with their expectations. Money   is not the only factor for satisfaction but is one of the essential   element that motivates them to perform better and earn more. There are others who do not seek money and are happy to receive lower pay or a less demanding job, for such employees what matters is the freedom they get to complete the given task in their own methods and the recognition they get for it.   Ã‚  Ã‚  Ã‚  Ã‚   Superior –subordinate relationship- The relationship between the superior and the subordinates is of trust, respect, friendship and warmth and it is essential for both to have a positive attitude towards each other to increase productivity at work. This would result in having constructive interaction with superiors and fulfil employee functional and interpersonal need   Ã‚  Ã‚  Ã‚  Ã‚   Training- Every organization shall involve its employees in regular  Ã‚   learning process to sharpen their skills, concepts and knowledge so they can get better at decision making process, as the attitude and behaviour keeps changing rapidly , regular training shall ensure that they are tuned with the mindset   and vision of the organization 5  THEORIES ON JOB SATISFACTIOn   5.1HERZBERG’S TWO FACTOR THEORY In the late 1950s Frederick Herzberg, was considered to be a   pioneer in motivation theory,   he interviewed a group of employees to find out what made them satisfied and dissatisfied on the job. He asked the employees essentially two sets of questions: Think of a time when you felt especially good about your job. Why did you feel that way? Think of a time when you felt especially bad about your job. Why did you feel that way? From these interviews Hertzberg went on to develop his theory that there are two dimensions to job satisfaction: ‘’motivation and hygiene†. (See Diagram 5) Hygiene factors cannot motivate employees but can help in reduces the dissatisfaction, if handled properly. It is a topic that includes company politics, salary, supervision, working condition and interpersonal relations which help in decreasing dissatisfaction amongst the employees. Whereas, Motivators are responsible for creating satisfaction by fulfilling individual needs. It focuses more on achievement, recognition and responsibility. It helps in making the employee’s more creative and committed towards work. Herzberg said ‘once the hygiene factors are addressed, the motivators will promote satisfaction and increase production 5.2 MASLOW’S HIERACHY OF NEEDS Abraham Maslow developed a model in which basic low level needs such as psychological requirements and safety must be satisfied before higher level needs such as need for self fulfillment (Robbins, 2005). According to this model when a need is satisfied it is no   longer a motivating factor and the next higher need takes its place ( See diagram 6) 5.3 ERG Theory Clayton Alderfer has showed three distinguishing categories of human needs that have influence on employee’s behavior, growth and relatedness These categories are: Existence needs: Psychological and safety needs Relatedness needs: Social and external needs Growth needs: Internal needs and self actualization According to ERG theory the order of these needs may vary from individual to individual. Managers must realize that there may be a possibility to fulfill multiple needs at the same time, this view contradicts Maslow’s view; his model proceeds from the most basic (bottom) to most complex(top) needs in an order and is same for all individuals. According to ERG theory it may not be effective to focus at only one need at a time. The theory suggests that if a higher need is not fulfilled than an individual may choose to fulfill a lower level need that appears to satisfy- this stage is known as the frustration regression principle. For example if the employee is not provided with growth opportunities than he may regress to relatedness needs and start socializing with co-workers. But corrective measures are taken in time by the management   to satisfy frustration needs than it will bring the employee back on track to pursue achieving goals (Robbins,2005)  Ã‚   (See Diagram 7) 6 Method of collecting data To find out the job satisfaction level in the organization, I had randomly interviewed 12 people through chat rooms and telephone conversations, who were from different departments of the company (Executives and Non-Executive). The 10 different sections that I use for evaluated the job satisfaction were- à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job content à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Reward and recognition à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Communication à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Opportunities à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Working conditions à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Superior subordinate à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Teamwork à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Culture à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   leadership à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   job design The above sections were asked to be rated between 1 to 5 scale, where 1 being most satisfied and 5 being least satisfied Conclusion The top 5 important factors that were found to give a sense of job satisfaction were- à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Communication à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Culture à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Leadership à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Opportunities à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   job content The least   5 important factors that were found to   give a sense of job satisfaction were- à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Rewards and recognition à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Working conditions à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Superior subordinate à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Team work à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job design 8  Ã‚  Main Observations Communication- it was observed that the communication system adapted by NTPC was not much effective and there is not been clarity of communication exercised . certain percentage of employees were not aware of the latest news and development within the company Culture- This showed a very mixed response as some had an extrovert personality to share information but there were also some introverts who were still to open up and be comfortable to participate   in discussing issues Leadership It is not possible to satisfy everyone in the organisation and the same scenario is seen here, there were lot of delays seen in decision making process, which showed that they were not happy with their current leaders. Opportunities- The HR policy is ‘Grow your own timber’ and NTPC has lived up to is policy by providing multiple opportunities to its employees to grow and develop their skills. Its provides enough freedom at work and time to be with their families Job design- There was lack of clarity in the design due to which there was confusion among the employees as to what is exactly expected from them. Due to this employees were dissatisfied with current job design Working condition- There is no doubt that is has a good working environment, but the conditions were not found to be satisfactory with regards to health and safety. As employees are asset of any organization , a lot of work will need to be done in condition department Training- This department needs to be worked on as the employees feel that the training is not sufficient to improve their productivity levels and there are some loopholes that still need to be fixed in order for the training to be more effective and   in line with the job Rewards and recognition- The contributions of the employees are been appreciated and praised by the superior which gives them a sense of satisfaction and encouragement to perform better . good works lead to good chances of promotion at NTPC Superior- subordinate relationship- There is a professional yet friendly atmosphere at work amongst the senior and juniors. There is a sense of fair treatment within the employee’s and can be improved. Work issues are handles with great concern Team work- At NTPC teamwork is encouraged and contribution of every team member is essential to accomplish the task. There is a sense of trust and freedom within the employees Recommendation To achieve high rate of job satisfaction- à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Offer greater opportunities for training and development , contribute constructive feedback à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   More powers shall be given to team members to ease decision making process à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job shall be made more challenging by encouraging job rotation and role play à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Encourage creativity within workplace to improve productivity à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Sufficient freedom shall be given to complete the task at their own pace but with   given time limits à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Praise the employees for their extra contribution as it gives them a sense of belonging and importance à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Encourage bonding and clear communication between managers and employees à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Creating of a work environment that is enjoyable , trusting, and challenging to work in à ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The success of individual, department or company shall be celebrated to create an example   of how great teamwork and productivity results References 1.ARMSTRONG, M and BARON, A. (2002)  Strategic HRM: the key to improved business performance.  Developing practice.London: CharteredInstituteofPersonneland Development. 2.SCHULER, R.S. (1992) Strategic human resource management: linking people with the needs of the business.  Organizational Dynamics. Vol 21, No 1. pp18-32. 3.WRIGHT, P.M. and MCMAHAN, G.C. (1992) Theoretical perspectives for SHRM. Journal of Management. March. pp215-247. 4.BOXALL, P. and PURCELL, J. (2003)  Strategy and human resource management. Basingstoke: Palgrave Macmillan 1.  Ã‚  Ã‚  Ã‚  Ã‚   Williams, J. (2004).  Job satisfaction and organizational commitment, a Sloan Work and Family Encyclopedia entry.  Retrieved May 10, 2007, from the Sloan Work and Family Research Network website 2.  Ã‚  Ã‚  Ã‚  Ã‚   Robbins, S.P., Sanghi, S (2006). Organizational Behaviour.Singapore: Pearson Education Pte. Ltd 3.  Ã‚  Ã‚  Ã‚  Ã‚   Singh, N. (2003). Organizational Behaviour- Concepts, Theory and Practices. Managing People in Organization in 21st Century. Deep and Deep Publication Pvt. Ltd 4.  Ã‚  Ã‚  Ã‚  Ã‚   Department of Agricultural and Extension Education, Volume 32 (1). 5.  Ã‚  Ã‚  Ã‚  Ã‚   NTPC BTPS Intranet, company manuals, policies and other sources. 6.  Ã‚  Ã‚  Ã‚  Ã‚   Clark, A., Oswald, A., Warr, P. (1996). Is Job Satisfaction U-Shaped In Age. Journal of Occupational and Organizational Psychology, 69, 57-81. 7.  Ã‚  Ã‚  Ã‚  Ã‚   Karatepe, O.M., Uludag, O., Menevis,I. (2006). The Effects of Selected Individual Characteristics On Frontline Employee Performance And Job Satisfaction. Journal of Tourism Management, 27( 4), 547-560. 8.  Ã‚  Ã‚  Ã‚  Ã‚   Kinicki, A.,    Kreitner, R. (2006). Organizational Behaviour- Concepts, Skills and Practices. Tata McGraw Hill Publishing Co. Ltd. 9.  Ã‚  Ã‚  Ã‚  Ã‚   Luthans,F. (2008). Organizational Behaviour. Mc Graw Hill International Edition. 10.   Mckenna,Eugene (2000). Business Psychology and Organizational Behavior: A 11.   Student’s Handbook (Third Edition).New York andHove: Psychology Press, Taylor Francis scribd.com/doc/44801365/Human-Resource-Management http://humanresources.about.com/od/glossaryh/f/hr_management.htm businessdictionary.com/definition/human-resource-management-HRM.html palgrave.com/business/brattonandgold/docs/bgcha02.pdf scribd.com/doc/41937372/Strategic-Human-Resource-Management https://www.ntpc.co.in/index.php?option=com_contentview=articleid=12Itemid=72lang=en moneycontrol.com/company-facts/ntpc/history/NTP india9.com/i9show/Badarpur-Thermal-Power-Plant-59175.htm http://wfnetwork.bc.edu/glossary_entry.php?term=Job%20Satisfaction,%20Definition(s)%20ofarea=All oppapers.com/subjects/resource-management-in-organization-page2.html http://sth-about-human-resources-management.blogspot.com/feeds/posts/default?orderby=updated hrcentro.com/dasar_sdm/Strategic_human_resource_management_091224.html http://strategicpersonnelinafrica.com/?section=Strategy%20and%20Practice internationalnewsandviews.com/2010/12/16/scope-excellence-award-to-arup-roy-choudhury-cmd-ntpc/ moneycontrol.com/company-facts/ntpc/history/NTP indiainfoline.com/Markets/Company/Background/Company-Profile/NTPC-Ltd/532555 http://wfnetwork.bc.edu/glossary_entry.php?term=Job%20Satisfaction,%20Definition(s)%20ofarea=All nursetogether.com/Career/CareerArticles/CareerArticle/tabid/102/itemId/2044/Power-and-Influence-Yes-Nurses-Have-Them.aspx cyberessays.com/lists/herzberg/page0.html http://usep-ic.forumsmotions.com/t107-assignment-10-due-september-21-2009-1300hrs oppapers.com/subjects/motivation-in-hrm-page9.html scribd.com/doc/41672892/bgcha02 indianmba.com/Faculty_Column/FC309/fc309.html scribd.com/doc/46839385/Role-of-Banks-in-Indian-Economy http://answers.google.com/answers/threadview?id=269655

The Terror of the French Revolution - 1793-1794

The Terror of the French Revolution - 1793-1794 1793 January February February 1: France declares war on Great Britain and the Dutch Republic. February 15: Monaco annexed by France. February 21: Volunteer and Line regiments in the French army merged together. February 24: Levà ©e of 300,000 men to defend the Republic. February 25-27: Riots in Paris over food. March March 7: France declares war on Spain. March 9: Representatives en mission are created: these are deputies who will travel to the French departments to organise the war effort and quell rebellion. March 10: The Revolutionary Tribunal is created to try those suspected of counter revolutionary activity. March 11: The Vendà ©e region of France revolts, partly in reaction to the demands of the levee of Feb 24. March: Decree ordering French rebels captured with arms to be executed without appeal. March 21: Revolutionary armies and committees created. Committee of Surveillance established in Paris to monitor strangers. March 28: Émigrà ©s now considered legally dead. April April 5: French General Dumouriez defects. April 6: Committee of Public Safety created. April 13: Marat stands trial. April 24: Marat is found not guilty. April 29: The Federalist uprising in Marseilles. May May 4: First Maximum on grain prices passed. May 20: Forced loan on the rich. May 31: Journee of May 31: the Paris sections rise demanding the Girondins be purged. June June 2: Journee of June 2: Girodins purged from the Convention. June 7: Bordeaux and Caen rise in the Federalist revolt. June 9: Saumur is captured by rebelling Vendà ©ans. June 24: Constitution of 1793 voted on and passed. July July 13: Marat assassinated by Charlotte Corday. July 17: Chalier executed by Federalists. Final feudal dues removed. July 26: Hoarding made a capital offence. July 27: Robespirre elected to the Committee of Public Safety. August August 1: The Convention implements a scorched earth policy in the Vendà ©e. August 23: Decree of levee en masse. August 25: Marseille is recaptured. August 27: Toulon invites the British in; they occupy the town two days later. September September 5: Prompted by the Journee of September 5 government by Terror begins. September 8: Battle of Hondschoote; first French military success of the year. September 11: Grain Maximum introduced. September 17: Laws of Suspects passed, definition of suspect widened. September 22: Start of Year II. September 29: General Maximum begins. October October 3: The Girondins go to trial. October 5: The Revolutionary Calendar is adopted. October 10: Introduction of the Constitution of 1793 halted and Revolutionary Government declared by the Convention. October 16: Marie Antoinette executed. October 17: Battle of Cholet; the Vendà ©ans are defeated. October 31: 20 leading Girondins are executed. November November 10: Festival of Reason. November 22: All churches closed in Paris. December December 4: Law of Revolutionary Government / Law of 14 Frimaire passed, centralising power in the Committee of Public Safety. December 12: Battle of Le Mans; the Vendà ©ans are defeated. December 19: Toulon recaptured by the French. December 23: Battle of Savenay; the Vendà ©ans are defeated. 1794 January February February 4: Slavery abolished. February 26: First Law of Ventà ´se, spreading seized property among the poor. March March 3: Second Law of Ventà ´se, spreading seized property among the poor. March 13: Hà ©rbertist/Cordelier faction arrested. March 24: Hà ©rbertists executed. March 27: Disbanding of the Parisian Revolutionary Army. March 29-30: Arrest of the Indulgents/Dantonists. April April5: Execution of the Dantonists. April-May: The power of the Sansculottes, Paris Commune and sectional societies broken. May May 7: Decree starting the Cult of the Supreme Being. May 8: Provincial Revolutionary Tribunals closed, all suspects must now be tried in Paris. June June 8: Festival of the Supreme Being. June 10: Law of 22 Prairial: designed to make convictions easier, start of the Great Terror. July July 23: Wage limits introduced in Paris. July 27: Journee of 9 Thermidor overthrows Robespierre. July 28: Robespierre executed, many of his supporters are purged and follow him over the next few days. August August 1: Law of 22 Prairial repealed. August 10: Revolutionary Tribunal re-organised so as to cause fewer executions. August 24: The Law on Revolutionary Government reorganises the control of the republic away from the highly centralised structure of the Terror. August 31: Decree limiting the powers of the Paris commune. September September 8: Nantes Federalists tried. September 18: All payments, subsidies to religions halted. September 22: Year III starts. November November 12: The Jacobin Club closed. November 24: Carrier placed on trial for his crimes in Nantes. December December - July 1795: The White Terror, a violent reaction against supporters and facilitators of the Terror. December 8: Surviving Girondins allowed back into the Convention. December 16: Carrier, the butcher of Nantes, executed. December 24: The maximum is scrapped. Invasion of Holland. Back to Index Page 1, 2, 3, 4, 5, 6

What everybody wants Essay Example | Topics and Well Written Essays - 500 words

What everybody wants - Essay Example Thus he starts with explaining to the readers that people should not be judged by what they are and they should not be blamed for their current status and position. Rather they should be understood and dealt with properly. A very important way of winning over people is to listen to their problems with attentiveness and provide them with your sympathy. Consideration of the other person’s problems and attentiveness towards their issues makes one feel important and wanted and this is considered to be one of the best ways of coming close to people. To support this view Carnegie provided with one of his life time experiences in which he made an error while presenting his views on the author Louisa May Alcott on the radio. He made a blunder in presenting the place of her birth and changed it from Massachusetts to New Hampshire. In return to this mistake he received many letters among which was a letter by Colonial Dame who insulted him over his broadcast error. But Dale instead of writing back and arguing called her and said sorry to her over his mistake and listened to her viewpoint. She then also apologized for being so rude. This event from his life clearly presents that it is a part of human natu re that he wants to be listened to. It is a fact that every being wants to share his views and a person craves for pity as well as consideration to his viewpoints. This according to Dale is the best method of winning over people. A very good example to support this has been given by Dr. Arthur I. Gates in his book on the subject of human psychology where he explains that it is an inborn characteristic of a human being to search for attention and consideration. For instance when a child gets hurt he runs around and tells everyone about it. In the same way when people undergo operations they tend to talk about it and tell people in order to gain their attention and kindness. This chapter speaks about the characteristics which are present

Things I Would Mostly Miss about US Assignment Example | Topics and Well Written Essays - 250 words

Things I Would Mostly Miss about US - Assignment Example The assignment "Things I Would Mostly Miss about US" presents the opinion of the author regarding moving abroad. The author tells what things he would most miss about the United States of America like the personal interaction, having advanced technology, efficient transport systems, US civil rights, etc.America has a state of art public infrastructure including better roads and offices. Therefore, I would mostly miss efficient transport systems that have no congestions. Security with a more advanced system that limits crime rate. There is crowd civilization in the US in cases of the demonstration when problems arise. US civil rights that are lost once you are in a foreign country. General hygiene high standard levels maintained in the US compared to India. Weather that does not reach an extreme level as those experienced in India. Living away from family and friends who have always been around will be hard. Have American lifestyle that allows wearing of anything.I would feel highly e xcited to learn Indians culture for a better understanding of the people in the country. Learn a new language from the native community during the assignment period. It would be most interesting to develop international friends to improve personal and work profile. Experience working with people from different cultures. Get a large compensational package that comes with working on overseas. Get promotional opportunities through posts available abroad. Receive cheap medical cover from Indian medical centers compared to the US.

Why Would You Decide to Use an Online Dating Site Factors That Lead to Article

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Unit 6 Case Management Seminar Research Paper Example | Topics and Well Written Essays - 250 words

Unit 6 Case Management Seminar - Research Paper Example 279), which may be performed by Case Managers. Thus, it is imperative for Case Managers to know how to complete a provisional DSM Diagnosis. A social history is an accurate account of the client’s family and societal background, educational level, whether special assistance was required in the past, information regarding alcohol or drug abuse or any legal problems associated with the client. The Mental Status Examination (MSE) forms an integral part of the social history, capturing subtle visual and verbal attributes of the client. It involves observations based on our client’s general appearance, cognitive functioning, behavior intelligence, thought process and content, reality testing, affect, suicidal or homicidal ideation, impulse control, judgment and insight. As described in the text, it is useful in Case management by helping clinicians understand what has been going on with the client between sessions and to determine the best course to follow with each individual† (Ch. 18, p. 314). Case Managers are required to assess the client’s environment in order to understand their specific needs and goals. Our author mentions, â€Å"Sometimes you will be asked to go to someone’s home to do an assessment or to do an interview. People’s surroundings often hold clues to the way they are currently structuring their lives.† (Ch. 18, p.313). Case Managers need to carefully assess the appropriateness of the surroundings after proper inquiry, to order to judge the client’s needs. Importantly, Case managers must look at the way the person keeps his home. Our author rightly adds that â€Å"this tells something about the person’s capacity to attend to the routine details of living, or it may indicate a debilitating mental illness, such as hoarding† (Ch. 18, p.313). Thus, an ecological perspective helps understand the client’s needs and accordingly define