Violence and the Emergency Room Essay Example | Topics and Well Written Essays - 1750 words

Violence and the Emergency Room - Essay Example Many of these elders must be cared for in the home which puts them in harm's way when violence occurs. The stress of caring for them at home and the lack of funds increases the chance of violence and or the use of alcohol. All of these things affect the emergency room on a daily basis and many times they are fueled by alcohol which makes the encounter that much more volatile. This paper will examine domestic violence fueled by alcohol and how it might affect the emergency room. Intentional and unintentional violence and its effects take a toll on human health and the quality of life. Globally more than 5 million people die from injuries every year; violence kills more people than HIV/AIDS and malaria combined, yearly (World Health Organization, 2002). Every week in Wales and England, two women are killed by their current or former partner (Reeves & Sully, 2007) and many more are damaged for life. This is not an unusual statistic throughout the world at this time. This kind of violence in families has a very long history. It consists of a pattern of coercive control that is designed to isolate the victim (Davis, 2007). This all presents in major health issues in which the cost is high. Those in the violent situation and the communities in which they live have lost positive community participation and increased costs in healthcare. This type of violence usually manifests itself in physical, sexual, and or psychological abuse which involves fear, intimidation , and emotional depravation of not only the victim but those around them (Davis, 2007). It often engrains the victim in poverty that becomes difficult to climb out of. When fueled with alcohol, the violence can be much more sudden and heightened for the victims as well as the emergency room staff. There are some social, political, and legal context in Australia that should be considered here. In the last decade of conservative Federal government in Australia, there has been an erosion of services to women living with domestic violence. There has been a concerted move toward the consolidation of family which may force a situation in which the perpetrator is in the victims life longer. This has also caused the dismantling of policies and services that are available, including such things as child care subsidies, youth training schemes, youth allowances, legal aid, supported accommodation schemes, and movement to negotiated settlements. All of this affects programs that support women and children in trouble (Wright & Waugh, 2007). This makes it more difficult to get these women and children to safety and keep them there. When violence occurs the victims often come to the emergency room and many of them have never seen a primary physician so the violent episode may just be the tip of what is wrong with them. There is a often a revolving door situation in which the same victims come back with injuries on a regular basis. They may also keep coming back with complaints of things like headaches and stomach pain in an attempt at safety. Studies show that this may be the only safe place in which these victims can disclose or plan for escape. These same studies show that a woman's decision to expose abuse can depend on the attitude of the clinician that is caring for her as a victim (Janssen & Holt, 2002) and that nurses attitude may be the victims only hope for escape. It should be noted,

The AIDS inflicted citizens in Africa Essay Example for Free

The AIDS inflicted citizens in Africa Essay The dilemma regarding the AIDS inflicted citizens in Africa is a modern day paradox. On one hand, mankind can achieve huge strides in the research necessary to control the malady which has already killed so many. On the other, modern civilization risks the exploitation of fellow human beings born into a more unfortunate and primitive lifestyle deficient in modern healthcare. In general, the debate which takes precedence above all others is the question of equality in the context of morality. According to the traditional perspective of Immanuel Kant constructed in his Metaphysics of Morals, the universal presumption of moral principles is that they apply to all rational autonomous beings at all places and at all times. Thus, Kant would argue that the medical care provided to trial participants in Africa should be equivalent, or at least comparable, to the treatment offered to citizens in more advanced societies as long as it does not compromise the rational autonomy of the people involved. To approach the issue from Kants perspective, it is important to first delineate the considerations Kant would reason to be the most morally relevant when attempting to provide a conclusion. In his work, Kant clearly outlines three general principles about moral duties as well as other considerations which can are applicable to the situation. First of all, it would be essential to determine if giving inferior treatment to uneducated individuals in Africa is a choice based on a sense of duty, or if ulterior aims might exist. On first glance, this seems to lead to an initial conclusion that failing to provide volunteers with comparable treatment is an unfair and immoral choice based on monetary and political motives. However, further analysis reveals that the rational autonomy of the individuals in question must also be considered. Providing the luxurious treatments seen in more advanced countries to people in Africa may violate their rational autonomy by tempting or deceiving them into an action they would not normally undertake. Therefore, any choice made in regards to AIDS treatments must reflect a desire to do what is right while preserving and respecting the rational autonomy of the individuals. Kants second consideration would be to base the moral quality of his decision on the intentions of that choice, not the actions consequences. Thus, the issue cannot be resolved by developing a best case scenario, but must be determined by distinguishing which option is enacted with the best moral intentions. In this way, it is likely that the most morally acceptable choice would be the one which puts Africas citizens on an equal consideration with the rest of the world, and so would include providing identical treatment. Thirdly, it is important to make sure that whatever direction is taken, it is taken out of respect for the moral law and for no other reason such as need or desire. To fulfill the third principle, an action cannot violate the categorical imperative. Otherwise, the decision cannot be considered as a moral action. The moral law, as Kant explained, is a universal formula that ensures all actions are undertaken with pure motives without consideration of the consequences. When deciding whether or not to give Africans the same health benefits that AIDS phase II trial volunteers would receive in other countries, even if they are very expensive, it is important to determine whether the choice could be applied universally. In other words, Kant would compare the options faced by pharmaceutical companies by placing all of them in the categorical imperative, and observe which options are inherent contradictions. When weighing the options using the categorical imperative, the results once again suggests that providing African volunteers with equivalent treatments takes precedence over all other options. The concept of appropriate treatment, if determined only on monetary, social and political status, would seemingly contradict itself if it were considered a universal law. Kant would argue that by issuing care by status, people would be applying a different standard to their own behavior than they would want applied to themselves and everyone else. The problem with the contradiction argument, critics might argue, is that it may prove difficult if not impossible to provide supporting evidence that universalizing the maxim would result in a contradiction. Advocates would then turn to another method of formulating the categorical imperative to support their position. In the alternate interpretation, known as the second formulation, the categorical imperative serves as a requirement that we must not treat other rational beings as mere means to our own purposes. This tactic allows proponents of equal treatment to establish their position without attempting to prove any inherent contradictions. Instead, they simply have to show that by failing to meet the precedence of care in other countries, pharmaceutical companies are treating people as ends not as means. Critics may also claim that a truly moral decision would factor in the hard work of the manufacturers of the antiretroviral drugs, as well as anyone else involved in the trials. Kant would not dismiss this assertion. In Metaphysics of Morals, Kant does not attempt to claim that all actions must always be undertaken out of a sense of duty, he simply outlines the necessary components required to establish an individuals own autonomy based on reason. When considering the dilemma faced by pharmaceutical companies, the only critical consideration is whether the ultimate decision conforms to moral law. They may also argue that the drugs given to Americans and Europeans are so much more expensive to Africans that it cannot be deemed appropriate to treat African volunteers with them. To this argument, Kant would refute the idea that the term appropriate should not be applied universally. In his perspective, all humans are rational autonomous agents who deserve the same treatment. If a law or rule cannot be applied universally, a.k.a. fails the categorical imperative, then it should not be considered moral. The philosophy of the Metaphysics of Morals appears to lend itself nicely to the dilemma of conducting phase II trials in Africa by clearly addressing the major moral concerns involved while at the same time respecting the complexity of the conflict. Kant would recognize that other peoples livelihoods and incomes can be considered when deciding whether or not to provide expensive treatments in Africa, as long as the ultimate decision does not violate moral law. Pharmaceutical companies must insure that they are not manipulating or violating the rational autonomy of their possible test subjects in Africa, but may still consider other variables such as profits and benefits to society. Consequently, pharmaceutical companies appear to have a moral duty to provide adequately equal care to all phase II trial participants in Africa, providing they take steps to insure they are not violating anyones rational autonomy in the process.

Soccer :: Art

Soccer My favorite recreational activity is soccer. I play soccer a lot and have been playing for five or six seasons. in a game not long ago I made a hat trick , or three goals in one game. We placed second in our league this year. Their are lots of rules in soccer and they are all very important. If you don’t follow them you will pay the consequences. I’ll tell you about them in this paper. Probably the most important rule is that you can’t touch the ball with your hands. If you do you will be penalized by the other team getting an indirect kick or a direct kick. The only time it will be a direct kick because of a hand ball will be when the hand ball is in the goalie box. Another rule of soccer is that you can’t hit the other players or curse at them. If you do hit another player you will either get a yellow card or a red card depending on the severeness of the hit and if was an accident or not. A yellow card is a caution and a red card puts you out of the game. Soccer is played al over the country and all over the world. It is a sport that is in the summer Olympics. The games will be held in Atlanta this year and teams from all over the world will be playing there. Hopefully we will get tickets to one of the games because I really want to see one. Soccer is a very fun sport and is very good for me. I love it and will always play it. You should try it you have not already tried it. Bicycling Riding my bike is my favorite recreational activity. I have a haro race group 1zI. I ride every day and often ride to school. Their are many tipes of bikes for sale these days. My freinds all ride too. Sometimes we go all over town just for fun. There are many kinds of tricks you can do on bikes. Some of them are very difficult and others are very hard and take a while to learn. I can only do a few simple ones. One of the tricks is called an indo. This one I can do and quite well. It’s really pretty simple all you have to do is get going pretty slow and hit the front brakes.

Literature Review Performance Management and the Balanced Scorecard

Chapter 2 Literature Review Since the Balanced Scorecard was developed in the 1990’s by Robert Kaplan and David Norton (1992), it has gained in popularity amongst academics and practitioners. In 1990, Kaplan and Norton led a research study of a lot of companies with the purpose of exploring the new methods of performance management. The importance of the study was an increasing belief that the financial measures of performance management were not as effective as before with the development of modern business enterprise.Representatives involved in the study companies, including the researchers Kaplan and Norton, were persuaded that the reliance on financial measures of performance had an effect on their ability to create value. After deep discussions the group brainstormed on several alternatives but finally settled on the balanced scorecard, which featured performance measures, customer issues, internal business processes, employee activities, and shareholder concerns.Kaplan a nd Norton introduced the new tool as the Balanced Scorecard and summarized the concepts of the study in the first of three Harvard Business Review articles, â€Å"The Balanced Scorecard-Measures That Drive Performance†. Many organizations in both the private and public sectors have embraced the concept of the balanced scorecard. Most have implemented it in an attempt to improve performance (Chan & Ho 2000; Hoque & Jamesl Ittner & Larcker 2003). However, it appears that the term balanced scorecard is subject to different interpretations.For example, a document published by CMA Canada (1999) suggests that the term â€Å"Balanced Scorecard† maybe understood differently by different individuals/organizations. They state that many organizations believe that if a performance measurement system includes both financial and nonfinancial measures, it is a balanced scorecard, whereas Kaplan & Norton claim that a BALANCED SCORECARD is much more than just a collection of performanc e measures. Different interpretations of a BALANCED SCORECARD are evident in academic studies as well.Hoque & James (2000) determined BALANCED SCORECARD usage using a 20-item scale noting that their BALANCED SCORECARD measure might not pick up the strategic linkages of a real BALANCED SCORECARD. As a result, companies in their study may possibly have had varying levels of BALANCED SCORECARD implementation which could have affected their results, especially considering the fact that BALANCED SCORECARD usage was the dependent variable in their regression model.Chan & Ho (2000) stated in their limitations section that â€Å"†¦ the respondents may have mistaken their organization’s performance measurement system to that of a true BALANCED SCORECARD (p. 167). † It is also possible that a company’s performance measurement system has all of the attributes of a balanced scorecard but they do not consider it to be one. Clearly defining a BALANCED SCORECARD would be a 4 contribution to future research by providing a basis to determine the extent of BALANCED SCORECARD adoption by an organization. This study will attempt to do this.Although there are numerous studies on the balanced scorecard (Chan & Ho 2000; Hoque & James 2000; Lipe & Salterio 2000; Malina & Selto 2001; Lipe & Salterio 2002; Ittner & Larcker 2003; Speckbacher et al. 2003), only one study has attempted to develop a conceptual model of the scorecard and used it to examine the extent of its adoption. This was in Austrian, German and Swiss organizations (Speckbacher et al. 2003). This suggests a need for more research to examine what attributes of a Kaplan and Norton (1992, 2001, 2006) Balanced Scorecard other organizations use in their performance measurement system.This study will not attempt to explain the reasons for any differences between organizations with different levels of Balanced Scorecard adoption, it will only report them. In summary, while other studies have looked at specific aspects of the balanced scorecard, only one has looked at its structure as a whole (Speckbacher et al. 2003). Similar to Speckbacher et al. (2003), this study examines the structure of the BALANCED SCORECARD as a whole. This study is however, unique in that it addresses both the structure and use of the BALANCED SCORECARD. Kaplan & Norton (1992; 1996; 2001), the originators of the balanced corecard, emphasize that the inclusion of non-financial measures is just one aspect of the balanced scorecard, noting that there are several structural attributes that make it unique from other frameworks, such as KPI (key performance indicator) cards and stakeholder cards. Kaplan & Norton (1996, 2001) also suggest that its unique structure allows it to be used as a strategic tool to steer organizations towards sustained long-term profitability. They argue that simply including non-financial metrics in their performance measurement system is not enough for organizations to learn, improve , and grow.If Kaplan and Norton’s argument is correct, then companies with different levels of BALANCED SCORECARD adoption should see different results. This suggests a need to compare organizations that have different levels or numbers of balanced scorecard attributes to see if there are any differences. As well, academic studies may be more comparable if a clearly defined Balanced Scorecard was used. A clearly defined BALANCED SCORECARD would enable organizations and researchers to assess the level of BALANCED SCORECARD adoption which may help to explain some of the differences in results between studies.Understanding Performance Management Processes 2. 1 Defining Performance Maila (2006) stated that performance implies the action of doing things that is using things, attending to conditions, processing, communicating and achieving results. Performance is the actual work that is done to ensure that an organisation achieves its mission. In summary, performance encompasses in puts, conditions, processes elements, outputs, consequences and feedback. According to Maila (2006), the end product of performance should be measured against four elements that are: quantity, quality, cost or risk factors and time.The idea of measuring the end product is fully supported as it can be argued that a product can be in any form that is good or bad, hence the need to have it measured. Botswana Unified Revenue Service (BURS, 2002) states, performance shall mean the standard of performance required by BURS related to an employee's output measured in terms of quality and quantity. In addition, it shall mean the behavioural standards and competencies adopted by BURS. The OPM (2005) defined performance as actions, behaviour and/or inputs by a staff member contributing to the achievement of results.While the researcher acknowledges the above definitions, she argues that application of the definitions should be treated with a provision that the output of that action is positive to the organisation. In the researcher’s own definition, performance means an action by an employee that has produced an output relevant to an employee or organisation’s goals. 2. 2 Defining Management Management means to give direction, lead, control, govern, rule over, whilst a manager is an official who manages or controls- a person who has in his hands the general leadership of an enterprise or of a division (Bryman, 1984:78 as cited in Brynard, et al 1997).Vaughan-Jones (2009), defined management as a process of achieving organisational goals through engaging in the four major functions (planning, organising, leading and controlling). Cleland (1994:39-40) described management through the major management functions that are planning, organising, motivation, directing and controlling. Mayor (2005: 246) identified planning, organising, directing, controlling and motivating as roles of individual project manager, an improvement on the definition by Vaughan-Jones as i t has added motivation as a manager function.The description of the major activities/functions of the manager as planning, organisation, command, coordination and control put for the first time the management process into the context of major activities or functions (Fayol, 1949, pp. 3-6). These management functions have been condensed to four, namely: planning, organising, leading and controlling, (Robbins 2003). What comes out clearly from the literature is that planning, organising and controlling are common in the description of the management process or the functions of management.The researcher has made use of these concepts while cognisant of the fact that the usage of majority-based viewpoint can only be made if the viewpoint is proven by means of scientific investigation (Brynard, 1997: 54), however this research will not be able to prove that due to time constraint. In comparing management to leadership activities, the researcher noted that leadership activities has to do with: dealing with change; developing a vision and setting a direction for an organisation; formulating a strategy; aligning stakeholders with the organisation? s vision, motivating and inspiring employees; and recognising and reward success.Management activities include planning and budgeting, implementing strategy, organising and staffing to achieve strategy; and controlling behaviour and problem solving to ensure strategy is implemented, Henry (2008: 143). The research supports the contemporary definition of management provided by Mayor especially that he has added motivation to the definition, a factor that contributes to effective performance management. 2. 3 Defining Performance Management OPM (2005) defines performance management as: â€Å"ongoing communication process between staff and supervisor/managers for getting better organisational results.It involves: (a) establishing clear expectations and understanding about performance and the results to be achieved; (b) identify ing essential areas of performance as relating to the mission and objectives of the O/M/A; (c) developing realistic and appropriate performance criteria; (d) giving and receiving feedback about performance; (e) conducting constructive performance assessments; and (f) planning continuous development of staff to sustain and improve performance so that individual, unit and organisational human capital is optimised†.Performance management is a system for integrating the management of organisational and employee performance (Williams, 2002 as cited by Maila, 2006:13). Performance management is defined as â€Å"the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organisational effectiveness in the accomplishment of agency mission and goals†, this was obtained through (U. S.Office Personnel Management, (Undated) Botswana Unified Revenue Services (BURS, 2002) states that performance management is a joint responsi bility between managers who carry out the assessments and the staff whose performance they are assessing. It is essential that this process is carried out objectively,openly and honestly. The researcher has found some common words to arrive at this definition: performance management is a continuous process between staff and supervisors agreeing on the activity to be performed, how it should be measured and within what period, with an aim to accomplish a goal at employee and organisational level. . 4 Defining Performance Management Processes Performance management process was defined as â€Å"a continuous process where supervisors and employees work together to establish objectives (goals), monitor progress toward these objectives and assess results†. With this process, employees receive regular feedback and coaching which is a vital development process for all employees (KSU, 2009). According Cornell University (2010), the first element of performance management process that must be effectively executed is specifying the required levels of performance and identifying goals to be achieved.The researcher understands from the above definitions that performance management processes is a continuous (non-stop) process that underscores the need for supervisors and employees to work together in determining the organisation and employee? s goals and determining performance standards required to achieve those goals. The researcher views performance management processes as a continuous negotiation process that calls for effective communication (Acuff, 2008:6).It is a process that requires that calls for identification and prioritisation of goals, defining what constitutes progress towards goals, setting standards for measuring results and tracking progress towards goals. It further calls for exchanging feedback among the components, reinforcing goal oriented activities and intervening to create improvement when needed. the performance management process places gre ater importance on the methods used to achieve results.This study recognises that there is a thin line between the definitions of management processes and the description of management functions which then points to the conclusion that these two concepts could be used interchangeably. 2. 5 Defining Performance Measurement Balanced scorecard originally developed as tool for performance measurement at the organisational level and has been expanded to include critical success factors (Kaplan and Norton, 1993 as cited in MoF, 2009).It is recognised by the researcher that the definition of performance measurement underscores the need for output/ product to be measured, (Maila (2006). Emphasis on measuring output is fully supported by this study as it could assist managers to determine whether or not the employee’s output contribute to the attainment of the set goals. The researcher’s contribution to the definition of measurement is that this process is aimed at determining strategies necessary to the realisation of the organisation’s objectives, as they appraise how far one is from attaining the set goal.The process calls for assessment of results and provision of honest feedback to either strengthen progress or remedy non progress. 2. 6 Importance of Performance Management Processes Flanagan and Finger (1998:154) stated that most performance improvement processes consist of agreeing on the standards or expectations by managers and staff: monitoring progress; recognising; achievement and reviewing the performance displayed with recognition and review featuring in the maintenance plan. It is imperative that supervisor and employee agree upon and understand each other's expectations of the job.This is the foundation upon which the entire performance management process will be built. The challenge is that both supervisor and employee have to posses negotiating skills as they are required to agree on each other’s expectation of the job. Acco rding to Cornell University (2010), the main purpose of performance management process is to develop people and improve performance by clarifying goals and coaching regularly. A secondary purpose is to provide honest and accurate formal evaluations to support rewards for performance practices.Performance management processes is important as it entails planning employee performance, facilitating the achievement of work related goals and reviewing performance as a way of motivating employees to achieve their full potential in line with the organisation’s objectives, (Swanepoel et al, 1998 as cited Maila, 2006:8). The researcher deducing from the literature above concluded that performance management process was important as it entails planning employee performance, agreeing on standards, monitor and evaluate performance with a view to facilitating the achievement of work related goals.The process is further important as it allows for a two way feedback aimed at supporting rewar ds or punishment for performance practices. According to Maila (2006, p. 4), criteria for measuring success should be clarified and obstacles timorously identified so as to seek solutions and that public service delivery is not halted, performance management system is one of the instruments that can provide that solution.According to Hogue (2010), performance measurement system highlights whether the organisation is on track to achieve its desired goals. Performance measurement system develops key performance indicators (KPIs), or metrics, depending on the nature and activities of the organization. KPIs can serve as the cornerstone of an organization’s employee incentive schemes. The researcher’s contention is that it is much more difficult to develop KPIs for each area of performance within the organisation which can be measured effectively.According to the MoF (2009), the BALANCED SCORECARD of Robert Kaplan and David Norton of 1996 provide a framework that not only p rovides performance measurements, but helps planners identify what should be done and measured. BALANCED SCORECARD is an important approach for measuring and managing the most critical processes in organization. To be meaningful, company performance should be judged against a specific objective is achieved. Without an objective, a company would have no criterion for choosing among alternative strategies and projects (Armstrong 2000; Chang 1999).For example, if the objective of the company is to maximize its return on investment, the company would try to achieve that objective by adopting investments with return on investment ratios greater than the company’s current average return on investment ratio. However, if the objective of the company were to maximize its accounting profits, the company would adopt any investment, which would provide a positive accounting profit, even though the company might lower its current average return on investment ratio (Birch, 1998; Atkinson, Warehouse, & Well, 1997).Performance measurement is important for keeping a company on track in achieving its objectives (Armstrong, 2000; Atkinson & Epstein, 2000; Frigo, Pustortio, George, & Krull, 2000). The selection of the most appropriate indicators is however, an area with no defining boundaries as there are a number of purposes to which performance measurements can be put, although not all performance measurement can be used for purposes (Fitzergerald, Johnston, Brignall, Silveston, & Voss, 1993).Even though individual firms tend to utilize firm-specific performance indicators appropriate to their needs, for many firms the main performance indicators would typically include some combination of financial; market/customer; competitor; human resource; internal business process; and environmental indicators (D’Souza &Williams, 2000; Barsky & Flick, 1999). More often than not usually however, performance measurements has relied on financial or accounting-based measures, de spite the drawbacks associated with such an approach.Specifically, the use of financial measures alone has serious limitations because of inherently backwards-looking nature, their limited ability to measure operational performance and their tendency to focus on the short-term (Kaplan et al. , 2001a; Ittner, Larcker, & Rajan 1997). The reliance on financial measures alone, therefore, to present the true picture of organizational performance, is in itself backward looking, especially from a variety of stakeholders.As a result, an organization requires more from its performance management system than ever before (Becker & Gerhart, 1996l Kaplan et al. , 2001a; Lambert, 1998). Several researchers have identified that the selection of performance measurement indicators should be: 1. Driven from strategies and provide a linkage between unit actions and strategic plans; 2. Hierarchical and integrated across business functions; 3.Supportive of the company’s multidimensional environme nt (internal or external and cost-based or non cost-based); and 4. Based on a thorough understanding of cost relationships and cost behaviour (Brown & Mitchell, 1993; Euske, Lebas, & McNair, 1993; Kaplan & Atkinson, 1989; McKensize & Shilling, 2000; McMann & Nanni, 1994). Additionally, the method of monitoring performance should be dynamic in order to adapt to internal and external changes.In response to these recommendations, a number of frameworks that adopt a multidimensional view of performance measurement have been developed, most notable of which has been the Balanced Scorecard (BSC) developed by Kaplan and Norton (1992, 1996). The Balanced Scorecard addresses the need for multiple measures of performance and provides a strategic framework, which specifically encourages the use of both financial and non-financial measures along four perspectives – financial, customers, internal business processes, and learning and growth – to measure firm performance (Kaplan & No rton, 1996b).In both research and practice, the BSC has received much attention, particularly as a tool for driving unit level strategy within many industries, including hospitality, health, manufacturing and banking (Ashton, 1998; Beechey & Garlick, 1999; Birch, 1998; Chow, Ganulin, Haddad, & Williamson, 1998; Kaplan et al. , 2001a). According to Kaplan and Norton (1996, p. ) â€Å"the balanced scorecard translates an organization's mission and strategy into a comprehensive set of performance measures and provides the framework for strategic measurement and management†. On the outset therefore, the BSC appears to have all the answers for choosing the most appropriate measures of company performance, which are governed by the organisation’s strategic orientation and external competitive environment.The success of the BSC relies on a transparent and well-defined strategy as the basis for the development of specific and relevant performance measures. Although the BSC, al ong with many other perspectives, acknowledges that firms respond to the environment they face in developing their strategy and ultimately performance measurement system, institutional theory specifically asserts that the social network in which firms operate exerts an equally strong hold on the decision- making practices of the firm (DiMaggio, 1983).For instance, it is likely that for firms operating in highly uncertain environments, for example, the choice of performance measures may be influenced by choices made by industry leaders as a means of reducing uncertainty and enhancing legitimacy (mimetic isomorphism) (DiMaggio & Powell, 1991a; Greve, 2000; Haverman, 1993). For firms operating within institutional environments, such as banking, accounting, insurance and the like, shared norms and behaviours may dictate the types of performance measures used (normative isomorphism) (DiMaggio & Powell, 1983; DiMaggio et al. 1991a; Gupta, Dirsmith, & Fogarty, 1994; Heverman, 1993; Hussain & Gunasekaran, 2002a). For firms operating in environments where there is a pressure to conform to rules and practices, performance measurement may be influenced by the dictates of supervisory bodies (coercive isomorphism) (DiMaggio et al. , 1991a; Greve, 2000; Haverman, 1993).Therefore, it appears that if organisations are seeking to utilise the BSC or similar frameworks to develop the most appropriate measures of performance, coercive, mimetic and normative forces, along with strategic orientation, need to be factored into any analysis in order to gain a true picture of what factors influence performance measurement and management. Hence, it is the purpose of this dissertation to examine the role that institutional forces play in the choice of performance measurement systems, via the application of the BSC framework in an industry where the institutional forces mentioned above are at play.Information about performance management is critical to the effective functioning of any bus iness (Chandler, 1962a; Kaplan et al. , 1992; McWilliams, 1996). However, what constitutes good performance and what constitutes good measures of performance are continuously being debated (Corrigan, 1998; Kaplan & Norton, 1998; Kimball, 1997; Landy & Farr, 1983; Maisel, 1992). For instance, do financial performance indicators provide the necessary information for operating within environments that are classified as turbulent, given that they are backward looking? Armstrong, 2000; Barker, 1995; Kaplan, 1983). Is it important to utilise non-financial information for organisations that are facing changes in demand? (Chang, 1999; Kaplan, 1983). In order to answer these questions and more, this chapter reviews literature on performance management and describes the factors that influence performance measures. In addition, why there is a need for organisations to focus on both traditional financial and non-financial indicators of performance in order to meet organisational objectives, irr espective of competitive environment, is reviewed.Specific frameworks, which can be utilised by organisations to measure performance in this way, are also reviewed, with a particular focus on the Balanced Scorecard (BSC) as a measurement tool which meets the demands of contemporary organisations (Duursema, 1999; Ittner & Larcker, 1998a; Kaplan et al. , 1992). 2. 7 Role of Performance Measures in an Organisation To function successfully in a business environment, an organisation depends upon the decision-making ability of its managers, who in turn, depend upon the availability of useable information (Banker, Devraj, Sinha, &Schroeder, 1997). Information about performance is important in different ways to the various stakeholders within a business. For example, owners and investors are interested in company performance to ensure that their investment decisions are correct, and, if not, to look for alternative investments. Managers look at the performance of a company's subunits as a w ay of prioritising the allocation of resources (Duursema, 1999; Euske et al. , 1993; Fama, 1890; Lockamy & Cox, 1994; Tricker & Dockery, 1995).In a more strategic sense, performance measurement is seen as an important way of keeping a company on track in achieving the company's objectives and as a monitoring mechanism employed by the owners of a company where ownership and management are separated (Baker & Wruck, 1989; Bushman, Indjejikian, & Smith, 1995; Delaney & Husekid, 1996; Huselid, 1995; Ittner & Larcker, 1998b; Kaplan, 1984; Lawler, Mohrman, & Ledford, 1992; Mayo & Brown, 1999).If measures of performance are to be effective, the measures need to be performance- driven and linked with company strategy. This view is supported by a number of researchers who note that measures of performance need to be based on a company’s strategic objectives in order for employees to understand and be committed to the achievement of those objectives (Becker et al. , 1996; Hronec, 1993; Huber, 1990; John, Jacqueline, & Robert, 2002; Johnson, 1998; Kaplan, 1983; Kaplan et al. , 2001a). Specifically, D'Souza and Williams (2000), Euske et al. 1993), Kimball (1997) and Mayo and Brown (1999) argue that within the contemporary work environment, a good performance measurement system should be: †¢Supportive and consistent with an organisation’s goals, actions, people/culture, and key success factors; †¢Driven by the customer; †¢Appropriate to the internal and external environment; †¢Developed by a combined top-down and bottom-up effort; †¢Communicated and integrated throughout the organisation; †¢Focused more on managing resources and inputs, not just simply costs; †¢Committed to providing action-oriented feedback; and Supportive of individual and organizational learning. Although there is agreement that these types of characteristics will make for better performance measures (Devenport, 2000), how performance is actually measured is still a ‘black box’ for many organisations (Cross & Lynch, 1992; Eccles, 1991; ECSI, 1998; Frigo et al. , 2000; Gering & Mhtambo, 2000a; Henerson, Morris, & Fitz- Gibbon, 1987), particularly as performance measures used in one company may not be appropriate for another company facing a different situation or different set of circumstances (Otley, 1980).Defining performance for an individual company is highly dependent upon the company’s business objective and strategy and is therefore quite unique (Fitzergerald et al. , 1993; Hoffectker et al. , 1994; Kaplan et al. , 1992; Kaplan et al. , 1996b; Keegan, Eiler, & Jones, 1989). For many firms however, the main performance indicators would typically include some combination of indicators across two broad categories: financial indicators and non-financial indicators (Barsky et al. , 1999; Brown et al. , 1993; D'Souza et al. , 2000; Eccles, 1991; Fitzergerald et al. , 1993; Hoffectker et al. 1994; Johnson et al. , 1987; Kaplan, 1983, 1984; Kaplan et al. , 1996b, 2001a). References Adam, E. E; Corbett, L. M. ; Flores, B. E. ; & Harrison, N. J. ; et al. 1997. An international study of quality improvement approach and firm performance. International Journal of Operations & Production Management, 17(9): 842. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ahmed, N. M. & Scapens, R. W.. 1994. The history of cost allocation practices in Britain: Some illustrations of institutional influences, working paper.University of Manchester, Manchester. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Armstrong, M. 2000. Performance management: Key strategies and practical guidelines (Second ed. ): Kogan Page Limited. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/books. htm? > Atkinson, A. A. ; Waterhouse, J. H. ; & Wells, R. B.. 1997. A stakeholder approach to strategic performance measurement. Sloan Management Review (Spring): 25-37. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. meraldinsight. com/journals. htm? > Brown, K. A. & Mitchell, T. R.. 1993. Organization obstacles: link with financial performance, customer satisfaction, and job satisfaction in a service environment. Human Relations, 46(6): 725-758. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Cardy, R. (2004). Incentives Systems for Health Care Professionals. Available at: http://www. whpa. org/PPE_Fact_Incentive_Pro. pdf. Accessed 12 November 2012. International Hospital Federation Chan, Y. -C. L. 2002. The benefits of balance, CMA Management, Vol. 6: 48. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/books. htm? > Chandler, A. D. 1962b. Pattern in organizational analysis: A critical examination. Business History Review (pre-1986), 36(2): 233-236. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Chang, O. H. 1999. The balanced scorecard: A potential tool for supporting change and continuous improvement in accounting education. Accounting Education, 14(395- 420). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. om/journals. htm? > Chow, C. W. , Ganulin, D. , Haddad, K. , & Williamson, J. 1998. The Balanced Scorecard: A Potent Tool for Energizing and Focusing Healthcare Organization Management. Journal of Healthcare Management, 43(3): 263-279. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Cleland, D. I. (1994). Project Management: Strategic Design and Implementation. Second Edition. USA: McGraw Hill, Inc. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/books. htm? > Cornell University, (2010).The Performance Management Process Model. Cornell University, Division of Human Resources: accessed on 12 November 2012. DiMaggio, P. J. & Powell, W. W. 1983. The iron cage revisited: Institutional isomorphism and collective rationality in organisational fields. American Sociological Review, 48(147-160). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > DiMaggio, P. J. & Powell, W. W. 1991a. Introduction in the new institutionalism in organisational analysis.Chicago, IL: University of Chicago Press. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > DiMaggio, P. J. & Powell, W. W. 1991b. The new institutionalism in organisational analysis. Chicago: University of Chicago Press. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Dinesh, D. & Palmer, E. 1998. Management by objectives and the Balanced Scorecard: will Rome fall again? Management Decision, 36(6): 363. Emerald Group Publishi ng. Accessed: 11November2012 Donald, L. and Humpries, J. H, (2008). Performance Appraisal: Essential characteristics for Strategic Control. Measuring Business Excellence, 12(3), pp. 24-34. USA: Emerald Group Publishing. Accessed:11November2012 D'Souza, D. E. & Williams, F. P. 2000. Appropriateness of the stakeholder approach to measuring manufacturing performance. Journal of Managerial Issues, 7(2): 227- 246. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Fitzergerald, L. Johnston, R. , Brignall, S. , Silveston, R. , & Voss, C. 1993. Performance measurement in service business: The Chartered Institute of Management Accountants. Emerald Group Publishing. Accessed:12November2012 Flanagan, N. and Finger,J. (1998). Just About Everything a Manager Needs to Know inSouthAfrica. Emerald Group Publishing. Accessed:9November2012 Frigo, M. L. & Krumwiede, K. 1999. 10 ways to improve performance measurement systems. Cost Management Update , 96(Apr): 1-4.Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Frigo, M. L. , Pustorio, P. G. , George, W. , & Krull, J. 2000. The balanced scorecard for community banks: Translating strategy into action Bank. Accounting & Finance, 13(3):17-23. Emerald Group Publishing. Accessed:12November2012 Frigo, M. L. 2001. 2001 CMG survey on performance measurement: Trends and challenges in performance measurement, Cost Management Update: 1. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. meraldinsight. com/journals. htm? > Frigo, M. L. 2003. Performance measures that drive the first Tenet of business strategy. Strategic Finance, 85(3): 8. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Gupta, A. K. & Govindarajan, V. 1984. Business unit strategy, managerial characteristics, and business unit effectiveness strategy implementation. Academy of Management Journal, 27: 25-41. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Hasan, H. & Tibbits, H.R. 2000. Strategic management of electronic commerce: an adatation of the balanced scorecard. Internet Research, 10(5): 439-450. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. , Larcker, D. , & Rajan, M. 1997a. The choice of performance measures in annual bonus contracts. The Accounting Review, April: 231-255. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1995. Total Quality Management and the choice of information and reward systems.Journal of Accounting Research, 33(Supplement): 1- 34. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1996. Measuring the impact of quality initiatives on firm financial performan ce. In S. Ghosh & D. Fedor (Eds. ), Advances in the management of organisational quality, Vol. 1: 1-37. New York: JAI Press. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. , Larcker, D. F. , & Rajan, M. V. 1997b. The choice of Performance Measures in Annual Bonus Contracts.The Accounting Review, 72(2): 231-255. Emerald Group Publishing. Accessed:12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1998a. Are non-financial measure leading indicators of financial performance? An analysis of customer satisfaction. Journal of Accounting Research, 36(Supplement): 1-35. Emerald Group Publishing. Accessed:12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1998b. Innovations in performance measurement: Trends and research implications. Journal of Management Accounting Research, 10: 205-225.Emerald Group Publishing. Accessed:12November2012 Ittner, C. D. & Larcker, D. F. 1998c. Innovations in performance measurement: Trends and research implications. Journal of Management Accounting Research, 10: 205. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 2003. Coming up short: On non-financial performance measurement. Harvard Business Review, November: 88-95. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? gt; Jones, C. 1991a. Qualitative interviewing. In G. Allen & C. Skinner (Eds. ), Handbook for research students in the social science: 203-214. London: Farner Press. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Jones, C. P. 2002. Investments : analysis and management (8th ed. ). New York: Wiley & Sons. Accessed:12November2012< http://www. emeraldinsight. com/journals. htm? > Kaplan, R. 1986. The role for empirical research in management accounting. Accounting, Organi zation and Society, 11: 429-452. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. meraldinsight. com/journals. htm? > Kaplan, R. S. 1983. Measuring manufacturing performance: A new challenge for managerial accounting research. The Accounting Review(October): 686-705. Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R. S. 1984a. The evolution of management accounting. The Accounting Review(July):390-418. Emerald Group Publishing. Accessed:12November2012 Kaplan, R. S. 1984b. Yesterday's accounting undermines production. Harvard Business Review, July/August: 95-101.Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Atkinson, A. A. 1989. Advanced Management Accounting: Prentice Hall. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Norton, D. P. 1992. The Balanced Scorecard Measure That Drive Performance. Harvard Busin ess Review, 70(Jan/Feb): 71-79. Emerald Group Publishing. Accessed:12November2012 Kaplan, R. S. & Klein, N. 1996. Chemical bank: Implementing he Balanced Scorecard, Case Studies from Harvard Business School: Implementing the Balanced Scorecard: Harvard Business School Publishing. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Norton, D. P. 1996a. The Balanced Scorecard: Translating Strategy into Action. Massachusetts: Harvard Business School Press. Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R. S. & Norton, D. P. 1996b. Using the Balanced Scorecard as a Strategic Management System.Harvard Business Review, 74(Jan/Feb): 75-79. Emerald Group Publishing. Accessed: 12November2012 Kaplan, R. S. & Norton. , D. P. 1996. Linking the Balanced Scorecard to strategy. California Management Review, 39(1): 53-80. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. 1997a. Mobil USM&R (A): Linking the Balanced Scorecard. Harvard Business Review(May 7). Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R.S. 1997b. Mobil USM&R (C): Lubricants Business Unit. Harvard Business Review(May 5). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. 1998a. Mobil USM&R (B): New England Sales and Distribution. Harvard Business Review(April 30). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. 1998b. Mobil USM&R (D): Gasoline Marketing. Harvard Business Review(April 30). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. om/journals. htm? > Kaplan, R. S. 1998c. Innovation action research: Creating new management theory and practice. Journal of Management Accounting Research, 10: 89-118. Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R. S. & Atkins on, A. A. 1998. Advanced Management Accounting (Third ed. ). New Jersey: Prentice Hall. Inc. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Norton, D. P. 1998. Putting the Balanced Scorecard to work. In A. H. B. R.Paperback (Ed. ), Harvard Business Review on Measuring Corporate Performance. Boston: Harvard Business School Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Kaplan, E. L. 1999. United Way of South-eastern New England (UWSENE). Harvard Business Review(April 1). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Norton, D. P. 2001a. The strategy focused organization: How the Balanced Scorecard companies thrive in the new business environment.Boston, Massachusetts: Harvard Business School Press. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan , R. S. & Norton, D. P. 2001b. Transforming the balanced scorecard from performance measurement to strategic management: Part 1. Accounting Horizons, 15(1): 87-104. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Norton, D. P. 2001c. Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part 2. Accounting Horizons, June: 147-160. Emerald Group Publishing.Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > KSU, (2009). Policies and Procedures Mannual: Performance Management Process. Available: http://www. ksu. edu/policies/ppm/4080. html. Emerald Group Publishing. Accessed on 10 November 2012. Lauter, G. P. (1970). Advanced management Process in Developing Countries: Planning in Turkey. California Management Review, 12 (3), pp 7-12. Emerald Group Publishing. Accessed:12November2012 Maila, H. M. (2006), Performance Management and Service Delivery in the Department of Water Affairs and Forestry.A Dissertation Submitted in Partial Fulfilment of the Magister Technologie: University of South Africa. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Maylor, H. (2005). Project Management. Third Edition, FT Prentice Hall. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/books. htm? > Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, January-February, 1994, p. 108. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? >

Personal statement Essay

I have come to a point in life that many people have not. I have made a firm decision to recommit myself to pursuing my dreams. While there are those who believe that with an ounce of luck and a ton of persistence anything can be accomplished, I believe that there is no reason to expend so much energy and rely on luck. I believe in taking hold of my destiny and carving out a future for myself based on the decisions that I make in life. Life is simply too short and too precious to be left to luck alone. This is why I have chosen to continue in the pursuit of my higher education in Geography at UC in California. There have been so many opportunities in life that I have not been able to take advantage of because of the competitiveness of the working environment. I believe that this experience and background of mine will help me pursue this dream. Being an expert in this course is only the beginning of a long journey for me. I realize that it will not be easy and I look forward to that challenge. In the short term, I see myself completing this degree and fulfilling the requirements for this course. I believe that this experience will be sufficient to prepare me for the next step which is applying for a good internship position that will give me the training that I need. I eventually plan to pursue larger goals such as taking a doctoral degree and perhaps starting my own business. As the world continues to change and the workplace becomes more and more challenging and competitive, it becomes imperative for anyone looking for a successful career to not only have the drive to succeed but also the training and expertise to do so. Being able to experience all these great and wonderful cultures has created me to be more open-minded on sensitive subjects or people. One tends to give people the benefit of the doubt first no prejudgment. Two years of my high school were spent living in Malaysia, which caused me to appreciate all cultures. I am confident, therefore, that the rich and diverse academic community at UC will definitely be the perfect place for me to learn and be prepared for the challenges that lie ahead. Given my experiences in life and being a diligent student, I have personally experienced how much good work ethic can contribute to the advancement of one’s dream. I have worked tirelessly in the pursuit of my education because it is said that the one thing that nobody can ever take away from you is your education, and that is the one thing that I plan to not only gain for myself but for others as well. I have learned from my parents the critical importance of the law of giving, and I am both attracted and committed to this model of community service, particularly that â€Å"students apply skills to effect social change. † A student, I believe that my experiences as a have shown my commitment to community service for this is a testament to the character of my mother, a living testimonial to the goodwill that I would like to share. As Eleanor Roosevelt once said, â€Å"The future belongs to those who believe in the beauty of their dreams†.

Art from greece essays

Art from greece essays The piece of art that I chose from this chapter can be found on page 157. This is a sculpture of the Greek god of the sea, Poseidon. I guess it seems fitting that this sculpture was found on the bottom of the sea in 1928. The ancient sailors relied on Poseidon for safe voyage on the seas. He had is good points and his bad as a god; he is often thought of as a moody god. When he became upset that was when the seas would be rough, causing shipwrecks and drownings. On the other hand, when Poseidon was happy the ocean would be calm and new lands in the water would be created. This god was always creating trouble with another; he was always having love affairs or competitions. But, none the less he played a major role in Greek mythology, especially as one of the major gods in the Trojan War. This statue of him is very unique. This was probably created around 460 BC by the ancient sculptor Kalamis. It is roughly 2 meters high, made of bronze, and is of one of the newer styles of Greek art. His flowing style is that of contrapposto, so it is more relaxed, unlike the earlier archaic sculptures. His pose is one that seems to command space, his slightly bents knees make it looks as though he is about to move at any moment. This pose is most likely one of him in some sort of sport or battle, because upon looking closely one can see that his right hand should be holding a spear or something of the sort. His motion is evident of one major thing, however. It shows the Greek interest in athletics. The Greeks would go to the gymnasia and study the athletes in order to perfect the figure in action. Overall, this sculpture of Poseidon was the one in the chapter that caught my attention the most. I like the contrapposto style more so than the archaic. The fact that it is also made out of bronze is special because very few sculptures of bronze have survived from that age. It seems that Kalamis did a great job emphasizing the beaut...

God Grew Tired of Us

God Grew Tired of Us Introduction The title of the film God Grew Tired of Us is rather succinctly used by the film maker in order to help audiences understand the plight of the 3 main characters in the movie and how it relates to the greater theme of the plight of people throughout Africa and the Third World.Advertising We will write a custom essay sample on God Grew Tired of Us specifically for you for only $16.05 $11/page Learn More Poverty, as the movie shows, is one of the causes of global conflicts wherein countries, states and various groups continue to fight over increasingly decreasingly resources as people all around them starve to death. It is due to this that it can be assumed that the main reason the film was created was to help create sufficient impetus so as to enact changes to prevent poverty and war through concerted global action. Examining the Movie The movie itself shows a rather strange form of symbolism wherein two contrasts are given to audiences, the first being a world of starvation, pain, hopeless and nothingness as shown by the plight of the 3 boys as they escape from Ethiopia and one filled with intensity, food, abundance and opportunity symbolized by America. It is through this unique contrast that audiences get an understanding on how grossly lopsided the world truly is wherein it can be seen in two extremes namely extreme poverty and extreme wealth, poverty and starvation, and finally opportunity and hopelessness. It is only after realizing these extremes from watching the film that people begin to understand that with these lopsided concentrations currently pervading global society wouldnt it be a rather simple process of merely sharing the wealth in order to help other people throughout the world? While this question is suggested in numerous themes and instances in the story such as the decision of the boys to help those left behind in the refugee camp on Kakuma a solution is never truly presented by the movie itself. It cou ld be assumed that a possible solution is left to the viewers that the reason why the film was even made in the first place was to have them understand the problems facing numerous individuals in countries around the world and let them make their own decisions as to what must be done. Understanding the Journey of the 3 Boys What must be understood is that the journey undertaken by the 3 boys in the story in unique due to the mere fact that it chronicles lives placed under turmoil in such a succinct manner that audiences cannot help but be concerned about the boys through the film.Advertising Looking for essay on art and design? Let's see if we can help you! Get your first paper with 15% OFF Learn More Death and destruction seems to pervade the various environments the boys go through yet they continue to march forward inextricably drawn towards the potential for a peaceful life somewhere. The film shows how people become fast friends as a result of hardship, that families are created not as a result of blood but joint experiences and suffering and that in the end hoping and acting on a better life will actually bring about such a life in the end. Conclusion The message of the movie is clear; people are suffering around the world due to a lack in resources while there are countries around the world rich enough to help. As such what is needed is a concerted effort in order to ensure that people in places affected by war and starvation are given the proper kind of help so as to ensure that the situation the four boys found themselves is never seen again.

Biography of Henri Rousseau, Self-Taught Post-Impressionist

Biography of Henri Rousseau, Self-Taught Post-Impressionist Henri Rousseau (May 21, 1844 – September 2, 1910) was a French painter in the post-impressionist era. He started painting late in life and was roundly mocked in his own time, but was later recognized as a genius and became an influence on later avant-garde artists. Fast Facts: Henri Rousseau Full Name:  Henri Julien Fà ©lix RousseauOccupation: Artist; tax/toll collectorBorn: May 21, 1844 in Laval, FranceDied: September 2, 1910 in Paris, FranceKnown For: Almost entirely self-taught and rarely praised in his lifetime, Rousseaus naive style of painting inspired many future artists and has come to be widely respected in more contemporary times.Spouses:  Clà ©mence Boitard  (m. 1869–1888), Josephine Noury  (m. 1898–1910)Children: Julia Rousseau (only daughter that survived infancy) Working Class Origins Henri Julien Fà ©lix Rousseau was born in Laval, the capital of the Mayenne region of France. His father was a tinsmith, and he had to work alongside his father from the time he was a young boy. As a youth, he attended the local Laval High School, where he was mediocre in some subjects but excelled in creative disciplines such as music and drawing, even winning awards. Eventually, his father went into debt and the family was forced to give up their house; at this time, Rousseau began boarding at the school full-time. After high school, Rousseau attempted to start a career in law. He worked for a lawyer and began his studies, but when he was involved in an incident of perjury, he had to abandon that career path. Instead, he enlisted in the army, serving four years from 1863 to 1867. In 1868, his father died, leaving Rousseau to support his widowed mother. He left the army, moved to Paris, and instead took up a government post, working as a toll and tax collector. Rousseau was known as Le Douanier (the Customs Officer) after his place of work. Essentially self-taught, Rousseaus naive primitive style of painting was widely ridiculed during his lifetime although he later came to be seen as an artist of considerable significance. Print Collector  /  Getty Images That same year, Rousseau married his first wife, Clà ©mence Boitard. She was his landlord’s daughter and, being only fifteen years old, was nine years his junior. The couple had six children together, but only one survived, their daughter Julia Rousseau (born 1876). A few years into their marriage, in 1871, Rousseau took on a new post, collecting taxes on goods coming into Paris (a specific tax called the octroi). Early Exhibits Starting in 1886, Rousseau began exhibiting artwork in the Salon des Indà ©pendants, a Paris salon founded in 1884 that counted Georges Seurat among its founders. The salon was formed as a response to the rigidity of the government-sponsored Salon, which focused heavily on traditionalism and was less than welcoming to artistic innovations. This was a perfect fit for Rousseau, although his work was not displayed in places of prominence within the exhibitions. Rousseau was almost entirely self-taught, although he admitted to having received some â€Å"advice† from Fà ©lix Auguste Clà ©ment and Jean-Là ©on Gà ©rà ´me, a pair of painters from the Academic style. For the most part, though, his artwork came all from his own self-training. He painted nature scenes, as well as developing a particular take on the portrait landscape, in which he would paint a particular scene, then place a person in the foreground. His style lacked some of the polished technique of other artists of the time, leading to him being labeled as a â€Å"naà ¯ve† painter and often disdained by critics. Painting by Henri Rousseau. Surprise, 1891. Buyenlarge  /  Getty Images In 1888, Rousseau’s wife Clà ©mence died, and he spent the next ten years single. His art slowly began to grow a following, and in 1891, Tiger in a Tropical Storm (Surprised!) was exhibited and earned his first major review with serious praise from fellow artist Felix Vallotton. In 1893, Rousseau moved to a studio in the art-centric neighborhood of Montparnasse, where he would live for the rest of his life. Ongoing Career in Paris Rousseau formally retired from his government job in 1893, ahead of his fiftieth birthday, and devoted himself to his artistic pursuits. One of Rousseau’s most famous works, The Sleeping Gypsy, was first seen in 1897. The following year, Rousseau remarried, a decade after losing his first wife. His new wife, Josephine Noury, was, like him, on her second marriage- her first husband had died. The couple had no children, and Josephine died only four years later, in 1892. Painting by Henri Rousseau. Sleeping Gypsy, 1897.   Buyenlarge / Getty Images In 1905, Rousseau returned to his earlier themes with another large-scale jungle painting. This one, titled The Hungry Lion Throws Itself on the Antelope, was exhibited once again at the Salon des Indà ©pendants. It was placed near works by a group of younger artists who were leaning more and more avant-garde; one of the future stars whose work was shown near Rousseau’s was Henri Matisse. In retrospect, the grouping was considered the first showing of Fauvism. The group, â€Å"the Fauves,† may have even gotten the inspiration for their name from his painting: the name â€Å"les fauves† is French for â€Å"the wild beasts.† Rousseau’s reputation continued to climb within the artistic community, although he never quite made it to the uppermost echelons. In 1907, however, he received a commission from Berthe, Comtesse de Delauney- the mother of fellow artist Robert Delauney- to paint a work that ended up being The Snake Charmer. His inspirations for the jungle scenes were not, contrary to rumors, from seeing Mexico during his time in the army; he never went to Mexico. The Snake Charmer, 1907. Artist: Rousseau.   Heritage Images / Getty Images In 1908, Pablo Picasso discovered one of Rousseau’s paintings being sold on the street. He was struck by the painting and immediately went to find and meet Rousseau. Delighted with the artist and the art, Picasso proceeded to throw a half-serious, half-parody banquet in Rousseau’s honor, called Le Banquet Rousseau. The evening featured many of the prominent figures in the creative community of the time, not for a glittering celebration, but more of a meeting of the creative minds with one another in celebration of their art. In hindsight, it was considered one of the most significant social events of its time. Declining Health and Legacy Rousseau’s final painting, The Dream, was exhibited in 1910 by the Salon des Indà ©pendants. That month, he suffered from an abscess on his leg, but ignored the inflammation until it became too far gone. He was not admitted to the hospital until August, and by then, his leg had become gangrenous. After having surgery for his leg, he developed a blood clot and died from it on September 2, 1910. The Dream (1910). Museum of Modern Art, New York. Fine Art  /  Getty Images Despite being criticized during his life, Rousseau’s style was hugely influential on the next generation of avant-garde artists, such as Picasso, Fernand Leger, Max Beckmann, and the whole surrealist movement. Poets Wallace Stevens and Sylvia Plath also drew inspiration from Rousseau’s paintings, as did songwriter Joni Mitchell. In perhaps the most unexpected connection: one of Rousseau’s paintings inspired the visual world of the animated film Madagascar. His work continues to be displayed to this day, where it is studied and admired much more than it ever was during his own life. Sources â€Å"Henri Rousseau.† Biography, 12 April 2019, https://www.biography.com/artist/henri-rousseau.â€Å"Henri Rousseau.† Guggenheim, https://www.guggenheim.org/artwork/artist/henri-rousseau.Vallier, Dora. â€Å"Henri Rousseau: French Painter.† Encyclopaedia Britannica, https://www.britannica.com/biography/Henri-Rousseau.

Business Skills Personal Statement Example | Topics and Well Written Essays - 500 words

Business Skills - Personal Statement Example A web presence will be crucial, optimised for search engines. Consumers are impatient with poorly designed sites, or sites which do not provide them with instant gratification to the answers they are seeking. Besides the inbuilt functions, it is possible to design a data capture application customised to the needs of the business. This could be something as simple as a quotation application, all the way through to an accounting package. Project management is increasingly important to the property professional. I used this tool to assist in scoping a project, in terms of resources such as manpower, time and money. It can be used in a variety of ways, for example as a time-management tool for the itinerant business man, all the way through to costing a major property development. The seasoned professional needs to take on board the basic underlying principles involved. At the heart of ADR is the importance of Customer Relationship Management. Throughout the whole exercise - from initial contact through to sign off - it is crucial to ensure that the client understands, accepts and agrees the terms and conditions of the proposal. I find it important to keep written/typed records of all communications made with a client. This assists in determining where - if at all - mistakes were made and provides learning opportunities to prevent such situations arising again. Although the lettings sector is not as heav

What leadership styles dominate the Chinese market Essay

What leadership styles dominate the Chinese market - Essay Example This paper aims to determine which leadership style is the most suitable for companies in China as it is the leadership style of a manager coupled with organizational culture that determines the employee job satisfaction and organizational commitment. Leadership styles are employed by managers to suit the needs of the people and the organization that is being led. It is almost always a mix of the six leadership styles: visionary, coaching, affiliative, democratic, pace-setting and commanding, that today’s leaders practice in successfully leading their teams. These styles are adopted by the leader either individually or as a mix of more than one style, within the context of the people and organizational needs at that moment. The success with which leaders adopt the different styles, to what extent each style has its influence on employee performance and job satisfaction and how the organizational culture affects the job satisfaction and organizational commitment by the employee will be explored. Further, it will also be understood as to the shelf life of each style or if the adopted style is applicable to all situations and sectors in Chinese organizations. Finally, qualitative analysis of available literature in published journals, news articles and websites can help understand the most suitable leadership style for my business in the Chinese region that can have the maximum impact on employee job satisfaction and organizational commitment. ... nies in China as it is the leadership style of a manager coupled with organizational culture that determines the employee job satisfaction and organizational commitment (Lok and Crawford, 2004). Leadership styles are employed by managers to suit the needs of the people and the organization that is being led. It is almost always a mix of the six leadership styles: visionary, coaching, affiliative, democratic, pace-setting and commanding, that today’s leaders practice in successfully leading their teams. These styles are adopted by the leader either individually or as a mix of more than one style, within the context of the people and organizational needs at that moment (Murray, 2012). The success with which leaders adopt the different styles, to what extent each style has its influence on employee performance and job satisfaction and how the organizational culture affects the job satisfaction and organizational commitment by the employee will be explored. Further, it will also b e understood as to the shelf life of each style or if the adopted style is applicable to all situations and sectors in Chinese organizations. Also, it will help to understand how the leaders can effectively determine which leadership style to use under certain circumstances, and how they communicate through their style of leadership. Finally, qualitative analysis of available literature in published journals, news articles and websites can help understand the most suitable leadership style for my business in the Chinese region that can have the maximum impact on employee job satisfaction and organizational commitment. 2. Literature Review a. Introduction Leadership style adopted by managers in Chinese firms has an impact on job satisfaction and commitment and leadership style is influenced by

Growth, Development, and Economic Transformation Essay

Growth, Development, and Economic Transformation - Essay Example This would result in lesser inequality when a particular level of GDP per capita is achieved because of the trickling down of growth benefits. Furthermore, as economic growth takes place, people’s incomes grow and the resulting structural changes in the mindset and attitudes of people invoke them to become environmentally conscious which leads to ‘greener’ measures in the society, thereby reducing the rate of environmental degradation. The other aspect is that increased incomes and environmental awareness can induce governments to impose tighter environmental controls thereby enhancing environmental quality. Another theoretical framework to explain this is the â€Å"self-regulatory market mechanism† associated with the exchange of natural resources within an economy (Unruh & Moomaw, 1998). The stock of natural resources tends to decrease during the early growth stages which results in increased prices. This price signaling mechanism then induces lower explo itation of natural resources at subsequent stages in economic growth (due to high prices) (Unruh & Moomaw, 1998) (World Bank, 1992). Due to this reason, economies also tend to shift towards technologies that are less resource intensive. Thus, the shape of the Kuznets’ Curve (see Appendix 1) is not only explained by enhanced environmental government expenditure but also the price signaling mechanism of the free markets (Torras & Boyce, 1998). One school of thought argues that the present rate of environmental degradation has a tendency to enlarge in the long run, hence, government policy should aim at more rapid economic growth in order to climb up the hump or the turning point soonest possible. However this maybe a tedious process, taking several years before the curve slopes downward; the longer the wait the higher the abatement costs. Hence, the policy of waiting for the relationship to become negative can be potentially damaging. A more appropriate policy is to â€Å"tunn el through† the curve and to flatten it through government interventions such as subsidies on energy and agrochemicals and property rights on natural resources. It is also important to note that developing nations cannot follow what their developed nations did in early stages of development (Unruh & Moomaw, 1998). Infact, the amount of greenhouse emissions inherited by today’s less developed nations is much higher than that inherited by their developed counterparts in similar stage of development. Infact, several resource-intensive industries have shifted from the North to South, thus putting the latter at a disadvantaged position. In the absence of an international government, international environmental policies under the umbrella of ‘sustainability’ are required to enforce both wings (the developed and developing) to cut down environmentally harmful emissions. The change in proportions of labor and capital across various sectors in an economy is one of t he most significant features of economic progress of a nation. Research by Clark, Kuznets and Chenery has produced solid evidence for the notion of decline in the role of agricultural (primary) and secondary sectors of an economy and the simultaneous increase in the role of tertiary sector as the economy develops (Clark, 1940). However, in recent years there has been growing consensus amongst researchers such as Maddison, Buera and Kaboski that while the

Financial Management Essay Example | Topics and Well Written Essays - 2500 words

Financial Management - Essay Example Rents, Charges, Interests and others make up three percent of its funding (Smith, 2008). Of the total fund generated from various sources: seventy percent is spent on Salaries and Wages; twelve percent is provisioned for the employer contribution to the pension fund; another twelve percent is spent on operating expenses and six percent is for Capital Financing Charges (Smith, 2008). Fiscal governance coverage is in accordance with the Code of Practice on Local Authority Accounting in the United Kingdom (SORP Committee, 2010). CIPFA Code of Practice dictates that in cases of conflict the legislative requirements shall apply in financial governance (Chartered Institute of Public Finance & Accountancy, 2010). National non-domestic rates account for approximately eighteen percent of the total local authority income (Information Centre Scotish Parliament, 1999). Therefore, only about 9 percent of the National non-domestic rate income of the local authority finances the Fire and Rescue eff orts of local governments. While every district including the two cities of Manchester and Salford only contributes a total of 3.3 percent each to the operational expense of the Fire and Rescue Authority (Smith, 2008). Risk mitigation includes the following: disaster recovery, contingency plan, emergency response, business continuity. Fire and Rescue only covers emergency response. From a financial point of view to invest more than eleven percent for emergency response alone may not maximize the value of money considering the other area of risk mitigation that would include disaster recovery, contingency planning and business continuity. However, risk and security challenges have become increasingly complex because as we plan for protection and face a multitude of threats in a rapidly changing environment, we must expect the unexpected, while staying within our budgets (Purpura, 2008). There is an underlying importance in emergency response that is to prevent the emergency escalatin g into a disaster, then to a catastrophe, then to a tragedy (Alexander, 2002). The key has always been prevention and in this case the prevention of an emergency to escalate into another level. One of the key performance indicators of the Greater Manchester Fire and Rescue A

Analyse the reasons for the recent UK recession and its impact on one Essay

Analyse the reasons for the recent UK recession and its impact on one particular leisure market. E.g. travel, restaurants, tourism - Essay Example Choice as a factor of growth is crucial in the growth of an economy since the economy needs consumers will and choice of products in order to relish and grow. That said, it is evident that the economy requires the input of consumers and produces who act as the driving force since they provide the necessary resources which include labour, land, physical and human capital etc. This paper will discuss the main reasons why the recent UK recession occurred and its impact in the tourism industry as a leisure market. The paper will aim at answering the why and the how questions in relation to the causes and the impacts of the 2008 – 2009 UK recession that occurred between the last quarter of 2008 and the second quarter of 2009. The paper addresses the reasons of the recession in the first section and the impacts of the recession on the tourism industry in the second section and finally a conclusion, which aim at giving a clear discussion and analysis of the first two sections. Verick and Islam (2010) argue that the 2008 – 2009 global recession (financial crisis) was largely accelerated by the global imbalances that were being experienced worldwide at that time in terms of a drop in interest rates, perceptions of risks, and the regulation of financial systems. The UK was, apparently, not left behind as it faced many financial problems including near bankruptcy of banks, a fall in its stock market, large levels of public debt, a tumbling currency and frozen money markets which were all factors that promoted a recession (Cooper, 2009). Among the leading causes of the recession was the devaluation of UK currency the Sterling Pound. The Sterling Pound during the recession had a devaluated by 25-30% from the value it once held in before the recession. This was in accordance with the basic economic theory that states that any decrease in the exchange rates of a currency will eminently aid in the

Genetics exam question Essay Example | Topics and Well Written Essays - 1000 words

Genetics exam question - Essay Example y through the increased potential for arrest and conviction of criminal elements, critics contend that the system opens the door for a big brother type of abuse. Though the system may result in an increase in the conviction rate, the personal nature of DNA information should be subject to the same standards as medical history and should not be warehoused in a central government location. There is little public disagreement as to the value of DNA when prosecuting a criminal who may be responsible for a child abduction or rape. According to the government, "The national DNA database is a key police intelligence tool that helps to quickly identify offenders, make earlier arrests, secure more convictions, and provide critical investigative leads for police investigations" (The national DNA database 2007). However, as more people are entered into the database cross contamination of samples could make the information acquired unmanageable. In the case of property crimes, anyone who had been minimally in contact with the crime scene in the recent past could be considered a suspect (Linacre 2003, p.1841). This could potentially involve all of a stores recent customers if there was a break in or a robbery. While it may help to place the perpetrator on a list of suspects, it would also incriminate a large number of innocent bystanders. Though the current requirements for collecting samples is restricted to those people that have been implicated in a crime, the protections are being compromised by law enforcement practices. During a recent investigation into a sexual assault in South London, the police department wrote a letter to the local population requesting voluntary DNA samples. However, the voluntary aspect was framed in a coercive effort. The letter said in part, "Consider that the suspect is likely to refuse to provide a voluntary sample; catching him will be far easier if he is the only one" (cited in Lettice 2005). Innocent citizens may feel pressured into

Analyse the reasons for the recent UK recession and its impact on one Essay

Analyse the reasons for the recent UK recession and its impact on one particular leisure market. E.g. travel, restaurants, tourism - Essay Example Choice as a factor of growth is crucial in the growth of an economy since the economy needs consumers will and choice of products in order to relish and grow. That said, it is evident that the economy requires the input of consumers and produces who act as the driving force since they provide the necessary resources which include labour, land, physical and human capital etc. This paper will discuss the main reasons why the recent UK recession occurred and its impact in the tourism industry as a leisure market. The paper will aim at answering the why and the how questions in relation to the causes and the impacts of the 2008 – 2009 UK recession that occurred between the last quarter of 2008 and the second quarter of 2009. The paper addresses the reasons of the recession in the first section and the impacts of the recession on the tourism industry in the second section and finally a conclusion, which aim at giving a clear discussion and analysis of the first two sections. Verick and Islam (2010) argue that the 2008 – 2009 global recession (financial crisis) was largely accelerated by the global imbalances that were being experienced worldwide at that time in terms of a drop in interest rates, perceptions of risks, and the regulation of financial systems. The UK was, apparently, not left behind as it faced many financial problems including near bankruptcy of banks, a fall in its stock market, large levels of public debt, a tumbling currency and frozen money markets which were all factors that promoted a recession (Cooper, 2009). Among the leading causes of the recession was the devaluation of UK currency the Sterling Pound. The Sterling Pound during the recession had a devaluated by 25-30% from the value it once held in before the recession. This was in accordance with the basic economic theory that states that any decrease in the exchange rates of a currency will eminently aid in the

Evaluation of learning as well as teaching Essay

Evaluation of learning as well as teaching - Essay Example There are various ways through which student’s learning can be assessed, but the best way of assessing student learning is one that promotes learning. In this comparison essay, two assessment tools including the formative assessment and summative assessment tools will be assessed on the basis of definition, purpose, procedure and tools that are used while teachers use any of the two assessment criteria. Formative assessment tools are much effective as compared to the summative assessment tools as the formative ones encourage learning and development of students. Body Definition Formative assessment tools used in educational settings are those that promote learning with the assistance of generation of feedback that is of ample amount of advantage to both teachers as well as students (Marzano 9). The feedback obtained from this tool is used for making alterations to the learning procedure of students. This definition of formative assessment tools clearly exhibit that these tools are used to help make changes to the learning procedure of students in order to advance their learning activities. Student evaluation that is summative in nature is defined as conducting assessment of student learning for a particular time frame. This assessment tool is used to summarize the development of a student that has taken place in a particular frame of time period (Marzano 8). The definition of summative evaluation reflects that it does not help in advancing learning and is rather used to assess how well learning has already taken place and according to this evaluation student’s development is rated. Purpose The main aim of formative assessment tools is to advance student learning by providing feedback regarding their learning practices. When teachers use formative assessment tools they do not rate or rank how well a student has learned what is being taught. They rather analyze the methods that are used by students to learn and then provide feedback that is used by the student to make alterations to his/her learning techniques. The very fact that student’s responses in formative assessment are not marked is evidence that this tool focuses on the quality of learning, rather than the quantity of learning that has taken place. On the other end, the fundamental aim of summative learning is to rate the quantity of learning that has taken place. In summative assessment, the responses provided by students are rated and ranked by teachers which are sheer proof of the fact that this assessment focus on how much student has learned. Procedure There is ample amount of difference in which both these assessments are conducted. In case of formative assessment, first the assessment is conducted while learning is taking place, and teachers provide feedback during the process of learning, this feedback is then used during the process of learning by the student to make alteration to his/her method of learning or is used by the teacher to make changes to his/her method of teaching. This procedure of conducting formative assessment clearly reflects that the procedure is helping students learn as feedback provided within the learning process can help in making changes to the process. In case of summative learning, tests are taken to assess the quantity of learning that has taken place over a time frame. Since these tests are taken after the learning has taken place, it is quite evident that students fail to make changes to their learning process. Tools Tools used for the purpose of formative assessment are mostly those through which teachers are able to provide on the spot assessment and reflection on the learning of a particular student. For example: questions asked during classroom lectures can be

Existentialism is Humanism Essay Example for Free

Existentialism is Humanism Essay The assumption by Sartre that existence precedes essence takes back the traditional thinking of philosophers about essence and existence. In general they thought that essence precedes existence in certain ways. Sartre posits that they are right to some extent. When he observes that â€Å"Existence precedes essence† he does not mean that this is always the case, but rather that sometimes it is so. This can be explained using his example in the essay about the â€Å"paper knife†. In this case of the paper knife, Sartre argues that essence precedes existence, â€Å"that is to say the sum of the procedures and the qualities which made its production and its definition possible – precedes its existence† (Sartre 1946). Essence is the expression created when something is given a definition. Essence sets the limits of an object and provides the basic properties of a thing; that is what it has or what it doesn’t have in order to serve its purpose of existence. In this case, essence precedes existence in the logic that before a designer manufactured the knife there was some plan for it that existed in his or her mind. This plan is the essence (Sartre 1943). Therefore when Sartre says that essence precedes existence in this case he is simply recognizing the fact that the knife was premeditated first and later on it was produced. This means the plan to produce the knife was there first and later it was produced following that plan. From this example it is easy to track down the general principle that Sartre is trying to bring out. First for all manufactured objects or articles, essence precedes existence. Since God lives and as he is thought to be the creator of the whole world then it follows that the whole world and everything in it can be assumed to be an artifact. God was the master planner and He created everything according to His plan. God, when He creates man he uses the same procedure just as the manufacture of the paper knife since when he creates he knows what he is creating. The idea of God was suppressed in the 18th century but the idea of essence preceding existence was universally accepted in the philosophies of Diderot, Voltaire and Kant. Sartre observes that â€Å"In Kant, this universality goes so far that the wild man of the woods, man in the state of nature and the bourgeois are all contained in the same definition and have the same fundamental qualities. Here again, the essence of man precedes that historic existence which we confront in experience† (Sartre 1946). From this analysis we get to the next step. If God lives this means essence comes first for everything that is in world. There is a traditional explanation of this divine plan generally referred to as Providence in theological circles. It refers to the plan that God worked in advance before he created the universe and humanity. But this plan is not just for the whole because He has also premeditated all the details since he is an all knowing God. This means we do not have the human nature in general to set boundaries on what we can do or what we cannot do. In addition there is also a divine plan for individuals. For example Socrates has his own essence that confines him within the universal plan of human nature (Zunjic 2010). Being an atheist, Sartre observes that if God does not exists then there is one being whose existence comes before its essence and that is man or human reality as Heidegger puts it. When he says existence precedes essence Sartre provide the meaning by saying that â€Å" this means that man first exists, he encounters himself, goes into the world and later on discovers or defines himself. When the man is not definable as the existentialist sees him it is because to start with, man is nothing† (Sartre 1946). Man will not be anything until some times later and then he will be what he makes himself to be at the end. In other words man is responsible for his actions if existence preceded essence. â€Å"Therefore existentialism puts place every responsibility for his existence on his shoulders. This means man is not only responsible for himself but also for all men† (Sartre 1946). Sartre observation that people must create themselves and give themselves meaning meant that people have to protect themselves instead of calling on God to intervene on their behalf. He saw people as the ones responsible for their politics and individual lives. He refused the notion that the devil was responsible for individual acts or the explanation that one was following God. He also did no accept the excuse of being only human or unloved by ones parents. It was not an excuse to follow the crowd for Sartre. He believed that people create their own moral values through the choices that they make in life. The people are the ones responsible for drawing their plans as to what they will or will not do (Sartre 1943). The philosophers of the traditional forms of humanism thought they could keep this idea of a kind of prior nature without having God in mind. They had in mind an atheist view of nature as well as the notion of an ordered universe where things happened in a predetermined and ordered manner. According to Sartre they were all wrong. This is because if essence precedes existence in general, that is ,if the laws that sets the limits of what things are and what they are able to have been established and determined before the things came into existence, then where would they exist? (Zunjic 2010). These philosophers have connected the concept of existence and essence in such a manner that existence signifies the instantiation of essence. If essence describes what a thing is and existence â€Å"that it is† then it follows that what is reasonable about any particular object and what can be thought about it will fit in its essence. It’s from this kind of thinking that traditional philosophy drew its description for ones way of life. To them having essence meant that people could be placed within the universe that provided the ability for the human development. But Descartes disagreed with this type of thinking preferring a radical first person reflection of his own version of existence the â€Å"I am†. Nevertheless he later on modified the old model by incorporating his existence as that of a substance determined by an essential property â€Å"thinking†. Thus the idea of reality according to Sartre is similar to that of Descartes’, â€Å"I am, I exists, therefore I am; I am because I think, why do I think? I don’t want to think any more; I am because I think that I don’t want to be. † (Existentialism Is Humanism. 2010). In summary when Sartre says that existence precede essence he means that man first exists, he encounters himself, goes into the world and later on discovers or defines himself. When the man is not definable as the existentialist sees him it is because to start with, man is nothing. He will not be anything until some times later and then he will be what he makes himself to be at the end. Traditional views give priority to essence and high values for its features whereas Sartre gives priority to existence with its positive reevaluation of its contingency and temporality. With this reversed view Sartre believed we can give full tribute to man and his self creative capabilities. References Existentialism Is Humanism. (2010). In Encyclopedia Britannica. Retrieved May 17, 2010, from Encyclopedia Britannica Online: http://www. britannica. com/EBchecked/topic/198165/Existentialism-Is-a-Humanism Sartre J. P. (1946), The Humanism of Existentialism. London: World Publishing Company Sartre (1943) Being and Nothingness. London: World Publishing Company Zunjic Bob (2010). The Humanism of Existentialism. Retrieved May 17, 201017th, ,from http://www. uri. edu/personal/szunjic/philos/human. htm