Case Study Tea wholesaling Company Owner - Lou

Question: Assignment Question Lou, the owner of a tea wholesaling company, decided about a year ago that product quality of some imported sources was too variable. To improve consistency of the product Lou decided he would employ someone to test samples of imported product and grade them. His retired Uncle Jim came to mind. He was a food scientist and using his skills would also assist him by keeping him busy. Lou approached Jim with an agreement titled Contract for Services, devised by the companys lawyer. It involved Jim agreeing not to be an employee and to have his own incorporated consulting business. The agreement included a clause suggesting he was not permitted to delegate any of his responsibilities at the tea company to another unless he got Lous approval. The agreement also stated he would be paid a set fee for each day he came to the warehouse and worked and a monthly pay date. Although not mentioned in the agreement, Jim was to pay his own taxes and make his own superannuation contributions. He was supplied with a warehouse uniform and all the equipment he required to perform his scientific analysis. Jim worked from 9am to 5pm Monday to Friday for eight months without a day off and then suffered a serious heart attack. His daily routine at work had involved him checking in with Lou for instructions on the days work, Lous oversight of his progress during the day and an assignment of administrative support to support him at particular times. Toward the end of the financial year Jim was asked to supervise a couple of juniors in stocktaking processes, for about four weeks, but he had otherwise stuck to his scientific analysis. One of the policies Lou added to the Employee Handbook last year was an anti-bullying policy. The policy required a particular procedure to be followed if bullying was detected by any member of staff, and indicated management would treat the behaviour, if confirmed on investigation, as serious misconduct and it was likely to result in disciplinary procedures being taken. The policy was not included in staff contracts but they were all alerted to it on commencement of their engagement. Jim had reported the two juniors he had supervised as bullies just before his heart attack. He made a written complaint stating their language was repeatedly demeaning to him and their regular slapping of him on the back was so aggressive it upset him to the point he was ready to resign. Lou was aware of his issues with the young workers and wonders what he is required to do now that Jim is convalescing and may not return to work. Advise Lou whether Jim could be regarded as an employee, despite their written agreement. He is contractually bound to follow the Employee Handbook procedure in relation to the bullying complaint. He has breached any common law duty to Jim even if he is not contractually bound to follow the Employee Handbook procedure. Answer: This case study is about a tea wholesaling company owner, Lou who decided to hire a person to test the product quality of some imported products. Hence, he approached his uncle, Jim who was a food scientist and using his skills would also assist Lou by keeping him busy. He approached Jim with an agreement titled Contract for Services, devised by the companys lawyer. Contract for Services is generally an agreement whereby a person agrees to serve the employer as an independent contractor. Under this, there is no employee-employer relationship between the two parties. Hence, the employee is not covered under Employment Act (Brank, 2012). Hence, Jim couldnt be regarded as his employee since the contract already had a clause about it (Brank, 2012). Although Jim was hired by the company at fixed salary but he couldnt be considered employee since he signed Contracts for Services with the company. Hence, by no means, Jim can be considered an employee. If he would have been an employee, he w ould have signed Contract of Services. Hence, Jim couldnt be regarded as his employee. Second case taken in this case study is about the bullying. In order to safeguard the interest of the employees, Workplace Safety Health Act has been enacted in Western Australia (Farrington, 2009). Workplace Safety Health Act, WA ensures that no employer can exploit his employee in any way. In WA, the Workplace Safety and Health Act is a critical part of the new framework that is accountable to cultivate good habits in all the individuals so as to integrate a strong working culture in the workplace. In the case study, the legal issue which has come up is Anti-Bullying Issue. At workplaces, bullying remains a critical issue. By definition, bullying refers to a systematic campaign of interpersonal destruction that put a great impact on physical, mental and psychological health of a person. It is a common phenomenon observed at workplaces, educational institutes etc (U.S Department, 2010). As per reports, the primary reason that bullying is so common at workplaces is that it is not y et illegal and even illegal, bullying is practiced fearlessly by employees. In this case study, I think, Lou is not contractually bound to follow the Employee Handbook procedure in relation to the bullying complaint. This is because anti-bullying policy was added to Employee Handbook procedure but not to Staff contracts. Hence, he is not contractually bound to follow it but it was his common law duty to listen to the complaints of the employees or other stakeholders about any kind of bullying. By definition, Employee Handbook procedure mentions about how all employees, regardless of their job or role in the company should behave in the organisation (Voten, 2011). The handbook is given to every employee irrespective of his job or title in the organisation. If anti-bullying policy was made part of Employee Handbook procedure then it is crucial to follow when authorities sense or receive complaints about bullying acts in the company (U.S Department, 2010). Although Lou, himself added a nti-bullying policy to Employee Handbook procedure last year yet he didnt take any action against the complaint registered by Jim. As per the anti-bullying policy added by Lou in the Employee Handbook procedure, particular procedure to be followed if bullying was detected by any member of staff, and indicated management would treat the behaviour, if confirmed on investigation, as serious misconduct and it was likely to result in disciplinary procedures being taken. However, no such action was taken when Jim reported about the two juniors whom he had supervised as bullies just before his heart attack. As per Australian law, Jim should have been given compensation since no action was taken in spite of his regular complaints. There are numerous bullying cases registered in which respondent had to face alleged behaviour and even forced to leave his employment on account of regular complaints of bullying. But they were given justice and paid lump-sum amount of compensation to repay their damages. For example, a case of bullying was registered in 2006 in Western Australia against four men who worked with close proximity to a female worker in a Bank. As compensation, female worker was awarded damages of nearly two million Australian Dollars. It was alleged by the female worker that four male workers who worked with close proximity to her bullied her. The alleged behaviour shown to the lady worker included passing lewd comments on her, ignoring her presence and laughing when she walked in the room. Unlike Jim, lady also raised the complaint of bullying with her manager and HR manager but no effective were taken by them. As a result, when complaint reached high command of the bank, four men were fired and were asked to pay a compensation of two million Australian dollars. In another case, Ms Kumar consistently reported about her late pay. After regular complaints from her, Ms Kumar was forced out of her employment and was also victimised in number of ways such as humil iating, hurtful behaviour towards her and isolated. When this was known to Deputy President of the company, he found it totally unfair. Hence, judge ordered that respondent must be paid 38 week salary at the rate of $627 a week. In third case, a woman who was performing office and driving duties for a caravan company was abused and employer forced her to fulfil unreasonable demands. In her lunch time, she was made to perform bank duties also. She was asked by the employer to mail a copy of cheque drawn in favour of supplier back to office. This was indeed embarrassing but woman was made to do so. The employer reacted in an abusive manner when he came to know that woman had missed her lunch to visit bank and had also not procured the manufacturing parts to clients. The employer gave her an ultimatum that if she would not perform her duties well, she would be fired. The NSW commission accepted the evidence given by the woman and stated that the behaviour the employer had shown to the lady worker was unfair. Hence, employer was made to pay $8400 as the compensation to lady. In another case, a senior management employee of the company was sacked on grounds of bullying and humiliating nature towards junior employees. Mr Purse, a senior legal officer by the Commonwealth Attorney General department was dismissed for breaching the code of conduct. It was stated that officer abused the junior physically and verbally. He used to yell at juniors, use abusive words and also push them at some instances. Although Mr Purse claimed that his dismissal was unfair but upon inspection it was known that all the evidences against him were valid (Brank, 2012). Hence, in Jims case also, it was crucial for Lou to provide compensation to Jim. Thirdly, Lou has breached a common law duty to Jim even if he is not contractually bound to follow the Employee Handbook procedure. Though he was not contractually bound to follow the handbook of Employee procedure yet as an employer, it was his duty to take actions against the culprits. It could hamper the productivity of work and loss of an honest employee due to carelessness of Lou. The principles governing Workplace Safety and Health Law at workplaces in Western Australia are reducing risk by making all the stakeholders to reduce the risk they cater, providing greater ownership of Safety and strictly preventing acts of bullying or other accidents by leveraging high penalties on convicts (Taylor, 2012). These are the key underlying principles of Workplace Safety and Health Law. The features of the Workplace Safety and Health Law in Western Australia include: It held every stakeholder responsible to ensure safety at workplaces and ensuring no employee bullies others. To focuses on the safety of the workplace. It facilitates effective enforcement by issuing remedial orders. It imposes strict and high penalties on those whose behaviour is found abusive and in adherence to the conduct (Taylor, 2012). In Australia, there is no clear definition of what constitutes bullying. Hence, it is one of the critical problems for employees. Apart from employees, around 20,000 students are affected by bullying in various Australian schools (Taylor, 2012). Being an intentional cruelty, every individual might have to go through it regardless of age, gender, caste and religion. Although various studies state that it normal but it can lead to tragic consequences in some cases. Bullying often results in numerous negative impacts on employees and working environment of the organisation. Since Lou didnt take any action against the culprits so it gave an unnecessary advantage to them to continue showing hostile behaviour towards others (Davenport, 1999). As a result, Jim suffered a heart attack. Some more effects of bullying and harassment at workplaces are: 1. Increased in absenteeism due to the fear and panic among employees leading to hampering of work: One of the impacts of bullying at workplace is increased absenteeism i.e. more employees prefer taking leaves due to fear and panic than coming to office. Hence, it hampers the productivity of work. 2. Increased stress among fellow employees which leads to increased errors in work: Second impact of bullying is increase in stress. This is one of the signs which is stated in case study also that Jim might have suffered heart attack due to constant bullying by two juniors. 3. Decrease in performance of employees and productivity at work: Third impact is decrease in performance of employees which is observed in the case of Jim. He had to take leave from work due to heart attack and there are changes that he might not return. 4. Lack of motivation in staff: Above impacts often leaves staff unmotivated and unhappy. Hence, they cant focus on work completely. 5. Increased time spent on jugglin g up with complaints: Due to large bullying case, management is required to spend maximum time handling those complaints in spite of thinking about growth of the company. In the case of Lou also, there may be chances that many such cases of bullying might go unreported (Ericson, 2001). Hence, it is common law duty of Lou to take action against the culprits though he wasnt bound contractually. If he would have intervened in the case, Jim might have not suffered heart attack. References 1. Ericson, N. (2001). "Addressing the Problem of Juvenile Bullying". OJJDP Fact Sheet #FS-200127 (U.S. Department of Justice: Office of Juvenile Justice and Delinquency Prevention) 27. 2. Davenport, N. (1999). Mobbing: Emotional Abuse in the American Workplace., Civil Society Publishing. 3. Taylor, A. (2012). "The University of Manchester Dignity at Work and Study Policy". The University of Manchester. 4. U.S Department, (2010). "State Laws Related to Bullying Among Children and Youth". U.S. Department of Health and Human Services - Health Resources and Services Administration - Maternal and Child Health Bureau.5. Brank, E. (2012). "Bullying". Annual Review of Law and Social Science (Annual Reviews) 8: 213230. doi:10.1146/annurev-lawsocsci-102811-173820. Accessed 13 Feb, 2015.6. Bennett, E. (2006). Peer Abuse Know More!: Bullying from a Psychological Perspective., Infinity. Accessed on 13 Feb, 2015.7. Farrington, D. (2009). School-Based Programs to Reduce Bullying., campbellcollabor ation.org. Accessed on 13 Feb, 2015.8. Voten, M. (2011). A largeà ¢Ã¢â€š ¬Ã‚ scale evaluation of the KiVa antibullying program., Wiley Online Library. Accessed on 13 Feb, 2015.

Management Of Diverse Workforce Remains †Myassignmenthelp.Com

Question: Discuss About The Management Of Diverse Workforce Remains? Answer: Introduction Globalization is increasing the demand for the people in organizations across the world to interact with other people from across different and diverse cultures, background, beliefs and practices (Green, Lpez, Wysocki Kepner, 2002). People are not confined to the safe boundaries of their organizations. Instead, employees are forced to compete in a flatter world and economy with stiff competitions from across the entire world. Therefore, organizations have no option but to open up to the reality of the world and establish systems and processes that embrace the concept of diversity if they hope to remain relevant and competitive (Kulik, 2014). The purpose of this paper is to explore the available information and the rationale for diversity in the contemporary business environment. The paper is arranged as follows. The first section provides a definition of the concept diversity in relation to human resource and business management. The paper provides a detailed discussion of the rationale of diversity management in business context. An examination of the demographic drivers and their implication for diversity and human resource management is conducted. A discussion of the challenges and opportunities of a diversity management program is then presented, including the related advantages and disadvantages and how human resource is able to meet and address the issues of diversity management. A discussion is presented on the argument to make to Mark French regarding the business case for diversity management in CERA. A conclusion is then made on the trends and outlook of diversity management and the positioning of the human res ource managers to implement the diversity program effectively. Concept and Definition of Diversity Diversity refers to variety or differences in a given composition. In management, diversity is a broad term suggesting the talent mix and differences evident in the organization workforce and workplaces. The concept, understanding and application of diversity varies from one person and organization to another (Wagner III Hollenbeck, 2014). According to Okoro and Washington (2012), diversity entails recognizing, appreciating and embracing employees differences in terms of age, ethnicity, class, gender, race, sexual orientation, physical and mental capabilities, and spirituality, among other individual differences. Surface level diversity refers to the observable differences among people, including the physical attributes, age, ethnicity, gender race, while deep level diversity refers to the psychological differences among employees that include attitude, personality, beliefs and values (Fisher, Bell, Dierdorff Belohlav, 2012). Regardless of the definition adopted, the concept of div ersity remains the same, and this are the salient differences among the workforce that affect that affect work relationships, performance and achievement. The Rationale for Diversity in HR and Business Management Today, organizations contend with issues of migration and the resulting population mix, ethnic and racial diversity, giving rise to many dilemmas (Castles, De Haas Miller, 2013). It should be noted that with the increasing differences in the world populations, coupled with the opening up of the globe, management of diversity is becoming increasingly important. Companies are under pressure to develop open and inclusive systems, procedures and work structures that appeal to, attract and manage a diverse workforce. This is especially important given that research evidence point to a positive relationship between embracing diversity with improved productivity, profitability and sustainable competitive advantages among organizations (Wagner III Hollenbeck, 2014; Andrevski, Richard, Shaw Ferrier, 2014; Lu, Chen, Huang Chien, 2015). It makes business and management sense to attract, manage and retain a diverse workforce to reap from the obvious accruing opportunities and advantages presented by the practice (D'Netto, Shen, Chelliah Monga, 2014). Workforce diversity constitutes an important competitive asset in the contemporary business organizations (Richard Miller, 2013). It is important for organizations to shift their perspectives concerning diversity and invest in valuing and appreciating workforce diversity if they hope to have effective human resource management, and reap from the value of improved workplace performance and productivity (Richard Miller, 2013). Demographic Drivers of Diversity The workplace is changing at a very fast rate. The most obvious change is the increased intake and control of women in the work environment (Kirton, G., Greene, 2015). Women are increasingly becoming active in the workplace as employees, managers, CEOs, heads of organizations, business owners, challenging the previously male dominated areas (Davidson, 2016). The women are increasingly tasked with contribution to the family income, forcing them to seek competitive employment alongside their male counterparts. Moreover, there is a blurring of the social roles, implying that women can now go for the jobs that were once considered male careers. Consequently, diversity issues are evident across the gender and racial divide. Other than increased uptake of women in employment, another driver of diversity is the ongoing trend of organization restructuring evident across the globe. Today, issues of restructuring, downsizing, rightsizing, business process outsourcing and adoption of robotics technologies are affecting the way that organizations hire and manage people (Cummings Worley, 2014). The workforce has significantly reduced as organizations look to get efficiency and cost management through intensive investment in technology, trends that continue to influence the ways organizations manage its human capital and ability of the company to reap from the benefits that accrue from having a diverse workforce (Cummings Worley, 2014). Technology, globalization, service explosion, internet and increased working hours are continuously transforming the understanding of the traditional workplace, creating new challenges and possibilities of human resource management, and pushing for a significant reduction in the size of workforce that the organization can sustain. The biggest driving force for diversity is the legal environment, which makes discrimination illegal. Consequently, employees enjoy equal rights and opportunities for employment irrespective of their individual and personal differences (Visconti, 2015). People from racial and ethnic minorities are able to enjoy the same rights and opportunities to employment available to the majority groups in the society (Travers, Smaldone Gross Cohn, 2015). The legal framework defines the rights, responsibilities and obligations of both the employees and employers thus ensuring that the management of human resource is fair and just, and that all people have access to all the employment opportunities available without discrimination. Challenges and Opportunities of Diversity This section aims to examine the various opportunities and advantages offered by implementing diversity programs in human resource management. It also examines the challenges, threats and disadvantages arising from the adoption of diversity programs in human resource management in the contemporary business organizations. The benefits and opportunities of diversity accrue to both the employer and the employees. Employees mainly enjoy the benefits and opportunities of gaining equal employment without discrimination (Guillaume, Dawson, Woods, Sacramento West, 2013). Moreover, employees are able to work with and learn from different people, creating cultural competence and personal development through establishment of different social relationships (Chrobot-Mason Aramovich, 2013). Organizations that embrace diversity are able to attract talent , skills, competence and experience by recruiting people from different backgrounds that has potential to improve organization performance, productivity and profitability (Singh, Winkel Selvarajan, 2013). Through adherence to diversity, organizations are able to reduce lawsuits arising from discriminations and poor treatment of people from different backgrounds. Moreover, recruitment of a diverse workforce improves organization image and reputation as an equal employer thus attracting qualified talent and auguring well in the market (Guillaume, Dawson, Woods, Sacramento West, 2013). In addition, diversity creates room for creativity, innovation and different working styles through fostering an environment where different ideas from different people are nurtured to create a competitive organization (Chrobot-Mason Aramovich, 2013). A diverse workforce enjoys flexibility, creativity, adaptability and synergetic working relationships that drive organization performance, creating excellent and high performing teams that ultimately contribute to the bottom line of the organization (Singh, Winkel Selvarajan, 2013). Despite the opportunities enumerated above, diversity also has its own downside, which can have negative effects on the organization. Managing a diverse workforce is a serious challenge for human resource managers in modern organizations (Espinoza Ukleja, 2016). The biggest challenge to diversity is employee resistance and the changes it represents, which creates a serious management hurdle for the HR manager (Espinoza Ukleja, 2016). Moreover, diversity is not just hiring different people, it entails establishing a strategic management approach that encompass appreciating individual differences, inclusiveness, dealing with discrimination and promoting constructive feedback (Podsiadlowski, Grschke, Kogler, Springer Van Der Zee, 2013). The organization culture, pre-existing structures, and negative attitudes in the workplace can easily thwart efforts aimed towards attaining diversity with serious repercussions on the morale, workplace relationships and overall organization productivity and performance (Kirton Greene, 2015). Moreover, HR managers face the challenges of addressing stereotypes, discriminations and prejudices against specific groups of people and employees in the organization. There is a risk that these prejudices can infiltrate the hiring, recruitment, retention and promotion decisions in the organizations (Vance Paik, 2015). In the event this takes place, bias and doubt is introduced in the organizations, killing any chances of synergy and leading to the disintegration of the workplace, with potentially damaging organization outcomes. A Case for CERA Following a review of the literature and examination of pros and cons of diversity in the workplace and organizations, I am thoroughly convinced that diversity is a strategic component of any human resource management strategy. My argument to Mark French is pegged on the value of diversity in fostering sustainable competitive advantage for CERA. It is important for CERA to pursue and embrace diversity as this contributes to organization creativity, innovation and success through attracting the right pool of talent, hiring the people and fostering effective work relations that have the potential to improve the performance and productivity of CERA. Nevertheless, to create a highly successful and diverse workforce, CERA needs to invest in systems and infrastructure that support diversity, including promoting effective human resource managers. It is important for Mark to understand that discrimination is a serious threat to diversity and its consequences have the potential of wrecking the organization and destroying any performance and profitability attained by CERA over the years that they have been operating. It is important for the managers at CERA to examine their own cultural biases and attain cultural competence to avoid the chances of their bias influencing their decisions in managing human resources since this has the potential to limit ability of the organization to appreciate, attain and embrace diversity in managing the workforce. Diversity in human resource management is not about managing the different groups of people, but rather appreciating the fact that people are essentially different yet their differences represents varied value prepositions and usefulness that they bring to the team, workplace and organization setting. It is important to learn how to tap into the different abilities, values, abilities and skills of people to create business value for CERA. Organization learning on effective management of diverse workforce is critical to the attainment of current and future goals and objectives. CERA will be able to attain competitive advantage and stay ahead of the rest if effective programs are implemented to attract and retain diverse workforce. Since diversity extends beyond affirmative action and development of equal employment policies, it is important for CERA to adopt a transformational shift in its organization culture systems and processes to focus more on employee development. This is the mo st important step in attaining diversity and ensuring development of a strong, diverse and competitive workforce. Conclusion The world, the marketplace and the workforce is changing at a relatively fast rate, creating opportunities for adoption and diversity in the management of human resources. Though there are obvious challenges and threats to implementing diversity in the workplace, this study has demonstrated that the practice is invaluable in promoting organization performance, productivity and profitability that all contribute to a sustainable competitive advantage. A review of books and peer reviewed journal articles on the subject of diversity points to the immense opportunities available for strategic human resource managers to take advantage of diversity management programs to harness the value and benefits of a diverse workforce. While diversity can bring about significant benefits and value to the organization, its implementation is often difficult and challenging, requiring high level of skills and expertise from the human resource manager and adoption of a strategic approach to human resources management. It is important to utilize various tools and programs to promote and embrace diversity in the workplace. The starting point is assuming a cultural shift and transformation of attitudes to ensure adoption of an open and inclusive culture that fosters integration and working together of people from different backgrounds. Carefully crafted and employee driven employment policies and programs can be a real deal breaker in attaining diversity and ensuring synergy and effective relationships in the workplace. Since modern workplaces have diverse cultures with people from different backgrounds it would be important to nurture a learning organization that is flexible enough to adapt to meet the different needs an d expectations of the different mix of people. References Andrevski, G., Richard, O. C., Shaw, J. D., Ferrier, W. J. (2014). Racial diversity and firm performance: the mediating role of competitive intensity.Journal of Management,40(3), 820-844. Castles, S., De Haas, H., Miller, M. J. (2013).The age of migration: International population movements in the modern world. Palgrave Macmillan. Chrobot-Mason, D., Aramovich, N. P. (2013). The psychological benefits of creating an affirming climate for workplace diversity.Group Organization Management,38(6), 659-689. Cummings, T. G., Worley, C. G. (2014).Organization development and change. Cengage learning. Davidson, M. (Ed.). (2016).Women in Management Worldwide: Progress and Prospects. CRC Press D'Netto, B., Shen, J., Chelliah, J., Monga, M. (2014). Human resource diversity management practices in the Australian manufacturing sector.The International Journal of Human Resource Management,25(9), 1243-1266. Espinoza, C., Ukleja, M. (2016).Managing the Millennials: Discover the core competencies for managing today's workforce. John Wiley Sons. Fisher, D. M., Bell, S. T., Dierdorff, E. C., Belohlav, J. A. (2012). Facet personality and surface-level diversity as team mental model antecedents: implications for implicit coordination.Journal of Applied Psychology,97(4), 825-841. Green, K. A., Lpez, M., Wysocki, A., Kepner, K. (2002). Diversity in the workplace: Benefits, challenges, and the required managerial tools.University of Florida,1(4):1-3 Guillaume, Y. R., Dawson, J. F., Woods, S. A., Sacramento, C. A., West, M. A. (2013). Getting diversity at work to work: What we know and what we still don't know.Journal of occupational and organizational psychology,86(2), 123-141. Kirton, G., Greene, A. M. (2015).The dynamics of managing diversity: A critical approach. Routledge. Kulik, C. T. (2014). Working below and above the line: The researchpractice gap in diversity management.Human Resource Management Journal,24(2), 129-144. Lu, C. M., Chen, S. J., Huang, P. C., Chien, J. C. (2015). Effect of diversity on human resource management and organizational performance.Journal of Business Research,68(4), 857-861. Okoro, E. A., Washington, M. C. (2012). Workforce diversity and organizational communication: Analysis of human capital performance and productivity.Journal of Diversity Management (Online),7(1), 57-65 Podsiadlowski, A., Grschke, D., Kogler, M., Springer, C., Van Der Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations.International Journal of Intercultural Relations,37(2), 159-175 Richard, O. C., Miller, C. D. (2013). Considering diversity as a source of competitive advantage in organizations.The Oxford handbook of diversity and work, 239-250. Singh, B., Winkel, D. E., Selvarajan, T. T. (2013). Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance?.Journal of Occupational and Organizational Psychology,86(2), 242-263. Travers, J., Smaldone, A., Gross Cohn, E. (2015). Does State Legislation Improve Nursing Workforce Diversity?.Policy, Politics, Nursing Practice,16(3-4), 109-116. Vance, C. M., Paik, Y. (2015).Managing a global workforce. Routledge. Visconti, G. (2015). Legislation Without Empathy: Race and Ethnicity in LIS.Partnership: The Canadian Journal of Library and Information Practice and Research,10(2), 1-9 Wagner III, J. A., Hollenbeck, J. R. (2014).Organizational behavior: Securing competitive advantage. Routledge.

Physical Therapy Essay Sample - Learn It Well

Physical Therapy Essay Sample - Learn It WellIt is very important for you to know about the various kinds of essay sample that are available in the market. If you are a student who wants to do physical therapy and you wish to find out what this profession is all about, then it is very important for you to find out the best essay samples from physical therapy schools. It is important for you to be updated about the different kind of exam papers and essays that are given in this profession.There are various places where you can get free essay samples. One of these places is the internet. You can also find several sample essays on different websites. This is one of the best ways for you to get a copy of the various kinds of essay that are given in physical therapy schools.You should be able to study the essay in a physical therapy school properly. It is very important for you to be aware of the different types of writing skills that are required in this profession. You should be able to learn these skills from a professional essay writer.There are some times when the therapist's mistakes can really make the difference between success and failure. You should not have to worry about your mistakes. You should be able to become aware of the mistakes in advance. You should learn how to be prepared and avoid such things.Essays should always be simple and easy to understand. It should be easy to write but it should be effective at the same time. You should never use some complicated terminology when writing an essay. It is very important for you to know the difference between simple and complicated terminology.Make sure that you get the academic paper as well as the essay for the clinical examinations. There are many online sites that offer the physical therapy essay sample. You should compare these sample essays with other essay samples that are available in the internet. You should also make sure that you select the essay sample that you will be comfortable reading.Aft er you get the sample essay, you should ensure that you are able to read the essay well. You should read the essay and make sure that you understand the subject better. You should avoid going back to the essay after you have understood it. This is one of the most important tips that you should remember when you want to study the essay.You should also make sure that you learn the medical terminology in the physical therapy essays. There are some common terms that are used in this profession. These include the terms for diagnosis, diagnosis of the disorder, etc. You should always try to get help from a professional to get help when you need it. You should also ensure that you understand the basic topics that are used in the medical profession.

Facade I Know What You Mean. These Words From Dolphus Raymond Not Only

Facade I know what you mean. These words from Dolphus Raymond not only gaveScout a surprise, but also started her first conversation with him. Through Mr. Raymond,Scout was able to see why people sometimes may act differently in front of some peoplethan they may usually behave. Before the trial, Jem explains to Scout that ever since his fiancee committedsuicide, Mr. Raymond had been drunk. However, when Scout actually meets DolphusRaymond, she finds him to be quite sober. Scout asked why he would want thetownspeople to think badly of him. Not at all offended like she expected, he answered,Itain't honest but it's mighty helpful to folks...you see they could never, never understandthat I live like I do because that's the way I want to live. Mr. Raymond explains thatpretending that he is drunk gives people a reason not to like him or his actions. Scoutbegins to see that in his own mind, Mr. Raymond is doing the town a favor by behavingunacceptably. From that point on, Scout would know t he truth behind DolphusRaymond's actions, despite the townspeople's interpretations and stories. In her brief conversation with Dolphus Raymond, Scout is able to begin seeingpast the facades people wear everyday. This lesson is one that everyone needs to learn inlife, the sooner, the better. I'm sure that Scout will realize this sometime later in life.Rodney Campbell

Free Essays on Peter Abelards “Medeival Ethics“

In Peter Abilard's "Ethical Writings", he entertains the idea that the soul may be injured. He believes the only way to injure the soul is to offend god. He calls this sin. There are different ways of sinning, among them ways where the act isn’t then considered sin at all. The two things that compose a sin are the will, and consent. When they agree, in most cases, a sin is born. For example, if a person thinks about having sex with someone else’s spouse, even if they don’t actually do it, they have committed a sin. Respectively, if that same person has sex with someone else’s spouse mistaking them for their own, there is no sin. The will must be present first in order for anything to occur. The will is the impetus for the idea (sin). Without the will (which acts on the rational part of the soul and dominates the conscious mind), there can be no consent. The non-rational part of the soul which dominates the subconscious mind then considers the idea. The subconscious either accepts or rejects what the outcome of the idea is. If the outcome is accepted, this is what we call consent. If it is rejected, there can be no sin committed because the outcome is not accepted and thus it is no longer a willful process. When this outcome is consented to, this means that a sin has been committed. To explain by using the examples above; in the first example, the will has presented the idea of having sex with another person’s spouse. The subconscious looks at the result of the action, and obviously is not opposed, so consent is granted to think about the act. In the other example, when this happens the will has not presented the idea of a sin, because the conscious mind believes this other person is someone else. The subconscious does not object to the outcome because of the false will, so consent is granted for the act, but it is not a sin because the consent was not given for the act. Through these exampl... Free Essays on Peter Abelard's â€Å"Medeival Ethicsâ€Å" Free Essays on Peter Abelard's â€Å"Medeival Ethicsâ€Å" In Peter Abilard's "Ethical Writings", he entertains the idea that the soul may be injured. He believes the only way to injure the soul is to offend god. He calls this sin. There are different ways of sinning, among them ways where the act isn’t then considered sin at all. The two things that compose a sin are the will, and consent. When they agree, in most cases, a sin is born. For example, if a person thinks about having sex with someone else’s spouse, even if they don’t actually do it, they have committed a sin. Respectively, if that same person has sex with someone else’s spouse mistaking them for their own, there is no sin. The will must be present first in order for anything to occur. The will is the impetus for the idea (sin). Without the will (which acts on the rational part of the soul and dominates the conscious mind), there can be no consent. The non-rational part of the soul which dominates the subconscious mind then considers the idea. The subconscious either accepts or rejects what the outcome of the idea is. If the outcome is accepted, this is what we call consent. If it is rejected, there can be no sin committed because the outcome is not accepted and thus it is no longer a willful process. When this outcome is consented to, this means that a sin has been committed. To explain by using the examples above; in the first example, the will has presented the idea of having sex with another person’s spouse. The subconscious looks at the result of the action, and obviously is not opposed, so consent is granted to think about the act. In the other example, when this happens the will has not presented the idea of a sin, because the conscious mind believes this other person is someone else. The subconscious does not object to the outcome because of the false will, so consent is granted for the act, but it is not a sin because the consent was not given for the act. Through these exampl...

Tisse pathology dissertation Essay Example | Topics and Well Written Essays - 2000 words

Tisse pathology dissertation - Essay Example Once there is a failed system through the natural functioning of the immune system, doctors and pharmacists try to intervene through diagnosis and pharmacology (quote). It is important to state however that in order for the roles of the medical professionals to be successful, an important component of the disease they have to consider is the pathology of the disease. This paper is therefore dedicated to finding the pathologic processes involved in the disease of Crohns Disease. Crohns disease is one of the inflammatory bowel diseases that mainly affect the gastrointestinal tract of a person (quote). There are other known inflammatory bowel diseases but in the case of Crohns disease, the target of infection has often been the gastrointestinal area from the mouth to the anus and comes with several imploratory symptoms. Due to the fact that there may be other diseases with similar description as the Crohns disease, it is very important that the forthcoming symptoms of the disease are critically examined to be sure if it is really Crohns disease. Symptoms such as diarrhea, abdominal pain, weight loss and vomiting, with some outward symptomatic complications outside of the gastrointestinal including arthritis, tiredness and skin rashes should commonly be looked out for (quote). Because of the target area of the disease, it has often been called the regional enteritis, referring to the fact that gastrointestinal (GI) tract with common emphasis on the end part of the small intestine is the worse target point. In the figure below, the specific organ within the human system that Crohns disease attacks, making it have the name of regional enteritis is exhibited. Medically, Crohns disease presents a perfect case of what may be called no respecter of persons as it affects men equally as it affects women. Both men and women may therefore get Crohns disease on the same probability basis. The disease has also been recorded in almost people of every age

Purposes of Criminal Laws Research Paper Example | Topics and Well Written Essays - 750 words

Purposes of Criminal Laws - Research Paper Example While some might argue the ethics of the latter described measures, these three features effectively, albeit not perfectly, eliminate a large amount of crime and provide society with order. Criminal law protects public order by criminalizing behaviors that are contrary to social norms, values, and/or customs. Public order crimes, therefore, are considered as harmful to the public and society as a whole. Such crimes include prostitution, paraphilia or strange sexual behavior, pornography, and other drug and alcohol related behaviors (Rooney & Gibbons 1996). Some argue such crimes should be legalized and controlled rather than criminalized because they are essentially victimless (Rooney & Gibbons 1996). However, it is important to release that the victims of the latter crimes are mostly indirect. For example, a family member plagued by drug use, in turn, not only destroys his/her own life, but also may create domestic violence or poverty. In addition, paraphilias, or strange sexual beh aviors, such as pedophilia may lead to the abuse, molestation, or murder of children. Therefore, it remains wise to punish public order crimes in order to maintain an orderly society and protect inadvertent victims. Utilitarian philosophers Cesare Beccaria and Jeremy Bentham founded the Classical school of thought during the Enlightenment period of the 18th Century (Shavell 1985). According to the two philosophers, the criminal and the noncriminal are the same- there is no psychological illness involved in crime committing. Instead, crime is a component of free will and is a rational calculation of pleasure over pain. In other words, if committing a crime brings the criminal pleasure than the individual will commit the crime. The individual chooses crime as a means of bringing pleasure (Shavell 1985). Following these definitions of crime and criminals, the best way to prevent crime is through deterrence. Society should make the consequences of committing a crime more painful than th e pleasure obtained by committing the crime. To make the criminal afraid of punishments, the law needed to clearly identify and define all consequences of crime. In addition, the punishment must be proportional to the crime such that it is not so harsh that it is unjust but that it is harsh enough that it will deter. Finally, Beccaria and Bentham argued that punishments must be quick. In other words, the consequences of a crime should be applied as quickly as possible after the crime was committed (Shavell 1985). Several components of Beccaria and Bentham’s philosophy, such as the right to a speedy trial and the eradication of cruel and unusual punishment are now apart of the United States Constitution’s Bill of Rights (Shavell 1985). The concept of deterrence continues into modern times and remains the backbone of criminal law. Punishment is one of the main forms of deterrence, but also serves as a way to shield society from the criminal and to rehabilitate the crimin al. The modern prison began in the 1970s and was referred to as a correctional institution (Haney and Zimbardo 1998). On one hand, the undesirable environment of prison deters a person from committing a criminal act, but the prison also serves as a place for criminals to be rehabilitated in order to live successfully in society. It is no secret that prison deprives criminals of many desires and needs. There are several forms of deprivations that an inmate experiences. One of the most importance forms of deprivat