Doctrine of election and its application to biblical studies Essay

Doctrine of election and its application to biblical studies - Essay Example The doctrine of election is a critical aspect in theology as it plays a vital role in the lives of many Christians. This doctrine has overwhelming biblical support and has extensive application in biblical studies. The doctrine of election is has been one of the most debated doctrines in theology. Those who support the doctrine, and who are the majority, claim that God predestined the fate of all humans. In this context, election means that from the beginning, God selected some people out of his sovereignty for salvation. On the other hand, opponents of the doctrine claim that there is no way that God can select or choose some individuals at the expense of others. They deem that is the doctrine of election was true, then there should no be evangelism and that God could not have wasted his time creating the individuals he did not select. However, there is considerable evidence in the scriptures that God has his chosen people both in the Old and New Testament. The doctrine of election rests in the premise that man does not have power to choose his fate, but God has the sovereign authority to predestine the fate of man. This paper will discuss in detail the doctrine of election. It will provide a historical overview of the doctrine, tracing its origin. It will also discuss the nature of the doctrine in terms of its validity, uniqueness and distinguishing features. In addition, this paper will seek to analyze the biblical defense of the doctrine and discuss its application in biblical studies. Finally, the paper will analyze some opposition to the doctrine and provide a conclusion based on the findings. ... It will also discuss the nature of the doctrine in terms of its validity, uniqueness and distinguishing features. In addition, this paper will seek to analyze the biblical defense of the doctrine and discuss its application in biblical studies. Finally, the paper will analyze some opposition to the doctrine and provide a conclusion based on the findings. Introduction The doctrine of election depicts that God singled certain persons in his mind from both angles and men and ordained them into the eternal life and blessedness. Prior to creating them, he decided their destiny just as a builder plans and determines every part of the building before laying the building materials for performing his design. Therefore, election may be the part of advice of God where He did it from all perpetuity purpose in Himself to show His grace upon His creatures. A definite decree about the creatures made the election effective (Pink, 2). The largest podium for discussions in the Christian community is t he doctrine of unconditional election. Most opponents of the doctrine of election deem that God bestows the choice of each person’s salvation upon himself or herself. They assert that people are the one to choose whether they will believe in God or not. This means that the person has to decide upon his life and it applies even in the modern society. In support on the doctrine of election, Piper counters that God chooses whom to save, which is the meaning of election. He claims that man is dead in sins and therefore, no condition where man has to meet with God before He chooses to save him from his sinful actions (1). God chose some individuals before the foundation of the world. Such chosen people acquired their redemption at the cross and God

Marketing communications tools Essay Example | Topics and Well Written Essays - 2500 words

Marketing communications tools - Essay Example Notably, it can be ascertained that in the past few years’ digital technology and the expansion of targeting capabilities has shifted from the traditional marketing tools to digital marketing tools. Due to the continuous revolution in the field of marketing communication tools particularly the internet, it has be found that both small organizations as well as big organizations are widely inclined towards using modern digital marketing tools over the conventional tools. Traditional marketing tools involving print media (such as magazines, newspapers and newsletters) electronic media (such as broadcasting through television and radios) and direct marketing among others can be ascertained to be barely used by the contemporary business organizations. Nonetheless, both the traditional and digital marketing tools have some advantages and disadvantages. Hence, it would be wise to use the combine form of traditional and digital marketing tools in order to achieve the best outcome. ... Significance of Traditional Forms of Marketing Communications in the Contemporary Organizations It can be affirmed that digital marketing tools particularly internet has attracted the contemporary marketers to a great extent. However, heavy reliability on modern marketing tools does not mean that traditional marketing is disappearing. In this regard, it has been ascertained from a survey report that approximately USD $ 295billion was spent on television advertisement in the US during 2007. A huge investment on traditional marketing tool in this cotemporary world signifies vast majority of traditional media. At the same time, newspaper and magazines can also be ascertained to be effective marketing communication tools despite of its reducing importance amid the contemporary marketers. It is important to note that despite of inclination towards the new media few renowned companies like Procter and Gamble spent USD $3.5 billion on advertising purpose in 2006 with the use of TV, print an d other old media (Winer, 2008). Every business has different marketing requirements. It is not possible to state which marketing tool is best for the particular business. In the contemporary business environment an organization should not rely on one type of marketing, rather integrating both the traditional and digital marketing tools would be more feasible for the organization to attain the desire marketing communication goals. It can be firmly stated that integrating the two approaches will support the organization to achieve its broad marketing communication objectives. It can be stated that integration of traditional and digital marketing tools facilitate the organizations to develop the most appropriate

The HC Bridge Frame Work

The HC Bridge Frame Work â€Å"The traditional HR paradigm defines HR contribution as supporting organisation goals through aligned HR services, policies, practices, and programs†, (Bodreau, et al., 2005). Typically, this HR paradigm is combined with the traditional definition of organisations success. The result is an emphasis on reducing risks of costly legal actions in HR process such as reducing cost per hire, time taken for training, HR staff per employee and the client satisfaction with HR practices. The best example is measuring return on investment of HR programmes, such as showing that improved sales knowledge which are offset by training costs, leads to increase in sales. â€Å"The traditional HR paradigm of service delivery is also typically how HR connects to sustainability†, (Bodreau, et al., 2005). For example, the ILO declaration urges the elimination of child labor, employment discrimination and promotion of free association and collective bargaining. â€Å"The UN Global Compac t adds that companies should protect internationally proclaimed human rights abuses†, (Bodreau, et al., 2005). HR programs such as performance management, selection and training can reflect upon respect for collective association rights and reward not only economic performance, but also community involvement. HR can measure sustainability-related knowledge, behaviors and motivations, and employee health and safety. Such measures are often reported in corporate sustainability or social responsibility while reporting to the investors. â€Å"While this is important, but the HR paradigm is still traditional-applying sustainability to the policies, practices and activities within the HR function†, (Bodreau, et al., 2005). â€Å"HR has struggled to define what it means to be ‘strategic. The answer can be discovered not only in benchmarking HR organisations, but also in benchmarking the evolution of more mature strategic functions such as finance and marketing†, (Bodreau, et al., 1997, 2003). The decisions on marketing focuses on decisions about customers and the finance decisions focuses on money and cash flows, so a decision on talent should enhance decisions about talent, both within and outside the HR function. The finance decisions are not always generally made by the finance department, the decisions are made by managers across the organisations. These finance decisions is different from accounting but accounting still remains as a critical professional practice. â€Å"Todays HR is similar to accounting. It is and will remain a critical and important professional practice†, (Bodreau, et al., 2005). Yet, we still lack a well developed decision science for talent. It is increasin gly important to enhance talent decisions, including structures, behaviors, capability, learning, collaboration and shared culture. â€Å"In several companies, we have labeled it talent ship, because it focuses on decisions that improve the stewardship of the hidden and apparent talents of employees†, (Bodreau, et al., 2005). Any decision science will involve one element i.e. the logic, which connects decisions about the resource to organisations success. In finance though the formula for return on investment produces a number but it is important to know what factors are relevant to financial decisions. Similarly, a talent decision science requires showing factors those are relevant to make talent decisions. Boudreau and Ramstad created a model, the HC BRidge Decision frame work, which outlines the logical connections supporting talent ship. The HC BRidge framework is based on 3 anchor points efficiency, effectiveness and impact-that are common to all business decision sciences (see Figure-1). Efficiency The efficiency anchor point focuses on the resources that are used to deliver HR practices. Typical indicators of efficiency would be cost-per-hire and time to fill vacancies. When applied to sustainability, efficiency would focus on resources used to bring HR practices in to compliance that reflects upon community environment and social goals. Effectiveness The effectiveness focuses on the HR policies and practices that affect the talent pools and organisation structures to which they are directed. Effectiveness also refers to the outcomes of HR policies and practices on human capacity and the resulting aligned actions of the target talent pools. Impact Impact illustrates the fundamental differences revealed by a focus on talent decisions, beyond simply HR service delivery. Impact asks, â€Å"How do differences in the quality or availability of different talent pools affect strategic success?† Impact can deliver surprising results by using the traditional financial definition for success. HR investments, which had been relatively ignored can make a bigger difference in the talent pool affecting product development and thus offering improvement opportunity. Talent Management A review of the talent management literature reveals that their is a degree of debate as to the conceptual boundaries of the topic. Aston and Morton (2005: 30) noted that there â€Å"isnt a single consistent or concise definition† of talent management. â€Å"Lewis and Heckman (2006)identified three key streams of thought around the concept of talent management. First, those who merely substitute the label talent management for human resource management. A second strand of literature emphasises the development of talent pools focusing on â€Å"projecting employee/staffing needs and managing the progression of employees through positions†(Lewis Heckman, 2006: 140). The third stream focuses on the management of talented people†, (Collings, et al., 2009). Studies in the first part, which merely substitutes the label talent management for human resource management, limit their focus to few particular HR practices like recruitment, leadership development and succession planning. The contribution of this particular literature is limited beyond the strategic HR literature, as this relates largely to a rebranding of Human Resource Management. In the second part, by adopting a narrow focus, the literature builds on earlier research in manpower planning or succession planning. Studies in this tradition, at least provides a degree of differentiation as to what talent management is vis-à  -vis HRM. In the third part, literature argues that all roles within the organisation should be filled with â€Å"A performers†, referred to as â€Å"top grading† (Smart, 1999) and emphasises the management of â€Å"C players†, or consistently poor performers, out of the organisation (Michaels et al., 2001). â€Å"While the third approach is highly influential, we recognise limitations to this approach and argue it is neither desirable nor appropriate to fill all positions within the organisation with top performers. Equally, if the talent management system is applied to all of an organisations employees (i.e. including poor performers as well as top performing employees), it is difficult to differentiate talent management from conventional human resource management†, (Collings, et al., 2009). In addition to the above three streams, (Boudreau and Ramstad, 2005) and(Huselid et al., 2005) identified a fourth stream that emphasises on the identification of key positions that had the potential to impact the competitive advantage of the firm. The starting point here is to identify the key positions rather than talented individuals. â€Å"Therefore, as noted above, we view an organisational talent management as activities and processes that involve the systematic identification of key positions which differentially contribute to the organisations sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organisation†, (Collings, et al., 2009). Over all we can say Talent Management is getting the right people in the right jobs at the right time. Talent is also defined as â€Å" Talent is seen in individual terms comprising ‘a sharp strategic mind, leadership ability, emotional maturity, communication skills, the ability to attract and inspire other talented people, entrepreneurial instincts, functional skills and the ability to deliver results ( Michaels et al., 2001, p. X)†, (Martin et al., 2009). Approaches towards Talent Management Talent management requires a new mind set among business leaders mainly because talent being so mission critical in todays world should not be left alone only to HR departments, instead the organisations board of directors should directly support and make talent as a core element of the work (See Table-1). Table-1, The new talent mindset. Old HR mindset New talent mindset The vague leadership and HR rhetoric of ‘people being our most important asset A deeply held conviction that talented people produce better organisational performance. The responsibility for people management lies with HR. The responsibility for managers to do all they can to strengthen the talent pool. Small-scale and infrequent programmes for succession planning and training managers in acquiring and nurturing people. Talent management as a central component of the business and part of the ongoing role of senior leaders. Managers have to work with the people they inherit. Managers constantly taking active and bold steps to attract and develop their talent pool and actively manage low performers. Source: Adapted from Handfield-jones et al., 2001 The organisations to become top performers should not only follow new talent mindset but also they should implement the three main elements of a talent management approach. (See Table-2) Disciplined talent management, by developing managers and matching them with the right jobs also rigorous and continuous assessment of employees. Creative recruitment and retention of employees through refined and meaningful employee value propositions. Executive development, using coaching and mentoring. Table-2, Three elements of a talent management approach. Danger signs Signs of progress Signs of achievement Disciplined talent management A focus only on obvious successors in succession planning exercises Some discussion of incumbents performance Clear identification of A, B and C performers in each talent pool Lists of high potential people, but little action Consultation of list when vacancies occur Written action plans for each high potentials development and retention Belief that there are no poor performers Admit that there are likely to be some, but avoid doing much about it Act decisively on poor performance by improving or replacing them Hold no one accountable for talent management except for HR Evaluate managers on how well they manage their staff Hold leaders directly accountable for developing their talent pool Creative recruitment and retention Empty rhetoric about being a good employer to work for Think about EVPs for each type of talent Understand the strengths and weakness of the EVPs for each type of talent and plan to strengthen them Hire only at entry levels and grow only from internal hires Occasionally bring in senior or specialist people from outside Recruit a steady flow of talent at all levels Go to the same sources for recruiting talent Experiment with new sources, but look for similar backgrounds Creatively tap new pools of talent, looking for essential capabilities Have high and consistent attrition rates among managers Analyse attrition data by department and type Know the attrition rates of A, B and C performers and understand why they are leaving, performing or underperforming Thoughtful executive development Leave the job assignments of managers to the manager who hires them Suggest some candidates from the high potential list or job posting systems Involve leadership teams on every assignment decision, seeking to optimise these across the company Recruit most qualified candidate with no discussion of development Stretch people, but not in the context of any development plan Thoughtfully consider the development needs of each assignment and the development needs of each candidate Assume that the best way to develop people is by throwing them in at the deep end Provide formal feedback through appraisal once a year Embed candidate feedback and coaching into the routines of the organisation and the jobs of leaders Invest in training driven by top-down assessments of candidates and then only in response to immediate needs, threats or crisis. Offer regular but basic programmes for management development and leadership, usually off-the-job Offer integrated management/leadership learning programmes for each transition point of managerial careers Source: Adapted from Handfield-jones, WWW.handfieldjones.com/diagnose/index.html (28 February 2006) Another similar approach to talent management is found in the four categories of employees that make up a ‘talent value chain (Rosen and Wilson, 2005; Zingheim, 2005). This approach can also be referred to as segmenting the employees within the organisation. The segments are as follows: The Super keepers: They are that 3-5% of employees who consistently demonstrate superior performance in ways that reflect the core values of organisation and also help others to do so. The Keepers: They are 25-30% of the organisation who exceed both performance expectations and in the demonstration of core competencies. The Solid citizens: They consist of 65% of employees who meet normal expectations of the job and sometimes they exercise leadership in some situations. The Misfits: The 3-5% of people who continuously underperform and does not meet the requirements of job skills. After identifying the segments we have to follow a process called as Talent Management process (TM process) (see Figure-2) Source: L.A. Berger and Associates Ltd. A handbook of talent management 2004 Competency Models Competency models helps organisations avoid business problems and thus enhance their business. We shall see this by looking at each and every available model. Daniel Golemans emotional intelligence model: Goleman in his model uses the research of David McClelland and his colleagues at McBer and Company. He ties that with modern theories of brain functioning that shows how these characteristics work and why they are important. He also shows that because these characteristics are tied to the brain, people are capable of developing and learning these characteristics. Goleman proposes that emotional intelligence is shown in four areas: self-awareness, social awareness, self-management and relationship management (see Figure-3). Aspects of emotional intelligence. Self Awareness Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Social Awareness Empathy Organisational Awareness Service Orientation Self-Management Emotional Self-Control Transparency Adaptability Achievement Initiative Optimisim Relationship Management Developing others Inspirational Leadership Influence Change catalyst Conflict Management Teamwork and collaboration Source: Goleman, Daniel, Working with Emotional Intelligence, Bantam Books, 1998 Building Models for Job Families: Finding the right project management competencies for a financial service company would had been the upmost priority but it will not solve the whole issue. There is another approach to competencies that is especially useful when looking at specific functions. This involves finding the right set of skills that people should have in order to perform a job (see Figure-4). After following through this process as shown in Figure-4, a company should be able to find the right talent for the job and thus can improve its returns on that particular project. The top managment should play a very important role in implementing this kind of model for executing specific tasks. Building Models of Leadership: Using the Management Team There are three connected methods management groups can use to build a model for competencies that they agree should drive leadership or key roles in their company (see Figure-5). Figure-4 illustrates that firstly managers can use a list of characters and come to a consensus that which of these in the list is most necessary for companys success. If they had to choose only a limited number of people, they have to decide, which of these differentiate the best performers from average performers, they should also make a point on devastating impact they would create if not considered for the job. Secondly, management team can decide upon the key requirement for the role and make a matrix and map out critical competencies and later decide upon which individual can fulfill their accountabilities in really super ways. Alternatively, a management group could agree upon key accountability for the role, answer the question, â€Å"what attributes, characteristics, skills or competencies will enable the person in the role to perform this accountability in an outstanding manner?† This list of attributes will describe someone who is displaying that competence in an outstanding way. Thirdly, the group of managers should think concretely about whom they see as top performers and then keep a image of them in their mind. They then take some others who are typical performers but not below average and form their picture in their mind. Then chart out the differences that top performers create in accordance with typical performers. See what makes them outstanding? What motivates them? The managers should not only focus on results but also on what top performers are doing. After this exercise, the management can come out with one particular key player who can satisfy all their requirements. Also this exercise is not a step by step procedure; managers can take any one it and access it accordingly. Behavioral Benchmarking When organisations face changes or new situations, they often tend to rigorously study their best peoples actions, their behaviors, how these best people compare with others in the organisation or with people in different companies. Behavioral benchmarking is probably the most recent evolution from the competency approaches that spurred on all the attention to this area. Competency models used in any of these approaches are fundamental underpinnings of human resource systems. Organisations have different styles for describing their recruiting methods, training requirements, or criterias for promotions. Using a common competency model, companys can create a common language through which all of these organisational initiatives can converge. Principles of Talent Management After knowing about Talent management and the competency models involved in talent management it is far more necessary to know the risks which are being involved in talent management. The main problem which companies faces is â€Å"How to quickly respond to the changes in a competitive environment customer demands, innovation, regulatory factors, and quality standards which is marked by less predictable product markets and the pressures to have a financial returns for every set of uncertainty?† The risks involved in Talent management are mainly the mismatch between people and skills and the cost of losing your talent. Capellis four principles can be seen as the utilisation of HR performance management and succession planning practices within firms to overcome the above two risks mentioned. The important new contribution is the use of techniques from operations management and business forecasting to guide the choice of practices and organisational processes. Principle 1: Make and Buy to manage risk A deep bench of talent is expensive, companies should workout their estimates of their requirements and plan to hire from outside incase of any shortfall. Some positions may be filled easily from outside, so the companies must carefully assess about deploying their precious resources in development. For e.g. Think of situation where the supply chain fails down. We need to work out the immediate costs, the repair costs and the replacement costs. We should also answer the following questions: How long will it take to get new talent? The longer the talent is needed, easier to make investments in internal development payoff. Is there a hierarchy of skills that will enable you to learn through internal development? The more it is the easier to develop talent internally. How important is it to keep your culture? Especially at the senior level, outside people carry different norms and values. How accurate are your forecasts? Less certainty about forecasts, greater the risk and cost of internal development. Can you estimate mismatch costs? How can you estimate the demand for talent? Principle 2: Uncertainty in Talent Demand Uncertainty in demand is always present and smart companies find ways to adapt to it. One approach would be breaking up the development programmes in to shorter units and bringing all the functions together in a short duration say 18 month course that teaches general management skills and then send them back to their own departments to specialise. Another option would be creating talent pool that can be allocated as needs arises in the business units. The business approach would be: Use of models to estimate growth of talent requirements. Estimating the cost of hiring from outside but reducing the chances of promotion within. Estimate the costs of the time lag effect. Supply of labour always behind market demand. Design a development programme. Consider the problems that occur in a decentralised organisation. Should there be lots of different programmes or a corporate format? The first can be inefficient. The second costly if managers try to hide their key performers. Delays occur because of different time scales of different programmes. Managers end up waiting for specific development opportunities. Principle 3: Improve the Return on Investment in developing employees. The main problem is that employees want to acquire both firm specific but also general industrial and occupational skills. If the organisation is able to retain its employees then this is not a problem but in todays market scenario companys are seeking experienced people. One way to improve the payoff is to get employees to share in the cost of development that is asking them to volunteer on assignments. Another approach is to maintaining relationship with former employees, hoping that they might return back someday thus bringing back the investment and the skills. Third approach would be on reducing costs by mixing organisational and occupational learning with development, this would involve: Identify competencies associated with successful managers and identify assignments that will require their use. Learning from peers and colleagues. Training before hiring and then ‘promote and coach. Involving people in project work. Encourage working outside the organisation. Share the costs and connect development with retention. Try to ensure that you promote the right person on ‘economic ground. Principle 4: Preserve the investment by balancing Employee-Employer Interests. The main reason good employees leave an organisation is that they find better opportunities elsewhere. This makes talent development a perishable commodity. The key to preserving the investments made in developing efforts is by creating a balance in the interests of employees and employer by having them share in advancement decisions. Also to manage an internal market following things can be considered. Empowering employees to bid for jobs. Developing IT systems to match competencies with job requirements. Producing up to date information on what skills the company now requires in various job Identifying competencies for specific career paths. Conclusion The business environment is changing, more and more companies are going global. Corporate desicions should be rapid in order to prevent the competitors to take desicions. The search for talent is going to be a never ending process. With too many people in the higher management retiring in a very short period of time, HR department has a challenging job in filling these positions and thus keeping their companies competitive in this challenging environment. We have seen the traditional HR policies and the present HR policies, which emphasises more on talent ship. Companys have various competency models for identifying talents and methods for retaining them. Capellis four principles also help Companys to overcome the risks in talent management. With so much of available resources to the HR department and the constant management support in Talent management, in this process of talent hunt, are they neglecting the existing employees who are at the junior management level? The new policies in HR which emphasises on the Right man at the Right job at the right time will bring in more criticisms at the junior management level. In this present situation the companys are willing to invest more on junior management as the investment cost is very less when compared to the costs on higher management. The companies are looking to fill in the best talented people at this junior level. They train the junior management to become the future leaders, in this process if they do not find any one fitting in to the job position, there are more chances for that individual to be thrown out of the company. The chances to be thrown out are more for a existing employee. So what next to that individual? Will the company promise him a job; will they give him any benefits? If no, then how are they going to solve this issue, it just cannot be neglected. This is major challenge for the HR department in the coming years. Though Talent management helps companies to produce the best resources, the company should also learn to develop a resource which is not the best and make it best, as there is prediction in lack of resources for the future. References Arthur, 1994M.B. Arthur, The boundary less career: A new perspective for organizational enquiry,Journal of Organizational Behaviour15(1994), pp. 295-306. Arthur and Rousseau, 1996In: M.B. Arthur and D.M. Rousseau, Editors,The boundary less career, Oxford University Press, Oxford (1996). Arthur et al., 2005M.B. Arthur, S.N. Khapova and C.P.M. Wilderom, â€Å"Career success in a boundary less world,Journal of Organizational Behavior26(2005), pp. 177-202. Aston and Morton, 2005C. Aston and L. Morton, Managing talent for competitive advantage,Strategic HR Review4(5) (2005), pp. 28-31. Axelrod et al., 2002B. Axelrod, H. Handfield-Jones and E. Michaels, A new game plan for C players,Harvard Business Review, January(2002), pp. 81-88. Baterman and Organ, 1983T.S. Baterman and D.W. Organ, â€Å"Job satisfaction and the good soldier: The relationship between affect and employee citizenship,Academy of Management Journal26(1983), pp. 578-595. Batt, 2000R. Batt, Strategic segmentation in front-line services: Matching customers, employees and human resource systems,International Journal of Human Resource Management11(2000), pp. 540-561. Batt, 2002R. Batt, Managing customer services: Human resource practices, quit rates, and sales growth,Academy of Management Journal45(2002), pp. 587-597. Becker, Gerhart, (1996)B. Becker and B. Gerhart, ‘The impact of human resource management on organizational performance: Progress and prospects,Academy of Management Journal39(4) (1996), pp. 779-801. Becker and Haunschild, 2003K.H. Becker and A. Haunschild, The impact of boundaryless careers on organizational decision making: An analysis from the perspective of Luhmanns theory of social systems,International Journal of Human Resource Management14(2003), pp. 713-727. Becker and Huselid, 2006B.E. Becker and M.A. Huselid, â€Å"Strategic human resource management: Where do we go from here?,Journal of Management32(2006), pp. 898-925. Blumberg and Pringle, 1982M. Blumberg and C.D. Pringle, â€Å"The missing opportunity in organizational research: Some implications for a theory of work performance,Academy of Management Review7(1982), pp. 560-569. Boselie et al., 2005P. Boselie, G. Dietz and C. Boon, â€Å"Commonalities and contradictions in HRM and performance research,Human Resource Management Journal15(2005), pp. 67-94. Boston Consulting Group, 2007Boston Consulting Group, The future of HR: Key challenges through 2015, Boston Consulting Group, Dusseldorf (2007). Boudreau, J. W., Ramstad, P. M. (1997). Measuring intellectual capital: Learning from financial history. Human Resource Management, 36, 343-356. Boudreau, J. W., Ramstad, P. M. (2003). Strategic HRM measurement in the 21st century: From justifying HR to strategic talent leadership. In M. Goldsmith, R. P. Gandossy, M. S. Efron (Eds.), HRM in the 21st century (pp.79-90). New York: Wiley. Boudreau, J. W. (2004). Organizational behavior, strategy, performance and design in Management Science. Management Science, 50, 1463-1476. Boudreau, J. W., Ramstad, P. M. (2004a). Talent ship and the evolution of human resource Management: From â€Å"professional practices† to â€Å"strategi

An essay on alduous huxley :: essays research papers

An essay on Alduous Huxley The subject of Alduous Huxley is a controversial issue. At one stage or another, every man woman or child will be faced with the issue of Alduous Huxley. While it has been acknowledged that it has an important part to play in the development of man, there are just not enough blues songs written about Alduous Huxley. Inevitably Alduous Huxley is often misunderstood by the upper echelons of progressive service sector organisations, who just don't like that sort of thing. Keeping all of this in mind, in this essay I will examine the major issues. Social Factors Society is a simple word with a very complex definition. When blues legend 'Bare Foot D' remarked 'awooooh eeee only my dawg understands me' [1] he was clearly refering to the impact of Alduous Huxley on today's society. Much has been said about the influence of the media on Alduous Huxley. Observers claim it cleary plays a significant role amongst the developing middle classes. Our post-literate society, more than ever before, relies upon Alduous Huxley. It grows stonger every day. Economic Factors We no longer live in a world which barters 'I'll give you three cows for that hat, it’s lovely.' Our existance is a generation which cries 'Hat - $20.' We will study the Spanish-Armada model, a lovely model. Transport Costs Alduous Huxley Clearly the graphs demonstrates a strong correlation. Why is this? My personal view is that transport costs sings a very different tune. Perhaps to coin a phrase Alduous Huxleyeconomics will be the buzz word of the century Political Factors No man is an island, but what of politics? Comparing current political thought with that held just ten years ago is like comparing night and day. Consider this, spoken at the tender age of 14 by the famous political Achilles Shandy 'Man's greatest enemy is complacency with regards to personal and political hygiene.' [2] Considered by many to be one of the 'Founding Fathers' of Alduous Huxley, his words cannot be over-looked. If I may be as bold as to paraphrase, he was saying that 'political ideals are built on the solid cornerstone of Alduous Huxley.' Is Alduous Huxley politically correct, in every sense? An essay on alduous huxley :: essays research papers An essay on Alduous Huxley The subject of Alduous Huxley is a controversial issue. At one stage or another, every man woman or child will be faced with the issue of Alduous Huxley. While it has been acknowledged that it has an important part to play in the development of man, there are just not enough blues songs written about Alduous Huxley. Inevitably Alduous Huxley is often misunderstood by the upper echelons of progressive service sector organisations, who just don't like that sort of thing. Keeping all of this in mind, in this essay I will examine the major issues. Social Factors Society is a simple word with a very complex definition. When blues legend 'Bare Foot D' remarked 'awooooh eeee only my dawg understands me' [1] he was clearly refering to the impact of Alduous Huxley on today's society. Much has been said about the influence of the media on Alduous Huxley. Observers claim it cleary plays a significant role amongst the developing middle classes. Our post-literate society, more than ever before, relies upon Alduous Huxley. It grows stonger every day. Economic Factors We no longer live in a world which barters 'I'll give you three cows for that hat, it’s lovely.' Our existance is a generation which cries 'Hat - $20.' We will study the Spanish-Armada model, a lovely model. Transport Costs Alduous Huxley Clearly the graphs demonstrates a strong correlation. Why is this? My personal view is that transport costs sings a very different tune. Perhaps to coin a phrase Alduous Huxleyeconomics will be the buzz word of the century Political Factors No man is an island, but what of politics? Comparing current political thought with that held just ten years ago is like comparing night and day. Consider this, spoken at the tender age of 14 by the famous political Achilles Shandy 'Man's greatest enemy is complacency with regards to personal and political hygiene.' [2] Considered by many to be one of the 'Founding Fathers' of Alduous Huxley, his words cannot be over-looked. If I may be as bold as to paraphrase, he was saying that 'political ideals are built on the solid cornerstone of Alduous Huxley.' Is Alduous Huxley politically correct, in every sense?

Reunion Analytic Essay Essay

â€Å"Reunion† is a short story written by John Cheever in 1962, who was an American novelist and short story writer. John often writes about stories taking place in the suburbs, in cities close to where he was born1. â€Å"Living with strangers† is a story written by Siri Hustvedt, who also is an American novelist and essayist2. â€Å"Reunion† takes place in the suburb in New York, where the young boy Charlie, who is the narrator in the story, meets his father after several years of separation. Charlie’s thoughts about his father are very positive, â€Å"He was a big, good-looking man and I was terribly happy to see him again.† (p.1 l.12-13). The father seems to be a very busy business man, â€Å"His secretary wrote to say that he would meet me at the information booth at noon† (p.1 l.7-8), it is not his dad who is replying, which may indicate that his father does not put so much effort in meeting his soon, like Charlie does in meeting his old dad. Charlie is so happy to see his dad, â€Å"I wished that we could be photographed† (p.1 l.18), and he does not want to forget this moment, he is very proud of his dad. Charlie must be in his late teenage years and approximately 17 years old, in the fact that he can travel on his own and he is not allowed to drink. In this age, boys tend to look up to their parents, especially their dad. It seems like Charlie’s role model is his father, and that is not uncommon in his age â€Å"I knew that when I was grown I would be something like him; I would have to plan my campaigns within his limitations† (p.1 l. 11-12), given these facts, it seems like Charlie has planned his future after his father’s life, so that emphasizes that his father is his role model. Despite Charlie’s age, the father wants to have a beer with him. Charlie agrees to that, because he trusts his dad and everything he does is right and must not be questioned. In every society and culture, there are some unwritten rules and norms, which you have to follow. â€Å"Chop-chop. Then he clapped his hands†, an unwritten rule is e.g. that you never clap for the waiters attention. Charlie’s father’s behavior is very immature and it shows  his arrogance towards other people, people in the lower end of the society. But is does not seem like Charlie is effected by his way of acting. It is like Charlie is using the phrase from the story â€Å"Living with Strangers† – â€Å"Pretend like it isn’t happening† (p.1 l.21). His way of seeing his father, is affected of his high expectations of his role model. â€Å"His boisterousness in the empty restaurant seemed out of place†, Charlie knows that his father is not acting in a normal way, but he does not say anything about his behavior, maybe because he does not want to argue with his father. After entering plenty of restaurants, only to get a beer, â€Å"He put his arm around me and pressed me against him. â€Å"I’ll walk you back to the station. If there had only been time to go up to my club† (p.2 l.73-75), his father uses his valuable time with his son, running after a beer in various restaurants and acting in an unacceptable way. People on the restaurants is not paying attention to them, because like in â€Å"Living with strangers†, â€Å"Nobody else had given the woman a first glance, much less a second† (p.1 l.30-31), this is part of the pretend-like-isn’t-happening law. In â€Å"Living with strangers† it says â€Å"And acting, as everyone in the city knows, can be dangerous† (p.2 l.50-51), maybe the father would have acted very dangerously, if people would had said something to him about his behavior, but no one seems to take that chance. At the end of the story, Charlie tries to say goodbye to his dad, but he is arguing with a guy at the newsstand â€Å"Now just wait a second, sonny,† he said â€Å"Just wait a second. I want to get a rise out of this chap.† (p.2 l.83-84). Even at the very end, the father acts in an unacceptable way. The son had to catch his train and went down the stairs, while the father argued over a newspaper. What is the message of this story? Do we have to expect nothing and then you won’t be disappointed? The shortcomings about his dad and the preconceived view about him and how he has evolved, have given him unrealistic pictures about his father and ended with a big disappointment. Compared to the message in â€Å"Living with strangers†, â€Å"don’t judge a book by its cover†, this can also be used on Reunion. If Charlie did not judge his father on his looks, maybe he would have got another view on him. So in short terms, if he did not have expectation s – he would not get  disappointed. Urkund has received the document – Analytical Essay – Reunion.docx – 03-09-2014 23:10:00. It was sent from simonhvarre@hotmail.com to lol.eucn@analys.urkund.se. The document has been allocated a reference ID – D11417005.

Process or Reality Therapy

Reality therapy is an active, directive, and didactic model for change that stresses the person’s present behavior. A basic tenet of reality therapy is that individuals are responsible for their own behavior. It is a common sense approach an can be used by a wide variety of persons as well as highly trained professionals (Videbeck, 2007). The focus of reality therapy is behavior, not attitude, insight, feelings, one’s past, or unconscious motivation. This model refutes the medical model and encourages positive growth and success.It concentrates on what the clients can do practically to change behavior to fulfill their needs. The client is asked to identify wants and needs. They are asked to evaluate their behavior, formulate a plan for change, and follow though with their plan (Read, 1997). Reality therapy is grounded in the assumption that we all create our inner world. How the real world exists is not important, but rather what is important is the way we perceive it t o exist. Behavior is an attempt to control our perceptions of external world to fit our internal and personal world (Fatout, 1992).The process of reality therapy is: 1) Make friends – establish a warm, supportive relationship, and insist that clients take a look at the lives they are choosing to lead. 2) Focus upon daily activities and ask what they are doing now. 3) Ask the question: Is what you are doing helping you? 4) Help the client make a plan to do better. Using reality therapy requires a lot of time used in planning and checking with the client on how the plans are being carried out. 5) Commitment to the plan. 6) No excuses.7) No nourishment.These two go together, when there is commitment to plan, there is no excuse for not following through. 8) Never give up. To approach a person with the idea that, if things don’t work, we’re going to give up. Always have as your motto â€Å"We have just begun to fight. † 9) Once the relationship has developed a level of trust and friendship, introduce the client to Jesus Christ and present the plan of salvation. Incorporating biblical principles is the area of problem solving (Watson & Watson, 2005).