People and Leadership

People and Leadership Abstract During the development of youth employment programs as a pilot project, the Department of Employment faced an issue associated with the ineffective leadership. The project failed because of problems with the work of the team. Several employees quitted participating in the project development after six weeks because of the overwork and exhaustion.Advertising We will write a custom case study sample on People and Leadership specifically for you for only $16.05 $11/page Learn More The analysis of the case demonstrates that the leader set unrealistic deadlines for the project completion, and the schedule was organized inefficiently. Moreover, there were no clear goals communicated to the employees to coordinate their work. The necessity to replace the employees who rejected to participate in the team made the leadership decide on shifting responsibilities, and employees spent much time for adapting to the work for which they did not have enough experien ce. In addition, they did not receive the necessary training. The informal leader of the team became to act as a manager, and his tasks contradicted the previously set objectives. As a result, the project was frozen. To address the leadership and management problems, it is planned to reorganize the project team with the focus on the scope of tasks and concrete goals. Thus, the number of high-skilled employees in the team needs to be increased. The followed leadership style should be improved with the focus on supportive or inspirational leadership. The proposed schedule and deadlines should be set depending on concrete objectives and the working potential of the staff. These actions are necessary to overcome the problematic situation and predict failures in the future. People and Leadership Case Study The development of new programs and policies is typical for such agencies as the Department of Employment. However, there are cases when the development and implementation of the progr am can fail because of the inappropriate leadership and management. The team working on the youth employment program faced a problem of completing the pilot project because the leader invited the unreasonable number of employees (6 individuals) for the 12-week project. The scope of the tasks was considerable, but there were only weekly meetings, and the final goal was not communicated appropriately. The leader avoided any additional discussions of the projects, but he encouraged the overwork. As a result, two employees quitted the team because of unclear tasks and the increased stress levels. This situation made the leader re-distribute the duties among new team members, but they were expected to demonstrate high results in a week to fit in the schedule. The productivity decreased because they had no enough skills, and no additional training was provided. The lack of communication and motivation from the leader made team members choose the informal leader and insist on freezing the project.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The discussed issues are important because they indicate how the ineffective planning and communication strategies selected by the leader can affect the success of the whole project because employees are stressed and not aware of the goals (Van Wart, 2014; Yukl, 2014).  The problem was in the fact that the pilot project developed by the team failed because of the leader’s impossibility to make effective decisions regarding the distribution of tasks among employees, planning, setting deadlines, and communicating. Therefore, it is important to propose improvements in the sphere of organizing the teamwork, planning tasks, appointing responsible persons, communicating with employees and motivating them. In addition to summarizing the issues in the case, this paper aims to present the analysis of the situation with the focus on the MORETOOLS framework and the leadership role in the project failure. In addition, the solution is proposed, and conclusions are made regarding the case importance for the future practice. The Analysis of the Case Mission and Purpose of the Agency The mission of the Department of Employment is to develop policies and implement programs that are effective to address the employment questions in Australia while creating the advantageous environments for employees. The purpose of the Department’s activities is to improve the current policies and develop new ones to address unemployment issues and protect the vulnerable categories of the population in terms of employment. As a result, the mission is to create the secure and socially friendly workplaces for the Australians (Australian Government Department of Employment, 2015). The mission and purpose are followed while planning and implementing any project oriented to reforming the current policy or proposing a new one. Objectives of the Manager Guided by the main agency’s mission, each unit of the department has its own management team, and it is responsible for developing concrete projects with specific objectives. The objective of a manager responsible for introducing new employment campaigns for the youth in Australia is to develop programs addressing the mission regarding the secure and advantageous environment and launch them within the fixed period of time. In the near future, the aim is to organize the work of a project team. Therefore, in the critical situation of the project failure, the leader of the unit and team is responsible for completing such short-term objectives as the reorganization of the team and the implementation of the new working strategy to achieve higher results and improve productivity (Felà ­cio, Gonà §alves, da Conceià §o Gonà §alves, 2013, p. 2140). The team reorganization is necessary to respond to such problems as the exhaustion, impossibility to a ddress the deadline, and low-quality outcomes of the project work. The manager’s long-term objective in this case is to create the single unit in the agency formed of experts in the area of the youth and employment.Advertising We will write a custom case study sample on People and Leadership specifically for you for only $16.05 $11/page Learn More Risks and Problems Focusing on the discussed project failure and such manager’s objectives as the organization of the team’s work to address schedules and high productivity, it is possible to prioritize identified leadership risks and problems in the following manner: The absence of the clearly communicated goal and adequate training sessions, team meetings, and discussions of the progress. Ineffective distribution of roles and tasks among the team members that leads to the employees’ exhaustion. The lack of the progress monitoring and coordination according to the observed success. Th e inappropriateness of the fixed schedule in relation to the scope of the project and tasks that lead to the inability to address deadlines. The performance of the leadership role by more than one team member. The failure of first pilot projects in relation to proposing the effective program in the sphere of youth employment within the fixed deadlines depends on the absence of clearly communicated goal of the project to guide the team members’ activities. Thus, the leader used only the formal approach to informing the team about the project goal. The ideas were shared and discussed during weekly meetings, the additional training was not provided, and the discussion of the progress was limited and irregular. Focusing on the theory of ethical and motivating leadership, the leader failed to demonstrate the supportive communication style to inspire employees to achieve higher results (Schyns Schilling, 2013). The employees lacked the opportunity to be informed of the short-term goals and progress, as well as to receive the additional consultation or guidelines.  In addition, the leader distributed the tasks and roles within the project team without referring to the employees’ position responsibilities. Certain team members were not skilled enough to adapt their knowledge to the new area and perform successfully. According to De Vries, Bakker-Pieper, and Oostenveld (2010), such persons experience much stress while adapting to new conditions and cannot demonstrate high results within the short period of time. The leader did not motivate employees to perform better in the new area because of failing to provide opportunities for training and adaptation (Schyns Schilling, 2013, p. 139). In this situation, the schedule was proposed without focusing on such risks as the inability to employees to complete tasks before starting the other project stage. As a result, the lack of the necessary monitoring and coordination led to failures in addressing the pr oject deadlines. The other important problem is the appearance of another informal leader as a result of the lack of the main leader’s communication with the team (De Vries, Bakker-Pieper, Oostenveld, 2010, p. 369). The absence of trust in the leader’s competence and success led to delegating some leadership responsibilities to the informal team leader at the final period of the project development. The reason is that feeling the constant stress, employees need support, and the informal participative leadership works better than the task-oriented formal leadership in this case.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More External and Internal Actors and the Environment While focusing on the approaches to reorganize the teamwork to complete the primary project effectively in contrast to the pilot ones, it is necessary to analyze the role of stakeholders in the process. The most influential actors are the staff of the Department of Employment. To address the problem and predict further failures, it is necessary to organize the collaboration of the team leader and the agency’s human resources coordinators who can provide the additional training for the team members in the context of the project (Yukl, 2014). In addition, the reorganization of the current team leads to inviting other professionals working in the Department to complete set tasks with the focus on their expertise and skills. The external stakeholders include the youth because the project is developed to address their needs and the social organizations working with the young people. It is important to plan more time for analyzing th e statistical information regarding the situation in the sphere of youth employment and collaborate with the Bureau of Statistics. Tools and Constraints The observed project failure can be analyzed in terms of contributing tools and determined constraints. One of the most important tools contributing to the project success is the skilled employees (Van Wart, 2014). The employees were skilled enough in their particular areas, but they needed the additional experience to work in the areas determined by the leader. As a result, the potential tool became discussed as a constraint. At the current stage, the available tools include the required number of the high-quality employees, the availability of the skilled workforce, and the increased funds for the project completion. However, barriers to the project improvement and the reorganization of the team are still significant. The observed constraints include strict deadlines, lack of the training, lack of the set time for employees meetin gs, and underdeveloped communication channels. If a leader fails to overcome barriers with the focus on the available tools, the primary projects can also fail. Opportunities In spite of being associated with a crisis in the leadership, the discussed situation provides many opportunities for the manager to develop the new model of the work in the agency. The reorganization of the teamwork associated with projects in the concrete sphere leads to the development of the specific working model or pattern that improves the performance and increases the productivity of the staff. If a new proposed strategy for managing the project is effective enough, the small number of the skilled employees can complete the larger number of tasks within the limited period of time (Felà ­cio et al., 2013). The leader needs to organize the work of the team in such a way that this team can serve as the expert team for providing consultancy in further similar projects to decrease the time and costs associa ted with the training of other employees. Outcomes and Elements of a Stable Solution To achieve the efficient solution to the determined problem associated with the project failure in the agency, it is necessary to focus on the outcomes of the proposed solution to discuss it as stable and sustainable: The team working on the development of programs comprises out of the adequate number of employees that is correlated with the scope of the project. 80% of assigned tasks are completed at the high-quality level. The productivity of the team increases by 25%. The team works according to the stated schedule, and delays decrease by 30%. The leadership is effective, and the monitoring of the project progress is regular. The degree of cooperation between employees representing different project teams and units of the Department increases by 20%. The level of the stress in employees decreases by 25%. These outcomes of the solution are identified as important because the discussed aspects le d to the failure of pilot projects, and the planned reorganization is aimed to address these issues. Long-Term Improvement The improved approach to organizing the team regarding its size and responsibilities will lead to optimizing the work of the staff and reducing associated costs. Thus, the increases in funds can be required only for the additional training of employees and their compensation. The other long-term benefits include the changes in the approach to the leadership in the organization. It is important to focus on developing the role model of a leader who is flexible, emotionally involved, motivating, communicable, and decisive (Yukl, 2014, p. 121). The currently followed task-oriented leadership style is not appropriate, and the reorganization of the teamwork can also lead to shifting to the supportive and even inspirational leadership styles (Van Wart, 2014). In addition, the long-term improvement involves the enhancement of the work with external stakeholders with the focus on building partnerships with social organizations oriented to the youth well-being and development. Strategies for Actions To solve the identified problems and address the future risks in leadership and management of projects on the subject of youth employment, it is necessary to formulate the clear steps for the solution implementation. The first step is contacting the HRM team, unit leaders, and project coordinators for forming the working team that will include the increased number of skilled employees with the expertise in the sphere of youth and employment programs development. It is also necessary to discuss the opportunities for the training sessions.  The second step is the actual formation of the working group. Those persons who worked on the pilot projects need to be invited to work further. Those employees who experienced the stress and problems in communicating with the leader needs to be replaced with the representatives of other units to increase the workforc e potential. Only high-quality professionals are expected to be invited for the work. This approach guarantees the reasonable distribution of tasks among team members. The third step is the identification of the communication channels to share ideas, visions, tasks, and feedbacks. It is necessary to plan not only weekly meetings but also face-to-face sessions and e-mail reports, as well as training sessions. The next step is the development of the realistic schedule for achieving the goal and completing concrete tasks. It is important to take into account the time for training, meetings, completing tasks, coordinating tasks, revising, and addressing possible barriers while planning the schedule and setting the deadline. The tough deadline is one of the main constraints for this project. Thus, the effective leader needs to develop the schedule while addressing the objectives and responding to the real work potential of the team without leading them to the burnout (Schyns Schilling, 2013). Another point is the correlation of the available workforce and deadlines with the proposed funds. The distribution of resources should depend on the project goals and the number of involved employees. When the communication channels are determined, and the schedule is set, it is important to motivate employees to work at completing tasks for achieving the concrete goal. Therefore, the next step is the building of the cooperating team during the first weeks of the project through the effective communication and supportive leadership. This step also includes the building of partnerships with social organizations and the Bureau of Statistics to receive the outdated information on changes in the sphere.  Ã‚  It is also important to address such constraints as the set short deadlines for projects and destructive leadership. The deadlines need to be set with the focus on the scope of tasks and its priority for the Department. The manager demonstrating the destructive leadership techniques needs to be replaced with the other person, who was discussed as the informal leader during the development of pilot projects (Schyns Schilling, 2013, p. 139). The range of tasks can be delegated according to the partnerships agreement with social organizations and the Bureau of Statistics. Assessment of the Potential for Success The effectiveness of the proposed strategy needs to be assessed in order to guarantee the completion of long-term goals. In this context, the assessment should include the following steps: the weekly monitoring of changes in the team workers’ quality of work and stress levels; the weekly monitoring of the achievements within the set schedule; the monthly monitoring of the performance and progress of the project implementation; evaluations of the individuals’ work with the focus on personal performance assessments. It is important for a leader to evaluate the employees’ attitudes to the work regularly in order to predict po ssible risky situations. Conclusion The Department of Employment faced a problem of developing the effective youth employment programs because the first pilot project failed to be appropriately developed and implemented by the project team. The analysis of the case demonstrated that the problem was in the destructive leadership techniques followed by the manager. As the result of the ineffective leadership, employees had to share responsibilities for which they did not have enough experience; they was not properly informed of the project goal and trained; they suffered from the tension to complete the unrealistic deadlines; and they chose the informal leader among them to address the stressful situation. In order to address similar problematic cases, it is necessary to reorganize the working team according to the project scope and goals. In addition, the selected project leader should follow the supportive or even inspirational leadership style to build a team that can effectively w ork to address the agency’s mission and develop secure and advantageous employment programs for the population, including your people. This case study analysis is important to refer to while discussing similar issues associated with the ineffective leadership, when a leader ignores interaction with the team, cannot communicate the objectives, cannot analyze the project scope, and determine what resources are required to achieve the goal. Moreover, this case study is an example of the leadership that cannot motivate employees, leading to their dissatisfaction. References Australian Government Department of Employment. (2015). De Vries, R. E., Bakker-Pieper, A., Oostenveld, W. (2010). Leadership = communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of Business and Psychology, 25(3), 367-380. Felà ­cio, J. A., Gonà §alves, H. M., da Conceià §o Gonà §alves, V. (2013). Social value an d organizational performance in non-profit social organizations: Social entrepreneurship, leadership, and socioeconomic context effects. Journal of Business Research, 66(10), 2139-2146. Schyns, B., Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158. Van Wart, M. (2014). Leadership in public organizations: An introduction. New York, NY: Routledge. Yukl, G. (2014). Leadership in organizations. New York, NY: Prentice Hall.

State Gemstones and Dates They Were Adopted

State Gemstones and Dates They Were Adopted Thirty-five of the 50 states have designated an official state gem or gemstone. Montana and Nevada have both named two (one precious and one semiprecious), while Texas has named a state gem and gemstone cut.   Most of the gem names are linked to the picture gallery of state gemstones. The Adoption Date link goes to the best existing material from the respective state government or science institution. More detail below the table.   State Gemstone Adoption Date Alabama Star blue quartz 1990 Alaska Jade 1968 Arizona Turquoise 1974 Arkansas Diamond 1967 California Benitoite 1985 Colorado Aquamarine 1971 Florida Moonstone 1970 Georgia Quartz 1976 Hawaii Black coral 1987 Idaho Star garnet 1967 Kentucky Freshwater pearl 1986 Louisiana Cabochon cut oyster shell 2011 Maine Tourmaline 1971 Maryland Patuxent River stone 2004 Massachusetts Rhodonite 1979 Michigan Chlorastrolite (pumpellyite) 1973 Minnesota Lake Superior agate 1969 Montana SapphireMontana agate 19691969 Nebraska Blue agate 1967 Nevada Nevada turquoiseVirgin Valley black fire opal 19871987 New Hampshire Smoky quartz 1985 New Mexico Turquoise 1967 New York Almandine garnet 1969 North Carolina Emerald 1973 Ohio Ohio flint 1965 Oregon Oregon sunstone 1987 South Carolina Amethyst 1969 South Dakota Fairburn agate 1966 Tennessee Freshwater pearls 1979 Texas Texas Blue topazLone Star Cut (gemstone cut) 19691977 Utah Topaz 1969 Vermont Grossular garnet 1991 Washington Petrified wood 1975 West Virginia Fossil coral Lithostrotionella 1990 Wyoming Nephrite jade 1967 A gemstone is not necessarily a sparkling crystal- the majority of state gemstones are not crystalline minerals, but rather colorful rocks that look their best as flat, polished cabochons (perhaps in a bolo tie, belt buckle or ring). Most are unpretentious, inexpensive stones with democratic appeal.   Above all else, the gems are unique to or represent their state in some fashion.  Arkansas adoption of diamond as their state gem, for example, is due to the state having the only public diamond deposit in the USA. On the other hand, Floridas state gem (moonstone) is not actually found in Florida. Instead, its adoption  is a tribute to the role that the state played in the  1969 moon landing. Of course, state legislators do not follow the same guidelines as geologists for how they classify a gem. In many cases, states have named rocks, minerals or even fossils  as their gem or gemstone.   Helpful Links Many gems have both a gemstone name and a mineral name, cross-listed in  this pair of tables.  My favorite and most easily navigable site for all state symbols is  statesymbolsusa.org.   Be sure to check out my list of state fossils, state minerals and state rocks. You might find that the lawmakers did not necessarily follow the geologic rule book for those classifications, either.   Edited by Brooks Mitchell

Sponsorship Assignment Example | Topics and Well Written Essays - 750 words

Sponsorship - Assignment Example Creating a brand image is a corporate objective which NASCAR has embraced effectively. Through sponsorships, the company organizes races hat attract many fanatics. This forms a strategic opportunity to sell the brands. The techniques us include branded attire for drives, referring to car names to represent drivers and so on. The fitness and favorability of the driver attracts more attention to the car that he is driving rather than his personal being. This satisfies the marketing objective. The study reveals that the creating human like features on a brand is central to marketing process. The main emphasis here is selecting the best brand personality. This raises the idea of attitude towards the advertiser or the sponsor. This research shows that when people show positive attitudes towards an advertiser the n they have a favorable opinion on the brand. The personality of the drivers must blend with the qualities of the product that the sponsor wants to be transmitted to the potential buyers. This is because the sponsor-driver fit greatly affect purchase decision on potential customers. CRITIQUE While brand personality marketing yield better results, the research is extremely biased on the positive sides of brand personality. This is because the driver-sponsor fit is not the only factor that affects marketing. The relationship between the sponsor and the driver does not imply merging of attributes and thus their differences can be easily established by clients. For example, drivers’ characteristics may be consistent with the attributes of the product but the people’s attitudes towards the sponsor are not altered by the presence of the drivers, as such, people tend to differentiate the roles. From the research, the findings that imply the people favoring the brand personality favor the producer or sponsor is not well grounded. In many marketing scenarios, clients may have good ratings for the personality (driver) and thus come to the events to see h im in action, thus their interest may not lay in the brand which he’s representing. The essence of marketing is boosting sales. However, sales are boosted by the promotional efforts put in place by the sellers. The research is categorical that it is a requirement that the driver and the sponsor fit for the success of a brand. However, the potential clients might not be concerned about background relations between the driver and the sponsor. This is a work relationship. The choice of the consumers or buyers is influenced by the driver and the brand qualities. If a client observes how strong or fast a car is, then he or she will relate that to the brand that is being represented. As such, the driver sponsor congruence does not play an important role. Selection of a brand personality may affect the brand image in the long run. This is because the drivers are contacted for particular time or on certain terms. Therefore, the congruence hat last only during events may hurt the bran d later. An example is that the driver may be involved in scandals or situations that compromise the qualities and ethics of the sponsor. This affects that image of the brand among the existing and potential clients. Thus driver sponsor fit does not have total influence over the success of a brand. The research indicates that NASCAR events are well attended due to the fact that people fancy car races. However, the true motive for the race is marketing. Most people will attend the

Myth. Why did myth survive the scientific and philosophic challenges Essay

Myth. Why did myth survive the scientific and philosophic challenges of the classical Greek world - Essay Example Why did the myth survive the scientific and philosophical challenges of the classical Greek world? Introduction: Myth is some idea or a belief which is absurd and fictitious and has originated in the prehistoric times which came into being naturally and inevitably. The myths developed due to the fact that the inhospitable environment that the primitive man encountered. The origin of the myth during the prehistoric times or during the childhood of mankind might due to two reasons: one may be the fear that might have been created during an occurrence of the natural phenomenon such as thunder or storm for example, and another might be as a remembrance of the events of the past. So, as the history of the mankind developed, the language and the practices also developed along with the myth. The religion, rituals and the myths are all developed in parallel but are distinct from one another. The myths have a great part in the development of the religion. However, equating the myth with the r eligion is not possible. Myth is the response of the mankind to the natural environment (Graff, Fritz., et al., 1996). Over the centuries, Greek culture developed and underwent many changes in this context of the myths. Until a few centuries the Greeks were supporting myths and after the eighteenth century the Greeks used to refer the word myth by ‘muthos’ which means stories and words and started defending with the evidence of the scientific evidences and facts referred by ‘logos’. ... So the first thing is that the myth is developed out of lack of explanations. Explanations: Myth seemed to have strong thoughts on the areas where the scientific and reasoning does not produce the results. To explain briefly, myth plays a strong role where the reasoning doesn’t seem much to offer. For example, in the case to speculate what happens after the death. A common explanation is that death is a fact and can occur to anybody regardless of their age and status of their living. If we reason out this fact the next immediate question arises is that what would happen after death and it would be related to the good and the bad lives the individual had lived through out his / her lifetime. So in order to explain this question it is sorted out that the soul of those who lived good lives would go to the Elysium and the soul of those who lived bad lives would go to the Tartarus and punished to the degree of unpleasantness. Another part where the myth played its role is the place where there is unreliable and nonexistent of historical evidences. So these kinds of explanations depend on the social, cultural and the educational background of the believer and what is actually believed. Reinforcement: The reinforcement of the political, social and ethical position of the subject in the context might also be a reason for the explanations of the myths. For example the Roman emperor Nero used to identify him with Gods in order to manipulate his image. In order to impress this myth the emperor image was cast in the coins by the architects which would image him as a god. Issues: The issues which created as a result of the reinforcement of the authority are social and cultural tensions, and dilemmas. Therefore a myth could be changed and manipulated to

Approaches for Organisational Management

Approaches for Organisational Management Introduction: Human resource management is a strategic and rational approach towards the management of the organisations most esteemed assets, the people who normally work inside the organisation independently and collectively contribute to the accomplishment of its goals organisational success progressively depends on the abilities, knowledge and skills of the employees mainly as the help to establish a set of core competencies that distinguish an organisation from its competitors. In modern market place human resource management plays an important role for the existence of modern business organisation. However, the role of HRM strategies is massive for development of the business through organisational success. Different approaches to HRM to aid the development of business strategy: The meaning and nature of HRM has aggravated much debate (for an overview see Legge, 1995).Sisson (1990) Distinguished HRM by explaining four distinguishing features, that is the assimilation of personnel policies with business planning; responsibility From specialists to line managers responsibility has to be shifted; uniqueness in the management of employee relations and an emphasis on securing employee dedication and initiative. Guest (1992, p.42) argues that HRM is designed to produce, Strategic integration, high commitment, high quality and flexibility and that, Strategic integration refers to the ability of the organisation to integrate HRM issues into its strategic plans, to ensure that the various aspects of HRM cohere and for line managers to fit in an HRM perspective into their decision-making. Hendry and Pettigrew (1986) contrast that strategic HRM is featured by four fundamentals: the use of planning; the design by a coherent approach and management of workforce systems underpinned by some philosophy; business approach is coordinated with the HRM actions and policy; and considering the people of the organisation as strategic resources in the accomplishment of competitive strategy. Human resource requires in an organisation will vary at different stages in the business life cycle and so HR policy choices need to be personalized to the appropriate stage (Kochan and Barocci,1985; Lengnick-Hall and Lengnick-Hall, 1988). Sisson (1994) suggests that it was the pursuit of competitive advantage in the.There is a number of different approaches in HRM to aid the development of business strategy. It can be professed as social ethics, reminding the senior management about their social responsibilities.HRM department spent most of time functioning on personal welfare problems. The main concern of HRM is the control of personnel as well as reduces the absent rate of employee, work force budgeting and headcount. In other way of HRM helps to develop the business, likewise, to adapt the company with the change and strives to have positive influences by using social science applications to man agreement problems by via job redesign, job satisfaction scheme and techniques of communication. Sometimes HRM deals with job recruitment, transfer and termination by the request from manager. Moreover, human resource management concerned strategic business planning, developing long-term human resources plan and industrial relation strategy. HR planning and acquisition Organisation design structure Organisations strategy Training development Compensation Management Organisation Performance Management Management of employee relations HR mobility management HR toolbox management Figure: Human Resource Management system The key success of any business organisation is human resource. So HRM use these human resources effectively to meet the strategic business objectives of the organisation. Necessity of alignment between organisations corporate strategy and objectives and its human resource strategy: In perfect world, the business and strategic organisational plan are the translated form of organisational mission and goals. According to the principle of alignment, to achieve corporate goals in every aspects of an organisations activities have to be incorporated and pull together. The performance of the people within the organisation depends on the achievement of strategy and vision which in turn calls for high level of motivation and dedication among employees. The organisational mission, goals and values is reflected by the performance of the employees and their excellent performance relies on the opportunities how much they are getting from the business. In an organisation different functional area like: marketing, manufacturing and human resource, after formulating corporate and business level strategy managers need to translate strategic precedence into these areas. This contains all the different aspects of business but predominantly have to be comprehensible between the requirements of organisations strategy and HR policy. There are two types of fit that HR policy and practices require to attain: a) Internal alignment b) External alignment Internal Alignment: In internal alignment managers must have to make sure that their HR practices are all associated with one another within the organisations to set up a formation that is reinforced mutually. From organisations point of view the whole variety of HR practices-job design, training, staffing, performance appraisal and compensation must have to be focused on the same personnel objectives. External Alignment: The link between business strategies and key initiatives in human resource are mainly focused by external alignment. The processes required in order to assess the effectiveness of human resource strategy and its impact on overall corporate strategy: Diagram: Typical strategic recruitment process Dynamic Environment Recruitment requisition Position analysis Vision Position description Strategic business plan Human resource strategy Human resource plans and policy Recruitment process Position evaluation Key stakeholders Budget check sourcing Dynamic Environment Pool of applicants Selection process Source: Nankervis A, Compton, R, Braid, M, 2005, Strategic Human Resource Management (6th edition), Cengage, South Melbourne. Recruitment: A major concern is a recruitment and retention of staff; especially where the pool of availability of workforce is limited. However, due to the requirement of high skill personnel, a shortage of prospective recruits exists in an organisation. The decision of staffing has been formalised by the HRM department at head office. Organisations provide work for people in different position to achieve their own goals. Most of the organisations have vacancy at different time around the year and they need to be filled them on time to continue their work effectively. For recruit and select the best person for the vacancy organisations have to follow certain processes. The personnel decision process helps the organisation to make a decision about the person to who is going to appoint. It makes sure that it will be fairly treated with all the individuals who are going to apply for the post. All the candidates are evaluated on the basis of related skills and behaviours. The outputs of every decision affect the working lives of employees, whose requirements must be met. The organisational productivity increasingly depends on these employees because of hiring right person for the job. The human resources decisions based on the following seven steps: 1. Getting job oriented information through job analysis. The process of identifying tasks, duties and responsibilities is job analysis. Once it has been completed, job analysis leads to identify the knowledge, abilities and skills required to do the job that is job description. After that, organisations will continue through job specification. 2. Identify the measures of job success: There is way of measuring job success called criteria and that is measured through organisational psychologist. 3. Identify predictors and measures 4. Determining the relationship between and predictors job success 5. Developing a recruitment strategy 6. Implementing the selection process 7. Determining the worth of selection system An organisation basically follows two strategies for recruiting suitable qualified individuals. These are- Internal recruitment An Organisation first tries to fill an open position internally through current employees inside the organisation by advertising. External recruitment There are wide range of strategies for recruiting people from outside the organisation like-giving advertisement at newspaper by providing information about job requirements, job duties and responsibilities. The other way of recruiting is through internet. It will create problems for them who dont have the access the internet. Large organisations visit campuses of universities of technologies to recruit their candidates is known as campus recruitment. Sometimes organisations employ human resources recruitment agencies and their services are to provide the whole recruitment process. These are not on low-cost. The least costly external recruitment technique is employee referrals technique. This is a technique by which ask to someone in current employees about they have someone who is interested for this open position. The main advantages of external recruitment are that helps to get new ideas and skills into the organisation. Sometimes it does create problems for them because they dont have knowledge about the new environment and culture. Employees need to spend more time on that. Selection: The process of choosing appropriate candidates for the organisation when it has received applications for open jobs is known as selection. This is the final steps of recruitment process. It is the combinations of eight basic steps. Recruiting candidates Carrying out application form Screening test Checking of reference Arrangement of psychological test Arrange interview for selection Medical check up Making an offer to successful candidates There are some additional terms which used by the organisational psychologist during the process of selection. These are-job selection ratios, realistic preview of job and cut-off. Retention: It is very important and ongoing issue. Its a serious problem when an organisation will have to face continuously for the estimated future. An organisation always wants to retain employees in short of supply and they want to have alternatives. Organisations always keep going on developing their own plan to retain employees by conveying responsibility. The main base of retention job description, recruitment, selection and orientation. Mainly retention focus on job satisfaction and fit with the organisational culture and the strategies based on this should focus on maximising three types of satisfaction. These are personal, professional and social. If organisation fails to recruit right person for the right track then organisations has to suffer and employees has to suffer as well. For example; hidden cost incurred by the management to fix that problems. For that reason organisation has to loss their productivity. From the employees point of view-they have to face problems due to not h aving proper skills in specified job. They have to spent more time and energy on finding new position. Overall they become frustrated. Communication, recognition and future orientation are the key attributes for successful strategies for retention. There are different types of retention strategies based on organisational situations-strategies based on compensation, strategies based on work environment and strategies based on career orientation. Strategy based on compensation: There are some organisation focuses on compensation such as IT firms. Strategies based on work environment: Most of the organisations focus on internal environment of the organisation or the culture of the organisation. Strategies based on career development: some companies focus on retention strategies through career development. Training, Learning and Development: Training plays an important role for the development of all employees which responds to individuals and helps to achieve organisational requirements by improving performance and understanding (Armstrong, 1992).Considering with the strategic direction, how the organisations core competencies of employees can be identified and advantages taken from environmental factors. From the training and development terms, this can implement the classical training cycle and business planning come close to determining training needs (Mayo and Pickard, 1998). Organisation objective Planning Evaluating Delivering Figure: Business objectives within the training life cycle (winter, 1995). The training strategy is a system that determines the competencies required for the organization in the future and how it can be achieved. Organisations need these training strategies for different perspectives like- -To increase the productivity through expenditure on capital improvements -To increase the productivity through spending on developing human capital Different methods of training for people: Generally there are two types of training methods. a) On-site training methods 1) On the job training: In this training method, trainees get training under the direction of someone and encouraging them to gain knowledge and observe more and more from the existing experienced employees. Though its formal training so every employee get some initial knowledge from it. 2) Job rotation: This training method allows people to move in different department of the organisations. Through this job rotation employees develop skills in different section more than they would get from staying in one department. 3) Apprenticeship: Apprenticeship is a particular form on the job training though which a particular level employees used to get information about skilled trade (Goldstein Ford, 2002).For example; different company like:-electrician,plumber,carpenter,pipefitter,sheet metal worker etc. Is used this approach. b) Off-site training methods 1) Classroom lectures: Its one of the common methods of job training. It can provide large number of information at a time and easy to deliver it to the large no of trainees at a time. 2) Instruction in the form written material or forms based on computer. 3) Computer based training (CBT): Its a way training by which trainees can communicate and transfer and get information from instructor through computer, television etc. (Goldstein Ford, 2002).Its distance learning. Development of HR: Human Resource is the framework for employees can develop their personal and organizational skills, knowledge, abilities. Human resource development include; employee training, employee career, development, performance management and development, coaching, mentoring, succession planning, key employee identification. Understand the organizational needs and future demand as well as future capability, and know what talent it has available to it. And prove, as far possible, a career challenge to individuals that helps them to meet their aspirations. In developing the organization, personal development also important for the organizational improvement, because a individual persons are the set of organizational power mean resources. In bellow there the method of development: Individual Support- Organizational Interest- Dialogue Accreditation Organizational Mapping Performance Management Career-counselling Succession planning Appraisal discussion Career-planning Secondments Career discussion Personal plans Manpower/skills planning Development centres Mentoring Training prioritisation Vacancy management Learning resource centres Retention Strategies Self-managed learning 360 degree feedback Potential assessment Managerial coaching External coaching High-flyer development Flexible working Training facilities getting to grips with the needs of a job quickly, and by improving the knowledge and skill of worker it allows the employee improved quality, and enhance of skill based on the employee could lead to their job enrichment with benefits to both the person and the organization. Motivational impact of training in a manifest when staff feel a sense of reorganization when sent on training course, and after been trained they are motivated to acquire new skills, particularly when rewards follow the acquisition and use of skills. Identification with organization could be fostered when a better understanding of mission statements and corporate objectives is achieved through training. Strategies for positive employee relation: Employees are the stake holder of the organisation and cant be compared with task, functions, process or products. Emotional support and personal considerations are required for them to understand them. Its very complicated to draw up employees inventory and arrange them in warehouse in a systematic way. Any decisions regarding this will attempt a negative impact on them and may cause a break down in operations. So it is very important for the organisation to identify and value those differences and always give importance on the achieving positive and fruitful employee relations. The main concern of employee relations strategy: How to minimise the conflict by maintaining employee relations through building stable and cooperative relationships. How to achieve employee commitment though involvement of employee involvement and communication processes. -How to develop interest in employees towards the achievement of organisational goals. Strategic direction. The approaches of human resource management towards employee relations: To drive them for commitment: To get all the employees with the organisations by winning their heart and minds and make sure a fruitful return on training and development. A emphasizing on mutuality: getting the letter across that we are all together in this. A shifting of collective bargaining in the organisation to individual. By using of employee involvement techniques. Through applying total quality management (TQM) To use human resources more effectively sometimes increase flexibility in working environment, including multi skilling By giving more importance on team work Once organisation has established it is very difficult to change the organisations culture, this means to change the employee relationships culture is also difficult. The organisation will become more successful when senior management think employee relationship strategically in employee perception rather than rival organisations. It can be achieved simply by aiming to recruit and retain more effectively and by developing employee relationship strategies to increase the overall satisfaction of employees though chances (like feeling interest in job, job security, positive completion, and influence them performance) and decrease the dissatisfaction Performance management: Performance in an organisation cannot be defined but it can be measured. Its measurement of muti-dimentional construct depending on variety of factors (Bates and Holton, 1995). Bernadin el al (1995) concerned that Outcomes of work should be defined as performance because it creates a strong linkage with organisational goals, customer satisfactions and economic contributions. It is about managing of the organisation in the perspective of internal and external environment. There are different stages of performance management showed in figure 2.1: High performance Improved performance Low performance Start year Agreement of performance During year Monitoring and review against agreement End year Review of main performance Figure 2.1: Different stages of performance management Performance management involves continuous review of performance against organisational objectives, requirements and plans and the performance agreement, enhancement by implementation and developments line-up for the next. Business strategy, employee development and total quality management (TQM) are main processes in the business that should be linked with the performance management for achieving business performance (Hartle, 1995). Basically the force for vertical and horizontal integration is performance management.Vertical integration: Vertically It can be achieved in two ways. Firstly, it facilitates the coalition of strategies and plans of the business with individuals and teams. There targeted aims are those that support the success of corporate goals.secondly, the organisational core values and capabilities should take place through vertical integration as well as values adopted and the level of potential achieved by individuals. Valuing peopleHorizontal integration: It is the association of performance management and human resource strategies that deals with valuing, paying, relating and developing people. Organisations effectiveness can be increased through the impact of performance management. The effectiveness of the organisations can be improved by adopting with various processes of managing, motivating and developing people through successful integration with performance management. It shows in figure 1.3: Developing people Performance management Paying people People involvement Figure 1.3: Performance management as a central point for integrated HR activities Reward: The main purpose of reward is to increase job performance, productivity, meet the customer expectation and to hold recognition. In other way- To achieve the goal To accomplish the task on time To take out boring from work place To promote the employee to work To meet the higher and lower order needs Strategies for reward: All employees are in the reward strategy for example: line managers, stake holders. All the employees work hard with skills and effort in return they get salary and other performance bonus from employers. Its also good relationships developed between employees and employers through good working environment and excellent communication. In broader sense strategic aims include: To introduce a more incorporated approach to reward management and encouraging the employees through continuous personal development. To develop flexible approach. To reward people according to employees contribution. To make a clear specification about what behaviour will be rewarded and why. Reward management: According to Contingency theory applied to reward: Different reward strategies are required for organisational diversity and cultures. Different reward strategies and its usefulness vary according the organisations policies and practices. Business strategies may take forward the business strategy inside the organisation. The interrelationship between the employees and managers will influence the strategies at different levels in the organisations. Performance related pay should depends on the way motivation of employees Initiatives for specific rewards: It depends on the examination of present circumstances in the organisation and need of evaluation of the business and its employees. Examples of some possible initiatives: The establishment of contribution pay scheme through replacing of present methods of contingent pay The initialisation of new grades and pay structure The substitution job evaluation scheme with more clarified scheme that shows values and needs of the organisation. The improvement of flexible benefit system The arrangement of announcement and training programmes to tell all the employees about the reward policies and practices. Development of Reward strategy: Development of strategy: In todays organisation is facing fast changing economic environment, technological advancement and globalisation. Organisations have to cope up with these changes. The close fit between business strategy and HR strategy actually help to reach their desired target. From the business point of view, it has to take account on trend such as concentration on core business, market segments, get maximum values from reward system, and give more importance on flexibility. They have to change the old system with the best practices to meet these requirements. The design of reward system must need to be fair and need to operate consistently to recognize individuals needs. There are many steps for developing strategies: Determine the main issues for business strategy that affects the reward and policy To find out crucial success factors for the business and need to think implications for human resource and reward strategies. Need to keep in eye on old reward strategies and identify any change require for that to adapt that with new changes of the organisations. To identify the implications for HR plans to establish future needs. Discuss with the consultant about how to develop reward strategies Consider external factors like policies of government, income tax regulations, peoples pay and pressure from local or international. Conclusion: At the end we can conclude the importance of human resource management strategies in an organisational context by summarising the needs that for effective running of the business HRM is essential. It is not possible to run the organisation without engaging human resource management. Human resource management need to be active in order to maintain all the section within a short time. Moreover, human resource management helps to enhance the productivity of an organisations people through hiring right person at right place at time by making good strategies. HRM also motivate their employees through various ways like pay and reward. This is way how human resource management helps in achieving the overall performance of the organisation through developing strategies and implementing them effectively towards the organisational success.

An Unhealthy Image Essay

Over the years, models have become skinnier and skinnier, and now most models are just too thin. Being a fashion model went hand-in-hand with being slim, but now being a fashion model goes hand-in-hand with no body fat whatsoever. It took the death of a young adult at a fashion show taking place during Fashion Week for officials in Madrid to finally say ‘No more’ to overly underweight models, and others are being to follow suit. Luisel Ramos was one of Uruguay’s top fashion models at the age of only 22. In preparation for Uruguay’s Fashion Week, she stuck to a strict diet of only lettuce and Diet Coke for about three months leading up to the show. Shortly after exiting the runway during a fashion show, she collapsed backstage trying to fight through a heart attack, but because of the lack of nutrition was unable to win the battle (Phillips). The strict dieting Ramos stuck to left her weighing only 98 pounds. This is the average weight of a 12 or 13 year old standing a little over 5 feet tall, but at a height of almost 5’10, this is alarming (Average Height to Weight Chart). That’s a body mass index, or BMI, of only 14.5! BMI is calculated using a person’s weight in conjunction to their height and is used to categorize a person’s weight to determine if they are underweight, average weight, or overweight. (Healthy Weight: Assessing Your Weight: Body Mass Index (BMI)). According to The World Health Organization, a BMI of 16 is already considered starving, so 14.5 is extremely underweight. To add insult to injury, Lusiel’s 18-year-old sister died the following year for the same contributing reason, malnutrition (Phillips). Australia, along with some European countries, and a few case-by-case fashion shows in the United States have already started banning severely underweight models, but a majority of countries have yet to join the movement. There should be a weight minimum on models because without one the pressure to be thin forces unhealthy dieting and eating disorders, the fashion industry is promoting an unhealthy body image, and because we simply should not be encouraging a sickness. There is definitely an undeniable pressure for models to be thin in the fashion industry. According to Martin J. Tovee, a professor at Newcastle University and one of the conductors of the study â€Å"Supermodels: Stick  Insects or Hourglasses?†, â€Å"model cards provide accurate biometric data on the basis of which the models are hired† meaning to models and designers, numbers are everything (Tovee). Unfortunately, it is usually the lower the numbers, the greater the chance of being picked, putting a great amount of pressure on fashion models to be skinny. But there are a host of health problems that go hand-in-hand with being super skinny. One with an eating disorder will most likely suffer from an irregular heartbeat; sensitivity to cold temperatures; thinning of bones; lowered blood pressure but also a lowered pulse, lowered body temperature, and breathing rates. Lack of proper nutrition can even cause damage to vital organs like the heart, brain, or kidneys (â⠂¬Å"Eating Disorders: Complications†). None of these health problems can and should be taken lightly. After reading a list like this, it’s not surprising that 1 out every 10 eating disorders leads to death (Weltzin). What is shocking, however, that it is said that one of the most common causes of death among those with an eating disorder is not directly related to a physical health problem, but instead the mental aspect of it. It appears that suicide among those with eating disorders is one of the most common causes of death and was confirmed in one of the many studies done titled, Suicide and attempted suicide in eating disorders, obesity and weight-image concern, which is a study completed by the Department of Psychiatry at the University of Rome. They have determined that, â€Å"individuals suffering from anorexia nervosa and bulimia nervosa commit suicide more often than their counterparts in the general population; also a few studies have suggested that suicide is the major cause of death among patients with anorexia nervosa, refuting the assumption that inanition generally threatens the life of these patients† (Pompili). Suicide is often a result of pressure or challenges becoming unbearable. These models are literally dying to be ‘beautiful’. Since 2010 alone, there have been seven reported cases of suicide among models as young as 16-years-old (Coles). With a minimum weight requirement put in place, some of the pressure put on by the fashion industry to be too skinny will be taken off of these young models. The fashion industry is crawling with designers and the â€Å"beautiful† people they chose to represent them. Sadly, the fashion industry’s idea of  Ã¢â‚¬Å"beautiful† is unhealthily underweight bodies attached to pretty faces. In many aspects, models are widely respected. They introduce the world to the up-and-coming trends; they show the world different ways to put together outfits; and they make up a small portion of the population who are portrayed as physically â€Å"perfect† and who doesn’t want to be what others think â€Å"perfect† is? For those who feel they are not already beautiful, they look to these models to try and discover how â€Å"beauty† can actually be defined. A few things might stick out to those who look to models for guidance. They might notice the pretty hair, or the seemingly flawless skin, and they may even notice the models’ above average height, but one thing that cannot be looked over: the modelâ₠¬â„¢s weight. Fashion models are all very petite and most are lacking the natural curves of a woman. But models and the fashion industry are promoting this body image as what ‘beauty’ can be defined as. Former Victoria Secret model, Frederique van der Wal, was in awe at the sight of how skinny the models were who strutted down the runway during New York’s Fashion Week in 2006. She commented on the sight by stating, â€Å"This unnatural thinness is a terrible message to send out. The people watching the fashion shows are young, impressionable women† (Hellmich). It can be agreed that the situation is bad when one of their own comments on it. But there is plenty of truth to stand behind what the model is saying. In fact, a professor of psychiatry at Rush Medical College in Chicago and the vice president of the American Psychiatric Association, Nada Stotland agrees, arguing that â€Å"We know seeing super-thin models can play a role in causing anorexia†¦ because many models and actresses are so thin, it makes anorexics think their emaciated bodies are normal† (Hellmich). With this definition of beauty, young people who aspire to be models are doomed. Whether they like it or not, many models and actresses are seen as role models, and many young girls growing up look to models and actresses as such. When females look to some of the models as role models, and see all the glam, glory, and attention that these models are receiving, it only encourages the disorder. Role models should be that: role models. They should be promoting a positive image, both mentally and also physically. However, overly thin models display the exact opposite. They are mentally unhealthy, and it shows physically. What these young people may not know about wanting to be a dangerously underweight model are the health problems  that being dangerously underweight are linked to. In fact, the models that are participating in being dangerously underweight may not know the health problems they may be bringing upon themselves either. However, this is not a suggestion that thin models cause eating disorder in those who look up to them. One of the misconceptions and arguments against applying a weight minimum to modeling is that thin models do not cause eating disorders, it has yet to be proven so this is a valid argument, but on the other hand, it cannot be denied that it could be an attributing factor in some cases. Another argument against weight restrictions, is that if models are seen as role models to others and are being held accountable, then others in the limelight need to be held accountable, also. The flaw in this argument is that ‘others’ are actually being held accountable. Some may considered musical artists a role model. With this said, newly signed rapper, Wiz Khalifa is known for his reference to marijuana in his songs, but is still adored by the younger generation. However, this caught up with him last year when he was arrested for drug position (Miller). Without this minimum weight requirement, these severely underweight models are only being encouraged. The thinner the model, the more work and opportunities that are available to them. Hiring the thinnest models is justified by saying that designers need models that will fit sample clothes. There has been discussion by The Council of Fashion Designers of America about increasing sample clothing sizes but only few have taken the initiative to increase the sample clothing size. Sample clothing is prototype of clothing designers create for a model to wear down the runway, before mass producing. Sample clothing sizes usually range from a size zero to a size two. A former runway model, Valentine Fillol Cordier, explains, â€Å"The measurements have changed – I’d say the perfect hip size now is 10cm less that it was in the 90’s. All the girls have lost on the hips† (Fisher). She then goes on to explain that since she was unable to keep up with changing measureme nts, â€Å"[she] can’t work anymore† (Fisher). The editor of respected fashion magazine, _Vogue_, Alexandra Shulman, sent a letter to major international fashion houses complaining that â€Å"sample sizes sent by designers are now so ‘minuscule’ they force fashion editors to use models  with ‘jutting bones’ and ‘no breasts or hips'† (Fisher). As sample sizes get smaller and smaller, the healthier models find themselves out of work while the unhealthy models get all the glory. By the unhealthier models getting all the glory, it is only reassuring the models that being severely underweight is a good thing, and encouraging other models to get skinnier when in fact is it absurd. The world might wince at the sight of skin and bones walking around, but as long as these models are being used to showcase designers’ apparel and still getting paid, who is going to stop them? Some have finally said enough is enough to severely underweight models. The first ban on overly underweight models took place in 2006 in Madrid. In order to determine what a healthy weight is for a model, fashion shows taking place in Madrid evaluate the Body Mass Index, or BMI, which compares the models’ height to their weight. Any models falling below the â€Å"healthy† weight limit being turned away. The mayor of Milan in Italy, has decided to do the same. She says that the only way that this policy will be overturned is if there is another to keep the models from looking â€Å"sick† (â€Å"Skinny Models Banned from Catwalk†). More recently, Victoria Beckham banned 12 models from her New York fashion show last year. Even though she is quite thin herself, she did not want to keep the trend going by supporting underweight models. Placing a weight minimum on models would not be put in place to discriminate against models and designers, but instead for the welfare of models and the people who look up to them. Without the weight minimum, the fashion industry is promoting an unhealthy body image. They are sending the message to consumers and the people who look towards the models as role models that it is okay to be severely underweight. Not only is the fashion industry negatively impacting others, but it is also negatively impacting the models, themselves. They are killing themselves to be this idea of â€Å"beautiful† that the fashion industry has defined. Just as important, without this minimum weight requirement, this unhealthy lifestyle, this sickness, is being glorified and encouraged, wherein it should not be. Eating disorders are exactly that, illness, and no one should be cheered on for it. Bibliography â€Å"Average Height to Weight Chart.† _Disability News, Information and Resources – Disabled World_. Disabled World, 28 Oct. 2007. Web. 21 Oct. 2011. . Coles, John. â€Å"Aspiring Teenage Model Gabby Joseph Killed by a Train.† _Metro.co.uk_. Metro, 28 Apr. 2011. Web. 22 Oct. 2011. . â€Å"Eating Disorders: Complications.† Mayo Clinic. Mayo Foundation for Medical Education and Research, 12 Jan. 2010. Web. 30 Nov. 2011. . Fisher, Alice, and Caroline Davies. â€Å"Fashion Houses Hit Back In Row Over Who’s To Blame For ‘Size Zero’ Models.† The Guardian. The Observer, 13 June 2009. Web. 30 Oct. 2011. . â€Å"Healthy Weight: Assessing Your Weight: Body Mass Index (BMI).† _Centers for Disease Control and Prevention_. CDC, 13 Sept. 2011. Web. 21 Oct. 2011. . Hellmich, Nanci. â€Å"Do Thin Models Warp Girls’ Body Image?† _Health & Behavior_. USA TODAY, 26 Sept. 2006. Web. 22 Oct. 2011. . Miller, Carlin DeGuerin. â€Å"Wiz Khalifa Arrested: Rapper Bonds Out of Jail in Time for â€Å"Cheese Eggs Pimp† Breakfast – Crimesider – CBS News.† Breaking News Headlines. CBS, 9 Nov. 2010. Web. 28 Jan. 2012. . Phillips, Tom. â€Å"Anna Carolina Reston: The Model Who Starved Herself to Death.† _Latest News, Sport and Comment from the Guardian | The Guardian_. The Guardian, 13 Jan. 2007. Web. 23 Oct. 2011. . Pompili, M, Girardi P, Tatarelli G, Ruberto A, and Tatarelli R. â€Å"Suicide and Attempted Suicide in Eating Disorders, Obesity and Weight-image Concern.† _Eating Behavior_ (2006): 384-94. _NCBI_. NCBI, 23 Jan. 2006. Web. 22 Oct. 2011. . Povoledo, Elisabetta. â€Å"Milan Wants to See More Meat on Models.† _The New York Times – Breaking News, World News & Multimedia_. The New York Times, 15 Sept. 2006. Web. 22 Oct. 2011. . â€Å"Skinny Models Banned from Catwalk.† Featured Articles from CNN. CNN, 13 Sept. 2006. Web. 24 Nov. 2011. . Tovee, Martin J., Suzanne M. Mason, Joanne L. Emery, Sara E. McCluskey, and Esther M. Cohen- Tovee. â€Å"Supermodels: Stick Insects or Hourglasses?† _Supermodels: Stick Insects or Hourglasses?_ 350.9089 (1997): 1474-475. _TheLancet.com_. The Lancet. Web. 22 Oct. 2011. . Weltzin, Theodore E. â€Å"Eating Disorders.† _American Bar Association_. GPsolo Magazine, Oct.- Nov. 2004. Web. 24 Nov. 2011.

The Honest to Goodness Truth on Define Dissertation

The Honest to Goodness Truth on Define Dissertation The Benefits of Define Dissertation Although the notion of knowledge creation may look profound, you're engaged in knowledge creation as a portion of completing your dissertation. Working between physical science and social science can be challenging because the perspectives are frequently quite different, and in some instances, conflicting. You may define dissertation as a terrific chance to contribute new theories, knowledge, and practices to a specific field. If relevant, it is possible to briefly make suggestions for more research. What the In-Crowd Won't Tell You About Define Dissertation Based on how long and complex your research is, you might be unable to incorporate all results here. Employing a database during your research can conserve a lot of time in the writing-up approach. It fits into what is already known, and to show how your research. 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