Hebrew Greek Japanese And Hindu Creation Stories free essay sample

Hebrew, Greek, Japanese, And Hindu Creation Stories Essay, Research Paper Every one of the four innovative action accounts had its ain way of explaining inventive movement. The Gods in the stories were extremely alone in their ain way. They all spoke to various things and musings. Every account had its ain specific musings and highlights. In any case, the entirety of the stories were moreover in a way, since they everything considered of a specific clasp that is held sacrosanct to all universes. The four inventive movement accounts had numerous likenesses, each piece great as, contrasts. Initially, the Hebrew imaginative action story recounted one God who made the universe in six yearss. He made everything these days on the Earth, each piece great as, grown-up male and grown-up female. We will compose a custom paper test on Hebrew Greek Japanese And Hindu Creation Stories or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page He made grown-up male in his ain picture, so he himself resembled a human. God was over everything that was unadulterated and acceptable. Notwithstanding, a snake was available in the topographic point where God had put the grown-up male and grown-up female. The snake was shrewd and it convinced the grown-up female and grown-up male to resist God # 8217 ; s needs. The human # 8217 ; s work in the Hebrew account was to increase, be productive, and administer everything on the Earth. The Hebrew story comprised of simply one God, in contrast to different accounts in which there were numerous Gods, who had a recognizable force. The human # 8217 ; s work in this imaginative action account is to increase and administer, while, universes in different stories are managed by the Gods or universes are non even referenced by any means. This account resembles the other inventive movement stories since they all notice an Eden and Earth in some way. Next, the Grecian innovative action story contained numerous Gods. The principal God was Chaos. Gaia ( Earth ) was following and was a topographic point for the entirety of the immortals who lived on Olympus. Tartarus lived in a profound gap inside Earth. Eros was the most fine-looking of the immortals. Dark Night and Erebus originated from Chaos. Night had Aether and Day. Ouranos ( Heaven ) was delivered by Gaia to be all around her and different Gods. She bore Pontus the oceans and with Heaven she had Oceanos. Afterward, she bore Kronos. Gaia other than had Brontes, Stereopes, and Arges, who were Cyclopes. They each had simply one oculus in the focal point of their temples. They needed to do and introduce blast and lightning jolts to Zeus. Kotos, Gyes, and Briareos were the three boies of Heaven and Earth. They were frightful and savage. Each had one hundred weaponries and 50 caputs. They were extremely solid. Paradise loathed them, so he tossed them down into the Earth. Gaia did n on like this, so she had Kronos removed his male parent # 8217 ; s genitalias and toss them into the ocean. Aphrodite, the goddess of affection and advance, originated from the cut off genitalias. Eros and Desire followed her any place she went. Ouranos censured his boies for their dreadful title and called them Titans. The Greeks appeared to hold had a God for everything. In this account, there was no reference of universes, in contrast to different stories. Be that as it may, similar to the Nipponese account, Heaven and Earth, were Gods in the Greek story, while in the Hebrew story, paradise and Earth were existent topographic focuses. Moreover, similar to the Nipponese story, the Greek account recounted Gods bring forthing different Gods. The Nipponese imaginative movement story started with Heaven and Earth partitioning. They created Divine Beings. Something was delivered among Heaven and Earth that was changed into a God, calle 500 Kuni-toko-tachi-no-Mikoto and seven divinities, including Izanagi-no-Mikoto and Izanami-no-Mikoto, who were male and female. The two divinities lived in Heaven and thought about whether there was a state beneath them. They tossed down a spear and found the Ocean and an island framed from the seawater that dribbled from their spear. They proceeded to live on the island of Ono-goro-jima. They needed to go hubby and wedded lady with the goal that they could deliver more states. Along these lines, they strolled around the island exclusively and when they met the female range principal. The male did non O.K. of this so they strolled around the land one time again. This clasp the male talked first, and he said that he wanted for the female to be his hitched lady. They started bring forthing islands, each piece great as, the ocean, streams, and mountains. Along these lines, they got together and delivered individual to be the Lord of the Universe. They delivered the Sun-Goddess, Amatera su-Mikami. The Sun-Goddess shone splendidly so the two divinities sent her to Heaven. They other than created the Moon God what's more sent it to Heaven. Next, they had Sosa-no-wo-no-Mikoto, who was normal and wiped out tempered, so they sent him to the Nether-Land. This Nipponese inventive movement account had numerous Gods not at all like the Hebrew and Hindu stories. This account was like the Hebrew story in that it had male and female at the outset and they delivered, yet they created various things. In the Hebrew story the universes delivered more universes. In the Nipponese story the male and female are divinities that delivered things on the Earth. In this account, Heaven and Earth delivered a God, though in the Hebrew story, God made Heaven and Earth. This story was like the Grecian account since the entirety of the Gods were delivered from different Gods, and many had siblings and sisters. Last, the Hindu innovative action story recounted Purusa. Purusa was a conciliatory God. He was the Lord of everlasting status and the solitary Lord. He had one 1000 caputs, one 1000 eyes, and one 1000 pess. Three fourths of him was undying up in Heaven and one fourth of him was all presences. His natural structure was partitioned into a wide range of parts. From his soul came the Moon. His eyes delivered the Sun. Indra, the tempest and war God, and Agni, the God of fire, originated from his oral depression. The air current originated from his breath. His stomach was the sky, his caput was paradise, and his pess the Earth. Purusa resembled the Hebrew God, since they were both viewed as the solitary Lord. Be that as it may, they were diverse in light of the fact that the Hebrew god resembles a grown-up male and Purusa does non. Purusa is a conciliatory God, in contrast to the entirety of different Gods in different stories. The solitary reference of universes in this story was elucida ting how the classifications of individuals were orchestrated on Purusa # 8217 ; s natural structure. At long last, the entirety of the inventive movement accounts were comparable in manners, yet extraordinary in different ways. The Hebrew story recounted one God who was the swayer and shaper of everything. He made grown-up male and grown-up female to duplicate and oversee the Earth. The Grecian account had numerous Gods. Each God had his/her ain specific control over something. In the Nipponese innovative movement account, Heaven and Earth made a God and numerous divinities. Last, the Hindu story recounted Purusa, a conciliatory God, who # 8217 ; s parts were separated into the entirety of the highlights of Eden and Earth.

International developments in accounting Essay Example | Topics and Well Written Essays - 2000 words

Worldwide improvements in bookkeeping - Essay Example The recorded improvement of bookkeeping in India can be chiefly followed along three period viz. prior to the pioneer time, during the provincial time and in the postcolonial period. Pre-frontier period in India goes back to the hour of Mohenjo-Daro and Harappa human advancements where the elements of business and exchange began thriving on a progressive scale. In these periods the bookkeeping practice relied upon an arrangement of accounting initially pervasive in Greece. Further narrative proof of verifiable bookkeeping frameworks can be found in the Smritis, which contained guidelines, and guidelines of organization dealings. With the rise of the Chandragupta Empire the act of bookkeeping framework earned colossal concentration with crafted by Kautilya or Chanakya. Kautilya built up the treatise of ‘Arthashastra’, which delineated the various guidelines, guidelines, and moral behaviors of bookkeeping rehearses. Anyway with the development of the British colonialists, India began turning into the home ground for fast industrialization wherein the bookkeeping frameworks turned out to be all the more deductively treated to meet the complex mechanical and exchange requests (Hopwood and Chapman, 2008, pp.1399-1400). Frontier and post-provincial India got filled by numerous little gatherings of enterprises, which for the most part kept up records dependent on moderate and customary practices. These ventures by and large didn't want to keep up enormous arrangements of bookkeeping records for business purposes and along these lines depended on customary practices like ‘Single Entry Book Keeping’ (Mukherjee and Hanif, 2003, p.22.1). Customary Accounting Systems in India The bookkeeping frameworks being used in India during the conventional period were precise and laid primary spotlight on the receipt and installment framework. Moreover the act of bookkeeping was not led in a detached way however served a progression of various periods. The p eriod for which the records were created shifted along day by day, week after week, every other week, month to month or for yearly periods. Anyway in such frameworks the money related exchanges were not conveyed forward starting with one period then onto the next. Separate heads were made for various nature of records kept up and exacting administration was kept up contingent upon timing cutoff times. Further for every one of the different exchanges led a put down account was obligatorily kept up which was created on demand. The individual answerable for the keeping and upkeep of such bookkeeping records additionally directed separate reviews to confirm their legitimacy (Sarkar, 2003, p.248). The act of bookkeeping in Indian setting can likewise be concentrated along the arrangement of bookkeepings, which were common in the bookkeeping rehearses. The arrangement of accounting alludes to the style of keeping up and recording of money related exchanges under the different books of rec ords. Accounting frameworks kept up in the Indian setting contained of four unique sorts of practices viz. Money, Single Entry, Indian and Double Entry. The ‘Cash System’ of keeping up records of monetary exchanges is done in those worries where deals and buys are led distinctly based on money. Here in the event of credit exchanges they are accounted at later periods when met in real money. Additionally the ‘Cash System’ of budgetary accounting likewise relied upon the keeping up of income and consumption records to check the situation of

The 10 Rules of Successful Delegation

The 10 Rules of Successful Delegation So you are settling well into your new management role but you can’t help but feel like you have way too much on your plate and you are increasingly buried deep in work.That may be making you feel a little frustrated, but hey, there’s a way out of this â€" delegation.Delegation is a very important skill for any manager, business owner or team leader in the accomplishment of a majority of business goals. If you cannot delegate, you will have a very long shot at being a successful manager.While it might feel good to get all your tasks done on your own, you will eventually encounter stagnation and exhaustion, which will have a negative impact on your productivity.Delegation helps prevent you from getting to this point. In addition, it will allow you to make huge time savings and also present your team with opportunities to develop their skills.In today’s article, we are going to take a look at how to take advantage of delegation to improve your efficiency as a manager or business leader.WHAT IS DELEGATION? Since managers alone cannot undertake all the tasks assigned to them, they have to subdivide and sub-allocate the tasks to subordinates to achieve the targeted results.Delegation is the administrative process where authority to perform a particular task is conferred upon another person.This process cascades from the very top of the company in line with the scalar principle, where a clear chain of authority (chain of command or scalar chain) is established between superiors and subordinates.For example, authority is disseminated from the Board of Directors, to the CEO, departmental managers, first line managers and finally to where actual work occurs.Usually, one person can only effectively supervise a limited number of subordinates.When this limit is reached, they will have to delegate their powers to someone else to oversee the supervision.The managers performance is evaluated not on work actually done but what they get accomplished through their team.As a manager, you can only delegate the authority to perform a task but not responsibility.You are ultimately responsible for ensuring the tasks assigned are accomplished as planned.ELEMENTS OF DELEGATIONAuthority: This is the power you have as a manager to utilise and allocate business resources as you deem fit as well to issue orders aimed at attaining organisational goals. The scope of authority of a particular section-head is usually strictly defined to guard against misuse.Responsibility: Once authority is delegated, the employee to whom the tasks have been assigned is given responsibility over them and as such, completion is dependent on them. They will need to be answerable if the task is not accomplished as required.Likewise, they would be the ones directly in line for rewards associated with the exceptional accomplishment of such tasks. For the employees to reasonably shoulder responsibility, it will be accompanied by adequate authority transfer. That said, the delegating auth ority is holds the ultimate responsibility for the tasks.Accountability: This is the expectation that explanations for variations between the set task outcomes and the actual execution will be forthcoming from the employee to whom a task was delegated. This is inescapable since it stems from the responsibility. It means adhering to the set standards and being innovative.As authority moves from top to bottom, responsibility moves from bottom up. Accountability stems from responsibility and thus flows upwards.For example, if ‘A’ is assigned a task with enough authority and delegates to ‘B’, ultimate responsibility and accountability rests with ‘A’ but ‘B’ will still be responsible and accountable to ‘A’.WHY DELEGATION?Delegation can result in tangible and non-tangible benefits for businesses including saving time, money and reducing burnout.Research has demonstrated that poor delegation could achieve the inverse; increase employee burnout and tardiness, demotivatio n, confuse teams and eventually contribute to high turnover.To ensure successful delegation, managers must abide by some key guidelines that have been identified.To get you started on your journey to successful delegation, we conducted extensive research on some of the key guidelines of delegation that successful managers have been implementing.Below are the 10 rules of successful delegation which every manager must have up their sleeves.1. CHOOSE THE RIGHT PERSON OR TEAMAs a manager, you ought to have learnt, to some extent, the characteristics, personalities, strengths and weaknesses of your employees.You have to identify those that seem to be most passionate about taking more responsibility, leading teams or a new project.A good candidate can be someone who has expressed similar interest before and proven to be innovative.Ensure you engage the employee early enough so that you allow them some time to consider the impact the new responsibilities could have. Be prepared to address their most pressing concerns.It is also prudent to ensure that the employee you choose has the time to accomplish the task in addition to their daily roles. Do not overburden them.Consider their career goals and how their roles might change if you hand over the task to them.This is also an opportunity for your staff to show other strengths that you might not have been aware of.You can also look at it as a way to build on the team’s skillset.Many business owners have groomed their managers this way because they were able to mold them by delegating tasks from when they were at junior levels.Chances are this will also happen in your organization, so it is absolutely critical that you get started with the right people.2. LET GOThe next most important principle of successful delegation is the ability to let go.From the very definition of delegation, it is only beneficial if the manager can free up time to concentrate on higher level tasks such as leadership and strategy development.You must get to the level where you can trust your team to accomplish the tasks as you would have or even better without your interference.After all, you hired the best talent already and you decided on the best person to take over the task.Delegation is on the right track if managerial staff are able to work effortlessly with their subordinates in meeting the accomplishment of day to day deliverables.This involves trusting your staff’s skills and talents as well as their commitment to get the job done.Letting go means that once you have delegated a task to a subordinate, you should not keep checking over their shoulder to see if they are doing right.This will only waste your time and beats the point of delegation. It is actually better not to delegate a task rather than delegate and then keep following up on the task every now and then.It is imperative that you respect your employee’s autonomy; supervise, support and be ready to give guidance where necessary, but give them the spa ce to work on the task.This will actually make your employees more confident in their abilities.3. CLARITY IS CRITICALNo one likes unclear instructions or messages.They will most often leave people confused and can be demotivating, especially at the workplace.Don’t be that kind of manager who often leaves people wondering ‘what exactly am I supposed to do?’You cannot afford to be economical with the details here even when you think the employee can figure it out. Make sure the task requirements are clearly spelt out, as well as the deadlines.You should also explain the reason for delegating the task to the team or individual that you are entrusting the task to.This is actually an opportunity to inject confidence in them as they take over.Confirm that the understanding is shared and that all their questions are answered.If you are not clear with your employee, it is quite possible they could get the impression that work is being dumped on them arbitrarily.The ramifications of a hurried and ambiguous delegation process are quite obvious.The employee might get it wrong and the workload you were trying to shed off will back on your desk.Worse, important deadlines might be missed and revenue and clients lost.4. WHAT IS IN IT FOR THEM?If you are going to delegate to someone then you have to have to spell out what benefits they will accrue from taking on this responsibility.A study conducted by the University of Columbia showed that employees will respond more positively to delegation if they are well aware of the inherent benefits specific to the new tasks they are required to take over.As reported by the study, managers can weave the benefits language around the themes of empowerment, autonomy and increased visibility for the concerned employees.You wouldn’t expect workers to be overly enthusiastic about taking up new responsibilities, and possibly more working hours with no added benefits at a time when employees are trying to prioritize work-life balance. A similar study conducted on firms across California also showed that employees are more likely to take over tasks when there are tangible benefits.The study also revealed that delegating can boost employee’s excitement for work because they usually think of the practice as a grooming technique.5. PROVIDE RESOURCESIt would be detrimental to give your staff tasks and deny them the resources they need to accomplish them. As a wise business manager, you need to plan for this even before delegating.As you are thinking of the task at hand and the person or team that is going to perform the task, you need to think of the resources that they will use to get the task done.You also need to consider what other resources they might require.When supervising the team or checking up on their progress, be sure to also check on how well the resources at hand are working for them.Among the challenges that many managers have faced include details about the location, equipment, time, budgetary appro ximations and horizontal/vertical collaborations that sometimes discourage managers from delegating.Nevertheless, with a well-prepared delegation plan, a manager will ace through this crucial part of delegation. Some of the tools available to help you with resource allocation include, Slack, Evernote, and Wunderlist, among many others that you can easily find online.6. COMMUNICATE EFFECTIVELYEffective communication is critical to delegation and is a critical component accounting for many of the success rules outlined in this article.Be sure to communicate and check in with the person or team that you have chosen.Ensure that you check on the progress of the work but do not micromanage. Remember you are there only as an overseer and a facilitator.If your employees feel pressured to act like they are working, then the delegation process will fail.Clearly state your expectations, goals and deadlines. This is also your opportunity to get to know your employees and build long-term relatio nships that will ensure successful collaboration and alignment with company goals.Listen to them and ensure that they know you are listening by giving them feedback on their contributions, complains and suggestions.Do not only communicate when you are giving them the guidelines but also praise them when they accomplish something.This will pump their energies and they will be motivated to continue impressing you with their work.7. BE PATIENT AND UNDERSTANDINGGrowing an employee into the shoes of a new task is quite similar to raising children.You should always be ready for mistakes because they will definitely happen.You need to be patient as they grow up and understand that they are young and bound to make mistakes that you would not do.Nevertheless, with the right amount of guidance, children will grow and become their own individuals capable of handling their own business.Similarly, with delegating you might think that you could do it better and faster by yourself.But as their lea der, you are thinking about the future and the implication this new set of skills your team is acquiring could have on longer-term business goals.As such, your patience comes with a willingness to advice, suggest approaches and providing for room to make mistakes.Remember that even though you have delegated, you are still responsible for the outcomes of the task.Be prepared to explain the task at hand giving details and answering questions which some inexperienced managers would view as time consuming.You are better off viewing this time as an opportunity to learn more about your team and let the team learn more about your thought process so that you can work effortlessly with each other eventually.8. DO NOT OVER-DELEGATEAs we have discussed, delegating is beneficial for both management and staff!That’s right!Contrary to retrogressive opinion, delegating is not just the practice of dumping every other extra load on subordinates but an opportunity to grow employees, the management and the overall company.As such, managers need to be cautious not to fall into the trap of delegating too many tasks such that it beats the entire point of wanting to delegate.You must take into account the talent pool available at your disposal, creativity levels and the time implication.As a guide, you shouldn’t delegate the following;Routine tasks â€" while there is an exception to this rule, you want to best use your employs talents in the most profitable way for the company and not filling paperwork.Crises â€" you are the leader here and there is not time your team needs your expertise and authority than during a crisis.Ambiguous tasks â€" if a task for whatever reason seams ill-defined, it cannot then be passed on to a subordinate.Confidential issues â€" you are probably best trained to handle such matters that require sensitivity.Reprimand or praise â€" this has to come from you if it is to have the desired effect.Team development plan â€" while the team’s input is absolu tely necessary, as the leader, this falls on your corner.If you keep finding yourself increasingly not up to speed with team deliverables, getting last minute updates and not well aware of team priorities, you have probably been delegating more than you should have.You are duty bound to reevaluate how much guidance and structuration you are giving your team and take back some essential control.A good way to determine what tasks to delegate and which ones you need to handle yourself is to use a delegation matrix. Sample delegation matrix. Source: Atlas 1019. SHARE REWARDS AND APPRECIATE YOUR TEAMOnce the task is complete, do not metamorphose into an ungrateful leper and take the credit as solely yours.Recognizing the efforts of your staff will go a long way into improving their morale and commitment because they will feel valued.A simple way to recognize their effort it to have an open appraisal meetings where you gather your staff and praise the employee or team responsible for accomplishing a task.Make sure to spell out the inputs they made towards completing the duties delegated to them. Openly congratulate them for a job-well done.If there are any material benefits accrued from the completed task, share it with them and you will be assured a long-term relationship with that team or individual.10. EVALUATE! EVALUATE! EVALUATE!Now the task is complete and you have appreciated your team. It is time to evaluate!Evaluation is a must if you want to learn from the experience for a smoother one n ext time. It is time to sit down with your team and go through the task that they performed.Ask about their expectations before beginning the task, their challenges, how they solved them and what they learnt from the experience.Let this be the blueprint for the next time you delegate because it is practical and therefore applicable.Collectively brainstorm on the solutions that can be applied for the challenges that occurred during the process.Compare the results to the expected outcomes and the methods that you used to complete tasks.Think of better techniques that you could have used. Think of other novel ideas. To ensure that none of this information is lost, document the evaluation process and set it aside for another day.A Word of CautionWith these 10 rules, any manager can easily become a master of delegation.Managers should however, take caution when delegating. You should know that some employees feel overburdened when given tasks and others might think that their boss just w ants to offload.A recent study, revealed that some employees just think of their bosses as lazy when they give them tasks that they could have done.One employee said she had been willing to take on tasks but after a while saw that her boss seemed to be dumping his work on her, which she felt was very abusive.You will therefore need to clarify these details to your staff so that they can view it as an opportunity for growth rather than a punishment.Remember that delegation is not an easy process so do not expect it to be. Plan ahead of time in order to ensure a smooth process and better outcomes.Make sure you delegate early to ensure that the team or individual has enough time to complete the task effectively.Use your evaluation forms as a blueprint for when next you conduct the process.Be sure to give delegation a chance and enjoy learning and growing with your employees.WRAPPING UPSuccessful delegation is an arsenal for any manager or business leader and a proven technique that hel ps both management and staff to learn and grow. It is also an opportunity for managers to do the job that they were hired to â€" lead teams to complete tasks essential to achieving business objectives.There is a famous business motto that says if a manager leaves a company and there is no one to effortlessly take over, then the manager did not complete her or his job description. Delegation is a manager’s main job.The better a manager is at delegating, the better the team is.The difference between successful managers and their counterparts is the ability to delegate and consolidate the work team in meeting company goals.Once you have used these successful rules for delegating, you will become a better manager, you will save time, and your team will find opportunities to develop their skills as you entrust them with more and more responsibilities.

The Scientific And Disciplined Inquiry Approach - 757 Words

Introduction to Research Methodologies According to Merriam -Webster (2015), research is the â€Å"investigation or experimentation aimed at the discovery and interpretation of facts, revision of accepted theories or laws in the light of new facts, or practical application of such new or revised theories or laws†. As stated by Ndunda (2004), â€Å"research helps to provide facts, reliable information or verifiable information instead of assumptions.† Research should be conducted in a structured, systematic manner. When conducting research, many researchers use the Scientific and Disciplined Inquiry Approach. By following a set of systematic steps, researchers are able to use both inductive and deductive reasoning to critically analyze topics of interest. These steps are known as the scientific method. The steps include: identify and analyze the problem, collect data, draw conclusions, and revise theories. This essay will define four types of research, discuss the strengths of each, and provide examples for two research methodologies. Four Types of Research According to Johnson and Christensen (n.d.) â€Å"quantitative research relies primarily on the collection of quantitative data and the basic building blocks are variables.† Quantitative research fabricated by two major types known as experimental and nonexperimental research (Johnson Christensen, Quantitative, Qualitative, and Mixed Research, n.d.). Johnson and Christensen (n.d.) persists to explain these types by providingShow MoreRelatedResearch Methodologies : Questions, Variables, And Data793 Words   |  4 Pagesâ€Å"bottom-up† (Johnson Christensen, n.d.). Conclusion Using research is a trusted method for gaining insights to almost any problem. â€Å"A scientific and disciplined inquiry approach is based on systematic approach to examining educational issues and questions† (Ndunda, 2004). 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Out of the Big Five factors of personality this event caused his conscientious to be permanently altered. Conscientiousness is described as organized, careful and disciplined. There is no doubt that he already was highly conscientious, yet this event further caused this trait to be further expressed in his work.(cite santrock personality chapter) In order for him to cope with the finality of death he has diligently made

Artic Mining Consultant - 1595 Words

2.2 Individual Written Assignment – Case Study Report Assignment Overview The purpose of the case study report is to help you bridge theoretical and practical applications of organisational behaviour topics, while also helping you build important written communication and problem-solving skills. Analysing a case study allows you to simulate some of the complexities and ambiguities that are present in real organisational problems and consider practical and evidence-based solutions. You will analyse the events in a case study (see below) and apply relevant OB principles to analyse the case. You will support your analysis with relevant OB research from at least 5 academic, peer-reviewed journal articles. The assignment is†¦show more content†¦ii) The solution should be integrated with the problem analysis in the rest of the report. For example, if you analyse the problem in terms of a particular motivational theory, your recommendation should be logically related to that motivational theory. †¢ Evaluate the recommendation you provide. Discuss the pros and cons, limitations, practical challenges, etc., that would result if your recommendation were followed in this case. Would your recommendation resolve all of the issues in the major problem, or what gaps would remain? 6) References (note: not included in word count) †¢ Ensure that all references are appropriately cited in the text of your report. †¢ Include the full citation information in the References section. †¢ Follow the style guidelines for the Academy of Management Journal. Formatting your Assignment †¢ Your assignment must be typed, double-spaced, using standard fonts and have standard margins on all sides (i.e., 12-point, Times New Roman, 2.54cm margins). You may use essay or report format for this assignment. †¢ It is essential that your report is written in a neat, professional, and engaging manner. Check your writing for accuracy in spelling, grammar, etc. Convey your ideas in a clear, concise manner, use appropriate transitions between ideas and sections, and use headings when appropriate. La Trobe University and Sup de Co have many resources to help you developShow MoreRelatedThe Necessary Revolution - Peter Senge7154 Words   |  29 Pagesfossil fuel combustion grew dramatically, and so too did levels of water and air pollution. In the late 100s, London’s infamous â€Å"fog,† particulate emissions from burning coal, caused a virtual epidemic of respiratory diseases once confined to coal-mining communities. By 1952, air quality in London was so bad that the â€Å"great smog† (four days of toxic air trapped over the city) killed more than 4,000 people and galvanized the government to create air pollution regulations.1 other side effects went unseen

The Crystal Shard 27. The Clock of Doom Free Essays

string(156) " the wizard fears his army will disintegrate around him if stalled for any length of time\?† â€Å"It might,† replied Glensather of Easthaven\." Bremen was torched at dawn. The people of the small, unwalled village had known better than to stand and fight when the wave of monsters rolled across the Shaengarne River. They put up token resistance at the ford, firing a few bursts of arrows at the lead goblins just to slow the ranks long enough for the heaviest and slowest ships to clear the harbor and reach the safety of Maer Dualdon. We will write a custom essay sample on The Crystal Shard 27. The Clock of Doom or any similar topic only for you Order Now The archers then fled back to the docks and followed their fellow townsmen. When the goblins finally entered the city, they found it completely deserted. They watched angrily as the sailing ships moved back toward the east to join the flotilla of Targos and Termalaine. Bremen was too far out of the way to be of any use to Akar Kessell, so, unlike the city of Termalaine which had been converted into a camp, this city was burned to the ground. The people on the lake, the newest in the long line of homeless victims of Kessell’s wanton destruction, watched helplessly as their homes fell in smoldering splinters. From the wall of Bryn Shander, Cassius and Regis watched, too. â€Å"He has made yet another mistake,† Cassius told the halfling. â€Å"How so?† â€Å"Kessell has backed the people of Targos and Termalaine, Caer-Konig and Caer-Dineval, and now Bremen into a corner,† Cassius explained. â€Å"They have nowhere to go now; their only hope lies in victory.† â€Å"Not much of a hope,† Regis remarked. â€Å"You have seen what the tower can do. And even without it, Kessell’s army could destroy us all! As he said, he holds every advantage.† â€Å"Perhaps,† Cassius conceded. â€Å"The wizard believes that he is invincible, that much is certain. And that is his mistake, my friend. The meekest of animals will fight bravely when it is backed against a wall, for it has nothing left to lose. A poor man is more deadly than a rich man because he puts less value on his own life. And a man stranded homeless on the frozen steppes with the first winds of winter already beginning to blow is a formidable enemy indeed! â€Å"Fear not, little friend,† Cassius continued. â€Å"At our council this morning, we shall find a way to exploit the wizard’s weaknesses.† Regis nodded, unable to dispute the spokesman’s simple logic and unwilling to refute his optimism. Still, as he scanned the deep ranks of goblins and orcs that surrounded the city, the halfling held out little hope. He looked northward, where the dust had finally settled on the dwarven valley. Bruenor’s Climb was no more, having toppled with the rest of the cliff face when the dwarves closed up their caverns. â€Å"Open a door for me, Bruenor,† Regis whispered absently. â€Å"Please let me in.† * * * Coincidentally, Bruenor and his clan were, at that very moment, discussing the feasibility of opening a door in their tunnels. But not to let anyone in. Soon after their smashing success against the ogres and goblins on the ledges outside their mines, the fighting longbeards had realized that they could not sit idly by while orcs and goblins and even worse monsters destroyed the world around them. They were eager to take a second shot at Kessell. In their underground womb, they had no idea if Bryn Shander was still standing, or if Kessell’s army had already rolled over all of Ten-Towns, but they could hear the sounds of an encampment above the southernmost sections of their huge complex. Bruenor was the one who had proposed the idea of a second battle, mainly because of his own anger at the imminent loss of his closest non-dwarven friends. Shortly after the goblins that had escaped the tunnel collapse had been cut down, the leader of the clan from Mithril Hall gathered the whole of his people around him. â€Å"Send someone to the farthest ends o’ the tunnels,† he instructed. â€Å"Find out where the dogs’ll do their sleepin’.† That night, the sounds of the marching monsters became obvious far in the south, under the field surrounding Bryn Shander. The industrious dwarves immediately set about reconditioning the little-used tunnels that ran in that direction. And when they had gotten under the army, they dug ten separate upward shafts, stopping just shy of the surface. A special gleam had returned to their eyes: the sparkle of a dwarf who knows that he’s about to chop off a few goblin heads. Bruenor’s devious plan had endless potential for revenge with minimal risk. With five minutes notice, they could complete their new exits. Less than a minute beyond that, their entire force would be up in the middle of Kessell’s sleeping army. * * * The meeting that Cassius had labeled a council was truly more of a forum where the spokesman from Bryn Shander could unveil his first retaliatory strategies. Yet none of the gathered leaders, even Glensather, the only other spokesman in attendance, protested in the least. Cassius had studied every aspect of the entrenched goblin army and the wizard with meticulous attention to detail. The spokesman had outlined a layout of the entire force, detailing the most potentially explosive rivalries among the goblin and orc ranks and his best estimates about the length of time it would take for the inner fighting to sufficiently weaken the army. Everyone in attendance was agreed, though, that the cornerstone holding the siege together was Cryshal-Tirith. The awesome power of the crystalline structure would cow even the most disruptive orcs into unquestioning obedience. Yet the limits of that power, as Cassius saw it, were the real issue. â€Å"Why was Kessell so insistent on an immediate surrender?† the spokesman reasoned. â€Å"He could let us sit under the stress of a siege for a few days to soften our resistance.† The others agreed with the logic of Cassius’s line of thinking but had no answers for him. â€Å"Perhaps Kessell does not command as strong a hold over his charges as we believe,† Cassius himself proposed. â€Å"Might it be that the wizard fears his army will disintegrate around him if stalled for any length of time?† â€Å"It might,† replied Glensather of Easthaven. â€Å"Or maybe Akar Kessell simply perceives the strength of his advantage and knows that we have no choice but to comply. Do you, perhaps, confuse confidence with concern?† Cassius paused for a moment to reflect on the question. â€Å"A point well taken,† he said at length. â€Å"Yet immaterial to our plans.† Glensather and several others cocked a curious eye at the spokesman. â€Å"We must assume the latter,† Cassius explained. â€Å"If the wizard is truly in absolute control of the gathered army, then anything we might attempt shall prove futile in any case. Therefore, we must act on the assumption that Kessell’s impatience reveals well-founded concern. â€Å"I do not perceive the wizard as an exceptional strategist. He has embarked on a path of destruction that he assumed would cow us into submission, yet which, in reality, has actually strengthened the resolve of many of our people to fight to the last. Long-standing rivalries between several of the towns, bitterness that a wise leader of an invading force would surely have twisted into an excellent advantage, have been mended by Kessell’s blatant disregard of finesse and his displays of outrageous brutality.† Cassius knew by the attentive looks he was receiving that he was gaining support from every corner. He was trying to accomplish two things in this meeting; to convince the others to go along with the gamble he was about to unveil, and to lift their outlook and give them back some shred of hope. â€Å"Our people are out there,† he said, sweeping his arm in a wide arc. â€Å"On Maer Dualdon and Lac Dinneshere, the fleets have gathered, awaiting some sign from Bryn Shander that we shall support them. The people of Good Mead and Dougan’s Hole do likewise on the southern lake, fully armed and knowing full well that in this struggle there is nothing left at all for any survivors if we are not victorious!† He leaned forward over the table, alternately catching and holding the gaze of each man seated before him and concluded grimly, â€Å"No homes. No hope for our wives. No hope for our children. Nowhere left to run.† Cassius continued to rally the others around him and was soon backed by Glensather, who had guessed at the spokesman’s goal of increasing morale and recognized the value of it. Cassius searched for the most opportune moment. When the majority of the assembled leaders had replaced their frowns of despair with the determined grimace of survival, he put forth his daring plan. â€Å"Kessell has demanded an emissary,† he said, â€Å"and so we must deliver one.† â€Å"You or I would seem the most obvious choice,† Glensather intervened. â€Å"Which shall it be?† A wry smile spread across Cassius’s face. â€Å"Neither,† he replied. â€Å"One of us would be the obvious choice if we intended to go along with Kessell’s demands. But we have one other option.† He turned his gaze squarely upon Regis. The halfling squirmed uncomfortably, half-guessing what the spokesman had in mind. â€Å"There is one among us who has attained an almost legendary reputation for his considerable abilities of persuasion. Perhaps his charismatic appeal shall win us some valuable time in our dealings with the wizard.† Regis felt ill. He had often wondered when the ruby pendant was going to get him into trouble too deep to climb out of. Several other people eyed Regis now, apparently intrigued by the potential of Cassius’s suggestion. The stories of the halfling’s charm and persuasive ability, and the accusation that Kemp had made at the council a few weeks earlier, had been told and retold a thousand times in every one of the towns, each storyteller typically enhancing and exaggerating the tales to increase his own importance. Though Regis hadn’t been thrilled with losing the power of his secret – people seldom looked him straight in the eye anymore – he had come to enjoy a certain degree of fame. He hadn’t considered the possible negative side effects of having so many people looking up to him. â€Å"Let the halfling, the former spokesman from Lonelywood, represent us in Akar Kessell’s court,† Cassius declared to the nearly unanimous approval of the assembly. â€Å"Perhaps our small friend will be able to convince the wizard of the error of his evil ways!† â€Å"You are mistaken!† Regis protested. â€Å"They are only rumors †¦.† â€Å"Humility,† Cassius interrupted, â€Å"is a fine trait, good halfling. And all gathered here appreciate the sincerity of your self-doubts and appreciate even moreso your willingness to pit your talents against Kessell in the face of those self-doubts!† Regis closed his eyes and did not reply, knowing that the motion would surely pass whether he approved of it or not. It did, without a single dissenting vote. The cornered people were quite willing to grab at any possible sliver of hope they could find. Cassius moved quickly to wrap up the council, for he believed that all other matters – problems of overcrowding and food hoarding – were of little importance at a time like this. If Regis failed, every other inconvenience would become immaterial. Regis remained silent. He had only attended the council to lend support to his spokesmen friends. When he took his seat at the table, he had no intentions of even actively participating in the discussions, let alone becoming the focal point of the defense plan. And so the meeting adjourned. Cassius and Glensather exchanged knowing winks of success, for everyone left the room feeling a bit more optimistic. Cassius held Regis back when he moved to leave with the others. The spokesman from Bryn Shander shut the door behind the last of them, desiring a private briefing with the principle character of the first stages of his plan. â€Å"You could have spoken to me about all of this first!† Regis grumbled at the spokesman’s back as soon as the door was closed. â€Å"It seems only right that I should have been given the opportunity to make a decision in this matter!† Cassius wore a grim visage as he turned to face the halfling. â€Å"What choice do any of us have?† he asked. â€Å"At least this way we have given them all some hope.† â€Å"You overestimate me,† Regis protested. â€Å"Perhaps you underestimate yourself,† Cassius said. Though the halfling realized that Cassius would not back away from the plan that he had set in motion, the spokesman’s confidence relayed an altruistic spirit to Regis that was genuinely comforting. â€Å"Let us pray, for both our sakes, that the latter is the truth,† Cassius continued, moving to his seat at the table. â€Å"But I truly believe this to be the case. I have faith in you, even if you do not. I remember well what you did to Spokesman Kemp at the council five years ago, though it took his own declaration that he had been tricked to make me realize the truth of the situation. A masterful job of persuasion, Regis of Lonelywood, and moreso because it held its secret for so long!† Regis blushed and conceded the point. â€Å"And if you can deal with the stubborn likes of Kemp of Targos, you should find Akar Kessell easy prey!† â€Å"I agree with your perceptions of Kessell as something less than a man of inner strength,† said Regis, â€Å"but wizards have a way of uncovering wizardlike tricks. And you forget the demon. I would not even attempt to deceive one of its kind!† â€Å"Let us hope that you shall not have to deal with that one,† Cassius agreed with a visible shudder. â€Å"Yet I feel that you must go to the tower and try to dissuade the wizard. If we cannot somehow hold the gathered army at bay until its own inner turmoil becomes our ally, then we are surely doomed. Believe me, as I am your friend, that I would not ask you to journey into such peril if I saw any other possible path.† A pained look of helpless empathy had clearly worn through the spokesman’s earlier facade of rousing optimism. His concern touched Regis, as would a starving man crying out for food. Even beyond his feelings for the overly pressured spokesman, Regis was forced to admit the logic of the plan and the absence of other avenues to explore. Kessell hadn’t given them much time to regroup after the initial attack. In the razing of Targos, the wizard had demonstrated his ability to likewise destroy Bryn Shander, and the halfling had little doubt that Kessell would carry out his vile threat. So Regis came to accept his role as their only option. The halfling wasn’t easily spurred to action, but when he made up his mind to do something, he usually tried to do it properly. â€Å"First of all,† he began, â€Å"I must tell you in the strictest of confidence that I do indeed have magical aid.† A glimmer of hope returned to Cassius’s eyes. He leaned forward, anxious to hear more, but Regis calmed him with an outstretched palm. â€Å"You must understand, however,† the halfling explained, â€Å"that I do not, as some tales claim, have the power to pervert what is in a person’s heart. I could not convince Kessell to abandon his evil path any more than I could convince Spokesman Kemp to make peace with Termalaine.† He rose from his cushioned chair and paced around the table, his hands clasped behind his back. Cassius watched him in uncertain anticipation, unable to figure out exactly what he was leading up to with his admission and then disclaimer of power. â€Å"Sometimes, though, I do have a way of making someone view his surroundings from a different perspective,† Regis admitted. â€Å"Like the incident you have referred to, when I convinced Kemp that embarking upon a certain preferable course of action would actually help him to achieve his own aspirations. â€Å"So tell me again, Cassius, all that you have learned about the wizard and his army. Let us see if we might discover a way to make Kessell doubt the very things that he has come to rely upon!† The halfling’s eloquence stunned the spokesman. Even though he hadn’t looked Regis in the eye, he could see the promise of truth in the tales he had always presumed to be exaggerated. â€Å"We know from the newsbearer that Kemp has taken command of the remaining forces of the four towns on Maer Dualdon,† Cassius explained. â€Å"Likewise, Jensin Brent and Schermont are poised upon Lac Dinneshere, and combined with the fleets on Redwaters, they should prove a powerful force indeed! â€Å"Kemp has already vowed revenge, and I doubt if any of the other refugees entertain thoughts of surrender or fleeing.† â€Å"Where could they go?† Regis muttered. He looked pitifully at Cassius, who had no words of comfort. Cassius had put on a show of confidence and hope for the others at the council and for the people in the town, but he could not look at Regis now and make hollow promises. Glensather suddenly burst back into the room. â€Å"The wizard is back on the field!† he cried. â€Å"He has demanded our emissary – the lights on the tower have started again!† The three rushed from the building, Cassius reiterating as much of the pertinent information as he could. Regis silenced him. â€Å"I am prepared,† he assured Cassius. â€Å"I don’t know if this outrageous scheme of yours has any chance of working, but you have my vow that I’ll work hard to carry out the deception.† Then they were at the gate. â€Å"It must work,† Cassius said, clapping Regis on the shoulder. â€Å"We have no other hope.† He started to turn away, but Regis had one final question that he needed answered. â€Å"If I find that Kessell is beyond my power?† he asked grimly. â€Å"What am I to do if the deception fails?† Cassius looked around at the thousands of women and children huddled against the chill wind in the city’s common grounds. â€Å"If it fails,† he began slowly, â€Å"if Kessell cannot be dissuaded from using the power of the tower against Bryn Shander,† he paused again, if only to delay having to hear himself utter the words, â€Å"you are then under my personal orders to surrender the city.† Cassius turned away and headed for the parapets to witness the critical confrontation. Regis didn’t hesitate any longer, for he knew that any pause at this frightening juncture would probably cause him to change his mind and run to find a hiding place in some dark hole in the city. Before he even had the chance to reconsider, he was through the gate and boldly marching down the hill toward the waiting spector of Akar Kessell. Kessell had again appeared between two mirrors borne by trolls, standing with arms crossed and one foot tapping impatiently. The evil scowl on his face gave Regis the distinct impression that the wizard, in a fit of uncontrollable rage, would strike him dead before he even reached the bottom of the hill. Yet the halfling had to keep his eyes focused on Kessell to even continue his approach. The wretched trolls disgusted and revulsed him beyond anything he had ever encountered, and it took all of his willpower to move anywhere near them. Even from the gate, he could smell the foul odor of their rotting stench. But somehow he made it to the mirrors and stood facing the evil wizard. Kessell studied the emissary for quite a while. He certainly hadn’t expected a halfling to represent the city and wondered why Cassius hadn’t come personally to such an important meeting. â€Å"Do you come before me as the official representative of Bryn Shander and all who now reside within her walls?† Regis nodded. â€Å"I am Regis of Lonelywood,† he answered, â€Å"a friend to Cassius and former member of the Council of Ten. I have been appointed to speak for the people within the city.† Kessell’s eyes narrowed in anticipation of his victory. â€Å"And do you bear their message of unconditional surrender?† Regis shuffled uneasily, purposely shifting so that the ruby pendant would start into motion on his chest. â€Å"I desire private council with thee, mighty wizard, that we might discuss the terms of the agreement.† Kessell’s eyes widened. He looked at Cassius upon the wall. â€Å"I said unconditional!† he shrieked. Behind him, the lights of Cryshal-Tirith began to swirl and grow. â€Å"Now you shall witness the folly of your insolence!† â€Å"Wait!† pleaded Regis, jumping around to regain the wizard’s attention. â€Å"There are some things that you should be aware of before all is decided!† Kessell paid little attention to the halfling’s rambling, but the ruby pendant suddenly caught his attention. Even through the protection offered by the distance between his physical body and the window of his image projection, he found the gem fascinating. Regis couldn’t resist the urge to smile, though only slightly, when he realized that the eyes of the wizard no longer blinked. â€Å"I have some information that I am sure you will find valuable,† the halfling said quietly. Kessell signaled for him to continue. â€Å"Not here,† Regis whispered. â€Å"There are too many curious ears about. Not all of the gathered goblins would be pleased to hear what I have to say!† Kessell considered the halfling’s words for a moment. He felt curiously subdued for some reason that he couldn’t yet understand. â€Å"Very well, halfling,† he agreed. â€Å"I shall hear your words.† With a flash and a puff of smoke, the wizard was gone. Regis looked back over his shoulder at the people on the wall and nodded. Under telepathic command from within the tower, the trolls shifted the mirrors to catch Regis’s reflection. A second flash and puff of smoke, and Regis, too, was gone. On the wall, Cassius returned the halfling’s nod, though Regis had already disappeared. The spokesman breathed a bit easier, comforted by the last look Regis had thrown him and by the fact that the sun was setting and Bryn Shander still stood. If his guess, based on the timing of the wizard’s actions, was correct, Cryshal-Tirith drew most of its energy from the light of the sun. It appeared that his plan had bought them at least one more night. * * * Even through his bleary eyes, Drizzt recognized the dark shape that hovered over him. The drow had banged his head when he had been thrown from the scimitar’s hilt and Guenhwyvar, his loyal companion, had kept a silent vigil throughout the long hours the drow had remained unconscious, even though the cat had also been battered in the fight with Errtu. Drizzt rolled into a sitting position and tried to reorient himself to his surroundings. At first he thought that dawn had come, but then he realized that the dim sunlight was coming from the west. He had been out for the better part of a day, drained completely, for the scimitar had sapped his vital energy in its battle with the demon. Guenhwyvar looked even more haggard. The cat’s shoulder hung limp from its collision with the stone wall, and Errtu had torn a deep cut into one of its forelegs. More than injuries, though, fatigue was wearing on the magical beast. It had overstayed the normal limits of its visit to the material plane by many hours. The chord between its home plane and the drow’s was only kept intact by the cat’s own magical energy, and each passing minute that it remained in this world drew away a bit of its strength. Drizzt stroked the muscled neck tenderly. He understood the sacrifice Guenhwyvar had made for his sake, and he wished that he could comply with the cat’s needs and send it back to its own world. But he could not. If the cat returned to its own plane, it would be hours before it would regain the strength required to reestablish a link back to this world. And he needed the cat now. â€Å"A bit longer,† he begged. The faithful beast lay down beside him without any hint of protest. Drizzt looked upon it with pity and petted the neck once again. How he longed to release the cat from his service! Yet he could not. From what Errtu had told him, the door to Cryshal-Tirith was invisible only to beings of the Material Plane. Drizzt needed the cat’s eyes. How to cite The Crystal Shard 27. The Clock of Doom, Essay examples

Thomas Jefferson The Man, The Myth, And The Moral Essay Example For Students

Thomas Jefferson: The Man, The Myth, And The Moral Essay ityThomas Jefferson was a man of the greatest moral character who has beenexcoriated routinely over the last 30 years by historical revisionistsand presentists. His commitment to America and his vast contributions tothe framing of society as it is today are overlooked in favor of baseanalysis of his character that, while not flawless, is that of a morallyupright person who has deeply held convictions and lives by them. Jefferson was born to a prominent family of Virginia tobacco growers. Plantation life is based largely around the work of slaves, so Jeffersonwas surrounded by them from the time of his birth in 1743 until the dayhe died. One of the harshest criticisms of Jefferson comes from the factthat, while he vehemently opposed slavery, was indeed a slave ownerhimself. As historian Douglas L. Wilson points out in his AtlanticMonthly article Thomas Jefferson and the Character Issue, the questionshould be reversed: This was of asking the question is essentially backward, andreflects the pervasive presentism of our time. Consider, for example,how different the question appears when inverted and framed in morehistorical terms: How did a man who was born into a slave holdingsociety, whose family and admired friends owned slaves, who inherited afortune that was dependent on slaves and slave labor, decide at an earlyage that slavery was morally wrong and forcefully declare that it oughtto be abolished? (Wilson 66). We will write a custom essay on Thomas Jefferson: The Man, The Myth, And The Moral specifically for you for only $16.38 $13.9/page Order now Wilson also argues that Jefferson knew that his slaves would be betteroff working for him than freed in a world where they would be treatedwith contempt and not given any real freedoms. Another way that Thomas Jefferson shows his moral character is in hismost famous achievement, the drafting of the Declaration ofIndependence. This document is probably the most important document inthe history of the United States, and one of the most important in thehistory of the world. Jefferson writes that all men are created equaland argues that every man has the right to life, liberty, and thepursuit of happiness. Jeffersons document shows not only his stronglyheld beliefs in freedom, but his acceptance of and belief in the viewsof the Age of Reason. He believed himself to be a person who was doingwhat was morally right, not for the fame that would eventually accompanyit. In fact, he didnt want to write the Declaration to begin with. In1776, the song Not Me, John shows how Jefferson was pushed into doingit, despite the fact that he would have actually rather gone home to seehis wife. When nobody else would do it, he acquiesced and agreed towrite it. His quote, What will posteri ty think we were demigods?Were men no more, no less (1776), shows how as a contemporary ofsuch philosophical greats as Voltaire and Mill, he did what he didbecause it was what needed to happen not in any way, shape, or formbecause he wanted to be remembered as a demigod, a status he actuallyhad anyway, according to Wilson, until the 1960s. Another thing that Jeffersons character is criticized for and blownout of proportion is his liaison with a slave, Sally Hemings. HistorianFawn Brodie argues that it was not scandalous debauchery with aninnocent slave victim, but rather a serious passion that broughtJefferson and the slave woman much happiness over a period lastingthirty-eight years. True, their affair started when she was only 14years old, but to criticize this is terribly presentistic. In colonialtimes, especially in the middle and southern colonies, girls weremarried off between the ages of 13 and 16; it was not considereddefilement and abuse like it is today. In fact, his relationship withHemings could actually be considered to be a positive thing for him ontwo fronts: Since she was 52 when he died, Jefferson obviously did notlust after her solely on a physical basis; also, he promised his wifewhen she died that he would not remarry. He fulfilled his promise onlybecause he found a woman to love whom he was not exp ected, indeed notallowed, to marry. This is a weak front on which to criticize Jefferson. .u7ce7e01d800654e7c0e0f755cdf6e749 , .u7ce7e01d800654e7c0e0f755cdf6e749 .postImageUrl , .u7ce7e01d800654e7c0e0f755cdf6e749 .centered-text-area { min-height: 80px; position: relative; } .u7ce7e01d800654e7c0e0f755cdf6e749 , .u7ce7e01d800654e7c0e0f755cdf6e749:hover , .u7ce7e01d800654e7c0e0f755cdf6e749:visited , .u7ce7e01d800654e7c0e0f755cdf6e749:active { border:0!important; } .u7ce7e01d800654e7c0e0f755cdf6e749 .clearfix:after { content: ""; display: table; clear: both; } .u7ce7e01d800654e7c0e0f755cdf6e749 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u7ce7e01d800654e7c0e0f755cdf6e749:active , .u7ce7e01d800654e7c0e0f755cdf6e749:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u7ce7e01d800654e7c0e0f755cdf6e749 .centered-text-area { width: 100%; position: relative ; } .u7ce7e01d800654e7c0e0f755cdf6e749 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u7ce7e01d800654e7c0e0f755cdf6e749 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u7ce7e01d800654e7c0e0f755cdf6e749 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u7ce7e01d800654e7c0e0f755cdf6e749:hover .ctaButton { background-color: #34495E!important; } .u7ce7e01d800654e7c0e0f755cdf6e749 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u7ce7e01d800654e7c0e0f755cdf6e749 .u7ce7e01d800654e7c0e0f755cdf6e749-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u7ce7e01d800654e7c0e0f755cdf6e749:after { content: ""; display: block; clear: both; } READ: Leadership EssayGiven Jeffersons contributions to American society, it is almostimpossible to find him to be morally weak and coarse. Those who do arepresentists, cynics, and nay-sayers who are simply looking for a way tocriticize

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buy custom Total Rewards essay Total rewards refer to all the tools available to the employer that may be used to motivate, attract and retain employees. It includes what the employee perceives to be valuable resulting from the employment relationship. Employers have always had a challenge of how to motivate, attract and retain their employees (Blackburn Perry, 2007). Describe each of the top five (5) advantages of a total rewards approach Increased flexibility Both employees and employers desire more of the flexibility. As the benefit of flexibility has already become a bit understood, more business are allowing their employees to determine their time of work, where they would like to work, and how they would wish to work. Total rewards considers what their employees want, and in most instances demand, the capability to integrate their work and their lifestyle. Improved Recruitment and Retention Today, workers are focusing beyond the big picture as they decide where they would wish to work. Personal life and work should be looked at as related priorities, and not competing ones. When an organization helps its employees run both their work and personal lives, the workers feel a greater commitment to the company. In addition, a lot of studies have shown that workers look at total rewards when deciding on whether to stay or join with an organization. Healthcare Coverage This is a piece of a total rewards typical package that encompasses all vision, medical and dental and still long-term and long-term disability insurance that is offered by an employer. Retirement Programs Retirement programs that are offered in the total rewards packages can include non-matching or matching 402 (k) accounts. In large corporations, a profit sharing and purchasing stock program may be offered as well. Financial Compensation Workers compensation mainly consists of the base salary, merit and overtime increases. This still includes incentives compensation like bonuses. Describe five (5) common ways a total rewards strategy can go astray. Although total rewards strategy builds up healthy relationships with employers and the employees, it can also go astray; Feeling of dissatisfaction or discrimination among employees. If the employees feel that the reward assessment process might not be transparent. Staff morale might fall if there is a big difference in reward being paid out to an individual doing similar work. Staff may become very focused on people earning those rewards that they forget to work in the very best interests of the whole team. Competition can be fair but if its too aggressive it may be detrimental. Always there will be a judgment element required to administer the system. Somebody have to rate the staffs performance. This judgment might end up being a bit subjective rather than being objective. Some functions are in nature support roles (and therefore might not attract much rewards as some other roles like sales). There must be a fair balance of rewards for these support staff or they will not feel any appreciation. Describe the six (6) steps in designing a total rewards program. Coming up with a total rewards program specific to an institutions requires some initial homework in establishing a baseline of what one can already offer and in developing a bit more strategic approach towards rewards. Inventory rewards. Conduct a detailed, accurate and full inventory of rewards that are currently offered by the institution that normally fall into five elements of ROW model. This type of inventory should involve both informal programs and formal practices. Some of this type of information is obviously available but most of it requires investigation, particularly in big, decentralized institutions. Consider focus teams as a way to recognize the rewards and to provide interest and commitment in this process through the institution. Measure investment. To your level best, calculate the latest level of investment in each and every element to come up with a baseline and to make changes. In some of the cases, the measurement will definitely help gauge competitiveness (benefits, salary etc.) and also investment. In some other cases, the cost of institution of the reward may be measured but shaping competitiveness will be more difficult. Increasing information. Through a clear communication, employees realize the full suite of the rewards that are available to them. Link total rewards strategy towards institutional strategy, and consider making a distinctive logo and name. Use your strategy that is customized as a base for measuring workers satisfaction, engagement and understanding through surveys and some other workers feedback techniques. Implement improvements. Execution and implementation are essential to a realized total rewards program. Vague practices, unclear communication and inconsistent implementation contribute to less-than-effective program. Setting priorities for enhancing or developing rewards and communicating improvements will automatically demonstrate a commitment of the institution to employees. Measure impact. A total rewards program constitutes a vibrant plan. Keeping the plans relevance needs regular review of the institutions external influences and initiatives. A review of the strategys effectiveness requires to be incorporated in the routine planning processes in which your institution often conducts. This is a very different process of measurement than the expenditures measurement. Involve the community. Involve faculty, staff and leadership in understanding the total rewards program and how it usually supports the overall institutions strategic direction. This goes far beyond communicating the real program. Illustrate the inks among new initiatives and strategies. Make use surveys to recognize what is valued or is not valued. Take the opportunity to refresh and review the strategy by finding input from those that are most impacted. Broad understanding and involving will help in ensuring the continuity of relevance of total rewards program to the institution. Describe the eight (8) steps in the communication process. Understand the funcction of the communication. Regardless of the issue, communication should be designed with a specific goal. It should then be implemented expressly to obtain some result. That result may be increasing awareness. It might also be generating a certain action. Regardless of whatever purpose, communication should not just "happen." If you cannot discover a reason for communicating, you shouldn't then communicate. Encourage the internal customers to come together and discuss the issue. This is not however an easy task. Everyone might be busy, and most often your customers will need you to "do something." To overcome the resistance, you have to present solid benefits of making the time to step back and then think of the best way of address the issue. Gather the additional input. Depending on the sensitivity, level of controversy or complexity of an issue, you may wish to gather some additional input from the other people within the organization. You might wish to poll the workers to determine their latest level of knowledge concerning an issue. You may need to hold focus teams to uncover the potential misperceptions or biases. The more you become aware of an issue, the better you will be in a position to present it accurately and knowledgeably. Identify the audiences. Audience is not "everybody." For communication to be more effective, it should be targeted. That is, if you want to communicate something about budget cuts, the information that you share with the managers will be a bit different from information that you share with the frontline customers or staff. Even among the employee groups, the variations may need different communication tools or different messages. For instance, off-site staff might not have a ready access towards the business intranet and will therefore need to get the hard copy information or information by phone (Blackburn, 2007). Create "key messages." Identify messages that are most important for you to convey. Focus and be succinct on "need to know" that is based on outcomes that you're looking for. Don't try conveying too much, or else you will confuse your audience. Just hit the most high points. Develop a timeline. The order by which you can inform the audiences can be critical. For instance, if one put a notice in the employee newsletter concerning a benefit change before having informed the managers about that change, the managers might feel that he or she has been undermined and in a disadvantage when involves answering employee questions. Develop a plan. Considering the timelines, audiences and messages that you have developed, make a written plan outlining the communication processes and tools that you will be using. The plans include the background, the messages and target the audiences you have identified. You will also need to detail the tact that are specific that you will use in conveying your messages. Start inside first. Your workers are a beneficial audience for the communication messageseven the marketing messages concerning the products and services. The more they know and understand them, the more they will help you exactly share your messages. Buy custom Total Rewards essay

How to Stay Inspired Everyday [Infographic]

How to Stay Inspired Everyday [Infographic] It may be difficult waking up every morning with an optimistic and energized attitude, especially when faced with a world of uncertainty. But there are steps you can take to ensure that you are inspired every single day. The folks over at 24Slides  have compiled an infographic with 12 useful tips on how you can  stay inspired every day. Check the infographic out below:

The Scarlet Letter Plot Motif Essay Example | Topics and Well Written Essays - 750 words

The Scarlet Letter Plot Motif - Essay Example The way in which sin is associated with darkness and repentance to light is well consumed by the writer. The entire romance thus becomes a kind of exposition of nature. The mood of the characters is effectively set using the motifs. All the major actions of the characters can be categorized to those which happen in the darkness and those which happen in light. It takes place at Boston where people consider religion and law almost similar .The door of the jail was flung open. Led by the down beadle, a young woman emerged, bearing in her arms a child. On the breast of her gown appeared the letter A, done in fine red cloths, and elaborately embroidered. She was Hester Prynne who had been ordered to wear the scarlet letter â€Å"A†- â€Å"A† standing for adultery upon her bosom, for the reminder of her life as a mark of shame. Hester went up the steps of the scaffold. She was condemned to stand on the platform of the pillory for a space of three hours, as a mark of public d isgrace. The real sinner, the guilty lover, Dimmesdale is their itself before all, in the cold rays of light. Though he is exposed to deal with the sinner standing in front of him, he successfully hides himself in the darkness of his mind. Before the people like Governor Belligham , the reverend John Wilson ,the eldest clergyman. Reverend Mr. Dimmesdale was assigned the special charge of dealing with the poor sinners soul . It was at Dimmesdale that Hester had brought her scandalous sin. So Dimmesdale, her pastor came forward and exhorted Hester to name the man who was her partner in guilt. Hester says â€Å" Be not silent from any mistaken pity and tenderness for him †¦. But Hester refused to say the name of the father of her child Pearl instead says â€Å"my child must seek a heavenly father ...† The physician, before whom Hester was brought, is the real husband of her. Being afraid of the reality he also hides himself at the corner of his heart. After the captivity, on the day of her public punishment itself, he came to the town; saw her standing as a sinner. He suddenly raised his fingers near to the lips, thus making her silence about their past relations. They repented each other for misusing their youth. Though Roger begged her to reveal the name of her child’s father, she did not and also promise not to reveal the relation between the two. The period of punishment was over and Hester decided to settle in a small house on the outskirts of the town with her child Pearl. She engaged in needlework .But Pearl was growing up as an undisciplined girl. To save her from the custody of her mother and to bring her up as a good child, the governor Bellingham, Dimmesdale and Roger Chillingworth decided to take the child away from her. But Dimmesdale interfered and Hester was allowed to keep Pearl. The reverend believes that in the presence of pearl, Hester will not go into darkness. Thus once gain Pearl stand for the powerful light that can brig hten the life of Hester After that Dimmesdale began growing emaciated or the darkness in his mind began to fade always to receive the light of repentance. Roger Chillingworth was there to look after him. â€Å"Chilling worth maniacally uses his skills as a physician to probe, control, and otherwise torture the ailing Dimmesdale† (Johnson 63). The doctor understood that he was much perturbed by feeling of conscience and guilt. Chillingworth, so shrewd he was, could clearly infer the cause of Dimmesdale malady. Probably Dimmesdale was suffering from a troubled conscience because of his involvement with Hester in adultery. Dimmesdale longed to confess his sin from the pulpit of his participation in adulterous act. He wanted to tell the people how impure he was. The anguish in him was so strong to pull him to stand on the pulpit where Hester

Summary of the article Essay Example | Topics and Well Written Essays - 750 words - 2

Summary of the article - Essay Example For instance, before the 2007-2009 economic recessions, there was increased acquisition of attractive global investment opportunities, the engagement in foreign direct investments, and the migration of business operations to host countries, a trend that reversed after the economic recession because of the contraction of financial markets. Therefore, undesirable and unanticipated geopolitical events, such as governmental shifts, regulatory changes, civil disobedience, acts of terrorism, and sovereign defaults can negatively affect global supply chains and disrupt business activities resulting in massive operational and investment losses for multinational corporations. For instance, in the wake of the governmental uprisings, consecutive surges and social disturbance in the MENA region, it is likely that the European agricultural and textile industries will be negatively impacted by supply shocks in countries such as Morocco, Tunisia and Egypt, hence necessitating critical examination of such political events before transitioning into foreign markets (Fabiani, 2011). However, many aspects of political risks are difficult to measure and quantify before transitioning into such foreign markets. Although organizations like Aon, Euromoney, the World Bank, The Economist and Freedom House, have attempted to develop political indices, which score countries on an individual or regional basis to proxy for political risk; consequently serving corporations with early warning signals of pending disruptions, which can cause undesirable financial losses and consequential reductions in shareholder’s value in the corporation. However, regardless of their merits in helping corporations pre-examine their foreign market interests, these indices have some shortcomings, which render their reliability questionable. For instance, these indices are based on historical data, which could be inaccurate in making determinations and forecasts about the

Always Wanting More: Imperialism and Expansionism Essay -- American H

Going to the local grocery store while hungry is always on the list of things not to do. Why? Because while walking up and down the aisles, hunger decides to strike and more grocery items are added to the shopping cart. Another not to do idea for grocery shopping is taking little kids along for the trip. Why not for this one? Because the little kids will want even more in the cart than the hunger attack would. The 19th and 20th century United States of America was the little kids and the hunger attack in the scenario given above. America wanted more. They wanted more land, more power, more international influence, and more control. After being under the hands of Britain for majority of the 18th century, America was ready to explode and make a name for their self, and by their self. With this, no one was going to get in the way until America had made a name for itself. The plan may not have gone as smoothly as the political figures would have liked, but their plan must have worked. Since America is known for having the most resources and being one of the greatest problem solvers in the world , the game plan of making a name worked successfully. Expansion begins within oneself. America was not completely foolish and began trying to exhort their authority in matters where they did not belong when it was still just an eastern coast country. No, instead Americans and their political authorities had the brilliant idea of Manifest Destiny. The United States did not try to expand in any international way; instead they followed the baby steps method. Manifest Destiny was the beginning to expansion that will probably never end. With this, America expanded physically as well as mentally. The Manifest Destiny idea gave Americans the moti... ...hens, GA, September 26, 2011. Farber, David. Taken Hostage: The Iran Hostage Crisis and America's First Encounter With Radical Islam. Princeton, NJ: Princeton University Press, 2005. Logli, Michael. "Greencastle Banner-Graphic: Local News: Lee Hamilton talks about American influence in the world (3/16/11)." Banner Graphic. March 16, 2011. http://www.bannergraphic.com/story/1710813.html (accessed November 22, 2011). Platt Amendment. CourseReader. Detroit: Gale, 2010. "President Dwight D. Eisenhower Explains the Domino Theory." Public Papers of the Presidents: Dwight D. Eisenhower, 1954. Washington: U.S. Government Printing Office, 1958. 381-90. CourseReader. Detroit: Gale, 2010. University of Houston. "Westward Expansion: Manifest Destiny." Digital History. 2006. http://www.digitalhistory.uh.edu/database/article_display.cfm?HHID=311 (accessed November 22, 2011).

Employee Management, Inventory and Purchasing System

Class and Section: IT 230 Group Name: GREGORIO_JOLCANAIN_FRASCO Group Members: Gregorio, Ralph Jolcanain, Sandra Frasco, Harry Nelson Date: August 19, 2012 Company/Office: Sagittarius Mines Inc. Title of Project Stage: Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. REQUIREMENTS SPECIFICATION AND CONCEPTUAL DATA MODEL Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. I. REQUIREMENTS SPECIFICATION The Organization Sagittarius Mines, Inc. SMI) is developing the Tampakan Copper-Gold Project in southern Philippine island of Mindanao, involving one of the world’s largest undeveloped copper-gold deposits. SMI is a contractor of the Philippine Government under the terms of a Financial and Technical Assistance Agreement (FTAA). Business Environment SMI currently operate from offices in Makati City in Manila, in General Santos and Digos cities and in the municipalities of Tampakan, Columbio, and Kiblawan. As at the end of 2010 we em ployed more than 370 staff and more than 1,000 contractors. SMI has a strong track-record as a company that works in a responsible manner.In fact, their commitment to corporate social responsibility in the Philippines has been recognized with numerous awards including the 2006, 2009 and 2010 Presidential Environmental Award, the 2010 Award of Distinction from the Safety Organization of the Philippines and recognition in 2010 as the Outstanding Stakeholder from the Department of Education in Region XII. Sagitarrius Mines Inc. is being managed by a general manager who oversees the Operations Manager, Human Resource Manager, Finance and Commercial Manager, Risk Management andProgram Manager.Operations Manager Human Resource Manager Finance and Commercial Manager Risk Management And Program Manager General Manager General Manager – Duties include Increases management's effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; co mmunicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities.Develops strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives. Accomplishes subsidiary objectives by establishing plans, budgets, and results measurements; allocating resources; reviewing progress; making mid-course corrections. Coordinates efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with corporate staff.Builds company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practices. Maintains quality service by establishing and enforcing organization standards. Maintains professional and technical knowledge by attending educat ional workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. Operations Manager – An operations manager runs the day-to-day operations of an organization or business.Her sole purpose is to find ways to make the company more productive by providing effective methods in its business operations. An individual in this position usually prepares program budgets, facilitates several programs around the company, controls inventory, handles logistics and interviews and supervises employees. A person interested in operations management needs to have a strong leadership background and must know how to handle problems quickly and efficiently. In addition, she must have great communication skillsHuman Resource Manager- The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasi zes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Manager coordinates implementation of services, policies, and programs through Human Resources staff; reports to the General Manager and serves on the executive management team; and assists and advises company managers about Human Resources issues.Risk Management And Program Manager -Risk and Program Manager advises organization on any potential risks to the profitability or existence of the company. They identify and assess threats, put plans in place for if things go wrong and decide how to avoid, reduce or transfer risks. Risk managers are responsible for managing the risk to the organization, its employees, customers, reputation, assets and interests of stakeholders.They may work in a variety of sectors and may specialize in a number of areas including enterprise risk, corporate governance, regulatory and operational risk , business continuity, information and security risk, technology risk, and market and credit risk. They prepare and administer the company’s property and casualty insurance program in compliance with state and federal laws and regulations. Develop and implement safety policies and loss prevention programs. Establish a climate that inspires achievement through direct upervision and motivation of department managers. Lead efforts in goal-setting and long-range planning, and provide leadership and daily direction. Critical Factors for the company needs to succeed are as follows: 1. Constant Availability of gadgets that are being used in the operations and communication 2. Availability of documents needed to monitor the operations. 3. Proper Execution of the Job orders from a department to another department. 4. Efficient and Fast Processing of Reports. EXISTING SYTEMThe current Employee Management, Inventory and Purchasing System are done manually. The Human Resource department, the inventory and the purchasing system are all done using Microsoft Excel for keeping and tracking records. After the hiring process, the profiles of the employees from the resumes of them are encoded and stored at Microsoft Excel and updates it also there, Once the files are needed by the IT department who are in-charged of the releasing and collecting of Gadgets to be used by the company employees, they will just send it through e-mail.As the process for the inventory of the gadgets goes, it is tracked by logging who borrowed and who will be liable for the gadget In Microsoft Excel. The employee who needs the gadget needs to email the IT department for the need of the item. Upon the request, it will be checked if there are available item and further notice is sent to the requestor with regards to the item borrowing. The item is also monitored if it is in good condition and need to be replaced by a new one. All transactions must be logged in Microsoft Excel so it will be document ed.Once there is a need to purchase a new item, the purchasing department must be notified. The purchasing process is also monitored using manual inputting data in Microsoft Excel. As the IT department notified the purchasing department that the need of item is situated, they will assess the ordering of the item from a supplier. And once the item is delivered by the supplier, It will be documented in the Excel that the item is now purchased. Statement of the Project Scope This project will cover the Employee Profiling System, Inventory Tracking System and Purchasing System of Sagittarius Mines Inc. . Employee Profiling : The Proposed system limits only in the maintenance of employee profile and creating fast and efficient employee profile report to all present and past employees whether regular, probationary, contractual, or contractors. 2. Inventory Tracking: The Proposed System focuses on tracking the deployment of items(gadgets), the returning, the condition of item and creating fast and efficient inventory report of all items borrowed and returned by every employee of SMI. 3. Purchasing : item delivery, purchasing order, maintain supplier list, item maintenanceThe Proposed System limits only with the delivery of the Item from the purchasig departemt to the IT department, the purcharing order, maintenance of the suppliers and items. The areas covered by the project are department of IT department, HR department and Purchasing department concerning to profiling, item inventory and purchasing. II. CONCEPTUAL DESIGN 2. 1 Purchase Order View 2. 1. 1 Employee Requests Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Purchase Order Details Characteristics: PODNo, PPOCreationDate, POOrderDate, EmployeeID Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Descrip tion, POItemNo 2. 1. 2 Supplier Delivers Item Entity: Supplier Characteristics: SupplierID, CompanyName, Address, ContactNo, EmailAddress Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNo, Supplier ID, COst, Remarks, Description, POItemNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus . 2 Deliver Items View 2. 2. 1 Employee Delivers Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo, Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1 Items View 3. 1. 1 Employee Borrowed Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Render Item Characteristics: RenderedItemNo, DateRendered, SerialNo, Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 2 Employee Returns Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Return Item Characteristics: ReturnItemNo, ReturnDate, Remarks, RenderedItemNo, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 3 Employee Lost Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, D eprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Lost Item Characteristics: LostItemNo, DateLost, Remarks, EmployeeID, SerialNo Entity: ItemCharacteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 4 Employee Donate Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Donate Item Characteristics: DonationItemNo, DonationDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 5 Employee Retire Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Retire Item Characteris tics: RetiredItemNo, RetiredDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 6 Employee Request Repair Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Repair Request Characteristics: RepairRequestNo, RequestDate, RepairStatus, DoneDate, , Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus III. Logical Design 1. Functional Dependencies Item Table: 3NF SerialNo -;gt; Device Type No. , Received Item No. , Cost, Status, Item Type Device Type Table: 3NF DeviceTypeNo -;gt; Type, Model ,Brand Communication Services Table: 3NF AccountNo -;gt; Item_Serial No. , MIN, IMEI, PlanStartDate, PlanEndDate, Status, Rem arks, PlanCost, Employee ID Inventory Table : 2NFDisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RendereditemNo -;gt;DateRendered, Employee ID, Serial No. Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo 3NF Decomposition of Inventory Dispose Item: 3NF Field Name| | DisposeNo| PK| DisposalDate| | Status| | Employee ID| FK| SerialNo| FK| DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo Return Item: 3NF Field Name| | RetiredItemNo| PK| ReturnDate| |Status| | Employee ID| FK| SerialNo| FK| RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RenderedItem: 3NF Field Name| | RenderedItemNo| PK| DateRendered| | Status| | Employee ID| FK| SerialNo| FK| RendereditemNo -;gt;DateRendered, Employee ID, SerialNo DonationItem: 3NF Field Name| | DonationItemNo| PK| D onationDate| | Status| | Employee ID| FK| SerialNo| FK| Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItem: 3NF Field Name| | ReturnItemNo| PK| ReturnDate| | Status| | RendereditemNo| FK| SerialNo| FK| ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNoLostItem: 3NF Field Name| | LostItemNo| PK| DateLost| | Remarks| | Employee ID| FK| SerialNo| FK| LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo PurchaseTable: 2NF PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo PODNo -;gt; POCreationDate, POOrderDate, Employee_Employee ID ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived 3NF Decomposition of Purchase Purchase Item Details: 3NF Field Name| | PIDNo| PK| Quantity| | PODNo| FK| Supplier ID| FK| Cost| | Remarks| | Description| |POItemNo| | PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo Purchase Order Det ails: 3NF Field Name| | PODNo| PK| POCreationDate| | POOrderDate| | Employee ID| FK| PODNo -;gt; POCreationDate, POOrderDate, Employee ID ReceivedItem: 3NF Field Name| | ReceivedItemNo| PK| DateReceived| | Remarks| | PIDNo| FK| ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo Delivery Item:3NF Field Name| | DeliveryNo| PK| DeliveryStatus| | DeliveryDate| | ReceivedItemNo| | Datereceived| | DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived Supplier Table: 3NFSupplier ID -;gt; CompanyName, Address, ContactNo, EmailAddress Employee Table: 2NF Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo TeamNo -;gt; TeamName, DepartmentNo, EmployeeID DepartmentNo –;gt; DepartmentName PositionNo -;gt; PositionTitle, Level WorkLocationNo -;gt; WorkLocationName EmploymentTypeNo -;gt; EmploymentType 3NF Decomposition of Employee Employeesummary: 3NF Field N ame| | Employee ID| PK| Fname| | Lname| | Mname| | EmpAddress| | Work Location| FK| Position ID| FK| Status| |ResignationDate| | TeamNo| FK| DepartmentNo| FK| Startdate| | Enddate| | EmploymentTypeNo| FK| Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo Team: 3NF Field Name| | TeamNo| PK| TeamName| | DepartmentNo| FK| EmployeeID| FK| TeamNo -;gt; TeamName, DepartmentNo, EmployeeID Department: 3NF Field Name| | DepartmentNo| PK| DepartmentName| | DepartmentNo –;gt; DepartmentName Position: 3NF Field Name| | PositionNo| PK| PositionTitle| | Level| | PositionNo -;gt; PositionTitle, Level EmploymentType: 3NFField Name| | EmploymentTypeNo| PK| EmploymentType| | EmploymentTypeNo -;gt; EmploymentType IV. Physical Design 1. Team Field Name| Data Type| Primary Key| Nullable| TeamNo| INT| Yes| No| TeamName| VARCHAR(50)| No| No| DepartmentNo| INT| No| No| EmployeeID| INT| N o| No| a. Indeces: Index_01 on TeamNo for Primary Key Index_02 on TeamName b. Referential Integrity : b. 1 Employee. TeamNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 2. Department Field Name| Data Type| Primary Key| Nullable| DepartmentNo| INT| Yes| No| DepartmentName| VARCHAR(50)| No| No| a. Indeces: Index_01 on DepartmentNo for Primary KeyIndex_02 on DepartmentName b. Referential Integrity : b. 1 Employee. DepartmentNo on DELETE Restrict on UPDATE Cascade b. 2 Team. DepartmentNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 Inserting a New Item: 3. Work Location Field Name| Data Type| Primary Key| Nullable| WorkLocationNo| INT| Yes| No| WorkLocationName| VARCHAR(50)| No| No| a. Indeces: Index_01 on WorkLocationNo for Primary Key Index_02 on WorkLocationName b. Referential Integrity : b. 1 Employee. WorkLocationNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 4. Position Field Name| Data Type| Primary Key| Nullable|PositionNo| INT| Yes| No| PositionTitle| VARCHAR(50)| No| No| Level| VARCHAR(50)| No| No| a. Indeces: Index_01 on PositionNo for Primary Key Index_02 on PositionTitle Index_03 on Level b. Referential Integrity : b. 1 Employee. PositionNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 5. Employment Type Field Name| Data Type| Primary Key| Nullable| EmploymentTypeNo| INT| Yes| No| EmploymentType| VARCHAR(50)| No| No| a. Indeces: Index_01 on Employment TypeNo for Primary Key Index_02 on EmploymentType b. Referential Integrity : b. 1 Employee. EmploymentType on DELETE Restrict on UPDATE Cascade c. Program Logic: . 1 6. Employee Field Name| Data Type| Primary Key| Nullable| EmploymentID| INT| Yes| No| Fname| VARCHAR(50)| No| No| Lname| VARCHAR(50)| No| No| Mname| VARCHAR(50)| No| No| EmpAddress| INT| No| No| WorkLocationNo| INT| No| No| PositionID| INT| No| No| Status| VARCHAR(20)| No| NO| ResignationDate| DATE| No| No| TeamNo| INT| No| No| DepartmentNo| INT| No| No| StartDate| DATE| No| No| End Date| DATE| No| No| ContactNo| INT| No| No| EmplomentTypeNo| INT| No| No| a. Indeces: Index_01 on EmploymentID for Primary Key Index_02 on Fname Index_03 on Lname Index_04 on Mname Index_05 on EmpAddress Index_06 on WorkLocationNoIndex_07 on PositionID Index_08 on Status Index_09 on ResignationDate Index_10 on TeamNo Index_11 on DepartmentNo Index_12 on StartDate Index_09 on EndDate Index_10 on ContactNo Index_11 on EmploymentTypeNo b. Referential Integrity : b. 1 Team. EmployeeID on DELETE Restrict on UPDATE Cascade b. 2 PurchaseOrderDetail. EmployeeID on DELETE Restrict on UPDATE Cascade b. 3 CommunicationServices. EmployeeID on DELETE Restrict on UPDATE Cascade b. 4 RenderedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 5 DisposedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 6 RetiredItem. EmployeeID n DELETE Restrict on UPDATE Cascade b. 7 DonationItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 8 LostItem. EmployeeID on DELETE Restrict on UPDATE Cas cade b. 9 RepairRequest. EmployeeID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 7. Purchase Order Details Field Name| Data Type| Primary Key| Nullable| PODNO| INT| Yes| No| POCreationDate| DATE| No| No| POOrderDate| DATE| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on PODNo for Primary Key Index_02 on POCreationDate Index_03 on POOrderDate b. Referential Integrity : b. 1 PurchaseItemDetails. PODNo on DELETE Restrict on UPDATE Cascade . Program Logic: c. 1 8. Supplier Field Name| Data Type| Primary Key| Nullable| SupplierID| VARCHAR(20)| Yes| No| CompanyName| VARCHAR(50)| No| No| Address| VARCHAR(80)| No| No| ContactNo| INT| No| No| EmailAddres| VARCHAR(30)| No| No| a. Indeces: Index_01 on SupplierID for Primary Key Index_02 on CompanyName Index_03 on Address Index_04 on ContactNo Index_05 on EmailAddress b. Referential Integrity : b. 1 PurchaseItemDetails. SupplierID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 9. Item Field Name| Data Type| Primary Key| Nullable| SerialNo| VARCHAR(45)| Yes| No| DeviceTypeNo| INT| No| No|ReceivedItemNo| INT| No| No| Cost| DOUBLE| No| No| Status| VARCHAR(45)| No| No| ItemType| VARCHAR(45)| No| No| PIDNo| INT| No| No| a. Indeces: Index_01 on SerialNo for Primary Key Index_02 on Cost Index_03 on Status b. Referential Integrity : b. 1 CommunicationServices. SerialNo on DELETE Restrict on UPDATE Cascade b. 2 RenderedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 3 DisposedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 4 RetiredItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 5 DonationItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 6 RepairRequest. SerialNo on DELETE Restrict n UPDATE Cascade b. 7 LostItem. SerialNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 10. DeviceType Field Name| Data Type| Primary Key| Nullable| DeviceTypeNo| INT| Yes| No| Type| VARCHAR(20)| No| No| Model| VARCHAR(20)| No| No| Brand| VARCHAR(20)| No| No| a. Indeces: Index_0 1 on DeviceTypeNO for Primary Key Index_02 on Type Index_03 on Model Index_04 on Brand b. Referential Integrity : b. 1 Item. DeviceTypeNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 11. Purchase Item Detail Field Name| Data Type| Primary Key| Nullable| PIDNo| INT| Yes| No| Quantity| VARCHAR(45)| No| No|PODNo| INT| No| No| SupplierID| VARCHAR(20)| No| No| Cost| DOUBLE| No| No| Remarks| VARCHAR(100)| No| Yes| Description| VARCHAR(100)| No| No| POItemNo. | INT| No| No| DateReceived| DATE| No| No| DeliveryDate| DATE| No| Yes| DeliveryStatus| VARCHAR(45)| No| No| a. Indeces: Index_01 on PIDNO for Primary Key Index_02 on Quantity Index_03 on Cost Index_04 on Remarks Index_05 on Description Index_06 on POItemNo Index_07 on DateReceived Index_08 on DeliveryDate Index_09 on DeliveryStatus b. Referential Integrity : b. 1 Item. PIDNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 V. Final Class Diagram