The Role Of Religious Stereotype Of Adnan Syed - 893 Words

The Influence of Religious Stereotype of Adnan Syed The issue of religious bias and stereotype now obtain around the world, including America, which led to social differentiation, crimes and their ethnic identity. This phenomenon may bring an impact on court decision because of their bias toward the religion. Stereotype of religion have affected the defendant, which should not be used against the defendant because stereotype is an unfair belief. In the Serial podcast, the murder of Hae Min Lee has caused worldwide attention and discussion. A 17 years old teenage boy, Adnan Syed, has been convicted to the first degree murder. Adnan is born in a Muslim family from Pakistan, people assumed that Adnan must be a Muslim because of his parent s faith. His Muslim identity has been repeated and emphasized in the podcast and trial, this factor may affect his court of decision due to the stereotype of Muslim. Religious profiling may have affected Adnan Syed s trial in 1990 due to his religion and his Muslim character is being portrayed by religi ous stereotype which exposed the attitude towards Muslims in the United States. Adnan’s Creditability and Religious background All religious belief has its own rules and expectation for followers, Muslim should not violate its rules . According to Koening, Muslims should not smoke, drink and have sex, Adnan parents are traditional believers and he was a good Muslim child in the family and mosque (2014). Koening (2014) mentioned

Grievance Trade Union and Workers Free Essays

string(42) " deal effectively with the grievances: i\." Grievance in Industry There are many factors in industry, which make a worker unhappy and dejected. May be his fellow workers are non-co-operative or his foreman’s sarcastic or harsh remarks on his own personal problems outside the factory or domestic matters. Poverty, undernourishment, debts, unemployed dependent, etc. We will write a custom essay sample on Grievance: Trade Union and Workers or any similar topic only for you Order Now may be working adversely in his mind. He look around and finds everybody being unkind to him. He is aggrieved and wants to ventilate his feelings and reactions. A well-defined grievance procedure is an important element of a sound industrial relations machinery. Prompt and effective disposal of workers grievance is the key to industrial peace. The grievance procedures set up by agreement with a union provides a medium for the workers to transmit his grievance to management in an orderly manner and get the answer in writing Meaning and Nature of Employee Grievance According to Michael J. Jucius, the term ‘grievance’ means â€Å" any discontent or dissatisfaction, whether expressed or not and whether valid or not arising out of anything connected with the company that an employee thinks, believes or even feels, is unfair, unjust, or inequitable. The definition is very broad and covers all kinds of dissatisfaction, which an employee has while doing his job. A grievance means any discontentment or dissatisfaction arising out of anything related to the enterprise where he is working. It may not be expressed and even may not be valid. It arises when an employee feels that something has happened or is going to happen which is unfair, unjust or inequitable. Keith Davis has defined grievance as â€Å" any real or imagined feeling of personal injustice which an employee has concerning his employment relationship. A grievance represents a situation in which an employee feels that something unfavorable to him has happened or is going to happen. In an industrial enterprise, grievance may arise because of several factors such as: a. Violation of management’s responsibility such as poo working conditions, b. Violation of company’s rules and practices. c. Violation of collective bargaining agreement, d. Violation of labour laws, e. Violation of natural rules of justice such as unfair treatment in promotion. The essential of a grievance in an organization are as under: i. The discontentment arises out of something connected with the organization: The sources of grievance lie within the company such as unfair treatment by the supervisor, violation of company rules, etc. do not constitute a grievance. Such outside sources are beyond the control of the employer. ii. A grievance may be expressed or implied: It is comparatively easier to identify express grievances. They are manifested in several ways, e. g. ; gossiping, active criticism, argumentation, increased labour turnover, carelessness in the use of tools, materials and poor workmanship, etc. Grievance are also implied by indifference to work, day dreaming, absenteeism, tardiness, etc. it is not wise to recognize only expressed grievances and overlook the unexpressed ones. In fact, unexpressed or implied grievances are more dangerous than the grievances which are started because it is not known when the implied grievance may explode. It requires a high order of skill for an executive to identify such grievances. iii. The discontent may be rational or irrational: rational grievance is a genuine one, which must be removed by the management. On the other hand, there are grievances which are emotional in nature and are based on sentiments, distorted perception, lack of proper thinking, etc. these are totally irrational or psychological. It is difficult to handle such grievances. Sources of Grievance The causes of grievances may be grouped under three heads, viz. , i. Grievances resulting from Management Policies a. Wage rates or scale of pay. b. Overtime c. Leave d. Transfer- improper matching of the worker with the job e. Seniority, promotion, and discharges f. Lack of career planning and employee development plan g. Lack of role clarity. . Lack of regard for collective agreement. i. Hostility towards a labour union j. Autocratic leadership style of supervisors. ii. Grievances resulting from working conditions: a. Unrealistic b. Non-availability of proper tools, machines and equipment for doing he job. c. Tight production standards. d. Bad physical conditions of workplace. e. Poor relationship with the supervisor. f. Neg ative approach to discipline. iii. Grievances resulting from Personal Factors a. Narrow attitude b. Over- ambition c. Egoistic personality. Handling of Grievance Grievances are symptoms of conflicts in enterprise. So they should be handled very promptly and efficiently. Copying with grievances forms an important part of manager’s job. The manner in which he deals with grievances determines his efficiency in dealing with the subordinates. A manager is successful if he is able to build a team of satisfied workers by removing their grievances. While dealing with grievances of subordinates, it is necessary to keep in mind the following points: i. A grievance may or may not e real. ii. Grievances may arise out of not one cause, but multifarious causes. iii. Every individual does not gives expression to his grievances. For the purpose of handling grievances efficiently, it is necessary to find and analyses the grievance of the subordinates. If a grievance is found to be genuine or real, the corrective action should be taken immediately. But if the grievance arises due to imagination or disturbed frame of mind of the worker, then it is necessary to explain and clear up the matter. Before dealing with the grievances, their causes must be diagnosed. But when the grievance are not expression by the subordinates, it is manager’s job to detect the possible grievances and their causes. He may realize the existence of grievances because of high labour turnover, high rates of absenteeism and poor quality of work. These problems will go on multiplying if the causes of grievance are not cured. While dealing with grievances, a manager cannot depend upon any readymade solutions. Every case has to be dealt with on its merits. The following guidelines may be followed to deal effectively with the grievances: i. You read "Grievance: Trade Union and Workers" in category "Papers" The complainant should be given a patient hearing. He should be allowed to express himself completely. ii. The management must show its anxiety to remove the grievances of the workers. iii. If the grievances are real and their causes are known, attempts should be made to remove the causes. iv. If the grievances are imaginary or unfounded, attempts should be made to counsel the workers. Grievance Procedure A grievance is the embryo of more serious trouble to come because accumulation of minor grievance may lead to major explosions. Therefore, prompt and effective handling of grievance is the key to industrial peace. This calls for systematic procedure of handling grievance for the just and speedy disposal of grievances. There are two types of grievance procedures for redressing the grievance of the employees. These includes i. Open Door Policy Under the procedure, the employees are free to meet the top executive of the organization and get their grievances redressed. Such a policy may work well in the small organizations, but in big organizations this may not be practicable because the top executive will be too busy in other matters. Another disadvantage of open-door policy is that lower level executives feel bypassed. This may complicate the human relations problems. Moreover, top management is not too familiar with the working conditions of the operative employees. It may be difficult for it to attend to employee grievances because of lack of sufficient information. Lastly, it is also said that the open door policy is suitable for executives to walk through and not the operative employees. The employees may even hesitate to go to top executives with their grievances. Because of these difficulties, stepladder procedure may be adopted ii. Step- ladder Procedure Under this procedure, the aggrieved employee has to proceed step b step in getting his grievance heard and redressed. Firstly, he has to present his grievance in writing to his supervisor or foreman. If he is not satisfied with his decision, he may go to the head of the department. There may by a joint grievance committee after the decision of the head of the department is not acceptable to the employee. If the committee also fails to redress his grievance, the matter may be referred to the chief executive. The grievance procedure will be said to be exhausted if the chief executive is also not able to redress the grievance. The workers should not take any action against the management until the whole grievance procedure has been exhausted. Filing of written Grievance Grievance Voluntary Arbitration Chief Executive Joint Grievance Committee Head of department Supervisor or Foreman S E T T L E M E N T The grievance assumes the form of a conflict after the workers is not satisfied with the decision of the chief executive. For maintaining industrial peace in the plant, it is advisable to refer such grievance to the voluntary arbitration. The award of the arbitration should be binding on both the parties. Grievance Procedure in Indian Industry In India, settlement of settlement of grievance did not receive adequate attention in the legislative framework till the enactment of Industrial Employment (standing orders) Act, 1946, and the Factories Act, 1948. The Industrial Employment Act provides that every establishment employing 100 or more workers should frame Standing orders which should contain, among other matters, provision for means of redressed for workmen against unfair treatment or wrongful actions by the employer or his agents or servants. Similarly, section 49 of the Factories Act provides for the appointment of Welfare Officers in every factory wherein 500 or more workers are ordinarily employed. These officers are generally entrusted with the task of dealing with complaints and grievances of the workers or employees. The 15th session of the Indian Labour Conference (July 1957) took up the matter of establishing a grievance procedure acceptable to both the management and workers union in an industrial unit and a sub-committee was formed for the purpose. The 16th session of the Indian Labour Conference (1958) approved the principles of industrial discipline evolved by the committee. A Model Grievance Procedures which is a part of code of discipline was drawn up. The model grievance procedure envisages the creation of a grievance machinery to administer the procedure. According to it workers representatives are to be elected for a department or their union is to nominate them. Otherwise workers representatives on the workers committee are to be taken as their representatives. The management has to specify the persons in each department who are to process the grievance at the second step. These representatives of workers and management are to constitute the joint, bipartite grievance committee. It should be noted that the whole procedure is time bound. Industrial Relations Traditionally, the term ‘industrial relations’ is used to cover such aspects of industrial life as collective bargaining, workers’ participation in management, discipline and grievance handling, industrial disputes, and interpretation of rules, labour laws, etc. thus, industrial relations are often seen as constraints which limit the ability of the organization rather are often seen as constraints which limit the ability of the organization rather than an opportunity to develop collaborative problem solving relationship. The industrial relation (IR) function in majority of the organizations suffers from lack of planning, absence of human relations policies and predominance of short-term perspective in resolving labour-management problems. The continuous neglect of industrial relations function has resulted in problems like poor work-culture, indiscipline, flouting of authority, coercion and blackmailing by unions, rise of restrictive practices, lack of mutual trust, frustration of workers, alienation of workers, etc. The concept of Industrial Relations The term ‘Industrial Relation’ refers to all types of relationships between all the parties concerned with industry. The parties related to industry are the workers and the management representing the owners. Thus, industrial relations connote a vast complex of relationships obtaining between management and employees, union and management, union and employees and between employees themselves. Both parties to industrial relation have a common interest in industry, but many a time, they are found to be pulling n difference directions which lead to industrial unrest. Therefore, it has become necessary to secure the cooperation of both workers and management to achieve good industrial relations. Besides management and workers, State is another party associated with industrial relations. The interference of government in industrial relations through legal and administrative measure is quite common. Thus, the area of industrial relations has been extended to relations among th e state, employer and employees. According to Encyclopedia Britannica, â€Å"The subject of industrial relations includes individual relations and joint consultations between employers and workers at the place of work, collective relations between employers and their organizations and trade unions and part played by the state in regulating these relations. † According to Dale Yoder â€Å"The term ‘industrial relations’ refers to the relationship between management and employees or among employees and their organization that arise out of employment. In modern usage, the phrase ‘industrial relations’ includes the whole gamut of matters that arise due to the continuing relationship between the employers and the workers. Its scope includes three rarely distinct areas: 1. Relations between mangers and individual workers; 2. The collective relations between employers and labour (trade) union; and 3. The role of government in the regulation of these relationships. These three closely assoc iated areas are often referred to respectively as personnel management, collective bargaining and labour legislation. Parties to Industrial Relations Simply stated, industrial relations are the outcome of the employment relationships in industry. The government of a nation influences these relations to a great extent. Thus, there are three major variables in industrial relations: i. Workers and their Organizations: the personal characteristics of workers, their culture, educational attainments, qualifications, skills, attitude towards worker, etc. play an important role in industrial relations. Workers organizations, known as trade unions, are political institutions. Trade unions are formed for safeguarding the economic and social interests of the workers. They put pressure on the management for the achievement of these objectives. ii. Employers and their organizations: The employers are a very important variable in industrial relations. They provide employment to workers and try to regulate their behavior for getting high productivity from them. Industrial unrest generally arises when the employers demand from the workers is very high and they offer low economic and other benefits. In order to increase their bargaining power, employers in several industries have organized employers associations. These associations put pressure on the trade unions and the government. They also participated in tripartite bodies constituted by the government to regulate industrial relations. iii. Government : the government exerts an important influence on industrial relations through such measures as providing employment, intervening in working relationships and regulating wages, bonus and working conditions through various laws relating to labour. The government keeps an eye on both the trades unions and employers organizations to regulate their activities in the interest of the nation. Objectives of Industrial Relations The primary objective of industrial relation is to maintain good and healthy relations between the workers and the management in the enterprise. Al other objectives revolve around this primary objectives. Some of the important objectives are listed below: i. To promote healthy labour-management relations. ii. To promote the interests of employees as well as management by securing the highest level of mutual understanding and goodwill among them. iii. To raise productivity to a higher level which is the need of the day and to contributed to the economic development of the country. v. To check industrial conflicts and minimize the occurrence of strikers, lockouts and gheraos. v. To minimize labour turnover and absenteeism by providing job satisfaction to the workers. vi. To facilitate and develop industrial democracy based on workers partnership in management of industry. vii. To establish government control over industries to regulate production and industrial relations. Significance of Good Industrial Relations or Industrial Peace Good industrial relations refer to harmonious relations between the labour union and the management in an organization. In other words, in such a situation, there is absence of industrial disputes between the two parties and presence of understanding and cooperation between them. Thus, industrial relations in an organisation must be harmonious or cordial. Such relations can lead to the following benefits: 1. Industrial peace: Cordial industrial relations bring harmony and remove causes of disputes. This leads to industrial peace which is an ideal situation for an industrial unit to concentrate on productivity and growth. 2. Higher productivity: Due to cordial industrial relations, workers take interest in their jobs and work efficiently. his leads to higher productivity and production of the enterprise where they are working. Thus, they will contribute to the economic growth of the nation. 3. Industrial Democracy: Sound industrial relations are based on consultation between the workers and the management. This assists in the establishment of industrial democracy in the organization which motivates emp loyees to contribute their best to the success of the organization. 4. Collective Bargaining: Good industrial relations are extremely helpful for entring into long-term agreements as regard various issues between labour and management. Effective collective bargaining and association of employees in decision- making process will bring about cooperation between labour and management. 5. Fair Benefits to workers: The workers should get sufficient economic and non- economic benefits to lead a happy life. It is possible when the relations between workers and management are cordial and the productivity is high. The employers can afford higher benefits to the workers. 6. High Morale: Good industrial relations imply the existence of an atmosphere of mutual cooperation, confidence, and respect within the enterprise. In such an atmosphere, there are common goals, which motivate all memebers of the organization to contribute their best. Consequently, there is higher productivity, higher income and increased, job satisfaction – all resulting in higher morale of the workforce. 7. Facilitation of change: Sound industrial relations, by creating a climate of co-operative and confidence make the process of change easy. Hence, full advantage of last inventions, innovations and other technological advancement can be obtained. The workforce easily adjusts itself to required changes for betterment. Industrial Unrest Industrial peace in a country is an important pre- condition for its industrial development. Industrial peace implies the existence of harmonious relationship between the management and the workers. When the relationship between the management and the workers is not cordial, industrial atmosphere is not peaceful. Such a situation is known as industrial unrest. In other words, industrial unrest refers to discontent and conflict between employers and employees. It takes the shape of strikes, lock-outs, demonstrations, etc. The relations between the employers and the employees are frequently clouded by a sense of exploitation, distrust and discontent. They give rise to industrial conflicts or disputes. Perhaps an industrial dispute is the most acute problem in industrial organization because it endangers peace in the industry. Some of the symptoms of industrial unrest are high labour turnover, disciplinary problems, absenteeism and tardiness, critical personal rating, low morale, restriction of output, etc. t is important to note that strikes and lock-outs have come to stay almost permanently in the industrial set-up of many countries. Maintenance of harmonious human relations in an organization depends upon the promotion and maintenance of discipline. No organization can proper without discipline. Discipline has been a matter of utmost concern for all organizations. There are some people who believe that maintenance of discipline is the con cern of only higher echelons of an organization. But in actual practice, discipline is concerned with employees at all levels. Broadly speaking, discipline means orderly behavior of individuals towards the desired goals of the group. The word ‘discipline’ owes its origin to religion, but it was in the army that it helped achieve spectacular results. When big battles were won not by the numerically superior army, but by the one that had better disciplined soldiers who had a very high morale, a more intense motivation to win, and had the benefits of effective leadership, popular imagination marveled at such achievements. Discipline, thus, came to be equated with the army. But now it is widely used in schools, colleges, industries and other institutions. The concept of Industrial Discipline Discipline in industry may be described as willing cooperation and observation of the rules and regulations of the organization. It means securing consistent behaviour in accordance with the accepted norms of behaviour. Discipline is essential to a democratic way of life. Simply stated, discipline means orderliness. It implies the absence of chaos, irregularity and confusion in the behaviour of workers. In other words, disciplined workers cooperate andbehave in a normal and orderly way. Discipline may be defined as a force that prompts individuals or groups to observe the rules, regulation and procedures which are deemed to be necessary for the effective functioning of an organization. According to Ordway Tead, â€Å"Discipline is the orderly conduct of affairs by the members of an organization, who adhere harmoniously in forwarding towards the end which the group has in view, and willingly recognize that. † Discipline is said to be good when employees willingly follow company’s rules and it is said to be bad when employees follow rules unwillingly or actually disobey them. According to some people, discipline is a positive concept in as much as that the absence of indiscipline does not imply a state of discipline. Too often, discipline has been oriented towards punishment for the past misdeeds. Many managers and supervisors see discipline primarily as a mean to enforce external demands for responsible behaviour. Instead they expect orderly behaviour to depend primarily on fear of penalties. Thus, they exercise discipline as a punishment. But this is a negative approach which should be abandoned by the managers and supervisors in order to secure good human relation in industry. Manager should adopt a positive approach to deal with indiscipline in the organization. Attempts should be made to educate the workers the value of discipline. The workers should be taught self-discipline because it is the highest form of discipline in any group activity. Management should give more emphasis in educating the workers in order to change their attitude towards their work and work-place. Disciplinary action should be taken only in exceptional circumstances where no other alternative is left. It must be based on the consideration of just cause and due process of law. Aspects of Discipline There are two aspects of discipline, viz. , positive and negative aspects which are discussed below: 1. Positive Aspect: Employees believe in and support discipline and adhere to the rules, regulations and desired standards of behaviour. Discipline takes the form of positive support and reinforcement for approved actions and its aim is to help the individual in moulding his behaviour and developing him in a corrective and supportive manner. This type of approach is called positive approach or constructive discipline or self- discipline. Positive discipline take place whenever the organizational climates is marked by aspects such as payment of adequate remuneration and incentives, appropriates avenues for career advancement, appreciation of proper performance, reinforcement of approved personnel behaviour or actions, etc. , which all motivate employees to adhere to organization rules and regulations or exercise self- control. 2. Negative Aspect: Employees sometimes do not believe in discipline. As such, they do not adhere to rules, regulations and desired standards of behaviour. As such, disciplinary programmed forces and constraints the employees to obey orders and function in accordance with set rules and regulations through warnings, penalties and other forms of punishment. This approach to discipline is called negative approach or collective approach or punitive approach. This approach is autocratic in nature as the subordinates are given no role in formulating the rules and they are not told why they are punished. Negative or enforced discipline connotes that personnel are forced to observe rules and regulations on account of fear of reprimand, fine demotion, or transfer. But these are helpful in extracting Just minimum standard of performance from the employees since they work on account of the fear they have got. In fact, punishment, penalties, demotions and transfers provide or establish a climate which demotivates the employees. Hence, such climate is not helpful for the accomplishment of group goals and for enhancing the morale of employees. Importance of Discipline in Industry Discipline is the very essence of life. Absence of discipline means chaos and disorder. An industrial enterprise is an organic whole in which a variety of forces act in unison towards the attainment of its ultimate aims. Obviously, smooth and effective functioning demands a high degree of co-ordination among the various elements which form integral parts of an organization. In an industry, big or small, manpower is the most important factor. Manpower can be used effectively only if there is discipline in the industry. Discipline should not be brought about by fear or punitive actions, it should be brought voluntarity. A man may work in the required manner under compulsion, but he may constantly be in conflict with his natural impulse and thus be under a continues strain which he can’t be considered conductive to good social relations in the work-group. What is really required is to take steps to promotion mutual confidence between the employees and the employers and highlight the identity of their interest, which are so essential to bring about the necessary discipline. Maintenance of discipline is a prerequisite for the attainment of maximum productivity, not only of the workers but also of the entire nation. It is only because of this that the underlying philosophy of discipline is conceived as inherent in the whole field of industrial relations. Viewed against this background, self-discipline is the highest form of discipline and management efforts should be directed to encourage this. True discipline is education because it changes the very attitude of the workers towards their work and work-place. It must, therefore, be realized that discipline is to developed from within. It has to be reformative and not punitive. Preventive and Settlement Machinery of Industrial Disputes Lasting industrial peace requires that the causes of industrial disputes should be eliminated. In other words, preventive steps should be taken so that industrial disputes do not occur. But if preventive machinery fails, then the industrial disputes settlement machinery should be activated by the Government because non- settlement of disputes will prove to be very costly to the workers, management and the society as a whole. MACHINERY FOR HANDLING INDUSTRIAL DISPUTES Labour Court Industrial Tribunals National Tribunals Conciliation Board Conciliation Officers Voluntary Arbitration Conciliation Court of Enquiray Adjudication Workers Participation in management Standing Orders Tripartite Bodies Collective Bargaining Code of discipline Grievance Procedure Settlement Machinery Preventive Machinery Preventive Machinery The preventive machinery has been set up with a view to creating harmonious relations between labours and management so that disputes do not arise. It comprise of the following measures: 1. Worker’s participation in management It is a method whereby the workers are allowed to be consulted and to have a saying the management of the unit. The important schemes of workers participation are: works committees, joint management council (JMC), shop council and joint council. These have been discussed later in this book. 2. Collective Bargaining According to Dale Yoder, â€Å"Collective Bargaining is the term used to describe a situation in which essential conditions of employment determined by bargaining process undertaken by representatives of a group of workers on the one hand and of one or more employers on the other. Collective bargaining not only includes negotiation, administration and enforcement of the written contracts between the employers and employees, but also includes the process of resolving labour- management conflicts. The role of collective bargaining fore solving the issues arising between the management and the workers at the plant or industry level has been widely recognized. Labour legislation and the machinery for its implementation prepare a framework according to which industrial establishment should operate. But whenever labours laws may lay down, it is the approach of employers and trade union leaders which matters. Unless both are enlightened, industrial harmony is not possible. Therefore, the solution to common problems can be found directly through negotiation between both parties and in this context, he scope of collective bargaining is very wide. 3. Tripartite Bodies Industrial relation in India have been shaped largely by principles and policies evolved though tripartite consultative machinery at industry and national levels. The aim of the consultative machinery is to bring the parties together for mutual settlement of difference in a spirit of cooperation and goodwill. 4. Code of discipline Code of discipline is a set of self-imposed mutually agreed voluntary principles of discipline and good relation between the management and the workers in industry. In India, code of discipline was approved by the 16th Indian Labour Conference held in 1958. It contain three sets of codes which have already been discussed later in the book. 5. Standing Orders The terms and condition of employment have been a bone of contention between labour and management since the advent of factory system. To prevent the emergence of industrial strive over the condition of employment, one important measure is the standing orders act, 1946, it was made obligatory that Standing Orders would govern the conditions of employment. The Standing Orders regulate the conditions of employment from the stage of entry in the organization to the stage of exit from the organization. Thus they constitute the regulatory pattern for industrial relations. Since the standing orders provide Do’s and Don’ts, they also act as a code of conduct for the employees during their working life within the organization. Industrial Disputes Settlement Machinery The machinery has been provided under the Industrial Disputes Act 1947. It, in fact, provides a legalistic way of setting the disputes. As said above, the goal of preventive machinery is to create an environment where the disputes do not arise at all. Even then if any differences arise, the judicial machinery has been provided to settle them lest they should result into work stoppages. In this sense, the nature of this machinery is curative for it aims at curing the ailments. This machinery comprises following organs: 1. Conciliation: Conciliation is a method of resolving the industrial conflict with the help of the third party, who intervenes in the dispute situation upon a request by either or the both parties. It is a procedure in which the decision making functions remains the prerogatives of the parties to the disputes as in collective bargaining. The conciliators simply assists them in their negotiations and decision making, he resolves the impasse and remove the bottlenecks Conciliation Officers The law provides for the appointment of conciliation officer by the Government to conciliate between the parties to the industrial disputes. The conciliation Officer is given the power of a civil court, whereby he is authorized to call and witness the parties on oath. It should be remembered; however, whereas civil court cannot go beyond interpreting the laws, the conciliation offer can go behind the facts and make judgment which will be binding upon the parties. Conciliation board In case conciliation Officer fails to resolve the differences between the parties, the government has the discretion to appoint a Board of Conciliation. The Board is tripartite and ad hoc body. It consists of a chairman and two or four other members. The chairman is to be an independent person and other members are nominated in equal numbers by the parties to the dispute. Conciliation proceedings before a Board are similar to those that take place before the conciliation Officer; the government has yet another option of referring the dispute to the court of Inquiry instead of the Board of conciliation. 2. Court of Enquiry In case of the failure of the conciliation proceedings to settle a dispute, the government can appoint a court of Inquiry to enquire into any matter connected with or relevant to industrial disputes. This court is expected to submit its report within six months from the commencement of enquiry. This report is subsequently published by the government within 30 days of its receipt. Unlike during the period of conciliation, workers right to strike, employers right to lockout, and employers right to strike, employers right to lockout, and employers right to dismiss workmen,etc remain unaffected during the proceedings in a court of enquiry. 3. Voluntary Arbitration On failure of conciliation proceedings, the conciliation officer may proceedings; the conciliation officer may persuade the parties to refer the dispute to a voluntary arbitrator. Voluntary arbitration refers to getting the disputes settled though an independent person chosen by the parties involved mutually and voluntarily. In other words, arbitrator jointly appointed by the parties which is usually wasted in case of adjudication. 4. Adjudication The ultimate remedy for the settlement of an industrial dispute is its reference to adjudication by labour court or tribunals when conciliation machinery fails to bring about a settlement. Adjudication consists of settling disputes through intervention by the third party appointed by the government. The law provides the adjudication to be conducted by the labour court, Industrial Tribunal and National Tribunal. How to cite Grievance: Trade Union and Workers, Papers

Trial of King Charles free essay sample

Josh Robinson Mr.. Comer 15 November 2012 Trial of King Charles I Summary of Charges King Charles I of England is being charged as a tyrant, traitor, and murderer; and a public and implacable enemy of the Commonwealth of England. He is convicted of using his power to pursue his personal interest rather than the good of England, and raging war against the parliament and the people of England. For the Defense My client pleads guilty, but for a lesser charge than death. He was only trying to do what was right for England. The people of England were going through a hard time and the country needed money. When my client and the Parliament could not agree on terms of taxation and plans to raise money, his only choice was to dissolve Parliament. As king, he was ling power and the only way to gain that power back was to wage war on Parliament. We will write a custom essay sample on Trial of King Charles or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page We both agree that this war was wrong and foolish and many great lives were lost. We plead that his punishment should be removal as king of England and Exile from this great country. Witnesses 1. Oliver Cromwell Was for the Parliament, General of Horse in the army. I will use him to show that he planned to overthrow King Charles I before the civil war had started. 2. Jacob Castle Fought for the Royalist, Baron and Major General in the royalist army. Baron Castle will help prove King Charles I was a humble king. 3. Ralph Hops Commander of the royalist army and Baron of Stratton. Im using Baron Hops to give information of what King Charles I had planned to do if he had won the war. 4. George Goring- General of Horse for the Royalist army and Baron. George will give his opinion of how it was to fight for King Charles I and the Royalist army 5. Charles Lucas Royalist, Lieutenant General of Horse. I will use Charles Lucas to tell everyone how life as a prisoner was under the Parliamentary army. To the Jury: A roundhead is a supporter for the Parliament and a Cavalier is a supporter for the king. Summary of Evidence [pick] If the parliament had agreed on taxation with King Charles I This war would have never have happened and lives would Not have been lost. Oliver Cromwell was against King Charles marriage When King Charles married Henrietta Mar to create An alliance with France. Oliver Cromwell would not Know how to protect England. T you accuse King Charles to murder to Englands Own people, then you should accuse the Parliament As well, since both sides were English. Anticipatory Arguments Argument: King Charles supported Catholics Answer: King Charles supported Louis XIII so England and France could become allies. Argument: King Charles started this war by trying to raise taxes on the people of England. Answer: King Charles needed money from the wars he had fought to protect his country. The Parliament were unreasonable and he no other way to raise money. Since the Parliament had not helped they were useless to him so he dismissed them. Separation of Church and State Just about everybody in England was Protestant, including the members of Parliament. King Charles I made the Parliament angry by supporting Louis XIII catholic) who was at civil war against Protestants. King Charles also married Henrietta Mar who was catholic. The religious issues should not be included in this case because it is irrelevant. King Charles I is Protestant and so is everyone in Parliament. Precedent: I would like to see this cases outcome shape history by warning all kings, or even dictators that if they dont listen to the people of their country, they wont rule very long. Questions for Consideration: 1 . This event is described as the English Civil War because the English were fighting the English. 2. I would have been a roundhead because having an absolute monarch is not the right choice for a type of government. 3. I think the impact the English Civil War will have is that other countries will over throw their kings/queens. 4. Oliver Cromwell became the Lord Protector of England, which is similar to the president, and the parliament is similar to the House of Representatives. 5. I chose to be an attorney for the defense because even though King Charles I made some wrong decisions and caused the civil war, I do not think he should have been beheaded in front of hundreds of people. My choice did not change throughout my research.

The Top 10 Cocktails for Students -

The Top 10 Cocktails for Students Cocktails are a popular choice of beverage for students, but if you buy them in a bar, they can be very expensive.   Here are our top 10 cocktails for students, so you can enjoy a drink without spending your entire student loan for the term!   Vodka and cranberry juice   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   You can buy budget vodka and cranberry juice is not expensive.   For variety, you can add   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   lime, pineapple juice or grapefruit juice.   Alcoholic smoothies   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Choose a mix of fruits, such as banana, strawberries and blueberries.   Blend with ice, milk   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   and vodka. Lemon Martini   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Mix lemon, sugar and vodka for a cheap drink that tastes delicious! Highball   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Buy some cheap ginger ale and mix with the whisky of your choice. Mojito   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Refreshing and tasty, all you need to do is mix rum with mint and soda water. Black Russian   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Great for after your dinner, mix vodka with coffee liquor and blend with ice. Tequila Sunrise   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A tempting combination of tequila, orange juice and grenadine. Bloody Mary   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Bound to tantalise the taste buds, all you have to do is mix vodka, tomato juice, pepper,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   lemon juice, and Worcester sauce. Moscow Mule   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A tasty mixture of vodka, lime, ginger beer and Angostura Bitters. Sex on the Beach   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Always a good talking point, especially if you're flirting with that man you've had your eye   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   on!   Mix vodka with peach schnapps, orange juice, cranberry juice and ice.   If you are keen to try out the top 10 cocktails for students, you should share the cost with your friends.   Assign each person a drink or two to purchase, then put everything together when it's time to party!   Don't visit off licences, go to supermarkets, where you can buy cut price versions of all the main spirits and fruit juices.   Don't be afraid to experiment, you can have as much fun making cocktails as you can drinking them!   Arriba!

Free Essays on Young Goodman Brown

Dreading the Dark of Humanity Nathaniel Hawthorne?s ?Young Goodman Brown,? widely regarded as one of his finest works, illustrates vividly how society and culture can influence one?s sense of reality (53 ). Goodman Brown is everyman of general intelligence striving to live and achieve a better life (60 ). Faith and righteousness were daily themes in Puritan society, however when Goodman Brown faces change in his perception, the once solid foundation is washed away. The journey into the wilderness enlightens Brown to societal truths amidst his struggle within himself and against fellow men. It is a dreaded walk on the dark side of the human heart (26 ). Consuming most of Hawthorne?s tale is a test of faith. For three months Brown has been married to a young woman symbolizing his faith (60 ). She even carries this name and lets her role in the story tie to that aspect of her husband?s life. Brown calls for his wife three times as he stands before the devil at the alter. Goodman then cries, ?My Faith is gone.?(9 ) As Brown is drawn into the deepest shadows of the forest and enters the devils sacred service, Hawthorne dramatizes his feeling that once commitment to evil has been made, its purpose must prevail by securing a shelf in Goodman?s soul. There is no struggle of power to oppose it and in this tale the power is so unequal that Faith, supposedly the Devil?s antagonist, is drawn into the camp of the enemy (11 ). She appears at the service as a baptismal candidate along with Goodman, a faint insinuation that Faith has her own covenant with the Devil. This also suggests that her complicity may be prior to and deeper t han Brown?s, as Faith could?ve played a role in the path of her husband (12 ). Her possible involvement then brings on a submerged irony in the manner in which Faith comes to meet Goodman when he returns to the village, as if she had not been present in the forest. She greets him in a m... Free Essays on Young Goodman Brown Free Essays on Young Goodman Brown In 1835, Nathaniel Hawthorne wrote â€Å"Young Goodman Brown,† using analogies and historical chronologies to make the story of a young man traveling in the woods who meets up with the devil and sees the fate of the townspeople he loves and lives with. Far from a simple story, Hawthorne utilizes his own ancestry and a brilliance all of his own to teach a moral lesson to the reader and instill a sense of virtue. The story told is one of peril and fright, but the message given is one that can leave you with a positive impression and an awareness of your own self. Hawthorne’s fascination with seventeenth-century Puritan society can be attributed to his own ancestry. His great-great-great-grandfather came from England in 1630 with John Winthrop’s great migration, the first of his family line in America, and helped with the settling of the Massachusetts Bay Colony. He settled first in Dorchester then later moved to Salem where his influence among the Puritan’s only grew. A close friend of Winthrop and other prominent officials in the town, William Hathorne, rose to the office of speaker in the House of Delegates and became a major in the Salem militia (Stewart, 1). He boldly defied Charles II in declining to return to England, along with Governor Bellingham, to dispute the accusation of â€Å"the colony’s persistent insubordination to royal authority† (Turner, 60). However, despite his heroic American traits, William Hathorne’s infamy lies in the prosecution of the Quakers and his brutality in hi s sentencing. Hawthorne wrote about him in â€Å"The Custom House†: The figure of the first ancestor, invested by family tradition with a dim and dusky grandeur, was present to my boyish imagination as far back as I can remember. It still haunts me, and induces a sort of home feeling with the past†¦.He was a soldier, legislator, judge; he was a ruler in the Church; he had all the Puritanic traits, both good and evil. He was lik... Free Essays on Young Goodman Brown Nathaniel Hawthorne’s short story â€Å"Young Goodman Brown† tells a tale of a young man, Goodman Brown, who takes a journey through the wilderness to define his true belief in his religious faith. Not only does Goodman Brown discover the inner evil in the holiest people he knows, but he finds out that his own wife, Faith, has turned to the devil. Hawthorne uses Faith and others to prove to people that every one has a little bit of evil and sin in them. Before Goodman Brown leaves Faith tells him that he should stay and not leave her on during the night, but he answers her back telling her it will be all right â€Å"My love and Faith.†(614) This jumpstarts the story by symbolizing that Faith is just not his wife, but shows that she is his religious faith as well. Goodman Brown refers to Faith throughout the journey in many different ways. When Goodman Brown first encounters the devil, he is asked why he is late. He replies â€Å"Faith kept me back awhile.†(614) Showing that he is not sure he really wants to proceed with the journey. In the mysterious woods, side-by-side walking with the devil Goodman Brown is very confused on continuing into the woods, but he keeps seeing holly people on the same path that he is traveling following the devil. Goodman Brown sees the first of his acutance, which shows the evil within themselves named goody Cloyse. She is encountered by brown and the devil as they are walking through the woods, the devil â€Å"pointed his staff at a female figure on the path†(616). This figure is an important figure in brown’s life. She is the same dame â€Å"who had taught his catechism, in youth and was still his moral and spiritual adviser† (616) Surprisingly, she turns around and begins a conversation with the devil. â€Å" The devil!† screamed the moral old lady. â€Å"Then goody Cloyse knows her old friends?† observed the traveler, confronting her, and leaning on his writhing stick. (616). This discussion be... Free Essays on Young Goodman Brown Reaction to â€Å"Young Goodman Brown† â€Å"Young Goodman Brown† is an intriguing story that has been analyzed and debated for years. I thoroughly enjoyed reading this story and learned a great deal from it. I believe that this story is one of the best stories ever written. â€Å"Young Goodman Brown,† a short story by Nathaniel Hawthorne, is about a man who tests his faith and takes a journey with the devil in a dark forest. The story takes place in Salem, Massachusetts during the Salem witch trials. Goodman Brown had an internal conflict between good and evil. Even though his wife, Faith, tried to persuade him not to go, he felt that he needed to go on this trip that night. The devil kept persuading him to walk deeper and deeper into the forest. The deeper he walked the closer he was to evil. The devil showed Brown how many of the others he knew had already been on this trip including Faith, his father, his grandfather, the town deacon, and his old catechism teacher. Goodman Brown could not believe that these people he knew as good Christians would ever do such a bad thing. He did not realize that he was just as bad by doing the same thing when he met the devil. When he returned home he shut himself off from the world, because he saw i t as ! completely evil. I liked this story because it does a great job of portraying the theme of good and evil. Young Goodman Brown failed to realize that nobody is perfect because everyone sins. According to Angie Soler, â€Å"Hawthorne intended for the reader to become aware of the depravity accompanied by sin. He intended for the reader to view the reality of sin and the terror of the human hell that was revealed to Brown.† Brown judged and condemned others for sin without looking at his own sinfulness. I know that I sometimes look at other people and judge them. Hawthorne creatively showed me that this is not the right thing to do. By rejecting all of society and isolating him... Free Essays on Young Goodman Brown Young Goodman Brown – From Naivety to Maturity Nathaniel Hawthorne’s Young Goodman Brown is story illustrating the moral principle of good versus evil. Hawthorne uses symbolism and irony to relay his feelings towards man’s natural appetite for evil and the battle to avoid it in ones own heart. Following these literary elements takes the reader through a dream allegory filled with religious hypocrisy. Locating and examining the two most prominent symbols throughout the story allows the reader to experience how the attempted conversion of Young Goodman Brown results in a transformation from naivety to maturity. The first use of symbolism comes in the form of the names of Young Goodman Brown and his wife, Faith. Young in the name literally means that the main character is a young man. Hawthorne textually declares this when he writes’ â€Å"†¦young Goodman Brown†¦Ã¢â‚¬ (pg104). Goodman in the name symbolizes that he is a spiritual and good person. With Brown being such a common last name, it symbolizes that Goodman could be anyone or everyone. The name Faith has a dual symbolic meaning. It literally means religious faith and also represents Goodman Brown’s personal faith and religious convictions. This is apparent when Brown states, â€Å"My love and my Faith of all the nights in this year, this one night must I tarry from thee†(pg104). Here, Goodman Brown is referring to leaving his wife and his faith in God. Initially, Faith also represents youth as identified when Goodman Brown, â€Å"†¦put his head back, after crossing the threshold, to ex change a parting kiss with his young wife†(pg104). Though not understood until latter, it is this idea of a young good wife that reveals that Goodman’s initial state of naivety. Goodman is asked by his wife to stay home and not go on the journey. He thinks that she does not know about his journey to meet with the devil and thinks, â€Å"Methought as she spoke there... Free Essays on Young Goodman Brown Bewilderment In Nathaniel Hawthorne’s â€Å"Young Goodman Brown,† the main character, goodman Brown, undergoes a form of initiation. This initiation is brought forth by an elder dark figure. This figure, who actually is the devil, meets goodman Brown in the forest late in the evening. The devil leads goodman Brown deep into the forest where he encounters the biggest shock of his life. However, this trauma is too much for young goodman Brown, and it changes his life dramatically. After his experience in the woods, young goodman Brown is a changed man, and his new knowledge causes him to separate himself from the rest of the society. When goodman Brown separates himself from his society, he lives a life without friends because he fears being corrupted by everyone. Goodman Brown goes into the forest a young man who has been married for only three months to his love, Faith. Being young and unable to understand the complexity of human nature, goodman Brown saw people as either sinners or saints, there was no in between for him. In Puritan times, to go into the forest at night was unholy and sacrilegious. In order for goodman Brown to go into the forest, he must leave behind his wife, his faith, his religion, and his community; and for what, his curiosity. Once in the forest, the devil leads goodman Brown along a winding path in which goodman Brown begins to encounter his initiation. He comes across first goody Cloyse, who was the one that taught him his catechism. Goodman Brown wants to avoid any confrontation with goody Cloyse, so he cuts through the woods while the devil sticks to the path. It is when the devil approaches goody Cloyse that goodman Brown realizes that she is a follower of the devil, and good acquaintance. After this shock, goodman Brown refuses to proceed any further; however, the devil tries to convince him by saying, â€Å"‘You will think better of this, by-and-by’† (1239). Not wanting to press... Free Essays on Young Goodman Brown Young Goodman Brown – From Naivety to Maturity Nathaniel Hawthorne’s Young Goodman Brown is story illustrating the moral principle of good versus evil. Hawthorne uses symbolism and irony to relay his feelings towards man’s natural appetite for evil and the battle to avoid it in ones own heart. Following these literary elements takes the reader through a dream allegory filled with religious hypocrisy. Locating and examining the two most prominent symbols throughout the story allows the reader to experience how the attempted conversion of Young Goodman Brown results in a transformation from naivety to maturity. The first use of symbolism comes in the form of the names of Young Goodman Brown and his wife, Faith. Young in the name literally means that the main character is a young man. Hawthorne textually declares this when he writes’ â€Å"†¦young Goodman Brown†¦Ã¢â‚¬ (pg104). Goodman in the name symbolizes that he is a spiritual and good person. With Brown being such a common last name, it symbolizes that Goodman could be anyone or everyone. The name Faith has a dual symbolic meaning. It literally means religious faith and also represents Goodman Brown’s personal faith and religious convictions. This is apparent when Brown states, â€Å"My love and my Faith of all the nights in this year, this one night must I tarry from thee†(pg104). Here, Goodman Brown is referring to leaving his wife and his faith in God. Initially, Faith also represents youth as identified when Goodman Brown, â€Å"†¦put his head back, after crossing the threshold, to ex change a parting kiss with his young wife†(pg104). Though not understood until latter, it is this idea of a young good wife that reveals that Goodman’s initial state of naivety. Goodman is asked by his wife to stay home and not go on the journey. He thinks that she does not know about his journey to meet with the devil and thinks, â€Å"Methought as she spoke there... Free Essays on Young Goodman Brown Use Your Illusion In this time and age, people have become accustomed to disappointment and disillusionment from the figures that instill purpose and values into their lives. Be it Clinton’s parade of sex, lies and who knows maybe videotape to priests who enjoy the inappropriate company of young boys. People are jaded. This is not true of Nathaniel Hawthorn’s time. The people of that era had absolute faith and trust in their public figures. This sentiment increased exponentially when speaking of the clergy or church-related officials. In â€Å"Young Goodman Brown†, Hawthorne looks at one man’s decent into the murky woods of doubt and illusion of uprightness. In the story, â€Å"Young Goodman Brown†, Hawthorne shows a man who questions the backbone, which his community is assumedly built upon. As the story begins, Goodman Brown, a Puritan, is leaving his house around sunset. His wife, Faith, is trying to persuade him to depart at sunrise instead. His journey is to take him away for the night and he is to return at sunrise. He has a feeling of guilt for leaving her alone after being married to her for a mere three months, but he justifies his journey by swearing that after this night, he will â€Å"cling to her skirts and follow her to Heaven†(164). Brown’s wife Faith symbolizes his real faith in God and his journey into the darkness of the Salem woods is a symbol of evil and question of faith. Goodman Brown is about to begin his struggle between the evil temptations of the devil, and the church abiding life he knows as reality. He will challenge his faith in himself and the community in which he resides. He must venture into the local forest where puritans believe the devil resides, refuse the temptations of the devil, and return to the village before sunrise. After going into the woods and testing his faith, Goodman Brown sees his community as it truly is instead of the illusion he once knew as reality. Although... Free Essays on Young Goodman Brown The Irony and Symbolism of Young Goodman Brown In Young Goodman Brown, by Nathaniel Hawthorne, there are many different symbols and ironic happenings throughout the story. The author’s use of names and his idea of no one being perfect are portrayed extremely well. The main character, Young Goodman Brown, goes from one extreme to the other. In the beginning of the story, he believes everyone is good-natured and by the end, his views have changed drastically. It is unknown as to whether or not Brown is dreaming throughout the story or if it is actually reality. The symbolism and irony of this short story is very prevalent Hawthorne created the main characters name, Young Goodman Brown, to be symbolic as well as ironic. Young refers to his naivety. He is naà ¯ve because he goes to meet the Devil, not really knowing what he was getting himself into. The use of the name Goodman was ironic in the sense that he is not actually a good man because obviously he is intrigued by the Devil, since he goes to meet with the wicked one. Another name is Goody Cloyse, a Christian woman, who Brown notices while in the woods with the Devil. Brown departs with the Devil so she does not see him associating with the evil one. To Brown’s surprise, Goody Cloyse speaks to the Devil and he realizes she is well acquainted with him, meaning Goody Cloyse is not so good after all. Faith, Brown’s wife, is part of the irony of the story. She did not want her husband to leave, because she did not want the Devil to get his grasps on to her beloved husband. Brown thinks she does not want him to leave because she thinks he might commit the act of adultery while he is away. She is trying to protect him since she knows what it is like to be a part of the evilness of the community. This shows she has no faith in her husband concerning his faith in God. This is one of the reasons it is ironic her name is Faith. In the beginning of the story, the author describes ... Free Essays on Young Goodman Brown â€Å"Young Goodman Brown† Nathaniel Hawthorn was born into a Puritan family in 1804. Because of this many of his novels contained topics on ethical problems of sin, punishment, and atonement. His stories were all based in the seventeenth century when many things were happening to the puritan’s. Hawthorn’s story, â€Å"Young Goodman Brown†, is a prime example of this, where the story’s setting is in Salem, Massachusetts during the Salem witch trails. The reader sees many decisions being made by Brown that will reflect the rest of his life. These decisions can be seen through the theme, symbolism, and irony that takes place throughout the story. The theme of Nathaniel Hawthorn‘s â€Å"Young Goodman Brown,† is that everyone faces the conflicts of good and evil during their lives. The journey through this time of conflict becomes very difficult for Brown because of his inner desires pulling him in different directions. The first inner desire that he must face, is the desire to become a witch. The readers see this in the first of the story when Young Goodman Brown sets out on his own at night. The journey is one that can only be made at night for the Puritan’s did not go out at night because they labeled all who did as a witch. The story shows this main reason in the eight paragraph when it says, â€Å"With this excellent resolve for the future, Goodman Brown felt himself justified in making more haste on his present evil purpose.† (Page 317, line 25-26) Then the reader sees this decision change to good later in the story when he meets the devil in the woods and decides to turn back home before goi ng any further into the woods. As seen when Goodman Brown says, â€Å"Friend! Said the other, in exchanging his slow pace for a full stop, â€Å"having kept covenant by meeting thee here, it is my purpose now to return whence I came. I have scruples touching the matter thou wot’st of.†Ã¢â‚¬  (Page 318, line 25-27) This battles of ones sou... Free Essays on Young Goodman Brown Young Goodman Brown The short story â€Å"Young Goodman Brown† by Nathaniel Hawthorne is set in Salem, Massachusetts in 1692 during the Salem Witch Trials. The story was written and published in 1837 in Hawthorne’s â€Å"Twice Told Tales† shortly after Hawthorne’s graduation from Bowdoin College in Maine. Hawthorne’s main influences stem out of the New England Puritan culture. The Salem Witchcraft Trials and his puritan family background all shine through in his creation of this short story. One of his forefathers, Judge Hathorne actually presided over the Witchcraft Trials in 1692. (Note the change in spelling of the last name to help clear his name from the witchcraft incidences) According to my research, several of Hawthorne’s works deal directly with issues such as good vs. evil, alienation and isolation, and in Young Goodman Brown spiritual growth and pride. This story involves a young man’s journey into vast, unknown, uncharted back woods in Salem, Massachusetts. A place where it would be difficult to convince many people of that time to travel, but this is no vacation for Goodman Brown. It is a spiritual journey that he must embark upon to clear his spiritual conscience, and confirm his â€Å"Faith†. Hawthorne shows his belief that evil exists in everyone, and we all battle within to find that gracious faith in God. Goodman Brown even questions his companion on his journey through the woods by saying, â€Å"Can this be so! Howbeit, I have nothing to do with the governor and council; they have their own ways, and are no rule for a simple husband like me.† (p. 504) This quote begins to show Goodman Brown’s conversion from naivety to enlightenment into the evil ways of different men in his community. In the end, Hawthorne purely intends for his reader to take awareness into the evil ways of society, and to use that awareness to better deal with future situations. Isolation and complete rejection of all people who have... Free Essays on Young Goodman Brown Allegorical Symbolism in â€Å"Young Goodman Brown† An allegory is a narrative in which tangible items or characters symbolize abstract concepts and hold a greater significance than what appears on the surface (The American Heritage Dictionary of the English Language 2000). The short story â€Å"Young Goodman Brown,† written by Nathaniel Hawthorne, is a great example of an allegorical story as it is filled with many symbolic elements. This paper will examine some of the symbols found within this narrative and decipher their possible meanings. More specifically, it will look at the characters Young Goodman Brown and his wife Faith, the pink ribbons, and the forest and argue that although they are to be taken in a literal sense, their most important meaning lies in what they are meant to represent. The character Young Goodman Brown is a central symbol in this tale. At first, as Erisman states, the name Young Goodman Brown may come across as a standard name for a man of the seventeenth century, but, upon closer investigation, it soon becomes evident that it stands for much more (124). For instance, the name â€Å"Goodman† indicates that Brown is, in fact, a good person with the moral characteristics of a devout Christian (124). In addition, the title â€Å"Young† is used as an allusion to his virtue as it signifies that he is faultless and pure (124). However, as soon as Brown ventures into the forest and converses with the elderly traveller (a representation of the devil), he loses the †Young† and is only referred to as Goodman Brown. It is as if, at this point, he loses everything in him that is decent and good. What's more, Miller asserts, â€Å"Brown† is a very common last name (240) and is used, according to Levy, to suggest that Brown is a representative of â€Å"everyman† (146). In this sense, he seems to characterize anybody who is being persuaded to commit sin or to step outside of the norm (146). Therefore, Young Goodm... Free Essays on Young Goodman Brown The Young in "Young Goodman Brown" When reading Hawthorn’s "Young Goodman Brown", one can note why his main character was ironically nicknamed young good man Brown. " The story is all three: a dream vision, a conventional allegory, and finally an inquiry into the problem of faith that undermines the assumptions upon which the allegory is based."(Bloom, 115) Although Hawthorn tries to confuse the reader with his dreamy allegories, Brown still emerges with one main flaw. Brown’s words, actions, and thoughts are remarkably similar to a child’s. The short story was written in Hawthorn’s early years, which leads one to wonder about his intent. Was he trying to relay a point he had just learned? Struggling to be come a man, Brown learns that there is a darkness in everyone. Every man battles with change from childhood to manhood. "Faith Brown, the wife of three months, is simply "Faith," and Brown is Everyman." (Bloom 117) Many cultures consider marriage as the last step to become an adult. Unfortunately, Brown has many more things to learn. "Initially, he is a naà ¯ve and immature young man who fails to understand the gravity of the step he has taken. Somewhere along his life, Brown has agreed to sell his soul to the devil. Nativity blinds Brown from seeing the severity of his actions. He does not realize that everyone has sin in their lives and there is no reason to sell his soul. Like most children Brown sees his related elders as perfect people. "Brown’s grandfather, as Daniel Hoffman suspects, has had illicit relations with Goody Cloyse. This is the same grandfather who sadistically enjoyed, as the devil tells Brown, having lashed a half-naked "Quaker woman so smartly through the streets." Brown’s father vented his sexual rage in the violent destruction of an Indian Village during King Philip’s War." (Frank, 223) From this passage it is easy to see that his relatives were far from sin. Brown’s amazement of the ... Free Essays on Young Goodman Brown Dreading the Dark of Humanity Nathaniel Hawthorne?s ?Young Goodman Brown,? widely regarded as one of his finest works, illustrates vividly how society and culture can influence one?s sense of reality (53 ). Goodman Brown is everyman of general intelligence striving to live and achieve a better life (60 ). Faith and righteousness were daily themes in Puritan society, however when Goodman Brown faces change in his perception, the once solid foundation is washed away. The journey into the wilderness enlightens Brown to societal truths amidst his struggle within himself and against fellow men. It is a dreaded walk on the dark side of the human heart (26 ). Consuming most of Hawthorne?s tale is a test of faith. For three months Brown has been married to a young woman symbolizing his faith (60 ). She even carries this name and lets her role in the story tie to that aspect of her husband?s life. Brown calls for his wife three times as he stands before the devil at the alter. Goodman then cries, ?My Faith is gone.?(9 ) As Brown is drawn into the deepest shadows of the forest and enters the devils sacred service, Hawthorne dramatizes his feeling that once commitment to evil has been made, its purpose must prevail by securing a shelf in Goodman?s soul. There is no struggle of power to oppose it and in this tale the power is so unequal that Faith, supposedly the Devil?s antagonist, is drawn into the camp of the enemy (11 ). She appears at the service as a baptismal candidate along with Goodman, a faint insinuation that Faith has her own covenant with the Devil. This also suggests that her complicity may be prior to and deeper t han Brown?s, as Faith could?ve played a role in the path of her husband (12 ). Her possible involvement then brings on a submerged irony in the manner in which Faith comes to meet Goodman when he returns to the village, as if she had not been present in the forest. She greets him in a m... Free Essays on Young Goodman Brown In the story, â€Å"Young Goodman Brownâ€Å", there is a distinct presence of good and evil and how a man who represents the world handles them. The paths he takes, and the consequences for his actions are shown in detail as to how they relate to the world today. Also, people can use Goodman Brown=s story as a guide to keeping your faith in God, and if tested to have a strong enough shield to withstand evil and all other outside influences that will occur in life. Another strong emphasis that Nathaniel Hawthorne uses in â€Å"Young Goodman Brown† are symbols such as his wife, Faith, the ribbons, and the man he walks with. Also, all the people at the alter are used as symbols in this story by Hawthorne. Goodman Brown starts the story as a good Christian man with strong faith, but something is calling him to take a journey not knowing the reason why. This something is what will eventually test and may even conquer his faith in the end. I felt as if Goodman Brown is le aving his wife, his faith, and his home. His faith is being tested, which has never been tested before, because in the story his home and wife is the perfect place in which his faith was never tested nor questioned. I also feel that all the experiences he goes through on his journey symbolize every human being. I say this because his experiences match the fears of every human being that does not want their faith to be tested or has never had it tested. When Goodman Brown meets up with the man on which he took the journey with, the man symbolizes the devil. This can also be interpreted that evil comes in all different forms and you can be unaware of it just as Goodman Brown was. Also, in the story, Goodman Brown feels that the path he is taking is the wrong one and he mentions that numerous times to himself and to the man, but kept walking along the path of the wicked, as the man guided him, he kept throwing away his faith and his love of Christ with every step he took... Free Essays on Young Goodman Brown Young Goodman Brown Many fiction stories are based on truthful experiences or on the views of the author on a certain topic. â€Å"Young Goodman Brown† was written by Nathaniel Hawthorne, who was born and raised in Salem, Massachusetts during the early eighteen hundreds. Hawthorne also grew up with all the influences of the Puritan religion and the culture and education that comes along with it. All of these pieces of information are common in the settings and topics of most of Hawthorne’s works. â€Å"Young Goodman Brown† is a story about a man who was just married to his wife, Faith. Through his actions, you can see that it must have been very hard to live during this time because of the rigidity New England puritan society. It was hard for Goodman to be able to tell the difference between reality and dreams. Hawthorne shows us the great importance of our faith in God, our family and friends, and at length, ourselves. The plight of Goodman Brown indicates that without our à ¢â‚¬Å"faith† we are unable to live life to the fullest possible extent. Faith is our key to happiness. The moment he leaves for his encounter with the devil he leaves as a man of faith. When it’s all said and done, he journeys back from that walk through the woods as a changed man. â€Å"Much like the ‘journey’ in which Brown placed so much significance, the fact that further doubt was now placed upon new members of the church would cause later problems in Puritan society and Salem itself† (Trimmer 1). When Goodman comes back he can no longer look at his wife, or anyone else for that matter, with the same faith he had before. The devil’s influence eventually leads Goodman Brown to the Devil’s ceremony, which destroys his faith in his fellow man, disrupting the happiness he once had. In the beginning of his trip into the woods he reassures himself of his love for his wife and his faith in his religion but, throughout the journey, Goodman demon...

Analysis of a Women’s Quota in India

Analysis of a Womens Quota in India INTRODUCTION OF WOMEN’S RESERVATION BILL The question of a women’s quota in India is distinct from any other nation because the Constitution of India has already provided for quotas for the ‘Scheduled Castes’ (SCs) formerly untouchable castes in the Hindu community and the ‘Scheduled Tribes’ (STs). It has provisions for similar measures for the socially and educationally backward classes now termed as the ‘Other Backward Classes’ (OBCs). These quotas are for admissions to educational institutions, public sector employment and political representation. The 73rd and 74th Constitutional Amendments provided for 33% quotas for women’s representation in the local self-government institutions. These Amendments were implemented in 1993. They were enacted without any pressure or persistent demand from women or any other section. Prior to these Amendments the State of Karnataka had introduced 25% women’s quota in Panchayati Ra j Institutions.1 First elections after the implementation of quotas were held in 1987 (Jain 1996). Later, State of Maharashtra passed a law providing for 30% reservation of seats for women in rural as well as urban local self-government institutions. It is curious that, in spite of over 1,000,000 elected women representatives flooding the local governments; the women’s movement in India was totally silent over this issue till 1996. The smooth passage of the 73rd and 74th Constitutional Amendments encouraged all major national political parties to commit themselves to extending 33% women’s quota to state legislatures and Parliament. The 81st Constitutional Amendment Bill, popularly known as the Women’s Reservation Bill, was introduced in the Parliament in 1996 to that effect. The women’s movement had no role in bringing about this Bill. It did offer some inputs in the Committee hearings but it became vocal and visible on this issue only after its first deb acle in eleventh Lok Sabha. Even then, this visibility was in the form of demonstrations and sit-ins in front of the Parliament and not by way of proactive intervention in the electoral process by supporting women candidates or recruiting movement’s spokespersons in elective roles on various levels. OBJECTIVES OF WOMEN’S RESERVATION BILL The proposer of the policy of reservation state that although equality of the sexes is enshrined in the Constitution, it is not the reality. Therefore, forceful affirmative action is required to improve the condition of women. Also, there is evidence that political reservation has increased redistribution of resources in favour of the groups which benefit from reservation. A study about the effect of reservation for women in panchayats shows that women elected under the reservation policy invest more in the public goods closely linked to women’s concerns. In 2008, commissioned by the Ministry of Panchayati Raj, reveals that a si zeable proportion of women representatives perceive an enhancement in their self-esteem, confidence and decision-making ability. Some opponents argue that separate constituencies for women would not only narrow their outlook but lead to perpetuation of unequal status because they would be seen as not competing on merit. For instance, in the Constituent Assembly, Mrs Renuka Ray argued against reserving seats for women: â€Å"When there is reservation of seats for women, the question of their consideration for general seats, however competent they may be, does not usually arise. We feel that women will get more chances if the consideration is of ability alone.†12 Opponents also contend that reservation would not lead to political empowerment of women because:

Code of Ethics as a Leader Coursework Example | Topics and Well Written Essays - 750 words

Code of Ethics as a Leader - Coursework Example It is therefore upon my shoulders as the leader of the organization, to ensure that they stray as little as possible or prevent their straying from their sworn ethics code. The Code of Ethics that I developed directly addresses the issues of the senior resident's right to privacy and protection of their private information because I specifically stated in the manual that the caregivers shall be held liable for any and all proven violations of the resident-caregiver privacy agreement as set forth in the Code of Ethics that they signed. The use of the CCTV camera on the premises is a solution that I felt would solve the problem of senior abuse and privacy violation because the caregivers on my payroll know that they are constantly being watched and therefore, must adhere to the code at all times. They know that they will have to justify any violations that they shall be questioned about once it is caught on tape. As far as I am concerned, the CCTV solution ensures that there shall be n o violations of the Code of Ethics and the caregivers will never try to abuse their authority nor steal vital personal information because they know they cannot get away with it and they will be held liable for any and all their actions pertaining to the violations concerned. I firmly believe that in order to me to become an effective leader, I must lead by example. This means that I should become the living embodiment of our company Code of Ethics. I should always strive to be faultless as a leader and treat all the residents and their family members with the utmost of respect while also showing the employees that they are a tremendously valuable asset to the company by treating them with respect and equality with my position whenever possible. As the leader of the company, it is my job to make sure that they do their job right every time. The video footage will help me spot the errors in the employee actions and allow me to have an opportunity to call them in for a discussion of t he problem so that I can also show them an example of how I would do the job, allowing them to voice their opinion in the process and defend their actions without taking it out on their resident wards. I realize that I am creating a tall order for me to adhere to but the fact is that the employees who think about straying from the Code of Ethics normally thinks twice about doing so or regrets having done so once they see their leader adhering to the code regardless of the difficulty certain situations pose for him. It is going to be very important for me to create a happy work team at the residence because happy employees will treat their patients in the proper manner. Therefore, I must do my best to keep up their morale while on the job. This won't be so hard to do. It could be as simple as just giving them a free lunch once in a while or offering incentives to model employees at the end of every fiscal year. More importantly, I must ingrain the company Code of Ethics until it beco mes a mantra to them that they eventually work into their everyday lives out of the office simply because, it is the right thing to do. I plan to do this by holding seminars pertaining to various topics concerning patient rights and resident treatment. By keeping the employees abreast of the latest trends in senior citizen care so that they will constantly grow as a caregiver and understand the continuously changing demands of their

How can a company pursue sustainable development in order to Dissertation

How can a company pursue sustainable development in order to contribute to excellence competitive edge and financial position - Dissertation Example How can a company pursue sustainable development in order to contribute to excellence competitive edge and financial position? This research explores how companies can support sustainable development to improve their competitiveness in the light of the lessons from Toyota. This study mainly relies on secondary data to gather qualitative as well as quantitative data in order for meeting the research objectives. The findings indicate that Toyota strongly supports the concept of sustainable development to gain a competitive edge over its rivals. The sustainable business operations have greatly benefited the TMC to improve its competitive edge and strengthen its financial position. Toyota has been successful in making their customers aware of the company’s environmental sustainability efforts. The organisation increasingly relies on sustainability reports and social networking sites to communicate its sustainability initiatives to the company stakeholders. The emergence of globalisation eliminated international trade barriers and thus intensified cross border flow of capital, labour, ideas, and cultures. Evidently, globalisation and the resulted fast industrial expansion contributed to various issues like global warming, climate change, water pollution, and increased energy consumption, which in turn pose potential threats to the long term sustainability of the environment today. There has also been a notable increase in the population growth over the last two decades, and that worsened the condition. Researches indicate that world’s current non-conventional energy sources will be consumed out if people and organisations continue to consume the energy at the current rate. Therefore, it is necessary to limit the use of conventional energy sources, maintain water quality, and take other environmental actions to meet the needs of future generations. However companies like Toyota have adopted the concept of sustainable development t o drive environment-conscious growth and thereby enjoy wider market acceptance. TMC encourages and establishes innovative technologies to reduce the environmental impacts of its business operations and inspires local communities to support the company’s environmental efforts. In this context, it is relevant to explore how a company can pursue sustainable development in order to contribute to the competitive edge and financial position. 3. Literature review 3.1 A brief overview of Toyota Toyota Motor Corporation (TMC) is the world’s leading automobile manufacturer headquartered in Japan. The organisation was founded on 28th August 1937 by Kiichiro Toyoda. As of 2010 Toyota employed 300,734 people worldwide to run its business and the company was rated as the largest automobile manufacturer in the world by means of production (Toyota: CSR & Sustainability News). TMC is a part of the Toyota Group and currently the organisation has presence in almost all countries across t he globe. Since its foundation, the organisation has been particularly focusing on quality because the management believes that quality is the key to brand loyalty. In order to ensure improved product quality, the organisations has developed extensive production line strategies which can make sure that production and assembly processes are in line with accepted industry standards. According to reports, one of

Manage Resistance to Change Proactively Essay Example for Free

Manage Resistance to Change Proactively Essay Register for this journal is available at http://www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at http://www. emeraldinsight. com/0262-1711. htm Managing diversity using a strategic planned change approach Earnest Friday Management in the College of Business Administration, Florida International University, Miami, Florida, USA, and Managing diversity 863 Received October 2002 Revised February 2003 Accepted February 2003 Shawnta S. Friday School of Business and Industry at Florida AM University, Tallahassee, Florida, USA Keywords Diversity management, Strategic management, Change management Abstract Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a â€Å"planned change-corporate diversity strategy†. The lack of a â€Å"planned change-corporate diversity strategy† is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential bene? ts of diversity to be maximized. Hence, this paper offers a framework for using a â€Å"planned change-corporate diversity strategy† to: progress along the â€Å"diversity continuum† starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight-step â€Å"managing diversity process†. Introduction Over the past few decades, academicians, practitioners and organizational researchers have recognized that diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this de? ition allows for the frameworks offered to be applied to any type of organizational diversity salient to members. Diversity programs have been implemented in many multinational organizations, primarily, in an effort to improve working relationships Journal of Management Development Vol. 22 No. 10, 2003 pp. 863-880 q MCB UP Limited 0262-1711 DOI 10. 1108/02621710310505467 JMD 22,10 864 between white males, whose relative numbers continue to decrease, and demographically different individuals, whose numbers continue to increase in the workplace (Friedman and DiTomaso, 1996). While many multinational organizations have a corporate diversity strategy, most have not implemented it using the suggested planned changed approach posited in this paper. Given the intensifying â€Å"war for talent† in today’s competitive, global business environment, it is imperative that the execution and evaluation of a corporate diversity strategy use a planned changed approach to not only acknowledge and value diversity, but to also systemically manage and inculcate diversity into an organization’s corporate culture. This type of approach can contribute immensely to an organization’s ability to use all of its human capital as a strategic means to gain and maintain a competitive advantage in today’s dynamic, global marketplace (Richard, 2000). It has been purported that if diversity can be effectively managed in an organization, some potential bene? ts to the organization include greater creativity and innovation, and improved decision-making (Cox, 1991). Conversely, if diversity is not managed effectively, some potential major costs to the organization include, at a minimum, breakdowns in communication, interpersonal con? ict, and higher turnover (Cox, 1991). While there may not be much empirical evidence to substantiate claims that effectively managed diversity directly leads to bottomline increases (Chatman et al. , 1998; Richard, 2000; Stark, 2001), there is real-world evidence (e. g. Coca-Cola, Denny’s, Publix, and Texaco settlements) to suggest that not effectively managing gender and racioethnic diversity has been, and can be, detrimental to organizations and their bottomlines. Thus, it is a logical extrapolation that an organization’s ability or inability to create a culture in which diversity is systemically acknowledged, valued, and effectively managed is more likely to determine the affects diversity will have on it’s bottomline. Many organizations have implemented various diversity initiatives as a part of their corporate diversity strategy (Koonce, 2001), but most have not used a planned change approach to strategically align their initiatives with their long-term objectives and strategic positioning. It is highly probable that this lack of planned strategic alignment contributes immensely to the purported ineffectiveness of many diversity initiatives (Stark, 2001). Consequently, an organization that seeks to maximize the potential bene? s of diversity should devise a â€Å"planned change-corporate diversity strategy† prior to implementing diversity initiatives. The purpose of the planned change-corporate diversity strategy is to align the organization’s diversity initiatives (designed to manage diversity) with the organization’s strategic goals, and ultimately make managing diversity an integral part of the organization’s culture. An aligned planned change-corporate diversity st rategy will contribute immensely to the long-term effectiveness of diversity initiatives aimed at better managing all of he organization’s human resources. This is especially signi? cant for organizations with a highly diversi? ed workforce. With a planned change-corporate diversity strategy, diversity initiatives are aligned with organizational policies, procedures, and systems. Such alignment is desired to systemically reinforce an organizational culture that encourages the effective management of all employees in order to garner diversity’s purported bene? ts, including the end goal of increasing the bottomline. Thus, frameworks are presented for using a planned change-corporate diversity strategy to: advance from the initial passive states of acknowledging and valuing diversity to the ? nal active state of managing diversity on the â€Å"diversity continuum†; and systemically manage diversity using the speci? c eight-step â€Å"managing diversity process†. The diversity continuum and the planned change approach Valuing diversity and managing diversity as distinct phenomena Over the last few decades, a myriad of articles have been written on the subjects of valuing diversity and managing diversity (Wanguri, 1996). In some cases, valuing diversity and managing diversity have been considered, and sometimes used, interchangeable when, in fact, they are two different phenomena (Jenner, 1994). By the very nature of their de? nitions, valuing and managing diversity are distinctly different. Valuing refers to the relative worth, importance, or signi? cance of something, whereas managing refers to taking charge or coordinating and supervising situations. Given these de? nitions, valuing diversity should be considered a more passive phenomenon, where importance or signi? ance is given to individuals’ differences, which does not automatically lead to visible actions or reactions on the part of the individuals valuing the diversity or differences. Managing diversity, on the other hand, should be considered an active phenomenon, which involves supervising or coordinating and directing the diversity or differences individuals bring to the organization to ensure the organization’s strategic go als are being fully and effectively met. In other words, it refers to successfully organizing the organizational inputs of individuals with diverse backgrounds. This de? nition is consistent with the managing diversity de? nition given by Thomas’ (1991): â€Å"a ‘way of thinking’ toward the objective of creating an environment that will enable all employees to reach their full potential in pursuit of organizational objectives†. The diversity continuum As a result of the confusion in the literature between the two phenomena, valuing diversity and managing diversity, it is not dif? cult to understand why consensus does not exist on the claims of bottomline bene? s as a result of the attempts organizations have made to value and/or manage diversity. In addition to the confusion, lack of consensus could also be a function of the Managing diversity 865 JMD 22,10 866 complexity of the diversity concept in the organizational context. Given the complexity of diversity within an organizational setting, it is possible that perceiving it in terms of a set of three elements that delineates what to do with diversity may serve t o simplify or clarify the confusion in the diversity literature. Therefore, a diversity continuum is offered to guide researchers and practitioners in moving from the more passive states of acknowledging diversity and valuing diversity, on through to the more active state of managing diversity. As individuals ? nd themselves in situations with diverse individuals, they are likely to take one of two courses of action: avoid dealing with the diversity, or recognize that the diversity exists. In the case where individuals avoid diversity, they do not face the fact that diversity is an issue. It is likely that these individuals do not accept the idea that they are likely to be biased in their interactions with others that they perceive to be different from themselves. Although avoiding diversity is viewed as a possible response to diversity, it is not included in the diversity continuum. The diversity continuum is based on the assumption that individuals take the second course of action and recognize diversity. Once diversity is recognized, as previously stated, the diversity continuum serves as a framework to delineate the three potential states of dealing with diversity: acknowledging, valuing, and managing diversity. The three sequential components of the diversity continuum are: acknowledging diversity; valuing diversity; and managing diversity (see Figure 1). Acknowledging diversity, the ? rst component, refers to recognizing the existence of diversity or the individual differences individuals bring with them to a particular setting. In order for individuals to truly acknowledge diversity, they must be exposed to it, experience it, acquire knowledge about it, and they must develop an understanding of diversity. The second component of the diversity continuum is valuing diversity. Valuing diversity, as de? ed above, refers to the signi? cance or importance being given to the diversity or differences individuals bring with them to a particular setting. Having an appreciation for, as well as respect for, the differences that diverse individuals bring with them to the work setting can lead to the last component. The last component of the diversity continuum is managing diversity. As stated above, m anaging diversity refers to the planning, organizing, leading of individuals with differences or diversity in a particular setting, such that their inputs are used to accomplish the organization’s strategic goals. Even in racioethnically homogeneous organizational settings, organizations make large investments to ensure an appropriate organizational culture is fostered. An appropriate organizational culture is desirous, such that individuals are systemically managed to perform and accomplish its goals, not just hoping that their performance will somehow lead to the accomplishment of the organizations’ desired goals. Thus, similar systemic efforts are necessary in order to manage Managing diversity 867 Figure 1. The strategic management process emographically diverse individuals such that the organization can gain the maximum synergistic bene? ts from their contributions as well. The planned change approach Rather than being reactive and waiting for a â€Å"diversity crisis† to take place before a change is made (i. e. Coca-Cola, Denny’s, Publix, and Texaco settlements), an organization should be proactive in systemically Managing Diversity. Hence, an organization and its m embers should make the necessary changes to proactively move from just settling for the ? rst stage of acknowledging diversity to the ? al stage of managing diversity. The Lewin-Schein change model is offered as the theoretical framework to proactively and systemically facilitate the management of diversity in organizations. This planned change model is based on the premise that the organizational forces propelling change must subdue the forces resisting change for highly effective change to occur. Therefore, it is posited in this paper that the Lewin-Schein change model is a framework that can assist organizations and individuals in moving through the sequential elements of the diversity continuum. It is also posited that this model can be applicable at JMD 22,10 868 both the organizational and individual level for managing diversity. While Allen and Montgomery (2001) offered the Lewin-Schein change model as a framework for creating diversity, the model is offered in this paper as a framework for Managing Diversity. The Lewin-Schein change model involves three stages: unfreezing, change (moving), and refreezing (Lewin, 1951; Schein, 1992). For the organization or individual to experience successful change, the three stages need to be addressed in succession. Unfreezing using a planned change-corporate diversity strategy In the unfreezing stage, the organization’s or individual’s present culture (which includes perceptions, attitudes, and behaviors) toward diversity, needs to be unfrozen. This means there needs to be enough motivation within the organization or individual to want to change from its present state to the new desired state. Thus, in moving from one end of the diversity continuum to the other end, with managing diversity being the desired outcome, management must desire that its members move from just acknowledging and valuing diversity to managing diversity. As presented previously, managing diversity refers to systemically organizing and directing the inputs of all organizational members (including diverse individuals) to ensure the organization’s strategic goals are met. Likewise, the individual must want to move from just acknowledging and/or valuing diversity to the ? nal phase of managing diversity. At the individual level, this movement involves governing one’s actions toward diverse individuals in a way that allows for healthy, productive interaction with those diverse others. Therefore, to unfreeze the organization’s culture and its members’ current state of mind toward diversity, a planned change-corporate diversity strategy should be devised and aligned with the organization’s strategic positioning to reduce the forces that are striving to maintain the status quo (Dobbs, 1998). A ? rm’s strategic positioning The strategic management process is employed by many organizations in order to distinguish themselves from their competitors in the marketplace (David, 2001; Porter, 1985; Steiner, 1997). Although there are several schools of thought in the strategic management ? ld, the generally accepted components of the strategic management process are: strategy formulation, strategy implementation, and strategy evaluation as explained in Figure 2 (David, 2001; Hill and Jones, 1998). Strategy formulation is comprised of developing or reviewing the organization’s mission, vision, and long-term goals; conducting internal and exte rnal assessments to identify the organization’s strengths, weaknesses, opportunities, and threats (SWOT); setting selection criteria and selecting the strategies that will afford the organization the best strategic positioning relative to its competitors (David, 2001; Steiner, 1997). Strategy implementation entails allocating the appropriate resources to ensure the Managing diversity 869 Figure 2. The three levels of organizational strategy selected strategies are properly executed (David, 2001; Steiner, 1997). Strategy evaluation involves setting control processes to continuously review, evaluate, and provide feedback concerning the implemented strategies to determine if the desired results are being accomplished, such that corrective measures may be taken if warranted (Hill and Jones, 1998; Steiner, 1997). As illustrated in Figure 3, there are usually three levels of strategy associated with large-scale organizations. The corporate level strategy de? nes the organization’s purpose and the lines of businesses in which it plans to operate, thereby providing the overarching direction for the organization. If an organization only operates in one line of business, its corporate level strategy and business level strategy are effectively one in the same (David, 2001; Hill and Jones, 1998). A business level strategy is the blueprint that should enable an organization to leverage its resources in order to differentiate itself from the competition within a particular line of business (David, 2001; Hill and Jones, 1998). The functional-level strategies serve to support the organization’s business-level strategy by providing direction for the appropriate short-term activities required by each functional area to meet the goals established in the business-level strategy (David, 2001; Hill and Jones, 1998). Consequently, having properly aligned corporate, business, and functional level strategies aid an organization in its efforts to accomplish its goals, thereby strategically positioning itself to successfully compete within the marketplace (David, 2001; Hill and Jones, 1998; Porter, 1985). Combining highly differentiated and ef? cient human capital with clearly delineated corporate, business, and functional level strategies can prove to be a competitive advantage for an organization (Barney, 1991, 1997; Wright et al. , 1995). An organization must view strategies for developing and managing its employees JMD 22,10 870 Figure 3. Alignment between corporate strategy and planned change-corporate diversity strategy as a part of its overarching corporate level strategy if it desires to have highly differentiated and ef? ient human capital in today’s competitive, global environment. Therefore, one argument of this paper is that any organization seeking to realize the maximum bene? t from having a diversi? ed workforce should have a planned change-corporate diversity strategy that is aligned with the organization’s overall strategic positioning. Developing a planned change-corporate diversity strategy The organization â€Å"wishing to create an environment that enables all employees to reach their full potential will have to . . . change organizational practices as necessary† (Thomas, 1991). However, prior to changing any organizational practice, a comprehensive strategy for how to accomplish that change should be devised based on an in-depth understanding of relevant organizational dynamics (i. e. culture, structure, ? nancial position, strategic initiatives, etc). Theoretically, a strategy should precede the structure of an organization. Consequently, a planned change-corporate diversity strategy should be devised to align with the organization’s corporate strategy before structuring diversity initiatives (as illustrated in Figure 4), and reinforced using a planned change approach. Organizations that have elevated their diversity strategist to executive-level management are likely to have an overarching corporate diversity strategy in place. But, it is not as likely that the diversity strategist is using a corporate-wide planned change approach to systemically reinforce the proposed changes in the corporate diversity strategy throughout all of the Managing diversity 871 Figure 4. The diversity continuum organization’s policies, procedures, and systems. Regardless of whether an organization has a corporate diversity strategy or not, it may be necessary to superimpose a planned change-corporate diversity strategy over existing disjointed diversity strategies and initiatives. At the onset of such an endeavor or superimposition, corporate diversity mission statement, vision, and goals must be formulated to articulate the purpose diversity initiatives will serve within the organization and the desired outcomes to be achieved from such initiatives. The delineated desired outcome should be designed to systemically manage diversity. Conducting internal and external assessments are essential steps in devising a planned change-corporate diversity strategy. An internal assessment will allow the diversity strategist to decide how to position diversity strategies and initiatives within the organization’s structure, and to align them with all of the organization’s policies, procedures, and systems. To assess the external environment, the diversity strategist should use environmental scanning tools to extract best practices based on benchmarked diversity strategies and initiatives at other leading organizations. Through the internal assessment, the diversity strategist should become intimately familiar with the organization’s values, vision, mission, strategies, goals, and initiatives, all of which constitute a sound basis for understanding the organization’s culture, policies, procedures, systems, and overall strategic positioning. The diversity strategist must become equally familiar with the bene? ts and shortfalls of various diversity initiatives. The strategist must conduct an analysis to determine the most appropriate linkages between the organization’s overall strategic positioning, policies, procedures, systems, and its diversity initiatives. Before proceeding, the diversity strategist must recognize and effectively articulate a clear strategic ? t and alignment amongst the organization’s overall strategic positioning, policies, procedures, systems, JMD 22,10 872 and diversity. Both strategic ? t and strategic alignment are necessary to strengthen the business case for allocating resources to support the planned change-corporate diversity strategy. In order to realize the maximum bene? ts from diversity, the planned change-corporate diversity strategy needs to be properly executed, evaluated and refrozen to ensure that the stated goals are being met, and that the organization’s culture and members are moving toward and sustaining the desired state of systemically managing diversity. Moving to systemically managing diversity Once the present state is unfrozen, the move that will allow the organization’s culture and members to advance to the desired state should be put in place. In this case, the move is to culturally reengineer the organization and its members to the true state of managing diversity by implementing the managing diversity process. The social learning theory (Bandura, 1977) is offered as the theoretical framework for the managing diversity process. It has also been offered as the theoretical framework for developing training programs in the cross-cultural and expatriate literature (Black and Mendenhall, 1989; Harrison, 1994). There are four major tenets of social learning theory: motivation, attention, retention, and reproduction (Bandura, 1977). These tenets are re? ected in the eight steps of the managing diversity process. In an effort to truly manage diversity, a change in the attitudes and behaviors of individuals, and in organizations’ systemic and institutional ways of doing business is required. Therefore, it is posited that utilizing the tenets of social learning theory can aid in the acquisition of the learning that is necessary for organizations to maximize the inputs of all of its diverse members. The planned change-corporate diversity strategy serves as the motivation for the learning of new behaviors and attitudes. Hence, once the planned change-corporate diversity strategy is articulated, the move through the eight steps of the managing diversity process should be instituted to assist individuals and organizations in culturally reengineering and moving to the desired state of managing diversity. The eight sequential steps of the managing diversity process include: (1) exposure; (2) experience; (3) knowledge; (4) understanding; (5) appreciate; (6) respect; (7) modify attitudes and behavior; and (8) healthy interaction. All of these are undergirded by tolerance (see Figure 5). The acknowledging diversity component of the diversity continuum is composed of steps (1)-(4), and they re? ect the â€Å"attention tenet† of social learning theory. The valuing diversity component of the diversity continuum is comprised of steps (5) and (6), and is re? ective of the â€Å"retention tenet† of social learning theory. Steps (7) and (8) constitute the managing diversity component of the diversity continuum and the â€Å"reproduction tenet† of social learning theory. The movement through each of the eight steps requires individuals to progressively develop appropriate skills to enable them to manage how they deal with individuals whom they consider different from themselves. Therefore, executing the eight steps in the managing diversity process serve as the necessary movement required to progress from acknowledging and valuing diversity to managing diversity. The true movement through the eight steps from acknowledging diversity to managing diversity is a paradigm shift, in that it entails a change in the treatment of diverse individuals (Fitzpatrick, 1997). Managing diversity 873 Diversity training In order for an organization to realize the potential bene? ts that can be afforded by employing diverse individuals, there needs to be a paradigm shift in which the inputs of diverse individuals are systemically managed within an organization to enable the successful accomplishment of its strategic goals. Training of individuals is viewed as a necessary tool to facilitate the organization in achieving its goals. Diversity training should be viewed no differently than any other type of training in which an organization invests. Therefore, it should also be viewed as a necessary tool to manage members’ behaviors and their ability to work productively with diverse individuals. After canvassing the literature, it has been noted that most diversity training programs merely raise individuals’ awareness of or sensitivity to diversity (Grubb, 1995; Jenner, 1994). Some few diversity training programs go as far as attempting to change individuals’ perceptions of diversity and how they communicate with people different from themselves (Grubb, 1995). However, these programs tend to be offered to only select employees, and they tend to be short in duration, ranging from a one-hour session to a series of one-day sessions several times a year (Koonce, 2001). The major drawbacks to most existing diversity training programs are that: . they do not build skills to facilitate individuals’ ability to actually manage their interactions with individuals different from themselves; . they are not rigorous nor time-intensive enough to create a paradigm shift in individuals’ treatment toward individuals different from themselves; and JMD 22,10 874 Figure 5. The continuous managing diversity process . there are no enduring reinforcement mechanisms embedded in the organization’s culture to ensure all individuals’ inputs are successfully managed to met the organization’s strategic goals. Managing diversity As a result, most (if not all) existing diversity programs have not been successful in creating enduring change in the way individuals interact with individuals different from themselves, nor have they been successful in changing their organization’s culture to one that systemically manages diversity. In order to create enduring change in individuals and the organization’s culture, members of the organization at all levels need to participate in diversity training that encapsulates the comprehensive managing diversity process. The outcomes that should be expected from participation include, but are not limited to, skill building in the following areas: the ability to clearly articulate their ideas and feelings; con? ict management skills; effective giving and receiving of feedback; effective listening; group observation skills; and group decision-making skills, all of which will facilitate modi? d attitudes and behaviors, and healthy interaction with diverse individuals. Individuals have to come to grips with their feelings, thoughts, attitudes, and behaviors toward diversity and others with whom they are different. In the ? rst step of Exposure, individuals provide public notice of where they are at that point. They do this by: laying open who they are; divulging where the y are; unmasking themselves; and receiving others’ culture. Step (2), experience, involves gathering information through personal involvement, encountering, seeing ? rst-hand, and living through events. In the third step of Knowledge, individuals become well informed, thus able to be conversant because they become familiar or acquainted with the culture of others. Knowledge serves as the basis for step (4), understanding. Because of their grasp of cultural realities, individuals are able to comprehend (understanding) relevant cultural dynamics, which leads them to be sensitive, and enables them to share unique insights and perceptions. In step (5), appreciate, individuals’ acceptance of the worth of a person’s culture and values makes it easier for them to welcome and â€Å"justly† estimate diverse individuals. Resultantly, individuals are able to respect (step (6)) diverse individuals; thus, they are able to pay attention, pay deference, and pay tribute to the values, worth, and culture of diverse others, as well as give personal consideration to the diverse individuals. Successful movement through the ? rst six steps, along with tolerance underpinning each step, should lead to modi? cations in individuals’ attitudes and behaviors toward diverse individuals, which is step (7), modify attitudes and behaviors. This change in attitudes and behaviors, again, along with tolerance should lead to healthy interaction (step (8)) with and amongst diverse individuals. Step (8) is a function of continuous acceptance and execution of steps (1)-(7). Therefore, this is a ? uid (not static) process that must be recognized for its ever-changing and 875 JMD 22,10 876 evolving nature. The requirements for successful execution of the managing diversity process are strenuous and time intensive because it requires individuals to modify their attitudes and behaviors. Thus, they must modify the way they interact with individuals different from themselves, and not just expect that they either avoid, acknowledge, or value those individuals that are different. Given that all individuals in today’s global business environment are likely to encounter others that are different from themselves on a frequent basis, the managing diversity process should be viewed as analogous to the open systems approach – it is a continuous process that maintains a constant reciprocal relationship with the environment. Refreezing the systemic management of diversity Successful movement through the managing diversity process requires individuals to change. Resistance to change is inherent in any change process, and it will be no different in this process (Harrison, 1994). Therefore, the managing diversity process is a ? uid, continuous process that needs to be systematically reinforced and embedded in the organization’s culture and individuals’ interactions, such that the organization’s culture and its members do not revert back to just acknowledging or valuing diversity. Hence, refreezing the desired state of managing diversity requires reinforcing the new perceptions, attitudes, and behaviors with emphasis on the modi? ed behaviors and healthy interactions individuals have adopted as a result of going through the managing diversity process. In order for individuals and organizations not to revert back to their previous states, the new desired state must go through the refreezing stage to be institutionalized. This should be accomplished through systemic, on-going training and daily interactions at the individual level, and through revised policies, procedures, and systems at the organizational level. At the individual level, the systemic, on-going training should not be just periodic training that merely exposes individuals to diversity. A great deal of time is necessary to cement these newly adopted attitudes, behaviors, and skills for healthy interaction. This kind of cementation is required for these newly acquired attitudes, behaviors, and skills to become totally embedded in the individuals’ natural way of interacting with diverse individuals. The systemic, on-going training needs to be skill-based and experiential in nature to promote long-term changes in the way individuals work with individuals different from themselves. This type of reinforcement at the individual level will contribute to the cultural reengineering that also must take place at the organizational level. To reinforce the desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001; Hemphill and Haines, 1998; Miller, 1998). The revised policies, procedures, and recruiting, appraisal, development, and reward systems need to re? ct the organization’s position on how the inputs of diverse individuals will be managed, such that their contributions fully aid the organization in meeting its strategic goals. A written, enforceable diversity policy, stating the systemic action steps and behaviors expected by all employees is a must as it relates to effectively managing the organizational inputs of all individuals. Everyone’s inputs should be effectively managed to contri bute to the achievement of the organization’s strategic goals. The revised policies, procedures, and systems should also align with the planned change-corporate diversity strategy. Given the resources and time required to revise and initiate implementation of the revised organizational policies, procedures, and systems, individuals are likely to resist these changes initially. Therefore, it is quite likely to be a dif? cult and time-consuming process to make the appropriate and necessary revisions to the organization’s policies, procedures, and systems. This is an essential and critical step necessary to ensure the organization and its members do not revert back to their previous attitudinal and behavioral states. It is paramount that revised policies, procedures, systems, and planned change-corporate diversity strategy are clearly communicated to all members of the organization to ensure that it can be appropriately recognized, executed, evaluated, and reinforced. To reinforce this cultural reengineering effort, management needs to initiate and actively participate in the refreezing stage, the same as they must genuinely participate at the unfreezing and moving stages. Potential limitations As with any theoretical model, there are limitations. One potential limitation of this notional model is that no matter how well it is implemented, there are likely to be some individuals whose attitudes may never change or they may continue to consciously or unconsciously show favoritism toward those whom they consider to be similar to themselves (Gilbert and Ivancevich, 2000; Miller, 1998). Another potential limitation is that subtle forms of biases against diverse individuals may still exist informally within the organization and/or outside of the work environment; thus, highly impacting individuals within the organization. Backlash is also a potential limitation; members of the majority are likely to perceived that they are being excluded at the expense of including diverse individuals (Hemphill and Haines, 1998). Additionally, if the training initiated to implement the managing diversity process is perceived as a bad experience, the organization’s leadership may abandon the initial implementation, hence dooming all future diversity efforts. However, by using the suggested planned change approach along with well enforced diversity policies and disciplinary procedures for violations of the diversity policy, it is more likely that individuals’ behaviors can be altered to be more tolerant of others whom they consider to be Managing diversity 877 JMD 22,10 different (Gilbert and Ivancevich, 2000). This will allow the talents, skills, and abilities of all individuals in the work setting to be used to meet organizational objectives. Conclusion Given that individuals are less willing to leave their differences outside the doors of the workplace (Thomas, 1991), an organization’s ability to systemically manage diversity will become more important, in years yet to come, if it wants to ensure its ability to compete successfully in the global marketplace. This paper suggests that, ? rst, a planned change approach should be used to systemically manage diversity, by developing and implementing a planned change-corporate diversity strategy. Second, organizations should execute their cultural reengineering efforts to move individuals and the organizational culture along the diversity continuum from the states of acknowledging and valuing diversity to the desired state of managing diversity. Movement to the desired state of managing diversity can be achieved by using the managing diversity process. It is also suggested that the organization needs to provide on-going training, and needs to institute new policies and procedures. Additionally, it must engage in appropriately different recruiting, appraisal, development, and reward systems that systemically reinforce the cultural reengineering of moving to the state of managing diversity. These new undertakings will ensure that the newly reengineered culture of managing diversity is inculcated into the organization’s culture, and its way of conducting business domestically and abroad. By adopting and executing the frameworks offered in this paper for ystemically managing diversity through a strategic planned change approach, managers will have created an organizational environment where they will be able to enjoy healthy, innovative, and productive interactions amongst diverse members of the organization. The following is a list of other potential bene? ts that may be derived from using the offered frameworks: . in general, individuals will develop an increased knowledge of and appreciation for other cultures; . individuals will learn to value and respect the cultural norms, behaviors, and attitudes of others; . here is likely to be a greater receptivity to necessary organizational changes; . there is likely to be a lessening of workplace anxieties; . a reduction in organizational con? ict; . a more pleasant work environment; and . increased performance and productivity. 878 In conclusion, the proactive management of diverse human resources will aid organizations in gaining and sustaining a competitive advantage in today’s dynamic global marketplace.