Homer Is All Mixed Up Essays - Odyssey, Ancient Greek Religion

Homer Is All Mixed Up Bruns 1 AP English 12 October 23, 2000 Homer is All Mixed Up Homers epic, the Odyssey, is a heroic narrative that follows the adventures of Odysseus, the powerful King of Ithaca. The main story involves Odysseuss return journey to his homeland after the Trojan War. However, Homer skips around in the action periodically to give the reader a better understanding and interest in what is going on in the epic. Homer takes his audience from the present action involving Telemakhos search for news of his fathers return, to the past where Odysseus tells the Phaiakians of his tragic journey home after the war. The events in Homers epic are not in order but still prove more effective at guiding the reader through the narrative. Although the events in the Odyssey are not in chronological order, the story line is enriched by Homers use of the in media res method because it introduces characters that were not involved in Odysseus adventure, because it shows the urgency of Odysseus return to his kingdom, and because it allows the reader to become more intere sted in the opening chapters without having to wait for a climax in the action. In media res is Latin for in the middle of the race which is a style used by Homer in the Odyssey when he begins the story in the middle of the action. In this way Homer is able to introduce major characters that would otherwise not be included in the narrative until the end of the epic. Three major characters introduced by this method are Telemakhos, Bruns 2 Odysseus son; Penelope, Odysseus wife; and the suitors, prominent young men of Ithaca who attempt to marry Penelope. Telemakhos is the first of these characters to be introduced. In lines 1-14 of book II he is introduced as a prominent young man as he enters the assembly spear in hand, with two quick hounds at heel; Athena lavished on him a sunlit grace that held the eye of the multitude. Old men made way for him as he took his fathers chair. Despite Telemakhos prominent figure in the opening lines of this book, it soon becomes obvious that he is not an extremely powerful figure. Telemakhos intends to expel the suitors from his home but he is not strong enough to fight them. It is important that the reader meets Telemakhos in the beginning because he is the main character in the Ithaca plot and also he must overcome obstacles at home foreshadowing the obstacles his father faces later in the epic. In lines 219-234 of book II he decides to go in search of news of his father. If he find s Odysseus is dead then he will give Penelope to another husband. Penelope is also introduced in book II. She is a wise woman who, out of love for Odysseus, procrastinates marrying another man. One instance of her defiance to the suitors occurs in lines 104-106 when she says Young men, my suitors, now my lord is dead, let me finish my weaving before I marry, or else my thread will have spun in vain. She intends to trick the suitors and weave very slowly so she does not have to marry. Finally the suitors are introduced in book II as well. The suitors are the young men who occupy Odysseus home, eat his food, consume his wealth, and attempt to woo Penelope. Homer does an outstanding job by introducing these characters at the beginning of the epic. This opens the readers eyes to a smaller subplot that is occurring Bruns 3 in Ithaca as Odysseus makes his way home. Homer introduces these characters and their concerns first so that the reader is not caught off guard later in the narrative when Odysseus finally does reach his homeland. These specific characters all play vital roles in the climax of the story and they are introduced early so that the reader can relate with their issues better later in the narrative. Homer also leaves the proper order of time in the Odyssey to show Odysseus urgency to return home to his beloved wife and kingdom. Odysseus faces many hardships on his journey home and could have easily given

Palenque Royal Tomb and Temple Inscriptions

Palenque Royal Tomb and Temple Inscriptions The Temple of the Inscription at Palenque is probably one of the most famous monuments of the whole Maya area. The temple is located on the southern side of the main plaza of Palenque. It owes its name to the fact that its walls are covered with one of the longest carved inscription of the Maya area, including 617 glyphs. The construction of the temple began around AD 675, by the important king of Palenque K’inich Janaab’ Pakal or Pakal the Great and was completed by his son Kan Balam II to honor his father, who died in A.D. 683. The temple sits atop a stepped pyramid of eight superimposed levels that reach a height of 21 meters (ca 68 feet). On its back wall, the pyramid is adjoined to a natural hill. The temple itself is composed by two passageways divided by a series of pillars, covered by a vaulted roof. The temple has five doorways, and the pillars that form the doorways are decorated with stucco images of Palenque’s main gods, Pakal’s mother, Lady Sak K’uk’, and Pakal’s son Kan Balam II. The roof of the temple is decorated with a roof comb, a construction element typical of Palenque’s architecture. Both the temple and pyramid were covered by a thick layer of stucco and painted, most likely painted red, as was common for many Maya buildings. The Temple of the Inscriptions Today Archaeologists agree that the temple had at least three construction phases, and all of them are visible today. The eight levels of the stepped pyramid, the temple, and the narrow stairway at its center correspond to the earliest construction phase, whereas the wider eight steps at the base of the pyramid, along with the nearby balustrade and platform were built during to a later phase. In 1952, the Mexican archaeologist Alberto Ruz Lhuillier, who was in charge of the excavation work, noticed that one of the slabs that covered the floor of the temple presented one hole at each corner that could be used to lift the stone. Lhuillier and his crew lifted the stone and encountered a steep stairway filled with rubble and stones that went many meters down into the pyramid. Removing the backfill from the tunnel took almost two years, and, in the process, they encountered many offerings of jade, shell, and pottery that speak to the importance of the temple and pyramid. The Royal Tomb of Pakal the Great Lhuilliers stairway ended about 25 meters (82 feet) below the surface and at its end, the archaeologists found a large stone box with the bodies of six sacrificed individuals. On the wall next to the box on the left side of the room, a large triangular slab covered the access to the funerary chamber of K’inich Janaab’ Pakal, king of Palenque from AD 615 to 683. The funerary chamber is a vaulted room of about 9 x 4 meters (ca 29 x 13 feet). At its center sits the large stone sarcophagus made out of a single limestone slab. The surface of the stone block was carved to house the body of the king and it was then covered by a stone slab. Both the stone slab and the sides of the sarcophagus are covered with carved images portraying human figures emerging from trees. Pakals Sarcophagus The most famous part is the carved image represented on the top of the slab that covers the sarcophagus. Here, the three levels of the Maya worldthe sky, the earth, and the underworldare connected by a cross representing the tree of life, from which Pakal seems to emerge to new life. This image has often been dubbed â€Å"the astronaut† by pseudoscientists, who tried to prove that this individual was not the Maya king but an extraterrestrial who reached the Maya area and shared his knowledge with the ancient inhabitants and for this reason was considered a deity. A rich series of offerings accompanied the king in his travel to the afterlife. The sarcophagus lid was covered with jade and shell ornaments, elegant plates and vessels were disposed in front and around the walls of the chamber, and at its southern side was recovered the famous stucco head portraying Pakal. Within the sarcophagus, the body of the king was adorned with the famous jade mask, along with jade and shell earplugs, pendants, necklaces, bracelets, and rings. In his right hand, Pakal held a squared piece of jade and in his left one a sphere of the same material. Source Martin Simon and Nikolai Grube, 2000, Chronicle of the Maya Kings and Queens, Thames and Hudson, London

Mechanical Engineer Technology Career Investigation Report Essay

Mechanical Engineer Technology Career Investigation Report - Essay Example My career objectives on graduation includes to develop to professional height that demands skills, capabilities, efficiency, and responsibility developed through my professional study. To demonstrate integrity, honesty, commitment and excellence. To practice legally and facilitate the growth of employer and grow with it. I developed interest in knowing how things work at a very young age from my toys some of which operated just with a press of a button. This always obsessed me to the level of dismantling them in trying to understand the mechanisms behind their operation. My desire to invent equipments that can make our world to be a better place is still dominant in me and I always wish to come up with new technology and improve the existing ones. One of my biggest strength is drawing ability, out of which I won many awards in high school, mathematics, computer programming, designing objects at my level and trying to improve the previous ones. I wish to have a chance to explore these

Discussion unit 8 Essay Example | Topics and Well Written Essays - 250 words

Discussion unit 8 - Essay Example Paragraph 1 is much more successful in conveying ideas concerning Charles Derber’s analysis. By avoiding choppy sentences paragraph 1 enables readers to more naturally follow its points and stay engaged. It helps to establish a sense of reliability and formality within the paragraph as well. Writing full sentences with related ideas instead of choppy disconnected sentences is discussed in section 14 of the Clarity reading. Also in section 14, the reading explains the importance of coordinating equal ideas. The sentence, â€Å"In spite of â€Å"popping drugs† (Derber 41), killing people, and plotting revenge, the characters remain the heroes of their shows,† is an example of two well-coordinated ideas. The writer’s ability to coordinate effectively is yet another attribute that adds to the clarity of the paragraph. In the sentence, â€Å"Just as Vic Mackey’s drug abuse is accepted on The Shield, excessive drinking is routine on The Bachelor,† the coordinated relationship between the two examples is clear. Throughout the paragraph, the author has already established the concept of accepting typically anti-social behavior. This sentence not only helps the paragraph move on to begin a deeper discussion on reality TV but also establishes the foundation for how reality TV is linked to Derber’s concepts. By not simply using and the writer highlights the importance of the relationship. Finally, the strong use of parallel ideas, discussed in section 9, helps to emphasize several similar ideas in once sentence such as, â€Å"†¦characters get away with aberrant, violent, and anti-social acts.† By following these rules for writing, paragraph 1 flows much better than paragraph 2. Paragraph 2 is unsuccessful. It uses choppy sentences which fail to engage the reader and inhibit the natural flow of writing. By combining several into one, choppy sentences are eliminated and ideas can be

Strategic Workforce Planning and Employment Decisions

Strategic Workforce Planning and Employment Decisions Strategic Workforce Planning involves analyzing and forecasting the talent that companies need to execute their business strategy, proactively rather than reactively, it is a critical strategic activity, enabling the organization to identify, develop and sustain the workforce skills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees. Strategic Workforce Planning is a relatively new management process that is being used increasingly to help control labour costs, assess talent needs, make informed business decisions, and assess talent market risks as part of overall enterprise risk management. Strategic workforce planning is aimed at helping companies make sure they have the right people in the right place at the right time and at the right price Through Strategic Workforce Planning organizations gain insight into what people the organization will need, and what people will be available to meet those needs. In creating this understanding of the gaps between an organizations demand and the available workforce supply, organizations will be able to create and target programmes, approaches and develop strategies to close the gaps. Steps in Workforce Planning 1. Environment Scan ENVIRONMENT ÂÂ  SCANNING ÂÂ  is a form of business intelligence. In the context of Workforce Planning it is used to identify the set of facts or circumstances that surround a workforce situation or event. 2. Current Workforce Profile Current State is a profile of the demand and supply factors both internally and externally of the workforce the organization has today. 3. Future Workforce View View is determining the organizations needs considering the emerging trends and issues identified during the Environment Scanning. Future View is often where the different approaches identified above are applied: Quantitative futuring: understanding the future you are currently tracking to by forecasting; Qualitative futuring: scenario planning potential alternative futures in terms of capabilities and demographics to deliver the business strategy. 4. Analysis and Targeted Future Qualitative and quantitative futuring creates the content for an organizational unit to analyse and identify critical elements. As the critical elements are identified the Targeted Future begins to take form. The targeted future is the future that the organization is going to target as being the best fit in terms of business strategy and is achievable given the surrounding factors (internal/external, supply/demand). 5. Closing the Gaps Closing the gaps is about the people management (human resources) programs and practices that deliver the workforce needed for today and tomorrow. The process is about determining appropriate actions to close the gaps and therefore deliver the targeted future. There are 8 key areas that Closing the Gaps needs to focus on Resourcing, Learning and Development, Remuneration, Industrial Relations, Recruitment, Retention, Knowledge Management, Job design. Strategy Development Develop strategies for workforce transition. Basic Information to Include in the Workforce Plan: List specific goals to address workforce competency gaps or surpluses (may include the following): Changes in organizational structure Succession planning Retention programs Recruitment plans Career development programs Leadership development Organizational training and employee development Understand how the legal and organisational frameworks for employment of staff Evaluate the current legal requirements influencing a HR plan Describe a process for recruitment and selection of new staff (external candidates) that complies with current legislation and organisational requirements Ans2 Human resources are the participants as also the beneficiaries of economic development process. In that, human resources figure on the demand as well as the supply side of production of goods and services in the economy. On the demand side, goods and services produced are used by the human beings to alleviate poverty, improve health, generate better living conditions, enhance general educational levels and provide better facilities for training. Utilisation of goods and services thus leads to an improvement of quality of human resources. On the supply side, human resources and capital form essential ingredients of production systems which transform natural and physical resources into goods and services. Complementarily between human resources and capital is so close that optimal increases in output and hence optimal economic growth is not possible through increases in one of them either human resources or capital at the cost of the other. ÂÂ  Some growth of course can be had from the increase in more conventional capital even though the labour that is available is lacking both in skill and knowledge. But the rate of growth will be seriously limited. It simply is not possible to have the fruits of modern agriculture and the abundance of modern industry without making large investments in human beings. There is an optimal ratio of human resources to capital which has to be maintained to reach the attainable rate of economic growth. Given the endowment of capital and other material resources, human resources could accelerate the production process and hence economic growth. At the same time, unprecedented growth in human resources, disproportionate to the pattern of accumulation of capital and other material resources could hinder development. Rate of growth in human resources, in turn, is determined by the two dimensions of human resources: Quantity and Quality. Quantity of human resources is determined by variables such as: population policy, population structure, migration, and labour force participation. Quality of human resources, on the other hand, is influenced by the status of variables like: education and training health and nutrition, and equality of opportunity. In this Unit we will take into account the two dimensions of human resources: Quantity and Quality in context of HRP in general and also in tourism. 1. QUANTITATIVE DIMENSIONS OF HUMAN RESOURCE PLANNING Human resources viewed as the productive power of human beings constitute only one of the two parts of population of any economy. The other being the human beings without any productive power. Population Population of a country, in a generic sense, is taken as constituting the totality of all human beings of the country. The concept of population, viewed in this manner, appears to be very simple. However, in reality, the definitions used vary not only from country to country but even within a country depending on the purpose of enquiry. Broadly, the definitions of population used may be categorised into de facto and de jure. A de facto (or present-in-area) concept involves complete count of all persons residents and non-residents alike physically present in the country at the time of enumeration. A de jure concept necessitates complete count of all persons considered to be normal residents of the country, irrespective of where each person is located, at the time of the census. Strict conformity to either of these concepts is not possible because of difficulties in enumeration like: nationals living abroad, nomadic population, inhabitants in extremely remote areas, and population in disturbed areas. Added to this, are the administrative difficulties logistic, financial and human of recording everyone at the same time. There is thus a degree of inaccuracy in the census of population of any country. The greater the number to be counted and/or the larger the area to be covered the larger is the degree of inaccuracy. Human resources being an integral part of population, growth of human resources is naturally dependent on the growth of population. Population growth, in turn, is determined by three factors: Population policies, population structure and migration. a) Population Policies In terms of State intervention in population planning, it is useful to distinguish between population influencing policies and population responsive policies. The former are anticipatory in nature and operate through the demographic sub-system by influencing factors primarily responsible for population growth such as fertility, marriage and mortality. The latter are essentially reactive in character which are often implemented through the socio-economic sub-system to accommodate or adjust to observed demographic trends with the help of programmes like health, nutrition, education, housing, transport network expansion and employment promotion. In an over-populated economy, sufficiently robust population influencing policies along with appropriate population responsive policies (complementary in nature) might be the optimal population policy framework. In any case, understanding the structure and pattern of growth of population is essential for evolving an appropriate combination of population influencing and population responsive policies towards achieving an optimal population policy framework. b) Population Structure Population is a dynamic concept. Consequently, structure or composition of population at any point of time reveals two things: First, it is the result of interaction in the past among factors causing population growth. Second, it reveals the potential for future growth in population. In so far as population growth is concerned, there are two aspects of population composition which are most important: Sex composition and age composition: i) Sex Composition The principal measure of sex composition is the sex ratio defined as the number males per 100 females. In other words: Number of males in the population Sex ratio = ÃÆ'- 100 Number of females in the population One hundred is the point of balance between males and females. A sex rate above 100 denotes an excess of males. Likewise, a sex ratio below 100 indicates an excess of females. In general sex ratios tend to range between 95 to 102. Heavy war losses, heavy migration and local social considerations such as female infanticide may upset the sex ratio. In any case a sex ratio outside the range of 90 to105 is to be viewed with suspicion. Starting point for all population projections is the projection of female population on whom crucially the number of births will depend. Higher the female population, higher will be the number of births and hence the higher will be the population growth. Sex composition thus indicates the potential future growth in population. ii) Age Composition Age composition is the distribution of population by age groups usually five year age groups. Age composition at any given point of time is the result of past trends in fertility and mortality and is also the basis for establishing future trends. In the computation rate of growth of population, future births are usually computed by applying five year age specific fertility rates to the women of child bearing age (10 to 49 years) at the midpoint of each five-years time interval. Data on age composition is also useful in the computation and analysis of labour supply. Economically active age-group is considered to be 15 to 65 years. Population in the age group crucially determines the extent and composition of labour force. c) Migration Age and sex composition are indicative of only the natural growth in population. Another factor which causes changes in population is the net migration. If the net migration is positive, the population grows at a rate faster than that indicated by natural growth. On the contrary, if the net migration is negative it causes decline in the rate of growth indicated by the natural growth. Movements from and to other regions within the country are termed as out-migration and in-migration, respectively, and these movements together are known as internal migration. Data on internal migration are useful, when it is intended to analyse population changes at provincial level or some other administrative level. Internal migration is a function of the inter-regional and inter-sectoral rates of growth and wage differentials. Movement across national boundaries causes changes in the population at the national level. The effect of international migration on the national population is measured by the rate of net-migration defined as: Total immigrants Total emigrants Rate of net migration = ÃÆ'- 1000 Mid-year population Rate of population increase at any point of time equals the rate of natural increase plus the rate of net migration. Labour Force Participation Population change as such do not cause changes in human resources. Rather it is the change in the economically active component of population which affects growth in the human resources. In terms of economic activity classification, population may be divided into workers and non-workers. Worker is defined as a person whose main activity is participation in economically productive work by his or her mental or physical presence. Work involves not only actual work but also effective supervision and direction. Workers thus defined, others in the population are considered as non-workers. For the purpose of elaboration non-workers may be categorised as: full-time students, persons engaged in household duties, infants and dependents doing no work, retired persons and renters living on rent on an agricultural or non-agricultural royalty, beggars, vagrants and others with unspecified sources of income, inmates of penal, charitable and metal institutions, unemployed but available for work, and others. Labour force or economically active population is that segment of the population whose function is to produce goods and services demanded by the whole population. Usually, those aged 15-64 years are considered to be in the productive age-group. However, not everyone in the productive age-group is effectively in the labour force. According to the accepted definition, labour force comprises all persons of either sex who furnish the supply of labour available for the production of economic goods and services including: employers, employees, self-employed persons, and those engaged in family enterprises without pay. In other words, labour-force may be defined as comprising workers and non-workers in the productive age-group who are unemployed but available for work. Labour-force participation rate is then defined as Labour force Labour force participation rate = ÃÆ'- 100 Total population Tourism In the case of international or domestic tourism it is not just the labour force that participates in the production of goods and services but the entire host population of the destination has a role to play. This is because besides the economic activity, attitudes of the host population matter a lot in creating an environment which is tourist and tourism friendly. There are destinations where the population plays host to tourists numbering four times more than its own numbers and each and every member of the population has some role in this regard a friendly smile too has a role. Many countries and destinations have earned a brand image in hospitality. Hence, human resource planners lay stress on creating tourism awareness including dos and donts vis-Ã  -vis tourists for the entire host population. Moreover, there are destinations where, quantitatively speaking, the whole population is involved in tourism both, directly as well as through indirect employment. But beyond a point, i t is the qualitative dimension that matters and converting quantity into quality is the real challenge in HRD. While the quantitative dimensions assist in the analysis of human resources in terms of numbers, qualitative dimensions facilitate assessment and analysis of the productive power in human resources. For example, four hundred drivers may be available to a tourist transport operator but he may find only 20 out of these which meet the quality standards in relation to driving skills required for handling tourist coaches. i) Education and Training Education and training are the most dominant dimensions affecting quality of human resources in terms of knowledge and skills. Education and training serve both individual and social ends. To an individual, it has both vocational and cultural significance in achieving economic emancipation and social up gradation. To the society, education and training are means which make possible to take advantage of technological changes as well as furthering technological progress. Depending on the methods of imparting knowledge and skills, education and training may be classified into two types: Formal and Informal. Formal education and training, which is imparted through schools and colleges, emphasises transfer of knowledge. Informal education and training such as on-the-job training and hereditary training lays stress on transfer of skills, i.e., practical application of knowledge. Education and training as a means of human resources planning involve critical choices, as no country can have all education and training. Rather, it is essential to identify priorities in education and training, emphasise programmes which have high priority and tone down or even discard programmes with a low priority. As far as development of education and training is concerned there are six choice areas which are critical: Choice between levels of education such as primary, secondary and higher education. Choice between quality and quantity in education and training. Choice between science and technology on the one hand, and humanities and liberal arts on the other hand. Choice between market forces and incentives to attract people into some occupations. Choice between the aspirations of individuals and needs of the society. ii) Health and Nutrition Health and nutrition status constitutes one of the most important indicators of quality of human resource, as they contribute significantly to building and maintaining a productive human resource as well as improving average expectation of life and quality of life. There are three determinants of health status: Purchasing power of people. Public sanitation, climate and availability of medical facilities. Peoples knowledge and understanding of health hygiene and nutrition. Education, health and nutrition are inter-linked and they complement each other in the process of human resources development. iii) Equality of Opportunity Investments in human resources development do not always ensure proportionate development of all sections of population. In the absence of deliberate policy intervention, there are bound to be discriminations. We can say that there are three distinct forms of discriminations which are relevant to developing nations: Social discrimination may take either the form of sex discrimination or discrimination among different social groups or both. For example, a few years back the air hostesses of a particular airlines petitioned in the court because their retirement age was earlier than of their male counterparts. The court upheld their petition and now the retirement age of both male and female air hostesses is same. Economic discrimination takes place largely among groups of population belonging to different economic strata classified in terms of either income generating assets. Regional discrimination can be in the form of either discrimination between rural and urban population or discrimination among population belonging to different regions. These three forms of discriminations individually and/or jointly lead to inequality of opportunities of varying degree among different sections of population. Discrimination of any form causes differential access to education and training, and health and nutrition. This in turn leads to differences in quality and productivity of human resources belonging to different segments of the population with the privileged benefiting the most and under privileged being deprived of their due share in the development process. Opportunity costs of discrimination are very high, as it leads to many social and economic evils apart from retarding the pace of economic development. It has been demonstrated that the national output can be further expanded by improving the average level of productivity of each individual through appropriate social and economic policies directed towards equality to opportunity in the fields of education and health. Tourism has long been recognised as a tool for economic growth and development. However, it can be beneficial to the host economies when it creates jobs for the locals. Here qualitative dimensions of HRD become an important factor for education and training of local population as per the requirements of responsible tourism development. The dimensions, attributes and distribution of population the product of whose labour adds to national wealth constitute human resources. They are thus, the participants and beneficiaries of economic development. The demographic profile, migration and mobility and participation patterns in economic activity determine the quantitative aspects of actual and potential human resources. Investments in education and training, health and nutrition, and social welfare and quality promote quality of human resources through enhanced labour productivity. While quantitative and qualitative dimensions only regulate supply of human resources, the other aspect of human resources planning namely the demand for human resources crucially depends on the functioning and flexibility of labour markets. Labour market analysis is a principal instrument of human resources planning, as it helps identify skill shortages and also enables a diagnosis of market failure to match labour supply with demand. To facilitate labour market analysis, there is a need for a comprehensive and regularly updated labour market information system. 1) The variables for determining the quantitative and qualitative dimension of human resource planning are: Quantitative Population policy, Population structure, Migration, and Labour force participation. Qualitative Education and training, Health and nutrition, and Equality of opportunity Understand the effect of the organisation environment on staff Discuss Assess work life balance issues and the changing patter of work practices Importance of HR PLANNING in ÂÂ  organizations. Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience aptitude . Need for Replacement of Personnel ÂÂ  Replacing old, retired or disabled personnel. Meet manpower shortages due to labour turnover Meet needs of expansion / downsizing programmes Cater to Future Personnel Needs Nature of present workforce in relation with Changing Environment helps to cope with changes in competitive forces, markets, technology, products and government regulations. Shift in demand from ERP to internet programming has increased internet programmers i) quantify job for producing product / service ii) quantify people positions required ii) determine future staff-mix iii) assess staffing levels to avoid unnecessary costs iv) reduce delays in procuring staff v) prevent shortage / excess of staff vi) comply with legal requirements In organisational development, succession planning is the process of identifying and preparing suitable employees, through mentoring, training and job rotation, to replace key personnel within an organisation if they leave. All employers need to consider the issue of succession planning to ensure that no part of the business is at risk should a particular member of staff leave the organisation. With good succession planning, employees are ready for new leadership roles as the need arises. Moreover, when someone leaves, a current employee is ready to step up to the plate. In addition, succession planning can help develop a diverse workforce, allowing decision makers to look at the future make-up of the organisation as a whole. Develop a succession plan for internal replacements, and if you will need to hire, think about the type of person or skills you will need so that if the situation arises you have already done some of the groundwork. In your succession plan you may wish to consider: staff interchange where employees swap jobs within the organisation in order to have experience in multiple positions; formal or informal mentoring ÂÂ  arrangements; coaching of staff; identification of suitable professional development activities for high-performing staff; making agreements to introduce flexible working arrangements; creating forward-thinking internal promotion policies; supporting staff to take increased responsibility; the allocation of higher-grade duties or assignments. Understand the grievance, discipline and dismissal process Identify the process to be followed in a grievance situation Describe the stages of a discipline issue that results in dismissal Explain the role of ACAS, Employment tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes Process Steps There are four main grievance process steps: discovery, conciliation, internal review and arbitration. A summary of what happens at each of these step appears below. Click on a link here, or at the bottom of the page, to see a full discussion of what happens at that step in the grievance process. Discovery The date when the grieving faculty member (grievant) discovered, or reasonably could have discovered, the circumstances leading to the grievance. Conciliation The informal, confidential effort to resolve the grievance between the faculty member and the Board at the lowest possible administrative level before a formal grievance can be filed. This effort is normally assisted by a FA-appointed campus conciliator. Internal Review Hearing An informal meeting scheduled by the college president, or the presidents designee. The president listens to the grievant, the responding administrator and their representatives as they address the allegations contained in a timely Notice of Grievance that has been filed with the District. The president writes an Internal Review Hearing decision regarding the Notice of Grievance allegations. Arbitration Hearing A formal hearing before an arbitrator chosen from a list of seven possible candidates supplied by the State Conciliation Service. Legal counsel represents both parties and all testimony by witnesses is under oath. After reviewing evidence, testimony and argument briefs from both parties, the arbitrator renders a written decision that is binding on both parties. Disciplinary and grievance procedures provide a clear and transparent framework to deal with difficulties which may arise as part of their working relationship from either the employers or employees perspective. They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reasonably, and that employers are compliant with current legislation and follow the Acas Code of Practice for handling disciplinary and grievance issues. Disciplinary procedures are needed: So employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards). To identify obstacles to individuals achieving the required standards (for example training needs, lack of clarity of job requirements, additional support needed) and take appropriate action. As an opportunity to agree suitable goals and timescales for improvement in an individuals performance or conduct. To try to resolve matters without recourse to an employment tribunal. As a point of reference for an employment tribunal should someone make a complaint about the way they have been dismissed. Grievance procedures are needed: To provide individuals with a course of action should they have a complaint (which they are unable to resolve through regular communication with their line manager). To provide points of contact and timescales to resolve issues of concern. To try to resolve matters without recourse to an employment tribunal. The legal position The statutory procedures for handling discipline and grievance issues introduced in October 2004 were widely criticised andÂÂ  were repealed in their entirety with effect from 6 April 2009. (Those in Northern Ireland should note that the Employment Act 2008, which repealed th statutory procedures, is not applicable there the Department for Employment and Learning has published detailed guidance From 6 April 2009 the important provisions governing discipline and grievances at work are to be found in: The Employment Act 2008 The Employment Tribunals (Constitution and Rules of Procedure) (Amendment) Regulations 2008. Numerous other pieces of legislation cross refer to discipline and grievance issues. Some important examples include the: The Employment Rights Act 1996 as amended The Employment Rights Dispute Resolution Act 1998 The Employment Relations Act 1999 The Employment Rights Act 2004. Employers own disciplinary, grievance and dismissal procedures and the Acas Code of PracticeÂÂ  are essential to ensure that good dispute handling behaviour is adopted. The role of the Acas Code of Practice The Acas Code of Practice Disciplinary and Grievance Procedures was revised to reflect the removal of the statutory procedures andÂÂ  a new version1 came into force on 6 April 2009. CIPD endorses the Code. Following it is crucially important for employers: an employment tribunal will consider whether the employer has followed the Code and, if they have not, then the tribunal may adjust any awards made by up to 25% for unreasonable failure to comply. In situations where the trigger event occurs on or after 6 April 2009, an employment tribunal will considerÂÂ  whether the employer has followed the Acas Code and, if they have not, then the tribunal may adjust any awards made by up to 25% for unreasonable failure to comply. CIPD members can find out more on the content of the Code, the legal aspects of this topic and likely future developments from our FAQ on Discipline and grievances procedures in the Employment Law at Work area of our websi

Chile Essay -- essays research papers fc

Introduction Chile is a republic located in southwestern South America. On the north side of Chile lies Peru, to the east is Bolivia and Argentina, and on the south Peru is bounded by the Pacific Ocean. The Archipelagoes Islands extend along the southern coast of Chile from Chiloà © Island to Cape Horn. Among these islands are the Chonos Archipelago, Wellington Island, and the western portion of Tierra del Fuego. Some other islands that belong to Chile include the Juan Fernà ¡ndez Islands, Easter Island, and Sala y Gà ³mez. All of these islands lie in the South Pacific. Chile also happens to claim a section of Antarctica. The capital and largest city of Chile is Santiago. Land and Resources The most dominant physical feature in Chile are the Andes Mountains, which extend the entire length of the country, from the Bolivian plateau in the north to Tierra del Fuego in the south. PHYSICAL REGIONS Chile can be divided in to three topographic zones: the lofty Andean cordillera on the east; the low coastal mountains on the west; and the plateau area, which includes the Central Valley, between these ranges. Three major geographical and climatological regions can be distinguished: the northern (arid), central (Mediterranean), and southern (temperate marine) regions. The ranges of the Andes are the widest in the northern region. This forms broad plateaus that contain the country’s highest peak, Ojos del Salado, which is located on the border with Argentina. The plateau area is occupied by the great Atacama Desert, which contains vast nitrate fields and rich mineral deposits. In the central region the plateau gives way to a valley, known as the Central valley. The valley, which ranges form 40 to 80 km (25 to 50 mi) in width, is the most heavily populated area of the country. The fertile area between the Aconcagua and Biobà ­o rivers forms the agricultural heartland of Chile. The central Andes are narrower in width and have lower elevation that those in the north. The most important passes in the Andes are located here. The country’s finest natural harbors are located in this region. The southern region is without an interior valley; it disappears below the sea at Puerto Montt. Peaks of the submerged coastal mountains form the long chains of islands along the coast. Chile lies in a zone of geologic instability and is subject to earthquakes and volcanic activity. ... ...hydroelectric power. Major efforts have been made to harness this potential, and by 1998 about 52 percent of Chile’s energy was generated from waterpower. TRANSPORTATION Chile has a network of about 49,000 miles of roads. Only 14 percent are paved. Railroad lines total over 1500 miles in length and are confined to the northern two-thirds of the country. Spur lines to important coastal towns connect the main north-south system. Because of the difficult terrain, many coastal cities rely on water transportation from various ports including Valparaà ­so, Antofagasta, and Punta Arenas. There are also important international airports located near Santiago, and Arica. Conclusion Chile is a country that is developing very quickly and therefore is in demand when exporting the goods that are produced here are taken into account. All of the factors presented have the same developing relationship. The increase in skills, knowledge, communication, and population are what make this economy grow. Works Cited Fellmann, Getis, and Getis. Human Geography, Sixth Edition, Updated Edition. McGraw Hill. New York, 2001. Hudson, Espendhade. Goode’s World Atlas, 20th Edition. Rand McNally, 2000. Chile Essay -- essays research papers fc Introduction Chile is a republic located in southwestern South America. On the north side of Chile lies Peru, to the east is Bolivia and Argentina, and on the south Peru is bounded by the Pacific Ocean. The Archipelagoes Islands extend along the southern coast of Chile from Chiloà © Island to Cape Horn. Among these islands are the Chonos Archipelago, Wellington Island, and the western portion of Tierra del Fuego. Some other islands that belong to Chile include the Juan Fernà ¡ndez Islands, Easter Island, and Sala y Gà ³mez. All of these islands lie in the South Pacific. Chile also happens to claim a section of Antarctica. The capital and largest city of Chile is Santiago. Land and Resources The most dominant physical feature in Chile are the Andes Mountains, which extend the entire length of the country, from the Bolivian plateau in the north to Tierra del Fuego in the south. PHYSICAL REGIONS Chile can be divided in to three topographic zones: the lofty Andean cordillera on the east; the low coastal mountains on the west; and the plateau area, which includes the Central Valley, between these ranges. Three major geographical and climatological regions can be distinguished: the northern (arid), central (Mediterranean), and southern (temperate marine) regions. The ranges of the Andes are the widest in the northern region. This forms broad plateaus that contain the country’s highest peak, Ojos del Salado, which is located on the border with Argentina. The plateau area is occupied by the great Atacama Desert, which contains vast nitrate fields and rich mineral deposits. In the central region the plateau gives way to a valley, known as the Central valley. The valley, which ranges form 40 to 80 km (25 to 50 mi) in width, is the most heavily populated area of the country. The fertile area between the Aconcagua and Biobà ­o rivers forms the agricultural heartland of Chile. The central Andes are narrower in width and have lower elevation that those in the north. The most important passes in the Andes are located here. The country’s finest natural harbors are located in this region. The southern region is without an interior valley; it disappears below the sea at Puerto Montt. Peaks of the submerged coastal mountains form the long chains of islands along the coast. Chile lies in a zone of geologic instability and is subject to earthquakes and volcanic activity. ... ...hydroelectric power. Major efforts have been made to harness this potential, and by 1998 about 52 percent of Chile’s energy was generated from waterpower. TRANSPORTATION Chile has a network of about 49,000 miles of roads. Only 14 percent are paved. Railroad lines total over 1500 miles in length and are confined to the northern two-thirds of the country. Spur lines to important coastal towns connect the main north-south system. Because of the difficult terrain, many coastal cities rely on water transportation from various ports including Valparaà ­so, Antofagasta, and Punta Arenas. There are also important international airports located near Santiago, and Arica. Conclusion Chile is a country that is developing very quickly and therefore is in demand when exporting the goods that are produced here are taken into account. All of the factors presented have the same developing relationship. The increase in skills, knowledge, communication, and population are what make this economy grow. Works Cited Fellmann, Getis, and Getis. Human Geography, Sixth Edition, Updated Edition. McGraw Hill. New York, 2001. Hudson, Espendhade. Goode’s World Atlas, 20th Edition. Rand McNally, 2000.

Media coursework

The age 14–25 is an appropriate target audience for the story line I have chosen. My comic book is also aimed at boys which is stereotypical but I found that during my research cost boys buy darker, gorier comic books so this helped me pick the colors for my horror comic book front cover.My comic book also represents the social group of people who Like dark, gothic, horror comics. I have achieved this through the use of dark colors. By using the Image of a superhero standing tall on the front of the page, this brings In the serious feel to horror. This can then be seen as the person In the image not wanting to mess about, linking to the horror theme again-I researched lots f gothic comic books before so had a very good knowledge of what a typical horror comic book front cover looked like.In this image I decided to make the moon brighter to show the amount of light against the dark colors. Also, this made the comic book front cover stand out more to my audience. Using photos I also cut around the circle to there was no black to make the moon be more clear to the audience against the dark background. Through the process of constructing my product I have become much more advanced at using photos than I was before.It gave me a chance to use a lot of the features which I had not used before such as: the lasso tool which I found extremely helpful when transferring images onto my front cover. I used photos to edit my photos to make them look darker. If I was going to repeat this assignment I would of liked to of chosen a different purely because I am a girl so I am not very interested it that theme. Also, I would of liked to of chosen a different layout for my product because I feel like my comic book was not very original or creative.