Analysis of the Discourse and Rhetoric since September 11 Essay

September 11, 2001. After terrorists hijacked four American airliners, toppling the World Trade Center in New York and damaging the Pentagon just outside Washington, rhetoric in various circles of the West among authors, theorists, and pundits centered around a number of interesting topics. The nature of evil has become a topic over which much debate and rhetoric has ensued. Some have used it as a means by which they can explain these actions, whereas others see it as an obstacle to a proper explanation. Even others see it as false, but a necessary falsehood for the war effort. Furthermore, the debate over if, or the extent to which, United States and Western foreign policy contributed to these attacks has also stirred passions on both sides of the argument. My intention is to engage in an analysis of the discourse and rhetoric since September 11. Discourse can be defined as the production of knowledge through language (Hall 201). Certainly, events such as those that occurred on September 11 lead to a production of knowledge, or, at the least, attempts at understanding. Language is being used in very interesting ways by many people in an attempt to produce knowledge or understanding since September 11. I have selected both public figures and intellectuals for this discursive evaluation in order to make a sufficient analysis. There is a dichotomy between the context within which public figures such as the Reverend Billy Graham and President George W, Bush speak and academics or literary figures such as Stanley Fish, Edward Said, and Salman Rushdie. Part of this dichotomy, undoubtedly, exists because of the accountability of public figures to those they represent. One of the first references to evil in the wake of t... ...ction to Modern Societies. Ed. Stuart Hall et al. Polity Press. 184-227. Kurtz, Stanley. â€Å"Edward Said, Imperialist.† The Weekly Standard. 8 October 2001: 33-35. Rushdie, Salman. â€Å"Fighting the Forces of Invisibility.† The Washington Post. October 2, 2001: A25. --------. â€Å"Yes, This Is About Islam.† The New York Times. 2 November 2001. 12 December 2001 . Said, Edward. â€Å"Islam and the West are inadequate banners.† The Observer. 16 September 2001. 12 December 2001. . ---------. â€Å"The Clash of Ignorance.† The Nation. 22 October 2001. 12 December 2001 . Williams, Raymond. Keywords: A Vocabulary of Culture and Society. New York: Oxford University Press, 1985.

Weak People in the Bible

Regard For Those Who Are Weaker In Society Written in Torah are lessons and stories about how God created Earth, animals, plants, day and night, the sun, and also how God created man to dominate over all living things. Within Torah is a story of Abram and his relationship with God. Abram or Abraham had a covenant with God. God promised to bless the nation and Abraham. Abraham had no rules or law to follow he simply had to have faith in God and believe in him. God said to Abraham â€Å"†¦ You shall be the ancestor of nations.No longer shall your name be Abram but your name shall be Abraham; for I have made you the ancestor of nations. I will make you exceedingly fruitful; and I will make nations of you, and kings shall come from you. I will establish my covenant between me and you, and your offspring after you throughout their generations, for an everlasting covenant, to be God to you and to your offspring after you. And I will give to you, and to your offspring after you, all t he land of Canaan, for a perpetual holding; and I will be their God† (Genesis 17:4-8).The covenant between Abraham and God said that Abraham was blessed and so his descendants shall be blessed, so they were. Moses, one of Abraham’s descendants, was spoken to by God and he was told to go into Egypt and rescue the Israelites from slavery. Moses did what God had asked of him and rescued the Israelites; they were weak, poor and in bad shape. God had mercy on them and he heard their cries and helped. He made another covenant and this time it was a bit different. He promised to make the Israelite his treasured people if they would agree to follow and keep his commandments.This was good for the Israelites because they came from a place where times were hard and God saved them and made them his people. Torah instructs the Israelites to follow the laws given to them through the covenant between themselves and God. Morally the Israelites are to treat others as they would like to be treated. They were once slaves to the Egyptians and treated very poorly. The Israelites should have mercy on others less privileged because God had mercy on them. When Moses was leading the Israelites out of Egypt they were not completely grateful.They complained to Moses. The Israelites said â€Å"If only we had died by the land of Egypt, when we sat by the fleshpots and ate our fill of bread; for you have brought us out into this wilderness to kill this whole assembly with hunger† (Exodus 16:3). With the complaints and cries from the Israelites, God sent them bread to eat and gave them only one rule. They were not to take more than a day’s worth of bread at a time. Even though God gave the Israelites laws he still had mercy on them and helped them when they cried out.The laws were a test of faith and trueness between God and the Israelites. God helps those in need, when they are really in need of help. Since the Torah is written to the Israelites it should be read as a lesson and the lessons should be taken into consideration to the readers. There are many commandments that the Israelites are instructed to follow. A lot of them have to do with regard for those who are weaker in society. Just like God had mercy on the Israelites, the Israelites should have mercy on others because they once were the weaker persons in society.

Recruitment and Retention of Knowledge Workers - Free Essay Example

Sample details Pages: 8 Words: 2303 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Review Did you like this example? Introduction The professional services sector is largely comprised of highly skilled, specialist knowledge workers, with an array of qualifications, expertise and experience (Suddaby, Greenwood and Wilderom, 2008). According to Newell, Robertson, Scarbrough and Swan (2009, p. 18), knowledge workers, also known as gold collar workers, are individuals with a high level of education and specialist skills, combined with the ability to apply these skills to identify and solve problems. Don’t waste time! Our writers will create an original "Recruitment and Retention of Knowledge Workers" essay for you Create order It is these characteristics of knowledge workers that creates both opportunities and challenges for the Human Resources (HR) functions of professional services organisations. The highly skilled nature of knowledge workers makes them very attractive to organisations seeking to deploy their human capital for strategic advantage (Kelly, Mastroeni, Conway, Monks, Truss, Flood, and Hannon, 2011). At the same time, knowledge workers are less apt than their less skilled counterparts to remain in one position for an extended period of time (Vaiman, 2010). Scarbrough (1999), for instance, suggested that one of the most salient characteristics of specialist, skilled professional workers is their lack of an occupational identity. This makes them organisationally and occupationally fluid, which creates a retention challenge for HR managers. With this context in mind, this paper identifies strategies that a growing professional services organisation could use to attract and retain highly skilled workers. The strategies that are highlighted are predicated on the assumption that professional services organisations are not able or willing to use pecuniary reward as a means of increasing their appeal to these specialists. Recruitment is concerned with the set of processes utilised by business organisations to identify a sufficient pool of candidates from which they can select an employee (Wilton, 2013). However, recruiting is not as straightforward as it might seem. There are a plethora of methods and strategies that organisations can use in order to increase their appeal to job hunters, and thereby increase the pool of talent from which they are able to apply their selection procedures (Hiltrop, 1999). What is important is that the recruitment policies, practices and procedures are carefully designed with the needs of both the organisation and the candidates in mind. This question about the optimal design of recruitment and hiring practices was considered by Horwitz, Hen g and Quarzi (2003). Those authors conducted a survey of Chief Executive Officers (CEOs) and HR directors in a range of organisations that rely on a highly skilled and specialist workforce. The research identified two key strategies that the companies used for attracting skilled workers: carefully designed recruitment strategies and the provision of opportunities for career and talent development. Of the recruitment strategies that were utilised most effective strategies were the use of targeted media advertising, and, to a lesser extent, the use of headhunters (Horwitz et al, 2003). The authors suggested that targeted media advertising is more effective than general advertising because candidates for specialist roles are characterised by occupational fluidity and are therefore more likely to keep an eye on the job market by scanning the recruitment media that are specialist to their roles. Headhunters and other specialist external recruitment agencies are also likely to have access to large databases of potential candidates, many of whom they may have aided in finding work before (Wilton, 2013). The professional services firm may therefore find it easier to identify and locate a pool of suitable candidates for its specialist roles if it outsources its search and hiring activities to an agency that specialises in such activities. Importantly, research suggests that the organisation needs to take into account the nature of the external business environment in designing their recruitment strategies. In particular, the extent to which there exist a tight labour market is vital (Wilton, 2013). A tight labour market is one in which there is intense competition for a relatively short supply of workers, and skills shortages exist. This is certainly the case in the professional services sector (Hor and Keats, 2008). Where a tight labour market exists, a firm may be required to adopt more creative recruitment and hiring practices. One way of overcoming the challenge of recruiting highly skilled professional workers would be to extend the reach of the search (Vaiman, 2010). One of the key features of highly skilled, specialist knowledge workers is their geographical mobility. Since these gold collar workers apply their intellect and intelligence rather than their physical labour to work activities, they are also able to work remotely (Vaiman, 2010). This means that a professional services firm that is struggling to identify appropriate workers locally might be able to find skilled candidates by extending the search in geographical terms (Richardson, McBey and McKenna, 2008). Interestingly, one of the most effective ways to attract skilled workers identified in the Horwitz et al (2003) research is for the firm to have a reputation as an employer of choice (p. 32). Reputation is thought to be an important factor in enhancing attractiveness for reasons relating to both the labour market as well as to the characteristics of the knowledge workers (Sutherland, Torricelli and Karg, 2002). First, a good reputation enables an employer to gain a competitive edge when it is competing for scarce talent in a highly competitive labour market. Second, because of their skills and abilities, knowledge workers are in a good position to be selective in their choice of employer. A good reputation, particularly in terms of working conditions is one way in which a growing firm can attract candidates from their rivals. Giauque, Resenterra and Siggen (2010) see reputation as particularly important to young professionals, because these individuals are sensitive to the way in which their own image is projected, and view their own image as reinforced and reflected by the corporate image. For this reason, knowledge workers, very mobile and anxious to retain an important employability, will therefore invest more sustainably in a prestigious organization rather than in an organization that does not enjoy a positive image (Giauque et al, 2010, p. 19 0). The HR function has a key role here in ensuring that working conditions are organised and arranged in such a way as to support the development of the firms reputation as a good employer (Wilton, 2013). This will include such aspects as managing the relationship between the employees and the employers (through aspects such as ensuring that conflicts are resolved adequately or enhancing employee voice), developing, managing and coordinating appropriate reward packages, providing training and development initiatives and interventions and ensuring safety and wellbeing (Wilton, 2013). Strategies to aid retention of highly skilled specialists Empirical research suggests that the way in which work activities are designed should be commensurate with the nuanced needs of specialist skilled workers (Newell et al, 2009). Since highly skilled professionals tend to rely on their intellect and expertise in the performing of their workplace tasks and activities, they may demand and require less in the way of workplace monitoring and control, and greater autonomy (Holland, Hecker and Steen, 2002). Indeed, there is some evidence that granting skilled workers autonomy over the way in which they approach their organisationally designated tasks can lead them to be more committed both to their jobs and to their employers (ODonohue, Sheehan, Hecker and Holland, 2007). This could include delegating these workers managerial control over tasks and activities or allowing them flexibility and mobility in terms of their work schedules. Furthermore, skilled workers seem to prefer to work in organisations with flatter organisational structures , for these are facilitative of trust-oriented relationships and hierarchical structures undermine their need for autonomy (Newell et al, 2009). The new, Strategic Human Resources function can help to support job design and organisational (re)structuring because of its role as a strategic business partner (Teo, Lakhani, Brown and Malmi,2008). The design of work should be considered as a key HR practice that supports the achievement of the organisations goals. More specifically, it is recommended that the organisation offers its skilled workforce autonomy and control over their mandated tasks and activities, and that the organisation moves towards a flatter structure if it is serious about wishing to retain its specialist workers. Alvesson (2000) has argued that while knowledge workers may not necessarily have an occupational identity, they do have a professional identity and seek communitarian and peer collegiality through their employment choices. This suggests that skilled work ers that are provided with a sense of belonging will be more likely to remain with the organisation and resist the enticements of the firms competitors (Alvesson, 2000). There are a number of ways in which the development of a social and professional identity can be supported through HR initiatives. First, skilled workers can be supported to join and progress through the ranks of relevant professional bodies or learned societies (Hor and Keats, 2008). This might mean paying membership fees, providing workers with time off so that they are able to take up learning and training programmes, or providing internal training to support workers upskilling ambitions (Newell et al, 2009). Benson and Brown (2007) add that supervisor and co-worker support are key to the development of peer collegiality, and reducing turnover intentions. Co-worker support can be stimulated by the organisation of workers into teams, as appropriate to the task, and providing workers with adequate training to under take team-based work whilst maintaining individual levels of autonomy. Supervisor support can also be encouraged through the careful design of line manager training schemes. Aside from salary, the aspect of work that was identified in the Horwitz et al (2003) research as making the greatest contribution to knowledge workers organisational commitment were opportunities for promotion and personal and professional development. As Giaque et al (2010, p. 191) note, a willingness to develop skills, whether by means of training or other career development activities, indicates to employees that the organization considers its human capital to be a source of competitive advantage. Offering skilled workers the ability to engage in continuing professional education serves two purposes. First, it communicates to the employee the desire on the part of the company to forge long term relationships with the employee (Giaque et al, 2010). Second, it communicates to the worker the notion that the employer is supportive. Both aspects are thought to enhance feelings of commitment and loyalty on the part of the worker and may prevent them from defecting to competitors. Finally, developing an organisational culture that is conducive to information sharing is thought to bring about enhanced organisational commitment in knowledge workers (Benson and Brown, 2007). To a greater extent than their traditional blue or white collar counterparts, gold collar workers rely on readily available information in order to undertake their work because they tend to work autonomously and exert greater control over decision making (ODonohue et al, 2007). In addition, a culture in which information is easily disseminated creates a climate of trust, confidence and respect, which is known to facilitate affective attachment in highly skilled workers (Giaque et al, 2010). Thus, HR policies and practices should be designed in such a way as to stimulate information sharing in order to prevent loss of s pecialised workers to competing firms. Conclusion To conclude, recruiting and retaining highly skilled gold collar workers is increasingly difficult as the rate of growth of the professional services sector of the economy appears to be outstripping the rate at which individuals are acquiring and accruing the skills necessary to sustain it. In this climate, it is vital that firms identify and deploy strategies designed to attract highly qualified suitable candidates to the organisation, and put into place policies, practices and procedures that will engender those workers loyalty and commitment once they are there. Drawing on the extant literature in Human Resource Management, this paper has identified a number of strategies and methods available to professional services organisations including enhancing the firms reputation, outsourcing recruitment activities, developing the corporate culture and offering these vital workers opportunities for upwards progression and development. References Alvesson, M. (2000). Social identity and the problem of loyalty in knowledge-intensive companies. Journal of Management Studies, 37(8), 1101-1124. Benson, J., Brown, M. (2007). Knowledge workers: what keeps them committed; what turns them away. Work, Employment Society, 21(1), 121-141. Giauque, D., Resenterra, F., Siggen, M. (2010). The relationship between HRM practices and organizational commitment of knowledge workers. Facts obtained from Swiss SMEs. Human Resource Development International, 13(2), 185-205. Hiltrop, J. M. (1999). The quest for the best: human resource practices to attract and retain talent. European Management Journal, 17(4), 422-430. Holland, P. J., Hecker, R., Steen, J. (2002). Human resource strategies and organisational structures for managing gold-collar workers. Journal of European Industrial Training, 26(2), 72-80. Hor, J., Keats, L. (2008). Finders Keepers: How to Attract and Retain Great Employees. Melbourne: CCH Australia Limited. Horwitz, F. M., Heng, C. T., Quazi, H. A. (2003). Finders, keepers? Attracting, motivating and retaining knowledge workers. Human Resource Management Journal, 13(4), 23-44. Kelly, G., Mastroeni, M., Conway, E., Monks, K., Truss, K., Flood, P., Hannon, E. (2011). Combining diverse knowledge: knowledge workers experience of specialist and generalist roles. Personnel Review, 40(5), 607-624. Newell, S., Robertson, M., Scarbrough, H., Swan, J. (2009). Managing knowledge work and innovation. Basingstoke: Palgrave Macmillan. ODonohue, W., Sheehan, C., Hecker, R., Holland, P. (2007). The psychological contract of knowledge workers. Journal of Knowledge Management, 11(2), 73-82. Richardson, J., McBey, K., McKenna, S. (2008). Integrating realistic job previews and realistic living conditions previews: realistic recruitment for internationally mobile knowledge workers. Personnel Review, 37(5), 490-508. Scarbrough, H. (1999). Knowledge as work: conflicts in the management of knowledge workers. Technology Analysis Strategic Management, 11(1), 5-16. Suddaby, R., Greenwood, R., Wilderom, C. (2008). Introduction to the Journal of Organizational Behaviors special issue on professional service firms: where organization theory and organizational behavior might meet. Journal of Organizational Behavior, 29(8), 989-994. Sutherland, M. M., Torricelli, D. G., Karg, R. F. (2002). Employer-of-choice branding for knowledge workers. South African Journal of Business Management, 33(4), 13-20. Teo, S. T., Lakhani, B., Brown, D., Malmi, T. (2008). Strategic human resource management and knowledge workers: A case study of professional service firms. Management Research News, 31(9), 683-696. Vaiman, V. (2010). Talent management of knowledge workers: Embracing the non-traditional workforce. Basingstoke: Palgrave Macmillan. Wilton, N. (2013) An Introduction to Human Resource Management, Second Edition, London: Sage

The Neuter Gender in Spanish

Él and ella. Nosotros and nosotras. El and la. Un and una. El profesor and la profesora. In Spanish, everything is either masculine or feminine, right? Not quite. True, Spanish isnt like German, where in terms of gender nouns fall into three classifications (masculine, feminine, and neuter). Indeed, in Spanish, nouns are either masculine or feminine. But Spanish does have use for the neuter form, which can come in handy when referring to concepts or ideas. The thing to keep in mind about Spanishs neuter form is that it is never used to refer to known objects or people, and there are no neuter nouns or descriptive adjectives. Here, then, are the cases where youll see the neuter used: Lo as the Neuter Definite Article Chances are that youre familiar with el and la, which usually are translated as the in English. Those words are known as definite articles because they refer to definite things or people (el libro, for example, refers to a specific book). Spanish also has a neuter definite article, lo, but you cant use it before a noun like you do el or la because there are no neuter nouns. Instead, lo is used before singular adjectives (and sometimes possessive pronouns) when they function as nouns, usually referring to a concept or category, not to a single concrete object or a person. If youre translating into English, there is no one way in which lo is always translated; youll usually need to supply a noun, the choice of which depends on the context. In most cases, what is is a possible translation for lo. A sample sentence should help make this easier to understand: Lo importante es amar. Here importante is the adjective (generally in the masculine singular when used with lo) functioning as a noun. You could use a variety of English translations: The important thing is to love. What is important is to love. The important aspect is to love. Here are some other sample sentences with possible translations: Lo mejor es el baà ±o. (The best part is the bathroom. The best thing is the bathroom.)Lo nuevo es que estudia. (Whats new is that hes studying. The new thing is that he studies.)Me gusta lo francà ©s. (I like French things. I like what is French.)Le di lo inà ºtil a mi hermana. (I gave the useless stuff to my sister. I gave the useless items to my sister. I gave what was useless to my sister. Note that you couldnt use lo à ºtil for a specific object that has a name. If were referring to a useless spoon, for example, you could say la inà ºtil  because the word for spoon, cuchara, is feminine.  )Puedes pintar lo tuyo. (You can paint whats yours. You can paint your things.) It is also possible to use lo in this way with some adverbs, but this usage isnt as common as the cases above: Me enojà ³ lo tarde que salià ³. (It angered me how late he left. The lateness of his leaving angered me.) Lo as a Neuter Direct Object Lo is used to represent an idea or concept when it is the direct object of a verb. (This may not look like a neuter use, because lo can also be used as a masculine pronoun.) In such usages, lo is usually translated as it. No lo creo. (I dont believe it.)Lo sà ©. (I know it.)No lo comprendo. (I dont understand it.)No puedo creerlo. (I cant believe it.) In these cases, lo/it doesnt refer to an object, but to a statement that has been made earlier or that is understood. Neuter Demonstrative Pronouns Usually, demonstrative pronouns are used to point at an object: à ©ste (this one), à ©se (that one), and aquà ©l (that one over there). The neuter equivalents (esto, eso, and aquello) are all unaccented, end in -o, and have roughly the same meanings, but as is the case with the direct object lo, they usually refer to an idea or concept rather than an object or person. They can also refer to an unknown object. Here are some examples of its use: No olvides esto. (Dont forget this.)No creo eso. (I dont believe that.0 ¿Quà © es aquello? (What is that over there?) ¿Te gustà ³ eso? (Did you like that?)No me importa esto. (This isnt important to me.) Note that the final two sentences must refer to an event, situation, or process rather than an object with a name. For example, if youre walking in a dark jungle and get a creepy feeling about something that might happen, no me gusta esto would be appropriate. But if youre sampling a hamburger and dont care for it, no me gusta à ©sta would be appropriate (à ©sta is used because the word for hamburger, hamburguesa, is feminine). Ello Ello is the neuter equivalent of à ©l and ella. Its use these days is unusual, and only in literature are you likely to find it used as the subject of a sentence. It usually is translated as it or this. Note that in these examples, ello refers to an unnamed situation rather than a specified thing. Hemos aprendido a vivir con ello. (We have learned to live with it.)Por ello no pudo encontrar la trascendencia que hubiera deseado. (Because of it, he couldnt find the transcendence he had wanted.)

Management Defintions - 1012 Words

What is Management? Definitions According to Harold Koontz, Management is the art of getting things done through and with people in formally organised groups. Harold Koontz gave this definition of management in his book The Management Theory Jungle. According to Henri Fayol, To manage is to forecast and to plan, to organise, to command, to co-ordinate and to control. Henri Fayol gave this definition of management in his book Industrial and General Administration. Image Credits  © Michael Heiss. According to Peter Drucker, Management is a multi-purpose organ that manages business and manages managers and manages workers and work. This definition of management was given by Peter Drucker in his book The Principles of†¦show more content†¦However, computers can only help management. Computers cannot replace management. This is because management takes the final responsibility. Thus Management is aided (helped) but not replaced by computers. 8. Situational in nature Management makes plans, policies and decisions according to the situation. It changes its style according to the situation. It uses different plans, policies, decisions and styles for different situations. The manager first studies the full present situation. Then he draws conclusions about the situation. Then he makes plans, decisions, etc., which are best for the present situation. This is called Situational Management. 9. Need not be an ownership In small organisations, management and ownership are one and the same. However, in large organisations, management is separate from ownership. The managers are highly qualified professionals who are hired from outside. The owners are the shareholders of the company. 10. Both an art and science Management is result-oriented. Therefore, it is an Art. Management conducts continuous research. Thus, it is also a Science. 11. Management is all pervasive Management is necessary for running a business. It is also essential for running business, educational, charitable and religious institutions. Management is a must for all activities, and therefore, it is all pervasive. 12. Management is intangible Management is intangible, i.e. itShow MoreRelated How Does the Public Sector Work? Essay1683 Words   |  7 Pagesemployees often show higher productivity levels than others. Often confused with leadership is the role of management in an organization. First tier management skills are highly coveted within the public sector. These skills are planning, organizing, directing and controlling (Reh, 2009) and are mostly built in to any and all management models in the public sector itself. Second tier management skills build on the leadership skills mentioned above, such as, motivation, training and coaching, and employeeRead MoreThe Effect Of Work Life Balance On Employee Retention3202 Words   |  13 Pagesfocuses on the discussion of how work-life balance influence employee retention. 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Read MoreWorldwide Learning Is A Key Capability For Multinational Nations2821 Words   |  12 Pageslearning and global knowledge management are closely related. Global knowledge management would be the best practice for multinational corporations to realise the benefits of worldwide learning, and in term to optimise their competitive advantage. Therefore, the ways and the extent that multinationals can achieve this learning in the real world would be the interest of this essay. The paper will firstly explore the essence of knowledge and research why knowledge management is important to organisationsRead MoreWaste Management2823 Words   |  12 Pages I. Background Defintion Here is a brief definition basically of what garbage disposal is on a wider point: â€Å"Waste management is the collection, transport, processing, recycling or disposal, and monitoring of waste materials. 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The Lost Duke of Wyndham Chapter Fourteen Free Essays

string(27) " not seem to help herself\." After five years at Belgrave, Grace had become, if not accustomed, then at least aware of just what could be accomplished with a bit of prestige and a great deal of money. Nonetheless, even she was amazed at how quickly their travel plans fell into place. Within three days a private yacht had been reserved to ferry them from Liverpool to Dublin and then wait at the dock – for as long as necessary, apparently – until they were ready to return to England. We will write a custom essay sample on The Lost Duke of Wyndham Chapter Fourteen or any similar topic only for you Order Now One of Thomas’s secretaries had been dispatched to Ireland to arrange for their stay. Grace had felt nothing but pity for the poor man as he was forced to listen to – and then repeat, twice – the dowager’s copious and highly detailed instructions. She herself was used to the dowager’s ways, but the secretary, accustomed to dealing with a far more reasonable employer, looked nearly ready to cry. Only the best of inns would do for such a traveling party, and of course they would expect the finest set of rooms in each establishment. If the rooms were already reserved, the innkeepers would have to make arrangements to place the other travelers elsewhere. The dowager told Grace that she liked to send someone ahead in cases like these. It was only polite to give the innkeepers a bit of notice so they could find alternate accommodations for their other guests. Grace thought it would have been more polite not to give the boot to people whose only crime was to reserve a room prior to the dowager, but all she could do was offer the poor secretary a sympathetic smile. The dowager wasn’t going to change her ways, and besides, she’d already launched into her next set of instructions, which pertained to cleanliness, food, and the preferred dimensions of hand towels. Grace spent her days dashing about the castle, preparing for the voyage and passing along important messages, since the other three inhabitants seemed determined to avoid one another. The dowager was as surly and rude as ever, but now there was an underlying layer of giddiness that Grace found disconcerting. The dowager was excited about the upcoming journey. It was enough to leave even the most experienced of companions uneasy; the dowager was never excited about anything. Pleased, yes; satisfied, often (although un satisfied was a far more frequent emotion). But excited? Grace had never witnessed it. It was odd, because the dowager did not seem to like Mr. Audley very well, and it was clear that she respected him not at all. And as for Mr. Audley – he returned the sentiment in spades. He was much like Thomas in that regard. It seemed to Grace that the two men might have been fast friends had they not met under such strained circumstances. But while Thomas’s dealings with the dowager were frank and direct, Mr. Audley was much more sly. He was always provoking the dowager when in her company, always ready with a comment so subtle that Grace could only be sure of his meaning when she caught his secret smile. There was always a secret smile. And it was always for her. Even now, just thinking about it, she found herself hugging her arms to her body, as if holding it tightly against her heart. When he smiled at her, she felt it – as if it were more than something to be seen. It landed upon her like a kiss, and her body responded in kind – a little flip in her stomach, pink heat on her cheeks. She maintained her composure, because that was what she’d been trained to do, and she even managed her own sort of reply – the tiniest of curves at the corners of her mouth, maybe a change in the way she held her gaze. She knew he saw it, too. He saw everything. He liked to play at being obtuse, but he had the keenest eye for observation she had ever known. And all through this, the dowager pressed forward, single-minded in her determination to wrest the title from Thomas and give it to Mr. Audley. When the dowager spoke of their upcoming journey, it was never if they found proof, it was when they found it. Already she had begun to plan how best to announce the change to the rest of society. Grace had noticed that she was not particularly discreet about it, either. What was it the dowager had said just the other day – right in front of Thomas? Something about having to redraw endless contracts to reflect the proper ducal name. She had even turned to him and asked if he thought that anything he’d signed while duke was legally binding. Grace had thought Thomas a master of restraint for not throttling her on the spot. Indeed, all he said was, â€Å"It will hardly be my problem should that come to pass.† And then, with a mocking bow in the dowager’s direction, he left the room. Grace was not sure why she was so surprised that the dowager did not censor herself in front of Thomas; it wasn’t as if she’d shown a care for anyone else’s feelings before. But surely this qualified as extraordinary circumstances. Surely even Augusta Cavendish could see where it might be hurtful to stand in front of Thomas and talk about how she planned to go about his public humiliation. And as for Thomas – he was not himself. He was drinking too much, and when he wasn’t closeted in his study, he stalked about the house like a moody lion. Grace tried to avoid him, partly because he was in such poor temper, but mostly because she felt so guilty about everything, so unconscionably disloyal for liking Mr. Audley so well. Which left him. Mr. Audley. She’d been spending too much time with him. She knew it but could not seem to help herself. You read "The Lost Duke of Wyndham Chapter Fourteen" in category "Essay examples" And it really wasn’t her fault. The dowager kept sending her on errands that put her in his sphere. Liverpool or Holyhead – which port made better sense for their departure? Surely Jack (the dowager still refused to call him Mr. Audley, and he would not respond to anything Cavendish) would know. What might they expect from the weather? Find Jack and ask his opinion. Could one obtain a decent pot of tea in Ireland? What about once they’d left the environs of Dublin? And then, after Grace had reported back with Yes and for God’s sake (amended to remove the blasphemy), she was sent on her way again to determine if he even knew how to judge a tea’s quality. It was almost embarrassing to ask him this. It should have been, but by that point they were bursting out laughing just at the sight of each other. It was like that all the time now. He would smile. And then she would smile. And she was reminded just how much better she liked herself when she had reason to smile. Just now the dowager had ordered her to find him for a full accounting of their proposed route through Ireland, which Grace found odd, since she would have thought the dowager had worked that out by then. But she was not about to complain, not when the task both removed her from the dowager’s presence and placed her in Mr. Audley’s. † Jack,† she whispered to herself. He was Jack. His name suited him perfectly, dashing and carefree. John was far too staid, and Mr. Audley too formal. She wanted him to be Jack, even though she had not allowed herself to say it aloud to him, not since their kiss. He had teased her about it – he always teased her about it. He’d prodded and cajoled and told her she must use his given name or he would not respond, but she remained steadfast. Because once she did, she was afraid she could never go back. And she was already so perilously close to losing her heart forever. It could happen. It would happen if she let it. She had only to let go. She could close her eyes and imagine a future†¦with him, and children, and so much laughter. But not here. Not at Belgrave, with him as the duke. She wanted Sillsby back. Not the house, since that could never be, but the feeling of it. The comfortable warmth, the kitchen garden that her mother had never been too important to attend. She wanted the evenings in the sitting room – the sitting room, she reminded herself, the only one. Nothing that had to be described with a color or a fabric or a location within the building. She wanted to read by the fire with her husband, pointing out bits that amused her, and laughing when he did the same. That was what she wanted, and when she had the courage to be honest with herself, she knew that she wanted it with him. But she wasn’t often honest with herself. What was the point? He didn’t know who he was; how could she know what to dream? She was protecting herself, holding her heart in armor until she had an answer. Because if he was the Duke of Wyndham, then she was a fool. As fine a house as Belgrave was, Jack much preferred to spend time out of doors, and now that his mount had been transferred to the Wyndham stables (where his horse was certainly wallowing in joy over the endless carrots and warm accommodations), he had taken up the habit of a ride each morning. Not that this was so very far from his prior routine; Jack usually found himself on horseback by late morning. The difference was that before he’d been going somewhere, or, on occasion, fleeing from somewhere. Now he was out and about for sport, for constitutional exercise. Strange, the life of a gentleman. Physical exertion was achieved through organized behavior, and not, as the rest of society got it, through an honest day’s work. Or a dishonest one, as the case often was. He was returning to the house – it was difficult to call it a castle, even though that’s what it was; it always made him want to roll his eyes – on his fourth day at Belgrave, feeling invigorated by the soft bite of the wind over the fields. As he walked up the steps to the main door, he caught himself peering this way and that, hoping for a glimpse of Grace even though it was highly unlikely she’d be out of doors. He was always hoping for a glimpse of Grace, no matter where he was. Just the sight of her made something tickle and fizz within his chest. Half the time she did not even see him, which he did not mind. He rather enjoyed watching her go about her duties. But if he stared long enough – and he always did; there was never any good reason to place his eyes anywhere else – she always sensed him. Eventually, even if he was at an odd angle, or obscured in shadows, she felt his presence, and she’d turn. He always tried to play the seducer then, to gaze at her with smoldering intensity, to see if she’d melt in a pool of whimpering desire. But he never did. Because all he could do, whenever she looked back at him, was smile like a lovesick fool. He would have been disgusted with himself, except that she always smiled in return, which never failed to turn the tickle and fizz into something even more bubbly and carefree. He pushed open the door to Belgrave’s front hall, pausing for a moment once he was inside. It took a few seconds to adjust to the abrupt lack of wind, and indeed, his body gave an unprompted little shake, as if to push away the chill. This also gave him time to glance about the hall, and indeed, he was rewarded for his diligence. â€Å"Miss Eversleigh!† he called out, since she was at the far end of the long space, presumably off on another one of the dowager’s ridiculous errands. â€Å"Mr. Audley,† she said, smiling as she walked toward him. He shrugged off his coat (presumably purloined from the ducal closet) and handed it to a footman, marveling, as always, at how the servants seemed to materialize from nowhere, always at the exact moment they were needed. Someone had trained them well. He was close enough to his military days to appreciate this. Grace reached his side before he had even pulled off his gloves. â€Å"Have you been out for a ride?† she asked. â€Å"Indeed. It’s a perfect day for it.† â€Å"Even with all the wind?† â€Å"It’s best with wind.† â€Å"I trust you were reunited with your horse?† â€Å"Indeed. Lucy and I make a fine team.† â€Å"You ride a mare?† â€Å"A gelding.† She blinked with curiosity, but not, strangely, surprise. â€Å"You named your gelding Lucy?† He gave his shrug a bit of dramatic flair. â€Å"It is one of those stories that loses something in the retelling.† In truth, it involved drink, three separate wagers, and a propensity for the contrary that he was not certain he was proud of. â€Å"I am not much of an equestrienne,† she said. It was not an apology, just a statement of fact. â€Å"By choice or circumstance?† â€Å"A bit of both,† she replied, and she looked a bit curious, as if she’d never thought to ask herself that question. â€Å"You shall have to join me sometime.† She smiled ruefully. â€Å"I hardly think that falls within the scope of my duties to the dowager.† Jack rather doubted that. He remained suspicious of the dowager’s motives as pertained to Grace; she seemed to thrust Grace in his direction at every possible occasion, like some piece of ripened fruit, dangled before his nose to entice him to stay put. He found it all rather appalling, but wasn’t about to deny himself the pleasure of Grace’s company just to spite the old bat. â€Å"Bah,† he said. â€Å"All the best companions go riding with the houseguests.† â€Å"Oh.† So dubious. â€Å"Really.† â€Å"Well, they do in my imagination, at least.† Grace shook her head, not even trying not to smile. â€Å"Mr. Audley†¦Ã¢â‚¬  But he was looking this way and that, his manner almost comically surreptitious. â€Å"I think we’re alone,† he whispered. Grace leaned in, feeling very sly. â€Å"Which means†¦?† â€Å"You can call me Jack.† She pretended to consider. â€Å"No, I don’t think so.† â€Å"I won’t tell.† â€Å"Mmmm†¦Ã¢â‚¬  Her nose scrunched, and then a matter-of-fact: â€Å"No.† â€Å"You did it once.† She pressed her lips together, suppressing not a smile, but a full-fledged laugh. â€Å"That was a mistake.† â€Å"Indeed.† Grace gasped and turned. It was Thomas. â€Å"Where the devil did he come from?† Mr. Audley murmured. From the small saloon, Grace thought miserably. The entrance was right behind them. Thomas frequently spent time there, reading or tending to his correspondence. He said he liked the afternoon light. But it wasn’t afternoon. And he smelled like brandy. â€Å"A pleasant conversation,† Thomas drawled. â€Å"One of many, I assume.† â€Å"Were you eavesdropping?† Mr. Audley said mildly. â€Å"For shame.† â€Å"Your grace,† Grace began, â€Å"I – â€Å" â€Å"It’s Thomas,† he cut in derisively, â€Å"or don’t you recall? You’ve used my name far more than once.† Grace felt her cheeks grow hot. She’d not been sure how much of the conversation Thomas had heard. Apparently, most of it. â€Å"Is that so?† Mr. Audley said. â€Å"In that case, I insist you call me Jack.† He turned to Thomas and shrugged. â€Å"It’s only fair.† Thomas made no verbal reply, although his thunderous expression spoke volumes. Mr. Audley turned back to her and said, â€Å"I shall call you Grace.† â€Å"You will not,† Thomas snapped. Mr. Audley remained as calm as ever. â€Å"Does he always make these decisions for you?† â€Å"This is my house,† Thomas returned. â€Å"Possibly not for long,† Mr. Audley murmured. Grace actually lurched forward, so sure was she that Thomas was going to lunge at him. But in the end Thomas only chuckled. He chuckled, but it was an awful sound. â€Å"Just so you know,† he said, looking Mr. Audley in the eye, â€Å"she doesn’t come with the house.† Grace looked at him in shock. â€Å"Just what do you mean by that?† Mr. Audley inquired, and his voice was so smooth, so purposefully polite, that it was impossible not to hear the edge of steel underneath. â€Å"I think you know.† â€Å"Thomas,† Grace said, trying to intercede. â€Å"Oh, we’re back to Thomas, are we?† â€Å"I think he fancies you, Miss Eversleigh,† Mr. Audley said, his tone almost cheerful. â€Å"Don’t be ridiculous,† Grace said immediately. Because he didn’t. He couldn’t. If Thomas had – Well, he’d had years to make it known, not that anything could have come of it. Thomas crossed his arms and gave Mr. Audley a stare – the sort that sent most men scurrying for the corners. Mr. Audley merely smiled. And then he said, â€Å"I wouldn’t wish to keep you from your responsibilities.† It was a dismissal, elegantly worded and undeniably rude. Grace could not believe it. No one spoke to Thomas that way. But Thomas smiled back. â€Å"Ah, now they are my responsibilities?† â€Å"While the house is still yours.† â€Å"It’s not just a house, Audley.† â€Å"Do you think I don’t know that?† No one spoke. Mr. Audley’s voice had been a hiss, low and urgent. And scared. â€Å"Excuse me,† Thomas said abruptly, and while Grace watched in silence, he turned and walked back into the small saloon, shutting the door firmly behind him. After what felt like an eternity, just staring at the white paint on the door, Grace turned back to Mr. Audley. â€Å"You should not have provoked him.† â€Å"Oh, I should not have been provoking?† She let out a tense breath. â€Å"Surely you understand what a difficult position he is in.† â€Å"As opposed to mine,† he said, in quite the most awful voice she’d heard him use. â€Å"How I adore being kidnapped and held against my will.† â€Å"No one has a gun to your head.† â€Å"Is that what you think?† His tone was mocking, and his eyes said he could not believe her naivete. â€Å"I don’t think you even want it,† Grace said. How was it this had not occurred to her before? How had she not seen it? â€Å"Want what?† he practically snapped. â€Å"The title. You don’t, do you?† â€Å"The title,† he said icily, â€Å"doesn’t want me.† She could only stare in horror as he turned on his heel and strode off. How to cite The Lost Duke of Wyndham Chapter Fourteen, Essay examples

Case Study of Mars-Free-Samples for Students-Myassignmenthelp.com

Questions: 1.What is the Case about? 2.What techniques did you learn from the case? 3.Apply anyone factor of HR Competencies? 4.What HR practices do you believe are critical for Mars Incorporated to maintain the culture and product quality and growth its known for? 5.Could Mars be successful without its current HR Practices? Explain. 6.Do you think that Marss culture and HR practices can also help the bottom line at companies in other industries such as health care, Manufacturing, or research and development? Explain why or why not. 7.Mars is a privately held company and a family-owned business. What advantages (or disadvantages) can this provide for developing effective HR Practices compared to a public company owned by its shareholders? 8.your opinion on the future of the Company? Answers: 1.The case study is about Mars, the third largest private company in the United States operating business segment of food, drinks, chocolate, gum and confections, pet care and symbioscience. The case gives detail about the success of MARS due to its effective HR practices. The five principles of Mars along with HR practices like providing an egalitarian workplace, providing unifying values to all, bonus options and career and development opportunities is the major reason for the success of the company. 2.From the case study, I have learned that providing unified values and principles to all employee makes everyone clear about their own responsibility and everyone use this values as a guide to influence their work (Alessandri et al., 2015). For example, Mars started with the five principle of quality, responsibility, mutuality, efficiency and freedom. All employees were familiar with these principles and incorporated them effectively in their own work. Another reason for the success of the company was that it did not differentiated between workplace staffs and managers and all enjoyed equal perks and chance to speak up or mentor other employees irrespective of their work. All employees enjoyed equal benefits and the egalitarian work culture promote equality shared recognition of responsibility and accountability in work (Vischer Wifi, 2017). Hence, such workplace design contributed to high motivation and engagement of employees in work. 3.One factor clearly displays HR competencies of Mars are the development of egalitarian work culture and presence of appropriate bonus option for a team giving good performance. This is reflective of HR competency of relationship management in organization. The egalitarian work culture helped to minimize conflict as all employees irrespective of their position got the same benefits. This ensured equality in workplace and rewarding employees only by means of their performance. In addition, the move to provide bonus option to employees and continuous availability of performance data enhanced the motivation of employees to perform well and earn their bonuses. Olafsen et al., (2015) has also showed that outcomes associated with amount of pay and distributive and procedural justice regarding pay act as intrinsic work motivation factors for employees. 4.The HR practices that is critical for Mars Incorporate to maintain the culture includes striving to maintain the egalitarian culture and promoting professional development of employees during their employment. Career development opportunities in relation to the context of work done at Mars will critical for continued employee engagement. After recognition of performance of employees, career development is regarded the second most crucial HR practice that enhance performance and engagement of employees in workplace (Patton McMahon, 2014). The organizational hierarchy of providing a flat structure instead of a pyramid structure is likely to help Mars to maintain their position for which they are known. 5.No, Mars could not be successful without their current HR practices. This is because HR practice was the main reason that triggered good revenue and desired performance from employees. The five principles of Mars ensured that all equipment for quality brands and efficiency is work was known to all. Secondly, the egalitarian workplace and principle of responsibility for all employees helps to maintain low turnover rate and high revenue for the company. In addition, continuous availability of performance data such as sales and factory efficiency promoted awareness aboit overall team performance and amount of efforts needed in the future to perform well. Hence, effective HR practice in favor of employee engagement and career development was the main reason for success of Mars. 6.The HR practices and culture will also help bottom line at companies in other industries too. This is because the HR practices at Mars gave employees the opportunity to speak up and express their concern in order to provide an inferior service. Secondly, they favored the practice of including employees in decision making. The advantage of such practice is that it helped build an exclusive workplace where employee had the option to express challenges in their work and well as share their knowledge to improve team work. This kind of practice will be highly beneficial for bottom line employees in any industry. 7.The advantage that private and family owned company like Mars gets in developing effective HR practices is that it has the freedom to take their own decision without any dependence on short term financial reports. They can get access to their own financial report anytime and use it to change HR practices. Private companies get the advantage of more autonomy and less bureaucracy during the development of new HR practices (Bloom, Sadun Van Reenen, 2015). 8.I have a very positive opinion about the future of the company because it is moving in the right direction in terms of its HR approach and efforts to maintain the sustainability of their brand. The presence of five principles and the focus on career development opportunity is their biggest strength that will help them overcome future challenges in business. References Alessandri, G., Borgogni, L., Schaufeli, W. B., Caprara, G. V., Consiglio, C. (2015). From positive orientation to job performance: The role of work engagement and self-efficacy beliefs.Journal of Happiness Studies,16(3), 767-788. Bloom, N., Sadun, R., Van Reenen, J. (2015). Do private equity owned firms have better management practices?.The American Economic Review,105(5), 442-446. Olafsen, A. H., Halvari, H., Forest, J., Deci, E. L. (2015). Show them the money? The role of pay, managerial need support, and justice in a self?determination theory model of intrinsic work motivation.Scandinavian journal of psychology,56(4), 447-457. Patton, W., McMahon, M. (2014).Career development and systems theory: Connecting theory and practice(Vol. 2). Springer. Vischer, J. C., Wifi, M. (2017). The Effect of Workplace Design on Quality of Life at Work. InHandbook of Environmental Psychology and Quality of Life Research(pp. 387-400). Springer International Publishing.