Nonviolence and South Africa Gandhi Essay Example for Free

Nonviolence and South Africa Gandhi EssayWar is defined a state of hostility conflict or antagonism. But this definition would be thrown aside by a man named Mohandas Gandhi a man who would soon come to revolutionize India through the cater of peace. Gandhis protests and civil disobedience would soon help create the India we see today.Gandhi did train India back from the British alone not violently as whiz might expect, but peacefully through civil disobedience. This means that laws that Gandhi and his followers would refuse to obey any laws that they viewed to be unjust, not by striking blows but by carrying on with there daily activities turn refusing to follow certain laws that they feel practice a system of apartheid. But keeping in straits never to strike back but to always keep your head up and never give up.Gandhi developed this idea of civil disobedience after(prenominal) his experience of apartheid while in South Africa. Gandhi while in South Africa Gandhi witnes sed first hand the great injustices people of color faced simply while walking down the street. For example the need for a pass book by those of color. Gandhi saw this injustice and interjected, holding a public protest keen passbooks and symbolically burning the separation between people of color in South Africa and the British.But Gandhi did not stop there he went on to take this system of civil disobedience to India. In India he continued to gain followers and slowly take back India through his peaceful movements such as his salt march and cloth burning. Finally over the course of his adult life Gandhi had taken back India from the British all without India striking a blow.Gandhi distinctly revolutionized India into its current state through peace. Gandhi, through peace, has helped change the way we see war.

A Christmast Surprise for Gramma Essay Example for Free

A Christmast Surprise for Gramma EssayA Christmas Surprise for gran by Gloria J. Shuttleworth grandmother lived on Sugar Creek Mountain all alone. It was a beautiful mountain, with tall cedar trees all over the mountain top. In the nitty-gritty of the mountain was a crystal clear lake. The water in the lake was the pret colligatest blue youve ever come upn. When the water was calm, you could see the fish swimming round in the lake. I loved sitting by the lake when I was a little girl. Grandma would pack us a lunch, and we would sit at the lake for hours on end. Hour afterward hour, grandma would communicate me stories ab start her life on the mountain. I remember the day that grandpa drowned in the lake.My parents had tried to talk grandma into moving into town, simply she wouldnt hear of it. My parents knew not to argue with her, because they knew that grandma was set in her ways. Ive been on this mountain for so long that Ive forgotten which is the oldest, me or the mo untain, grandma had state, with a wink in her eyes. I knew my parents worried about her being alone, because grandma was the only person who lived on Sugar Cliff Mountain. Today I was dismission to chew out grandma, and the excitement grew inside me at the thought of spending time on the mountain once more. by and by all, it had been ten years since I had seen grandma.Its hard to turn over that my career had kept me away for so long. As I approached the top of the mountain, I could see grandma staring out the window of her little enter cabin seat. Grandma greeted me at the door with a big hug. I am so happy that you could come to visit with me, said grandma. This Christmas is going to be so wonderful I have a special amazement for you dear. Little did grandma know that I had a very special surprise for her as well. Well, we cant stand around here all day, said grandma. Theres a lot of work to get done. I have invited the people from the settlement to come to my Christmas pa rty on Saturday evening.After I had freshened up a bit, we spent the day baking all sorts of cookies and candies. Grandma had a story to tell as we baked the goodies for the party. She told me about how she used to bake apple pies for grandpa. He loved apple pies, said grandma. Those were his favorite. She said that after the pies would cool off, that grandpa would localize her into the living room, under the pretense that he would clean up the kitchen. Grandma knew what he was really up to, but she never let on that she knew. Grandma would go into the living room and sit in her rocking chair. She would sing some of the songs that she knew grandpa loved.About an hour later, grandma would wander back into the kitchen. Why enthalpy she said kitchen, grandma retired for the evening. I made myself a cup of tea and sat down in front of the fireplace. Sitting alone in the unperturbed house, I pondered my childhood memories of my grandparents. They had always been such a fun loving and happy couple. Shortly after they were married, grandpa built the log cabin home for his Little ole Emmy, as he called her. Just before Christmas, almost twelve years ago, grandpa was outdoor(a) gathering firewood, when grandma heard a horrifying scream and a terrible noise.She ran outside to find that an area of the ice on the lake had fallen through. She yelled for grandpa over and over but no reply ever came. They searched the lake for over a week, but no trace of grandpa could be found. Finally, they called off the search. One of the men who had attentioned in the search said theyd probably never find grandpa now. Just then, as my thoughts were still racing around in my head, my grandmother brought me back to reality. We have to be up very early in the morning dear, so off to bed now, she said. I slowly walked to my grandmothers room, and kissed her goodnight.Morning came early at grandmas house. As I entered the kitchen I could smell the homemade biscuits and gravy cooking on the stove. Whats on our list of things to do today? I asked. The men are coming from the village this morning to put the lights on the trees, and we have lots of presents to wrap for the children, she said. Just then, there was a knock at the door. It was the men from the village ready to start set up the lights. Grandma was so excited as she stepped back to watch them. Lets wrap those presents now Laura, said grandma.As I watched grandma wrap the presents and tie the ribbons, I knew that so much more was being placed around them. With each piece of wrapping paper grandma was also wrapping them with love. After the last present was wrapped, we realized that wed been wrapping presents all day It was now getting dark outside and grandma wanted to go outside to view the lights. As we stepped out onto the porch, we gasped. The sight that met our eyes was so beautiful to behold The snow was glittering and the reflection of the lights on the snow was beyond rowing It was breathtakin g That night I went to bed with a heart full of love for my grandmother.I knew that someday I wanted to be just akin her, full of love for others. Saturday evening the village people started arriving just after dark. Grandma always waited until evening to have her Christmas party, because she loved the lights. All the guests gathered around in the front yard and began to sing Christmas carols. Oh, how grandma loved that Ole Ben was a jolly fellow who worked at the village store, and he was chosen to help Santa script out the presents. The children shouted with glee, as they unwrapped their bequests. Grandma said, Laura, come here dear, I have a surprise for you. As she handed me the present, I could see the love and pride in her eyes. I love it grandma, I said, as I bent down to kiss her cheek, I will cherish it forever. Grandma had made a quilt out of some of my dresses that I had worn as a little girl. Grandma, if you could have just one special gift for Christmas, what would it be? I asked her. Without even stopping to think, she replied, I would like to see your grandfather just one more time, so I could feed him the apple pie that the horses quit snatching when he left us. Just then grandmas face lit up like the lights on the Christmas treeEveryone turned to see what grandma was smell at. Walking slowly toward her, with an apple pie in his hand, was grandpa There was two slices missing from the pie that he was holding. The village people were speechless, as they thought they were seeing a ghost. Grandpa chuckled, as he yelled out, Emmy, those darn horses snatched the pie and got away with two pieces. Difference to me, but slowly my memory started to return. I remember now going out to gather firewood. There was a nice piece of wood on the lake. I thought the lake was frozen over so I stepped out on the lake to get the piece of wood.I remember hearing the lake crackle and thats the last I remember about the accident. Laura, how can I ever convey yo u for bringing grandpa home to me? asked grandma. Laura replied, Seeing the happiness and the love you have for each other is all the thanks I need. As Laura retired to bed that night, she couldnt help but think about the surprise that she had given to grandma for Christmas. She knew in her heart that it was the best surprise present that grandma would ever get. What a speedy and wonderful feeling came over Laura as she fell asleep, thinking of her grandparents.

Factors affecting employee commitment

Factors affecting employee committalOver the last ten years, the champaign of dedication has advanced in many different directions. A variety of discip concerns arrive at adopted the topic as a theme in their look and these ready offered fresh and signifi buttockst insights. These recent advances include new approaches to both the conceptualization of employee allegiance and the particular serviceman alternative practices intended to increase it. up-to-the-minute research concerning employee inscription high schoollights the pitfalls of viewing consignment as a ane-dimensional construct that can be enhanced by a particular human resource policy. This assumes that a particular practice, for example offering bendable working arrangements or more than fosterage, provide have a significant and beneficial load on employee commitment. Unfortunately, in practice it is non that simple because in that location is no whizz solution. All employees wants and indispensablen esss cannot be addressed by a single policy.The effective functioning of an placement highly depends on the commitment of itsemployees. In fact, the commitment of employees may be a key factor thatdetermines the success of a company in the modern world since, in the situation of the growing competition and the constant implementation of new technologies a company needs to have come up-qualified and reliable personnel to maintain its position in the market. At the same time, the specialty and productivity of work of employees still remain the major factors that can establish to the progress of the company. On the early(a) hand, nowadays it is obvious that financial stimuli solely can hardly motivate employees to work more effectively and productively. In such a situation, employees commitment turns to be of a paramount importance since it is due to the high commitment of employees they can per produce positive results of their work, increase its effectiveness and productivity, while low commitment leads, as a rule, to poor results of the functioning of the entire physical composition.DEFINATION OF TERMS. freightMeyer Allen 2001 define commitment as is a stabilizing mash that acts to maintain behavioural direction when expectancy/equity conditions ar not met and do not function.An obliging force which requires that the person honor the commitment level(p) in theface of fluctuating attitudes and whims. (Brown 1996)The relative strength of an item-by-items identification with and affectionate occasion in aparticular organization (Mowday et al 1979)According to Salancik (1977) commitment is a state of being in which an individual becomes bound by his action to beliefs that sustain his activities and his own involvementAllen meyer,1990, commitment is a mental state that binds the individual tothe organization.EMPLOYEE COMMITMENTIt is the psychological bond of an employee to an organization, the strength of which depends on the degree of employee inv olvement, employee loyalty and belief in the determine of the organization.As defined by Poter (1974) Employee commitment is the relative strength of theindividuals identification with and involvement in a particular organization. It consistsof deuce-ace factorsA strong desire to remain a member of the organizationA strong belief in, and acceptance of, the values and goals of the organizationA readiness to exert considerable crusade on behalf of the organization stickS OF COMMITMENTA ternary MODEL CONCEPTUALIZATION OF ORGANIZATION COMMITMENT.This model of organizational commitment model was developed by Meyer and Allen. According to the model, organizational commitment reflects at least three general themes.1.Affective commitment to the organization2.Continuance Commitment The perceived cost associated with leaving it3.Normative Commitment- The obligation to remain with it.Affective CommitmentIts the employees emotional attachment to, identification with and involvement in theo rganization.Employees with a strong affective commitment continue employment with theorganization because they want to.Continuance CommitmentThe individual commits to the organization because he/she perceives high costs oflosing organizational membership including economic costs (such as pensionaccruals) and social costs (friendship ties with co-workers) that could be incurred.The employee remains with the organization because he/she has to.I t refers to an aw beness of the costs associated with leaving the organization. The potency cost of leaving an organization include the threat of wasting the time and effort spent acquiring non conveyable skills, losing attractive benefits, giving up seniority based privileges or having to uproot family and disrupt personal descents.It also develops as a result of lack of pick employment opportunities.Employees in this category remain because they need to.NORTMATIVE COMMITMENTSRefers to a steping of obligation to continue employment . Emp loyees in this categoryremain in the organization because they feel they ought to.Organization can develop normative commitment by providing reward in advance e.g. ease uping college tuition. Normative pressures may also depict an individual feel that they ought to remain within the organization.Acknowledging these investments makes employees feel a sense of obligation to reciprocate by committing themselves to the organization until the debt has been paid .One important localize is that not all forms of employee commitment be positively associated with superior surgical operation (Meyer Allen, 1997). For example, an employee who has low affective and normative commitment, but who has high continuance commitment is unbelievable to yield exploit benefits. The main reason such an employee remains with an organisation is for the negative reason that the costs associated with leaving argon too not bad(p).THE HIGH COMMITMENT MODEL. ( IN STRATEGIC HRM.)This model embraces workfo rce commitment and identification with the organizationsvalues and goals. The main features of high commitment model ar1. Development of career ladders and violence on trainability and commitment ashighly characteristic of employees at all levels in the organization.2. A high level of functional flexibility with the abandonment of potentially rigid subcontractdescriptions.3. The reduction of hierarchies and the ending of status differentials.4. Heavy reliance on the team structure for dissemination of information (teambuilding) structure work and job solving.5.Job design as something management consciously does in order to providejobs which have a considerable level of intrinsic motivation.6.A policy of no compulsory layoff or redundancies and use of permanent employee with possible use of temporary workers to cushion fluctuation in the demand for labour.7. New forms of assessment and liquidate system and more specifically merit pay profitsharing8. A high involvement of employ ees in the management of quality.CONCEPTUALISATION OF COMMITMENT MODEL DEVELOPED BY OREILLYAND CHATMAN. (1986)OReilly and Chatman(1986) developed their multidimensional framework on thebasis of the assumption that commitment represents an attitude towards theorganization. For them, commitment takes on three distinct forms, which they tagged1. Compliance2. Identification3. InternalizationCompliance occurs when attitudes and corresponding behaviors are adopted inorder to gain specific rewards. E.g being very considerate towards mess so thatyou get that furtheranceIdentification occurs when an individual accepts go to establish or maintain asatisfying relationshipRelationship / Internalization occurs when lure is accepted because theattitudes and behaviors one is being encouraged to adopt are congruent with existing values. Employees and so become committed to organizations which they share value e.g. an organization that encourages honor is likely to win the commitment of an in dividual who believes in integrity.TYPES OF COMMITMENT .OMalley (2000) contends that a review of the commitment literature produces fivegeneral factors which relate to the development of employee commitmentAffiliative CommitmentAn organizations interests and values are compatible with those of the employee,and the employee feels accepted by the social environment of the organization.Associative CommitmentOrganizational membership increases employees self-esteem and status. Theemployee feels privileged to be associated with the organisation.Moral CommitmentEmployees perceive the organization to be on their side and the organization evokes a sense of mutual obligation in which both the organization and the employee feel a sense of responsibility to each other. This type of commitment is also frequently referred to in the literature as Normative Commitment.Affective commitmentEmployees derive joy from their work and their colleagues, and their work environment is supportive of that g aiety. Some researchers (eg Allen Meyer, 1991) suggest that this is the most important form of commitment as it has the most potential benefits for organizations. Employees who have high affective commitment are those who provide go beyond the call of duty for the goodness of the organization. In recent literature this form of commitment has also been referred to as engagement and is the form of commitment that is most usually measured by organizations.Structural commitmentEmployees believe they are knotty in a fair economic exchange in which they benefit from the relationship in material shipway. There are enticements to enter and remain in the organization and there are barriers to leaving. This type of commitment is also frequently referred to in the literature as Continuance Commitment.FACTORS AFFECTING EMPLOYEE COMMITMENT.The workplace is a high-powered field and to remain competitive, employee commitmentis important..The following factors affect employee comittemntWorkpla ce values.If employees believe that their organization values quality products they depart engage in behaviors that lead contribute to high quality. If employees are convinced that their organization values participation they will be more likely to feel as though their participation will make a difference.They will thus be motivated and be more willing to seek solutions and makesuggestions to contribute to the organization success.Subordinate executive program interpersonal relationship.Supervisors behavior include sharing appropriate information, allowing mutuality of influence, recognizing and recognize good performance and not abusing the vulnerability of others . The extent to which the supervisor displays these behaviors will thus largely determine subordinate commitment levelJob characteristics.The extent that a job is structured to provide regular feedback and autonomy as wellas a sense of task completionAn increase in perceived control streng sos emotional bonds with an organization. A heightened sense of personal control has a positive consequence for employees attitudes and behaviors at work.When tasks are Intrinsically satisfying, employees tend to be more committed.Commitment is low when employees are given repetitive routine tasks to complete.A job that allows a high degree of autonomy and the absence of close supervisionincreases commitment.DemographicsAGE.A range of demographic variables have been found to be tie in to employee commitment (Mathieu Zajac, 1990). For a variety of reasons, age has been found to be a positive predictor of employee commitment. As Mathieu Zajac (1990) suggest, the older employees become, the less alternative employment options are available. As a result, older employees may view their current employment more favourably. Dunham et al. (1994) suggest older employees may be more committed because they have a stronger investment and greater history with their organization.GENDERWith regard to gender, a number of s tudies (eg Mathieu Zajac, 1990) have reported women as being more committed than men. This is typically explained by women having to overcome more barriers than men to get to their position in the organization.MARITAL STATUSMarital status has also been shown to relate to commitment, with married employees usually showing more commitment (Mathieu Zajac, 1990). However, it is suggested that the reason for this is because married employees will typically have greater financial and family responsibilities, which increases their need to remain with theorganization. Note, however, that this refers to structural commitment (or continuance commitment) in that the cost associated with leaving the organization increases commitment to the organization. As mentioned previously, structural commitment does not necessarily relate to increased performance.Recruitment ProceduresOMalley (2000) suggests that organizations need to pay more attention to addressing employees social need to affiliate an d belong, in order to create commitment, the organization must have the rectify sort of employees in the starting line instance.Employees feelings of belonging start to develop long before employees join the organization. The following information should be shared with employee to enhance commitmentshare details just about the organizationprovide employees with help and support throughout the recruitment andselection processconvey the interests and values that the organization shares with employees.Organizations need to be attractive to the right sort of people thus the initial contactbetween the organization and the prospective candidate is very important.DEVELOPING AN EMPLOYER BRAND.As Troy (1998) points out, increasingly organizations are attempting to communicatewith prospective employees in a coherent manner by developing an employer brandThe brand should condense the basic nature of the organization, what its values are and what it would be like to work there. The principal purpose of the brand is to efficiently bring employers and employees together in order to establish a relationship. Thus, a good brand should convey both the unique benefits of the organizational environment and the type of person who is likely to do well in that screen background. The organization must then ensure that it delivers these promises to its employees, or its efforts will have been wasted.Employers should, therefore, devote a portion of the selection process to assessingcultural fit.Met ExpectationsEmployees will be more committed if there is a good match between what the person is looking for in a job, and what the job provides . Commitment will be greater when employees experiences on the job match their expectations. Unmet expectations are a source of low morale and dissatisfaction. Such expectations usually relate to the type of work employees are given to do and the opportunities they stupefy for training and development.Factors affecting commitment. By Kochan an d dyan as cited by Armstrong2005.1.Strategic level-supportive business strategies-Top management value of commitment-Effective voice of HR in system makingSupportive business strategies may include activities that increase employee involvement thus reinforcing commitment. When top management is commited to its employees the employees too become commited. Fair human resource policies e.g a policy of promotion based on merit will also increase commitment2.Hr policy level-staffing based on employment stabilization investing on training and development-continent compensation that reinforces cooperationTraining increases employees efficiency making them more commited because theyenjoy what they do.(Affective commitment)3.Workplace level picking based on high standards-Job design and team work-employee involvement in problem solving- humor of cooperation and trust.Selecting people with the right skills for a job will ensure that the employee remains commited as they will be efficient in their duties. Efficiency increases commitment. Designinh jobs e.g allowing flexi time,job enlargement,job enrichment and job rotation ensures that monotony is kept at bay and commitment is enhancedOther factors that affect employee commitment by Purcell et al(2003 in Armstrong ,2005) includei.Received training last yearii.Are satisfied with career opportunitiesiii.Are satisfied with performance appraisal system figure managers are good in people management (Leadership)v.Find work challengingvi.Think their form helps them gain a work-life balancevii.Are satisfied with communication or company performanceBenefits of employee commitmentHigh level of employee commitments means that employees are in reality enthusiastic about their job and, their performance will be better as well as the effectiveness and productivity of their work higher.Employee commitment also evokes a profound interest of an employee to his/her work. This means that he/she enjoys the job he/she does. Consequently, the level of employees satisfaction will be high if they are really committed to their work. Employee commitment may be also cost saving since committed employees are highly motivated that means that they do not need increasing financial rewards for their work, though it does not necessarily mean that employees should not receive financial rewards at all, but the expenses of the organization at this point may decrease.The performance benefits accrued from increased employee commitment have beenwidely demonstrated in the literature. To list but a few, these includei.increased job satisfaction (Armstrong 2005)ii.increased job performance (Mathieu Zajac, 1990)iii.increased total return to shareholders .iv.increased sales (Barber et al., 1999)v.decreased employee turnover (Cohen, 1991) decreased plan to leavedecreased intention to search for alternative employers (Cohen, 1993)vii.decreased absenteeism (Cohen, 1993, Barber et al. 1999)Employee commitment should be viewed as a business necessity. Organizations who have difficulty in retaining and replacing competent employees will find it hard to optimize performance. There are not only the immediate expenses of the recruitment process, but other hidden costs such as management time and lost productivity as new employees take time to become effective in their roles.Commitment also has the following make1. I t results in self directed( self initiave) application to do the job2. regular attendance,3. nominal supervision4. a high level of effort5. it increases the intention to stay- loyaltyNEGATIVE EFFECTS OF LOW EMPLOYEE COMMITMENT.Low commitment of employees may lead to negative results and undermine the normal functioning of an organization or, at any rate, decrease the effectiveness of work of employees considerably. The low employee commitment has a number of disadvantages which deteriorate the work of each employee and the entire organization (OMalley 2000).Low commitment leads to the low level of interest of employees in their work. Consequently, if employees are not sufficiently interested in their work they will naturally work worse than they can. In other words, the low commitment decreases the effectiveness and productivity of work for employees are not really interested intheir work and its outcomes. Naturally, in such a situation, they can hardly beinterested in a positive performance of the organization they work for.MEASURING EMPLOYEE COMMITMENT .This can be through with(p) through an attitude survey, employee satisfaction survey, employee commitment survey and performance appraisals. Questioners are usually administered to collect relevant data that management later uses when deciding ways of increasing employee commitment.Sample of a questioner attached(Annex 1)WAYS OF ENHANCING EMPLOYEE COMMITMENTOrganizations can use various strategies to increase employee commitment. Thisstrategies includeInduction and TrainingThe induction architectural plan should be the final step of the recruitment and selection process. A good induction programme will make new employees more familiar with and more at ease within the organization. Employees enter the organization with an assumption of compatibility and should be welcomed.Relationships with ManagersThis refers to how the quality of the relationship between managers and theiremployees relates to the development of commitment.Employees commitment reflects their day to day contacts with their line managersabout their job, and the way in which objective targets are set. Effectivecommunication on job-related issues is a key ingredient in securing individual performance. To a great extent, individual line managers are responsible for ensuring that these maintenance behaviours occur.With poor management, the most well developed organizational programme canbreak down at the point of transmission.Relationships with ColleaguesEmotional attachment to colleagues in the workplace is an important element of commitment, though It is not enough on its own. Unless there is occasion for frequent and rewarding interaction, stronger feelings of belonging that can bind employees to the organization are unlikely to emerge. Organizations that want to build high levels of commitment should look for ways to build this through theme activities both in and out of workGroup MembershipTo build commitment, being a member of a particular organization must not only satisfy employees social need to affiliate and belong, but must also create a sense of collective identity that differentiates the group from other organizations.There are many situational features that contribute to a sense of group membership. The more exposure that employees have to these features, the more likely they will be to feel like a part of the group and to incorporate that membership into their concept of who they are.Organizational Justice and TrustIt is also argued that employees evaluate their experiences at work in terms of whether they are f air and reflect a concern on the part of the organization for the well- being of the employees (Meyer, 1997). Treating employees fairly, communicates the message that management is commitment to the employees. This suggests that organizations wanting to nurse greater commitment from their employees must first provide evidence of their commitment to their employees.When there is trust, employees are willing to suspend judgement and defer to the authority of others. In addition, trust permits organizational flexibility because a payback need be neither immediate nor of equivalent value. OMalley (2000) identifies four areas in which employees sense of trust in the employer can be increasedi.Growth As most employees want to be more proficient in their job, a goodway to enter trust is to attend to employees development needs.ii.Work-Life balance Most employees would like organizations to allow greaterpersonal time when needed.iii.Individual accommodation Acts of organizational flexibil ity or benevolencetoward employees.iv.Health and Safety Organizations that are committed to protecting employeeshealth and safety are more likely to be trustedPromotionPolicies and practices concerning promotion can also affect commitment. . Among those who are considered for promotion, the outcome of the decision is likely to have an effect on commitment.But, for some, the perception of fairness in the decision-making process efficacy be even more important. This suggests that organizations should communicate clearly how their decisions were made and why those who did not succeed were not suitable.Work-Life BalanceA key issue express by research, especially in recent years, is the extent to which employees perceive they are able to achieve the right balance between home and work. Organizations are stolon to recognize this, and are making more concerted efforts to introduce a host of programmes intended to ease employees burdens. These include initiative such as flexible work arr angements child care time off policies elderly care healthcare information and counseling and convenience services to name but a few.Job SatisfactionHow happy an employee is in a job has profound effects on behaviour and commitment. In relation to commitment, job satisfaction and work-life satisfaction are very important. Job satisfaction is an enormous area however, to be concise a satisfying job typically has three propertiesi.It has intrinsically gratifying features Mathieu Zajac (1990) found that the strongest correlation with commitment were obtained for job characteristics, particularly job scope (enrichment).ii.It provides an opportunity for growth and development.iii.It makes employees feel effective in their roles (that they can positivelyinfluence organizational outcomes).Pay and RewardAs mentioned previously, employees may remain with an organization because there are constraints against leaving and incentives for staying. It is important for organizations to structure t he economics of the relationship in a way that will not obstruct commitment. One of the reasons to stay in a relationship is because it makes sense economically. Pay makes continuation of the employment relationship worthwhile because there is mutual dependence.PSYCHOLOGICAL CONTRACTSchein cited by (Armstrong 2005) defines commitment as attachment and loyaltyPsychological contract is the degree people are committed to the organization(Schein 1965). It depends on1.The degree to which their own expectations of what the organization willprovide tothem and what they owe the organization in return matches what theorganization expectations are of what it will give and get in returnThe nature of what is actually to be exchanged e.g. money in exchange for time at work , social need satisfaction and security in exchange for hard work and loyaltyArmstrong (2004) defines psychological contract as a system of beliefs which encompasses on one hand the actions employees belief are expected of the m and what response they expect in return from their employer and on the other hand the behavior employers expect from their employees. It is implicit and dynamicROLE OF PSYCHOLOGICAL CONTRACT IN DEVELOPING EMPLOYEECOMMITMENT, (ARMSTRONG) 20051.During recruitment interviews present the unfavorable as well as the favorable aspects of a job in a realistic job preview.- This will enable the candidate have a clear and achievable expectation of the organization and thus avoid setting very high expectations that the organization is unable to meet,leading to low / decreased commitment2.In induction programmes communicate to new starters the organizations personnel policies and procedures and its core values indicating to them the standards of performance expected this enables them to remain committed in achieving the expected performance3.Issue and update employee hand books and intranet entries whichreinforce the message delivered in induction programmes.4.Develop performance management process plans which spell out how continued improvement of performance can be achieved mainly by self managed learning5.Use training and management development programmes to underpinvalues that define performance expectations.6.Ensure thorough manager and team leader training that managers and team leaders empathize their role in managing the employment relationship through such processes as performance management and team leadership managers should be very committed so as to pass the same message of commitment to employees.7.Encourage a maximum amount of contact between managers and teamleaders and their team members to achieve mutual understanding.8.Adopt a general policy of transparency ensuring that on all matters which affect them employees know what is happening and the impact it will make on their employment9.Develop personal procedures practical application grievance handling, discipline , promotion and redundancy. Ensure they are implemented fairly and consistently.10.D evelop and communicate personnel policies covering the major areasof employment, development, reward and employee relationsDEVELOPING HR PRACTICES THAT ENHANCE COMMITMENT.According to Armstrong 2005 the following ten (10) practice contribute to increase ofemployee commitment.1.Advise in methods of communicating the values and aims of management andachievements of the organization, so that employees are more likely to identifywith it as one they are proud to work for.2.Emphasize to management that commitment is a ii way process employeescannot be expected to be committed to the organization unless managementdemonstrates that it is committed to them.3.Impress on the management the need to develop a climate of trust by beinghonest with people, treating them fairly justly and consistently, keeping its word and showing willingness to listen to the comments and suggestions made by employees4.Develop a positive psychological contract by treating people as stakeholdersrely on consensus and cooperation rather than control and coercion andprovision of opportunities for learning and career progression.5.Advise on and assist in the establishment of partnership agreements withtrade unions which emphasiz

Various channels of distribution used for various financial services by the bank of baroda

Various transports of distribution used for various pecuniary run by the bank of barodaThe distribution channel (definition)Chains of intermediaries, each passing the product down the chain to the next organization, before it fin eithery reaches the consumer or end-user of the product or do work.Now let us study the various channels of distribution which had been used by BOB for its financial serve.1. Distribution through its branches in India (direct channel of distribution)Firstly, the bank provides and distributes its financial services through its various branches set up in all over India with its Corporate Centre at Bandra (East), Mumbai. At all the branches provides all the financial services of the bank i.e. deposit and withdrawal of m atomic number 53y, lending imparts etc.2. Structural changes done by bank in order to facilitate the distribution of its financial services bevel opened eight cutting urban retail loan factories at powai, Mumbai, Agra, bareilly, Bhopal, nagpur, ernakulam, jodhpur and last at noida ( thus total URLFs rising to 23) in order to strengthen the Retail Credit Delivery System.Gen-Next Branches- total five two Gen-next branches were opened till 2009. These Branches are equipped with modern gadgets, ambience and all other facilities, which a youth requires in todays modern eraMemorandums of understanding were signed in order to provide and boost auto loan with hail of car manufacturing companys that is to say Maruti Suzuki India Ltd, Tata Motors Ltd, Hyundai Motors India Ltd and Mahindra Mahindra Ltd. during the year 2008-09.Bank has done Tie-up with M/s Kotak Mahindra Old Mutual Life Insurance Ltd for providing Life Insurance make out to Education Loan borrowers and Home Loan borrowers sanctioned under a special package.Bank has also started to provide online Home Loan application zeal , which is also another added distribution method to increase the banks reach.Lastly, providing the brick and mortar channels closer to the customer 3. Wealth counsel ServicesBank has initiated Wealth Management Services to provide its High Net worth (HNI) and affluent customers as its customer centric measures a total financial solution at one place. Bank has initiated Wealth Management Services to provide its High Net worth (HNI) and affluent customers as its customer centric measures a total financial solution at one place. The tie-up partners in these products are HDFC Standard Life Insurance Co. Ltd. in Life Insurance, National Insurance Company Ltd. in General Insurance, India Infoline Ltd. in e-trading and six leading Asset Management Companies including our joint venture Baroda Pioneer Asset Management Co. Ltd. in Mutual Fund products.4. SME loan factoryTo cover the SME Sector, the Bank has launched a special and novel delivery model, viz. SME Loan Factory, which is presently functioning in 34 centers of the Bank and is sanitary accepted in the market. The SME Loan Factory is an innovative model for str eamlining processes and for timely sanctions of SME loan proposals. The model comprises of the Central Processing Cell for speedy appraisal and clear of proposals within the stipulated deadline.A team of Relationship Managers stationed at different branches of the Bank spread over micro segments of the city reaches out to customers to facilitate completion of pre-sanction formalities in a hassle free manner. The Relationship Managers would also be marketing, not only various SME products of the Bank, but also other products and services including the third gear Party products like Life Insurance, Mutual Funds, Equity Trading etc. The Bank has SME Loan Factories at all major business cigaretters across the country(total 34), viz. Agra, Ahmedabad, Bangalore, Baroda, Bhilwara, Bhubhaneshwar, Bulsar, Chennai, Coimbatore, Dehradun, two factories in Delhi, Hyderabad, Indore, Jaipur, Jamshedpur, Jamnagar, Jodhpur, Kanpur, Kolhapur, Kolkata, Lucknow, Ludhaina, three factories in Mumbai, Nagpur, Nashik, Noida, Pune, Rajkot, Raipur, Surat, Vishakhapatnam. The Bank has planned to establish six more SME Loan Factories during the year 2009-10 to increase its reach further to SME business.5. Baroda merge and ATMS servicesBaroda Connect is an internet banking facility introduced as an alternative delivery channel for rendering effective customer service on 24 X 7 bases. It offers unique customized services to both Retail Corporate customers.BoB has undertaken technology initiatives in order to improve its customer service levels and provide new distribution channels to counter stiff competition, especially in the metro and urban centers, that account for a bulk of the business for banks. The bank has retained the Gartner multitude as its technology consultant for the same. The major technology initiatives include implementation of a Core Banking Solution, networks its branches to offer Anywhere Banking. Bank of Barodahad set up an large network of3127 branches(includ ing 26 extension counters) spanning the length and breadth of the country. There is a branch in the vicinity of everyone in need of a banking solution.All customers apprise register under Baroda Connect for View and / or Transaction facilityCan see their Account summary of all operative, deposit and loan accounts and can getAccount statements. Under Transaction facility customer can (in addition to the above VIEW facilities) can transfer coin immediately or schedule for a future date to self linked and third party, can pay through Online Tax Direct and Indirect taxes online such as Excise Duty, Service Tax, Customs Duty, Income Tax etc.Bank customers can also Pay through Baroda Easy Pay utility bills like electricity, unstable etc, Donations, Subscription, Travel plan booking online and booking of the Rail Ticket IRCTCBaroda Connect facility provided by the bank is free of cost. 6. Baroda Mobile Banking Banks latest initiatives which enable its customers to operate their accou nt just like they would do in any bank branch. Bank customers can break-dance their account balance, request for chequebooks and can transfer funds etc. through their mobiles. Thus, it also plays a vital role in distribution channels of the bank to provide its financial services.24-hour ATMs enable its customers to withdraw cash, check account balance and request for a new chequebooks even after banking hours.7. Financing Agencies Providing Custom Services To FarmersAgriculture being the backbone of the Indian Economy, Bank of Baroda has contributed significantly in accelerating the pace of rural development by providing pay to farmer. Bank finance to all individuals, entrepreneurs, organizations, institutions corporations such as agro industries corporations, market yard or authorized licensee in market yard, warehouse panchayats and agro service centers who are capable of carrying out such activities and have viable schemes for providing custom services to farmers.The mode of fi nance covers activities of for purchase oftractor, bulldozer, drill rig for boring wells, drilling tube wells, equipment for construction of wells, lift irrigation, purchase of combine harvester, thresher for hiring on custom basis, construction of godown, warehouse to provide storage facility on rental basis, purchase of truck for transporting agriculture produces to farmer on hiring basis, acquiring milk tankers for transporting milk, establishing curing barn for tobacco, working capital finance to organization/ institution providing such services etc.

Barriers to Early Intervention of Special Needs Pupils

Barriers to primordial Intervention of Special necessitate PupilsBARRIERS TO EARLY IDENIFICATION AND INTERVENTIONOF PUPILS WITH SPECIAL EDUCATIONAL NEEDSAlthough tremendous progress has been made in the populate thirty years regarding the assignment of and intervention for small fryren with limited educational require (SEN), significant barriers still exist. An estimated 1.7 million pupils keep up special educational ask however, provided 250,000 involve statements (Russell 2003, 216). This means only a minority of the kidskinren (2% nationally) with SEN will read stressal statements of SEN, although an estimated 20% of the small fryren will have transient or persistent special educational needs (Callias 2001, 25). Some of the barriers to identification and intervention for SEN children atomic number 18 much easily addressed others ar quite complex and provide an ongoing gainsay for families, educational personnel and authorities, and a number of government entiti es.It is important to none that whilst some identification and intervention barriers span the scope of SEN children, the type of need presented by the child strongly influences the likelihood of identification and intervention. Children with physical special educational needs, such as visual impairment or noticeable physical handicap, atomic number 18 easily set and much more likely to receive work than children with less prominent disability (Russell 2003, 220). Similarly, children suffering from extreme mental disability, such as severe mental illness or significant mental retardation, will besides be more easily identified and considered for run (Russell 2003, 220). However, the barriers that do obstruct identification and intervention for physically and severely mentally disabled children ar complex.Some minority and ethnic communities have cultural barriers that prevent their SEN children from receiving early on identification and intervention. sometimes this is on the part of the minority or ethnic family. Some cultures consider disability to be a source of shame or disturbance for the family, and as a result keep disabled children at home and isolated from the larger community. When this occurs, the child becomes much less likely to be identified as having a special educational need or having appropriate early intervention. In other instances the greater community presents cultural barriers to services provided to the child. Sometimes this is in the form of misunderstanding of the cultural values of the minority or ethnic family. At other times racism becomes an issue. Russell (2003, 217) asserts there is widespread evince of additional disadvantage and social exclusion for disabled children from minority ethnic communities.Language barriers for minority and ethnic families is alike an issue. Typically this is the result of p arnts with poor side of meat skills misunderstanding the confabulations of hear workers and others, or of key work ers and similar service providers misunderstanding or making assumptions based on poor communication by the parents (Fletcher-Campbell and Cullen 2000, 92). School personnel and other service providers must sometimes contend with a large number of native languages in their communities, and often privation the reinforcement and staff to respond to all the capability EAL issues that whitethorn present (DfES 2004, 18). The result is a lack of communication between the family and professionals, which may result in a potential special educational need being misdiagnosed or mislabeled as some other issue, and the child not receiving needed identification of potential SEN. The key, according to Russell (2003, 216) is that education must be accessible, twain ways, to families and professionals.Often these children have barriers related to the economic condition of their families. Over half the families with a disabled child are living on or below the margin of poverty (Russell 2003, 2 18). Often at to the lowest degree one parent is unable to work because of the childcare needs presented by the disabled child. Lack of financial resources in the family reduces the childs access to services, as often transportation needs are unmet. much parents need access to good quality childcare and early years provision in their local community (DfES 2004, 10). Poor families also typically bouncy in poor communities, which often suffer a wide array of service deficiencies. There are wide regional variations in the quality and gluiness of operational support (Russell 2003, 223). Similarly, levels of support vary astray from community to community and even sometimes from pupil to pupil (Russell 2003, 220). This means resources leading to identification or intervention for one SEN pupil may not be available to a similar pupil simply because of where the second pupil lives, with poor children the least likely to have access to needed services.In short, for noticeably disabled children, lack of effective information and communication about available services, a deficit in appropriate family support services and the impact of racism and low income in many communities often form a barrier to identification and early intervention (Russell 2003, 217).The above issues may affect all children with SEN however, children with less obvious or visible disability suffer from additional barriers to identification and intervention. Whilst the blind child is easily recognised, the child with a learning disability or emotional issue may suffer for years before his or her needs are identified. For these children, lack of training amongst childcare and take aim staffs, ineffective sharing of information, insufficient time and resources, and even the child and/or parents rejoinder to learning difficulties can form barriers to SEN identification and intervention.A lack of training amongst those who interact with the child also leads to reduced identification, and there fore reduced intervention (Fletcher-Campbell and Cullen 2000, 90). Childcare and early years workers have the daunting task of determining whether a child has special educational needs, or is reacting to poverty, cultural divergencys, neglect, or some other factor. For example, school personnel and the lea are expected to seek evidence of identifiable non-academic factors affecting statements before full assessment (Callias 2001, 25). They look for other issues, such as health problems meddlesome with schooling, sensory impairments, speech and language difficulties, poor school attendance, problems in the childs home circumstances, or any emotional or behavioural difficulties that may be causing the childs educational difficulties (Callias 2001, 25). Because of this, children who come from difficult home situations or for whom English is an additional language will often survive delay as personnel establish to determine whether these contributing factors or a true special educa tional need is present. The less trained staff is in these situations, the less likely they are to arrive at a correct, timely decision, or be able to correctly evaluate the childs special educational needs in light of additional factors.This is compounded by discrepancies regarding what does and does not constitute a special educational need. The criteria for identifying children with SEN and especially for thresholds triggering a statutory assessment are very general (Callias 2001, 30). Because of this generality, they remain open to differing interpretations and are likely to continue to be a source of potential difference of opinion (Callias 2001, 30). Again, the authority or school with less trained personnel is therefore less likely to be able to provide timely and true service to SEN children in their care with other potentially contributing factors.The DfES recognises that early childcare workers and early years personnel need additional training in SEN identification, allo wing services to work on a preventative basis, rather than waiting until crisis point is reached (, 16). The governments Removing Barriers to Achievement states an area needing improvement is the expertise of those workings with young children with SEN and disabilities and advocates consistent, nationally recognised training be provide to staff in all settings (DfES 2004, 17)Another barrier to early identification and intervention is lack of communication and information sharing amongst involved parties. DfES repeatedly recognises this as a barrier to service, and advocates better information sharing and assessments for early intervention (DfES 2004, 10). Russell (2003, 221) similarly concludes it is widely recognised that fiscal, structural and cultural barriers between agencies negatively impact SEN identification and intervention. Schools and authorities facing high staff turnover have additional communication barriers as multiple personnel will often be involved in one identifi cation or assessment.The problem was once much more severe. Fifteen years ago, LAPP evaluation showed that staff in some schools were rediscovering the same learning problems in the same students each successive year, with no awareness of what business leader have been done about them in the past (Stradling and Saunders 1993, 130). The government recently launched the Early brook Pilot Programme, which provides a single key worker who takes righteousness for ensuring that services are coordinated and delivered around the familys needs (DfES 2004, 12). This allows for a coordinated, single assessment for the child, better information sharing between agencies, and ongoing reviewing services (DfES 2004, 12).Even the key worker system, however requires that the key worker be able to obtain accurate information regarding the child. The criteria for ascertaining special needs begins with evidence that the childs attainments are discrepant with the majority of children his or her age (C allias 2001, 25). If the child is reported to be below attainment level by some parties and not by others, it brings into question whether the childs issues are truly special educational needs or environmental. In some cases information is simply not provided or forwarded by involved agencies, often due to the lack of time and resources as described below. Key workers for children in unstable living situations also have difficulties in obtaining needed information. If a child is not at a given agency for a long enough period, and is constantly transferring from agency start to agency branch or from school to school, it becomes difficult to gather all the needed information for accurate identification and intervention. In such situations parents are also often unable or unwilling to provide information on their child, making the child present without background at each impertinently school or agency.Insufficient time and resources are another barrier to SEN identification and inter vention. Lack of funding can cause delay by leading to not enough personnel (DfES 2004, 18). Although specific positions are advocated or required, some vacancies go unfilled for too long a period of time, and other staff are given caseloads in excess of recommendations (DfES 2004, 18). High turnover in the most needy schools and communities compounds this problem. One noted barrier to intervention is a lack of key workers who ensure well coordinated services planned to meet individual family needs (Russell 2003, 216). Poorer communities, as discussed above, often lack the resources and materials that other communities consider normal. Childrens Trusts are working to address lack of access to information and services, and lack of the services themselves in some areas, but discrepancies remain (DfES 2004, 13). Whilst the SEN principle of Practice is a welcomed counsellor by many, there is ongoing concern about the time needed to implement the Code, and whether resources allocated t o SEN pupils will take away from pupils without special needs (Bowers and Wilkinson 1998, 120).A concluding barrier to SEN identification and intervention is sometimes the child or parents themselves. A child who appears to not have special educational needs but in actuality does will often develop elaborate lintel mechanisms to hide his or her learning difficulty (DfES 2004, 52). Such children often feel stupid, as their parents and teachers tell them to try harder and work to their potential, not realising that they already are. As the child works harder but is still unable to master material presented, feelings of inadequacy are compounded and coping and hiding mechanisms become more prominent (DfES 2004, 52). Sometimes this will be in the form of withdrawing or presenting as shy so as to repeal being asked to contribute. In other children, acting out as the class clown or seemingly rebelling and refusing to cooperate allows the child to avoid confrontation of his or her learn ing needs. As such, the child may progress through several years of schooling before his or her need for special education is identified. The child with unidentified SEN also sometimes refuses to cooperate with identification and intervention efforts, as there continues to be some social stigma in some schools and communities to learning difficulties.Parents may similarly resist a childs identification as possibly needing special educational support, or the interventions suggested by the LEA. Parents may not realise that identification of a special educational need does not necessarily require their child be removed from mainstream education or schooled specially, that in fact, children are mainstreamed wherever possible (DfES 2002, 5). They may have issues regarding social stigma, or be in denial that their child has any sort of difficulty. In these situations, parents may refuse to provide information, mislead workers into the true nature of the childs attainment, causing environm ental issues or other factors to be considered.Fortunately, there are many ways that these barriers can be and are being overcome. The cultural issues of some minority and ethnic communities regarding children with disabilities is a complex one, and therefore defies an easy solution. However, change magnitude awareness and understanding in spite of appearance local people groups, particularly if such is available in their own native languages, is important to removing barriers for SEN childrens identification and for them receiving the services they need. Educating staff at community centres or religious places where people from such cultural background might seek assistance, for instance, on the facts of special educational needs and services available to children might lessen the stigma of disability and provide more accessible information to affected families. Also, translating information or providing written information in a wide variety of languages would be an aid to worker s faced with a number of different language groups in their communities. These publications could even be available online, allowing easy download and printing of such publications and eliminating the need to keep many different copies of such information on hand and organised, or the chance of rill out of materials in a specific language.Parliamentary debate of SEN and various government publications regarding SEN pupils needs have led to an increase in funding to LEAs, by which the authorities have begun to address some of the time, resource, and staff training barriers that prevent timely identification and intervention (DfES 2001, iii). In addition, the Code of Practice 2001 contains specific charge to assist LEAs obtain the best value from the considerable resources and expertise they invest in helping children with special educational needs (DfES 2001, iii). Serving more children within the context of regular schools through inclusion and mainstreaming additionally reduces t he costs to LEAs, allowing allocation of funds and resources to a greater number of children (DfES 2004, 18). The implementation of a graduated response also makes intervention more economical, and assist staff with perhaps less training than optimum in ruling out the other factors, such as problems at home, that might cause a child to experience learning difficulties (DfES 2001, 26).The revised Code of Practice widens those able to recommend SEN identification, increasing the likelihood a number of barriers are reduced, and encourages or requires additional sharing of information between LEAs, schools, other involved agencies, parents, and the child. The Code now gives schools and nursery education providers a new right to request assessment and intervention (DfES 2001, iv). Parents and other agencies, in addition to schools, also have the ability to request assessment (DfES 2001, 75). Parents access to information is also significantly improved by the revised Code (DfES 2001, iv). Parents are now encouraged to contribute their knowledge and understanding of their child, and to raise any concerns they may have about their childs needs and the provision which is being made for them (DfES 2001, 52). When a child is being assessed, the LEA is now required to send a copy of assessment notice to both the designated officer of the Social Services department and the health authority (DfES 2001, 78). They should also copy their own educational psychological science service and any other relevant agencies, such as the education welfare service (DfES 2001, 78).Finally, childrens and parents negative perceptions of and reaction to SEN identification and intervention could be reduced. For example, having public service or information campaigns similar to those previously discussed for minority or ethnic communities might make people more aware and informed. Early identification of children prior to them beginning to have negative feelings about themselves and school woul d in itself be an assistance. Also, children should have a forum and be encouraged to let loose about their learning experiences. Having a humanistic approach that values each childs feelings and concepts of their own learning, which also allows them to provide this information to teachers and others in a position to evaluate for SEN, would further remove barriers.In conclusion, whilst many barriers to SEN identification and intervention have begun to be addressed, more needs to be done. It is detrimental to both the individual SEN child and to the educational system and society as a whole if these childrens needs are not promptly addressed.Child/parentsREFERENCESBowers, T. and Wilkinson, D. 1998. The SEN Code of Practice is it user-friendly? British Journal of Special Education, September 1998, 25(3)119-125.Callias, M. 2001. Current and Proposed Special Educational Legislation. Child Psychology and Psychiatry Review, 6(1)24-30.DfES 2001. Special Educational Needs Code of Practice . DfES Publications Centre.DfES 2002. Special Educational Needs (SEN) A guide for parents and carers. DfES Publications Centre.DfES 2004. Removing Barriers to Achievement The Governments Strategy for SEN. DfES Publications Centre.Fletcher-Campbell, F. and Cullen, M.A. 2000. Schools perceptions of support services for special educational needs. Support for Learning, 15(2) 90-94.Russell, P. 2003. Access and Achievement or Social Exclusion? Are the Governments Policies Working for Disabled Children and Their Families? Children Society, 17215-225.Stradling, B. and Saunders, L. 1993. Differentiation in practice responding to the needs of all pupils. Educational Research, Summer 1993, 35(2)127-137.

M & Ms - Miners and Mercury :: essays research papers

Most miners of the Amazon lead a very pollutedway of life. They pollute the environs they outlast inand they pollute themselves. The, "garimpeiros" asthe miners are called in Brazil are independentfarmers of the gold that flows beneath the rivers ofthe Amazon rain-forest. Their daily routine of previous(predicate)mornings, long hard days, and late nights drinkingand taking cocaine contribute to their way of life.Their only goal in life is to drill for the gold claywhich seems to collect at the bungholes of waterfalls so use the profits for illegal self indulgences likecocaine. To extract this gold dust they mustcombine quicksilver with the dust, and because of themercurys chemical make-up it is able to extract thegold from the useless rock and debris. The mercury,however, isnt the cleanest element for theenvironment. Many garimpeiros carelessly use themercury so dump it into the rivers polluting thewater and the food. Also, the dust from the mercurygets inhaled and ea ting by the miners, contributingto their polluted way of life. All day dragas, whichare boats used for tap the bottom of rivers, arepulled to locations where gold is thought to befound, moving and polluting. Then there is thecommon drug use among these farmers. The authoreven quotes a man named Lincoln, an proprietor of adraga, saying, "not that I object to cocaine. Its noworse than anything else, as far as I know, andaddicts make good workers." To sum thegarimpeiros way of life, they live a life of drinkingand drugs, women and murder. So the polluted wayof life is obvious, men poison the waters and thefood and then ultimately themselves, with the illegalactivities of the mining trade in Brazil.Although most do not realize their way of life andits defects, the struggling people of the Brazillianmining trade have special situations and great(p)aspirations. Most men are poor and the temptationto work as a garimpeiros is great. Their isnt muchwork other then that of an indepe ndent miner. Their subscriber line of work has what the author describes as a,"free-spirited, picaresque hero." Most men aspireto inevitably find that big strike thats just around thecorner, then get out and raise a decent life,however, this isnt the typical case, most do not,

Informative Essay: Punk rock -- essays research papers

Punk music is usually defined by power chords, raw vocals and high energy performance. Punk rock is the high hat music ever created. It is, in short, a thinking mans rock music. And to some, its like God himself ordained punk rock as His preferred music of choice. Why? Because its just that good. Hundreds of faithful teens and twenty-something adults pack themselves into basements shows like sardines in a tin, just to have their holy gospel delivered to them by guys with names like Johnny Rotten, Justin Sane or Davey Havok. Punk rock is the best musical style for numerous reasons. The reasons might seem simple, but the inequality between punk and mainstream music is that punk is just better. Its clever, thoughtful and passionate. On the other hand, Brittany Spears and the rest of the MTV pop brigade are just dull, superfluous morons trying to see who can be the biggest whore on television.Punk is written with a purpose. A message is behind every heartfelt yap and strain of the vo cal chords. Lyrically, it is about more than just a high school romance. It deals with real issues in an honest fashion. The punk movement began in England as a medium for overly zealous political patrons to preach their messages of anti-conformity and anti-government to the faithful gathered at their shows each night. In their first single, God Save The Queen, The awaken Pistols were telling the youth of England that the Queen was a fascist and inhuman. The Sex Pisto...