BHE 415 - Community and Domestic Violence (Module 4-SLP) Essay

BHE 415 - Community and Domestic Violence (Module 4-SLP) - Essay Example The rate of physical violence towards the elderly people is more than the street violence and the studies have shown that elderly people are more likely to be harmed by family members than the strangers (Quinn & Tomita 1997 p33). The fact that most of the abuse is caused at the hands of children, spouse or close relatives make it shameful for the elders being abused to report it to the authorities. There are different reasons for not reporting the abuse and most of them are based on the fear of being exposed in the society. Some of the reasons that lead to not exposing the torture and the abuse are protection of the family privacy, embarrassment in front of people, humiliation, fear that they will be tortured more if the abuse is reported, a belief that they deserve the abuse and the fear that if the abuse is reported then they will be sent to the care center and hence lose the privacy of life (Elder Abuse Awareness n.d.). However, there are other reasons like elderly people being incapable of understanding that they are being abused. Elderly people suffering from mental problems like dementia and Alzheimer’s are not in position to understand that they are being abused(Quinn & Tomita 1997 p53). In the book, ‘Mental abuse and neglect’, a case of a elderly woman who was 78-year old and was a widow, is described. In this case, the elderly woman confused her son to be her husband and was being sexually exploited by her son. So even the physical and mental incapability of reporting the abuse is a cause of the abuse not getting reported. The short term consequences are mostly physical in nature like bruises over the body, scratches, scars

Operation management Term Paper Example | Topics and Well Written Essays - 750 words

Operation management - Term Paper Example Dubai’s operation management teams are responsible for designing and managing the various products, underlying processes, supply chain and even the services to be tendered. The team headed by the city’s local authorities are in charge of overseeing acquisition of resources, their development and utilization so that various firms are able to deliver goods and services to the multicultural client base that gets in and out of this United Arab Emirates city (Kachru, 636). Statement of the problem The strategic geographical location of Dubai in the Middle East has significant role in the economic progress of the region. It is the central commercial indicator of the entire region in respect of the mass international economic and financial activities taking place in it. What is of particular interest is how quality control can be improved by the city’s management authorities. How operation management can effectively be put into play to see an improvement in overall perf ormance of the city’s activities is the problem of central concern Introduction Dubai Metro boasts of Arabian Gulf’s first major urban railway project that targets to boost the efficiency of movement amid various activities in the city. It has one of the finest urban rail systems in the globe which is responsible for mass influx of tourists and serves as the avenue of economic and financial activities (Ramos, 1). The need for quality control is paramount in this commercial hub since the commercial activities taken up are to be standardized at international level with complete adherence to the diverse cultural concepts that constitutes the visitors. Operation management of this city is under the overall authority of Dubai Municipality’s Roads and Transport Authority (RTA) who has supervisory role in all the quality control exercise in collaboration with central government authorities (Report, 110). Scope of the topic It is important to assess the various concepts that surround the strategies that are put in place by the relevant authorizes in Dubai as far as quality control is concerned. Operation management is a technical concept and a tool for effective and efficient flow of various activities in a busy metro like this. Some of the variables that need to be taken into consideration in relation to the exercise include the population, level of technology, social factors and the physical aspects. The goal of undertaking quality control is to integrate the local business rules into the global trade policies that will suit the standards of the international bodies. The overall theoretical concept under discussion is the modalities of reconciling the required diverse socio-cultural population and the expected internationally acceptable economic policies (Kurtz and Louis, 526). The city is at the mercy of sound operation management as it is always at the forefront of feeling any disturbance in the global financial crisis occasioned by various ec onomic cycles. It is also imperative that management of this quality control outsource some services for quality and cost. This is a capital intensive management issue and therefore must incorporate various technological models for a viable process. Some of the factors that will be instrumental in carrying out the research include the developed monitoring method of the various projects’ budget, quality and safety standards, and management of

Social Media Essay Example | Topics and Well Written Essays - 1000 words

Social Media - Essay Example Information sharing is considered as one of the major aspects of social media. The success of social media relies on the way people transmit and share information in an efficient manner (Panahi, Watson and Partridge, â€Å"Social Media and Tacit Knowledge Sharing: Developing a Conceptual Model†). Thesis Statement The report discusses the opinions of people on the usage of social media for sharing information. In order to understand the opinions about social media, two people have been interviewed on how they make use of social media for gaining information in one of the popular social networking sites named ‘Facebook’. The objective of the report is to recognize the importance of social media for sharing of information in present times. Information Sharing and Facebook Social media permits users to share their views, experiences, thoughts, understandings and perspectives effortlessly. Social media has opened new opportunities for users to involve in online groups and to develop media contents. Social media utilizes Web 2.0 application which has brought in a big revolution in the internet. Social media encourages sharing of information in a cooperative way. ... In these social networking sites people can establish relationships and influence social associations for sharing information and resources. In this context, it can be stated that Facebook is the biggest social networking site in the world (Wilson, Boe, Sala, Puttaswamy and Zhao, â€Å"User Interactions in Social Networks and their Implications†). It allows users to share basic information such as name, birthdate and other private interests. In Facebook, people use messaging applications in order to share information. Unlike other social networking websites, Facebook is developed by the model of networks which categorizes users to membership oriented groups. Users’ network membership enables to decide the type of information they can view and how their information is viewed by other people. Users can easily share photos and can post remarks (Wilson, Boe, Sala, Puttaswamy and Zhao, â€Å"User Interactions in Social Networks and their Implications†). Data Collectio n In order to understand the opinions of the people about information sharing in social media, two teenage students have been interviewed. The reason for selecting teenage students is that they are considered as the most active players in using social media and they also engage in social media activities frequently. Findings The interviewees were interrogated with close ended questions and open ended questions in order to understand their modes of using social media along with their thoughts about it for information sharing. The interview began with asking two questions concerning the frequency of using Facebook messaging and information sharing. It has been found that both interviewees use instant messaging on Facebook on a daily basis. With respect to sharing information both contribute

Personal Responsibility Essay Example for Free

Personal Responsibility Essay Define what personal responsibility means to you. Explain the relationship between personal responsibility and college success. Include a preliminary plan to practice personal responsibility in your education. This week, using the Center for Writing Excellence resources, provide the thesis statement and informal outline for your Personal Responsibility Essay assignment, due in Week Five. Thesis Statement: Personal Responsibility means taking accountability for my own actions, accepting whatever consequences come from my actions, and then understanding how to improve or make necessary changes. By staying organized, setting personal goals, keeping my stress level to a minimum, and staying focused, I can achieve college success. Informal Outline: I. Intro II. What personal responsibility means a. Accountability for my own actions b. Being organized c. Setting goals; both personal and academic III. Tools for personal responsibility d. Having time management skills e. Setting personal goals f. Keeping my stress level to a minimum g. Staying focused IV. What I will hold myself academically accountable for h. Attending all classes i. Reading all materials j. Doing all assignments and turning them in on time k. Studying for all exams V. Conclusion: In conclusion, although it is easier to blame others for my failures and my mistakes, it is because of my personal responsibility that I will be able to have college success. I will have a clear understanding of what I expect from my education as well as what I expect for my future. I will strive to accomplish every goal that I will set for myself in my personal life as well as the goal I will set for myself as a student. Personal responsibility determines how I choose to live my life and the things I choose to do and not to do. In turn, my college success is up to me.

Three Synchronic And Three Diachronic Approaches Theology Religion Essay

Three Synchronic And Three Diachronic Approaches Theology Religion Essay In this essay I will attempt to critically apply three synchronic and three diachronic approaches to Matthew 15:21-28. I will endeavour to illustrate responsible biblical interpretation by giving examples of good application as well as examples of abuse. 2. Matthew 15:21-28 21 Leaving that place, Jesus withdrew to the region of Tyre and Sidon.22 A Canaanite woman from that vicinity came to him, crying out, Lord, Son of David, have mercy on me! My daughter is suffering terribly from demon possession.23 Jesus did not answer a word. So his disciples came to him and urged him, Send her away, for she keeps crying out after us. 24 He answered, I was sent only to the lost sheep of Israel.25 The woman came and knelt before him. Lord, help me! she said. 26 He replied, It is not right to take the childrens bread and toss it to the dogs.27 Yes Lord, she said. but even the dogs eat the crumbs that fall from their masters table. 28 Then Jesus answered, Woman, you have great faith! Your request is granted. And her daughter was healed from that very hour. 3. Synchronic approach With this approach, the final form of the text is examined in terms of language and literature. The synchronic approach has evolved from modern linguistic and literary criticism. Tools of structural linguistics are used. I will explore three synchronic approaches namely: discourse analysis; narrative criticism and ideological criticism. 3.1 Discourse analysis In discourse analysis, the flow of larger sections of language is studied. This enables one to understand how the text is organized and how this affects ones understanding of the text. In this analysis I will use the method as described by Holgate and Starr (2010:49-54). Key: The main verbs are in bold; the text is divided into separate lines with one verb per line; lines belonging together are grouped into distinct statements and indented according to their relative positions. Subjects are underlined and a dotted line inserted to mark changes of subject. 21 Leaving that place, Jesus withdrew to the region of Tyre and Sidon. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 22 A Canaanite woman from that vicinity came to him, crying out, Lord, Son of David, have mercy on me! My daughter is suffering terribly from demon possession. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 23 Jesus did not answer a word. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ So his disciples came to him and urged him, Send her away, for she keeps crying out after us. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 24 He answered, I was sent only to the lost sheep of Israel. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. 25 The woman came and knelt before him. Lord, help me! she said. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 26 He replied, It is not right to take the childrens bread and toss it to the dogs. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 27 Yes, Lord, she said. but even the dogs eat the crumbs that fall from their masters table. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 28 Then Jesus answered, Woman, you have great faith! Your request is granted. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. And her daughter was healed from that very hour. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. Recurrent words and phrases: Answer (v.23; 24; 26; 27); Came (v.22; 23; 25); Crying (v.22; 23); Send (v.23; 24); Said (v. 25; 27). By doing this discourse analysis, it can be seen that: people (the woman and the disciples) came to Jesus. people turn to Jesus with different agendas the woman because of distress; the disciples in self- righteousness/ intolerance. Jesus answers questions and requests. in verse 24, Jesus is actually speaking to the disciples and not necessarily to the woman. Jesus was using the situation to illustrate a point to his disciples. Just prior to this event, Jesus had to explain to them (v 16-20) to look past the single-minded concern for the law to the principle of the law. Application: Proper use: This shows us that everyone can come to Jesus with whatever they need to bring to him. It teaches us not to disregard a person, like the disciples did, because of a feeling of cultural or religious superiority. Misuse: To misinterpret Jesus initial reaction and to use that to justify cultural, religious or gender arrogance. 3.2 Narrative criticism This is a technique whereby a Biblical text is evaluated as a story, considering various aspects including the implied author as well as the implied reader. It views the text as a whole, analysing it and emphasizing the effects of the narrative on the implied reader. It considers the events, the characters, conflict and the literary strategies used. In this text, the following analysis can be made: The events occur in the region of Tyre, which was a Gentile, i.e. a non -Jewish area. This is the same region where Elijah healed a gentile womans son. The narrative takes place after Jesus had been talking to the Jewish religious leaders, a crowd of people and his disciples about ritual cleanliness. The characters are Jesus, a Canaanite woman, Jesus disciples, and indirectly the womans daughter and the nation of Israel. Conflict can be detected between the disciples and the woman, as well as in Jesus initial responses. The implied narrator is Matthew. Application: Proper use: It reflects the attitude of the rest of the Gospel of Matthew that the good news of Jesus the saviour is not only for the Jewish people, but for the whole world. We should take this point and realise that we need to bring the message of grace to whoever is seeking mercy and wants to believe. Misuse: This can happen when this text is misunderstood, creating a perception of intolerance to women and outsiders. 3.3 Ideological criticism Ideological criticism considers three areas in which ideology affects texts. These are: the ideological context in which the text was produced; the ideology expressed within it and the ideology of those who read it (Holgate Starr 2010:132). Due to the wide range of possible readers, there will always be more meanings of the text than what the author intended. This can result in more than one legitimate interpretation of the text. This happens because when reading the text, readers bring with them their pre-understandings, assumptions, values and interests. Feminist ideological criticism, for instance, points out that the Bible has been written by men from the perspective of men and the final list of books that were included in the canon was likewise decided by men. Application: Proper use: To use ideological criticism to expose stereotypes and to highlight the sometimes not so obvious inclusiveness which Jesus has for those who feel disregarded. Misuse: When this is used to support the interests of some at the expense of others. For example, with feminist criticism, if the importance of women in the Bible is highlighted (rightly so) but then taken to the extreme of rejecting any masculine input and ignoring the voices of other marginalised groups. 4. Diachronic approach In this approach, an analysis is made as to how the text came to be here in the Bible, in this form and in this place. The goal of diachronic analysis is the reconstruction of the historical course along which the texts reached their final forms. 4.1 Form criticism This is a way of analysing a passage to determine whether some or all of the text first existed in oral form. It also considers how and where such forms were actually used in the context or life situation (Sitz im Leben) of religious communities. Part of this analysis is to determine the genre of the biblical text. There are four steps involved (Holgate Starr 2010:75): i) Determine the start and end of the unit and analyse the structure: This passage, taken from Matthew 15 starts at verse 21 and ends at verse 28. ii) Determine the genre: This is a narrative, the purpose of which is to recount a miracle of Jesus involving an exorcism. iii) Consider the literary, historical and social setting of the text: The passage is in Matthew chapter 15 and follows discussions on ritual purity. It precedes the description of Jesus healing many people and feeding 4000. The social setting is that of a group of Jewish men who are not in a Jewish area, being harassed by a gentile woman. iv) Examine how this information assists in determining the earlier use of these units in the oral tradition: The Jewish nation was the Chosen People and this would be emphasised weekly in the synagogues. The Gospel of Matthew was written between AD 70-90 when there was conflict concerning the place of Gentiles within the early Jesus movement. Application: Proper use: By realising that this text is positioned between Jesus discourse on ritual purity and Jesus healing and feeding many people, it compels one to look beneath the surface of the text. The author intended his audience to understand that the message of this narrative was directed more at the attitudes of Jesus disciples (us), than as a story of perseverance. Misuse: This can happen with a superficial reading of this passage which could result in an image of Jesus being uncaring, especially to women. 4.2 Redaction criticism: Redaction criticism builds upon the results of source criticism since it can only be used when there are identifiable sources. Redaction criticism regards the author of the text as the editor or redactor of the source materials. It analyses the way in which the author organized information available to express his/her theological goals into what we read as the biblical text. When one compares this passage in Matthew with that of Mark, a different emphasis on the significance of the events can be detected. It can be assumed the difference in the narrative would be due to the theological emphases that each stress in their respective gospels. In Marks account, the disciples, people of Israel and faith are not mentioned. In Matthews version the woman refers to Jesus as the Son of David but she does not do so in Marks version. The reason might be that Matthews own theology is imposing itself on the story; that is, Matthew had the woman address Jesus by his messianic title because this is how Matthews community understood Jesus. Application: Proper use: This shows that Biblical passages are written with specific purposes in mind. Matthew used this story to highlight his specific theological message to a Jewish audience. Misuse: It would be incorrect to dogmatically use certain verses to prove a point. For example, it would be incorrect to state categorically that the womans daughter was healed because of her mothers faith, since Mark does not mention faith. Faith may or may not have had anything to do with the cure. 4.3 Tradition criticism: This flows from form criticism and tries to reconstruct the history or development of the Gospel traditions, from the earliest stages to the final form in which they appear in the passage under consideration. Traditional aspects seen in this passage are the people of Israel as Gods chosen; women occupying inferior positions to men; the Messiah as a descendent of David. There is a similarity with Matthew 8:5-13 (and Luke 7:1-10) where a Roman officers servant is healed by Jesus. This story also draws on the rich history of Jesus healings and his interaction with outcasts. Application: Proper use: With an appropriate application, one will realise the context of when this text was written, in which case one can see the appropriateness of the situation and characters. Misuse: An inappropriate reading would be if this text is used as a basis to justify an exclusive religious attitude or to sanction a subservient position for women. 5. Conclusion In this essay I used the passage from Matthew 15:21-28 and applied three synchronic and three diachronic approaches to the text. The Synchronic approaches used were discourse analysis; narrative criticism and ideological criticism. The Diachronic approaches were form criticism; redaction criticism and tradition criticism. I also used examples of proper use as well as misuse in the application of these methods.

The Group-Oriented Japanese :: Essays Papers

The Group-Oriented Japanese In contrast to American individualism, Japanese are group-oriented. Japanese do not like to be alone or to do things differently from others. They stick together: eating, working, or traveling in a group. Following others and being part of a group gives them a kind of carefreeness and joy. Why are Japanese group-oriented? The reasons originate from their geography, history, and culture. Geographical location and climate play a key role in promoting this group-orientedness. Japan is isolated from other countries. Japan is composed of four main islands which are surrounded by sea and located far from America, Europe, or Australia. Thus, Japan is isolated from other countries. In the past, this geographical location make it difficult to communicate with other countries, so this isolation reinforced their tendency to stick together. Furthermore, the climate of Japan has created a rice-producing country based on collective work. Japan is located in a part of the monsoon area which stretches from Siberia in the north to Indonesia in the south. In summer, seasonal winds blow from the tropical south seas and bring heavy rainfall to Japan. With the temperate climate and plenty of rainfall, Japan has become one of the most favorable countries for rice farming. Rice-farming involves rice-planting, cultivation, and irrigation works in large fields, so it requires a lot of workers. Rice-farming is collective labor or group work, and this collective labor encourages group rather than individual. In Japanese geography, the isolationism and the favorable climate for rice-farming have created their group-orientedness. In Japanese history, homogeneousness and the SAKOKU policy also helped to create the group-orientedness. Japan is a homogeneous country. The islands of Japan were first inhabited 5,000 years ago by some people from China. For 2,000 years since the founding of the country, Japan has been a racially homogeneous nation. No major invasion by other racial or cultural groups has occurred. In addition, the SAKOKU or "closed country" policy contributed to the formation of group-orientedness. In the beginning of the 17th century, many foreign Catholic missionaries began to visit Japan and were considered harmful to Japanese Buddhism. In 1639, a series of measures called the SOKOKU were enacted to prohibit Christianity in Japan. The SAKOKU prohibited Japanese from leaving the country, Catholic groups from entering the country, and all foreign trade and diplomacy. Due to this police, Japan was closed to the world for over two hundred years.

HR Trends and Challenges Essay

Every job, organization and industry is going to have trends. These trends dictate the direction that the job, organization or industry is heading whether it is technology driven, psychologically driven, or financially driven. The variables that impact these trends can change very quickly, and are results of needs that are fulfilled by the trends. Some examples are personal computers, cell phones and many other technologies that allow organizations to conduct business faster and easier. Many times a there are multiple trends that are on opposite sides of an idea, and an organization must decide which trend or trends are the correct trends for future success. When organizations face challenges of this nature at the speeds the current business environment changes, forces them to become knowledgeable of the  industry trends very quickly. The organizations must then use this knowledge to make quick decisions on their future direction. The following is an exploration and analysis of the trends that human resource departments and managers are facing in today’s businesses, and why they are important for organizational success today and in the future. Performance Management and Performance Appraisals Good management is always analyzing the performance of the organization and its employees. There are several ways to do this, and depending on the organization and its objectives some methods are more effective than others. A complete performance management system is different from an annual performance appraisal system in several ways. In most cases a complete performance appraisal system is an ongoing evaluation. It uses several factors to determine the productivity of the employees of the organization. Management has to decide what the primary objectives of the organization are. Once this is decided they need to figure out how each department is contributing to the main objectives of the origination. These become sub-goals for the entire company and each department can concentrate on each goal. From here, each employee in that department can be responsible for a goal. The managers in that department can divide the tasks to individual employees. Good performance management systems will allow the managers in each department to evaluate the performance of employee and to see the effectiveness of that employee to complete the required tasks and objectives. Managers then need to figure out a performance reward system which can award the employees for completing their primary objectives. Managers can choose to reward employees on several factors. Competition, quality and content are some of the factors which rewards can be based on. The most important factor is to make sure that rewards are given when the primary objective is met. For example, it would not make since to reward employees on completion, when quality of the product is more important. A good performance management system is a dynamic system which is always changing and adapting to the current needs of the organization. An effective system can motivate employees and allow them to improve the quality of the work the put out. Annual performance rewards concentrate more on the output of the organization as a whole. These rewards are geared more towards the profits and the output of the organizations. Annual performance rewards are important in an organization because they set goals and standards for the organization to achieve in the course of one year. In order to set effective annual performance rewards, management needs to consider its goals for the year. Effective performance rewards can break the year down into three quarts. Doing this makes it more tangible to achieve goals because they the time frame is reduced. Management can look at historical performance of the organization. For example, they can look at the amount of sale of the previous year to set goals for the upcoming year. They can also look at the trends in the industry and project goals for the upcoming year. For example, if trends in a certain quarter are showing improved sales, management can set a higher goal to try and improve sales for the upcoming year or quarter. It is also very important not to set these goals too high as to not discourage the employees. Once these goals are set, performance rewards need to be determined. Management needs to decide what type of rewards can be given out. Monetary rewards, days off and stock options are some examples of rewards. In order to determine the best rewards, management needs to detriment the needs of the employees and find out what would be most beneficial to them. They also need to make sure that the rewards won’t be too costly to the organization. Once the type of reward is determined, the payouts also need to be analyzed. Management can choose to pay out employees based on the amount of profits made within a certain quarter, or on the amount of sales. An effective payout method is one which again concentrates on the primary objective. For example if revenue is more important to an organization, then they may choose to reward employees based on total profits of the organization. Management also needs to decide how they are going to divide the profits. Profits can be divided evenly or based on employee position, or longevity in the organization. An effective annual performance rewards system is similar to a complete performance reward system because it will also reward employee for reaching pre-determined objectives, and it will also motivate individuals within the organization to improve the quality of work. It is important to keep in mind that just like  a good complete performance management system, an effective annual per formance appraisal systems is dynamic an is always changing and adapting to the needs of the organizations and its employees. Managing Turnover Managing turnover is one of the most recent human resources trends in today’s business environment and many organizations have found that managing their turnover effectively has helped with the organizations bottom line, which has resulted in many different success stories. Human resource departments in all organizations would consider managing turnover a very important aspect or the departments overall goals for the organizations they work for, but what does managing turnover really mean? Turnover in any organization is inevitable and the term managing turnover in its simplest form is to deal with the loss of the organization’s human capital and in most cases includes minimizing unwanted turnover in the organization. All organizations will deal with turnover and some of this turnover will be the result of decisions by the organization to part ways with an employee. In this instance the role of the human resource department is to manage the dismissal of these employees and to do so while limiting liabilities. This is an important aspect of the human resources departments’ role in managing turnover, but this is something that has happened in organizations for a long time and is a role that has not and will not change significantly. The major trend in managing turnover falls in the arena of preventing unwanted turnover for an organization. When an organization loses an employee that decides on his or her own accord to leave will result in the loss of many of the costs they incurred in hiring, training and employing the individual. In today’s incredibly competitive business environment organizations cannot afford to lose quality human capital or the resources spent on the employee they are losing. To make matters worse these costs must then be added to the cost of the resources required to hire and train a new employee and all these costs added together becomes very costly for organizations that do not manage turnover effectively. When an organization loses an employee to unwanted turnover the losses that are incurred are a result of many different aspects of the turnover. First and foremost will be the loss of the individual that has decided to leave the organization. This individual produces in some way or form for the organization and when he or she is gone everything that the individual helps to produce will be lost, along with the expertise he or she has gained in his or her current position. The expertise that the individual has can also be part of a team expertise, and the loss of one part of the team can also slow down or stop production of the whole team as well, depending on the ability for others to step in and takeover for the individual leaving. As soon as the turnover is recognized the human resource department will hopefully begin the process of hiring a new employee to step in for the loss, but these processes are sometimes difficult and time consuming because it is important to find a quality candidate. Hiring the wrong candidate could create future problems in managing turnover, which is why the hiring process is an important component in the overall picture of managing turnover, and finding the right person for the job the first time will hopefully result in fewer turnovers. Unfortunately, the losses do no end there because the organization must now train this newly hired employee to do what the employee that left was doing. The lack of expertise in the position, the organization, and the specific team usually means that production will suffer until the new employee gains the expertise and experience that is necessary to complete his or her job efficiently and effectively. This is a threat that all organizations must deal with, and the organizations that manage turnover effectively will be able to take these set backs in stride, while those that do not fall further behind, which is why the managing turnover trend has become so important to so many organizations. Organizations know why managing turnover is so important, but what do human resource departments do to combat unwanted turnover? As stated in the paragraph above it all begins with the hiring process. Hiring qualified, intelligent, and hardworking individuals is a goal that most organizations have, but to achieve these goals the organization must find, recruit, and retain these employees. To find and recruit these gifted individuals the  organization must market itself well and have something to differentiate their organization from all the others. Companies achieve this by having a good name, and offering benefits and perks that their competition does not. Once these individuals are discovered and recruited the organization must then retain the services of these employees. An employee that goes to work each day happy will be less likely to leave the organization, so the human resource department must keep these employees happy to effectively manage his or her organizations turnover. Each individual will find different aspects of his or her working life to be important, but overall human resources should strive to make each employee feel safe and happy at work. Additionally, the organization should create challenging and interesting job positions but most of all employees want to be treated fairly and with respect. The trend of managing turnover is not easy to ascertain, but is a goal that most organizations should implement with the help of its human resources department. Safety and Health Management Along the lines of creating a process where the turnovers of employees are managed are the safety and health issues associated within an organization. Safety and health are of particular concern for all working individuals and the United States government saw it fit for laws to be enacted to protect these rights by establishing the Occupational Safety and Health Act of 1970 (Workers Rights Under the Occupational Safety and Health Act of 1970, n.d.). These rights are: Get training from your employer as required by OSHA standards. Request information from your employer about OSHA standards, worker injuries and illnesses, job hazards and workers’ rights. Request action from your employer to correct hazards or violations. File a complaint with OSHA if you believe that there are either violations of OSHA standards or serious workplace hazards. Be involved in OSHA’s inspection of your workplace. Find out results of an OSHA inspection. (Workers Rights, n.d.) With these rights and applicable laws established, a worker is armed with the proper tools to establish a safe working place, furthering his or her job satisfaction to improve retention. While discussing the aspects of health and safety in the workplace, it is important to not one of the most influential laws established in the United States concerning this topic, the Occupational Safety and Health Act of 1970. Duties of this act are stated as follows: Each employer – shall furnish to each of his employee employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees; shall comply with occupational safety and health standards promulgated under this Act. Each employee shall comply with occupational safety and health standards and all rules, regulations, and orders issued pursuant to this Act which are applicable to his own actions and conduct. (OSH act of 1970, January 1, 2004) We can see from this passage of the OSH act that specific laws will be applied to all private work practices to ensure the rights of the workers are protected, with respect to health and safety. It is in the best interest, then, for the organization to adhere to specific laws and regulations to keep a safe working environment for employees. The costs of litigation again show how employers will gain more from safe working environments and provide for healthy productive employees. The trend shown here is for government to provide the necessary controls over private  businesses to ensure health and safety practices are implemented and adhered to. While the trend for employers is to provide for healthy and safe working environments, industrial accidents are products of unsafe behavior and not unsafe working conditions (Noe, Hollenbeck, Gerhart, & Wright, 2004). The culture of an organization’s safety consciousness is still a concern which human resources needs to address. The need to address the safety culture of an organization is paramount in establishing a healthy safety record for a company. Safety records can be used as bargaining tools for companies vying for contracts within other organizations. This incentive for an organization can produce a culture that provides for individual employees in a long-term basis, promoting a culture that is safety conscious. Long-term job exposure in a tight-knit organization promotes a culture that is conducive to safety (as discussed in Dunn, 2001). But human resources provide the spearhead group that initiates the programs to promote the health and safety of an organization’s personnel. With programs such as mandatory safety training and different qualification requirements, a company can show how determined it is to foster safety and health within the workplace. Incentives such as safety awards, safety bingo, and safety presentation awards can reinforce the culture established within an organization (Noe, Hollenbeck, Gerhart, & Wright, 2004). Healthiness of employees encourages a productive workforce. We have already discussed the controls of government within the private business. Next we discuss the costs of safety and health of employees to an organization. Indeed, â€Å"addressing safety and health issues in the workplace saves the employer money and adds value to the business (Kautz, 2007).† Estimates of around $170 million of expenditures by businesses arising from occupational injuries (as discussed in Kautz, 2007) are costing employers more than profits. Employees who work for organizations that are conscientious about safety and health of its employees enjoy less stress, less impact on family from impact of injuries, and less impact on their incomes due to injury (Kautz, 2007). Therefore, indirect costs added by improved health and safety can revolve around the programs implemented by companies. Such indirect  costs include: increased productivity, higher quality products, increased morale, better labor/management relations, reduced turnover, and better use of human resources (Kautz, 2007). Employers need to see intangibles such as these presented in order to fully appreciate the costs associated with implementing safety programs and health benefits. Intangible items are key to running a business efficiently and effectively. The value added to businesses by continued concern for safety and health of everyone in the organization contributes to the welfare of not only the workers, but of the families and communities where the organization does its commerce. Future Trends and Challenges _Globalization_ â€Å"The world has never been so interdependent. All trends point to cooperation as a fundamental, growing force in business† (Lewis 1991). The past ten years has seen a shift in the business world towards a more global economy. No longer are businesses confined to their home borders, they are expanding into other countries and continents. This shift has had a significant impact on human resources management. Globalization has fueled growth, cooperation between business and government, and created an abundance of new jobs. Companies looking for a competitive edge in the U.S. may open an office in Asia and leverage a cheaper work force to handle responsibilities such as development, manufacturing, or support. Because of this, human resources managers may find themselves staffing a project with members spread out across the globe. This presents a relatively new and challenging issue that must be tackled in order to successfully manage projects and requires managers to be more c ulturally aware. _Challenges of Managing a Virtual Team_ Many organizations are also implementing schedules where their team may work remotely at home or even abroad. Profound systemic changes have been seen in the way companies are structured. The concepts of leadership and managing people gave undergone a radical rethink. â€Å"Cubicles, hierarchies and rigid  organization structures of the past, have now given way to open work environment, flat structure with informality being a general rule and empowerment of individuals† (Shivakumar, 2007). Today work itself is centered around projects, which have virtual teams working on them. This work structure has led to a culture of flexi time, round the clock accessibility to the workplace. Also catching up fast is the trend of workstations at home, remote access, video-conferencing and reporting by exception (Shivakumar, 2007). For effective human resources management to occur, managers must first establish lines of communication between the members. E-mail and faxes are great for communicating facts however, there lacks feelings behind the facts. They also do not allow for real-time communication. Conference calls and project chat rooms can help, but they also have their limitations. Videoconferencing is a significant improvement over non-visual electronic forms of communication. Still, it is a very expensive medium, and real-time interaction is available on only the most advanced and expensive systems. Even with the best system, managers have to overcome the problem of time zone differences, cultural nuances, and finding a convenient time for people to conference (Gray 2003). By establishing primary and secondary windows of time for meetings, a human resources manager can begin to build trust between the members without the face-to-face meetings. Once trust and accountability have been established among employees, it will be able to build synergy and employees will be focused on achieving their goals. _Challenges with Multiple Ethnic and Sociopolitical Backgrounds_ Human resources management also includes facing the challenge of managing teams with members from multiple ethnic and sociopolitical backgrounds. It is important for managers to do their homework and become familiar with the customs and habits of the host country they are going to be working in or the diversity within the team they are working with. Sensitive issues may cause conflict between team members working together on the project. It is the manager’s responsibility to become the mediator and resolve the issue between the conflicting members. Although this is easier said than done, the  manager must keep the staff going in the right direction. _Technology Enhancements_ Over the past few years, human resources training software has gone through many changes. Current global trends and telecommuting requires training that can be accessible via any computer connected to the internet. The development and use of electronic learning is also seen as a major area of potential change as individuals both in and outside the workplace increasingly gain access to online education (Schramm 2007). With electronic mail and interconnectivity of mail systems there is less regard for the geographic location of the employees. Training can also be conducted via teleconference or web- conference. Other enhancements in technology include things such as online reviews, schedule management, and benefits enrollment. Many human resources related functions are done electronically through an organizations intranet. _Work/Life Balance_ Companies today are constantly striving towards enhancing the quality of work life and the personal life of its employees and this does not stop with the employee buts gets extended to his / her family as well (Shivakumar, 2007). Many organizations are adopting benefits such as on-site health clubs, aerobics and yoga classes, sports and cultural activities, employee get-togethers with families invited, day care centers and onsite weight-loss groups. Other benefits are geared towards the family such as extended paid time off for new mothers, paid bonding time for fathers, additional paid time off monthly for parents to attend schools functions with their children, and flexible spending accounts for childcare and healthcare. Additional benefits to create work and life balance help retain good  employees. In addition, it increases productivity because workers are less stressed; they have increased morale, get sick less, and ultimately save organizations money. In the long run, organizations have to spend less money on hiring new employees and on things such as loss of time because of decreased productivity. References Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2004). Fundamentals of Human Resource Management. New York, NY: McGraw-Hill/Irwin. Gray, Clifford F. & Larson, Erik W (2003) _Project Management: The Managerial_ _Process._ New York: McGraw-Hill Lewis, Jordan. (2001). _Competitive Alliances Redefine Companies._ Retrieved December 20, 2007 from University of Phoenix Info Trac database Schramm. HR Magazine. _HR Trends._ Retrieved December 20, 2007 from http://findarticles.com/p/articles/mi_m3495/is_10_49/ai_n6254361 Shivakumar, Radha_. Emerging Trends in Managing Human Resources._ Retrieved December 20, 2007 from http://www.humanlinks.com/manres/articles/trends_hr.htm OSH act of 1970. (January 1, 2004). Retrieved December 24, 2007, from U.S. Department of Labor web site: http://www.osha.gov/pls/oshaweb/owadisp.show_document?p_table=OSHACT&p_id=2743#5. Workers Rights Under the Occupational Safety and Health Act of 1970. (n.d.). Retrieved December 24, 2007, from www.osha.gov U.S. Department of Labor web site: http://www.osha.gov/as/opa/worker/rights.html. Dunn, D. (June 18, 2001). Technical Security maintenance team marks 20 years with no lost-time injury. Retrieved December 24, 2007, from web site: http://www.hanford.gov/reach/viewpdf.cfm?aid=81. Kautz, J. (2007). Employee Health and Safety. Retrieved December 24, 2007, from Small Business Notes web site: http://www.smallbusinessnotes.com/operating/hr/safety.html.