The Emancipation Proclamation

Women in society Essay Example

Women in society Essay Example Women in society Essay Women in society Essay OPINION ESSAY Although the position of women in society today has improved, there is still a great deal of sexual discrimination. Do you agree? Throughout this century, the role of women within society has changed for the better. More women work than ever before, and it is accepted in Western culture that many women now have careers. However, in my opinion there is still a great deal of sexual discrimination against women within society. To begin with, many women find it very difficult to return to work after having children. The main reason for this is that there are rarely any provisions for childcare n the workplace and, in these cases, women are forced to find someone to look after the children while they are at work. Obviously, this can be a time-consuming and expensive process. Moreover, the traditional views of the position of women within society have not really changed in many countries. The view that women should stay at home and look after their family is still widely held, and it is reinforced through images seen on television programmes and advertisements. For example, in many countries few men are seen doing housework on television, since this is traditionally considered a womans Job. Thirdly, families often need two incomes in order to enjoy a good standard of living, so a woman finds herself doing two Jobs: one at home and one at the office. So, we could say that womens position has deteriorated rather than improved. To sum up, I would say that the position of women has improved only slightly. While rules and laws have changed, the deep-rooted opinions of people within society are taking a longer time to evolve. In conclusion, attitudes have changed, but sexual discrimination still remains a problem which we all need to face and fght against. (279 words)

Definition of the Word Spur Essay Example | Topics and Well Written Essays - 500 words

Definition of the Word Spur - Essay Example The very first time a variation of the word was heard about was from the Old High German language and was based upon the word â€Å"sporo† which was then adopted by the Proto Germanic language, becoming the word â€Å"spuron†. It later on evolved into the Old English word â€Å"spura† which basically meant â€Å"to kick†. It is based upon this ancient use of the word that the modern meaning of â€Å"spur† came about. In late 14th century, the term spur was used to describe a metal tool that is purely designed to be worn in horse riding boot On the other hand, the word generally falls under the definition of â€Å"anything that urges on, stimulus†. (Metin and Cem 157). For most people, the term is generally used to describe the tool that is attached to the riding boot of a person. This tool is generally round and spiked at the tips. It is dug into the sides of a horse by the rider in order to urge the horse to go faster (Roy 83). The meaning o f the word based upon the horse tool Known as a riding aid, the tool helps to enforce the natural commands given to horses via the rider's leg, seat, hands, or voice, making the tool a very important aspect of any equestrian event. This is tool is more commonly described as being U-shaped device which is located on the heel of a rider's boot (Metin and Cem 159).

What are the Main Differences Between Liberal and Radical Feminism Article

What are the Main Differences Between Liberal and Radical Feminism - Article Example According to Margaret Jackson (1995), the progress of the feminist activism and struggle started by a series of organized campaign in the British Victorian and Edwardian periods in regard to marriage, spinsterhood, and the sexual double standard. (p. 3) From then on, it has gathered steam, propelled by women activism as seen in literature, cultural and political campaigns advancing feminist engagement. However, as mentioned elsewhere in this paper, its history is fragmented, making it difficult to pinpoint its specific history or cultural tradition. All in all, the history of feminism is contingent on other political issues and social changes. As a political ideology, it has been made by women through different campaigns and moral surges, hence, its objectives and ethos varies through time. This dimension is highlighted by the fact that contemporary feminism has found expression in two principal forms: liberal feminism and radical feminism. Liberal Feminism The liberal feminism has been largely seen as positive social movement that only seeks gender equality in social political and economic roles and opportunities. It primarily seeks to bring women into the fold - fully participating in the mainstream society, exercising full privileges and responsibilities of citizenship in genuinely equal partnership with men. Since the 1700s, the liberal feminists have been important advocates vigorously campaigning for women's education and campaigning for equality of access and provision. As years passed, this advocacy extended its focus on individual rights, education, political and religious freedom, individual choice, and self-determination. Feminism has addressed gender inequalities through... This paper explores that feminism may have existed in the ancient times such as in Egypt and Greece, the concept as we of it today traces its roots from the struggle for female sexual autonomy as conceptualized in the nineteenth and early twentieth-century feminists in terms of emancipation of women from sex slavery. This essay stresses that the liberal feminism has been largely seen as positive social movement that only seeks gender equality in social political and economic roles and opportunities. It primarily seeks to bring women into the fold – fully participating in the mainstream society, exercising full privileges and responsibilities of citizenship in genuinely equal partnership with men. Since the 1700s, the liberal feminists have been important advocates vigorously campaigning for women’s education and campaigning for equality of access and provision. As years passed, this advocacy extended its focus on individual rights, education, political and religious freedom, individual choice, and self-determination. Feminism has addressed gender inequalities through their efforts and campaigns for inclusion within civil rights legislation, access to education, and equal opportunity. This feminist school’s main argument is that women are as rational as men. Liberal feminism h as, over the years, campaigned and achieved equal access to education and profession, property rights, suffrage, and all other rights enjoyed by men.

The Traditional Tourism Impact on Kanbula National Forest Park Term Paper

The Traditional Tourism Impact on Kanbula National Forest Park - Term Paper Example Tourism makes one of the fastest growing sectors of the global economy. Developing countries are attempting to cash in on this expanding industry in an effort to increase foreign investment and financial reserves. Tourism is one of the pillar industries of Qinghai. On the same note, Kanbula National Forest Park ranks the province's main tourist attraction. Beautiful scenery has attracted many tourists to the park in recent years. According to Dong Lizhi, deputy manager general of the Kanbula National Forest Park Tourism Development Co., Ltd., more than 10,000 people visited the park in 2006. This number has been increasing. In the recent days, the park receives more than 70,000 tourists by the end of each year (cite). According to Mieczkowski (1995), tourism industry impacts on the natural environment. Tourism has both positive and negative influence on the environment. Developing tourism leads to the creation of revenues for environmental protection. Tourists who show an interest in the natural resource may enhance the pride of the Kanbula National Forest Park area. Local residents get involved in indirectly helping them to protect the natural resource and understand the value of nature conservation. Governments and private organizations need to be concerned about the negative impact of human activities. On the other hand, tourism is a pure â€Å"green industry† or â€Å"smokeless industry† which has negatively impacted on the environment. Uncontrolled growth of this industry can result in serious environmental and social problems.

Comparing Human Resources United States And Japan Commerce Essay

Comparing Human Resources United States And Japan Commerce Essay Comparative HRM seeks to describe, compare and analyse the way human resource management and deployment is carried out in various countries amid the globalisation of businesses, people, goods and services. Although most HRM systems across the globe will contain similar key functions as recruitment, deployment, compensation, as well as training and development, the ways they are carried out in each country are very much influenced by the varying national culture and the institutional framework and settings. Differences in these contexts and environment play a key role in how HRM practices are carried out, defined and accepted across regions and nations. Universalist Vs Contextual Fundamentally, there are two approaches to exploring HRM: the universalist approach and the contextual (Brewster, 1999) approach. These two approaches are reflected in two further dichotomies: the cultural and institutional school of differences, and the convergence and divergence schools of thought. The universalist paradigm, which is dominant in the USA, assumes that the purpose of HRM is to improve the way human resources are managed strategically so as to achieve organisational performance and goals, as judged by its impact on a companys declared corporate strategy and its respective stakeholders (Brewster, 2011). Based upon this concept is the assumption that there exists a good standard practice of HRM which were characterised by the US Department of Labor (1993) as having certain characteristics: Careful and extensive systems for recruitment, selection and training Formal systems for sharing information with the individuals who work in the organisation Clear job design Local-level participation procedures Monitoring of attitudes Performance appraisals Properly functioning grievance procedures Promotion and compensation schemes that provide for the recognition and financial rewarding of high-performing members of the workforce. However, other researchers and practitioners, especially those with knowledge and interests in other countries, find the list contrary to their own experience and what they perceive of as good practice. For example, companies operating in a high power-distance environment with a heavy top-down management approach may not find it a necessity to implement local-level participation procedures or grievance channels. In contrasts, the contextual paradigm focus recognises that different HRM systems are contextually unique. It focuses on asking the hows and the whys of the existence of different perceptions and practices of HRM in different countries. The policies and practices of leading-edge companies are of less interest to contextualists than explaining how certain labour markets work and why certain practices are adopted by most. And contrary to the Universalist approach, measurement and attainment of organisational performance is secondary. Contextualists explore the importance of factors such as cultures, labour market regulations, role of governments, unions, and ownership structures in influencing HRM and accepts that within an organisation, people has differing views, beliefs, needs and requirements. The universalist paradigm excludes much of the work of HRM specialists in areas such as compliance, equality issues, trade union relationships and dealing with government and other governing bodies, due to its focus of operation within the level of the organisation. Contextualists, on the other hand, involve themselves beyond the organisation level to issues at the national or international level. Culturalist Vs Institutionalist Within the Contextualist paradigm, there are two schools of thought, namely the cultural school and the institutional school. Proponents of the culturalist approach would argue that national cultural differences while difficult to observe and measure, are important in shaping the ways human resources are managed and deployed across different countries or regions. Culture is defined as a set of shared values, assumptions and beliefs that are learnt through membership in a group, and that influence the attitudes and behavious of group members (Pankaj, G., 2011). This definition includes 3 key characteristics: First, culture can be understood as a group phenomenon that distinguishes people of one group from another. From this perspective, cultures exist at many different levels, including organizational funchtions or business units, occupational groups, organizations, industries, geographical regions, and nations (Kwok Leung 2005). Second, the above definition implies that culture is not obtained by birth but rather acquired through a process of socialization. The learning of shared values, assumptions and beliefs occurs through interactions family, teachers, officials, experiences and society at large. Geert Hofstede speaks of culture as a process of collective programming of the mind(Hofstede, G., 1980). Third, it is this collective programming that determines what is considered acceptable or attractive behaviour. In other words, cultural values provide preferences or priorities for one behaviour over another. Cultural value differences have persisted to exist despite some convergences in cultural habits, artefacts and symbols. For example, in Korea, employees observe a strict code of deference and utmost submissiveness to their superiors while a Swedish or Danish employee might feel more at ease to challenge their superiors over a differing opinion. Some cultures put more emphasis on honesty whilst others on loyalty to friends and relationships. From the perspective of institutional theory, organisational decision making is not an outcome just of strategic choice but also of powerful social forces within and outside organisations. The forces emanate from social institutions such as region, family, work, school, politics (Berger P.L. and Luckman T., 1967). The theory acknowledges that organisations operate within a specific political, economic, social and technological environment largely shaped by history. In order to be effective in that environment, these organisations need to manage in way that recognise the local circumstances and create and sustain legitimacy with key stakeholders. For example, in Europe compared to USA, the government plays a larger role in deciding how employees is to be protected of their jobs and what terms they are to be employed. Convergence Vs Divergence For at least four decades the international management literature has been characterized by two recurring and very central debates: on the macro (country) level the so-called convergence vs. divergence debate, which remains a key point of controversy in cross-cultural management; and, on the meso (company) level, the standardization vs. localization debate, one of the central questions in the literature on multinational corporations (MNCs). Since HRM deals with the management of people, it is often seen as one of the functions that will be least likely to converge across countries and where MNCs are more likely to localize their practices than to export their country-of-origin practices. While there is considerable support for this assumption, the question remains whether the increasing importance of globalization and the ever-growing presence of MNCs will not diminish the localization of practices. In this context, the dominance effect assumes particular importance. It occurs when management practices of subsidiaries are neither shaped in accordance to the host country (localization), nor to the home country (country-of-origin effect), but according to that country which sets the standards for what are perceived global best practices. (Markus ,P. and Anne-Wil, H. 2007) The convergence vs divergence debate is one between those who argue that all aspects of management are becoming more alike due to the forces of globalisation and those who believe that each country continues to have its own approach to management and HRM, in particular. Convergence can be viewed from a market-based perspective where the logic and diffusion of technology and data mean that in order to compete successfully, everyone will seek to adopt the most efficient management and HRM practices (Kidger P.J., 1991). The predominant model is assumed to be the US univeralist model (Smith C. and Meiskins P., 1995). This is also referred to as the dominance effect as mentioned above. From the institutional perspective, similar legislation or institutional framework across a region or group of countries e.g. the European Union would mean more similarities in the ways countries handle HRM. On the other end of the wider debate, the concepts of cultural differences and institutional theory would support the argument for divergence. Proponents of divergence theory do not believe that the same management or HRM practices can be used across different countries due to the shaping forces of cultural and institutional differences, and that practitioners must be aware of, understand and respond to these national differences. Hofstedes study of culture Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the workplace are influenced by national culture. (Hofstede 1980, 2001) He started off with analyzing a large data base of employee values scores gathered by IBM between 1967 and 1973 covering more than 70 countries, from which he first started using the 40 different largest companies and further extended the analysis to 50 other countries. Hofstedes value dimensions comprise of Power Distance, Uncertainty Avoidance, Individualism and Masculinity. Power distance  : Power distance is the extent to which the members of power distance organizations and institutions accept and expect that power is distributed unequally. ( Hofstede 1980, 2001) Individualism vs.  collectivism: The degree to which individuals are integrated into groups. In individualistic societies, the stress is put on personal achievements and individual rights. In contrast, the individuals in collectivist societies act predominantly as members of a lifelong and cohesive group or organization. Uncertainty  Avoidance: The focuses on the tolerance level for uncertainty and  ambiguity within the society. It reflects the extent to which members of a society attempt to cope with  anxiety  by minimizing uncertainty. Masculinity  vs.  Femininity: The distribution of emotional roles between the  genders. Masculine cultures values are  competitiveness,  assertiveness,  materialism, ambition and power, whereas feminine cultures place more value on  relationships  and  quality of life. Geert Hofstede added a fifth dimension after conducting an additional international study using a Chinese value survey instrument developed within the Chinese region. Hofstede described this dimension as Confusion Dynamism which is also known as Long Term Orientation. Long-Term Orientation vs. Short-Term Orientation: The degree of focus on the society embraces dealing with virtue. Societies with a short-term orientation generally have a strong concern with establishing the absolute Truth. In societies with a long-term orientation, people believe that truth depends very much on circumstance, contexture and timing. Japan HRM practices vs. America HRM practices Japan as one of the world major growing economies, has a homogenous culture which many countries have tried to emulate the management policies and practices with varying degrees of success. The Japanese society is highly characterised by a strong sense of group and community. Strong loyalty enrooted in their character, for which they are prepared to sacrifice their personal interests for the benefit of the group. In contrast, America being the world most dominant leader, has a influential management style and culture contexts. The rest of the world has looked upon it as models and sources of managerial innovations. American strong strategic and comprehensive approach to managing people make it the top notch leader in todays Human Resource Management. Differences in Power Distance between Japan and America Japanese are mindful of their hierarchical position in any social setting and act accordingly to the existing culture. Culture in Japan are define as high power distance as mostly of the decisions must be confirmed by each hierarchical layer and finalised by the top management. An example is the Ringi method of decision making. This process involves a great deal of informal consultation and leads to the preparation of a written proposal which is circulated to affected employees by the implementation and then to the senior management level. Being a particularistic country, employees in Japanese company are treated based on ranks and seniority and the number of years they served in that particular company. Long term and life-time employment are often offer for regular core employees who are loyal and display commitment to the company. On the other hand, American displayed small power distance. They tends to treat people fairly. American hierarchy is being established for convenience purpose. Communication is open, informal and direct. They tends to express what they exactly mean without talking around things. Leaders are approachable and accessible and individuals are being rely based on their expertise. Collectivistic Japanese vs. Individualism American Japanese society shows many characteristics of being a collectivistic society and also being classified as collectivistic by Western standards. The integration of the individual into groups is part of the principal goal in Japanese society. Relationship and harmony becomes an crucial part of the working society and prevails over business itself. Mass focus in strong group -cohesiveness include extended families such as putting harmony of group above the expression of individual opinions is the differentiated characteristics in which Japanese displayed. The Japanese emphasize teamwork, participation and leadership in the organisation. They discourages open expression and open conflict because of the importance of avoiding embarrassment. American comprises highly individualistic culture. They are self-focused and prefer to act as individuals rather than members of the group. There is individual freedom and success to purse ones career progression and interests and they believe individuals can shape and control ones destinies. Employees are more concerned with their own careers and personal success rather than the goals of the organisation. They do at times, displayed collectivism in the face of a common threat. Masculinity focus vs. Masculinity focus in Japan and America Japan is one of the most masculine societies in the world which is highly driven by competition, achievement and success. Even at the very young age, they are being taught on the importance of winning. And in corporate Japan, employees strive to the best of their abilities when they are fighting against their competitors in winning. On the other hand, It is still tentatively hard for women to climb up the corporate ladders in Japan with their masculine norm of long working hours which result in high  discrimination against woman. In contrast, Male seniors are still much more appreciated and stand a higher chance in achieving the promotion opportunities. American are ambitious, competitive, goal oriented and high achievers. American tends to display and talk openly in a friendly manner on their achievements. In the States, hiring and firing employees are justify accordingly on the market conditions. Employees are employ based on individual skills and working experience. Hiring and promotion decisions are based on the basis merits as opposed to status, hierarchy and gender. The American system is performance orientated and job status is based on the performance of their job scope. Many new hires are professional who are highly educated and well-trained. High Uncertainty Japan vs. Low Uncertainty Avoidance America Japan is rank as one of the most uncertainty avoiding countries which is easily differentiated from the rest of the countries. They dislike uncertainty and everything must be in good control without any uncertainty occurring. Japanese spent a lot of time and effort into feasibility studies and all risk factors must be minimize before any decision is make. Detailed facts and figures must also be provided for supporting every decision the organisation makes. This high degree for uncertainty avoidance is one of the reasons why changes are still so difficult to realize in current Japan. America are being describe as most uncertainty accepting country. There is a large degree of acceptance for new ideas, innovative products and a willingness to try new invention. Americans are more tolerant of ideas or opinions from anyone and allow the freedom of expression.   They accept risks and are risk-takers. American live more easily with uncertainly and skeptical about rules and regulations. They believe all problems can be solved and all obstacles will be overcome. Long-Term Orientation in Japan vs. Short-Term Orientation in America Japan being long term orientation is seen in the consistent high rate in terms of investment and research and development even in economically down time. Japanese prefer to progress slowly towards a long-term goal. Values associated with long-tem orientation are thrift, perseverance and making sacrifices for the future. Japanese embraces long-term commitments and sacrifice for a purpose. Serving the stakeholders and future generation are the long term commitment for most Japanese company at current. American orientation dimension focus on short term oriented culture. They measure their business as a short term basis as they are performance-oriented and result-oriented. Individuals are drives for quick results and are expect to produce quick results in the shortest time. American value the past and current resulting in respect for tradition and fulfilling social obligations. Varieties of Capitalism Facing the globalization process national economies and their institutional arrangements are confronted with the increasing competition to each other in order to generate the best economical results as national wealth growth, high employment etc. The liberal argumentation in this issue supports therefore institutional deregulation and the welfare-state retrenchment as the adequate responses to the challenge and names the economies of the USA and of the UK as the successful models of capitalism. In their opinion, the less liberal market economies as f. ex. Germany, Sweden, France or Japan should change their institutional arrangements into liberal ones to keep competitive on the global markets. The varieties of capitalism approach to the political economy is actor-centered, which is to say we see the political economy as a terrain populated by several actors, each of whom seeks to advance his interest in a rational way of strategic interactions with others. In which the relevant actors may be individuals, firms, producer groups, or government related. LME Vs CME Liberal market economies (LMEs), which coordinate activities via hierarchies and competitive market arrangements, classically described by Williamson. The LME system is based on arms-length exchange of goods and services, in the context of competition and formal contracting. Actors adjust to the price signals generated by markets. In many cases an effective coordination is achieved and equilibrium outcomes of firms behavior are given by supply and demand. Coordinated market economies (CMEs),  which make more use of non-market relations. Key elements of non-market relations are extensive relational investment, incomplete contracts and network monitoring based on the exchange of private information within networks, as opposed to competitive behavior. Both LMEs and CMEs have institutional capacities-albeit different capacities-for being competitive. For instance, firms in LMEs tend to compete on the basis of low cost and radical product innovation. Why? Because LMEs have institutions like weakly regulated labor markets as well as financial systems that impose short-term investment horizons but allow high risk taking. These enable firms to keep labor costs down, shed labor and close plants quickly, shift capital rapidly from one industry to another, and invest in risky but potentially revolutionary and lucrative research and development projects. In contrast, firms in CMEs compete more on the basis of quality and incremental innovation, such as adopting breakthrough technologies developed elsewhere. This is because CMEs have institutions like cooperative industrial relations systems within firms, coordinated wage bargaining across firms, national vocational training programs, and financial systems that allow for long-term investmen t horizons. These produce highly skilled managers and workers who tend to cooperate in planning, trouble shooting, and the introduction of the latest technologies in ways that enhance product quality (Hall and Soskice 2001b; Soskice 1999; Streeck 1991). This is not to say that all LMEs and CMEs perform successfully. Many firms in a coordinated market economies employ productive strategies that rely on highly skilled labor force given substantial work and encourage to share information it acquires in order to generate continuous improvements in product lines and productive processes. However, companies which adopt such strategies are vulnerable to hold up by their employees and stealing of skilled workers by other companies. Labour legislation in United States Wages Working Hours In US, the Department of Labor enforces the  Fair Labor Standards Act (FLSA), which sets basic minimum wage and overtime pay standards. (US Department of Labor, 30.10.12). The Act requires that employees must receive at least the  minimum wage  of $7.25 per hour and may not be employed for more than 40 hours in a week without receiving at least one and one-half times their regular rates of pay for the  overtime  hours. Overtime Pay: Not less than one and one-half times regular rate of pay Vacation and Sick Leave The  Fair Labor Standards Act (FLSA)  does not require payment for time not worked, such as vacations, sick leave or federal or other holidays. These benefits are matters of agreement between an employer and an employee (or the employees representative). The  Family and Medical Leave Act (FMLA)  provides for up to 12 weeks of unpaid leave for certain medical and family situations (e.g., adoption) for either the employee or a member of the covered and eligible employees immediate family; however, in many instances paid leave may be substituted for unpaid FMLA leave. Severance Pay Severance pay is often granted to employees upon termination of employment. It is usually based on length of employment for which an employee is eligible upon termination. There is no requirement in the  Fair Labor Standards Act (FLSA)  for severance pay. Severance pay is a matter of agreement between an employer and an employee (or the employees representative). The  Employee Benefits Security Administration (EBSA)  may be able to assist an employee who did not receive severance benefits under their employer-sponsored plan. Equal Opportunity Title VII of the Civil Rights Act of 1964  prohibits discrimination in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment, on the basis of race, colour, religion, sex or national origin. This law is enforced by the  Equal Employment Opportunity Commission (EEOC). Unemployment insurance programs In general, the Federal-State Unemployment Insurance Program provides unemployment benefits to eligible workers who are unemployed through no fault of their own (as determined under State law), and meet other eligibility requirments of State law. Unemployment insurance payments (benefits) are intended to provide temporary financial assistance to unemployed workers who meet the requirements of State law. Each State administers a separate unemployment insurance program within guidelines established by Federal law. Eligibility for unemployment insurance, benefit amounts and the length of time benefits are available are determined by the State law under which unemployment insurance claims are established. In addition to helping workers and their families, the Unemployment Insurance programs play a key role in helping businesses, communities, and the nations economy. The program helps cushion the impact of economic downturns and brings economic stability to communities, states, and the nation by providing temporary income support for laid-off workers. Unions and their members The  Labour-Management Reporting and Disclosure Act (LMRDA)  of 1959 deals with the relationship between a union and its members. It protects union funds and promotes union democracy by requiring labour organizations to file annual financial reports, by requiring union officials, employers, and labour consultants to file reports regarding certain labour relations practices, and by establishing standards for the election of union officers. The act is administered by the Office of Labour-Management Standards (OLMS). Summary In summary, we can see that the labour system in United States is fairly open with moderate regulation with emphasis on human rights with regards to minimum wages and equality of employment. Most of the other aspects of labour employment including severance pay, vacation pay, sick leave are left to the agreement between each firm and their employees. This is in line with their low uncertainty avoidance culture in which they accept risks and are risk-takers. American live more easily with uncertainty about rules and regulations. They believe all problems can be solved and all obstacles will be overcome with the right resolve. As Americans generally display small power distance, they tend to treat people fairly. American hierarchy is being established for convenience, communication is open, informal and direct. This could be one of the reasons behind their Labour-Management Report and Disclosure Act and the foundation behind the Equal Employment Opportunity Commission (EEOC). This open-culture nature of labour regulation would be a big draw for multinational corporations who are seeking overseas expansion in the face of globalization. Labour legislation in Japan Wages Working hours Japans Ministry of Health, Labour and Welfare dictates that an employer shall not have a worker work more than 40 hours per week, excluding rest periods, and more than 8 hours per day for each day of the week, excluding rest periods. (Japan Institute for Labour Policy and Training, 27.10.2012) Overtime Pay In the event that an employer extends the working hours or has a worker work on a day off, the employer shall pay increased wages for work during such hours or on such days at a rate no less than the rate stipulated by cabinet order within the range of no less than 25 percent and no more than 50 percent over the normal wage per working hour or day; provided, however, than in the event that the working hour thus extended exceed 60 hours per month, the employer shall pay increased wages for work during those hours at a rate no less than 50 percent over the normal wage per working hour. The Ministry may prescribe changes to these standards or limits or other items as they deem appropriate. Rest periods An employer shall provide workers with at least 45 minutes of rest periods during working hours in the event that working hours exceed 6 hours, and at least one hour in the event that working hours exceed 8 hours. Annual Leave An employer shall also grant annual paid leave in accordance to the following table. Number of years of continuous service from the 6 months completion day Working days 1 year 1 working day 2 years 2 working days 3 years 4 working days 4 years 6 working days 5 years 8 working days 6 years or more 10 working days Dismissal A dismissal shall, where the dismissal lacks objectively reasonable grounds and is not considered to be appropriate in general societal terms, be treated as a misuse of that right and invalid. An employer shall not dismiss a worker during a period of absence from work for medical treatment with respect to injuries or illnesses suffered in the course of employment nor within 30 days thereafter, and shall not dismiss a woman during a period of absence from work before and after childbirth nor within 30 days thereafter; provided, however, that this shall not apply in the event that the employer pays compensation for discontinuance in accordance nor when the continuance of the enterprise has been made impossible by a natural disaster or other unavoidable reason. In the event that an employer wishes to dismiss a worker, the employer shall provide at least 30 days advance notice. An employer who does not give 30 days advance notice shall pay the average wages for a period of not less than 30 days; provided, however, that this shall not apply in the event that the continuance of the enterprise has been made impossible by a natural disaster or other unavoidable reason nor when the worker is dismissed for reasons attributable to the worker. Equal Treatment An employer shall not engage in discriminatory treatment with respect to wages, working hours or other working conditions by reason of the nationality, creed or social status of any worker. In addition, under the Principle of Equal Wages for Men and Women), an employer shall not engage in discriminatory treatment of a woman as compared with a man with respect to wages by reason of the worker being a woman. Employment Insurance System Employment insurance in Japan is an obligatory insurance managed by the government and it is compulsory for any enterprise which employs more than one worker. Under this scheme, benefits are granted to the unemployed, to workers who are having trouble continuing their employment and to those who voluntarily receive vocational training. It aims to promote workers welfare and prevent unemployment by increasing work opportunities and skills training. Summary On the contrary from the United States system, labour employment conditions in Japan are very much regulated and controlled by the government. This is due in part to the fact that Japan is one of the most uncertainty avoiding countries. They dislike uncertainty and everything must be in good control without any uncertain occurring. As such, this is the need for many specific standards and limits in the form of exact figures to avoid ambiguity and confusion. There is also government emphasis on gender discrimination as Japan is a highly-masculine society. These rules protect working women as it is still tentatively hard for women to climb up the corporate ladders in Japan with their masculine norm of long working hours which result in high  discrimination against woman. An interesting point to note is that their labour legislation takes into account the impact of natural disasters on employment terms and agreements. Quite appropriate since Japan is an earthquake-prone country. Japan

Analysis of Hills Like White Elephants by Ernest Hemingway Essay

Analysis of Hills Like White Elephants by Ernest Hemingway "Hills Like White Elephants," is a short story,. It is a story about a man and a woman waiting at a train station talking about an issue that they never name. I believe this issue is abortion. In this paper I will prove that the girl in the story, who's name is Jig, finally decides to go ahead and have the baby even though the man, who does not have a name, wants her to have an abortion. It is the end of the story that makes me think this. First of all I will prove that it is an abortion that this couple is discussing. The man says that it is an "operation," and an abortion is an operation. Also, he says that it is "just to let the air in," which can be interpreted as meaning that the doctors who are performing the abortion will let the air into the uterus as they remove the fetus. The man says that he has "known lots of people that have done it." Which suggests that this is a common operation like an abortion. It also shows the moral depravity of the world of these people because so many women are having abortions. Finally, the man says that he wants their relationship to be "just like we were before". This suggests that the relationship has changed, as it would with a baby, if the girl has an abortion things will return to the same as before the pregnancy. We don't know what the couple acted like before the pregnancy, however, we are certainly not meant to like their behavior as they talk about the abortion. Now that I have established that the couple is having an abortion, I will establish the girl's behavior because this is important for figuring out the way in which she has made up her mind at the end of the story. Early in the story we get a glimpse at J... ... at this point in the story is the result of being left alone for a few minutes so that she could decide what she want to do on her own. Her final comment that "There's nothing wrong with me" lets us know that she no longer sees the pregnancy as something "wrong". She has accepted her pregnancy and plans to keep the baby. In conclusion, Ernest Hemingway's short story "Hills Like White Elephants" is about a man and a woman struggling to deal with an unwanted baby. The author, never explicitly tells us what the girl decides to do about the baby, but he does give us enough clues to figure out what she has decided by the end of the story. These clues have to do with the story's tone like the way that the things that the guy says make us understand Jig's tone of disapproval. Overall this story is like an iceberg with most of the substance hiding beneath the surface.

Brand Positioning of Asiatravel

Brand Positioning One of the aspects of brand equity is brand positioning. AsiaTravel has not distinguished itself from other competitor in terms of products and services. The company does not have clear view of which market segmentation they want to enter and has not built a good brand image. In order to create good brand position in the market, AsiaTravel should look into market segmentation, focuses in point-of-parity (POP) and point-of-difference (POD), and brand image. The current travel industry does not really tap into customers’ demand.Most of the airlines and travel agents compete each other in terms of price, time slot and the number of accessed cities and towns. Therefore, AsiaTravel can differentiate itself by offering packages that suit customers’ preferences by simply asking. Package is no longer fixed. Instead of sticking on one tour, AsiaTravel should guide customers on vacation tour. Secondly, market segmentation can be done to ensure each individual ha s the best vacation experience. There are many ways to do market segmentation, from demography, lifestyle, and to geography. (CWL Publishing Entreprises, 2009)For AsiaTravel to have a fraction of mind share in customers, it is important of AsiaTravel to know where it wants to stand, either as price leader, quality leader or specialist (CWL Publishing Entreprises, 2009). Brands that stand in the middle of the road get run over. Since many travel agents have not realized the paramount of specialization, AsiaTravel can tap this into opportunity by being quality and specialist leader. Being specialist means the tour guide has to offer besides providing information to customers, security and basic needs. AsiaTravel can sell the country culture that is not written in the book.For instances, mingle and live with the locals. The emotional and experience they get are invaluable. Moreover, tour guide can try to develop a relationship between a group of tourists and among tourists and locals. The purpose is to eventually; each individual has expanded the networking. Travelling is no longer about sightseeing, shopping and et cetera, but also building a network among each other, learning and knowing others’ culture. Being different increases the POD and the risk of switching cost, and thus leads to stronger brand position while at the same time POD ust not be compromised, as similarity becomes the minimal requirement the travel industry must meet. When the company has evidently differentiated itself from its competitors and clearly conveyed the message to the customers, the brand image will come naturally. However, when it is not managed properly, the brand image cannot leverage the brand equity. To maintain the brand image and brand position, marketing communications programs must ensure customers are exposed to the all the brand elements and brand associations.Brand has to be treated like human beings possess a variety trait of characteristics (Customer Manufactur ing Group, 2006). By understanding the brand personality, marketers get the whole picture of brand identity and easier to conveying the message consistently. (Customer Manufacturing Group, 2006) From the marketing program and brand positioning strategy, it is clear that AsiaTravel aims to focus customers’ preferences, being unique, caring, warmth, fun, friendly and also ensures everybody has the best pleasant vacation experience.Moreover, since AsiaTravel primarily focuses on young adults and only fly within Asia, it is an energetic, flexible, proud to be Asian and affordable brand. Therefore, it is a new brand image that AsiaTravel aims to build and maintain to be top leading organization in the travel industry. Bibliography Customer Manufacturing Group, 2006. Customer Focused Brand Positioning. CWL Publishing Entreprises, 2009. Positioning and Brand Personality.

Battle of Eutaw Springs in the American Revolution

Battle of Eutaw Springs in the American Revolution The Battle of Eutaw Springs was fought September 8, 1781, during the American Revolution (1775-1783). Armies Commanders Americans Major General Nathanael Greene2,200 men British Lieutenant Colonel Alexander Stewart2,000 men Background Having won a bloody victory over American forces at the Battle of Guilford Court House on March 1781, Lieutenant General Lord Charles Cornwallis elected to turn east for Wilmington, NC as his army was short on supplies. Assessing the strategic situation, Cornwallis later decided to march north into Virginia as he believed the Carolinas could only be pacified after subjugating the more northern colony. Pursuing Cornwallis part of the way to Wilmington, Major General Nathanael Greene turned south on April 8 and moved back into South Carolina. Cornwallis was willing to let the American army go as he believed that Lord Francis Rawdons forces in South Carolina and Georgia were sufficient to contain Greene. Though Rawdon possessed around 8,000 men, they were scattered in small garrisons throughout the two colonies. Advancing into South Carolina, Greene sought to eliminate these posts and reassert American control over the backcountry. Working in conjunction with independent commanders such as Brigadier Generals Francis Marion and Thomas Sumter, American troops began capturing several minor garrisons. Though beaten by Rawdon at Hobkirks Hill on April 25, Green continued his operations. Moving to attack the British base at Ninety-Six, he laid siege on May 22. In early June, Greene learned that Rawdon was approaching from Charleston with reinforcements. After an assault on Ninety-Six failed, he was compelled to abandon the siege. The Armies Meet Though Greene had been forced to retreat, Rawdon elected to abandon Ninety-Six as part of a general withdrawal from the backcountry. As the summer progressed, both sides wilted in the regions hot weather. Suffering from ill-health, Rawdon departed in July and turned command over to Lieutenant Colonel Alexander Stewart. Captured at sea, Rawdon was an unwilling witness during the Battle of the Chesapeake in September. In the wake of the failure at Ninety-Six, Greene moved his men to the cooler High Hills of Santee where he remained for six weeks. Advancing from Charleston with around 2,000 men, Stewart established a camp at Eutaw Springs approximately fifty miles northwest of the city. Resuming operations on August 22, Greene moved to Camden before turning south and advancing on Eutaw Springs. Short on food, Stewart had begun sending out foraging parties from his camp. Around 8:00 AM on September 8, one of these parties, led by Captain John Coffin, encountered an American scouting force overseen by Major John Armstrong. Retreating, Armstrong led Coffins men into an ambush where Lieutenant Colonel Light-Horse Harry Lees men captured around forty of the British troops. Advancing, the Americans also captured a large number of Stewarts foragers. As Greenes army approached Stewarts position, the British commander, now alerted to the threat, began forming his men to the west of the camp. A Back and Forth Fight Deploying his forces, Greene used a formation similar to his earlier battles. Placing his North and South Carolina militia in the front line, he supported them with Brigadier General Jethro Sumners North Carolina Continentals. Sumners command was further reinforced by Continental units from Virginia, Maryland, and Delaware. The infantry was supplemented by units of cavalry and dragoons led by Lee and Lieutenant Colonels William Washington and Wade Hampton. As Greenes 2,200 men approached, Stewart directed his men to advance and attack. Standing their ground, the militia fought well and exchanged several volleys with the British regulars before yielding under a bayonet charge. As the militia began to retreat, Greene ordered Sumners men forward. Halting the British advance, they too began to waver as Stewarts men charged forward. Committing his veteran Maryland and Virginia Continentals, Greene stopped the British and soon began counterattacking. Driving the British back, the Americans were on the verge of victory when they reached the British camp. Entering the area, they elected to stop and pillage the British tents rather than continue the pursuit. As the fighting was raging, Major John Marjoribanks succeeded in turning back an American cavalry attack on the British right and captured Washington. With Greenes men preoccupied with looting, Marjoribanks shifted his men to a brick mansion just beyond the British camp. From the protection of this structure, they opened fire on the distracted Americans. Though Greenes men organized an assault on the house, they failed to carry it. Rallying his troops around the structure, Stewart counterattacked. With his forces disorganized, Greene was compelled to organize a rearguard and fall back. Retreating in good order, the Americans withdrew a short distance to the west. Remaining in the area, Greene intended to renew the fighting the next day, but wet weather prevented this. As a result, he elected to depart the vicinity. Though he held the field, Stewart believed his position was too exposed and began withdrawing to Charleston with American forces harassing his rear. Aftermath In the fighting at Eutaw Springs, Greene suffered 138 killed, 375 wounded, and 41 missing. British losses numbered 85 killed, 351 wounded, and 257 captured/missing. When members of the captured foraging party are added, the number of British captured totals around 500. Though he had won a tactical victory, Stewarts decision to withdraw to the safety of Charleston proved a strategic victory for Greene. The last major battle in the South, the aftermath of Eutaw Springs saw the British focus on maintaining enclaves on the coast while effectively surrendering the interior to American forces. While skirmishing continued, the focus of major operations shifted to Virginia where Franco-American forces won the key Battle of Yorktown the following month.

Cross-cultural Training essays

Cross-cultural Training essays Today a large number of trading companies are conducting business through out the world. Some companies make profits from the trade; some companies become failures in the business. There are many reasons relating to success or failure. However, the employees understanding of different cultures is the most important aspect when companies start businesses in foreign countries. Culture, Oxford Dictionary explains, Customs, arts, social institutions, etc of a particular group or people (p.347). There is much information about the cultures in which they work that employees should know. Cross-cultural training is training programs which help the employees who are going to do business in foreign countries learn the information of the different cultures step-by-step. According to Kaminsky (2000), With the battle for talented workers being waged internationally, Canadian companies are realizing that developing a positive work environment for their multi-cultural workforce is essential to long -term success. By developing cross-cultural training initiatives, including diverse team building, cross-cultural communication, and cross-cultural negotiation, organizations will be more competitive in the global economy (p.1). Through the cross-cultural training, the employees learn about the different cultures; understand the situations in foreign countries; know how to deal with different economies, and then these employees may success in global business; thus, cross-cultural training is necessary in todays business world. Cross-cultural training can be separated into two major parts. Understanding the culture is the first step where cross-cultural training begins; living with the different culture is the second step that employees have to face. It is difficult to understand the foreign culture without living in the foreign country. First, the employees have to study general knowledge in daily life. Fo ...

Marketing strategy Essay Example | Topics and Well Written Essays - 2000 words

Marketing strategy - Essay Example When organizations pay emphasis and use its resources towards a small part of the consumers, they are involved in the business of market niche and by serving this portion of the market; businesses can perform better and gain an added advantage over their competitors. The process of market segmentation lies between an organization’s marketing strategy that targets a huge market by producing goods and services that satisfy the needs and wants of a huge market or the overall market and a marketing strategy that is used to serve the needs and wants of individual consumers by producing goods and services that are unique and only appeal to a specific portion of the overall market. Those organizations and marketers who follow niche marketing strategy and work on their market segmentation practices are of the belief that one product does not has the ability to satisfy a huge market as consumers have different needs and wants. Secondly, they are even aware that an organization can neve r have enough resources to satisfy needs and wants of consumers on the individual level. This is why marketers are involved in the process of marketing segmentation and they divide a huge market into smaller segments and then the marketers create marketing strategy as well as products that satisfy the needs and wants of a particular segment. Market segments are created while giving importance to the characteristics of consumers, these characteristics are regarded as segmentation bases and can be utilized to create segments of a market, and the most commonly used segmentation bases include: consumer’s age, the place they live in, their income levels and the purchasing behaviors (STEVENS, 2012, p.32). There are several strategies of marketing that a marketer can use for his/her product, one such strategy is recognized as marketing at the mass level, and this is even recognized by the name of undifferentiated marketing (FERRELL, 2011, p.168). Such a marketing strategy

Neuroleptic malignant syndrome Essay Example | Topics and Well Written Essays - 500 words - 2

Neuroleptic malignant syndrome - Essay Example Neuroleptic malignant syndrome is no exception since it is a lethal and rare mental disorder (Varcarolis and Halter, 2010, p. 331). According to Keogh and Doyle (2008), Neuroleptic Malignant Syndrome (NMS) is the idiosyncratic reaction to neuroleptic medication. It has serious and adverse effects on individuals that may result in death. This disorder occurs when patients: are under neuroleptic medication regardless of the duration of use, use antipsychotic medication and patients will exhibit signs and when patients use antidepressants. As observed, majority of patients shows signs and symptoms of NMS after two weeks of commencing treatment antipsychotic treatment. These symptoms, according to Varcarolis and Halter (2010) are: altered mental status in patients, muscular rigidity in a patients, hyperthermia, fever, urinary incontinence, motor abnormalities such as lack of movement coupled with tremor, and automatic function that is high or low pressure (p. 331). Neuroleptic Malignant Syndrome can present a broad range of clinical manifestations that can pose a challenge to early detection. The diversity and complexity of its clinical features may not always be welcomed as it leads to confusion among nurses. In order for the nurse to avoid this, they should be aware of NMS classical features such as muscular rigidity, automatic instability and hyperthermia (Koegh & Doyle, 2008). Instant and proper treatment of this disease is advised. It demands prompt, and recognition of the disorder at an early stage and adoption, and implementation of pharmacological interventions such as the use of dopamine agonist is required. In addition, antipyretics such as paracetamol can be administered to reduce fever. Prompt discontinuation of antipsychotic is also helpful as articulated by Koegh & Doyle (2008). In addition, symptomatic management of this disorder is also significant. Nurses are required to monitor patients with this disease