The Importance of Photosynthesis and Respiration Essay Example for Free

The Importance of Photosynthesis and Respiration Essay The Importance of Photosynthesis and Respiration Explain how photosynthesis and respiration are linked in order to provide you with energy from the food you eat: Photosynthesis is the process in which certain life forms are able to use sunlight to create energy. This energy is created by making carbohydrates from carbon dioxide and water in the presence of chlorophyll. Plants release large amounts of oxygen into the atmosphere as they produce much more than needed during the photosynthesis process. Aerobic respiration is an important process in life as we know it. This process further breaks down molecules and sugars using oxygen. During this process adenosine triphosphate (ATP) is created, used to store and transfer energy to cells throughout the body. (Aerobic respiration, 2010) Photosynthesis and aerobic respiration are both needed for each other to be able to perform their primary functions. One without the other would not work properly. Between both of these processes we receive three main sources; water, carbon dioxide and oxygen. Plants and animals require all three of these in order to live. Carbon dioxide and oxygen are a lot like a circle. Animals need oxygen to live and emit carbon dioxide, while plants need carbon dioxide to produce carbohydrates and omit oxygen, thus completing the circle. (Photosynthesis, 2005) During the photosynthesis stage a plant produces oxygen that aerobic respiration will use in order to break molecules, during this process electrons are released creating energy and a substance called adenosine triphosphate (ATP) is created. Through ATP, complex molecules are broken down into simple ones, allowing them to be used appropriately. (Photosynthesis, 2005) In the absence of oxygen some cells and organisms can use glycolysis coupled to fermentation to produce energy from the sugar created by photosynthesis: Fermentation allows for the production of energy without oxygen using organic compounds. Fermentation produces ATP with organic compounds like carbohydrates as the electron acceptor instead of oxygen, although less than cellular respiration. Yeast and muscle cells are capable of both cellular respiration and fermentation to harvest energy. When yeast cells are in a non-oxygen placement, the cells are forced to ferment. This is partially what it means when brewers ferment there beer. Our bodies use cellular respiration, to produce ATP, as our primary source of energy during normal activity. Although when we exert large amounts of energy all at once like running sprints would do, the normal cellular respiration would be unable to keep up with the required amount of oxygen to create ATP, therefore fermentation begins to assist making ATP. Cells use enzymes as biological catalysts to increase or accelerate the rate of reactions, such as those in photosynthesis or glycolysis. This allows reactions to occur under conditions that sustain life: An enzyme is simply a catalyst; also something extra that’s only purpose is to speed a process up that would otherwise take a very long time. Our bodies have copious amounts of these enzymes whose only purpose is to speed up needed reactions and bonds between separate chemicals throughout the body. This bonding process is completed through what is known as enzyme substrate interactions. (Enzyme, 2005) An enzyme-substrate is most easily explained as being an extremely specific key whole in which only a specific enzyme has access to, allowing that enzyme to enter the key whole and pushing to molecules into one. An enzyme-substrate complex substrate undergoes a chemical reaction forming a new product. The substrate still has the ability to break away from the enzyme at this point allowing it the ability to form with a different substrate. An enzyme product is simply a solution. The eventual mating of two chemicals to bond together forms a new enzyme product. Enzyme activity is regulated a couple of different ways, one is known as allosteric inhibition and the other is known as competitive inhibition. Competitive inhibitors bind with the active site forcing the substrate to compete with it, hence the title competitive inhibition. Allosteric inhibition is when an ion bonds to something physically on the enzyme, no on the site, changing the shape of the enzyme. (Enzyme, 2005)? References Aerobic respiration. (2010). In The Hutchinson Unabridged Encyclopedia with Atlas and Weather guide. Retrieved from http://www. credoreference. com. proxy. cecybrary. com/entry/heliconhe/aerobic_respiration Enzyme. (2005). In The American Heritage Science Dictionary. Retrieved from http://www. credoreference. com. proxy. cecybrary. com/entry/hmsciencedict/enzyme Photosynthesis. (2005). In The American Heritage Science Dictionary. Retrieved from http://www. credoreference. com. proxy. cecybrary. com/entry/hmsciencedict/photosynthesis

The various changes and change management models

The various changes and change management models To survive in todays marketplace, a business must constantly examine its performance, strategy, processes and systems to understand what changes need to be made. At the same time, an organization must also understand the implications of a new business change on its employees, given their culture, values, history and capacity for change. Employees ultimately perform the new day-to-day activities and make the new processes and systems come to life in the business. Change management is about managing people in a changing environment so that business changes are successful and the desired business results are realized. Academic and professional literature propose a set of managerial practices that better support the enactment of organizational change processes (Armenakis and Bedeian, 1999; Buchanan et al., 2005; Casio, 2002; Jones et al., 2004; Kanter, 2001; Kotter, 1996; Meyer and Stensaker, 2006; Nadler, 1998; Whelan-Berry et al., 2003, among others). According to Kanter (2001) those who direct or participate in the change processes often forget these practices, which sometimes might seem obvious principles based on common sense, generating a more inefficient and sometimes chaotic process than necessary. Change preparation CMPs usually include suggestions such as the diagnosis and analysis of the organizational system and its environment, the identification of change needs, and the development of a new organizational vision (Buchanan et al., 2005; Tushman and OReilly, 1997; Whelan-Berry et al., 2003). Some authors also suggest to execute during the change preparation stage, the development of a d etailed plan of how change will be implemented, including ambitious but realistic objectives, stages to be achieved, and the timing necessary to coordinate the change project (Nguyen Huy, 2001; Whelan-Berry et al., 2003). 2.2 Change Management Models The current models of change derive from many theoretical and academic frameworks. Three leading theories, Kurt Lewin, John Kotter and Prosci ADKAR model provide helpful conceptual framework for those embarking on transformation efforts. Lewins Model Lewins approach suggests that change involves a move from one static state via a state of activity to another static state. He modeled this via a three-stage process of managing change: unfreezing, changing and re-freezing. According to Lewin in his book A Pioneer in Human Relations Research, the first stage unfreezing or opening up and examining the patterns of norms, values and beliefs that hold system together and discussing concerns about change. The second stage changing or planning the change process while continuing the ongoing communication within the system. The third and the final stage refreezing or integrating the changes to establish equilibrium of the system Lewin recognised that people like the safety, comfort and feeling of control within their environment, and that they also derive a strong sense of identity from that environment. Lewin regarded this as a frozen state and suggested that significant effort may be required to unfreeze people in order to get them to change. (Lewin, 1947) The weaknesses of the model: It emphasises more on psychological side rather than leadership, management and process improvement side. It doesnt address the strategic macro-level of change management Kotters Model Harvard Business School professor and world-renowned change expert John Kotter introduced his eight-step change process in his 1995 book, Leading Change. Figure: 8 steps of Kotters change model (1) Create Urgency Kotter suggests that for change to be successful, 75% of a companys management needs to support the change. Results of analysis and early conclusions should be thoroughly tested with informed third party opinion and a wide cross section of all stakeholders. (2) Form a guiding coalition Managing change is not enough change has to be led. By working as a team, the coalition helps to create more momentum and build the sense of urgency in relation to the need for change. Kotter recognises the importance of the emotional dimension and the energy that is generated by a mastermind groups all working together. (3) Develop a vision and strategy A drive for change without a clear focus will rapidly fizzle out unless you develop a clear vision of the future that is accompanied with a clear description about how things will be different in the future. (4) Communicating the vision Communication is everything, and Kotter maintains that as change leader you need to use every means at your disposal to constantly communicate the new vision and key strategies that support that vision. (5) Enabling action and removal of obstacles This is the stage where your change initiative moves beyond the planning and the talking, and into practical action as you put supportive structures in place and empower and encourage your people to take risks in pursuit of the vision. (6) Generating short-term wins Success breeds success. Kotter advises that an early taste of victory in the change process gives people a clear sight of what the realised vision will be like. (7) Hold the gains and build on change Kotter argues that many change initiatives fail because victory is declared too early. An early win is not enough. (8) Anchor changes in the culture Kotter says that for any change to be sustained, it needs to become embedded in the new way we do things around here that is the culture. The weaknesses of the model: It is action based and tactical and does not go far enough in spelling out the specifics of how to achieve clarity of vision and an executable strategy to get from vision to realisation of the benefits of the change initiative. It is all about organisational change and does not recognise or address the personal transition that accompanies that change. 2.3 The ADKAR Model for Change Management The ADKAR model reflects the necessary building blocks for individual change and its development was based on analysis of research data from over 900 organizations over a 10-year period. The ADKAR change model is founded on 2 basic ideas: It is people who change, not organisations Successful change occurs when individual change matches the stages of organizational change. To some extent, the ADKAR model covers the same ground as William Bridges model in that organisational change is linked to personal change. The difference is that the ADKAR model is essentially project focused and tactical in nature, whereas Bridges pays deeper attention to the scale of feelings of loss and disorientation that accompanies major organisational change. Figure: The ADKAR Model For organisational change to be successful, the following individual changes need to progress at the same rate of progress as project elements in the business dimension of change. Awareness of the need for change. Desire to make the change happen. Knowledge about how to change. Ability to implement new skills and behaviours. Reinforcement to retain the change once it has been made. Prosci describe ADKAR as a goal-oriented change management model that allows change management teams to focus their activities on specific business results. ADKAR provides a useful framework for change management teams in the planning and execution of their work, as goals or outcomes defined by ADKAR are sequential and cumulative. An individual must attain each element in sequence in order for a change to be implemented and sustained. We choose this model in our project to analyse JESA staff attitudes towards transformation because it enables us to: Diagnose employee resistance to change Help employees transition through the change process Create an action plan for personal and professional advancement during change Develop a change management plan for employees Identify why changes are not working and to take the necessary remedial steps In summary, it provides a very useful tactical action management framework and checklist. 2.4 Change management metrics Discussions to date have centred on different models for change and the need to manage change. In line with The Demming Cycle Plan, Do, Check, Act (van Bon et. al, 2008), it is necessary to check if the processes being utilised for TCM are working. To do this it is necessary to measure the processes implemented in an effort to improve them. Much of the available literature, dealing with models for managing change, defines the measure of success as being project-related rather than process-related. Prosci (2005) Maturity Model examines where organisations are relative to their management of change but does not review the measurement of the specific change management techniques as applied to particular projects. This study is focused is on putting in place metrics for measurement of the success of the change process throughout the project in an effort to enable accelerated adoption of the change management techniques. ITIL (Information Technology, Information Library) is the area of continual service improvement which aligns with the change management metrics concept and so is of relevance in analysing systems and measures put in place to see what can be learned from them and apply the learning to metrics proposed in this study. ITIL guides organisations to perform the following steps in order to improve a service: 1. Decide what you should measure 2. Decide what you can measure 3. Gather the data for measurement 4. Process the data 5. Analyse the data 6. Present and use the information found 7. Implement corrective actions. These steps are equally applicable to improving the change management metrics process by creating a set of valid metrics. One model presented by Baldwin Curley (2007) illustrates the measurement of Return On Investment (ROI) in IT. They reference the four components of a typical business case which must be considered for measuring benefits and costs of IT as presented by Tiernan and Pepard (2005). A set of surveys measured the use of change management processes, change outcomes in organizational results. The use of perceptual data to measure behavioral practices ( Huselid, 1995; Delantey and Huselid, 1996), organizational change processes (Holt et al., 2007) and organizational results (Ketokivi and Schroeder, 2004), has become a frequent measurement method in literature. Weick and Roberts (1993) argue that subjective perceptions about organizational events are crucial, since people behave in accordance with their perceptions, not in accordance with more objective data. As presented by Raineri (2009) in the Journal of Business research, he created several perceptual measures of organizational change results and organizational performance. Change strategists judged the degree of attainment of the change program objectives and deadlines with two questions, and a corresponding Likert scale ranging from 1 (not at all) to 5 (completely). 2.5 Communication and change management Only few managers obtain expected effects when they communicate strategic change to their employees. Kotter (1995) argues that transmitting vision to employees and using every communication channel possible are central elements in the success of a change. More recent research from Larkin and Larkin (1996) precise more efficient ways to present change to employees, and describe the appropriate communication channels to use. Even if managers are receptive at meetings, and understand values, vision, and mission, this process is not efficient with employees. With employees you need to communicate facts, and to present value through action, not through words. In general, half of employees believe that management cheats and lies, that is why talking about values suggests that fraud is near. Employees adhere to values only if they are convinced that those values will enable them to reach their personal goals (Larkin Larkin 1996). Larkin and Larkin (1996) suggest that groundless rumors can undermine chances of success, so it is important to choose appropriate media and to begin to communicate at an early stage in the change process to avoid misunderstandings. 2.6 Training and change management The most powerful change management strategies combine organizational change management techniques with individual change management tools to create a robust,closed-loop process. Individual change management is the process of providing tools and training to employees to enable them to manage their personal transition through change. This includes training for managers and supervisors to equip them with the tools they need to assist their employees through the change process. (Prosci,2003) The major gap in individual change management according to Prosci experts is knowledge about the change itself and the required new skills, then the appropriate solution is to develop the training plans to correct this knowledge gap. Project teams that can maintain a results-orientation are in a better position to develop and implement corrective action based on the root cause of employee resistance. The process for using individual change management tools begins with training for managers and supervisors. These front-line coaches are a critical component of individual change management. In many cases, these managers and supervisors will be the trainers for their groups when it is not feasible for your company to train every employee about change management. (Prosci, 2003) 2.7 Teamwork and change management A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. As organizations seek to become more flexible in the face of rapid environmental change and more responsive to the needs of customers, they are experimenting with new, team-based structures. (Jackson Ruderman, 1996). A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his or her strengths and minimize his or her weaknesses. Aside from any required technical proficiency, a wide variety of social skills are desirable for successful teamwork, including: Listening and questioning Respecting and Persuading Sharing and Helping Participating and communicating For a team to work effectively in the context of change it is essential that team members acquire communication skills and use effective communication channels between one another e.g. using email, viral communication, group meetings and so on. This will enable team members of the group to work together and achieve the teams purpose and goals. (Meredith, 1993) 2.8 Career and job satisfaction and change management i) Performance appraisal system: As espoused by Anthony, Perrewe and Kacmar (1996, pp. 374-5), a performance appraisal system must be well defined, corporately supported and monitored. It must also be widely communicated and focused towards achieving corporate objectives. Fischer, Schoenfeldt and Shaw (1997, p.454), conclude that performance appraisal should be used as an employee development tool to identify areas of skill and ability deficiency to improve the focus for training and development, as the possession of appropriate skills and abilities are key elements in improving individual performance. A number of authors have demonstrated that good communication between managers and their immediate subordinates serves to enhance employee satisfaction, commitment and performance (Savery Syme 1996, p. 20; Larkin Larkin 1996, Fisher et al., 1997, p. 494; Ramsay 1991, p. 10). Changing an existing performance appraisal system will not be a straightforward process as there are a number of obstacles that need to be overcome. These include the ability to provide the training and development requirement as identified during the appraisal process. In addition, there are presently a number of staff, many of whom are doctors, who do not undertake this type of performance appraisal process. When considering altering the preexisting performance appraisal system within the environment of Meadowvale Health and bearing in mind the change management issues outlined above, the mechanism suggested would involve: -Education and communication to explain the rationale behind the change process and the benefits in training and development; -Participation and involvement during the development of the new performance appraisal system to encourage ownership; -Negotiation and agreement on the final mechanism of appraisal and of the areas to be appraised to ensure alignment with the corporate direction; and -Facilitation and support during the implementation phase of the new system of the employees and line managers involved. ii) Reward and recognition system Initial consideration of reward and recognition systems could lead to the belief that they consist only to provide extrinsic motivation. Herzberg (1987, p. 118) considers that reward and recognition can provide for both intrinsic and extrinsic motivation. However, growth gained from getting intrinsic rewards out of interesting and challenging work provides the greatest influence. Motivation is an important issue in any organisation because it is involved in energising or initiating human behavior, directing and channeling that behavior and sustaining and maintaining it (Steers Porter 1987). There is no doubt that extrinsic incentives can boost performance. In a practical sense, decreased intrinsic motivation will be a concern if the extrinsic incentive is withdrawn, as the increased level of performance is unlikely to be sustained. Hamner (1987b). Some merit pay schemes may encourage poor work practices as individual employees attempt to maximise their personal gains to the detriment of the entire organisation (Hickey Ichter1997, p. 40). Rewards and recognition that the employee views as positive should improve job satisfaction and performance (Dunford 1992, pp. 84-5). What types of reward or recognition are best to increase intrinsic motivation and enhance individual performance and job satisfaction, as required by Meadowvale Health? Kovach (1987), Popp and Fox (1985) and Hede (1990) conducted surveys and provide answers to this question. They found that employees sought achievement, responsibility and growth as the highest priority for incentives in their work. A reward and recognition system that addresses these areas should produce the desired outcome. Goal setting can provide a number of these employee rewards as individual employees can negotiate desired outcomes with management (Dunford 1992, p. 82). The employee who plays an integral part in the development of these goals is more likely to perceive the outcome as being achievable and to be committed to achieving them (Robbins et al.. 1998, p. 213). Management involvement will ensure the goals are consistent with corporate objectives and that they provide challenging opportunities for the employee to use their current skills and abilities and to encourage the development of new ones. 2.9 IT tools and change management Information technology has become strongly established as a supporting tool for many professional tasks in recent years (Miresco, 1995). Computerized decision support systems can be used by project participants to help make more informed decisions regarding the management of variations in projects by providing access to useful, organized and timely information (Bedard, 2000). It is commonly evident that information technology provides enormous facilities among organizations, individuals and community. Nowadays, an organization considers IT/IS as a necessity to develop businesses, improve processes and satisfy customers needs. IT/IS, however, not only has the potential to change the way an organization works but also the very nature of its business (Galliers and Baets, 1998). Through the use of IT/IS to support the introduction of electronic markets, buying and selling can be carried out in a fraction of the time, disrupting the conventional marketing and distribution channels (Malone 1989). Indeed, IT/IS have changed the way of doing commerce from the real world to the virtual one with extremely developed details and improved processes. According to many researchers Information Technology Strategic Planning is the appropriate way to achieve organisation strategic purposes within the context of change. Strategic planning is the process of determining a companys long-term goals and then identifying the best approach for achieving those goals (Wikipedia). A study completed in 1999 revealed that less than 40% of US businesses included IT senior management in the strategic planning process. A Conceptual framework for IS strategic planning is necessary and so important for providing an accurate and valuable IT/IS planning for organisation. Based on Somendra and Cheng (1995) work, there are some basic steps to conceptualise IT/IS planning such as: à ¢Ã¢â€š ¬Ã‚ ¢ Study Internal Business Environment. The internal business environment is comprised of mission of the organization, its objectives, strategies and plans, business activities, the organizational environment, core competencies, its critical success factors and the internal value chain. à ¢Ã¢â€š ¬Ã‚ ¢ Study external business environment. This helps an organization focus attention on the forces and pressure groups it encounters. These external forces exert a very strong influence on the business strategy of an organization. à ¢Ã¢â€š ¬Ã‚ ¢ Study internal IS/IT environment. This is mainly comprised of the current and planned applications portfolio that supports the business. Those steps can be modified according to the business context in which the organization works, each steps could be revised and improved in order to have the ultimate formulation for realizing the IS strategic planning. Organizations performance will depend significantly on its IS potential, it is recognised that IS/IT now plays an integral role in the majority of business operations. However, there was an implication that any organization could achieve its business strategy by excellence in developing its strategy excellence in the sense of judicious assessment of the impact of IS/IT and precise alignment of IS/IT strategies with business strategies. How you gather, manage and use information will determine whether you win or lose (Gates 1999). 2.10 Project management and change management At the 8th conference of the International Research Network of Organising by Projects (IRNOP) Geraldi, et al., (2007) documented the motion: This house believes that we no longer need the discipline of Project Management. The PM body of knowledge as a discipline is challenged. In a static world it is accepted that these principles are valid but in the real ever-changing dynamic environment where everything changes it is argued that project management as a knowledge field should include more than just traditional disciplines. They conclude by saying that looking for the answer is a sign of the field being immature and that part of the maturity of project management research is to accept the complexity present in real life and to accept several perspectives to studying such a reality (Geraldi, J. et. al, 2008). The change management metrics is a sub element of project management but the principles discussed here in relation to application of standards by experienced practitioners is equally applicable. In the area of change management as a tool to deliver project success, there are several approaches which can be employed, that being said, the underlying concepts remain closely connected in all change management models. 2.7 Change Management Best Practices In the Change Management Best Practices study, Prosci (2005) analysed 411 companies worldwide in order to review their specific change management practices and determine industry best practices. Prosci then combined this study with similar ones from 2003, 2000 1998 and published the results. Proscià ¢Ã¢â€š ¬Ã… ¸s objective in conducting the study was to understand what methods and tools work best in the area of managing change. Prosci (2005) identified the following five key success factors in order of importance: 1. Active and visible sponsorship. 2. Use of change management process and tools. 3. Effective communication. 4. Employee involvement in the change process. 5. Effective project leadership and planning. Based on Prosci findings in 2007, participants evaluated what they would do differently on their next change management process. The findings focused on four areas: Better engagement of senior leaders as change sponsors Improved change management planning and more effective application of change management tools Dedicated resources for managing the people side of change Earlier and more personal communications with employees 1. Better engagement of senior leaders as change sponsors Consistent with the 2007 findings, participants stated they would engage senior leaders earlier and more proactively to: Ensure buy-in and alignment around the project Obtain sponsorship at the right level in the organization Enable senior leaders to participate actively as effective sponsors Study participants would have created a sponsorship plan and provided more education and coaching for their business leaders around being an effective change sponsor. They cited the need for a strong sponsorship coalition that was aligned around the vision and objectives of the project. They also stated the need for earlier and more frequent meetings with sponsors. Finally, participants cited the need to engage sponsors in the process of managing resistance with stakeholders. Early resistance management would help the project team create a consistent message and build commitment for the change.   2. Improved change management planning and more effective application of change management tools Participants cited several areas that needed improvement in their application of change management, including: Start earlier and improve change management planning Conduct better assessments of the change and of the attributes of each impacted group (improved situational assessments) Apply a standardized change management process on all projects Increase the involvement of employees in the process from the very beginning Align change management plans with project management plans Participants also indicated a greater need for change management training for project team members. 3. Dedicated resources for managing the people side of change Participants indicated that on their next project they would dedicate change management resources and a budget specifically allocated for change management activities. They also recommended careful selection of the change management team, which would become involved with the project sooner. 4. Earlier and more personal communications with employees Participants identified communications as an area for improvement on their next project. Specifically, participants stated that they would use more frequent face-to-face communications and less email. They also stated the need to build awareness around why the change was happening and to create the right level of urgency for the change. Additional suggestions from project teams included more active engagement of mid-level managers, more training available for employees and faster resolution of resistance. 2.8 Conclusion This literature review is intended as an introductory guide to facilitate understanding in the area of Change Management and from this to demonstrate the need for the investigation in the transformation plan at JESA. The body of research outlined in this literature review highlights the need of change in today organisations in order to survive in the context of globalization and competitiveness and analyses the areas investigated in the transformation plan at JESA with the change management practices. This supports the need for further research and the proposal that this thesis aims to address. From analysing the available literature it can be concluded that: There is no universal common Change management model of companies. However each company has its own characteristics (culture, values, mission) which the change model depends strongly on. The set of change management metrics cannot be provided universally to determine the success or failure of change management process The areas investigated in the scope of this project related to change management practices highlights many organisations practices relevant to their context and objectives So, it is the intent to put forward such a structured set of action plans and metrics in this thesis.

How Important is Being Earnest? Essay -- Literary Analysis

Oscar Wilde is the author of the comedic play, The Importance of Being Earnest, which is a drama about two people who hold double lives trying to be the same person. While Wilde intended for his play to have people filling the theatre with laughter he conveys a deeper meaning. By looking closely at the characters in the play readers can see everyone is very selfish or egocentric. All the events that occur between the characters happen because they are only thinking about themselves. The lives of all the characters mingle together all due to this one character named Ernest who is first created by the character, Jack, for personal benefit. Ernest is spelled different from the word â€Å"earnest† which means serious in purpose or sincerity of feelings. Wilde uses this play on words to create a satire on the morals of people during his time period. The characters in the novel do not display earnestness but disrespect. The main characters will find out that being sincere and honest is better for them than lacking respect for others. The first character readers meet is Algernon, a friend to Jack, who is preparing for his aunt, Lady Bracknell, to arrive. After a conversation with his manservant he says â€Å"Really, if the lower orders don’t set us a good example, what on earth is the use of them? They seem, as a class, to have absolutely no sense of moral responsibility† (Wilde 6). Algernon believes people of less fortune have fewer morals. For example marriage is less important. Algernon displays hypocritical characteristics because he is going to try to base a marriage off of a fake identity. Another subtle hint to Algernon’s selfishness is when he eats all the cucumber sandwiches meant for his aunt. As he is sitting there talking to Jack he... ...to build relationships. They are building the relationships based on lies and deceit rather than being earnest which would build a stronger relationship. At the end of the play all is well and the truth comes out. The characters have finally learned their lesson the being earnest is important. It is not the name that is important but their qualities as a person. The characters can now live happy, fulfilling, honest lives with their spouses. Wilde portrays how morals are important through a comedic satire. Works Cited Wilde, Oscar. The Importance of Being Earnest. New York: W.W. Norton &, 2006. Print. JACOBS, KATHERINE. "Shakespeare's MUCH ADO ABOUT NOTHING 5.4.109-18." The Explicator 59.3 (2001): 115. Literature Resource Center. Web. 4 Apr. 2012. Doniger, Wendy. â€Å"Self Impersonation in World Literature† Literature Resource Center. Web. 4 Apr. 2012

Essay --

Almost everyone seems to believe that we live in a world with objective norms; norms about we should and shouldn’t do, norms about what is good and what is bad, what is right and what is wrong. We are always interested in discussing what is morally right or objectively valued but do we ask whether anything is anyhow valued? The error theory already asked whether norms exist at all and what we may mistake as an objective value. Error theory rejects the idea that there are objective moral norms, values, and rights that are independent of us. Moral claims are generally understood to be objective and controlling. An objective claim is a claim about the way the world is, it is the truth of the world out there, independent of what people think about the world. If it is a norm says that killing is wrong, then killing would remain wrong even in civilizations that permit it or force it. To say that a claim is objective is to say that it exists objectively and does not claim anything about us. What we mistake to be an objective claim is only a personal demand but enclosed in a mistaken normative language. If we say: ‘Don’t allow abortion’, this is what we demand. But if we say ‘Abortion is wrong’, we are saying that there is some independent fact, an objective norm created not by us or by anyone. It just exists objectively. But moral claims only arise when people demand and recommend, and demands could never be objective. But what is really going on when people make moral judgments? The moral judgments we make are things we think are true, things that we think we are doing, what we intend to do. A group of persons, or even every person on earth can be mistaken about some accepted beliefs, but it makes no sense to say that all of them are... ...nk that if we are not guided by norms, we will be guided by selfish or cruel motives. We are instinctively influenced by self-interest and anger, but thanks to centuries of preparation of civilizations to respect other people, we have developed sensitive and friendly personalities. As we begin our day we normally follow laws, and we rarely think about consequences or about what norm require us to act. Our daily decisions are made of our instincts, desires, habits, feelings, and beliefs. Selfishness and normative beliefs play a small role in this world of decisions but what we end up doing is the product of countless and often imperceptible reasons. The moral error theory is not widely believed, but the error theory is closer to our common sense because it does not require us to hold on to false and doubtful claims, or to waste time arguing about our own projections. Essay -- Almost everyone seems to believe that we live in a world with objective norms; norms about we should and shouldn’t do, norms about what is good and what is bad, what is right and what is wrong. We are always interested in discussing what is morally right or objectively valued but do we ask whether anything is anyhow valued? The error theory already asked whether norms exist at all and what we may mistake as an objective value. Error theory rejects the idea that there are objective moral norms, values, and rights that are independent of us. Moral claims are generally understood to be objective and controlling. An objective claim is a claim about the way the world is, it is the truth of the world out there, independent of what people think about the world. If it is a norm says that killing is wrong, then killing would remain wrong even in civilizations that permit it or force it. To say that a claim is objective is to say that it exists objectively and does not claim anything about us. What we mistake to be an objective claim is only a personal demand but enclosed in a mistaken normative language. If we say: ‘Don’t allow abortion’, this is what we demand. But if we say ‘Abortion is wrong’, we are saying that there is some independent fact, an objective norm created not by us or by anyone. It just exists objectively. But moral claims only arise when people demand and recommend, and demands could never be objective. But what is really going on when people make moral judgments? The moral judgments we make are things we think are true, things that we think we are doing, what we intend to do. A group of persons, or even every person on earth can be mistaken about some accepted beliefs, but it makes no sense to say that all of them are... ...nk that if we are not guided by norms, we will be guided by selfish or cruel motives. We are instinctively influenced by self-interest and anger, but thanks to centuries of preparation of civilizations to respect other people, we have developed sensitive and friendly personalities. As we begin our day we normally follow laws, and we rarely think about consequences or about what norm require us to act. Our daily decisions are made of our instincts, desires, habits, feelings, and beliefs. Selfishness and normative beliefs play a small role in this world of decisions but what we end up doing is the product of countless and often imperceptible reasons. The moral error theory is not widely believed, but the error theory is closer to our common sense because it does not require us to hold on to false and doubtful claims, or to waste time arguing about our own projections.

To His Coy Mistress Essay: An Act of Persuasion -- His Coy Mistress Es

   To His Coy Mistress: An Act of Persuasion  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      In the poem by Andrew Marvell, he tries to persuade a lady of his love, that she should do as he wishes,   and give herself up for him.   In order to do so, he expresses his arguments in the poem being discussed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the second line he starts off trying to persuade her,   by telling her that she really does want to give herself up to him,   but is too shy.   He reassures her, and tells her that this does not matter, and there is nothing wrong with it, however she must look beneath her coyness.   This seems to be his main argument, along with the concept of time that is discussed on a very broad basis.   The reader is also informed of the title of the poem, and this makes it clear to the reader, and indeed his mistress, that this is all that stands between her and his love    â€Å"This coyness, Lady,   were no crime.†    the poet tries to persuade her by continuously reminding her about the problem of time.   He does this by mentioning the Indian Ganges,   and the Flood.   The Indian Ganges supposedly mark the end of time,   whilst the Flood marks the end of life as well,   but in the biblical sense.    â€Å"Thou by Indian Ganges’ side†    â€Å"Love you ten years before the Flood†    This idea of time running out is also emphasised further in the middle of the poem,   as well as right at the end.   At first he mentions that she shall not live for ever,   and the day will come where she will die,   and then they can no longer enjoy each others love.    â€Å"Time’s winged chariot hur... ...x lines of Andrew Marvell’s poem,   he brings across a certain image.   The imagine of time hurrying on,   and there being nothing he can change about it.   He tries to create an image of the two of them finding there way together,   and making the best of things.   He seems to want to suggest to her,   in an open and honest way,   that he cannot promise that their future will always be rosy,   but it should be a future and a destiny they should share.    â€Å"And tear our pleasures with rough strife†    The closing six lines paint a very harmonic picture in the readers eye,   and with it a peaceful image of two lovers going through life together,   and cherishing every minute,   until they day that they die.    â€Å"Thus,   though we cannot make our sun Stand still,   yet we will make him run.†

Changes and Improvement in Recruitment and Training

Changes and Improvement in Recruitment and Training of Business Company: With a reference to 7-Eleven Corporation Abstract Purpose – This essay aims to account for the ways in which recruitment and training deeds are changing with an instance of 7-Eleven Corporation and to point out the reasons for the main changes and improvement in the process of training and recruitment of a business company.Findings – The essay indicated that the methods of recruitment and training process of business companies or organizations, is increasingly focused on a sophisticated, objective and effective way, which adding modern training methods to the recruitment system such as e-leaning and multi-skills training. Keywords Recruitment, Training, 7-Eleven Paper type Viewpoint 1. IntroductionRecruitment and training is an essential process for business and organizations of searching for and offering potential Job for applicants in sufficient quantity and quality so that employers can obtain t he most suitable candidates to fill in their Job vacancies (Brains, M. , 2008). Nowadays, business recruitment and training has become one of the tough challenges for corporations who have realized that the future of their organizations depends on the recruitment and selection of the best among an increasing number of employees.However, it seems that attracting a large umber of applicants is still not a major problem but recruiting the right applicants is the main concern of many employers. Therefore in order to analyses the recent developments in recruitment and training sessions, this essay will present the changes of recruitment and training needs with an example of 7-Eleven Corporation. Then have a little discussion about the reasons of the main changes and how can the corporation do to improve the process of recruitment and selection. 2.The process of recruitment and training in 7-Eleven 7-Eleven Corporation is the world's largest operator, franchiser, and licensor of nonviolen ce stores, primarily operating as a franchise, with more than 50,000 outlets located in 16 countries (Wisped, 7-Eleven, 2014). Based on its large market and business expansion, 7-Eleven needs to recruit thousands of employees every year. 7- Lenten Company owns a very professional training system. Normally most employees are begin recruited in November and their selection processes run in the Spring for a period of a few months.Within this period of time, the applicants would be strictly demanded with their professional skills. Take the retail employee training f 7-Eleven as an example, training of frontline retail employees falls into three main categories: (1) Operational. (2) Customer service. (3) Leadership (Irreproachableness. Com, 2014) Operational training is the most essential part to the business operation, which includes how to operate a cash register, how to inventory merchandise shipments, how to make a super hamburger, etc.Customer service training is aiming at providing employees with product knowledge as well as relationship and selling skills. Subjects often include how to handle troublesome customers and how to suggest appropriate add-ones to the purchase of particular product. Leadership training gives select individuals the business and relationship skills they need to advance in- to managerial positions (Wisped, 7-Eleven, 2014). 3. Ways in which recruitment and training needs are changing In the few five years, (Youth, 2014), the training process of 7-Eleven had individually changed.In order to gain a more competitive position in products sales marketplace, the business recruitment department of 7-Eleven has eagerly adopted computer-based training or â€Å"e-learning†. Take a food production department as an example, on average, it might take eight hours of training before an employee becomes productive. However, employees are taught to reduce those eight hours of training to six hours through some e-learning and other electronic Job aids on the Job, which lead to gain productivity and reduce training costs. It's exactly the kind of e-learning that I think is most effective,† says Schooled (Youth, 2014), â€Å"It's learning that's needed, and it's put into practice immediately. † Another interesting research (Brains, M. , 2008) notes that, there is an increasing number of employers tend to expect newly applicants to have good transferable skills, as well as former working experience, rather than only excellent academic grades. 4. Reasons for these changes (1) It is obviously showed that the development of e-learning lessons for the training program is partly because of the widespread use of new technology (Irreproachableness. Mom, 2014). The internet started to dominate the process of recruitment as more and more business companies used the internet for advertising vacancies, testing online and even online purchasing. (2) Secondly, the purpose of emending of transferable skills for newly employees i s to develop their multi-skills including communication skills, problem-solving ability, IT skills, etc,. (3) Further more, instead of higher education qualification or fantastic academic grades, the relevant working experience is highly concerned to the recruitment and training process.For instance, the retail training in 7-Eleven, if an employee used to have a Job in other convenience stores or work as salesmen, it would be quite essay to catch the new position in 7-Eleven. The only thing for him might be acquainted with the new reduces. 5. Improvement of recruitment and training process (1) Firstly, with the growing tendency to the needs of computer technology, the most popular method of recruitment is the internet learning session (Berger, Z. , 2008). The employers encourage e-mail applications, online applications and even online testing.Each above could be a effective way to exam the employees about IT skills. (2) As to the needs of working experience and flexible skills for t he employees, a further improvement indicates that the employers can take the training strategy of â€Å"transfer he position†, which means an employee would be trained in different departments of equal time period. The employees would be dramatic benefited from various types of work. Meanwhile, the company they served would also have a better observation of the employees of what the perfect position for each individual. . Conclusion The analysis has shown that the methods of recruitment and training process of all employers, regardless of organizational size or business type, is increasingly focused on a sophisticated, objective and effective way. Comparing with the type or level of lubrication acquired, many employers become more interested in the transferable skills of applicants (such as communication skills, problem-solving ability and learning capability). Therefore, the recruitment and training process has become more practical, rather than theoretical.

Difference in Metaphysics Between Aristotle and Kant

What is the central difference between metaphysics as Kant conceives it, and metaphysics as Aristotle conceives it? Argue in support of one or the other view. Metaphysics is usually taken to involve both questions of what is existence and what types of things exist; in order to answer either questions, one will find itself using and investigating the concepts of being.Aristotle  proposed the first of these investigations which he called ‘first philosophy’, also known as ‘the science of being’ however overtime his writings came to be best known as ‘Metaphysics’ in which he studied being qua being with a central theme of how substance may be defined as a category of being. Kant who is a nominalist criticized both Aristotelian and therefore realists’ ideas of metaphysics by suggesting that they seek to go beyond the limits of human knowledge.Furthermore Kant argued that the structure of the world as it is in itself is unreachable to us; me taphysicians must be content to explain the structure of our thinking about that world. In this essay I will examine the two main exponents of such a doctrine in favor of realists by looking at the main differences of Metaphysics as Aristotle and Kant conceive it, which is centered on the all important question of whether metaphysics is a science of mind or of being.There have been disagreements between philosophers about the nature of metaphysics; Aristotle sometimes characterizes the discipline as the attempt to identify the first cause or better referred to as the unmoved mover and other times as the very universal science of being qua being. It is however important to remember that both of these characterizations identify one and the same discipline. On the other hand the empiricists and Kant were critical of both Aristotelian and rationalist ideas of metaphysics, by arguing that both disciplines seek to exceed the limits of human knowledge.Kant argued that the structure of the world as it is in itself is inaccessible to us and that metaphysicians must be content to describe the structure of our thinking about that world. Realists such as Plato and Aristotle maintain that for language to even exist there must be some universal quality to phenomenon. To elaborate, human beings do not discuss each object as a completely independent entity to be analyzed but rather draw comparisons to other known objects to compile a series of properties to categorize it.Nominalists, on the other hand, while not denying that humans group things together by virtue of certain qualities, maintain that this is simply a convention of language based on people's perception of them. Just because two objects share the same perceptible quality does not necessarily warrant grouping them together in any real way; it's simply a human way of making sense of reality through the senses. As soon as one asks the most basic questions of ‘what is Aristotelian Metaphysics? What study does A ristotle believe himself to be undertaking in these essays? you find yourself, baffled immediately. ‘Metaphysics’ is in fact a compilation of a number of Aristotle’s writings that later on editors put together. It has a central theme of an inquiry into how substance may be defined as a category of being. Book Gamma appears to start on characterizing something which Aristotle calls ‘the science of being qua being’ and then goes on to a discussion of the principle of non contradiction. â€Å"There is science which investigates being qua being and the attributes which belong to this in virtue of its own† (Warrington, 1956, P116).In order to study being qua being, one has to simply study those qualities which hold of entities in virtue of the fact that they are entities. What sort of attributes are qualities of entities qua being? Aristotle insists on unity or oneness as such a feature, on the grounds that everything – everything which exis ts is one thing. However Aristotle’s characterization of the subject raises a few doubts: why is there a need to restrict logic to entities? Is the word ‘qua’ appropriate? No doubt each entity is one thing but is it one thing qua being, or insofar as it exists?Although book Epsilon is rather brief, it shows a return to the science of being qua being and also passes some remarks on truth. â€Å"If there any immovable substances, then the science which deals with them must be prior, and it must be primary philosophy† (Loux, 2006, p14). This shows that the immoveable substances are divinities. Book Zeta appears to restrict our subject matter in a rather different way: ‘the question which, both now and in the past, is continually posed and continually puzzled over is this: what is being? That is to say, what is substance? This question defines the nature of Aristotle’s inquiries, at least for a large part of the Metaphysics, and it thus offers a f ourth account of the study or science of metaphysics. â€Å"The science of first principles, the study of being qua being, theology, the investigation into substance – four compatible descriptions of the same discipline? Perhaps there is no one discipline which can be identified as Aristotelian Metaphysics? And perhaps this thought should not disturb us: we need only recall that the metaphysics was composed by Andronicus rather than by Aristotle.But the four descriptions do have at least one thing in common: they are dark and obscure† (Ross, 1996, p174). Books Zeta, Eta and Theta, together form the central part of the Metaphysics, with a focus on their general topic ‘substance’: its classification and relation to matter and forms, to actuality and to potentiality, to change and generation. According to Aristotle, there is one kind of being which is in the strictest and fullest sense, substance. What we don’t see in Metaphysics is Aristotle treating the categories as a whole.The substance is the whole thing, including the qualities, relations etc which form its essence and this can exist apart. Secondary substances being universals, cannot according to Aristotle’s own doctrine exist apart, but must be supplemented by the special qualities of their individual members. Substance is prior in definition; in defining a member of any other category you must include the definition of the underlying substance. Substance is prior for knowledge; we know a thing better when we know what is than when we know what quality, quantity or place it has.In this realist point of view substance is evidently being thought of not as the concrete thing but as the essential nature. And this double meaning spreads through Aristotle’s whole treatment of substance. The existence of substance and the distinction between it and other categories is for Aristotle self-evident. Kant on the other hand seems to suggest that the necessity for metaph ysics is a psychological one, arising out of men’s desires which is the main difference between Aristotle and him; however I would argue against Kant that this is not the case and it is a logical necessity.It arises out of the mere pursuit of knowledge thus that pursuit, which we call science, is an attempt to think in a logical and systematic manner. This involves unraveling the presuppositions of our thoughts. Furthermore it involves discovering that some of them are relative presuppositions which have to be justified and that others are absolute presuppositions, which neither stand in need of justification nor can in fact be justified; and a person who has made this discovery is already a metaphysician.Kant intends to defend metaphysic and scientific knowledge by providing an accurate analysis of human reason. His theory is based on his discovery of synthetic a priori knowledge, judgments that are both informative and necessary. However I would argue against this nominalis t point of you as there’s a problem with explaining how much judgment should arise, as well as to give an explanation of their truth.In other words The Critique of Pure Reason argues that the necessary metaphysical principles underlying all hypothetical knowledge originate in the pure forms of feeling and the intellect. Furthermore In Kant’s point of view, there are no universal concepts underlying reality, simply the phenomenon in front of us. Realists, on the other hand, maintain that all things that share the same property — for example, greenness for all things with the color green — are therefore linked by this property. Sharing this property implies possession of the same universal form.Nominalism posits that what is perceived is what exists in reality, whereas realists view a perceived object as the manifestation of a universal concept. Consequently, perception is not a one-to-one process of seeing something as it actually exists, but a synthesis o f the underlying concept and real phenomena. Kant wrote the Critique of Pure Reason not as a piece of constructive metaphysical thinking, but it was placed before the public in order to move away from errors which had obstructed and did obstruct metaphysical thinking.In his preface, he argued that his view of Metaphysics is concerned with God, freedom and immortality; however as well as dealing with these subjects, it also signified an inquiry to which men could never be indifferent and which they would never renounce thus the question was no longer about whether people should have metaphysics or no metaphysics but whether they should have good metaphysics or bad metaphysics. He also argued that metaphysicians were to blame for this state of things and that a sounder metaphysics was not to be looked for until those errors had been cleared away. Kant’s way of accommodating both the Aristotelian and Newtonian world pictures alike- both natural teleology and natural mechanism is to ground both in the necessary possibility of rational human nature. According to Kant, the natural world is an objectively real material world in which human persons actually do exist, and consequently in which human persons must also be possible† (Hanna, 2006, p15). Kant’s point is that if metaphysical knowledge is possible, it will share some of the distinctiveness of logic.For Kant, any science must be based on necessary principles as one would not be able to be certain of what theories are true if scientific principles were only contingent. However unlike logic, which is purely formal, metaphysics has content because it is the science of reality. For Kant, The Laws of logic are not absolute or universal they are in fact left with everything else knowable as phenomenal. ‘Nominalist is true’ and ‘A and Not A, cannot both be true’ are both true statements but only and only because this is the way our subjective minds structure and condition reality.They can never true in the universal and absolute sense without this phenomenological caution. For Kant these statements are not necessarily true (though it may be) outside of phenomenal experience. There is no question that Kant intends his theory of pure concepts to replace Aristotle’s theory of the categories. In his categories, Aristotle identified ten classes as the fundamental ontological types under which all things fall: substance, quantity, quality, relation, place, time, posture, state, action and passion.He thought that things falling under all categories could be subject of essential predications, but only substances can keep their identities while undergoing change in time. In general the categories express metaphysical principles that set limits on meaningful discussions. Kant’s idea of categories differentiated from Aristotle’s in the sense that, he argued rather being empirical, in order for the categories to be successful, they must sho w that the concepts are pure and have originated in understanding rather than sensibility.In addition the list must include only fundamental concepts, and it must be systematic to ensure completeness. Kant believes it is possible to obtain a complete list because pure concepts express functions of the understanding, thus the key to a complete list is to assume that the understanding has one function. It can be argued that this method is an improvement over Aristotle’s who merely conducted an empirical survey of concepts, which can never guarantee the systematic completeness of the list. In Aristotle’s case it is unclear whether he saw it as a doctrine about things and their basic properties or about language and its basic predicates; whereas  Kant  quite explicitly used his categories as features of our way of thinking, and so applied them only to things as they appear to us, not as they really or ultimately are† (Barnes, 1995, p75). In conclusion Aristotle a nd Kant’s metaphysics differentiate in the sense that one is arguing in favor of realism and the other is arguing in favor of Nominalism.Although there is no doubt that both ideas have faults, the account I agree the most with is indeed Aristotle’s conception of metaphysics as it focuses on the logical necessity of metaphysics rather than psychological. The main differences between the two accounts can be seen in their treatment of perception, treatment of universals and treatment of language. Bibliography Ackrill, J. L. 1995. Aristotle. London: Routledge. 161 Allison, H. E. 2012. Essays on Kant. Oxford: Oxford University Press Barnes, J. 1995. The Cambridge companion to Aristotle. Cambridge: Cambridge University Press Buroker, J. V. 2006.Kant’s Critique of pure reason: an introduction. Cambridge: Cambridge University press. Page 8 Collingwood, R. G, 1966. An essay on Metaphysics. Oxford: Oxford University Press. Hanna, R. 2006. Kant, Science and Human Nature. O xford University Press: Oxford. Loux, J. 2006. Metaphysics a contemporary introduction. London: Routledge Ross, D. 1996. Aristotle. London: Routledge Shields, C. 2007. Aristotle. London: Routledge Gardner, S. 1999. Kant and the Critique of Pure Reason. London: Routledge Smith, N. K. 2007. Critique of Pure Reason. London: Palgrave Macmillan Warrington, J. 1956. Aristotle’s Metaphysics. London: J. M. Dent & Sons