Essay about Digital Crime Theories

Essay about Digital Crime Theories Essay about Digital Crime Theories Digital Crime Theories David E. Taylor Strayer University CIS 170 Professor Chad Cox May 24th, 2015 Digital Crime Theories For the past one hundred years, researchers have come up with many theories regarding crime, as well as the reasons individuals commit crime. In the past several years, more and more researchers are trying to apply the same concepts from the theories to digital crime (Taylor, Fritsch

10 jobs with the highest divorce rates

10 jobs with the highest divorce rates We work because we have to, and also to make life better- jobs afford us the income we need to survive, in addition to hopefully offering some level of personal fulfillment. Unfortunately, work can also have negative consequences that spill over into our personal lives. One of the worst side effects of a job is when it interferes with marriages, and certain jobs are more likely to lead to divorce than others. The following 10 jobs have the highest divorce rates, and you may be surprised by some of the results. 1. Dancer/ChoreographerBelieve it or not, dancers and dance choreographers are the professionals most at risk for divorce. The intimacy of dancing often leads to extramarital affairs between co-workers.2. BartenderLess of a shock is that fact that a large number of married bartenders split up with their spouses. Just think about it: a workplace in which people gather to hook up + heavy doses of free-flowing alcohol = a recipe for disaster for some people.3. Massage TherapistWha t’s more intimate than swaying together on the dance floor or sharing a shot at the bar? Well, touching another person’s unclothed body comes to mind. That’s the job description of massage therapists, so it is unsurprising that their marriages tend to break up.4. Gaming Cage WorkerBeing a gaming cage worker involves conducting financial transactions at casinos. Casinos attract clientele who enjoy the edgy entertainments of gambling and drinking, and such people may be more likely to engage in the equally risky pursuit of infidelity. Gaming cage workers have the extra enticement of dealing directly with money, which is a major turn on for a lot of people.5. Extruding Machine OperatorsAn extruding machine operator works on an assembly line. One theory is that this repetitious, alienating, and highly unstable work causes a psychological disconnect in workers that can lead to divorce. It is also low-paying work performed by people with relatively little education, w hich can also be factors in unstable marriages.6. Gaming Service WorkerNow we return to the casino for another job that often spells trouble for marriages. Gaming service workers tend to get divorced for the same reasons as gaming cage workers. They are possibly slightly less at risk since gaming service workers are not actually involved in the exchange of money, though there is more direct contact with other people.7. Factory WorkerLike extruding machine operators, factory workers perform repetitive, low-paying work that does not require a higher education degree. Such people are likelier to get divorces than highly educated, financially stable individuals who get to perform more intellectually stimulating and personally fulfilling work.8. Switchboard OperatorSwitchboard operator may seem like a decidedly old-fashioned job, but these folks who direct our phone calls are still around in great enough number to register in divorce-rate censuses. The stress of switchboard work is a maj or factor in the high divorce rate of people who perform this rapidly disappearing job.9. Nurse/Health AideWorking as a nurse or health aide comes with the dual issues of being highly stressful and extremely intimate. The long hours involved in such work can put a major strain on a marriage, and the close contact between worker and patient can lead to infidelity.10. Entertainer/Performer/Pro AthleteYou may have expected entertainers and pro athletes to take the top spot on this list since no one receives more attention for getting divorced than entertainers and athletes. Of course, no one receives more attention for doing absolutely anything than entertainers and pro athletes. Nevertheless, these are jobs that involve spending weeks or months away from home and being on the receiving end of adulation from fans who often have more in mind than snagging an autograph.

Race and Representation -Media Analysis Essay Example | Topics and Well Written Essays - 750 words

Race and Representation -Media Analysis - Essay Example These image representations fall under sub-genre of exploitation images (Fanon, 1986). The degree of representation in these images is highly detailed. It is explicit that the human figure of the drawing has been based on a live model hence it is â€Å"a life drawing†. The aspect of color plays an important role in ensuring that the recipients get the right information. Color has been used to distinguished blacks from whites. The element of aesthetic has also been used. In the first two images, the blacks are revealed to be ugly whereas the whites are portrayed as beautiful. Lighting has been used to reflect the location of this incident (Snead, 1994). Ideological critique of the Images These are stereotyped images of blacks that are found in the national archives of developed countries of the west. According to Bonnett (2000), such images were dominant in European culture especially during the era of Western imperialism. The images negatively represent the blacks as a way of undermining their humanity. It is the concept of whiteness that contributes to the belief by many whites that blacks are naturally deviant people. Black males have been mythologized as hyper-sexed. This is reflected particularly by the first two images where blacks are stereotyped as animal-like entity (Gates, 1999). The whiteness concept treats whiteness as a social construction. The concept is cultural property that has been used to undermine the rights and privileges of the blacks. The concept has been used to provide symbolic privileges to the whites as portrayed by the images. The conception of the beauty is tied the whiteness and explicitly exclude the blacks as indicated in the images (Bonnett, 2000). The images have been used to reveal gendered social framework within which the relations between the blacks and the whites has been taking place. From the images, black femininity has been devalued. The images show that black male go for white female hence privileging white femi ninity (Carrington, 2002). From ideological perspective, whites perceive black people as sub-human. The image representations mean that blacks cannot easily attain standards of morals. The belief that blacks are animal-like is portrayed in their biological make-up through the image comparison of black male with primates as portrayed in the first two images. Whites believe that black people are the most degraded human race. The approaches commonly used by these individuals are similar to those of wild beasts and their intelligence is low enough to fit in the social systems (Watkins, 2004). The question racism has been inherently portrayed by the image representation of black masculinity as a sexual threat. The image is connected with a vast range of issues concerning gender and sexuality. They powerfully demonstrate gender dynamics as fundamental aspect through which whites can secure and maintain imperial enterprise. The images show close connection between domination of black peopl e and sexuality thus explaining the lynching that commonly takes place in the west. According to Coleman (2005), many blacks were lynched in the 20th century especially in the United States of America. Majority of these cases occurred on accusation of blacks for rape activities. The image representation of the blacks in these circumstances sought to portray the character of black communities as negative. During and after World War I, black males were

The Lungs Research Paper Example | Topics and Well Written Essays - 750 words

The Lungs - Research Paper Example The lungs are composed of a substance which is light, porous, have a spongy texture and are highly elastic. The surface has many polyhedral areas. The lungs are heavier in a male than in a female; the left lung is smaller than the right one in order to accommodate the heart. The lungs can be examined in terms of an apex, a base, three borders (anterior and inferior) and two surfaces (Costal and mediastinal). Each lung is conical in shape and is divided into lobes by interlobular fissures. The left lung is divided into the left superior or upper lobe and the left inferior or lower lobe. The right lung is divided into the right superior lobe, the right middle lobe and the right inferior lobe. Each lobe is further divided into pyramidal bronchopulmonary segments: ten in the right and eight in the left one. The root of each lung or the hilum connects the lung to the heart and the trachea. According to Gray (1918), â€Å"the bronchus, the pulmonary artery, the pulmonary veins, the bronch ial arteries and veins, the pulmonary plexuses of nerves, lymphatic vessels, bronchial lymph glands, and areolar tissue enter and leave the lungs through the root†. The trachea, or windpipe, reaches the thorax and is divided into the right and left bronchi. In the lungs the bronchi divide into large ventral and small dorsal branches. The bronchi are divided into smaller bronchi and bronchioles. Each bronchiole further splits into two or more respiratory bronchioles connected to alveolar ducts which, in turn, are connected to a cluster of small alveoli or air sacs. The pulmonary artery, the pulmonary veins, and the pulmonary capillaries supply deoxygenated blood to the lungs and remove oxygenated blood. The bronchial arteries and the bronchial vein supply oxygenated blood for the nutrition of the lung itself. All these arteries and veins enter and leave the lung through the hilum, as do the lymphatic vessels of the lungs. Pulmonary nodes, bronchopulmonary nodes and tracheobronc heal nodes are present. The lungs are supplied with nerves from the anterior and posterior pulmonary plexuses which have small ganglia on them. (Gray, 1918). The function of the lungs is to provide a continuous gas exchange between the inhaled air and the blood in pulmonary circulation. Oxygen is supplied and carbon dioxide is eliminated by exhalation. The exchange of gases takes place through simple diffusion: oxygen diffuses from the alveoli into the blood and CO2 diffuses from the blood into the alveoli. This diffusion requires a concentration, or pressure, gradient. The concentration of oxygen in the alveoli is kept higher than in the blood and the concentration of CO2 in the alveoli is kept lower than in the blood by the breathing of fresh air into the lungs. This breathing mechanism is generated by the respiratory muscles: the exterior intercostals located between the ribs, and the diaphragm which is a sheet separating the thorax from the abdomen. During inspiration the interc ostals and the diaphragm contract, the dimension of the thoracic cavity increases, air pressure in the lungs decreases and becomes slightly negative as compared to atmospheric pressure. This causes the air to move from the atmosphere into the lungs. During exhalation the muscles relax, lung volume decreases, pressure in the lungs increases and air is exhaled. The surface tension on the walls of the alveoli caused by water molecules is reduced by the pulmonary surfactant produced by the lungs. The exchange

Art History French Revolution Analysis Essay Example for Free

Art History French Revolution Analysis Essay A very distinct difference between A and B, is that A shows that Napoleon in a different light, as a power hungry and power crazed man and the phrase â€Å"..absolute power corrupts absolutely..† applies very perfectly in this painting. His paintings have evolved from the purpose of propaganda for the revolution and promoting his image as a hard-working and patriotic man to promoting his power, wealth and less than subtle military process in this painting, and it also shows a rather discrete relation to the paintings that the Bourbon Kings may have commissioned to have been painted for them. Painting B was painted in 1804, before Napoleon became corrupted with the power and wealth that comes with his position and interprets his character as a hard-working man, with equality to others. Painting A was created in 1806 two years after painting B, and it confirms the results of his corruption and changed character and perspective. B shows Napoleon with the attributes previously stated, a hard-working and patriotic man. This painting shows that he is hard working by painting him in his study, thus perhaps suggesting that he had a decent and educational upbringing. Another aspect in this painting that shows that he is hard-working is that his right hand is on a stack of papers on the Napoleonic Code that he perhaps just finished writing, showing that he is different from the Bourbon Kings, who could not and would not do any administrations. B shows that Napoleon is patriotic because of many reasons. One, being that his clothing colour is one of the patriotic colours of France (red, white and blue are the patriotic colours of France). Two, being that in the background there is a window overlooking Paris, the rebuilt Notre Dame in particular implying that he is with the people and for the people and of the people. Three, being that his sword hung beside his hip to show that he is always prepared to defend his country against any menaces. Painting A’s style is very different style from painting B. Painting B is rather modest and using rich colours, but has less luxurious texture than painting A gives, whereas painting A uses even more magnificent and rich colours and the texture of his clothing and accessories are even more lavish than painting B. we can see a difference in Napoleons face as well, in this painting, his face looks like it has been caked with white powder, much like the Royals used to do, and his face is also much more expression-less than painting B. B at least shows some degree, although quite small, of emotion. His face portrays a rather serious emotion. The angle of which we view the Napoleon has also changed quite drastically and contradicts one of the Napoleonic Codes that he himself created. In B we are looking at Napoleon on an equal level, showing that although our statuses may not be the same, we are still equal, one of the most important things that the revolution strived to achieve, Egalite (equality). However, in Painting A we are gazing at Napoleon who is sitting above us, on a throne with a range of royal and exquisite items. The change in position clearly indicated the sign of his corruption and the nullification of one of the codes that he created for the people which was that all people shall be treated equally. In this painting we look above to see him, as if he is of a higher class than the people of Paris, above them. His clothing difference is also very dire as well. His clothing in painting B is modest, and thoroughly middle-class while also representing his support in the Revolution by wearing a Revolution colour (red). The texture of the fabric seems to be rather harshly depicted in the painting, which perhaps was meant to show that he did not spend an unnecessary amount of money buying an over-excessive amount of clothing and other various luxuries like the Royals and the upper-class. The fabric of his clothing is painted in a much more overgenerous manner in painting A than painting B. David paints his fabric with sinuous lines and rich colours. The clothing that he wears in this painting shows his corruption, that he has spent the unnecessary and excessive amount of money for such luxuries. Another sign of his corruption shown in his costume is the crown that he wears on his head. Crown, symbolizing royalism. Crown, symbolizing that he fancies himself the King Of France, after all the codes that he has created to distill the peoples fears of a dictator, a dictator was still what they have received. He may not obviously be flaunting that he is in fact dictating, but he is still dictating in a more indistinct fashion. He uses clever manipulations of thoughts and opinions about him by a clever use of marketing strategies, which enhances his image and persona and most importantly his rule.

Why Study Ancient World Cultures :: Ancient World Culture

Why Study Ancient World Cultures? Why study ancient cultures? You might feel that the question is moot: students do study and will study ancient cultures; such study is an expected part of a tradition of intellectual development. The response to the why of the initial question is a matter of tradition, if not fact. A study of the ROMAN EMPIRE, a reading of Greek philosophy and literature, a look at the PYRAMIDS OF EGYPT -- these are all accepted parts of a Western education, aren't they? Probably so: even today, in the plurality of approaches to the study of history and to the study of cultures, people talk about PLATO or DANTE or Krishna or Mohammed. But there is an important proviso: How you approach ancient cultures (or any other culture, for that matter) and how you conceive of the people of such distant worlds are of paramount importance. At this point, you might ask yourself these two additional questions: Do we study these cultures because, to some extent, all cultures share certain characteristics? Does our own culture reflect aspects of these other cultures? The answer to the first of the two questions has historically been found in a discussion of universality. Consider, for a moment, the case of Arjuna in The Bhagavad Gita. You might well ask how the battle that Arjuna holds off while frozen on his chariot relates, for example, to contemporary battles in World War II. Convinced that his relatives will die in this life only to be reborn in another, Arjuna can reluctantly permit the carnage to begin. No such choice is left to Schindler (featured in Spielberg's film Schindler's List), on the other hand, whose intervention on behalf of Jews saved many people in this life. The danger in looking for universals thus consists in reformulating other, possibly alien, views to fit our own. We must always guard against the assumption that other people think as we do -- or that they should. Arjuna speaks within the context of one culture; Schindler acts within the confines of another. The differences among cultures are of greatest interest here, and reading about ancient cultures is thus reading about other people whose lives were surely different from our own. The social organization of Socrates' ATHENS -- where a gimpy-legged man could hobble around interrogating citizens at will -- differs profoundly from today's world beset with modern media whereby people rarely get to see or literally hear their critics.

Logistics and E-Business in Dell Inc.

Introduction This brief purports to provide a critical evaluation of planning and organising efficient operations and networking. It also aims to analyse the problems associated with the control of component activities and quality. In particular, the critical discussion is centred on the effect of process technology and e-business on Dell Inc., evaluating such effect on its logistical and operational capability. Dell Inc. is a computer company founded in 1984, which became a market leader in the worldwide selling of personal computer products and services. It adopts a simple concept of direct selling of computer systems to customers, which enables it to establish every system to order and offer preconditioned systems for customers at well-competitive prices. Compared to its competitors, the company is able to introduce latest technology more rapidly, utilise supply chain techniques and customer-centred manufacturing, and provide an average of four days for inventory turn-over. This process has resulted in a ratio of 1:5, in which a Dell computer is being sold worldwide for every five standards-based computer system (Rushton and Walker, 2007). Dell also made a report in 2006 that 44 per cent of its sales came from the US, and its revenue in China grew by 29 per cent. Additionally, an 18 per cent increase was experienced for its shipments in Europe, Africa, and Middle East. It was able to maintain its number one position in the US market for personal computing, in which it recorded a market share of 32 per cent. In 2006, Dell opened 14 new manufacturing and development facilities vis-a-vis maintaining significant investments in the US, China, and Germany, amongst others (Rushton and Walker, 2007). Process technology and e-business in Dell Before directly addressing the effect of process technology and e-business on Dell Inc., it is deemed necessary to clarify the concept of e-business. According to Harsono (2014), e-business refers to as a set of business models and practices enabled by Internet technologies whose emphasis is on networks of customers, suppliers, and productive capabilities, pursuing an aim to continuously improve the performance of supply chain. E-business is a powerful concept in that it enables the adoption of the Internet in establishing integrative relationships amongst members of the supply chain. Chen and Popovich (2003) noted that Dell‘s example of customer relationship management exemplified success in combining information technology (IT) and front-and-back office operations. In addition, Dell adopted a build-to-order e-business design, which featured a rapid cycle of product development (Harsono, 2014). Moreover, Dell was amongst those who initially established a customer-driven configuration capacity for personal computers (Harsono, 2014). It established a web of components manufacturers and IT providers for its successful direct marketing system (Sushil, 2013). With the absence of retail stores and through call centers and phone orders, the company adopted a build-to-order assembly model through which it receives orders. Its website made a strong influence on software applications of its own customer service representations to establish a self service web application that enables customers to produce their own custom orders for personal computers. Dell allowed customers to explore a number of computer configurations with the use of a ‘choice board’ capability, showing price differences for components that customers intend to include in their order. This PC order is then submitted through the website ecommerce, translating the order data into a design, ordering the co mponents, and electronically scheduling the proper resources to complete the order (Kurbel, 2013). Customer demand is also integrated from direct-sales channel that is linked to its back-end supply chain (Harsono, 2014). The company is able to pursue an effective integration and implementation of e-commerce and supply chain management Noteworthy is the fact that Dell serves as a strategic supplier to British Airways, in which the former supplies desktops and notebook computers to the latter’s purchasing agents. Dell enables British Airways to buy and track orders to a Dell website that adopts customisation for the user’s needs. The airline has adopted Dell’s e-procurement tools on its intranet, allowing authorised staff to make PC purchases through a portal that is directly connected to Dell’s system (Harsono, 2014). Not only does Dell support its business customers with e-procurement tools, but it also utilises e-commerce for its own e-procurement. It was able to develop a specific e-procurement model aimed to be shared with its business partners. One feature of the model is the conduct of bids using electronic tendering, which Dell also uses when buying product components. Through Dell’s adoption of process technology and e-business, it is able to communicate and collaborate with a range of business partners. Its build-to-order capabilities allow it to pursue significant improvements in its demand planning and accuracy of factory execution, reduce the time entailed in order and delivery, and improve customer service. It is worthy of note that Dell also partners with Accenture to create and foster a high-performance supply chain solution for planning and design execution. Its factory scheduling and demand-planning capacity and inventory management also became automated, through informat ion technology utilisation and adoption of e-supply chain models (Harsono, 2014). Dell’s supply chain has been cited by several researchers as a model of excellence, which is made possible through a closed-loop supply chain and logistics techniques. Dell utilises a variety of techniques that maintain build-to-order operation. It has an assortment of process maps within its forward and reverse supply chains. Dell’s example suggests a need to provide emphasis on supply chain efficiencies in order to build customer value and carefully investigate its capabilities prior to the implementation of any specific collection of logistics approaches similar to its supply chain operation (Kumar and Craig, 2007). In addition, Dell is constantly adjusting and improving its processes over time, in which its business model consists of working directly with customers and providing better value (Teece, 2010). Dell organised its value chain around the choice of products that it sells through its distribution system whereby it enables developing efficient capabilities on selecting the specific products to produce. Certainly, the whole strategy is reliant on available suppliers who are able to produce at highly competitive prices. It must be noted nonetheless that Dell did not bring significant enhancements to the technology of personal computers but is noteworthy for its combination of innovations of both suppliers and its own distribution systems in delivering compelling value to its customers (Teece, 2010). An important point as well is that Dell does not utilise the Internet to create a marketplace; rather, it uses the Internet to exchange information on demand and inventory with its suppliers, thereby allowing suppliers to produce proper production levels and aid Dell’s supply chain towards improved complementariness of its supply and demand (Chopra and Van Mieghem, 2000; Harson o, 2014). By being a virtual IT department apart from being a PC vendor, Dell tracks all corporate-wide purchases vis-a-vis giving customers the convenience to order anytime at any place. Indeed. Dell has relied heavily on a few suppliers that also function as long-term partners (Chopra and Van Mieghem, 2000). Just-in-time production is implied in Dell’s logistics process, in which expected administrative problems related to large numbers of individual orders have been superseded by information technology. Dell has epitomised this move towards the system of building products to order and shipping them to the customer. It is important to note that the company has integrated its computerised management information system with its logistics software to aid the analysis of purchasing and selling of products. Further, e-logistics allows Dell to view the big picture by capturing data for procurement, in which logistics-generated data are being sent to strategic decisions formulated by other aspects of the organisation. Apparently, the Internet has provided Dell real information of supply and demand, rather than a merely forecast one. E-logistics likewise enables a closer integration of Dell’s internal business systems with web-based functions, allowing the facilitation of collabor ative solutions in the supply chain (Joseph, 2005). The company continues to integrate the Internet into its whole business process, such as procurement, online sales, and relationship management (Chou et al., 2004). Impact of Process technology and e-business on Dell The effect of process technology and e-business for Dell is increased customer value, in which the company enables to keep its retail customers to come back, helping the company to drive sales to more than $55 billion in 2004. Additionally, Dell utilises e-commerce to provide real-time information to its suppliers in the supply chain. In this regard, suppliers utilise this information to adjust their production time, in which they only produce the adequate components for Dell’s needs and adopt an appropriate mode of delivery to enable these products to arrive just in time for production (Ross, 2011). It must be noted also that the strong impact of e-business in Dell’s supply chain enabled it to deal with its more than US$ 100 million losses through a best practice example of impeccably incorporating e-marketing and supply chain management to boost its processes (Harsono, 2014). With Dell’s utilisation of e-business and process technology, the effect is its revolu tionisation of the business model in its core geo-product sphere with its manufacture and marketing of personal computers. Its adaptability and flexibility allowed Dell to acquire wealth by leveraging its revenue, utilising alliances to develop the right combination of products, and reducing change-related costs (D’Aveni, 2001). Another impact of process technology and e-business on Dell’s logistical and operational capability is its ability to deliver high customer value in relation to customisation, as well as lower process cost. Its direct selling of computer using web technology enables it to receive higher margins than conventional PC manufacturers, who need to share some margin with retailers. It is clear that retailers occupy a weaker position to utilise this e-business opportunity than other members of the supply chain. In terms of revenue, Dell’s direct sales model through its e-business channel made the company to continue obtaining increased margins compared to traditional computer manufacturers with resellers. It was able to effectively manage its ability to change prices and delivery times based on component availability. In the same manner, the company is able to work on its supply chain’s input and output ends to harmonise demand with supply (Chopra and Van Mieghem, 2000). Apparently, through Dell’s stance to use e-business, the results include increased efficiency in logistics and marketing processes, cost reductions, reduced inventory levels, decreased time-to-customer process to improve competitive situation, and lower time to market process (Shin, 2005). Conclusion This brief was focused on Del Inc. as it attempted to provide a critical evaluation of planning and organising in its efficient operations and networking activities. The discussion was centred on the impact of process technology and e-business on the company. Dell became a market leader in selling personal computers and services, employing direct selling to customers, enabling it to provide preconditioned systems for customers at a very competitive price. The company was successful in combining IT and front-and-back office operations. Its fast cycle of product development was based on a build-to-order e-business design. The build-to-order assembly model featured the use of call centers and phone orders rather than the usual retail store. Dell’s supply chain and logistics success is exemplified in its partnership with British Airways and Accenture. The company utilises e-commerce to provide e-procurement tools to its business customers and for its own e-procurement. The effects of Dell’s process technology and e-business are increased customer value; enhanced real-time information processes for suppliers; high customer value delivery in terms of customisation; lower process cost; increased margins; reduced production cycles; increased efficiency in logistics and marketing processes; and decreased inventory levels. These impacts are enabled by a demand-driven supply chain that replaced the traditional supply chain approach. References Chopra, S. and Van Mieghem, J. A. (2000) Which E-Business is Right For Your Supply ChainAccessed on 8 December 2014 from http://www.kellogg.northwestern.edu/faculty/vanmieghem/htm/e-business-scmr-april26.pdf Chou, D. C., Tan, X., and yen, D. C. (2004) Web technology and supply chain management. Information Management and Computer Security, 12 (4), 338-349. Chen, I. J. and Popovich, K. (2003) Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9 (5), 672-688. Daniel Gmoe’s Blog (2010) Green Logistics. Accessed on 8 December 2014 from http://danielgmoe.wordpress.com/ D’Aveni, R. (2001) Strategic Supremacy: How Industry Leaders Create Spheres Of Influence. NY: The Free Press. Dignan, L. (2009) Dell Aims to Diversify Away From PCs, But How Accessed on 8 December 2014 from http://seekingalpha.com/article/148763-dell-aims-to-diversify-away-from-pcs-but-how Harsono, A. (2014) The impact of e-commerce in supply chain management at Dell Inc. Journal of Multidisciplinary Engineering Science and Technology, 1 (3), 11-18. Joseph, P. T. (2005) E-commerce: An Indian Perspective. Second Edition. New Delhi: Prentice-Hall of India. Kumar, S. and Craig, S. (2007) Dell, Inc.’s closed loop supply chain for computer assembly plants. Information, Knowledge, Systems Management, 6 (3), 197-214. Kurbel, E. K. (2013) Enterprise Resource Planning and Supply Chain Management: Function, Business Process and Software for Manufacturing Companies. First Edition. NY: Springer. Ross, F. D. (2011) Introduction to Supply Chain Management Technologies. Second Edition. FL: CRC Press. Rushton, A. and Walker, S. (2007) Supply Chain Outsourcing: From Local to Global. London: Kogan Page. Shin, N. (2005) Strategies for Generating E-Business Returns on Investment. London: Idea Group Publishing. Sushil, S. (2013) Flowing Stream Strategy: Leveraging Strategic Change with Continuity. NY: Springer. Teece, D. J. (2010) Business models, business strategy and innovation. Long Range Planning, 43 (1), 172-194.

Difference between personnel management and HRM Essay

Difference between Human Resource Management and Personnel Management Human resource management involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization. In other words, Human resource management is concerned with ‘people centric issues’ in management. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can’t yet afford part- or full-time help. However, they should always ensure that employees have — and are aware of — personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. DIFFERENCES BETWEEN HRM AND PERSONNEL MANAGEMENT ALTHOUGH both human resource management (HRM) and personnel management focus on people management, if we examine critically, there are many differences between them. Some are listed below: i) Nature of relations: The nature of relations can be seen through two different perspective views which are Pluralist and Unitarist. There is a clear distinct difference between both because in personnel management, the focus is more on individualistic where individual interest is more than group interest. The relationship between management and employees are merely on contractual basis where one hires and the others perform. Whereas, HRM focuses more on Unitarist where the word â€Å"uni† refers to one and together. Here, HRM through a shared vision between management and staff create a corporate vision and mission which are linked to business goals and the fulfillment of mutual interest where the organization’s needs are satisfied  by employees and employees’ needs are well-taken care by the organization. Motorola and Seagate are good examples of organizations that belief in this Unitarist approach which also focuses in team management and sees employees as partners in an organization. Relation of power and management: The distribution of power in personnel management is centralized where the top management has full authority in decision-making where even the personnel managers are not even allowed to give ideas or take part in any decision which involves â€Å"employees†. HRM, on the other hand, sees the decentralization of power where the power between top management is shared with middle and lower management groups. This is known as â€Å"empowerment† because employees play an important role together with line and HR managers to make collective and mutual decisions, which can benefit both the management and employees themselves. In fact, HRM focuses more on TQM approach as part of a team management with the involvement and participation of management and employees with shared power and authority. The nature of management is focused more on bottom-up approach with employees giving feedback to the top management and then the top management gives support to employees to achieve mutually agreed goals and objectives. ii) Leadership and management role: Personnel management emphasizes much on leadership style which is very transactional. This style of leadership merely sees the leader as a task-oriented person. This leader focuses more on procedures that must be followed, punishment form non-performance and non-compliance of rules and regulations and put figures and task accomplishments ahead of human factors such as personal bonding, interpersonal relationship, trust, understanding, tolerance and care. HRM creates leaders who are transformational. This leadership style encourages business objectives to be shared by both employees and management. Here, leaders only focus more on people-oriented and importance on rules, procedures and regulations are eliminated and replaced with: Shared vision; Corporate culture and missions; Trust and flexibility; and HRM needs that integrates business needs. iii) Contract of employment: In personnel management, employees contract of employment is clearly written and employees must observe strictly the agreed employment contract. The contract is so rigid that there is no room for changes and modifications. There is no compromise in written contracts that stipulates rules, regulations, job and obligations. HRM, on the other hand, does not focus on one-time life-long contract where working hours and other terms and conditions of employment are seen as less rigid. Here, it goes beyond the normal contract that takes place between organizations and employees. The new â€Å"flexible approach† encourages employees to choose various ways to keep contributing their skills and knowledge to the organization. HRM, with its new approach, has created flexi-working hours, work from home policies and not forgetting the creation on â€Å"open contract† system that is currently practiced by some multinational companies such as Motorola, Siemens and GEC. HRM today gives employees the opportunity and freedom to select any type of working system that can suit them and at the same time benefit the organization as well. Drucker (1996) calls this approach a â€Å"win-win† approach. iv) Pay policies and job design: Pay policies in personnel management is merely based on skills and knowledge required for the perspective jobs only. The value is based on the ability to perform the task and duties as per the employment contract requirement only. It does not encourage value-added incentives to be paid out. This is also because the job design is very functional, where the functions are more departmentalized in which each job falls into one functional department. This is merely known as division on labour based on job needs and skill possessions and requirement. HRM, on the contrary, encourages organizations to look beyond pay for functional duties. Here, the pay is designed to encourage continuous job performance and improvement which is linked to value-added incentives such as gain sharing schemes, group profit sharing and individual incentive plans. The job design is no more functional based but teamwork and cyclical based. HRM creates a new approach towards job design such as job rotation which is inter and intra-departmental based and job enlargement which encourages one potential and capable individual to take on more tasks to add value to his/her job and  in return enjoy added incentives and benefits. Human resource management is the new version of personnel management. There is no any watertight difference between human resource management and personnel management. However, there are some differences in the following matters. 1. Personnel management is a traditional approach of managing people in the organization. Human resource management is a modern approach of managing people and their strengths in the organization. 2. Personnel management focuses on personnel administration, employee welfare and labor relation. Human resource management focuses on acquisition, development, motivation and maintenance of human resources in the organization. 3. Personnel management assumes people as a input for achieving desired output. Human resource management assumes people as an important and valuable resource for achieving desired output. 4. Under personnel management, personnel function is undertaken for employee’s satisfaction. Under human resource management, administrative function is undertaken for goal achievement. 5. Under personnel management, job design is done on the basis of division of labor. Under human resource management, job design function is done on the basis of group work/team work. 6. Under personnel management, employees are provided with less training and development opportunities. Under human resource management, employees are provided with more training and development opportunities. 7. In personnel management, decisions are made by the top management as per the rules and regulation of the organization. In human resource management, decisions are made collectively after considering employee’s participation,  authority, decentralization, competitive environment etc. 8. Personnel management focuses on increased production and satisfied employees. Human resource management focuses on effectiveness, culture, productivity and employee’s participation. 9. Personnel management is concerned with personnel manager. Human resource management is concerned with all level of managers from top to bottom. 10. Personnel management is a routine function. Human resource management is a strategic function. Human resource management past and present Human resource management has changed a lot in the past 100 years. Previously, HRM was called personnel administration or personnel management, that is, it had to do with the staff or workers of an organisation. It was mainly concerned with the administrative tasks that have to do with organising or managing an organisation, such as record keeping and dealing with employee wages, salaries and benefits. The personnel officer (the person in charge of personnel management) also dealt with labour relations.such as problems with trade unions or difficulties between employers (those who employ workers) and their employees. Before we look at the role of HRM in organisations today, we will examine the way people were managed in organisations in the past. Definition Personnel Management – Personnel Management is thus basically an administrative record-keeping function, at the operational level. Personnel Management attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc. It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organizational success. Facts [+] The U.S. Office of Personnel Management (OPM) is the world’s largest HR department. OPM provides HR services for the federal governments workforce of nearly 2.8 million workers. It’s staff carry out the tasks to recruit, interview, and promote employees; oversee merit pay, benefits and retirement programs; and ensure that all employees and applicants are treated fairly and according to the law. To set the COLA [cost-of-living allowances] rates, the Office of Personnel Management (OPM) surveys the prices of over 300 items, including goods and services, housing, transportation, and miscellaneous expenses. OPM conducts these surveys in each of the COLA areas and in the Washington, DC, area. Human resource management is concerned with the development and implementation of people strategies, which are integrated with corporate strategies, and ensures that the culture, values and structure of the organization, and the quality, motivation and commitment of its members contribute fully to the achievement of its goals. HRM is concerned with carrying out the SAME functional activities traditionally performed by the personnel function, such as HR planning, job analysis, recruitment and selection, employee relations, performance management, employee appraisals, compensation management, training and development etc. But, the HRM approach performs these functions in a qualitatively DISTINCT way, when compared with Personnel Management. Main Differences between Personnel Management and HRM HRM has a long history of growing from a simple welfare and maintenance function to that of a board level activity of the companies. In recent years, the focus on people management from human capital/intellectual capital perspective is also shaping firmly. However, the hard fact is that this growth can be generally witnessed in management literature and rarely in practice. Peripheral observation of people management in organization can mislead the observers since, hardly there could be any organization that is  yet to rename its old fashioned title of industrial relations/personnel/welfare/administration department into HRM department. But, in practice, these organizations continue to handle the people management activities the way they had been handling earlier. The reasons for this could be many and varied. Among them, the potential reason is lack of clear understanding about the differences between personnel/IR and HRM. Professor John Storey brilliantly portrayed these differences in 27 areas of people management in 1992 in his book titled Developments in the Management of Human Resources. These differences are illustrated in Table Dimensions Personnel and IR HRM Beliefs and assumptions 1. Contract Careful delineation of written contracts Aim to go beyond contract 2. Rules Importance of devising clear rules/mutually ‘Can-do’ outlook; Impatience with ‘rule’ 3. Guide to management action Procedures Business-need’ 4. Behaviour referent Norms/custom and practice Values/mission 5. Managerial task vis-a-vis labour Monitoring Nurturing 6. Nature of relations Pluralist Unitarist 7. Conflict Institutionalized De-emphasized Strategic aspects 8. Key relations Labour management Customer 9. Initiatives Piecemeal Integrated 10. Corporate plan Marginal Central 11. Speed of decision Slow Fast Line management 12. Management role Transactional Transformational leadership 13. Key managers Personnel/ IR specialists General/business/line managers 14. Communication Indirect Direct 15. Standardization High (e.g. ‘parity’ an issue) Low (e.g. ‘parity’ not seen as relevant) 16. Prized management skills Negotiation Facilitation Key levers 17. Selection Separate, marginal task Integrated, key task 18. Pay Job evaluation (fixed grades) Performance-related 19. Conditions Separately negotiated Harmonization 20. Labour-management Collective bargaining contracts Towards individual contracts 21. Thrust of relations with stewards Regularized through facilities and training Marginalized (with exception of some bargaining for change models) 22. Job categories and grades Many Few 23. Communication Restricted flow Increased flow 24. Job design Division of labour Teamwork 25. Conflict handling Reach temporary truces Manage climate and culture 26. Training and development Controlled access to courses Learning companies 27. Foci of attention for interventions Personnel procedures Wide ranging cultural, structural and personnel strategies

10 Summer Retail Jobs to Look Out Forâ€and How to Get Them

10 Summer Retail Jobs to Look Out For- and How to Get Them When you think â€Å"summer job,† you don’t necessarily think â€Å"career path,† or â€Å"40 hours a week in a cubicle.† You probably think of something where you’re working with people, maybe at oddball hours, building experience and making bank before moving on to something else at the end of the season (school, a new job, etc.). Seasonal jobs can be great because they don’t have to be your forever job, but are a useful stop along your path. Whether you’re looking for a flexible second job or a summer job in between semesters, here are the retail jobs you might want to consider. CashierThis is kind of the classic entry-level retail job. Cashiers are responsible for checking customers out, handling different forms of payment, and using the store’s point-of-sale (POS) system. They may also be responsible for maintaining the checkout area, handling returns or other customer issues,The pay: An average of $9.18 per hour, per PaySc ale.What you’ll need: People skills, good math skills, and general trustworthiness, since you’ll be handling money on the store’s behalf.Stock ClerkStock clerks, who are most often found in big box department stores or grocery stores with high traffic and turnover, keep shelves full. Throughout the day, merchandise can get depleted or scattered, so these clerks are responsible for keeping shelves looking orderly, and tracking inventory. Clerks typically move between the store floor and the warehouse/storage areas throughout their shifts.The pay: An average of $11.14 per hour, per PayScale.What you’ll need: Clerical skills (for managing inventory and keeping records), customer service skills, attention to detail.Overnight Stock ClerkThis is a variation on other types of stock clerk positions, except these nocturnal professionals get their work done after the store is closed. Overnight stock clerks are responsible for inventory management, and getting the s tore ready for business the next day.The pay: An average of $11.14 per hour, per PayScale.What you’ll need: Clerical skills (for managing inventory and keeping records), customer service skills, attention to detail.MerchandiserIf you see displays as you walk into a store (or strategically placed along the way to convince you to buy cookies while you’re on your way to pick up milk and eggs), that’s usually the work of a merchandiser. Merchandisers are responsible for setting up product displays to maximize attention to specific products or sales. They work with an eye toward placement, design, and inventory.The pay: An average of $12.04 per hour, per PayScale.What you’ll need: Attention to detail, design skills, strong organizational skills.Store SecurityWhether during business hours or after the store is closed, just about every store needs security officers keeping a sharp eye on things. Security officers may be responsible for loss prevention (shoplifti ng by employees or customers), general store security, and safety procedures.The pay: An average of $11.65 per hour, per PayScale.What you’ll need: Attention to detail, possibly a background check.Retail AssociateRetail associates are usually at the front lines in every store. Answering customer questions, making sure the store shelves are well-stocked, handling transactions or returns, and generally being an ambassador for the store are all parts of a retail sales associate’s job.The pay: An average of $11.65 per hour, per PayScale.What you’ll need: Customer service skills, attention to detail, organizational skills, math skills, and problem solving skills.Retail Store ManagerIf you have previous retail experience, there may be opportunities for seasonal store managers as well, particularly in stores or industries where summer is a busy time. Managers may be responsible for managing staff, payroll, store policies, opening and closing, customer queries (and inte rvening when necessary), and basically keeping the ship moving smoothly.The pay: An average of $14.65 per hour, per PayScale.What you’ll need: Customer service skills, leadership skills, attention to detail, organizational skills, math skills, and problem solving skills.Customer Service AssociateCustomer service can be one of the most challenging jobs in retail, but if you have the people skills to turn an irate shopper into a happy customer for life, then this is the retail niche for you. Customer service associates are usually faced with problems- product returns, customer questions, customer complaints, etc., so troubleshooting is their game. Ideally, they help customers resolve whatever issues come up, while providing a good customer experience.The pay: An average of $10.63 per hour, per PayScale.What you’ll need: Customer service skills, patience, problem solving skills, attention to detail.BakerIf straight-up retail isn’t your thing, there are also ways to combine food service and retail for your summer job. Many grocery stores and department stores have in-store bakeries. These bakery associates typically help prepare baked goods and displays for the day ahead, so if you’re an early bird, this may be a great retail option for you.The pay: An average of $11.38 per hour, per PayScale.What you’ll need: Customer service skills, baking/cooking skills, punctuality, possibly food handling certification.Omnichannel AssociateThis is a new front in retail, as many companies start offering a multi-format approach to selling their products online and in brick-and-mortar stores. (Think Amazon, or department stores that let you ship from their warehouse directly to your local store for in-store pickup.) Omnichannel retail employees are retail sales associates that often work on the fulfillment side of things, preparing orders to be shipped or delivered. They help create a seamless process for customers who want to move from online s hopping to in-person shopping.The pay: An average of $11.38 per hour, per PayScale.What you’ll need: Customer service skills, attention to detail, organizational skills, math skills, and problem solving skills.How to Snag Your Summer Retail JobOnce you’ve figured out what type of retail job would be a good fit for you and your skills, what next? Here are five tips to help get you hired in time for summer.Time it right.Retail stores typically hire year-round, so when should you apply if you’re looking for that summer sweet spot? Right before summer is your best bet- store employee turnover can be high, and stores may not be able to plan staffing too far ahead of time.Find summer-friendly stores.Your best chances to snag a summer job will come at stores that are busy during the summer (sorry, Christmas ‘R Us). Home improvement stores or gardening centers are good bets for the summer, since people are outdoors and active. Ditto sporting goods stores, or offic e supply stores gearing up for back to school sales. Big box stores like Best Buy, Costco, Target, WalMart, etc. are usually perennially hiring, so keep an eye on those evergreen stores as well.Be ready to go.When you start scoping out places that might be hiring, have your resume ready to roll. Again, high turnover means you might have to jump on any opportunities right away. If you hear about an opening and spend three days spiffing up your application, it may be too late!Be proactive.Don’t wait for opportunities to come up. If you’re targeting a particular store, don’t wait for someone to put a â€Å"we’re hiring† sign in the window. Keep an eye on their website, or do it the old-fashioned way- stop in and ask! But remember #3: if you go into a store to inquire about potential jobs, make sure you’ve got your resume in hand.Use your network.You never know who might know of retail places that are hiring soon, so make sure to let people know you’re on the hunt. Your neighbor, your teacher, your old football coach- any of them could have good leads, so definitely mention that you’re looking for a new job. Plus, they know you, and may be able to vouch for you.A summer retail job doesn’t have to be a forever career (unless, of course, you find you have a passion for customer service, or a level of zen in creating floor displays), but it can be an excellent way to pay the bills and build experience before you get to your next step. There are a lot of opportunities out there, so you can find jobs that work best for you and your needs (part-time vs. full-time), your skills, and your experience level. Plus, you’ll be in air conditioning all summer. Not a bad deal!

How to Punctuate Introductory Phrases

How to Punctuate Introductory Phrases How to Punctuate Introductory Phrases How to Punctuate Introductory Phrases By Mark Nichol With a comma. Always. Except when you don’t. Perhaps I should annotate that: In the overwhelming majority of cases, follow an introductory phrase at the beginning of a sentence with a comma. Adverbial Conjunctions Eight classes of adverbial conjunctions exist, and a comma should generally follow one in every class. Each of these sentences includes an example of one such part of speech from each class: Addition: â€Å"Finally, I reached the station.† Comparison: â€Å"Similarly, chickens are omnivores.† Concession: â€Å"Naturally, you’ll want to see for yourself.† (Note, however, that however isn’t always an adverbial conjunction. In this sentence, it’s an adverb modifying important: â€Å"However important you think it is, I’m not giving him the message right now.†) Contrast: â€Å"Nevertheless, he didn’t go into detail.† Emphasis: â€Å"Of course, she’ll be there, too.† (An exception can be made for this particular phrase: There’s a subtle but distinct difference between â€Å"Of course, you’ll want to do it your way† and â€Å"Of course you’ll want to do it your way.† In the first sentence, your is stressed; in the second, course, perhaps accompanied by a sneer, is emphasized, with a secondary stress on your and likely an exclamation point to signal emotion.) Example: â€Å"For instance, the floor was swept but not mopped.† Summary: â€Å"In conclusion, I recommend that we approve the measure.† Time sequence: â€Å"At last, we saw their car approaching.† (Some writing and editing guides suggest that short introductory phrases don’t require commas; often, such brief modifying phrases involve time: â€Å"Yesterday I saw a ghost,† for example, or â€Å"In 1492 Columbus sailed the ocean blue.† I recommend, though, use of commas in such cases. Otherwise, the exception to the rule is rather arbitrary; how long does a short phrase need to be before it merits a comma? And why omit commas in some cases and include others?) Hence, Still, Then, and Thus Another class of words may or may not be followed by a comma depending on subtle differences: â€Å"Hence the name,† but â€Å"Hence, I was back where I had started.† â€Å"Still the waters raged though the rain had ceased,† but â€Å"Still, I try one more time.† â€Å"Then I tried to start the car again,† but â€Å"Then, I would have acted differently.† â€Å"Thus we are back where we started,† but â€Å"Thus, I concede the point.† Infinitive Phrases â€Å"To get there, turn right at the second intersection.† Participial Phrases â€Å"Under the circumstances, I cannot allow it.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Punctuation category, check our popular posts, or choose a related post below:What Is Irony? (With Examples)Whenever vs. When EverTypes of Ignorance

Comparing three poems in the book The Rose of Time written by Bei Dao Essay

Comparing three poems in the book The Rose of Time written by Bei Dao - Essay Example In Bei Dao’s poetry, the presence of ‘nature’ is essentially affected and afflicted by the poet’s oppressed self; but since Bei Dao rarely mentions the reasons of his discomforted and distressed soul explicitly in his poems, his poems turn to be emblematic of some meta-reality. Unlike Du Fu, Li Po, and Wang Fei’s poetry, Bei Dao’s poetry does not have any pure philosophy of ‘Nature’. Though few remarks for â€Å"nature† from Du Fu and others’ poems come directly to clarify their philosophy and thoughts on Nature, it is obvious that nature, in most of their poems, appears to serve the purpose of a background that is vast, endless, somber and generous as Nature itself is. Whereas Du Fu and other medieval poets’ â€Å"self† seek serenity and solace amid the vast and endless generosity of ‘nature’, Bei Dao’s ‘nature’ is enigmatic of the poet’s distressed present exist ence and, therefore, Du Fu’s nature envisions about untold but desired future. More or less directly the country landscape appears in Li Po and Wang Fei’s poems as a symbol of freedom where the choked ‘self’ takes the deep breath to be free of the contamination of spirit and body. Mostly because of the prime concern of ‘nature’ with the spirituality of each of the two poets Wang Wei and Li Po, their presentation of ‘self’ in term of ‘nature’ is greatly spiritual. Unlike Wang Wei, and Li Po, Bei Dao’s presentation of ‘nature’ is affected by the poet’s current state. As a result, the mode of presentation changes from time to time in his poems. For an instance, in the poem â€Å"The Morning’s Story†, the â€Å"morning† is not any usual morning that the readers are accustomed to view in their daily life. Rather the readers grow curious when they are informed that another â€Å"morning established by the violence of language/ has changed the morning† (à ¢â‚¬Å"The Morning’s Story†). Again in the same poem, the

AFGHANISTAN Essay Example | Topics and Well Written Essays - 1000 words

AFGHANISTAN - Essay Example The male members of Afghanistan’s population keep weapons with them as a sign of their personal honor. This paper contains a description of people and culture of Afghanistan. Afghanistan is an Islamic state and is landlocked which means that it has no sea routes. It can be considered as present in the center of Asia. The citizens of Afghanistan are called Afghans or Afghanis (Dupree 1977). The name of the state Afghanistan is given to it because it is the land of Afghans as they are the nationals of the country. The people of Afghanistan speak Pushto and Persian along with many local dialects. Afghanistan is a rich state in terms of culture and traditions (Jawad 1992). The people of Afghanistan consider themselves strongly associated to their culture, religion, identity and freedom (Toynbee 1961). Afghans live in form of Clans and are deeply rooted in the clan system. They felt themselves associated to other clan members and are always ready to secure their clan members from any attack or inconvenience from any side (Jawad 1992). The country has gone through many hard conditions of warfare and foreign invasion due to which, the country along with its people and culture has suffered immensely (Rall 2002). The country is mostly mountainous with green valleys in between. There are also plains and deserts in Afghanistan. Due to warfare in Afghanistan, many Afghans moved away from Afghanistan to the neighboring states such as Pakistan and Iran (Rall 2002). The people of Afghanistan are divided into many ethnicities or it can be said that Afghanistan is a country of people with mixed ethnicities (Toynbee 1961). It has a multiethnic culture but as far as religion is concerned, the dominant religion is Islam. The ethnic groups in Afghanistan are Pashtuns, Tajiks, Hazaras, Uzbeks, Turkmen, Baluch, Nuristani, Pashai, Aimak and Arabs (Dupree 1977). The Afghani people are identified according to their ethnicity by means of their being resided at different