Movie Review: Fight Club Essay -- essays research papers

I Am Jacks rootThe movie Fight Club shakes the foundations of our democratic nation, spits on our capitalistic society, and makes altogether who watch it look at the the Statesn way of life differently. In a country driven by consumption, superstar can count the movie Fight Club rubs certain people the wrong way. When Edward Norton was asked why he decided to take the role as the main portion in Fight Club, he replied, to piss off America.Each American since childhood has been told repeatedly that democracy equals license, but is this true? The only diversion between capitalism and socialism is that corporations own everything in a capitalist society. In America the things you own end up owning you. Corporate America gives Americans a television in every home, a car in every driveway, and a Wal-Mart in every town. They call this freedom and freedom shall rain. This new breed of social democracy, an evolution of democracy where private opening move controls Big Brother, is spr eading through the world, infesting and exploiting every country and every government, from the sweatshops of primal America to the oilfields of Iraq corporate America is slowly choking the world, one McDonalds at a time.Consumerism is the drive shaft of our generation, the fuel that pushes kids through college, and hope that one day we can have all the things seen in magazines and on TV. The daydream of owning a house in the suburbs with a white picket inclose and a SUV parked in the driveway. Advertising h...

The Controversial Issue of Affirmative Action :: Affirmative Action Racism Racist Essays

The Controversial Issue of Affirmative Action Considering the subject of approving fill the following questions frequently atomic number 18 raised Is there a edify understanding of plausive accomplish roles/goals? What are the pros/cons of these programs? What are the loop holes in the system? Does seniority play a role in plausive action? Addressing these key questions may help us all in our daily routine, as administrators and/or potential administrator in the normal/private sector. Affirmative action programs throughout the United States soak up yen been a controversial issue particularly concerning employment practices (public/private) and university student and/or staff recruitment. Most public agencies have some type of instituted positive action program. According to Cheryl Perry-League, Director of Equal Opportunity of the Port of Oakland, every business operating on Port of Oakland owned land must(prenominal) have a standing favourable action program on record a nd businesses bidding to do work for the Port of Oakland must have an acceptably diverse workforce. BACKGROUND To understand the role and/or goals of affirmative actions programs we should localise what the broad description of what affirmative action is and what caused its development. The phase affirmative action was used in a racial discrimination context. executive director Order No. 10,925 issued by President John F. Kennedy in 1961. The indian lodge indicated that federal contractors should take affirmative action to ensure job applicants and employees are treated without regard to their race, creed, or national origin. A person could define this statement as an order to imply equal access and cipher else. Subsequently, Executive Order 11246 issued by President Johnson in September 1965, mandated affirmative action goals for all federally funded programs and moved monitoring and enforcement of affirmative action programs out of the White House and into the Labor Departmen t. Affirmative action refers to mixed efforts to deliberately take race, sex, and national origins into account to remedy past and accredited effects of discrimination. Its primary goal is to ensure that women and minorities are widely delineated in all occupations and at all organizational levels (Tompkins, 1995, p.161). Another definition of affirmative action according to Barbara Bergmann is planning and acting to end the absence of certain kinds of people-those who belong to groups that have been subordinated or left out-from certain jobs and schools (1997 p.7). examine the history of affirmative action, laws against racial discrimination have proved myopic for workplace integration because they often provide remedies only after the fact.

Coop

accommodative ManagementSubmitted By Cherlyn Ohoy Submitted To Ms. Crispina Corpuz particular date of Submission October 15, 2012 AMPC FOCCUS COOP undercoat of the cooperative FOCCUS(Finance Organization achieving Certified belief nitty-gritty Standard)is a brand awarded to AMPC by the World Council of commendation uniting found in the United States through CUES ( course credit Union authorisation and Strengthening) choke 2003. Being branded a FOCCUS coop is a stamp of secernate and a seal of guarantee of the parts financial investment security, as come up as, its excellent, efficient and quality answer. memoir of the accommodativeFounded inJune 19, 1991by21 commercialize VENDORSin Agdao Public Market Contribution per pioneer particle was P3,000for a total carry on Capital of P63,000 Old name wasAGDAO MARKET VENDORS MULTI-PURPOSE concerted(AMVMPC) Core values A Action-orientedC Competency G GenerosityO Organized D DisciplineO Open-mindedness A AccountabilityP Perse verance O Optimism The commissioning and Vision * representation * To uplift the quality of life of its members through the provision of quality products and work and continuous promotion of cooperativism. VISION * A dynamic, strong and sustainable cooperative in Mindanao, whose members are empowered and working together in a spirit of cooperation, societal salutaryice, equity and peace towards total human development. How to total * watch one hour free Pre-membership Educational Seminar (PMES) at whatever AMPC Office. Scheduled daily (morning and afternoon). * Fill-up Application Form for partship and attached about recent photo ID. (1 pc. 1X1 and 1 pc. 2X2). * Submit photocopy of Birth surety or Marriage Contract. * devote the involve amount of Membership Contribution.The Products and operate Offered * PRODUCTS * SAVINGS DEPOSIT(Earns 4. 5% per annum) * YOUTH SAVINGS (1 month centenarian to 17 course of instructions old) * REGULAR SAVINGS (18 historic period old and above) clip DEPOSIT invariable metre fix RANGE OF AMOUNTS Months 3 6 9 12 3 YEARS (net of tax revenue) 10,000 20,000 5% 6% 7% 8% 8% 20,001 50,000 6% 7% 8% 9% 9% 50,001 100,000 7% 8% 9% 10% 10% 100,001 400,000 8% 9% 10% 11% 11% 400,001 900,000 9% 10% 11% 12% 12% 900,001 & ABOVE 10% 11% 12% 13% 13% . * TERMS Three to 12 months period are correction to tax.Three years period are withdrawable only upon maturity and tax free. Rates are subject to change without prior notice. * Special cartridge holder sterilize TERMP1,000 9,999 has 6% sake per annum. SHARE CAPITAL negligible share is P1,000 Minimum of 10% interest per annum (dividends) Not withdrawable. * LOAN PRODUCTS 1. Capacity- found(max of P500,000. 00) 2. inspired 3. Agricultural 4. Commercial 5. Real Estate Interest rate of 3% per month based on diminishing eternal sleep or 1. 623% per month rough-and-ready rate. Affordable repayment names 12-24 months. Emergency loan -Based on mete out Capi tal (max of P5,000. 0). * MORTUARY AID TRUST FUND P15 part per Regular Member. P5 contribution per Associate Member. Pro-rated contribution for little than a year member. * SERVICES 1. BOTIKA NG KOOPERATIBA * Gamot na Mura, Epektibo Pa 2. LIFE INSURANCE * conclave Life and Accident with Fire Insurance (GLAFI) one-year pension P250. * GADDI-yearly pension P230 Benefit P20,000. * Coop AKSI Plan yearly Premium P100 Benefir P20,000. * Keyman Accident withstander Plan for as low as P1,800 per annum with P1,000,000 insurance coverage. * AMPC Family Insurance Annual Premium P150. 3.NON-LIFE INSURANCE * Fire Insurance Cash Assistance (FICA) * Home Protek500 Annual Premium of P500 pesos. * Home Assure for as low as P1,905 Annual Premium. * Standard Fire Insurance/Motor Car Insurance. 4. HEALTH complaint (Annual Premium P1,300) * Unlimited Consultation for Member and Members immediate dependents. * Unlimited primary Laboratory Services and Diagnostic Procedures for members only. Hospital confinement-in-patient. * Health Care coverage on top of PhilHealth P1,500 per day or P20,000 aggregate per year and another(prenominal) surgical benefit of P10,000 aggregate per year.Social Responsibilities 1. 2. SCHOLARSHIP PROGRAM 3. expert Education Assistance 4. FEEDING PROGRAM 5. BLOOD BANK 6. Dugo Mo, Kinabuhi Ko 7. HOG DISPERSAL PROGRAM 8. ADOPT-A-SITE 9. LIVELIHOOD SEMINARS Financial Highlights * Operation Highlights as of December 31, 2008 * MEMBERSHIP * DEPOSITS * SHARE CAPITAL * REVENUE * ASSETS GROWTH * bring in SURPLUS TAGUM COOPERATIVE Background of the accommodative Tagum reconciling has also straight ventured into funeral benefit known as funecare. According to Tagum Coop Chairperson Norma R.Pereyras, the funecare is mean to respond to its members clamor for a womb-to-tomb complete service to them. The funecare service has filled in the gap toward a total member service satisfaction. Tagum conjunctive gives value to its industry name. It is sensiti ve to its public image as a top-ranked cooperative. It does not sit on its laurels. It continues to innovate to benefit its members. And in spite of its greatness in the sphere, it has kept its humility as an institution. No wonder, it has evolved into a model and well-respected cooperative. I lead not be surprised if TagumCooperative is declared the best managed coop in the entire Philippines or in this part of Asia. To our mind, it is a fact waiting to happen in just a matter of time, the CDA regional director concluded. chronicle of the cooperative well-nigh forty yearsago,Tagum Cooperativewas just an obscure, self-surviving money lending institution. Now, it is a world-class nest egg and identification Cooperative recently adjudgedWinner two inRegional and National Categories of the billet Excellence Award for pocket-size and Medium enterprise (SMEs) organized by the Philippines Sm altogether and Medium Business ontogenesis Foundation, Inc. PHILSMED) The Business Excellen ce Award for SMEs was gatherd by the Tagum Cooperative Chairperson, Ms. Norma R. Pereyras, herself a Regional and National Awardee for Outstanding Volunteer for Best Practices, 2002, on with theTagum Cooperative Vice-Chairperson, Ms. Monica L. Salido and Manager, Ms. Juris D. Perez, CPA, MBA. The said Award was given by the representative of the The secretarial assistant of Department of Trade and Industry (DTI), Hon. Peter B. Favila, together with Ms. Mina T. Gabor, Ph. D. , chairman of Philippine Small and Medium Business Development Foundation, Inc. PHILSMED), Usec. Hon. Lecira V. Juarez, Chairperson, Cooperative Development Authority (CDA), Mr. Cresencio Selipara, 1stVice-President- Landbank of the Philippines, Mr. Donald Patrick Lim, Vice-President for Marketing- Philippine Daily Inquirer and Ms. Agnes Celeste D. Fernando, Head SME melody Distribution, Globe Telecom on October 6, 2005 at the Philippine International figure Center (PICC), Reception Hall, which was attende d by more than or less 1,300 cooperators all over the country. Other Awardees/ Recipients for the National Category were R. A.Gapuz Review Center- Manila, radio beacon Cooperative, Inc. Cagayan, Mabini Limers and Farmers Multi-purpose Cooperative,Inc. Guimaras and New Central Woodcraft- Iligan urban center, of which Tagum Cooperative garnered the highest points. Tagum Cooperators belief in the value of work in service has brought the great twist. From its humble base asHoly Name Society (HNS) of Tagum Parish in May, 1967with only a handful Members and an available partake in Capital of only P80. 00,Tagum Cooperativehad belatedly stepped up to the limelight, now, conveniently servingits more than 26,000 members, of which 61. 0% composed of Woman-Members, coming from Tagum City and its nearby obligations and cities, witha laudable P475. 1 Million in Assets,No External Borrowingsfor the last five years. Now, Tagum Cooperative has a computedLoan Portfolio of P317. 1 Millionthat served over 160,000 households in coordination and tie up with Local political sympathies Unit (LGU) that had helped and support in addressing the economic problem. Alleviating them from poverty line and upgrading their social, educational and health status.It was branded aFinance Organization achieving Certified credit entry Union Standards (FOCCUS)in the year 2000 by theWorld Council of Credit Unions (WOCCU),based in the United States of America (USA), through its outreaching- cooperative program government agency in the Philippines, popularly known as theCredit Union Empowerment and Strengthening (CUES)- Philippines, which discombobulate become the tenets of the Cooperative in its operations, programs, and policies, thus Tagum Cooperative as World Class savings and credit cooperative give ups the undeniable environment for the in effect(p) and security of the members money, giving the highest interest rates on their depositions and savings through the adoption of a sound , effective and rigid financial way.Today,Tagum Cooperativeis among the prime movers of the Countrys Cooperative Movement, being one of the leading and most active affiliates of theNational fusion of Cooperatives (NATCCO), Mindanao Alliance of Self-help Societies- Southern Philippines Educational Cooperative Center (MASS-SPECC) and Model Credit Network (MCN). Moreover, Tagum Cooperative is a leading advocate in the province in empowering or providing opportunities and protection to women through itsGender and Development and Family Enrichment schedule, Savings and Credit with Education (SCWE) Program, wherein 1,707 Woman-Members view availed of P4. 2 Million worth of loans for their keep or income-generating projects,Tagum Cooperative Womens Livelihood Association, Inc. (TCWLAI)wherein 70 members have availed the technology of meat and food processing and candle making, thus, itaimed at augmenting their respective familys income.All of these achievements are made possible beca use Tagum Cooperative stand menage to its commitment to extend the best service to its members and that each member depart be proud of being a part of Tagum Cooperative. Thru good ecesis by its able Officials, empowered Management Staff and well intercommunicate membership, Tagum Cooperative is posed continue its active participation as a Cooperative and as a partner of the government in ramp up and economic development of the Province of Davao del Norte, the neighboring provinces and the Philippine Cooperative sector in general. Core values T Trustworthness A Accountability G Good Centered U- Unity M Member Friendly C Competence O OptimismO Openness P Passion The Mission and Vision * deputation * To now delivered innovative and responsive products and services to a member in a secured financial environment * VISION * Tagum Cooperative is the best One-Stop-Shop Cooperative for total member care. How to join * STEP 1. Attend one (1) hour Pre-Membership Orientation from Monday to email&160protected 900-1000 A. M. or 400-500 P. M. * STEP 2. Fill-up Membership Application Form and submit it with 2 pcs 2&2152 recent colored picture with your name and date. * STEP 3. Pay the required amount, as follows Membership Fee 200. 00 Mortuary Fee 480. 00 sign Share Capital Deposit 500. 00Initial Regular Savings Deposit 500. 00 Registration Fee (Savings Loan Seminar 100. 00 Members ID Card 20. 00 summarise 1,800. 00 The Products and Services Offered * PRODUCTS * Regular Savings A compulsory savings to all TC Members. It is a liquid savings peak with no contractual maturity and can be withdrawn anytime with a marginal maintaining balance of Php 500 and will earn 4% interest per annum based on the Average Daily Balance (ADB). It has a oddly knowing bankbook issued upon opening of the account. Depositors who sacredly observe regular savings will have the incur to be awarded Savings Depositor of the Year during the Annual public Assembly. wide awake Savers of Regular Savings will get specially designed promo items. * Share Capital A compulsory deposit to all members. It has a minimum share required to be completed within 2 years from date of membership. The share capital deposit cannot be withdrawn unless Member will can his/her membership. Interest Rate 8,000 and up = 7% per annumInitial Deposit Php500. 00Minimum requirement Php8,000. 00CharacteristicsA cumpulsory deposit to all members. Php8,000 minimum share required to be completed within 2 years from date of membership. Share Capital Deposit cannot be withdrawn unless Member will terminate his/her membership.Earns divided aside from the guaranteed interest. A specially designated passbook is issued upon opening an account. Depositors who religiously observe continuous share capital build-up will have the chance to be awarded Share Capital Depositor of the Year during the Annual General Assembly. finished point system, depositors will get specially designedpromoitems. * Youth Savers niner A savings product forkids 0-12 years old with a specially designedpassbookissued upon opening an account. It has a minimum ofP50. 00 to openan account and maintaining balance is P 50. 00 and will earn 4% interest per annum based on the Average Daily Balance (ADB).Member will receive gift items upon signing the application form as Tagum Coop * ability Teen Savers Club A savings products for teens 13-17 years old with curiously designed passbook issued upon opening an account. Minimum of 50. 00 pesos to open an account. Maintaining balance is 50. 00Member will receive gift items upon signing the application from as Tagum Coops way of have new members. Diligent savers will receive specially-designed items that can be employ at home or at school. The more the teens save the more rewards they get. Depositors who religiously observe Power Teen Savers Program will have the chance to be awarded Power Teen Savers of the Year during the Annual General Assembly.This is the p erfect gift that the parents, grandparents, uncles/aunts, godparents, brothers/sisters can give to their children, nephews, nieces, grand children on graduation, Christmas, birthold age, etcetera * Time Deposit A special time deposit security is issued to the member for every account opened. Interest on deposits varies depending on the amount, the yearner the term and amount, the higher the interest rate. Upon maturity date, the member may reclaim the said timedeposit account , however if the membermisses to reform his/her time deposit on maturity date, Tagum Cooperative isauthorized to mechanically roll over the said time deposit with the same term and rate.In case a member decides to terminate the time deposit account prior to maturity date, Tagum Cooperative will subject themembers Time Deposit to 4% interest p. a. Diligent Savers of Time Deposits will have the chance to be awarded TimeDepositor of the Year during the AnnualGeneral Assembly. * Pabilisang Savings para sa mga Drivers Advocacy (PaSaDA) Aims to encourage drivers to start a daily habit of saving and realize their desire to build up a contingency fund. Interest Rate 4% per annumInitial Deposit Php30. 00Initial Share Capital(for non members) Php250. 00 * Golden HEARTS TERM P 1,000. 00 to 100,00. 00 P 100,001. 00 to 250,000. 00 P 250,001. 00 to500,000. 00 P 500,001. 00 to 1,000,000. 00 1,000,001. 00 and above 30-89 days 5. 00% 5. 50% 5. 0% 5. 50% 5. 50% 90 179 days 6. 00% 6. 50% 7. 00% 7. 50% 7. 50% 180 359 days 6. 50% 7. 00% 7. 50% 8. 00% 8. 50% 360 719 days 7. 50% 8. 00% 8. 50% 9. 00% 9. 50% 720 days 8. 50% 9. 00% 9. 50% 10. 00% 10. 50% * LOAN PRODUCTS 1. Major Loan * Regular Loan (RL) * Government Employees Special Loan (GESL ) * Private Employees Special Loan (PESL ) * Convenient Loan (CL) * TC Income-Generating Service Loan (TC-IGSL) * Special Credit Line Service Loan (SCLS) 2. Minor Loan * Cash wage hike (CA) * Emergency Loan (EL) 3. Special Loan * Instant Loan roar * Micro-Financ e Loan * Benefit Loan Appliance and Furniture Loan * affect loan * SERVICES 1. Special Programs * Savings and Credit with Education (SCWE) * AFLATOUN * TC Youth Laboratory Cooperative Article * TC Womens Livelihood Cooperative(TCWLC) 2. Members Benefits and Assitance (MBA) * Himsug Pamilya Program (HPP) 3. Coop Funecare 4. Ancillary Financial Sercvice * Inquiry Machine * Pinoy Coop cash dispenser * TC Collection Service Center (Bayad Center) Financial Highlights PANABO MULTI-PURPOSE COOPERATIVE Background of the Cooperative Panabo Multi-Purpose Cooperative (PMPC) operates and advocates the values of self-help, self responsibility, democracy, equality, equity and solidarity.In the customs duty of its founders, cooperative Members, Officials and Staff believe in the ethical values of honesty, openness, social responsibility and caring for others and the community. PMPC is a financial service, member-owned Cooperative dedicated to provide the financial needs of its members since 196 5. PMPC is a Finance Organizations achieving Certified Credit Union Standard (FOCCUS) branded cooperative. It has achieved International Prudential Standards on Financial Ratios designed to protect members assets which will ensure operational sustainability and quality of member service. PMPC is implementing the MCUB methodology.MCUB (Model Credit Union Building) is a technology designed to transform a COOPERATIVE into a Model Credit Union (MCU) which adheres to Financial Disciplines where Members money is safe and protected. PMPC is a leading affiliate of the largest and strongest confederation of cooperatives in the Philippines which is the National alliance of Cooperatives or NATCCO, with National Headquarters located at 227, J. P. Rizal Street, Project 4, Quezon City, underground Manila the Mindanao Alliance of Self-Help Societies-Southern Philippines Educational Cooperative Center (MASS-SPECC) based in Cagayan de Oro City and, the Model Cooperative Network (MCN), situated at Rm. 324 GB Cam Bldg. , Monteverde St. Davao City, the official network of the FOCCUS branded cooperatives in Mindanao. PMPC is a bonafide member and kibosh supporter of COOP-NATCCO PARTY-LIST, the only Party-List in Philippine Congress that represents the true juncture of the Philippine Cooperative Sector and the underprivileged workers and small business entrepreneurs. History of the cooperative Through the zealous effort of Panabo Parish Priest Fr. Eugene Simon, PMPC was organized with 15 founding cooperators with a combined initial share capital of septenary thousand five hundred pesos (P 7,500. 00) in 1965. Today, through prudent management adherence to financial disciplines,PMPC has magnified its growth by over 25,000 member-user military force and P312 million in assets (as of July 2008). Core values The Mission and Vision * MISSION * * VISION * The Products and Services Offered * PRODUCTS * * SERVICES 1. Financial Highlights Background of the Cooperative History of th e cooperative Core values The Mission and Vision * MISSION * To promptly delivered innovative and responsive products and services to a member in a secured financial environment * VISION The Products and Services Offered * PRODUCTS * SERVICES Financial Highlights Sources * http//agdaompc. webs. com/ * http//www. tagumcoop. org/index. php/aboutus * http//WWW. panabocoop. org

The Real Tragedy of Oedipus the King Is That of All Humanity

the real tragedy of oedipus is that of alone humanity we can non black market our fate. The greatest tragedy of Oedipus is that as human we can non go our set. This is shown in the play, Oedipus the king by Sophocles. The main character, Oedipus is caught in the problem of component and destiny. Oedipus, as the king is in a military capability of power. In this position he becomes quite superior and proud of himself, this becomes a tragic flaw. Ironic bothy, many another(prenominal) years before the play is set, Oedipus tries to escape his fate.It is ironic because in doing this he ends up running straight towards it. The play is made to make us understand that as humans we atomic number 18 powerless against death, and it is on-key that we are born to die. Firstly, in the play it is ironic that Oedipus tries to run away from his destiny but ends up running straight towards it. When he is younger he hears from a oracle that he is doomed to kill is father and link up his moth er. Thinking that the oracle is referring to Polybus and Merope he flees towards Thebes to try to escape his destiny.It is ironic that while fleeing what he believes is his fate, he runs straight toward it. On pageboy 205 Oedipus quotes the oracle saying, you are fated to couple with your mother, you give bring a breed of children into the light no man can bear to see- you will kill your father, the one who gave you life Oedipus then says, I heard all that and ran. I abandoned Corinth, from that day I gauged its landfall only by the stars, running, unendingly running toward some place where I would never see the humiliate of all those oracle come true. This quote perfectly captures the idea of Oedipus not running away from his fate but straight towards it. The listening experiences spectacular irony in this scene as they know something that the characters do not. In the play, this is a point of mimesis for the characters, but in like manner the audience, when they realise tha t Oedipus made a great fault, in running from Corinth. The repetitive idea of Oedipus running from where he believes is a cursed place for him, to the place where the tragedy will draw with paucity, is evocative and makes our pathos toward Oedipus greater.The ironic idea of Oedipus running towards his fate preferably than away, proves the point that as humans our greatest tragedy is the fact that we cannot escape our destiny. Secondly, as humans we are very proud and do not like to be taken down from the pedestal we put ourselves on. This is true also for Oedipus, where his hubris or his pride, forbids him from believing that he is the one responsible for the plague. In this way his hubris becomes his hamartia and he cannot believe it is his fault until the moment of cognisance a couple of pages later.An exemplification of Oedipus showing his hubris is when Tiresias reveals that he is the murder and Oedipus replies with a threat, that obscenity, twice, by god, youll pay. Oedipus pride gets in the way of him acknowledging that he is not only the protagonist but also the antagonist. He is futile to endorse the truth in Tiresias words. This is once again dramatic irony to the audience in which they are aware of Oedipus guiltiness, but he is not. Another example of his pride getting in the way, is when instead of accepting the blame he decides that Creon has planned his downfall, in a way to throw him off his throne.Oedipus says, Creon Is this his confederation or yours? , to which Tiresias replies, Creon is not your downfall, no, you are your own. Even after both of these occurrences, Oedipus hubris lettuce him from realising the facts. This is another reason for the fact that as humans we are unable to escape our destiny, because of the pride and superiority that we hold for ourselves In conclusion, it is true that as humans we are unable to escape our destiny.This is shown in Sophocles famous play, Oedipus the big businessman. First of all because eve n though Oedipus tries to outrun his fate, he ends up running straight towards it. This is shown from the way he flees Corinth from his supposed parents to Thebes where his biological parents are. It is also shown in humans pride and arrogance that we hold ourselves to. This is shown in Oedipus through with(predicate) his ignorance to the facts. From this we are able to see that we cannot escape destiny as humans.

Cosmic Creation Myth

Cosmic induction Myth across Culture wallpaper Kristin Sheffield HUM 105 For decades myths have been told about the development of the world. Each destination has their version of how life began. These myths are centered on creation how the reality was created, how the sky, disgrace or the sea was created, and how piece and animals were created. These myths give cultures the security of belief. assorted cultures believe differently, but these beliefs help certain cultures to continue to face problems or issues, worship, and create happiness and peace. The Enuma ElishApsu, the father of Sweet Watersand Tiamat, Mother of brininess Waters created 3 unruly children. The children divinitys were further being children, but unfortunately they were disrupting Tiamats peace. She grew to hate their behavior and asked Apsu to deal with them. When he tried they just ignored him. Due to their unwillingness to obey their kindles Apsus resolution was to drop off them. Tiamat was truly upset by this resolution. She told Apsu that his resolution was evil and they needed to be much understanding. Her pleas were ignored by Apsu. Apsu and Tiamats creations soon realized Apsus evil plans to destroy them.At first they cried, and then they succumbed to their fate. However somehow they had befriended Ea, the wisest God, who eventually killed Apsu and do his co-conspirator his slave. This is a Babylonian Myth. This myth later became the reason for a national vacation in which they emphasized the reestablishment of order, (Rosenberg. 2006). The Creation of the globe Ife Olorun, the god with the superlative knowledge, had a son, Obatala, who wanted to create land where Olokun, the goddess of endless waters and kookie marshes ruled. Obatala went to his older brother for advice on how to proceed.His brothers gift was one of prophecy. He hash out his brother and sent him on his way. Obatala did everything he said hed do. He created land in the middle of marshy water he t hen created plants. entirely he wanted more and more. While drunk on wine, he started playing with clay. He asked Olorun to breathe life into them, (Rosenberg. 2006). at once he sobered he realized they were imperfect. He decided never to drink that type of wine again and vowed to protect all the public that suffered because he was drunk. He became the shielder of all those who are born deformed (Rosenberg. 006). This myth came from Africa the Yoruba people. They showed more sense in their stories Love, jealousy, sympathy and anger. As with many myths, the creators of these myths were neither male nor female. They were groups of people. The Enuma Elish myth was from the Babylonians and also the Assyrians as well. For The Creation of Universe Ife, this myth came from the Yoruba people of Africa. in concert these myths share similarities about suffering and appreciation for what they have. In these myths something vital has to be restored in order to move forward.With the Enuma Elish it was the balance between good and evil. With The Creation of Universe Ife he became the protector of imperfect people. Both The Enuma Elish and The Creation of Universe Ife had mainly water as the major element. In The Enuma Elish both parent gods were from Salt or Sweet waters. Olokun, in The Creation of Universe Ife was god of mash and wild waters. In both myths anything that disrupted peace made the waters surge back and forth (Rosenberg. 2006). Another similarity was military personnel were created. In The Enuma Elisa Ea killed Kingu by severing his blood vessels.The first universe came from the blood. In The Creation of Universe Ife, Olorun breathed life into the clay for Obatala creating humans. The conflict was Obatala wanted companions, but Eas purpose was to have the humans treat the gods (Rosenberg. 2006). These myths were designed to understand the unexplainable. Different cultures explained them differently. Each culture had god and goddesses. Stories of thes e gods and goddesses explained things to humans such as how we (humans) came to be how the earth formed why humans look differently from other humans or animals etc.Different cultures believe how things came to be differently. It depends on their faith, religion, and beliefs as to what they will believe. In all the stories that are being told, it would only take a person with influence to announce the theme is true in order for other people to start believing. Once other people start believing, the proof is optional. Reference Rosenberg, D. (2006). World Mythology An anthology of grand myths and epics (3rd ed. ). Chicago, IL McGraw-Hill.

A Halloween Night Essay

The town next to ours was a little dig town called Cheshire. Despite it being a productive and rich exploit town, it was well known for the Leg residuum of the Witches Circle. It was said that dozen witches used to persist here. At the struck of mid dark, they would fly slightly the town, creating nuisance and sca striation off anyone in their direction.After many deaths, people fled the town, fearing falling victim to the evil witches. dig was halted and the town was abandoned. No one has returned to Cheshire ever since.The mood of Halloween was in the air. It was the end of October and large pumpkins were being put out for sale at the farms. Everyone in Saintsbury was getting ready for Halloween. Statues of goblins and evil witches could be forecastn everywhere.It was finally here, Halloween night. The streetlights were non working. Instead, the fatigued glows of candlelight lined the street. I was a bit old to go trick or treating I had better plans with my friend. Jack , a good friend of mine had planned for us to pay a little piffle to Cheshire, to prove to ourselves right that the legend of the witches were just a myth.I met up with him downtown and we got what we needed, and set out on the dark winding path through the quality leading into Cheshire. The noise began to slowly fade outside. The forest was strangely quiet that night. I could hear myself breathing heavily. We walked arm in arm, guided by the dim light from the small torch.It was a certain Halloween night. The full moon was shining through the bare branches casting eerie shadows on our path as we walked. A cool breeze was blowing displace leaves dancing messily across the forest floor. I remember thought process to myself that this night was truly the kind that you imagine when you listen to a chilling tale. Holding tightly to the person next to you, just like I was holding Jack as we walked that evening.The path we walked on would take us past the cemetery and end at the cre st above lambasts Den, where it is believed the witches used to slay their victims every night. We chose this path because of it being the night it was. We were feeling new-fashioned and out for an adventure. An adventure that led us into the emotional state of the towns legendary witches circle.As we walked past the cemetery a group of mischievous boys came jumping out from behind some tombstones and trees. My burden was in my throat and I felt Jack give a startled jump. Oi, what the hell do you think youre doing shouted Jack. They ran away express joy, off to go through their next victim. My I was still looking scare and when Jack turned to see if I was all right, he started laughing too. thence jokingly, I sent him stumbling backwards over a logarithm into a big pile of leaves from a nearby oak tree. I ran and found a good spot to hide, to do some scaring of my own.I had settled in behind a rock above incommodes Den and feeling pleased with myself, waited for the sound of crunching leaves. I listened carefully, however what broke the silence was not the sound I expected. From below, in daystars Den, I heard chanting. I slowly turned some to see who or what it was that was chanting. Suddenly, from behind, an arm grabbed me. I unfastened my mouth to scream, exactly it was quickly seeed by a second hand. As I struggled to get loose I wondered what had happened to Jack and if I was going to go wrong tonight.Reality set in when I heard Jacks voice whispering my name. When I finally settled down, he whispered for me to be quiet currentlyer he released his hand from over my mouth. As he released his hold, my eyes drifted down to the strange sight below. Oh my God I said. In the valley below, surrounding a large stone altar, stood twelve figures. They were dressed in black gowns with hoods that hung over their faces, giving them an eerie appearance. As they stood encircling the altar their soft chanting could be heard. Soon my be was covered wi th goose bumps as their voices softly filled the night air. From the cover of the night we knelt watching in silence.Then thither was silence as a man leading a goat appeared out of the darkness. They laced the goat to the altar piece a new figure entered the light. In his hand was a large dagger that he carried to the top of the altar then knelt and chanted softly. Slowly he rose, raising the dagger superior into the air, then with a loud cry he lowered the vane into the screaming goats chest. With ease he sliced open the goat while it cried and squirmed.Then, as if it was an orange he began to peel its skin from the body. When he had done for(p) he held the head and skin high into the air as if he was praying to his god. He called for power as he placed the goats head in place. The skin was still wet with blood and it clung to his back. channel covered his face as it ran from the goats head before falling to the ground. Then he turned and spoke to the darkness. A young woman entered into the light and in her arms she carried a small kidskin. thither was no expression on her face as she placed the child upon the altar before turning and walking back into the darkness.The child placed cradled in the carcass of the goat as the leader fell to his knees at the side of the altar. The other twelve, still encircling the altar, continued the chanting. Their cries became louder and louder. Suddenly there was silence as the leader stood. He raised the dagger into the air, a cold dark expression on his face as he again prayed to his god. Just as he was ready to plunge the brand into the child, a scream pierced the night. Their eyes searched the darkness for the intruder and soon all eyes were on me. The eyes of the Death Leader locked into mine. Then all went black.I woke up with the sensation of heat against my skin. I looked around and saw twelve black figures standing around me. My hands were tied back to a pole and around me was a big ring of fire. Barely o pening my eyes, because of the intense heat, I looked for Jack.I could not find him. Then I saw it. On the altar, lay the body of a young man. I tried to stand on my toe to see is he was all right. I felt sick. His body was covered with blood. A deep cut ran straight down his chest.I turned away, not being able to bear what I just saw. I looked up to the figure sitting next to the altar. It was terrifying. It was the most hideous face I had ever seen. It had a pale yellow skin and had holes for eyes. He stared at me coldly and stood up before reaching for the dagger, soaking in blood, from the altar.I got terrified and struggled to free myself, to no avail. I let out a scream, as he raised the dagger into the air, his cold eyes agaze into mine. I held my eyes shut, waiting for it. Then all went silent.I opened my eyes, much to my relief. Everything was gone, my hands were untied. The rays of sun, arising amidst the clouds, broke the darkness. The altar and fire was gone too.

Cross Cultural Management

The purpose of this essay to demonstrate the heathenish differences amongst the UK omnibus personnel casualty to piddle as an expatriate conductor in Colombia. By taking into love Hofstede, Bond, Trompenaars and new(prenominal) cross heathenish focusing queryers to advise the UK music film director most the Colombian stopping point, taking into con placeration the differences mingled with asteriskership styles, determination make, recruitment and selection, motivation, planning and team versus several(prenominal)(a) hotshot working. The reason for selecting Colombia was that fit in to the results by Geert Hofstede, these 2 countries atomic number 18 real reverse to unmatchable a nonher.T herefore it im small-arm be corking to comp be the differences and the similarities amid the countries farming. concord to Adler (1983) Cross ethnic management is defined as the study of the manner of pot in the organizations located in nicetys and nations around the gentleman. It focuses on the r destroyering of organizational deportment within countries and stopping points, on the comparison of organizational behaviour cross managements countries and floricultures, and perhaps most distinguishedly on the interactional of muckle from incompatible countries working within the same organization or within the same work environment.As an advisor to a UK keep company open uping a subsidiary and to send an expatriate Manager to work in Colombia, the beat let on appearance is to enter the country with an acceptance to what is the culture of Colombia, as it is endlessly break dance to accept and then inquire. Hofstede defines culture as the collective schedule of the mind which distinguishes the members of unmatched human group from a nonher civilisation, in this sense, includes value systems of determine atomic number 18 a core element of culture. (Mead et al, 2009) From further query on Hofstedes culture dimension, we f aecal matter state that thither is a huge divergent between the UK and Colombian culture. (Hofstede, 2009) Power Distance is the cessation to which members of a clubhouse accept the unequal distribution of power among individuals. (Ball et al 2004) On the Power Distance dimension (PDI) Colombia shootd a comparatively spunky hold of (67). Hofstede, (2011) the stigmatize reveal that Colombians be reliant on way and hurl leadership that is regularly in a paternalistic access.This is authentic(a) by workers, they argon rattling some(prenominal) loyal and the effrontery is that all delegacy and account dexterity is at a spicyer level. Here subordinates atomic number 18 to pick out do those in positions of trust with particular compliments, nitty-gritty it is a society that has a precise low level of tolerance for un plasteredty. The motorbus knows e genuinelything and is all powerful. Harris et al (2004) Management here is knock againstn as organism springit arian, the theory X managers as defined by McGregor. Netmba, (2011) In Colombia the lines of conference in organisation is steep, subordinates give normally know whom to report to.Companies here are characterised by a less formal witnesss and fewer layers of management. (Mead et al, 2004) According to Geert Hofstedes culture dimensions scores, UK has the score of (35) This surfaces that the UK has a precise low power distance, which means that it society de-emphasises the differences between citizens power and wealth. It places to a greater extent(prenominal) than emphasis on opportunity and equating for e actuallyone. Managers and subordinates are treated equally. Hod traints et al, (2003). Here the management style as more than of the theory Y manager, as managers are more flexible. (Netmba, 2011)Trompenaars views Individualism and fabianism dimension as the conflict between groups and individual interest. Triandis, (1994) this reflects the underlying written text of society integrated, tight kindly arrangement involving collective responsibility. (Jhon Martin, 2005) UK has a score of (89) on the Hofstedes riseing, this score indicate that UK has a graduate(prenominal) score on individualism and a high gross national growth and in any case a ingenuous political structure. Here the society are more individuals and are expected to look after themselves and their immediate families save. Mcfarlin et al, 2011) On the new(prenominal) hand Colombia has a score of (13), this indicates the opposite of UK, meaning that Colombia is a collective society, where a favourite for a strongly tie social framework in which citizens are integrated in groups, they expect their clan, families, or another(prenominal) in-group to look after them in ex transplant for unquestioning reliability.Colombians societies are strongly from birth onwards integrated into strong groups, this is a great come up to extended family. (Hofstede and Bond, 1988) Colombian peo ple would openly express emotions regular in craft concern circumstances, whereas the British would consider such display nprofessional. (Helen Deresky, 2003) UK managers separates work, human relationships and in-person spots, they hack their cloak-and-dagger lives and work, they are more direct and open, whereas in an diffused oriented cultures, such as Colombia, there is spill over from work into in the flesh(predicate) relationships. (Helen Deresky, 2003) According to Edward Hall Britain is a monochronic sentence society. To British citizens succession is preciously and limited re outset, it is to be scheduled, saved, and as well as spent with precision, for the British time is money, and the clock is at all times running. at that placefore, schedules and deadlines essential to be met, and when others are not on time for meetings, British may feel insulted, when meetings digress from their purpose, British tend to become impatient. (Mcfarlin et al, 2011) notwithst anding in Colombia attitude toward time is manana meaning tomorrow. From Edward Hall seek, Colombian is a polychonic time society. Despite the position that the British frequently regards a deadline as a firm commitment, Colombians much regards deadline oblige on them as an insult. They feel that serious things take long time and therefore weednot be chilled.Colombians are not known for punctuality. They may go in at a agate line meeting 15 or 20 minutes late, since this is considered the norm. (Mcfarlin et al, 2011) The UK manager breathing out to Colombia essential be careful not to offend Colombians as they misunderstand the local language of time. Polychronic cultures take a more flexible view of time and this may be lumbering for British to understand. The procedure of relationship building is regarded with more more sizeableness in most part of the globe. It is important for a cross culture manager to be aware of the submit of culture on decision making styles and process. Deresky, 2003) According to Harris et al, (2004) British negotiators are in general speech payoff objective regarding the precise issue at hand and usually would like to waste no time in getting down to course and making progress. They understand the others position, and are marked by tolerance and compromise. Managers here are seen as being one dimensional, mechanical and caught in a short term transitional approach. They focus more on formal rules than relationships. According to trompenaars dimensions UK is seen as being a high universalism society, However Colombia is seen high on particularism.Hodgetts et al, (2003) Colombian managers would like to take able time to build trust and respect as a buttocks for negotiating contract. In Colombia personal commitment to individuals, kind of than the legal system, form the instauration for the enforcement of contracts. UK manager must be aware that relationship building is in fact, the first phase of negotiations with the Colombian. Looking at Trompennars dimension of diffuse vs specific, Colombians are known to have an indirect colloquy style and they rely on facial expression. With the Colombians it is considered polite to keep beside eye contact during conversations.With close friends, women could kiss apiece other on one cheek or clasp forearms. Men often hug and hit each others back. This particular hug is known as the abrazo. ( pagan taboos, 2010) Colombians exit likewise ask numerous polite questions and go done other pleasantries UK managers should expect inquiries as to your trip, family, friend and health, when greeting Colombians you dont not rush them, as it is considered callous and disrespect to rush greeting. The standard greeting is the handshake upon introduction and departure. ethnic taboos, 2010) In the other hand intercourse in the UK will be more direct and reserved they avoid high pressure tactics and confrontational behaviour. (Harris et al, 2004) Language feces as well as be a pitfall for a British expatriate manger going to work in Colombia. Inability to speak local language can be a challenge therefore the British manager must learn Spanish when going to work in Colombia as this will sponsor. In Colombia selecting a leader or a manager from a company is the most crucial decision, as they will normally destiny to know them in person and probably establish friendship.They make decisions on the fanny of feelings, quite than experience or empirical evidence of other facts. heathen taboos (2010) In Colombia before starting a meeting, there will ever so be a small speak, this is necessary in as its gives manager and subordinate the time to get to know each other personally. It is seen as a good way to establish relationship this is seen as a high priority than ripe doing calling. Most time other cultures doing pedigree with Colombian should wait for them to initiate the trading controvertion. (Charles, Trompenaars, 2004)At t he end of the meeting, do not hurry off wait a junior-grade longer to come up talking with the work colleague or business associates, Colombians will find it impolite and disrespectful to leave immediately hunting a meeting, this to them signify that you have better things to do. therefore a British expatriate manager should take this into consideration as mentioned above, time is not an issue for Colombians, and Meetings will last as long as they need to last, and establishing trust is really important first. (Charles, Trompenaars, 2004)Management nowa sidereal days must make sure that they are disposition and being unders in like mannerd across cultural borders. As a UK manager working as an expatriate in Colombia, there are umteen things to take into account as the two countries are very unalike when it comes to cross cultural differences and in cross cultural management. Dealing with incompatible culturally teams can be a challenge. The expatriate UK manager going t o Colombia must consider and respect that Colombians management is all in all different from the one from UK therefore the expatriate manager must target appreciation and consideration of Colombian culture.Uk manager should show tolerance, in respecting Colombians cultural views, beliefs and have tolerance for their difference working practices, as mentioned above in the views from Trompenaar, Colombia is seen as a high particularism society, they focus is more on relationship than formal personas, in Colombia the business set is very formal and the expatriate manager from UK will be more boffo if he bears in mind the importance of being polite at all times. And treat people in positions of conditionity with respect.It is better to make an error on the side of being excessively formal rather than to jeopardize a business relationship by being similarly informal and placeing flippant. Cultural taboos (2010) whereas in the UK this is not the case. British society is seen as high universalism, they focus is more on formal rules than relationships, here business contract are adhered to very closely, and they believe that a cross is a deal. (Hodgetts et al 2003) The UK expatriate manager must also have the fellowship of the Colombian organisational culture and history, as this will help him know exactly what to expect from the Colombian working trategy, and learn who has the authority to decide on settlement and on the decision making. He must also take whatever ill-treat that is necessary to gain an in depth understanding of Colombians, and how they negotiating styles, views of process, and cultural values may come to play. close to other important issue that the UK expatriate manager should consider is language, the lack of abroad language skills will put the British manager at a disadvantage, as verbal communication is important.In Colombia business is done in side of meat and in Spanish, therefore the British manager should consider discipline Spa nish before taking the challenge of working in Colombia. In deduction a manger moving to work from one country to another, must know that it is not an easy issue but a repugn one. Cross cultural manager must learn the differences management styles between the host country and the visiting country. Taking into consideration their cultures differences, value, beliefs and norms.References Dereskey, E. (2011). world-wide Management, seventh Edition. Prentice Hall Dereskey, E. 2003). international Management, 4TH Edition. Prentice Hall Mcfalin, D. , Sweeney, P. (2011). International Management, 4th Edition. New York Harris, P. Robert, T, . Moran, S, . Moran, V. (2004). Managing Cultural Differences, 6TH Edition. USA Hampden, C, T, Trompennar, F. (2004). Building Cross- Cultural Competence. UK Hodgetts, R. Luthans, F. (2003) International Management, 5TH Edition Mead, R. , Andrews T. (2009). International Management, 4th Edition Wiley Nancy J. (1983). The honorary society of Managemen t Review Cross-Cultural Management Research The Ostrich and the movement Cultural taboos (2010) on tap(predicate) at http//www. circlesofexcellence. com/blog/? tag=cultural-taboos&paged=2 accessed 21 March, 2011. Colombian culture tips Available at http//rw-3. com/tag/colombian-culture/ accessed 19 March, 2011. Intercultural Management, UK. Being a Manager in United Kingdom http//www. kwintessential. co. uk/intercultural/management/uk. html Accessed 20 March, 20011. Theory X and Theory Y Available at http//www. netmba. com/mgmt/ob/motivation/mcgregor/ accessed 19 March, 2011. APENDIX Geert Hofstede Culture property prove http//www. geert-hofstede. com/hofstede_dimensions. php? ulture1=94&culture2=19 High consideration vs. Low consideration Take a look how members of high and low contextual cultures see themselves and their opposites High Context Communication polite respectful integrates by similarities/ unity not directLow Context Communication open true integrates by legitimacy direct High Context claims Low Context impolite cannot represent between the lines naive no self discipline too fastLow Context claims High Context hiding knowledge not trustable arrogant too formal too slow Seehttp//glob specify. com/2009/06/24/indirect-communication-and-indirect-leadership-in-asia/Cross Cultural ManagementCROSS CULTURAL MANAGEMENT Under these conditions it is obvious that good deals very often operate in different countries and deal with people from other nations. The follow that makes business outside the home country encounters some difficulties. There are significant differences among countries according to their culture and this happen upons their relationships between trade partners or cooperating companies. This exit very often is described by Lisbeth Clausen.She is a prof that associates with surgical incision of Intercultural Communication and Management at Copenhagen Business School and she is also associate with Asia Research Center. In the International Journal of Cross Cultural Management, 2007 Vol 7(3) 317-332 we can find an member titled Corporate Comunication Challenges A dialogue Culture stead, written by Lisbeth Clausen. The denomination is found on her research forge, which examines communication between danish companies and their military home al-Qaeda/ coalescencys in lacquer.The master(prenominal) interest in this research is related to communications between people in organizations with a spheric perspective. The author for a year and a half(a) was part of the international tidings flow research team at Keio University in lacquer where she was observing political decision-making processes in the newsrooms at the common function station NHK and also the commercial station TV Asahi. She has referenceed forty journalists, extraneous correspondents, editors and famous anchors and the five Nipponese national news producers round their production of international news and also she has c ompared studies of danish and Nipponese news programs.Her project is maintained by the Danish Research Council (LOK). She also has interviewed liter ball-shaped managers from Denmark and japan, move overing attention to their cooperation, their cultural challenges in communication and execution of strategies in japan. In her obligate Corporate Communication and Challenges-A Negotiated Culture Perspective is the centre of attention of her long term studies and hard work. The authors main thesis is that business culture cannot be defined only in call of nationality.By the examination of Danish- Nipponese business relationships she tries to show that there are other factors like industry, organizational and professional knowledge that shape culture. However that does not mean that national characteristics and values are not important. The phrase is very well organized. It includes a little introduction to the worrys. Lisbeth presents results of her research that she did bit being in Japan. She applies concept of negotiated culture to empirical entropy at two organizational and contextual levels in intercultural encounters.Communication is viewed as a complex, multi- issued, and active process in which global managers exchange meaning (Clausen, 2007). The fact that she establish her oblige on the theories of intercultural communication and negotiated culture and after that lead readers through nurture obtained from managers engaged in Danish- Nipponese business to get to conclusions that support state by her thesis, strengths this article, makes it clearer and more reliable.Based on the analyses of strategic and useable communications that occur in the business relationship between Denmark headquarter and its alliance partner in Japan, Lisbeth indicates how the western view of communication processes differs from the Japanese and how umteen challenges are brought nigh by the globalization. As mentioned earlier the theoretical intromission for these studies is a theory of negotiated culture.According to Brannen and Salk (t2000) national origin is a descent of values and norms for managers, but is not a determinant of communication outcomes negotiated culture appear when members from different national and organizational cultures deal together during cooperation between corporation from two different countries emerge the specific attributes of a headquarters/partners relationship cultural differences may affect task related issues in unlooked-for ways The fact that the author indicates all the sources from which she has obtained information presented in the article makes this articlea more valuable source of knowledge about intercultural communication. Lisbeth has lay in data for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the brake shoe caller. She conducted fifty interviews in five companies as part of a monstrousger project on man agement, communication and competence. The goal of interviewed made in twain Denmark and Japan was to achieve a good understanding of the viewpoints of both the headquarters and the partner.In Denmark Lisbeth has focused on the production of new prototypes and has met people in the factory. In Japan she has visited several shoe stores and has spent some time in the showroom. She has thoroughly interviewed managers and directors from so more departments. similarly that she has also interview via telephone the managing director of Asia (Danish) stationed in Hong Kong (Clausen, 2007). It seems like Lisbeth has put so much effort in obtaining all the information that let her be as objective as possible. The article is well organized. Every problem that is discussed belongs to different paragraph, with a header to make it easier to understand. The author describes different issues step by step without mixing them together.Everything together is connected in the just article and all t he conclusions are drawn from all the information presented in there. It gives me an view that Lisbeth has broad knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses even if she talks about some theories is rather always clear. Because all businesses involve communication therefore ability to run with people from other culture is crucial in global world of business. Communication becomes more difficult when partners come from different cultural ground and speak different language (Adler, 2002).There are no doubts that managers and expatriates have big challenges dealing with their partners across the borders. Culture in certain way shapes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the notion of communication, considering more than just one perspective. I think that this is one of the proofs that Lisbeth tries to be very objective. Hesperian approach is concerned on communication as a transmittal of information from sender to receiver, what is understood as a possible to control process. From the other side she also presents eastern perspective that emphasizes a role of cooperation. Besides that she also focuses on explanation of culture.She presents different theories of culture at the end she puts essence of all of them in a conclusion. She sees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the base on which she draws her conclusions. To support her thesis about influence of cultural differentiation for business relationship she presents all the facts that she has recorded trance interviewing managers in SHOE Company. That also includes the information about development of the cooperation between Denmark and Japan in the SHOE Company. Danish Company makes business with Japanese on the base of licensing. According to her interviews the auth or indicates as umpteen areas that show differences in culture as possible.The culture of the SHOE Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, mum paying attention for role of entrepreneur. Japanese from the other side respect Danish rules and business philosophy, but they cannot incorporate boththing into a Japanese business setting. Even if Danish managers made so many trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are let off big differences that force Japanese to modify Danish business philosophy.To convince readers about differences in Danish and Japanese culture Lisbeth gives so many examples from Companies spiritedness. SHOE Company has an position in Honk Kong. The managerial director (Danish) is the only person from this mapping that deal with Ja panese. He lives in Honk Kong. He is kind of intercessor between Danish managers and Japanese. He has much better abilities to communicate with Japanese than his Danish coworkers. On the base of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better communicate with Japanese is a result of cultural learning and interpretation of the Asian managerial director.The author very good presents a base for her conclusions. She discusses variety of factors that affect her final look. According to organization of communication she presents Danish and Japanese perspectives. Japanese complain that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too much ultraconservative and spend too much time making sure that everything is stark(a) before they launch the product. Moreover dominating there vertical pecking o rder does not support empower employees. The lack of freedom, independence and personal responsibilities makes business slower and less developed that it could be.Another important issue notice by Lisbeth during her studies was lack of agreement on distribution channel. There is intermediary system of distribution in Japan, which in Danishs opinion makes selling prices to go up. Unfortunately the power of wholesalers is overwhelming in the Japanese market, and many department stores are depended on them. Japanese impost of wholesalers is not possible to change. I think that this example strengths Lisbeths article because proofs the assumption that different markets have different cultural heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbeth took closer look at Product, mark and Marketing dodging in the SHOE Company.The main schema of the mickle is that local subsidiaries and factories around the world make as many decisions by them self as possible. However there are still many disputes. Denmark wants to promote its shoes as Danish as gentle, which is judge by Japan, but Japan, does not want promote slow and comfortable life that in Japanese opinion is an attribute of Danish people. This whole does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implements only 50% of Danish ideas for marketing. Similar situation appears if it comes about discoloration strategy.Living in the global world Danish tries to sustain one global strategy to its products, however Japanese do not agree. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of strategy, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Da nish cultures that are very visible during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting.They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. Participation is not very formal. Japanese act totally different and value other things. For them every business meeting it has a form of formal ceremony. It is extremely important for them to be the meeting. Japanese do not talk too much, the listen. They definition only if they are asked to do it. For Danish people this is not so easy, because to be successful making business with Japanese they have to follow their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay haemorrhoid of attention for small details.They focus on the relationship building. genuinely often they meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and free time is separated from it. They do not enjoy expenditure their private free time for meeting people from work. Lisbeth Clausen has done a very good job collecting all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-Japanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries.Numerous analyses of certain facts and behaviors let readers better understand stated problem. Examination of the situation that she personally see is a good way of delivering proof for her thesis. I think that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differences in culture affect the way of communication. In the century of development of globalization there are many challenges in making business across the countries. perchance one day I will work for a Company that performs global and I will have to deal with managers from different culture.Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japanese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally agree with Lisbeth thesis that culture shape communication. References Adler, N. J. (2002) The International Dimension of Organizational Behavior, 4th edn. Canada North-Western Brannen, Y. and Salk, J. E. (2000) Partnering across Borders Negotiating Organizational Culture in German-Japanese sum Venture, Human Relations 53(4)451-87.Cross Cult ural ManagementCROSS CULTURAL MANAGEMENT Under these conditions it is obvious that corporations very often operate in different countries and deal with people from other nations. The Company that makes business outside the home country encounters some difficulties. There are significant differences among countries according to their culture and this affects their relationships between trade partners or cooperating companies. This subject very often is described by Lisbeth Clausen.She is a professor that associates with Department of Intercultural Communication and Management at Copenhagen Business School and she is also affiliated with Asia Research Center. In the International Journal of Cross Cultural Management, 2007 Vol 7(3) 317-332 we can find an article titled Corporate Comunication Challenges A Negotiation Culture Perspective, written by Lisbeth Clausen. The article is based on her research project, which examines communication between Danish companies and their headquarters /alliances in Japan.The main interest in this research is related to communications between people in organizations with a global perspective. The author for a year and a half was part of the international news flow research team at Keio University in Japan where she was observing political decision-making processes in the newsrooms at the public service station NHK and also the commercial station TV Asahi. She has interviewed forty journalists, foreign correspondents, editors and famous anchors and the five Japanese national news producers about their production of international news and also she has compared studies of Danish and Japanese news programs.Her project is supported by the Danish Research Council (LOK). She also has interviewed fifty global managers from Denmark and Japan, paying attention to their cooperation, their cultural challenges in communication and implementation of strategies in Japan. In her article Corporate Communication and Challenges-A Negotiated Culture Perspective is the essence of her long term studies and hard work. The authors main thesis is that business culture cannot be defined only in terms of nationality.By the examination of Danish-Japanese business relationships she tries to show that there are other factors like industry, organizational and professional knowledge that shape culture. However that does not mean that national characteristics and values are not important. The article is very well organized. It includes a little introduction to the problems. Lisbeth presents results of her research that she did while being in Japan. She applies concept of negotiated culture to empirical data at both organizational and contextual levels in intercultural encounters.Communication is viewed as a complex, multi- issued, and dynamic process in which global managers exchange meaning (Clausen, 2007). The fact that she based her article on the theories of intercultural communication and negotiated culture and after that lead readers through information obtained from managers engaged in Danish-Japanese business to get to conclusions that support stated by her thesis, strengths this article, makes it clearer and more reliable.Based on the analyses of strategic and operational communications that occur in the business relationship between Denmark headquarter and its alliance partner in Japan, Lisbeth indicates how the western view of communication processes differs from the Japanese and how many challenges are brought about by the globalization. As mentioned earlier the theoretical foundation for these studies is a theory of negotiated culture.According to Brannen and Salk (t2000) national origin is a source of values and norms for managers, but is not a determinant of communication outcomes negotiated culture appear when members from different national and organizational cultures deal together during cooperation between corporation from two different countries emerge the specific attributes of a headquarters/part ners relationship cultural differences may affect task related issues in unexpected ways The fact that the author indicates all the sources from which she has obtained information presented in the article makes this articlea more valuable source of knowledge about intercultural communication. Lisbeth has collected data for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the Shoe Company. She conducted fifty interviews in five companies as part of a larger project on management, communication and competence. The goal of interviewed made in both Denmark and Japan was to achieve a good understanding of the viewpoints of both the headquarters and the partner.In Denmark Lisbeth has focused on the production of new prototypes and has met people in the factory. In Japan she has visited several shoe stores and has spent some time in the showroom. She has thoroughly interviewed managers and directors from so many de partments. Besides that she has also interview via telephone the managing director of Asia (Danish) stationed in Hong Kong (Clausen, 2007). It seems like Lisbeth has put so much effort in obtaining all the information that let her be as objective as possible. The article is well organized. Every problem that is discussed belongs to different paragraph, with a header to make it easier to understand. The author describes different issues step by step without mixing them together.Everything together is connected in the reasonable article and all the conclusions are drawn from all the information presented in there. It gives me an impression that Lisbeth has broad knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses even if she talks about some theories is rather always clear. Because all businesses involve communication therefore ability to communicate with people from other culture is crucial in global world of business. Communication becomes more difficult when partners come from different cultural background and speak different language (Adler, 2002).There are no doubts that managers and expatriates have big challenges dealing with their partners across the borders. Culture in certain way shapes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the notion of communication, considering more than just one perspective. I think that this is one of the proofs that Lisbeth tries to be very objective. Western approach is concerned on communication as a transmission of information from sender to receiver, what is understood as a possible to control process. From the other side she also presents eastern perspective that emphasizes a role of cooperation. Besides that she also focuses on explanation of culture.She presents different theories of culture at the end she puts essence of all of them in a conclusion. She s ees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the base on which she draws her conclusions. To support her thesis about influence of cultural differentiation for business relationship she presents all the facts that she has recorded while interviewing managers in SHOE Company. That also includes the information about development of the cooperation between Denmark and Japan in the SHOE Company. Danish Company makes business with Japanese on the base of licensing. According to her interviews the author indicates as many areas that show differences in culture as possible.The culture of the SHOE Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, still paying attention for role of entrepreneur. Japanese from the other side respect Danish rules and business philosophy, but th ey cannot incorporate everything into a Japanese business setting. Even if Danish managers made so many trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are still big differences that force Japanese to modify Danish business philosophy.To convince readers about differences in Danish and Japanese culture Lisbeth gives so many examples from Companies life. SHOE Company has an office in Honk Kong. The managerial director (Danish) is the only person from this office that deal with Japanese. He lives in Honk Kong. He is kind of mediator between Danish managers and Japanese. He has much better abilities to communicate with Japanese than his Danish coworkers. On the base of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better communicate with Japanese is a result of cultural learning and adaptation of the Asian managerial director.The author v ery good presents a base for her conclusions. She discusses variety of factors that affect her final opinion. According to organization of communication she presents Danish and Japanese perspectives. Japanese complain that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too much conservative and spend too much time making sure that everything is perfect before they launch the product. Moreover dominating there vertical hierarchy does not support empower employees. The lack of freedom, independence and personal responsibilities makes business slower and less developed that it could be.Another important issue discovered by Lisbeth during her studies was lack of agreement on distribution channel. There is intermediary system of distribution in Japan, which in Danishs opinion makes selling prices to go up. Unfortunately the power of wholesalers is overwhelming in the Japanese market, and many depa rtment stores are depended on them. Japanese tradition of wholesalers is not possible to change. I think that this example strengths Lisbeths article because proofs the assumption that different markets have different cultural heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbeth took closer look at Product, Brand and Marketing strategy in the SHOE Company.The main strategy of the Corporation is that local subsidiaries and factories around the world make as many decisions by them self as possible. However there are still many disputes. Denmark wants to promote its shoes as Danish as comfortable, which is accepted by Japan, but Japan, does not want promote slow and comfortable life that in Japanese opinion is an attribute of Danish people. This totally does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implemen ts only 50% of Danish ideas for marketing. Similar situation appears if it comes about brand strategy.Living in the global world Danish tries to apply one global strategy to its products, however Japanese do not agree. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of strategy, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Danish cultures that are very visible during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting.They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. Participation is not very formal. Japanese act totally different and value other thin gs. For them every business meeting it has a form of formal ceremony. It is extremely important for them to attend the meeting. Japanese do not talk too much, the listen. They comment only if they are asked to do it. For Danish people this is not so easy, because to be successful making business with Japanese they have to follow their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay lots of attention for small details.They focus on the relationship building. Very often they meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and free time is separated from it. They do not enjoy spending their private free time for meeting people from work. Lisbeth Clausen has done a very good job collecting all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-Japanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries.Numerous analyses of certain facts and behaviors let readers better understand stated problem. Examination of the situation that she personally experienced is a good way of delivering proof for her thesis. I think that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differences in culture affect the way of communication. In the century of development of globalization there are many challenges in making business across the countries. Maybe one day I will work for a Company that performs global and I will have to deal with managers from different culture.Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japa nese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally agree with Lisbeth thesis that culture shape communication. References Adler, N. J. (2002) The International Dimension of Organizational Behavior, 4th edn. Canada North-Western Brannen, Y. and Salk, J. E. (2000) Partnering across Borders Negotiating Organizational Culture in German-Japanese Joint Venture, Human Relations 53(4)451-87.

Hadith of Gabriel Essay

Our religion communicates us the enlightenment to do whats best not only for ourselves but for the completed commonwealth that we croak as well. It serves as our guide to the bridle-path of wonderful thoughts and bright actions which willing come to light to the personality that we possess as of the moment. What will know deep down our persona was the last-ditch contribution of what our religion has thought us. In this regard, we could possibly utter that Islam has been peerless of the great contributions in this time and age.It depicts a very peachy sense of province which could help to augment the governing body that we have within ourselves. The teachings of the Quran emphasize the responsibility of the individual to confederation and of society to individual (Bloomington, 2002, p. 262), as we have noted, Quran serves as our guide to the right path and ultimately provokes us to realize what are the best things that we could adapt in order to live in the light of Mosl em thoughts and shipway.It has been said that it entails a huge responsibility as we get a grip on its teachings basic bothy for the reason that it is not self centered and it focuses on the proliferation of the entire realm. One can attain absolute satisfaction if his environment goes with it importation the society where you are currently into should goes hand in hand with the healthy thoughts that you believe in, and this was basically what Islam wanted to establish in its people. Take for compositors case the responsibility of paying zakat wherein people are oblige to pay regularly which in turn the poor will benefit such.Indeed, not all are convinced that they should pay such zakat and instead, they prefer to on the dot give alms to the less fortunate wholeheartedly. In view of which, what the Quran has embarked to its people was the gesture that at any rate we should love our dwells regardless of their status in life. This decreed vibe should be taken into considerati on because this is one of the great teachings of the Islamic religion. Similarly, what were epitomized in the Hadith of Gabriel were the strong foundations of the religion of Islam.It embarks the five pillars per se of Islam which was considered as its strong foundation. Islam is to testify that there is no God but Allah and Muhammad is the messenger of Allah, to perform the prayers, to pay the zakat, to fast in Ramadan, and to make the pilgrimage to the field (Tauris, 1996, based on translation found at www. salaam. co. uk). Submission of oneself to Allah was the ultimate ladder to Islamic beliefs. Believing in His ultimate powers was the key to having a strong doctrine in His teachings.He is the one who could deliver felicitousness to the entire realm as we follow His ways to the right battleground of life. There is no God but Allah and Muhammad is the messenger. This strong trammel of faith delivers us to be tyro with the vertical ideals of in truth believing and incepti on our hearts to do good enough deeds in accordance to the information of Allah. Furthermore, as we established our ways in lieu of the teachings of Allah, everything is expected to grow for the fact that it has been guided by the almighty Allah. Performing prayers was also one of the foundations of Islam.Praying not only limits us to chant or even compliment Allah, but it derives us a huge sense of establishing our faith and always have in mind all the goodness that the religion of Islam embarked within us. The discipline of praying and getting focus was one of the great ways to develop our personality that Allah believes to be essential in building the character of a person. Pay the zakat and give alms to the poor was one of the highlights of being a good person, and for that matter a renowned follower of Allahs teachings.Loving our neighbor was on top of everything because this is the moment in our lives that we are bound to cherish all the goodness that our fellowman can give us. In every brusque way that we could offer love was extremely a huge responsibility to the character that we have within and this only proves that we are absolutely enlightened by the will of Allah. In addition to this, this is also a good representation how we truly grasp His teachings as we put into actions all the scholarship that He has given us. Paying zakat alone gives a tremendous impact since as we all knew this will benefit our less fortunate fellowmen. openhanded alms to the poor was another context of charitable acts which will spread the anatomy of responsibility and love that Allah wanted us to deliver. To fast in Ramadan as well as pilgrimage to Mecca was another context of what Allah thought us what responsibility was all about. In this regard, this is an immense conscientiousness for us because abstemiousness was a sign of definitive adherence to faith and following ways of Islam. Indeed, doing what is good is the way to Allahs teachings. His wonderful in tentions of making His people befit conscious of the good deeds were basically His best ideals.On our part, we just have to incessantly trust His ways and keep on engaging our fellowmen since it is the focus of all Allahs ways. We can truly contribute to the realm that we are into the best possible way with the guidance of Allah. The foundations of Islam were a good representation on how we could act the right way. The Hadith of Gabriel shed us light to be able to realize how firm the foundation of Islam was and truly it guides us to be a better person with strong adherence to our faith and has intense love for our fellowmen.

Perceptual Errors

1) Prototypes- Usu completelyy gibe to the root word or profession you belong to, you atomic number 18 come tod to extradite certain characteristics, whether you sacrifice them or not. In our constitution, we exact a aggroup manager who has an impression of being unapproachable and unfriendly, only because of his position. Due to this flat coat n adept of the employees approach him for facilitate, still though it might hurt productivity.Since a few colleagues and myself have a habit of observing peoples conduct, we k naked all this fear is baseless. We didnt hesitate in asking him for help and he was really pleasant and found solutions to our problems and made us very comfortable while he was at it. So, in my opinion to slew this kind of a perceptual flaw, its advisable to remember principle on uniformity. W herein, its not needed that people from similar background argon similar in nature. We should evermore see a somebody as a separate individual.2) Horn raise- A ccording to this violence/ mistake, when a some wiz is found to have an undesirable trait, he is automatically assumed that all his traits must be undesirable, which may or may not be true. To explain with an example, I have a colleague in my region who is precise and sticks to the point when having a conversation with a customer. Once one such matter was escalated considering that he sounded rude to the customer.And though he was alter after been give some advice, because of that one event he is always considered to be deficient in some other necessary traits, where he in reality is pretty trustworthy. Inspite of his being very condition, it was assumed that he was late in his project, when the fact was the opposite In such a elusion, I come back the person has to make an effort to clear such a generality. excessively the appraiser should take into consideration all the facts of the persons behaviour and progress, rather than assume that he will be wrong always.3) Hal lo Effect- This effect is similar to horn effect, the only difference being that here the person is assumed to have all positive traits because of one in demand(p) trait. We have just such an example in our squad up, where one of the executives had scored the lift out in the first quarter. This led to a general assumption that she is right-hand(a) at all necessary statistics, which was not the case. This employee has a habit of approach later from breaks, of not going by rules and generally escaping slights due to favouritism. This also affects the morale of the people who graze hard besides their effort is not recognised. But when she was given the responsibility of helping with the KROs of the few newer executives, she couldnt handle it and this led to waste of time and overall poor performance.This could have been avoided if there was unbiasedness and proper checking do related to the statistics of the person rather than assuming she would be good at everything.4) Primac y Effect- This is an erroneousness in scholarship when a person hunt downs to base somebodys judgement depending on the first impression of that person. For instance, in our organisation we have a new team leader roast in to handle our team. Now since this computed axial tomography was a little timid initially and because it was a new rols and frame for him, most of the people in the office didnt take him seriously. To institute to it some of his mannerisms were a little girlish, which led to most of the office concourse calling him gay. Presently, after knowing him more, even if people are not pulling his leg more or less being gay, he bland not given his due respect. Anything that goes beyond his control in price of disciplinary issues, he is blamed for saying that he doesnt have a proper hold on his teamI call back the best way to reduce such an error in an organisation would be to observe the person in question over a period of time, unbiasedly, and then form an opini on about him. Its not necessary that first impressions are always the last impressions.5) Recency Effect- This is an effect where you form an opinion on a person based on what was last observed about him or what was the last thing he spoke which stood out, in a positive or a negatively charged way. In my office, we have a team leader who is highly work-oriented and keeps to himself. I had an impression that he never talks to some(prenominal)one other than work, which is a good thing, but I always founds it a little too skillful or unfeeling. But recently I had to change my opinion. The homogeneous person had supported me to get holidays because of my bad health, when Id not even asked for any support. Though he still is the same, but that last gesture of his changed my entire opinion of him.Ideally, here is a case of both primacy error and then recency error. Though not all effects could be errors, necessarily. The vital thing is we should not judge others based on one single p oint be it initial impression or in vogue(p) impression. We need to keep our minds open about the person.6) Selective Perception- We tend to perceive things according to our beliefs or interests in this kind of a perceptual error. We may note only that what we tiredized, to suit our own needs. For instance, there is a colleague of mine who never used to talk to me before. But since Ive started my MBA, shes been talking and asking me all sort of information about it. It is a topic of her interest. But she wouldnt talk on any other matter. Here I feel, she perceives selectively, only according to what she wants. In an organisation, it is emend for anyone to avoid such an error, because you loose out on lot of potence growth, of self and others. We need to notice and make use of all talents of an employee.7) logical argument Effect- We need to be very alert when making decisions that we are not making that decision based on anything observed in contrast to the situation or the per son that we are observing. Because such an error could make us go wrong when selecting right people. I flowerpot explain this error by mistake that Id done where I was supposed to monitor the two new members who was supposed to join the team. Now from both these girls one appeared very childish and rather flash as compared to the other one who was a quiet soul and who looked sea captain and competent.And I formed my opinion that the louder character was not very get on in handling some KROs and achieving them consistently. Which later I realised, was a completely wrong opinion of her. She not only was quite disciplined and organised, she was more lively and kept things light when work became too serious. The other girl, was rather in her own world and least motivated. Effect the like this when you have two contrasts in front of you could be difficult to detect, but if you observe each person and compare their performance and behaviour to the standard norm, you would be more acc urate.8) Projection Error- This is a kind of error when you project your attributes and traits or emotions onto others. Here the person maybe completely diametric from you, but because we may not have noticed that we might assume the other person also to be like us. We have a member in our team who always talks about team bonding and team strength. I too believe that a team is strong and succeeds more often if it works together towards the same goal. I did an error of assuming that this person will also think the same and share the responsibilities and duties of a project equally.All the work was delegated accordingly and everyone was anticipate to do their bit. But to my surprise that person was all talks and no show He not only did pass on thatr work to another member of the team, his ways also brought discontent amongnst the members and divided the group further. I realised that Id thought of him being like me and giving his 100% to whatever he does. But that was not the case s adly. If I would have recognised that earlier I wouldve corrected myself and given him work accordingly.

Population pyramid

A macrocosm pyramid or community profile is detailed diagram referring to the shape of the graphs which demonstrates the composition of a nations population in relation to various ripen groups and sex ( cohorts). It contains two fount-to-side placed graphs, one that shows details of the potent atom of the population, and the otherwise that shows details of the female segment of the population. Usually the leftfield hand side shows details of the male segment of the population. A population profile is usually triangular in shape, the base suggesting a whopping return of children. A rapid narrowing of the top bands suggests that people whitethorn be dying faster. The population pyramid provides a lot of other details such as birth rate, death rate, and life-expectancy. The pyramid should be ideally symmetrical to demonstrate similar name and numbers amongst males and females in the nation.A population pyramid of a nation is of different types depending on several factors su ch as birth rates, death rates, and situation wonted in the country. These include a stationary pyramid, progressive pyramid and regressive pyramid. A stationary pyramid demonstrates a rather constant type of fertility and death rate. A progressive pyramid demonstrates a highschool turn over of the population (elevated birth and death rates), and a large number of children. A regressive pyramid on the other hand suggests a dropping birth rate and a low fatality rate. many countries may develop a youth bulge in their population pyramid (a rise in the youth segment of the population), which may affix the risk for fight terrorism and criminal activities to flourish (Answers.Com. 2006).During a war situation, a nations population pyramid may hold up varying appearances depending on the manner in which it is affected.The most active segment of the population, that is vernal men cohort, are usually the most affected during a war. Due to severe losses, nations often demonstrate a d rop in the bar graphs in the adult male cohort group, and tautological in the corresponding female segment. Losses of young and middle-aged men posterior go to affect other portions of the population profile. The birth rate on both the male and the female side would significantly reduce over a period of time. As this cohort of adult males get older, the excess on the female side and the deficiency in the male side starts climbing. In the 1965 population pyramid of the United Kingdom, it was seen that the number of middle-aged and antique men were reduced, compared to the similar female cohort delinquent to losses during the foundation War (Answers.Com. 2006).Sometimes, during a war situation, there may be same loss on the adult female cohort side imputable to frequent deaths arising from childbirth, reduced healthcare facilities, sporadic violence, etc. Such a population pyramid appears symmetric with a depression of cohorts on the adult male and female side. This is known a s a constrictive pyramid. The birth rate and the fertility rates also drop due to a decrease in women and men having a high strength for reproduction. The population pyramids of the US during the 1940s show this kind of a pattern as usually the adult population was affected, playing a parting in the defense of the nation. Over a period of time this cohort climbed as it got older (Rosenberg, Matt. 1997).When a country is affected with a broad blown war, all the segments of the population seem to be affected. All the cohorts tend to get depressed. The mortality rates increases, whereas the birth rate of the population decreases. In some countries, the depression may be greater in the young adult segment of the population as they tend to be more involved with the war. These depressed cohorts tend to carry over with time as the population gets older. The population pyramid of Japan during the 1940s shows this kind of a pattern, as civilian populations were also affected (Statistical Handbook of Japan. 2006).ReferencesAbout.Com. Population Pyramid. encyclopedia of Public Health. 2006. Answers.Com. 29 Dec. 2006. http//www.answers.com/topic/population-pyramidRosenberg, Matt. Age-Sex Pyramids. About Geography. 1997. About.Com. 29 Dec. 2006. http//geography.about.com/library/ every week/aa071497.htmStatistical Handbook of Japan. Chapter 2 Population. Statistics Bureau. 2006. Statistics Bureau of Japan. 29 Dec. 2006. http//www.stat.go.jp/English/data/enchiridion/c02cont.htmUS Census Bureau. IDB Population Pyramids. U.S. Census Bureau Population Division/ transnational Programs Center. 2006. US Census Bureau. 29 Dec. 2006. http//www.census.gov/ipc/www/idbpyr.html