New Hire Mismanagement Essay

When accepting the position of a Campus Recruiter for ABC, Inc., there were specific tasks and expectations that go along with the job title. The specific tasks were explained however, due to the improper planning and poor execution, the individual failed to deliver what was outlined in the job title. This paper will explain the failures due to improper planning, lack of experience and poor time management skills. Furthermore, areas that will be outlined from this case study will include various detailed causes as well as; different solutions to strengthen the recruiting department and prevent any further weaknesses. Background In early April, Carl Robins, was new to the human resources department of ABC, Inc. â€Å"The Corporate Human Resources Recruiter will play a critical role in ensuring we are hiring the best possible talent† (Nourse, 2013). Mr. Robbins had taken on the needed task of hiring 15 individuals, which would work for the Operations Supervisor, Monica Carrolls. This recruiting position is responsible for selecting proper candidates, collecting proper identification and various paperwork such as; a resume, application, transcripts and payroll processing information. A background check, drug screen and a new hire physical must also be performed prior to anyone starting. In addition to the proper processing of the new hires, Mr. Robbins also is responsible for scheduling the new hire orientation and providing the proper materials such as; the manuals, policy booklets and training guides. In this case, Mr. Robbins had already advised the new hires of the required orientation on June 15th. The lack of experience and follow through, along with procrastination was a large factor in completing the tasks set forth for the recruiting position. Mr. Robbins was feeling overwhelmed and began to panic, due to the realization that the needed workforce would not be ready for Monica Carroll, as he previously assured. The failures will effect several people and cause the operations department to not have the new additions to their team and be ready to move forward. Key Problems There are numerous key problems with this case. Mr. Robins’s lack of experience as well as, poor communication and planning from the beginning, caused the situation to spiral, making the end result in complete failure. An incompetent and poorly functioning human resources department reflects the overall state of affairs of an organization and its possible uncompetitive position in the marketplace (Dutta, 2013). Carl Robbins started the hiring process accurately. He successfully hired 15 individuals however, without creating a new hire protocol, several items were missed. Furthermore, Mr. Robins seemed to be completely focused on the fact that he was able to fill the needed positions and impressing the operations supervisor, he failed to follow through from the beginning. The inexperience may also be a factor however, he was hired as a recruiter and gained six months of experience therefore, Mr. Robins knew what was expected of him. Procrastination plays a large role in the end result, as well. Carl did not immediately check with the training facility, even after receiving the call from Monica Carrolls. He waited more than 10 days to look at the training facility availability. Procrastination, weather it was due to lack of experience or being overwhelmed, does not matter in this case. The consequence remained the same, failure to complete the tasks by the needed time. In most cases, time management and procrastination go hand in hand however, Carl did not look at the specific tasks nor did he allot the appropriate time to get the job done by the specified time. Failure to either create a hiring protocol or follow the steps that should have been learned during his first six months of employment, adds additional issues of concern. Being that this was Mr. Robins first recruiting effort, he failed to discuss, clarify or even have the steps that he had already taken reviewed with a fellow recruiting teammate to assure both himself and the recruiting department that the new hires will indeed be ready to start their positions in July. Many of the issues could have been avoided simply by doing research or asking for help. Developing a sufficient protocol or schedule is key however, it is imperative that the proper research on wait times for drug screens, background checks and pre-employment physicals is done so scheduling will go smoothly. It is critical to ensure that you have the proper tools and information to complete the required tasks. Just like any position or task assigned, organization is critical. Carl was moving forward without knowing exactly how the pieces of the puzzle were to be put together. The recruiter did not utilize the appropriate tools such as, database, spreadsheets or check lists to ensure proper completion of the hiring process. Moreover, the recruiter did not set completion goals for each step to aid in this completion. Therefore, Carl did not see that there were numerous critical issues in the hiring process, which will not only affect the new hires, but will also cause delays for Monica Carroll and the operations department. Alternatives There are several alternatives that may strengthen the human recourses (HR) department in the future however, will not fix the current issue at hand. Implementing a new hire protocol that clearly defines each step of the process. Utilizing tools such as, specialized software that can be directly accessed from the outsourced screening companies to deliver new hire physical information, drug screening and background check results. This will allow the recruiter to access the file and make sure that the candidate is ready to begin work or notify when there is an issue with that specific candidate. Another alternative would be to hire an assistant recruiter or administrative assistant to process paperwork as well as, scheduling training rooms and ordering new hire training manuals, etc. Other options to consider would be to outsource the entire hiring process by using an outside recruiting company or using an agency to employ all the individuals that work for ABC Inc. A recruiting company would minimize and allow the human resources department to simplify duties such as, conducting final interviews of the candidates that have been previously screened by the recruiting company. Complete outsourcing of all personnel or employee leasing is costly however, it is another way to prevent cases like Carl Robbins, who failed to represent the company’s professionalism, screen the new hires and organize a new hire schedule. Employee leasing will remove all responsibilities of the employer including, candidate screening, payroll and benefits which would replace both the HR and payro ll departments. Unfortunately, in doing this ABC, Inc. would no longer be eligible for the tax credits that are given when a company hires welfare to work or Veterans. Another downfall would be losing the ability to solve an employment issue in-house. Proposed Solutions There are several proposed solutions mentioned in this case study. The most economic and immediate realistic solution would be to implement an outlined human resources protocol which would include, step by step policies and procedures to successfully start a new hire, creating a spreadsheet or a checklist to prevent critical errors and ensure that each steps are followed as well as, having detailed contact information for each company that is outsourced such as; drug testing and pre-employment physicals and background checks. An important part of the protocol would be to have a new hire orientation packet saved on file so, when the need arises or the inventory gets low, the recruiter can order copies to be made in a timely fashion. The remaining solution that would be outlined in the protocol would be to have the recruiter notate each completed or received paperwork on the checklist to ensure all the necessary paperwork and outsourced results are received. This outlined human resourc es guide and organizational tool would guide the recruiter into making sure all procedures and requirements are met. Recommendations Implementing the protocols would be crucial to the success of the human resources department. A recruiter is just like a salesperson, this is where the first impression is made. If implemented correctly, this will assure hiring the right individuals, which in return will allow ABC, Inc., reach its fullest potential. In this case study, Carol Robbins was not organized. There were no protocols in place to prevent these errors. Furthermore, there was not any direct supervision. It is recommended that the manager of human resources, review the hiring process directly with Mr. Robbins and make clear written expectations on the job requirements. It is further recommended that a clear, step by step protocol be put into place preventing these issues from arising again. Lastly, it is critical for the Manager of Human Resources to review all files before the file is completed and the new hire is scheduled for training. This shall continue until Mr. Robbins clearly understands the policies and procedures.

A Critique of the Crito and an Argument for Philosophical Anarchism

A Critique of the Crito and an Argument for Philosophical Anarchism by Forrest Cameranesi In this essay I will present a summary and critique of Plato’s dialogue Crito, focusing especially on Socrates’ arguments in favor of his obligatory obedience to the Athenian state’s death sentence.In response I will argue the position that no one naturally holds any obligation to obey the arbitrary commands of another (or any body of others such as a state), and further that no one can come to hold such obligations even by contract; although people may still be obligated to obey commands issued to them, when what is commanded is obligatory independent of it being commanded by anyone.Thus I will argue that that if, as both Socrates and Crito presume, the command that Socrates be executed is contrary to true justice (that is, contrary to any natural moral obligations, independent of its legality), then Socrates has no obligation to obey it; and in fact those tasked to carry o ut the order are morally obligated to disobey it, and by their obedience become conspirators to a moral crime. The dialogue begins with Socrates in prison, awakening to Crito’s presence in his cell, Crito having bribed the guards to gain entry.After brief pleasantries and some talk of when the day of Socrates’ execution will fall, Crito admits to Socrates that his purpose there is to free him from prison and take him abroad to Thessaly, which he assures him can be successfully done thanks to the aid of a number of foreign benefactors. But Socrates is hesitant to leave, believing himself obliged to remain and allow his punishment to be completed, even though his sentence, they both concede, is unjust.Still, Socrates is eager to be convinced otherwise, if Crito can do so by means of reason, and so Crito plies Socrates with many arguments in favor of his escape, arguing not only that it is possible and desirable to escape, and that Socrates could live well outside of Athe ns, but that it is the just thing to do: for the sake of the welfare of his children, who will suffer without his care; for the sake of standing fast against his enemies in the state of Athens, who are attempting to wrong him by this sentence; and for the sake of his friends’ reputations, which will be besmirched by those who know either Socrates nor his friends, and will think that Socrates died only because his friends could not or would not buy his freedom. But Socrates dismisses these arguments, especially the last, arguing at length that the opinions of the many are not a relevant consideration in any such decision; a very important argument, to which I will return later in this essay. For now the relevant point is that Socrates' only concern, in the question of whether or not to escape, is whether or not escaping is just; not what people at large may think of their decision or what other consequences may follow from it.On the topic of justice, and counter to Critoâ€⠄¢s argument that Socrates is obliged to fight back against wrongs committed against him, Socrates suggests (and Crito accepts) the principle that to return harm for harm is harmful, to return evil for evil is evil, to return injustice for injustice is unjust, etc. ; and thus that such vengeance ought not be perpetrated, for it is just as harmful, evil and unjust as the act being avenged, and one must never do such wrongs.Socrates considers it harmful and unjust to the state to disobey its laws, and feels thus obligated to obey them instead, for to do otherwise would be harmful, unjust, and wrong; and here I disagree with Socrates. Though I accept his principle of justice, that one must not return wrongs in kind for to do so is merely to do more wrong, I do not believe that merely resisting attempted harm to oneself necessarily harms the attacker; and even if the attacker does suffer harm from the resistance it is as a result of his own wrongdoing, not any wrongdoing on the part of the defendant.If someone attempts to strike at me, I step out of his way, and he falls on his face as a consequence, I have not harmed him, although he has come to harm. If he attempts to strike at me, I hold up a shield, and he injures his fist upon it, I have not harmed him, although he has come to harm. Somewhat more analogously to the case at hand, â€Å"harm† may come to a street gang initiate whose initiation task is to mug me, inasmuch as he loses his status within the gang (and perhaps the gang itself loses status in the community), should I evade him and escape; but certainly I did not do that harm, though it was a consequence of my actions.Likewise, â€Å"harm† may come to the state as a consequence of successful disobedience against it, inasmuch as its power and thus its authority will be less respected, but this is not the same as the disobedient one directly harming the state, say in the way a foreign conqueror would. None of these situations involve doing anything directly to harm the aggressor, but rather only the consequences of the aggressor’s own actions failing. Thus, such resistance is not prohibited by the principle that one ought never do harm, for one is not doing harm merely by evading harm, even if harm indirectly results as a consequence of such evasion.Certainly we would not say that it is obligatory to allow oneself to be assaulted or robbed, even if we say that to retaliate in kind is forbidden. In all these circumstances, the aggressors are being harmed as a consequence of their own actions; and in the latter two cases, of the mugger and the unjust state, they suffer only in their reputation, losing the respect or fear and subsequent power they might have otherwise enjoyed, yet which, for their failure, they do not deserve.In my third example, as in the case before Socrates and Crito, the only loss suffered is a loss of reputation and the power that reputation often entails. This connection between reputation and power is an important facet of my argument, for it is self-evident to me that the only significant power the state itself has is its reputation, the respect and obedience that people give to it; with no obedient subjects to enforce its laws over those who are not so obedient, or with insufficient portions of the populace willing to tolerate such enforcement, the state would have no power.In fact I argue that in such a case the state would not exist; and really, that no states ever truly exist, in any strict sense. There are merely masses of people, with an assortment of opinions on what is good, bad, morally neutral, permissible, impermissible, and obligatory; all of whom exert whatever influence they can manage, by whatever means they find best, to see that their opinions on such matters are enforced — that justice, as they understand it, prevails. And when some person or block of people manages to secure sufficiently unchallenged influence ver the behavior of the other people in an area (that is, when sufficient people act to enforce one code of behavior and a sufficient portion of the remainder tolerate them), we falsely attribute the existence of some sort of social entity above and beyond the collection of individual people, and call that entity the â€Å"state†. But even a monarch only has his power because enough people believe in and support the monarchy, and enough of the remainder tolerate it; as has been demonstrated wherever a monarchy was overthrown from within by a democratic revolution.It is important to note, however, that this does not mean that democracy entails legitimacy; it only means that all states are on some deep level democratic, differing only in the degree that the people delegate their power to other people, in effect casting their vote as â€Å"whatever he says. † The prevailing opinions may still be entirely wrong; I merely claim that it will nearly always be the majority opinion which prevails. I say â⠂¬Å"nearly† because this phenomenon is dependent upon the relatively small differences in true personal power between most individuals, which are quickly diluted in larger groups, but still present in sufficiently small groups. A knight may be stronger and more skilled than any peasant, but it does not take many fed-up peasants working together to counter the power of that knight, so as the size of the group the knight is a part of grows, his relative power over the whole group decreases rapidly, unless it is bolstered by the support or at least tolerance of other members of the group.Thus for groups of any significant size, the differences in personal power between individuals can be safely ignored, and so the determining factor is not who supports a position but how many support it). The opinions of the people who encompass the legislature of this â€Å"state† — be it one person as in an absolute monarchy, some minority in an oligarchy, or the majority in a dir ect democracy — then become â€Å"the law†.Those things judged by such people as obligatory become required by law; those things judged as forbidden become prohibited by law; and those things judged as permissible are allowed by the law. But in any form of government, especially in a direct democracy such as ancient Athens, the laws of men are nothing but the opinions of men backed by power, that power resting ultimately in the will of the majority; the only differences between government thus being the degree and structure of power delegation, and what the opinions of those delegates are.With it thus established that states are no more than masses of people and their laws no more than the opinions of said people backed by power, not only do I object to Socrates’ insistence that he must be obedient to the state’s death sentence, but it is plainly obvious to me that Socrates himself ought to conclude this, if he was to be consistent with his own earlier po sition that the opinions of men, as such, are irrelevant, no matter what power they may be backed by. But why, my dear Crito, should we care about the opinion of the many? † says Socrates. â€Å"Good men †¦ are the only persons who are worth considering†. Crito eventually concedes this point, agreeing that the opinions of the many are irrelevant; only the opinions of good men matter. But what is it that makes a man good? Is that not part of what is at question here: which sorts of acts are right and which are wrong, which are just or unjust? (A good man, I take it, being one who acts rightly or justly).Certainly being good cannot be merely being seen as good in the eyes of the many, or supporting the commands of the many, for then the opinions of the many and the opinions of good men could never conflict, as good men by definition would always be of the opinion that the majority is right; and Socrates' statements differentiating their opinions would make no sense. So Socrates must agree that goodness is something objective, independent of the opinions of the many.Yet in the dialogue, after Socrates and Crito discuss at some length their agreement to disregard the opinions of the many in considering what ought or ought not be done, and to consider only what is or is not just, Socrates proclaims â€Å"From these premises I proceed to argue the question whether I ought or ought not to try to escape without the consent of the Athenians†. But from where does this concern for the consent of the Athenians come, when we have just disregarded the opinions of the many (in this case the many of Athens); for what is consent if not simply the opinion that something ought to be permitted?Socrates answers, in the voice of the Laws of Athens (speaking to him): â€Å"You, Socrates, are breaking the covenants and agreements which you made with us at your leisure, not in any haste or under any compulsion or deception, but having had seventy years to thi nk of them, during which time you were at liberty to leave the city, if we were not to your mind, or if our covenants appeared to you to be unfair. In short, Socrates is concerned with his obedience to the people of Athens (or at least the government collectively representing them) because he feels he has implicitly agreed to be bound by the decisions of the Athenian government by remaining in the city. But in response I argue that no one can, by any contract implicit or explicit, alter the natural moral obligations which are binding on all men at all times.The most exemplary and broadly agreeable instantiation of this principle is that one cannot sell oneself into slavery, for all men have natural rights (which is to say, obligations naturally owed to them by others) which they cannot give up even if they so choose.For instance, if we grant that all are naturally obliged to refrain from striking me except in such instances as I consent to them doing so, then while I may vary whethe r or not I consent to be struck, and thus vary whether or not it is morally permissible to strike me at that moment, I cannot vary whether or not it is morally permissible to strike me contrary to my consent, for it is naturally obligatory that none do so. That is, I cannot, in a morally binding way, agree that â€Å"henceforth so-and-so may strike me as he pleases regardless of my consent at that moment†.Any such contract offering terms contrary to natural obligations is invalid; and thus contracts of slavery, whereby one waives all of ones natural rights (which is to say, all obligations naturally owed to oneself by others), are the epitome of invalid contracts. This relates to the situation at hand with Socrates and Crito in that a contract to obey the arbitrary commands of some entity (e. g. the state of Athens), provided only that they are issued forth in prescribed proper manner (e. . by the formal proceedings of the Athenian court) and otherwise irrespective of the con tents of those commands, seems to me no different than a contract to slavery, with the entity in question (the state) as the slave master; for what is slavery but complete subjugation to the arbitrary will of another? Socrates himself admits this similarity, saying (once again in the voice of the Laws, speaking to himself) â€Å"can you deny in the first place that you are our child and slave? Yet Socrates has a reply here as well, already quoted above: he has had many years in which he was free to leave the city if he did not wish to be bound by its laws, and by remaining he has implicitly agreed to be bound by them. Certainly a man cannot be a slave if he is free to leave his bonds at any time. But I respond that even such â€Å"voluntary† bonds are contractually invalid, for remaining on the lands of another still does not make one subject to the arbitrary will of the landowner. The only obligation owed to the owner of some property, as such, is to refrain from acting upo n his property contrary to his consent.Likewise the only punishment the property owner may apply simply for disobeying his commands (but not violating any natural obligations, e. g. harming someone or their property, which may warrant further punishment) is to refuse him the use of his property; in the case of land, ejecting him from the premises. By voluntarily entering and remaining in my home, my guests do not become subject to my arbitrary authority, to be enforced as I see fit; at most I have the authority to eject them from my home, if I grow tired of their presence there.Nor by voluntarily entering a corporate office do I become subject to the authority of the corporation, beyond the revocability of my permission to remain therein. Likewise, even if we grant that the city of Athens is the property of the state of Athens (i. e. of its people collectively, rather than parcelled out into individually owned plots), the greatest punishment morally justified simply for behaving in ways the state dislikes (but not in any way which is truly unjust) is banishment from the city.Thus, while the state may have the moral authority to forbid and punish legitimate injustices (which I agree it does, though no more so than any individual), it does not have the moral authority to enforce its arbitrary will upon those who reside within its borders; it merely has the authority to eject them from its lands if it chooses to do so, for which it needs no cause at all, if it is indeed the legitimate owner of those lands.Thus if Socrates truly believes that he has done nothing unjust, then he should not (if accepts my principle regarding contracts and natural obligations) feel subject to the punishment decreed for him, though he may concede the state’s authority to banish him, if he holds the state to be the legitimate owner of the city.I would further question whether it is right to presume that a state is the legitimate owner of its territory (rather than each citizen o wning their own portion in private, as well as some public portions in common), and thus whether it even has the authority to banish the disobedient; but that is another lengthy topic, for which I do not have room in this essay. In conclusion, I see no reason for Socrates to consider the will of the people of Athens (as channeled via their government) binding pon him; and I believe he should seek an answer to the question at hand, whether or not to escape from his punishment, solely by asking whether he has done anything to warrant that punishment — and it appears that he believes he has not. There is no guarantee that his opinion on this matter is correct; the state of Athens may in fact be correct, and thus Socrtes’ punishment just. But to defer to the public opinion over one’s best judgment is never epistemologically sound.Men of reason do not turn to authority, even democratic authority, to answer questions of biology or chemistry or physics, but instead we appeal to evidence and sound logical arguments to determine the answers; and I see no reason why questions of ethics should be subject to any less rigorous and independent methodologies. By denying that any person, text, or institution has any special epistemic or alethic authority (the ability to magically divine or reveal the truth, or to create it by fiat), we do not deny the existence of objective truth.Nor by denying that any king, law book, or legislature has any special deontic authority (the ability to magically divine or reveal our obligations, or to create them by fiat) do we deny that there are objective standards of justice. In both cases we merely concede that we are all in the same standing regarding truth or justice, respectively; and we leave it to each individual to seek it for themselves, to sway others with arguments where they can, and to act upon it as they deem necessary or appropriate, regardless of decrees or prior agreements to the contrary.

FedEx Essay Example | Topics and Well Written Essays - 500 words

FedEx - Essay Example The different challenges that do arise within such a context include understanding of the relevant technological changes, analyzing which advancements are suitable for FedEx and its processes, adopting to the different technological mainstays and thus getting instant results for the very same. There has to be a real vision and working regime behind the scenes which plays the right strokes at all times possible and no hiccup must be entertained under such a competitive industry where competitors are running after each other’s customers day in day out. Management must prioritize the tasks which are there to be undertaken by the subordinates and more so coming directly under the technological quarters. What this will do is to automate the processes since delegation of tasks and duties is one significant aspect that FedEx could look to do in the long run. What innovative approaches toward business functions in partnering with sites that draw together like-minded customers (e.g., electronic neighborhoods, reinventing commerce, extracting information from data exchange)? The innovative approaches in the wake of the ever-changing business needs and technological regimes are immense since FedEx has to remain one step ahead of the competition at all times. This is because it is an established name and it has to play with its tag and reputation whilst offering state of the art services, value for the customer and customized offerings – all in a single go. It becomes challenging nonetheless to live up to the expectations of one and all. However what FedEx can do is to be more creative and think out of the box to satisfy the needs, wants, aspirations and desires of the customers. This, it could do through the incorporation of technologically advanced equipments at different sites like having electronic neighborhoods where the usage of WiFi is just a single example which could be made use

System Development Plan for The Fitness Centre Case Study

System Development Plan for The Fitness Centre - Case Study Example For example, according to one definition, an information system is an organized collection, storage, and presentation system of data and other knowledge for decision making, progress reporting, and for planning and evaluation of programs. It can be either manual or computerized, or a combination of both. In the light of the above introduction of the information system given above, it would be suffice to say that the purpose of this system is to design an information system that not only stores the concerned information, but also organize it, manage it and disseminates it in such a manner that it helps in the effective decision making in the organization and in achieving the organizational objectives. Here the term 'concerned information' refers to the information that is supposed to be used by this information system, which is the data related various fitness activities from the dimension of the members, fitness consultants etc. It is the goal of the fitness centre to be innovative in practice, excellent in service and first choice for the customers. There were days when it was considered that computers are required for NASA. However, now it is a well accepted fact that the use of information technology is required for any business process, in order to make it effective and gain competitive edge over others. The propose system will be able to facilitate all the stakeholders of the system. This means that on one hand, this system will help the users to keep a record of their activities related to the fitness centre, moreover, it will also help them to access the information directly and easily and doing so with least cost, in terms of time and money. Looking from another perspective, this will also help the management and the organization in a number of ways. For example, the finance and budgeting and planning department will be able to forecast demand and supply for next period and thus, make their plans ac cordingly in the light of the meaningful data provided by the information system. Likewise, the marketing department will be able to develop the marketing strategies in the light of the trends analyzed from the data provided by the information system. In this way, other departments will also be able to utilize the data provided by this system to achieve their own departmental goals, which will ultimately result in the achievement of the organizational goals. In this way, we expect for this system too, what an effective information system should be, in the light of abovementioned discussion. Thus, we expect this system to provide the organization a competitive edge over others, since the information system for the fitness centres is relatively newer concept in the industry and the organization can get the first move advantage. ROLES IN THE PROJECT: The Fitness Centre is required to develop a project team to work for this project from the beginning to the end. It is however possible, in fact required, that the composition of such project team needs to be changed as the project progresses. Such project team would be the cross functional team comprising of stakeholders from

Critical debates in planning Essay Example | Topics and Well Written Essays - 1000 words - 2

Critical debates in planning - Essay Example sents a violation of the principles of equal rights, but that this situation, although highly advantageous to certain economic interests, has been justified by government by the first assertion related to instrumental participation. It follows therefore that, if third-party rights of challenge can be shown to have relevance beyond self-interest, in principle the inequality of rights cannot be justified. It cannot be ignored that, although rights are problematic as a contested concept, they generally represent a valuable and accepted mechanism for safeguarding fundamental attributes of liberal democracies. A key difficulty, however, is that, within planning, rights discourses tend to have emphasized rights as vehicles for expressing interests, rather than emphasizing the values that they seek to protect. As a result, the invoking of rights becomes seen as a problem of how to manage competing interests in the context of other models of accountability for example representative democrac y. This has been justified by the fact that it is possible to challenge the grant of planning permission in the h high court by judicial review. This argument stems from the fact that judicial review the in the high court is very different from an appeal planning inspector and involves for greater costs. Barclays also points out that there’s need for third party rights because of perceived injustice in the procedures for participation in planning in that prospective developers may appeal against refusal whereas third parties cannot appeal against approval. There should be an opportunity for those disadvantaged and aggrieved by planning approvals to seek redress from an independent body. A third party right of appeal is not really necessary because by default they are involved in the planning process right from preparation, application and planning appeal. He reinforces his arguments by dismissing the fact that developer rights in planning evolve and are not sacrosanct because

Speech Essay Example | Topics and Well Written Essays - 750 words

Speech - Essay Example 1SG Kittles-Joyner epitomizes the phrase moral courage, as she lets nothing stand in the way of what she believes to be right. She acted first and foremost in the best interest of the soldiers, and demonstrated a remarkable tenacity to get missions accomplished. For the past four years, 1SG Kittles-Joyner was in charge of the senior leadership course. During her tenure, 1SG Keyshun Kittles-Joyner won the admiration and respect of the cadre and students of the Academy. Her SLC team supported four ALC mobile training teams and supervised execution of Camp Semaphore for the Fiscal Year 2010. 1SG Kittles-Joyner was also selected as Vice President of the prestigious Fort Gordon Sergeant Audie Murphy Club in consecutive years due to her superior knowledge and leadership abilities. Additionally, she was selected by the Garrison CSM to be the First Sergeant for the Military Police Detachment. However, the Signal Corps needed her more and so she was selected over 27 MSGs to be the Branch Chie f of the senior leadership course, where she oversaw preparation and execution of the 25B, E, S, P, U, and the 25W CMF quality assurance assessments, in which all received an Institution of Excellence rating. She mentored, prepared, and coached five NCOs, one of whom won instructor of the quarter and another Post NCO of the quarter. She also developed a study group program that resulted in five students being inducted into the SAMC; this was the highest number inductees of any unit on Fort Gordon. She was awarded the Bronze Order of Mercury during the Signal Ball for her dedication to soldiers within the Signal Community and assisting seven of the cadres to be selected as Bronze Order Recipients. She was awarded the Presidential Volunteer Award by President Obama and the Appreciation Award from the Georgia National Youth Challenge Academy in recognition of more than 3,000 countless hours of community service supporting Augusta and its surrounding communities through mentoring youth. She received accolades as the guest speaker for several 447th Signal Battalion Graduation ceremonies, Pre-Command Briefs, and also a coin of Excellence from the French Signal Commanding General and the TRADOC CSM during command briefs. Her SLC team was commended by the Inspector General for its management of the Structured Self-Development Program. Her SLC team was also instrumental in returning the Army Physical Fitness Test for Height and Weight back to the NCO Education System. She was selected for the Dean's list at Strayer University in consecutive years for maintaining a GPA average of 3.84. She is also a devoted mother to her son, Tyrome Joyner Jr. 1SG Kittles-Joyner will be joining the 1st SC Army BDE in South Korea, where she will continue to serve others. She will be sorely missed, but it is now time for her to move onto bigger and better things.   Her presence will be missed here at the Academy, and we wish her and her family the very best as she heads out to South Kor ea and her next army adventure. However, as we say goodbye to one great 1SG, we welcome another in the form of 1SG Jiggets. He has come to the RNCOA with an excellent resume. Also, he is no stranger to Fort Gordon, having served as a 1SG for the C Company, 551st Signal Battalion. He, his wife Jennifer, and their son Robert and daughter Sheila will move across post into what I expect will be one of their most rewarding assignments. 1SG Jiggets is known throughout

Modern Translation Technology Essay Example | Topics and Well Written Essays - 3000 words

Modern Translation Technology - Essay Example Translation is the transfer of literal information from one form to a form desired by the user. This may include the transfer of information from one language to another or the interpretation of information from a technical form to a form that is familiar with the recipient; for example the translation of scientific and technical information to a layman language. Technology is at the heart of all these activities with the language translating software playing a major role in translation. With the widespread use of smartphone and other computerized resources, they are used to translate various print materials to electronic materials (Cronin 2013, p.1). The use of copyrighted materials in the various website has created controversy with the technology enabling the access of copyrighted electronic material (Song 2011, p.58). This has led to the infringement of the rights of the owners of the material. The increased demand for translation in line with the 24hour economy has made increase d application of technology in translation is inevitable. Technology has had its toll in translation and more effects are expected in the near future. Anybody can translate information, though this may lead to distortion of the original information in the process thus the need for professional translators. Therefore, not all translators are professional and not all information available in the translation software is always correct since they are all created by human beings and are likely to have errors, thus a professional translator should be consulted to ensure the correct information is passed on. Translation has, therefore, become one of the basic language skills in the modern world.Translation is an age-old art that has been practiced since time immemorial. The lack of recognition of translated work may have set a shadow on translation for a very long time until recently when technology started being applied in translation.

11 Topics Journal Essay Example | Topics and Well Written Essays - 3750 words

11 Topics Journal - Essay Example The article raises grave concerns and some of these I have been forced to acknowledge before I even read this article. I believe that Voice Box and Flute do not really complicate McKibben’s argument but rather it allows the readers and viewers to put the argument in perspective. McKibben argues that technology has taken away the charm of the old life. It has made everything too automated and engineered that real objects lose their original identity (McKibben). The Voice Box and Flute further proof this point. Sarah Green, by using the technology, lost her identity as she became part machine. The concerns of McKibben are very convincing. I believe this so because I am a strong believer in fate and God’s will. If God programmed a person to be blind, it was meant to be so. It was because God had intentioned this person to discover the Braille language. Similarly, Sarah Green developed the voice box because her voice was failing and she was desperate not to lose it. If such conditions do not occur, humans would not be tested to discover their true potential and human race may be robbed off important discoveries. If our parents began doing the function of God, we may lose out on important discoveries and insights. It would ultimately lead to children with similar intellects and similar physical beauty. The diversity, we so look forward to, would be lost somewhere in between. Journal Topic 2: They Say, I Say The social networking site Facebook tends to be synonymous with materialism and narcissism in some people’s mind. They see such websites as a community of users promoting their own selves by publically posting photos, emotions, thoughts and major life decisions. However, certain users of the website have also brought forward more productive use of the website such as promoting small businesses, opening forums of discussion and asking people to raise their voice against certain issues. On the contrary, there are only a small percentage of peop le involved in such activities. For the truth is that Facebook does promote a culture of self- obsession. In this paragraph, then, after considering both sides of the argument it is held true that Facebook promotes a culture of materialism and narcissism. (Graff and Birkenstein, 14) Topic 3: Response to a Valedictorian’s Speech In the speech of high school valedictorian, one controversial issue has been the fact that high school does not provide adequate ground for the future challenges posed by higher education. On the other hand, some of my colleagues argue that high school is for having fun and once we enter college life, we would be bound to take life seriously. On the other hand, Harrigan and Davies contend that seventeen years of education is a must for every student. They even maintain that students have to relearn everything at college that they learnt at high school (Harrigan and Davies). My own view is high school does prepare us for challenges of college life but w e as students are not serious and capable enough to grasp the implications of what is being taught to us (Graff and Birkenstein, 26-27). When it comes to the topic of education, most of us readily agree that practical knowledge and theoretical knowledge have different uses and often schools focus too much on theoretical knowledge that they fail to equip their students with the confidence in approaching higher education. Where this argument usually ends, however, is the question of whether practical knowledge at the level of high school is right for the students. Whereas some are convinced that practical knowledge is a must others maintain that giving practical knowledge should be held off till the students have a strong theoretical base (Graff and Birken

Marketing management Essay Example | Topics and Well Written Essays - 1000 words

Marketing management - Essay Example Media group possesses half of the National rugby League shares. Furthermore, it is the main share holder of Brisbane Broncos together with Melbourne Storm in the rugby league. The media also owns several studios, broadcasting channels, as well as satellite televisions and internet providing companies among others. The main academic theories applicable in the media industry include mathematical, physics, social, political and legal theories. Human resource academic knowledge is very important in the running of any company. News Corporation has over 50,000 employees of different academic background and skills. It requires appropriate human resource knowledge to manage such work place diversity to ensure the media group maintains its large pool of customers and stakeholders. The company’s human resource teams are Masters Degrees holders in human resources in addition to their vast experiences. Further more; appropriate human resource academic knowledge would help the corporation make appropriate decisions when entering partnership deals with other companies. The essence of knowing the existing work place diversity would determine the lacking skills and professional to be hired. Academic knowledge could be associated with good leadership skills based on equality and this would enable the corporation maintain its customers and other stakeholders. Human resources and business leadership principles could of great help in these situations (Slaughter, 2004). The media group ventures in news papers where appropriate writing skills and English mastery is a plus. Good writing and language skills are associated with good academics. Further more, the newspapers team comprise of researchers who have to engage good data collection methods before publishing. Academics theories enable the researchers understand the social, cultural and religious values of an individual so that whatever information required from him does not violate any of his or her rights. Not every info rmation obtained from the community is worth being published; some news or information could evoke violence if not well handled, and academic theories provide several media acts and policies to govern the industry. Any editor or columnist ought to fully understand such laws to keep a smile in their newspapers’ readers among other stake holders. The corporation ventures in satellite TV channels. A lot of technological knowledge and skills are applied in the industry. For instance, the employees involved need to understand the frequency and wave bands of the satellite signals before they are converted to normal waves so that such channels can be watched by millions of people. News Corporation satellite TV channels are the most quality in the entire Europe and other parts of America. The media group is associated with sophisticated machineries and telecommunication gadgets like dishes, decoders, GPS among other equipment. Such machineries and gadgets require good technological s kills to be operated. The corporation so far has the widest pool of TV demand in the entire world. Quality TV channels due to good academic knowledge would not only maintain the existing customers but attract more. Physics, mathematical and electrical theories play great role in such incidences. The corporation is associated with

Industrial Relations & Collective Bargaining Essay Example for Free

Industrial Relations Collective Bargaining Essay Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influencing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. . Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. v4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors infl uencing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. . Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective

Found Metal Art Sculpture: A Guide

Found Metal Art Sculpture: A Guide Found Art (or best know as scrap metal art) is a beautiful and creative way to express yourself and the things that you like. I would like to share with you what types of things that you will need, why, different things, types of things, that you could use and why you should do scrap metal art. Here are some of the categories that I will be hinting on with you; what is it, safety equipment, what you need, the set up, how the different kinds of welding works, why do it, things that you could use, types of metals and the process of creating your art. This Art has been around for Millions of years, but the earliest that they can pin-point was from Marcel Duchamp. He was born in the 19th century but his art didnt really get noticed until the 20th century. Even though it took so long for Marcels work to get noticed it has thrived since then, Junk Art is more active than ever right now. First of all, what is Found Metal? Found art is an unusual type of art that includes creating pieces from found objects that are not usually considered to be artistic in anyway. Most of the objects used in Found Art usually have a completely different purpose and are modified in ways to make them into a piece of art. But to do this you need safety gear. This includes; Safety glasses, Welding helmet(the auto tinted ones are the best to use because when you put your helmet over your face you can actually see. It will darken when a bright light reflects. If you use a non-tinted helmet you will pretty much be doing things by feel.) Then you will need welding gloves(Preferably with no holes for your sake.) A long sleeve shirt and a long sleeved welding jacket, Welding boots(Leather), and boot cut pants. If you are really nervous you could also use a fire resistant apron and ear plugs. Now, you need these because its for you! If youre doing this at your house its up to you but the helmet if to prevent flash burn which can damage your eyes even if its just once if youre not careful. The safety glasses are to prevent the slag that you are chipping off from going in between your helmet and face so you dont burn your eyeballs or any soft tissue around your eyes. You need gloves because the metal gets really hot and so are the rods when they are taken out of the oven. The long sleeve and the jacket is so that when you chip slag it wont catch your clothes on fire and/or burn yourself. Now, this will not completely protect you from chipping it and angling it the right way which will be wrong for you but, it can still get between everything perfectly and burn you, just part of the art. The boot-cut jeans are to put over your boots and not tuck them in because a piece of slag can get in between your pants and boots and burn your feet. You need the leather welding boots, not fluffy boots or tennis shoes because a spark or slag will get on your shoes and burn through them but not it you have leather boots on. Then we move onto the equipment that you will need. To start off with, you need a welding machine (preferably an all welding machine.) This will come with the negative ground clamp that goes on to workstation to pull and guide the puddle where you want it to go, or the direction that you are trying to weld towards. It also comes with all the guns for the three different types of welding: Stick, MIG and TIG. Stick uses welding rods that get clamped into that specific welding device, MIG uses a spool of wire that burns like a stick but doesnt leave any slag to chip off, which is a much cleaner and easier process to go through, and TIG is a gun that produces a lot of heat but you need a filler rod with this one. So, you will use a gun in one hand and a rod in the other. This is kind of a mix between Stick and MIG welding. The set up is fairly simple. You just turn the machine on, pick whatever gun you are going to weld with, get the rod or wire setup. Then you need to pick a number set-up which most of the time is 1. Then you will need to pick the temperature number(how hot you want it to burn.) Be careful with how hot it burns though so that you dont burn through the project or go through the metal on the edges. Usually there is a chart telling you what to put the temperature at depending on the position that you are welding at, the material that you are welding on and how thick the material actually is. Lastly, you need to make sure that wherever you are doing this, the house or building, has enough power to operate the machine. So if you have a 220v machine which is the most common machine make sure that there is at least 230 Vs for that specific use. Do not start welding yet though. Whatever metal that you are using needs to be cleaned off first. Sand off the metal so that dont have scales that flake out from your weld. Make sure to stay close(pretty much right on the metal) or the spark will go out and there will be a burn mark on your project. After each pass make sure to chip off all the coating(slag) and then brush the junk and powder that is released off the metal. Depending on what youre doing and how thick you want it depends on the rod also. The thicker the rod, the thicker the weld will be. The faster you go the less weld that you be there. One last thing to look at when youre welding it the angle that youre holding your rod at. If youre holding the rod straight at the project and welding then that is where your weld will come out of, if youre holding the rod at an angle and welding then the weld and slag will burn off from that angle and it will not come directly from the tip of your rod(the angle will not hurt your pro ject at all.) Just make sure that you watch your puddle and go. How does stick welding work? The welding rod is the piece of wire coated in slag(flux coating) that gets clamped into the stick welding gun that is connected to the machine. A current is fed through this wire which helps to join two pieces of metal together firmly. There are different rods though like, 6013-610-7014 and ect. This just determines the different diameters and other things that make a difference when welding. As just stated thickness determines how much weld is being put down at a time, the smaller the rod, the less weld that goes onto your project. Theres also different types of heat resistance and how resistant the weld is to hydrogen. If you want some people can relate this to the numbers that nail polish has. Those numbers tell you what color it is, the shade of the color and some depending on if it has sparkles in it. This is the same with the welding rods just different meanings. Now, why should you even consider scrap metal art? Why does it even matter? First of all, its a very unique and original art that you create and do by yourself. It saves on scrap or waste that may be laying around which means you can recycle anything that you have. Welding is hard but it is a really good skill to have. When create your art you can literally use anything that you have laying around the house that you thought had no purpose. You can use anything from building demolition things to a simple hanger. You can make anything that you want out of anything that you have! Its really easy, you just need to get an idea of what you want to do first. Generally any type of metal can be put in two different categories; Ferrous and non-ferrous. The difference between Ferrous Non-ferrous metals are that Ferrous Metals mostly contain Iron. They have small amounts of other metals or elements added, to give the required properties. All Ferrous Metals are magnetic and give little resistance to corrosion. The types of Ferrous metals that are most common are any type of steel(regular, Carbon and stainless) Cast Iron and Wrought Iron. The common types of Non-Ferrous metals areÂÂ   aluminium, copper, lead, zinc, nickel, titanium, cobalt, chromium and precious metals. Why should you do scrap metal art? I personally do it because it is fun and it tests me sometimes but mostly because I like to know that Im recycling in a way. Why should you care about that though? In 2015, more than 67 million metric tons of Ferrous Metal was recycled by the U.S. scrap industry which had a value of 30.1 Billion Dollars. A steel mill that uses recycled steel reduces air and water pollution by around 70 percent. Everyday, approximately 100 million steel and tin cans are used by Americans. As for Non-Ferrous, 25,000 statues of Liberties can be built with coppe that the U.S.A. recycles per year. The scrap Aluminum that is thrown away every month in the U.S. is enough to rebuild the entire American airfleet. In 2014, the U.S. Scrap Industry processed .83 million metric tons of aluminum. Now all this means is that we are very wasteful and to make these numbers go down and quit wastings stuff more people can create art out of scrap and reduce these prices. This is why you should care because a lot of metals are going to waste when, now-a-days we can use these objects and make them into art now and not have so much junk around. Now you can finally start welding. Place the pieces where you want them and make sure that that is exactly how you want them. Hold them in place however you can with whatever you will need. Then, with whatever weld method that you choose, start welding! But one other thing that you have to take into consideration is using the welding rod all the way down to the number and letters or else you will just be wasting good rods. A lot of people think that just because youve already struck it its too hard to try and strike again, well, all you have to do is get a scrap piece of metal that you can strike it on again and then scrape the end on something and it will be as good as new. All you have to do now after you get done with you project is to pick up the bad rods that are burnt all the way down, sweep up the slag(flux coating) that you have chipped off, turn off your machine, wrap everything up and put it away and then put the access rods that are still good or havent fully been used back into the heating oven. After everything is done and cleaned up, youre left with a beautiful piece of art made from junk. Finally, to brief you back up on what we have talked about, we have talked a little bit about the history of Found Metal,the first person that they can pinpoint and when it actually started to get noticed, and where I personally learned it from which was the IAI. Ive talked about what Junk Art actually is, the definition of it and what it actually is. Then, I went on to all safety equipment and why you should/need to have them on(it is for your protection). I described how to set up and how everything works,the tools that you will need and what the different uses for them are. Then I explained why you should do this art and gave you some statistics about all the junk there actually is, the main point being that it recycles a lot of waste that, with this art, isnt waste. Ive talked about the different things/ranges of things that you could use that usually no one thinks to use(house demolitions to hangers). I talked about the two different categories that metals are most commonly out in and the most common metals in the two categories(Ferrous and Non-Ferrous Metals, Ferrous being magnet and having Iron in it). Then, I did a guided on how to create what you want to make such as; reshaping, piecing together, holding/supports, welding and then painting if you would like. Lastly, I just talked a little bit about how to clean up and what you will expect when it comes to cleaning up the mess,pick up all the pieces and sweep up.

Push, Pull or Drag in....Another Misleading TV Commercial :: Essays Papers

Push, Pull or Drag in....Another Misleading TV Commercial Have you ever been watching TV and seen a car commercial that says, â€Å" Come on down to your local Ford Automotive, and you can get a car of your choice for just $129 a month (Spitzer, 2003).† Some have even used lines like, â€Å"Do whatever you have to do push, pull or drag your car in, and drive away in a brand new car† (Spitzer, 2003). The commercial may never stop to give you the details of the qualification requirements for the cars. So making those push or pull journeys to the dealer ends up costing you more money than you expected. This type of TV commercial can be confusing to many consumers, and end up misleading the consumer into a deal they did not expect. The Attorney General and the Department of Motor Vehicles of several States are now putting auto dealers on notice. In the states of New York and Nevada they are warning them: â€Å"Your advertisements had better be accurate† (Knapp, Eyewitness News, 2004). Studies from the Attorney General of New York Eliot Spitzer, gives many consumer tips to finding misleading advertisements. â€Å"Push, Pull, and Drag it in, Guaranteed Trade-in $3,000!† This is a ploy slogan that really confuses consumers, especially college students. In reality, the dealers cannot pay money for a trade in no matter how much it is actually worth. The dealers can only put that hypothetical â€Å"trade-in money† toward the purchase of another car. â€Å"Dealers often raise the prices of the cars on their lots prior to this sale† (Spitzer, 2003). So in the end, you are really not getting much of a bargain. When watching a car commercial, look for the details in getting this new ca r for your â€Å"push or pull,† there should be a description of how much money must be put down at the time of the trade. If this is not being done, you can report the violating car dealer to your state attorney general’s office. Another misleading portion of car commercials is the financial explanation is: â€Å"$49 down or $0 down with no interest for 6 months† (Spitzer, 2003). Sounds great doesn’t it? Well, this is where many college students are tricked because they never tell you about the tax, title, and registration fees that are included at the time of your purchase. Push, Pull or Drag in....Another Misleading TV Commercial :: Essays Papers Push, Pull or Drag in....Another Misleading TV Commercial Have you ever been watching TV and seen a car commercial that says, â€Å" Come on down to your local Ford Automotive, and you can get a car of your choice for just $129 a month (Spitzer, 2003).† Some have even used lines like, â€Å"Do whatever you have to do push, pull or drag your car in, and drive away in a brand new car† (Spitzer, 2003). The commercial may never stop to give you the details of the qualification requirements for the cars. So making those push or pull journeys to the dealer ends up costing you more money than you expected. This type of TV commercial can be confusing to many consumers, and end up misleading the consumer into a deal they did not expect. The Attorney General and the Department of Motor Vehicles of several States are now putting auto dealers on notice. In the states of New York and Nevada they are warning them: â€Å"Your advertisements had better be accurate† (Knapp, Eyewitness News, 2004). Studies from the Attorney General of New York Eliot Spitzer, gives many consumer tips to finding misleading advertisements. â€Å"Push, Pull, and Drag it in, Guaranteed Trade-in $3,000!† This is a ploy slogan that really confuses consumers, especially college students. In reality, the dealers cannot pay money for a trade in no matter how much it is actually worth. The dealers can only put that hypothetical â€Å"trade-in money† toward the purchase of another car. â€Å"Dealers often raise the prices of the cars on their lots prior to this sale† (Spitzer, 2003). So in the end, you are really not getting much of a bargain. When watching a car commercial, look for the details in getting this new ca r for your â€Å"push or pull,† there should be a description of how much money must be put down at the time of the trade. If this is not being done, you can report the violating car dealer to your state attorney general’s office. Another misleading portion of car commercials is the financial explanation is: â€Å"$49 down or $0 down with no interest for 6 months† (Spitzer, 2003). Sounds great doesn’t it? Well, this is where many college students are tricked because they never tell you about the tax, title, and registration fees that are included at the time of your purchase.

The Ethics of Cloning :: Argumentative Persuasive Topics

The Ethical Questions of Cloning   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚   A couple that had been married for only two years was in a terrible car accident.  Ã‚   The wife walked away with a few cuts and bruises.   The husband, however was unconscious when the paramedics arrived.   He went into a coma shortly after arriving at the nearby hospital. He came out of the coma but was never to be the same again.   It turns out that when he was in the accident he had severe head trauma, and would be a vegetable the rest of his life.   He could not take part in the reproduction of children.   The wife is now distraught because they will never have children together.   She heard about the possibility of cloning and believes that it is the only way that she will ever have children.   Is it so?    Introduction The ethics of human cloning has become a great issue in the past few years.   The advocates for both sides of the issue have many reasons to clone or not to clone.   This is an attempt to explore the pros and cons of human cloning and to provide enough information of both sides of the arguments in order for the reader to make their own informed decision on whether human cloning is ethical or not.   Cloning will first be defined.   Then a brief explanation of why questions concerning cloning humans have arisen will be presented.   Some things cannot be known for sure unless it is tested, i.e., human cloning is allowed. Followed by that, a discussion of the facts and opinions that support cloning will be presented and then the same against cloning.   Please remember that not all of this has proven true nor is able to be proven yet, but has simply been argued as a scientific hypothesis.   Finally, my own personal opinion will be stated.       Defining Human Cloning When speaking of human cloning, what is meant?   Different groups and organizations define it differently.   To use a specific definition, the American Medical Association (AMA) defined cloning as "the production of genetically identical organisms via somatic cell nuclear transfer.   'Somatic cell nuclear transfer' refers to the process which the nucleus of a somatic cell of an existing organism is transferred into an oocyte from which the nucleus has been removed" (Council on Ethical and Judicial Affairs 1).   In other words, cloning is the method of produce a baby that has the same genes as its parent. The Ethics of Cloning :: Argumentative Persuasive Topics The Ethical Questions of Cloning   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚   A couple that had been married for only two years was in a terrible car accident.  Ã‚   The wife walked away with a few cuts and bruises.   The husband, however was unconscious when the paramedics arrived.   He went into a coma shortly after arriving at the nearby hospital. He came out of the coma but was never to be the same again.   It turns out that when he was in the accident he had severe head trauma, and would be a vegetable the rest of his life.   He could not take part in the reproduction of children.   The wife is now distraught because they will never have children together.   She heard about the possibility of cloning and believes that it is the only way that she will ever have children.   Is it so?    Introduction The ethics of human cloning has become a great issue in the past few years.   The advocates for both sides of the issue have many reasons to clone or not to clone.   This is an attempt to explore the pros and cons of human cloning and to provide enough information of both sides of the arguments in order for the reader to make their own informed decision on whether human cloning is ethical or not.   Cloning will first be defined.   Then a brief explanation of why questions concerning cloning humans have arisen will be presented.   Some things cannot be known for sure unless it is tested, i.e., human cloning is allowed. Followed by that, a discussion of the facts and opinions that support cloning will be presented and then the same against cloning.   Please remember that not all of this has proven true nor is able to be proven yet, but has simply been argued as a scientific hypothesis.   Finally, my own personal opinion will be stated.       Defining Human Cloning When speaking of human cloning, what is meant?   Different groups and organizations define it differently.   To use a specific definition, the American Medical Association (AMA) defined cloning as "the production of genetically identical organisms via somatic cell nuclear transfer.   'Somatic cell nuclear transfer' refers to the process which the nucleus of a somatic cell of an existing organism is transferred into an oocyte from which the nucleus has been removed" (Council on Ethical and Judicial Affairs 1).   In other words, cloning is the method of produce a baby that has the same genes as its parent.