Should Funding of Research Int essays

Should Funding of Research Int articles Xenotransplants is the giving of living organs from two unique species, particularly monkeys and pigs to people. In spite of the fact that xenotransplant is moderately later, the thought and idea of in the event that it goes back to the mid 1900s. The word xenotransplant originates from Greek. Xeno meaning more interesting or outsider and transplant originates from English. A transplant is supplanting or including an organ from another human. All together it implies a transplant from an alternate animal varieties. A unite is the organ from the giver and on the off chance that it originates from an alternate animal categories it would be known as a xenograft. The principal exhibit of xenotransplantation was seen in 1906, where a French specialist, Alexis Carel, effectively associated a pigs kidney to the circulatory arrangement of a lady. After a year the specialist did likewise to another lady yet with a goats liver. Albeit neither one of the women endure, his analyses began utilizing organs from different species to drag out human life. Huge associations and crusades, for example, CRT (Campaign for Responsible Transplantation) have in every case profoundly contradicted xenotransplants from the earliest starting point. Organizations and drug stores, for example, Pestros Pharmacies and Novartis have contributed billions on xenotransplantation inquire about. At present, Xenotransplanting is being controlled by the FDA (Food and Drug Administration) in the course of the most recent quite a long while. FDA has permitted restricted clinical tests, for example, the pigs hereditary change and furthermore preliminaries with creature tissues, cells and organs, to go about as extensions, while associated with the patients circulatory framework. Various endeavors to spare undesirable patients were ineffective, however there is still a lot to inquire about. I accept that isn't right to slaughter monkeys for their organs so as to spare people, in spite of the fact that I figure it may be worthy from pigs. I think this since pigs arent far reaching and savvy while a few primates h... <!

Causes of Whooping Cough

Reasons for Whooping Cough Dynamic Presentation The class Bordetella contains types of microbes which are connected serologically each showing comparable attributes, for example, morphology, size and recoloring responses (Website 1). The Bordetella variety is liable for respiratory diseases that are normal in the two individuals and creatures (diary 1); Bordetella pertussis was first separated in unadulterated culture in 1906 and was for some time considered the sole causing component of challenging hack. In any case, further examinations uncovered that mellow types of challenging hack could be brought about by Bordetella parapertussis and on events Bordetella bronchiseptica (site 1). Challenging hack is an exceptionally infectious respiratory disease that influences people brought about by the gram pessimistic bacterial pathogen Bordetella pertussis. This specific pathogen is a severe human pathogen with no proof of an effect on creatures or the earth (diary 1). The infection can be portrayed by bronchopneumonia, paroxysmal hacki ng and the unmistakable ‘whooping’ admission of air. Pertussis is more prevelant in creating nations where basic clinical consideration is frequently not accessible and sickness (diary 2) Species Associated with Bordetella Microorganisms that have a place with the class Bordetella are of significance to both pediatric and veterinary medication because of their capacity to colonize and duplicate on the ciliated epithelial cells of the respiratory tract (diary 4) Nine species have been distinguished inside the Bordetella variety to date, just three extra individuals, B. bronchiseptica, B. parapertussis and b. homlessi (diary 3). B. pertussis and B. parapertussis are incredibly firmly related by their genomes; B. bronchiseptica, which by DNA-DNA and DNA-rRNA hybridisation are additionally firmly identified with the two past species. A later expansion to the family incorporates B. avium (once in the past known as Alceligenes faecalis) (site 1) which is depicted as a feathered creature pathogen causes turkey coryza and other respiratory contaminations in fowl (diary 2). Another late expansion incorporates B. hinzii (some time ago known as A. faecalis type II), which can prompt respiratory illness in poultry and is once in a while found in people (site 1). B. trematum has as of late been proposed for a novel animal groups disconnected from human injuries and ear contaminations; albeit none of the new species distinguished were related with respir atory diseases, they are phylogenetically like different individuals from the class (diary 2). Transmission Disease regularly starts with the bacterium entering the aviation routes of the host by means of airborne beads got from the hack of a contaminated person. The pathogen continues down the respiratory tract and holding fast to ciliated epithelial cells of the trachea and nasopharnyx in the host. When connection has happened, the pathogen continues to imitate and colonize any adjoining regions. As a feature of Bordetella’s broad scope of harmfulness factors, it secretes poisons that harm the epithelial cells, which brings about the loss of ciliated cells; this procedure incites the trademark hacking (diary 2). Destructiveness Factors The principle target of any pathogenic bacterium is to colonize and repeat by abusing its condition to the furthest reaches. This can be accomplished by the bacterium controlling and creating explicit components that empower it to taint the host (diary 2). A large number of the harmfulness factors portrayed in the bordetellae are basic over the three species (B. pertussis, B parapertussis and B. bronchiseptica). These incorporate grips, for example, filamentous hemagglutinin (FHA), pertactin tracheal colonization factor and fimbriae, and poisons including adenylate cyclasehemolysin, dermonecrotic and tracheal cytotoxin. Other harmfulness factors are communicated by only one of the animal varieties, for example, the pertussis poison and serum safe protein discharged by B. pertussis or a sort III emission framework communicated by the species B. bronchiseptica (Journal 5) Bvg Regulation Most of harmfulness factors uprooted by this family are constrained by BvgAS administrative locus, a two-part administrative framework. BvgA is a 23 kDa (diary 9) DNA restricting reaction controller (diary 8). BvgS is a 135 kDa (diary 9) transmembrane sensor protein kinase (diary 8). This framework helps the change of B. pertussis between its harmful period of Bvg+ and its Bvg stage which is avirulent (JOURNAL 10). For both B. bronchiseptica and B. pertussis, all together for adequate respiratory tract colonization the Bvg+ stage is essential (diary 8), this stage can be shown when microscopic organisms is developed on a rich media at 37 °C (diary 11) BvgAS experiences a progression of phosphorelay signal transduction occasions in light of an ecological boost that prompts differential interpretations of target qualities. This administrative framework has an unmistakable middle of the road stage, Bvg1 that can be accomplished with the development of microbes in that conditions are among Bvg+ and Bvg stages (diary 11). BvgS experiences autophosphorylation when there is a nonattendance of modulators, after a few stages the phosphate bunch is moved to the amino terminal area of the subsequent segment. The phosphorylation actuates BvgA and ties to advertiser districts situated on B.pertussis harmfulness enacted qualities (Journal 12). Filamentous Haemagglutinin Numerous destructiveness elements of Bordetella pertussis are very much portrayed and any transformations in these elements causes noteworthy decrease or complete loss of harmfulness. The microscopic organisms stick to ciliated cells of the epithelium in the upper area of the respiratory tract. The filamentous haemagglutinin (FHA) is the significant grip present across B. pertussis, B. parapertussis and B. bronchiseptica (diary 6). This specific destructiveness factor is critical all together for B. pertussis to join the pathogen to the host cell. FHA is a 220-kDA surface related protein that is emitted to the extracellular condition to help the adherence to ciliated epithelial cells, along these lines starting the pathogenic cycle (Journal 2). In any case, in late investigations utilizing the firmly related species Bordetella bronchiseptica it has indicated that different attachments are similarly as significant in starting a contamination; any erasure of any of the four grips (FHA, Pertactin, fimbriae, Brk A) brings about the diminished capacity of B. bronchiseptica to tie to have cells (Book 1) Pertactin Pertactin can likewise be known as nom de plumes p.69 and OMP 68 because of its electrophoretic versatility in SDS-Page, pertactin is a 60-kDa external film protein which helps bacterial adherence. Comparative atoms are created by different individuals from similar class; B. parapertussis produces p.70 and p.68 in B. bronchiseptica (Journal 2). In an examination of the prn quality arrangements of B. bronchiseptica, B. pertussis and B. parapertussis, the antecedents were seen as homologous (diary 6). The component wherein pertactin elevates the adherence to the ciliated epithelial cells is obscure and no receptor has been discovered, It has been shown by various gatherings that pertactin can be portrayed as an immunoprotective antigen (Journal 2). Adenylate cyclase poison/haemolysin Adenylate cyclase poison, a 177 kDa polypeptide (book 1) is an exceptionally poisonous strong rehashes in poison (RTX) family and is a substrate of T1SS. This specific poison comprises of two useful particles; adenylate cyclase area which ties calmodulin and catalyzes unregulated change of ATP to cAMP, and a RTX haemolytic space which is liable for the authoritative to target cells and translocating adenylate space into the cytosol (diary 7). Proof proposes that the expanding levels of cAMP created can prompt a decline in phagocytosis just as restraint of chemotaxis; this thusly influences a significant piece of the natural resistant reaction book 1). ACT can possibly assume a job in bond by adjusting a starch restricting area of FHA prompting an expanded capacity to tie to have cells. Nonetheless, the principle capacity of ACT seems, by all accounts, to be its capacity to hinder the capacity of neutrophils (book 1). Pertussis Toxin (PT) †Type IV Secretion Pertussis poison is an individual from the AB5 poison family, demonstrating it comprises of five distinct subunits (book 2), with two duplicates of the subunit 2 along with single duplicates of S 2, 3 and 5 framing a pentameric ring. This intercedes have cell receptor authoritative and the translocation of the S 1 subunit (ADP ribosyltransferase) (BOOK 4), it is viewed as the most perplexing bacterial poison. Pertussis poison is fundamental for bacterial destructiveness; it meddles with the instrument utilized by have cells to stay in correspondence with the remainder of the host’s body. Different influences incorporate weight reduction, raised igE creation, and expanded affectability to histamine, serotonin and cold. While the pertussis poison modifies the conduct of both human and creature cells, its capacity to repress initiation of the invulnerable framework because of contamination best clarifies its job in human challenging hack (book 2). A full comprehension of Type IV emission is yet to be accomplished; nonetheless, it provides a genuine case of the capacity of microscopic organisms to adjust gatherings of proteins to its new needs (book 4). The study of disease transmission Regarding epidemiological amounts, there are two essential perspectives: the transmission rate and the length of the irresistible period; these qualities decide the fundamental regenerative rate R0 (diary 13). The mucous layers of the human respiratory tract are the normal natural surroundings for Bordetella microscopic organisms, in spite of the fact that B. pertussis can get by outside the body for up to a couple of days and can be transmitted by means of tainted things. Greater part of infectors happen through direct contact with a tainted individual (site 1). Before the twentieth century was viewed as a horrible youth malady, in 2008 it despite everything happens for roughly 195,000 passings around the world. Of these deadly cases 95% happened in creating nations. Episodes have been

The Stress of Move-In Day

The Stress of Move-In Day Move-in day has come and gone for the class of 2020, and the tension between parents and students alike couldnt have been more clear. So on  a day that is supposed to be filled with excitement, why do we all seemed so stressed? Id like to think of it in terms of  this cheesy metaphor: Move-in day is like a gallon of your favorite ice cream. How so? At first, your stomach is rumbling and your mouth is watering. Youre so ready to dive in spoonful by spoonful until you are immersed in an ice cream coma of delightfulness. Until you hit a wall: Who forgot to pack the sprinkles? Who forgot the whipped cream? Or, in my case, who forgot the command strips and who forgot the duct tape? And as you bicker about who forgot what, your excitement begins to fade along with your  ice cream that remains uneaten. No matter how many 9 Hacks for College Packing BuzzFeeds you see, youre still unprepared.  And eventually, all of your creamy delicacy has transformed into a pile of thick disappointment. Thus, stress. So, the underlying question is, how do we recovering from the move-in shock? The truth of the matter is that there is no secret to a stress-free move-in. The best thing you can do is be patient with your family, as they are going through a transition equally as challenging as yours. And while you are already planning the nights activities, theyre biggest plans for the evening are sending you off to adulthood. So remember: Relax, prepare, and come to move-in with a positive  mentality. Be patient with your family and give them the departure they deserve. Yes, it will take hours to set everything up, and yes, you may have forgotten a thing or two, but things are just  things. And when its all said and done, your room will look picture perfect at least for a few days. Rachel Class of 2020 I am studying Middle Grades Education with concentrations in Social Sciences and Literacy in the College of Education. Although I now reside in Champaign, I am originally from Vernon Hills, a Northwest suburb of Chicago.

Human Resource Management - 11911 Words

MORDERN SCENARIO OF HUMAN RESOURCE MANAGEMENT Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. These human resources responsibilities are generally divided into three major areas of management: staffing, employee compensation, and defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal of Business Strategy, the basic mission of human resources will always be to†¦show more content†¦Job analysis consists of determining—often with the help of other company areas—the nature and responsibilities of various employment positions. This can encompass determination of the skills and experiences necessary to adequately perform in a position, identification of job and industry trends, and anticipation of future employment levels and skill requirements. Job analysis is the cornerstone of HRM practice because it provides valid information about jobs that is used to hire and promote people, establish wages, determine training needs, and make other important HRM decisions, stated Thomas S. Bateman and Carl P. Zeithaml in Management: Function and Strategy. Staffing, meanwhile, is the actual process of managing the flow of personnel into, within (through transfers and promotions), and out of an organization. Once the recruiting part of the staffing process has been completed, selection is accomplished through job postings, interviews, reference checks, testing, and other tools. Organization, utilization, and maintenance of a company s work force is another key function of HRM. This involves designing an organizational framework that makes maximum use of an enterprise s human resources and establishing systems of communication that help the organization operate in a unified manner. Other responsibilities in this area include safetyShow MoreRelatedHuman Resources Management : Human Resource Management1140 Words   |  5 Pagesa business efficiently? Human Resource Management (HRM). Human Resources is the solid foundation that practically oversees the entire organization, whether its managing employees to surveilling the progress of every single department. There are six principle functions that Human Resource take into account: employee relations, recruitment, compliance, compensation and benefits, training and development, and safety (policies/regulations). Over time Human Resource Management has taken a new role intoRead MoreHuman Resources Management And Human Resource Management2123 Words   |  9 PagesIntroduction The study of human resource management becomes a major topic of the science of management at the beginning of 20th century and keeps attracting researchers’ attention (Merkle, 1980). The new models of human resource management derive from the advance of management theories and the accumulation of practices and experiences. With the development of global economy, the economic situation of each country deeply affects the world and becomes closely connected. In addition, the needs of customersRead MoreHuman Resources Management : Human Resource Management1138 Words   |  5 PagesHuman Resources Management Hilti continues to grasp on success and expand globally, but their path weren’t always well defined. The company began in 1941 and historically they’ve kept to traditional strategies when it came to recognizing human resource requirements. In the early 2000’s, the company established a new set initiatives, aimed at doubling revenue and operating profits. Hilti also recognized that this type of growth would require invigorating ideas to employ human resourcing requirementsRead MoreHuman Resource Management And Human Resources Management941 Words   |  4 PagesHuman Resources Management is one of the most important aspects of any organization, whether it be non-profit, not for profit, or profit. Human Resources Management is what makes it possible for a manager to be able to focus on their work and tasks at hand and not have to deal with lots of unneeded interpersonal activities. They are in charge of correctly evaluating the candidates that the managers will have to work with for the duration of the candidate’s stay. They are responsible for makingRead MoreHuman Resources Management : Human Resource Management835 Words   |  4 PagesHuman Resource Management â€Å"They humanize the brand and help workforce communities thrive† (Who). A human resource management position may be the job for you. Every business and enterprise has a human resource manager, including Starbucks, Disney and even Apple. This job includes planning and coordination, organization, consulting employees and to oversee the work and employees. All the schooling and stress that comes along with this occupation pays off in the end with an enjoyable job. HumanRead MoreHuman Resources Management : Human Resource Management1398 Words   |  6 Pages Human Resource Management Overview Tanya Phillips Dr. Andrea Scott, PhD HSA 320, Strayer University October 31, 2016 Human Resources Management Overview Human resources (HR) is the different kinds of clinical and nonclinical responsibilities for public and individual health involvement. The benefits and performance the system can deliver depends upon the knowledge, skills and motivation of those responsible for providing health services. Human resource managers don’t directlyRead MoreHuman Resources Management : Human Resource Management2534 Words   |  11 PagesIn most cases managers look at human resource management as an expense to a company rather than a source of benefit to the company however, research has proved that human resource management practices can be of greater value. Valuable decisions such as whom to recruit, what package to offer, the training necessary for the new recruits and how to assess employee performance directly affects the employee motivation and as such do affect the ability of the employee to provide products which the consumersRead MoreHuman Resources Management : Human Resource Management95 8 Words   |  4 PagesHuman Resource Management Overview As we all know when it comes to every business and organization that is out there, they all need help from Human Resources to continue to help the company grow. What is human resource management? Well Human Resource Management is the overall process that deals with how Human Resources manages their employees as well as different issues that can come across within the organization. Human Resource Management are in charge of different tasks including recruiting asRead MoreHuman Resources Management : Human Resource Management820 Words   |  4 PagesHuman Resources Management Proper Planning is one of the most important aspects of human resource management. Without proper execution of plans, the particular needs of an organization that are the responsibility of human resources will not be reached, and therefore, will fall short of what is necessary for meeting the goals of an organization (DeCenzo, Robbins Verhulst 2013).There are many facets a human resource manager must be familiar with in order to run an organization. The functions of humanRead MoreHuman Resource Management : Human Resources Management1264 Words   |  6 Pagesand research with my family, I decided to go into human resource management, specifically in a hospital. Many people questioned and often said â€Å"Why human resource management?† My answer, I chose human resource managers because I believe they are a vital part of a hospitals success. They make the plans, they direct the staff and they coordinate how people work together and where they need to be. Throughout this paper , I will describe human resource managers- what they do, what are the requirements

Analysis of Internal and Eternal Journeys Within Gilgamesh

Journeys within Gilgamesh: Internal and external The Epic of Gilgamesh details two fundamental types of heroic journeys or questions: external and internal ones. The first journey is an external one, in which Gilgamesh proves himself to be the most valiant of all warriors, overcoming Enkidu and Humbaba. The second type of journey is an internal one, in which Gilgamesh seeks to understand the meaning of life, after the death of his beloved friend Enkidu. When Gilgamesh realizes that his strength is meaningless in the face of the gods and he cannot triumph over death, he realizes he must seek another answer to the problems of life. The first books of Gilgamesh establish the leader as a brave and proud warrior, highlighting his triumph over external struggles. Gilgamesh begins the epic a tyrannical leader, a man of such great strength and sexual prowess that he challenges the gods. His people are miserable, as they are forced to be subjected to Gilgamesh raping their women and dominating over them politically and through brute force in various physical exhibitions of strength he arranges. The gods create Enkidu to challenge Gilgamesh, but Gilgamesh even bests Enkidu in his most impressive physical feat to date. However, Gilgamesh befriends Enkidu and the two of them form a bond surpassing that which Gilgamesh has felt for women. Through his physical overcoming of Enkidu and his civilization of the other man, Gilgamesh begins to show more of an inner life than he didShow MoreRelated A Jungian Analysis of the Epic of Gilgamesh Essay3198 Words   |  13 PagesA Jungian Analysis of the Epic of Gilgamesh   Ã‚  Ã‚  Ã‚   This paper will provide a unique, psychological perspective on a timeless story that is alive with mythological and religious splendor. I must state clearly that this is not the first time that Gilgamesh has been viewed in the light of the philosophy of Jung.   One of two Jung essays I happened upon while preparing my research was the Psychology of Religion. Although I initially felt that this source would provide little help with my paper, IRead MoreAncient Eastern Thought and the Old Testament Essay10692 Words   |  43 Pagescritical Reconstructionist claims. Integrated Role There are three roles for comparative studies: â€Å"1) critical analysis, 2) defense of biblical text, and 3) exegesis of the biblical text.† Critical Analysis -- Critical analysis is helpful in supplying data needed to evaluate and amend scholars who may be predisposed to verify or frustrate confessional conclusions. Critical analysis can expand understanding of historical proceedings as they are reconstructed. Defense of Biblical Text -- Comparative

Hr Systems Comparison System Thinking , Best Practice, Best Fit Free Essays

string(28) " are considered as a whole\." Managing human capital| HUMAN RESOURCE MANAGEMENT| | | | Table of Contents 1. Abstract3 2. Introduction3 3. We will write a custom essay sample on Hr Systems Comparison: System Thinking , Best Practice, Best Fit or any similar topic only for you Order Now System and Ecological Thinking4 3. Best Practice5 4. Best Fit6 5. Discussion7 5. 1. ‘Systems Thinking’7 5. 2. ‘Best-Practice’8 5. 3. ‘Best-Fit’9 6. Summary and Conclusion10 7. Bibliography11 1. Abstract This assignment will assess three main schools of thought that apply to Human Resources Management (HRM). With regards to contemporary HRM concepts it is evident that a consideration of the ‘larger picture’ is necessary to be able to effectively push an organisation towards its ideals goals. A consideration of ‘system thinking’, ‘best practice’ and ‘ best fit’ systems of HRM lead to balanced conclusion that it is necessary for an HR Manager to have a sensitivity to the individual needs of the workforce as well as the ultimate mission of the company. Each system discussed here does this differently here does this differently with each focussing on alternate viewpoints of what is most important; be it the intricacies of the system, the commitment applied to the overreaching goals of the organisation. This study finds that our of the three areas studied is viable and arguable that best practice system offers the most well rounded set of principles for general HRM. However, to assess the appropriate HR System for a more specific organisation either local or international, it is essential to consider a conglomerates system, which takes into consideration the specific aims of the company the needs of the staff to create an efficiency and enhanced performance that is still systematic and easily applicative. Key words: System Thinking, Best Practice, Best Fit, Human Resource Management 2. Introduction Human Resource Management was influenced from the changing look of the employment management relationship that occurred after the First and Second World War. It starts with the First World War; it can be classified in terms of a changed attitude of managers towards labour, changed labour management practices, the development of personnel techniques, and development of the personnel profession. During WW1 the demand for workers significantly increased, as a result of this, the need for monitoring workers, and finding qualified workers to manage the group of people similarly increased. â€Å"These new values became incorporated in what was emerging as a distinctive body of management thought, practice and ideology, upon which later theory and practice are founded. † WW1’s impact on HRM grew rapidly during WW2, with an increase in new theories and ideas. In addition to this, labourers created their industrial unions which enhanced the monitoring of the people and also allowed a development in training. During WW2 developments opened vast fields for HRM. Significant impacts occurred after the war, when the idea was introduced that â€Å"quality adds to costs†. Subsequently, â€Å"western organisations have since come to emulate the philosophy and practises of quality that proved so successful†. The concept of HR can thus find their beginnings rooted in the aftermath of the two world wars This essay will consider three main systems of HR namely; ‘systems thinking’, ‘best practice’ and ‘best fit’. Within these topics there will be an assessment of what each of these systems involves with regards to HR and occasionally the International HR Manager. The ‘best-fit’ system can be subdivided into three models which shall be discussed also. These are the ‘life-cycle model’, the ‘competitive model’ and finally the ‘configurational model’. Furthermore there will be consideration of the benefits and limitations of each of these practices, culminating in an assessment of which of these systems could offer the advantageous and beneficial HRM for the Director. . System and Ecological Thinking By definition, the context of HRM is complex because the nature of HR is that it is affected by many different factors, both internal (Vision, Mission and Goals, Policies, Management Approach, Organizational Culture, Quality of Work Life) and external (Political , economic, Social and Technological). Collins comments that â€Å"from the perspective of context, the story is never-ending†. He refers here of course, to the idea that these internal and external factors have an enormous effect on the working environment. It is a sensitive issue which requires a large amount of continued assessment; the goal being to keep these factors in check and accounted for in order to create a harmonious, productive and efficient workforce. This approach helps to simplify the complexities of context by looking upon HR as a ‘system’, a term which denotes a delicate habitat made from smaller ‘sub-systems’, where each ‘sub-system’ provides a layer of information that feeds up the chain to create the bigger picture. In the context of International HR (IHR), managers take on the same responsibilities as their local based colleagues but the area of activity and difficulty of these duties is based on the extent of internationalisation of the organisation. As they move towards a more global economy, organisations are supposed to revise their HR strategies. From one country to another, for example, external factors (e. g. politics) or internal factors (e. g. practice) would be vastly different. As a result of this, normal decisions can be really complex in an organisation operating around the world in multiple countries, particularly since for international organisations, all HR events are supposed to be synchronised across the home country and different national branches. The IHR manager needs to consider how to improve their leadership of a global company, choosing high potential employees and making correct decisions for the overall HR organisation A critical issue for IHR managers is creating co-operative strategies between countries. Consequently, the IHR manager cannot look at the ‘big picture’ from only one perspective. As Collin’s suggests, positivist and alternative views of a system can open â€Å"useful insights into the understanding of context†, ‘system’ thinking â€Å"allows us to see the whole rather than just its parts and recognise that we are a part of that whole. It registers patterns of change, relationships rather than just individual elements, a web of interrelationships and reciprocal flows of influence rather than linear chains of cause and effect. † The ‘system’ approach is organised in such a way that the processes and objectives are considered as a whole. You read "Hr Systems Comparison: System Thinking , Best Practice, Best Fit" in category "Papers" For example, the ‘system’ consists of the organisation of the human element, machines, material resources, tasks, formal authority relationship; all of which are small informal groups. Each of these components works towards achieving the objective of the organisation – all of the processes are connected to each other. The main ‘system’ is the organisation, and this includes the interrelated and interdependent subsystems. The system thinking approach can be divided into an ‘open system’ which refers to systems that take information from the environment, and a ‘closed system’ whereby the system does not have any relationship with the environment. It is important for IHR Managers to remain firmly within an ‘open system’. They are required to start a dialogue with their environment and constantly adjust internally to remain buoyant and in balance with the external factors. It is interesting to consider an aspect of ‘systems thinking’ referred to as both ‘Hard Systems Thinking’ (HST) and ‘Soft Systems Thinking’ (SST). Within HST, humans are considered as an objective resource. Its purpose is to pinpoint the ideal solution for predicting and controlling the use of existing resources. Once this ideal solution has been identified, the role of HRM then focuses on enforcing compliance with the designed regime. The difficulty with HST however, is that it is incapable of taking into consideration any kind of human misunderstanding or conflict which may hinder goal achievement. On the other hand, SST as proposed by Checkland (1980), is available to help tackle those problems which could not be handled by HST. SST has seven stages, which focus heavily on wide participation to create ownership of the outcome. Firstly, one must enter the problem situation, secondly express the problem in a â€Å"rich picture†, thirdly Formulate Root Definitions so that one can create precise perspectives of the participant system, fourthly Build Conceptual Models to understand better what each system does, fifthly, compare these models with reality, sixthly identify possible changes and seventhly take firm action to improve the situation. The benefits of SST are that it truly is able to recognise that problems occur due to differences of opinion. Its chief aim is to develop a sense of mutual understanding and preserving the existing state of affairs. Another aspect of ‘systems thinking’ is ‘Critical Systems Thinking’ (CST). According to Jackson (1991), CST accumulates five main components: critical awareness, social awareness, and dedication to human emancipation, complementarism at the theoretical level and complementarism at the methodological level. Midgeley (1995) stresses that CST developed around three areas of thought: improvement, critical awareness, and methodological pluralism. Improvement is able to be easily monitored through value systems, critical awareness considers participation factors and boundary judgements while methodological pluralism reflects on the range of methodologies available to temper communication and observation in order to supply an improvement, offer mutual understanding and involve a decision making process. Both Jackson and Midgeley show that CST is able to satisfy the three key human interests that were identified by Habermas in 1970 as being the technical interest, the practical interest and the emancipatory interest. 3. Best Practice The concept of ‘best practice’ falls under the category of a strategic human resource management technique (SHRM). It is also an example of ‘high commitment’ HRM. The idea behind ‘best-practice’ SHRM is that if an organisation adopts a particular selection of HR practices that are considered ‘best’ or most effective, then this will allow that organisation to enjoy an improved performance; both in terms of organisational productivity and output, and employee satisfaction. It is argued that with the ideal set of ‘best practices’, any company or organisation will benefit if they implement these practices fully (ie. ith a level of ‘high commitment’). There has been much research into the perfect set of ‘best practices’; since without knowing what constitutes the ideal universal set, it is impossible to claim any is really a ‘best’ set. Pfeffer (1994) provides one of the most commonly c onsidered set of HR practices – a collection of sixteen HR principles designed for â€Å"competitive advantage through people†. These sixteen were then later simplified in 1998 into seven practices for â€Å"building profits by putting people first†. Marchington and Wilkinson later tweaked these practices for the benefit of the UK populace in 2002. The simple act of Pfeffer’s work needing to be altered to better fit a UK audience, suggests that the original principles were not relevant and consequently, not universal. If, the concept of ‘best practice’ is for an organisation to follow a set of universal practices as closely as possible, with the idea being the more closely followed, the better the performance, then these principles need to be applicable to a universal audience to begin with. Guest (1987) expands on this by noting that since lists of ‘best-practices’ vary wildly in their inclusions it is difficult for there to be any rigorous evidence that supports any kind of universal application. Youndt et al. (1996) provide a generalised acknowledgement of what most models of ‘best-practice’ seem to focus on. In this research it is claimed that most focus on â€Å"enhancing the skill base of employees†. Extensive training of staff is undoubtedly important for many sets of ‘best-practice’, with most providing at least induction training and/or performance appraisals. Similarly Youndt’s recognition that many practices â€Å"promote empowerment, participative problem-solving and teamwork† which we can see reflected in examples such as Huselid’s (1995) stress on information sharing, Kochan and Osterman’s (1994) problem-solving groups, and Arthur’s (1994) suggestion of social events respectively. Youndt et al. goes some way towards establishing a more universal set of ‘best practices’, by taking the most commonly appearing practices and collecting them into a likely looking set of the most popular practices. In doing so, one could hopefully assume that the principles are relatable to a vast majority of organisations if not, ideally, all. Considering the difficulty in pinning down a firm set of ‘best practices’ acknowledged and agreed upon by all, it is interesting then that Capelli and Crocket-Hefter (1996:7) believe that in place of a single set of practices, which they believe to be â€Å"overstated†, it is rather the â€Å"distinctive human resource practices† that cause progression and enhancement of organisation. A type of practice that is thus distinguishing and characteristic or a particular workplace cannot be considered universal, but rather a focused set of practices that are applicable in a specific work environment. A final aspect to consider with ‘best-practice’ is the notion put forward by Storey, 1992, that single practices will be less affective if they are executed individually. MacDuffie, 1995, expands on this further by suggesting that it is essential for each practice to be grouped together into with complementary practices. This concept is known as ‘horizontal integration’. It is recognised that this type of integration allows some practices to be added or left out, as long as there are a core set of highly committed principles to adhere to. Although this too has problems, since in Guest et al. ’s analysis of the WERS data in 2000, they found that â€Å"the only combination of practices that made any sense was as straightforward count of all the practices†. 4. Best Fit ‘Best-fit’ is also an example of SHRM. It is a concept which is rooted in ‘vertical integration’; the idea that a company’s business and HR strategies are aligned and cohesive. The suggestion being that an organisation becomes increasingly efficient when its HR department and the overall aims, goals and mission of the company are tailor fit. There are three models of ‘best-fit’ that explore this vertically integrated relationship, firstly the ‘life-cycle models’ (Kochan and Barocci, 1985), secondly the ‘competitive advantage models’ (Miles and Snow, 1978 and Schuler and Jackson, 1987) and thirdly the ‘configurational models’. . 1. Life-Cycle Models This model tries to link the vertical relationship between HR practices and company policy to a metaphoric ‘life-cycle’ of a company, from its start-up phase through to decline. Baird and Mershoulam (1988) states that â€Å"human resource management’s effectiveness depends on its fit wi th the organisation’s stage of development†. The inference is that as a company grows, changes, progresses etc. so must its complementary HR department. During the start-up phase, the emphasis for the HR department is flexibility and informality. As the company grows (growth phase), so must the HR policies. With the assumed increase in staff it is necessary for there to be a more rigid and formal HR department to cope with this. It is a perfect opportunity to foster innovation. The next stage is the maturity stage whereby a company is more established. During this time the HR role is about stability and control, and about perfecting practices already in place. Finally the decline stage considers HR’s role in matters such as redundancy and generally reducing company size. 5. 2. Competitive Advantage Models This model usually applies to the research conducted by Porter (1985), in which three bases of competitive advantage were identified: cost leadership, quality of service, and focus or innovation (i. e. being the sole provider of a product or service). Schuler and Jackson (1987) expand on this research by defining HR practices that ‘fit’ Porter’s three bases. Within each base (which can be referred to as a market strategy) there is an ideal set of employee roles alongside a reinforcing set of HRM policies. If the two are able to align efficiently, then it is presumed a higher level of performance will incur. 5. 3. Configurational Models The configurational model was proposed by Delery and Doty (1996). It attempts to rectify the problem that the best-fit school is often levelled with, that it oversimplifies the organisational reality. It does not take into consideration the ways in which a company is expected to grow and change in accordance with external factors (economic, political, social). The configurational approach aims to steer clear from linear thinking, and allows for the prospect that a company/organisation may be subject to many independent variables and may be focusing on multiple performance strategies at any given time. In short, the configurational model’s aim is to simultaneously achieve both horizontal and vertical integration. It responds to the truth that it is necessary for a company to be able to integrate it’s HR policies both horizontally and vertically (i. e. in accordance with the company’s overall direction but also with a set of practices that provide employee satisfaction and growth) in order for it to survive. This concept is easily visualised through Miles and Snow’s (1978) ‘defender’ and ‘prospector’ categories. The ‘defender’ category refers to a system that operates in a stable and predictable environment, while the ‘prospector’ category is conversely unpredictable and hurried. Each category is necessary for the progression of the company (vertical integration), while the varying characteristics of both allow for a set of fairly general HR practices designed to secure employee satisfaction (horizontal) while adhering to the needs of both categories. 5. Discussion The three systems that have been discussed address HRM in vastly different ways. What is interesting to note is that despite this incongruence, they each prove to be successful and efficient systems. It is necessary however to discuss each system a little more critically in order to assess which system would be the most useful and effective in a work environment. 6. 1. ‘Systems Thinking’ ‘Systems thinking’ is a highly beneficial process for the IHR Manager. What is unique about its application is that it is able to take a very complex, perhaps global, situation and conceptualise it in such a way that it becomes clear how it can be manipulated by external factors. The manager is able to witness how the environment can affect the subsystems and consequently implement changes that react with the environment so as to produce a dialogue that is able to breathe and develop organically. For the IHR Manager it is essential for such complex dynamics to be simplified to an extent that it becomes easily manageable and they are able to grasp the bigger picture, whilst remaining in tune with the intricacies of the subsystems that are flexible to change. It is this ‘open system’ that makes ‘systems thinking’ so unique. Furthermore, the concepts of HST and SST are equally beneficial within ‘systems thinking’. HST is perfect for workforce planning and optimising resources, while SST is excellent for agreeing goals, performance feedback and participation. However, ‘systems thinking’ finds its downfall in the fact that while HST and SST are effective systems, they are only able to work independently of each other. Ideally, one would merge the two to provide an all encompassing system both in tune to the personal needs as well as the technical aspects. Another limitation of most ‘systems thinking’ in general is that it is primarily oriented towards ethodology, and is fundamentally rationalist. Flood (2001) argues that when focused on human existence, â€Å"systemic thinking helps people to sense a deep holistic or spiritual quality†, but arguably perhaps only if the idea of ‘systems thinking’ can be expanded to become part of a worldview, rather than just a discipline or methodology. In short, ‘systems thinking’ is at risk of only seeing the bigger picture to the detriment of the particulars. 6. 2. ‘Best-Practice’ The concept of ‘best-practice’ is one that takes into consideration the specifics of HRM. It encompasses some of the most commonly used principles of HR by identifying key policies that are essential to HRM. The advantages of this system lie in its simplicity. It is able to present a firm, established and tested selection of HR principles that will undoubtedly be beneficial to an organisation. The problems with ‘best-practice’ arise centred around the word ‘best’, however if one concurs with Capelli and Crocker-Hefter (1996), that these practices would be better referred to as ‘distinctive’, then we are faced with a healthy abundance of productive systems, ready to be implemented. An HR Manager in this instance need only choose a set of principles which they feel is most applicable to their situation and organisation and start using the immediately. Since there are so many ‘best-practice’ systems, it is arguable that one could alter and tailor-make a set of ‘best practices’ that are specific and unique to a particular organisation. The technique of horizontal integration, or ‘bundling’ allows complementary systems to be implemented alongside each other and heightens a sense of congruence and cohesion, as asserted by Wright and McMahan (1999). Furthermore there is evidence to support the idea that the ‘high-commitment’ strategy behind ‘best-practice’ (i. e. an organisation should aim to follow all systems within a ‘best-practice’ set) creates a higher achieving organisation. While horizontal integration can be considered beneficial, frustrations may arise due to the fact that ideally no single practice should be pulled out of a system and used individually as its efficacy will drop considerably. Additionally, the ‘best-practice’ system is only effective on a non-universal plane. Since there is such an abundance of systems it is impossible to select just one set as being the only ‘best-practice’. Consequently for an organisation on an international level, the ‘best-practice’ system would not be beneficial and could potentially neglect certain important aspects if it is not catered towards the specifics of that organisation. On the other hand, Youndt et al. (1996) were able to briefly collect a sample of some of the most commonly appearing policies, which could provide a sound starting point for any HRM. 6. 3. Best-Fit’ When considering the ‘best-fit’ model it is plain that its main advantage is its use of vertical integration. By paying close attention to the overall aims and goals of the company, the ‘best-fit’ system is able to create a set of HR policies that work in complete cohesion with those aims in order to fully maximise the potential of the staff and consequently the business. Every aspect o f the organisation works with the focus of the same goals. The various models within the ‘best-fit’ system each have their own benefits too. The ‘life-cycle model’ is able to vividly explore the natural progression of a company and alters it’s HR policies in tandem with this progression. However, it is difficult to know throughout this model which HR strategies are able to secure the type of human resources that are necessary to continued viabilities, even when industries develop, and which are more likely to contribute to sustainable competitive advantage through the life cycle? (Boxall and Purcell, 2003). The ‘life-cycle’ model is unique also since it is able to allow the HR Management master the present while pre-empting the future. However, it is incapable of allowing for unexpected incidents and relies on an organisation not veering away from the pre-planned cycle. The ‘competitive advantage model’ is useful since it focuses on company gain and edge and tries to set an organisation apart from the other by an awareness of Porter’s three key bases (1985). Finally, the ‘configurational model’ allows both horizontal and vertical integration, which ideally allows the full potential of a company to be realised, whilst expanding and enhancing staff prospects. The difficulties of the ‘best-fit’ system lie in its common criticism, that it oversimplifies the matter entirely. It does not take into consideration internal turmoil or conflict which needs to be sensitively addressed. It assumes that everyone’s best interests are with the overall aims of the business, and provides a rather harsh reality of working life. It forces HR into a submissive system that fits into the overall goal, and implies that within this model HR is a secondary factor. On balance, on an advisory level for an IHR Manager, ‘systems thinking’ would be the most beneficial, since it offers the opportunity to assess the situation on a larger scale and implement strategies that can be manipulated in harmony with the external influence. However, when considering a start-up company or a localised company, it would appear that the ‘best practice’ model is the most viable. While it is not able to be fully universally applied, it is able to provide an excellent basis for most businesses. For the discerning HR Manager, a set of ‘best-practices’ can be established specific to that organisation that can be assessed and manipulated as the company progresses with time. 6. Summary and Conclusion In conclusion, this assignment is able to consider the complexities of HRM through the investigation of three strategic systems. It is apparent that each system has many benefits, and each is certainly applicable in various situations. Each HR system is designed with a certain business model in mind. The ‘system thinking’ approach is clearly catered towards a more internationally based institution, while the ‘best-fit’ approach takes into consideration the start-up company. It is only really the ‘best-practice’ system (in this study) that offers a middle ground option for the largest sector of businesses. It is evidently important for the HR Manager to keep on top of their chosen system, as the ever changing environment, especially nowadays, leaves businesses vulnerable to external factors (most apparent in the form of political, social and economic factors). It is vital for HRM to remain vigilant, but flexible in their approach in order to maintain stable in the face of adversity. 7. Bibliography 1. Midgley, G. , Systemic Intervention: A Critical Systemic Perspective, in Systems Thinking, Government Policy and Decision Making, Bergvall-Karweborn, B. Ed. ), ISSS, Louisville, Kentucky(1995). 2. Human resource management in context, Audrey Collin pg85 4th edition 3. Ulrich, W. , Critical Heuristics of Social Systems Design, 103-115, in Flood, R. L. and Jackson, M. C. Critical Systems Thinking, Directed readings, Wiley, Chichester(1991). 4. Checkland. P. B. , â€Å"Are Organizations Machines? † Futures, 12:421(1980). 5. Miles, Raymond E. and Snow, Charles C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill Book Co 6. Delery. J. E. and Doty. H. D. 1996) ‘Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance predictions’. Academy of Management Journal. 7. Bennis, W. and B. , Nanus, Leaders: The Strategies for Taking Charge, Harper Row(1985). 8. . R. S. Schuler / Journal of International Management 6 (2000) 9. Adams, J. S. , â€Å"Toward an Understanding of Inequity,† Journal of Abnormal and Social Psychology, Nov. , 422- 436(1963). 10. Armstrong, M. , Managing People, A Practical Guide for Managers, Kogan Page, London(1998). 1. Beer, S. , The Heart of the Enterprise, J. Wiley Sons, Chichester(1979). 12. Beer, S. , The Brain of the Firm, J. Wiley, Chichester(1981). 13. Bratton, J. and J. , Gold, Human Resource Management-Theory and Practice, MacMillan Business, London(1999). 14. Belbin, E. , Management Teams: Why They Succeed or Fail, Heineman, London(1981). 15. Burrell, G. and G. , Morgan, Sociological Paradigms and Organizational Analysis, Arena, England(1994). 16. Checkland, P. , Systems Thinking, Systems Practice, J. Wiley and Sons, Chichester(1981). 17. Combs, W. V. Manpower Planning: Operational Research and Personnel Research, American Elsevier Publishing Co. , New York, (1965). 18. Flood, R. L. , Solving Problem Solving, J. Wiley, Chichester(1995). 19. Flood, R. L. and M. C. , Jackson, Creative Problem Solving, Total Systems Intervention, J. Wiley, Chichester(1991). 20. Flood, R. L. and N. R. A. , Romm, Diversity Management, J. Wiley, Chichester(1996). 21. Foot, M. and C. , Hook, Introducing Human Resource Management, Addison Wesley Longman Ltd. , Essex(1999). 22. Habermas, J. , Knowledge and Interest, in Sociological Theory and Philosophical analysis, D. Emmet and A. MacIntyre (Eds. ) MacMillan, London, (1970). 23. Habermas, J. , Theory and Practice, Heinneman, London(1974). 24. Handy, C. , Understanding Organizations, Penquin Books(1993). 25. Jackson, M. C. , Systems Methodology for the Management Sciences, Plenum, New York(1991). 26. Rice, A. K, Productivity and Social Organization, Tavistock, London(1958). 27. Ryan, T. A. , Intentional Behavior, Ronald Press, New York(1970). 28. Tyson, S. , and A. , York, Personnel Management Made Simple, Heineman, London, (1982). 29. Weightman, J. , Managing Human Resources, Institute of Personnel Management(1993). How to cite Hr Systems Comparison: System Thinking , Best Practice, Best Fit, Papers

Symbolism of the Scarlet Letter Essay Example For Students

Symbolism of the Scarlet Letter Essay Authors sometimes use symbols in their novels to represent different objects, people or ideas. One example is the S on Supermans uniform, which symbolizes him being supper. In The Scarlet Letter Nathaniel Hawthorne creates the symbolism of the letter A to have different meanings. As the novel unfolds, the meanings of the letter A on Hester Prynnes bosom changes, from adultery to able to angel. In the beginning of the novel, Hawthorne describes the letter A that lies on Hesters bosom as a symbol of adultery. Hester is made to wear the letter A once the towns people see, that she committed adultery by bearing a child by some other soul than her husband Roger Chillingworth. Since she has worn this letter, she now has a label on her that she is sinful. She is brought out in public to show everyone what is embroidered on her chest. The narrator shares, When the young women the mother of this child-stood fully revealed before the crowdOn the breast of her gown, in fine red cloth surrounded with an elaborate embroidery and fantastic flourshes of gold thread(50-1). Many people there to see her when she reveals the A on her chest. Most of the town people are astonished and startled on her beauty still shone. Even though the big red letter on her chest stood for adultery. We will write a custom essay on Symbolism of the Scarlet Letter specifically for you for only $16.38 $13.9/page Order now As the novel progressed the meaning as the A made a change for the better in Hesters life. In chapters before of the novel the letter A on Hesters bosom had negative meaning, but this time Hawthorne turns the meaning around in the story to mean able. Now that she has given many hours of time and service to the sick, poor and troubled she began to gain respect from some of the towns people who once looked down on her. This time the author shares, Such helpfulness was found in her-so much power to do and power to sympathize-that many people refused to interpret the scarlet A by its original signification. They said that it meant Able(158). Hester still held up her head and did not appear to be down. She was trying to become herself again slowly. Once again the letter on her chest changed from the meaning of adultery to something she could be proud of. Once the novel nears the end Hawthorne again makes the letter A stand for an angel. Hester in the story about this time had more self-esteem and she also looked upon herself as a good person after her sacred love is revealed. So she looks at the A lying on her bosom with better thoughts. The angel and apostle of the coming must be a women, indeed, but lofty, pure and beautiful, and wise, moreover, not through dusky grief, but the ethereal medium of joy (258). Hawthorn lets us understand that no matter what others think of Hester it does not seem to matter. So said Heater Prone, and glanced her eyes downward at the scarlet letter. And, after many years a new grave was delved after a sunken one(258). This was an everlasting impression from the how the symbolism of the letter that lies on her chest to mean angel witch was another good meaning for her. Throughout the Scarlet Letter Hawthorne portrays symbolism of the letter A. This makes readers think something about one thing that really could be totally different. Still at the end of this book it came out to be a positive meaning. The purpose of this to show that objects in stories can have more than one meaning you just have to use your imagination. Not like the beginning when the A stood for adultery.