Important Quotes from Night by Elie Wiesel

Significant Quotes from Night by Elie Wiesel Night, by Elie Wiesel, is a work of Holocaust writing, with a positively self-portraying incline. Wiesel based the book-at any rate to a limited extent on his own encounters during World War II. Through only a short 116 pages, the book has gotten significant recognition, and the writer won the Nobel Prize in 1986. The statements underneath show the burning idea of the novel, as Wiesel attempts to comprehend one of the most exceedingly terrible human-made calamities ever. Dusks Wiesels venture into Hell started with a yellow star, which the Nazis constrained Jews to wear. The star was, regularly, a characteristic of death, as the Germans utilized it to distinguish Jews and send them to fixation camps.â Theâ yellow star? In any case, who cares about it? You dont kick its bucket.  Chapter 1 A drawn out whistle split the air. The wheels started to pound. We were on our way.  Chapter 1 The excursion to the camps started with a train ride, with Jews stuffed into completely dark rail vehicles, with no space to plunk down, no washrooms, no expectation. Men to one side! Ladies to the right!â Chapter 3 Eight wordsâ spokenâ quietly, detachedly, without feeling. Eight short, basic words. However that was the second when I separated from my mom.  Chapter 3 After entering the camps, men,â women, and kids were generally isolated; the line to one side implied going into constrained slave work and pitiable conditions-yet transitory endurance; the line to the privilege regularly implied an outing the gas chamber and quick demise. Do you see that stack over yonder? See it? Do you see those blazes? (Truly, we saw the blazes.) Over there-that is the place youre going to be taken. That is your grave, over yonder.  Chapter 3 The flares rose 24-hours per day from the incinerators-after the Jews were killed in the gas chambers by Zyklon B, their bodies were promptly taken to incinerators to be scorched into to dark, singed dust. Never will I overlook that night, the main night in camp, which has transformed my life into one long night.â Chapter 3 Articulate Loss of Hope Wiesels cites talk persuasively of the express sadness of life in the death camps. A dull fire had gone into my spirit and eaten up it.​  Chapter 3 I was a body. Maybe not as much as that even: a starved stomach. The stomach alone knew about the entry of time.â Chapter 4 I was thinking about my dad. He probably endured more than I did.â Chapter 4 At whatever point I longed for a superior world, I could just envision a universe with no bells.â Chapter 5 Ive got more confidence in Hitler than in any other person. Hes the just a single whos stayed faithful to his commitments, every one of his guarantees, to the Jewish individuals.  Chapter 5 Living With Death Wiesel, obviously, survived the Holocaustâ and turned into a writer, however it was just 15 years after the war finished that he had the option to depict how the harsh involvement with the camps transformed him into a living body. At the point when they pulled back, close to me were two carcasses, next to each other, the dad and the child. I was fifteen years of age.  ​Chapter 7 We were all going to kick the bucket here. The sum total of what cutoff points had been passed. Nobody had any quality left. Also, again the night would be long.  Chapter 7 Be that as it may, I had no more tears. Furthermore, in the profundities of my being, in the openings of my debilitated inner voice, would I be able to have looked through it, I may maybe have discovered something without like at last!​â Chapter 8 After my dads demise, nothing could contact me any more.  Chapter 9 From the profundities of the mirror, a cadaver looked back at me. The look in his eyes, as they gazed into mine, has never left me.  Chapter 9

Comparison Of Martin Luther King Jr And Malcom X :: Compare Contrast Essays

They were dark men who had a fantasy, however never lived to see it satisfied. One was a man who stood up to all mankind, yet the world was not yet prepared for his serene words. I have a fantasy, a fantasy that one day this country will ascend and experience the genuine importance of its belief... that all men are made equivalent. (Martin Luther King) The other, a man who discussed a fierce upset, which would achieve radical change for the dark race. Anything you can think about that you need to change at the present time, the main way you can do it is with a voting form or a projectile. What's more, in case you're not prepared to engage with both of those, you are happy with business as usual. That implies we'll need to transform you. (Malcom X) While Martin Luther King advanced peacefulness, social equality, and the conclusion to racial isolation, a man of the name of Malcom X longed for a different country. Martin Luther King, Jr. was the inner voice of his age. A Southerner, a dark man, he looked at the incredible mass of isolation and saw that the intensity of affection could cut it down. From the torment and depletion of his battle to liberate all individuals from the subjugation of partition and bad form, he wrung his smooth articulation of what America could be. (Ansboro, pg.1) An American priest and a Nobel Peace Prize victor, he was one of the guideline chiefs of the American Civil Rights Movement and a conspicuous promoter of peaceful dissent. Ruler's difficulties to isolation and racial separation in the 1950's and 1960's, persuaded many white Americans to help the reason for social equality in the United States. After his death in 1968, King turned into the image of dissent in the battle for racial equity. (Lord, Martin Luther, Jr., pg. 1) In 1964, Malcom X established an association called The Muslim Mosque, Inc. In a meeting led by A.B. Spellman on March 19, 1964, Malcom talks about his objectives for this association. The Muslim Mosque, Inc. will have as its strict base the religion of Islam, which will be intended to engender the ethical reconstructions necesary to up the degree of the supposed Negro people group by taking out the indecencies and different shades of malice that demolish the ethical fiber of the network. In any case, the political way of thinking of the Muslim Mosque will be dark patriotism, just as the social and monetary ways of thinking.

How to Write a Case Study Analysis Essay

How to Write a Case Study Analysis EssayA case study analysis essay is a requirement course for students considering a career in a forensic science. The purpose of the course is to learn the methodology and apply it to a real-life case.The forensic science is the art of scientific investigation used to solve crimes and identify criminals. Forensic science requires experience, analytical skills, and evidence gathering. The training usually takes six months to a year.To prepare for the case study analysis class, the student must perform a case study. A case study involves reviewing all the related data from the case, such as the police report, police report sectional diagram, and other forms and documentation in the case. The case should be conducted with as much accuracy as possible to avoid a false positive. The case study is the key to an accurate essay.The student will be required to write an essay analyzing all the data found in the case and summarize the findings into a complete case study. Writing this type of essay can be difficult.The first step for writing a case study analysis is to prepare. The student should determine what type of information they want to include in their essay. This will limit the information they need to present. They should narrow down the information based on the purpose of the case study.Another tip is to make sure the student is ready to write the essay. The student should be able to explain what type of information they want and why it is relevant to the case. If the case is about the skill of forensics, the student will need to outline the steps involved in performing this skill. The student should also be familiar with the types of evidence and samples that are used to collect the evidence needed.To help students prepare for the case study analysis, it is beneficial to prepare at least two months worth of work. A good idea is to prepare as much material as possible so the student can review it as often as possible. The stude nt should take breaks and get up every hour to revise their essay and make sure they cover everything.The student is also encouraged to prepare a preliminary draft or outline of the case study analysis. This allows the student to present an organized version of the data and summarizes the major points of the case.

Internationalization to Saudi Arabia - 2475 Words

Internationalization to Saudi Arabia (Research Paper Sample) Content: NameTutorCourseDateL'Orà ©al Internationalization to Saudi ArabiaL'Oreal is a global leader in the cosmetics industry, with over 100 years experience in beauty products spanning 23 international, diversified, and complementary brands. The firm controls about 52% of the global cosmetics industry, achieving 19.5 billion euros in sales as of 2010. L'Orà ©al has its headquarters in Paris, France, and maintains operations in 130 countries, employing about 66,600 people. The firms product portfolio covers skin care, hair colour, hair care, make-up, and perfumes, besides developing interests in dermatology and pharmaceuticals products. L'Oreal owes much of its success to the execution of an adept internationalization strategy over the years. In this case, changing cosmetic needs and emerging markets make the cosmetic industry a growing one. For L'Oreal, the traditional North American and European markets alongside are already mature, while operations are already in place i n emerging markets in the Asia-Pacific and Latin America regions (L'Oreal Annual Report 18-22). As a result, L'Oreals prospects for further growth lie substantially in targeting new international destinations in the Middle East and Africa. In 2011, the firms finance section noted that these two zones have significant energy and growth potential, representing great opportunities for L'Oreal. Consequently, the firm has established forays in East Africa and the Gulf Coast.L'Oreals Motivation and Benefits for Internationalizing to Saudi ArabiaSaudi Arabia presents another market opportunity for L'Oreal, with a population of 28.08 million and a GDP of $576.8 billion as of 2011 according to the World Bank. The firm stands to benefit from not only the expanded market, but also other advantages of internationalization including resources, talent and labor, and technology (Lundan and Hagedoorn 231). Besides asset-seeking and technology pursuit, Liu (620) argues that internationalizing firms gain through accumulating knowledge and capacity, which may serve as a motivation for L'Oreal to establish operations in Saudi Arabia. In light of the aforementioned benefits, this discussion analyzes the most appropriate approach to L'Oreals internationalization in Saudi Arabia based on various internalization theories and concepts.Internationalization ProcessSaudi Arabia Market SelectionAndersen and Buvik (347-363) discuss various approaches to international market selection, highlighting systematic, non-systematic, and relationship strategies. The systematic approach is a structured and formalized decision-making process that trades off various market criteria to make an optimal decision on target markets. An analysis of the ownership, locational, and internationalization advantage (OLI) considerations also helps determine the foreign market selection for L'Oreal. In this case, Pitelis (210-212) explains ownership advantages as those that would benefit the firm through creating m onopoly or efficiency. In locational considerations, firms naturally pursue destinations in which the present resources and knowledge can add value to internationalizing firms existing resources, knowledge, and, thus, operations. Internationalization advantages refer to the strengths of the choice of modality adopted by a firm expanding into foreign markets. The locational considerations are crucial in selecting the target country as determined by the benefits available in given markets. As noted earlier, the Middle East region offers L'Oreal attractive prospects for growth in market size and spending power. Saudi Arabia is relatively stable and developed in comparison to the neighboring countries fraught with political disturbances. The countrys leadership is undertaking major economic and infrastructural development projects to encourage foreign direct investments and retain multinational national enterprises (The World Bank). These factors translate to an attractive market for L' Oreal cosmetics and a stable environment in which to establish production, distribution, and RD operations.The systematic model concurs with various concepts of market discovery that firms may undertake. For instance, firms may undertake exploration, entailing a strategic search and generation of knowledge about a given market. Alternatively, knowledge about a foreign market may arise through exploitation, with the firms objective being the pursuit of efficient operations rather than expansion. Here, the discovery of an external market is incidental rather than strategic. Besides exploration and exploitative discoveries, knowledge on foreign markets also follows strategic or operative discoveries. Strategic market discoveries perceive markets as highly significant from a strategic point of view while operative markets perceive markets as less crucial, only related to current operations (Hohenthal, Johanson, and Johanson 666-668). In the case of L'Oreal, the knowledge generated on th e Middle East indicates that the firm follows an explorative discovery approach entailing search and analysis of various market factors. Further, the attractive nature of the Saudi market makes the discovery a strategic one, rather than an operative one. The Saudi market provides L'Oreal with the potential to meet its goal of serving one billion customers globally in the next 10-15 years as indicated by the firms financial section press releases in 2011 (L'Oreal).Cultural Considerations, Psychic Distance, and L'Oreals Absorptive CapacityHitt, Franklin, and Zhu (223) note that national cultures reflect societal values that define behavioral norms, which, in turn, influence institutional operations in the given nations. As a result, nations have differing institutional environments, some being more similar in national cultures when compared to others. This leads to the concept of psychic distance, referring to the extent to which the values and norms of two firms differ owing to their separate national background. Psychic distance entails various components including the degree of cultural affinity, the extent of mutual trust engendered, and the experience of the individuals concerned (Conway and Swift 1399; Dow 52; Swift 182). The psychic distance between a home country and the targeted hosts for investment determines the internationalization strategies and entry modes into the target market, which influence the success achieved from establishing international relations (Child, Ng, and Wong 36-38). In this case, L'Oreals country of origin, France, exhibits a large psychic difference from Saudi Arabia, the target market. For instance, a comparison of the two countries along Hofstedes cultural dimensions reveals that they differ in aspects like individualism, power distance, and masculinity (The Hofstede Center). Overall, France leans towards Western culture and worldviews while Muslim culture heavily influences Saudi Arabian worldviews. This suggests a great cul tural distance that L'Oreal faces when targeting the Saudi market.However, the experience of the individuals involved in interaction moderates the cultural distance. According to Eriksson and Chetty, different firms bear varying experience and absorptive capacities defined as the ability to use existing knowledge and background to establish the value of new information and develop such information creatively (673). The absorptive capacity represents a firms experience with dyadic relationships with other firms and foreign customers (Cheng, Johansen, and Boer 1-11). The presence of well-established knowledge networks and absorptive capacity offset the lack of knowledge a firm bears in foreign markets, helping reduce the psychic distance between the firms home and target markets. For instance, L'Oreal is an experienced firm in internationalization rather than one in its early stages of internationalization. Further, the firm has already established operations in Gulf Coast Islamic cou ntries, generating sufficient market knowledge to overcome the psychic distance between Saudi Arabia and France. Therefore, Saudi Arabia is an attractive market for L'Oreal to select.Entry ModeFirms follow different export behaviours when internationalizing, based on factors such as maturity of the industry and the stage of a firms industrialization process (Andersson 851-852). One of the theories describing entry modes into foreign markets is the Uppsala model of internationalization. The theory is closely related to organizational learning, assuming that firms make incremental foreign investment decisions and implementations because of market uncertainty. The Uppsala model describes a stage approach to foreign market entry traced from home markets to the sequential expansion into other countries. Th concept of psychic distance is pivotal in Uppsala model explanations, with firms gradually increasing their international operations through expansion to markets deemed to be psychical ly near. As the firm gains international experience through learning, it gradually expands into more foreign markets along the dimension of psychic distance (Pedersen 18). Organizational learning is crucial to Uppsala internationalization as it enables the firm to carry out its operations with increasing effectiveness. Such learning occurs through imitation of other firms, incorporation of experienced people or organizations or searching and analyzing information (Forsgren 258-261). Andersson (854-855) argues that the Uppsala model entails objective and experiential learning that helps firms to establish operations in foreign markets with successively greater psychic distance.An analysis of L'Oreals internationalization timeline reveals that the firm has followed the Uppsala model in becoming a global phenomenon. For instance, L'Oreal started in Fra... Internationalization to Saudi Arabia - 2475 Words Internationalization to Saudi Arabia (Research Paper Sample) Content: NameTutorCourseDateL'Orà ©al Internationalization to Saudi ArabiaL'Oreal is a global leader in the cosmetics industry, with over 100 years experience in beauty products spanning 23 international, diversified, and complementary brands. The firm controls about 52% of the global cosmetics industry, achieving 19.5 billion euros in sales as of 2010. L'Orà ©al has its headquarters in Paris, France, and maintains operations in 130 countries, employing about 66,600 people. The firms product portfolio covers skin care, hair colour, hair care, make-up, and perfumes, besides developing interests in dermatology and pharmaceuticals products. L'Oreal owes much of its success to the execution of an adept internationalization strategy over the years. In this case, changing cosmetic needs and emerging markets make the cosmetic industry a growing one. For L'Oreal, the traditional North American and European markets alongside are already mature, while operations are already in place i n emerging markets in the Asia-Pacific and Latin America regions (L'Oreal Annual Report 18-22). As a result, L'Oreals prospects for further growth lie substantially in targeting new international destinations in the Middle East and Africa. In 2011, the firms finance section noted that these two zones have significant energy and growth potential, representing great opportunities for L'Oreal. Consequently, the firm has established forays in East Africa and the Gulf Coast.L'Oreals Motivation and Benefits for Internationalizing to Saudi ArabiaSaudi Arabia presents another market opportunity for L'Oreal, with a population of 28.08 million and a GDP of $576.8 billion as of 2011 according to the World Bank. The firm stands to benefit from not only the expanded market, but also other advantages of internationalization including resources, talent and labor, and technology (Lundan and Hagedoorn 231). Besides asset-seeking and technology pursuit, Liu (620) argues that internationalizing firms gain through accumulating knowledge and capacity, which may serve as a motivation for L'Oreal to establish operations in Saudi Arabia. In light of the aforementioned benefits, this discussion analyzes the most appropriate approach to L'Oreals internationalization in Saudi Arabia based on various internalization theories and concepts.Internationalization ProcessSaudi Arabia Market SelectionAndersen and Buvik (347-363) discuss various approaches to international market selection, highlighting systematic, non-systematic, and relationship strategies. The systematic approach is a structured and formalized decision-making process that trades off various market criteria to make an optimal decision on target markets. An analysis of the ownership, locational, and internationalization advantage (OLI) considerations also helps determine the foreign market selection for L'Oreal. In this case, Pitelis (210-212) explains ownership advantages as those that would benefit the firm through creating m onopoly or efficiency. In locational considerations, firms naturally pursue destinations in which the present resources and knowledge can add value to internationalizing firms existing resources, knowledge, and, thus, operations. Internationalization advantages refer to the strengths of the choice of modality adopted by a firm expanding into foreign markets. The locational considerations are crucial in selecting the target country as determined by the benefits available in given markets. As noted earlier, the Middle East region offers L'Oreal attractive prospects for growth in market size and spending power. Saudi Arabia is relatively stable and developed in comparison to the neighboring countries fraught with political disturbances. The countrys leadership is undertaking major economic and infrastructural development projects to encourage foreign direct investments and retain multinational national enterprises (The World Bank). These factors translate to an attractive market for L' Oreal cosmetics and a stable environment in which to establish production, distribution, and RD operations.The systematic model concurs with various concepts of market discovery that firms may undertake. For instance, firms may undertake exploration, entailing a strategic search and generation of knowledge about a given market. Alternatively, knowledge about a foreign market may arise through exploitation, with the firms objective being the pursuit of efficient operations rather than expansion. Here, the discovery of an external market is incidental rather than strategic. Besides exploration and exploitative discoveries, knowledge on foreign markets also follows strategic or operative discoveries. Strategic market discoveries perceive markets as highly significant from a strategic point of view while operative markets perceive markets as less crucial, only related to current operations (Hohenthal, Johanson, and Johanson 666-668). In the case of L'Oreal, the knowledge generated on th e Middle East indicates that the firm follows an explorative discovery approach entailing search and analysis of various market factors. Further, the attractive nature of the Saudi market makes the discovery a strategic one, rather than an operative one. The Saudi market provides L'Oreal with the potential to meet its goal of serving one billion customers globally in the next 10-15 years as indicated by the firms financial section press releases in 2011 (L'Oreal).Cultural Considerations, Psychic Distance, and L'Oreals Absorptive CapacityHitt, Franklin, and Zhu (223) note that national cultures reflect societal values that define behavioral norms, which, in turn, influence institutional operations in the given nations. As a result, nations have differing institutional environments, some being more similar in national cultures when compared to others. This leads to the concept of psychic distance, referring to the extent to which the values and norms of two firms differ owing to their separate national background. Psychic distance entails various components including the degree of cultural affinity, the extent of mutual trust engendered, and the experience of the individuals concerned (Conway and Swift 1399; Dow 52; Swift 182). The psychic distance between a home country and the targeted hosts for investment determines the internationalization strategies and entry modes into the target market, which influence the success achieved from establishing international relations (Child, Ng, and Wong 36-38). In this case, L'Oreals country of origin, France, exhibits a large psychic difference from Saudi Arabia, the target market. For instance, a comparison of the two countries along Hofstedes cultural dimensions reveals that they differ in aspects like individualism, power distance, and masculinity (The Hofstede Center). Overall, France leans towards Western culture and worldviews while Muslim culture heavily influences Saudi Arabian worldviews. This suggests a great cul tural distance that L'Oreal faces when targeting the Saudi market.However, the experience of the individuals involved in interaction moderates the cultural distance. According to Eriksson and Chetty, different firms bear varying experience and absorptive capacities defined as the ability to use existing knowledge and background to establish the value of new information and develop such information creatively (673). The absorptive capacity represents a firms experience with dyadic relationships with other firms and foreign customers (Cheng, Johansen, and Boer 1-11). The presence of well-established knowledge networks and absorptive capacity offset the lack of knowledge a firm bears in foreign markets, helping reduce the psychic distance between the firms home and target markets. For instance, L'Oreal is an experienced firm in internationalization rather than one in its early stages of internationalization. Further, the firm has already established operations in Gulf Coast Islamic cou ntries, generating sufficient market knowledge to overcome the psychic distance between Saudi Arabia and France. Therefore, Saudi Arabia is an attractive market for L'Oreal to select.Entry ModeFirms follow different export behaviours when internationalizing, based on factors such as maturity of the industry and the stage of a firms industrialization process (Andersson 851-852). One of the theories describing entry modes into foreign markets is the Uppsala model of internationalization. The theory is closely related to organizational learning, assuming that firms make incremental foreign investment decisions and implementations because of market uncertainty. The Uppsala model describes a stage approach to foreign market entry traced from home markets to the sequential expansion into other countries. Th concept of psychic distance is pivotal in Uppsala model explanations, with firms gradually increasing their international operations through expansion to markets deemed to be psychical ly near. As the firm gains international experience through learning, it gradually expands into more foreign markets along the dimension of psychic distance (Pedersen 18). Organizational learning is crucial to Uppsala internationalization as it enables the firm to carry out its operations with increasing effectiveness. Such learning occurs through imitation of other firms, incorporation of experienced people or organizations or searching and analyzing information (Forsgren 258-261). Andersson (854-855) argues that the Uppsala model entails objective and experiential learning that helps firms to establish operations in foreign markets with successively greater psychic distance.An analysis of L'Oreals internationalization timeline reveals that the firm has followed the Uppsala model in becoming a global phenomenon. For instance, L'Oreal started in Fra...

Admission Essay on The Role of the Nurse Anesthetist

Introduction A nurse anesthetist (CRNA) is an Advanced Practice Nurse who is specially trained to administer anesthetics to those patients who are undergoing dental, medical or obstetrical procedures (McIntosh, 1995). The specialty of nurse anesthetics was created to respond to surgeons’ requests for a solution to the alarmingly high rates of mortality and morbidity caused by anesthesia during that time. The surgeons visualized nurse anesthetists as professionals who would devote themselves to patient care in the course of surgical procedures. With time, nurse anesthetists became part of the whole range of specialized surgical procedures, refinement in anesthetic equipment and techniques. In order to qualify for studies as a CRNA, the candidate must possess a Bachelor of Science in nursing degree. The candidate must also be a registered nurse with at least one year experience in acute care. Some programs may require the candidate to have experience of two years either in critical care or the operating room. The CRNA program itself runs for approximately 2-3 years and includes clinical training and a graduate degree. After the completion of training, the nurse anesthetist must undertake an exam to obtain national certification to qualify as a CRNA. It is a requirement that CRNAs must be recertified every 2 years and must demonstrate credits of continuing education which are specific to the area of specialty. The CRNA must also give proof of satisfying a designated amount of time that has been spent in the provision of anesthesia to patients (Nagelhout and Zaglanicziny, 2001). Duties and Responsibilities of the Nurse Anesthetist CRNAs usually work together with anesthesiologists (Medical Doctor) but can also work independently (Dulisse and Cromwell, 2010). Their duties are mainly related to operative procedures. In the operating room, the first step for a CRNA is to evaluate the patient before administering anesthesia. This generally includes a review of the patient’s medical history and discussions about the anesthetic procedures with the patient so as to obtain informed consent for the use of anesthesia. The next step for the CRNA is to formulate and implement the anesthetic care plan. This plan should outline the needs or requirements, treatment and expected results for regarding the patient. The CRNA also chooses the appropriate mode of delivery of anesthesia to the patient. As the operative procedure continues, the CRNA keeps administering any anesthesia, adjunctive fluids or medications which may be required to maintain the anesthetic state and patients’ homeostasis. The CRNA is also charged with the duty of managing the oxygen saturation and pulmonary status of the patient. The CRNA also monitors the physiological status of the patient. These include hemodynamics, vital signs and equipment (heart monitors and ventilation systems). The CRNA must be able to quickly detect abnormal responses like anaphylaxis and malignant hyperthermia which may be fatal if not recognized early enough. After the procedure, the CRNA must assess the recovery of the patient from the anesthesia and determine at what point the patient is discharged (McIntosh, 1995). Conclusion CRNAs are very important professionals in the operative room. In addition to their traditional roles, CRNAs may practice in chronic and acute pain management through specialized techniques. They may also opt to specialize in patient populations like geriatrics, pediatrics, neurology or obstetrics. The American Association of Nurse Anesthetists (AANA) advise that the continuing necessity for safe, available and   effective anesthetic care ensures that the nurse anesthetist will continue to be   a much sought after professional (Dulisse and Cromwell, 2010). References Dulisse,  B.,  and Cromwell,  J.  (2010). No Harm Found When Nurse Anesthetists Work Without Supervision By Physicians.  Health Affairs,  29(8),  1469-75. McIntosh, L.  (1995). Essentials of Nurse Anesthesia.  New Jersey: McGraw Hill. Nagelhout, J. and Zaglaniczny K. (2001).  Nurse Anesthesia.  2nd ed. Pasadena: Kaiser Permanente.

Norman Rockwell And The American Academy Of Design

Norman Rockwell was born in 1894 and Died 1978. At the young age of 14, he enrolled in art school in New York City. Two Years later he left High school to study at the National Academy of design. Before studying Norman Rockwell for this paper I honestly had no kind of knowledge about him or any of his work, At least I didn’t think I did. Looking at some of the work that he has done, I noticed I few pieces that I have seen before. One thing that you would notice about all of his paintings. Norman Rockwell is able to paint a vivid picture of whatever you can think of but the way he is able to capture certain situation is uncanny. He is able to capture an image that may have two or three different interpretations of the same photos. (Relative Clause) He is a mastermind at using different works of arts and tying them in together somehow. For intense, the three photos that I decided to use are all contains four boys playing three different sports. In all the sports the four boys a re showing three different emotions. Four sporting boys Basketball will be the first photo. Four boys sporting baseball and the final one American Masters. Four Sporting boys show four young men engaged in a game of basketball like boys their age would be. As you look into the photo you see something different. The boys are in a raging argument about something. (Participle phrase) while the young men stand in a circle fighting you can’t help but notice that they are covered in all types of bandShow MoreRelatedNorman Rockwell s Artistic Success And Tragic Passing Of The Great Artist1189 Words   |  5 PagesNorman Rockwell, a name most have heard if not learned, when the topic of art was ever brought up, was a famous artist and illustrator who depicted the highs and lows of the common man. His art is loved by many today as it was decades ago. Many have seen his work be it online, at an art museum or in an art history book and have been intrigued by his art. I will be covering the early life, artistic success and tragic passing of the great artist, Norman Rockwell. Born in New York City on FebruaryRead MoreCoca-Cola: International Business Strategy for Globalization10128 Words   |  41 Pagescategory and thus cover the range of products available in that category. There are several ways a firm can differentiate its’ products. We focused on two aspects of this; branding and cost leadership. The American Marketing Association defines a brand as a name, term, sign, symbol or design, or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of other sellers. The objectives of successful branding include; deliveringRead MoreProject Mgmt296381 Words   |  1186 PagesStevenson, Operations Management, 10th Edition Swink, Melnyk, Cooper, and Hartley, Managing Operations Across the Supply Chain, First Edition Thomke, Managing Product and Service Development: Text and Cases, First Edition Ulrich and Eppinger, Product Design and Development, Fourth Edition Zipkin, Foundations of Inventory Management, First Edition QUANTITATIVE METHODS AND MANAGEMENT SCIENCE Hillier and Hillier, Introduction to Management Science: A Modeling and Case Studies Approach with SpreadsheetsRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesservice purchase, he or she tells six other potential buyers. In contrast, a dissatisfied consumer informs 25 other potential buyers. That is the leverage of quality in shaping consumer sentiment, which is vital in powering the two-thirds of the American economy that is consumer-driven. Therefore, as companies again go back to the business basics, this is a reminder of the most fundamental of those basics: Company managers need to recognize that a business’s income comes from its customers, not fromRead MoreDeveloping Management Skills404131 Words   |  1617 PagesManager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Ilene Kahn Senior Art Director: Ja net Slowik Interior Design: Suzanne Duda and Michael Fruhbeis Permissions Project Manager: Shannon Barbe Manager, Cover Visual Research Permissions: Karen Sanatar Manager Central Design: Jayne Conte Cover Art: Getty Images, Inc. Cover Design: Suzanne Duda Lead Media Project Manager: Denise Vaughn Full-Service Project Management: Sharon Anderson/BookMasters, Inc. Composition: Integra

Human Resource CAPCO

Question: Discuss the suitable structure for Capco and explanation of the reason andFactors that influence Employee motivation in Capco. Answer: Introduction Human resource management is concerned with the process of recruiting and developing more number of employees for making them valuable to the objectives and goals of the organization. The main objective of HRM is to maximize the production of an organization by increasing the effectiveness of its employees (Bratton and Gold, 2012). The report focuses on the organization Capco, which is one of the international provider managing services, consulting and technology solutions. The content of the report comprises of suitable structure of Capco, factors that influence the motivation of employees of Capco, their style of management, and explanation of HRM functions. Suitable structure for Capco and explanation of the reason The structure of an organization can be described as flat structure or tall structure. Tall structure is well suited for Capco. This is because in a tall organizational structure, there are several layers of authority between the low level of employees and CEO (Buller and McEvoy, 2012). The tall structure will be suitable for Capco, as the structure will help the organization in employee motivation, flexibility and organizational complexity. If Capco uses tall structure then the employees have many layers before them, through which they can advance their career. In a big organization like Capco, it is not possible for the CEO to percolate the information about development among members. Therefore, by adopting tall structure the organization can disseminate the information of development among is employees effectively (Kehoe and Wright, 2013). As Capco believes in open line communication, the decision taken by the organization is based on the response of the team members. This type of decision-making process takes time but it helps Capco in taking proper decision in a difficult situation. Tall structure of Capco will provide the organization with more opportunities, advancement and for managers that are more specialized Factors that influence Employee motivation in Capco Span of Control The span of control in Capco means fewer layer of management within the organization. It helps in fast decision-making process so that the company can respond quickly. It helps in motivating employees (Hendry, 2012). Better and more frequent communication between higher level of authority and staffs helps in sharing the goals and objectives of the organization. The staffs can share their problems with the higher authorities of Capco and the suggestions provided by the managers helps in motivation. Hierarchy According to Maslows theory of hierarchy, motivation is due to an attempt of fulfilling the basic needs by a person, such as Physiological, social, safety, self-actualization and esteem. The theory of hierarchy is used in Capco (Bratton and Gold, 2012). It implies that the managers of Capco have the responsibility to meet the deficiency needs of its employees in order to motivate them. This means proper wages and safe environment is provided to them. Secondly, the higher authorities of Capco are responsible for creating a proper wages and safe environment so that employees can develop their fullest potential. This increases the motivation of employees towards their job. Style of Management Capco have democratic style of management. Democratic style of management is defined as a type of management style in which redistribution of authority and power occurs between the managers and employees in order to provide the involvement of employees in different decision-making process (Buller and McEvoy, 2012). Democratic style of management influences the management activities of Capco. There are many features of management activities, which will help in influencing the democratic style of management in Capco. Some of the features include: Responsibility of Distribution: Using democratic style of management in Capco, responsibility will be distributed equally among the team members for facilitating equal participation from all the members of the team in decision-making process. Empowerment of group members: Leaders of Capco will help in empowering the members of the organization in democratic style of management in order to accomplish their responsibility (Armstrong and Taylor, 2014). It includes providing proper training, education that is necessary for complementing a task. Decision making process: The most important step will be taken by the democratic style of management in Capco is ensuring democratic deliberation in decision-making process (Berman et al.,2015).This means that the leaders of the team will act as mediator and facilitator between the members of the group for ensuring psychologically healthy and respectful situation. Explanation of HRM functions Performance Management The performance management system is well connected with the HR processes of Capco. The performance management is an expensive process that helps in providing benefits, compensation, training and management. The main role of HR is to make the performance process clear, transparent and consistent within the organization. The results of the employees need to be compared for using the outputs in Hr processes (Jiang et al., 2012). The Hr of Capco needs to develop the application for the performance management. Good performance management in Capco motivates employees and develops opportunities for them. Remuneration Management Remuneration management is mainly related to the application and formulation of strategies that aims at rewarding the employees fairly, consistently and equitably according to the value of the organization. The system of managing remuneration offers a number of advantages to Capco (Kehoe and Wright, 2013). The system works in a cyclical manner considering four parts, which includes employee custody, enactment of the employees, controlling expenses and administration of programs. Rewards programs in Capco provide a direct impact on the performance of the employees. It provides the employees long-term objectives and goals (Buller and McEvoy, 2012).This type of management system in Capco helps in fostering a healthy working relationship. Total reward system in Capco provides the advantage of centralized administration. Conclusion It can be concluded that Capco have democratic style of management. The organization uses open line of communication process. Leaders of Capco help in empowering the members of the organization in democratic style of management in order to accomplish their responsibility. Recommendations Some recommendations for improving the operations in Capco are listed below, Performance Evaluation: It is a process that would help Capco for understanding whether their operations are fruitful or not. Individual workers and employees need mentoring for performing well in assigned task. Incentive Systems: Appreciations in form of incentive can be used for motivating the employees. Education climate assessment can be developed for completing operations in Capco HR department. References Armstrong, M. and Taylor, S. (2014).Armstrong's handbook of human resource management practice. Kogan Page Publishers. 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