A Handful of Dust essays

A Handful of Dust essays In Evelyn Waughs, A Handful of Dust, Tony Last exists as an aristocrat whose devotion to Victorian values and beliefs controls and dictates his life; leaving him blind to the unhappiness and boredom his wife, Brenda, experiences due to his primitive and outdated ways. Tonys obsession with the Victorian lifestyle only intensifies with his exposure to the material and transient qualities of the new, emerging society. The rapid development of this society shortens the existence of the Victorian lifestyle and seemingly leaves Tony as the last member of his beloved British society. Unwilling to conform and desperately clinging to his traditional ways, Tony creates his existence as an outsider; rejected and abandoned by society he seeks refuge and familiarity in Hetton. Ironically, it is Tony Lasts devotion and loyalty to the preservation of Hetton that lead to the ultimate destruction of his life. The emerging modern society transforms Victorian culture into a mere memory of the pas t, Tonys overwhelming devotion and loyalty to Hetton create the abandonment, solitude, and destruction he experiences throughout the duration of the novel. The marriage between Brenda and Tony suggests the extermination of Empire, the disillusion with the imperialist development that was intimidating in the modernist period. Tony Last lived his life with order. His loyalty and dedication to his estate was that of outstanding perseverance. But there was not a glazed brick or encaustic tile that was not dear to Tonys heart (13), he cherished every bit of that estate. His estate was entirely rebuilt in the gothic style and is now devoid of interest. He even named the bedrooms in their country estate after characters from the King Arthur stories, with the central clock tower, the dining hall with its hammer-beam roof and pitch-pine minstrels gallery; their bedrooms with their brass bedsteads, all of which the...

Free Essays on The Inuit

The Inuit The Inuit are a people inhabiting small enclaves in the coastal areas of Greenland, Arctic North America (including Canada and Alaska), and extreme northeastern Siberia. The name Inuit means â€Å"the real people† (Chance 21). In 1977 the Inuit Circumpolar Conference, held in Barrow, Alaska, officially â€Å"adopted Inuit as the replacement for the term ‘Eskimo’† (Chance 25). There are several related linguistic groups of Arctic peoples, including the Kalaallit in Greenland, the Inuvialuit in Canada, and the Yupiget, Yuplit, and Alutiit in Alaska. Many of these groups prefer to be called by their specific â€Å"tribal† names rather than as Inuits. In Alaska the term â€Å"Eskimo† is still commonly used. Chance notes that the Inuit vary within about 5 cm (about 2 in) of an average height of 163 cm (5 ft 4 in). They also display â€Å"metabolic, circulatory, and other adaptations to the Arctic climate† (Chance 95). Inhabiting an area spanning almost 5150 km (almost 3200 mi), Inuit have a wider geographical range than any other aborigines and are the most sparsely distributed people on earth. From archaeological, linguistic, and physiological evidence, most scholars conclude that the Inuit migrated across the Bering Strait to Arctic North America. A later arrival to the New World than most native peoples, the Inuit share many cultural traits with Siberian Arctic peoples and with their own closest relatives, the Aleuts. The oldest archaeological sites identifiable as Inuit, in southwest Alaska and the Aleutian Islands, â€Å"date from about 2000 BC and are somewhat distinct from later Inuit sites† (Chance 17). By about 1800 BC the highly developed â€Å"Old Whaling† or â€Å"Bering Sea† culture and related cultures â€Å"had emerged in Siberia and in the Bering Strait region† (Chance 30). In eastern Canada the â€Å"Old Dorset† culture flourished from about â€Å"1000 to 800 BC until about AD 1000 to 1300† (Chance 17). The Dorset... Free Essays on The Inuit Free Essays on The Inuit The Inuit The Inuit are a people inhabiting small enclaves in the coastal areas of Greenland, Arctic North America (including Canada and Alaska), and extreme northeastern Siberia. The name Inuit means â€Å"the real people† (Chance 21). In 1977 the Inuit Circumpolar Conference, held in Barrow, Alaska, officially â€Å"adopted Inuit as the replacement for the term ‘Eskimo’† (Chance 25). There are several related linguistic groups of Arctic peoples, including the Kalaallit in Greenland, the Inuvialuit in Canada, and the Yupiget, Yuplit, and Alutiit in Alaska. Many of these groups prefer to be called by their specific â€Å"tribal† names rather than as Inuits. In Alaska the term â€Å"Eskimo† is still commonly used. Chance notes that the Inuit vary within about 5 cm (about 2 in) of an average height of 163 cm (5 ft 4 in). They also display â€Å"metabolic, circulatory, and other adaptations to the Arctic climate† (Chance 95). Inhabiting an area spanning almost 5150 km (almost 3200 mi), Inuit have a wider geographical range than any other aborigines and are the most sparsely distributed people on earth. From archaeological, linguistic, and physiological evidence, most scholars conclude that the Inuit migrated across the Bering Strait to Arctic North America. A later arrival to the New World than most native peoples, the Inuit share many cultural traits with Siberian Arctic peoples and with their own closest relatives, the Aleuts. The oldest archaeological sites identifiable as Inuit, in southwest Alaska and the Aleutian Islands, â€Å"date from about 2000 BC and are somewhat distinct from later Inuit sites† (Chance 17). By about 1800 BC the highly developed â€Å"Old Whaling† or â€Å"Bering Sea† culture and related cultures â€Å"had emerged in Siberia and in the Bering Strait region† (Chance 30). In eastern Canada the â€Å"Old Dorset† culture flourished from about â€Å"1000 to 800 BC until about AD 1000 to 1300† (Chance 17). The Dorset...

Money and banking Assignment Example | Topics and Well Written Essays - 500 words

Money and banking - Assignment Example Conversely, introduction of money market mutual funds constrained deposit to banks since they paid higher money market values. Finally, the introduction of ATMs in the banking sector reduced the cost of transactions, which the banks used to benefit from due to the paper work required (DeYoung). Hence, the consequence of this shift was a reduction in banks fundamental sources of funds. Experts cite adjustable-rate mortgages (ARMs) as a dubious practice that exacerbated the financial crisis. In this case, ARMs enticed borrowers with low credit to enable them borrow against the value of homes. This way, families were able to own homes that were beyond their reach. Consequently, there was an inflation of a new bubble in the housing sector as prices were indicative of families’ inability to pay (Mackaman). Subprime mortgages, like ARMs, contributed to underpaid-workers owning homes that they could not afford to pay. In effect, this led to creditors risk managing the default payments through shadowy techniques that involved bundling, selling, and repackaging debt. With the number of defaulters rising, what followed was a number of foreclosures that were in contrast with the value of debt bundling from banks and saving institutions. In effect, these institutions resulted to liquidity and solvency status that lead to the crisis (Mackman). Strictly put, banks that follow proper lending procedures will ensure that the borrowers are credit worthy and they will not become defaulters, which can make a bank lose money. However, a bank with high nonperforming loans runs the risk of a low capital base to do business and they can run into trouble with financial regulators. In addition, such publicity might result to substantial withdraws from depositors (a run on the bank). 6- Explain the Basel requirements and how banks got around the

What do UEL Students think about the Future of University Education Assignment

What do UEL Students think about the Future of University Education and Why - Assignment Example Because of the many concepts identified through research the study could not develop a workable hypothesis based on initial findings, the study took an inductive approach whereby the literature review was used to model questions for use in the primary study (Price 2011). The aim of the study based on the findings in the initial review of literature was to develop new models or explanations and understandings about the future of education through the lens of university students; an exploratory research approach. Initial research studies identified many different arguments about the future of education, including structural changes to the classroom, distance learning through e-systems, increasing tuition costs and even more interactive tools and instruments based on changing curriculum in-line with business evolution. The most common theme identified was the presence of e-learning as a foundation for the future of university education. Because of the enormous volume of literature on th e subject, e-learning became the focus of this primary study. Literature review E-learning is the use of various electronic applications and systems to promote educational learning. These include â€Å"web-based learning, computer-based learning, virtual classroom development and digital collaborations† all delivered through Internet, satellite television, CD-ROM and intranet systems. (Manochehr 2004: 10). According to a recent report published by the Sloan Foundation, e-learning systems have achieved a 12-14 percent growth rate since 2006 (Mihai, Sanciu and Aleca 2011). In the United States alone, as one example, there are currently 3.5 million students using online education systems within higher education environments (Mihai, et al.). It is forecasted that e-learning will, by 2014, be in 81 percent of global universities (Mihai, et al.). Another recent study with a sample population of 289 respondents, 189 of which were from higher education environments and 100 from corpo rations, identified current usage of electronic learning. In the study, 44 percent of respondents used blogs to teach, 53 percent video podcasts, 71 percent online courses, 56 percent social networks, 66 percent text messaging and 49 percent mobile broadband (The Economist 2008). What significantly supports the notion that e-learning could represent the future of university education is that this study consisted of respondents from Europe, The United States, Asia and other international countries (The Economist). There is significant growth in usership of e-learning systems both in universities and the business environment. According to Clark (1999) students who use distance learning via the Internet have similar performance levels to that of students taught in the physical university environment. The researcher conducted a study of student performances from 1928 to 1999 after cataloguing 355 different research reports during this 69 year period and discovered equal achievement with both types of learning (Clark). High achievement in distance learning via the Internet continues to make this teaching system an incentive for universities around the globe. Further, there is also significant growth rate in the use of social networking and video sharing sites on the Internet. According to the Copyright Clearance Center (2009), there were 12.7 billion Internet users that viewed videos in 2008, an increase of 34 percent from 2007. Video sites allow the instructor to post their lectures online at a low cost, thus providing education for users not only in Europe but around the globe. Sanborn, Santos,

How groupthink affects the effectiveness of groups Essay

How groupthink affects the effectiveness of groups - Essay Example This essay discusses that in 1952, William H. Whyte had coined a unique term in Fortune magazine, known as â€Å"groupthink†. This term reflected conformity culture that has shaped many business organizations. Groupthink has both positive and negative impacts on group effectiveness. The major goal of groupthink is to achieve consensus through conflict eradication. This approach tends to change workplace environment by shifting focus towards minimizing conflict rather than obtaining desirable results. Groupthink influences group members to act in harmony and this adversely affects individual thought process. Innovation is not a prime concern as per the concept of groupthink. This negatively affects the formulation of the high-performance group. Group effectiveness is mainly dependent on two aspects such as working as a team and facilitating high productivity level. High productivity level can be correlated with efficiently responding to fluctuating market demand and acquiring k nowledge on technological advancements. Group effectiveness is high only when group members are capable enough to understand external conditions and accordingly formulate strategic decisions. However, there are certain positive effects of groupthink in relation to sustaining harmony within a group. Group conflict can be considered as one of the reasons behind decreased team productivity. Groupthink attempts to eliminate this cause by cultivating a common ground of interests. Performance of a new organization is positively affected by groupthink.

Managing Change A Case Study of Corus Strip Products UK

Managing Change A Case Study of Corus Strip Products UK Using suitable and significant models, theories and concepts, this report examines how the company Corus implemented a current change initiative at its sub-division (Corus Strip Products UK) in a reaction to the obvious threat of increased competition from new entrants in the steel industry. By considering the case study, this assignment uses the Gradualist Paradigm of change to discuss how barriers to change at CSP UK were overcome and how the measurement of outcomes of change influenced organisational transformation. This will be employed to confirm and critique any suggestion made to its executive relating to the sustainability of the business. INTRODUCTION Corus Strip Products UK (CSP UK) is a leading producer of strip steel valuable in various manufacturing and construction sectors. It aims to be a leader in steel industry, by providing better products, higher quality services, and better value for money than its rivals. It needs constant development of entire working environment and culture in order to meet its ambition for growth. In 2010, it published a case study (The Times 100 Business Case Study: Corus) that explains how barriers to change were overcome in its sub-division. CSP UK initiated the Journey program in 2005. The company sought to tackle an extensive variety of issues but was specific in its tasks and framework which centred on the values and beliefs of its people. Fundamentally, this needed a combined effort from stakeholders (employees, contractors, suppliers and other associates) uniting on a set of guiding principles (8) that will define the core of the business namely honesty, professionalism, integrity, respect, improvement, excellence, fairness and transparency. The objective of this assignment is to form the concepts of the methods of change and learning of key stakeholders in the case study, using appropriate and relevant models. The results will be used to justify and critique recommendations to the management for future initiatives to sustain development at Corus. MAIN CONTENT Drivers (reasons) for change Due to the dynamic and disordered nature of steel markets, change was unavoidable at CSP UK in other to retain its competitive advantages. Inefficiencies within the business at CSP UK led to delays and wastage in production. Exports of products from the UK were more expensive compared to other countries, reducing its competitive advantage. CSP UK had dedicated workforce but there was a lack of motivation by work situations and signs of poor health and safety culture. External drivers for change centred upon increase competition from new entrants in the steel industry especially from Eastern Europe and Far East. This had a negative effect on demand leading to higher cost of its products, reducing its attractiveness to potential customers. Also advances in technology resulted in customers wanting better products, leading Corus to focus on innovation. CSP UK had a poor public opinion regarding environmental issues and this contributed to changes within the firm informing its business strategy, policies and procedures of the future. Types of change In order to understand change processes at CSP UK over time, it is vital to look at how the organisation understood the change cycle (Tushman, 1970) and how environmental factors affected its strategic vision. Since the 1970s, there has been a gradual decline of old products with the emergence of new products needed to increase future prospects. The Journey program showed both incremental and transformational changes over its period of implementation. It built on high skill set of its stakeholders and focused on how to improve work systems adaptable to the demands of new markets. Its framework for cultural transformation was at an organisational level, focusing on developing new and dynamic set of values that is different from earlier times (Burnes 2009, in Hayes). Previous drives for change from the Corus case report, showed signs of programmatic or planned change occurring. Looking at Total Quality Management (TQMs) initiative as well as prior programs, there was a focus on work reprogramming which included rationalizing of costs leading to a downsized labour force (~ 13% of total costs). However, CSP UK is an organisation of highly skilled and dedicated people and for future prosperity, there has to be a greater focus on how systemic (e.g. job enhancement, people empowerment and team building) and organisation development (including training, education and indoctrination of cultural values) can effect growth and improvement of business. Barriers to Change The 1970s were characterised by job reductions, redundancies, and a shortage of apprenticeships leading to doubt in workforce regarding new initiatives (refraining forces). Furthermore, certain members of staff at CSP UK gradually became unconcerned to business initiatives as they and the business had survived earlier testing times. The fear of the unfamiliar led to anxiety about existing teams and positions; hence the management at CSP UK sought to clarify the collective interest of all. Corus is a reputable firm in a conventional industry showing rigidity in certain aspects of its business. It had difficulty in modifying certain business practices to take advantage of advances in technology. This is damaging to its growth prospect and weakens its drive for innovation that adds value to its products and services. Additionally, the personnel at CSP UK showed signs of ageing, which demonstrated a slow pace to change. The pace of change has to be right, not too slow but not too fast as this can lead to a mis-alignment with the environment (Johnson Scholes 1991 in Hayes 2007). Transfer of skills amongst staff was limited and affected the ability of the firm to attract the brightest, youngest individuals available, important for future development. Company policy of rewarding long service rather than distinguished service reinforced the companys lack of dynamism, and its need to adapt business models to reward productivity and not longevity. CSP UK must focus on incentives that recognise suitable professional behaviours both natural and acquired. Methods of Overcoming Barriers CSP UK understood the importance of involving all stakeholders and effectively communicating the process of change. It defined its present performance standard (As Is) and future goals (To Be), stressing the importance of managing transitional periods and sustaining and revising its outlook. High impact techniques were used to demonstrate the state of the business highlighting where improvements could be made. In one instance, 150 senior managers were invited to Millennium Stadium Cardiff only to be met with shoddy service like servings of cold tea and the use of a broken slide projector. In addition, videos of poor standards were shown to managers, as well as the consultations with local school children which highlighted poor public opinion regarding the vision and practices of the business (e.g. environmental issues). Alarmingly, there was no dissent from the invitees, demonstrating a difference between industry standards and expectations of employees, representing a huge barrier t o reforming the firm. To tackle this, stakeholders at Corus had to be made aware of their right to challenge. Individual ownership of change was fit into the work setting and personal responsibility for change was encouraged. To this day, over 5000 employees have signed up to the beliefs and principles of the firm. Approaches to Managing and Leading the Change Process The Gradualist Paradigm The gradualist paradigm of change states that, basic change occurs through a process of continuous adjustment as change is emergent, i.e., there is no deliberate organisation for change (Weick Quinn, 1999). Therefore, for successful implementation of change, management and communication of change is vital. Leaders at CSP UK focused on its future prospects, its vision for change and how its culture identity can build emotional links within its workforce; while its management team focused on the present and set out a combined (economical organisational development) strategy for company transformation (Beer 2001 in Hayes 2009, chapter 14). Nahavandi, 2000 (in Burnes) Kotter, 1990 (in Hayes) stressed the importance of change managers developing suitable capacity and logistic to implement change. Managers at CSP UK set out clear targets (top-down directives), established steps to be taken and allocated resources as needed, with the aim of improving economic value of its products. Credit must be given to its managerial style which showed flexibility between transformational (innovative and adaptive culture) and transactional models recognising and rewarding success. A note must be made of the inter-changing roles of leaders and managers at CSP UK which were not mutually exclusive, but where sometimes combined in times of change for greater efficiency (Bolden, 2004 in Hayes). Organisational development strategies at CSP UK focused on enhancing the abilities of its stakeholders by involving and supporting individuals in their roles. It passed on its organisational vision clearly and focused on creating an enabling environment that increases productivity. It promoted a culture of involvement and shared purpose, focusing on the individual as champions of change. To achieve this, it used a range of communication channels including written and verbal interactions such as newsletters, workshops, intranet messages, heart-to-heart conversations, etc. The management team at CSP UK expected certain hindrances like the lack of trust in managers and resistance to change (restraining forces) and was well equipped to meet these challenges. Change in itself can be a violent process, especially in terms of restructuring, recruitment and redundancy, so mediating and actively listening to the fears and desires of its stakeholders is crucial. Beer (2001, in Hayes) stresses the importance of upward communication and underlines the need for information distribution and individuals buying-into the need for reform. At the moment, there is collective support from individuals, teams and departments to improve its culture. In effect, the Journey sought out to manage a psychological contract based on core values that shape outcomes relating to job output. Measuring the Outcomes of Change The Journey program contributed hugely to the viability of business at Corus Strip Product, UK. Its production volume has increased by 4.5% to a run-rate of 5 million tonnes. Absenteeism is at an all time low and there has also been an improvement of goods and service to its customers. There are stricter targets for Health and Safety; with safety teams tasked with maintaining an accident-free environment. These have all contributed to the establishment of a robust business especially in the backdrop of harsh economic realities in 2008 and 2009. Crucial business forecast for 2009/2010 predicts cost reduction of approximately  £250 million. In order for an effective transitional period at CSP UK, it developed integrated feedback mechanisms that made the review process easy, and its adaptability to meet new deadlines. Midway indicators were set to integrate the workforce into achieving stated objectives. There has also been a massive number of quick wins, which has contributed to a greater yield and continues to improve the cost-effectiveness of the business. RECOMMENDATIONS This report has raised the issue of an organisational-wide business process re-engineering (BPR) at Corus as reinforced by gains showed at its sub-division (CSP UK) from implemented reforms. The plant is on target to attain a 20% reduction in cost of production of steel. Using CSP UK as a model, organisational structures can be redesigned world-wide that are more flexible and less hierarchical to accomplish faster and more adaptable responses to changing markets. For sustainable growth, Antonacopoulou Gabriel (2001); Argyris (1991) argued for the need for new learning to occur during the change process to allow for a gradual transformation of Corus from an organisation learning (OL) to being a learning organisation (LO). To be ahead of rivals in the sector, Corus has to continually invest in new systems especially apprenticeships to renew its workforce and to create a forward-thinking environment. Strebels cycle of competitive behaviour (in Hayes 2007) illustrates the importance of Corus having the adequate structures that it uses to predict technological, political (e.g. new laws) and economic changes in the steel industry. In the 1970s competition was fierce with rivals reacting to add value to their products to maintain market relevance. This led to an oversupply of products (breaking point) with insufficient demand and a consequent downturn leading to job losses. CSP UK acted rightly to formulate efficiency strategies resulting in Total Quantity Management initiative (TQMs) to improve competitiveness and productivity. Total labour cost is low (~13% of total cost) in contrast to energy and raw materials, e.g. assembly line cost at 40-50% of total cost, indicating excesses to expenditure here. Therefore, there is an opportunity to thoroughly review work efficiency (especially energy and raw materials) and reassign sufficient resources to improve innovation, staff management training, development, shared values and time and apprenticeship (transfer of learning). This comprehensive approach to organisational development is reflected in the thinking of the management. we cannot solve our problems by spending; we cannot solve our problems by cutting back. The only way to meet our challenges is to change how we go about things. (quote from Managing Director of CSP UK). The poor perception amongst the public on how CSP UK handles environmental issues has to be addressed without delay. Records show that carbon dioxide emissions have fallen by 10% and its standards now exceeds government criteria for carbon emissions. A public relations initiative using a variety of channels (including internet, bill boards, television and radio, telephone messaging, etc) is needed to show the significant improvement in the companys impact on the community. There is some evidence of failure in previous programs even though the firm supported the concept of modernization. Due to the punctuated nature of change, measures have to both be incremental and transformational in nature to be effective. The Journey program gave a clear picture of the need for coordinated organisational changes within its structure, learning and culture (Burnes, B. 2009). Evidence of this is found in the way it worked in partnership to re-define its eight (8) core value that now steers everything CSP UK does and what its culture stands for. Corus Strip Products UK achieved this by winning the support of all employees as champions of change and supported a culture of frank engagement, avoiding the us and them mentality. This in turn challenged barriers of change and delivered a workable strategy that built a sustainable business for future generations. This culture must constantly be revived, reviewed and guarded carefully for future growth and development at Corus. CONCLUSIONS Due to the case-based evaluation of this report, there are limitations to the assumptions that can be made. However, it was evident that there was the need for organisational change to retain sustainability at Corus Strip Products UK. The Journey helped CSP UK weather the storm despite the economic downturn, with the company now benefiting from the gains of the program. This has enabled the business to construct a feasible business model that focuses on organisational transformation and establishes its growth and profitability margins; to maintain its ability to attract investment and capital from governments, big businesses, and individuals.

Eulogy for Grandmother :: Eulogies Eulogy

Eulogy for Grandmother I believe that every person in, in their own unique way, creates a legacy in their lifetime by which others can live long after that person has left us. For those of us who remain, Mildred Johnson has truly created a legacy to uphold and fulfill in our daily lives. I firmly believe that this carrying out is a true honor and responsibility by means of the various facets that Mildred has made her own. Love : Above all, Mildred Johnson is a figure of unconditional love. Love was the major fabric by which she created her tapestry of life. In the raising of her own children, the teachings of her grandchildren, and in how she welcomed in new family and friends, her unconditional strong love is what has made our family what it is today and what will keep us together from this day forward. Spirit : My Grandma, Mildred Johnson, is a true woman of faith. For as far back as I can remember, my Grandma has been a conveyor of the word of God in developing her family and living her daily life. Never would she miss a Sunday to share the word and love of God. As time moves forward not all of God’s children remain strong enough as before to lead his flock. Nor can all of God’s choir continue to sing quite as loudly as they always have. This is the time when the Lord takes them into his hands to rest their souls as he has now done with Mildred. Make no mistake, however, as the legacy of spirit that she has created in all of us will continue to live on. Family : My Grandmother Mildred truly defined the word family as I have come to learn and live it. Holidays and family gatherings were the celebrations they were because they were surrounded by Grandma’s love. I watched family such as my late uncle Reginald become the amazing family man he was because of traditions instilled by his mother. I have also seen her daughter - my aunt Milinda – raise three beautiful children by the love and traditions passed down from Grandma. I, of course, owe most of who I am from Grandma’s love passed down through my own mother Rayetta and her husband George, whom Grandma so highly regarded.