A Narrative and Analysis of Two Stories Essay Example | Topics and Well Written Essays - 1000 words

A Narrative and Analysis of Two Stories - Essay Example A Narrative and Analysis of Two Stories Even though both of these stories deal with different subject matter, the fact the matter is that difficulty in seeking to surmount it, form the backbone of both stories. According to this the following analysis will seek to relate these determinants to the reader as a means of comparison as well as greater understanding for the underlying core an ideal that they represent in the means by which humanity integrates with difficulties, reality, and an understanding of goals as well as the impossible. Hyeonseo Lee’s story engages the reader with the cold, harsh realities that exist within North Korea and explains the level of realization that exists within a heroine is a function of time. Where is a maybe difficult for the average individual to understand and appreciate the difficulties of life within an oppressive communist regime, Lee was able to come to such an understanding as a result of the suffering detailed in the letter which was discussed. However, rather than choosing just to run and enjoying her own freedom once she was outside of North Korea, Lee spent a significant amount of her own time as well as all of the money that she it saved in order to rescue the remainder of her surviving family from the clutches of the regime. The tale represents not only extreme sacrifice but extreme loyalty and understanding that can only exist within an individual who is actualized and understands the reality of the given situation. One aspect of this particular story that was no t found in the next story which will be related is the excess repower that an additional and unrequited individual can provide. Whereas Lee had been able to a compass great deal with her own money and her own efforts, she was eventually stymied within Laos prior to being able to fully realize independence and freedom for herself and her family members. However, just as the moment seemed as if all was lost, an unknown and unrequested entity entered and was able to change the situation entirely. Whereas almost the entire story up until this point had been focused upon Lee at her own individual efforts, the introduction of a secondary character willing and able to sacrifice of their own time and money was something that showed a great deal of the human condition. As such it is this very human condition of understanding difficulties in seeking to ameliorate them that provides the true object lesson in parallels that can be found within Lee’s escape and subsequent citizenship that form the backbone of her biographic story. Conversely, Diana Nyad’s stories emphasize a much more internal and personalized approach. Rather than having impacts upon the lives and freedom of other people, as did Lee’s story, Nyad’s struggle was basically one that was internal. This cannot be discounted to mean less than Lee’s. Rather, it is merely different in that Nyad sought to conquer her own weakness as opposed to seeking the comfort of others. On a broader level, Nyad and Lee show the ways in which the human brain and consciousness integrate with extreme difficulty. Whereas it would been much easier for both Nyad and Lee to merely walk away from the dreams that they shared, the much more difficult and nobler aspect was seeking to face them head on and accomplishing the impossible. As Nyad notes, what she was attempting to do, was ultimately never attempted

Robert Frosts “Mending Wall” Essay Example for Free

Robert Frosts â€Å"Mending Wall† Essay The â€Å"Mending Wall† by Robert Frost is forty five lines long and is structured into a single paragraph verse. There are no stanzas and visually looks like and metaphorical represents a wall. Frosts writes this poem in first person with the use of â€Å"I† which makes the poem narrative – as if the narrator is speaking directly to the reader. The intimate conversation happening between the narrator and the reader is further supported by the use of presence tense in the text of the poem and the casual speech of the narrator. The â€Å"Mending Wall† is literally about a physical wall that lies between his far and his neighbors farm. The narrator walks along the decaying wall describing in detail the nature and structure of the wall. He often compares the wall to himself and his neighbor. The narrator ponders again and again â€Å"what makes good neighbors†. The narrator plays with the idea that perhaps the wall between their farms is the key to a great relationship. This implies that for people to maintain a safe and proper relationship they must be isolate from each other. Through the use of vivid imagery Frost explores how people relate to each other and suffer through isolation. The central image in the â€Å"Mending Wall† is the wall itself. As the wall decays, the narrator and his neighbor repair, which maintains their relationship. However, the wall is also used by Frost as an symbol. The wall symbolism the metaphoric wall which human build to keep themselves safe and other out. Frost asserts that â€Å"There were it is we do not need the wall† (23) implying that while emotional wall exists, they are not needed. He believes that â€Å"something there is that doesnt love a wall† (1). Narrator cleverly explores that idea that if people were truthful with themselves they would have to confess they do not like the wall which separates one life from another. Perhaps this is the reason for the falling stones and the constant decay of the wall over time. Frost has the unique ability to bring together metaphysical thought and the beautiful New England landscape in rhyming text. There are several minor images within the poem which add to the mood and tone of the poem. The setting of the poem is springtime and can be seen in â€Å"frozen ground swell† (2), â€Å"spring mending time† (11), â€Å"in the sun† (3), and â€Å"spring is the mischief in me† (28). Spring is the time when life begins anew and there is great hope for the future. Frost, through the use of imagery, explores the theme of human isolation and asserts that â€Å"walls†, emotional or physical, need not exist. That â€Å"something† in the universe hates these walls and actively works to destroy them which is why the physical wall in the poem is in need of constant repair. Through the narrators casual speech, Frost advices the reader that perhaps he or she should take into consideration the subtle hints and let the walls between human souls be destroyed. Work Cited Frost, Robert. The Mending Wall Literature and the Writing Process. Comp. Elizabeth McHahan. New York: Prentice-Hall , 2005. 449.

Free Huckleberry Finn Essays: Challenge to Slavery :: Adventures Huckleberry Huck Finn Essays

Challenge to Slavery Adventures of Huckleberry Finn In recent years, there has been increasing discussion of the seemingly racist ideas expressed by Mark Twain in Huckleberry Finn. In some extreme cases the novel has even been banned by public school systems and censored by public libraries. The basis for these censorship campaigns has been the depiction of one of the main characters in Huckleberry Finn, Jim, a black slave. Jim, is a "typical" black slave who runs away from his "owner," Miss Watson. At several points in the novel, Jim's character is described to the reader, and some people have looked upon the characterization as racist. However, before one begins to censor a novel it is important to separate the ideas of the author from the ideas' of his characters. It is also important not to take a novel at face value and to "read between the lines" in order to capture the underlying themes of a novel. If one were to do this in relation to Huckleberry Finn, one would, without doubt, realize that i t is not racist and is even anti-slavery. Through society, Huck’s father and Huck, Mark Twain reveals a challenge to slavery. On a superficial level Huckleberry Finn might appear to be racist. The first time the reader meets Jim he is given a very negative description of Jim. The reader is told that Jim is illiterate, childlike, not very bright and extremely superstitious. However, it is important not to lose sight of who is giving this description and of whom it is being given. Although Huck is not a racist child, he has been raised by extremely racist individuals who have, even if only subconsciously, ingrained some feelings of bigotry into his mind. It is also important to remember that this description, although it is quite saddening, was probably accurate. Jim and the millions of other slaves in the South were not permitted any formal education, were never allowed any independent thought and were constantly mistreated and abused. Twain is merely portraying by way of Jim, a very realistic slave raised in the South during that time period. To say that Twain is racist because of his desire for historical accuracy is absurd. Despite the few incidences in which Jim's description might be misconstrued as racist, there are many points in the novel where Twain through Huck, voices his extreme opposition to the slave trade and racism.

Impact of a major change at Blacks Essay

As I also stated in my introduction there have been many changes at Blacks recently in the last few months. Blacks are a fairly new business but have already become on of the UK’s leading suppliers of outdoor gear. Since opening they have generated high revenue and have been highly profitable every year. Every year Blacks beats the previous year in sales which shows that their market share is also increasing. As Blacks looked at their financial status at the beginning of the year and looked at their objectives there was suddenly an opportunity in the market. Competitor called Outdoors, who supply similar products to Blacks for camping was in financial crisis. The only way for Blacks to increase their market share is to close in on competitors. Blacks saw their opportunity and starting buying Outdoors’ shares. Before buying shares though Blacks approached Outdoors and asked if they would be willing to comply with a friendly take over, but they rejected hoping that there financial crisis would be resolved. It soon became obvious that they were in too much debt so Blacks seized their opportunity and bought them out. A hostile takeover was imposed and there was nothing the firm could do. They tried to resist the takeover bid but could not manage the finances. The board of directors did their best to ensure shareholders that their interests would be best protected with the current board but many fled They are now in the process of changing these stores into Blacks stores. The implication of this change has had a big effect on both Blacks’ employees and Outdoors’ employees. There were feelings of fear as to what will happen with so many job that and who would work in the new stores. In order to show compassion to the existing workers of Outdoors it was decided that they were going to keep the majority of workers and only make a few redundant that had little product knowledge or were just simply not needed. However the staffs were assured that changes would be made in the culture so as to meet the required level of customer service that Blacks offer. This caused some unrest as they resisted to changes Due to workers being let go some rumours got around through to Blacks stores that existing Blacks employees may have been dropped. However it was just a rumour that fizzled out and started with no real reliable source. This was one main change that happened at Blacks. Another was the change of manager at the beginning of the year. As I have already stated the change in manager has not been the best to date. The new manger has adopted an autocratic style of management. This leaves no space for ideas to be shared or any participation in decision making. As a result of this many workers were threatening to leave as before the manger had come we were constantly making bonus by reaching our targets. Since he came though, we have not been able to make target because the workers are de-motivated. Ways of handling Resistance to Change The new changes at Blacks have affected the natural order of things at the workplace, for example, new working practices will be introduced, staff have been made redundant and some staff may be re-located to new stores. This in itself will lead a natural resistance to change, so the question is: how should managers handle this resistance to change? I will propose six easy steps: 1. Managers should keep workers informed at each stage as to what is going to happen. This can be done by having: -regular staff meetings -regular discussions -issue bulletins -team briefings 2. Managers need to involve workers in the decision making process. This way it helps them to feel a part of the organisation 3. Take steps to avoid rumours spreading and misinformation circulating within and outside the company 4. Set up works council where worker representatives can meet with senior management and discuss issues pertaining to the future of the business 5. Invest in training to enable workers to cope with change, also offer counselling to the workers who may need to be made redundant 6. Review the organisational culture to ensure it fits with the future plans for the business

Character Developments: in Cold Blood

Character Development: Techniques Truman Capote used several techniques to develop the characterization of the killers in his book, In Cold Blood. But primarily, Truman Capote uses anecdotes to describe the characters of Dick and Perry. An anecdote being, â€Å"a short and amusing or interesting story about a real incident or person. † He does this by describing their child lives, and how they became who they are in the present.An example of how Capote described the character of Perry is: â€Å" He was seven years old, a hated, hating half-breed child living in a California orphanage run by nuns- shrouded disciplinarians who whipped him for wetting his bed. † Not only does he use anecdotes for describing Dick and Perry’s childhood but also their problems they face in their present lives at the time. Such as Dick’s sexual interests in younger girls, â€Å" He was sorry he felt as he did about her, for his sexual interest in female children was a failing of which he was ‘sincerely ashamed. ’† Or when Capote quotes Perry about the murder of Mr.Clutter, saying; â€Å" I didn’t want to harm the man. I thought he was a very nice gentleman. Soft-spoken right up to the moment I cut his throat. † This quote describes and confirms how Perry was insane during the murders that he committed. Capote uses this quote on purpose, because it describes how Perry’s intention was not to hurt anyone but it was a simple act of taking his frustration upon the Clutter family. Meaning that his anger was not because of the Clutter family, they just ended up receiving the end of Perry’s anger. In the story it seems as though the reader feels sympathetic towards the killers; Dick and Perry.Truman Capote does this mostly by describing the childhood of the killers, and what they went through as children that made a major impact on them now. Perry however, is more sympathized than Dick. It seems as though Perry had a ‘rougher upbringing’ than Dick did. For an example, when his sister sends him a letter of how disappointed she and her father are in his decisions. â€Å" Your present confinement is embarrassing to me as well as Dad – not because of what you did but the fact that you don't show me any signs of sincere regret and seem to show no respect for any laws, people or anything. Even though Perry made horrible decisions in his life, reading parts of this letter, sympathy can be a common emotion that the reader feels to see how much Perry was a disappointment to his family. Of course another key factor Capote used to gain sympathy from the readers was by writing them in the killers’ point of view. This way, you know more about the killers and their upbringing, and it makes you wonder if they really knew what they were doing.

Answers to Questions About Usage

Answers to Questions About Usage Answers to Questions About Usage Answers to Questions About Usage By Mark Nichol Many writers native English speakers and nonnative speakers alike are confounded by uncertainty or confusion about usage, the complicated issue of what, exactly, a given word means regardless of its practical or official definition. Here are some questions and comments Daily Writing Tips readers have sent me about definitions and connotations, along with my responses. 1. One of the words I hear all the time, which I believe is improperly used, is hopefully, as in â€Å"Hopefully, we’ll be successful.† I’d love to hear your thoughts about using this word hopefully, you’ll agree with me. For better or worse, in the usage you abhor, hopefully is firmly established, and employment in its original sense (â€Å"in a hopeful manner,† as in â€Å"I waited hopefully for her response†) has all but disappeared. The only thing one can do to curtail its use is avoid using it oneself, but this is a case in which the people have spoken: The new sense will prevail. 2. For the past few years, I’ve been noticing the use of â€Å"only ever,† as in â€Å"I only ever stay on the weekends.† Isn’t ever unnecessary and perhaps incorrect? Yes, ever is an extraneous intensifier. It’s not incorrect, but it should be avoided in formal writing. 3. May â€Å"Thank you for correcting me† sound ironic in Modern English? I once used it and got negative feedback. And I think it has pejorative connotation in English, though in my mother tongue it’s just a way to express gratitude or thanks. Yes, â€Å"Thank you for correcting me† looks perfectly neutral, but it’s not: In English, the notion of correcting someone has a negative connotation, like being criticized or scolded, and someone who receives that comment from you may assume that you’re resentful for the assistance. Depending on the situation, it would be better to say or write, â€Å"Thank you for providing me with the correct information† (less concise, but neutral in tone) or â€Å"Thank you for clarifying that for me.† In American English, at least, an informal, friendly way to acknowledge correction is â€Å"Thanks for setting me straight.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Style category, check our popular posts, or choose a related post below:12 Types of LanguageOne Fell SwoopWood vs. Wooden

Briefly explain the major objectives or underlying philosophies of HRM

Briefly explain the major objectives or underlying philosophies of HRM Briefly explain the major objectives or underlying philosophies of HRM and what activities these may involve – Essay Example Briefly explain the major objectives or underlying philosophies of HRM and what activities these may involve The main purpose of human resource management includes maintaining better relationships between the employees and the organization, as well as between the employees themselves. In the management of human resources, activities that may be involved include development, evaluation and application of programs that relate to human resources. One of the main objectives of human resources management includes the effective and efficient use of the potential, which the workforce has. To achieve this objective, some of the activities that the human resource department may engage in include ensuring that employees are assigned targets that they can achieve. In addition, proper use of the employees’ skills will ensure that the organization achieves this objective (Randhawa 2007, p. 7). Another objective of human resources management includes ensuring that the organization achieves cost-effective employment of human resources. In order to achieve this objective, the organization should engage in activities such as offering competitive pay rates, which are neither too low nor too high. The organization should also ensure that there is no staff turnover and ensure that the investment on training of employees has returns. Human resource management also has the objective of ensuring that the workforce matches the needs of the organization. For this to be achieved, some of the activities involved include planning the workforce in order to make sure that the organization has members of staff who possess the required skills (Randhawa 2007, p. 8). The other objective of human resource management includes effective recruitment so as to ensure that the organization achieves the workforce needs. The activities involved in achieving this objective include organizing training programmes, which will play a crucial role in covering the gaps in skills that may result from technological changes or changes in processes. Human resource management also has the objective of satisfying needs of the employees both at the group and the individual level. Activities involved in achieving this objective include provision of equitable remuneration, employee benefits, providing incentives, and recognition of employees. The other objective of human resource management is to ensure that employees have high morale. This can be done through activities such as improving working conditions, provision of adequate facilities at the workplace and promotions (Randhawa 2007, p. 9). References List Randhawa, G. (2007). Human Resource Management, New Delhi, Atlantic Publishers & Dist. pp. 7-10.

Biography of Sarah Boone

Biography of Sarah Boone If youve ever tried to iron a shirt, you can appreciate how difficult it is to iron the sleeves. Dressmaker Sarah Boone tackled this problem and invented an improvement to the ironing board in 1892 that would make it easier to press sleeves without introducing unwanted creases. She was one of the first black women to receive a patent in the United States. Life of Sarah Boone, Inventor Sarah Boone began life as Sarah Marshall, born in 1832. In 1847, at age 15, she married freedman James Boone in New Bern, North Carolina. They moved north to New Haven, Connecticut before the ​Civil War. She worked as a dressmaker while he was a brick mason. They had eight children. She lived in New Haven for the rest of her life. She died in 1904 and is buried in Evergreen Cemetery. She filed her patent July 23, 1891, listing New Haven, Connecticut  as her home. Her patent was published nine months later. There is no record found of whether her invention was produced and marketed. Sarah Boones Ironing Board Patent Boones patent was not the first for an ironing board, despite what you may see in some listings of inventors and inventions. Folding ironing board patents appeared in the 1860s. Ironing was done with irons heated on the stove or fire, using a table that was covered with a thick cloth. Often women would simply use the kitchen table, or prop a board on two chairs. Ironing would usually be done in the kitchen where the irons could be heated on the stove. Electric irons were patented in 1880 but didnt catch on until after the turn of the century. Sarah Boone patented an improvement to the ironing board (U.S. Patent #473,653) on April 26, 1892. Boones ironing board was designed to be effective in ironing the sleeves and bodies of ladies garments. Boones board was very narrow and curved, the size and fit of a sleeve common in ladies garments of that period. It was reversible, making it easy to iron both sides of a sleeve. She noted that the board could also be produced flat rather than curved, which might be better for the cut of the sleeves of mens coats. She noted that her ironing board would also be well-suited for ironing curved waist seams. Her invention would be most convenient to have for pressing sleeves even today. The typical folding ironing board for home use has a tapered end that can be useful for pressing necklines of some items, but sleeves and pant legs are always tricky. Many people simply iron them flat with a crease. If you dont want a crease, you have to avoid ironing over the folded edge. Finding storage for a home ironing board can be a challenge when you live in a small space, Compact ironing boards are one solution that is easier to put into a cupboard. Boones ironing board may look like an option youd prefer if you iron lots of shirts and pants and dont like creases.

Discuss the risks and benefits of the human papilloma virus vaccine Essay

Discuss the risks and benefits of the human papilloma virus vaccine - Essay Example Gardasil, which is one of these drugs, is a tetravalent vaccine that was licensed in June 2006. The US Food and Drug Administration issued the license for this vaccine and its objective in doing so was to ensure that it would be administered to girls and women whose age was between nine to twenty – six years. This particular vaccine is being used in a few other nations. Another such vaccine is Cervarix, and these vaccines are expected to reduce the risk of HPV infection and other HPV – associated diseases, not only in the United States but also in other countries where cervical cancer prevention methods and Papanicolau or Pap smear – based investigative techniques are unavailable (Dempsey). The HPV vaccine, Gardasil, which is to be administered only to females of age nine to twenty – six years, is the first vaccine used for preventing cervical cancer. This vaccine is capable of preventing infections from HPV types 6, 11, 16, and 18, which cause nearly eighty percent of cervical cancers. The Advisory Committee on Immunization Practices or ACIP recommends Gardasil for females aged 9 to 26 years, before they engage in sexual activity and a three – dose vaccine is to be administered within a period of six months. The Gardasil vaccine can be administered along with MCV 4, Tdap and Td (Campos-Outcalt, 2006). In order to magnify the prospective benefits of the HPV vaccine, all adolescent members of the population should be administered the vaccination. Prototypical studies reveal that vaccinating only females does not result in any appreciable decline in the prevention of HPV in women. Female vaccination on its own would not be helpful to a significant extent in eradicating infections caused by HPV among women, because restriction of the vaccine to females would render its effect to curb such infections less effective by twenty – five to forty percent. This is a very significant

E-commerce (online shopping) in Saudi Arabia and the UK Coursework

E-commerce (online shopping) in Saudi Arabia and the UK - Coursework Example The need to promote the sales for many organizations has promoted the rise of E-commerce1. However, E-commerce was initially a preserve of large companies, until the perception for its structures and models changed. Recently, many organizations, both big and small are venturing into E-commerce, which is a promising prospect for enhanced growth. Therefore, to reap the benefits arising from E-commerce, many governments have been promoting technology use for the governmental and the private sector organizations2. In advancing technology use for business growth, Saudi Arabia and the UK alike have been involved in E-commerce. Structure of E-commerce in Saudi Arabia Saudi Arabia has adopted E-commerce as a channel for sales and distribution, to enhance the internationalization of the country’s brands and sales, while also reaching the target market 1. The country has a large retail market, consisting of domestic consumers of both genders, whose purchasing power is high. The rate of growth of the Saudi Arabian Middle Class has been on the rise, making it possible for a large population to earn good incomes, which increase their purchasing power 2. However, E-commerce has not been fully adopted in the retail sector, due to lack of effective knowhow, lack of necessary infrastructure and lack of requisite full government support

MPH503, Infertility and Public Health, Mod 5 Case Assignment Essay

MPH503, Infertility and Public Health, Mod 5 Case Assignment - Essay Example Issues with infertility are painful psychologically as well as physically. There is always the self defining issue of "what is wrong with me?" The reduction in self esteem is very difficult to deal with and when family who are supposed to be support dont understand what is wrong but what the couple is going through, it becomes even more difficult (Schneider, 2005). Further, much of the treatments are painful and sometimes embarrassing so there is much stress related to the treatments for both of members of this couple. There are many things that can be done for support for this couple. Trying to get them involved in a support group, however, is probably one of the most important as no one can really understand their issues as well as someone else with the same type issues. This allows them to talk about them with a group of people that feel the same way and will not tell them to go on vacation and everything will be better. Focused counseling is shown to help when it is couple targeted as shown in a study completed by Glover, McLillan, and Weaver (2008). There is some controversy in the literature about the type of support that is given to a couple undergoing in vitro fertilization. According to Knoll, Kuenti, and Bauer, (2008) some kinds of support may turn out to be more detrimental than helpful. Women seem to benefit from a different kind of help than their spouses. Women seems to do best with emotional support while men do best with instrumental support. Neither kind of support in the literature seems to make as big a difference in stress levels as groups involvement as in support groups. One of the recommended approaches is to help the couple look at and find new meaning for their life goals. This is sometimes best done in discussion with people that have been through the same issues as they have. Those couples that have been in trial for 5 years or more and are still unsuccessful need this kind of help more than

Strategic Management, Analysis of the Strategic Situation of HTC and Essay

Strategic Management, Analysis of the Strategic Situation of HTC and Its Industry - Essay Example HTC was founded in the year 1997 and commenced its business with manufacturing and designing of mobile accessories. Since the year 2006, HTC has introduced many mobile phones with various portfolios like tablet, android and smartphones for the developing markets (HTC, 2012). The objective of this paper is to analyse about the strategic current situation of HTC in the smartphone industry. The analysis would take into consideration industry analysis by using Porter’s five forces model, industry lifecycle analysis and value chain analysis. The study would also endeavour to comprehend the scale and the scope for HTC in respect of the existing industry scenario in the upcoming future. Analysis of the Strategic Situation In the present market scenario, it is observed that a number of companies are manufacturing smartphone along with HTC like Apple, Samsung, Nokia and Sony Ericsson among others. Due to which, the competition among the companies is rising day-by-day in the mobile phon e market. As a result, many advanced technology smartphones have been launched in the market. A few companies have been recognised to have lost out somewhat in market competition due to facing a lack in terms of offered technology in their smartphones or other mobile devices (Hu & Meier, 2010). With due reference to the context, it can be observed that HTC has been facing quite a tough scenario in the smartphone market to sustain its position among the topmost brands. Since the year 2006, HTC had expanded its reach with its smartphone in a number of global markets. HTC was the first cellular manufacturing company to introduce android phone in the market. Subsequently, it was observed that from 2010 onwards HTC faced a downfall because of the vast developments with modern technologies among the competitors’ products. The leading competitors of HTC include Nokia, Samsung and Apple. These companies also started to offer competitive brands of smartphones which significantly affec ted the sales of HTC. Generally, HTC was affected due to the rapid growths of Samsung and Apple’s smarphones such as Galaxy line as well as iPhone respectively. Moreover, Sensation and Desire brands of HTC smartphone have also faced quite indifferent responses from the consumers. Thus, this aspect has also led towards the declining trend of HTC in the smartphone market (Hu & Meier, 2010). Source: (Dotmobi, 2012). The above depicted figure depicts the position of the smartphone manufacturing companies in the present scenario. Therefore, it can be avowed that HTC, in recent times, has considerably lacked behind as compared to its major competitors such as Samsung, Apple and Nokia among others. Thus, by considering the downfall, HTC needs to recognise certain strategies to improve its product and to fight back against its competitors. Key strategies that can be employed include making product modifications, changing to the fast-moving approach for unpredictable markets, creating enhanced brand awareness through positioning and targeting high end users (Hu & Meier, 201

Strategic planning Essay Example | Topics and Well Written Essays - 500 words

Strategic planning - Essay Example A firm aspiring to venture into the manufacturing industry usually takes considerable time before turning into a manufacturing firm. Rudd Corporation has been in the industry for only seventeen years, yet it is already considered as manufacturing firm. ‘Management by Objectives’ is a term that refers to the process of stating and defining the objectives of an organization to the management and employees to get the bet out of the organization. Rudd Corporation can put into plan strategies of using technological ladders as short term objective to tackle the situation inside the corporation. The objectives for using technological ladders in the corporation are to lessen the number of slips, trips and falls in the organization. Secondly, the corporation uses technological ladders to simplify the ease of doing a task in the corporation and increase their profit limits. Preparing a research budget for Rudd Corporation entails the overview of the materials required. Rudd Corporation requires buying electronic ladders. Rudd requires a business plan to help in the running of its daily activities which operate automatically. The corporation should put a side the continuance fees annually to repair the automatic ladders used in the corporation. The maintenance of the ladders will prevent against unnecessary break downs and injuries in the corporation. A strategic plan provides the establishment and structure for a business plan. Rudd’s corporation tactical plan should relate to the duration or purpose of the business. An example is that Rudd’s management should clearly state if the corporation is short or long term venture, and put appropriate strategies to match the nature of the corporation. Tactical plans should be undertaken by Rudd’s management on the employees required in the organization. The corporation should employ skilled and physically fit employees, since the nature of work in the corporation is demanding (Olsen, 384). The goals

Do native peoples today invent their tradition Essay

Do native peoples today invent their tradition - Essay Example Today, the native influence is gradually facing assimilation due to the impacts of migration, settlements, and expansion of immigrants into new lands. These immigrants come with new values and social structures that either absorb or consume the existing traditions. Some states have become wiser, preserved these natives in their rightful places, and netted mass revenue in return. The history of these original natives is very resourceful and traces its roots to the precincts of civilization. Contrastingly, today many communities have risen. The sprouting communities tend to emerge and dynamically evolve to become different from the ancient eras. Their traditions are not directly similar to the archaic eras. They have new norms and values that could sound profane to the aborigines. It is not authentic where these new traces of tradition arise. This paper attempts to discuss whether the natives today invent their traditions. The plot development takes into consideration case studies and analogies from different cultures around the world. Special reference falls on the current American native community. The initial part shall outline points that contradict this premise. The second section shall then garner support for the premise before offering a conclusive standpoint in the stale mate. Tradition has always found its roots in oral tradition of a community. The community is a channel of culture transfer across generations. Consequently, it is inappropriate to assume that these natives invent their cultures. These cultures find their way to the present times through the vehicle of oral tradition that passes this values and norms to the preceding generations. In this sense, the traditions that appear to have ancient roots still find their stronghold in the society today. In fact, a few modifications take place in them, but the key intents always remain unchanged. The Native American perspective helps to unravel this myth. According Kattok (2010), the markers of tradit ional Native American identity prevail to date. She asserts that â€Å"indigenes† injects itself into the mainstream of current native inhabitants of the community and later stand as true. The essence of oral tradition stands out as influential in the presence of long standing traditions that still stand in the present. A good illustration is the spiritual viewpoint shared by several generations over time. The evolving community has often shown similar appreciation of religious beliefs despite the time and age manifested. The Native American philosophy advocates that spirituality is supreme and directional. The natives, therefore, almost universally observe the earth as a womanly figure. In this respect, this notion passes on to the upcoming generation. It is no wonder several people regard the earth as â€Å"her†¦Ã¢â‚¬  Additionally, the natives also view many environmental products as endowments from a higher being. kattok (2010) supports this view when he says that man was created to complement the other creations. Secondly, the colonial times across the world history bear a lot of explanation to the origin and invention of a variety of cultures. The colonization era among several affected states was a time of reckoning. The colonizing powers established their cultures that they deemed as superior. In most instances, the natives never got the chance to contribute to the creation of the emergent culture. In the ancient American tradition, the immigrants’ influx and the British invasion of the 17th century saw the emergence of various

Strategic planning Essay Example | Topics and Well Written Essays - 500 words

Strategic planning - Essay Example A firm aspiring to venture into the manufacturing industry usually takes considerable time before turning into a manufacturing firm. Rudd Corporation has been in the industry for only seventeen years, yet it is already considered as manufacturing firm. ‘Management by Objectives’ is a term that refers to the process of stating and defining the objectives of an organization to the management and employees to get the bet out of the organization. Rudd Corporation can put into plan strategies of using technological ladders as short term objective to tackle the situation inside the corporation. The objectives for using technological ladders in the corporation are to lessen the number of slips, trips and falls in the organization. Secondly, the corporation uses technological ladders to simplify the ease of doing a task in the corporation and increase their profit limits. Preparing a research budget for Rudd Corporation entails the overview of the materials required. Rudd Corporation requires buying electronic ladders. Rudd requires a business plan to help in the running of its daily activities which operate automatically. The corporation should put a side the continuance fees annually to repair the automatic ladders used in the corporation. The maintenance of the ladders will prevent against unnecessary break downs and injuries in the corporation. A strategic plan provides the establishment and structure for a business plan. Rudd’s corporation tactical plan should relate to the duration or purpose of the business. An example is that Rudd’s management should clearly state if the corporation is short or long term venture, and put appropriate strategies to match the nature of the corporation. Tactical plans should be undertaken by Rudd’s management on the employees required in the organization. The corporation should employ skilled and physically fit employees, since the nature of work in the corporation is demanding (Olsen, 384). The goals

Newcomen, Thomas (1663) Essay Example | Topics and Well Written Essays - 1000 words

Newcomen, Thomas (1663) - Essay Example He married only in 1705 at the age of forty-two years, after which he frequently hosted meetings at his home for dedicated Baptists. At the same time, he took great interest in the mining industry and the problem of the mines flooding frequently (Baker 278). growing coal mining industry; he also visited tin mines. From the miners he came to know that there was a requirement for a machine to remove water from the deep mines. Some of the mine shafts extending under the sea got filled with water seepage and had to be pumped out. The miners did not have access to large streams that could be used for powering water wheels, and draft animals were not strong enough to pull the water up from the great depths (Kras 22). Thomas Newcomen’s earliest experiments are not documented, because he did not belong to a group of inventors, and he did not have a wealthy patron to promote his work (Kras 23). The results of his experiments led him to design and build the first really usable steam engine. â€Å"Though it was hampered by high fuel consumption and frequent breakdowns, Newcomen’s engine became only the second self-acting machine in history (after clocks)† states Shectman (p.xxix). Even more significantly, it became the first source of energy not known since antiquity. Newcomen’s machine was entirely propelled by atmospheric pressure. A blast of steam at greater than atmospheric pressure was forced to the bottom of a brass cylinder which held the engine’s piston. According to Marshall (p.18), Newcomen created a vacuum as the steam cooled, thereby drawing down the piston as well as one arm of the heavy beam to which it was attached. The other arm of the heavy beam rose up to work the pump. After this, a jet of cold water was injected to rapidly condense the steam. The vacuum created caused the pressure of the atmosphere to slam the piston downwards, producing a

George Gittoes White Earth Essay Example for Free

George Gittoes White Earth Essay George Gittoes art piece, White Earth is a dramatic oil on canvas depicting the political corruption a 15 year old boy had been pressured into. Gittoes, the renowned Australian artist has always created his pieces by inspiration of his life experiences. He has an immense passion for art and humanity so being an eye witness to suffrage of humanity all over the world is conveyed in his work. White Earth is another successful and captivating work. Gittoes was witness to an Afrikaaner Weerstands Beweging (AWB) Rally in South Africa of April 1994, where he saw a 15 year old boy submerged in the propaganda of Nazi in youths. The young boy gets on the stage silent with resentment as photographers begin to infinitely snap at him. Gittoes sympathy for the boy is emphasized as he retells them raping and torturing him. Too young to understand the political corruption he is stuck between being used by the ABW and being tortured by the international press. Trapped, as the victim of this controversial saga, his only escape is to close his eyes, however it is impossible to close his to ears to the Hate Speech delivered by Terre Blanche. Gittoes sympathized for his entrapment and compelling distressed state, so he depicts and dramatically distorts this experience through the art piece, White Earth. Being one to love expressionism, his passion for it gives meaning to convey and express emotions and feelings. He exaggerates the boy giving specific detail and emphasis to his ears. The distortion of his ears expresses the impossibility of closing his now larger ears. The figure to the right is racist Terre Blanche driving the propaganda into him, taking advantage of his naà ¯ve and young position. Distinct lines and vibrant colours on the boys face determine his resentment and struggle in his entrapment of what is around him. Once again George Gittoes amazes us with his brilliant techniques and skills. The strokes and their positioning all are part of his meaning in this sad  piece. Distortion not only occurs in his ears but all over his body, he appears larger as if we had grown up, Gittoes portraying his growth is too fast and unnatural due to the boys youth and already political career. White Earth along with many of George Gittoes work depicts inhumanity, suffrage and the struggle of people everywhere. It is on of his best works portraying the struggle of a boy stuck between two corruptions and expressing his longing to escape the entrapment. Art lovers all over the world have passion for this renowned piece and those hating suffrage and inhumanity will also be touched by this intricate story ever so sad yet breathtaking piece, by the profound and magnificent George Gittoes.

Hearing the Voice of God :: essays research papers

Do you like to talk out your problems with a friend? Do you like to hear other people’s problems? Why do we always need to share our problems with someone? The truth is, humans are weak. We’ve always known that we can’t live by ourselves. So, it’s not a question that we need to share our burdens with someone else. We want someone to feel what we’re going through. And we’re hoping that that friend of ours has a way out of it, right? Whatever it takes, we want our problems to be solved. Unfortunately, it’s not every time can we find someone who wants to hear our problems L. Well, that’s the way humans are. We’re not perfect. But our Father in heaven is. He will faithfully listen to everything we’ve got on our minds. He is the only one who has the way, the truth, and the life. Of course, He knows how to solve our problems and He will help us with them. Now, doesn’t that sound good? Well, don’t you want to learn to hear God’s voice? The question is†¦how does He talk to us? Here are a few ways: 1.)  Ã‚  Ã‚  Ã‚  Ã‚  He talks to us in audible voice. Wouldn’t that be totally cool? Can you imagine what His voice would sound like? Would it be deep like in the movies? Although not everybody could hear His audible voice like Paul and Samuel, there are many other ways for us to be able to hear Him. 2.)  Ã‚  Ã‚  Ã‚  Ã‚  He could speak to us through our surroundings. How? Well, let’s just say we’re going to go somewhere, but on the way there, there’s so many things that stands on our way. There could be an accident or traffic jam, or something. At a time like that we should probably ask God again if we should continue or not because we never know what’s going to happen there. 3.)  Ã‚  Ã‚  Ã‚  Ã‚  God also speaks to us through the Holy Spirit. The Holy Spirit usually talks to us from our hearts. Have you ever experienced that? Like, sometimes, just out of the blue, you get this little voice or urge in your heart telling you to pray or read the bible? That’s the voice of the Holy Spirit and you shouldn’t ignore it. Or you could also be in the middle of a test and you’re stuck on one problem. You know you’ve seen the problem before, but you just can’t remember the right answer although you’ve prayed right before taking that test and all of a sudden the answer just came to you?

The Naming of Domino Park in Miami :: Little Havana Cuban Community

The Naming of Domino Park Domino Park resides in one of the predominantly Cuban districts of the greater Miami area. It is located on the corner of Calle Ocho and fifteenth-avenue in Little Havana. Domino Park is a gathering place for the men and women of Little Havana. They have congregated in the mini-park for years, challenging each other to domino games. Although players sometimes choose to challenge each other to games of chess, the main staple of the park is dominos. The park received its nickname, Domino Park, for that very reason. Before the construction of Domino Park, which occurred in 1976, the men of Little Havana played dominos on the corner of fifteenth-avenue. They would sit directly across from the Tower Theater and played well into the night. Originally, the players used shaky tables and a rigged, lighting system. The city of Miami spent $115,000 to build the park's magnificent architecture. Beth Dunlop, of the Miami Herald, offers the following description of Domino Park in her January 6, 1983, article, "Don't Fence in Domino Park": There are two barrel-tile-roofed pavilions, really just to give shade from the sun and shelter from the rain, and a matching storage shed, which houses the rest rooms as well. And then there's the main event- tables, set, as the pavilions are, at an angle to the street corner. The arrangement of the tables and pavilions is the key to the park's architecture, and it serves two purposes here, both important: Angling them to open out onto the street corner is essentially Cuban, suggestive of Havana, and it is also an effective way to squeeze a lot of domino players into a tiny space. (C2) Dunlop's focus on the nostalgic touches inherent within the architecture of the park is particularly important.

Review of Hr Policies and Practices

64 A STUDY OF HRM PRACTICES AND ORGANIZATIONAL CULTURE IN SELECTED PRIVATE SECTOR ORGANIZATIONS IN INDIA 1. Executive summary The new economic environment is primarily marked by the freeing of shackles for entrepreneurship and economic growth. The â€Å"license system† has been replaced, to a great extent, by a â€Å"market system†. The challenge of Human Resource Management (HRM) practices would be to create an environment of resilience, which can accommodate and assimilate successfully changes in systems, structures, technologies, methods, etc. People would have to ascribe the right meaning to the change process.India is well-equipped to succeed on global markets. It has a pool of highly educated people, a well-developed judicial system, democratic governance, an established banking industry, and fairly sophisticated and inter-linked fi nancial markets. Knowledge industries will be at the vanguard of economic opportunity, and India will be poised to take advantage of this trend with its corpus of highly skilled people. The changes on the market scene have necessitated the Indian industry to look inward for the development of human resources (HR).People develop themselves in a globalized scenario with new directions along with new problems and issues arising to develop new competencies to meet the changing requirements, aspirations, and problems. There are, however, some universal goods towards which all human resource management efforts should be aimed at. The emergence of Japanese human resource management has led to the concept of culture in a big way. At the organizational level, the goal of HRM is normally to have competent and motivated employees to ensure managerial effectiveness and growth of the organization.Organizations normally direct their HRM efforts towards the development of competencies and organizational culture. Organizations use mechanisms to achieve HRM goals with competent and committed employees. Organizations can achieve v ery little even if they have excellent technological and other resources at their command. Such an assertion gains better credibility in the context of developing countries like India, that is, typically in early growth stages in terms of economic development, and growing more rapidly than the ‚traditional‘ developed economies of Japan,North America and Europe. The countries with higher rates of growth are mostly in South East Asia, South Asia and some Latin American countries. Research evidence shows that HR practices along with culture do affect effi ciency in the organization. There are hardly any or very few studies which show a link between HRM practices and organizational culture in India. The review of literature has identifi ed that the major chunk of research in India emanates from descriptive data and experience sharing, which does not serve certain practice-oriented concerns.There is very little systematic, empirical research in the scientifi c paradigm that h as been carried out in the Indian HR lexicon. HR research is inspired by western models, and lacks an indigenous perspective. The review of literature on HRM practices has revealed that the most of the work done is in relation to organizational strategy. The methodology employed a sample of 95 respondents from two private sector organizations. The questionnaire consists of 90 items, of which (1) 69 items concern HRM practices of the organization, and (2) 21 items concern organization culture.The correlation analysis has been used to infer the relationship between variables of HRM practices and organizational culture. A healthy culture is required for utilizing and enhancing employee competencies and to develop people. This study focuses on the positive signifi cant relationship between HRM practices and organizational culture in private sector organizations. There is a positive signifi cant relationship between HRM practices and variables of organizational culture operationalised in terms of self-realization, status enhancement, inventive values and socio economic support.The pressures are most likely to be felt by those who have led and managed the change process in such a volatile economic environment. HRM would have the ability to attract and retain people and this would be the key to manage this macro change—in terms of both pace and rate. Change leaders would be confronted with the need to reorient culture, thinking and paradigms. HRM as a function and as a prime mover would need to focus on this changing and emerging role with the help of organizational culture. 2. Introduction The global turmoil has witnessed the growing importance of Human Resources Management (HRM) in both business and public life.The turbulent business climate brought in the wake of liberalization, globalization, changing technologies, growth in knowledge and advances in information technology is offering managers a complex and challenging situation (Davis, 1995). Indian organ izations are tending to become competitive to meet globally relevant standards. The growing emphasis on privatization has warranted a new focus in terms of result orientation, long-term strategies, consumer focus, initiative and different mindsets for internal and external communication.The Indian business scenario is characterized by the historical rigidities arising largely out of centralized planning. Our decision-making is infl uenced, among other factors, by posing more a constraint rather than a facilitator. The practice of protecting Indian industries through protective tariffs and quotas for over four decades has led to a lack of global competitiveness in terms of quality of products, services and prices. Indians are more accustomed to thinking in terms of narrow identities like our own selves, caste, and community, regional and linguistic groups.A failing and defi cient infrastructure and frustrating bureaucracy at operating levels, and the cultural and indigenous barriers added fuel to fi re. Hamel and Prahalad (1991) contend that a competitive advantage is obtained if a fi rm can obtain and develop human resources, which enable it to learn faster and apply its learning more effectively than its rivals. The HRM has emerged and evolved as one of the most important areas of organizational science and practice. It has not been developed in isolation, but rather in the context of industrial change and economic development.The uniqueness of the Human Resources (HR) approach requires a totally different type of attention from managers. The HR has characteristics that provide the greatest challenge as well as opportunity. A company‘s HR is fragile with delicate relationships, along with unpredictable contributions, and permanency is uncertain (Guest, 1991). Wright, Smart, and McMahan, (1995) mention that the crucial inputs, among others, to an organization are its human resources. People bring to their jobs diversity of skills, needs, goals, and expec tations. They are ocialized into the organization through their hiring to begin with, and their continuous functioning in the organization. According to Bulla and Scott (1994), we need to ensure that the human resource requirements of an organization are identifi ed and plans are made for satisfying those requirements. Guest, Conway, Briner and Dickman (1996) are of the opinion that the interface between the individual and the organization is critical to full utilization of human resources. The individual and the organization establish a „psychological contractâ€Å".Individual members expect to make contributions to the organization and receive certain rewards in return. The organization provides certain rewards and expects in return certain contributions from the individual. It is at this interface between the individual and the organization that issues such as HR planning, work analysis, career development, leadership, job motivation, the appraisal-reward process, and the organizational culture become important. The patterns of work relationships at work refl ect the HRM philosophy.The practices and philosophy of HRM are perpetuated by managers who are encouraged to follow the role model of their seniors. In the process of organization socialization they internalize the values and attitudes of their leaders. The entire process is thus institutionalized (Snell, Youndt, and Wright, 1996). In general, HRM has been described as: broad and strategic; involving all managerial personnel; regarding employees as the single most important organizational asset; being proactive in its responsibilities; and having the objective of enhancing organizational performance and meeting employee needs (Poole, 1990). . Organizational culture The idea that organizations have culture has been acknowledged since Lewin, Lippitt and White’s (1939) research on creating social climate. Culture and climate are integral parts of an organization. Organizational culture refer s to a system of shared meanings held by members that distinguishes one organization from other organizations (Schien, 1985). Organizational culture provides employees with a clear understanding of the way things are done in that organization. Organizational culture is the perceived, subjective infl uence of the formal system, the informal ‚style‘ of managers and other ignifi cant environmental factors on the attitudes, beliefs, values and motivation of the people in a particular organization (Litwin and Stringer, 1968). The concept of culture is seen as a kind of bridge between the individual and the organization. Culture performs a number of functions within an organization. It creates a distinction between one organization and another, it conveys a sense of identity for role incumbents, it facilitates the generation of commitment, and it enhances social system stability. Finally, culture sells as a sense-making and control mechanism that guides and shapes the attitude s and behaviour of employees.Hofstede (1980) felt that cultures which are high on the long-term orientation focus on the future and hold values in the present that will not necessarily provide an immediate benefi t (e. g. , Japan, China), while cultures with short-term orientation (e. g. , USA, Russia) are oriented toward the past and present and promote respect for tradition and for fulfi lling social obligations. The fi ve dimensions discussed by Hofstede (1980), help us understand the potential problems of managing employees from different cultures.One interesting fi nding of his research was the impact of culture on a country’s economic health. He found that countries with individualistic cultures were wealthier. Collectivistic cultures with high power distance were all poor. Cultures seem to affect a country’s economy through their promotion of individual work ethics and incentives for individuals to increase their human capital. Research into the link between org anizational culture and effectiveness is also limited by lack of agreement about the appropriate measures of effectiveness. The current literature has its roots in the early 1980s.Deal and Kennedy (1982) and Peters and Waterman (1982) focused their attention on the strategic importance of organizational culture and stimulated interest in the topic. Kotter and Heskett (1992) expanded on this by exploring the importance of adaptability and the fi t between an organization and its environment. Peters and Waterman (1982) argued that companies with strong culture are highly successful. They argued that superior fi rm performance is achieved if a company moves away from a purely technical, rationalistic approach towards a more adaptive and humanistic approach.Carroll (1983), Reynolds (1986), and Hitt and Ireland (1987) questioned the approach taken by Peters and Waterman. Owing to such results, the causal link between strong culture and performance was seriously questioned by the end of t he 1980s. Most of the studies lack a clear theoretical conception of the nature of the cultureperformance link. Siehl and Martin (1990) elaborate on this view and also suggest that culture may serve as a fi lter for factors that infl uence the effectiveness of the organization.These factors may differ between organizations. A more thorough understanding of the mechanisms at play is essential for research on the culture-performance link. Wilderom and Van den Berg (1998) found no direct signifi cant zero-order relationship between culture and performance. Taking the perceived performance and managerial leadership along with HRM practices into account, Wilderom and Van den Berg (1998) did discover that a signifi cant relationship exists between culture and performance.This fi nding illustrates the importance of the development of more elaborative theories on the direction and contingencies in the relation between culture and performance. Without such theories, we may draw overly simple or even misleading conclusions. In light of the above fi ndings, it is necessary to understand the relationship between HRM practices and organizational culture. The presumption is that more effective systems of HRM practices, which simultaneously exploit the potential for complementariness or synergies with organizational culture, lead to better performance and enhanced effectiveness.Indian organizations are embedded in Indian culture, which infl uences and is infl uenced by the economic, political and social factors, and is also subjected to global business infl uences. Sinha and Sinha (1994), found self-realization and inventive values as the highest form of work values in Indian culture. Organizations appreciate corporate core values of self-realization and inventive values as they encourage and recognize innovation, creativity and achievement. 4. Review of literature Schuler (1992) suggests that Strategic Human Resource Management (SHRM) has many different components, includin g policies, culture, values and practices.Strategic business needs of an organization are infl uenced by its internal (which mainly consist of factors such as organizational culture and nature of business) and external characteristics (consisting of the nature and state of economy in which the organization is existing and critical success factors, i. e. , opportunities and threats provided by the industry), which are infl uenced by HR activities. Thornhill, Lewis, Millmore, and Saunders (2000) found a potential role for HR-centred strategies to be used to change or realign the culture of an organization.An organization can change its culture through its recruitment strategy of replacing managers with those from outside, restructuring the organization, downsizing the workforce, training programmes, new reward strategies and performance management to alter employee behaviours or reinforce emergent ones. After the economic liberalization, Indian organizations were under pressure to cha nge from low-cost, indigenous, less effi cient and outdated technology to high-cost modern technology and prepare people to use it. This was done to develop and maintain their competitive edge in the larger business environment (Khan, 1999).The potential value of the employees is to be increased by collectively enhancing and linking their skills and capabilities in tune with the contemporary requirements of the market, and to be faster than the competitors. The success of the HRM will be determined by its ability to harness the intelligence and spirit of people by creating a learning climate. Indian organizations normally direct their HRM efforts towards the development of competencies, culture and effectiveness among employees individually or in groups 69AOP 18(4), 2010, ISSN 0572-3043 (Singh, 2003). Organizations may use many mechanisms to achieve their HRM goals as without competent and committed employees, an organization can achieve very little even it has excellent technologic al and other resources at its command. Such an assertion gains better credibility in the context of developing countries like India, that is, typically in early growth stages in terms of economic development and growing more rapidly than the ‚traditional‘ developed economies of Japan, North America and Europe.This also includes most South East Asian, South Asian and some Latin American countries. Selection in organizations is based on non-job related criteria like attractiveness, goal orientation, and interpersonal skills: a general lack of concern for value congruence (Prakash, 1994). The dominant emphasis has been on the universal practice of identifying and improving on existing performance strategies. This practice would require a complete reversal where congruencies of values should fi nd a place in selection and training.Only then would it possible to achieve linkages with the values of the wider socio-cultural context in India. In order to make an organization eff ective, the values of the society and the cultural milieu should be synthesised with those of the organization and its functioning. Fombrun, Tichy, and Devanna (1984) expanded these premises and developed the model of SHRM, which emphasises a ‘tight fi t’ between the organizational strategy, organizational structure and HR system. Political, economic and cultural forces are responsible for an organization’s mission and strategy.This explains these causal relations, which form the ‘tight fi t’ between strategy, organization structure and HR polices and practices. On the basis of mission and strategy, the shape of organization is structured, i. e. , people are organized to carry out different tasks to achieve the organization’s mission. Hendry and Pettigrew (1992) propose that a number of internal factors such as the organizational culture, structure (positioning of HR), leadership, level of technology employed and business output directly contr ibute to forming he contents of HRM. HRM could be seen as a menu of strategic choices to be made by human resource executives in order to promote the most effective ‘role behaviours’ that are consistent with the organization’s strategy and aligned with each other (Sparrow and Hilltrop, 1994). The present study The present study is to examine the relationship between HRM practices and organizational culture. To this end, HRM practices are viewed in terms of planning, recruitment, selection, training and development, performance evaluation, career management and rewards.Organizational culture is viewed in terms of self-realization, status enhancement, inventive values and socio-economic support. Self-realization consists of values such as achievement, ability utilization, advancement, aesthetics, personal development, and peace of mind. Status enhancement, one of the variables of organizational culture, consists of values of altruism, authority, physical activity, and prestige. Inventive values, another variable of organizational culture, consists of values of autonomy, creativity, lifestyles, risk-taking, and variety.Socio-economic support consists of work values of social relationship and interaction, comforts, dependency, good working condition and economic gains. The self-realization and inventive values give inner satisfaction to a person while performing a job in an organization. The variables of status enhancement and socio-economic support are extrinsic values, which are required in the Indian environment. Indian society and developing societies are ridden with insecurities and lack of resources and people generally have a history of failures.Fear of failure leads to giving importance to socio-economic support and lack of resources lends too much importance to status enhancement (Sinha, 1990). The idea that individuals are capable of development rests on the conviction that people are important and their involvement is necessary for a n organization to be effective. This conviction is translated into practice through a variety of programs that facilitate individual development and lead to better adjustment with the environment. In a growing economy, the emergence of the new organization and shift in the HRM paradigm have ecessitated a review of the skills, roles and competencies of the ‘new’ HR managers (Ulrich, 1997); in this new era, HRM has evolved in the context of the globalized economic environment. As such, it represents a response to the dramatic and continuous change that globalization has had on society and the world of work. Those who will man the HRM will undergo a change in roles. It will be necessary to inculcate in employees the required new skills, competencies and motivation (Dyer jr. , 1999). The understanding of HRM practices would require a comparative study of practices in the organizations.The relationship between HRM practices and organizational culture among private sector org anizations is studied. This paper also studies similarities and differences in HRM practices and organizational culture between two different organizations in the private sector. 5. Objectives of the study 1. To investigate the various HRM practices, i. e. , planning, recruitment, selection, performance evaluation, training and development, career management and rewards at the managerial levels in private sector organizations. 2. To study and examine the relationships between various aspects of HRM practices and organizational culture. . To fi nd whether there is any difference in the organizational cultures of the two organizations under study. This study was conducted at a time when Indian organizations were facing a very different competitive scenario compared to the past. They were facing competition from MNCs in the new liberal and global economy on the domestic markets. The competition was in terms of reduced cost, improved quality of products and better services. These enviro nmental constraints placed more pressure on managers. More often than not, these concerns were looming large on the horizons of Indian organizations.The fi ndings have bearing in this context. Managers across organizations in the private sector strongly endorsed self-realization (one of the variables of culture), which was signifi cantly correlated to almost all HRM practices. These are planning, recruitment, selection, performance evaluation, training and development, career management, and rewards. While organizations fi nd themselves in worldwide competition, most of the individuals are striving for achievement, ability utilization, advancement, aesthetics, personal development, and peace of mind.Realization or anticipation of realization of the values has resulted in better performance. Self-realization encourages people to satisfy their achievement needs in the work situation (Super and Nevill, 1986; Sinha, 1990). Self-realization in India came quite close to self-actualization in Spain. Status enhancement was strongly related to HR practices in private sector organizations. The values loaded on this factor are authority, altruism, prestige and physical activities. The desire for authority, altruism, prestige and physical activity has a positive impact on the performance of managers.Managers developed a positive attitude towards their work and contributed signifi cantly to self-realization and status enhancement, which were the most valued factors in India. Recruitment, selection, and performance evaluation, training and development, career management, and rewards turned out to be strongly correlated to status enhancement in the private sector. Selection based on planning along with proper recruitment leads to status enhancement. Rewards (fi nancial and non-fi nancial) were strongly related to status enhancement. Performance evaluation (one of the HRM practices) was strong related to status enhancement.Performance evaluation served as a key input for admi nistering formal organizational rewards, career growth and a tool of punishment (Cummings, 1973). Managers working in the organizations were in an excellent position to analyze newcomers’ skills and abilities and to provide feedback (House, 1995). As a purveyor of organizational expectations, performance evaluation was critical. Through the evaluation process, those working in the organization were aware of how well they were meeting their task and role demands (Asford and Cummings, 1983; Nelson, 1990).Clear rewards are the hallmark of an organization that effectively socializes newcomers. In addition to their readily apparent value, the rewards provide 75 AOP 18(4), 2010, ISSN 0572-3043 challenging assignments, promotions and salary increases, etc. , which give encouragement that provide status enhancement for managers (Chatman, 1991). Rewards were also found to be strongly related to inventive values in private sector organizations. Those working in the organizations with d esired values of risk-taking, variety, autonomy, lifestyle and creativity were rewarded.Rewards encourage people to be more creative, have variety and autonomy in their work life along with risk-taking and help to chalk out one’s own lifestyle in the organization. Similarly, training and development in private sector organizations were strongly correlated to inventive values. So, rewards and training and development in the private sector affect both individual esteem and lifestyle signifi cantly. Managers have developed to take on a variety of tasks in order to perform at an optimum level.Managers in the organization have developed to be autonomous and chalk out their own lifestyles to be more effective in the job. This also means employees will expect organizations to offer them opportunities to develop a portfolio of skills that enhances their marketability. Thus, organizations will have to provide work assignments and learning opportunities that allow for challenge and gro wth and self-development (Maurer and Tarulli, 1994). Socio-economic support consists of social relationships and interaction, comforts, dependency, good working conditions and economic gains.Managers were indifferent and did not care much for social interactions and relationships, whereas Indian managers held signifi cant value expectations concerning economic gains, good working conditions and comforts. HR practices were signifi cantly related to socio-economic support in the private sector. Through planning, recruitment and selection practices, newcomers with stronger systems of support report fewer adverse psychological outcomes related to job performance than do those with less support. Quality relationships with organizational insiders can even help newcomers to overcome the negative effects of unmet expectations (Major,Kozlowski, Chao, and Gardner, 1995). Interacting with enthusiastic newcomers may be good for insiders’ attitude and morale. The study also found a relati onship between career management and socio-economic support. People working in the organizations look for career management that will give them the breadth of experience that seems to be needed now, and start looking down on the in-depth expertise of the command-centred manager. So, a shift in culture happens, not because people have changed, but because their beliefs about what they have to do to get ahead have changed (Gunz, Hung, 2000).Rewards were strongly related to socio-economic support in private sector organizations. Litwin, Bray and Brooke (1996) felt that the nature of rewards is the key determinant of how effective they are. Managers who emphasized recognition and encouragement were more effective in shaping the culture of the organization or targeted results. The reason could be that managers working in the private organizations are experiencing a tremendous amount of change around them, thereby realizing that socioeconomic well-being will provide them with stability in a fast changing environment.Furthermore, evidence from literature found the contention that similar work experiences result in uniformity of culture characteristics (Schein, 1987). 76 ACTA OECONOMICA PRAGENSIA 4/2010 Rewards (one of the HRM practices) were strongly related to all the variables of culture in private sector organizations. There is hardly any difference between the two organizations when it comes to practicing rewards and training and development. People within the organizations are either rewarded or trained for acting in accordance with the dominant values of the organizations in India.Although this sample is not large enough to generalize the results, still rewards send clear and consistent signals about desired values and norms expected from people working in the organizations (Sethia and Van Galinow, 1985). The perception of the respondents from both private sector organizations were compared and it was found that there was a statistically signifi cant difference in the variable of socio-economic support between the two organizations, as shown in the table. This means employees in organization A perceived it in a better manner in comparison to their counterparts in organization B.Prakash (1994) felt that Indian organizations are congruent with their cultural surroundings (which is marked by diversities and paradoxes). There is a need to use multiple perspectives at different levels of analysis such as society, organization, management and the individual. It is important that organizations continue to grow and evolve newer perspectives in terms of their values and redefi ne their linkages with the society. Such fi ndings provide support that market economies have the inevitable consequences of rendering organizations competitive.Newman (1972) predicted that the Western work relationships are likely to appear to a great extent in Indian organizations as well. That is, employees in the organizations are likely to become achievement- oriented. There is a struggle for survival, where no one can afford to ignore an opportunity to get optimum results. As one moves higher on the hierarchical ladder of an organization, the individualistic orientation becomes stronger. The correlation analysis between dimensions of HRM practices and dimensions of culture shows that HRM practices do affect the culture of the organization.Ulrich and Lafasto (1995) felt that HRM practices provide information and shape behaviour and experiences of employees. Thus hypotheses H1a, H1b, H1c, H1 d, H1 e, H1 f and H1 g are validated. 11. Conclusions This paper has shown a signifi cant, positive and meaningful relationship between HRM practices and organizational culture. HRM practices become the means whereby organizational culture is created and sustained. Designing new culture requires that HRM professionals are ahead of the cultural change curve with innovative and exciting HRM practices.HRM has been proposed by others to be a potentially powerful le ver for shaping and changing the culture of an organization to make the organization more effective (Schien, 1983; Ulrich, 1997). This is a study of HRM practices in two large private sector organizations in India. HRM practices differ between the private sector organizations. This variation provides support to the fact that the adoption of HRM practices is contingent on the specifi c requirements of each organization (Schuler and Jackson, 1981).There is a signifi cant difference between the socio-economic support variable in organizations A and B. One fi nds no signifi cant difference in the other three variables of organizational culture in private sector organizations, i. e. , self-realization, status enhancement and inventive values. The results developed through inferential analysis to measure differences among the variables of HRM practices and organizational culture in private sector organizations are as follows: 1. The two private sector organizations showed that the perceiv ed mean of organization A was higher for all HRM practices. . The comparison of the dimension of organizational culture in the two private sector organizations showed that employees of organization A perceived the socio-economic support more than those in organization B. 3. It is evident that organization A showed relatively better perception of planning, recruitment processes, selection, performance evaluation and career management aspects of HRM practices in comparison to organization B. 4. There is no signifi cant difference between organization A and organization B in training and development and rewards as per the response of the respondents. 5.Planning, recruitment, selection, training and development, performance evaluation, career management and rewards are signifi cantly correlated with all the dimensions of organizational culture. Human Resource Management Practices – Literature review Human resource management (HRM) practices are being increasingly treated as depen dent rather than independent variables. Whereas in the past researchers focused almost exclusively on how changes in HRM practices affect employee performance or satisfaction, researchers now are beginning to ask how organizational conditions shape HRM practices.Examples of organizational conditions hypothesized to impact HRM practices include strategy (Hambrick and Snow 1987; Snow and Hrebiniak 1980; Olian and Rynes 1984; Lawler 1984; Hambrick and Mason 1984; Gupta and Govindarajan 1984a, b; and Miller, Kets de Vries and Toulouse 1982), organizational life cycle stage (Kochan and Chalykoff 1987; Kerr 1982, 1985), technological change, union presence, internal labor markets and even whether or not an organization has a personnel department (Osterman 1984; Pfeffer and Cohen 1984; Cohen and Pfeffer 1986).Until recently almost all HRM research was dominated by the technical perspective. The technical perspective presumes that organizations wish to plan, staff, appraise, compensate, tra in and develop their employees in order to ensure that the right people (skill-wise) are in the right place (job) at the right time (Collins 1979). The technical perspective leads to research designed to develop techniques for maximizing the match between employees' knowledge, skills and abilities on the one hand and the demands of the jobs on the other (Schneider 1985).The presumed result of good matching is organizational effectiveness, from which individual employees and the organization as a whole both benefit. The control perspective views HRM practices as a means for organizations to ensure the predictability and reliability of social interactions. The goal is to ensure that employees behave as solid citizens, living according to organizationally approved norms and values (Noland and Bakke 1949; Hollingshead 1949; Bowles and Gintish 1976; Edwards 1976; Collins 1979).This perspective recognizes that organizations attempt to govern social performances in addition to job performa nce. Desirable social behaviors presumably include getting along well with others and acting as a good citizen who shows concern for the organization's functioning. The institutional perspective posits two major explanations as to why organizations use particular HRM practices: organizations copy the practices they see being used by others, and/or they adopt practices to gain legitimacy and acceptance (Meyer and Rowan 1977; Zucker 1977; Meyer 1980).The institutional perspective assumes that legitimacy and acceptance are important objectives for most organizations because constituencies have the power to offer and withhold resources which, in the long run, may determine the firm's economic performance. 180 The political perspective holds that HRM practices reflect the distribution of power in an organization. For example, having an extensive set of HRM practices implies a powerful personnel department upon which others must depend when making personnel-related decisions (Osterman 198 4; Pfeffer and Cohen 1984).But existence of other powerful groups-such as unions or competitors who minimize their labor costs-may act to countervail or suppress the expression of the personnel department's wishes (Doeringer and Piore 1971). As suggested by Kochan and Chalykoff (1987) the economic perspective can also explain variations in HRM practices. Relatively affluent conditions in an organization permit it to pay higher wages. This in turn enables an organization to attract more job applicants and be more selective. Higher selectivity (lower selection ratios) diminishes the need to train employees.Furthermore, the attraction of more highly qualified individuals may lead to conditions that give more power and discretion to the employees, thus reducing the attractiveness to them of collective bargaining. The reverse scenario holds under less affluent economic conditions (Osterman 1984). Based on the five perspectives previously presented which help explain some of the variation and similarity in HRM practices across organizations, we aim to diagnose two private organizations from human resource management practices perspective.Our hypothesis is: HRM practices differ based on the company’s size and activity length. Conclusions Based on the analysis, we can conclude that both companies are efficient from HRM point of view. Both organizations are continually developing, having a market in expansion, the difference between them, which may influence the HRM practices, are the size and the activity length: organization 2 is large and relatively old compared to organization 1. The differences recorded are elated to prospecting, selection methods, training needs evaluation, working conditions, and social protection area where organization 2 is more developed. From the five perspectives presented, only three are representative for the analyzed organizations. The technical perspective presumes that organizations wish to plan, staff, appraise, compensate, tra in and develop their employees in order to ensure that the right people (skill-wise) are in the right place (job) at the right time. That is why both organizations are carrying out trainings for their employees and the trained people usually got promoted.The political perspective holds that HRM practices reflect the distribution of power in an organization, having an extensive set of HRM practices implies a powerful personnel department upon which others must depend when making personnel-related decisions. The results of the analysis point out that human resource department of the two companies are relatively strong and well organized. There are no conflicts, which can mean that either the employee are satisfied with their work and rewards or the labor unions are not very strong compared to the management and HR departments of the companies.The economic perspective can also explain variations in HRM practices. It is well illustrated by the analyzed organizations as they have a conti nually growing activity volume which means that they can give higher salaries. In the case of organization 2, which is larger and relatively old compared to organization 1, the management offers, besides rather good salaries, non-financial benefits. Also, the social protection is more developed in the case of organization 2. Based on all these results, we can conclude that our hypothesis is confirmed, HRM practices differ based on the companies’ size and activity length.In an early review of the HRM – performance literature, Dyer and Reeves (1995) posited 4 levels of outcomes of HRM practices—employee, organizational, financial, and market— suggesting that the impact of HRM is likely to work outward through these levels. Employee outcomes consist of affective reactions such as satisfaction and commitment as well as behavioral reactions such as absenteeism and turnover. Organizational outcomes focus primarily on operational performance measures such as qua lity, productivity, and customer satisfaction.Financial outcomes, such as accounting profits, represent the next step in their causal chain. Finally, market outcomes consist of measures of the market value of firms based on stock price. Becker et al. (1997) similarly argued that HRM practices operate most directly through employee skills, motivation, and work design, resulting in behavioral outcomes such as creativity, productivity, and discretionary effort, which are expected to work through operational and eventually through financial market outcomes.

A Summary of Cubbin and Geroski

This article examines the nature of short-run dynamics in judging the profitability in the marketplace.   The authors state that the dynamics of profits in the inter-industry averages, even between companies in the same industry, can be extremely variable.That is, although it is assumed that there is some homogeneity that can permit comparison between company profits within and industry that can then be used to create an inter-industry average, this homogeneity does not, in fact, exist.It is apparent that this flawed assumption has its roots in the â€Å"shared asset theory of profit determination† posited by Porter (1979) as a method of determining performance in an industry (Cubbin & Geroski, 1987, p. 427).   The authors state that the flaw comes from assuming that the â€Å"intra-industry variations in profits are small and uncorrelated with market structure† (Cubbin & Geroski, 1987, p. 427), which, if this assumption is untrue, the industry-level analysis of the dynamics between companies is no longer of interest and is no longer of any value.In addition, Porter’s model seems to have failed to take into account the differences that exist between the industry leaders and the industry â€Å"followers† in terms of profitability and how that profit is made.The literature review for Cubbin and Geroski (1987) suggests that analysis of different industries show that market power gains are unevenly distributed between these leaders (the large firms) and followers (the small firms) in these industries and that the markets share that this power reflects is important in determining the relative profitability between companies (pp. 427-428).The authors indicate, however, that there are several assessment methods in terms of determining any individual organization’s profitability both on firm specific and industry-wide factors.   These factors include:Co-efficients on variables, such as market share and industry concentration.An analysis of variance (ANOVA) framework that deconstructs performance variables into effects created by industry, firm, and market share.A dynamic model, which the authors suggest that a co-variance might exist between â€Å"profit paths† across intra-industry firms (Cubbin & Geroski, 1987, p. 428).The authors’ state their intent at this juncture; indicating that they intend to examine the importance of industry effect on industry profitability in the United Kingdom (Cubbin & Geroski, 1987).   It is also at this point in the paper where the authors describe the form that the paper will take, explaining how the information will be organized and analyzed.The ModelThe model that the authors examined for the purpose of this paper is that of an individual firm (i) in a single industry (I).   The current profit rate for i is then compared for the equilibrium profit rate for I, over a long term.According to the authors, it is unlikely that the comparison of the profit rate s for   Ã‚  and I will be equal to one another over the period of analysis for one of two reasons: 1) that there is no equilibrium in the individual firm’s profit over the long term, or 2) that the equilibrium profit rate for the individual firm differs from that of the industry as a whole.   In addition, the ease or difficulty with which a firm can enter the market and other factors that affect doing business in that industry may have an effect over the rate of equilibrium profit.The authors maintain that the profit rate for the individual is determined by the equilibrium profit rate for the industry and â€Å"the dynamic forces that generate adjustment towards them within and between industries (Cubbin & Geroski, 1987, p. 429).Cubbin and Geroski (1987) go on to explain that one issue in this model is that tracking the factors that go into the dynamic may be impossible to measure, in part due to the difficulty in observing them.In addition, the actual entry of a firm in to an industry may or may not have an effect overall and may or may not lead to the existing firms in that industry–particularly, presumably, the leaders of that industry–to make strategic preemptive pricing moves that may effect the performance of the market before the new firm even has time to enter and disturb the equilibrium (Cubbin & Geroski, 1987).The authors propose a solution to control these variables.   They first define â€Å"entry† into an industry as being when 1) new firms enter the industry, 2) expansion of incumbent firms, and 3) as incumbent competitors attempt to block new firms by uniting their production and pricing efforts (Cubbin & Geroski, 1987).This definition was left broad to â€Å"include all systematic dynamic forces interacting with profits† (Cubbin & Geroski, 1987).   Entry might then have a strong impact if there are strong dynamic forces; however, weak dynamic forces result in the average industry profitability being af fected over a long period (Cubbin & Geroski, 1987).If a firm holds a strategic place in the industry and earns profits higher than those earned by others in the industry, then a response to this position might result in other firms in the industry might encourage â€Å"mobility† in the industry itself, with other new firms entering or incumbents restructuring to diversify (Cubbin & Geroski, 1987), which results in any of these actions having an effect on the individual firm.The basic model that the authors suggest using to analyze industry profits is arrived at after a series of equations that are eventually modified to take compare the vulnerability to the effects of entry on the part of the individual firm against the industry at large (Cubbin & Geroski, 1987), based on the movement created by firm and industry specifics.

Medicare and Medicaid Essay

Medicaid and Medicare are two different government programs. Both programs were created in 1965 to help older and low-income families be able to buy their own private health insurance. These programs were part of President Lyndon Johnson’s â€Å"Great Society† plan, a commitment to helping meet the needs of individual health care. They are social insurance programs, which allow the financial load of patient’s illnesses to be shared by other healthy, sick, wealthy, and lower income individuals and families. Medicaid insurance covers approximately 60 million Americans, according to their income. Medicaid is larger than any other single private health insurance program. The criteria for participating would include those who are unable to work due to disabilities, anyone who receives Aid to Families with Dependent Children (AFDC), as well as single, pregnant women who fall below the Federal Poverty Level (FPL). In 2011, the FPL for a family of four was set at $22,350 . This amount is updated yearly. Medicaid also helps those who are part of the Supplemental Social Security Income (SSI) program (Mann, 2012). Funding for Medicaid comes from the government as well as each state’s department of SSI. They are also responsible for administering funds. In the other hand, Medicare is a federal government program that offers individual health care insurance to those who are 65 or older, and/or have a disability, no matter what their income level. Taxes that are deducted from one’s payroll helps pay for the Medicare program. Medicare is intended to benefit seniors, younger people with specific disabilities, and people with end stage renal disease. The Medicare program has four parts; Parts A, B, C, and D. The social security department pays for a portion of Part A. Part A helps pay for inpatient hospital care, skilled nursing care, hospice care and other services. Part B is paid for by the monthly premiums of people enrolled and by general funds from the U.S. Treasury. It helps pay for doctors’ fees, outpatient hospital visits, and other medical services and supplies that are not covered by Part A. Part C (Medicare Advantage) plans allow you to choose to receive all of your health care services through a provider organiz ation. These plans may help lower your costs of receiving medical services, or you may get extra benefits for an additional monthly fee. You must have both Parts A and B to enroll in Part C. Part D (prescription drug coverage) is voluntary and the costs are paid for by the monthly premiums of enrollees and Medicare. Unlike Part B in which you are automatically enrolled and must opt out if you do not want it, with Part D you have to opt in by filling out a form and enrolling in an approved plan. The history of Medicare began decades ago in 1945, when President Harry Truman had a vision that Americans should have affordable health care. He fought for the idea, but it was an idea before its time. Medicare is a health care insurance program, which put simply is overseen by the United State Federal Government. Today the chain of acronyms, which oversee Medicare, leads to Health and Human Services, HHS, and the Center for Medicaid and Medicare Services, CMS. In 1945 Harry Truman was called a socialist. Today the same label has been pinned on President Obama. Perhaps the real question might be how does a country provide all of its citizens and residents health care without some level of socialism? In 1965 when Lyndon Johnson was President, he signed into law Medicare and Medicaid, which is a program that offers assistance to the indigent population. Ironically, the first person to enroll in Medicare was the former President Harry Truman. Over the following years, from 1965 to present, the provisions of Medicare have expanded. In 1972 benefits for speech therapy, physical therapy and chiropractic visits were added. This was also the year that payments to health maintenance organizations were added to the potential benefits. It was 1982 when hospice benefits were added on a temporary basis. Hospice became a permanent benefit in 1984. The next big change came in 1997 when Medicare added a Part C, Medicare Plus Choice which translates as health insurance programs offered by private companies but approved by Medicare. When Medicare first went into effect the monthly premium for Part B, medical insurance, was three dollars. As it stands today in year 2010, Part A, hospital premium, is $254 to $461 per month. Part B, the medical insurance portion, is $96.40 for those individuals whose income does not exceed a certain amount. There are also multiple co-pays and carve-outs, which further increase the cost to the patient. The ceiling restrictions put on various costs, such as the daily allotment for hospital stays and skilled nursing facilities, often do not fully cover the patient’s expenses. Today, Medicare recipients must carefully review their Medicare benefits and compare and contrast them with their private insurance. Some providers do not take new Medicare patients. There are benefits that are the responsibility of the Federal government, and others that belong to the State government. It is a challenge for elderly patients to even understand their benefits. Medicaid and Medicare both play important parts in paying for health care for seniors. They are, however, very different. There are many details, but here are three big differences. Variability: First, Medicare is more or less the same in every state, but Medicaid rules vary widely state by state. You must know which state a senior is living in, before you can decide whether they are eligible for Medicaid, for example. Eligibility: The second difference is eligibility. All seniors who paid into the Social Security system are eligible for Medicare. By contrast, Medicaid is a welfare program, so that a senior must have low income and limited assets in order to qualify. Those income and resource limits vary by state. Usually seniors apply for Medicaid through a local Medicaid office or begin the application process with the help of a nursing home or other facility’s staff member. Coverage: The third difference is coverage. Medicare currently pays for 80% of the cost of doctors and hospitals. Congress is now considering whether to add coverage for prescriptions. Medicare will pay for part of nursing home costs during the first 100 days after a hospital stay, but not otherwise. By contrast, Medicaid provides the majority of funding of nursing home residents in the nation. Often a senior enters a nursing home with certain assets and has to pay for the cost of care until they run out of money. Then Medicaid steps in and pays for the remaining part of the nursing home stay. If the senior is married, the spouse not living in the nursing home gets to keep a modest amount of income and resources in order not to be impoverished. Currently, all states must allow a spouse to keep at least $1,383 of the monthly family income and at least $16,824 of non-exempt resources. Certain resources are exempt, of which the most important is their principal residence, if they own it. It is possible to transfer certain assets to other family members, but the rules are strict and vary by state. You may also be able to obtain Medicaid-funded services for the senior in his/her home. Eligibility requirements vary by state. The varying structures of Medicaid and Medicare health care plans have resulted to conflicting incentives with respect to dual eligibility in beneficiaries without coordinated care. The main interest of both health care plans is to cut medical costs and none of the plans has an incentive that accounts for the quality of health care services offered. Medicare program is run by the federal government and individuals who are eligible for the program are those above 65 years of age, irrespective of their earning and young individuals who are disabled and have qualified for Social Security’s disability. Medicaid on the other size is a health care plan run by the state and provides insurance cover for all income-based employees of all ages. One of the key strengths of both plans is that that they give individuals a chance for dual eligibility. It is essential to offer extensive acute as well as long-term health care services for dually eligible beneficiaries of both Medicaid and Medicare. One major weakness of Medicare is the fact that it does not provide insurance cover for services like acute care dental, transport services and vision services. The major service that is not covered by Medicare is long-term care. Moreover, it majorly covers for the elderly and does not serve the population that is below 65 years. Medicaid on the other part has a weakness in that it is more costly compared to Medicare. Moreover, unmarried patients must be financially broke in order to qualify for Medicaid. It is however evident that all services that are not covered by Medicare are paid by Medicaid h ealth program. Medicaid and Medicare have been the principal means through which a large portion of the population gains access to health care in the United States. It is however evident that Medicaid is more committed toward promoting health care access compared to Medicare. In the year 1960, about ten million United States’ citizens were enrolled in Medicaid. This number has gradually increased and currently, the program covers a total number of citizens exceeding forty one million. The minimal commitment of Medicare is owed to the fact that there has been no primary expansion of eligibility requirements from the 1970s. A good example of Medicaid expansion program that has led to increased accessibility to health care is the State Children’s Health Insurance Program. This program provides insurance cover to children from low-income families. With the ever-rising costs of health care, both Medicare and Medicaid health plans are struggling to establish equilibrium between access expansion and cost regulation. A major similarity between both plans is that the government funds them and they work in partnership to provide health care costs cover to the poor and elderly population. The cost growth risk is one of the consumer risks associated with both Medicare and Medicaid health care plans. Inadequate health care services, is a consumer risk associated with Medicaid. With the increasing number of insured patients, there are inadequate primary care doctors. Physicians in majority of the states are discouraged by Medicaid health care plan. It is therefore common for individuals covered by Medicaid plan to report poorer health condition compared to the uninsured and those covered by private programs. A feature associated with Medicare program is prohibiting doctors from receiving health care payment that is more than the amount supposed to be paid by Medicare beneficiaries. It is thus not surprising to find some physicians refusing to provide health care services to Medicare patients on the grounds that the program pays an amount that is less than the costs. Fraud and waste, is another consumer risk that is associated with Medicaid and Medicare health care programs. With so many people enrolled in these programs, fraud is a common issue. The issue of waste and fraud is prevalent due to the fact that there is limited oversight to suppliers, providers and other people taking part in the health care plans. There are some recommendations that be suggested to improve the health care plan. One of the recommendations for Medicaid is to give greater support to uniform eligibility. This would help in solving the issue of unmarried patients’ requirement to be low-income earners so as to be insured. Another recommendation is for the program to increase the amount of money paid to physicians taking part in the program. This would increase accessibility and the quality of health care services provided to Medicaid patients. Due to the fact that Medicaid is more expensive compared to Medicare, effort should be made to reduce the costs. This would also minimize the consumer risk of increased costs. One recommendation for Medicare program is expansion of coverage, access and eligibility requirements. Currently, only people aged 65 and above are eligible for Medicare cover. Including the rest of the population would promote accessibility to health care. Another recommendation is reduction in Medicare spending, which help in cutting down the costs of health care services for insured patients. It is also recommendable for Medicare to expand the range of services pr ovided to beneficiaries. Long-term health care services and other services like transport services should be issued. This is owed to the fact that the beneficiaries are the elderly population and disabled children who may have limited access to transportation facilities. In conclusion Medicare and Medicaid are two U.S. government programs that guarantee health insurance for the elderly and the poor, respectively. With Medicare, medical bills are paid from trust funds, which those covered, have paid into. It serves people over 65 primarily, whatever their income; and serves younger disabled people and dialysis patients. Patients pay part of costs through deductibles for hospital and other costs. Small monthly premiums are required for non-hospital coverage. Medicare is basically the same everywhere in the United States and is run by the Centers for Medicare & Medicaid Services, an agency of the federal government. Medicaid is an assistance program in which Medical bills are paid from federal, state and local tax funds. It serves low-income people of every age. Patients usually pay no part of costs for covered medical expenses. A small co-payment is sometimes required. Medicaid is a federal-state program. It varies from state to state. The state and local governments within federal guidelines run Medicaid. References 1. Fong, Tony. (2005). Assessing Four Decades of Medicare, Medicaid, 6-7, 24, 42 http://hs1.farmingdale.edu:2177/docview/211948589/13AE0E52EFA2427EF35/8?accountid=8066 2. Berkowitz, Edward (2008). Medicare and Medicaid: The Past as Prologue. Health Care Financing Review29. 3: 81-93 http://hs1.farmingdale.edu:2177/docview/196958775?accountid=8066 3. Carlson, G. (2009). Difference between Medicaid and Medicare. Health Feature articles http://missourifamilies.org/features/healtharticles/health46.htm 4. Medicaid and Medicare, pgs. 1-16 http://www.coburn.senate.gov/public/index.cfm?a=Files.Serve&File_id=4d8184 9a-33fa-40c0-a995-e7f17b1d8a47 5. Pamela Farley Short, Lauren McCormack, Judith Hibbard, James A. Shaul, Lauren Harris-Kojetin, Michael H. Fox, Peter Damiano, Jennifer D. Uhrig and Paul D. Cleary (2002). Similarities and Differences in Choosing Health Plans. Medical Care, 40(4), 289-302 http://www.jstor.org/discover/10.2307/3767833?uid=3739832&uid=2129&uid=2134&uid=2&uid=70&uid=4&uid=3739256&sid=21101469438031 6. The Henry J. Kaiser Family Foundation (2009). Focus on Health Reform. Health Reform Opportunities: Improving Policy for Dual Eligible, pgs. 1-7 http://www.kff.org/medicaid/upload/7957.pdf