Julus Caesar - Analysis Of Caesar Essays - , Term Papers

Julus Caesar - Analysis of Caesar Paper on Caesar In Shakespeare's play of Caesar Brutus is a backstabber who depicts an individual who favors a republic for Rome. Brutus is a good man. Numerous characters in the play appear there worship for Brutus. Brutus embodies his respect from multiple points of view. Brutus is docile when he is expected to abet his kindred romans. Brutus is a fair man. Am I importuned to Speak and Strike? O Rome I make thee guarantee, If the review will follow, at that point receivest thy full appeal on account of Brutus (Shakespeare 397). Brutus will obey to whatever the romans pass on to him. Therefore, Brutus joins the trick inorder to enable the romans to free rome of Caesar. Brutus additionally comprehends that he is risking it just for his romans, along these lines Brutus is a decent man. Brutus is a careful man, whose excellencies persevere. No not a pledge, If not by the essence of men, the fortitude of our spirits, the time's maltreatment If these intentions be powerless, sever betime s, and each man thus to his inactive bed; So let high located oppression rage on, till each man drop by lottery (Shakespeare 399). Brutus said that on the off chance that the backstabbers don't join for a typical reason, at that point there is no requirement for a promise in light of the fact that the schemers are affected, and they are serving the romans. On the off chance that the backstabbers don't tie together, at that point each man will head out in his own direction, become a weakling, and kick the bucket when it suits the despots eccentricity. Brutus is advocates harmony, opportunity and freedom, for all romans, which shows that Brutus is a charitable just as a decent man. Brutus additionally had a sympathy for Caesar when he had slaughtered Caesar. On the off chance that, at that point that a companion request why Brutus rose against Caesar, this is my answer: Not that I cherished Caesar less, however that I adored Rome more (Shakespeare 421). Brutus had regarded Caesar yet Brutus felt that Caesar was to aggressive. Brutus additionally felt that Caesar made the romans as slaves. In this manner, Brutus is a good man. Brutus is a respectable man who was venerated by many. Brutus had joined the connivance since he wanted to support the average citizens. He was a devotee of vision, where the romans would have tranquility, freedom and opportunity. Brutus needed the murder Caesar, since he accepted that the entirety of the individuals of Rome would in the end be slaves, therefore Brutus turned to the death if Caesar. Brutus is a noteworthy man. Marcus Brutus was an old buddy to Julius Caesar, however not great enough. He had virtues managing Rome and its kin. Brutus' values at that point made him join a connivance against Caesar set up by Cassius. Brutus joined this principally in light of the fact that he didn't need Caesar to betray Rome so there would be a sensible purpose behind slaughtering Caesar. On the off chance that Brutus wasn't in the play, there would be no Catastrophe in The Tragedy of Julius Caesar.

Martha McCaskey

Presentation Martha Mackey had shown up at an Impasse In her vocation expecting her to face a choice which put her Integrity and conceivable professional success In resistance. Mackey's decision boiled down to how she took care of Phil Devon, an ex-worker with information on exclusive data Mackey required for a customer. Acquiring the data through Devon would gain Mackey a critical advancement and compensation increment. In any case, doing as such under the falsifications she had developed tested her morals, Jeopardized her Integrity, and was possibly illegal.On the other hand, inability to acquire the Information would crash Mackey's vocation and subvert her endeavors toward headway. Conclusion Mackey was an exceptionally canny individual, as made obvious by her achievement in her undergrad and graduate profession. Her choice to come back to class in quest for her MBA shows her high aspiration and level of interest in her profession. In the eighteen months that Mackey had been with Sellers Associates' Industry Analysis Dillon (AID) she had demonstrated her capacity as a specialist on various tasks. Her presentation had earned the consideration of key administration personnel,Tom Malone and TTY Richardson, and increased current standards for desires at AID. Mackey achieved this through difficult work and extended periods of time, declining to take the path of least resistance, and keeping up a high good standard regardless of realizing that high ethics were not really maintained by every last bit of her collaborators in the Division. Knowing Mackey's commitment and interest In her vocation It Is straightforward why the choice around how to deal with the Silicon 6 circumstance was so disturbing. The eventual fate of Mackey's profession with ‘AD would be intensely Influenced by her choice and the achievement or disappointment of the project.This was particularly obvious thinking about the significance of the venture's customer, a semiconductor producer who provided 20% of Dad's business. The result of the Silicon 6 venture was of incredible outcome to Dad's administration and the Division all in all: achievement guaranteed proceeded and Increased business from their essential customer; disappointment would bring about the loss of the customer and one fifth of the Dad's business. Mackey confronted a few difficulties applying pressures on her choice, one of which was time. A gathering had been masterminded with the senior administration on theSilicon 6 venture which just allowed Mackey a month to acquire the vital data and complete the task. Adding to the test was the inborn culture inside the business of tolerating dishonest practices which, to Mackey and others In the new gatekeeper, was getting progressively obvious. In the past Mackey had felt pressure from Malone and Richardson to participate In the ‘standard' unscrupulous acts of the business, especially tailing one anticipate Malone and Richardson felt, â€Å"could have be en finished with less time and effort† (p. ). Malone was the one to raise Mackey's perhaps wellspring of data, alluding to Devon, in discussions with the customer for Silicon 6; also, Malone was the one to propose an eagerness to utilize the source. Mackey likewise needs to think about the Impact her choice and the continuation misalignment created among Sellers and ‘AD as an element of the separation and autonomy of ‘AD and its pioneers from base camp. Mackey knows that corporate arrangements are not plainly imparted and spoken to at the Division.The exposure that would result from lawful activity against the untrustworthy practices inside AD would without a doubt sway Sellers in general, with weighty effects arriving at well past Just the little gathering at the Division. Pioneers at Sellers could end up being partners for Mackey in tending to this test as they are put resources into what is best for the whole organization, not Just ‘AD. Another test adding to the issue is the equivocalness encompassing Phil Devotes inspirations, goals, and familiarity with the circumstance. Mackey doesn't have a clue where Devon stands or how he will respond to different situations.Mackey is uncertain whether Devon is a displeased previous representative looking for retribution against his previous boss and is, hence, ready to share exclusive data, or if the data she is looking for is even restrictive in any case. There is additionally a likelihood that Devon could caution administration at the contending organization or even the specialists on the off chance that he finds Mackey's actual personality and expectations. To this point Mackey's choices and activities have been only to abstain from taking part in practices she considered too deceptive as opposed to address the practices empowered and rehearsed inside the ‘AD.This has constrained her into a corner here she has not many alternatives to address the issue without trading off the achieve ment of a significant undertaking and Jeopardizing her profession. Besides, her choice to go into conversations with Devon under the misrepresentations she made obliges her to keeping up the untruth or hazard harming relations with Devon by uncovering her actual personality and inspirations. The aftereffect of the relationship with Devon has numerous potential results which are eccentric given how little is thought about Devotes interests.Action Plan The goal of the way to deal with tending to the current issue is to forestall rather infringement past Mackey's moral solace level while doing as meager harm as conceivable to her profession possibilities. Mackey first needs to go up against Malone and Richardson with her interests in regards to the moral nature and legitimate implications of paying Devon for conceivably exclusive data. No doubt Malone and Richardson will excuse her interests since it is essentially the same old thing for the ‘AD.At that point just giving the vent ure off to Kaufmann would not address the moral quandary; it would only be a methods for issue evasion for Mackey, which is all she has done to this point. Her following stage is contact the top administration at Sellers to affirm corporate arrangements in regards to the acquirement of exclusive data. Mackey will probably find that organization approach restricts settlements to acquire exclusive data having a place with different organizations so as to secure the more prominent interests of Sellers.Assuming this is the situation, to ensure her uprightness, and that of Sellers, Mackey should reveal reality with regards to her character and inspirations to Devon. In this way, Mackey will have the option to see if the data Devon has is restrictive, expecting Devon is as yet ready to work. Her activities starting there ought to be guided by Sellers organization strategy; the data she gets ought to be carefully non-restrictive. Despite long haul she will at present need to address the de ceptive practices that swarm the ‘AD.Her decision at that point becomes to alarm administration at Sellers of the unscrupulous practices of Richardson, Malone, Kaufmann, and others all through ‘AD, or leave Sellers. Either course hazards the vocation Mackey has made for herself; in any case, it is fundamental if Mackey plans to keep up her respectability. Likely her best alternative is to tell Sclerosis dervish group of the conditions at ‘AD. In doing so Mackey will help secure Sellers and all representatives working in different parts of the organization. It likewise may uncover different open doors for Mackey in Sellers and the ‘AD.Failure of this methodology would essentially leave her where she would have in any case been, with her trustworthiness flawless searching for a new position as a specialist with ‘AD on her resume. Generally Learning From this case I discovered that not all choices are as straightforward as right versus off-base, probably t he most troublesome choices will be among right and right. It is likewise regularly hose right versus right choices that constrain us to think about our own qualities and what is generally imperative to ourselves. Right versus right choices make open doors for expressly characterizing our values.In Mackey's case it would have been exceptional for her to address the moral quandaries she experienced before in her vocation so she would have had the option to work without a significant cutoff time approaching and weight from the customer and her directors. Besides, Mackey experienced inconvenience while confronting her privilege versus right choice which raised doubt about her profoundly instilled qualities. This is straightforwardly in accordance with Abductor's hypothesis encompassing vital turning points for people. It is these emotions and instincts which decipher basic beliefs in a period of conflict.The winning qualities, as indicated by Obduracy, will be those that are the most p rofoundly established in one's life. Stiff necked attitude reasons that, â€Å"a mix of convenience and intelligence, combined with creative mind and intensity, will help [one] actualize [his] individual comprehension of what is correct. † I would contend that his isn't just evident, yet that, â€Å"a blend of convenience and wisdom, combined with creative mind and strength, sick help,† safeguard the a large portion of one's qualities when gone up against by such a situation.I feel, that, in a privilege versus right vital crossroads, it isn't important to desert one lot of qualities for another expecting a gifted methodology is taken to address the circumstance. Imagination will permit somebody to take advantage of a circumstance. Subsequent to breaking down this case and the related material I for the most part feel constrained to be progressively aware of right versus right cases that might be creating. I additionally feel that when confronted with these sorts of cho ices I should be increasingly mindful of the message my activities send to everyone around me.

Setting up a Job Rotation Program in Your Company

Setting up a Job Rotation Program in Your Company Today’s workers are constantly looking for something refreshing and new. This thirst for new challenges has posed a problem for many employers, who must learn new ways to train and maintain employee motivation at high levels.One of the strategies employers are utilizing is job rotation. It’s a strategy used to keep employees challenged and motivated, as well as to provide tangible benefits to the organization. © Shutterstock.com | BoBaa22In this guide, we’ll look at job rotational programs and explain how they operate. We outline the benefits to both the employer and the employee, before setting out a three-step plan for implementing the strategy in your organization. Finally, we’ll also discuss some of the pitfalls of this strategy.WHAT IS A JOB ROTATIONAL PROGRAM?Job rotational program refers to a human resources (HR) strategy, in which organizations move around employees from one job to another.Under the program, the employee will work in different positions within the organization, instead of spending all their time in a single position. In certain situations, it can even help identify the best people for specific positions, as you are testing employees’ skills in different roles.Job rotation is typically done either within a department or a team, but there are occasions it can also be done within the entire organization. In these cases, the switch can take place between departm ents. This can depend largely on the type of organization in question, as well as the roles part of the program.Job rotational programs are used to identify, assess and develop the organizations talent readiness. In essence, job rotation serves two specific purposes:It nurtures future talent: Provides the top talent within the organization a broader experience, which can be beneficial in future roles. For example, in terms of management skill development.It cross-trains employees: The employees gain better understanding of the different roles and the ‘big picture’, which can help understand how the organization operates. The deeper understanding can improve the employee’s ability to work in their regular job position.The program is therefore efficient in preparing the organization for future challenges. It can strengthen the position of the organization in the face of uncertainty, whether it is arising from within the organization or outside of it.Job rotational programs typic ally run within specific time intervals. The length of the program can vary from business to business. The minimum length generally falls around a week, with the top length programs running for a few months.The program is suitable for all types of organizations operating in different industries. Susan Hearthfield, a HR consultant, said in a Cornerstone interview, “I can’t think of a single industry that wouldn’t benefit from job rotation”. She continued by stating, “It helps employees spread their wings and extend their boundaries”.[slideshare id=37471731doc=implementajobrotationprogramtoengageanddeveloptheworkforce-140729141246-phpapp01w=640h=330]Let’s next turn our attention to these benefits in more detail.WHAT ARE THE BENEFITS OF JOB ROTATION?Job rotation provides a number of benefits to both employees and the employer. Since the advantages on offer are available for both, job rotational program can be much easier to implement in an effortless manner.Advantages for the employeeThe main benefits for employees centre on motivation and knowledge development. A job rotational program can:Increase employee’s job motivation. The tasks differ and the employee is able to try new things as part of the job. This can make a workday much more interesting, as well as challenging, since no workday will be alike.Enhance the employee’s understanding of his or her personal interests and talents. They can find out where their true passion lies and discover new skills they didn’t know they had. This can improve their ability to perform different tasks and increase motivation to learn. The discovery of interests and talents can be especially beneficial among younger employees, who still lack the experience of the work world.Provide better networking opportunities within the organization. As the employee moves from a team to another or a department to another, they are able to make connections, which can be important in terms of future career opportunities. Boost knowledge and performance of the employee. Working in different jobs is a great way to gain more knowledge and in turn, boost performance in the required jobs. The need to adapt to new situations and to acquire new skills quickly will also improve problem-solving skills.Advantages for the employerBut job rotation isn’t just about improving employee motivation and satisfaction. There are tangible advantages for the organization as well. The program can help the employer:Decrease attrition rate. As the employees feel more satisfied and motivated with their job, the attrition rate, or the employee turnover, will drop as a result.Notice improved productivity. Employee satisfaction, as well as the increase in employee knowledge and skill set, can also help drive up the organizations overall productivity rate.Find hidden talent and nurture existing talent. As mentioned above, employees can discover hidden talents by participating in a job rotation program, which is naturally helpf ul for the employer. Identifying future talent potential becomes easier and the organization is better able to ensure employees do the jobs that they are the most suited to do.Enjoy a more flexible workforce. Preparing people for different jobs can increase the flexibility of the workforce. This means that situations, such as parental leaves or employee sickness, don’t leave the organization into a mess. Responding to changes in the workforce can be better managed, which will improve the organizations operational strength.Enhance team building across departments. The company culture can benefit from the job rotation, as people from different departments mix and create connections.Below is a short video representation of job rotation and its benefits: THREE STEPS TO SETTING UP A JOB ROTATIONAL PROGRAMWhile the benefits of a job rotational program are multiple and impact both employees and the employer, organizations shouldn’t approach the program lightly. Proper implementation of the program is necessary for success.There are three core elements to an effective job rotational program:A clear purpose for the processBefore the organization sets out to implement a job rotation, it must define the purpose for doing so. The organization should answer two questions:Why implement the program? The program doesn’t always make sense. For example, a specific department might be highly specialized, in which case job rotation can be difficult and too costly. You need to therefore understand the reason for implementing the program.What does the organization want to achieve? What are the specific outcomes the organization is set to achieve?A well-laid out planOnce the purpose and the objectives are clear, it is essential to draft a plan for implementation. The main questions to answer regarding the plan include:How can the organization achieve the goals?What are the problems the organization might encounter?A proper assessment to measure successThe final core element in volves assessing the effectiveness of the program. It’s not sensible to continue with the job rotation if it doesn’t achieve the goals or provide any other benefits to the organization or the employee. In order to establish proper assessment, the organization must answer questions such as:What are the key metrics that highlight success?How does the organization know it’s achieved the goals?Let’s now examine the three core elements further by outlining the three steps to a successful job rotational program.Step 1: Define a purpose for the programThe first step involves outlining the objectives for the job rotational program. The organization must approach the goal setting by figuring out:What the organization hopes to achieve?Which employees or departments should be involved?It’s a good idea to examine the organization and recognize any vulnerabilities that should be solved. These could be specific roles or departments within the organization.Furthermore, the vulnerability could be something like a group of people approaching retirement age within certain departments. The objective could also be about growing a specific aspect of the organization, such as increasing productivity.Step 2: Draw a plan for the processOnce the goals are laid out, you need to start drafting a plan for implementing the program. There are three essential steps to creating a plan of action:Outlining the program size, the structure and the duration. You should start from a single project first, as you don’t want to cause too much disruption straight away. Implementing the project within a single department, for example, can ensure you discover the pain points and get to tweak your plan further before expanding the program.When selecting the length of the program try to aim for a balance. You don’t want the program the be short for employees to not be able to learn the new job, but you also don’t want it to be too long in duration to make swapping to yet another position t oo difficult.Developing a proper job profile system. It’s important to create a proper job profile leaflet to ensure employees can read about the new job roles in advance. The profile should answer the following questions:What are the key aspects of each role?What are the skills needed to perform the role?You should also think about the training structure. How are the employees trained to each role? What is needed to guarantee the training is sufficient?Including a strong mentoring program. Mentoring is an essential part of a strong job rotational program. It’s crucial employees experiencing these new roles have mentors available to spur them on, but you also want to provide mentoring for the trainers and managers. This can help the participants feel more relaxed and supported, as well as provide them with crucial networking opportunities.The organization must always present the job rotational program plan to the employees before implementing it. Be aware that the program isn’ t always welcomed with open arms and you must provide adequate information, as well as time to settle, before you launch the experiment.It’s essential to focus your communication on discussing the goals and intentions behind the program. Emphasize the benefits of the program to the employees clearly, as better understanding of them can create excitement among the employees.Step 3: Create an evaluation process for each roleFinally, you need to introduce measures to examine the program’s success. You can’t fully appreciate the effectiveness of your job rotation if you don’t measure metrics or ask for feedback.First, the creation of a strong feedback culture is essential. You should remember to gather and analyze feedback from different sectors within the organization, not just the ones directly involved with the program. The whole organization should be involved, as the benefits of a job rotational program can unexpectedly spill over to other departments.For example, the HR de partment might notice job retention improves, even if you weren’t aiming for it as an objective.Furthermore, you shouldn’t be just gathering feedback, but also providing it to participants. It’s important trainers, management and the employees get positive feedback, as this can boost their motivation and commitment to the program.Second, you should create an evaluation process for each role part of the program. The evaluation process should be individualized for each participant and focus on the before and after skill set. First, you should outline the skills the employee possessed before the program and the specific role and then evaluate how the skills changed after involvement in the program.Ensure you measure the progress and development at intervals, not just at the start and the end. Interval analysis can reveal certain problems and help you fix them before they turn into a bigger issue.For example, if the employee isn’t gaining any new skills and is running low on mot ivation, you can hold meetings to try to change certain things around.THE PITFALLS YOU MUST AVOIDAs discussed earlier, it takes plenty of planning to set up an effective job rotational program. The above three steps will help an organization set up the program efficiently, but there are certain pitfalls organizations must be aware of.The most common mistakes organizations tend to make with job rotation include:An inflexible planThe plan to use should be flexible enough, as things don’t always go according to plan. During planning, implementation and the assessment the organization might find aspects of the program problematic or challenging. If at any point the plan is not found to be working properly, it must be flexible enough to be changed and tweaked.Most often, the things that should be effortlessly changed at any time include:The duration of the program. Ensure the length can be shortened or slightly increased if needed.The employee’s decision to stop participating. Someti mes employees might find themselves out of their depths midway to a job rotation. As mentioned above, participation shouldn’t be forceful and this includes the ability to leave in the middle of the program.The jobs and roles of the program. As well as changing the length of the program, you should also be prepared to swap around the jobs and roles. Certain position might turn out to be a bad mix and you don’t want to waste time and resources keeping people in roles, which are not suited for job rotation.Underestimating the workloadWhile the benefits of job rotation are plentiful, you shouldn’t expect for a miracle. Even though employees can benefit from this program, not everyone will get on board immediately. Convincing everyone in the organization to participate in the project will be a tough ask.Furthermore, the implementation process will take time and require an organization-wide effort. The training part, especially, will be a learning curve at the start. Therefore, crea ting a solid and flexible plan will be crucial for the project to succeed.It is essential to support the employees throughout the process. The process of swapping jobs with someone can turn out to be a stressful experience, even if the employee was looking forward to.In addition, the mentoring of employees and providing them with feedback will also increase the workload of employees and managers. It’s important to evaluate this increase in workload to guarantee it doesn’t interfere with the person’s ability to perform other tasks and roles.Insufficient focus only on company goals and benefitsFinally, when you are defining the goals of the project, you must pay attention obtaining employee feedback and ideas.If you narrowly focus only on the benefits to the company, the process won’t provide the same levels of success a more comprehensive set of goals would. The objectives you want to achieve should reflect both the needs of the organization and the employee.THE FINAL WORDA j ob rotational program can be a useful strategy for most organizations. It tends to work efficiently, as it doesn’t just benefit the company, but also provides advantages for the employees.Nonetheless, implementing this program requires plenty of planning and careful consideration. If the organization manages to outline its objectives, creates a strong support structure and measures the program’s effectiveness, then job rotation can help in employee satisfaction and productivity.Organizations can not only boost their bottom line, but also ensure employees learn the required skills to be more flexible and feel challenged enough to want to continue to be part of the organization.

Essay on Seamus Heaneys Background and Poetry - 3041 Words

Seamus Heaneys Background and Poetry Seamus Heaney had a Roman Catholic upbringing in a rural area of Northern Ireland. How does his poetry reflect his background? Heaneys poetry is able to reflect his background by his use of language and the technique he expresses his experiences. I will cover his background into three sections: his childhood, the community and his reflections. I will start by looking at his feelings and experiences in the poem Death of a Naturalist. The poet remembers the time when he was a young child. He saw the reality of what frogs were really like in the outdoors compared to what was taught in school. In school, the frogs are described like a typical teacher talking to young pupils. It is very†¦show more content†¦The finish illustrated how he feared for what was in the pond. He delivers his message very effectively. He says an unequivocal word in the sentence; and I knew that if I dipped my hand the spawn would clutch it. He knew that it would clutch his hand showing how positive and definite he was feeling. The experience had so much impact on Heaney altering his emotions before the incident occurred. The title is very striking and ironic. The definition of a naturalist is someone who is an expert in natural history. Heaney was learning nature from direct observation but this stopped him from ever becoming a naturalist due to the fact that he found it a nightmare. Hence the word Death The poem is done with unrhymed iambic pentameter lines. The use of onomatopoeia is very frequent such as: slap and plop, farting and gargled. The continuous, repulsive words help bring the poem to life and show how terrifying his experience was. E.g. rotted, festered, slobber and slime kings. In the first section, the poet shows that he has a scientific interest. This is shown by the way he uses the technical names to call the frogs e.g. bullfrog and frogspawn rather than the patronizing words daddy and mammy from the teacher. The second section is like vengeance and a punishment in the eyes of the young poet. Heaney possibly never got past the simple idea that the frogs were not just mammy or daddy frogs. TheShow MoreRelated How is Seamus Heaneys Irish Rural Heritage Reflected In his Poetry.850 Words   |  4 PagesHow is Seamus Heaneys Irish Rural Heritage Reflected In his Poetry. Seamus Heaney was born and grew up in the Irish countryside on his fathers farm. His father was still using the traditional farming methods, which had been handed down for generations, even though technology had developed greatly in the early twentieth century. Heaney learns a lot from his father about farming and how generations of his family have done it. Heaney takes a great interest in it and he admires his fathersRead MoreEssay Dichotomy in Seamus Heaney’s Poetry3663 Words   |  15 PagesDichotomy in Seamus Heaney’s Poetry How much does an artist’s life affect the art they produce? One’s art certainly can be an expression of one’s surroundings and in this manner the surroundings are woven like a thread into their body of work. Seamus Heaney, born and raised in Northern Ireland, has grown up with many strong influences in his life that are visible in his poetry. As Robert Buttel claims in his article on Seamus Heaney â€Å"the imprint of this poet’s origins is indelibly fixed inRead More Comparing Seamus Heaney Poems Follower, Mid-term Break, and Digging3940 Words   |  16 Pagesthis essay I will be comparing three Seamus Heaney poems we looked at in class these are called, â€Å"Follower†, â€Å"Mid-term Break† and, â€Å"Digging†. There are differences as well as similarities, the similarities include: they are all poems about and set in Seamus’ childhood memories In addition, all the poems more or less use some of the same poetic devices and techniques like: onomatopoeia and some of the same characters appear in all three poems such as like: Seamus (himself obviously) and his fatherRead MoreSeamus Heaney1515 Words   |  7 PagesPoetry is often regarded the genre of the elite, but just as often champions are oppressed. Discuss with a detailed reference to two or more poems. The poems ‘Limbo’ and ‘Bye Child’ by Seamus Heaney are poems that evoke the casualties of sexual and emotional repression in Ireland, as well as and the oppression of both women and un baptized children, in a time where religion was most prominent and people were confined to the guidelines of the church and it’s community, as it was the ruling powerRead MoreSeamus Heaney Poems2311 Words   |  10 PagesGood Afternoon all, I have been asked before you today to discuss my opinion on the poetry of Seamus Heaney, and although this style of learning wouldn’t be what you’d be used to, I’m hoping you will all benefit from what I have to say and leave here with a clear understanding of Heaney’s brilliance, questioning the meaning behind what he has written. I have decided to take a thematic approach to this discussion rather than spend set time talking about one poem at a time, only for you to grow confusedRead MoreEssay about The poetry of Seamus Heaney is deceptively simple1774 Words   |  8 PagesThe poetry of Seamus Heaney is deceptively simple. Examine this comment in the light of his choices of subject, diction, and structure. You should refer to at least two poems in your responses. The deceptive simplicity of the poet can be helped to be understood through P A M Dirac, who suggests that poetry tries to tell people in a way that is understood by no one, something everybody already knew. If you can comprehend this, it is easier to see how the poetry of Heaney can be called deceptivelyRead MoreEssay on Analysis of Seamus Heaneys North3769 Words   |  16 PagesAnalysis of Seamus Heaneys North The poet Keats wrote that â€Å"the only means of strengthening one’s intellect is to make up one’s own mind about nothing – to let the mind be a thoroughfare for all thought, not a select body†. That this may be an admirable aim for a poet, and especially so for one writing against a background of ethnic violence, is not in doubt. It is, however, extremely difficult to remain neutral when one identifies oneself with an ethnic party involved in conflict. It is my intentionRead MoreThe Way Wordsworth and Heaney Present Nature and Rural Life in Their Poetry4285 Words   |  18 PagesThe Way Wordsworth and Heaney Present Nature and Rural Life in Their Poetry Born 1770, in Cockermouth, William Wordsworth spent his early life and many of his formative years attending a boys school in Hawkshead, a village in the Lake District. As can be seen in his poetry, the years he spent living in these rural surroundings provided many of the valuable experiences Wordsworth had as he grew up. At the age of 17, Wordsworth moved south to study at Saint Johns CollegeRead MoreThe Epic Of Beowulf By Seamus Heaney2116 Words   |  9 Pagesthe original teller was long dead. Therefore the original author of Beowulf is unknown, however Seamus Heaney is one of the many to have translated it from old english into current english so many others can enjoy it as well. Seamus Heaney was born on April 13 in 1939. Born and raised in Ireland he was the eldest of nine children, and grew up on a family farm. The landscape gave him reason and background for many of his poems. He attended St. Columb’s College in Londonderry. After that he went to Queen’s

Assessment Management Forensic Mental Health Health And Social Care Essay Free Essays

Since the 1980s force per unit area is increasing on mental wellness professionals to better their ability toA predictA and better manage the degree of hazard associated with forensic mental wellness patients, and offendersA being dealtA with in the justness system ( Holloway, 2004 ) .A This increasedA pressureA has besides increased involvement within a wider scope of research workers and forensic clinicians, working in the justness system to better the truth, and dependability of their analysis of whether recidivism is a strong possibility.A The overallA valueA of rating of research is toA allowA theA improvementA in the appraisal, supervising, planning and direction of wrongdoers, in concurrence with a more dependable base line for follow up ratings ( Beech et al, 2003 ) . We will write a custom essay sample on Assessment Management Forensic Mental Health Health And Social Care Essay or any similar topic only for you Order Now However, there continues to be an increasingA interestA andA expectationA on professionals from the populace and the condemnable justness system in respects to the potentialA dangerA posed byA seriousA offendersA being releasedA back into the community and the demand for the wrongdoers to be better managed, in orderA to adequately protectA the populace from unsafe persons ( Doyle et al, 2002 ) . As the appraisal of riskA is madeA at assorted phases in the direction procedure of the violent wrongdoer, it isA extremelyA important that mental wellness professionals have a structured and consistent attack to put on the line appraisal and rating of force. ( Doyle et Al, 2002 ) . This paper will compare and contrast three theoretical accounts of hazard appraisal thatA are usedA to cut down possible danger to others, when incorporating violent wrongdoers back into the community. These three attacks are unstructured clinical opinion, structured clinicalA judgementA and actuarialA appraisal. It is non intended, in this paper, to research the assorted instruments used in the appraisal procedure for theA respectiveA actuarial and structured clinical attacks. Unstructured Clinical Judgement Unstructured clinical opinion is a procedure affecting no specific guidelines, but relies on the single clinician’sA evaluationA holding respect to the clinicians experience and makings ( Douglas et al. , 2002 ) .A Doyle et Al ( 2002 ) , refers toA clinicalA opinion as â€Å" first coevals † ( p. 650 ) , and sees clinical opinion as leting the clinicianA completeA discretion in relation to what information the clinician will or will non take notice of in their concluding finding of hazard degree. The unstructured clinicalA interviewA has been widely criticised because itA is seenA as inconsistent and inherently lacks construction and aA uniformA approachA that does non let forA trial, retest dependability over clip and between clinician ‘s ( Lamont et al. , 2009 ) . ItA has been arguedA that this incompatibility inA assessmentA can take toA incorrectA appraisal of wrongdoers, as either high or low hazard due to the subjective sentiment inherent in the unstructured clinical assessmentA approachA ( Prentky et al. , 2000 ) . Even with these restrictions discussed above the unstructured clinicalA interviewA is still likely to be the most widely usedA approachA in relation to the wrongdoer ‘s force hazard appraisal ( Kropp, 2008 ) . Kropp ( 2008 ) , postulates that the continued usage of the unstructured clinicalA interviewA allows for â€Å" idiographic analysis of the offendersA behavior † ( Kropp, 2008, p. 205 ) .A Doyle et Al ( 2002 ) posits, that clinical surveies have shown, that clinician ‘s utilizing the hazard analysisA methodA of unstructured interview, is non asA inaccurateA asA generallyA believed.A Possibly this is due, mostly to the degree of experience andA clinicalA makings of those carry oning the appraisal. The unstructured clinicalA assessmentA methodA relies to a great extent on verbal and non verbal cues and this has the potency of act uponing single clinician ‘s appraisal of hazard, and therefore in bend has a high chance of over trust in the appraisal on the exhibited cues ( Lamont et al. , 2009 ) .A A major defect with the unstructured clinical interview is the evident deficiency of structured standardised methodologyA being usedA toA enableA aA testA retest reliability A measureA antecedently mentioned.A However, the deficiency of consistence in the appraisal attack is aA substantialA disadvantage in the usage of the unstructured clinical interview.A The demand for a more structuredA processA leting forA predictableA trial retest dependability wouldA appearA to be aA necessaryA constituent of any hazard appraisal in relation to force. Actuarial Appraisal ActuarialA assessmentA was developedA toA assessA assorted hazard factors that would better on the chance of an wrongdoer ‘s recidivism. The actuarial attack relies to a great extent on standardised instruments to help the clinician in foretelling force, and the bulk of these instrumentsA have been developed, in an effort, A to foretell futureA probabilityA of force amongst wrongdoers who have a history of mental unwellness and or condemnable offending behaviors. ( Grant et Al, 2004 ) . However, Douglas et Al ( 2002 ) warns that usage of actuarial appraisal does non supply appraisal of any degree of forestalling the possibility of future force. The usage of actuarialA assessmentA has increased in recent old ages as more non cliniciansA are taskedA with the duty of direction of violent wrongdoers such as community corrections, correctional officers and probation officers. Actuarial hazard appraisal methods enable staff, that do non hold the experience, A backgroundA or necessaryA clinicalA makings toA conductA a standardized clinicalA assessmentA of wrongdoer hazard. This actuarial assessmentA methodA has been foundA to be extremelyA helpfulA when holding hazard measuring wrongdoers with mental wellness, substance maltreatment and violent wrongdoers. ( Byrne et al, 2006 ) . However, actuarial appraisals have restrictions in the inability of the instruments to supply any information in relation to the direction of the wrongdoer, and schemes to forestall force ( Lamont et al, 2009 ) .A Whilst such instruments may supply transferableA testA retest dependability, there is a demand for cautiousness when the instrumentsA are usedA within differing samples of theA testA populationA used as the validationA sampleA in developing theA testA ( Lamont et al, 2009 ) .A Inexperienced andA untrainedA staffA may non be cognizant that testsA are limitedA by a scope of variables that may restrict the dependability of the trial in usage. The bulk of actuarial toolsA were validatedA in North America ( Maden, 2003 ) . This hasA significantA deductions when actuarial instrumentsA are usedA in the Australian context, particularly when autochthonal cultural complexnesss are non taken into history. Doyle et Al ( 2002 ) postulates that the actuarialA approachA is focusedA on anticipation and that hazard appraisal in mental wellness has a much broaderA functionA † and has to beA linkA closely with direction and bar † ( p. 652 ) . Actuarial instruments rely on steps of inactive hazard factors e.g. history of force, gender, mental illness and recorded societal variables.A Therefore, inactive hazard factorsA are takenA as staying constant.A Hanson et Al ( 2000 ) argues that where the consequences of unstructuredA clinicalA opinionA areA openA to inquiries, the through empirical observation based hazard assessmentA methodA can significantly foretell the hazard of rhenium offending. To relyA totallyA onA staticA factors thatA are measuredA in Actuarial instruments, and non integrate dynamic hazard factors has led to what Doyle et Al ( 2002 ) has referred to as, â€Å" Third Generation † , or as more normally acknowledged as structured professional opinion. Structured Professional Judgement Progression toward a structured professionalA theoretical account, wouldA appearA to hold followed a procedure of development since the 1990s.A ThisA progressionA has developed throughA acceptanceA of the complexness of what hazard appraisal entails, and the force per unit areas of the tribunals andA publicA in developing an outlook of increased prognostic truth ( Borum, 1996 ) .A Harmonizing to Lamont et Al ( 2009 ) , structured professional opinion brings together â€Å" through empirical observation validated hazard factors, professional experience and modern-day cognition of the patient ( p27 ) .A Structured professional opinion attack requires aA broadA assessmentA standards covering both inactive and dynamic factors, and efforts to bridge the spread between the other attacks of unstructured clinical opinion, and actuarialA approachA ( Kropp, 2008 ) .A The incorporation of dynamic hazard factors that are takingA accountA of variable factors such as current emotionalA levelA ( choler, depression, emphasis ) , societal supports or deficiency of and willingness to take part in the intervention rehabilitation process.A The structured professional attack incorporatesA dynamicA factors, whichA have been found, to be besides important in analysingA riskA of force ( Mandeville-Nordon, 2006 ) .A Campbell et Al ( 2009 ) postulates that instruments thatA examineA d ynamic hazard factors are moreA sensitiveA toA recentA alterations that mayA influenceA an addition or lessening in hazard potency. Kropp ( 2008 ) , reports that research has found that Structured Professional Judgement measures alsoA correlateA substantiallyA with actuarial steps. Decision Kroop, ( 2008 ) postulates that either a structured professional opinion attack, or an actuarial attack presents the most feasible options for hazard appraisal of violence.A The unstructuredA clinicalA approachA has been widely criticised by research workers for missing dependability, cogency and answerability ( Douglas et al, 2002 ) . Kroop, ( 2008 ) besides cautions that hazard appraisal requires the assessor to hold an appropriate degree of specialised cognition and experience. This experience should be non merely of wrongdoers but besides with victims.A There wouldA appearA to be a valid statement that unless there is consistence inA trainingA of those carry oning hazard appraisals the cogency and dependability of any step, either actuarial or structured professional opinion, will neglect toA giveA theA levelA of predictability of force thatA is sought.A Risk analysis of force will ever be burdened by theA limitationA which â€Å" lies in the fact thatA exactA analyses are notA possible, andA riskA will ne’er be wholly eradicated † ( Lamont et al, 2009, p 31. ) . Doyle et Al ( 2002 ) postulates that a combination of structured clinical and actuarial approachesA is warrantedA to help in hazard appraisal of force. Further research appears to be warranted to better the rating andA overallA effectivity of hazard direction. How to cite Assessment Management Forensic Mental Health Health And Social Care Essay, Essay examples

New York City free essay sample

New York City is certainly a place that is always going. It is most definitely a place that is always going somewhere. Somewhere between bright lights and city streets. City streets that are always crowded and full of people and taxi cabs that are quite possibly always going. Quite possibly never not going, quite possibly continuous throughout eternity. New York City is quite possibly continuous throughout eternity, New York City is quite possibly never stopping but always is continually going in streams of people, in bulb lights that will never be going out. New York City is certainly a place that is always coming. Always coming up, up, up into skyscrapers sprouting from the ground like beanstalks. Coming through the cement soil, coming towards the sky. Coming together in a metal skeleton, coming apart in cracked sidewalks. New York City is certainly most always going as people are coming, as people are coming and going, as dreams are coming and going out like fireworks over the Hudson River on July 4th. We will write a custom essay sample on New York City or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Coming in a bright flash of light, going out with a bang. New York City is staying. New York City is staying like a scar on the skin, staying like a tattoo inked, stained forever and never fading. As taxi cabs are coming and people are going, the city is staying. It’s staying in the Plaza Hotel. It’s staying inside when rain soaks the concrete, when the snow comes and goes through Central Park. It’s staying illuminated for travelers from foreign lands, staying a symbol of hope and dreams. A beacon of home, a beacon of concrete beliefs, a beacon of possibility. New York City is staying bright lights across the bay as people are coming, staying bright lights that are never going out. New York City is almost positively always dreaming. It is certainly a city that never sleeps, a city that has learned to dream with it’s eyes open. Dreaming of the bright lights on Broadway that are never going out, dreaming of people coming and going. People are coming and dreaming and going for their dreams and staying when their dreams come true. People are coming and dreaming and going when their dreams do not. The city is dreaming of past and present and future, all colliding into a melting pot made of cement and asphalt. Dreams are coming and going as people are forgetting and changing, as the city is forgetting and changing. The city that is never not awake, never not coming, never not going, always staying, and always dreaming. New York City is quite positively almost always changing. Always changing as people are coming. Always changing as people are coming and dreaming, as the city is dreaming as the dreams are changing. The city is always changing, always building on itself, always creating. Changes are staying, changes are going, changes are coming. Changes are molding the city, changing the steel frame to something malleable. The city is always changing and the changes are staying as people are coming and going and bringing dreams and leaving them behind, as the city is illuminated across the bay, as the city is coming and staying and dreaming and changing under lights that are never going out.

Free Essays on Coraline

Coraline Reviewed by Sarah Have you ever wanted to read a book that keeps you on the edge of your seat and at the same time you will be scared of what’s going to happen next? Well if the answer is yes then Coraline is the right book for you. This wonderful book was written by Neil Gaiman and illustrated by Dave McKean. I chose this book because I had never read a good scary story in my entire life. This book is supernatural fiction. This story mainly takes place in another world that looks exactly the same as Coraline’s home. Although it looks the same, to Coraline it feels much different. The love and happiness from her real home is missing. This other world is not a bright and happy place like Coraline expected. It is gray and boring. In fact, not only is this unknown world dull and unhappy, it is also full of scary creatures. Coraline is very sad in this strange, horrible world. Although the the author did not give a detailed description of what Coraline looks like, I imagined that she was about my size, but thinner, with dark brown hair, beaming black eyes and a narrow face. I thought Coraline was a very brave girl. She showed her courage in the story when she went down into a dark cellar and found herself being chased by a frightening, button-eyed creation of the â€Å"other† mother. I liked the fact that even though she was scared, Coraline never stopped trying. She believed in herself and knew that some day she was going to get out of this miserable place. The story begins with Coraline finding the door to another world. Ready for adventure she goes inside, and what she finds amazes her at first but after a while things start falling apart and everything turns into a total and complete nightmare. Her real parents are missing and she is trapped inside this other place. Coraline must find her parents and her way out before the â€Å"other† mother changes her. During her adventure she finds many lost souls ... Free Essays on Coraline Free Essays on Coraline Coraline Reviewed by Sarah Have you ever wanted to read a book that keeps you on the edge of your seat and at the same time you will be scared of what’s going to happen next? Well if the answer is yes then Coraline is the right book for you. This wonderful book was written by Neil Gaiman and illustrated by Dave McKean. I chose this book because I had never read a good scary story in my entire life. This book is supernatural fiction. This story mainly takes place in another world that looks exactly the same as Coraline’s home. Although it looks the same, to Coraline it feels much different. The love and happiness from her real home is missing. This other world is not a bright and happy place like Coraline expected. It is gray and boring. In fact, not only is this unknown world dull and unhappy, it is also full of scary creatures. Coraline is very sad in this strange, horrible world. Although the the author did not give a detailed description of what Coraline looks like, I imagined that she was about my size, but thinner, with dark brown hair, beaming black eyes and a narrow face. I thought Coraline was a very brave girl. She showed her courage in the story when she went down into a dark cellar and found herself being chased by a frightening, button-eyed creation of the â€Å"other† mother. I liked the fact that even though she was scared, Coraline never stopped trying. She believed in herself and knew that some day she was going to get out of this miserable place. The story begins with Coraline finding the door to another world. Ready for adventure she goes inside, and what she finds amazes her at first but after a while things start falling apart and everything turns into a total and complete nightmare. Her real parents are missing and she is trapped inside this other place. Coraline must find her parents and her way out before the â€Å"other† mother changes her. During her adventure she finds many lost souls ...

3 Cases of Restrictive and Nonrestrictive Confusion

3 Cases of Restrictive and Nonrestrictive Confusion 3 Cases of Restrictive and Nonrestrictive Confusion 3 Cases of Restrictive and Nonrestrictive Confusion By Mark Nichol In each of the sentences below, a phrase is erroneously treated as essential or nonessential to the statement when, based on the context, it should be the reverse. An explanation and a revision follows each example. 1. A number of factors are at play for the industry, including the UK’s Brexit vote that continues to have an impact on financial markets. Here, the implication is that two or more Brexit votes occurred, though only one continues to have an impact on financial markets. But â€Å"continues to have an impact on financial markets† is merely an explanatory phrase describing a consequence of the Brexit vote, only one of which occurred, so the explanation should be framed in a subordinate clause set off by a comma and beginning with which: â€Å"A number of factors are at play for the industry, including the UK’s Brexit vote, which continues to have an impact on financial markets.† 2. The company is a growing business-to-business payments provider, which has been established by a collaboration of banks. Because the company is only one of many such businesses, the phrase describing by whom it was established is essential to the statement, so that phrase should not be set off as a subordinate clause: â€Å"The company is a growing B2B payments provider that has been established by a collaboration of banks.† (However, the statement can be made more succinctly: â€Å"The company is a growing business-to-business payments provider established by a collaboration of banks.†) 3. Offshore finance changed forever in April 2016 with the leak of 11.5 million documents from Mossack Fonseca, a Panama-based law firm which specializes in the formation and management of entities in tax havens. Here, again, the description is essential to the sentence, so it is correctly treated as integral to the sentence and not set off by a comma. However, for additional clarity, that should replace which: â€Å"Offshore finance changed forever in April 2016 with the leak of 11.5 million documents from Mossack Fonseca, a Panama-based law firm that specializes in the formation and management of entities in tax havens.† 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 Grammar category, check our popular posts, or choose a related post below:12 Signs and Symbols You Should KnowList of Greek Words in the English LanguageWhen to use "an"

Haiti Earthquake Research Paper Example | Topics and Well Written Essays - 1250 words

Haiti Earthquake - Research Paper Example Except, this latest earthquake has brought to surface the fragility of the Haitian government and institutions because of their inability to provide survivors basic care and necessary safety nets (Amnesty International, 2011). There has been a considerable amount of evidence and proof that shows the poor functioning of the government in bringing the life back to normal in the earthquake hit zones. Haitian citizens are left homeless, displaced, living in makeshift tents, and now are fighting daily against Cholera which has been introduced into environment by United Nations. In this paper, let us analyze the outcome of the quake which has paved way for the development of internal conflicts and the steps that needs to be taken to prevent the internal conflict. Haiti will have to learn from other such earthquake prone zones as to how to face the consequences. Variable Natural Disaster Internal Conflict (Direct Variable) (Independent Variable) Owing to the imbalance and proper organizatio n of powers there tend to be a lot of problem in a country in case of a natural disaster like that of an earthquake. There are several conflicts that will arise out of a situation like earthquake that will drain out human resource, economy and also life balance in a region. Many political, economic, and social conflicts bound to happen. Hypothesis There is definite relationship between the 2010 Haitian earthquake and internal conflict. Theory The 2010 Haitian earthquake will stimulate internal conflict if the vulnerabilities of the people aren’t handled quickly and efficiently. Currently, earthquake survivors are going hungry, dying from the lack of sanitation, and women are being sexually abuse. These are some of the many vulnerabilities being exacerbated by the earthquake. Haitians were poor and lacked resources before the earthquake but the atrocities left behind have intensified those vulnerabilities. The country will be on the brink of an internal conflict you must defin e/operationalize internal conflict! if proper precautions aren’t taken now. There are various studies that demonstrate that an earthquake and a natural disaster can bring a population closer. Just as there many studies showing that sudden disasters, change on the environment can bring pressure to states with the inability to properly handle a natural disaster. This paper deals with the natural disaster and the potential consequences that may arise out of such tough situation. The output will be compared with that of the Haitian situation in order to get the derivative. Yes, there is obvious unrest, lack of housing, and scarcity of other resources. However, in this research paper I would like to examine how natural disasters that occur in underdeveloped countries can lead to internal conflict by looking at other underdeveloped countries which has experienced natural disasters. Literature Review Natural disasters occur suddenly and thus the reason that these create the most ana rchy within a region. The people are the worst sufferers because their homes have been dismantled and the property that remained within their fore is affected nonetheless (Topkaya, 2011). The United Nations defines natural disaster as â€Å"the consequences of events triggered by natural hazards that overwhelm local response capacity and seriously affect the social and economic development of a region.†

Difference in the Leadership Styles Between Japan and America Essay

Difference in the Leadership Styles Between Japan and America - Essay Example If they are paying for the product, they want to ensure that the quality is worth it. Roudan Al-Roudan discussed Levitt’s prediction and most of the class disagreed with his ideas. Each of the topics was discussed after doing substantial research with the help online sources as well as books and journals. Let us now look into their topic individually for a better understanding. Yousef Al-Awadhi started this topic with the idea that there is no clear definition of leadership in particular. It is unpredictable and considered to be very diverse and each of the different forms has very distinctive definitions (Achua and Lussier, 2000). Leadership is determined with the help of various attributes such as quality, effectiveness, behavior, connection designs and of course the position of the leaders (Yukl, 1998). In most of the cases, a leader can simply be defined as a person who guides his or her subordinates towards a particular pre-defined objective for the welfare of an organization. Likewise, there are various definitions and each of them is different to one another in terms of the leadership styles and recognition. Researchers have used many methods to determine each of these leadership styles and their outcome in the long run (Yukl, 1998). There are many studies which discuss the link between leadership styles and culture. In a similar manner, the researchers found out that leadership styles vary from culture to culture (Han et al., 1996). He then went on the take the example of two countries, Japan and USA. Both of the countries have distinctively different leadership styles and culture. The earlier researches done by several writers gives us the idea that leadership styles also differ with respect to the organization and its religious differences.

The Hong Kong tourism industry

The Hong Kong tourism industry Part B Abstract It is revealed that high labor turnover is a major global problem in hotel industry. The human resource management in the hotel industry is facing challenge about retaining employees and minimizes the turnover. Therefore, it is worth to investigate about the human resource management in the hotel industry. The purpose of this study is to explore the labor turnover in hotel industry, and its associated the factors affecting the labor turnover and how to manage the labor turnover. The labor turnover in hotel industry is influenced by the work related factors, external factors and external factors. According to some statistics, the cost of labor turnover in hotel industry is very high. Moreover, some retention strategy are propose to overcome the labor turnover are discussed including training, employee motivation and employee recognition. Section 1 :Introduction 1.1 Reason for choice of topic The tourism industry is the leading industry in many countries. Hong Kong tourism industry contributing $162.8 billion or 10.8% of gross domestic product in 2009(http://www.gov.hk/en/residents/, http://www.tourism.gov.hk/textonly/english/statistics/statistics_perform.html ) and Thailand tourism industry generate 6.5% of gross domestic product in 2008 (http://www.thaiwebsites.com/tourism.asp). Accommodation is an essential element of tourism service and it is vital to the quality of the tourist experience, as it constitutes a major part of consumption. This study is to investigate the labor turnover in the hotel organization. It is general known that the hospitality industry has a major challenge about the labor turnover and staff stability rates. These problems are usually occur in the front-line staff as it is related to a lot of unfavorable working conditions in hotel, such as the long working hours, unstable working schedule and lack of promotion opportunities. Therefore, many people are not willing to enter to the hotel industry or some people have work for many years in hotel industry but shift to another industry because of those unfavorable working conditions. Besides, the human resource management in the hotel industry are facing some serious problems about retaining the employees and recruits the right people to fill in the right job. Therefore, it is worthwhile to investigate the factors that cause the front-line employees to quit the job. In addition, to discuss what the human resource management can do to retain the st aff and manage the labor turnover in the hotel organization. Another reason for choosing this topic to study is the authors want to become the human resource manager in a hotel. Therefore, it is vital that the author have a clear understanding of what challenges that the human resource management are facing and to use the specific approach to overcome those problems. 1.2Academic objectives of dissertation This paper aims to achieve the followings objectives: To find out what is the meaning of labor turnover and have an overview of the turnover culture in the hotel industry To discuss the factors that influence labor turnover in hotel industry. To explain the cost of labor turnover in hotel industry. To find out what the human resource management can do to managing the labor turnover. 1.3 Outline of sections In section 1, the author talked about her reason for choice this topic and the major objectives through this project. In section 2, the authors explained the concepts of labor turnover briefly and provide an overview of the turnover culture in the hotel industry. In section 3, the author would explain the factors influence the turnover in the hotel industry and have an understanding of the cost of labor turnover. It could help to show the labor turnover is a serious problem within the industry. Moreover, in section 4, the author wants to make others understand how to manage the labor turnover in the hotel industry. Finally in section 5, would be the summary and conclusion about this project. Section 2:Literature review 2.1 What is labor turnover? According to Price (1977, p.15) the term ‘turnover is defined as the ratio of the number of organization members who have left during the period being considered divided by the average number of people in that organization during the period and also each time a position is vacated, a new employee must be hired and trained. This replacement cycle is known as turnover (Woods, 1995, p. 345). Labor turnover refers to the movement of employees in and out of a business. Labor turnover affects both workers and firms: workers may need to learn new job-specific skills, whilst firms incur the costs of hiring and training new workers (Brown et. al., 2009). The new workers may be more highly motivated and more highly skilled. Hence, turnover may enhance firm performance. However, high labor turnover causes problems for the firm as it is costly, lowers productivity and morale. Labor turnover can be divided into two main types: voluntary, where the employees leave of their own free will, and involuntary, where the employer decides that employment should terminate. Retirement can fall into either category (Boella, 2000). Most often the voluntary turnover arises where some employees leave to escape negative work environment factors and other are pulled away from the organization by more attractive opportunities and Cheng and Brown (1998) stated that people quit their job for many reasons, but most reasons are not related to management. In recent study, the involuntary turnover can applied to those employees have a poor performance or have did some serious mistakes then the organization would encourage them to quit than fire them. 2.2 The turnover culture in the hotel industry Everyone knows that the hotel industry is a highly labor-intensive industry but the high labor turnover is a serious problem within the industry all around the world. Some theorists such as Mobley (1977), Price (1977), Price and Mueller (1986) identified a range of other variables such as pay, communication, social integration, reutilization, role overload, promotional opportunity, training, supervisor and co-worker support, and distributive justice as having a significant impact upon turnover. According to the research Griffith University, the primary reason for managerial and operational turnover was voluntary resignation, followed by an internal transfer. Performance related terminations were very low. The main motivating factors for executives, managerial and supervisory staff to change jobs, within the hotel industry, were better career opportunities and better working hours. Changing jobs outside the industry was primarily motivated by higher salaries, working hours and better career opportunities. The data suggests that higher wages and better working hours are the major drivers for managerial employees to leave. Similarly, operational staff seek better wages, better working hours and improved career opportunities. In the pervious years, a small among of staff in hotel industry will stay for longer than five years but the voluntary turnover is gradually increase compared with the last decades. According to Kennedy and Berger (1994, p. 58) they stated that, in the hospitality industry, ‘the highest turnover occurred during the first 4 weeks (in employment). The cause of turnover is often poor human resource decisions and the unmet expectations of newcomers. 2.3 Factors affecting employee intent to leave in the hotel industry There are many factors affecting employee turnover. According to a widely accepted though, employees usually quit their jobs because of lack of wages. However, many studies show that there are also many complex factors affecting employee turnover other than wage, such as the management of the company, economics, and psychology. In the following section, some factors affecting employee turnover are discussed. 2.3.1 Work Related Factors The work related factors are other factors that will influence the labor turnover in the hotel industry. The following section will mainly focus on the job satisfaction, pay, working environment, work performance, promotion opportunities and the organization commitment how to influence the labor turnover. 2.3.1.1 Job Satisfaction Job satisfaction is containing the satisfaction with pay, satisfaction with the work itself, satisfaction with the supervision, satisfaction with the promotion opportunities (Khatri et. al., 2003). According to Davis (1981), job satisfaction can be defined as pleasantness or unpleasantness of employees while working. In addition, Oshagbemi (2000) has defined job satisfaction as ‘‘individuals positive emotional reaction to particular job. The term job satisfaction is considered an attribute that exists as the equity of a variety of desired and non-desired job-related experiences. It is also defines as the degree of fit between the features of a job and employees expectations. In addition, there are researchers who view that job satisfaction is a result of both employees expectations and aspirations and their existing status (Clark Oswald, 1996). When the employees with a lack of job satisfaction they will be quitting the job, and the basic reason is that they expect to ha ve a more satisfying job. On the other hand, if the employees have a high job satisfaction, the organization will be fewer labor turnovers. Price and Mueller (1981) stated that job satisfaction has an indirect influence on turnover through its direct influence on formation of intent to leave. Another study stated that employees with higher degree of trust would have higher levels of job satisfaction in the hospitality industry (Gill, 2008). 2.3.1.1.1 Pay According to the past study, the average annual wages of hotel are very low compare with the other industries such as the IT technology and education industry. A low starting salary is found in the frontline department in the hotel industry such as the housekeeping, Food and Beverage and front office. It was shown that dissatisfaction with pay is among the significant factors responsible for turnover (Pavesic and Brymer, 1990; Pizam and Ellis, 1999). Pay is received by the staff and money is equivalent to staffs effort to provide service. The salary, compensation and fringe benefit received by the staff are also the pay. Therefore, if the pay is increase, it can reduce the labor turnover. The relationship between pay and job satisfaction has received considerable attention (Churchill, FordWalker, 1974; Lawler, 1995). The pay was the most important job attribute contributing to job satisfaction in the Hong Kong hotel industry. Therefore, higher pay is significantly related to greater job satisfaction. The staff will be more satisfied with their job when the actual pay is more than the expected pay. The other situation that causes the staff to be more likely to leave their organization is that when they perceive that they are receiving lower salary but they know the other people elsewhere are offered better pay. Therefore, offering higher wages than competing organization will enable the organization to retain some talented worker. 2.3.1.1.2 The work itself The work itself is a critical dimension in employee job satisfaction (Luthans, 1992; Lawler, 1995; Qu, Ryan Chu, 2001; Groot Van Den Brink, 1999) and Glisson and Durick (1988) considered the worker and the nature of the work itself as two important factors affecting job satisfaction. The internal satisfactory factors are related to the work itself, such as: feeling of achievement, feeling of independence, self-esteem, feeling of control and other similar feelings obtained from work. And the external satisfactory factors such as: receiving praise from the boss, good relationships with colleagues, good working environment, high salary, good welfare and utilities. There is a relationship between job satisfaction and stress. Barsky, Thoresen, Warren and Kaplan(2004) argued that high level of work stress will be decrease the job satisfaction and finally leaving the organization because workers feel their job duties are difficult to fulfill. Price (1977) divided job stress into four types: lack of resources to perform, the amount of workload, the clarity of the role obligations and the role conflict. Those job stresses will also make the employees intent to quit the organization. 2.3.1.1.3 The supervision Supervision, being one of the dimensions of job satisfaction (Rust et al., 1996), is defined from the employee-centeredness perspective, it is manifested in ways such as checking to see how well the subordinate is doing, providing advice and assistance to the individual, and communicating with the worker on a personal as well as an official level (Luthans, 1992, pp. 121-122). Some information show that, satisfaction with supervisor will influence job satisfaction positively and finally decrease the labor turnover. If the supervisor provide more concern and social support to the employees, they will be more satisfy and the turnover will be decrease. 2.3.1.1.4 The promotion opportunities Price (2001) stated that promotion opportunities are the potential degree of movement to a higher level status within an organization. The promotion opportunities are also the important category to define the employees are satisfy or dissatisfy, because promotion opportunities are usually associated with increase the salary. However, the result show that hotel sector are lack of promotion opportunities rather than not having enough fair promotion policy (Iverson and Derry. 1997). Due to the hotel industry are lack of promotion opportunities, it will reduce the chance to retain the talented employees in the organization. When employees suffering from unfair treatment, they will change their job attitude immediately and may quit in long run (Vigoda, 2000). 2.3.1.2 The Organization Commitment According to Pennstate (2006), organizational commitment is the relative strength of an employees attachment or involvement with the organization where he or she is employed. Organizational commitment is important because committed employees are less likely to leave for another job and are more likely to perform at higher levels. There are three dimensions of organizational commitment, which are affective commitment, continuance commitment and normative commitment. Turnover literature has consistently found a strong relationship between turnover and organizational commitment, indicating that employees with low commitment are likely to withdraw from the organization. Alternatively, a positive relationship has been found between organizational commitment and career progress or internal promotions indicating that promoted employees are more likely to exhibit higher organizational commitment. 2.3.1.3 Work Performance Employees work performance is another factor affecting labor turnover. According to a study conducted by Jewell and Siegal (2003), it was found that the employees having high performance were not willing to leave their jobs. At this point of view, if the employees having low performance leave their jobs for any reasons, labor turnover is not an important matter for the company. On the other hand, if the employees have a high job performance. Low wages, exclusion from prizes, unsuitable jobs are also among the reasons causing low performance and high employee turnover. 2.3.1.4 Personal Reason Some employees also leave their jobs because of personal reasons. A principal reason that employees leave their jobs is lack of incentives (Pizam and Ellis, 1999). Employees may simply want recognition or an opportunity in advance. For example, The Ritz Carlton Company has reduced employee turnover by focusing on quality recruitment, providing better training and orientation, establishing realistic career opportunities and creating long-term incentive and reward systems. 2.3.2 Demographic Factor Most voluntary turnover models include demographic variables such as age, gender, race, tenure, marital status, number of dependents, and educational experience. However, this paper only focuses on the level of education, gender, marital status and age. 2.3.2.1 Level of Education One of the major challenges of the hospitality industry is the retention of highly educated employees. We define highly educated staff as employees who have followed a higher education program at a bachelors or masters level successfully ( Deery and Shaw, 1999). Carbery et al. (2003) noted that those more highly educated managers or non-managers are more likely to intent to make a turnover decision. One research study by (Blomme et. al., 2010), it shows that among alumni of the Hotel School The Hague who are working worldwide has shown that within 6 years after graduation about 70% of all graduates from the hotel school The Hague leave the organization in which they are working. The more highly educated staff will be less easily satisfied with their jobs than those staff with lower education level because the highly educated staff have higher expectations in job status and salary and they may not be willing to join or stay in the hotel industry. In addition, the external labor market s will provide many opportunities for those highly educated people to satisfy their high expectation on financial benefit. (Wong, Siu Tseng, 1999) 2.3.2.2 Gender Some study noted that, the female and male have their particular behavior that would influence the labor turnover. According to a study conducted by(Doherty and Manfredi,2001:62), it was found that women workers leave their jobs more than men workers, because the roles of women have to taking care of children, having baby in a society and doing house work. In addition, Hersch and Stratton (1997) stated that women, especially married women, spend more time engaged in household activities and are substantially more prepared to quit their job for a family-related reason than men . Some women workers also do not want to return to their jobs after having baby. On the other hand, the study conducted by Tang and Talpade (1999), it stated that males tended to have higher satisfaction with pay than females, whereas females tended to have higher satisfaction with co-workers than males. Its means that women tend to rate social needs as more important than men such as working with people and being helpful to other. Men tend to consider pay more important than do women. Women often begin their careers with much lower expectations than men do and they are willing to take career risks and change employers to do so. Finally, women workers usually work at the entry level jobs in hotel and accordingly get less pay than their men co-workers. According to a study conducted by Iverson (2000) in the USA, it was found that women managers in hotel got very less wages than men managers whether in the beginning or top of their careers. In a similar study, it was found that men workers got more wages than women workers got (Burgess, 2000). It was also found that in order to balance the wage differences among men and women workers, basic and routine job were given to women workers than men workers. 2.3.2.3 Marital Status According to Pizam and Ellis (1999), it stated that marital status could influence labor turnover. Those married employees are most concerned with the balance between their work and family life. Hom and Griffeth (1995),stated that married employees will not want to have a voluntary turnover. Because they have many concerns about the financial needs for their family. If they cannot afford the long and unstable working hours, they will tend to give up the job. However, this issue mostly occurs on women. Therefore, they will have more time for family life and take care of their child. On the other side, the unmarried employees will consider factors related to their jobs such as promotion opportunities and organization commitment more than those married employees (Wong, Siu Tsang, 1999). Therefore, they are less satisfied with their job than married employees. 2.3.2.4 Age In recent study, Hartman and Yrle (1996) points out that the Generation Y employee mostly creates the labor turnover in hospitality industry. In addition, the study conducted by Iverson and Deery (1997), it stated that younger employees have a higher propensity to leave than older employees. The problem was arisen in this decade; as the employees born in the baby boomer are retire gradually. The baby boomer is anyone born between 1946 and 1964. They have been through periods of war; therefore have less opportunity in education institutions. They tend to demand more stability in their workplace, and they are very loyalty to their employees. On the other hand, the Generation Y employee who was born between the years 1979 and 1994, they can adapt the changes easily and seek a higher standard of life therefore, they consider more about their interest in the work. Furthermore, they usually change their job, as they want to gain more experience and make their life more diversity. 2.3.3External Factors The external factors are the factors that we cannot control and very difficult to predict. Some of these factors include political shifts, legislation, new or modified regulations, global economic conditions, technology changes and major mining disasters. In some study, the hotel industry is quite easily influenced by the global economic conditions. The economic situation could predict most of the labor turnover within the industry. Therefore, the unemployment rate affects the employees perception on job satisfaction. If the economic is down turn, the employees who perceive a high level of job dissatisfaction, they may still stay in organization because they dont want to lose their current job and also the job market is a lack of opportunities for them to get a better job. On the other hand, if the economic condition have improve, the employees will leave the organization immediately to find a better job. Therefore, it may create the high level of labor turnover when the economic have improved. In the later part of the literature will focus on how to manage the labor turnover in order to minimize the labor turnover within the hotel industry. 2.4 The cost of labor turnover In the previous section, some of the critical factors that affect the labor turnover are discussed. The following section will focus on the cost of labor turnover and its impact. Labor turnover is a significant cost to hotel and it may be the most significant factor affecting hotel profitability, service quality and skills training. (Davidson et. al., 2009). The cause of labor turnover is multidimensional, such as low morale, low productivity, low standard of performance and absenteeism. According to the statistics from TTF Australia(2006), the annual cost of replacing managerial employees was $109,909 per hotel and the annual cost of replacing operational employees was $9,591 per employee. The total annual cost of turnover ($49M) equates to 19.5% of 64 surveyed hotels total payroll costs ($250M). Another study stated that the Marriott Corporation alone estimated that each 1% increase in its employee turnover rate, costs the company between $5 and $15 million in lost revenues (Schlesinger and Heskett, 1991).Therefore, the cost of labor turnover is very high. Labour turnover is not only a significant tangible dollar cost but also an intangible or ‘hidden cost associated with loss of skills, inefficiency and replacement costs (Lashley Chaplain, 1999). The direct impact of labor turnover will cause financial suffering such as administrative cost and Lashley (1999) refers to lost investment in training and lost staff expertise as particular examples of turnover costs and opportunity costs. For the indirect impacts caused by high labor turnover are lack of manpower, poor quality of service and low morale of employees and also if turnover increases, service quality may decline as it takes time and resources to ‘back fill departing employees, especially at busy hotels (Lynn, 2002). Labour is a significant cost and the leakage of human capital through unnecessary turnover is an element of critical importance to bottom line performance. A number of HRM practices have been suggested as potential solutions for turnover, such as investment in training, offering organisational support, adopting innovative recruitment and selection processes, offering better career opportunities (Cheng Brown, 1998; Forrier Sels, 2003; Hinkin Tracey, 2000; Walsh Taylor, 2007; Walters Raybould, 2007) and adopting measures to increase job satisfaction and commitment. 2.5 How to manage the labor turnover in the hotel industry? High staff turnover is the common problem in hotel industry, it is also a major factor affecting workplace efficiency, productivity, and hotel cost structure. Labor turnover represents a challenge for contemporary HRM strategies and practices. Therefore, in this section, it will turn to focus on how to manage the labor turnover from the human resources perspective. In the previous section, the cost of labor turnover in the hotel is discussed. The total annual cost of turnover ($49M) equates to 19.5% of 64 surveyed hotels total payroll costs ($250M). The turnover cost are very high, thus the awareness of the importance of employees staying with an organization is evident. Hinkin and Tracey (2000) advocate that hospitality executives who understand the value of human capital and adopt organizational policies and management practices in pursuit of employee retention will outperform the competition. Effectively designed and well implemented employee retention programs that increase employee tenure more than pay for themselves through reduced turnover costs and increased productivity (Hinkin and Tracey, 2000). According to 2500 supervisors, managers and executives within this sector, the top five most important aspects a company can provide to retain their people are as follows: communication, Leadership, Career path, development and understanding aspirations and helping the individual towards achieving them.(Baum ,2006) This shows that, the employee are highly concern for this five elements to determine their job satisfaction. Therefore, when HRM design for a retention scheme, they can consider those five elements before their decision. 2.5.1Training In organizations where employees receive the proper training needed to assume greater responsibilities, turnover rates are generally lower. Several studies show that training activities are correlated with productivity and retention (Delery and Doty, 1996; Huselid, 1995; Kallenberg and Moody, 1994; MacDuffie, 1995; Shaw et al., 1998; Terpstra and Rozell, 1993; US Department of Labor, 1993, Walsh and Taylor, 2007; Youndt et al., 1996). Staff is a unique asset in the company. Therefore, many hotel have invest a huge number of money per year for staff development. Because they realize that provide training to their employees would enhance the organization produtivity and improve their job performance. For the long-term purpose, training can solve the problem of high labor turnover in a hotel. Moreover, the hotel industry are now have a general shortage of the middle management staff. Therefore, the training should be around to develop and train new management personnel. For example, in 2004 Shangri-La Hotel Resorts Shangri-La Academy was born, this is a full-time facility that handles internal training for progression up the ranks. In addition, the Intercontinental Hotel Group also launched an in-house training center in order to groom their high potential employees to take on managerial positions within their company. Those measures of the Shangri-La Hotel and the Intercontinental Hotel Group is to do the retention of their employees and confront the trend of shortage of experienced staff and try to minimize the labor turnover. 2.5.2 Motivate the employee Staff motivation is as vital to success as any skill or personal attribute and its also plays a key role in staff retention. Motivation is the process by which a persons efforts are energized, directed, and sustained toward attaining a goal.(Stephen Coulter, 2006:482) . Staff motivation is a key element in retaining staff and help them increase the job satisfaction thus the labor turnover rate may be decrease. It is essential for the management of hotels to develop efficient HRM polices and practices that enable them to motivate competent employees who can contribute to the achievement of

Analysis Aqualisa Quartz Essay

Every company dreams that one day they can bring something unique and very competitive, and use it to dominate the market. But things might not be as easy as they thought. In Aqualisa case, Harry Rawlinson, managing director of Aqualisa, gives us an example that even with new significant shower product Quartz, which seems to be perfect in every aspect, they cannot make a relative progress in U.K. shower market. Quartz is designed to solve all the troubles that exist in U.K. showers. It provides efficient and reliable water pressure and temperature, needs less space in bathroom, has a stylish looking and is easy to use and install. Although Quartz leaps all other showers, the initial sales results turned to be gloomy, as Rawlinson said â€Å"For some reason, it simply wasn’t selling†. To reveal these â€Å"reasons†, we will first look at the general shower market status, and then we will analysis two main factors that cause Quart fail in initial Sales: Quart itself and Plumber. Finally, we will examine Aqualisa’s marketing strategy and find out what is the right thing to do. Shower market in U.K. The U.K. shower market has 3 distribution channels, 3 buyer segments, and 2 Special roles: Plumber and Developer. To give a brief summary, we will use some charts to demonstrate characteristics of these elements, and use it for latter discussions. As we can see, Quartz has 61% in Rate of return (manufacturer) and 47% in Rate of return (retailer), which is not the highest among other products. And we notice that Aquavalve Value, which is in value segment, and Aquaforce 1. 0/1. 5 Bar, which is in Standard segment, have higher Rate of return, but these product sold well in lower segments. Thus Quartz cannot be blamed for overprice, at least it was no more expensive than Aqualisa’s other product. Besides, if we consider the installation cost that saved by Quartz (2 days to half day, with 40-80/hour), Quartz is even cheaper. So either the price was not the reason, or the price was misunderstood. Consumer could be blinded by Quartz’s high retail price and ignore its relatively high produce cost. Besides, Aqualisa â€Å"was generally recognized as having top quality showers, a premium brand, and great service†, that reputation could make consumers form the idea that Quartz is just another premium product which is not cost-effective. This misjudgment of Quartz’s value is the true reason that Quartz was not accepted in lower market. Thus lower Quartz’s price would have less result if the misconception remains unchanged. To solve this problem, Aqualisa need more effort to spread the idea that Quartz is economical and practical. Quartz’s former advertisement plan shows most of its progressiveness, like the picture in Exhibit-9, they list all the priorities, make it even more like a premium product. They need to give some economy features such as the cost of installation, the durability of Quartz’s parts, Quartz’s life time budget etc, and compare Quartz’s features with traditional showers, to remind consumers that Quartz values for their money. Plumber, Friend or Foe? Plumber is an important role in shower market. Exhibit-4 shows that about 73% shower selection are influenced by Plumbers. Yet Plumbers are â€Å"wary of innovation, particularly any innovation involving electronics†, AKA Quartz. The negative impact of Plumber’s attitude is obvious, and even Aqualisa calling â€Å"face-to-face introduce and explain the new product† to their â€Å"very loyal† plumbers, nothing changed in short term. Rawlinson was so desperate to plumbers that he thought about abandon plumbers and target consumers directly. Considering the plumbers’ high clout in current market share, and Aqualisa already have high market share (70%) in Do-It-Yourself Sheds which target consumer directly, give up plumbers would be ineffective and useless. Rather than evade the issue, let’s face it straight: Why Plumbers oppose Quartz and how to change it. The main reason that plumbers reject innovation derived from risk aversion. Because â€Å"unfamiliar products could present unknown performance problems†, which will make plumbers pay money and time to adjust. Former failure case like â€Å"push-button† controls in 1980s had Strengthened plumbers’ stubborn. But Quartz has no substantive contradiction with plumbers, on the contrary, it’s easy to install and operate that could give plumbers substantial benefits. As a matter of fact, Plumbers who â€Å"puts one in†, becomes â€Å"convert†. Thus Plumbers’ prejudice will disappear by time. By saying â€Å"Adoption is a long, slow process† Pestell, Aqualisa national sales manager, did not realize that they do have some ways to speed up the process. In fact, it seems that Aqualisa did not consider plumbers as a distinct important part in their sales. They barely treat plumbers like consumers or retailers, told plumbers how excellent or advanced Quartz is. But what they should do is telling how good Quartz will do to the plumbers themselves. They could show plumbers the contradistinctions in installing Quartz and traditional showers, and emphasize that Quartz will make their daily two days work to half day, reduce both their work intensity and work time. With this advantage, plumbers can do more jobs and be better off in more income. Aqualisa can also give more samples to plumbers or pay non-loyal plumbers to install Quartz to clear former haze of electronics. With focused promotion plan, Aqualisa will make plumbers realize Quartz is favorable, and turn them into steady alliance. Strategy, Breakthrough or Mark time? Aqualisa’s former strategy is Steady and comprehensive. They joined every segments of market and provided their products in all distribution channels. Their current core product is Aquavalve 609, and they had been in the upper level in the market share (â€Å"number two in mixing valves and number three in the overall UK shower market†), only surpass by Triton and Mira (Exhibit-2). When Quartz joins the family, it did not have a clear position among other siblings. Actually, Aqualisa showed no clear expectations in Quartz’s performance. They just spread it to whole market and hope it can dominate. This pointless strategy makes them unconscious to the market response thus they make no effective action when sales encountered difficulties. Even if their final target is the whole market, they could build milestones and interim objectives like enter the high-end market then extend to lower market or simplify the product to catch the lower market with low price then release advance model to premium user. Either way, the company should have a more specific positioning and targeting plan to meet the company’s expectation. Despite the former marketing strategy, Aqualisa now need to decide their next move. Rawlinson showed his trepidation that Aqualisa, which is profitable with its current products, may not be willing to take the risk of promoting Quartz. The risk comes from two sides: first, the development of Quartz has already spent 5. 8 million and three years times, further promotion could cost 3-4 million more. It’s hard to stay profitable with this huge investment. Second, the Quartz has competition effect with company’s Cash Cow product: Aquavalve, which also put company’s stable market share and benefit in uncertainty. The risk of launching new products is inevitable, but is it possible that Aqualisa can sit back, relax and enjoy its current benefit? As we learn from Exhibit-2 (U. K. Market Share Data 2000), Aqualisa, had 18. 1% market share in total units sold, while Triton and Mira were 30. 3% and 21. 7%. In the Electric Showers category, which Aqualisa sold most, the market share was 16. 9% while Triton had 43. 5%. And in Mixer showers category, where core product Aquavalve 609 rest, the market share was 20. 8% while Mira had 36. 4%. With these figure, we cannot say Aqualisa is in a safe place. They did not have domination in any part of the market, and there were significant gap between Aqualisa and market leader. With more than one competitor, Aqualisa could easily be replaced and fall into masses. At this situation, even promoting new product could cost a fortune, Aqualisa still need a breakthrough and Quartz is just what the company need. On the other hand, the existing market structure gives Quartz sufficient space to outspread. If Quartz is good enough to assault Aquavalve 609’s sale, it could also shake the leader position of Triton and Mira’s products. If Quartz is, as Rawlinson said, â€Å"first significant product innovation in the U. K. shower market since forever†, it will beat down others company’s products and increase Aqualisa’s market share, and not only in U. K. market, it can move forward to European markets or global markets, then the current promotion cost would be unremarkable. But if Aqualisa give up Quartz, the opportunity cost would be too big to accept. Rawlinson’s worry will become true: â€Å"In five years’ time, someone else will have got the world market for this technology†. Then the Aqualisa’s experiences would be competitors’ field test and its former investment would contribute to other’s benefit. Conclusion People usually consider that finding the goose is the hard part, but in fact, make the goose laid golden eggs is also not easy. Aqualisa holds its goose named Quartz, and shows us such an example. This case also told us it’s not only about what we have, it’s more about how to connect everything together, including product (Quartz), customer, collaborator (plumber), market, make right decisions and build relationships.