Analysis Of Sonic Devices By William Blake And...

Sonic devices can be defined as deliberate alterations made in poems that affect the sound quality of the poem for emphasis or seizing the attention of the readers. Sonic techniques can also be used for vivid description (Golston). For instance, onomatopoeia is a technique that mimics the sound created by another object. This is to help the reader create a mental picture of what the poet is trying to describe. Sonic techniques mark the rhythm in a piece. The combination of alliteration, repetition, consonance, assonance, and meter, cumulatively build the rhythmic tone of a poem. This paper seeks to highlight these techniques, and their applications in the works of two prolific poets of their time; William Blake and Langston Hughes. Analysis Blake and Hughes are significantly different. They came from different eras and wrote about diverse themes. This may be attributed to the fact that they are from dissimilar ethnic backgrounds. Hughes is African American while Blake is British. This ominously sets them apart as they experienced different ways of life. Conversely, these two poets share the use of sonic techniques in their work. Once again art has brought together people from different parts of the world. The first and arguably the most mutual sonic device employed by both poets is alliteration. This is the repetition of initial sounds at short intervals or in adjoining words. Alliteration is employed for emphasis and rhyme. In Langston Hughes Theme for English B, the

The Mass Of Broadcast Journalism - 1142 Words

Many aspiring Mass Communications majors find themselves intrigued and hopeful by the medium of Broadcast Journalism. Young students imagine themselves on television speaking to the public about the everyday happenings around the community. However, as other growing mediums emerge, Broadcast Journalism is a dwindling in viewership, especially with the younger generation. For my field research, I had the pleasure of interviewing Christian Schaffer. The newest co-anchor of Good Morning Maryland on ABC-2 News in Baltimore. Broadcast news is a medium that is thrilling, exciting, and fast paced. Schaffer took time out of his action filled day to allow me to interview him and get inside his everyday world of reporting and action. Schaffer’s†¦show more content†¦When everything is finished for the day he usually heads home to rest before starting his 3am shift the next morning. Schaffer graduated from Richmond University over twenty years ago with a bachelor in Journalism. He then started as a news producer in Richmond, Virginia and moved to Greensboro, North Carolina and Boston, Massachusetts the following ten years. During this time, he also finished his Masters in Broadcast Journalism at Boston University. Schaffer’s first on-camera reporting job occurred in Harrisburg, Pennsylvania at WHP-TV CBS which set the basis for what he enjoys doing the most in journalism. Ten years ago, Schaffer landed a job reporting in Baltimore at ABC-2 News and then six months ago took over as the co-anchor of the morning news this year. When the internal job posting opened, Schaffer used his time with the company and sought after the co-anchor position. He went through a series of â€Å"try outs† for a few months before being offered a three-year contract as the Good Morning Maryland ABC-2 News co-anchor. Schaffer enjoyed being behind the scenes as a reporter but found a new passion for on air broadcast. After initially being nervous about being on the spot as a news anchor, he quickly let it go so he could develop his on-air charisma to fit with ABC-2 News. The E.W. Scripps Company owns ABC-2 News andShow MoreRelatedMahatma Gandhi as a Mass Communicator1660 Words   |  7 PagesIntroduction In the contemporary media world, where the advertorials probably bear more importance than the editorials, I believe it should be interesting to know how the Father of our Nation, Mahatma Gandhi, contributed to the fields of journalism and mass communication. An effective communicator, Gandhi was fearless and eloquent with his words. He reached out to millions of people and convinced them of his cause. According to Chalapathi Raju, an eminent editor, Gandhi was probably the greatestRead MoreGood Night And Good Luck : A Cultural Impact1503 Words   |  7 PagesGood Night and Good Luck: A Cultural Impact In the world of Good Night and Good Luck broadcast journalism was in it’s infancy, television had seeped into the homes and lives of the public, and Americans lived in fear of an invasion of the red. This isn’t too different from our world today: instant-access journalism is on the rise, the internet has captured our lives, and Americans live in fear of an invasion of foreigners. George Clooney’s film has a remarkable timelessness to it, which goes farRead MoreThe Rise And Fall Of Traditional Journalism1283 Words   |  6 PagesJournalism is gathering, processing, and dissemination of news, and information related to news, to an audience. The word applies to the method of inquiring for news, the literary style which is used to disseminate it, and the activity (professional or not) of journalism. With the invention of complicated printing technology in the 1870s, photographic images were possibly created for the reproduction in newspapers and magazines. Then a hundred years later, the newspaper industry reached its apexRead MoreChilean Journalism Practices And How They Have Evolved And Respond Within The Culture1104 Words   |  5 Pages Claudia Mellado and Claudia Lagos, journalism professors at Chilean universities conducted a study on Chilean journalism practices and how they have evolved and responded to changes within the culture. Different platforms took different directions depending on whether they were national and supported by the government or private and supported independently. (Mellado 140) As the Chilean government allowed more â€Å"freedom of speech† with the country, more media platforms came about. (Mellado 140) Read MoreWhat Makes A Success?1157 Words   |  5 Pagesfuture job choice is to be a news reporter/anchor. According to the U.S. Bureau of Labor Statistics: Reporters, correspondents, and broadcast news analysts inform the public about news and events happening locally, nationally, and internationally. They report the news for magazines, newspapers, websites, radio, and even television. (Reporters, Correspondents, and Broadcast News Analysts). Reporters spend on a lot of time inter viewing people and investigating stories that could later be breaking newsRead MoreThe Effects Of Media On Society s Interpretation Of The World s Radio Drama900 Words   |  4 PagesLITERATURE REVIEW Mass media programs have influenced civilizations for decades. Radio, television, and social media all play apart in shaping society’s interpretation of the world around them, as well transmitting information that becomes a shared world view among large groups of people. Throughout the years, much research has been completed over how media affects society, and public opinion of the media and its effects has changed drastically over the years. One specific event that many peopleRead MoreThe Field Of Journalism And Education1320 Words   |  6 PagesSociety often refers to journalism as the fourth estate, in conjunction with the executive, judicial, and legislative branches of government. As a profession that is regarded with such an influential nickname, it is essential that the field of journalism be well equipped with professionals who possess the necessary knowledge and skills to provide society with valid and objective reporting. The skills that make up a strong journalist are thoroughly introduced and taught throughout an individual’sRead MoreThe History Of Journalism And The World Of Media1320 Words   |  6 PagesThe history of journalism is very important to the world of media because it shows us a picture of what people viewed as important. Additionally, its history analyzes the structure of worldwide and national positions as well as their cultures. It defines the history of media and incorporates the history of broadcast, and computer technology along with newspapers and other media outlets. The history of journalism is also important because it allows journalist to learn from some of the most influentialRead MoreThe Media And Its Influence On Politics1643 Words   |  7 PagesIn a reasonable world we expect that all sources of media will gather different acts and situations and broadcast it fairly, and responsively. Each individual relies on the media in order to receive information daily. The question raised in this essay is â€Å" Has the media shown news accurately, fairly or even completely?† And â€Å"How has it brought down the economy†. Throughout this essay I will look into the media and its influences that it has on politics, Its Government and the economy that surroundsRead MoreThe National Mass News Media911 Words   |  4 Pages1. The national mass news media, including broadcast networks and newspapers, are increasingly unable to fulfill their traditional roles as government watchdogs because neither broadcast networks nor newspapers have as great as a reach. Before cable and the Internet, the president reached the national public through national media, which desired to appeal to audiences covering the partisan divide. The major media outlets controlled the flow of news from Washington and the president’s access to what

Stefan’s Diaries Bloodlust Chapter 5~6 Free Essays

Chapter 5 A day later, the train screeched to a stop. â€Å"Baton Rouge!† a conductor called in the distance. We were getting closer to New Orleans, but the time was creeping by far too slowly for my liking. We will write a custom essay sample on Stefan’s Diaries: Bloodlust Chapter 5~6 or any similar topic only for you Order Now I flattened my back against the wall of the car, noticing passengers hastily packing up their belonging as they prepared to vacate their quarters, when my eye fell upon a green ticket, emblazoned with a large boot print. I knelt down and picked it up.Mr. Remy Picard, Richmond to New Orleans. I tucked it into my pocket and jauntily walked back through the train, until I felt someone gazing at me curiously. I turned around. Two sisters were smiling at me through the window of a private compartment, their expressions bemused. One was working on a piece of needlepoint, the other writing in a leather-bound diary. They were being watched with hawk-like intensity by a short, plump woman in her sixties, clad in all black, most likely their aunt or guardian. I opened the door. â€Å"Sir?† the woman said, turning toward me. I locked my gaze onto her watery blue eyes. â€Å"I believe you left something in the dining car,† I said. â€Å"Something you need.† I continued, copying Damons low, steady voice. Her eyes shifted, but I sensed that this was different from the way the conductor had responded to my words. When Id tried to compel the conductor, it was as if my thoughts had collided with steel; here, it was as though my thoughts were breaking through fog. She cocked her head, clearly listening. â€Å"I left something † She trailed off, sounding confused. But I could sense something in my brain, a sort of melding of our minds, and I knew she wouldnt fight me. Immediately, the woman shifted her bulk and stood up from her seat. â€Å"Why, ah, I believe I did,† she said, turning on her heel and walking back down the hall without a backward glance. The metallic door of the car closed with a click, and I pulled the heavy navy curtains over the little window to the aisle. â€Å"Nice to make your acquaintance,† I said as I bowed to the two girls. â€Å"My name is Remy Picard,† I said, surreptitiously gazing down at the ticket poking out of my breast pocket. â€Å"Remy,† the taller girl repeated quietly, as if committing my name to memory. I felt my fangs throb against my gums. I was so hungry, and she was so exquisite I mashed my lips together and forced myself to stand still.Not yet. â€Å"Finally! Aunt Minnies never left us alone!† the older girl said. She looked to be about sixteen. â€Å"She thinks we arent to be trusted.† â€Å"Arent you now?† I teased, easing into the flirtation as the compliments and responses volleyed back and forth. As a human, I would have hoped such an exchange would end with a squeeze of the hand or a brush of lips against a cheek. Now, all I could think of was the blood coursing through the girls veins. I sat down next to the older girl, the younger ones eyes searching me curiously. She smelled like gardenias and bread just out of the oven. Her sister–they must have been sisters, with the same tawny brown hair and darting blue eyes–smelled richer, like nutmeg and freshly fallen leaves. â€Å"Im Lavinia, and this is Sarah Jane. Were going to move to New Orleans,† the one girl said, putting her needlepoint down on her lap. â€Å"Do you know it? Im worried Ill miss Richmond horribly,† she said plaintively. â€Å"Our papa died,† Sarah Jane added, her lower lip trembling. I nodded, running my tongue along my teeth, feeling my fangs. Lavinias heart was beating far faster than her sisters. â€Å"Aunt Minnie wants to marry me off. Will you tell me whats it like, Remy?† Lavinia pointed to the ring on my fourth finger. Little did she know that the ring had nothing to do with marriage and everything to do with being able to hunt girls like her in broad daylight. â€Å"Being married is lovely, if you meet the right man. Do you think youll meet the right man?† I asked, staring into her eyes. â€Å"I I dont know. I suppose if hes anything like you, then I should count myself lucky.† Her breath was hot on my cheek, and I knew that I couldnt control myself for much longer. â€Å"Sarah Jane, I bet your auntie needs some help,† I said, glancing into Sarah Janes blue eyes. She paused for a moment, then excused herself and went to find her aunt. I had no idea if I was compelling her or if she was simply following my orders, because she was a child and I was an adult. â€Å"Oh, youre wicked, arent you?† Lavinia asked, her eyes flashing as she smiled at me. â€Å"Yes,† I said brusquely. â€Å"Yes, I am wicked, my dear.† I bared my teeth, watching with great satisfaction as her eyes widened with horror. The best part of feeding was the anticipation, seeing my victim trembling, helpless,mine. I slowly leaned in, savoring the moment. My lips grazed her soft skin. â€Å"No!† she gasped. â€Å"Shhh,† I whispered, pulling her closer and allowing my teeth to touch her skin, subtly at first, then more insistently, until I sank my teeth into her neck. Her moans became screams, and I held my hand over her mouth to silence her as I sucked the sweet liquid into my mouth. She groaned slightly, but soon her sighs turned into kittenish mews. â€Å"New Orleans, next stop!† the conductor yelled, breaking my reverie. I glanced out the window. The sun was sinking low into the sky, and Lavinias nearly dead body felt heavy in my arms. Outside the window, New Orleans rose up as if in a dream, and I could see the ocean continuing on and on forever. It was like my life was destined to be: never-ending years, never-ending feedings, never-ending pretty girls with sweet sighs and sweeter blood. â€Å"Forever panting, and forever young,† I whispered, pleased at how well the lines from the poet Keats suited my new life. â€Å"Sir!† The conductor knocked on the door. I strode out of the compartment, wiping my mouth with the back of my hand. He was the same conductor whod stopped Damon and me just outside Mystic Falls, and I saw suspicion flash across his face. â€Å"Were in New Orleans, then?† I asked, the taste of Lavinias blood in the back of my throat. The ginger-haired conductor nodded. â€Å"And the ladies? Theyre aware?† â€Å"Oh yes, theyre aware,† I said, not breaking my gaze as I slipped my ticket out of my pocket. â€Å"But they asked not to be disturbed. And I ask not to be disturbed, too. Youve never seen me. Youve never been by this compartment. Later, if anyone asks, you say there may have been some thieves who got on the train outside Richmond. They looked suspicious. Union soldiers,† I invented. â€Å"Union soldiers?† the conductor repeated, clearly confused. I sighed. Until I had compelling under control, Id have to resort to a more permanent style of memory erasing. In a flash I grabbed the conductor by the neck and snapped it as easily as if it were a sweet pea. Then I threw him into the compartment with Lavinia and shut the door behind me. â€Å"Yes, Union soldiers always do make a bloody mess of things, dont they?† I asked rhetorically. Then, whistling the whole way, I went to collect Damon from the gentlemens club car. Chapter 6 Damon was slumped right where Id left him, an untouched whiskey glass sweating on the oak table in front of him. â€Å"Come on,† I said roughly, yanking Damon up by the arm. The train was slowing, and all around us passengers were gathering their belongings and lining up behind a conductor who stood in front of the black iron doors to the outside world. But since we were unencumbered by possessions and blessed with strength, I knew our best bet was to exit the train the same way wed entered: by jumping off the back of the caboose. I wanted us both to be long gone before anyone noticed anything was amiss. â€Å"You look well,brother.† His tone was light, but the chalkiness of his skin and the purpling beneath his eyes gave away just how truly tired and hungry he was. For an instant, I wished Id left some of Lavinia for him, but quickly brushed aside the thought. I had to take a firm hand. That was how Father used to train the horses. Denying them food until they finally stopped yanking on the reins and submitted to being ridden. It was the same with Damon. He needed to be broken. â€Å"One of us has to maintain our strength,† I told Damon, my back to him as I led the way to the last car of the train. The train was still creeping along, the wheels scraping against the iron lengths of track. We didnt have much time. We scrambled back through the sooty coal to the door, which I pulled open easily. â€Å"On three! One Two † I grabbed his wrist and jumped. Both of our knees hit the hard dirt below with a thud. â€Å"Always have to show off, dont you, brother?† Damon said, wincing. I noticed his trousers had been torn at the knees from the fall, and his hands were pockmarked with gravel. I was untouched, except for a scrape on my elbow. â€Å"You should have fed.† I shrugged. The whistle of the train shrieked, and I took in the sights. We were on the edge of New Orleans, a bustling city filled with smoke and an aroma like a combination of butter and firewood and murky water. It was far bigger than Richmond, which had been the largest city Id ever known. But there was something else, a sense of danger that filled the air. I grinned. Here was a city we could disappear in. I began walking toward town at the superhuman speed I still hadnt gotten used to, Damon trailing behind me, his footfalls loud and clumsy, but steady. We made our way down Garden Street, clearly a main artery of the city. Surrounding us were rows of homes, as neat and colorful as dollhouses. The air was soupy and humid, and voices speaking French, English, and languages Id never heard created a patchwork of sound. Left and right, I could see alleyways leading down to the water, and rows of vendors were set up on the sidewalks, selling everything from freshly caught turtles to precious stones imported from Africa. Even the presence of blue-coated Union soldiers on every street corner, their muskets at their hips, seemed somehow festive. It was a carnival in every sense of the word, the type of scene Damon would have loved when we were human. I turned to look over my shoulder. Sure enough, Damons lips were curved in a slight smile, his eyes glowing in a way I hadnt seen in what felt like ages. We were in this adventure together, and now, away from memories of Katherine and Fathers remains and Veritas, maybe Damon could finally accept and embrace who he was. â€Å"Remember when we said wed travel the world?† I asked, turning toward him. â€Å"This is our world now.† Damon nodded slightly. â€Å"Katherine told me about New Orleans. She once lived here.† â€Å"And if she were here, shed want you to make this town your own–to live here, be here, to take your fill and make your place in the world.† â€Å"Always the poet.† Damon smirked, but he continued to follow me. â€Å"Perhaps, but its true. All of this is ours,† I said encouragingly, spreading my hands wide. Damon took a moment to consider my words and simply said, â€Å"All right, then.† â€Å"All right?† I repeated, hardly hoping to believe it. It was the first time hed glanced into my eyes since our fight at the quarry. â€Å"Yes. Im following you.† He turned in a citcle, pointing to the various buildings. â€Å"So, where do we stay? What do we do? Show me this brave new world.† Damons lips twisted into a smile, and I couldnt tell whether he was mocking me or was speaking in earnest. I chose to believe the latter. I sniffed the air and immediately caught a whiff of lemon and ginger.Katherine.Damons shoulders stiffened; he must have smelled it, too. Wordlessly, both of us spun on our heels and walked down an unmarked alleyway, following a woman wearing a satin lilac dress, a large sunbonnet on top of her dark curls. â€Å"Maam!† I called. She turned around. Her white cheeks were heavily rouged and her eyes ringed with kohl. She looked to be in her thirties, and already worry lines creased her fair forehead. Her hair fell in tendrils around her face, and her dress was cut low, revealing far too much of her freckled bosom than was strictly decorous. I knew instantly she was a scarlet woman, one wed whisper about as boys and point to when we were in the tavern in Mystic Falls. â€Å"You boys lookin for a good time?† she said languidly, her gaze flicking from me to Damon, then back again. She wasnt Katherine, not even close, but I could see a flicker in Damons eyes. â€Å"I don’t think finding a place to stay will be a problem,† I whispered under my breath. â€Å"Don’t kill her,† Damon whispered back, his jaw barely moving. â€Å"Come with me. I have some gals whod love to meet you. You seem like the type of boys who need adventure. That right?† She winked. A storm was brewing, and I could vaguely hear thunderclaps in the far distance. â€Å"Were always looking for an adventure with a pretty lady,† I said. Out of the corner of my eye, I saw Damon tighten his jaw, and I knew he was fighting the urge to feed.Don’t fight it, I thought, fervently hoping Damon would drink as we followed her along the cobblestone streets. â€Å"Were right here,† she said, using a large key to unlock the wrought-iron door of a periwinkle blue mansion at the end of a cul-de-sac. The house was well kept, but the buildings on either side seemed abandoned, with chipping paint and gardens overflowing with weeds. I could hear the jaunty sound of a piano playing within. â€Å"Its my boardinghouse, Miss Mollys. Except, of course, at this boardinghouse we show you sometruehospitality, if thats what youre in the mood for,† she said, batting her long eyelashes. â€Å"Coming?† â€Å"Yes, maam.† I pushed Damon through the doorway, then locked the door behind us. How to cite Stefan’s Diaries: Bloodlust Chapter 5~6, Essay examples

Exploring Ethics in Business Networks †Free Samples to Students

Question: Discuss about the Exploring Ethics in Business Networks. Answer: Introduction: Every manager needs to undertake an important role in the organisations so that they can help it to attain success. In the words of Holden, Linnerud and Banister (2017), managers play various roles in an organisation. In an organisation like Coles, one such role played by a manager is that of being a leader. Coles is a supermarket store located in Melbourne Australia. It is a subsidiary of Wesfarmers and was established in 1914 (Coles.com.au. 2018). At the same time, other roles include the monitoring, spokesperson and entrepreneurial that can help managers to adapt to the various challenges they face in the organisation. The challenges faced by the managers of Coles include the satisfaction of the employees, threat from the competitors and other external environmental factors such as changes in the political and economic level of a country. As observed by Le Blanc (2015) the challenges present itself in the form of threats that can disrupt the organisation and cause loss of productivity of Coles. Motivating employee can be a challenge for the managers as every employee have different needs and preferences. Hence, every employee needs to be satisfied so that managers can get the required cooperation and support from the employees. Therefore, the functions of the managers can be discussed so that the challenges can be mitigated. One of the most important functions of a manager is the ability to plan effectively. Every manager needs to ensure that a proper planning is done by taking into consideration the factors that affect the environment. This particular function helps in setting out a blueprint based on which the goals of Coles can be achieved. Other functions include organising, staffing, leading and controlling the employees so that effective results can be obtained. However, risks can be involved while carrying out the functions that may affect the organisations. According to Charles Jr, Schmidheiny and Watts (2017), the risks faced by the managers of Coles can be from the external as well as the internal environment. For example, improper planning of the strategies may cause risk factors, as the strategies cannot be applied effectively. Hence, the risk of losing a competitive advantage exists. Along with this, the biggest risk that managers face is the crisis in the economic factors. Without proper support from the economy, an organisation faces the risk of a low purchasing power of customers. Impact of value, ethics and diversity in organisations According to Carley and Christie (2017), the value of an organisation signifies the extent to which organisations tend to present itself in the market. The value of Coles upholds the manner in which the duty of the organisation is undertaken. Every organisation need to collaborate with the culture and value of the place in which it functions. The functioning of the organisation signifies the value it needs to develop and follow so that it can conduct its functions in an effective manner. Therefore, the values of Coles define the manner in which it presents and conducts itself in the business market of Australia. At the same time, it can be said that Coles need to be ethical while continuing its business. The ethical factors include providing proper and fair employment opportunities to people and treating them without in a kind manner. Ethical issues in an organisation include abstaining from any type of abuses on the employees. Proper maintaining of the laws of a country need to be upheld so that the organisations can function properly (Pearce 2014). It has been seen that every organisation need to display the ethical rules and policies so that it can protect the employees from any violation. The ethical considerations in an organisation are important as an organisation consist of various people from different backgrounds. The diversity in the organisations such as Coles can help it to prolong its business in different cultures. According to Galegher, Kraut and Egido (2014), the presence of people of a different culture and ethnic background provides organisations with an opportunity to learn about the culture that is present in other countries. This can help during its expansion in that country and thereby enhance its reputation. The decision-making capability of an organisation also improves as various opinions are obtained that help in creating uniqueness in the organisations. Thus, after analysing the effectiveness of ethics, values and diversity, it can be said that the roles, behaviours and performance of the managers can also be pointed out. The managers of Coles need to provide flexibility in the thought process and ensure that every employee follows the ethics involved in the organisations. During decision-making, the managers need to include the employees from the various cultures so that uniqueness of the business can be maintained. Apart from this, the managers need to ensure that the organisational values display the contents of the organisation and the beliefs it has while continuing its business. Method of working together Teamwork is one of the most important aspects that can help an organisation to succeed (Gargiulo et al. 2015). Without teamwork, an organisation cannot expect to continue its good work and thereby the productivity may be hampered. In an organisation with diverse teams, it is necessary that the employees work together to ensure that the goals of the organisation, as well as the team, are achieved. Research from the use of quantitative method indicates that teamwork can be maintained by effectively applying the model proposed by Tuckman. Tuckmans team management model indicates that every team goes through several processes that bring about ultimate success at the end. The stages of forming a team include forming, storming, norming and performing. These four stages help in the development of a team so that an organisation can continue to work in an effective manner and ensure that success is obtained. According to Forsyth (2018), the teamwork of the people requires being done in a manner so that ethical policies are respected and the team develop a sense of mutual respect for one another. However, criticism has been made about this model stating that the team bonding by the application of this model takes time. Thus, the application of a different teamwork model can be applied that can help employees to identify the job roles that best suit their skills. According to Sherif (2015), the application of Belbins nine-team role model can help employees develop skill sets that are based specialisation of their work. Every employee can be provided with the task that suits their personal skills and which can be used to contribute to the development of an organisation. Thus, it can be said that the application of Belbin's model is effective than Tuckman's model. As stated by Ovsiannikov (2014) teamwork can help organisations to maintain effective productivity and thereby can help in reaching the targets set by the company. Hence, it can be said that in the case of Coles, the working in a team requires full cooperation and trust of each member. The loyalty of the team members towards a team and an organisation help it to ensure that effective team performance can be maintained. Thus, it can be said that working as a team can lead Coles to success only if the team is guided properly and collaboration is maintained. Focusing on areas of management Organisational strategies: The strategies of Coles include certain planning that is necessary for the success of the business. The strategies include an analysis of the external and the internal factors that may cause hindrance in the progress of an organisation. As stated by Tucker (2017) organisational strategies need to focus on the planning of the organisation and the manner in which it can be implemented in its success. The planning need to be undertaken to keep in mind the risk factors that may be faced by the organisations. Hence, it can be said that organisational strategies are important as it helps an organisation to define the area where it wants to be in the future. In other words, it can help Coles in the future development in the retail market sector Organisational structure: This is considered as one of the most important frameworks of an organisation. The organisational structure includes the manner in which every employee and employer needs to report and monitor one another so that no communication exists. Usually, the hierarchical organisational structure is followed by most organisations and it is important that the hierarchy be maintained so that organisational development takes place (Abdolmanafi, Soroush and Mohamadi 2015). The organisational structure of Coles helps in the development of the strategies as the ideas can be obtained from the employees either directly or indirectly. The employers of every department need to ensure that they priority of the works on an everyday basis so that strategies can be formed based on the work performed. Working as a team can help employees understand the role they need to play in the organisation and the people they need to report. Organisational culture: Organisational culture refers to the values and beliefs that are set in an organisation. The manner in which these values are created shed light on the fact that organisational culture is one of the most important factors that govern a company. The culture provides an identity to the type of work done by an organisation like Coles and the value it represents in the business. As stated by Engle et al. (2017) every organisation needs to maintain a culture that balances work and relaxation aspects of the employees. Every employee needs to be given the proper freedom to work and maintain factors that are necessary for gaining refreshment. However, the freedom needs to be provided keeping in mind the ethical policies and organisational procedures. Sustainable practise adopted in organisations Sustainable practises in an organisation are an indication of the factors that are used to ensure the organisations maintain a business that protects the environment. In the modern days, sustainability of a business is an important aspect as it helps in maintaining the environment from any type of harm. The factors that are necessary for the conservation of an environment are taken into consideration and it is necessary that the sustainability of the business is developed by identifying the factors that cause harm to the environment (Halinen and Jokela 2016). The conservation of the natural resources is important for the protection of natural resources for Coles. It is necessary that Coles make a vow of maintaining sustainability in the environment by following the rules and regulations that direct sustainability. This includes ensuring that the organisation use more innovative approaches to continue its working. Crane and Matten (2016) stated that the sustainability of an organisation could be determined by the manner in which it involves itself in the CSR activities. The CSR activities can help Coles to maintain a proper balance in the environment and spread the importance of sustainability in the society. Thus, it can be said that the case study research of Robert K Yin is an excellent example of the manner in which sustainability can be maintained. In this research, it is stated that the sustainability of an organisation can help in the development of an environment. One of the external threats that need to be accessed by Coles is the threat to the environment. The society in which Coles works contributes to the protection of the environment and thereby any type of constraints found can result in the reduction of the popularity of the organisations. According to Dierksmeier et al. (2016), the manner in which the environment is protected signifies the popularity of an organisation. Thus, it can be concluded that the management perspectives that are involved in the organisations need to focus on its sustainability. Managers of an organisation need to understand the role environment plays in the success of a business and accordingly make plans for the success of the company. Reference Abdolmanafi, S., Soroush, H. and Mohamadi, M., 2015. A Study on the Relationship between the Roles Played by Managers in Administrative System with Organizational Effectiveness.Asian Journal of Research in Business Economics and Management,5(2), pp.215-226. Carley, M. and Christie, I., 2017.Managing sustainable development. Routledge. Charles Jr, O.H., Schmidheiny, S. and Watts, P., 2017.Walking the talk: The business case for sustainable development. Routledge. Coles.com.au. 2018.Coles Supermarkets. [online] Available at: https://www.coles.com.au/ [Accessed 30 Mar. 2018]. Crane, A. and Matten, D., 2016.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Dierksmeier, C., Amann, W., Von Kimakowitz, E., Spitzeck, H., Pirson, M. and Von Kimakowitz, E. eds., 2016.Humanistic ethics in the age of globality. Springer. Engle, R.L., Lopez, E.R., Gormley, K.E., Chan, J.A., Charns, M.P. and Lukas, C.V., 2017. What roles do middle managers play in implementation of innovative practices?.Health care management review,42(1), p.14. Forsyth, D.R., 2018.Group dynamics. Cengage Learning. Galegher, J., Kraut, R.E. and Egido, C., 2014.Intellectual teamwork: Social and technological foundations of cooperative work. Psychology Press. Gargiulo, C., Malandrino, D., Pirozzi, D. and Scarano, V., 2015. Simulation data sharing to foster teamwork collaboration.Scalable Computing: Practice and Experience,15(4), pp.309-330. Halinen, A. and Jokela, P., 2016. Exploring Ethics in Business Networks: Propositions for Future Research. InExtending the Business Network Approach(pp. 333-356). Palgrave Macmillan, London. Holden, E., Linnerud, K. and Banister, D., 2017. The imperatives of sustainable development.Sustainable Development,25(3), pp.213-226. Le Blanc, D., 2015. Towards integration at last? The sustainable development goals as a network of targets.Sustainable Development,23(3), pp.176-187. Ovsiannikov, L.V.E., 2014.Group analysis of differential equations. Academic Press. Pearce, D., 2014.Blueprint 3: Measuring sustainable development. Routledge. Sherif, M., 2015.Group conflict and co-operation: Their social psychology(Vol. 29). Psychology Press. Tucker, E., 2017. Engaging employees: three critical roles for managers.Strategic HR Review,16(3), pp.107-111.

Competitive Strategies Apple and Microsoft

Introduction Apple Inc. was initially referred to as Apple Computer, Inc. It is a global corporation from America and engages in personal computers, computer software, and consumer electronics.Advertising We will write a custom research paper sample on Competitive Strategies: Apple and Microsoft specifically for you for only $16.05 $11/page Learn More Steve Jobs established the company in 1976. According to the Fortune Magazine, Apple was United States’ most admirable company in 2008. Beginning from 2008 to 2012, Apple was the world’s most admirable company. Microsoft deals with the sale of personal computers and software. Differences between Corporate Culture in Apple and Microsoft The key difference in the corporate culture practised at Microsoft and Apple is secrecy. Apple’s fans rely on the company’s rumour sites for speculations regarding the launch of novel products. Apple hardly displays its products before they are rea dy for shipping. On the contrary, Microsoft provides sneak product previews long before the products are launched. This is partially as a result of the corporate culture at Microsoft. In addition, the company has a wide array of enterprise customers and vendors who require arranging software appraisal ideas. Apple invests in an exceptionally hardnosed corporate culture. This is a mystery that all global business executives desire to comprehend (O’Regan, 2012). The culture is founded on the concept that employees with a self- drive deliver more as opposed to cases where there are managers at every department. The organizational structure at the company was almost unpopular and purposed at allowing people working in the fields to make decisions. Apple is admired for its delightful but intricate technologies. However, it is worth noting that the company’s environment is termed as unforgiving and brutal. In regard to this, there is a strict adherence to accountability, swi ft decisions, and perfect articulation of communication. Every meeting is guided by an action list and every employee knows their supervisor. The weekly meetings aim at promoting a responsible culture.Advertising Looking for research paper on computer science? Let's see if we can help you! Get your first paper with 15% OFF Learn More The MSDN (Microsoft Developer Network) offers technical references that can be used by developers. In addition, articles from the company’s magazines are also available. Individuals and companies are offered subscriptions by the MSDN. Expensive subscriptions allow access to beta software versions (Lee Yu, 2004). In 2004, the company initiated a community site, which was meant for users and developers. The site was referred to as Channel9 and it offered an internet debate and wiki. The On10.net site offers daily video casts in addition to other services. Helpful individuals can be selected by the company’s employees or peers for the MVP (Microsoft Most Valuable Professional) status. People in this group possess a unique social status and can receive awards and benefits. At Microsoft, the phrase â€Å"eating our own dog food† refers to the policy of utilising beta versions and preleases when testing products in real circumstances. The company’s hiring process is exceptionally unique and imitated by other companies, which dub it as the â€Å"Microsoft interview.† The company is marked as notorious for denying the H1B visas that permitted US companies to recruit particular foreign workers (Jones, 2010). Microsoft argues that employing foreign workers at lower salaries will result to unemployment among the US citizens. Ways in which each unique culture ensures positive competition In the case of Apple, a culturally responsible workplace ensures that employees enjoy their roles. In addition, every employee knows who should address their issues. As such, employees possess an exceptionally high level of self- drive. Consequently, this increases every employee’s output. This is a factor that promotes positive competition. Employees at Apple value their company, offer diverse ideas on novel technologies and developments, and advise on how to curb competition. This ensures that the company produces unique products and uses unique marketing strategies, which enlarges the company’s market share (Flamholtz, 1995). On the other hand, Microsoft hugely invests in the opinions and ideas from funs, customers, and employees. As stated earlier, the company has several newsgroups and online debate sites where various individuals can offer their opinions. Through this, the company gains innovative ideas and a wide knowledge base. Consequently, the company uses this feedback to better their products.Advertising We will write a custom research paper sample on Competitive Strategies: Apple and Microsoft specifically for you for only $16.05 $11/page Learn More How each company would thrive if the present corporate culture was changed At Apple, the employees are guided by the CEO’s authority. In this regard, it is worth noting that the two companies use different leadership styles. For instance, at Apple, the Head of Design can speak on behalf of the CEO. Design is an extremely vital priority at the company. On the contrary, Microsoft relies on negotiation. It is all about supporting individuals and companies who support their features. In my view, irrespective of the excellent negotiation skills at Microsoft, there is need for a style of leadership where the leader has the overall say. This ensures some form of control (Want, 2006). It is worth pointing out that Microsoft possesses exceptionally brilliant individuals and is extremely successful. Apple Company should retain their simplicity, specialization, and the culture of concentrating on a few accomplishments at a time. Apple should engage in restructuring st rategies so as to be able to control its finances and operations, which will ensure its competitiveness. References Flamholtz, E. (1995). Managing organizational transitions: implications for corporate and human resource management. European Management Journal, 13(1), 39-51. Jones, G. R. (2010). Organizational theory, design, and change. Upper Saddle River, NJ: Prentice Hall. Lee, S. K. J., Yu, K. (2004). Corporate culture and organizational performance. Journal of Managerial Psychology, 19(4), 340-359. O’Regan, G. (2012). Technology Companies. London: Springer.Advertising Looking for research paper on computer science? Let's see if we can help you! Get your first paper with 15% OFF Learn More Want, J. (2006). Corporate culture: Illuminating the black hole. New York: St. Martin’s Press. This research paper on Competitive Strategies: Apple and Microsoft was written and submitted by user Haleigh Mendoza to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Tiger Essays

Tiger Essays Tiger Essays The princess had to decide whether to send the lover to the tiger or to the lady. The lover’s destiny was in the princess’s hands since she knew what was behind the doors. If the princess sent to the tiger, he would die and if she sent him to the lady, the lover would marry her. It was a tough decision because she hated the lady, she wanted to have a semi barbaric futurity with the lover but at the same time, she doesn’t want to see the horror of the tiger death and she wants to legitimize their love. The princess sent the lover to the tiger because of semibarbaric futurity, she dislikes the lady and she is semibarbaric. To begin with, she would send her to the tiger because she wants to see him in the semibarbaric futurity. The princess lost the lover because either way if he picks the tiger or the lady, the princess won’t have him anymore unless the lover could wait for the princess in the heavens until she dies. â€Å"Would it not be better for him to die at once, and go to wait for her in the blessed regions of semibarbaric futurity?† (Stockton, 9). Based on this, the princess has a religious belief so she believes they will be reunited in the heaven. Even if they can’t be together in reality, at least there is a chance for them to be together in the heavens. Secondly, the princess hates the lady, so she would send the lover to the tiger. The princess would not want the lover to be married to the lady. â€Å"It was one of the fairest and selected as the reward of the accused youth, should be he proved innocent of the crime of aspiring to one so far above him; and the princess hated her.† (Stockton, 7). The princess is jealous of the lady because she is more beautiful than her, She is also afraid that there might be something going on between the lady and the lover. â€Å"Often had she seen, or imagined that she had seen, this fair creature throwing glances of admiration upon the person of her lover, and some times she thought these glances were perceived and even returned.† (Stockton, 7). The princess thinks the lady is trying to steal the lover from the princess which makes the princess hate her even more. The princess would do anything to get the lover away from the lady. Lastly, the princess herself is semibarbaric making her more likely to send the lover to the tiger. The princess bribed and threatened people who were associated with the cages to find out the

To what extent the laws on foreign invested enterprises in China have Essay

To what extent the laws on foreign invested enterprises in China have transformed in line with China' WTO membership - Essay Example Moreover, the ‘dual tax system’ has led towards imposition of different tax rates that are applicable to FIEs and Chinese enterprises. FIEs in China possess favourable tax treatment in comparison to domestic Chinese enterprises. The FIEs are also facilitated with special tax rates as well as deduction of taxes along with tax holidays 1(LI 2008). The People’s Republic of China (PRC) Enterprise Income Tax Law, from the beginning of the year 2008 has developed a unified tax system that is applicable for both domestic Chinese enterprise and FIEs. In accordance with the revised PRC law, it has been viewed that an income tax charge of 25 percent is applicable for all business enterprises of China2. In December 2001, China acceded towards significant World Trade Organisation (WTO) that deals with trade regulations between different nations, ultimately changed the scenario of the business law environment of China3. In this regard, WTO had devised significant reforms for d ifferent FIEs in China that emphasised upon minimising tariff rates as well as opening new sectors for foreign investment. Moreover, WTO has also reformed the legal system which includes protection of intellectual property as well as control of foreign exchange4. The discussion intends to emphasize upon examining the historic background, development and features of Chinese law governing the forms of organisation belonging to FIEs. Moreover, the WTO impact upon the transformation of Chinese business law will also be portrayed in the discussion. Main Body Historic Background and Development of FIEs The historic background and the development of Chinese law governing the forms of organisations of FIEs can be segregated into three phases that have been discussed hereunder. The Initial Stage (1979-1986) In the year 1979, a law on Chinese-Foreign Joint Ventures was approved and it was the first law of the State Council of China that is related to foreign investment consumption. The Chines e State Council from the year 1979 to 1980 had provided favourable as well as flexible policies with regard to foreign investments. In order to develop the Chinese economy as compared to Soviet Union, China developed a legal system based on Soviet Union legal framework. In this similar context, it was viewed that Hong Kong as well as Macao was regarded to be the major foreign investors in China and investments were mainly made in manufacturing units as well as hotels which are mainly labour intensive5. Steady Development Stage (1987-1991) In the year 1986, the State Council instigated a law relating to the development of foreign investments for the motive of minimising issues between domestic Chinese enterprises and FIEs. Moreover, the law helped in eliminating the problem of currency exchange for foreign investors and it also facilitated the foreign investors and export businesses to reap significant benefits. During this stage, foreign investments increased in export enterprises a s well as manufacturing industries along with high technology industries and its expansion in many business areas was also been observed 6. Accelerated Development Stage (1992-1999) In the year 1993, it has been observed that the amount of foreign inve

United States of America vs Ike Brown Essay Example | Topics and Well Written Essays - 1000 words

United States of America vs Ike Brown - Essay Example This essay will summarize the complaints and evidence of that the Government presented against Ike Brown, his defense, as well as comment on the strangeness of this situation, that is, of the government using the voting rights act to prosecute a black man for the violation of white voter’s and candidates rights. The fundamental complaint against Ike Brown by the United States government is that he abused his position as chair of the Democratic Committee in his county to unfairly stop white voters from participating in the primary elections when they had the right to, and unfairly persecuted white candidates who were running in those elections. Some of the governments allegations simply attempted to demonstrate that Brown had a strong bias towards white candidates – this includes statements by Brown criticizing black voters who chose to vote for white candidates, and other acts of outspoken intimidation such as naming a list of white democrats who he discouraged to vote in the election. They also accused him and the committee he chaired of many procedural violations such as mis-handling the counting of absentee ballots, and allowing campaigning within and around polling stations. They also demonstrated that the elections committee violated state policy by only having about six percent of the polling officers for the Democratic primary be white, even though twenty percent of the Democratic population was white, though with a sample size as small as polling officers and a country of only about 11,000 people, it is hardly surprising this disparity could exist. A great deal of the government’s evidence thus simply tried to show that Brown had a preference for black voters, polling officers and elections officials. But the bulk of their evidence rests on absentee balloting laws, and the Government’s assertion that Brown abused absentee balloting procedure in order to both favor black candidates and prevent white voters from participating in the electoral pr ocess, as well as manipulating assisted balloting procedures to favor black candidates. Mississippi state election law has two features that are meant to make elections more accessible: absentee balloting and assisted balloting. Both have strict controls. Absentee balloting is for people who, for some reason, are not able to be present, for instance if they are in school out of state or deployed with the armed forces, but there are strict controls on what excuses allow a person to use an absentee ballot. Assisted balloting is when someone else assists the voter in filling out their ballot, which is only allowed to be done in the case of blindness, physical disability that prevents someone from being able to vote, or demonstrable illiteracy, and who have requested assistance in filling out their ballot. The US Government provided evidence that Brown violated these procedures. The Government contends that Brown accepted and actually even pursued absentee ballots from black voters who were currently living within the county and had no reason whatsoever to vote via an absentee ballot. Furthermore, they presented witness testimony that these ballots were filled by people other than the voters (assisted balloting) despite the fact that the voter was in no way disabled or illiterate and had not requested assistance in filling out their ballot. The government contended that Brown and his associates essentially filled in absentee ballots for black people who were unlikely to vote, brought the ballot in favor of a black candidate for them to authorize, and then sent it away. In some cases they

Important Management Questions Essay Example | Topics and Well Written Essays - 1250 words

Important Management Questions - Essay Example DMAIC method can be utilized when a product or a process is in existence at the company and does not meet the customer specification. In case of clinical practices setting, DMAIC tool can be effectively utilized when any kind of change in triggered. For instance, the health care organisation plans to introduce a new department such as neurology department for the patients. Such introduction necessitates the demand for change management in the healthcare setting. Therefore, all the aspects of DMAIC model need to be taken into consideration when bringing in such a change. At the outset, it is significant to create awareness regarding the change in the heath care organization. After having created awareness, the desire to change amongst those affected needs to be measured. Furthermore, it becomes essential to train the people and thus ensure that the organization has the ability to change. After having gained the necessary training, the people in the organization are capable of embracin g the desired change effectively. When a clinical administrator in an organization recognizes that the organization will be capable of adjusting with the change, only then change can be enforced. The Six Sigma DMAIC process can be implemented to identify the lacuna in the existing systems and to recognize how to correct them and thus implement required changes for the near future. DMAIC can be utilized in the clinical setting when the existing processes are not meeting the needs of the patients. FMEA Utilization in Performance Management FMEA stands for Failure Mode and Effects Analysis. It is a methodical and proactive technique for assessing a method to recognize the probable ways in which it may fail. It further evaluates the influence of the failures, in order to determine the parts of the processes that require change. FMEA has been utilized in the health care industry for organizing the information that has been gathered on causes and their effects. FMEA can be utilized in the process conceptualization and design along with assessment stages. The concept can be consistently applied for constant quality improvement in care providing processes from planning through performance evaluation. In case of clinical practices, the various factors under which performance management can be evaluated have been mentioned in the table below: Factors For Consideration For Performance Management Through FMEA Gathering a team of clinical experts who are involved in a high-risk care process Identifying a trained facilitator Undertaking meetings to converse about a care process in detail Conducting analysis as well as scoring hazardous items upon the care process related maps Applying the indicated results High-risk care processes are generally those where the processes that are employed are generally fragmented and comprise people from numerous departments as well as disciplines for performing similar tasks. Results obtained from FMEA tend to explain and to prioritize fail ures in care providing process and thus facilitate to determine the root causes of such failures. The table below helps to explain the use of FMEA in performance management of the employees in the hospital. The Table Below Describes the FMEA Scoring Example: Function Potential Failure mode Potential effect(s) of failure S Potential causes(s) of failure O

The Dynamics Of Vertical And Horizontal Diversity Business Essay

The Dynamics Of Vertical And Horizontal Diversity Business Essay Malcolm X once exclaimed, When White America catches a cold, Black America catches pneumonia. Malcolm and Martin seldom agreed but on this they did. As for me, this statement, I have always understood but had not seen firsthand. Nearing the end of the Bush Administration, America went into recession. My job area of coverage increased as we layed off other engineers. As I would drive a boring stretch of Interstate 26, a particular truck stop was my favorite for refueling. It had spacious sanitary restrooms, a well stocked coffee bistro, and a McDonalds restaurant for my milk shake fix. Remarkably, the employees were over 60% black. Now keep in mind a small town mostly African American is nearby. Within six months of the downturn, the staff dwindled to about 30% black. After a year, the stop was devoid of blacks and Hispanics. I saw firsthand what it looked liked when America had a cold. That small black town had the flu. Unaware why the staffing change actually took place, it is plain to see that the employers did not see diversity as a positive aspect of the business. In fact, many people dont see diversity as a positive. A recent poll of 427 working Americans by Workplace Options found that less than half of them believe that diversity makes their products of services better. (Hastings, Poll: Many Employees Dont Embrace Diversity, 2012) While small business can escape laws that mandate diversity, Organizations must maintain even in time of decline. Over the next few pages, I will provide an introspective into Organizational Diversity. Organizational Diversity Defined as the differences in human characteristics in an organization; Organizational Diversity comes with mixed bag of perspectives, opinions, rules, ordinances, laws, and thoughts. The Human Resource manager finds him or herself in a key organizational position from diversity training to compliance. In another of study 511 executives on the International Executive Panel, when asked to select the benefits of diversity they had experienced personally, most agree on they cited: broadens horizon, stimulates discussions, creates individual respect, stimulates leaning, and Increases decision making. (Hastings, Awareness of Biases Helps Leaders Adapt to Diversity, 2012) Essential Perspectives To streamline the narrative, I will speak of organizational diversity from the view of our text, Human Resource Management (Essential Perspectives). Tangible indicators of diversity are race, ethnicity, origin, age, gender, marital status, family status, sexual orientation, disability and religion. (Mathis Jackson, 2012) Our text subtitled Essential Perspectives, highlights four organizational approaches to diversity: 1. Ignore diversity 2. Begin process and deal with adversity 3. Build acceptance of diversity 4. Solve diversity issues and create an inclusive culture. First, the ignore diversity approach, known in South Carolina as the Good ole boy system is rooted in protection of the status quo. Not unlike the truck stop who switched to this method during recession, organizations are subject to legal issues when using this approach. A second approach to diversity, organizations begin the process of dealing with diversity by focusing on the protected classes. These protected classes line up with the tangible indicators introduced earlier. This approach is seen to enhance internal problem solving, by practice HR provides diversity training and brings organizations in compliance with affirmative action. In the third approach to diversity, organizations build acceptance to diversity. This is when diversity starts to pay off and conflicts are reduced. Top and middle management buy in is pivotal at this time. Lastly, the fourth approach to diversity is to solve diversity issues and create inclusive culture. Now diversity is approached proactively and business results improve. As an organization works upward through each approach it reflects positively on the bottom line. Our most oft thought of diversity class is race and ethnicity. In this time of recession many are working longer, which brings generational diversity to the forefront. Many older white men are feeling what women have felt for years. Yes, gender diversity and generational diversity are two very relevant issues. Thus, diversity training must be updated and expanded for todays realities, not just focusing on race and ethnicity. Additional components of diversity training now are legal awareness, cultural awareness, and sensitivity training. While subtitled Essential Perspectives our text still left me wanting; in need for a deeper perspective. I examined two sources our authors used in developing the text. First source is The Rich Get Richer and next The Dynamics of Vertical and Horizontal Diversity. The Rich Get Richer The Rich Get Richer: Predicting Participation in Voluntary Diversity Training takes a step deeper into organizational diversity training to glimpse at who participates when it is voluntary. Whether the organization adopts a narrow (race and gender) or broad (multiple diversity dimensions) focus, diversity training is designed to help employees take a positive, proactive approach toward diversity that goes beyond past non-discrimination. (Kulik, Pepper, Roberson, Parker, 2007). While most organizations have training as part of their diversity initiative, it is oft voluntary. Companies feel uneasy dictating some employees participate, so they just post it on the company web site or make it a union responsibility. Some of the employees see diversity and equal opportunity training as offering an unfair advantage to the others, not just leveling the playing field. (Kulik, Pepper, Roberson, Parker, 2007) The question is, who would participate in voluntary diversity training? The journal delved where the text would not go, if voluntary how does an organization influence employees to participate, especially if it is truly seen as a positive. These positives can only be realized in voluntary diversity training initiatives if the training attracts the employees in the most need of training. (Kulik, Pepper, Roberson, Parker, 2007). The author strongly suggested organizations can accomplish this by adjoining diversity training to other corporate training. In all candor, this problem is experienced in other training areas such as safety or ethics, but organizations are more comfortable in mandating them, perhaps because they do not upset the good ole boy system. Nevertheless, requiring participation in diversity training sends a clear and direct signal that it is important. (Kulik, Pepper, Roberson, Parker, 2007) The Dynamics of Vertical and Horizontal Diversity I choose two sources cited in our text to move deeper into the mind of the author as the text was written. The first provided a look at diversity training. Next, The Dynamics of Vertical and Horizontal Diversity introduced the concepts of vertical and horizontal diversity. Vertical diversity evaluates differences as superior or inferior; while, horizontal diversity treats difference as variation. (Awbrey, 2007) Before, we addressed voluntary diversity training, now lets consider the ongoing importance of diversity management. Long past the civil rights period of Malcolm and Martin, vertical diversity, difference as superior or inferior, continues in American society and organizations. It is now more subtle, some even say it does not exist. The glass ceiling is real and effects women in greater numbers. How to achieve organizational diversity with this prejudice undercurrent? The historical contexts of the African American civil rights movement and of womens liberation serve as backgr ound to illustrate how the elements of difference, pride, and potential space have influenced the unfolding of vertical paradigms of assimilation and separatism in the United States. (Awbrey, 2007) Assimilation and separation are results of vertical diversity. Assimilation or bleeding in is the killer of diversity. Organizations at times push for assimilation everyone must look and sound the same. How many bank tellers have you seen with dreadlocks? Separation is another reducer of diversity. During the wave of the womens movement, women began to drop their desire to assimilate into a male-constructed public world. (Awbrey, 2007) Horizontal diversity, view of diversity as a variation, allows the person to engage in inquiry to lessen uncertainty rather than making snap judgments and using stereotypes to categorize the other. (Awbrey, 2007) Horizontal diversity fosters integration and learning, which allows employees to contribute talents and abilities to the organization. HR now must go beyond just diversity training and implementing team development with horizontal diversity. Research Last I will go outside our text and its sources to merge some independent research. Our question, Does organizational diversity truly have an impact on the bottom line? I went to the HR compliance library to find the answer. According to a 2001 survey of 121 HR professionals by the Society for Human Resource Management and Fortune magazine, top companies say diversity initiatives have a direct impact on the bottom line and help an organization keep a competitive edge. (HR Compliance Library, 2013) The research found that diversity programs do improve corporate culture. Some diversity initiatives cited are recruiting, cultural events, orientation, and bilingual training. Some leading diversity practices for a successful organization are top leadership commitment, succession planning, diversity training, and diversity as part of an organizations strategic plan. (HR Compliance Library, 2013) Conclusion Defined as the differences in human characteristics in an organization; Organizational Diversity is a mixed bag of perspectives, opinions, rules, ordinances, laws, and thoughts. The human resource manager finds him or herself in a key organizational position from diversity training to compliance. As a deep dive into our text, I examined two sources cited by the author. The sources covered diversity training and the dynamics of horizontal and vertical diversity. Diversity presents opportunities in organizations providing a broader spectrum of knowledge and points of view. One fact boomers, generation-Xers, and millennials can agree on is, going forward organizational diversity at surface and deep level is the new normal.

Buddha Essay -- essays research papers fc

Buddha The word Buddha means "enlightened one." It is used today as a title to the one who has given us more religious beliefs than almost any other human who lived in this world. However, he was not given this name at birth; he had to earn it for himself by undergoing long, hard hours of meditation and contemplation. Buddha has changed the lifestyles of many cultures with new, never-before asked questions that were explained by his search for salvation. He began an entirely new religion that dared to test the boundaries of reality and go beyond common knowledge to find the answers of the mysteries of life. India During the sixth century BC, India was a land of political and religious turmoil. It was an era of great brutality with the domination of Northwest India by Indo-Aryan invaders. Many people, influenced by the Aryan civilization, began to question the value of life and it's true meaning. Schools were opened because of this curiosity where teachers would discuss the significance of existence and the nature of man and held programs to reconstruct one's spiritual self. (Pardue, page 228) Background Near the town of Kapilavastivu, today known as Nepal, lived King Suddhodhana and Queen Maya of the indigenous tribe known as the Shakyas. (Encyclopedia Americana, page 687) Queen Maya soon became pregnant and had a dream shortly before she gave birth. In this dream a beautiful, white elephant with six tusks entered her room and touched her side. This dream was soon interpreted by the wisest Brahmin, or Priest of Brahmanism, that she was to give birth to a son that would, if he were to remain in the castle, become the wisest king in the world, but if he were ever to leave the castle he would then become the wisest prophet far into future generations. (Encyclopedia Americana, page 410) In around the year 563 BC, Siddhartha Gautama was born into a life of pure luxury. (Wangu, page 16) His father wanted to make sure that his son was well taken care of as he grew to prevent him from desiring to leave the palace. Suddhodhana, listening to the prophecy, kept Siddhartha away from the pain of reality so that he could follow in his father's footsteps in becoming a well respected leader. As Siddhartha grew, ... ... his teachings will be remembered for generations. He has sacrificed his total salvation so that mankind could be taught of the path to enlightenment. The Buddha has proven to be one of the wisest and giving men who touched the lives of so many millions of people. Buddhism will live on as a major impact on the cultures of the world and the Buddha will never be forgotten. "Everything that has been created is subject to decay and death. Everything is transitory. Work out your own salvation with diligence." -Buddha (Wangu, page 31) Bibliography "Buddha and Buddhism." Encyclopedia Americana. 1990. Cohen, John Lebold. Buddha. Mary Frank, 1969. Pardue, Peter A. "Buddha." Encyclopedia of World Biography. McGraw Hill, 1973. "The Buddha and Buddhism." The New Encyclopedia Britannica. 1990. Wangu, Madhu Bazaz. Buddhism. New York: Facts On File, 1993.

British Airways Essay

I remember going to parties in the late 1970s, and, if you wanted to have a civilized conversation, you didn’t actually say that you worked for British Airways, because it got you talking about people’s last travel experience, which was usually an unpleasant one. It’s staggering how much the airline’s image has changed since then, and, in comparison, how proud staff are of working for BA today. British Airways employee, Spring 1990 I recently flew business class on British Airways for the first time in about 10 years. What has happened over that time is amazing. I can’t tell you how my memory of British Airways as a company and the experience I had 10 years ago contrasts with today. The improvement in service is truly remarkable. British Airways customer, Fall 1989 In June of 1990, British Airways reported its third consecutive year of record profits,  £345 million before taxes, firmly establishing the rejuvenated carrier as one of the world’s most profitable airlines. The impressive financial results were one indication that BA had convincingly shed its historic â€Å"bloody awful† image. In October of 1989, one respected American publication referred to them as â€Å"bloody awesome,† a description most would not have thought possible after pre-tax losses totalling more than  £240 million in the years 1981 and 1982. Productivity had risen more than 67 percent over the course of the 1980s. Passengers reacted highly favorably to the changes. After suffering through years of poor market perception during the 1970s and before, BA garnered four Airline of the Year awards during the 1980s, as voted by the readers of First Executive Travel. In 1990, the leading American aviation magazine, Air Transport World, selected BA as the winner of its Passenger Service award. In the span of a decade, British Airways had radically improved its financial strength, convinced its work force of the paramount importance of customer service, and dramatically improved its perception in the market. Culminating in the privatization of 1987, the carrier had undergone fundamental change through a series of important messages and events. With unprecedented success under its belt, management faced an increasingly perplexing problem: how to maintain momentum and recapture the focus that would allow them to meet new challenges. Crisis of 1981 Record profits must have seemed distant in 1981. On September 10 of that year, then chief executive Roy Watts issued a special bulletin to British Airways staff: British Airways is facing the worst crisis in its history . . . unless we take swift and remedial action we are heading for a loss of at least  £100 million in the present financial year. We face the prospect that by next April we shall have piled up losses of close to  £250 million in two years. Even as I write to you, our money is draining at the rate of nearly  £200 a minute. No business can survive losses on this scale. Unless we take decisive action now, there is a real possibility that British Airways will go out of business for lack of money. We have to cut our costs sharply, and we have to cut them fast. We have no more choice, and no more time . Just two years earlier, an optimistic British government had announced its plan to privatize British Airways through a sale of shares to the investing public. Although airline management recognized that the 58,000 staff was too large, they expected increased passenger volumes and improved staff productivity to help them avoid complicated and costly employee reductions. While the 1978-79 plan forecasted passenger traffic growth at 8 to 10 percent, an unexpected recession left BA struggling to survive on volumes, which, instead, decreased by more that 4 percent. A diverse and aging fleet, increased fuel costs, and the high staffing costs forced the government and BA to put privatization on hold indefinitely. With the airline technically bankrupt, BA management and the government would have to wait before the public would be ready to embrace the ailing airline. The BA Culture, 1960-1980 British Airways stumbled into its 1979 state of inefficiency in large part because of its history and culture. In August 1971, the Civil Aviation Act became law, setting the stage for the British Airways Board to assume control of two state-run airlines, British European Airways (BEA) and British Overseas Airways Corporation (BOAC), under the name British Airways. In theory, the board was to control policy over British Airways; but, in practice, BEA and BOAC remained autonomous, each with its own chairman, board, and chief executive. In 1974, BOAC and BEA finally issued one consolidated financial report. In 1976, Sir Frank (later Lord) McFadzean replaced the group division with a structure based on functional divisions to officially integrate the divisions into one airline. Still, a distinct split within British Airways persisted throughout the 1970s and into the mid-1980s. After the Second World War, BEA helped pioneer European civil aviation. As a pioneer, it concerned itself more with building an airline infrastructure than it did with profit. As a 20-year veteran and company director noted: â€Å"The BEA culture was very much driven by building something that did not exist. They had built that in 15 years, up until 1960. Almost single-handedly they opened up air transport in Europe after the war. That had been about getting the thing established. The marketplace was taking care of itself. They wanted to get the network to work, to get stations opened up.† BOAC had also done its share of pioneering, making history on May 2, 1952, by sending its first jet airliner on a trip from London to Johannesburg, officially initiating jet passenger service. Such innovation was not without cost, however, and BOAC found itself mired in financial woes throughout the two decades following the war. As chairman Sir Matthew Slattery explained in 1962: â€Å"The Corporation has had to pay a heavy price for pioneering advanced technologies.† Success to most involved with BEA and BOAC in the 1950s and 1960s had less to do with net income and more to do with â€Å"flying the British flag.† Having inherited numerous war veterans, both airlines had been injected with a military mentality. These values combined with the years BEA and BOAC existed as government agencies to shape the way British Airways would view profit through the 1970s. As former director of human resources Nick Georgiades said of the military and civil service history: â€Å"Put those two together and you had an organization that believed its job was simply to get an aircraft into the air on time and to get it down on time.† While government support reinforced the operational culture, a deceiving string of profitable years in the 1970s made it even easier for British Airways to neglect its increasing inefficiencies. Between 1972 and 1980, BA earned a profit before interest and tax in each year except for one. â€Å"This was significant, not least because as long as the airline was returning profits, it was not easy to persuade the workforce, or the management for that matter, the fundamental changes were vital. Minimizing cost to the state became the standard by which BA measured itself. As one senior manager noted: â€Å"Productivity was not an issue. People were operating effectively, not necessarily efficiently. There were a lot of people doing other people’s jobs, and there were a lot of people checking on people doing other people’s jobs† . . . As a civil service agency, the airline was allowed to become inefficient because the thinking in state-run operations was, â€Å"If yo u’re providing service at no cost to the taxpayer, then you’re doing quite well.† A lack of economies of scale and strong residual loyalties upon the merger further complicated the historical disregard for efficiency by BEA and BOAC. Until Sir Frank McFadzean’s reorganization in 1976, British Airways had labored under several separate organizations (BOAC; BEA European, Regional, Scottish, and Channel) so the desired benefits of consolidation had been squandered. Despite operating under the same banner, the organization consisted more or less of separate airlines carrying the associated costs of such a structure. Even after the reorganization, divisional loyalties prevented the carrier from attaining a common focus. â€Å"The 1974 amalgamation of BOAC with the domestic and European divisions of BEA had produced a hybrid racked with management demarcation squabbles. The competitive advantages sought through the merger had been hopelessly defeated by the lack of a unifying corporate culture.† A BA director summed up how distracting the merger proved: â€Å"There wasn’t enough management time devoted to managing the changing environment because it was all focused inwardly on resolving industrial relations problems, on resolving organizational conflicts. How do you bring these very, very different cultures together?† Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines. BA’s productivity for the three years ending March 31, 1974, 1975, and 1976 had never exceeded 59 percent of that of the average of the other eight foreign airline leaders. Service suffered as well. One human resources senior manager recalled the â€Å"awful† service during her early years in passenger services: â€Å"I remember 10 years ago standing at the gate handing out boxes of food to people as they got on the aircraft. That’s how we dealt with service.† With increasing competition and rising costs of labor in Britain in the late 1970s, the lack of productivity and poor service was becoming increasingly harmful. By the summer of 1979, the number of employees had climbed to a peak of 58,000. The problems became dangerous when Britain’s worst recession in 50 years reduced passenger numbers and raised fuel costs substantially. Lord King Takes the Reins Sir John (later Lord) King was appointed chairman in February of 1981, just a half-year before Roy Watts’s unambiguously grim assessment of BA’s financial state. King brought to British Airways a successful history of business ventures and strong ties to both the government and business communities. Despite having no formal engineering qualifications, King formed Ferrybridge Industries in 1945, a company which found an unexploited niche in the ball-bearing industry. Later renamed the Pollard Ball and Roller Bearing Company, Ltd., King’s company was highly successful until he sold it in 1969. In 1970, he joined Babcock International and as chairman led it through a successful restructuring during the 1970s. King’s connections were legendary. Hand-picked by Margaret Thatcher to run BA, King’s close friends included Lord Hanson of Hanson Trust and the Princess of Wales’s family. He also knew personally Presidents Reagan and Carter. King’s respect and connections proved helpful both in recruiting and in his dealings with the British government. One director spoke of the significance of King’s appointment: â€Å"British Airways needed a chairman who didn’t need a job. We needed someone who could see that the only way to do this sort of thing was radically, and who would be aware enough of how you bring that about.† In his first annual report, King predicted hard times for the troubled carrier. â€Å"I would have been comforted by the thought that the worst was behind us. There is no certainty that this is so.† Upon Watts’s announcement in September of 1981, he and King launched their Survival plan— â€Å"tough, unpalatable and immediate measures† to stem the spiraling losses and save the airline from bankruptcy. The radical steps included reducing staff numbers from 52,000 to 43,000, or 20 percent, in just nine months; freezing pay increases for a year; and closing 16 routes, eight on-line stations, and two engineering bases. It also dictated halting cargo-only services and selling the fleet, and inflicting massive cuts upon offices, administrative services, and staff clubs. In June of 1982, BA management appended the Survival plan to accommodate the reduction of another 7,000 staff, which would eventually bring the total employees down from about 42,000 to nearly 35,000. BA accomplished its reductions through voluntary measures, offering such generous severance that they ended up with more volunteers than necessary. In total, the airline dished out some  £150 million in severance pay. Between 1981 and 1983, BA reduced its staff by about a quarter. About the time of the Survival plan revision, King brought in Gordon Dunlop, a Scottish accountant described by one journalist as â€Å"imaginative, dynamic, and extremely hardworking,† euphemistically known on Fleet Street as â€Å"forceful,† and considered by King as simply â€Å"outstanding.† As CFO, Dunlop’s contribution to the recovery years was significant. When the results for the year ending March 31, 1982, were announced in October, he and the board ensured 1982 would be a watershed year in BA’s turnaround. Using creative financing, Dunlop wrote down  £100 million for redundancy costs,  £208 million for the value of the fleet (which would ease depreciation in future years), even an additional  £98 million for the 7,000 redundancies which had yet to be effected. For the year, the loss before taxes amounted to  £114 million. After taxes and extraordinary items, it totalled a staggering  £545 million. Even King might have admitted that the worst was behind them after such a report. The chairman immediately turned his attention to changing the airline’s image and further building his turnaround team. On September 13, 1982, King relieved Foote, Cone & Belding of its 36-year-old advertising account with BA, replacing it with Saatchi & Saatchi. One of the biggest account changes in British history, it was King’s way of making a clear statement that the BA direction had changed. In April of 1983, British Airways launched its â€Å"Manhattan Landing† campaign. King and his staff sent BA management personal invitations to gather employees and tune in to the inaugural six-minute commercial. Overseas, each BA office was sent a copy of the commercial on videocassette, and many held cocktail parties to celebrate the new thrust. â€Å"Manhattan Landing† dramatically portrayed the whole island of Manhattan being lifted from North America and whirled over the Atlantic before awestruck witnesses in the U.K. After the initial airing, a massive campaign was run with a 90-second version of the commercial. The ad marked the beginning of a broader campaign, â€Å"The World’s Favourite Airline,† reflective of BA’s status as carrier of the most passengers internationally. With the financial picture finally brightening, BA raised its advertising budget for 1983-84 to  £31 million, compared with  £19 million the previous year, signalling a clear commitment to changing the corporate image. Colin Marshall Becomes Chief Executive In the midst of the Saatchi & Saatchi launch, King recruited Mr. (later Sir) Colin Marshall, who proved to be perhaps the single most important person in the changes at British Airways. Appointed chief executive in February 1983, Marshall brought to he airline a unique resume. He began his career as a management trainee with Hertz in the United States. After working his way up the Hertz hierarchy in North America, Marshall accepted a job in 1964 to run rival Avis’s operations in Europe. By 1976, the British-born businessman had risen to chief executive of Avis. In 1981, he returned to the U.K. as deputy chief and board member of Sears Holdings. Fulfilling one of his ultimate career ambitions, he took over as chief executive of British Airways in early 1983. Although having no direct experience in airline management, Marshall brought with him two tremendous advantages. First, he understood customer service, and second, he had worked with a set of customers quite similar to the airline travel segment during his car rental days. Marshall made customer service a personal crusade from the day he entered BA. One executive reported: â€Å"It was really Marshall focusing on nothing else. The one thing that had overriding attention the first three years he was here was customer service, customer service, customer service—nothing else. That was the only thing he was interested in, and it’s not an exaggeration to say that was his exclusive focus.† Another senior manager added: â€Å"He has certainly put an enabling culture in place to allow customer service to come out, where, rather than people waiting to be told what to do to do things better, it’s an environment where people feel they can actually come out with ideas, that they will be listened to, and feel they are much more a part of the success of the company.† Not just a strong verbal communicator, Marshall became an active role model in the terminals, spending time with staff during morning and evenings. He combined these a ctions with a number of important events to drive home the customer service message. Corporate Celebrations, 1983-1987 If Marshall was the most important player in emphasizing customer service, then the Putting People First (PPF) program was the most important event. BA introduced PPF to the front-line staff in December of 1983 and continued it through June of 1984. Run by the Danish firm Time Manager International, each program cycle lasted two days and included 150 participants. The program was so warmly received that the non-front-line employees eventually asked to be included, and a one-day â€Å"PPF II† program facilitated the participation of all BA employees through June 1985. Approximately 40,000 BA employees went through the PPF programs. The program urged participants to examine their interactions with other people, including family, friends, and, by association, customers. Its acceptance and impact was extraordinary, due primarily to the honesty of its message, the excellence of its delivery, and the strong support of management. Employees agreed almost unanimously that the program’s message was sincere and free from manipulation, due in some measure to the fact that BA separated itself from the program’s design. The program emphasized positive relations with people in general, focusing in large part on non-work-related relationships. Implied in the positive relationship message was an emphasis on customer service, but the program was careful to aim for the benefit of employees as individuals first. Employees expressed their pleasure on being treated with respect and relief that change was on the horizon. As one frontline ticket agent veteran said: â€Å"I found it fascinating, very, very enjoyable. I thought it was very good for British Airways. It made people aware. I don’t think people give enough thought to people’s reaction to each other. . . . It was hardhitting. It was made something really special. When you were there, you were treated extremely well. You were treated as a VIP, and people really enjoyed that. It was reverse roles, really, to the job we do.† A senior manager spoke of the confidence it promoted in the changes: â€Å"It was quite a revelation, and I thought it was absolutely wonderful. I couldn’t believe BA had finally woken and realized where its bread was buttered. There were a lot of cynics at the time, but for people like myself it was really great to suddenly realize you were working for an airline that had the guts to chan ge, and that it’s probably somewhere where you want to stay.† Although occasionally an employee felt uncomfortable with the â€Å"rah-rah† nature of the program, feeling it perhaps â€Å"too American,† in general, PPF managed to eliminate cynicism. The excellence in presentation helped signify a sincerity to the message. One senior manager expressed the consistency. â€Å"There was a match between the message and the delivery. You can’t get away with saying putting people first is important, if in the process of delivering that message you don’t put people first.† Employees were sent personal invitations, thousands were flown in from around the world, and a strong effort was made to prepare tasteful meals and treat everyone with respect. Just as important, BA released every employee for the program, and expected everyone to attend. Grade differences became irrelevant during PPF, as managers and staff members were treated equally and interacted freely. Moreover, a senior director came to conclude every single PPF session with a question and answer session. Colin Marshall himself frequently attended these closing sessions, answering employee concerns in a manner most felt to be extraordinarily frank. The commitment shown by management helped BA avoid the fate suffered by British Rail in its subsequent attempt at a similar program. The British Railway program suffered a limited budget, a lack of commitment by management and interest by staff, and a high degree of cynicism. Reports surfaced that employees felt the program was a public relations exercise for the outside world, rather than a learning experience for staff. About the time PPF concluded, in 1985, BA launched a program for managers only called, appropriately, Managing People First (MPF). A five-day residential program for 25 managers at a time, MPF stressed the importance of, among other topics, trust, leadership, vision, and feedback. On a smaller scale, MPF stirred up issues long neglected at BA. One senior manager of engineering summarized his experience: â€Å"It was almost as if I were touched on the head. . . . I don’t think I even considered culture before MPF. Afterwards I began to think about what makes people tick. Why do people do what they do? Why do people come to work? Why do people do things for some people that they won’t do for others?† Some participants claimed the course led them to put more emphasis on feedback. One reported initiating regular meetings with staff every two weeks, in contrast to before the program when he met with staff members only as problems arose. As Marshall and his team challenged the way people thought at BA, they also encouraged changes in more visible ways. In December 1984, BA unveiled its new fleet livery at Heathrow airport. Preparations for the show were carefully planned and elaborate. The plane was delivered to the hangar-turned-theater under secrecy of night, after which hired audio and video technicians put together a dramatic presentation. On the first night of the show, a darkened coach brought guests from an off-site hotel to an undisclosed part of the city and through a tunnel. The guests, including dignitaries, high-ranking travel executives, and trade union representatives, were left uninformed of their whereabouts. To their surprise, as the show began an aircraft moved through the fog and laser lights decorating the stage and turned, revealing the new look of the British Airways fleet. A similar presentation continued four times a day for eight weeks for all staff to see. On its heels, in May of 1985, British Airways unveiled its new uniforms, designed by Roland Klein. With new leadership, strong communication from the top, increased acceptance by the public, and a new physical image, few on the BA staff could deny in 1985 that his or her working life had turned a new leaf from its condition in 1980. Management attempted to maintain the momentum of its successful programs. Following PPF and MPF, it put on a fairly successful corporatewide program in 1985 called â€Å"A Day in the Life† and another less significant program in 1987 called â€Å"To Be the Best.† Inevitably, interest diminished and cynicism grew with successive programs. BA also implemented an â€Å"Awards for Excellence† program to encourage employee input. Colin Marshall regularly communicated to staff through video. While the programs enjoyed some success, not many employees felt â€Å"touched on the head† by any successor program to PPF and MPF.

How Verbs Become Adjectives

How Verbs Become Adjectives How Verbs Become Adjectives How Verbs Become Adjectives By Mark Nichol What determines whether a verb-to-adjective transformation ends with the suffix -able (as in assessable) or with -ible (as in accessible)? Why do some root words accept both options? What happens if the word ends with an e? Answers to these and other questions about -able and -ible follow. The suffixes -able and -ible both express capability, fitness, or worth (or mean â€Å"tending, given, or liable to†), but there’s one key practical difference: The former flourishes, and the latter has fossilized. New words can be formed by attaching -able to an adjective (I’ll get back to that in a moment) or a noun (more about that later, too) but -ible, though widespread in existing words, is discouraged for new coinages. Some words use one form unequivocally. (For example, immovable and invincible are never rendered immovible and invincable). Others are spelled either way, although one form predominates (as in the case of discernible and its less frequent variant discernable). In some cases, the variants reflect a distinction of meaning: For example, collectable means â€Å"able to be collected,† but the more common collectible has the connotation of desirability and is used as a noun to denote something worth collecting. Intransitive verbs can also be transformed into adjectives by appending -able. Strictly speaking, reliable, for example, means â€Å"able to be relied on,† not just â€Å"able to be relied,† but the needs of the language have silenced opposition to such usage. Adjectives are also formed from attaching -able to nouns, such as objectionable from objection, though the nonword objectable is the logical formation based on the verb-plus-able formula. Two other peculiarities exist regarding the suffix: When it is appended to a verb ending in -ate, such as calculate, the original suffix is omitted, resulting, for example, in calculable (which is overshadowed in frequency of usage by its antonym, incalculable). And when a word ends in e, such as in the case of move, the e is omitted when -able is attached, hence movable. (You’ll see moveable and the like in older publications, but this form is rare in contemporary usage.) Exceptions occur when a soft c or a soft g precedes the e, as in serviceable and changeable. When coining new terms, keep these rules in mind though consider, as well, that even some existing words, such as embraceable, are ungainly, and newly minted terms may be disagreeable to some readers. 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 Spelling category, check our popular posts, or choose a related post below:12 Greek Words You Should KnowRunning Amok or Running Amuck?Ebook, eBook, ebook or e-book?