Thursday, October 31, 2019
Research Methods Research Paper Example | Topics and Well Written Essays - 750 words
Methods - Research Paper Example Results. The control group shows a post-experimental phase mean score of 23.27 with a variance of a little over 12. The experimental group demonstrated a mean score of 16.53 and a variance of almost 17. In terms of the data, the experimental group shows significant improvement in the reduction of bulimic behavior with a seven point reduction in the mean group score over the baseline. The distribution is higher within the experimental group, likely because of the variable efficacy of psychotherapy on individuals. A review of the raw data shows that only four individuals in the group had scores approaching the group's baseline, while others showed dramatic improvement. This effect would not be expected in the control group, and would contribute to a wider distribution around the mean group score. .. This effect would not be expected in the control group, and would contribute to a wider distribution around the mean group score. References Henderson, M. & Freeman, C.P.L. (1987). "A self rating scale for bulimia: The BITE. British Journal of Psychiatry, 150,
Monday, October 28, 2019
Manager Roles Essay Example for Free
Manager Roles Essay 1. â€Å"A Manager’s role is dynamic and complex.†Discuss this statement, supporting your answer with reference to appropriate theory and practice. Manager’s role is to allocate resources and directs the operations, by making the best use of human and financial and material resources to the organization. Managers are required to do planning, organizing, commanding, coordinating and controlling. Fayol’s theory of a management function which is the POCCC allows the organization to have more effective and efficient in goods and services than other competitors. The dynamic and complex work of a manager is based on interpersonal, informational and decisional roles. Given the above roles according to Henry Mintzberg, the managers are placed in different areas to perform individual task or multiple tasks. Interpersonal roles require a manager to deal outside business like as figurehead who represent as a representative of the company to attend outside meetings and gathering. Commanding is required in manager to direct the department to meet its requirement and coordinating the events to ensure the process of the movement. A good manager spends more time outside his office than in his office, allowing himself to liaise to outside and deemed helpful to the organization. A manager monitors his/her own department by understanding the people involving him/herself to the conversation and receiving the information. Being a the head person, allow the first-hand news or information to receive and screen, hence given the choice of disseminating down to the people in the organization. A good manager will decide whether is appropriate to share and distribute information which is useful to others. Company spokesperson can be a manager to relate official company information to inside and outside of the organization like publicity and benefits of the company. Mainly managers are in this role which is the decisional role; allow him/her decision to plan the changes in th e good and services. Restructuring of the entrepreneurial maybe heavily depends on the managers which refer to the top management. Managers must have the power to control the internal factor like strikes, which company cannot afford stoppage of work. Important factor of dealing customer is required to ensure satisfaction of the customers. Manager must be reasonable to determine the pricing of their products sold to the customers and negotiating with them in a professional way. A good manager take cares of their people by allocating sufficient time and personnel in the organization. Pay has to be determined accordingly to individual’s work and ensuring the fairness among the fellow workers.
Saturday, October 26, 2019
Essay --
7) Knowledge Management and Six Sigma: Exploring the Potential of Two Powerful Disciplines, Paige Leavitt 1) Six Sigma should not be viewed as a quality program that is commissioned to reduce defects but as a methodology that helps companies better meet the needs of their business. KM shares this goal. 2) Voice of the customer in the DFSS process is also a potential area for a collaboration of ideas. â€Å"In Design For Six Sigma, knowledge of the customer-centric requirements is a key input †¦ to the design process,†said O’Dell. â€Å"And if you could use knowledge management tools to better understand what the customer is saying to sales people and service people, that information comes back to the folks who can make a difference in the design process.†3) APQC's Lessons Learned "The problems, issues, and opportunities in organizations are not about reducing defects; they are about responding to new opportunities, using the voice of the customer knowledge," said O'Dell. "With both Six Sigma and KM, I’m telling you that you’re going to get more of what you want - if you begin to open the conversation to a different way of thinking about solving some of these problems over the long term. Because both Six Sigma and KM have tremendous power, they also have some issues that they need help with." Professionals in both arenas can learn from each other. Six Sigma can learn from KM how to recognize knowledge, as well as processes. Joseph Hofer-Alfeis from Siemens said, "Six Sigma is oriented to the quality of products and processes. If you think of a knowledge-intensive business, 'Six Sigma for knowledge quality' -- the quality of the proficiency, the quality of knowledge flows, and the quality of description knowledge -- should also be a ... ...nage the targeted process (e.g., an insurance sales agent or supervisor), while otherswork to support the process (e.g., an information technology expertwho provides support to the insurance claimsprocess).Unique project teamsare put together for each of the projects, and disbanded after these projects are completed, handing off resulting improvement-actions to process ownersâ€â€people who routinely operate the processes. 5) Although each project has different objectives and specific tools employed, overall these projects follow a standardized, structured five-phase project management approach known as ‘‘DMAIC’’ for Define, Measure, Analyze, Improve and Control phases (Schroeder et al., 2008). 6) Project leaders are trained in the use of practices for collecting, combining, and synthesizing the knowledge of team members for use in process improvements (Hoerl, 2001).
Thursday, October 24, 2019
Finding James Cains Life in Mildred Pierce Essay -- Biography Biograp
Finding James Cain's Life in Mildred Pierce    An individual is greatly influenced by his/her environment, life      challenges, and experiences. As a result, in addition to imagination, a      novelist uses his life experiences to create his/her books. The influence      of James Cain's life in his writing is obvious. In Mildred Pierce, James      Cain utilized his characters to portray the hardships suffered in the      Great Depression, characteristics that impressed him about his mother, and      his experience with love.       James Cain employed his experience of the Great Depression as a context of      Mildred Pierce. Like any American who lived during this period, he      suffered from this economic slowdown. In November 1931, Cain came to      Hollywood to start a six-month contract with Paramount; however, "within      six months of his arrival in Hollywood, Cain was out of job in the middle      of the Depression"(Contemporary Authors Online). Layoffs were common      because of the bad recession. Thus, although James Cain attained a job at      Columbia, he quickly lost it (Skenazy 12). Consequently, Cain used the      effects of the late 1920's market crash to create the story of Mildred      Pierce. Bert, Mildred's husband, lost all his invested money in the AT&T      stock on "Black Thursday of 1929, and his plunge to ruin was so rapid he      could hardly see Pierce Homes disappear on his way down" (Cain 10).      Similar to Bert, Cain was financially unstable, with a wife and two      children to support. Cain wrote some stories and essays; nevertheless, the... ...pedia of World Biography Supplement, Vol. 19.      Gale Group, 1999. Reproduced in Biography Resource      Center. Farmington Hills, Mich.: The Gale Group 2001.      (http://www.galenet.com/servlet/BioRC)             Hoopes, Roy. Cain: The Biography of James M. Cain. Southern      Illinois: University Press, 1987.             Marling, William. Hard-Boiled Fiction. Case Western Reserve      University. Updated 2 August 2001.      (http://www.cwru.edu/7177060/artsci/engl/marling/hardboiled/Cain%20James.HTM)              Murray, Bill. James M. Cain: July 1, 1892 - October 27,      1977.(http://www2.rmcil.edu/users/dhaynes/hum120/caincainbio.htm)             Skenazy, Paul. Cain James M. (James Mallahan), 1892-1977.      New York: Continuum, 1989.  Â
Wednesday, October 23, 2019
Managing and developing people Essay
Executive Summary: Procter and Gamble (P&G) is a business idea developed by William Procter and James Gamble. The company was established in the year 1837. Initially the company, engaged in making candles and soaps. However, later the company started producing consumer goods such as beauty care, health care, baby products, food and beverages etc. The company suffered with several organizational and cultural issues between 1999 and 2000. The case study on P&G, suggests that the period of 1999 and 2000 has been headed by two different CEOs i.e. Durk Jager and Alan Lafley. Both of them managed the company in their own style and presented a good example of leadership skills. Therefore, the aim objective of this report is to highlight the challenges faced by P&G. The organizational challenges under this report will be evaluated on the basis of strategic development, HR practices and leadership styles under the two different CEOs. Although, each of the CEOs had there own individual personality, management st yle, leadership style and functioning but both of them evidently contributed towards the success of P&G. Additionally, strategic recommendations will be provided in the form of 5 year strategic plan which will be helpful in improving the HR performance, organizational culture and the overall financial performance of the organization. Introduction: This report is solely positioned on the assessment of the organizational issues. These issues are present in Procter and Gamble under the leadership of two different individuals, Durk Jager who headed the organization in July 1999 and under the regime of Alan Lafley who ruled in June 2000. Both the styles of leadership and actions taken will be critically evaluated with reference to strategic development, leadership skills and HR practices. During mid- late 1990s, Durk Jager launched the organizational restructuring exercise, which included refurbishment of P&G’s organizational culture, retrenchment of employees along with reduction in hierarchies. Strategic development basically involves the changes and plans that were initiated within the organization by each of the leaders separately. Further, this report will be evaluating the consequences of these changes on the performance of the company. Secondly, Leadership styles will be explained on the basis of leading methods of both the CEOs and these methods will be analyzed using the transactional and transformational theories of leadership. Additionally, this report will analyze how employees overall performs due to different leadership styles. Thirdly, HR operations will determine the practices and rules that supervise personnel management, organizational behavior and employee relations. However, all these activities will be seen under both leader’s authority. Finally, this report will demonstrate behavioral aspects of employees and their individual needs. In the last, the report will consist of strategic recommendations in regards to all the issues described. This wi ll be carried out through a SWOT analysis on the existing HR rules and policies. Moreover, the plan in the report will address both best-fit and best practice concepts. Strategic Development: Durk Jager Vs Lafley: It may be defined as strategy that is adopted by the business to grow its business (CIPD 2012). However, Durk Jager at his time of presidency introduced various changes. He used Information Technology (IT) as catalyst for change, his vision was to influence innovative approach. According to Jager, the only way to increase the growth, sale , volume and earning is to remain constant throughout. Along with these changes, reorganization of company’s corporate structure was done; P&G increased its business unit from four to five under Jager’s supervision. Jager believed that his step would help to speed up decision-making power within the organization and additionally it helps in eradicating bureaucracy (Bryson 1988). The strategic development has various benefits such as it helps organization to think strategically, helps in clarifying future directions clearly, improves performance of both employees and organizations and most importantly it effectively deals with the speed ily changing conditions. However, Jager did not predicted hassle this brought to the employees of the organization by increasing the gap in the communication. For example line manager of one country is liable to report to the line manager in another country. Moreover, employees did not seem to be happy about the acquired changes (Bradutan and Sarbu nd). Employee of the P&G were not satisfied and suggested that the system have a loophole. The culture of the organization went through many other changes like they discarded old dressing code, the employees were given opportunity to decide their own dress. While some of the things changed for bad, the others were good too. For instance, due to new changes all employees were treated equally by serving coffee in the same cups. Hence, after these changes the organization is aligned on common goals, high level of team collaboration, leaders were able to take up more challenging tasks. Therefore as a result of implemented change, Jager’s measures to change were not successful. The changes faced several problems, consequently the net profit declined to 18%. Whereas, again in the history of P&G another president named Lafley made various efforts to improve the declining conditions of the organization. He made the initial change by transferring 15 seniors most officers and gave all the high level of job roles to women. According to him this effort will help in promoting competition in the top-level hierarchies amongst the organization (Reid, Flin and Mearns 2008). Furthermore, Herzberg’s two-factor model also suggest that nature of work, recognition, job satisfaction level also helps in increasing motivation of the employees. Therefore, Lafley suggested that people on the top level management tends to be motivated by the suggested factors by Herzberg (Hyun 2009). Just like Jager, Lafley too emphasized on IT however, his action plan was mainly focused on customers. This is however a good point because it adds on a competitive advantage other competitors. While Jager practiced inflexible, inward and constant approach. On the opposite hand, Lafley wanted P&G to more open to challenges, flexible and outwardly. Leadership : Durk Jager Vs Lafley : The two leaders Jager and Lafley both demonstrated two different kinds of leadership skills namely, transformational leaders and transactional leaders. However, both depict different personality; the transactional leader addresses the worldly necessity of the employee whereas, the transformational leader focuses on the individual-concept of the employee and the employee’s consciousness of self-worth. The transformational leader motivates the follower to habitus a self-concept that identifies with the leader’s self-idea and mission. To endeavor for consistency, the follower is motivated to apply extra effort to match the follower’s personal self-concept and operation with the leader and thereby increases his or her own sense of self-quality as a result. In 1978 Burnes, explained that transformational leadership represents a leadership style that is signified by shared vision and charisma between followers and the leaders. The potential of transformational leade rs comes from their power to impact and animate others to originate exceptional piece of work. In comparison, transactional leadership explains more of a â€Å"give and take†on the job relationship – close relationship between leader and follower is constituted through transaction, such as a remuneration system for achieving any particular target or goal (Lai 2011). According to this case study, Jager tried implementing too many changes in a short interval of time therefore he represents an autocratic leadership quality. Whereas, Lafley demonstrated democratic leadership skills and style, hence represents a democratic leader, who tries to convince all his employees (Bakhtari 1995). Jager’s leadership style was conservative, and very methodical whereas, Lafley took more pragmatic approach and a gradual approach. Lafley was considered to be transformational leader. Bass in 1985 suggested. Transformational leaders widen and promote the interests of masses, create awareness and acceptance among the people of the purposes and operation of the group and propel followers to go on the far side of their self-interests for the benefit of others (Hartog, Van Muijen and Koopman 1997). Therefore, demonstrating the transformational leadership skills, Lafley deeply inspired their employees. He always inspired his subordinates to perform beyond the expectation. As a transformational leader, Lafley gently communicated to employees stating the need to cultural change. Whereas, Jager do not believe in communicat ing the change process to its employees. Role of communication is really vital in the process of change. Postmes in 2001, suggests that employees will be actively committed if they attain adequate information to execute their task, and this message was presented to them via formal official channels rather than casual channels. Social communication with peer group and direct superiors foreseen commitment less than communication with more superior management did, and communication with a social emotional content was little predictive of loyalty than formal communication (Elving 2006). Human Resource (HR) Practice: Human Resource is the most crucial asset for any organization and it is the root of achieving competitive advantage. Managing human resources is very difficult as compared to managing technology or capital and for its effectual management, administration requires effective HRM scheme. HRM system should always be backed up by safe HRM practices. HRM practices refer to business activities oriented at managing the reserve of human resources and ensuring that the resources are employed towards the satisfaction of organizational goals. Procter and Gamble (P&G) always treated employees of the organization as its own family members. The vision of the organization is to focus on the company’s principles, core values and purpose. The organization gives pay off on Saturday of every week. The organization offered a sickness, life insurance plan, and disability benefits. They moreover, granted forty-eight weeks of employment to the employees in a year. P&G’s recruitment process is comprehensive in manner, the HR department scans resume for the most promising candidate. The company selects its candidates on the basis of applicant’s aptitude test for problem solving and leadership skills. P&G’s HR policies focused on delegating responsibility and accountability to the new recruits in order to develop and build the long lasting careers with in the company. The unique feature of P&G is amongst the best features, i.e. the new recruits are supposed to spend the first year of their employment in the P&G’s college. In this college different types of courses are taught so that the new comer can gain a deep insight as to what to expect and how to deal with the situation that might erupt in future during the time of employment. However, P&G followed several code of conducts for the benefits of the employees and to encourage dedicate working environment. For instance; employees were reminded not to disturb other workers or to visit other sector or de partment, except in case of extreme urgency. All these rules and regulation changed slightly during the regime of two different leaders. Jager: Due to its transactional leadership nature, P&G was popularly known for its narrow – minded, and conservative image. Therefore, the HR policies under Jager’s regime were not people- centered. This Change, from people – centric to target – centric came as a surprise to the employees. This shock created an outrage within the employees. This outrage further leads to resistance to change. The literature suggests that resistance occurs in situation when the goal, ideas, reason and targets of change is unclear and not wisely communicated to the employees. The employee resistance towards change, also occurred due to uncertainty, threat to skills and inconvenience etc. Schein in 1999 proposed, that the culture of organization is very difficult to change (Maurer 2006). In the very starting Jager, introduced an extended goal plans and therefore resulted in setting up the unrealistic targets for the employees. However on analyzing the situation, it seemed to be a good move, as it will help in uplifting those employees who are not performing or who are under performing. Whereas on the other hand, unachievable targets can also demotivate employees and further the employees may become unproductive in terms of work. From the situation, it can be analyzed that Locke’s goal setting theory is not used in this organization, under the regime of Jager. According to the theory of Locke, goals should always be specific, must be attainable in nature, must be accepted by the organizational members and most importantly the leader should provide feedback on the goal attained. All these are necessary to keep people motivated and aligned towards attaining the goal (Lunenburg 2011). In contrast with this theory, Jager proposed all things in contrast du to which employee’s resisted change. Secondly, he introduced a new remuneration system that was meant for only those employees that contributed extraordinary. This is both good and bad for employees, it is considered to be good because it gave recognition to the employees who performed well. While in a team-based achievement, rewarding an individual seems biased decision. This may further lead to different perception, employees will believe that re ward will be given to only those who perform extraordinary rather than to those who completes the job on time. This outcome can be related to Adam’s equity theory, wherein people compare themselves with others on the basis of time, efforts, sacrifices and outputs received (Al- Zawahreh and Al- Madi nd). The environment became informal under the regime of Jager that created equality amongst each other within the organization. Lastly, Jager made significant amount of job cuts while doing restructuring of the organization. This came as a huge shock to the employees as all these actions were taken without their consent. Lafley: Lafley’s approach was more flexible and outwardly. He believed that the targets are unachievable and not realistic therefore, he decided that conservative goal plan would be a good option. Lafley joined P&G at the time when the organization was in loss hence, he wanted to save cost. In order to save cost he started cost- cutting. For this purpose, he disallowed employees of every department to work from home. This method definitely saved a of cost for the company. Recommendations and Conclusion: This report widely examined the organizational issues that were present in P&G under the leadership of Jager and Lafley. Both Jager and Lafley, undergone through changes in the context of leadership, HR practice and strategic development. It is therefore clear that both the leaders had very different styles of leadership and way of operating things. Moreover, throughout the case study it is evident that their different style of doing the job has affected the organization both negatively and positively. However, the next section will focus on the plan of action that P&G needs. Additionally, the report will have a five year plan and the main objective is to improvise its HR practices and culture of the organization. In order to craft this plan a SWOT analysis will be done on P&G’s existing HR rules and processors. SWOT of existing HR activities: SWOT Analysis is the most famous means for audit and analysis to know the total strategic position of the commercial enterprise and its environment. Its central aim is to determine the strategies that will create a firm constricted business model that will best adjust an organization’s resources and the environment in which the business functions (Johnson and Scholes 2010). Strengths: Under SWOT analysis strength deals with what benefit does your organization have over the rivals? What do you do better than anyone else in the same field? What specific or lowest-cost resources can you show upon that others can’t? What do people in your industry see as your strengths?. The core strength of P&G is their Policy that focuses entirely on the people. The organization’s policy is lined up according to the needs of the employees. Therefore, P&G is often called as People Company. Another strength consists of its effective and efficient global processes such as training, recruitment, training and highly motivated staff. Procter and Gamble also have sustainable competitive advantage. Weaknesses: SWOT analyses under this determine things like what could you amend? What should you avert? What are masses in your market likely to perceive as weaknesses? What factors lose you gross revenue?. In the case of Procter and Gamble it can be analyzed that the company definitely lacked direction. It is evident that both leaders at there time had excellent aspirations for the organization but was poorly implemented. The second and the real weaknesses was that employees were not fully convinced with the idea of change, this could have been due to lack of communication within the organization. Lack of product offering was amongst other weaknesses. Opportunities: In this questions such as what good opportunities can you spot? What interesting trends are you aware of? . There were several opportunities open to P&G such as innovation of their products and brands. P&G would have tried exploring new market through expanding its business in other parts of the world. They need to be risk takers therefore should think of adopting growth and diversification Strategies. Threats: Under threats questions like what hurdles do you face? What are your rivals doing? Are quality specifications for your job, products or services dynamic?. Some of the threats affects P&G as a whole. For instance, intense competition changes in demographics and customer power. Another threat for this organization is economic downturn and global recession. Strategic Recommendations: This section will be based on the SWOT analysis that is done above, the following recommendations will be helpful in improving its HR performance, the profit of the organization and the culture of the organization. The foremost recommendation for P&G is to formulate an effective talent management. The process Involved in the talent management include workforce planning, development, retention, talent review and evaluation (Lewis and Heckman 2006). Talent management plays an important role in the HR department and the strategy should focus on business as a whole. The process of talent management must be unified within the business strategies of the P&G. The organization needs to realize that to survive in the market it has to match the pace of the changing environment. Talent Planning: The HR professional employed in this field ensures that the organization is able to determine and pull in key people with the ability to create competitive advantage and that it actively manages an proper scale of resource to meet dynamic needs, fulfilling the brief and long-term ambitions of the administration strategy (CIPD 2013). P&G should encourage recruitment and selection of individuals who have the ability to add competitive value to its organization. This needs to be done across all the levels within the organization. Moreover, P&G must try to engage all the hired staff in training and Development as it will be good for people to enhance the right skills. Additionally, employees must be taught about cultural change so that they do not resist change. Learning and Development for employees: Employees along with rest of the staff need to enhance and develop the skills and capabilities required to stand out on the job with the help of organizational and individual training programs. This process will help in encouraging employee retention. The process of learning and development includes 3 main steps i.e. 1. Plan; where training need is gathered. 2. Do; in this step plan is implemented 3. Review; the last step, learning and development activities are monitored and evaluated. Performance Management in the organization: Performance Management is a process for setting up a common understanding about what is to be attained and how it is to be attained. It is a technique of managing people that expand the chance of achieving success (CIPD 2013). This generally deals with appraisals, performance etc. P&G as an organization needs to select the quality oriented view of the performance management that is related to the enhancing strong performance, regular improvement and coaching of workers by senior level of managers that helps to improve motivation of the job. Reward Management in Procter and Gamble: Reward management may merely defined as the joint actions an employer may take to stipulate at what levels worker wages will be offered, based on what standard and data, how the substance will be ordered over time, and how both the deliberate links between organizational goals and belief should be interpreted and acted on by the parties to the occupation kinship (Parkins and White 2011). It is amongst one of the ways when P&G can keep employee retention. This should cover pay structures, grade, and contingent pay and employee benefits as well. This overall suggests those employees efforts are accepted and this motivates workers to work better, hence ensures retention. Conclusion Concluding this report by suggesting the strategic plan for P&G to improve its HR practices. This plan is focused for five years that will include the strategies they have to adopt and they people who will implement the strategies for the people who will be affected by these strategies. Talent Planning is a strategy that will be implemented by the Chief Executive Officer and other senior executives for all the employees of P&G. The duration for this strategy is 2 years. The Learning and Development will be executed by the senior level managers for the mid and entry lever employees and this will take 3 years. Performance management will be perform by the senior executive and CEO that will be effective for all employees of P&G and its will be executed quarterly. CEO will do reward management strategy for all the employees of the company and it will be for 1 year. List of References Bradutan, S. and Sarbu, A. (ND) ‘ Advantages and Disadvantages of the Strategic Management in the Current Economic Context ‘. Journal of Management [online] 1-4. Available from [1 June 2013] Bryson, M.J. (1988) ‘A Strategic Planning Process for Public and Non-profit organizations’. The Journal Of Long Range Planning [online] 21 (1), 73-81. Available from [28 May 2013] CIPD (2012) ‘Development strategy’ [online] available from [1 June 2013] CIPD (2013) ‘ Performance Management: an overview’ [Online] available from [2 June 2013] Dr. Zawahreh, A.A and Dr. Madi, A.F (ND) ‘The Utility of Equity Theory in Enhancing Organizational Effectiveness ‘. European Journal of Economics, Finance and Administrative Sciences [online] 1-31. Available from [31 May 2013] Hartog, D.N.D. , Muijen, V.J.J. and Koopman, L.P. (1997) ‘Transactional Versus Transformational Leadership: An Analysis of the MLQ’. Journal of occupational and organizational Psychology [online] 70, 19-34. Available from [4 June 2013] Hyun, S. (2009) ‘ Re-examination of Herzberg’s Two Factor Theory of Motivation’. Available from [5 June 2013] Jones, B.B. and Brazzel, M. (2006) Handbook of Organization Development and Change Principles, Practices and Perspectives San Francisco: Pfeiffer Lai, A. (2011) ‘Transformational-Transaction Leadership Theory’. Journal of Leadership Theory [online] 1-34. Available from [2 June 2013] Lewis, E.R. and Heckman, J.R. (2006) ‘Talent Management: A Critical Review’. Journal of Human Resource Management Review [online] 16, 139-154. Available from [28 May 2013] Lumenburg, C.F. (2011) ‘Goal Setting Theory of Motivation’. International Journal of Management, Business and Administration [online] 15 (1), 1-6. Available from [30 May 2013] Perkins, J.S and White, G. (2011) ‘ Introducing the Reward Management System’ (2 edition), UK; CIPD
Tuesday, October 22, 2019
Come Participate in the DWT Poetry Competition
Come Participate in the DWT Poetry Competition Come Participate in the DWT Poetry Competition Come Participate in the DWT Poetry Competition By Daniel Scocco I am pretty sure we have many poets and wanna-be poets among our readers (not to mention the ones who just like to read poetry), so it was about time to run a DWT Poetry Competition. First of all here are some good reasons for you to participate: The winner will receive a $100 Amazon gift card. The three runners-up will receive a free license for the Fanurio billing software. Youll get people reading and giving feedback on your poems. Are you in? Good, now just read the rules: The deadline for the submission is the 1st of March 2010 (midnight GMT). Submissions must be made via email to daniel@dailywritingtips.com (Send your poem either in the body of the email, or as a .doc attachment) The poem must be in English, original, and must not have been published in the past. By taking part on the competition you allow us to publish your poem online (it will stay on the blog even after the competition). But you retain all the publishing rights over the material. From March 2nd onward well publish a batch of poems every Tuesday, and our readers will be able to vote on their favorite poems, until we elect the winner. It is time to reveal the Robert Frost or the Emily Dickinson you have inside! 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 Writing Competitions category, check our popular posts, or choose a related post below:Using "a" and "an" Before WordsLatin Words and Expressions: All You Need to Know5 Tips to Understand Hyphenated Words
Monday, October 21, 2019
General William Sherman essays
General William Sherman essays William Tecumseh Sherman was born on May 8, 1820 in Lancaster, Ohio. He received his education at the United States Military Academy and then eventually became a Union General in the U.S. civil war. Sherman declared his resignation from the army in 1853 and became a banking firm in San Francisco. He became the president of the Military college in Louisiana (currently LSU) from 1859-1861. Sherman offered his services at the outbreak of the Civil War in 1861 and was placed in command of a voluntary infantry regiment. He became a brigadier general of the volunteers after the first Battle of Bull Run. He was the leader at the battle of Shiloh and was then promoted to general to the volunteer. Following the battle of Chatanooga, he was made supreme commander of the armies in the West. Sherman fought along with the likes of Ulysses S. Grant and against Robert E. Lee before he became commissioned lieutenant general of the regular army. Following Grant's election to presidency, Sherman was promoted to full general and was given command of the entire U.S. Army. He retired in 1883 and died in 1891. William Sherman was a very talented and successful man. He is remembered by many accomplishments, but is probably remembered most by his famous march to the sea. The march was probably one of the most celebrated military action in history. Sherman rallied sixty thousand men and they marched from Atlanta to the Atlantic Ocean, then north through South Carolina destroying the last of the South's economic resources. Commander Bedford Forrest was in Tennessee, and with Atlanta secured, General Sherman dispatched George Thomas to Nashville to restore the order there. Thomas and John B. hood engaged in many skirmishes which threatened Thomas's supply line. Sherman decided boldly to use a plan which was completely opposite of the plan Grant laid down six months earlier. Instead of the Confederate armies being the object ...
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