Networks and System Administration Essay Example | Topics and Well Written Essays - 3000 words

Networks and System Administration - Essay Example Company networks serve to facilitate communication processes in the company and facilitate management processes through the use frameworks such as the company intranet. In addition, connectivity to the internet comes with added advantages through which the company can communicate with the outside world. This implies that the implementation and the configuration of a computer network depend on the needs of that particular organization (Bagad 2009). For example, desktop layout is primarily determined by the office arrangement and the need to host a web site warrants the use of a web server in the overall network infrastructure of the company. This paper provided a description of the computer network implemented and management for Target Company (will call it X Company). 2. Part 1 – Network Evaluation of the business needs is the initial step of the design methodology; focusing on business needs, goals and objectives provides an avenue for the designing of a network that will mak e the business meet its requirements. The steps of the design methodology are outlined below. 2.1 Business requirements For a network design methodology to be effective, it must put into consideration the business needs. Business needs are the key drivers towards the implementation of any project. Understanding the organizational and corporate culture and the business processes of the X Company will play a significant role in determining the effectiveness of the design methodology. The design should be tailored so as to facilitate the realization of the business needs of the company (Barnick 2006). Some of the business needs of the X Company are outlined below. Enhancing employee productivity; the present IT infrastructure at the X Company does maximize on the potential of its employees. Reduction in overhead costs; currently, the company incurs a lot of expenses due to lack of proper communication and network infrastructure. To establish effective management strategies. To enhance customer satisfaction through increased employee productivity and increased efficiency in the execution of business processes. To enhance profitability through increased market share. 2.2 Design requirements The network design requirements are based on the business needs. The network design should facilitate the realization of the business requirements. Specific design standards are implemented basing on the design in accordance with the network and information needs of the X Company. The business needs and technical needs of the network play a significant role in determining the network infrastructure to be implemented (McCabe 2007). The X network rational is designed to achieve the following design requirements: management & security, scalability, performance and availability. 2.3 Analysis of network design The network design of any company cannot be effectively accomplished without proper security design if it is public as well as Intranet. Certifications on audit and certificati ons were written by the company and they are reviewed on regular basis to make sure that at all times only genuine employees with authority are the only ones being allowed to have access to their respective applications at any particular time (Caslow 1998). The first element of the network at X is a

Toyota outsourcing and offshoring analysis Essay

Toyota outsourcing and offshoring analysis - Essay Example India and many other countries and has recreated its management philosophy, work methods and adherence to productivity. This paper examines the methodology behind the off shoring and outsourcing that the company has introduced and also discusses how these practices follow the theories of Dunning and Hymer. Fang (2003) has suggested that the famed Toyota Production System (TPS) that was established by the famous Taiichi Ohno has been applied to all aspects of the outsourcing model. The authors have defined Off shoring as the relocation or creating afresh, the infrastructure and processes from one country to another. Off shoring may be utilized for the transplanting of production, services, backend services, call centre operations, help desk support and other business functions. Outsourcing is the process of procuring core and non core business function and services from suitable vendors. The term outsourcing includes parts ad spares manufacturing, procurement of raw materials, finished goods, apparel, automobile components, outsourcing of intellectual work such as market research and others. According to the Paul (et all, 2005), when Toyota decides to offshore manufacturing base in another country, it either opens a fully owned company if the rules of the foreign country permit or it may decide to take a partnership with a like minded partner who values the principles of Toyota manufacturing company. Other than recreating the manufacturing process by buying machines and testing equipment, the company extends the TPS model to cover other areas such as maintaining a flat corporate structure that empowers individuals to strive for excellence, hiring practices that favour the young and inexperience but who can be moulded to easily adapt to new trends, teamwork where each member helps the other in achieving goals, establishing two way open communications where people are urged to speak about their problems; non-monetary awards

Health Improvement Essay Example for Free

Health Improvement Essay To address this challenge, the world’s governments committed themselves at the United Nations Millennium Summit to the Millennium Development Goals, including the overarching goal of halving extreme poverty by the year 2015. Yet, our planet’s capacity to sustain us is eroding. The problems are well-known – degrading agricultural lands, shrinking forests, diminishing supplies of clean water, dwindling fisheries, and the threat of growing social and ecological vulnerability from climate change and loss of biological diversity. While these threats are global, their impacts are most severe in the developing world – especially among people living in poverty who have the least means to cope. Is this environmental decline inevitable in order for poverty to be reduced? We argue not. Indeed, quite the opposite is true. If we do not successfully arrest and reverse these problems, the world will not be able to meet the Millennium Development Goals, particularly the goal of halving extreme poverty. As this paper demonstrates, tackling environmental degradation is an integral part of effective and lasting poverty reduction. The 2002 World Summit on Sustainable Development (WSSD) provides the international community with a pivotal opportunity to redirect the global debate, and to forge a more integrated and effective global response to poverty and environmental decline. To succeed, we need to focus on the most important links between poverty, the environment and sustainable development. For many, ensuring sound environmental management means curtailment of economic opportunities and growth, rather than their expansion †¦ too often; it is viewed as a cost rather than an investment. Prepared as a contribution to the 2002 World Summit on Sustainable Development focuses on ways to reduce poverty and sustain growth by improving management of the environment, broadly defined. It seeks to draw out the links between poverty and the environment, and to demonstrate that sound and equitable environmental management is integral to achieving the Millennium Development Goals, in particular eradicating extreme poverty and hunger, reducing child mortality, combating major diseases, and ensuring environmental sustainability. Four priority areas for sustained policy and institutional change are highlighted: ?Improving governance for pro-poor and pro-environment policies, institutions and services, with particular attention to the needs of women and children; ?Enhancing the assets of the poor and reducing their vulnerability to environment-related shocks and conflict; ?Improving the quality of growth to protect the asset base of the poor and expand opportunities for sustainable livelihoods; ?Reforming international and industrialized country policies related to trade, foreign direct investment, aid and debt. Policy opportunities exist to reduce poverty and improve the environment The environment matters greatly to people living in poverty. The poor often depend directly on natural resources and ecological services for their livelihoods; they are often the most affected by unclean water, indoor air pollution and exposure to toxic chemicals; and they are particularly vulnerable to environmental hazards such as floods and prolonged drought, and to environment-related conflict. Addressing these poverty-environment linkages must be at the core of national efforts to eradicate poverty. Many policy opportunities exist to reduce poverty by improving the environment – but there are significant and often deeply entrenched policy and institutional barriers to their widespread adoption. The past decade of experience since the 1992 Earth Summit in Rio reveals some important lessons that help point the way forward. Three broad lessons are highlighted here: ?First and foremost, poor people must be seen as part of the solution – rather than part of the problem. Efforts to improve environmental management in ways that contribute to sustainable growth and poverty reduction must begin with the poor themselves. Given the right incentives and support – including access to information and participation in decision-making – the poor will invest in environmental improvements to enhance their livelihoods and well-being. At the same time, however, it is essential to address the activities of the non-poor since they are the source of most environmental damage. The environmental quality of growth matters to the poor. Environmental improvement is not a luxury preoccupation that can wait until growth has alleviated income poverty, nor can it be assumed that growth itself will take care of environmental problems over the longer-term as a natural by-product of increasing affluence. First, this ignores the fundamental importance of environmental goods and services to the livelihoods and well-being of the rural and urban poor. Second, there are many examples of how bad environmental management is bad for growth, and of how the poor bear a disproportionate share of the costs of environmental degradation. Ignoring the environmental soundness of growth – even if this leads to short-run economic gains – can undermine long-run growth and its effectiveness in reducing poverty. ?Environmental management cannot be treated separately from other development concerns, but requires integration into poverty reduction and sustainable development efforts in order to achieve significant and lasting results. Improving environmental management in ways that benefit the poor requires policy and institutional changes that cut across sectors and lie mostly outside the control of environmental institutions – changes in governance, domestic economic policy, and in international policies. Improving governance ?Integrate poverty-environment issues into nationally-owned poverty reduction strategies, including macroeconomic and sect oral policy reforms and action programmes, so that they can become national sustainable development strategies. Engage poor and marginalized groups in policy and planning processes to ensure that the key environmental issues that affect them are adequately addressed, to build ownership, and to enhance the prospects for achieving lasting results. Address the poverty-environment concerns of poor women and children and ensure that they are given higher priority and fully integrated into poverty reduction strategies and policy reforms – for example, the growing burden of collecting scarce water and fuelwood supplies, and the effects of long-term exposure to polluted indoor air. Implement anti-corruption measures to counter the role of corruption in the misuse of natural resources and weak enforcement of environmental regulations – for example, the destructive impacts of illegal logging and unregulated mining, or the preference for construction of new power and water investments over increasing the efficiency of existing investments. ?Improve poverty-environment indicators to document environmental change and how it affects poor people, and integrate into national poverty monitoring systems. This should be complemented by measures to improve citizens’ access to environmental information. Enhancing the assets of the poor ?Strengthen resource rights of the poor by reforming the wider range of policies and institutions that influence resource access, control and benefit-sharing, with particular attention to resource rights for women. This includes central and sub-national government, traditional authorities, the legal system, and local land boards, commissions and tribunals. Support decentralization and local environmental management – land, water and forest resource management, and provision of water supply and sanitation services – by strengthening local management capacity and supporting women’s key roles in managing natural resources. ?Expand access to environmentally-sound and pro-poor technology, such as crop production technologies that conserve soil and water and minimize the use of pesticides, or appropriate renewable energy and energy e fficient technologies that also minimize air pollution. This includes support for indigenous technologies, and the need to address the social, cultural, financial and marketing aspects of technical change. ?Promote measures that reduce the environmental vulnerability of the poor by strengthening participatory disaster preparedness and prevention capacity, supporting the formal and informal coping strategies of vulnerable groups, and expanding access to insurance and other risk management mechanisms. Reduce the vulnerability of the poor to environment-related conflict by improving conflict resolution mechanisms in the management of natural resources and addressing the underlying political issues that affect resource access. Improving the quality of growth ?Integrate poverty-environment issues in economic policy and decision-making by strengthening the use of environmental assessment and poverty social impact analysis. Improve environmental valuation at both the macro and micro level, in order to highlight the full cost of environmental deg radation for the poor in particular and the economy in general, and to improve economic decision-making. ?Expand private sector involvement in pro-poor environmental management to maximize the efficiency gains from private sector participation, while safeguarding the interests of the poor. This requires capacity within government to negotiate with the private sector – for example, to ensure that utility privatization benefits the poor – and to forge effective public-private partnerships that enhance the poor’s access to environmental services. ?Implement pro-poor environmental fiscal reform including reform of environmentally-damaging subsidies, improved use of rent taxes to better capture and more effectively allocate resource revenues, and improved use of pollution charges to better reflect environmental costs in market prices. Reforming international and industrialized country policies ?Reform trade and industrialized country subsidy policies to open up markets to developing country imports while avoiding environmental protectionism, and to reduce subsidies that lead to unsustainable exploitation – such as subsidies for large-scale commercial fishing fleets that encourage over-harvesting in developing country fisheries. . Make foreign direct investment more pro-poor and pro-environment by encouraging multinational corporations to comply with the revised OECD Code of Conduct for Multinational Enterprises, and to report on the environmental impact of their activities in line with the UN Environment Programme’s Global Reporting Initiative. ?Increase funding for the Global Environment Facility as the major source of funding for global public goods in the environment, such as a stable climate, maintenance of biodiversity, clean international waters and the protective ozone layer. These benefit the whole world as well as the poor themselves – so the rich world must pay a fair share for their maintenance. ?Enhance the contribution of multilateral environmental agreements (MEAs) to national development objectives by strengthening developing country capacity to participate in the negotiation and implementation of MEAs (for example, to ensure that the Clean Development Mechanism promotes investments that benefit the poor). Also, improved coordination is needed between MEAs so that scarce developing country capacity is used most effectively. ?Encourage sustainable consumption and production – industrialized country consumers and producers through their trade, investment, pollution emissions and other activities affect the environmental conditions of developing countries. Making rich country consumption and production more sustainable will require a complex mix of institutional changes – addressing market and government failures as well as broad public attitudes. Enhance the effectiveness of development cooperation and debt relief with more priority for poverty-environment issues, particularly for the poorest countries where aid and debt relief continue to have a valuable role to play in helping governments to make many of the changes recommended above. Mainstream environment in donor agency operations through staff training, development and application of new skills, tools and approaches, and revisions to the way resources and budgets are allocated. Transparent monitoring of progress against stated objectives and targets is needed in order to hold development agencies accountable and to ensure that a commitment by senior management to addressing poverty-environment issues is put into practice throughout the organization. Conclusion This paper looks ahead with some degree of hope and optimism for the future – there are sometimes win-win opportunities, and there are rational ways of dealing with trade-offs. Environmental degradation is not inevitable, nor the unavoidable result of economic growth. On the contrary, sound and equitable environmental management is key to sustained poverty reduction and achievement of the Millennium Development Goals. There are significant policy opportunities to reduce poverty and improve the environment, but more integrated and pro-poor approaches are needed. The World Summit on Sustainable Development is an opportunity to focus on what is most important and to forge a coherent framework for action, with clear goals and achievable targets backed-up by adequate resources and effective and transparent monitoring mechanisms. There can be no more important goal than to reduce and ultimately eradicate poverty on our planet. PART 1 Why the Environment Matters to People Living in Poverty â€Å"Water is life and because we have no water, life is miserable† (Kenya) â€Å"We think the earth is generous; but what is the incentive to produce more than the family needs if there are no access roads to get produce to a market? † (Guatemala) â€Å"In the monsoons there is no difference between the land in front of our house and the public drain. You can see for yourself† (India) In their own words, the environment matters greatly to people living in poverty. Indeed, poor people’s perceptions of well-being are strongly related to the environment in terms of their livelihoods, health, vulnerability, and sense of empowerment and ability to control their lives. Figure 1 provides a simplified framework for understanding how environmental management relates to poverty reduction, and why these poverty-environment linkages must be at the core of action to achieve the Millennium Development Goals and related national poverty eradication and sustainable development objectives. Environmental management for poverty reductionDimensions of povertyDevelopment goals Part 1 of the paper focuses on the poverty-environment relationship by examining how environmental conditions in both rural and urban settings relate to three key dimensions of human poverty and well-being: ?Livelihoods – poor people tend to be most dependent upon the environment and the direct use of natural resources, and therefore are the most severely affected when the environment is degraded or their access to natural resources is limited or denied; Health – poor people suffer most when water, land and the air are polluted; ?Vulnerability – the poor are most often exposed to environmental hazards and environment-related conflict, and are least capable of coping when they occur. We also are concerned with the relationship between growth and the environment and how it affects the poor and efforts to reduce poverty. The environmental soundness of growth matters considerably to the poor, and countries with similar levels of income and growth can have quite different levels of environmental performance. While Figure 1 illustrates the main pathways between environmental conditions and dimensions of poverty, in reality these linkages are multi-dimensional, dynamic and often inter-connected: ?Poverty is now widely viewed as encompassing both income and non-income dimensions of deprivation – including lack of income and other material means; lack of access to basic social services such as education, health and safe water; lack of personal security; and lack of empowerment to participate in the political process and in decisions that influence one’s life. The dynamics of poverty also are better understood, and extreme vulnerability to external shocks is now seen as one of its major features. Environment refers to the biotic and abiotic components of the natural world that together support life on earth – as a provider of goods (natural resources) and ecosystem services utilized for food production, energy and as raw material; a recipient and partial recycler of waste products from the economy; and an important source of recreation, beauty, spiritual values and other amenities. The nature and dynamics of poverty-environment linkages are context-specific – reflecting both geographic location and economic, social and cultural characteristics of individuals, households and social groups. Different social groups can prioritize different environmental issues (Brocklesby and Hinshelwood, 2001). In rural areas, poor people are particularly concerned with their access to and the quality of natural resources, especially water, cro p and grazing land, forest products and biomass for fuel. For the urban poor, water, energy, sanitation and waste removal are key concerns. Poor women regard safe and physically close access to potable water, sanitation facilities and abundant energy supplies as crucial aspects of well-being, reflecting their primary role in managing the household. ?Environmental management, as used in this paper, extends well beyond the activities of public environmental institutions. In relation to poverty, environmental management is concerned fundamentally with sustaining the long-term capacity of the environment to provide the goods and services upon which people and economies depend. This means improving environmental conditions and ensuring equitable access to environmental assets – in particular land and biological resources, and safe and affordable water supply and sanitation – in order to expand poor people’s livelihood opportunities, protect their health and capacity to work, and reduce their vulnerability to environment-related risks. This broader conception of poverty and environment, and of environmental management, is essential to understanding the linkages between them and to identifying appropriate policy and institutional options for improving these linkages. There have been some impressive gains since the 1972 United Nations Conference on the Human Environment – the first global conference devoted to environment and development issues. There has been a proliferation of environmental policies and institutions at national and sub-national levels, and environmental issues are firmly placed on the agendas of governments, civil society and the private sector. Major global environmental agreements have been forged and global environmental organizations established. Environmental sustainability has become a core concern of bilateral and multilateral development cooperation, and billions of dollars have been spent on environment-related programmes and projects. Tangible progress also has been achieved ‘on the ground’, although the picture is usually mixed. For example, in the 1990s some 900 million people gained access to improved water sources. However, this was merely enough to keep pace with population growth, and about 1. 2 billion people are still without access to improved water sources, with rural populations particularly under-served (Devarajan et al, 2002). Another example is the productivity of soil used for cereal production, which increased on average in developing countries from 1979-81 to 1998-2000. However, it fell in some 25 countries, most of them in Africa, with land degradation being one factor behind the decline (World Bank, 2002c). Despite these gains, pressure on the environment continues to mount worldwide, posing major challenges to the prospects for poverty reduction and human development in developing countries, in particular the least developed countries.

Impact of leadership quality on employee retention

Impact of leadership quality on employee retention Leadership and relationships play a key role in organizational success. The approach of superior to subordinates determines the quality of relationship. This tone of relationship between them either positive or negative has a strong say in the success or failure of the organization. Though the objective of either, on organizational and employee view is common, yet the human approach from the top determines the retention of employees apart from other essential needs as mentioned by Maslow. The style adopted by managers in organizations is likely to have impact with the performance of employees. In the present days were the quality of workforce has improved manifold, the practice of Authoritative or Autocratic style would result in retreat and not in progress. It would lead to stress and result in burnout in employees perspective and to employer poor quality production or less production leads to attrition of experienced employees. Leadership is the capability of a person to lead and influence others. A leader is a person who has leadership qualities, or the one who leads. Robert Tannebaum therefore, defined leadership as interpersonal influence exercised in a situation and directed through the communication process, towards the attainment of a specialized goal or goals. The behaviour or the leadership style, a superior adopts may considerably determine the orientation of the subordinates. As, how a manager has expectations of his subordinates, so too the subordinates expect their superior to behave in certain manner. It is necessary for every manager to fit his behavior within the expectation level of his subordinates and superiors for a healthy balanced relationship. Today the scarcity is not on the efficiency but on how well one is able to influence others in getting the quality work done. Failing which, will cause non-co-operation resulting sabotage, hardwork or unidentification results in lack of interest and losing interest results low production, turning the organization sick and leads to higher attrition rate. Therefore, the manager is a person who embarks on the importance of human values and emotions. His importance in the organization does not merely lies on the implementation of the policies of the management but inturn should understand the employees acceptance for their comfortable work environment. Not considering the importance on employee retention will leave the organization in holding employees of only routine skills and lose people with talents. Managers could improve retention rates by creating amiable work environment for the motivating employees. The skill sets of employees in the recent days are very significant. To how best these skill sets could be utilized from the employees for the benefit of the organizations growth is quite a challenging task for the manager. There are instances where the employees prove themselves to be more efficient than the manager. Therefore charting the target and implementing the work towards the target, from the employees perview is not at all a difficult task. As a manager, the responsibilities relies in identifying the employees and delegating the work based on the skill sets and making them feel at ease in the work environment. With this initiation it is necessary for him to navigate, if the channel of work is soothing and human values are connected in a healthy way. The inculcation of organizational values and trustworthiness is predominant as a leader manager. An employee in an organization is not an investor of finance but of efficiency. Employees comprise the most vital assets of the company. He expects compensation for his contribution and not a profit share. His satisfaction on compensation and viable work environment is a motivating factor for the organizational growth. The managers intervention during the time of inconveniences would make them feel identified and feel their presence wanting to the organization. This attitude of, willing employees would make the work environment positive towards the development of the organization. This concept of willing employee and comfortable leader is the days demand in every organization. For availability of unbounded resources and innovation, the driving operational force is the magical wand of the positive social approach by the managers. The changes in the willingness to exist with the industry and comfort ability of the managers would result in retention. Willing Employee and uncomfortable Leader Distance Avoidance Leads to lack of work update Inspite of hardwork effort unrecognized, feel isolated and lose faith Resources never revealed work planning impossible Lacks involvement timely work suffers Wrong interpretation by peers hatred towards the employee Employee Burn Out loss of positive resources Unwilling employee and Uncomfortable leader Manipulate makes use of negatives in an unhealthy way for the org.growth Less productive remain unnoticed Creates groupism try to win over the majority in hiding the flaws Organizational conflict question of industrys existence Need for Organisational change and development in both aspects. Unwilling employee and comfortable leader Manipulate finds cause and try to rectify action Less productive motivate by training and development to become more productive Creates groupism understand the cause for groupism and calls forth for the Employee redressal forum Organizational conflict identify the required interventions for finding a solution Willing employee and comfortable leader High values respect High quality motivation Needs fulfilled ensures organisational long term growth Increased production with less appraisal rejection Approachable any inconveniences learnt and jointly finds ways and means for rectification Positive attitude added responsibility to support the group effectively Better relationship among employees work planned easily and target fixed with practical possibility Innovative organizational growth expansion In a work place where employees are not able to use their full potential and not heard and valued, they are likely to leave because of stress and frustration whereas in a transparent environment the employees get a sense of achievement and belongingness from a healthy work environment by which , the company is benefited with a stronger, reliable work-force, harboring bright new ideas for its growth. Leadership Makes a Difference The style followed by every manager encompass the employees on various aspects like job satisfaction, high production, quality , achieving the target, less rejection, job involvement. It is understood from the earlier studies that the leadership style matters for job retention. à ¢- ª After 20 years of research and 60,000 exit interviews, the Saratoga Institute reports that 80% of turnover is directly related to unsatisfactory relationships with ones boss. à ¢- ª According to a recent Gallup Organization study of approximately 1 million workers, the number one reason people leave their jobs is because of bad bosses. à ¢- ª Another recent Gallup study found poorly managed workgroups are an average of 50 percent less productive and 44 percent less profitable than well-managed groups. à ¢- ª.A conclusion reached by Roger Herman is that 3/4 of people voluntarily leaving jobs dont quit their jobs; they quit their bosses. (Herman, Roger. Winning the War for Talent. The ASTD Trends Watch: The Forces That Shape Workplace Performance and Improvement. American Society for Training And Development, pp. 23-32, 1999, p. 28) Blake moutons managerial grid theory determines a managers leadersipstyle on two behavioural aspects, i.e., on its concern for people and concern for production. The former builds better harmony in work environment while the latter work towards the organizational goal. In his leadership style of Team Management he emphasizes the leader to have concern for high production and high people concern. According to him, these leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. The satisfaction level of employees determines the agreement/disagreement with their leader based on his style and approach. This approach has a strong say in rating the level of employee retention. The leader plays a key role in employee retention and retention management. The leader is the main factor in what motivates peoples decision to stay or leave. For organizations to keep its key employees their number one priority should be to look at their management, because people leave managers and not companies. Characteristics in a leader that are of prime importance are trust builder, esteem builder, communicator, talent developer and coach, and talent finder. The leaders relation to the employees plays a central role in retaining employees. Building rich retention starts from the first day of employment. Organisationss outlook: Ensuring right job to a right person. The necessity of the job, designing the tasks, responsibilities, and expectation from the job and position. Orientation on organisations goals and values. Making the physical and social environment feel comfortable by introduction, support and training programmes. Clarity of job. Any job should be a part of the whole. The support to be saught for the completion of the task and the support to be given to the carryover of the task. Being open to suggestions and giving feedback. Timely appreciations and corrections will build better rapport on work and social behaviour. Clarity on compensation , its revision scale schedule and periodical performance appraisal. Greivance redressal forum Considering the welfare of the employees, who in turn will value the organizations welfare. Clear communication on organizational expectations and its policies is important. Managers outlook: A person, approachable with passion. Be a role model of integrity. Uniform approach to his people irrespective of the positions held. No favoritism. Good and unbiased listener. Analysed decision making. Tough situations to be dealt from solution point of view rather than treating as problem. Look for increasing managerial skills in winning people who do their work with duty conscious. Attending leadership training programmes will help to focus on the employees retention. Giving values to the employees say. Setting procedures Non egoistic Knowledgeable person With these outlook an employee would work to the expectations of the management. Some people work for love; others work for personal fulfillment. Others like to accomplish goals and feel as if they are contributing to something larger than themselves, something important. Some people have personal missions they accomplish through meaningful work. Others truly love what they do or the clients they serve. Some like the camaraderie and interaction with customers and coworkers. Other people like to fill their time with activity. Some workers like change, challenge, and diverse problems to solve. What so ever may be, the ultimate expected reward is the monetary benefit. Fair benefits and pay are the cornerstone of a successful company that recruits and retains committed workers. If you provide a living wage for your employees, you can then work on additional motivation issues. Without the fair, living wage, however, you risk losing your best people to a better-paying employer. Mandatory Disclosure Date:22.10.10 To,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Concept and Creative Head   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Yukthi10   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   National Conference on Business Strategies for Sustainable Growth   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Department of Management Studies   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Karpagam College of Engineering   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Othakkalmandapam   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Coimbatore 641032 I solemnly certify that the paper titled Impact of leadership quality on employee retention authored by Dr./Prof./Mr./Ms._Sudharani.S has not been published or accepted for publication elsewhere or currently under any other review  Ã‚   Signature of the Author:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Name :  Ã‚  Ã‚  Sudharani.s  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚   Designation : Placement Liaison Officer  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   Name of the Institution :   Avinashilingam  Ã‚  Ã‚  School of Management Technology Avinashilingam Deemed University for Women Coimbatore   Department of Management Studies, Karpagam College of Engineering, Myleripalayam Village, Othakkalmandapam Post, Coimbatore-641 032. 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Enlightenment of Sammy in John Updikes A&P :: A&P John Updike

The Enlightenment of Sammy in Updike’s A & P  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In John Updike's short story, "A & P," the main character, Sammy, is a cashier at a small grocery store. He is seen by many to be a sexist pig, describing in detail how he sees the three girls that walk in to the store. Sammy is in fact a sexist pig by what he says about them. With evidence and quotes from the story, Sammy can be determined to be a sexist pig. He describes the first girl he sees walking in the store as "a chunky kid, with a good tan and a sweet broad soft-looking can with those two crescents of white just under it..." (421). Although the comment was kept to himself, in mind it is a sexist comment. Though the girl was in a bathing suit and there was no beach around, she probably wasn't trying to get the attention of young guys. She was just there to "pick up a jar of herring snacks" (423). Describing the girl's "can" (421), meaning her backside, gives Sammy some credit of being a sexist pig. Sammy slowly begins to see the other two girls follow the first. He notices n ot only what they're wearing, but what the little clothing that they have on covers up. "This clean bare plane of the top of her chest down from the shoulder bones like a dented sheet of metal tilted in the light" (421). With this quote, he is describing how the bathing suit was slipping off the girl, but in a more demeaning manner. "With the straps pushed off, there was nothing between the top of the suit and top of her head except just her..." (421). Sammy describes that he just sees the girl, a one-nighter type. He doesn't see that she's a human, but just a plaything. One other quote/thought that Sammy has while these girls (whom remain nameless throughout the story), is when the one he calls Queeny takes her money from "the hollow at the center of her nubbled pink top" (423). He begins to get excited as he uncreases the bill as "it just having come from between the two smoothest scoops of vanilla [he] had ever known there were" (424). Sammy seems to be more of a sexist pig, as t he reader proceeds through the story.

Essay --

Draw backs of recursion: Recursion consumes more memory and stack space. Every recursive method call produces a new instance of the method, one with a new set of local variables. The total stack space used depends upon the level of nesting of the recursion process, and the number of local variables and parameters. Recursive version is usually slower. Recursion may perform redundant computations. In sum, one has to weight the simplicity of the code delivered by recursion against its drawbacks as described above. When a relatively simple iterative solution is possible, it is definitely a better alternative In recursion factorial we must ensure that factorial is never ever called with a negative N. Recursion method less efficient. Recursive version is shorter, clearer and slower. Recursion offers more elegant solutions. Use recursion for clarity and for a reduction in the time needed to write and debug code, not for space savings or speed of execution. Recursion can be savior at times- Actually will recursion whenever we deal with data structure related to linked list or xml for gener...

Describe Holmes and Rahe’s (1967) Social Readjustment Rating Scale (Srrs) and Describe to What Extent It Is a Valid Taxonomy of the Causes of Stress

Describe Holmes and Rahe’s (1967) Social Readjustment Rating Scale (SRRS) and describe to what extent it is a valid taxonomy of the causes of stress. The top five stressful events, which can happen in an individual’s life, are categorised as ‘death of a spouse’, ‘divorce’, ‘martial separation’, ‘jail term’, and ‘death of a close family member’. Also, events such as ‘vacation’ and ‘change in eating habits’ are considered to be minor life changes on the scale. Each event is attributed to an arbitrary value or ‘LCU’ (Life Change Units) ranging from one to a hundred. From this, an individual is given a cumulative score based upon all of the stressful events which have happened to them over the previous year. People with a sum total of between two hundred and three hundred life change units are supposed to develop major health problems. People scoring over one hundred units are likely to suffer a moderate period of ill-health (Holmes and Rahe, 1967). It can be said that there is a considerable bias in some of the items on the list of life events, favouring adults over younger individuals. Needless to say, teenagers suffer from stress, but it is unconvincing to argue that they need to cope with occurrences such as ‘death of a spouse’, ‘divorce’ or ‘marital separation’ and it is likely that they will not find ‘vacation’ stressful but the complete opposite. It also should be noted that stressful events including ‘exams pressures’ and ‘concerns about weight or appearance’ are not included in the forty-three life events, and these can be considerably stressful for younger people. This reiterates the fact that some items need to be added to the model, for this scale to be more generalisable in characterising the causes of stress. References