Ramayana and the Illiad

Yogesh Tekwani Professor November 22, 2011 Second Writing Assignment Ramayana and the Iliad are two important literature pieces from Greece and India, both plays are set in time when Gods were known to make appearance on normal basis. The plays are main characters are Achilles and Ram, Achilles is a demi god and Ram is an incarnation of God Vishnu. In the Iliad, Achilles is an arrogant warrior who goes to war to claim glory and fame. In the Ramayana, Ram is a prince who is exiled to the forest. So what is the nature of injustice to the hero in these epics?What customs/values inform the heroes’ responses to this injustice? How do differences in customs/values inform differences in Greek and Hindu literature? What do arete and dharma mean in these cultures? What roles do the gods play in these heroes’ predicaments? The Iliad starts off with sacking of a Trojan’s allied town and two maidens are taken as prized possession from the town, one for Achilles and one for A gamemnon. During a plague, Agamemnon is asked to return his prize and in anger asks Achilles to give him his prize.In anger Achilles draws sword toward Agamemnon’s men and is about to slay when Athena appears to control his anger. Achilles stops fighting for Agamemnon and tells his mother to ask Zeus for revenge on Agamemnon’s army. The Ramayana starts off with Ram, who was the prince of Ayodhya was on his way to get crowned to become a king. Ram who is known for his kind nature is asked by his mother in law to go the forest and live there for 14 years because she wanted her own son to be crowned king. Ram without hesitation accepts the decision and heads to the forest with his wife and his brother.In these two epics we can compare the customs/values that each individual have learned and how they use those customs/values towards their injustice. In the Iliad, when Achilles is told to give up his price, he angrily points his sword at Agamemnon and is ready to kill anyon e who touches his prize. Achilles’s is shown as a self-centered arrogant warrior who cannot accept authority and must use his sword to prove his point. Achilles reactions on this situation is based on his understanding that he a demi god who can easily kill many men and that e only went to war to claim glory. Achilles response though is shown normal in Greek tradition because if injustice is done to anyone, they can easily kill the person to regain justice. In the Ramayana, Ram who is shown as a noble prince who was brought up loving his parents and brothers, he is taught to always respect his elders and never question authority. Ram is told to exile in the forest for 14 years by his step mother; Ram does not question the injustice and accepts his fate. Ram is shown as the purest of men and one who respects his elders does not question authority.Ram is shown as person who lives life without jealousy and glory is not a part of it. When comparing Achilles and Ram, Achilles is s hown as a person who questions authority and does not respect his elders whereas Ram is a person who accepts authority and respects his elders. So how do these the differences in custom/values inform differences in Greek and Hindu Culture? The Hindu culture is more about purity and how a person gains that trait. In Hinduism a person must try to live life with no greed, selfishness and arrogance.A person must completely put all of their faith in the hands of God, as they are trying to gain wisdom and purity for their soles. The Gods play a big part in Hindu cultures because it is through worshipping them that you can be pure, the life that you live now is nothing but an illusion and true life can only be gained by living this illusion as pure as you can. The Greek culture is a little similar to Hindu culture when it comes to looking at the Gods for answers and help but, those are the only similarity between the two.The Greek culture is not based on an illusion and does not mention pu rity of souls to claim a higher standard in life. Greek culture is shown as more of a violent culture where the Gods themselves partake in these actions. The Greek culture also has more involvement from gods when it comes to living a daily life. The customs/values for the Greek culture were based on pride, glory and power because that how the gods motivated the people. In Hindu culture, purity is the only gain and is motivated through a better after life. Dharma also plays a big part in Hindu culture, as it is through dharma a person can become pure.Dharma’s true meaning is personal duties, when a person is born they are given dharma that they must follow to achieve next life. It is never told what your dharma is but it is claimed that you can achieve through doing the right things in life and once you achieve it you will realize it yourself. It can be more than personal duties too, it can also be your calling in life or what you are meant to do even are after you complete yo ur personal duties in life. Through dharma can you only achieve personal satisfaction or even enlightenment that even glory cannot provide.In the Greek Culture, arete is a little similar to dharma because it is also what a person is trying to achieve in their lifetime. Arete is more of excellence of sort that a person is trying to gain through self-improvement. Arete can be excellence in anything a person desires, it is not a self-duty or a calling like dharma. In the Ancient Greek though arete was more of inner strength and courage that one would try to gain in a battle. For example, Hector’s achieved arete when he battled to protected his homeland, his actions were based on his duty to protect his homeland. What roles do gods play in these heroes’ predicament?In the Iliad the gods are more involved and favor sides, Achilles who was a demi god has a god for a mother and she had already told him his fate. During the battle for troy when Achilles was going to slay Agame mnon, Achilles is visited by Athena to check his anger because that can alter the fate of the battle. In the Ramayana, gods never visited Ram when it came to him making a decision, it is only when he going to destroy heave that they visit him. The fate of Ram and Achilles is also predetermined in these epics, Achilles was meant to go to Troy and gain glory through its defeat.Ram’s fate was a little different though because in the Ramayana, Ram himself is an incarnation of Vishnu and he was born to kill Ravana. Both the warriors are gods in these epics but Ram in the Ramayana does not know that he is one. In both the Iliad and the Ramayana, there are injustice done to the heroes of the epic and it is through this injustice it is that these heroes gain glory and happiness. In the Ramayana, Ram is prince who is banished to the forest for 14 years and it is through this injustice that he recognizes his fate and kills Ravana.Ram is shown as a pure man in this epic and not an arrog ant warrior who questions authority and disrespects his elder, Ram’s response to his injustice is not extreme and his acceptance of his fate his is not based on him wanting glory. In the Iliad, Achilles is shown as an arrogant warrior who detests authority and his reaction to his injustice is shown as him drawing his sword towards Agamemnon. The meaning of dharma and arete is also different in these two cultures, dharma is a sort of purity a person is trying to achieve through self-responsibility and purity whereas arete is an excellence a person is trying to achieve abilities.The Gods in these epics play a major part because they are the controlling forces and their choices can alter the ending of each of these epics, in the Iliad if Achilles would have killed Agamemnon and not been stopped by Athena than the epic would have ended differently. In the Ramayana if Ram had questioned the authority for his injustice than the epic would be different. In the Ramayana virtue is sho wn through Ram’s eyes as being as pure as he can be and a happy life can be lived with nothingness. In the Iliad, virtue is shown through Achilles’s eyes gaining glory in the most toughest of wars and life without glory is incomplete.

Himalayans Cat

Student Number _____________ RESEARCH ASSIGNMENT Himalayans Cat Felis Catus Abstract When you think of a warm, loving, and sensationally beautiful cat with crystal blue eyes to die for the first cat that should come to mind is the prestigious Himalayan Cat. The Himalayan Cat is a lovable cat breed and is a favorite choice amongst cat lovers. This domestic breed of felines are a popular pick in Hollywood and are famous for playing cat characters in movies such as â€Å"Meet the Parents,† â€Å"Meet the Flockers,† â€Å"Date Movie,† â€Å"Homeward Bound,† and on the â€Å"Martha Stewart show† (Petinsurance, 2012, Para. ). The Himalayan cat is unlike any other for it has a unique history. The Himalayan cat is derived from the Genus/Species Felis catus and is a result of the breeding of two very prestigious breeds of cats: the Persian and the Siamese cat. As a result of this unique breeding the Himalayan cat was created and has since been a symbol of el egance due to there â€Å"very unique body characteristic that distinguishes them from any other member of the feline family† (Helgreen, 2011, Para. 5).The Himalayan Cat is a domestic cat or Felis catus, which is â€Å"a small, usually furry, domesticated, carnivorous mammal† (Wikipedia, 2012, Para 1). It is more commonly referred to as the â€Å"house cat†. Its taxonomic classification group is â€Å"animalia chordata mammalia carnivora felidae felis catus† (Ramel, 2012, Para 1). According to Ramel (2012) archaeological evidence suggests that modern cats lineage, recognizably similar to our present day species, began to emerge about 25 MYA and during the last 12 million years the eight separate lineages of modern cats have emerged.The domestic cats are apart of that lineage known as the Felis genius, which makes them in direct relation to the cougar, lion, and tigers with the exception of the obvious differences of size and domestication (Wikipedia, 2012 ). The Felis catus are strong, active, round headed, small-bodied, social natured, intelligent animals. â€Å"Felis, typically weigh between eight and eleven pounds, but some breeds can exceed to twenty-five pounds† (Wikipedia, 2012, Para. 7).Domestic cats still have many of their wild instincts for instance; they are constantly climbing, jumping, running, and/or extending their claws in hunting or self-defense (Ramel, 2012). Their sharp retractable claws and strong sharp teeth are their defense mechanism against predators. Domestic cats have great sense of smell, excellent night vision, and a variety of â€Å"vocalization methods of communication (purring, hissing, meowing, and growling), and exceptional hearing† (Wikipedia, 2012, Para 10). According to Wikipedia (2012) they can hear higher-pitched sounds than either dogs or humans, detecting frequencies from 55Hz up to 79 kHz.The life expectancy for a domestic cat is between 12-16 years but some may live longer. Dome stic cats â€Å"reach sexual maturity anywhere between the ages of 7 to 9 months† and usually have an average of 3-5 kitten per liter† (Ramel, 2012, Para. 3) Domestic cats have a â€Å"mutualistic relationship† with human beings and are great companions for people of all ages (Wikipedia, 2012). One of the most devoted people loving breeds of domestic cats is the Himalayan Cat breed. Himalayan Cats are extremely affectionate (Anderson, 2012).Schapmann (2012) states according to Animal Planet’s rating of Himalayan cat characteristics, Himalayans rank high in affection toward their owners, need for attention, and compatibility with children and other pets. This breed of domestic cats are very calm natured but playful. â€Å"The males are more outgoing than their female counter partners, who are more shy and reserved† (Anderson, 2012, Para. 3). Himalayans Cats are a result of a crossbreeding of the Persian cat with the Siamese cat. â€Å"The Himalayan cat was the creation of scientist, Dr. Clyde Keeler and cat breeder, Virginia Cobb.The two teamed up to blend a Persian cat and a Siamese cat† (Petinsurance, 2012, Para. 2) McDonald (1999) states that although, for decades, breeders attempted to breed these two cats but were unsuccessful. It wasn’t until Marguerita Goforth successfully created this breed in 1950s and by the 1960s, it was accepted as a breed by cat authorities (McDonald, 1999). The Himalayan Cat has a remarkable appearance, which makes them so popular. They are short with long thick white hair, which is a featured they adopted from the Persian Cat and have strong colourpoint markings, which is a featured they adopted from the Siamese Cat Petinsurance, 2012). The colourpoint markings are on their ears, legs, tail, and facemask and vary in color (Helgreen, 2011). â€Å"There is a definite contrast between point and body color† (Helgreen, 2011, Para. 4). Most Himalayan Cats range from either white to beige and their colourpoint markings can be â€Å"chocolate, seal, lilac, blue, red, cream tortile, blue-cream, chocolate-torte, lilac cream, seal lynx, blue lynx, red lynx, cream lynx, torte lynx, blue-cream lynx, chocolate lynx, lilac lynx, chocolate-torte lynx, and lilac-cream lynx†(Helgreen, 2011, Para. ) Aside from their distinctive color patterns, the Himalayans are also recognized for their piercing blue eyes and strong flat faces (American Cat Fanciers Association, 2012). There are two facial types: the Extreme/Peke (Ultra face) and the Traditional known as the â€Å"Doll face†(Helgreen, 2011, Para. 4). The major difference between these two is that Extreme faced Himalayan has an extremely flatten face. â€Å"The nose is as nearly as high as the eyes† (McDonald, 1999, pg. 5). This flattened face feature causes this breed to experience problems with their eyes tearing, teeth crowding, and difficulties breathing (Petinsurance, 2012, Para 5).According to C hancellor (2012) Himalayans are subjected to the same types of diseases as Persian Cats due to their linage. These health issues include: â€Å"Tear Duct Overflow, Skin fold dermatitis, Polycystic Kidney Disease, Progressive Retinal Atrophy, and Urinary tract stones† (Chancellor, 2012, Para, 1). Despite the possible health issues, Himalayan Cats have a lifespan of 14-15 years and have no problems with breeding (McDonald, 1999). The female Himalayan Cats may be ready for breeding as early as five months and will begin calling for the her male counter partner to assist in the reproduction process (McDonald, 1999).According to Helgreen (2011) Himalayan cats normally birth 3-4 kittens however; they can produce liters of eight kittens. Himalayan Cats have a very lovable, docile, and playful personality (Schapman, 2012). â€Å"The amazing pet behaviors observed in this cat are commendable the high level of affection intelligence and tolerance are not qualities that are seen in ord inary domestic cats†(Petinsurance, 2012, Para. 6). According to Schapman (2012) this breed of domestic cats has a strong need for attention and companionship from its human owner.This may range anywhere from daily grooming to reassurance and security from its owner. â€Å"They are very dependent on their owners but also have an air of independence, calmness, and self-assuredness† (Schapman, 2012, Para 4). The Himalayan Cat breed is a very unique breed aside from all its unique physical and behavioral characteristics. The American Cat Fanciers Association recognizes this uniqueness and is the only association that recognizes this breed as a separate breed from all other varieties of Persian and Siamese cats (American Cat Fanciers Association, 2012).Despite their ancestral linage to the Persian and Siamese Cat, the Himalayan Cat breed is in a league of its own. References American Cat Fanciers Association. (2012) Himalayians. Retrieved from http://www. acfacat. com/breed_ standard. htm Anderson, C. (2012). Personality differences for male and female himalayan cats. Retrieved from http://www. ehow. com/info_8087211_personality-male-female-himalayan-cats. html Chancellor, T. L. (2012). Himalayan cat diseases. Retrieved from http://www. ehow. com/about_5436085_himalayan-cat-diseases. html#ixzz2C8PXRtDf. Helgreen, J. A. 2011). Himalayan cats. Telmark Productions. McDonald, C. (1999). Guide to owning a himalayan cat. Facts On File, Incorporated. Petinsurance. (2012). Himalayan cats; blue-eyed wonder. Retrieved from http://www. petinsurance. com/healthzone/pet-articles/pet-breeds/himalayan-cats. aspx Ramel, G. (2012). Cats. Retrieved from http://www. earthlife. net/mammals/cats. html Schapman, S. (2012). Himalayan cat personality. Retrieved from http://suite101. com/article/the-himalayan-cat-personality-a70239 Wikipedia. (2012). Domestic cats. Retrieved from http://en. wikipedia. org/wiki/Cat. Himalayans Cat Student Number _____________ RESEARCH ASSIGNMENT Himalayans Cat Felis Catus Abstract When you think of a warm, loving, and sensationally beautiful cat with crystal blue eyes to die for the first cat that should come to mind is the prestigious Himalayan Cat. The Himalayan Cat is a lovable cat breed and is a favorite choice amongst cat lovers. This domestic breed of felines are a popular pick in Hollywood and are famous for playing cat characters in movies such as â€Å"Meet the Parents,† â€Å"Meet the Flockers,† â€Å"Date Movie,† â€Å"Homeward Bound,† and on the â€Å"Martha Stewart show† (Petinsurance, 2012, Para. ). The Himalayan cat is unlike any other for it has a unique history. The Himalayan cat is derived from the Genus/Species Felis catus and is a result of the breeding of two very prestigious breeds of cats: the Persian and the Siamese cat. As a result of this unique breeding the Himalayan cat was created and has since been a symbol of el egance due to there â€Å"very unique body characteristic that distinguishes them from any other member of the feline family† (Helgreen, 2011, Para. 5).The Himalayan Cat is a domestic cat or Felis catus, which is â€Å"a small, usually furry, domesticated, carnivorous mammal† (Wikipedia, 2012, Para 1). It is more commonly referred to as the â€Å"house cat†. Its taxonomic classification group is â€Å"animalia chordata mammalia carnivora felidae felis catus† (Ramel, 2012, Para 1). According to Ramel (2012) archaeological evidence suggests that modern cats lineage, recognizably similar to our present day species, began to emerge about 25 MYA and during the last 12 million years the eight separate lineages of modern cats have emerged.The domestic cats are apart of that lineage known as the Felis genius, which makes them in direct relation to the cougar, lion, and tigers with the exception of the obvious differences of size and domestication (Wikipedia, 2012 ). The Felis catus are strong, active, round headed, small-bodied, social natured, intelligent animals. â€Å"Felis, typically weigh between eight and eleven pounds, but some breeds can exceed to twenty-five pounds† (Wikipedia, 2012, Para. 7).Domestic cats still have many of their wild instincts for instance; they are constantly climbing, jumping, running, and/or extending their claws in hunting or self-defense (Ramel, 2012). Their sharp retractable claws and strong sharp teeth are their defense mechanism against predators. Domestic cats have great sense of smell, excellent night vision, and a variety of â€Å"vocalization methods of communication (purring, hissing, meowing, and growling), and exceptional hearing† (Wikipedia, 2012, Para 10). According to Wikipedia (2012) they can hear higher-pitched sounds than either dogs or humans, detecting frequencies from 55Hz up to 79 kHz.The life expectancy for a domestic cat is between 12-16 years but some may live longer. Dome stic cats â€Å"reach sexual maturity anywhere between the ages of 7 to 9 months† and usually have an average of 3-5 kitten per liter† (Ramel, 2012, Para. 3) Domestic cats have a â€Å"mutualistic relationship† with human beings and are great companions for people of all ages (Wikipedia, 2012). One of the most devoted people loving breeds of domestic cats is the Himalayan Cat breed. Himalayan Cats are extremely affectionate (Anderson, 2012).Schapmann (2012) states according to Animal Planet’s rating of Himalayan cat characteristics, Himalayans rank high in affection toward their owners, need for attention, and compatibility with children and other pets. This breed of domestic cats are very calm natured but playful. â€Å"The males are more outgoing than their female counter partners, who are more shy and reserved† (Anderson, 2012, Para. 3). Himalayans Cats are a result of a crossbreeding of the Persian cat with the Siamese cat. â€Å"The Himalayan cat was the creation of scientist, Dr. Clyde Keeler and cat breeder, Virginia Cobb.The two teamed up to blend a Persian cat and a Siamese cat† (Petinsurance, 2012, Para. 2) McDonald (1999) states that although, for decades, breeders attempted to breed these two cats but were unsuccessful. It wasn’t until Marguerita Goforth successfully created this breed in 1950s and by the 1960s, it was accepted as a breed by cat authorities (McDonald, 1999). The Himalayan Cat has a remarkable appearance, which makes them so popular. They are short with long thick white hair, which is a featured they adopted from the Persian Cat and have strong colourpoint markings, which is a featured they adopted from the Siamese Cat Petinsurance, 2012). The colourpoint markings are on their ears, legs, tail, and facemask and vary in color (Helgreen, 2011). â€Å"There is a definite contrast between point and body color† (Helgreen, 2011, Para. 4). Most Himalayan Cats range from either white to beige and their colourpoint markings can be â€Å"chocolate, seal, lilac, blue, red, cream tortile, blue-cream, chocolate-torte, lilac cream, seal lynx, blue lynx, red lynx, cream lynx, torte lynx, blue-cream lynx, chocolate lynx, lilac lynx, chocolate-torte lynx, and lilac-cream lynx†(Helgreen, 2011, Para. ) Aside from their distinctive color patterns, the Himalayans are also recognized for their piercing blue eyes and strong flat faces (American Cat Fanciers Association, 2012). There are two facial types: the Extreme/Peke (Ultra face) and the Traditional known as the â€Å"Doll face†(Helgreen, 2011, Para. 4). The major difference between these two is that Extreme faced Himalayan has an extremely flatten face. â€Å"The nose is as nearly as high as the eyes† (McDonald, 1999, pg. 5). This flattened face feature causes this breed to experience problems with their eyes tearing, teeth crowding, and difficulties breathing (Petinsurance, 2012, Para 5).According to C hancellor (2012) Himalayans are subjected to the same types of diseases as Persian Cats due to their linage. These health issues include: â€Å"Tear Duct Overflow, Skin fold dermatitis, Polycystic Kidney Disease, Progressive Retinal Atrophy, and Urinary tract stones† (Chancellor, 2012, Para, 1). Despite the possible health issues, Himalayan Cats have a lifespan of 14-15 years and have no problems with breeding (McDonald, 1999). The female Himalayan Cats may be ready for breeding as early as five months and will begin calling for the her male counter partner to assist in the reproduction process (McDonald, 1999).According to Helgreen (2011) Himalayan cats normally birth 3-4 kittens however; they can produce liters of eight kittens. Himalayan Cats have a very lovable, docile, and playful personality (Schapman, 2012). â€Å"The amazing pet behaviors observed in this cat are commendable the high level of affection intelligence and tolerance are not qualities that are seen in ord inary domestic cats†(Petinsurance, 2012, Para. 6). According to Schapman (2012) this breed of domestic cats has a strong need for attention and companionship from its human owner.This may range anywhere from daily grooming to reassurance and security from its owner. â€Å"They are very dependent on their owners but also have an air of independence, calmness, and self-assuredness† (Schapman, 2012, Para 4). The Himalayan Cat breed is a very unique breed aside from all its unique physical and behavioral characteristics. The American Cat Fanciers Association recognizes this uniqueness and is the only association that recognizes this breed as a separate breed from all other varieties of Persian and Siamese cats (American Cat Fanciers Association, 2012).Despite their ancestral linage to the Persian and Siamese Cat, the Himalayan Cat breed is in a league of its own. References American Cat Fanciers Association. (2012) Himalayians. Retrieved from http://www. acfacat. com/breed_ standard. htm Anderson, C. (2012). Personality differences for male and female himalayan cats. Retrieved from http://www. ehow. com/info_8087211_personality-male-female-himalayan-cats. html Chancellor, T. L. (2012). Himalayan cat diseases. Retrieved from http://www. ehow. com/about_5436085_himalayan-cat-diseases. html#ixzz2C8PXRtDf. Helgreen, J. A. 2011). Himalayan cats. Telmark Productions. McDonald, C. (1999). Guide to owning a himalayan cat. Facts On File, Incorporated. Petinsurance. (2012). Himalayan cats; blue-eyed wonder. Retrieved from http://www. petinsurance. com/healthzone/pet-articles/pet-breeds/himalayan-cats. aspx Ramel, G. (2012). Cats. Retrieved from http://www. earthlife. net/mammals/cats. html Schapman, S. (2012). Himalayan cat personality. Retrieved from http://suite101. com/article/the-himalayan-cat-personality-a70239 Wikipedia. (2012). Domestic cats. Retrieved from http://en. wikipedia. org/wiki/Cat.

Police Entrapment Research Paper Example | Topics and Well Written Essays - 1000 words

Police Entrapment - Research Paper Example So it can be established that any act performed with the motive of damaging the framed jurisdiction can be phrased as Entrapment (Stitt & James, April 1984, pp. 111-112). In an entrapment activity police creates the favorable conditions for the commission of offense. But in this note it is to be mentioned that the offender does not play any such vital role. This act is majorly carried down entirely by the police itself. They are basically a ratification of laws making illegal acts which many people had addressed as â€Å"victimless crimes†. In order to prevent these inexcusable acts various special law enforcement agencies had been established with a view of preventing theses crimes as they did not result into complaints from the victimized. In this connection Dempsey and Forst (2013) said, â€Å"Inducement is the key word; when police encouragement plays upon the weakness of the innocent persons and beguiles them into committing crimes they normally would not attempt, it can be deemed improper because it is entrapment and the evidence is barred under the exclusionary rule†. It has been also said that entrapment is a confirmatory defense and can be easily raised at trial. It is based on certain belief where people should not be persuaded of a defense that is completely initiated by the government. It on the whole arises when the government representatives implant the seed with an intention of crime. This view on the contrary hold another prospective where it has been explained that by simply giving a person an opportunity of committing a crime cannot simply subjected to entrapment (Dempsey, Forst, 2013, pp. 151). Evidences specified that entrapment by police was not a new concept. It laid its root way back during 1959s where unjustified acts were forced to be proved as justified by the police. A case in USA gave rise to a revamped consideration of the defense of entrapment. The country witnessed many cases of entrapment by police then. The crime w as broadening at a remarkable speed. There also it was observed that the victims did not complain. It became mandatory for the law to take action against it. In order to prevent the criminal issues the government itself took initiative and actions. It strengthened the rule regarding entrapment activities. The police force being doubled it had been still impossible to execute the laws regarding entrapment. Special work forces like informers, special employees were deployed by the government for the evacuation of a crime as entrapment but the purpose did not get solved. There had been evidences which specified in some situations it became difficult for a police or official to make arrest for any of the crime just detailed. But in contrast there were cases too which witnessed that the answers regarding the enforcement law determined that in large measure opinions were with respect to the defense of entrapment. It was explained that one who opposed the categorization of crimes would cir cuitously hold up the concept of entrapment by police and thus would authorize its more repeated incantation (Williams, 1959, pp. 405). In addition to all this entrapment had also been referred as a proactive law enforcement strategy. This remark was made as because its dimensions included reactive strategies such as complaints investigation. Police entrapment followed series of under covered operatives

Two different responses Discussion 3 JP , and Discussion 4 JB Essay

Two different responses Discussion 3 JP , and Discussion 4 JB - Essay Example Your premise that employees should be evaluated on a six month basis is right on target. Companies have to know how effective and productive an employee is. The human capital of a firm is its most valuable asset (Mayhew, 2013). I agree with you that companies too often put aside their strategic plans for the future instead of acting on them to improve the operations of the company. You are right in your premise that the employees of the firm should be involved in the strategic planning process. A good technique to increase the level of responsibility of an employee is through delegation. Delegation can be defined as the act of empowering another person to perform a job task (Mirriam-webster, 2013). Teamwork and cooperation are very important behaviors that can help enhance the productivity and efficiency of a company. The concept of teamwork is extremely important towards the success of any organization (Brianmac, 2012). As you said it is important to revise the strategic plan of a company several times during a year because the market conditions are often

Configuring Files, NTFS, and Backups Assignment

Configuring Files, NTFS, and Backups - Assignment Example Security breaches possibly caused by human actions, which could be malicious, accidental, or through improper installation, operation or configuration. This paper presents guidelines that should be adopted to ensure efficient management and security of any information and communication technology network. These guidelines are written with keeping in mind of a less experienced IT network managers, to assist them in understanding and dealing with the risks they face. Upon implementation, these guidelines will go a long way in easing with problems of network insecurity. Network security policy guidelines are the practices and rules followed by an institution to protect its information resources. These polices must be documented, developed, reviewed, implemented and evaluated to ensure the integrity of the network. Hence, the need for these policies by an institution is never overemphasized (Avolio & Fallin, 2007). Program policies. It tackles overall Network security goals and it should be applied to all IT resources inside an institution. The institution’s management must instruct policy development to guarantee that the policies address the Network security requirements of all systems operating within the institution. System-specific policies. It addresses the Network security matters and requirements of a particular system. Corporate facilities may have several sets of system-specific policies that address security from the very common (access control) to the particular (system authorizations that reflect the isolation of duties among a team of employees). Create an approval procedure to include legal and human resources specialists, regulatory specialists and procedure and policy experts. Allow maximum time for the review and respond to every comment whether you accept it or not. Institution once developed its network security policy; next step is to document these policies. Each department is responsible to protect its networks,

Bussines Accounting Essay Example | Topics and Well Written Essays - 1250 words

Bussines Accounting - Essay Example Some banks also charge a fee for overdraft facility. It should be noted that an overdraft is specifically meant for short-term requirements of a firm and it does not act as a long term capital. Sometimes the bank asks the firm to provide a guarantee and security to the overdraft availed. As discussed above that overdraft facility is primarily availed for short-term liabilities like accounts payable, so expanding the business through overdraft is not a good plan. 2. A long term loan from financial institution This is a most common way in which SME’s expand their business. As SME’s don’t have the luxury of raising money through issuing securities, the most prevalent way is to take a long-term loan from a financial institution. A business term loan is the most prevalent loan for this purpose. The bank would require financials of the firm for 3-5 years at least and with a guarantee to mark lien. A loan from bank would be passed if the current financial condition of t he firm is good and acceptable to bank and the purpose for which you are taking a loan is justified. The minimum rate at which a long-term loan could be financed is a base rate of prime lending rate. However the actual rate at which ban sanctions the loan could be higher than that depending upon the risk bank is taking in investing, the amount of loan availed and the credit history of the firm. I would suggest my friend to expand by the way of obtaining long term loan from a bank. This also provides significant tax shield. 3. A Finance Lease Agreement A lease agreement is considered as the agreement between the owner and the party intending to use that property conveying the right use of the property. Lease does not includes contracts for services, exploring and exploiting natural resources and licensing agreements for items like patents and trademarks. The advantages of leases are as follows: Immediate cash outflow is not required by the lessee for leasing the asset. A purchase opt ion allows the lessee to obtain at the bargain price at the expiration of the lease. The lessee is able to obtain 100% financing. Flexibility for use of funds for tax benefits. Leases can also be structure for allowing manipulation for calculating tax benefits at the end of the year. Though lease remains an important source of expanding through leasing property, plant and equipment but the clauses in lease can go against and it can be used for buying PPE only. It cannot be used for financing current assets of the company 4. A hire purchase agreement for the necessary non-current assets required in the expansion Hire purchase is considered as the term for a contract wherein a firm or an individual agrees to pay for the goods in installments, parts or in a percentage over the period of time. This looks somewhat like leasing for goods and services. In comes into effect when a firm cannot pay for the property at once but is agreeing to pay in installments for the same. It is recommended to go through hire-purchase for financing non-current portion of assets. 5. Formation of a Partnership Another way of obtaining finance for a firm is through formation of a partnership. Though this looks a good idea at one but lot of things are to be taken consideration off. Firstly, forming a partnership will bring money in the business which is required for expansion but it will dilute the holding of my friend. Suppose a

Miracles of Jeaus in the book of Luke Research Paper

Miracles of Jeaus in the book of Luke - Research Paper Example It’s worth noting that the book of Luke is a specific address to a single individual known as Theophilus. Gospel according to Luke illuminates the history and the story of Jesus Christ from birth to crucifixion. It also focuses on the teachings of Jesus on salvation and fulfillment of Old Testament prophecies with regard to the coming of Messiah. Apostle Paul references the author of this book in Colossians4:14. Literature review Luke portrays Jesus as very passionate, compassionate and full of mercy. Jesus comes out as someone who loves everyone and believes that everyone should share equal treatment (Luke 18:1-8). Jesus Christ is seen as our savior and lord and is referred to as the ‘son of man’ in Luke 19:10. ``For the son of man is come to seek and to save that which was lost.’’ This becomes the point of reference of Jesus’ purpose and many view the same as His mission statement. Jesus is portrayed as one who reaches out to the marginalize d. The fact that Luke himself was a gentile shows as how impartial Jesus was. In Luke 4:18-19 ‘’ the spirit of the lord is on me because he has anointed me to proclaim the good news to the poor. He has sent me to proclaim freedom to the prisoners and recovery of sight to the blind, to set the oppressed free, to proclaim the year of the Lord’s favor’’. This statement clearly shows the intention and the doctrinal basis of the activities of the Lord Jesus while on earth. From the same statement we can learn that Jesus was empowered by the Spirit of God to show mercy and compassion to those who were incapacitated. Luke is careful to show as that Jesus had a deep sense of purpose and that he was aware of what was expected of him. This was why he confined himself to his purpose. Jesus Christ is portrayed as a miracle worker in the book of Luke. This account goes ahead to detail some of the miracles that Jesus did from Luke’s perspective as a doctor and a non Jewish person. The book of Luke has got a total of eleven parables that Jesus gave. We have the parable of the two debtors in Luke7:41-43 where Jesus stated that since we have been forgiven freely we must freely forgive others. This again shows that Jesus believed in equality. The story of the Good Samaritan is one of the most popular parables. It can be found in Luke10:30-37 where we see a Samaritan, (Samaritans were despised by Jews) helping a Jew who had been attacked by robbers and left for dead. The parable of the rich fool who thought of how he was going to have a bountiful harvest and was just obsessed with more and more wealth. Jesus warned against having wealth where moths and rust can destroy. This is in Luke 12:16-21. In Luke 13:6-9 we see Jesus rebuking a fig tree just because it was barren showing that Jesus was fully results oriented and couldn’t put up with people who won’t practice his teachings and give results. He –Jesus- in chapter 15 of Luke verse 8 to 10 gave a parable to the effect that one lost coin can cause the owner to go out of his/her way so that he/she can regain it. He compared himself to that owner and implied that he could do the same for any lost soul. In Luke 15:8-10 Jesus gave a parable known as ‘the prodigal son’. In this story we see a passionate father remaining restless until his lost son traces his way back home. We also see a very colorful reception being given to the

Microorganisms in Nature and Biotechnology Essay

Microorganisms in Nature and Biotechnology - Essay Example This research will begin with the statement that a microorganism or microbe is an organism which is microscopic, usually too small to be seen by the naked eye. Microorganisms are very diverse including bacteria, fungi, archae, protists etc. They live in all parts of the biosphere where there is liquid water, including soil, hot springs, on the ocean floor, high in the atmosphere and deep inside the rocks within the Earth's crust. Microbes are critical to nutrient recycling in ecosystem, biochemical and ecological cycles. They also play a major role in precipitation and weather. Microbes are exploited in the fields of biotechnology, food technology, and genetic engineering. Even though most of the microorganisms are useful, a few are pathogenic too. A microorganism or microbe is an organism which is microscopic, usually too small to be seen by the naked eye. Microorganisms are very diverse including bacteria, fungi, archae, protists etc. They live in all parts of the biosphere where t here is liquid water, including soil, hot springs, on the ocean floor, high in the atmosphere and deep inside the rocks within the Earth's crust. Microbes are critical to nutrient recycling in ecosystem, biochemical and ecological cycles. They also play a major role in precipitation and weather. Microbes are exploited in the fields of biotechnology, food technology, and genetic engineering. Even though most of the microorganisms are useful, a few are pathogenic too. However, the recent developments of science have made the applications of microbes quite vital in the applied research of modern days.

Is strong character enough to guarantee ethical practice in a Essay

Is strong character enough to guarantee ethical practice in a profession - Essay Example Aristotle argues that character ought to be consistent over time, as well as coherent at all times. A person of good character enforces virtues and values through appropriate dispositions and emotions. Aristotle asserts that character is a matter of what one likes doing, therefore, good character is manifest in doing the right thing while having the right desires and emotions. He asserts that strong character involves values, the readiness to act on them, and ability to take the appropriate action in a particular situation (Hartman 78). Bayles proposes three central features and three secondary features that define a profession. The central features are extensive training; the training involves a significant intellectual component, and that the trained professional upon qualification has the ability to provide an important service to the community. The secondary features are credentialing where members are certified or licensed as a qualification for practice (Bivins 76). The other feature is the existence of a professional organisation that strives to advance the goals of the organisation as well as improving the economic status of members. Lastly, most professions stress autonomy among their members as a precursor for a successful professional career. Consequently, professionals must act professionally by observing the dictates of professional behavior including ethical imperatives. When professionals act this way they gain respect from society and peers. Building on the works of Aristotle and Bayles, this paper explores the importance of a strong character in ensuring ethical practice among professionals (Bivins 76). Ethical codes are systematic guidelines meant to shape the behavior of professionals regarding the morally accepted values and beliefs. However, codes do not provide absolute or complete rules that are free from conflict and ambiguity. Since codes do not provide

East Asia Economic Community establishment Prospects Essay Example for Free

East Asia Economic Community establishment Prospects Essay Following the dynamic trends amplified by vast globalization, regional integration is becoming increasingly important throughout the globe. Since late 1940s, East Asia has been struggling to establish regional cooperation with little success. Massive differences, unrealistic demands and bureaucratic leadership has made this dream a quagmire in the horizon. However, understanding the massive benefits that other regional integrations like European Union have achieved, East Asian Countries appears to have made a clear decision to fully integrate. As indicated and amplified by the outcome of the 2007 Nikkei conference, the region has various prospects that integration is required to deliver to them after its adoption (Kent Francis, 2008, pp. 63-64). To begin with, they expect faster and improved economic growth in the region. With the region holding over 25% of the total world population globally and commanding a global Growth Domestic Product of over US $ 9 trillion, it posses a potential capacity both locally and internationally in terms of market forces of goods and services at all times. With increased technological capacity to produce high quality goods and services as indicated by China, Japan and Korea, the region looks forward to vast modernization which has been projected to surpass North America if fully and carefully implemented. As a block the region will command greater market and control to international outsourcing investors to its advantage. Therefore, like European Union, the community will act as the main negotiator for standards as well as the conditions and requirements for conducting business with other partners (Praduma, 2005, pp.14-15). To add to that, regional security will be highly boosted for the investors and the local community in the region. Since September 9/11 terrorist attack in US, South East Asia like other regions has been under great threat from terrorists. Integration therefore will ease the flow of information within the region; establish standards for goods entering the region and avail enough resources necessary for forensic diplomatic preparedness at all times. As denoted by the European Union, air, land and naval surveillance should be amply boosted thereby maintaining regional peace the whole region (Kent Francis, 2008, p. 235). Besides, regional disasters that frequent the region should be conclusively addressed. Adequate technological and financial preparedness should be established. As a result it will ease monitoring, prevention and subsequent mitigation of the possible resultant damages. To add to that, regional cultures should be greatly safeguarded to ensure that all the communities live in harmony with each other. Based on traditional philosophies and religious basements like Taoism in China, the bloc will have to carefully enshrine all the communities believes and faiths (Hua Sing Lim, 2008, pp. 25-26). Conclusion. East Asia Economic community prospects of improvement in regional economy, high level security as well as cultural diversity recognition and enhancement will ensure that the region remains focused. Leaders in the region therefore should refer to the above prospects as a uniting front for achieving the desired integration objectives in the region. This integration should therefore be hastened to ensure that speedy benefits trickle to the region. Work Cited Hua Sing Lim. Policy implications of of economic integration: East Asian community. Singapore: Institute of Southeast Asian Studies, 2008. Kent, Calder Francis Fukuyama. East Asian Multilateralism: Prospects for Regional Stability. John Hopkin press: Baltimore, 2008. Praduma, Rana. Economic Integration in East Asia: Trends, Prospects and possible road map. 2005. Retrieved from: http://www. ris. org. in/china_pradumna_rana. pdf.

Definition of quality of life

Definition of quality of life CHAPTER 2 THEORETICAL STUDY 2.1 Introduction Chapter two discusses the theoretical aspect in quality of life. In addition, the description of the Orang Asli community will also be given to providing a better understanding of this community. This is because quality of life has become one of government main agenda in developing the countries. This chapter will explain relation with quality of life and Orang Asli community. The reasons are quality of life always related with the studies at urban areas meanwhile studies about quality of life at rural area is rarely done. That is the reason on choosing a Orang Asli community as a subject of study because Orang Asli community are usually located at the rural area and remote area. Other than that, Orang Asli community always said to live in a backward and lagging behind compare to other races in Malaysia. Therefore, the understanding of quality of life and Orang Asli should be suppressed in chapter two. 2.2 Definition 2.2.1 Definition of Quality Of Life Quality of life is a subjective matter that difficult to be measured. So it is important to known the actual meaning of quality of life. The best ways of understanding is by separate the word of ‘quality of life. According to oxford dictionaries, ‘quality is standard of something as measured against other things of a similar kind which is the degree of excellence of something meanwhile ‘life bring stand for the period between the birth and death of a living thing , especially a human being. So quality of life actual meaning is degree of excellence of human being. According Lim Lan Yuan, Belinda Yuen and Christine Low (1999) in a book entitle ‘Quality Of Life in the Cities, quality of life is a multifaceted concept. Meaning of multifaceted is something that is wide. In this case it is because quality of life covers not only a material aspect such as level of living but also aspect of life such as a good health and level of education. In other words, Lim Lan Yuan, Belinda Yuen and Christine Low (1999) try to tell us that the quality of life cannot stand by itself. Types of result that may come from the research is depends on what respondents have experienced in their life. These three writers agreed that quality of life for respondent is according to location they live and work. This is the reason why quality of life for every person is different from one and another. Ramkrishna Mukherjee (1989) says that quality of life is concern about the living condition of the people. Ramkrishna (1989) use several approach to measure quality of life such as the standard and style of living. The standard of living for example is constructed from quantitative variation in the object of inquiry which is given by list of information items such as consumption of food, clothes, use of various kinds of durable goods like furniture and fitting, possession of item like radio, television and other housing amenities. Mark Rapley (2003) believes that the quality of life has been constructing from being a social scientific index of the relative well being of the whole population to being a measurable aspect of individual subjective experience. American sociologist James Q. Wilson (www.wordiq.com) mention the ‘Broken Window Theory, which asserts that relatively minor problems left unattended send a subliminal message that disorder in general is being tolerated, and as a result, more serious crimes as well end up being committed (the analogy being that a broken window left unrepaired show an image of generalized collapse). This theory tries to show that the condition of the environment gives the direct massage to people that that space or place is unsafe. These unsafe senses show that people are live in danger in that place and it directly show that their quality of life is in low level. One indicator that has been used to measure quality of life is level of happiness and when their fell that their life is in danger, they cannot reach the quality of life. This American sociologist tries to tell that physical environment can contribute to level of quality of life. Mark Rapley (2003) refers to Noll (2000) says the great society is concerned not with how much but with how good. It means that it is not with the quantity of goods but with the quality of their lives. Rapley (2003) also added that quality of life research is same as the welfare measurement. He defines that welfare is the subjective well being and the most important is the measure of the satisfaction and happiness. 2.2.2 Definition of Orang Asli Who is the Orang Asli? That is question that we must answers before we get to know this unique group. Orang Asli is a generic name given to the indigenous people living on Malay Peninsular. Other ethnic in Sabah and Sarawak is not taking into account of this Orang Asli group because these two states use the term â€Å"Sabah indigenous† and â€Å"Sarawak indigenous†. Eighteen ethnic group subgroups is fall in this category, which can be classified into three groups. These three groups are the Negrito, the Senoi and the Malayu Asli. This group is determined based on their language, livelihood and administrative purpose. The term Orang Asli is a Malay translation of the English word â€Å"aborigine† with ‘orangmeaning â€Å"human† and ‘asli meaning â€Å"original† or â€Å"traditional†. Orang Aslirefers to the indigenous peoples ofPeninsular Malaysia that not MalayMuslims, Malaysias main ethnic group. There were about 2.93 million orang asli in Malaysia in year 2006 (Malaysia Bulletin of Statistics issued on June 2006). They are the minority group because they make up just 11.8% of the national population. Nabuto Toshiro (2009) refers to Mohd. Tap (1990), pointed that the Malaysia government began using the Orang Asli term in 1996. Before that, the Orang Asli was variously described as the Biduanda, Jakun, Sakai, aborigines and other term. A. Baer (1999) in book entitle â€Å"Health, disease and survival: a biomedical and genetic analysis of the Orang Asli of Malaysia† tell early development activity that has been carry out by the government in developing the country is not considering the Orang Asli community. The development has taken Orang Asli formers and current land. This cause destruction to their natural resources and create a miserable life for Orang Asli community. There are attempt take by the government to fix this problem by give a small agricultures scheme. The main intention is to allow the Orang Asli community to do cash crop farming as the sources of economic and foods. Other than that, government also gives a minimal aids and land and expected that is enough to support their lives. This led Orang Asli community to lagged behind compare to other community in Malaysia. That is reasons on Orang Asli ethnic become the poorest of the poor. This shows that Orang Asli quality of life is at a low level due to they are economically poor. 2.2.3 Definition of rural area There are various definitions on rural area. According to Department of Statistic (2000), rural area is area that populated not more than 10,000 people. This population amount must according to the census of population and housing. Other than that, Malaysia Urban and Regional Planning Department also described rural area as area that located far from the urban area. Types of land use at rural area also characterise by the agricultural and natural resources such as forest. Next, rural area should consist with a settlement that cover all types of village and small settlement that not more than 10,000 people. Rural area can be categories into several factors which are: I. Population size II. Population density III. Urbanization levels IV. Level quality of life and public facilities (paved roads, electricity supply, water supply) Types of settlements that exist in rural area consist of traditional village, FELDA and FELCRA, Orang Asli village and other areas that cover under Regional Development Authority. 2.3 Conceptual and Philosophical issues of Quality of Life Concept on quality of life nowadays simply defined as a standard of living that has been received by individual or a community group. This standard of living concludes a sense of happiness, lifestyle, satisfaction and wealth. People who received all these criteria can be said has achieved a good quality of life. The issue is whether standard of living only criteria that can be determine quality of life. Mark Rapley (2003) stated that quality of life is a driving force in service design, delivery and outcome evaluation across medicine and social care. The quality of life of ‘patients/ ‘service user is now usually advocates as a measure of the ‘quality and ‘values of money of service. Mark Replay (2003) also adds that there are two conceptual ideas that use of the idea of quality of life which is an objectivity and subjectivity. Concept objectivity in quality of life can be defined as an attainment of various basic life needs such as a food and shelter which is considered common to all culture. Other than that, objectivity concept is representing external life condition such as economical factors. Subjectivity in quality of life is concern about the feeling that individual get in their life. It is more on appraisal of the thing that they get in their life. Figure 2.1 show the differences between the external condition (the material life arena) and the internal, personal element of people (the personal life arena). This figure tries to show that what exactly an objectives matter about and the subjective matter are about. Robert J.Rogerson (1999) described a material life arena can be viewed either as a geographical space within which place is people live. So the material life arena is the objective concept in defines a quality of life. In other word, material life arena is a stimulus for life satisfaction. Personal life arena included a subjective assessment of life, measure in term of satisfaction as well measure a characteristics of people. What are mean by characteristics of people was their preferences, priorities, aspiration and values system. According to Robert J.Rogerson, type A is a research based on the accessing the material life arena and employing primary social indicators. Type B is more on the personal life arena which mean that they more on characteristic of people which representing about the feeling, behaviour and others. Type C researches are more on subjective well being research where quality of life is a direct measure of individual cognitive and effective reaction to his own life. Material life area is the concern about the condition that can influence individual quality of life. This is because types of work, housing condition, place of living can make quality of life be better or maybe become worse. This is because the influences is come from outside and the individual are cannot control it by himself. Meanwhile personal life arena is the factors that can be manipulated by the individual itself. This is because these personal life arenas are controlled by the individual. the evaluation of this types of concept are based on the individual feeling that influenced by the experience, behaviour and satisfaction from the individual itself. Robert L. Schalock, Ivan Brown, Roy Brown, Robert A. Cummins, David Felce, Leena Matikka, Kenneth D. Keith, and Trevor Parmenter (2002) in article entitle â€Å"Conceptualization, Measurement, and Application of Quality of Life for Persons With Intellectual Disabilities† described quality of life are concern about domain of well being, inter and intra personal variability, personal context, perception, values, choice and personal control. So the better understanding will be obtained if all of these criteria can be explained in detail. I. Domain of well being There be lots of aspects that must be determined by the invidual in perform their life. For example individual are allowed to determined the thing that most important domain in their life such as a emotional well being, interpersonal relationship, material well being, physical well being, self determination, social inclusion and right. So individual must able to recognise what is the important need to them. The well being is not determined on how many amount that individual can get but on how valuable that things can be in the individual life. II. Inter and intra personal variability Variability is the most domain of well being that taken by individual to experience in their life. Thus, it is consider a different individual, different community and different cultural because quality of life for each individual is different from one to another. III. Personal context People context are the understanding of people about their context of environment that are important to them in their life. This can be influenced by the place that they live, work and play. This environment should be able to accommodate individual according to their feeling, interest, need and values. This will allowed them to adapt with the surrounding environment at the place that they live. IV. Perception Perception in quality of life is a individual statements about the individuals perceives at any moment in their life. The changes of views may be happen according to the changes of time and situation. However this is needed to see the reasons of the changes to create a improvements to receive a better quality of life. V. Values, choice and personal control This is relating to choice that has been made by individual. So in other word, it is individual ability to control over their interest in term of activities, intervention and environment. This is because every aspect in quality of life brings different values into individuals life. 2.4 Important of Quality Of Life Quality of life has been used as a tool to measure the well being condition of individual and community. Changes in size and population distribution will create unstable on living standard of a community. Using indicator that have been used in measure a quality of life, level of living condition of people can easily obtain. This will help responsible parties to developed strategies in improving the quality of life of people. It will enhance a people well being level. Quality of life matter actually should be a goal on every development that creates for people. This will give benefit for people and opportunity for people to enjoy their life. There are three ways that can be use on showing how importance quality of life which is at national, community and individual level. On national purpose, quality of life can be use as a tool on measure a standard of living of population at the country. Result that obtained will show the efficient government that role country. The result can be used to measure on the current situation that happens in that country. If there is peace, it means that people are satisfied with their current quality of life. These leads on economy development by attract investors to come and invest in the country. It will create a job opportunities for local people to enhance their income. In community life, quality of life has been used as a symbol of their community power. For a country that has lots of ethic, it is important to show their achievement to the other ethnic. Strong community will enable them to spoken for their community right and fulfil their requirement. Quality of life has used as a standard to measure satisfaction levels in its community. If they do not achieve their desired quality of life, so they will try hard until they achieve to become a strong community. Same scenario will happen to when achieving a personal quality of life. Level of satisfaction on individual will determine reaction on how individual will react to the community life. 2.5 Differences between urban and rural quality of life According Annette Spellerberg, Denis Huschka and Roland Habich (2006), in article entitle ‘quality of life in rural area : Processes of divergence and convergence, rural area has its own benefit from it geographical location. Economic indicator is not a major factor when measuring rural quality of life because they enjoy on lower standard of living. They also states that rural community actually function as balancer to homogenisation and dislocation that has been causes by the international economic process. Other than that, urban area has been used as a driving force for rural area development but the reverse situation happen when the concentration development that happen in urban area has cause rural areas continue to lagging behind. Spellberg (2006) also explain that a pressure of living in urban areas has push out urban family to the rural area. In suburban area, process of culture assimilation happen between the rural and urban. Impact may happen on level quality of life for people that migrate from urban area to rural area. This is because facilities and utilities that provided at rural area are not same as the facilities that provide at urban area. Therefore, their needs and requirements may not be fulfilled when they were in rural areas. Other than that, reduction of quality of life also causes by the lack sense of place because they are not in their origin places. Indicator that has been used on measuring rural quality of life consist types of work, housing condition, income level, leisure and social relationship. Indicator of housing condition for example refers to general satisfaction of resident to their housing condition and it surrounding areas. Finding gather from the research that has been done by Spellberg (2006) show that people live in rural area enjoy a high level of satisfaction with the standard of housing than the people that living in urban areas. A gap between rural and urban in the matter of subjective well being was not clearly defined. Other satisfaction of life in term of family, leisure and health could much more important to personal happiness and general satisfaction rather than income and affluence. In conclusion, there are differences between achievement quality of life in urban and rural areas. This difference can be seen in terms of measuring quality of life between these two areas. This is because the indicators used are different due to different geographical locations and the types of development that happen surrounding it. People in urban area are more satisfied with the material values rather than people in rural area that more on satisfaction on life and social relationship. For example, sense of neighbourhoods relation or social relation is stronger in rural area rather than people in urban area. This is because in rural, they lived as a one community and depend for each other. If there is disagreement between them it will lead to uneasy environment and because of that they cannot meet their happiness in life. Different scenario occurs in urban areas due to the absence of time, the neighbourhood relations are not taken seriously by them. Therefore it is not surprising that the people in urban areas do not know their own neighbours. 2.6 Measurement Quality Of Life How to measure a quality of life? Early researches have been made is not only using a social indicator but also using an economic indicator. Both of these indicators will shows about social and economic level of a society. According to the Malaysia Quality of Life report (2004) indicators that use to measure quality of life are income level, working life, health, education, environment, family life, social participation, culture and leisure. On income indicator it will measure on gross income and standard of living. Other than that, income also uses to see whether the individual can sustain their income for their self and family. Next, the types of work also can be used to measure the level income of individual. All of this is cannot be obtain in rural areas. This have causes many people to travel several miles to find work that can provides a better living wage. Working life indicator are use to measure the types of work and working condition environment of the community. At the rural area, high-income jobs are difficult to be obtained. Other than that, there are low rates of work variety and these make them to do same jobs all the time. A type of job that usually occurs in rural area is based on agricultural activities in a small scale. So they cannot obtain a high income level with kind of jobs. Next is health indicator that uses to study about the physically and mentality of people at the study area. Good healthy will enable people to work and socialist more effectively. This indicator will enable to detect their access to the health services. Even though they government are creating more and better health facilities but the result is often denied access for those unable to travel the distance to get the needed services. Family life indicator is used to measure how strongly the chain relationship between family member. Other than that, it will enable us to see types of social structure and how it will contribute on enhance a quality of life. Social participation will show about an involvement of an individual on their community. Lack of leadership and support from the community is one of problem that can be preventing that community to be a strong community. Other than that, it is ways to see if they are willing to contribute in social, political, religious and community activities. Other than that, the measurement on quality of life also must include the level of practise among community about culture and leisure. This is one of ways to identify their community identity. Other than that, the knowledge about their custom and tradition are also can be obtain. A culture aspect gives knowledge on social behaviour of those communities. It is an important part on to see whether the communitys relationship is still practicing nowadays. 2.6.1 Ethic of measure quality of life According to the R. L. Schalock (2002), the first thing before measure quality of life understands the degree of which people enjoy good quality in life. Measure quality of life should enable to enhance people quality of life by taking an action to improve the obstacle that currently decreased people quality of life. Other than that, the measurement result must be able to help and should never encourage achieving a low quality of life. Measuring quality of life is usually carried out by identified what are the specific things that have to value by individual. After that, it must be matched with the individuals perception or their happiness. Usually this measurement is concern with the â€Å"subjective† and â€Å"Objectives† measurement. The most usually method that being use is by measuring their life experiences to know the positive values that happen to the individual across time and among their cultural. Other than that, this also can be done by describing their positive valued into something that can be measure. Next, the method that can be used is the quantitative measurement. This done by creating a scale to described the level of their satisfaction between the â€Å"best† and the â€Å"worst†. 2.7 Malaysia rural social policy and it characteristic According to the Malaysia rural social policy journal (2008), Malaysia rural policy is cover a policy that helps farmer through providing a basic living needs to improve quality and productivity of the crops. Although Malaysia has a faced great process of urbanization as a tool on develop the country, agricultural sector has not be ignored but still practicing particularly in rural area. This is because rural area is places where the indigenous Malaysia practicing an agricultural activity. Through a ‘new economic policy that has been implement after an ethnic conflict 1969 to reduce of poverty especially for indigenous Malaysia, government has come on several strategies which are : Development of land, increase the cultivated land area and resettlement of landless farmers to grow cash crops. To improve a firm land capital construction which are drainage project in Kelantan State plan and Ji Muda Kedah. Provide a fertilize, high yield seeds, subsidies for high yield crops and a agricultural technique to improve agricultural crop yield, expanding oil palm and other economic crop planting area. The implementation of the price subsidy system, reduce market risks, to protect the interests of production for farmers. Provide loans for a farmer to enhance their agricultural production. Create a farmer market in urban centre to allowed farmer to sell directly to consumer without involve the third parties. With all these strategies, Malaysia has able to bring out rural people out of poverty while at the same time protect a basic living needs of the farmers. Since 2001, government has launch a ‘National Vision Policy with an anti poverty program that focus on the indigenous ethnic minorities in remote areas. Other than that, government also provide housing, water supply and sanitation system, basic living conditions and medical social services for those targeted people. Other than that, by think that only education that will help people to enhance their quality of life, government has come out with the ‘Compulsory Education Law for 6 to 15 year children. This is one ways that will encourage and forcing people especially in rural areas that has high percentages of not going to school. This policy is supported by done the development of new school building and school improvement in term of study condition and quality of teaching. In conclusion, government actually play a huge role on enhancing a quality of life for the rural. Government has been behind of the scene for every development that happens. Government and private sectors must be cooperating to provide a development that can bring happiness and welfare for the Malaysia people. 2.8 Application of quality of life in different country Quality of life research has been conduct almost on every country that exists in the earth. This is one ways to measure a level of living standard in that country. It will help to bring people from other country to become resident or just for travel. So the result of quality of life will be as a tool to know the actual level of quality of life in that country. There is differentness between urban and rural quality of life. So it is importance to well understand about urban and rural quality of life. 2.8.1 Quality of life in urban area 2.8.1.1 Singapore Singapore for example is one of the country has done quality of life research several times. As a F.T. Seik, Yuen and L. Chin (1999) mention, there are about three studies has been done on the measurement of quality of life in Singapore. This study has been done by Kau and Wang (1995), Foo (1998) and Kau (1998). First study by Kau and Wang (199) is about the life satisfaction from 329 respondents aged 15 year and above 1993. The indicator that has been used is more on about the social, health and economic condition. Second studies made by Foo (1998) are to measure overall life satisfaction as well as to measure an importance and satisfaction towards various aspects of life. Third studies made by Kau (1998) are measure satisfaction with life in the Singapore. It measure using a likert-scale with ‘1 is for very dissatisfaction level and ‘6 as a very satisfied level. Conclusion and finding that can be found are people in Singapore are moderately satisfied with their overall quality of life. Education and income is two indicators that have impact on Singaporean overall life satisfaction. They score high in term of value healthy and family life but low level on the leisure and consumer goods. 2.8.1.2 Hong Kong This is the summary on studies of subjective that has been done by Wan, P. S., Law, K. W. K., Wong, T. K. Y. (2008) entitle Subjective well-being. Studies on the quality of life at Hong Kong are concern about the subjective indicator which is based on the respondent subjective perception and evaluation of their lives and experiences. This study is done by the Hong Kong Institute of Asia-Pacific Studies in year 1988 under the project ‘Indicator of Hong Kong Social Development. The project has been done for several years until they develop an index, the SDI 2000 which uses to measure the social development in Hong Kong. The study is about subjective well being of the respondent. The findings of the study indicate that Hong Kong Chinese are more satisfied with their own personal lives rather than societal condition. The subjective well being is declines in 1995, although they still satisfied with their personal lives. Other than that, their confidence in the territory future is significantly lower. It also found that, there are considered a good health, peace of mind and money as the most important thing that could lead to their happiness. Using same questionnaire set just like the first study, Wan, P. S., Law, K. W. K., Wong, T. K. Y. (2008) launch another study that examined the mean self reported to develop a composite index to reflect changes in quality of life over the period from 1990 to 1997. It was found that the personal well being index was more robust to the changes and only get change with the global trend. Other than that, the societal well being index showed more obvious changes over time. 2.8.2 Quality of life in rural area 2.8.2.1 New Zealand New Zealand is a one of the country that has done a quality of life research in a rural area. Maori people are an aboriginal people that usually live in New Zealand rural area. This research has been done by the Social Policy Research Unit of the Family Centre (Lower Hutt) and the Population Studies Centre, University of Waikato. Study case of the study is on Wellinton Tent Trust and the Palmerston North Maori Trust. The research is about understanding the wellbeing of Maori people because they (Royal Commission on Social Policy: 1988) believe that ‘a good society is one that allows people to be heard, to have say in their future and choice in life. For them, social well being includes that sense of belonging that affirms claims their dignity and identity and allows them to function in their everydays roles. First of all it is important to know what Maori people understand on quality of life. According New Zealand Maori Case Study 1 (2007) report, that refers on Love, Maulaulau and Pratt (2005) study, they identify that Maori people understanding concept quality of life would emphasise spiritual, family, tribal and social spiritual connection on responsibility, community relationship, authority and use of ancestral land as a component of Maori wellbeing with other generally shared component such as health care, adequate housing and other resources. Finding of the research shows that Maori community is more concern of human relationship with in detail is on the family relationship. This is because the entire respondent that has been interview states that social activities that happen around them is not only for themselves but also for the young generations. Other than that, they need to be able with the family and close to their own environment which are places that they are close to family. If we look on detail, it supposes to show how the strong is family bond between them. Studies also sho

Lavender :: essays research papers

Lavender   Ã‚  Ã‚  Ã‚  Ã‚  Lavender is a mystery that unfolds in a way not atypical of other mystery stories, but sets itself apart by defying certain characteristics and conventions. There are many details to the plot (mainly to the descriptions of the characters) that are unexpected and deny the reader a chance to confirm their stereotypes about who a detective is, how they should act, and what they should look like. Specifically, in the role of the unconventional protagonist (detective?), Easy Rawlins is so surprisingly human, honestly cowardly, and unromantically realistic that the story seems plausible to the point of disappointment that the characters aren’t actually real.   Ã‚  Ã‚  Ã‚  Ã‚  Easy somewhat reminds me of Walter from â€Å"A Raisin in the Sun†: He’s an intelligent black man living in a big city, he has problems with his marriage and he works a blue collar job (also, I could see Sidney Poitier or Danny Glover, both of whom have played Walter, playing him in a film version instead of Denzel Washington, who took on the part of Easy in the film adaptation of â€Å"Devil in a Blue Dress†). Many of the characters in â€Å"Lavender† appear in other works by Walter Mosley (this is the first one that I’ve read however). In this story Easy learns of his friend Mouse’s death, which he is somewhat responsible for (though it is not explained in Lavender, I’m guessing it is in an earlier tale). I wonder if he still would have helped EttaMae find Willis if he hadn’t felt obligated to because of his part in her husband’s (Mouse) death, and because of his discovery of Bonnie’s alleged infidelity. My guess is probably not since Easy seems to be rather self absorbed (but to be fair, who isn’t?)   Ã‚  Ã‚  Ã‚  Ã‚  Willis is an amusing character in that I can relate to him easily. I too love playing music, and I’ve fallen for the wrong kind of girls before, though none as appropriately named as Sin. Mosley’s employment of creative and nuanced names for his characters is interesting. Willis for example, chooses the alias Little Jimmy Long, a name that suggests to me that while he may be poor, young and naà ¯ve; while he may be â€Å"†¦a poor black child in a white man’s world.†(181), his talent and personality will take him to greater heights (I’m somewhat alluding to Etta’s comparing the success of Louis Armstrong to â€Å"†¦a string of black boys’ graves goin’ around the block.

The Future Of Nasa :: Free Essays

The Future of NASA   Ã‚  Ã‚  Ã‚  Ã‚  One hundred years from now, NASA's space program will not be so far advanced that people will be able to beam around the Universe or travel through time. However, unless something goes terribly wrong with the world, it is expected to advance tremendously. New, high-tech designs for rockets will make them more environmentally safe. Rockets will also be recycled and reused. Systems retrieving parts of rockets that are today, left behind in space, will be created. Astronauts will be well on their way to exploring Mars from a hands-on perspective. Because of the overpopulated Earth, scientists may even be considering ways to alter life on Mars, so that people would be able to live there some day.   Ã‚  Ã‚  Ã‚  Ã‚  Some products developed in NASA's space program that we now incorporate in our daily lives include the vacuum cleaner, pacemaker, pens that can write upside-down, and the zero-gravity training system. The vacuum cleaner was originally a great tool for astronauts in outer space. It is now a very helpful tool for cleaning our homes. The pacemaker is a form of life-support on spacecrafts, helping astronomers' hearts pump while they are outside of the Earth's atmosphere. It is used, on Earth, for those who's hearts have problems with pumping blood. Pens that write upside-down are used in space, where there is no gravity and writing with pens would otherwise be impossible. They are convenient tools on Earth when we are trying to write on vertical surfaces. A zero-gravity training system is used to help astronauts become more comfortable with the conditions in space. It is used in places such as Sportsland, for kids to twirl around in.   Ã‚  Ã‚  Ã‚  Ã‚  In the future, telephones with picture screens, much like those used to see astronauts in space with, will become common on Earth. Rooms with no

Strength, Personality, and Style Assessments & Motivation Essay

In my paper regarding strength assessments from the Rath’s Strengths Finder 2.00 (Rath) I learned how it can improve the development of my leadership. About a year ago I took the Myers-Briggs Type Indicator assessment (The Myers & Briggs Foundation); I was identified as an ENTJ and ENFJ (split personality). I recently took another assessment detailing with my style (Style Analysis). The strength finder 2.0 assessment defined my top five leadership strengths; the Myers Briggs defined my personality; and this new assessment defining my style behavior. These assessments are very valuable in knowing who I am as a leader. Leadership is about getting others to accomplish goals bigger than themselves. That requires motivation. Now that I understand more about myself and my leadership style, how can I use this knowledge to motivate and persuade others? In the lecture presentation by Dr Homes (Homes) he discussed how the strength-finder is a tool that he uses in his operations to help and identify strengths that both compliment and fill missing gaps. These assessments help identify compatibility. Compatibility includes your co-workers, superiors, subordinates and other in the work place but also in your personal life. He discussed the need to understand the strength of others so that we can relate to them better. And by relating better, we are able to manage, motivate and lead them better. He clearly articulated the value of the strength finder assessment for better leadership. The assessment that I recently took at work was titled Style Analysis (Style Analysis) also referred to as the DISC style analysis, (See attached materials) and was part of a presentation by Phil Begley, Managing Principal of Riverstone Organizational Ad... ... Begley, Phil. "Coaching Diverse Styles." Greenville: Rivestone Organicational Advisors, Inc., 2011 Presentation March 3rd, 2011 at Mount Pleasant Waterworks, Mount Pleasant, SC 29464 Collins, Jim. Good To Great. New York: HarperCollins Publishers, 2001. Greg Laurie, General Editor. New Believer's Bible. Ed. Greg Laurie. Carol Stream: Tyndale House Publishers, Inc., 2006. Homes, Dr. Sonny. "Strength Finder 2.0" Leacture March 3, 2011 at Charleston Southern University, SC Northouse, Peter G. Leaderhip Theory and Practice. Ed. Fifth Edition. Thousand Oaks, CA: Sage Publications Inc, 2010. Rath, Tom. Strengths Finder 2.0. New York: Gallup Press, 2007. "Style Analysis"- Target Traning International, Ltd, 2011. The Myers & Briggs Foundation. 2011. 6 March 2011 . Strength, Personality, and Style Assessments & Motivation Essay In my paper regarding strength assessments from the Rath’s Strengths Finder 2.00 (Rath) I learned how it can improve the development of my leadership. About a year ago I took the Myers-Briggs Type Indicator assessment (The Myers & Briggs Foundation); I was identified as an ENTJ and ENFJ (split personality). I recently took another assessment detailing with my style (Style Analysis). The strength finder 2.0 assessment defined my top five leadership strengths; the Myers Briggs defined my personality; and this new assessment defining my style behavior. These assessments are very valuable in knowing who I am as a leader. Leadership is about getting others to accomplish goals bigger than themselves. That requires motivation. Now that I understand more about myself and my leadership style, how can I use this knowledge to motivate and persuade others? In the lecture presentation by Dr Homes (Homes) he discussed how the strength-finder is a tool that he uses in his operations to help and identify strengths that both compliment and fill missing gaps. These assessments help identify compatibility. Compatibility includes your co-workers, superiors, subordinates and other in the work place but also in your personal life. He discussed the need to understand the strength of others so that we can relate to them better. And by relating better, we are able to manage, motivate and lead them better. He clearly articulated the value of the strength finder assessment for better leadership. The assessment that I recently took at work was titled Style Analysis (Style Analysis) also referred to as the DISC style analysis, (See attached materials) and was part of a presentation by Phil Begley, Managing Principal of Riverstone Organizational Ad... ... Begley, Phil. "Coaching Diverse Styles." Greenville: Rivestone Organicational Advisors, Inc., 2011 Presentation March 3rd, 2011 at Mount Pleasant Waterworks, Mount Pleasant, SC 29464 Collins, Jim. Good To Great. New York: HarperCollins Publishers, 2001. Greg Laurie, General Editor. New Believer's Bible. Ed. Greg Laurie. Carol Stream: Tyndale House Publishers, Inc., 2006. Homes, Dr. Sonny. "Strength Finder 2.0" Leacture March 3, 2011 at Charleston Southern University, SC Northouse, Peter G. Leaderhip Theory and Practice. Ed. Fifth Edition. Thousand Oaks, CA: Sage Publications Inc, 2010. Rath, Tom. Strengths Finder 2.0. New York: Gallup Press, 2007. "Style Analysis"- Target Traning International, Ltd, 2011. The Myers & Briggs Foundation. 2011. 6 March 2011 .

Case Study and Implementing Diversity Policies

Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Christina Evans, Judith Glover, Yvonne Guerrier and Cornelia Wilson School of Business and Social Sciences Roehampton University 80 Roehampton Lane London SW15 5SL Tel: +44 (0)20 8392 3000 www. roehampton. ac. uk For correspondence about this report please email mailto: c. [email  protected] ac. uk September 2007  © The Royal Academy of Engineering ISBN: 1-903496-37-3 Content Foreword Acknowledgements List of figures Executive summary 1. Introduction 1. 1 Why the need for a set of Guiding Principles for embedding diversity in the ITEC sector 1. 2 How the Guiding Principles have been derived 1. 3 Summary of the Guiding Principles 1. 4 Schema of the Guiding Principles Sugge stions on how organisations might use these Guiding Principles Guiding Principles 3. 1 Vision and leadership 3. 2 Well-defined business case 3. Company wide policies to mainstream diversity 3. 4 Education, training and knowledge building 3. 5 Supportive work practices and organisational culture 3. 6 Open and transparent recruitment and career development practices 3. 7 Partnering with external bodies 3. 8 Targeted outreach and widening the recruitment net 3. 9 Management of suppliers 3. 10 Monitor, improve and celebrate success 3. 11 Matrix of key supporting organisational case studies Conclusions Resources to help with your diversity journey Notes 3 4 5 6 9 9 10 11 12 14 2. 3. 15 15 20 23 29 36 40 45 49 53 56 60 62 63 66 . 5. 6. Appendices I. List of acronyms 68 2 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Foreword I am delighted to welcome this new report – Implementing Diversity Policies: Guiding Principles – funded by The R oyal Academy of Engineering and produced in partnership with Equalitec. Equalitec, funded in part by the European Social Fund, under the Equal Programme, is a broad-ranging partnership of organisations committed to promoting and supporting women’s advancement in Information Technology, Electronics and Computing (ITEC).ITEC is a key driver of change in the global knowledge economy and a key contributor to the productivity and competitiveness of the European economy. But growth is being affected in some areas by a shortage of skilled ITEC workers. To meet the continuing growth in ITEC we need to encourage more individuals with diverse backgrounds and skills, particularly women, to consider a career in ITEC and ITEC related businesses.It is now well recognised that there are many business and social benefits from encouraging greater diversity within the workplace. Yet women are currently under-represented in the ITEC sector, especially in more senior roles. This report provides some practical guidelines on how to build an organisational culture where women and others from diverse backgrounds with business critical ITEC skills are encouraged to participate and reach their full potential. It contains many examples of good practice drawn from a range of ITEC employers.I would encourage you to use this report with a range of people in your organisation to help stimulate debate and change polices and practices to encourage greater diversity. Dr Rosalie Zobel Director Directorate G/Components and Systems Information Society and Media Directorate General European Commission The Royal Academy of Engineering 3 Acknowledgements The authors would like to thank the many organisations and individuals that have made this report possible.In particular we would like to thank The Royal Academy of Engineering for sponsoring the project; Professor Wendy Hall, CBE FREng, Senior Vice President of The Royal Academy of Engineering, for chairing each of the Equalitec Diversity Fo rums; Dr Elizabeth Pollitzer, Director, Equalitec, for the initial inspiration for this report, as well as her continuing support, and all of the Equalitec partners and other participating organisations that have contributed to the ideas and case examples contained within this report.A list of Equalitec partners and contributing organisations can be found on the back cover of this report. 4 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles List of figuresFigure 1 Summary of the Guiding Principles Figure 2 Schema of the Guiding Principles Figure 3 Diversity – Balanced Business Scorecard Figure 4 Development options to help managers manage a flexible workforce Figure 5 Recruitment strategies to assist entry and re-entry of women into ITEC Figure 6 Equalitec Career Model (reproduced with permission from Portia Ltd) Figure 7 REC – Diversity Pledge for Recruiters (reproduced with permission from REC) Figure 8 Intellect’s Women in IT Forum Survey – ‘Perceptions of Equal Pay’ (reproduced with permission from Intellect) 11 12 20 31 40 41 54 57The Royal Academy of Engineering 5 Executive summary This report draws together key learning from earlier Equalitec Diversity Forums and reports, as well as other research on implementing diversity, in the form of ten Guiding Principles that can be applied in organisations that want to build a more diverse workforce. It is intended to act as a practical guide for managers and diversity practitioners in Information Technology, Electronics and Computing (ITEC) businesses, and other organisations. ITEC is now a major driver of change in many businesses, particularly in the service sector.But a shortage of skilled workers is making it difficult for some firms to compete successfully in the global economy. Despite this skills shortage, fewer than one in five ITEC professionals and managers are women and the number of women employed in ITEC is declining in most industrialised countries. With organisations chasing fewer and fewer skilled workers, there is a strong business case for increasing the proportion of women in ITEC. Within the UK it has been estimated that removing barriers to women’s employment and increasing their labour market participation could be worth between ? 5 billion and ? 23 billion. This is equivalent to 1. 3 – 2. 0% of Gross Domestic Product (GDP), according to the Women and Work Commission’s report – Shaping a Fairer Future [1]. Yet many ITEC companies find it difficult to attract and retain women. One reason may be that IT continues to have a macho male image that can put women off. In addition many women and young girls are not aware of the diverse roles on offer in the ITEC sector and so do not see a match between their career aspirations and what is on offer.Building a diverse workforce is not easy. It requires on-going commitment from senior leaders to bring about cultural change, un derpinned by investment to develop a cohesive set of employment policies and practices. Furthermore, a concern raised at the November 2006 Equalitec Diversity Forum [2] is that the growing trend of global sourcing in IT is affecting the diversity and inclusion agenda in the UK. Where organisations can easily ‘buy in’ labour from other countries there is less of a business imperative to invest in growing its own workforce.So why does this matter? Is diversity, particularly gender diversity, more difficult to achieve in the ITEC sector? Wider research suggests that women in Science, Engineering and Technology workplaces face difficulties over and above those experienced by women in other occupations, as these workplaces have traditionally been male dominated [3]. Industry commentators also acknowledge that the sector does create additional pressures for employees something that can make it more difficult for women and others with caring responsibilities.First, there is of ten a need to deliver projects to specific deadlines, involving working long hours. Second, individuals need to spend significant amounts of time keeping abreast of the latest developments in the field and maintaining their skill levels; for women with caring responsibilities this can be especially problematic as updating of skills is costly and time consuming. Many women working in ITEC are concerned that maternity leave and career breaks accelerate skills obsolescence.Although funding is allocated to training graduates (new entrants) this is generally not the case for women returners [4]. In addition women, and indeed men, who choose to work part-time often find their commitment questioned. 6 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Whilst the equality duties (race, disability and gender) have created a ‘burning platform for change’ in public sector organisations, this same burning platform does not currently apply to privat e sector companies.But changes in the public sector tendering process, to ensure compliance with the general duties, are beginning to influence practice in private sector companies who bid for public sector contracts; this change forms a key component of the business case for some private sector companies as this set of Guiding Principles shows. Equalitec, originally supported by funding from the Department of Trade and Industry (DTI), and latterly the European Social Fund (ESF), was established to promote and support women’s employment in ITEC.Over the six years that Equalitec has been running it has worked with over 50 organisations to help build and disseminate good practice for employing and retaining women in ITEC. The Guiding Principles covered within this report, and listed below, are supported with many examples of good practice drawn from a range of ITEC employers. Many of these employers are working in partnership with Equalitec. Adopting the good practices containe d within this report will help build workplaces that benefit all workers, not just women.Guiding Principles for embedding diversity in ITEC and other related businesses 1 Vision and leadership 2 Well defined business case 3 Company wide policies to mainstream diversity 4 Education, training and knowledge building 5 Supportive work practices and organisational culture 6 Transparent recruitment and career development practices 7 Partnering with external bodies 8 Targeted outreach and widening the recruitment net 9 Management of suppliers 10 Monitor, improve and share success Recommendations for taking these Guiding Principles forward Business leaders  ¦ Use this Guiding Principles report creatively to help raise debates and develop policies and practices in your own organisation. Some initial suggestions on how to do this can be found later on in the report. A key policy to review is your career and succession planning, making these more open and transparent. This will help address the needs of individuals at different life-stages and with different needs and aspirations, thus encouraging them to join your organisation. Revisit data monitoring policies and practices to find ways of enabling greater availability and transparency of data. Where firms are reticent about making specific data public they could perhaps share techniques of data gathering.This would help the measurement of progress both within and between organisations and help establish industry-wide benchmarks, against which broader change could be measured, particularly in relation to the gender pay gap.  ¦ The Royal Academy of Engineering 7  ¦ Consider partnering with a range of educational and professional bodies to ensure that the skills needed to work in the sector meet changing employers’ needs. One possible way of achieving this is to work in partnership with HE institutions, professional bodies, and other employers, to create an ITEC Academy, something similar to the Power Academy recently established to address the shortage of skilled power engineers. This would help continue the excellent work started by Equalitec.Equalitec partners have found the Equalitec brand, underpinned by the European Social Fund and support from the DTI, has created a legitimacy for the various activities that they are engaged in to bring about change. Without a similar body going forward there is a concern that change will not happen at the pace that is needed. Central government and other policy makers  ¦ Provide more resources for educational institutions as well as the careers service to promote the diverse career opportunities available within ITEC.  ¦ Review policies to help women returners, especially occupational returners (i. e. returners to the industry after an extended career break), who are an under-utilised pool of talent.A key policy area for change is education, where there is an opportunity to develop conversion courses for people with a degree in a discipline other than computer science, enabling them to take up an ITEC role. This would not only help women returners, but other people who may want to move into ITEC at a later stage in their career. e-skills UK: work more closely with businesses to develop skills frameworks and progression pathways for ITEC professionals working in different business sectors.  ¦ Professional bodies  ¦ Work closely with educational partners to change the general perception of the ITEC sector and encourage more people to seek employment in the sector. Encourage and assist ITEC employers to introduce and develop good employment development practices. This could be achieved by gathering data on the gender balance among members, promoting cultural change, and brokering learning networks. Develop the range and accessibility of professional development programmes, qualifications and networks, that address the development needs of women on maternity leave, as well as men and women who want to take a career bre ak. Apply these Guiding Principles within their own professions and organisations.  ¦  ¦ 8 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. Introduction 1. 1 Why the need for a set of diversity guiding principles for ITEC organisations?In today’s global knowledge economy the innovative use of ITEC technologies is fundamental to business survival in an ever complex and competitive business world. The ITEC sector continues to be a growth sector. Ten percent of the GDP in the UK comes from the ITEC sector, according to Intellect, the Trade Association for the UK high-tech industry. Furthermore 34% of the worldwide GDP comes from the ICT market according to the Public Technology Association [5]. With this amount of investment and growth in ITEC it is not surprising that the demand for skilled ITEC workers is outstripping supply. This is the case in all businesses, not just amongst the major ITEC producers.Despite this increasing demand, the number of women employed in ITEC roles remains much lower than women’s participation in the workforce more generally and is declining in most industrialised countries. In the UK fewer than one in five ITEC professionals and managers are female and this figure is even lower in IT strategy and software development roles [11]. With 40% of business requirements being for skills at advanced levels, the gender imbalance in the IT workforce creates a continuing challenge for businesses according to Karen Price, CEO, e-skills [6]. What these figures indicate is evidence of horizontal and vertical segregation [8] in a sector that was optimistically viewed in the 1960s and 1970s as a golden era for women’s employment.As a relatively new sector it was anticipated that some of the traditional barriers experienced by women in the workplace would be removed, and that women would be able to participate on a more equal basis with men. Sadly the reality has not matched this optimis m. A concern voiced at one Equalitec Diversity Forum is that the growing trend of global outsourcing in IT is affecting the diversity and inclusion agenda [2] . Where organisations can easily ‘buy in’ labour from other countries, there is less of an imperative for firms to invest in developing its own workforce. However having IT systems developed and serviced by third parties does have skills implications for organisations’ internal workforce. In practical terms this means a growing need for IT literate staff who understand the business and know how to use IT to drive the business forward [7].With organisations struggling to attract and retain skilled knowledge workers, it does not make business sense to under-utilise diverse pools of talent, including women. Speaking at the November 2006 Equalitec Diversity Forum, Meg Munn MP, Parliamentary Under Secretary of State (Women and Equality) endorsed this view: â€Å"If the UK is to further develop and sustain a fle xible, highly skilled workforce – one that is able to cope with the twin challenges of globalisation and rapid demographic change – then we have to ensure that all our talented people are involved. † The Royal Academy of Engineering 9 Yet the reasons for the lack of participation of women in ITEC roles are complex.Sector image, as well as organisational culture, has a role to play here. ITEC work is still perceived as a place for ‘geeks’ and ‘anoraks’, working long hours and with little interaction with others. However as other Equalitec publications have shown this image does not reflect the reality of ITEC work, or the diversity of employment opportunities [8]. The changing nature of ITEC work, particularly as offshoring and outsourcing has become more commonplace, has led to an increased demand for ‘hybrid’ workers. These are workers who can demonstrate both technical and behavioural skills, such as team working, communic ation, relationship management, flexibility and innovation, and project management.Behavioural skills are viewed as those that women are able to contribute, drawing on these from their multiple roles inside and outside the workplace. But if businesses want to capitalise on these behavioural skills they need to find more creative ways of attracting and retaining women. 1. 2 How these Guiding Principles have been derived Working with a diversity agenda is challenging. There is no single simple solution. Organisations have to ensure a common understanding of diversity and the link with Equal Opportunities (EO). Whereas EO is concerned with difference at the social group level, diversity management is focused on individuals, with organisations striving to recruit and retain individuals with diverse backgrounds and experiences [9].In addition, the diversity agenda is heavily contextualised: economic, political, legal and social forces each impact on business priorities and internal organ isational practices. Despite these broader forces there do seem to be a number of key practices that organisations can focus on if they want to mainstream diversity. Developing an organisational culture that is supportive of diversity and where women are encouraged to reach their full potential is not easy. The nature of some ITEC roles can make it difficult for women, and others with caring responsibilities, to combine their work and family lives. Yet as other Equalitec projects have identified, some organisations are actively trying to change their culture so that people from diverse backgrounds, and with diverse talents, feel included.These Guiding Principles draw together some of the good practices developed in a range of private and public sector organisations. They have been derived from categories drawn from various sources: Equalitec Diversity Forum reports; the DTI and Equalitec sponsored report – Successful Recruitment Strategies and Practices; Times Top 50 ‘W orkforce Diversity’ index; BCS Women in IT awards; Aurora’s ‘Where Women Want to Work’ awards; US National Academy of Engineering – Diversity in Engineering report, as well as the National School of Government’s Diversity Excellence model and the Civil Service diversity performance indicators. The supporting case examples are drawn largely from Equalitec publications.They have been tested out with Equalitec partners, and other organisations closely involved with Equalitec’s work, to ensure that they cover the key areas that ITEC and other organisations need to focus on to build a diverse workforce. 10 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. 3 Summary of the Guiding Principles From the background sources outlined above we have identified 10 Guiding Principles. These are shown in Figure 1. 1 Vision and leadership: senior leaders demonstrate an on-going commitment to mainstreaming diversity by ensuring that the relevant policies, practices, metrics and action plans are in place. Ongoing commitment is also demonstrated through frequent and consistent communication, internally and externally, about the organisation’s achievements against its published action plans.Well defined business case: the diversity agenda forms an integral part of the strategic business planning agenda – not something that is a ‘nice to have’, perhaps especially for private sector firms that are bidding for contracts within the public sector. In the public sector the ’effectiveness argument’ i. e. ensuring the diversity of the workforce matches the diversity of service users, is perhaps more of a key driver. Company wide policies to mainstream diversity: overall diversity policy is supported by changes to other organisational policies e. g. recruitment, reward, flexible working and work-life-balance, performance management, career management and retention p olicies. Education, training and knowledge building: on-going commitment to education and training for all employees in order to change behaviours and develop organisational practices.Supportive work practices and organisational culture: a workplace that is open and welcoming of people from diverse backgrounds and which can demonstrate good examples of implementing different forms of flexible work arrangements. Transparent recruitment and career development practices: commitment to changing the recruitment and promotion practices so that women and others from diverse backgrounds are able to develop satisfying careers. Partnering with external bodies: relationships are developed with a range of partnering institutions to advance the diversity agenda, using this as a way of further developing internal knowledge and capabilities.Targeted outreach and widening of the recruitment net: resources (time, energy and money) are invested in developing awareness of the changing nature and oppor tunities within the ITEC sector and encouraging young girls and women of all ages to develop a career in ITEC. Management of suppliers: current and future suppliers understand the organisation’s diversity agenda and the organisation ensures that suppliers adapt their practices appropriately. Monitor, improve and celebrate success: demonstrates a commitment to gathering quantitative and qualitative data to monitor progress on the diversity journey, using this as a way of further refining policies and procedures. 2 3 4 5 6 7 8 9 10 Figure 1: Summary of the Guiding Principles The Royal Academy of Engineering 11 1. Schema of the Guiding Principles Mainstreaming diversity is not a simple linear process. There are a number of inter-related areas that require working on simultaneously. The schema in Figure 2 is intended to illustrate the dynamic relationship amongst the Guiding Principles defined earlier. Depending on the organisational context, change may be initiated from any one of these areas at a given point in time. In some organisations, for example, data on female attrition rates, or lack of diversity in the recruitment pipeline, may act as a catalyst for change. In others a change in leadership, such as the appointment of a new CEO, may act as the catalyst. At different times in the business life cycle organisations may eed to focus on developing policies and practices that have more of an internal focus and at other times they may need to work on policies and practices that have more of an external focus. Vision & leadership Well-defined business case Company wide policies to mainstream diversity Internal focus External focus Education, training & knowledge building Supportive work practices/ culture Open and transparent recruitment & career development practices Partnering with external bodies Targe ted ou treach & widening the recruitment net Management of suppliers Monitor, improve and celebrate success Figure 2: Schema of the Guiding Principles 1 2 The Royal Academy of Engineering Implementing Diversity Policies: Guiding PrinciplesWhat is clear from the background research carried out to produce this report is that implementing polices and practices to mainstream diversity is not easy, given the complexities that we are dealing with. Other reports on diversity have likened this to the complexities of the software engineering process itself, highlighted in the book The Mythical Man Month by Fred Brookes, formally of IBM: â€Å"There is no silver bullet, no magic potion that can fix things. Things only get fixed if you take the problem personally, and you want to make a difference. It is that simple. If you care enough about it to put your money where your mouth is, and you put somebody in a eadership position to do something about it, you can make a difference. † [10] It is not surprising therefore to find leadership at the top of these Guiding Principles. The Royal Academy of Engineering 13 2. Suggestions on how organ isations might use these Guiding Principles One of the key aims of Equalitec is to share and disseminate good practice in the employment and progression of women in ITEC. This report draws together much of the good practice gathered through Equalitec projects. Whilst many organisations have made great progress on increasing the representation of women in ITEC roles, most would agree that they still have more to do.It is hoped that this set of guiding principles will support change in organisations, thus helping to stem the current decline in the number of women in ITEC. Some suggested ways that organisations could use this report include:  ¦ Using this report in your diversity training programmes for line managers, helping to raise awareness of the issues and stimulate debate for change. The questions at the end of each section would provide a start point. Recognising that successful change involves a top-down and bottom-up approach, consider using specific sections of the report with different employee groups/forums to help stimulate a dialogue about change. You could perhaps start with the section ‘Monitor, improve and celebrate success’ with a group of senior managers.This could prompt a review of the diversity data that are currently available, as well as where the gaps are. Using the section on ‘Supportive work practices and organisational culture’ with different employee groups could generate further ideas for change. Making the report available to all staff as part of your e-learning resources. This could help those aspiring to leadership roles broaden their awareness of the diversity agenda. Using the report as a basis for reviewing existing policies and practices.  ¦  ¦  ¦ 14 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. Guiding principles â€Å"having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. † 3. Vision and leadership Effective leadership is crucial in all culture change programmes and developing an organisational culture that embraces diversity is no exception. When testing out these guiding principles with experienced managers there was general consensus that vision and leadership needs to be the number one guiding principle. It needs to be number one for a very simple reason – having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. Without this, as many Equalitec partners will testify, diversity does not happen. So what type of leadership is required?  ¦ Leaders with a personal commitment to diversity Effective management of diversity requires ongoing commitment from the CEO and other senior leaders.This commitment can be demonstrated in many ways: setting a clear vision for diversity, linked to the business case; making sure that others understand the business case in the context of their organisations; modelling the behaviours needed to build a diverse workforce; making sure that the appropriate structure and polices are in place, as well as ensuring that all employees are aware of their responsibilities and where they fit into the diversity agenda: â€Å"Chuck Prince, who is our chairman, aims to make sure that we are not only the largest financial services organisation but also that we are the most respected. All of us, as employees, have to attest to our shared responsibilities.Those are our responsibilities to the organisations, the franchise through to our clients and also to each other, to make sure we recognise and respect diversity – which includes gender diversity. † Sharon Pagram, Recruitment Manager, Europe Middle East and Asia (EMEA), Citi [2]. Many organisations have introduced Diversity Councils as one of their supporting structures. These can help build insights and knowledge to support the change agenda. A case example of this from Sym antec appears at the end of this sub-section.  ¦ Leaders who demonstrate ‘mindset flexibility’ A key skill referred to time and time again is that of ‘mindset flexibility’, particularly amongst those in leadership roles: â€Å"I think there is something about having men with the right attitude.I don’t know quite how you articulate this, but it is to do with having a diversity of thinking and approach in the senior executive team. Having men who are different from each other and function well in a flexible remote culture. Men who encourage interaction at all levels and really believe that difference is a good thing. I really do believe that if you have a culture which encourages bright, creative individual men to stay at senior levels, women will benefit too. † Rebecca George, Partner, Deloitte [11]. Mindset flexibility is seen as being important to help rethink jobs and how best to resource these: The Royal Academy of Engineering 15 What you are looking for [when recruiting] is a set of outcomes and you try to be more flexible about the people who might be able to provide those outcomes for you. You’re much less prescriptive about the inputs. † Steve Palmer, London Borough of Hillingdon [12]. It is also important when considering flexible work options to ensure that all options are considered: â€Å"We have just gone through a reorganisation at Citigroup Technology Infrastructure (CTI) and we now have two very senior members who are direct reports to the head of EMEA for CTI †¦ One of these will be working remotely, using flexi-working as well as other means. She will be working from Scotland whilst playing a major role in the CTI organisation.She is working flexi-hours and she is working remotely and that has enabled her to take on a position of the size that she has. † Sharon Pagram, Recruitment Manager, EMEA, Citi [2]. HR and diversity practitioners in particular need to demonstrate effectiv e leadership by challenging line managers who are reluctant to try out different flexible work options.  ¦ Leaders who listen to and communicate openly with their staff Open and honest communication is crucial if employees from diverse backgrounds, and with diverse needs, are to feel fully included: â€Å"I believe that communication is very important †¦ ensuring that there are adequate team briefings, newsletters, bulletins and staff gatherings. There are one-to-one meetings, for example for all staff.I think that this mix ensures that there is the opportunity to accommodate individuals and that those for example who are on flexible working, or those who are part-time are kept fully informed and up-to-date just as much as the staff who are there full-time. † Angela Clements, Head of ICT and Business Development, West Dunbartonshire Council [2]. As the Microsoft example below indicates, senior leaders can send out a powerful message if they are personally involved in f inding out what women are looking for in the industry: â€Å"Simon Brown is the general manager for Developer and Partner Evangelism and he is looking to attract more females into technical evangelist roles. He has been helping by investing time and thinking about what it is that women want in the industry, and what they want at Microsoft at different levels. † Helen Duguid, Partner to Microsoft EMEA [2].It is just as important for female leaders to listen to the needs of their junior female colleagues, rather than make assumptions that they all have the same needs: â€Å"†¦ so many of the women who are at the top, they don’t have families, or else they might have had them, but it’s been with a totally supportive background, or they haven’t needed to be the carer in the family †¦ but you wouldn’t necessarily get from somebody at the top who didn’t have that empathy, let’s hear about you and what’s it like for you? Yo u don’t get enough of that. † [13]. 16 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles  ¦ Leaders who act as role models and who champion change The importance of senior leaders acting as role models during organisational change is well documented.But as so much change involves top down and bottom up thinking it is important that organisations mobilise and nurture leaders at all levels to support the change journey. An innovative practice identified from a non-ITEC sector organisation, but one that could be adapted, is illustrated in the case example below. Case: Recruiting internal diversity champions at Wigan & Leigh College [14] The college has 23,000 students located across six different sites. The college recognised that although it had achieved the disability element of the diversity agenda it needed to do more on the other strands. To support its philosophy of inclusion, the college introduced a leadership and management pro gramme to help change behaviours amongst its senior managers.This programme highlighted a need to do more to create a genuine culture of inclusion across the whole of the college. Following an equality and diversity ‘health check’ the college went on to recruit internal equality and diversity champions to help promote their diversity agenda. The role was open to individuals at all levels and in different areas: management, administration and academic staff. All applicants went through a structured selection process. The rationale for such a rigorous process was to ensure that those selected could act as role models, as well as have the skills to help deliver the organisation’s diversity learning programme.Staff recruited into the Diversity Champion roles, were then given additional training to ensure that they were able to perform effectively in their new role. Having a diversity of role models could help junior staff feel a greater sense of belonging, as well as develop a sense of where they might aspire to: â€Å"I like the idea of people from throughout the organisation at all levels, who are happy to be kind of champion †¦not just the high-flyers. If you have people where you are, or the next level up, where you are aspiring to be, its doable and you can relate. † [13].  ¦ Leaders who are willing and able to change Developing an organisational culture that is committed to diversity requires leaders who are willing and able to change.A key point made by Terry Marsh, from the Women into Science, Engineering and Construction (WISE) Campaign: â€Å"We talk a good deal about changing culture but actually the culture that we have to change is one that does not cope with change in many cases. You do not have to change the culture but you have to change people's ability to want to change, or their ability to cope with change †¦ We therefore have to look at whether there is a culture, in certain companies and certain sectors, that cannot cope with change at all. † [2].  ¦ Leaders who reinforce the diversity message Given that change takes time, leaders need to find different ways of promoting and praising those who are helping the organisation achieve its diversity goals:The Royal Academy of Engineering 17 â€Å"One of the practices that we have in place is that whenever a requisition is posted in our system the hiring manager receives a letter, signed personally by our senior VP for the EMEA region, talking about why a diverse workforce is important to the future of HP, for innovation, again referencing the business case. It reminds them that we have hiring goals and encourages them to work with the recruiter for a diverse source pool. † Lisa Kepinski, Diversity & Inclusion Director, HP [13]. Case: Supporting structures to mainstream diversity in Symantec Symantec Corporation is the fourth-largest independent software company in the world.It is the world leader in IT security, providing security and storage products solutions and services, to virtually the entire Fortune 1000 companies. One of Symantec’s best known products is the Norton consumer security solutions. The organisation employs just over 18,000 employees in 40 countries. Deborah Davis, Vice President, Enterprise Support Services, EMEA and India, explained how commitment to diversity within Symantec comes from the top. The group president, Tom Kendra, is the global leader and executive sponsor of the diversity and inclusion initiative within the organisation and Chief Technology Officer, Mark Bregman, is the executive sponsor of the organisation’s global women’s initiative.The organisation has established five goals for increasing the representation of women: a) increase the percentage of women in leadership positions to reflect the overall female demographic and management hierarchy; b) increase the percentage of women at the high end of the technical track in engineering; c) incre ase the number of women in sales; d) increase the number of women across all of our technical fields, not just software development areas; and e) build a work environment that supports and encourages women in their career aspirations. As well as executive commitment to ensure that goals and metrics are in place, the organisation has created a number of structures to sustain its diversity and inclusion initiative, as shown below. Supporting Structure Global Structure Global Diversity & Inclusion Steering Committee †¢ Executive D Steering Committee meets quarterly †¢ 16 Diversity & Inclusion Councils established †¢ D Office – – – – Global Diversity & Inclusion Office 16 Diversity & Inclusion Councils – – 18 SWAN Champions – –Act as a link between SWAN and Executive Leadership Seek support for SWAN recommendations Identify, share and implement best practices Build Symantec brand as an employer of choice for women Id entify external women’s organizations and build long term partnerships Establish Metrics and Reporting Build collateral to support activity of SWAN Champions Conduct quarterly conference calls with SWAN Champions 1 18 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles There is an overall Diversity and Inclusion Steering Committee as well as a network of 16 Diversity and Inclusion Councils, a figure that is expanding across the globe.In addition the organisation has a Symantec Women’s Action Network (SWAN). SWAN champions attend external women’s conferences and organisations, acting as a spokespeople for the company, and build the Symantec brand as the employer of choice for women. There is also a dedicated diversity and inclusion office that acts as a link between the SWAN networks, the Councils and the executive leadership, to ensure that information and knowledge from the various fora and groups are shared. Source: Equalitec D iversity Forum, June 2007 [13]. Points to discuss in your organisation  ¦  ¦  ¦  ¦ Do staff believe that the leadership is really committed to the diversity agenda? What do they believe that they are committed to?How is this monitored, communicated and acted upon? How diverse are the role models in your organisation? How is personal commitment to the diversity agenda monitored in your organisation? Is it something that current and aspiring leaders need to demonstrate in order to gain promotion? How is ‘mindset flexibility’ developed in your organisation? The Royal Academy of Engineering 19 3. 2 Well-defined business case There are several drivers for implementing diversity policies and practices: ethical and social justice, regulatory, economic, and business case. In private sector companies it is the business case argument that provides the main driver for change.There are many dimensions to this. It can help organisations tap into new markets, as well as appea l to a broader customer base. In an increasingly diverse society the importance of the demographics of the workforce mirroring that of clients and customers is also a powerful business case argument. Access to wider pools of labour can be a powerful argument particularly where critical talent is in short supply, as in the case of ITEC. Increasingly organisations are adopting a balanced scorecard approach to the business case for diversity, as indicated in Figure 3. †¢ Enhanced understanding of new and emerging markets Marketplace †¢ ‘Mirroring of clients’ – Customers Winning new business †¢ Products and services that meet the needs of diverse customer base demographics of client base reflected in the workforce †¢ Better understanding of needs of diverse customers †¢ Access to wider customer base †¢ Leveraging diversity of suppliers and other partnerships †¢ Enhanced reputation and profile amongst clients and other stakeholders W orkplace Access to wider pools of talent †¢ †¢ Better staff retention – lower recruitment costs Productivity/effectiveness Enhanced creativity, innovation and problem solving †¢ †¢ Enhanced employer image/reputation †¢ Richer business processes †¢ Greater organisational flexibility and responsiveness to change Employer of choice †¢ Inclusive work environment where all employees are fully †¢ Better utilisation of diverse/scarce engaged and performing talents optimally Figure 3: Diversity – Balanced Business Scorecard Although it is important for those working in change agent roles to have a broader awareness of the business benefits of diversity, it is crucial that they are able to focus on the key business benefit for their organisation, as this is what gets the attention of the senior leadership team: â€Å"For us in Pfizer, the diversity business case rests on the values of creativity and innovation because we want to bring ne w medicines to patients. † Trish Lawrence, Diversity Initiatives Manager, Pfizer PGRD [15]. 20 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles The Value Proposition Profitability and Business Success Invention and High Performance The Business Advantage Creativity and Productivity Diversity and Inclusion 14 August 2007Having got the attention of senior leaders, those working in change agent roles also need to find ways of communicating the business case in a form that line managers identify with: â€Å"One of the things we have learned is that to get the attention of line managers, we need to make the business case much more explicit. In our early efforts, we had a business case but we did not publicise the financial implications enough. † [16]. One way of doing this is to link cost/benefit data directly to line managers’ budgets: â€Å"If it's someone you know, who was a good employee, who wants to come back and they need ? 2,000 of training, but you're not paying for an agency to recruit them, it's a no-brainer from a business case viewpoint. † [23]. A continuing challenge for those working in diversity roles is being able to make direct linkages between diversity policies and enhanced operating performance and bottom line results.As Stephen Alford, HR Manager at Fujitsu Services, pointed out at the first Equalitec Diversity Forum [15] this problem arises as often a range of policy interventions are needed to address a specific diversity issue. The following case study from Fujitsu Services provides further guidance on how diversity champions can build a sound business case for diversity. Case: Building the Business Case at Fujitsu Services Fujitsu Services design, build and operate IT systems and services for customers in the financial services, telecom, retail, utilities and government markets. It employs 21,000 people worldwide. Around 12,000 of those are located in the UK working for a wide range of Public and Private sector organisations.At the 2006 Diversity Forum Stephen Alford, HR Manager, pointed out that one of the key arguments he uses to get senior business leaders to focus on diversity is to link back to the goal of ‘winning new business’. As an IT services company a key business driver is winning new contracts, something that as Stephen explained is now influenced by the changing legislation especially when tendering for public sector contracts. The Race Relations Act 2001, Disability Discrimination Act 2005 and the Equality Act 2006 mean that public sector organisations have a statutory duty to The Royal Academy of Engineering 21 promote equality in these three areas in their own organisation. In addition they have a responsibility to audit their suppliers to ensure that they too have equality schemes in place.Some of the arguments that Stephen draws on to convince managers about diversity include: Legal drivers – focusing on the pre-tend er bid situation where questions are asked about whether there have been any cases taken against the organisation and whether any have been lost. In particular pointing out how the discrimination legislation which underpins equal opportunities is uncapped and how claims can hit the bottom line significantly if the organisation gets it wrong. Raising the profile of Fujitsu – using the strapline – ‘Why focus on diversity inclusion? ’ – to point out how as an organisation Fujitsu wants to be employer of choice in the IT service sector and partner of choice for winning business.As an organisation they are now monitoring their workforce more closely, so that they have the facts to be able to manage the business more effectively. Recruiting and retaining the best talent – pointing out how with changing demographics you may not always be able to recruit the talent from the same place as you have always recruited from. In addition women, and those fr om ethnic minorities, are more likely to join an organisation where there are role models and where they feel that they can get on. Having attracted the best talent then the organisation needs to focus on retention. Losing key talent is expensive. At Fujitsu Services mothers returning to work after maternity leave return on 120% of their salary until their child is 15 months old.The more senior the women then the more this costs the organisation, but as Marjan Kuyken, Practice Manager, Programme and Project Manager points out â€Å"†¦ with that seniority comes more knowledge of the organisation and more expensive skills†. Clearly these are knowledge and skills that the organisation would not want to lose. Limitations of a lack of diversity on performance – diversity practitioners need to be able to provide a number of case examples to show how other organisations have made productivity gains from building a more diverse workforce, as well as examples of where thin gs can go when there is a lack of diversity in the decision-making teams. Sources: Equalitec Diversity Forum, May 2006 [17]; Effective Recruitment Strategies and Practices Report [12].Questions to stimulate debate in your organisation:  ¦  ¦  ¦  ¦ Do you have key data to support your business case? Are they in a format that line managers can easily understand? Do you have a range of case examples, internal and external, that you can use to support the business case? How do you communicate the business case for diversity in your organisation? Do line managers have easy access to the data on changing demographics so that they can make informed recruitment and retention decisions? 22 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. 3 Company wide policies to mainstream diversity Building an organisational culture that supports diversity and inclusion is not easy.As Juliet Webster, Involvement and Participation Association (IPA), points out organisations need to go beyond value statements and develop a coherent set of policies to ensure that they attract, develop and retain employees from diverse backgrounds: â€Å"The most ‘women-friendly’ ITEC organisations are, not surprisingly, those which have clear, coherent and thoroughgoing equality and diversity frameworks encompassing their employment policies and practices. These frameworks underpin and support a variety of practical initiatives which help organisations to attract, promote and retain women †¦ some of the strongest examples of good equality practice are not always labelled as such, but what distinguishes them is a coherence of approach to staff development and progression and the express inclusion of all employee groups. † [8].Many organisations, large and small, have realised the importance of planning for diversity from the outset when developing their policies and practices, especially when the company is growing, or plans to grow in size: â€Å"If you find yourself with 15 engineers, none of whom are women, you’re suddenly in a bad position for trying to hire your first woman. As you build up from zero, you’ve actually got to be especially careful in the early days. There is something about thinking early on, when we’re working in a field that is by its nature male heavy, to think carefully about those early hires. † Doug Fraley, Head of People Programmes for EMEA, Google [12]. So what key policies and practices should organisations focus on? †¢ Recruitment and selection The Effective Recruitment Strategies and Practices research [12] highlighted how the ITEC sector has developed a reputation for informal ‘grapevine’ recruitment, where job openings are transmitted via established networks.Employee referral schemes, which have become increasingly popular with organisations, operate on a similar principle of tapping into employees’ existing networks. Howeve r there is a concern that practices like these can make it more difficult for women, especially returners, to gain entry into ITEC organisations. Where organisations want to attract a more diverse workforce it is important that they use a number of recruitment methods to signpost their vacancies and employment opportunities – we say more about this in the section on ‘Targeted outreach and widening the recruitment net’. Selection methods should also be clear and consistent, as we explain in the section on ‘Open and transparent recruitment and career development practices’. †¢Induction In some organisations, such as Fujitsu Services, the induction process is used to ensure that all new staff are aware of the organisation’s position on diversity and the actions that the organisation is taking to build a diverse and inclusive work environment. Performance management Wider research suggests that a key policy that needs to be revised in organis ations committed to diversity is performance management. According The Royal Academy of Engineering 23 †¢ to the Corporate Leadership Council, organisations that are the most successful in building a diverse workforce are those that have developed their performance management systems so that managers in particular are held accountable for achieving the organisation’s diversity objectives. In the US, some organisations link Executive bonuses to the achievement of diversity goals [18].In other organisations performance ratings are based on the ’How’ as well as the ‘What’ and a specific case example of this occurs at the end of this subsection. A range of tools can be used to gather feedback on whether management behaviours support organisations’ diversity goals: 360 degree feedback, peer review, and employee attitude surveys [19]. However, ORC, a US based consultancy suggest that organisations should be cautious about linking diversity goa ls to managerial performance, as it might distort behaviours. An additional strategy could be to publicise a list of managers that have met the goals for increasing the diversity of their unit [20]. †¢Flexible working and work-life-balance policies Wider research suggests that offering flexible work arrangements, including high quality part-time work, is part of the ‘new business case’ argument [9]. Flexible work arrangements can help women sustain their career through the child rearing phase. The benefit to organisations is better retention of skilled female employees, thus lowering overall recruitment costs. Whilst a policy on flexible working is important, as it signals the organisation’s intent, making flexible working work in practice is more problematic. This requires line managers who are committed to the principle, as well as having the necessary skills to manage flexible working. This point will be covered in more detail under ‘Supportive work practices and climate’ later in this subsection. †¢Pay and reward The government’s survey on earnings (Annual Survey of Hours and Earnings (ASHE) 2006) shows that women’s mean full-time hourly pay in computing and related jobs is 79. 6% of men’s [12]. Thus there is gender pay gap in the sector of just over 20%. This is larger pay gap than the overall UK one [20]. The main reason for the greater pay gap in ITEC is the tendency for women to be concentrated in lower paid jobs. If organisations want to attract more women to work in the sector then the gender pay gap needs to be addressed through the use of equal pay audits and job evaluation schemes. Intellect’s annual survey – ‘Perceptions of Equal Pay May 2006’ [22] – identified that only a small number of firms had carried out an equal pay audit.Yet as the survey also showed; perceptions of unequal pay can affect recruitment. †¢ Talent management and succession planning Having attracted more women into the organisation it is important that they then have every opportunity to progress. Several organisations seem to be developing their succession planning policies to ensure greater diversity amongst their leadership population. A good example of this is shown in the IBM case study at the end of this section. Michael Chivers, Vice President, Human Resources for Sales and Marketing at Sony Ericsson spoke of the importance of organisations moving away from the 24 The Royal Academy of EngineeringImplementing Diversity Policies: Guiding Principles ‘rear view mirror’ approach to succession planning [11]. By this he meant that instead of appointing leaders that are clones of the current leadership there is a need to think more about the leadership qualities that will take the organisation to where it wants to be in the future. Ensuring that women are given early responsibility in their career so that they build up their reputation and visibility was raised as a good strategy by several participating Equalitec organisations. This is something that will be discussed in more detail in the section on ‘Open and transparent recruitment and career development’. †¢Restructuring and downsizing As part of the background research for this report we had several illuminating conversations with HR managers about what happens to diversity when organisations are restructuring or downsizing. Some interesting perspectives emerged. One was that where organisations have made significant investment in their diversity policies and practice they need to make sure that all of that good work is preserved in the new structure. A further perspective was that restructuring could create opportunities to bring in people with different experience because that is what the business needs. In addition to the key policies discussed above there are many other policies that may need revising, or developing, to build a diverse and i nclusive workplace, as the following case from HP indicates.Case: HP Policies and Practices Supporting Diversity and Inclusion Within HP there are three main areas of focus for diversity: attracting diverse talent, promoting and developing diverse talent, and retention of diverse talent. The term ‘diverse talent’ is used within HP as it is broad and allencompassing. The organisation also has a number of policies and practices to support its diversity and inclusion strategy. These include: Non-discrimination policy Electronic job posting Diversity Hiring Goals VP’s message to hiring managers Harassment-free work environment Degree education program Domestic partner benefits Employee resource groups Development opportunities Open door policy Employee Assistance Programme (EAP) Open communication Management by objective Work-Life-Policies and Resources Common Thread’ diversity newsletter A key policy lever is the ‘Diversity Hiring Goals’, which r eflects the philosophy that having a metric in place gives diversity a business grounding and helps the business get to where it wants to get to – a rich, gender diverse workforce -faster. As Lisa Kepinski, Diversity and Inclusion Director, EMEA Region points out â€Å"Having a metric creates a focus for the The Royal Academy of Engineering 25 business and it encourages a partnership between the business and HR, as it is the business that sets the metric, not HR. † A practice that reinforces the ‘Diversity Hiring Goals’ policy is the – ‘VP’s message to hiring managers’.Each time a new recruit is taken on the hiring manager receives a personal letter from the senior VP for the EMEA region, pointing out why a diverse workforce is important to the future of HP, thus reinforcing the business case. Lisa acknowledges that organisations need to watch out for the impact that metrics might have on the focus of their work – â€Å"I f you only have metrics in place for hiring and ignore promotion, development and retention, then you could have the revolving door syndrome. † Source: Equalitec Diversity Forum, June 2007 [13] Organisations that have effective monitoring in place should use these data to develop new policies, as well as refine existing policies (see section on ‘Monitor, Improve and celebrate success’ later in this section).Policies need to be initiated with the use of statistics, but they also need statistics so that monitoring and evaluation, reconstitution and re-evaluation can happen. Finally, policies need to reflect the legislation in the country in which they are being introduced. The legislation makes it easier to introduce family-friendly polices. With an increasingly mobile workforce, opportunities for sharing different policies for attracting and retaining women in ITEC in different country contexts is something that would be most valuable. But again without appropriate data, policies can be meaningless or at worst pointless; this relates as much to individual companies as to countries.Case: Managing the female talent pipeline at IBM IBM is a global company that invents, develops and manufactures information technologies, including computer systems, software, storage systems and microelectronics. These technologies are used to provide professional solutions, services and consulting for businesses worldwide. It employs around 160,000 technical professionals, worldwide. Diversity is critically important to the business: having a diverse workforce is crucial for developing diverse products and services. The organisation has developed its employment policies and practices to ensure that it attracts and retains people from diverse backgrounds, including female employees.As part of the Effective Recruitment Strategies and Practices research [23], Wendy Papworth, Gender Programme Manager, EMEA Workforce Diversity, outlined some of the practices to develo p, progress and retain women. â€Å"We run regular pay audits, as part of our salary rounds. We always look very closely at the gender element of the pay rounds, to make sure there’s fairness and it’s a level playing field. But we do run specific exercises where if there’s something that maybe suggests we should have a look at it, then we do. And we dig quite deep down into the data, and, you know, on pay for graduates, when I last looked at it about two years ago, there was no discrepancy.And there are so many factors involved in the determination of pay, so it was quite a lengthy exercise, but it was really positive. 26 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles So, a couple of things we do. We have women’s leadership councils in each country, looking very closely at pipeline and progression. We’ve worked with the HR teams in each country to specifically identify the creme de la creme of the female talen t, and actively manage those women to make the next step change. That could be a move outside their business, or promotion. The women’s leadership council can assist by profiling role models, by getting women more actively involved in mentoring or networking and engaged in education programmes.We also look at our attrition rates in terms of propensity to leave, so if there’s a particular part of our structure where we’re seeing a higher increase of women likely to leave, say, for example, in the UK compared to that same position in the structure in another country, or overall in Europe, we conduct round tables with that part of the structure, and the band just below as well. It’s very important that we know how the women in the level below see, their future opportunities. So we conduct focus groups and round tables to get a feel for what will keep you with IBM. We keep an eye on where the key pressure points in our pipeline for women are.