The Role of Psychology in Understanding Essay Example for Free

The Role of Psychology in Understanding Essay General Health Problems such as Coronary Heart Disease and Chronic Headaches Psychology has done a great deal in educating people about the processes and the ways the human mind impacts and affects body systems. Over the years, this field of science has provided people bases of understanding several cognitive processes and problems which people deal with everyday. However, as a broad field, psychology branches out to explicate other general health issues in terms of psychological causes, effects, and interventions. Some of these health problems which psychology covers today are the Coronary Heart Ailment and cases of Chronic Headaches. Hence, this paper aims to discuss and explain how the field of Psychology can be related to and how it can elaborate on these health problems. Psychology in Coronary Heart Disease Heart disease has been known all over the world to be one of the most common causes of death. In the United States alone, two weak hearts give off and die every minute due to heart ailments and other heart-related conditions (Clay, 2007). Considering this thought, it is not just the field of Cardiology that is working out on eliminating these fatal health problems. Over the recent years, a field called Psychocardiology or cardiac psychology now opens doors to explain how psychosocial factors and interventions can contribute to the acquisition of the disease (Clay, 2007). Coronary Heart Disease or CHD is a general term which pertains to the condition wherein cardiac ailment results from the shortage of oxygen that reaches the heart (Feuerstein, Labbe, Kuczmierczyk, 1986). The disease is widely recognized all over the world due to its horrible fatal rates which make information campaign about the disease very significant. Although many people know the basics about CHD, what some of them do not know yet is that there is a certain part of the disease that can only be explained by psychocardiology. Psychocardiology defines the distinct personality which has been found to be at risk of acquiring CHD the most. This was identified as the Type A person. Feuerstein, Labbe, and Kuczmierczyk (1986) explained this construct in their book, Health Psychology. Type A individuals are characterized as people who easily and/or frequently get impatient over usual everyday activities and experience difficulty in focusing on one activity at a time since they are always in a hurry accomplishing their daily tasks. People with ac Type A personality also tend to take more and more responsibilities than what they can actually accommodate (Feuerstein, Labbe, Kuczmierczyk, 1986). These kinds of people are found to be more prone to CHD since their behaviors and activities greatly induce stress and depression. Greater psychological reactivity, which causes their cholesterol levels and their blood clotting times to rise, and imposes heavier work load for the heart, was also found among Type A individuals (Feuerstein, Labbe Kuczmierczyk, 1986). Aside from this, various studies still further prove that there is direct and solid connection between psychological conditions and CHD. Psychological researchers have already focused on internal factors in order to view this presumed relationship between psychology and CHD closer. It has been discovered that factors such as depression, anxiety, and social isolation, which are all symptoms of certain psychological disorders, seem to contribute greatly to the acquisition of CHD (Clay, 2007). At some point, international cardiologists performed a world-wide survey and assessed 12,000 CHD patients. The survey includes criteria which determine whether they qualify to a state of depression before the diagnosis of CHD. The results report that 50% of the surveyed patients showed histories of depression which more likely can be considered as a major factor that led them to CHD (Marano, 2003). In reviewing these studies and researches in the field of psychocardiology, it may appear that psychology indeed associated with a lot of other health problems and issues such as alcoholism, smoking, drug addiction, eating problems and many others. Just like in CHD, all of these health conditions consist of factors and interventions which are attributed to people’s behavior, social stability, and personality and can only be explained through the principles and concepts in psychology. Psychology can enter the serious picture of CHD in a simple factor as stress. Stress is often taken for granted as a common phenomenon, but with the study of psychology and its relationship with CHD, it can be seen that stress has more to it than what people know about, because with the study of psychocardiology, it can be understood that stress can actually lead to the fatal CHD. Thus, several factors and interventions such as restlessness and stress can be taken for granted if not for the explanations brought by psychology. However, aside from CHD, there are still a great number of common health conditions which psychology tries to explore. One of these conditions is the common case of Chronic Headaches. Psychology in Chronic Headaches The pain and terrible uneasiness brought by headaches cause depression among patients all over the world. This disease has also been one the most common sources of frustration and despair due to the aggravating pain it causes (Disorbio, 2008). The main focus of relief and cure in chronic headache cases is the source of pain. Pain can be considered to be the major frustrating factor in these cases. As a physiological sign, pain is generally attributed to physical factors. However, several comprehensive studies on pain like in chronic headaches conditions have been conducted having particular focus on the psychological perspective. These studies work on identifying behavioral and cognitive factors that affect pain and also the appropriate behavioral treatment for this condition. In understanding chronic headaches in this perspective, one may discover that the process of thinking of emotional and sensory ideas has a direct effect on the intensity of the felt pain (Borkum, 2007). Related studies also show evidence that an individual’s attention to and focus on the pain indeed cause the condition to get worse in varied levels. Psychology also plays a relevant part in identifying several psychological factors which can bring about chronic headaches. The usual cases of headaches like tension headaches and migraines have been found to have some connection to an individual’s emotional stability. A person was found to be more prone to suffer these kinds of headaches when he or she is exposed to depressing family environment and is isolated from friends and other significant others (Disorbio, 2008). This was discovered to be possible since these people who have weaker emotional states tend to deal with frustration and depression more inadequately, and they also tend to have a more negative outlook on things, including pain. Thus, through psychology, chronic pain can be treated through understanding how thinking can get over the individual’s tolerance of pain. Several studies have also proven that a degree of pain control can be accomplished by deviating one’s attention to other tasks and objects aside from the pain (Borkum, 2007). In most clinics, it can be noticed that doctors are starting to teach their patients several ways on diverting their attention from the pain to other things. This is because of the consideration that psychological processes play an important part in one’s tolerance and forbearance for pain. Hence, it may appear that although these health conditions typically have the biological explanation and background in discussing their nature and treatment, the field of psychology apparently greatly contributes to understanding the other aspects of these conditions by explaining the psychological interventions and causes of such health conditions. Although the psychological explanation for these health conditions may not be as popular as the knowledge of people about their physical reasons, it still appears evident that psychology plays a significant role in understanding these health problems from a different perspective. References Borkum, J. M. (2007). Chronic Headaches: Biology, Psychology, and Behavioral Treatment. Mahwah, NJ: Lawrence and Erlbaum Associates. Clay, R. A. (2007). One Heart- Many Threats. Monitor on Psychology, 38 (1), 46. Retrieved December 17, 2008 from American Psychological Association (APA) Online: http://www. apa.org/monitor/jan07/threats. html. Disorbio, M. (2008, March 27). The Psychology of pain- headaches. National Pain Foundation. Retrieved December 18, 2008 from http://www. nationalpainfoundation. org/MyTreatment/articles/Headache_TO_Psychology. asp. Feuerstein, M. , Labbe, E. E. Kuczmierczyk, A. R. (1986). Health Psychology: A Psychobiological Perspective. New York, NY: Springer Publication. Marano, H. E. (2003, Januray 3). Heart saved: treating depression may prevent heart-related deaths. Psychology Today. Retrieved December 18, 2008 from http://www. psychologytoday. com/articles/pto-20030103-000011. html.

The House Of The Seven Gables- Hawthornes Personal Reflections :: essays research papers

Nathanial Hawthorne. Considered to be one of the greatest American writers of the 19th century. But did you know that he hated portraits, and it is now thought that he was a mild manic-depressive? Born in Salem, Massachusetts on July 4, 1804. A decendant of a long puritan line of Hathorne's. His ancestry included his great-great grandfather, John Hathorne who was a judge at the Salem witch trials 112 years before Nathanial was born. Judge John Hathorne charged many with the crime of witchcraft,and condemned them to their deaths. Nathanial was embaressed by this and changed the spelling of his last name from Hathorne to Hawthorne. Alot of his family history, life experiences and where he lived influenced his writing greatly. Hawthorne had a cousin, Susannah Ingersoll. When he was young, in Salem, he would frequently visit her in her mansion, she lived there alone. The house had a secret staircase and once had seven gables. This house, Nathanial visited in his youth, was his inspiration for the house in his book " The House Of The Seven Gables". The story of The House Of The Seven Gables streches over two centuries. It's the classic scenario of two rival families, in this case the Pyncheons ( weathly aristocratic puritans) and the Maules ( humbler paupers). The story of these two families begins with Matthew Maule, who owned a certain amount of land and built himself a hut to live in, in this new puritan settlement. Maule was a hard working but obscure man, who was stubborn and protected what was his. His rival arrived at the settlement about 30 to 40 years after Maule had been there. Colonel Pyncheon, an ambicious and determined man, had a high position in the town. It was said that Colonel Pyncheon was very much for the execution of those who practiced witchcraft, and it was also said that he very strongly sought the condemnation of Matthew Maule for being a wizard. Pyncheon did manage to have Maule executed but not before Maule placed a curse on Pyncheon and his decendants. These were Maules exact words : " God, God will give him blood to drink !" Many of the characters in the book were influenced by actual people in and during Nathanial's life. For example : Colonel Pyncheon was based on The Reverend Wentworth Upham, a Minister and mayor of Salem. He wrote the books : Lecture's on Withcraft and History of Witchcraft and Salem Village. The Maule name was derived from Thomas Maule, a Quaker merchant living in Salem at the time of the trials.

Downsizing: the Financial and Human Implications Essay

This essay examines the effects of downsizing with regard to the human and financial implications. Since the mid to late 1980s, downsizing has â€Å"transformed the corporate landscape and changed the lives of hundreds of millions of individuals around the world† (Gandolfi, 2008, p. 3). For the purposes of this essay, downsizing is defined as the planned elimination of jobs, involving redundancies, and is designed to improve financial performance (Macky, 2004). It will be argued that while downsizing can be an effective strategy, it frequently does not improve financial health, and the human implications can be severe and costly. This essay will discuss: first, downsizing definitions; second, motivation for downsizing; third, a brief history of downsizing; fourth, approaches the implementation of downsizing; fifth, the human implications; sixth, the financial consequences; and, seventh, the reasons for the continued use of downsizing. There are differing perspectives regarding the downsizing phenomenon. At the most simple level, the strategy involves a planned contraction of the number of employees in an organisation (Cascio, 1993). For example, Macky (2004) describes downsizing as â€Å"an intentional reduction by management of a firm’s internal labour force using redundancies† (p. 2). However, other definitions encompass a wider range of implementation methods. Cameron (1994) defines downsizing as â€Å"a set of activities, undertaken on the part of the management of an organisation and designed to improve organisational efficiency, productivity, and/or competitiveness† (p. 192). These activities include hiring freezes, salary reductions, voluntary sabbaticals, exit incentives and reducing hours worked by employees. This essay will focus solely on the downsizing activity of redundancies. Various synonyms exist for downsizing, including resizing, rightsizing, smartsizing, restructuring, redundancies and reduction-in-force (Gandolfi, 2010; Macky, 2004). The main motivation for downsizing, at least for private companies, is to improve an organisation’s financial performance, which is also known as profit maximisation (Kammeyer, Liao & Avery, 2001). The factors contributing to downsizing decisions are complex and depend on company-specific, industry-specific and macroeconomic factors (Macky, 2004). In hard times, downsizing is a strategy that may be employed as a quick-fix, reactive response to compensate for reduced profit by reducing human related operational costs (Kowske, Lundby & Rasch, 2009; Ryan & Macky, 1998). In healthy times, the workforce may be reduced as part of a proactive human resource strategy to create a ‘lean and mean’ organisation (Chadwick, Hunter & Watson, 2004; Kowske et al. , 2009). An overwhelming body of academic research suggests that downsizing has surprisingly little success in increasing profitability and shareholder value, even though financial performance is its main intention (Cascio, 2002; De Meuse, Bergmann, Vanderheiden & Roraff, 2004; Lewin & Johnston, 2000). Despite the limited financial success of downsizing, it has remained a popular strategic tool with its use spanning the last three decades. Prior to the 1980s, downsizing was engaged primarily as a last resort, reactive response to changing manufacturing demands. It affected mostly blue-collar, semi-skilled employees (Littler, 1997). In contrast, since the 1980s, workforce reduction has become a leading strategy of choice, affecting employees at all levels, all around the globe (Mirabal & DeYoung, 2005, as cited in Gandolfi, 2008), within a wide variety of organisations encompassing all industries (Littler, 1998; Macky, 2004). Karake-Shalhoub (1999) suggests that downsizing has been the most significant business change of the 1980s. Downsizing increased in popularity during the 1990s, which has subsequently been described as the ‘downsizing decade’ (Dolan, Belout & Balkin, 2000). It has evolved from a reactive strategy in the 1980s, to become used as a proactive strategy. During the 1990s, large scale redundancy programs were viewed as the solution to the issues facing organisations such as AT&T, IBM, General Motors and British Telecom (Kinnie, Hutchinson & Purcell, 1998). The statistics are sobering, Cameron (1994) reported that 85% of Fortune 500 companies were downsized between 1989 and 1994, and 100% were planning to do so within the next five years. Furthermore, figures from the most recent global financial crisis demonstrate that downsizing remains a tool of choice. Rampell (2009) reported in the New York Times that 4. 4 million jobs, in the U. S. alone, were retrenched between September 2007 and March 2009. Two main approaches to the implementation of downsizing are currently employed. The first approach is popularly termed stealth layoffs and the second is referred to as non-selective layoffs (Gandolfi, 2009). Organisations have commonly employed both stealth layoffs and non-selective layoffs during the recent global financial crisis. Stealth layoffs involve an attempt to keep redundancies out of media attention, by making a series of small cuts rather than one large cut. Companies endeavour to save their public reputation from being tainted by their downsizing activities. Managers are not allowed to openly discuss redundancies and a blanket of secrecy is placed over all proceedings, employees are not informed of timing or extent of redundancies (Crosman, 2006). Mc Gregor (2008) reported a wave of people slowly trickling out of organisations. Citigroup provides one example of stealth downsizing. Story & Dash (2008) reported that in April 2007 the company announced elimination of 17,000 jobs. Then in January 2008 Citigroup announced a further 4,200 job cuts, followed by an additional 8,700 in April 2008 (Story & Dash, 2008). Non-selective downsizing involves mass redundancies, across all levels of an organisation. This is problematic because firms are at risk of losing their top performers who are difficult to replace. These are the people that will be required to drive future growth of the firm following the downsizing event. There is plenty of evidence of non-selective downsizing over the current global recession, for instance the finance industry has been deeply affected with U. S. anks making cuts of 65,000 employees between June 2007 and June 2008 (Story & Dash, 2008). Regarding the human implications of downsizing, the literature identifies three groups of people directly affected: the victims, the survivors, and the executioners. Academic studies refer to the victims of downsizing as the individuals who have been involuntarily removed from their positions (Casio, 1993; Dolan et al. , 2000; Gandolfi, 2008; Macky, 2004). The negative effects on victims of downsizing events can be devastating (Havlovick, Bouthillette & van der Wal, 1998). Previously, being well trained was sufficient to ensure a life-long job. However, the increasing competitiveness of the business environment has meant that recent layoffs have included higher paid white-collar workers, many of whom are at the peak of their careers. Victims are affected initially during the planning phase of the downsizing, then immediately following the redundancy announcement, and then in their subsequent employment. During the planning phase of downsizing, the threat of redundancies can subject employees to a number of emotional stresses. The stresses do not only embrace the immediate threat of redundancies, but also the prospect of demotion, and redundancies in the ong term. Evidence suggests that, as expected, such stresses have negative psychological impacts. For example, Catalano, Rook and Dooley (1986) in their interviews of 3,850 principle-wage earners in Los Angeles, found that that a decrease in job security increased the number of medical consultations for psychological distress. Likewise, Roskies and Louis-Guerin (1990) found in their survey of 1,291 Canadian managers, that managers who were insecure about their jobs showed poorer health than those who were secure, and the manager’s level of distress rose proportionally with their degree of insecurity. Following the redundancy announcement, there is strong evidence that victims suffer from adverse effects as a result of their job losses. These adverse effects include psychological stress, ill health, family problems, marital problems, helplessness, reduced self esteem, anxiety, depression, psychiatric morbidity, and feelings of social isolation (Greenglass & Burke, 2001). In particular, the affected individuals suffer from the loss of established social relationships and threats to their social identity (Macky, 2004). Greenglass and Burke (2001) also explain that the effects can vary greatly from person to person. The extent of personal damage is attributed to the individual’s resources of coping strategies, self-efficacy and social support. Evidence shows that the retrenched employees are able to respond in a more constructive manner depending on the extent to which they view the downsizing process as procedurally fair. Brokner, Konovsky, Cooper-Schneider, Folger, Martin and Bies (1994) found that employees remaining in their positions for up to three months after the announcement of their redundancy continued to exhibit positive work behaviours if the downsizing process was viewed as fair and transparent. There is evidence that subsequent employment opportunities are also affected by the victim’s previous redundancy experiences, including a change in their attitude towards the workplace. Macky (2004) provided evidence that the effects of redundancies flow onto the individual’s next position, resulting in decreased levels of commitment and loyalty. Dolan et al. (2000) also showed that there is some evidence that job loss created through redundancies may create lasting damage to the victim’s career. Similarly, Konovsky and Brockner (1993) found that individuals report a loss of earning power in their subsequent employment. On the other hand, Devine, Reay, Stainton and Collins–Nakai (2003), argue that victims who gain new employment have a greater sense of control and appear to be in a better position than those who were not retrenched. Noer (2009) suggests that negative impacts on victims are lessened by the various support packages for displaced employees that are paid for by the organisation, such as redundancy payments, career counselling and out-placement service. The second group of employees affected by downsizing are the survivors. The survivors are the employees who have remained with the firm after the redundancies have taken place (Littler, 1998). The survivors are important to the firm because they play a pivotal role in the effectiveness of the downsizing operation and the ongoing success of the organisation. The expertise and motivation of survivors is required to keep the firm moving forward following redundancies. However, surviving employees are left with increased pressures. These pressures include: larger workloads (Dolan at al. 2000), because survivors must take on the work of retrenched employees; as well as new and increased job responsibilities (Lewin & Johnston, 2000), as a result of key skills leaving the organisation. In addition to the increased work pressures, survivors must deal with profound and negative psychological responses. Gandolfi (2008) identifies three sets of the emotions, behaviours and attitudes exhibited b y surviving employees, which are commonly termed ‘sicknesses’ in literature (Applebaum, Delage, Labibb & Gault, 1997; Kowske at al. , 2009). The emergence of these sicknesses following a downsizing event is referred to as the ‘aftermath’ (Clark & Koonce, 1995) or the ‘downside’ (Cascio, 1993) of downsizing. The sicknesses identified are: survivor syndrome, survivor guilt and survivor envy. Kinnie et al. (1998) characterises survivor syndrome as encompassing a variety of psychological states in survivors, including heightened levels of stress, absenteeism and distrust, and as well as decreased levels of productivity, morale and work quality. Cascio (2002) portrays survivor syndrome in a similar way to Kinnie et al. 1998), showing decreased: levels of employee involvement, morale, work productivity and trust towards management. These mental states have a strong influence on the survivor’s work behaviour and attitudes, such as motivation, commitment, satisfaction and job performance (Applebaum et al. , 1997; Littler, Dunford, Bramble & Hede, 1997). The second sickness, survivor guilt, is a fe eling of responsibility or remorse as employees contemplate why their colleagues were retrenched instead of themselves. It is frequently expressed as fear, anger and depression (Noer, 2009). Survivor guilt can be particularly prevalent when survivors perceive that their work performance was no better than that of the downsized victims (Littler et al. , 1997). In this case, employees can reason that there is no benefit in performing if performance is not a criterion for job survival (Appelbaum, et al. , 1997). Appelbaum and colleagues argue that survivor guilt is heavily influenced by the manner in which the downsizing is perceived to be performed and the fairness of the decision making processes. Survivors of downsizing can also be plagued by a third sickness, survivor envy. This reflects the survivors’ envy of the victims in terms of presumed retirement packages, financially lucrative incentives, and new jobs with more attractive compensation (Kinnie et al. , 1998). For example, employees may feel that their retrenched ex-colleagues received redundancy pay outs; and have found new jobs they like, while the surviving employee must work twice as hard, and moreover, for the same pay. Kammeyer-Meuller, Liao and Avery (2001) hypothesise that survivors envy is dependent on the closeness of the relationship with the survivor. Brokner (1987) found that when survivors have little proximity to the victims, increases in redundancy payouts result in decreased self-reported performance. On the other hand, the study shows when survivors identify with the victims, increases in redundancy payouts increased self reported performance. Despite the stresses facing survivors, research shows that the needs of the survivors are frequently neglected by downsized firms (Applebaum et al. , 1997; Devine et al. , 2003; Gandolfi, 2006). According to Applebaum et al. 1997), the negative effects on the survivors are under-estimated and organisations fail to take into account the difficulties of motivating a surviving workforce that is emotionally damaged because it has watched others lose their jobs. It is important for organisations to pay more attention to the survivors in order to support their financial health. Carswell (2002), in a New Zealand empirical study, established that the companies that based redundancy on fair pra ctices, and provided better out-placement for the victims, performed better financially than those that did not use such procedures. Kowske et al. (2009) reviewed survivor engagement during the 2007-2009 global financial crisis and provided further valuable insights. Using the Keneya’s Employment Engagement Index and a sample size of 9,998 U. S. employees, it was determined that employee engagement was significantly lower if redundancies had occurred within the previous 12 months. Kowske et al. (2009) found that although organisations were able to cut human resource costs, they are more likely to have a portion of their workforce disengaged – fertile ground for the symptoms that accompany survivor sickness. An example of a lack of insight regarding survivor sickness was demonstrated in the downsizing of the Deloitte (New Zealand) Enterprise Risk Management Team, in May 2008 (personal information). The first problem was that just two weeks prior to the redundancy announcement, a statement was made by one of the partners to the team, stating that no-one should be concerned about their jobs. Another problem was that the downsizing process was not transparent and no employee below partner level was involved in the consultation. Not only wew the staff made redundant effected, but also the surviving employees who exhibited traditional symptoms of survivor sicknesses: feelings of distrust, anger and low moral due to their perceived unfairness of the decision process. The result of this survivor sickness was that, by the end of the following year, the entire senior management team had voluntarily left the firm, taking with them valuable skills and experience. Such attrition is consistent with Trevor and Nyberg’s (2008) findings that voluntary turnover rates increased within 24 months following the downsizing event. It is clear that management must pay more attention to survivors in order to minimise survivor syndromes. The literature highlights four key improvements to current downsizing methods, in order to minimize survivor syndromes. Firstly, a detailed strategy must be devised, this is because planning has been identified as a pivotal issue in the success of downsizing (Applebaum et al. , 1997; Gandolfi, 2008). The strategic plan should establish how the survivors will be taken care of during the downsizing process (Gandolfi, 2009). This includes giving survivors access to honest, timely and unbiased information (Dolan et al. , 2000) as well as access to counselling, support and help (Allen, 1997). Second, training must be improved as it is identified as key tool to combat survivor sickness (Dolan et al. , 2000; Farrell & Mavondo, 2004; Makawatsakul & Kleiner, 2003). The retrenched individuals often leave with key skills that must be taught to the surviving employees. Third, managers are recommended to communicate the long term business strategy to the surviving employees, n order to create a shared vision for the future of the firm (Cobb, Wooten & Folger, 1995). Last, fairness in the way the redundancies are selected and implemented including open communication lines are valuable to support trust within the organisation (Hopkins & Weathington, 2006). For example, retirement programs are viewed as more fair downsizing methods by survivors and lead to increased commitment (De Witt, Trevio & Mollica, 1998). Execut ioners are the group of survivors that form the third category of people affected by downsizing. Executioners are the individuals entrusted to plan, carry out and evaluate the downsizing (Gandolfi, 2009). Other synonyms for executioners include ‘downsizing agents’ (Clair & Dufresne, 2004) and ‘downsizers’ (Burke, 1998). The effects on such personnel are important because downsizers are commonly employees and managers, who can have a large impact on the success of the change. This is because the executioners have power to influence employees and power to employ tools and techniques to minimise harm. Although they are a category of survivors, the executioners experience differs to that of the survivors because of their heavy responsibilities, in executing the downsizing, managing relationships with the retrenched individuals as well as supporting the survivors. Gandolfi (2007) is one of the few academics to offer some insight around the experiences of the executioners using empirical research. Gandolfi interviewed 20 executioners from a major Australian trading bank and identified four key themes from their responses. The first was the very negative emotional responses and reactions from the executioners, including the difficulty and complexity the executioners had in selecting the downsizing victims. Second, Gandolfi also identified coping strategies, including the executioners distancing themselves from the task physically, cognitively and emotionally in order to preserve their own emotional well-being. In further research, it would be interesting to explore the relationship between the implementation of coping strategies and the effectiveness of the downsizing operation. Third, Gandolfi found that executioners with more experience reported a lesser degree of emotional distress. This is in line with Clair and Dufresne (2004) who suggest coping behaviours are learned with experience. Fourth, Gandolfi identified that the closeness of the relationship with the victims is also important in that the layoffs were more taxing when the executioner had developed personal ties with the victims. Another aspect of the executioner’s experience is their handling of the currently employed downsizing methods of stealth layoffs and across the board cuts. Executioners have reported that they are uncomfortable with the degree of secrecy involved with stealth downsizing (Gandolfi, 2009). For example, executioners have reported instances causing internal conflict when they have had to lie to employees (Gandolfi, 2009). In the case of across the board cuts, executioners often find it difficult of rationalize the unfairness of the choices and question their rights to be playing god with the individuals involved. The significant negative impacts on the executioners highlight the need for firms to provide adequate training and emotional support for the executioners (Gandolfi, 2009). Although more research is required in this area, it is apparent training should at least raise awareness of the range of emotions that executioners may experience, and include tools and techniques to cope with the emotions involved with carrying out the task. Clair and Dufrense (2004) suggest that throughout the process of downsizing, firms should make available to managers social forums, employee assistance programs and social support groups. The profound human consequences on the survivors and the executioners are interlinked with the financial consequences. Literature has identified that the human consequences of downsizing play a large role in the financial success of the downsizing operation (Carswell, 2002; Devine et al. , 2003; Gadolfi, 2008). The financial success of the strategy is particularly important to shareholders and to external bodies such as suppliers, distributers and allied organisations (Kammeyer-Mueller, 2001). A large and growing body of literature has investigated and measured the financial success of carrying out downsizing, and found that most organisations do not improve their financial performance after downsizing (Applebaum, et al. 1997; Cascio, Young & Morris, 1997; De Meuse et al. , 2004). The research around financial performance following a downsizing event focuses on tangible measurements of financial performance, such as examining changes in profit, share price and return on investment, before and after the downsizing event. However, it is noted that some companies do improve their financial performance by using downsizing as a strategy. Griggs and Hyland (2003) surveyed 1,005 U. S. organisations and found that of the respondents, 46% of companies able to decrease costs, 33% were able to ncrease profitability and 21% were able to report satisfactory improvements on return on investment. Only 46% of firms reduced costs due to poor planning, and this was because, in four times out of five, managers ended up replacing the very positions they made redundant (Griggs & Hyland, 2003). Wayhan and Werner’s (2000) findings contradict most downsizing research, in their examination of the largest 250 U. S. companies which had reduced their workforce by at least three percent during the period 1991-1992. These researches measured changes in stock prices and they showed that, in the short term, downsized companies significantly financially outperformed companies that did not downsize. However, it should be noted that Wayhan and Werner’s (2000) study uses a different technique, in that they treat time as a moderator of the affects. The rationale behind this is that other influences on the firm’s stock price will become more important than the influence of the downsizing event, as the time from the downsizing event increases. When Wayhan and Werner’s study was repeated using typical techniques (not using time as a moderator), the results were more in line with other research, showing small decreases in relevant financial measures. Sahdev (2003), Zyglidopoulos (2003) and Macky (2004) are among numerous researches showing that while a small number of organisations have reported improved financial performance, the majority were unable to account improved levels of effectiveness, productivity, efficiency and profitability in the short term. A typical example is Cascio, Young and Morris’s (1997) study of 537 companies listed on the S&P 500 between 1980 and 1994. After comparing average companies in the same industry, and controlling for firm effects, they discovered no evidence that downsized firms could subsequently increase profits or share price over a period of two years subsequent to the downsizing event. This is in line with evidence from New Zealand (Carswell, 2002). Furthermore, Cascio et al. (1997) found that downsized firms were outperformed in the short term by those companies that increased their workforce and also companies with stable employment. This study was limited by focusing only on extreme reductions of 10% or more. The long-term implications of downsizing on financial performance were investigated by De Meuse et al. (2004) in a more recent U. S. study. Using U. S. Fortune 500 companies, De Meuse and colleagues look at a period of nine years following the redundancy announcement, from 1989 to 1998. De Meuse et al. found that in the first two years following the announcement the financial performance of the firm’s decreased, in line with Cascio et at. (1997). However, at the beginning of three years after the downsizing announcement, De Meuse et al. found no significant underperformance of the downsized firms. Unfortunately, most studies provide little empirical evidence regarding why in some cases downsizing produces positive financial results, and in other cases it does not. This is because downsizing tends to be treated as a binary variable in research, that is, firms either downsize or they do not (Kammeyer-Muller, Liao & Arvey, 2001). However, it is apparent that not all downsizing efforts are the same. The following factors are likely to have an effect on the financial performance of the firm subsequent post-downsizing announcement: the type of reduction strategy employed (for example, across the board cuts, stealth layoffs, or more gradual procedures); the persistence of survivor syndromes; the logistics of downsizing (for example the size and frequency); and, the reasons behind the decision to downsizing. The lack of research in this area provides opportunities for researchers to further explore the downsizing phenomenon. The prevalence of evidence surrounding impaired financial performance following downsizing events introduces a paradox: why is the practice continuing to be engaged despite its lack of success? Cynics suggest that downsizing can be carried out in order to boost the egos of top managers at the expense of the organisation (e. g. Anderson & Cavanagh, 1994; Budros, 1999). Other explanations include the tendency of management to inaccurately anticipate costs involved. Downsizing generates direct and indirect costs, and it is the hidden (indirect) costs that are frequently underestimated by management (Gandolfi, 2008). Direct costs are less complicated to estimate and include severance pay, accrued holiday pay and administrative processing costs. Hidden costs include recruitment and employment costs of new hires, costs of replacing staff with expensive consultants, lost sales due to insufficient staffing, training and retraining, and costs of reduced productivity as a result of survivor syndromes (Cascio, 1993). For example Gandolfi (2001) reported that a European company (unnamed for privacy reasons) incurred an increase of 40% in recruitment, and a 30% increase in training and development costs for new employees, following its controversial downsizing. In order for downsizing to be engaged as an effective strategic tool, it is clear that the benefits of reducing staff must outweigh all the costs. It has become clear that management must consider very carefully whether downsizing is appropriate for their firm, and they need to pay careful attention to the hidden costs. According to Allen (1997) the key to successful downsizing is to focus on the people who make up the organisation. Literature has provided management with guidelines to minimise costs and harm. For the survivors, this includes minimising survivor symptoms through planning of the downsizing operation, training of the surviving staff, and using open communication and fairness in carrying out the redundancies. For the executioners this includes providing them with training. This essay has identified and discussed the effects of downsizing with regard to both the human and financial implications. It has been demonstrated that the human implications of downsizing can be sever and downsizing frequently fails at meeting its objectives of improving financial performance. First, the profound negative consequences of downsizing on the victims, the survivors and the executioners have been outlined. Next, the empirical evidence concerning the financial consequences has been summarised. Gaps have been identified in downsizing literature. Two areas of downsizing that could well be further explored include the experience of the executioners and the characteristics of downsizing operations that result in successful financial outcomes. The recent prevalence of downsizing activities over the latest financial crisis suggests that downsizing is a phenomenon worth exploring into the future.

Cold War between 1945-1949 Essay

The Cold War starting from 1945 to its end had lasted for 44 years. 44 years of different degrees and stages of tension between the two Superpowers. Who was to blame for the outbreak and development of the Cold War? Both sides were to blame, and the Soviet policies between 1945 and 1949 were, thus, responsible for it to a certain extent. Economically, the Soviets did not allow its Eastern Bloc to receive the US’s Marshall Plan aid, and set up Comecon to oppose it, and these actions by the Soviets increased the tensions between the US and the USSR. Marshall Plan was first introduced by Secretary of States George C. Marshall at Harvard University on June 5, 1947 and was passed by the US congress in March 1948. The Marshall Plan was aimed to help the reconstruction of the post-war European countries, and the countries that needed it. It was an economic and technical aid. 10% of the American GDP would go into the aid. As the British Prime Minister Winston Churchill had once said, â€Å"It was the most unselfish act in history, and it was a stunning success.† However, the Russian historians can argue that it was not the most unselfish act in history. Their reason was that if the countries wanted to receive the aid, it had to open up to America and would give America a chance to look into their infrastructures and how damaged the countries were. This was not what Stalin wanted; he did not want the USA to know about how devastated Soviets was. Therefore, the USSR foreign minister, Vyancheslav Molotov, called the Marshall Plan â€Å"the Dollar Imperialism†. The USSR then in 1949 set up Comecon as a counter-Marshall Plan organization formed primarily to prevent the Central European countries that had expressed interest in the Marshall Plan from getting the money. Thus, the increased in tension because of the USSR preventing countries from taking the Marshall aid could not fully blamed on the USSR. Politically, Winston Churchill, the former British Prime Minister, gave the Fulton Speech, which only contributed to the increasing tension between the two superpowers. On March 5 1946, Mr. Churchill gave his â€Å"Sinews of Peace† in Fulton, Missouri, which was the famous â€Å"Iron Curtain† Speech, and in which he condemned the USSR for taking over other countries and called for the union of â€Å"English-speaking† countries to fight it. For this, the Russian  called Churchill a ‘warmonger’. The reason why this happened was because on October 9, 1944, Stalin and Churchill had a secret pact in Moscow where they agreed on the ‘Spheres of influence in Balkans’. In other words, Churchill gave Soviets the part which it took over later on, and condemned Stalin for doing what he agreed on. His was acting as a hypocrite. Therefore, the decline in the relation between the USSR and the West was not solely because of the USSR. Militarily, the Berlin Blockade in June 1948, which was the closest point where the World War Three might break out before Cuban Missile crisis, was started by Stalin, so one may argue that it was Stalin’s fault. In the orthodox point of view, it was Stalin who started the Blockade and nearly pushed the world into WWIII, so it was his fault. However, when the causes of the Blockade were examined, one may argue otherwise. On June 1, 1948, America and France announced that they were going to combine their zones in West Germany and create a new zone call the ‘Bizonia’. They broke the agreement they signed with the USSR in the Potsdam Conference in July 1945, in which they agreed that they would split Germany into four zones so that Germany would not be strong enough to stand up and start WWIII again like what Hitler did. They broke the agreement and broke the remaining trust between them and the USSR. Furthermore, in Potsdam Conference, they also agreed that the USSR could take 10% of the other three German zones GDP as reparation, but they never paid the money. Even Stalin himself said that the real reason why he started the Blockade was because of American and France’s introduction of the new currency in the West zone which directly cost the East Germany a lot of skilled workers because they all fled to the West zone, the effect of the two causes listed previously above could not be neglected. Therefore, even though it was Stalin who started the blockade but it was not entirely his fault in doing so. From the reasons above, examined from military, economic and political point of views, the outbreak and development of the Cold War was not only the USSR’s fault, but also the West. Therefore, the Soviets was responsible for it to only an extent.

Trance Dance of the San

Trance Dance of the San The trance dance, which is still practiced by San communities in the Kalahari region, is an indigenous ritual by which a state of altered consciousness is achieved through rhythmic dancing and hyperventilation. It is used for healing sickness in individuals and healing negative aspects of the community as a whole. The trance dance experiences of San shaman are believed to be recorded by southern African rock art.    San Healing Trance Dances The San people of Botswana and Namibia were formerly known as Bushmen. They are descended from some of the oldest surviving lineages of modern humans. Their traditions and way of life may be preserved from ancient times. Today, many have been displaced from their native lands in the name of conservation, and they may be unable to practice their traditional hunter-gatherer lifestyle. The trance dance is a healing dance for individuals and the community as a whole. It is their most prominent religious practice, according to some sources. It can take several forms. Many adults, both men, and women become healers in San communities. In one form, the women of the community sit around the fire and clap and sing rhythmically while the healers dance. They sing medicine songs that they learn from their youth. The ritual continues all night long. The healers dance in counterpoint to the rhythm in single file. They may wear rattles attached to their legs. They dance themselves into an altered state, which often includes feeling a great deal of pain. They may scream in pain during the dance. Upon entering the altered consciousness through the dance, the shamans feel healing energy awaken in them, and they are careful to channel it to those who need healing. They do this by touching those who have sickness, sometimes generally on their torso, but also on body parts that are affected by the illness. This can take the form of the healer drawing the illness out of the person and then yelling to eject it into the air. The trance dance can also be used to draw away community ills such as anger and disputes. In other variations, drums may be used and offerings may be hung from nearby trees. San Rock Art and the Trance Dance The trance dance and healing rituals are believed to be depicted in paintings and carvings in caves and rock shelters in South Africa and Botswana. Some rock art shows women clapping and people dancing as in the trance dance ritual. They are also believed to depict rain dances, which also involved trance dancing, capturing a rain dance animal, kill it in the trance state and thus attract rain. San rock art often depicts Eland bulls, which is a symbol of curing and the trance dance according to Thomas Dowson in  Ã‚  Ã¢â‚¬Å"Reading Art, Writing History: Rock Art and Social Change in Southern Africa.† The art also shows hybrids of humans and animals, which may be representations of healers in the trance dance.

Julia Child Quotes on Cooking and Life

Julia Child Quotes on Cooking and Life Cookbook author and television cooking personality Julia Child introduced French cooking techniques to Americans in a way that was both entertaining and accessible. Shes known for her distinctive voice and willingness to make a mess and for her popularization of cooking instruction. Quotes on Life Find something youre passionate about and keep tremendously interested in it. You must have discipline to have fun. Life itself is the proper binge. I think the inner person is the most important...  I would like to see an invention that keeps the mind alert. Thats what is important. Drama is very important in life: You have to come on with a bang. You never want to go out with a whimper. Tears mess up your makeup. Everything in moderation, including moderation. Friendship, Love and Marriage Dining with ones friends and beloved family is certainly one of lifes primal and most innocent delights, one that is both soul-satisfying and eternal. Its fun to get together and have something good to eat at least once a day. Thats what human life is all about- enjoying things. You find yourself refreshed by the presence of cheerful people. Why not make an honest effort to confer that pleasure on others? Half the battle is gained if you never allow yourself to say anything gloomy. The secret of a happy marriage is finding the right person. You know theyre right if you love to be with them all of the time. I wouldnt keep him around long if I didnt feed him well. Cooking as Art Non-cooks think its silly to invest two hours work in two minutes enjoyment; but if cooking is evanescent, so is the ballet. It took architects years to get established, to show that they werent just artisans, and thats what I hope will happen with gastronomy. For some reason people dont consider cooking a serious business, but its like any discipline, and its a passionate and fascinating one. Some people like to paint pictures, or do gardening, or build a boat in the basement. Other people get a tremendous pleasure out of the kitchen, because cooking is just as creative and imaginative an activity as drawing, or wood carving, or music. Its so beautifully arranged on the plate- you know someones fingers have been all over it. How to Cook This is my invariable advice to people: Learn how to cook- try new recipes, learn from your mistakes, be fearless, and above all have fun! You dont have to cook fancy or complicated masterpieces- just good food from fresh ingredients. Once you have mastered a technique, you barely have to look at a recipe again. Be a fearless cook! Try out new ideas and new recipes, but always buy the freshest and finest ingredients, whatever they may be. Furnish your kitchen with the most solid and workmanlike equipment you can find. Keep your knives ever sharp and- toujours bon appetit! The only real stumbling block is fear of failure. In cooking youve got to have a What the hell? attitude. Always remember: If youre alone in the kitchen and you drop the lamb, you can always just pick it up. Whos going to know? In department stores, so much kitchen equipment is bought indiscriminately by people who just come in for mens underwear. I think every woman should have a blowtorch. Always start out with a larger pot than what you think you need. The best way to execute French cooking is to get good and loaded and whack the hell out of a chicken. French Cooking and French Food In France, cooking is a serious art form and a national sport. After one taste of French food... I was hooked. Id never eaten like that before, I didnt know such food existed. The wonderful attention paid to each detail of the meal was incredible to me. Id never really drunk good wine before, and knew nothing at all about it. It was simply a whole new life experience. Cassoulet, that best of bean feasts, is everyday fare for a peasant but ambrosia for a gastronome, though its ideal consumer is a 300-pound blocking back who has been splitting firewood nonstop for the last twelve hours on a subzero day in Manitoba. American Food It is the Americans who have managed to crown minced beef as hamburger, and to send it round the world so that even the fussy French have taken to le boeuf hache, le hambourgaire. How can a nation be called great if its bread tastes like Kleenex? How to Teach and Learn Cooking I would far prefer to have things happen as they naturally do, such as the mousse refusing to leave the mold, the potatoes sticking to the skillet, the apple charlotte slowly collapsing. One of the secrets of cooking is to learn to correct something if you can, and bear with it if you cannot. Just like becoming an expert in wine- you learn by drinking it, the best you can afford- you learn about great food by finding the best there is, whether simply or luxurious. The you savor it, analyze it, and discuss it with your companions, and you compare it with other experiences. A cookbook is only as good as its worst recipe. Speaking About  Her Own Life Being tall is an advantage, especially in business. People will always remember you. And if youre in a crowd, youll always have some clean air to breathe. I was 32 when I started cooking; up until then, I just ate. Until I discovered cooking, I was never really interested in anything. Upon reflection, I decided I had three main weaknesses: I was confused (evidenced by a lack of facts, an inability to coordinate my thoughts, and an inability to verbalize my ideas); I had a lack of confidence, which cause me to back down from forcefully stated positions; and I was overly emotional at the expense of careful, scientific though. I was thirty-seven years old and still discovering who I was. I enjoy cooking with wine, sometimes I even put it in the food Im cooking. I dont think about whether people will remember me or not. Ive been an okay person. Ive learned a lot. Ive taught people a thing or two. Thats whats important. Work and Achievement If youre in a good profession, its hard to get bored, because youre never finished-there will always be work you havent done. The measure of achievement is not winning awards. Its doing something that you appreciate, something you believe is worthwhile. I think of my strawberry soufflà ©. I did that at least twenty-eight times before I finally conquered it. Success and Celebrity Why languish as a giantess when it is so much fun to be a myth? Celebrity has its uses. I can always get a seat in any restaurant. Dieting and Diets Moderation. Small helpings. Sample a little bit of everything. These are the secrets of happiness and good health. I just hate health food. Dieting got really big in the 60s, when fashion models were very thin. They werent always, you know! Now were eating all this fat-free, fake stuff, and were getting fat anyway because were not satisfied. In spite of food fads, fitness programs, and health concerns, we must never lose sight of a beautifully conceived meal. The only time to eat diet food is while youre waiting for the steak to cook. You can have some butter, you can have some olive oil. It all comes down to moderation, variety, exercise and use your head. Fat gives things flavor. If you’re afraid of butter, just use cream. I find that if I just taste everything and eat small portions I maintain my weight. I watch my fat intake, but I eat hearty. Personally, I dont think pure vegetarianism is a healthy lifestyle. Ive often wondered to myself: Does a vegetarian look forward to dinner, ever?

Analysis of a poem Essay Example | Topics and Well Written Essays - 750 words

Analysis of a poem - Essay Example Even the title is misleading, as the poem is not a love song in the typical meaning of the genre. The narrator is J. Alfred Prufrock. It is clear that he is addressing his love. At the same time, Prufrock devotes more time to introspection, and dream-like imagery than to his love. The tense of the poem is continuously changing, with the past, present and future merging into one narrative. â€Å"The Love Song of J. Alfred Prufrock† demonstrates Prufrock’s aspiration to declare his love, his fear of rejection and his deep regret over his lost opportunity. (Thesis). â€Å"The Love Song of J. Alfred Prufrock† begins on a note of aspiration as the narrator adopts the hopeful tone of the traditional suitor. He invites his love to a romantic walk, telling her, â€Å"Let us go then, you and I, / When the evening is spread out against the sky† (7/8). As the poem winds its way through different paths, the narrator returns at intervals to the subject of his love. Thi s love for the woman he addresses in the poem is demonstrated in the form of references to her arms, as seen under the light of the evening lamps, or as the fragrance of the perfume she wears on her dress: â€Å"Arms that are braceleted and white and bare/ (But in the lamplight, downed with light brown hair!)/ Is it perfume from a dress/ That makes me so digress?† (68-71). ... He sees himself as an outsider who is superficially in the company of the woman he addresses but not a vital part of her life. He is always outside the lively music which others hear. He professes his intention to the reader, saying that he wants to ask the lady something significant: â€Å"To lead you to an overwhelming question...† (16). However, Prufrock fears to declare his intentions. Although he constantly refers to his desire to declare his feelings to the woman he addresses, Prufrock remains indecisive, fearing rejection. He keeps procrastinating and insists that there is â€Å"Time for you and time for me, / And time yet for a hundred indecisions,† (37/38). It soon becomes clear to the reader that the reason for this indecisiveness is Prufrock’s fear of rejection. He fears that he will be subject to close examination and made to feel like a biological specimen. He is tortured by doubts as to the correct approach, and repeatedly wonders, â€Å"And should I then presume? / And how should I begin?† (74/75). He cannot summon up the courage to dare address the woman. He ascends and descends the stairs, fears to upset the status quo and remains in suspended animation. In fact, in a very revealing picture of vulnerability, Prufrock compares himself to a crab, saying â€Å"I should have been a pair of ragged claws / Scuttling across the floors of silent seas† (79/80). He is afraid to expose his feelings, fearing rejection. His confidence is further undermined by his fear that he may have misinterpreted the woman’s signals of love. What if she should say: â€Å"That is not what I meant at all; / That is not it, at all.† (109/110). In all this procrastination, the opportunity to declare his love slips by and is