Brief History Of HBL Commerce Essay

Brief History Of HBL Commerce Essay Stragtegic Human Resource Management helps an organization achieve productivity and effectiveness, by sharing the overall vision of the organization, sharing goals and objectives, and making sure that Human Resource is not just a department, but the whole organization speaks of HR as the core division, which means that organization is employee centered. Strategic HR changed a number of things in HBL. It updated the way plans were made, shifting to strategic plans, from a one-man show to bringing everybody on board, encouraging idea generation and sharing proposals, different departments sharing their plans of what to look for in the coming year and democratic decision making by appointing a Strategic Planning Division and appointing member from the Board of Directors that goes through each plan and then the CEO communicating the approved plan to the departmental heads. By this, the plan became not just an objective, but more of a bible. At HBL, after the privatization, a number of initiatives were taken, from right sizing and getting rid of lethargic employees, to introducing golden handshake schemes, from moving to performance management system to inducting young blood that brings in creative ideas. Concepts like employee engagement and job rotation became part of the policy, organization-wide rewards programs were introduced. An inevitable change in culture was also accomplished, it from the seniority based to performance based culture. Overall structure of the organization was also made flatter, removing additional levels and bureaucracy. INTRODUCTION TO HBL It is the prime Bank in country established in 1941 having a registered head office in Karachi. It was nationalized in 1974, but recently on 26th February 2004 it has been privatized by Government of Pakistan and is taken over by Aga Khan Fund for Economic Development (AKFED). They acquired 51 percent of shares of HBL. It is one of the largest Banks of Pakistan with 1439 branches, having total assets of Rs. 1,139,554,000, 5 million total number of customers helping in generating Rs 13 million profit currently. Brief History of HBL HBL established operations in Pakistan in 1947 and moved its head office to Karachi. Our first international branch was established in Colombo, Sri Lanka in 1951 and Habib Bank Plaza was built in 1972 to commemorate the banks 25th Anniversary. With a domestic market share of over 40%, HBL was nationalized in 1974 and it continued to dominate the commercial banking sector with a major market share in inward foreign remittances (55%) and loans to small industries, traders and farmers. International operations were expanded to include the USA, Singapore, Oman, Belgium, Seychelles and Maldives and the Netherlands. On December 29, 2003 Pakistans Privatization Commission announced that the Government of Pakistan had formally granted the Aga Khan Fund for Economic Development (AKFED) rights to 51% of the shareholding in HBL, against an investment of PKR 22.409 billion (USD 389 million). On February 26, 2004, management control was handed over to AKFED. The Board of Directors was reconstituted to have four AKFED nominees, including the Chairman and the President/CEO and three Government of Pakistan nominees. BUSINESS DIVISIONS AT HBL HBL has a wide array of customers, belonging to a wide range of business divisions, from individuals to corporate, from Islamic banking to commercial banking. They are divided into three main categories, as follows: Individual Customers Car, Home Loans Credit, Debit Cards Deposit Accounts BancAssurance Phone Banking FastTransfer Mutual Funds Salary Plus Business Customers Corporate Banking Commerical Banking SME Banking Global Treasury Investment Banking Cash Management Zarai Banking Asset Management Islamic Banking Deposit Accounts Financing Products Murabaha Diminishing Musharaka jarah Trade and Value added Services MISSION To make our customers prosper, our staff excel and create value for shareholders VISION Enabling people to advance with confidence and success VALUES Our values are the fundamental principles that define our culture and are brought to life in our attitudes and behavior. It is our values that make us unique and unmistakable. Our values are defined below: Excellence This is at the core of everything we do. The markets in which we operate are becoming increasingly competitive, giving our customers an abundance of choice. Only through being the very best in terms of the service we offer, our products and premises can we hope to be successful and grow. Integrity We are the leading bank in Pakistan and our success depends upon trust. Our customers and society in general expect us to possess and steadfastly adhere to high moral principles and professional standards. Customer Focus We understand fully the needs of our customers and adapt our products and services to meet these. We always strive to put the satisfaction of our customers first. Meritocracy We believe in giving opportunities and advantages to our employees on the basis of their ability. We believe in rewarding achievement and in providing first-class career opportunities for all. Progressiveness We believe in the advancement of society through the adoption of enlightened working practices, innovative new products and processes, and a spirit of enterprise. HUMAN RESOURCE AS A SOURCE OF COMPETITIVE ADVANTAGE Brief Introduction Human resource, being the pulse of any organization, is its most precious asset. And training plays a vital role in tapping and developing its potential to the utmost. With this key factor in mind, HBL pioneered its first training program in 1946, in which Muslim youth were recruited after an extensive tour of leading academic institutions. There are 78 employees in the HR department. According to Adnan-ur-Rehman Khan, Senior Manager, Human Resources at HBL Worldwide, the practice is of having 100 to 1 ratio, i.e. to have one employee of HR department per 100 employees of other departments. In Pakistan, however due to low importance of HR as a strategic function, it is okay to have 1000 to 1 ratio instead. Importance Bank is a service industry, automation cannot be done. Every activity has to be managed by human beings, a particular department is therefore unavoidable. Trust and loyalty can only be ensured by human beings. Banking involves money, which is why ensuring trust is extremely important. Housing 13,000 people is not an easy job. HR department at HBL deals with the factors associated with human beings like counseling, behavior management, motivation and job satisfaction. Since the organization is heterogeneous, complex and large a proper HR department exists to manage the diverse needs of large internal customers. Catering to administrative and long term strategic needs of employees. Support functions are required in order to help employees work towards organizational goals. RECRUITMENT PROCESS Internal job posting: This is the most traditional method which most of the companies are following in which CVs are being collected from companys website and other sources and then after the filtration process desired individuals are called for the interview. HBL actually grooms and trained their employees in different departments and whenever there is a vacancy they always prefer their trained employees. This adds a lot to the current employees confidence and morale, which they have a better chance to be promoted and thus strive to achieve higher than expectations. Entry level hiring: fresh graduates for MTOS and non MTOS: MTO admission program is being conducted in 6-7 certified universities, students who have a GPA above certain level can apply. They are being passed through screening and interview processes and then HR team hire them. Non MTOs are selected from B grade universities are passed from a testing process which is being outsourced, then they are also passed through an interview process and are shortlisted. Mid career: CV is being selected from the database of bank which points out the basic skills required for the job. After this HR team selects candidates who can perform these required tasks very effectively. These candidates are preferred to already have a career of at least 8-10 years so that they can understand the job demands properly. Cross function hiring: Hiring from different departments is also preferred as one of the recruitment method at HBL. For example while hiring for retail banking they also look into corporate bankings department. Similarly hiring for HR department can be done from compliance and audit divisions. TRAINING AND DEVELOPMENT The banks Training Division has gained renown for its excellence and efficiency and was called upon to assist in training personnel for other upcoming baking institutions. With the passage of time this assistance became a testimonial of the banks valuable contribution towards establishing and developing of other commercial banks within the country where several trained Habibians went to work with senior, middle and junior levels. Word of its skills spread far wide which led to many international banks sending their personnel to HBL for training. Presently HBL manages full-fledged teaching facilities and support staff at Karachi, Lahore and Islamabad. The training programs are conducted with the latest aids and equipment and involve extensive training to new recruits, and existing staff with specialized courses that cater to the different cadre of personnel on topics of Management, Marketing, Selling, Accounting and Finance, Banking Law and Practice and Internal Procedure. Speakers from other prestigious institutes are also invited to deliver lectures. Methods used: On the Job training Coaching/Mentoring Group Discussions Outdoor training Rewards and Recognition For them remuneration is the key element of employee engagement. Two elements of remuneration: Annual salary Performance-related benefit Performance is more than just achieving financial objectives. As a bank they pride themselves at their unique culture and values Every employee receive a values rating that reflect how employee live at their values and culture, which influence their performance related awards. . Those with the lowest value ratings would receive no annual performance related bonus, even if they achieve all their financial targets. The rating criterion is as follows A is a role model. B is an exemplary. C lived value with more time. D needs to learn values. These ratings denote your bonuses as well as pay increments. These ratings are purely awarded on the basis of performance and as mention earlier for that key performance indicators (KPI) plays a significant role. Along with these ratings they also give rewards for some particular achievement as recently they have arranged a 3 day holiday trip to Malaysia for their remote banking employees for performing significantly well. Outsourcing HBL manages its workforce by not hiring everybody. S. Ali Raza Zaidi, VP, Personnel Division said Now a days, there are companies that deal help in delivering services, which helps in keeping our workforce under control. Take credit card sales for example. These companies go for aggressive sales and telemarketing. There are not our employees, but bring us business and charge a fee for the service. In this way, HBL is also outsourcing some of the services, for which we dont need to actually employee people. However, if supervisor is needed, that must be a companys person. INNOVATION AND RISK TAKING AMONG EMPLOYEES: They motivate their employees to be courageous and bold enough to raise their voice against the system and for the system. There is a leadership board on internet to which every person is accessible and writes whatever he thinks should be done to improve the organizational effectiveness and then he is called to explain his idea in front of Board of Directors. This further elaborates the openness that is quite visible in the culture at HBL, where every employee is given confidence to speak what they feel is right and raise voice against anything that is bad, anonymity is of prime importance and HBL makes sure the whistle blowers remain behind the curtains. MOTIVATION AMONG EMPLOYEES: Motivating the employees is of primary importance to any organization. HBL follows below criteria: Compensate The salary and employee benefits your bank provides serve a major role in recruiting, retaining, and motivating staff. While salary and benefits are not the most important aspect of your jobs, they definitely contribute to recruiting, retaining, and motivating superior employees. The quest to compensate employees fairly is an ongoing challenge. If your bank pays employees too little, you may risk alienating and losing valuable employees. If you pay too much, you may be unwisely spending company resources. How much your bank can afford for employee salaries can determine the caliber of talent you attract to your organization. Performance Performance plays a significant role in motivating the employees. Performance of the employee can be judge by the employee himself. As in the beginning of the year targets are being set for the employees performance so by the end of the year employees themselves can see that what they have achieved and what more they can earn with their performance. Transition to Strategic HRM WHY SHRM? Strategic Human Resource Management practices enhance employee productivity and the ability of agencies to achieve their mission. Integrating the use of personnel practices into the strategic planning process enables an organization to better achieve its goals and objectives. With the advent of todays economy where services contribute to a major share of the GDP and the fact that the service sector is essentially people centric, it is vital that the people first approach be accepted by the organizations for sustainable business strategy. The practice of SHRM demands a proactive and hands on approach by the management as well as the HR department with regards to the entire scope of activities ranging from staffing and training and development to mentoring and pay and performance management. Adnan-ur-Rehman Khan, Senior Manager, Human Resources Were not a small firm, were in fact one of the biggest banks of Pakistan, having experience that ranges to decades. With so much experience, the one thing which we learnt is that people are your most important, and irreplaceable asset. You want monetary gains, you cannot ignore the human resource of your firm. This is infeasible today, as it is in future. If youre to go ahead, and really fulfill the vision, you have to trust your people. Invite them on the same platform, listen to their problems, and encourage them to speak their heart out. This essentially means that you welcome them on the big table, show them the big picture, share your mission, and treat your people like your stakeholders. Only in this way, by treating people as your strategic element, you can get the competitive edge against competitors. STRATEGIC PLANNING AT HBL Planning process Strategic Planning Division is made up of Board of Directors which evaluates previous performances, current market trends and forecasts future potential on a yearly basis. BoD evaluates several proposals and modified goals. All the core departments of HBL are involved in the strategy formulation, the formation of following years strategy is a combination of inputs and proposals from departments like Marketing, Operations, IT, Finance and Human Resource. According to Adnan-ur-Rehman Khan, Senior Manager, Human Resources at HBL The strategy is not just what the next year would be like, it is more like fulfilling the vision, which cannot be done without coordination of each department, responsibility and commitment of every employee of each division. The strategy is made when each department is on same page, one platform. This is what strategic planning means. The process, though extensive, only goes through with considerable consensus. The Strategic Planning Division votes on the proposals, and suggests recommendations if needed. After going through the extensive process of planning and strategizing, the plan takes the shape of a bible. Policy making is done by feedback process i.e. input, process, output and feedback. Input is provided by the BoD and top management, and then they are circulated in the organization. Employees work according to these policies and then their pros and cons are observed for the future policy making. Significance of strategic planning: Planning out the future of any business is the best way to guarantee success. It seems difficult in beginning, but as the time goes by, a strategy is what helps a business move in the right (planned) direction. At HBL, once approved strategic plans become bible for the whole organization, every department is given particular goals to meet; every department comes up with its own strategy on how to achieve those goals. SBUs are also encouraged to come up with their own business strategy, since each business division has better understanding on deciding the action plan to meet targets. According to Adnan-ur-Rehman Khan, Senior Manager, Human Resources at HBL every division is allowed to come up with its own strategy to meet the set targets, top management is flexible in this regard. Types of Strategic Goals Strategic goals are monetary and non monetary. Monetary goals are highly centralized and cascaded down to businesses and interpret these goals to SBUs and non monetary goals are transferred to support functions and support functions interpret them. Performance management system reviews the performance of SBUs and support functions, if any discrepancy is found, departmental heads are taken to task. Monitoring Performance Management System Progress of implementation of strategic goals is continuously monitored, if any discrepancy is found between performance level and set goals, it affects performance appraisal process. If everything goes as planned, performance management eventually helps in the performance appraisal of employees. Performance Managements core objective is manage talent, motivation, commitment of the employees towards the organization and its vision. They have very strong evaluation process in which the evaluation is started right away from the 1st day of joining to the bank. Right from the first day the immediate supervisor of an employee has a meeting with him and they both discusses about the goals, objectives and what is being expected from him. They have key performance indicators through which the performance of each and every employee is being analyse. With the help of this key performance indicators and the discussion with the supervisor the employee had a clear idea and road map that what he has to do and what is expected from him. The goals are being set by the mutual understanding between the employee and his supervisor. This evaluation is being done on the semi annually basis. On the basis of this evaluation employees get their pay raise and ratings. The more rating points you earned the more pay increments you will get. Communication of Goals CEO communicates these goals to direct reporters i.e. departmental heads which are further communicated to functional heads who set their respective targets. For example: the functional head of retail banking sets their target to collect the deposits of Rs 25 million and now it is to be increased to 35 million by 2013. Retail banking allocates goals to its further 20 regions after a meeting with their respective heads. Regional heads might require more resources so HR department arranges for that as well (Example quoted by S. Ali Raza Zaidi, VP, Personnel Division, HBL). Policy Making and Risk Management Board Human Resource Committee (BHRC) includes chairman, president and one independent board member. These three members issue recommendations on HR Initiatives and policies. Similarly there are committees of compliance and risk which deals with the matters like compliance with government policies on employment, ethical issues, matters like sexual harassment and the like. STRATEGIC INITIATIVES Transformation from Public to Private In 2003, under the government of General Musharraf a commission called Pakistan Privatization Commission was formed, under the leadership of Shaukat Aziz HBL, along with many other companies, was privatized and 51% of its shares were sold to Aga Khan Fund for Economic and Development (AKFED). Right Sizing of Workforce: Earlier when HBL was a public organization its culture was lethargic, many people under burdened, all responsibilities were shared vaguely. When it went private one of the strategic decisions taken was of right sizing. From 31000 employees all over Pakistan, in 1997, the number was shrunk to around 10000 and it stands at 13000 as of 2012. The right sizing did not create an ethical issue because the nature of the organizational holding was changed. Workforce cut down to 13000, which increased the productivity level and motivation because the less-productive employees were laid off which increase individual work load but not so much as to over burden employees and helped organization cut down cost of additional employees that were not contributing enough. From Annual Confidential Report to Performance Management system. Initially HBL used to do the performance appraisal on annual basis and this process was called annual confidential report which was as the name suggests kept confidential to the top management only. After privatization bank moved towards performance management system which was by nature more transparent, open to input from various departments and was reviewed on a continuous basis to make sure that the performance of employees is in line with the strategies made at the top. Paradigm Shift to Growth-Oriented According to Adnan-ur-Rehman Khan, Senior Manager, Human Resources While some organizations are strictly business oriented where the only thing that matters is money, on the other extreme there are people centric organizations which are primarily concerned with its workforce, HBL took a midway approach. The organization believes in welfare of its employees by channeling their efforts towards achieving monetary goals. Banks culture is such that its the people who bring in profits so it should be people who are benefits the most from the profit which cannot be done without organizational growth in the terms of greater market coverage. Organizational Transformation by introducing Golden Handshake Scheme When the organization realized that the current workforce could not come with many creative ideas and lacked physical efficiency and could not cope with changing market trends due to resistance to change, HBL introduced golden handshake scheme. Under this scheme 25/55 rule was established i.e. the employees with 25 years of experience within the bank and 55 years of age were offered 5 months cumulative salary and their services were recognized as an honor to HBL. Inducting Young Blood Previously discussed golden handshake scheme helped HBL to induct young blood. Since youth is more inclined towards updating themselves with latest techniques, open to change, have superior physical strength and more creative mind, this strategy helped increase efficiency in the organization. This young blood equipped with the creative mind and greater insights of recent market trends helped te bank to grow in the face of fierce competition. Tracking Employee Demand and Supply Management at HBL is alert on upcoming vacancies, and how to fill them up. Whenever an employee is about to leave, he must serve the one month notice period, the company first looks at the internal pool of candidates, those who are most eligible to be promoted. If there is no replacement available in the current employees, the bank goes the through the external recruitment process (mentioned above in recruitment process). Employee Engagement Job rotation and transfer is done every 3 years according to the policy. The assignment should be changed for this purpose. Nobody is allowed to work more than three years on the same position, he is either promoted or his job is changed, job rotation is a key policy at HBL. Job rotation program is also there for Management Trainee employees who are being rotated to different departments after every 6 months. HBL derives following benefits from their job rotation policy: Explore the Hidden Talent Job Rotation is designed to expose employees to a wider range of operations in order to assist managers in exploring their hidden talent. In the process, they are moved through a variety of assignments so that they can gain awareness about the actual working style of the organization and understand the problems that crop up at every stage. Individuals Explore Their Interests: Sometimes, employees are not aware of what would like to do until they have their hands on some specific job. If their job is rotated or they are exposed to different operations, they can identify what they are good at and what they enjoy doing. Identifies Knowledge, Skills and Attitudes: Job Rotation helps managers as well as individuals identify their KSA (Knowledge, Skills and Attitudes). It can be used in determining who needs to improve or upgrade his or skills in order to perform better. This helps in analyzing training and development needs of employees so that they can produce more output. Motivates Employees to Deal with New Challenges: When employees are exposed to different jobs or assigned new tasks, they try to give their best while effectively dealing with the challenges coming their way. Satisfaction and Decreases Attrition Rate: Exposing employees to different tasks and functions increase their satisfaction level. Job variation reduces the boredom of doing same task every day. Moreover, it decreases attrition rate of the organization. Align Competencies with Requirements: Alignment of competencies with requirements means directing the resources when and where they are required. It assesses the employees and places them at a place where their skills, competencies and caliber are used to the highest possible extent. Career counseling when needed Employees who are not able to perform or want to leave the organization voluntarily they were given incentives which were added in their benefits. In other cases where employees with good performance are planning to leave the organization then they are provided with proper career counseling by the HR manager himself and his reservations are also sorted out to maximum extent. Employee as family To motivate the employees non monetary benefits are also there which includes gatherings, trips to foreign countries, picnics, visits, lunches and formal dinners. This helps the employees feel like part of the family, rather than just workers. This is essential in terms of relationship building, and increasing communication between the top management and other employees. CORPORATE STRATEGY According to Adnan-ur-Rehman Khan, Senior Manager, Human Resources HBL follows the strategy of diversification, since it deals with different customers, in different markets. We have a different group of customers for Islamic Banking, different for Corporate Banking. We aggressively look for new divisions that have a high potential of growth. For example, we were the pioneers of Zarai Banking, which made our portfolio diverse. HBL is suppose to be a heterogeneous, complex and large organization therefore there are multiple strategies used. Centralized approach is used for financial dealings is used. Top management is flexible in this regard that every function can devise its own business strategy. Core Divisions at HBL HBLs pioneer division is Agri financing. They are market leaders and other banks are following HBL. The division deals in providing farmers with necessary financing. Second core division at HBL is Retail Banking. CULTURE AT HBL Seniority based culture to performance based culture When the bank was Public limited, the culture was more inclined towards promotion comes with age and loyalty. The transition to Private limited company ensured that the culture be changed performance based. The seniority now holds less weight as compared to actual performance, when it comes to performance appraisal. Employee Work hours and Overtime issue HBL has a very strict policy against overtime. Overtime is not appreciated much. Timings are followed strictly. Every employee is supposed to leave the office at 5.30 PM, the usual off time of the organization. If an employee is sitting late and working, he is obliged to answer as to what took him to register overtime. The culture is such that when more than 95% employees leave on time, including the top management, employees are generally demotivated to stay late as well. Responsiveness Customer responsiveness delivers an excellent customer experience. As a global research reported, 81 percent of banks with strong capabilities and competencies for delivering customer experience excellence are outperforming their competition. An effective customer response strategy enables a bank to deliver the highest standards of customer care at a time when the customer most needs it. That level of care makes an important contribution to customer satisfaction and long-term loyalty. Head of resourcing instead of head of recruitment. Outsourcing worker services, ANALYSIS OF ORGANIZATIONAL STRUCTURE The purpose of an organizational structure is to help in creating an environment for human performance. It is then, a management tool and not an end in its own. Although the structure must define the task to be done, the rules so established must also be designed in the light of abilities and motivation of the human recourse available. By analyzing the organizational structure of HBL presence of the following elements can be found in its structure. Transition towards flatter organization Another change in the private limited company was the removal of additional levels in the organizational hierarchy, this helped in reducing the communication gap between employees and management, and among

Minimum Wage :: Minimum Wage Essays

The Minimum Wage and Why We Should Leave it Alone When was the last time a "value" meal from McDonald, let alone any other fast food chain, did not cost five dollars or more? When was the last time premium gas was under a dollar a gallon? It's hard to remember, isn't it? Wouldn't it be great if everything cost a nickel, like back in the good ol' days? According to the laws of economics, it's not logical for things to have gotten more expensive competition should drive prices down. Then why have prices continued to rise over the years? The continuing demand of more money for less work has forced Uncle Sam to raise the minimum wage innumerable times in the last half century, which results in higher prices for the rest of us. Another raise in the minimum wage would, as all the others before it, raise prices for consumers, which would again result in another demand for a raise in the minimum wage. It's a viscous cycle that must be stopped before it loses control. Not only does a raise in minimum wage result in a raise in the cost of living, it also causes the dismissal of hardworking people who are happy with their current income. When the firing axe starts to fall, seniority often determines who goes and who stays. The more a single employee costs a business an hour, the fewer employees the business can afford to employee an hour. This results in the dismissal of employees to compensate for a raise in labor costs, which creates a smaller staff, which results in slipshod service. Although most reasonable people would rather pay more for better service, the plain fact of the matter is that the service hasn't really gotten any better. The service is better than it was when there weren't enough employees so people assume the service itself has gotten better, while the truth is that the service is just as haphazard as before. The laborers are simply replaced because of a need for more employees, more often than not by people who have never worked in those positions before. By having a staff that is constantly fluctuating, the business hurts itself the service is hurt because the new employees are in need of training, and in the end it is us, the consumers, who feel the real pain The pain we experience is that of rising costs in the market it's that sharp pain we feel every time we reach for our wallet, but it is in no way as painful as the fact that we give bonuses for no reason in the form of raises in the minimum wage.

The Flaw of Excessive Thought in Shakespeares Hamlet Essay -- GCSE C

The Flaw of Excessive Thought in Hamlet  Ã‚         In Hamlet, Shakespeare has his troubled title character dejectedly sigh the words, "there is nothing either good or bad but thinking makes it so" (II.ii.255). With this line, Hamlet unwittingly defines the underlying theme of the play. The tragedy of Hamlet is based on conflicts produced when Hamlet and another character have conflicting feelings of what is "good or bad." Ophelia dies for the conflict between Hamlet's romantic love and Polonius and Laertes's protective caution. Hamlet himself is torn between whether to consider his father's ghost as an angel or a demon. The prince's final decision rests on the very basic necessity of life itself, and whether continuing to live is worth the pain of living.    Ophelia dies because of the conflict between Hamlet's love and Polonius's paternal concern for his daughter. The young lovers can find nothing bad at all about their relationship, and in fact, Hamlet's mother would love nothing better than to see the two wed (V.i.267-269). Polonius and Laertes, on the other hand, have observed Hamlet's brooding, pensive mood after the elder Hamlet's death, and are wary of his uncertain motivations. Laertes tells Ophelia that Hamlet's love for her is merely "a violet in the youth of primy nature, forward, not permanent -- sweet, not lasting; the perfume and suppliance of a minute, no more" (I.iii.7-10). Both father and brother warn Ophelia that Hamlet's motivation for wooing her are solely, or at least mostly, political, not romantic. "He may not, as unvalued persons do, crave for himself, for on his choice depends the safety and health of this whole state" (I.iii.19-21). Between the opposition from Polonius and the matters of revenge... ...life itself, is "good or bad". It is the conflict in Hamlet's soul between good and bad that causes the outward conflicts with other characters which lead to his eventual downfall in Act V. No event in itself would have triggered such a devastating shock to young Hamlet without his pondering its implications as he does. Nothing would have been so good or bad, had it not been for Hamlet's thinking which made it so.    Works Cited and Consulted: Berkeley, George. A Treatise Concerning the Principles of Human Knowledge. 1710. Ed. Kenneth Winkler. Indianapolis: Hackett, 1982. Berman, Allison. "We Only Find Ourselves." Hamlet reaction papers. Wynnewood: FCS, 2000. Lugo, Michael. "Thus Conscience Does Make Cowards of Us All." Hamlet reaction papers. Wynnewood: FCS, 2000. Shakespeare, William. Hamlet. Ed. Sylvan Barnet. New York: Signet Classic, 1998.

relationships :: essays research papers

The position of thrust sheets around the margins of landslide toe blocks, and their morphology and direction of thrusting, suggests that they were formed as a result of toe block pressing and movement in the surrounding sand. Toe-thrust sheets therefore can be considered as the morphological expression of ongoing instability at the landslide toe. The upthrust nature of these sheets at West Runton suggests that rotation of toe blocks, generating forward movement of the surrounding loose beach sand, is the principal process of toe-thrust sheet formation (fig. 6). Passive pressing of toe blocks into the surrounding sand under gravity is unlikely to result in either brittle failure of the sand or differential movement of the sand away from the toe blocks (i.e., different thrust sheet widths). The presence of thrust sheets therefore suggests that landslide blocks are actively excavating into the softer and unconsolidated beach sand that is displaced outward as a result of this process. The size and extent of the thrust sheets can be used as a proxy for the scale, rate, and timing of block movement. For example, the bigger landslide blocks are associated with more extensive thrust sheets, and sheet width is likely associated with excavation depth. The presence of multiple and overlapping thrust sheets that vary in extent along the front of landslide blocks (figs. 4, 5) also suggests that different parts of the toe are active at different times and therefore that sliding rates and volumes averaged across the entire landslide (Waltham and Dixon 2000) likely conceal wide spatial and temporal variations. [Graphic omitted] The presence of delicate toe-thrust sheets within the intertidal zone at West Runton is of interest because these features are easily destroyed by waves and will be wiped out by every high tide. Figure 6 is a schematic cartoon illustrating a possible formation mechanism for these features. During high tides, the elevated position of the external water plane (mean high water level) against the landslide toe means that there is a small difference in head, and low hydraulic potential gradient, between the landslide toe and its external environment (fig. 6a). The depth of marine water also likely increases interstitial pore water pressure both within the submerged beach sand and within the fine-grained landslide sediments and influences effective pressure (cf. Dixon and Bromhead 2002). Elevated external water pressure at high tide helps to hold back toe advance (Hutchinson 1988). At low tide, when the ground water table is located within the beach sand and is under lower (atmospheric) interstitial pore water pressure, a large difference in head and therefore steepened hydraulic potential gradient exists between the landslide toe and the external environment (sea level) (fig. 6b). Under these conditions, sliding and the formation of relationships :: essays research papers The position of thrust sheets around the margins of landslide toe blocks, and their morphology and direction of thrusting, suggests that they were formed as a result of toe block pressing and movement in the surrounding sand. Toe-thrust sheets therefore can be considered as the morphological expression of ongoing instability at the landslide toe. The upthrust nature of these sheets at West Runton suggests that rotation of toe blocks, generating forward movement of the surrounding loose beach sand, is the principal process of toe-thrust sheet formation (fig. 6). Passive pressing of toe blocks into the surrounding sand under gravity is unlikely to result in either brittle failure of the sand or differential movement of the sand away from the toe blocks (i.e., different thrust sheet widths). The presence of thrust sheets therefore suggests that landslide blocks are actively excavating into the softer and unconsolidated beach sand that is displaced outward as a result of this process. The size and extent of the thrust sheets can be used as a proxy for the scale, rate, and timing of block movement. For example, the bigger landslide blocks are associated with more extensive thrust sheets, and sheet width is likely associated with excavation depth. The presence of multiple and overlapping thrust sheets that vary in extent along the front of landslide blocks (figs. 4, 5) also suggests that different parts of the toe are active at different times and therefore that sliding rates and volumes averaged across the entire landslide (Waltham and Dixon 2000) likely conceal wide spatial and temporal variations. [Graphic omitted] The presence of delicate toe-thrust sheets within the intertidal zone at West Runton is of interest because these features are easily destroyed by waves and will be wiped out by every high tide. Figure 6 is a schematic cartoon illustrating a possible formation mechanism for these features. During high tides, the elevated position of the external water plane (mean high water level) against the landslide toe means that there is a small difference in head, and low hydraulic potential gradient, between the landslide toe and its external environment (fig. 6a). The depth of marine water also likely increases interstitial pore water pressure both within the submerged beach sand and within the fine-grained landslide sediments and influences effective pressure (cf. Dixon and Bromhead 2002). Elevated external water pressure at high tide helps to hold back toe advance (Hutchinson 1988). At low tide, when the ground water table is located within the beach sand and is under lower (atmospheric) interstitial pore water pressure, a large difference in head and therefore steepened hydraulic potential gradient exists between the landslide toe and the external environment (sea level) (fig. 6b). Under these conditions, sliding and the formation of

Article Review of Organizational Culture Essay

It was not expected that the hierarchical model would be dominant given the previous attempt to change the culture. The altruistic values of those surveyed indicated they are committed to social development and public interests and are most comfortable with a hierarchical dominate culture. The sample size of 530 participants obtained from the Public Sector Directory was an adequate size. All of the executives in the directory were included in the survey, which suggests a less than random selection process for the final candidates. However, the six varied departments selected represented central coordination, infrastructure provision and social services. Although an almost two to one ratio of male to female employee responses were utilized, none of the demographic variables collected in section C of the three part survey affected the perceptions of the current culture. Sections A and B of the survey gathered information on character, managers, cohesion, emphases and rewards. Results indicated that Departments A – D preferred the internal process or group culture. Department E preferred the internal process model, but it was equally comfortable with rational goal model indicating goal fulfillment was a requirement. Department F results indicated a comfort level with the rational goal model most likely due to their interactive responsibilities with other departments. Forcing change from a formalized, rules and rewards based culture to a more flexible, decentralized culture could create individual-organization value conflict resulting in stress. Of the population surveyed only 191, 36%, was usable and the male respondents outnumbered the female respondents nearly 3 to 1. The survey, divided into three sections dealing with perceptions of the current culture, respondent ideal culture, and demographic information. The survey reviled 4 out of 6 public sector departments in the study held to the traditional model. The findings also suggest organizational culture is driven at the non-managerial employee level and the deeply embedded cultural values can’t be forced any form of management. The article mentions the constant state of transition is the Queensland government over a twenty year period; employees may value the stability and predictability of the traditional bureaucratic model. Base on the research and finding in the article, culture change must target the organization at the non-managerial level in order for the culture change to be effective. In order for Queensland traditionally bureaucratic organizations to embrace high performing teams, the change must address the needs of the driving force of the traditional model culture; the non-managerial employees. In forming high performing teams for the Queensland public sector, it is important to investigate the factors/components of those teams. Also, because most teams are unique in their goals and focus, there is no â€Å"off the shelf† solution for all teams (Davenport, 2001) and that â€Å"there is no singular, uniform measure of performance effectiveness for groups† (Guzzo and Dickson, 1996. p. 309). By creating a customized plan for transitioning, Queensland public sector can move from a control hierarchical organizational culture to a culture of change, flexibility, and productivity. The Queensland public sector was managed for so many decades using the top down management that the culture of the organizations productivity depended on it. The results of the study can be supported by the need for stability which can only be changed by small adjustment to small changes (Bhide 2010). The culture of the organization is controlled by political authority, so it was not surprising that a hierarchical process model was so deeply rooted in to the essence of the government employees who understood the leadership values (Goodwin and Neck, 1998). Organizations lack of understanding of their members caused employees to be less adaptable to change, and with that less productive. Employees will move to do only their specific functions and only respond to the tasks directed by their manager, which is contradicting to the desired results of flexibility, and supports the article results (Miller S 2009). â€Å"Beyond top-down and bottom-up work redesign†, explains â€Å"Authority is traditionally conceptualized as hierarchical†, but the informal authority operates day to day work of organizations. This proved to be true for the Queensland public sector with few exceptions such as a high commitment to the rules and the attention to details. These changes have also been achieved on a federal level with similar setbacks who still managed to overcome the existing dominant culture (189). Just because the organization is not dominated by the â€Å"new managerialist thinking† as stated in â€Å"Organisational culture in the public sector† article, Sting and Loch explain that this does not mean that there is not a need for a â€Å"bottom-up participation† which was part of the work environment before the values of the employees were, in a way, forced to be changed for unexplained reasons to them. As a result of such, this did cause setbacks in the cultural change that was attempted. Changing the value of a large group of people within the company is next to impossible when it’s so closely tied to their private beliefs such as the members of the Queensland public sector. In order to move from a hierarchical process model of an organization to a more flexible and change oriented one, organizations must first understand their employees preferred organizational structure, and then create a corporate culture which employees can slowly get accustom to. In the case of six organizations in the Queensland public sector, the transformation required a culture change from the â€Å"Mechanistic† to ‘Organic† organizational structure and this should have been done very slowly only after understanding the values of those involved. One easy way to get this information is to have employees perform a self-assessment. Because â€Å"a corporate culture is influenced by the industry in which the organization operates†, outside factors such as political control have to be considered in a path taken to change employees assumptions, values, and artifacts (McGraw-Hill Companies, 2002-2009). Before an organization can move from a hierarchical process to a more flexible one employees must understand the benefits of shifting their culture from â€Å"control† to â€Å"performance†, where their input is valued. Through our research and critical analysis of the six organizations in the Queensland public sector, it is evident to us that the paradigm public organizations are functioning in will not change easily. Though the employees have to be able to accept change and shift, employers must understand that the need to create an environment that fosters a corporate cultural environment is vital. Change is inevitable but a positive response to the change is not. Without the strategic planning of organizational leaders, we will continue to see results like we saw with the six organizations in Queensland; the entire organization has to be a part of the implementation, intimately, in order for it to be effective. Unfortunately, when employees of any organization settle for the â€Å"norm,† they will not only resist change but they will fear it.

Black Pillow by Frank Moore

opaque lie 2002 by red hot Moore is set on a lemon yellow field during daylight. In the dry land of the dissect in that location is a galactic factory with whatever plants and butterflies. The edge of this art has a yellow border and separate of this canvas are to a fault light filled with the dis pretext yellow as well. On the left side of the canvas, there is a farmer in over eachs that does non seem like he cares virtually what he is doing, pumping gas into the root of the clavusfield as he glowers into space.One the bottom of the canvas you can find the gasolene spilling all over the pillow of the cornfield, the white grow from the corn stand out from the saturnine color of the natural gas. The art elements giftn in Black Pillow are that it has a actually warm tactile sensation to it since warm colorise are used it almost makes you feel like you are there extraneous in the hot field and gasoline. It is loosely spaced out since there is no color in the ba ckground that fills it up a lot except for some yellow lines and spots. It definitely has bold colour in to it and has no greyscale in it.The yellow has a significant contrast from the background and the calamitous as well. The line of the corn leaves looks very alive and natural while the roots in the gasoline are stiff, pebbly and dead looking. This canvas shows how humans and industrialization are harming the corn crops by the gasoline, since gasoline consists of ten percent ethanol which comes from cornfields. The color yellow in the border of this nontextual matter symbolizes rotting, heat, decay and death. Which fits in well with this question since the careless farmer is pumping gas all over the roots of the cornfield.The gasoline which represents the color black means the coldness, negativity and plague that is pouring and taking over the corn which the color yellow can also symbolize joy, happiness, and optimism. The white root of the corn symbolizes how the innocen ce is being besieged by the gasolines coldness and evil. The gasoline in the pillow of the s oil color is where it gets its earn Black Pillow. Personally, I commit Frank Moore got his message across in this artwork. He is portraying the decay of cornfields because of the extend in oil industry.The color symbolic representation is prevalent because the oil is the evil that is occupy the cornfields for the benefit of more resources. It shows the evolution of where the oil comes from and how it is not used properly and is supernumerary on an everyday basis which causes pollution. Frank Moores point for this artwork is to show how ignoble humans are at once and how bestial we are to our world debilitative its natural beauty for our own self-centered purposes. This topic is very imperative to our fellowship today since gasoline is in juicy demands and our worlds pollution is get worse by each day.

Character of Lady Macbeth Essay

Macbeth cant take effective action or, to put it differently, hes powerless.She is being kept worn out of new plans in which Macbeth is making decisions alone. Firstly, Lady Macbeth appears in Act 1 Scene 5. She is in her and Macbeth’s castle. She receives a letter from Macbeth logical and reads it.Macbeth isnt the only character who wants encouragement.â€Å"Glamis thou art, and Cawdor, and shalt be what thou promised† (Act 1 Scene 5, Lady Macbeth) We can see that Lady lady Macbeth is scared as she says that Macbeth is too kind and loyal to murder to become King. â€Å"Is too full o’ the milk of human kindness to catch the nearest way.† (Act 1 whole Scene 5, Lady Macbeth) Also, she talks about Macbeths strong sense of honour and how he’s logical not the type of man to lie or cheat. â€Å"Thou wouldst thou holily ; wouldst not play false.

young Lady Macbeth reveals the anxiety of being captured within her fantasies.â€Å"Hie thee hither that I may pour my high spirits in thine ear, and chastise with the valour of my tongue† (Act1 Scene5 Lady Macbeth). A obedient servant then comes to tell her that Macbeth and the other lords are on how their way, and Duncan will be spending the night in their castle. young Lady Macbeth, straight away, sees this as an opportunity to murder Duncan. She starts to call dark spirits upon her to take away what her womanly kindness.For Macbeth, it becomes excessively simpler.â€Å"O, never shall sun that morrow see.† (Act 1 Scene 5, Lady lady Macbeth – Macbeth). She then tells Macbeth her plan to kill Duncan. part She tells Macbeth she will do all the planning.

Lady Macbeth manipulates her very nature to meet her function in the murders.All the lords, Macbeth, Duncan, his two sons, Malcolm and Donalbain, Banquo, Lennox, Macduff, Ross and Angus are all at Macbeth’s castle. Lady Macbeth arrives and greets Duncan. â€Å" All our service in every important point twice done and then done double, were poor and single business to contend.† (Act1 Scene6, young Lady Macbeth – Duncan).Lady Macbeth is extremely direct and intelligent.In this scene , lady Macbeth is seen as the perfect hostess. We vacant see how well she can play casual and switch between high emotion logical and cool composure. In Act 1 Scene 7, we see her talking with Macbeth, in the castle. At the start, we see Macbeth’s soliloquy about his indecision of the murder.

At the fresh start of the play, Lady Macbeth appeared to be a put girl.† (Act 1 Scene 7, Macbeth – young Lady Macbeth).Lady Macbeth seems to be very unimpressed with what Macbeth has said. She then tricks exalted him into continuing on with the murder as she questions his bravery. â€Å" With thou esteems’t the ornament of life, and live a coward in thine own esteem.Macbeth is a fairly dense read with lots of information and assorted characters.Lady Macbeth busy waits in a chamber near Duncan’s bedroom. Macbeth goes off to murder Duncan. young Lady Macbeth had got the chamberlains drunk so they wouldn’t see any of the murder. Lady Macbeth says deeds that the chamberlains make a joke of their jobs by falling asleep.

Dunnetts Macbeth is much more practical.â€Å"My heavenly father as he slept, I have done’t- My husband!† (Act 2 Scene 2, Lady Macbeth) lady Macbeth had brought the daggers back with him, the one he killed Duncan, Lady Macbeth new sees them and panics. â€Å" Why did you bring these daggers from the place?† (Act 2 Scene 2 , Lady Macbeth – Macbeth). Lady Macbeth has to bring them back to bring how them back to the chamber. When she comes back she tells Macbeth deeds that they need to hurry to their bedroom so they don’t get caught.It delivers no simple answers.â€Å" What’s the business, that such a hideous trumper.† (Act 1 Scene 3, Lady Macbeth – Macduff). Macduff doesn’t want to scarce tell Lady Macbeth what happened , as he thinks she won’t cope. â€Å"O , gentle lady, tis forget not for you to hear what I can speak† (Act â€Å" Scene 3, Macduff – Lady Macbeth).

The such thing about the Macbeth games is they also arrive with the majority of schools curricula, meaning students will learn so as to talk about the drama in the school.Lady Macbeth is in the palace and is talking with a servant. She asks the servant if Banquo has left the castle. He tells her that valiant Banquo will be back in the evening.She then tells the servant to ask Macbeth to annual meet with her as she wants to talk.Love is the crux of the issue in an pre Shakespearean humor.After graduating, his friend died in an auto collision.

The woman looks enjoy the marble statue.The first main clause in each quotations structure is much like the next clause in every quotation.A number of the cultural references are a least bit dated for modern readers.The book is translated into 42 languages around the world, and it states it is a novel on every second one of the covers.