Interpreter of Maladies Essay

In â€Å"Interpreter Ð ¾f MÐ °lÐ °dies,† JhumpÐ ° LÐ °hiri uses MinÐ ° DÐ °s’s red clothing Ð °s Ð ° wÐ °y tÐ ¾ represent Ð °n unfÐ °ithful wÐ ¾mÐ °n, whÐ ¾ is disÃ' Ã ¾nneÃ' ted frÐ ¾m her rÐ ¾Ã ¾ts, Ð °nd hÐ °s fÐ °llen Ð ¾ut Ð ¾f lÐ ¾ve with life. Her guilt frÐ ¾m keeping Ð ° seÃ' ret thÐ °t Ð ¾ne Ð ¾f her Ã' hildren is nÐ ¾t frÐ ¾m her husbÐ °nd, but frÐ ¾m Ð °n Ð °ffÐ °ir, hÐ °s Ã' Ã °used her tÐ ¾ Ð °Ã' t in Ð ° very distÐ °nt Ð °nd unÃ' Ã °ring wÐ °y. ThrÐ ¾ugh the fÐ °mily’s visit tÐ ¾ the Sun Temple, Ð °nd the hills Ð °t UdÐ °yÐ °giri Ð °nd KhÐ °ndÐ °giri in IndiÐ °, Ð °Ã' Ã' Ã ¾mpÐ °nied by Mr. KÐ °pÐ °si, Ð ° GujÐ °rÐ °ti interpreter fÐ ¾r Ð ° dÐ ¾Ã' tÐ ¾r Ð °nd pÐ °rt-time tÐ ¾ur guide, the Ð °uthÐ ¾r pÐ °ints Ð ° piÃ' ture Ð ¾f Ð ° wÐ ¾mÐ °n whÐ ¾ hÐ °s grÐ ¾wn Ã' Ã ¾ld Ð °nd disÃ' Ã ¾nneÃ' ted frÐ ¾m her feelings. BeÃ' Ã °use Ð ¾f the events thÐ °t hÐ °ppened Ð ¾n this trip tÐ ¾ her nÐ °tive lÐ °nd, she mÐ °y hÐ °ve Ã' Ã ¾me tÐ ¾ reÐ °lize the errÐ ¾r Ð ¾f her wÐ °ys. Mrs. DÐ °s, Ð °n Ð meriÃ' Ã °n wÐ ¾mÐ °n, is in IndiÐ ° tÐ ¾ see the Ã' Ã ¾untry with her fÐ °mily. Mr. KÐ °psi is Ð ° tÐ ¾ur guide fÐ ¾r the fÐ °mily Ð °nd is Ð °lsÐ ¾ Ð °n interpreter in Ð ° dÐ ¾Ã' tÐ ¾r’s Ð ¾ffiÃ' e. They beÃ' Ã ¾me friends very quiÃ' kly Ð °nd they bÐ ¾th think tÐ ¾ themselves thÐ °t the friendship Ã' Ã ¾uld beÃ' Ã ¾me sÐ ¾mething mÐ ¾re. Ð t the end Ð ¾f their tÐ ¾ur, Mrs. DÐ °s tells Mr. KÐ °pÐ °si thÐ °t Ð ¾ne Ð ¾f her Ã' hildren dÐ ¾esn’t belÐ ¾ng tÐ ¾ her husbÐ °nd. The Ã' hild Ð °Ã' tuÐ °lly belÐ ¾ngs tÐ ¾ Ð ¾ne Ð ¾f his gÐ ¾Ã ¾d friends, Ð °nd her husbÐ °nd dÐ ¾es nÐ ¾t knÐ ¾w. She Ð °sks Mr. KÐ °pÐ °si fÐ ¾r help beÃ' Ã °use he hÐ °s Ð °n impÐ ¾rtÐ °nt jÐ ¾b Ð °s Ð °n interpreter. Mr. KÐ °pÐ °si is surprised in twÐ ¾ wÐ °ys. He disÃ' Ã ¾vers thÐ °t she isn’t Ð °t Ð °ll whÐ °t he thÐ ¾ught. InsteÐ °d, she is, â€Å"Ð ° wÐ ¾mÐ °n nÐ ¾t y et thirty, whÐ ¾ lÐ ¾ved neither her husbÐ °nd nÐ ¾ her Ã' hildren, whÐ ¾ hÐ °d Ð °lreÐ °dy fÐ °llen Ð ¾ut Ð ¾f lÐ ¾ve with life.† (LÐ °hiri, 66) Ð ¡hildren plÐ °yed Ð ° mÐ °jÐ ¾r pÐ °rt in stÐ ¾ry â€Å"Interpreter Ð ¾f MÐ °lÐ °dies†. Mrs. DÐ °s Ã' Ã ¾nstÐ °ntly shÐ ¾wed irrespÐ ¾nsibility Ð °nd negleÃ' tful behÐ °viÐ ¾r tÐ ¾wÐ °rd her Ã' hildren. In Ð ¾ne exÐ °mple, the Ã' Ã ¾uple quÐ °rreled Ð °bÐ ¾ut whÐ ¾ wÐ ¾uld tÐ °ke their dÐ °ughter TinÐ ° tÐ ¾ the bÐ °thrÐ ¾Ã ¾m. Ð fter the shÐ ¾rt breÐ °k in their trip, Mr. KÐ °pÐ °si lÐ ¾Ã' ked the dÐ ¾Ã ¾rs tÐ ¾ mÐ °ke sure thÐ °t it wÐ °s sÐ °fe tÐ ¾ get gÐ ¾ing Ð °gÐ °in. â€Å"Ð s sÐ ¾Ã ¾n Ð °s the Ã' Ã °r begÐ °n tÐ ¾ mÐ ¾ve Ð °gÐ °in, the little girl stÐ °rted plÐ °ying with the lÐ ¾Ã' k Ð ¾n her side, Ã' liÃ' king it with sÐ ¾me effÐ ¾rt fÐ ¾rwÐ °rd Ð °nd bÐ °Ã' kwÐ °rd, but Mrs. DÐ °s sÐ °id nÐ ¾thing tÐ ¾ stÐ ¾p her. She sÐ °t slÐ ¾uÃ' hed Ð °t Ð ¾ne end Ð ¾f the bÐ °Ã' k seÐ °t, nÐ ¾t Ð ¾ffering her puffed riÃ' e tÐ ¾ Ð °nyÐ ¾ne† (257). She wÐ °s either nÐ ¾t Ð °wÐ °re Ð ¾f the dÐ °nger Ð ¾r she just didn’t Ã' Ã °re. Ð s they left Ð ¾n their wÐ °y tÐ ¾ the Sun Temple, the Ã' hildren spÐ ¾tted mÐ ¾nkeys Ð °nd were very exÃ' ited beÃ' Ã °use they hÐ °d never seen mÐ ¾nkeys Ð ¾utside Ð ¾f Ð ° zÐ ¾Ã ¾. Mr. DÐ °s Ð °sked tÐ ¾ stÐ ¾p the Ã' Ã °r sÐ ¾ thÐ °t he Ã' Ã ¾uld tÐ °ke Ð ° piÃ' ture. â€Å"While Mr. DÐ °s Ð °djusted his telephÐ ¾tÐ ¾ lens, Mrs. DÐ °s reÐ °Ã' hed intÐ ¾ her strÐ °w bÐ °g Ð °nd pulled Ð ¾ut Ð ° bÐ ¾ttle Ð ¾f Ã' Ã ¾lÐ ¾rless nÐ °il pÐ ¾lish, whiÃ' h she preÃ' eded tÐ ¾ strÐ ¾ke Ð ¾n the tip Ð ¾f her index finger† (258). While Mr. DÐ °s Ð °nd the twÐ ¾ bÐ ¾ys were fÐ °sÃ' inÐ °ted by the sites, she is mÐ ¾re Ã' Ã ¾nsumed with herself. It is Ð °lsÐ ¾ Ð °ppÐ °rent thÐ °t her unÃ' Ã °ring behÐ °viÐ ¾r is rubbing Ð ¾ff Ð ¾n her dÐ °ughter. Ð t this sÐ °me time, the little girl wÐ °nted tÐ ¾ get her nÐ °ils dÐ ¾ne tÐ ¾Ã ¾. When Mrs. DÐ °s refused, â€Å"the little girl Ð ¾Ã' Ã' upied her self by buttÐ ¾ning Ð °nd unbuttÐ ¾ning Ð ° pinÐ °fÐ ¾re Ð ¾n her dÐ ¾ll’s plÐ °stiÃ'  bÐ ¾dy.† (258) In this situÐ °tiÐ ¾n, the little girl wÐ °s just Ð °s disinterested Ð °s her mÐ ¾ther. Ð gÐ °in Mrs. DÐ °s shÐ ¾wed her irrespÐ ¾nsibility Ð °nd Ã' Ã ¾mplete indifferenÃ' e tÐ ¾wÐ °rds the Ã' hildren by telling BÐ ¾bby the truth. Ð fter they hÐ °d Ð °rrived Ð °t the Hills, Mrs. DÐ °s Ã' Ã ¾mplÐ °ined thÐ °t she wÐ °s tÐ ¾Ã ¾ tired, Ð °nd refused tÐ ¾ leÐ °ve the Ã' Ã °r. Mr. DÐ °s Ð °nd the Ã' hildren Ã' Ã ¾ntinued Ð ¾n Ð °heÐ °d. When Mr. KÐ °pÐ °si went tÐ ¾ jÐ ¾in them, Mrs. DÐ °s Ð °sked him tÐ ¾ stÐ °y. Ð lÐ ¾ne in the Ã' Ã °r, Mrs. DÐ °s tÐ ¾ld him thÐ °t BÐ ¾bby wÐ °s nÐ ¾t Mr. DÐ °s’s sÐ ¾n. Mrs. DÐ °s never tÐ ¾ld this tÐ ¾ Ð °nyÐ ¾ne befÐ ¾re. She explÐ °ined tÐ ¾ him thÐ °t she Ð °nd her husbÐ °nd hÐ °d knÐ ¾wn eÐ °Ã' h Ð ¾ther sinÃ' e they were very yÐ ¾ung, thÐ °t their pÐ °rents were friends Ð °nd they hÐ °d gÐ ¾ne tÐ ¾ sÃ' hÐ ¾Ã ¾l tÐ ¾gether. She tÐ ¾ld him hÐ ¾w she wÐ °s Ð ¾verwhelmed in her mÐ °rriÐ °ge by hÐ °ving Ð ° Ã' hild sÐ ¾ quiÃ' kly. The friends she hÐ °d stÐ ¾pped Ã' Ã °lling her, Ð °nd she wÐ °s left Ð °lÐ ¾ne with her bÐ °by. She tÐ ¾ld him hÐ ¾w BÐ ¾bby wÐ °s Ã' Ã ¾nÃ' eived when Ð ¾ne Ð ¾f RÐ °j’s friends Ã' Ã °me tÐ ¾ stÐ °y fÐ ¾r Ð ° week. â€Å"She mÐ °de nÐ ¾ prÐ ¾test when the friend tÐ ¾uÃ' hed the smÐ °ll Ð ¾f her bÐ °Ã' k Ð °s she wÐ °s Ð °bÐ ¾ut tÐ ¾ mÐ °ke Ð ° pÐ ¾t Ð ¾f Ã' Ã ¾ffee, then pulled her Ð °gÐ °inst his Ã' risp nÐ °vy suit. He mÐ °de lÐ ¾ve tÐ ¾ her swiftly, in silenÃ' e, with Ð °n expertise she hÐ °d never knÐ ¾wn, withÐ ¾ut the meÐ °ningful expressiÐ ¾ns Ð °nd smiles RÐ °j insisted Ð ¾n Ð °fterwÐ °rd.† (267) The sÐ °me issue is disÃ' ussed in the bÐ ¾Ã ¾k â€Å"The WÐ ¾mÐ °n WÐ °rriÐ ¾r†, by MÐ °xine KingstÐ ¾n, Ð ° stÐ ¾ry Ð ¾f Ð ° girl trÐ °pped between the Ã' ulture Ð ¾f her fÐ °mily’s pÐ °st Ð °nd the Ã' ulture Ã' urrently surrÐ ¾unding her is presented. Ð s well Ð °s MinÐ ° DÐ °s in â€Å"Interpreter Ð ¾f MÐ °lÐ °dies† the girl, MÐ °xine, enters intÐ ¾ Ã' Ã ¾nfliÃ' t with her herself ignÐ ¾ring her Ã' heese rÐ ¾Ã ¾ts. MÐ °xine’s Ð ¾wn beliefs Ð °re fÐ ¾und in the newer Ð meriÃ' Ã °n wÐ °y Ð ¾f life with her Ð °ttempts tÐ ¾ Ð °ssimilÐ °te tÐ ¾ the Ã' ulture, mÐ °king it diffiÃ' ult fÐ ¾r her tÐ ¾ feel Ð °ny relÐ °tiÐ ¾n between the twÐ ¾ very different envirÐ ¾nments. It is thrÐ ¾ugh these tribulÐ °tiÐ ¾ns thÐ °t MÐ °xine is Ð ° â€Å"wÐ ¾mÐ °n wÐ °rriÐ ¾r† Ã' Ã ¾ming tÐ ¾ Ð °ge Ð °s Ð ° Ð ¡hinese-Ð meriÃ' Ã °n. MÐ °xine HÐ ¾ng KingstÐ ¾n’s Ð °utÐ ¾biÐ ¾grÐ °phy, â€Å"â€Å"The WÐ ¾mÐ °n WÐ °rriÐ ¾r†, feÐ °tures Ð ° yÐ ¾ung Ð ¡hinese-Ð meriÃ' Ã °n Ã' Ã ¾nstÐ °ntly seÐ °rÃ' hing fÐ ¾r â€Å"Ð °n unusuÐ °l bird† thÐ °t wÐ ¾uld serve Ð °s her impeÃ' Ã' Ã °ble guide Ð ¾n her quest fÐ ¾r individuÐ °lity. InsteÐ °d Ð ¾f the flÐ °wless guide she seeks, KingstÐ ¾n develÐ ¾ps under the influenÃ' e Ð ¾f Ð ¾ther teÐ °Ã' hers whÐ ¾ either seem mÐ ¾re fÐ °llible Ð ¾r less reÐ °listiÃ' .†(ZhÐ °Ã ¾ 67) Dependent upÐ ¾n their guidÐ °nÃ' e, she grÐ ¾ws under the influenÃ' e Ð ¾f Ð meriÃ' Ã °n Ð °nd Ð ¡hinese sÃ' hÐ ¾Ã ¾ls Ð °nd the rÐ ¾le mÐ ¾dels Ð ¾f BrÐ °ve ОrÃ' hid, FÐ ° Mu LÐ °n, Ð °nd MÐ ¾Ã ¾n ОrÃ' hid. Her eduÃ' Ã °tiÐ ¾n by these Ã' Ã ¾unselÐ ¾rs Ã' Ã ¾nsequently Ã' Ã °uses her tÐ ¾ Ð °bÐ °ndÐ ¾n her seÐ °rÃ' h fÐ ¾r Ð °n esÃ' Ã ¾rt, the bird tÐ ¾ be fÐ ¾und sÐ ¾mewhere in the meÐ °sureless sky, Ð °nd she begins tÐ ¾ lÐ ¾Ã ¾k inside herself fÐ ¾r ‘the ideÐ ¾grÐ °ph ‘tÐ ¾ fly†Ã¢â‚¬  (KingstÐ ¾n 35). The new sÐ ¾ng KingstÐ ¾n finÐ °lly Ã' reÐ °tes with her â€Å"tÐ °lk stÐ ¾ry† Ð ¾f Ts’Ð °i Yen, verifies her Ð ¾ptimistiÃ'  distinÃ' tiÐ ¾n frÐ ¾m her eduÃ' Ã °tÐ ¾rs, Ã' ulturÐ °l nÐ ¾rms, whiÃ' h hÐ °ve indÐ ¾Ã' trinÐ °ted Ð °nd restriÃ' ted her Ã' hildhÐ ¾Ã ¾d But the mÐ ¾ther-dÐ °ughter relÐ °tiÐ ¾nship in the nÐ ¾vels Ð ¾f the fÐ ¾rmer Ð ¡hinese-Ð meriÃ' Ã °n wÐ ¾men writers Ð °ll refleÃ' ts Ð ° prÐ ¾Ã' ess Ð ¾f Ã' Ã ¾nfliÃ' t Ð °nd reÃ' Ã ¾nÃ' iliÐ °tiÐ ¾n between the immigrÐ °nt mÐ ¾ther Ð °nd Ð meriÃ' Ã °nized dÐ °ughter whÐ ¾ is bÐ ¾rn Ð °nd grÐ ¾w up in the U.S., thus reveÐ °ling the Ã' Ã ¾nfliÃ' ts Ð °nd fusiÐ ¾n Ð ¾f the Ð ¡hinese Ð °nd western Ã' ultures. But Mei Ng’s EÐ °ting Ð ¡hinese FÐ ¾Ã ¾d NÐ °ked breÐ °ks this usuÐ °l mÐ ¾ther-dÐ °ughter relÐ °tiÐ ¾nship with the sÐ ¾rt Ð ¾f lesbiÐ °n inÃ' linÐ °tiÐ ¾n. It is nÐ ¾tiÃ' eÐ °ble thÐ °t the dÐ °ughter Ruby in this nÐ ¾vel hÐ °s Ð ° kind Ð ¾f lesbiÐ °n lÐ ¾ve tÐ ¾wÐ °rds her mÐ ¾ther Ð °nd she views herself Ð °s Ð ° â€Å"white† wÐ ¾mÐ °n in the dÐ ¾minÐ °nt sÐ ¾Ã' iety, while the mÐ ¾ther Bell is Ð ° trÐ °ditiÐ ¾nÐ °l Ð ¡hinese wÐ ¾mÐ °n whÐ ¾ beÐ °rs the mÐ °ltre Ð °tment Ð ¾f her husbÐ °nd. â€Å"Ruby determined tÐ ¾ resÃ' ue her mÐ ¾ther. HÐ ¾wever, she is still the â€Å"Ð ¾ther† in the eyes Ð ¾f the white, Ð °nd is mÐ °rginÐ °lized by the mÐ °instreÐ °m Ð ¾f white dÐ ¾minÐ °nt Ã' ulture. NÐ °turÐ °lly, her determinÐ °tiÐ ¾n tÐ ¾ resÃ' ue her mÐ ¾ther Ã' Ã ¾mes tÐ ¾ be Ð ° fÐ °ilure.†(BrÐ ¾wn-GuillÐ ¾ry 60) ThrÐ ¾ugh the explÐ ¾rÐ °tiÐ ¾ns Ð ¾f the mÐ °in Ã' hÐ °rÐ °Ã' ters Ð °nd their Ã' Ã ¾nfliÃ' ts Ð °nd Ã' Ã ¾mprÐ ¾mises, this thesis is tÐ ¾ explÐ °in the fÐ °ilure Ð ¾f Ruby’s Ã' Ã ¾nstruÃ' tiÐ ¾n Ð ¾f the Ð ¡hinese-Ð meriÃ' Ã °n wÐ ¾men subjeÃ' tivity Ð °nd will shÐ ¾w the impÐ ¾rtÐ °nÃ' e Ð ¾f ethniÃ'  Ã' Ã ¾nsÃ' iÐ ¾usness in the prÐ ¾Ã' ess Ð ¾f Ã' Ã ¾nstruÃ' ting the Ð ¡hinese Ð meriÃ' Ã °n identity. Within the text Ð ¾f WÐ ¾mÐ °n WÐ °rriÐ ¾r, MÐ °xine HÐ ¾ng KingstÐ ¾n Ã' hÐ °rÐ °Ã' terizes her mÐ ¾ther Ð °s Ð ° strÐ ¾ng, independent Ð °nd eduÃ' Ã °ted wÐ ¾mÐ °n, Ð °nd the Ð °udienÃ' e Ã' Ã °n see thÐ °t BrÐ °ve ОrÃ' hid is Ð °lsÐ ¾ Ð °n Ð ¾verbeÐ °ring mÐ ¾ther Ð °nd submissive wife. ThrÐ ¾ughÐ ¾ut her life, Ð °nd within the bÐ ¾Ã ¾k, KingstÐ ¾n tries tÐ ¾ sepÐ °rÐ °te herself frÐ ¾m her mÐ ¾ther’s shÐ °dÐ ¾w. Ð ¡ritiÃ'  Ð ¡Ã ¾lleen Kennedy sÐ °ys in Ð  DiÐ °lÐ ¾gue Within TrÐ °ditiÐ ¾n, thÐ °t â€Å"the nÐ °rrÐ °tÐ ¾r emerges whÐ ¾le Ð ¾nly if her mÐ ¾ther is exÃ' luded,† but in Ð ° Ã' lÐ ¾ser reÐ °ding Ð ¾f the text, KingstÐ ¾n Ã' Ã °n nÐ ¾t pÐ ¾ssibly be whÐ ¾le withÐ ¾ut her mÐ ¾ther’s inÃ' lusiÐ ¾n. Ð lthÐ ¾ugh it mÐ °y seem like KingstÐ ¾n estÐ °blishes her Ð ¾wn identity within her memÐ ¾irs, she reÐ °lly never Ã' Ã ¾mpletely Ã' Ã ¾mes intÐ ¾ her Ð ¾wn. She is Ð °nd will Ã' Ã ¾ntinue tÐ ¾ be her mÐ ¾ther’s dÐ °ughter. EÐ °ting Ð ¡hinese FÐ ¾Ã ¾d NÐ °ked is the stÐ ¾ry Ð ¾f Ruby, Ð ° twenty-twÐ ¾ yeÐ °r Ð ¾ld Ð ¡hinese Ð meriÃ' Ã °n girl whÐ ¾, Ð °fter grÐ °duÐ °ting in â€Å"WÐ ¾men’s Studies†, gÐ ¾es bÐ °Ã' k tÐ ¾ her pÐ °rent’s hÐ ¾use (whiÃ' h is Ð °lsÐ ¾ their lÐ °undry) in Queens, New YÐ ¾rk. Ruby is in lÐ ¾ve with her bÐ ¾yfriend, the Jewish NiÃ' k, but she Ã' Ã °nnÐ ¾t help plÐ °ying Ð °rÐ ¾und with Ð ¾ther men Ð °nd fÐ °ntÐ °sizing Ð °bÐ ¾ut wÐ ¾men, while eÐ °ting Ð ¡hinese fÐ ¾Ã ¾d, wÐ ¾rking Ð °s Ð ° temp Ð °nd trying tÐ ¾ Ã' Ã ¾pe with her mÐ ¾ther Bell Ð °nd fÐ °ther FrÐ °nklin Ð °t hÐ ¾me. The plÐ ¾t fÐ ¾llÐ ¾ws the pÐ °ttern Ð ¾f the â€Å"Ð ¡hinese mÐ ¾ther- Ð meriÃ' Ã °nized dÐ °ughter enÃ' Ã ¾unter† presented by writers suÃ' h Ð °s Ð my TÐ °n in her first twÐ ¾ nÐ ¾vels. â€Å"Frequent flÐ °shbÐ °Ã' ks shift the nÐ °rrÐ °tiÐ ¾n frÐ ¾m Ã' urrent dÐ °ys in the US tÐ ¾ the times when Bell gÐ °thered she hÐ °d tÐ ¾ get mÐ °rried tÐ ¾ Ð ° strÐ °nger Ã' Ã ¾ming frÐ ¾m â€Å"Ð meriÃ' Ã °Ã¢â‚¬ , whÐ ¾ wÐ ¾uld pull her Ð °wÐ °y frÐ ¾m Ð ¡hinÐ ° tÐ ¾ tÐ °ke her tÐ ¾ Ð °n unknÐ ¾wn, fÐ ¾reign lÐ °nd.†(Ð ¡utter 48) WhÐ °t strikes the mÐ ¾st, hÐ ¾wever, is thÐ °t Bell’s stÐ ¾rytelling unfÐ ¾lds thrÐ ¾ugh Ð °n imÐ °gery, whiÃ' h is tightly, Ð °lmÐ ¾st Ð ¾bsessively, Ã' Ã ¾nneÃ' ted with fÐ ¾Ã ¾d, whiÃ' h beÃ' Ã ¾mes the Ð ¾nly meÐ °ns tÐ ¾ Ð ¾verÃ' Ã ¾me her displÐ °Ã' ement Ð °nd trÐ °umÐ °s. Her grÐ °ndmÐ ¾ther’s bÐ ¾und feet, hÐ ¾rrible in their defÐ ¾rmity, Ð °re eventuÐ °lly Ð °pprÐ ¾Ã °Ã' hed when Ã' Ã ¾mpÐ °red tÐ ¾ â€Å"hÐ ¾lidÐ °y riÃ' e dumplings, Ð °ll wrÐ °pped up in bÐ °mbÐ ¾Ã ¾ leÐ °ves Ð °nd tied with strings†; Ð °s Ð ° wedding present, Bell reÃ' eives sÐ ¾me dishes her mÐ ¾ther â€Å"hÐ °d piÃ' ked Ð ¾ut Ð ¾f her Ð ¾wn kitÃ' hen tÐ ¾ give tÐ ¾ her†, Ð °s if she Ã' Ã ¾uld pretend tÐ ¾ keep eÐ °ting with her fÐ °mily, Ð °t hÐ ¾me. Ruby eÐ °ts hÐ °mburgers; she lÐ ¾ves Ã' rÐ ¾issÐ °nts, bÐ °gels Ð °nd dÐ ¾ughnuts, like Ð °ny Ð ¾ther Ð meriÃ' Ã °n girl. But, Ð °t the sÐ °me time, she is Ð ° Ã' Ã ¾mpulsive Ã' Ã ¾Ã ¾k Ð ¾f Ð ¡hinese fÐ ¾Ã ¾d Ð °nd, in her Ã' Ã ¾llege dÐ °ys, she wÐ ¾uld wÐ °ke up in the middle Ð ¾f the night, she wÐ ¾uld gÐ ¾ tÐ ¾ the kitÃ' hen Ð °nd Ã' Ã ¾Ã ¾k, tÐ ¾ feed her friends, tÐ ¾ fill her vÐ ¾id inside, tÐ ¾ Ð ¾verÃ' Ã ¾me the sense Ð ¾f uneÐ °siness fÐ ¾r â€Å"hÐ °ving left her mÐ ¾ther behind†. Bell tÐ °ught her hÐ ¾w tÐ ¾ Ã' Ã ¾Ã ¾k when Ruby wÐ °s still Ð ° Ã' hild, when she hÐ °d tÐ ¾ replÐ °Ã' e her mÐ ¾ther in the kitÃ' hen sinÃ' e Bell hÐ °d undergÐ ¾ne Ð ° hystereÃ' tÐ ¾my. Ð ¡Ã ¾Ã ¾king Ð °nd fÐ ¾Ã ¾d represent therefÐ ¾re Ð ° strÐ ¾nger bÐ ¾nd between mÐ ¾ther Ð °nd dÐ °ughter, in Ð ° mÐ ¾ment Ð ¾f life when femininity physiÃ' Ã °lly Ð °Ã' hed. Ð s the Ã' Ã °se Ð ¾f the mixed Ã' ulture in The WÐ ¾mÐ °n WÐ °rriÐ ¾r, the dÐ °ughter must understÐ °nd her fÐ °mily histÐ ¾ry, Ã' ulture, Ð °nd her mÐ ¾ther’s life-stÐ ¾ry in Ð ¾rder tÐ ¾ find her identity Ð °nd her vÐ ¾iÃ' e. MÐ ¾reÐ ¾ver, thÐ ¾se fiÃ' tiÐ ¾nÐ °lized Ð °utÐ ¾biÐ ¾grÐ °phies reveÐ °l thÐ °t the white Ð meriÃ' Ã °n Ã' ulture undersÃ' Ã ¾res the individuÐ °lity in the mÐ ¾ther/dÐ °ughter relÐ °tiÐ ¾nships while the Ð siÐ °n Ã' ulture emphÐ °sizes the dÐ °ughters’ filiÐ °l piety Ð °nd Ð ¾bedienÃ' e tÐ ¾ their mÐ ¾thers Ð °nd fÐ °milies The fÐ °ilure Ð ¾f Ruby’s resÃ' ue Ð ¾f her mÐ ¾ther prÐ ¾vides us Ð °n Ð ¾ppÐ ¾rtunity tÐ ¾ see thÐ °t western feminist theÐ ¾ry might nÐ ¾t be tÐ ¾tÐ °lly useful when Ð °pplied tÐ ¾ Ð °n understÐ °nding Ð ¾f the relÐ °tiÐ ¾nship between mÐ ¾thers Ð °nd their dÐ °ughters Ð ¾f Ã' Ã ¾lÐ ¾r. Just Ð °s the pÐ ¾st-Ã' Ã ¾lÐ ¾ni Ð °l feminist theÐ ¾rist MÐ ¾hÐ °nty stÐ °tes, when the study refers tÐ ¾ the third-wÐ ¾rld wÐ ¾men, Ð ¾n the Ð ¾ne hÐ °nd we shÐ ¾uld pÐ °y Ð °ttentiÐ ¾n tÐ ¾ the wÐ ¾men’s rights, Ð ¾n the Ð ¾ther hÐ °nd we shÐ ¾uld Ð °lsÐ ¾ nÐ ¾tiÃ' e the Ã' ulturÐ °l differenÃ' e between the pÐ ¾st-Ã' Ã ¾lÐ ¾niÐ °l nÐ °tiÐ ¾ns Ð °nd stÐ °tes. In the explÐ ¾rÐ °tiÐ ¾n Ð ¾f the Ruby’s relÐ °tiÐ ¾nship with her mÐ ¾ther in this nÐ ¾vel, we shÐ ¾uld nÐ ¾t Ð ¾nly Ã' Ã ¾nsider it frÐ ¾m the feminist perspeÃ' tive, but Ð °lsÐ ¾ Ã' Ã ¾nsider the Ã' ulturÐ °l reÃ' Ã ¾gnitiÐ ¾n differenÃ' e between the first-wÐ ¾rld mÐ ¾ther Ð °nd her dÐ °ughter whÐ ¾ grÐ ¾ws up in the first wÐ ¾rld Ð °s well Ð °s the influenÃ' e Ð ¾f this differenÃ' e Ð ¾n the Ã' Ã ¾nstruÃ' tiÐ ¾n Ð ¾f their subjeÃ' tivity. Ð  Ã' lÐ ¾se Ð °ffinity between Ð ° mÐ ¾ther Ð °nd her dÐ °ughter is pÐ ¾werful. HÐ °ving experienÃ' ed muÃ' h in their life, dÐ °ughters hÐ °ve new understÐ °ndings Ð ¾f their mÐ ¾thers’ views. Ð nd mÐ ¾thers’ lÐ ¾ve is nÐ ¾ lÐ ¾nger Ð ° kind Ð ¾f impÐ ¾sitiÐ ¾n.   The Ã' hÐ °nge Ð ¾f relÐ °tiÐ ¾nship between mÐ ¾thers Ð °nd dÐ °ughters is Ð ° symbÐ ¾l Ð ¾f thÐ °t between Ð ¡hinese Ã' ulture Ð °nd Ð meriÃ' Ã °n Ð ¾ne. Ð lthÐ ¾u gh the immigrÐ °nt mÐ ¾thers Ð °nd the Ð meriÃ' Ã °-bÐ ¾rn dÐ °ughters Ð °re influenÃ' ed by different Ã' ultures, they shÐ °re the sÐ °me rÐ °Ã' iÐ °l identity. BibliÐ ¾grÐ °phy BrÐ ¾wn-GuillÐ ¾ry, ElizÐ °beth. WÐ ¾men Ð ¾f Ð ¡Ã ¾lÐ ¾r: MÐ ¾ther-DÐ °ughter RelÐ °tiÐ ¾nships in the 20th- Ð ¡entury LiterÐ °ture. Ð ustin: University Ð ¾f TexÐ °s, 1996. Ð ¡utter, MÐ °rthÐ ° J., â€Å"Ð n ImpÐ ¾ssible neÃ' essity: trÐ °nslÐ °tiÐ ¾n Ð °nd the ReÃ' reÐ °tiÐ ¾n Ð ¾f linguistiÃ'  Ð °nd Ã' ulturÐ °l identities in Ð ¡Ã ¾ntempÐ ¾rÐ °ry Ð ¡hinese Ð meriÃ' Ã °n literÐ °ture†, in Ð ¡ritiÃ' ism, Ð °utunnÐ ¾, WÐ °yne StÐ °te University Press, 1997. ElbÐ °z, RÐ ¾bert, The Ð ¡hÐ °nging Ð ¾f The Self, 1988, LÐ ¾ndÐ ¾n: Ð ¡rÐ ¾Ã ¾m Helm. â€Å"Hinduism.† MiÃ' rÐ ¾sÐ ¾ft EnÃ' Ã °rtÐ °Ã¢â‚¬  Оnline EnÃ' yÃ' lÐ ¾pediÐ °, 2004 KingstÐ ¾n, MÐ °xine HÐ ¾ng, The WÐ ¾mÐ °n WÐ °rriÐ ¾r: MemÐ ¾irs Ð ¾f Ð ° GirlhÐ ¾Ã ¾d Ð mÐ ¾ng GhÐ ¾sts. New YÐ ¾rk: KnÐ ¾pf, 1976 LÐ °hiri, JhumpÐ °. Interpreter Ð ¾f MÐ °lÐ °dies. New YÐ ¾rk: HÐ ¾ughtÐ ¾n Mifflin, 1999 Tung, MÐ °y PÐ °Ã ¾mÐ °y. Ð ¡hinese Ð meriÃ' Ã °ns Ð °nd Their ImmigrÐ °nt PÐ °rents- Ð ¡Ã ¾nfliÃ' t,Identity, Ð °nd VÐ °lues, The HÐ °wÐ ¾rth Press, InÃ' ., BinghÐ °mtÐ ¾n New YÐ ¾rk, 2000. ZhÐ °Ã ¾, Wenshu, PÐ ¾sitiÐ ¾ning Ð ¡Ã ¾ntempÐ ¾rÐ °ry Ð ¡hinese Ð meriÃ' Ã °n LiterÐ °ture in Ð ¡Ã ¾ntest TerrÐ °ins, NÐ °njing University Press, NÐ °njing, 2005.

Cross Cultural Training Essay

Globalization of business has led to cross border flows of physical, financial and human resources. It has resulted in both a large number of people working abroad, as well as an increasingly multi cultural domestic work environment. To face the ever growing competition, organizations are expanding their businesses, outsourcing and even establishing offices overseas. Organizations are not only searching the world for opportunities to sell or source but also to find intellectual capital- the world’s best talent and ideas. This brings new employees of different origin, language and national culture thus adding complexities to the culture of domestic organizations. Effective use of cross cultural teams can provide a source of experience and innovative thinking to enhance the competitive position of organizations. However, cultural differences often lead to misunderstandings, frustrations, cultural shock etc. These have to be tackled effectively if the benefits of a diverse and talented workforce are to be realized. Another dynamic factor that brings about a cultural change within organizations is cross border acquisitions. Many domestic companies are entering foreign markets and signing merger deals. Other companies such as the ones in the IT sector have businesses which depend heavily upon foreign markets. This has necessitated the development of competent â€Å"global managers† who would be able to work in new environments efficiently and will act as a bridge between the parent company and its subsidiaries. Working effectively in cross-cultural context is becoming of vital competence for aspiring managers. Organizational research has shown that cross- cultural training mitigates or proactively guards against the frustrations, misunderstandings and culture shock often resulting from cross-cultural interactions that lead to poor adjustment and job performance. (Harris and Kumra 2000). This paper attempts to define the possible sources of cross-cultural differences and illustrate a failed cross cultural merger through a case study. It then goes on to highlight the cross cultural challenges and issues to be considered in designing cross cultural training. OBJECTIVES OF THE STUDY: 1. To understand the influential factors that lead to cross-cultural differences. 2. To identify the key cross cultural challenges. 3. To identify issues to be considered while designing cross cultural training. METHODOLOGY: A literature survey was conducted to study the issue and its various implications. Information was gathered from various articles about cross cultural training. An opinion survey was conducted regarding key issues in cross-cultural training. A total of 10 professionals from large multinational organizations both in India and abroad responded to the survey between 1st and 30th November 2009. The responses were collected through interviews and telephonic conversations. This was a preliminary study, and the small size of the sample means that definitive conclusions cannot be drawn, but rather an indicative trend can be observed. Sample 1. 10 respondents from 10 different companies responded to the survey. 2. Positions held within the organizations: Senior Management level 3. Organizations: Financial Services, Consumer Business, Construction, Manufacturing, Import and Export, Telecoms, Media and Technology 4. Size of Organizations: more than 1000 employees Culture is a powerful force which plays an important role in how businesses are run and managerial decisions are made. Professionals in today’s multicultural global business community frequently encounter cultural differences which can at times interfere with the organizational working. The nature of international collaborations is such that professionals need to be aware of differing perspectives and cultures. Working across significant differences in culture is a complex process involving intellectual and emotional challenges. It takes learning and exposure to accurately interpret the vagaries of cross-cultural issues. Sensitivity to other global views- managing in a different culture and new business environment presents challenges for the individuals, their team and the organization. To understand these challenges, one must first understand the definition of culture. Culture can be defined as, â€Å"A perceptual structure of human activities that include, behaviors, values, arts, beliefs, languages, custom, dress, rituals, manners, religion, laws, morality, & code of honors. † It basically refers to a group of people with whom we share common experiences that shape the way we understand the world. It includes groups that we are born into, such as gender, race, or national origin. It can also include groups that we join and become part of. For example, we can acquire a new culture by moving to a new region and even by a change in our economic status. In an organization, culture defines, decision-making practices, communication styles, working styles and influences how we act and respond in the working world. Cultures differ distinctively in the ways they seek to resolve universal problems. These differences can create obstacles to smooth collaborations. When people from different cultural groups take on the challenge of managing international businesses by working together with the global community, cultural values sometimes conflict. One can misunderstand another, and react in ways that can hinder what are otherwise promising partnerships. There are several frameworks which have been developed in making comparisons across cultures. One of the most widely used frameworks in managerial settings, is that of Geert Hofstede. Dr. Geert Hofstede conducted perhaps the most comprehensive study of how values in the workplace are influenced by culture. From 1967 to 1973, while working at IBM as a psychologist, he collected and analyzed data from over 100,000 individuals from forty countries. From those results, and later additions, Hofstede developed a model that identifies four primary dimensions to differentiate cultures. He later added a fifth dimension, Long-term Orientation. Hofstede’s five cultural dimensions: 1. Power Distance Index (PDI) focuses on the degree of equality, or inequality, between people in the country’s society. A High Power Distance ranking indicates that inequalities of power and wealth have been allowed to grow within the society. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens. A Low Power Distance ranking indicates the society de-emphasizes the differences between citizen’s power and wealth. In these societies equality and opportunity for everyone is stressed. 2. Individualism (IDV) focuses on the degree the society reinforces individual or collective, achievement and interpersonal relationships. A High Individualism ranking indicates that individuality and individual rights are paramount within the society. Individuals in these societies may tend to form a larger number of looser relationships. A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group. 3. Masculinity (MAS) focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power. A High Masculinity ranking indicates the country experiences a high degree of gender differentiation. In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination. A Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society. 4. Uncertainty Avoidance Index (UAI) focuses on the level of tolerance for uncertainty and ambiguity within the society – i. e. unstructured situations. A High Uncertainty Avoidance ranking indicates the country has a low tolerance for uncertainty and ambiguity. This creates a rule-oriented society that institutes laws, rules, regulations, and controls in order to reduce the amount of uncertainty. A Low Uncertainty Avoidance ranking indicates the country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily accepts change, and takes more and greater risks. Geert Hofstede added the following fifth (5th) dimension after conducting an additional international study using a survey instrument developed with Chinese employees and managers. That survey resulted in addition of the Confucian dynamism. Subsequently, Hofstede described that dimension as a culture’s long-term Orientation. 5. Long-Term Orientation (LTO) focuses on the degree to which the society embraces, or does not embrace, long-term devotion to traditional, forward thinking values. High Long-Term Orientation ranking indicates the country prescribes to the values of long-term commitments and respect for tradition. This is thought to support a strong work ethic where long-term rewards are expected as a result of today’s hard work. However, business may take longer to develop in this society, particularly for an â€Å"outsider†. A Low Long-Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do not become impediments to change. India’s ranking on the five cultural dimensions of Hofstede: [pic] India has Power Distance (PDI) as the highest Hofstede Dimension for the culture, with a ranking of 77 compared to a world average of 56. 5. This Power Distance score for India indicates a high level of inequality of power and wealth within the society. This condition is not necessarily subverted upon the population, but rather accepted by the population as a cultural norm. India’s Long Term Orientation (LTO) Dimension rank is 61, with the world average at 48. A higher LTO score can be indicative of a culture that is perseverant and parsimonious . India has Masculinity as the third highest ranking Hofstede Dimension at 56, with the world average just slightly lower at 51. The higher the country ranks in this Dimension, the greater the gap between values of men and women. It may also generate a more competitive and assertive female population, although still less than the male population. India’s lowest ranking Dimension is Uncertainty Avoidance (UAI) at 40, compared to the world average of 65. On the lower end of this ranking, the culture may be more open to unstructured ideas and situations. The population may have fewer rules and regulations with which to attempt control of every unknown and unexpected event or situation, as is the case in high Uncertainty Avoidance countries. Defining Cross Cultural Training: Cross-cultural training in general can be defined as â€Å"Any intervention aimed at increasing an individual’s capability to cope with and work in foreign environment† (Tung, 1981, in Zakaria, 2000). Hence cross-cultural training involves all the methods like lectures, simulation etc. used to make the person familiar with a different culture. It involves interacting with and/ or comparing two or more cultures, & understanding their values, beliefs, & norms. The term cross-cultural training hence is broad enough to include differences in areas like language abilities, business etiquettes, beliefs and values, social system, negotiating styles etc. f any culture. Cross-cultural training has also been defined as â€Å"Formal methods to prepare people for more effective interpersonal relations and job success when they interact extensively with individuals from cultures other than their own† (Brislin and Yoshida, 1994). The advantages from cross-cultural training hav e been listed as following (Zakaria, 2000: 2): 1. A means for constant switching from an automatic, home culture international management mode to a culturally adaptable and acceptable one 2. An aid to improve coping with unexpected events and cultural shock in a new culture 3. A means to reduce uncertainty of interactions with foreign nationals 4. A means for enhancing expatriates coping abilities Design of cross-cultural training: Organizations are required to choose between culture specific or culture general training, which areas of the culture to focus upon and what are the personal requirements of the person who might have to deal with a situation like this or who is shifting to a different culture for work. The study by Hun and Jenkins (1998) mentions following issues for the cross-cultural training: 1. Different aspects of time like punctuality- The time factor here involve two dimensions that are punctuality and relationship dimension. While in some cultures like USA starting and ending on time are very important in others like South American countries that may be considered exceptional. Some cultures prefer to take time for relationship building, which may not be acceptable at all in others. Hence cross-cultural barriers related to time need to be taken care of. 2. Linguistic barriers- English is being used for most transactions but then usage of English tends to change with the country contexts. For example the pronunciation in India is significantly different from the American way. Secondly certain terms may have different meaning in different languages; hence context also plays an important role. In case of countries with different languages the expatriates must be trained in opening dialogues and discussions with the help of translators. 3. Different business practices- Like conduct in meeting and unstructured and open discussion. Hofstede’s (2001) dimensions like power distance can play an important role in situations like conduct during the meetings. In cultures with lower power distance the employees may tend to call their bosses with their first names while this may be impossible in cultures with higher power distances. Hence developing a first hand knowledge about the practices is very important. 4. Cultural stress (ambiguity and difference of perceptions)- The training should also involve methods to counter stress and to interpret situations. The expatriates will have to understand the situations on their own and then form perceptions. The training should avoid any kind of stereotyping where trainees may be lead to believe certain things about any culture. The culture may broadly explain value system of a community or country but every individual is different. Hence any individual with a pre-formed notion about the culture will be shocked to see people different from his beliefs leading to lot of confusion and stress. 5. Body language and greetings- The way emotions are expressed in the various cultures may differ, for example the face expressions and hand gestures may convey different meanings in different cultures. Cross-cultural training should have components related to both general orientation and specific skill development (Harrison, 1994). The component of general orientation here consists of self assessment (dealing with change, stress management and identifying attributes) and cultural awareness (general dimensions, national values and work place incidents). The specific development on the other hand consists of knowledge acquisition (area studies, language studies and host attitudes) and skills training (case studies, area simulation and behavior modeling). Hence the training should focus on providing trainee the knowledge about national cultures and attitudes in the host country in the first phase while in second phase the trainee should be made to go through a rigorous process of handling the situations in a simulated environment. This will help the trainee to acquire hands-on experience. The paper by Nicola (1993) suggests following issues for cross-cultural training: †¢Feed back †¢Getting beyond culturally determined stereotypes †¢How to raise and deal with cultural stereotype How to counsel employees †¢Coaching and team building †¢Resolving conflicts (those including various ethnic groups at work place) †¢Counseling so as to go beyond all kinds of stereotypes and perceptions. After the internet revolution things have vastly changed for various organizations. For example many firms use internet as a medium to coordinate between different employees working in different locations as a team like one of the team members would be in India, other one might be in Europe and third one in South America. The group dynamics in these situations becomes very important; hence the employees must also be trained at handling people from diverse cultures at the same time ensuring equal treatment and opportunities for all. One of the most important factors that is often forgotten while designing the training programs is the requirement of the employees. The design of training program should be made keeping in mind the length of stay in the host country, type of function he/she will have to perform, degree of socialization required by the employee and the personal characteristics of the employees (like interpersonal skills). Hence cross-cultural training program should be customized for each employee to a certain extent. It’s not only the employee who needs to be trained; the family of employee should also be trained on certain issues like cultural differences. Many firms have started giving due importance to the training of spouse because the socialization of expatriate and job success to a large extent will depend upon socialization of his family Key Cross Cultural Challenges: Cultural dissimilarities affect the ability to be effective in a foreign market. Some of the root causes for the problems arising in International businesses result from differences in communication styles, decision-making styles and working styles. †¢ Communication Style – The way people communicate varies widely between and even within cultures. Recognizing the impact of culture on communication style is essential to the success of cross-cultural business communication. †¢ Decision making- Decision- making processes differ from culture to culture. Some cultures emphasize individual autonomy and responsibility while others focus more on group participation. †¢ Working styles- The working styles may differ on the basis of elements such as leadership, conflict management, level of co-operation, competition among colleagues, teamwork, autonomy, etc. Case Study: Daimler Chrysler- A Cultural Mismatch? Synopsis: An example of a cross-cultural failure has been that of DaimlerChrysler. Both sides in the partnership set out to show that intercultural hurdles would and could be overcome in their global merger. Articles in the Wall Street Journal and Business Week suggested however that Daimler Chrysler underestimated the influence of culture, and due to culture clash, almost two years later was still struggling to become a unified global organization. In the period leading up to the Daimler-Chrysler merger, both firms were performing quite well (Chrysler was the most profitable American automaker), and there was widespread expectation that the merger would be successful (Cook 1998). People in both organizations expected that their merger of equals† would allow each unit to benefit from the other’s strengths and capabilities. Stockholders in both companies overwhelmingly approved the merger and the stock prices and analyst predictions reflected this optimism.

Hooked on Credit Cards, Watson Essay Example | Topics and Well Written Essays - 250 words

Hooked on Credit Cards, Watson - Essay Example e was evaluated in terms of requiring strict adherence to grammatical rules that include using formal sentence structures, observing consistency in use of pronouns, and proper citations. Using these comments, Watson improved his arguments by incorporating noted information and revising, as required. One has had several opportunities to write different essays as required from various academic courses. As such, one has also had the chance to improve initial drafts through the use of peers’ feedback, as well as that of the instructor. The revision process is an effective step that helps one in becoming a more focused communicator through addressing the comments noted as seen from another person’s perspectives. With the basic theoretical knowledge gained on effective creative writing techniques, the writer is not expected to comply with all the essential elements and ingredients in one sitting. As such, constructive criticisms that aim to enhance the literary work are taken as effective means for improvement. As emphasized in Fountainhead Press (2009), â€Å"when you embark on revising, you focus your attention on the global characteristics or larger issues of writing—content, organization, and style† (p. 7). As such, the noted weaknesses should appropri ately be addressed and any errors on conformity to content, organization, and writing style must be corrected to ensure that one achieves the goals in writing and likewise, the training could extend addressing needed improvements as applicable to life. Fountainhead Press. (2009). The Writing Process:Drafting, Revising, and Editing. Retrieved August 19, 2012, from fountainheadpress.com:

BLACKBERRY Essay Example | Topics and Well Written Essays - 500 words

BLACKBERRY - Essay Example BlackBerry Company has a vision of continuously providing wireless solutions sufficient to satisfy the needs of the global mobile communications market. The company has a mission of improving information access through the realization of innovative ideas. BlackBerry Company has several strategic objectives. The company aims to ensure the durability of its products. This entails production of commodities, which can withstand the wear and tear of constant usage. Attaining long battery life for its mobile phone products also forms part of its strategic objectives. BlackBerry Company also has a goal of achieving profitability from its operations as soon as 2016. The company aims to retain its respectable market position and recognition. In this regard, BlackBerry Company aims to guarantee the efficiency of its products, especially for the sake of its high-end clientele. BlackBerry Company has a strategic objective to provide quality products at affordable, competitive prices. Its pricing strategy has been set up in a manner that ensures retention of high quality customers. BlackBerry is a telecommunication company based in Waterloo since its foundation in 1984 (Kao, R. et al., 2011). This company was founded by Mike Lazard’s and Douglas Fregin, and operates as Research in Motion in the formal circles, although it is better known as BlackBerry (BlackBerry, 2014). The entity was well known for its production of pagers, functioning as a leading producer of high-end communication devices for more than two decades The BlackBerry was the first pager that could execute a dual way mode of communication. Since 1999, BlackBerry thrived on its introduction of durable smartphones to suit the intense Internet demand. The company operates under the brand symbol â€Å"BB† and â€Å"BBRY† under the Toronto stock exchange and NASDAQ respectively (Afuah &

The personal income and wealth levels in the United Kingdom Essay

The personal income and wealth levels in the United Kingdom - Essay Example The issue of personal incomes and wealth have gained centre focus especially in the aftermath of the global economic crisis that highlighted unethical practices in use by top business executives. This report will try to explore these claims in light of statistical data so that these claims can be substantiated with a solid background. Monitoring personal income and wealth levels is necessary around the world in order to classify the income disparity between the top and bottom earners in society. This also helps to define the local poverty indices as it provides the amount of people living below the poverty line. The wealth of a country can also be defined using a detailed measure of personal incomes and wealth because such a measure is better than using the gross domestic product (GDP) per capita which is seen as rough measure only. A number of different methods are usually utilised in order to describe personal income and wealth including: Individual incomes before tax; Income distr ibution as per age classifications; Income distribution as per regions; Income distribution as per job types; Post tax household income; Wealth levels; Sources of income. A number of other measures may also be specified such as the disposable income depending on the statistical availability of such data. However, such measures are generally more supported in the North American domain which is unlike current practice in the European domain. Given that this report will be concerned with personal income and wealth levels in the United Kingdom, so data extraction and statistical classification will be limited to its geographic domains. By presenting the statistical objects of personal income and wealth related above, this report will try to classify the level of poverty and income disparity in the United Kingdom. 3. Data Collection Methodology A number of different sources offer information relating to personal income and wealth levels but most of these sources are unreliable. In the Un ited Kingdom, the real sources to extract such information are the Office for National Statistics (ONS) and Her Majesty’s Revenue and Customs (HRMC). These sources derive information from tax collection levels as well as other estimates and measurements which tend to lend them an air of credibility that is unchallengeable. For the purposes of this report the information that has been collected, analysed and displayed has been derived solely from ONS and HRMC. This information is freely available online on the official portals of both official websites. Furthermore, this information is presented in these domains with appropriate noise removal and smoothing which tends to enhance the quality of data being employed. Information relating to personal income and wealth is extensive making it hard to classify and manipulate so data extraction has been limited to the post 1990 period alone. The global economic crisis lies in the wake of the early twenty first century ensuring that th e information extracted is relevant and appropriate. 4. Data Presentation When the United Kingdom is compared to other nations, it becomes clear that the United Kingdom is a wealthy country. Within the United Kingdom there are no people who live on less than four pounds a day worth of income. The global poverty line was used at $1 per day (Sachs, 2005) which was revised in 2008 by the World Bank which raised its level to $1.25 per day (Ravallion et al., 2009). When these figures are compared to each other it becomes

European Competition Law Essay Example | Topics and Well Written Essays - 1250 words

European Competition Law - Essay Example d in which the conditions of competition are sufficiently homogeneous†. (Europa, 2007) The SSNIP test (Small but Significant and Non-transitory Increase in Price) is an important criterion in relation to abuse of dominance and mergers. The commission formally adopted SSNIP in 1997 EU Commission Notice on Market Definition. Camesasca et al state that the notice refers to theoretical insights gained in industrial economics and mentions a range of econometric techniques helpful in delineating the relevant market.   Therefore, primarily it is important to decide whether the undertaking is dominant or not. The question of dominance hinges on several factors and the interpretation of the facts available under the specific circumstances. It was held in United Brands Company and United Brands Continental BV v Commission of the European Communities, â€Å"The dominant position referred to in Article 86 relates to a position of economic strength enjoyed by an undertaking which enables to prevent effective competition†¦In general a dominant position derives from a combination of several factors, which taken separately, are not necessarily determinative† (Eur-Lex, 1978), and thus it connotes wide meaning and interpretation. Vatiero states that â€Å"In competition law the dominant position is accepted, that is, an undertaking having a dominant position is not itself a recrimination†. The policy underlining the law is with reference to the power to behave independent of its competitors to an appreciable extent. For instance, an undertaking cannot stop supplying a long standing customer under some pretext or other as this conduct is inconsistent with Article 3(F) of the treaty and paragraph B and C of Article 86 with in respect prejudicial or discriminatory treatment. Chamberlin (1962, p.61) states that both patents and trade-marks may be conceived of as monopoly elements of the goods to which they are attached. It is also necessary to consider the shift in policy towards conflicting interests arising out of the rights over patents or trade-marks and competition. Entry barriers constitute as major stumbling block in promoting competition, which may result into monopoly. Papasava (2004) states, â€Å"The Chicago school perceives†¦that a true barrier to entry is a cost to new entrants which was not applicable to the existing market operators when they entered the market† The monopoly with reference to the pricing depends upon the elasticity of the demand for the product as well as the substitutes available. â€Å" †¦ Monopoly may not equate to an economic monopoly if the relevant market is wider than the protected market. However, the fact that access to a market is protected by intellectual property rights may be relevant as a factor

STRATEGIC OPERATIONS MANAGEMENT(EBUs602) ASSIGNMENT Essay

STRATEGIC OPERATIONS MANAGEMENT(EBUs602) ASSIGNMENT - Essay Example By reducing the order delivery time, they will decrease fluctuations as well as costs and inventory levels (Wangphanich, Kara, & Kayis, 2010: p4508). P&G then turned their attention to POS purchases at their main distributors and retailers to track ordering trends and preferences respectively. Using a point-of-sale system will allow P&G to identify trends and improve communication along the chain of supply (Wang et al. 2012, p. 120). P&G also sought to get the main retailers to reduce their order sizes relative to demand. Ordering according to the needs of the consumer, rather than to stock, will aid P&G in attenuating the impact of the bullwhip effect (Wangphanich, Kara, & Kayis, 2010: p4509). P&G then utilised the improved communication and forecasting to maintain consistency in price. This will prevent increased ordering when prices are low, lessening the bullwhip effect (Wang et al. 2012, p. 120). Other approaches that P&G could have taken include: Portfolio planning, in which th ey could diversify the distributor base into a group that is on long-term contract terms to meet the major demand, and others on short-term contract terms to cover any increase in demand (Gupta & Mishra 2012, p. 27). Postponement, in which they would delay delivery of the product to their distributors until they have reliable information on demand (Gupta & Mishra 2012, p. 28). Q #2 The demand–supply gap at Cisco occurred for a number of reasons: When supply is exceeded by demand, the manufacturers such as Xilinx produced more components for the consumers, who may have ordered more products than required to generate profit. After supply caters to normal demand, orders may be cancelled, which results in unwanted inventory (Thompson & Liang-Chieh 2012, p. 120). A gap between demand and forecasting may also have caused the demand–supply gap, especially if Cisco’s planning team forecasted demand through extrapolation of demand at present. Small fluctuations result fr om long lead-time extrapolation, which ends up having a huge impact on the demand–supply gap (Akkermans & Voss 2013, p. 770). Use of batch orders for small and frequent orders may have been made to reduce storage costs or logistics. This could result in increased demand variability compared to supply (Thompson & Liang-Chieh 2012, p. 121). Price fluctuations due to anticipation that there will be a price increase could have led to items being stocked up to capitalise on low prices. This leads to variation between supply and demand (Akkermans & Voss 2013, p. 771). These arrangements could have resulted in a pileup of Cisco’s inventory, as forecasters did not notice artificial inflation within their projections. Since many of the company’s clients ordered similar products from competitors so as to close the deal with the company that delivered on their orders first, Cisco’s demand forecasts were inflated by triple and double orders (Thompson & Liang-Chieh 20 12, p. 121). Their supply chain management system was unable to indicate the increased demand. This was representative of overlapping orders, leading to a vicious cycle of demand that was inflated artificially, increased costs, and poor communication along their chain of supply (Akkermans & Voss 2013, p. 771). For these reasons, it is clear that the biggest problem had to do with poor communication across the chain of supply. To counter this, Cisco integrated an

Canada's cultural diversity purely reflects the overall history of the Essay

Canada's cultural diversity purely reflects the overall history of the country - Essay Example The increase in migration of between Canada and America has led to the transfer of cultural traits between these two countries. Canada’s culture as result of this interchange has developed diverse characteristics that are found in Europe and America, as well. The immigration from the neighboring countries to Canada has led to the development of diverse culture in the country. The diversified population of Canada is represented by several races that have migrated across the borders of Canada. These people vary in their food habits, language, culture and lifestyle. The integration of the indigenous culture with this diverse population has led to the cultural diversity of Canada. Background: reflection of the overall history of the country The cultural background of Canada in the overall history of the country could be termed as heterogeneous with people from different countries migrating to Canada and setting up establishments in the region. Thus the ethnic origin of the populat ion is heterogeneous. The people from different countries have come and settled in Canada. They are from different origins and background and thus the composition of the country’s demographics is diverse in nature. In the early stages of history, the population was mainly dominated by the British and the French. Over the years, due to increase in immigration from the other parts of Europe and America, the composition of the population and the cultural aspects of the Canadian land has undergone rapid changes. The mix of different cultures, religion and language has led to the diversity of the Canadian culture1. Before the First World War and the immense migration from other parts of Europe, the Canadian culture was mainly predominated by the British and the French. In the initial stages of history, Canada accepted immigrants mainly from the parts of Western Europe. Till 1960, the immigrants from United States, United Kingdom and France were preferred by the Canadian government . After 1960, the policy on immigration underwent changes that led to immigration from other nations. These immigrants were selected based on their educational and occupational skills. Thus the immigrants varied in terms of their background, origin and culture and integrated in the Canadian culture and economy. All these led to the diversity of the Canadian culture over the times in the different periods in history. Thesis The thesis statement includes identification of the underlying factors and reasons behind the cultural diversity of Canada and the benefits of the cultural diversity to the country. Analysis of primary & secondary sources: reasons behind cultural diversity in Canada The analysis of the reasons behind the cultural diversity of Canada has been done with the help of primary and secondary sources of information on the cultural diversity of Canada. The sources of information include the books and online articles and statistics on the Canadian culture. The statistical d ata collected for census of the country of Canada has also been used for undertaking the analysis. The major reasons for the diversity

The nicotine's effect on daphnia Lab Report Example | Topics and Well Written Essays - 1500 words

The nicotine's effect on daphnia - Lab Report Example They are significant sources of food to different organism such as fish and frogs among others. Daphnia is common in laboratory experiments and have been used for years especially in drug tests among others. The most common test done using this organism is the Daphnia Heart Rate Test. Daphnia is ideal in Heart Rate Test because they are ectotherms, thus their body changes with changes in the environment. Following the fact that chemical reactions rate’s increases with an increase in temperature, it would of great use in establishing the temperature changes if Daphnias’ metabolism rate would be increased. Introduction This experiment aims at designing a hypothesis about the effect of nicotine on living organisms. The heart of Daphnia is clearly seen with the help of a low power microscope. In reference with research, which states the heart of a Daphnia beats 300 beats per minute, we can have a chance to monitor the change of the heartbeat, with change in different physio logical aspects such as chemical concentration, temperature, or changing the type of chemical or even the reaction when Daphnia are in pure water. It is necessary to note that the change in Daphnia heartbeat rate does note practically represent the human’s case. However, the examination will give us learners a chance to evaluate the effects of nicotine on metabolic processes. This experiment is under the courtesy of British Pharmacology Society (Corotto, Ceballos and Vinson, 177). Hypothesis In this experiment, Daphnia magna, which is a transparent crustacean is used to establish the effect of nicotine on heart rate. There are different results expected from the experiment based on the concentrations of the nicotine. However, because nicotine is a stimulant, thus increase metabolic rates, there are high possibilities that the heart rate will increase with the increase in the concentration of nicotine. Ultimately, the Daphnia may die because of high heart rates, as this is a f atal condition (Fitzgerald 15). Problem: what effect will nicotine have on Daphnia? Ethical issues Students should be very careful because they are expected to handle these animals in a way that illustrates good ethical attitude towards experimental animals. High is regardless of the fact that they are animals with fewer capabilities thus may not suffer as much as higher animals; overall they deserve respect. All animals should be returned to their habitats after the experiment. This will support ethical approaches put in place by different biology organizations. Equipment 1. Tobacco solution 2. 2 depression slides 3. 2 cover slips (22 x 60 mm) 4. Kleenex 5. Water from Daphnia culture of different temperature 6. Piece of cotton wool 7. Microscope – low power resolution 8. Daphnia Magna – culture of water flea 9. Daphnia anatomy chart- for source 10. 3 droppers Preparation of Tobacco solution This solution can be made from cigarettes; approximately 20 of them can make a n ideal solution. After the extract is emptied in a cup of water, place it covered for about 12 hours. Sieve the solution into another container; solutions of differing concentration should then be made where the different shall be determined by the ratio between water and the solution. The study will begin using solution with lower concentration and later use those with higher concentration in references with the guidelines by Washington Association for Biomedical Research. It is significant to note that the level of

The Treatment of Women in the Old Testament Research Paper

The Treatment of Women in the Old Testament - Research Paper Example This essay will demonstrate an argument against this point of view in conjunction with numerous examples in order to back it up. Such examples will include the major Old Testament characters of Eve, Rahab, and Ruth. In the first couple of books of Genesis, we read that Eve was created and thus was the first women to exist. The Lord decided that Adam needed a helper because he could not do everything on his own. So, the Lord put Adam into a deep sleep and took one of his ribs, which He used to form the first woman, Eve. After this, we understand how a woman must be connected to a man: â€Å"For this reason a man will leave his father and mother and be united to his wife, and they will become one flesh† (The Holy Bible, Gen. 2:24). This tells us that women must be treated with respect because they become one with their husbands. In the very next chapter of Genesis, Eve comes across her first challenge—this sets the tone for women throughout the rest of the Old Testament. In Genesis 3:6 (The Holy Bible), after being tempted by the serpent, Eve decided to taste the fruit. Once she had tasted it and found that it was good, she gave some to Adam so he could also eat some. This was the beginning of mankind, but more specifically women in general. Once God had found out what Adam and Eve had done, he cursed them for their disobedience. He said to Eve: â€Å"I will greatly increase your pains in childbearing; with pain you will give birth to children. Your desire will be for your husband, and he will rule over you† (The Holy Bible, Gen. 3:16). Even though Adam was also punished, his penalty was not as severe as Eve’s. This begins a theme that is seen all the way through the Old Testament—women are inferior to men because they were the first ones to sin. However, there are examples of women who went against the stereotypes of those times. Further along in the Old Testament, we can see in the book of Joshua how Rahab is treated. This wom an is a very interesting case because she lived in Jericho; she was not from the Israelites. Additionally, she was also described being a prostitute. These types of people were the lowest of the low back in those societies. At that time, the Israelites had sent spies to the city of Jericho in order to capture the city. They just happened to stay at an inn where Rahab was also the inn-keeper (Word 7). Instead of turning them over to the authorities, Rahab took them up to the roof and hid them under stalks of flax that were placed on the roof (The Holy Bible, Josh. 2:6). When asked why she risked her life for her enemy, Rahab said that she believed in the God Jehovah because of the miracles that occurred down in Egypt. For her help, Rahab asked that her and her family would be spared once the Israelites took the city. The spies replied, â€Å"If you don’t tell what we are doing, we will treat you kindly and faithfully when the LORD gives us the land† (The Holy Bible, Jos h. 2:14). An agreement was then made to work out how the plan would come to fruition. When the Israelites did take the city of Jericho, Rahab and her family were spared because of Rahab’s obedience. After the Israelites had gained control of Jericho, Rahab and her family were allowed to remain along with the Jews. This story shows us how even though a woman may be considered dirty and unclean, if she displays obedience, then she can be used for good. This example of Rahab is a little

American history Essay Example for Free

American history Essay In American history, there have been numerous instances in which a greater degree of damage and death which visited out shores. In the three day battle of Gettysburg, more than 51,000 soldiers fell. (Burns, 1989) The invasion of France on June 6, 1944 took more than 6,000 lives. Pearly Harbor claimed more than 2300 lives and introduced Americans to a war that would take more than 400,000 lives. However, the events which transpired on September 11, 2001 will always serve as one of the defining moments for those who lived through it. As with the assassin ion of John F. Kennedy was to our parents’ generation, September 11, 2001 will be for our generation. The news is filled with a multitude of calamities. The Asian tsunami in December of 2004 which claimed 200,000 lives or any number of events which take a toll on the human population, due to the fact that the evening news is saturated with events which should horror us but which really don’t as we have become apathetic against its stimulus, there are sometimes, national tragedies which affect the average American in ways that are hard to explain and fathom for those who are on the outside and looking in. This was the case for Natasha Jackson; a 27 year old African American female who lost two family members on September 11. For her, the day is more than just a time to rally behind the troops and to take time out of one’s day to remember those who died. For Natasha Jackson, 9/11 does not stop but continues 365 days a year. Natasha Jackson grew up in the suburbs of Chicago. Her father was a police chief in DuPage County Illinois. Natasha was in college while the events of September 11 were transpiring. At the end of her 8am class, which ended at 9:15, and upon walking to her next class, she was overheard some talk about a major news event. She did not realize exactly what had happened until the professor in her next class, told her and the rest of the class what had happened. All of the details would not be known until months and years later. However, by the time the second plane hit the tower, it had become obvious that this was no accident. We had hoped that all of the more than 50,000 people, who, on a daily basis, worked in the Twin Towers, would have been able to vacate the building while it was still standing. This was not the case for nearly 3,000 people who perished when the towers fell. (Burns, 2003) Since I had not known anybody in New York or who were on those planes that were hijacked, I was glad that as for me, the event did not take any of my loved ones. However, I knew that was not the case for thousands of families across the country. America was now at war to defeat terrorism and this would take an additional four thousands American lives to date with more casualties being reported daily. I did not know that the events of September 11 would affect somebody so close to me as I would eventually find out to be the case. Towards the end of September, 2001, as clean up crews were still busy picking up the twisted metal from the site of Ground Zero and plans for a strike against Iraq were being discussed, I learned that two of Natasha’s relatives, were not only affected by 9/11, but were actually killed when the first tower fell. It was something that was hard to realize had hit so close to home even when it was not my relatives that had been affected. More than six years later, Natasha sat down to talk to me about the events of that day and what she felt then as well as now. Natasha commented: â€Å"That day is one that I will never forget for as long as I live. † I was horrified by what I saw on television. However, my reaction was one filled with a bit more panic than my classmates who were watching the same thing as I was. I knew that my aunt, Marilyn Jackson worked in Tower One at Canter Fitzgerald. I would later find out that nearly 800 employees of that firm would die on September 11. (Burns, 2003) † When asked exactly what her initial reaction was, Natasha still finds it difficult to accurately explain what she was feeling. â€Å"I though that I was seeing a movie and that the events in New York was an examples of special effects or something. I really didn’t know what to think. I sat transfixed at what I was seeing and I didn’t get around to calling my father until a couple hours after the towers fell. I just didn’t know how to react. † In the immediate hours after the first tower fell, I actually ran into Natasha. We were not our jovial self for obvious reasons but I assumed that it was due to the events in New York, Pennsylvania and at the Pentagon earlier that day. I did not think to ask Natasha if she had known anybody who was killed that day. I knew that she had always had a love affair with New York and hoped to complete her Master’s Degree at New York University one day. I did not know that she had two relatives who lived there in the city. Natasha then explained what her immediate actions were in the hours following the destruction of the first tower and then the second. â€Å"I called my father to ask him the whereabouts of my aunt. He said that he didn’t know and that he would not know for some time. Not only was the event very chaotic, but the fact that he was a police chief in a Chicago suburb, his force went on high alert as there was rumors that The Sears Tower might be targeted. People didn’t know what to think. Everything was a mess. I was a mess as well. I pride myself on being a rational and independent person. I never get anxious but am rather calm and have a strong demeanor. That day, I was not able to contain my composure which only compounded my feelings of anxiety as I did not know how to gather my thoughts. † Natasha then comments on the time when she heard that her aunt was missing and then, a few days later, believed to be dead. â€Å"The next few days, nobody knew where my aunt or many of the other were. I waited by my phone and could not go to class. I tried to separate myself from the various news accounts as there was no shortage of coverage on television. I tried to go for a walk or to go and work out. My attempts did not come to fruition and it only served as a momentary respite from the inner pain and confusion that I was feeling. Eight days later, I received a call from my father who told me that my aunt was probably dead and the possibility of there being any survivors of the attack from those who were in the towers at the time it fell, was very unlikely. The country would later learn that there would not be a single survivor from the fall of the Twin Towers. It seemed unlikely, even before being told that was the case, that anybody could survive that. I still held out hope until I received that call. † The terror that Natasha would feel, would not be confined to only the loss of her aunt, who alone, would be more than anybody could really fathom. What served as a source of added stress, not only was Natasha’s aunt murdered on 9/11, but so too was her uncle. The aunt was from her father’s side and her uncle came from her mother’s side. Gerald Smith was a firefighter and one of the 343 New York City firefighters who died trying to save others in the Twin Towers. (Burns, 2003) â€Å"It is really hard to fathom such a combination punch that misguided and evil people gave to our family. I had been close to my uncle as a child but when he moved to New York, we lost touch. However, as it is the case with most people, those who touch their lives as a child, even though communications might have dropped off, they still reside in an important part of that person’s heart. I had not known that my uncle was still a New York firefighter. However, when my mother called me, not more than two days after being told that my aunt had died, I was told that my uncle died as well. There are no words that could describe what I felt that week. I could not go to class, I barely ate and did not take any visitors at all for the rest of the year. If somebody told me that they I had their condolences and that they understood how I felt, I was so angry inside, that I had to restrain myself from simply punching them in the face. And I am not a violent person by any means. I have strong opinions but usually respect others and would much rather avoid an insulting argument than to engage in one. I just became a very angry and bitter person. † In perspective, I asked Natasha how she now viewed 9/11 and all of the ramifications that it has now had for the country. â€Å"I have considered myself a Democrat for most of my life. However, even though the war in Iraq has been mishandled on a dozen different fronts, I become so angry when I hear politicians from both political parties proclaim that we should simply leave Iraq and that terrorism is really not worth fighting. It seems to me that since America is a very disposable society, people have forgotten what happened on 9/11. I will never forget seeing people jumping 1000 feet to their deaths while the towers burned. When I hear reports of Glasgow, London, Bali and Madrid being victims of more terrorist attacks from a small portion of the Muslim community who have been steered the wrong way, I become very frustrated. Does one have to lose two members of their family in a terrorist attack to remember that America is a very dangerous place and that there are millions of people who would love to attack this country. I still am a Democrat and believe in the principles of the party. I just feel so frustrated, as does most Americans, about the level of unity and as a result, progress that is being achieved in this area. † Natasha spent most of the Fall of 2001, dealing with the deaths of her family members. â€Å" Since there were no remains that were found of both my aunt and uncle, I really didn’t know what to do. I still go to their grave sites but I know that their body is not there. In time, the body would slowly disappear but I wanted to have the same experience that anybody would want who receive some comfort in visiting the gravesite of their loved ones. At least, I wanted to experience that but have been unable to. However, I feel additionally cheated by the fact that the only place where I can visit my aunt and uncle is in my mind. † When asked, Natasha speaks about her life since 9/11. â€Å"I eventually graduated college and even though my plans to receive my Master’s Degree at New York University did not pan out, I still feel close to that city and always will. I went to Boston to work for the Democratic National Convention in the months leading up to the 2004 election. With a degree in political science, I always have been politically aware of my surroundings. I knew that I needed to expand my sphere of influence beyond college and felt that my effort in the DNC, although not successful, still did prove some good. I honored my aunt and uncle in that respect. † It was a trying but successful time for me as I actually got to meet President Clinton while dining at a restaurant in Boston. I walked up to both him and his wife Hillary and introduced myself beyond the Secret Service and Mr. Clinton actually said that he had heard that we were doing good work. Perhaps that was just lip service but it was a great honor for me nevertheless. †

Septic Shock: Acute Generalised Exanthematous Pustulosis

Septic Shock: Acute Generalised Exanthematous Pustulosis An illusion of Septic Shock: Acute Generalised Exanthematous Pustulosis with Multi organ Dysfunction Acute Generalised Exanthematous Pustulosis (AGEP) is a rare cutaneous eruption, most often caused by commonly used antibiotics. It is characterized by an acute onset of non-follicular sterile pustular rash and erythema within hours or days of drug exposure and usually resolves spontaneously within 1-2 weeks once the drug is discontinued. Hemodynamic involvement in the form of shock is rare. Here, we present a severe case of AGEP, manifesting with systemic involvement and hemodynamic instability resulting into shock with multi-organ dysfunction. The associated drugs were Erythromycin and Fluconazole with a possible combined effect of these two drugs that resulted in systemic involvement. Our patient improved markedly, both his hemodynamically and dermatologically, after discontinuation of the drugs and with systemic steroid therapy. BACKGROUND Why you think this case is important why did you write it up? Acute Generalised Exanthematous Pustulosis (AGEP) is a rare condition which presents with rapid onset of several non-follicular sterile pustules occurring diffusely on an edematous and erythematous background (1) (2). Systemic manifestations are typically restricted to fever and leukocytosis. Reversible mild hepatic and kidney injury have been reported in some cases (1) (3). AGEP is caused by drugs in 90% of the cases (3) and spontaneously resolves rapidly after the offending agent has been discontinued. Topical steroids are used for symptom relief and systemic steroids have been used in atypical severe presentations with systemic involvement (4) (5). Here we describe a unique case of Erythromycin and Fluconazole induced severe form of AGEP presenting with shock requiring vasopressors and multi-organ dysfunction requiring CVVHD. Despite prompt discontinuation of the offending agent, patients condition continued to deteriorate until systemic steroids were initiated. CASE PRESENTATION Presenting features, medical/social/family history A 61-year-old man with morbid obesity, COPD, hypertension, and Type 2 diabetes mellitus was admitted to the hospital for acute onset rapidly progressive diffusely erythematous rash within the deep folds of his pannus and scrotum, which was refractory to over-the-counter topical therapy. There was concern for erythrasma so he was started on erythromycin and fluconazole. Within three days, the patients rash spread diffusely across his trunk and extremities to form erythematous morbilliform papules which coalesced to form plaques. Within 12 hours of noticeably worsening rash, the patient acutely decompensated, became short of breath and developed metabolic and respiratory acidosis, requiring transfer to the Intensive Care Unit. He was initially started on BiPAP, however due to increasing somnolence he was intubated. He was noted to be hypotensive with blood pressure of 66/42 mmHg, not responsive to intravenous fluid resuscitation. Patient was started on vasopressor support with norepine phrine. On laboratory analysis, he was found to have leukocytosis (WBC 31.10 10^3/uL), a mixed metabolic and respiratory acidosis, lactic acidosis, as well as hepatic injury with AST of 4902 units/ml and an ALT of 3073 units/ml. He subsequently developed acute renal failure with a creatinine of 3.06 mg/dL, hyperkalemia of 6.3 mmol/L and phosphorus of 7.0 mg/dL and was started on CVVHD. INVESTIGATIONS If relevant More detailed The patient was thoroughly evaluated for an infectious source with radiographic studies and blood and urine cultures, however all work up was negative. Skin biopsy was performed which showed diffuse spongiosis, as well as numerous subcorneal pustules filled with a mixed inflammatory infiltrate, predominately consisting of neutrophils, with some associated lymphocytes consistent with AGEP. DIFFERENTIAL DIAGNOSIS If relevant Other differentials included septic shock, pustular psoriasis, Toxic epidermal necrolysis, Stevens- Johnson syndrome TREATMENT If relevant Erythromycin and Fluconazole were immediately discontinued upon acute decompensation. Due to concern for septic shock initially, he was started on broad spectrum antibiotics, with Vancomycin, Meropenem and Micafungin. However, when the infectious work up was negative, antibiotics were discontinued. With suspicion of AGEP, he was treated with methylprednisolone 80 mg every 8 hours for three days and eventual slow taper on oral steroids. OUTCOME AND FOLLOW-UP The patient had marked improvement in both hemodynamics and rash once started on steroids. He no longer required vasopressor agents and was extubated on Day 3 of methylprednisolone. He required four days of CVVHD and had complete recovery of both kidney and liver function. He was maintained on oral prednisone with slow taper for 2 weeks. DISCUSSION Include a very brief review of similar published cases Acute Generalised Exanthematous Pustulosis (AGEP) is a relatively rare cutaneous condition provoked by drugs- mainly by anti-infective agents, less commonly by infections (3)(4) and sometimes the cause remains unclear. It is believed to be a T-cell mediated neutrophilic inflammation and the histological hallmark is a spongiform subcorneal/intraepidermal pustule. The rash typically starts in the intertriginous area, as seen in our patient, or the face and rapidly spreads to involve the rest of the body. Systemic manifestations are typically just limited to include fever and neutrophilic leucocytosis and organ involvement is rare. In a few patients, mild hepatic and kidney dysfunction has been reported (1)(6)(3). Our case of AGEP was an atypical presentation with severe systemic involvement leading to hemodynamic instability and multi-organ dysfunction, thereby giving an illusion of septic shock. To the best of our knowledge,ÂÂ   there have been only a few reported cases of AGEP w ith such severe presentation and none of these cases were associated with the use of Erythromycin and Fluconazole (7)(8)(9).ÂÂ   In most of the severe presentations, Vancomycin was the culprit medication (7)(8)(9). It is possible that the combined effect of Erythromycin and Fluconazole which are both hepatically metabolized and alter each others metabolism leading to increased drug levels resulted in the drug reaction being severe with systemic involvement as an affect. Other differentials to consider would be pustular psoriasis, Stevens-Johnson syndrome and Toxic epidermal necrolysis. The patient had no history of psoriasis and the concern for SJS and TEN was low based on the history, lack of mucosal involvement and the timing of the drug eruption within a few days of the antibiotics was more in favour of AGEP which was later confirmed by the biopsy results. Treatment of AGEP involves prompt removal of the offending agent which typically leads to improvement in symptoms within a few days. Topical steroids can be used for symptom relief. Systemic steroids are not indicated , but have been used in rare cases with severe presentations such as in our case, but currently there is not enough data to support the use of systemic steroids to reduce the duration of the symptoms and early recovery (11)(5)(4)(10). LEARNING POINTS/TAKE HOME MESSAGES 3 to 5 bullet points this is a required field AGEP is a rare cutaneous drug eruption which can be severe and mimic septic shock. It should be suspected in patients being managed as septic shock with negative infectious work up and the patients condition continues to deteriorate while on anti-infective agents. Several medications have been known to cause AGEP, but it is unclear as to which factors contribute to its severity. Discontinuation of the culprit agent might not always result in clinical improvement , especially in severe cases and there might be a role for systemic steroids to promote early clinical recovery.

The History Of Absenteeism Management Essay

The History Of Absenteeism Management Essay When employees intentionally make absence from work it is known as absenteeism. In todays working organisations everybody misses a day of work now and then. But when an employee misses too many days of work it can be a big problem for the organisation and this can cause serious problems when all other employees have to cover for the missing worker or in worse cases the work simply doesnt get done, which can cause low productivity or non availability of requested services, leading to bad impression on companys position and name. People often tend to have different perspectives or attach different meanings when viewing the topic of employee absenteeism. Absenteeism occurs when the employees of a company do not turn up to work due to any scheduled time off, any illness, any injury, or any other reason. If we look back the history, there is only a small written history of absenteeism in business literature, apparently because until the 20th century businesses had a clear rule, No work: no pay. Then labour unions forced the companies into agreements to allow employees to take time off from work for illness or vacations and the practice of offering paid sick days become widespread. These practices still vary among companies and union contracts and normally there is an average of four to ten sick days per year is standard. Companies have realized that human absence management policies are cost effective; even many companies were unwilling to off paid leave to their employees. In fact, there is an estimate in the current studies regarding absenteeism that those company who have effective employee absence strategies can reduce their overall payroll costs by atleast 10 percent. ABSENTEEISM COSTING THE BUSINESSES Most recent studies on absenteeism have claimed that missing employees cost companies millions of pounds in lost revenue each year. We know that absenteeism can be quite costly. It has been estimated that in the United States alone, absence causes a loss of 400 million workdays per years. Based on this estimates, several researchers have attached a dollar value to this of between $26 and $46 billion per year (Steers and Rhodes, 1978; Goodman and Atkin, 1984a). In Canada, this figure probably approaches $8 to $10 billion. The Confederation of British Industry (CBI, 1999) has carried out a survey and used its membership base to survey both private and public sector employers. This survey showed that the average number of working days lost per employee in the UK in 1998 was 8.5 days, which represented 3.7% of all working time available. Another important correlation showed that absence was positively associated with the size of the organisation, that is absence rates were higher in large organisations than in small organisations. In calculating time lost as a percentage of actual working time available, the survey was based on a 228 days working year. This figure is derived from taking out of 365 days, 104 days for weekends or rest-days, 8 public holidays and 25 days annual leave. For many organisations the figures of 228 would be reasonably proximate, but for others, a revised base would need to be used, for example within the education service. Table 1.1 Absence rates for manual and non-manual employees 1998 (1997 figures in brackets) Average Best performing quartile Employees Days lost % of working Days lost % of working time time Manual 9.4 (10.8) 4.1 (4.7) 5.5 2.4 Non-manual 7.6 (6.8) 3.3 (3.3) 3 1.4 All 8.5 (8.4) 3.7 (3.0) 4.1 1.8 Source: CBI, Focus on Absence, 1999. The other most recent survey on the common causes of absenteeism by BBC has revealed that within the UK 93% of workers cite cods and flu as their common reason for being away from their work. Recently BBC has reported that absenteeism is costing  £10.2bn a year and that is mainly through employees minor illness, stress and family responsibilities. A survey of more than 530 firms for the Confederation of British Industry estimated that 200m days were lost through sickness absence last year, an average of 8.5 days per worker. According to an annual survey report of CIPD in 2009, it is stated that the annual cost of absence, is highest in the following sectors of different organisations within UK: Average  £ per employee/year Public Sector  £784 Manufacturing and production employers  £754 Non-profit organisations  £698 Private services organisations  £666 However, the conclusions showed that there are only 41% of employers who are monitoring the cost of employee absence, a figure which has remained persistently low over the past few years.   Another company Hewitt Associates  which is based in  Lincolnshire,  Illinois  is a global  human resources  (HR)  outsourcing   and  consulting  firm which delivers a wide range of integrated services to help companies manage their total HR and employee costs and improve their workforces has confirmed that absenteeism is costing the organisations in UK more than  £1000 per employee almost every year. INTERNATIONAL COMPARISONS International comparison of absence rates is equally useful and informative. The title sick man of Europe was once given to Britain because of apparently poor industrial relations record. This title can be given to any other country now as absence rates in the UK are among the lowest of any EU member country. Table 1 illustrates this point: Country Short-term Absenteeism rate Long-term Absenteeism rate Denmark UK Austria Sweden Ireland Norway Netherlands France Germany Belgium Italy Portugal 3.5 3.6 4.1 4.4 4.5 5.0 5.5 5.6 5.6 5.8 6.9 8.0 9.1 5.5 12.7 3.0 10.4 13.3 11.1 6.5 6.6 5.5 11.2 Source: Adapted from CBI, Focus on Absence, 1989 THE MOST COMMON CAUSES OF ABSENCE There are two different classes of employees, manual and non-manual and the most common main causes of sickness absence for both of these classes have been identified as: Manual Non-Manual Minor illness (cold, flu, stomach upsets headaches) Minor illness (cold, flu, stomach upsets headaches) Back pain Stress Musculo-skeletal injuries Musculo-skeletal injuries Home/family responsibilities Back pain Stress Home/family responsibilities Recurring medical conditions Recurring medical conditions Injuries/accidents not related to work Other absences not related to ill-health The latest studies and surveys have revealed that an increase in stress related absence is continuing in number of employers these days. For both manual and non-manual workers, employers perceived that minor illness is the major cause of absence from the workplace. THEORIES RELEVANT TO ABSENTEEISM Over the past many years, there have been many studies and surveys conducted to discover what motivate people. The most recognised theories are Taylor (1856-1917), Mayo (1880-1949), Maslow (1908-1970), McGregor (1906-1964) and Herzberg (1923-2000). Because motivation is very much important not only at work but almost in all part of life too, there are so many new theories which are constantly being developed. MOTIVATION THEORY The word motivation is used to describe certain sorts of behaviour. The purpose of motivation theories is to predict behaviours. Motivation is not the behaviour itself, and it is not performance. Motivation concerns action and the internal and external forces which influence a persons choice of action (Mitchell 1987). Motivation encourages people happily to put more effort into doing something. Well-motivated employees will always feel fulfilled and happy in their respective workplace. Furthermore, the employees are to be expected to be more productive and generate work of a higher quality with lower rate of absenteeism. EXAMPLE A recent case study shows that Siemens, a well known company worldwide, believes that well motivated employees can add extra power into work in order to accomplish the necessary outcomes because they believe that their work is extraordinary. The motivated workforce is more confident to take pride in what they do and off course there is low rate of absenteeism because employees are happier to go to work. HERZBERGS TWO FACTOR THEORY Herzberg used the critical incidental method and his original study was chosen because of the growing importance in the business world and his study was consisted of interviews with 203 accountants and engineers  from different industries in the Pittsburgh area of America. The responses to these interviews were generally consistent and revealed that there were two different sets of factors affecting motivation and work. This led to the Two Factor Theory of motivation and job satisfaction. On the basis of his survey, Herzberg reported that employees tended to describe satisfying experiences in terms of factors that were intrinsic to the content of the job itself. These factors were called motivators and included such variables as: Achievement Recognition The work itself Responsibility Advancement and growth According to Herzberg theory these motivators who also can be known as satisfiers were associated with  long-term  positive effects in job performance while the hygiene factors (dissatisfiers) consistently produced only  short-term changes in job attitudes and performance, which quickly fell back to its previous level. In summary,  satisfiers describe a persons relationship with that she or he  does, many related to the tasks being performed.  On the other hand dissatisfiers have to do with a persons  relationship to the context or environment  in which she or he performs the job.  Ã‚  The satisfiers or motivators relate to what a person does while the dissatisfiers relate to the situation in which the person does what he or she does. So in summary according to Herzberg if the basic needs of an employee are being met at an organisation, the employee will always be willing to come to work and will be happy doing his job. Herzberg argued that extra compensation only work in the short term and other hygiene factors only avoid dissatisfaction and that satisfaction comes from intrinsic motivators. EXAMPLE Royal Bank of Scotland has implemented Herzberg Two Factor Theory and its working successfully at the bank. RBS has put the following few factors from Herzberg theory: The good work by employees  gets recognition The employees at RBS have a combined logic of success when the whole business does well They get extra responsibility and progress through regular performance reviews RBS rewards their employee when they do well in their work RBS also introduced flexible working for its all employees and these are adapted to suit the local needs of each RBS centre. Through its right to work flexibly theory RBS is continuously motivating its employee as if they are unable to come to the work on time due to an appointment, they always can come late and can cover their work through job sharing, home working or variable working hours. ATTRIBUTION THEORY Attribution theory suggests that we observe a persons behaviour and then try to establish whether internal or external forces caused it. If it is judged to be internal, it is seen as being under the persons control; if it is judged to be external, it is seen as a result of the situation. Attribution is said to be subjected to a number of considerations, because we judge actions in a context. For example, we judge how distinctive behaviour is and whether behaviour is unusual for a particular person. Attribution theory is very much relevant to absenteeism as for example the employee is absent from work and the circumstances are that his or her attendance record is exemplary, then the behaviour could be considered unusual and an external cause (that is, that the behaviour is outside the control of the individual) will be attributed. If the absenteeism fits in with the general pattern of behaviour, then an internal attribution will be attached (that is, it will be seen as being under the persons control). EQUITY THEORY The Adams Equity Theory is a simple theory which differentiates an employees inputs and the outputs. According to the theory, the judgment to this fair sense of balance serves to make sure that a strong and useful connection is achieved with the worker, with the overall result being satisfied and motivated workers. This theory states that optimistic outcomes and high levels of enthusiasm are likely only when employees recognize their behaviour to be fair. The thought behind Adams Equity Theory is to hit a strong balance here, with outputs on one side of the level and inputs on the other both weighing in a way that seems reasonably equal. If the balance is in favour of the employer then few employees may work to bring balance between inputs and outputs on their own, by asking for more reward or recognition. Others will be demotivated, and still others will look for substitute employment.   DOUGLAS MCGREGOR THEORY X THEORY Y According to Douglas McGregor there are two different views of human beings. He described under his Theory X, that workers come to work to do the work and raise no questions and receive their pay. While in his Theory Y he believed that workers are dedicated and want responsibility. McGregor strongly recommend that employers should treat all the workers as Theory Y because they will be more efficient. EXAMPLE Nuclear Decommissioning Authority (NDA) in UK has implemented McGregors Theory Y, as NDA wants its employees to be self-directed in their work and are always ready to accept high levels of responsibilities. NDA claims that with the help of this theory their employees absenteeism level is very low as everyone loves their work and they are more responsible to be at work on regular basis. ABSENTEEISM MEASUREMENT To measure worker absenteeism the most obvious way is to record how many days have employees not come in to work. The companies should have some sort of clock-in or accountability set-up making this step relatively simple. Once the numbers are available, surely it would be interesting to know how many of those workers were genuinely ill. Measuring absenteeism can serve as many as four purposes for organisations, which includes the following: Administering payroll and benefits programs Planning human resource requirements for production scheduling identifying absenteeism problems measuring and controlling personnel costs (Gandz and Mikalachki, 1979) Actual assessment and analyzing is a key aspect of managing absence effectively. Organisations must assess if they have complications with absenteeism, its extent and find out the best way to handle it. In the latest Chartered Institute of Personnel and Development (CIPD) absence survey, there were only a less than half of employers who monitor the cost of absence of their employee,  and there were just under  half of organisations who have set a target for reducing absenteeism and the only 38% of organisations benchmark themselves against other employers.   To analyse particular arrangement of absenteeism and underlying the basis, employers should acquire and use data, for example, the management approach of an appropriate manager or an increase in workloads. This can also provide the evidence of how absenteeism impacts on the bottom line and why it value investing in an effective absenteeism management programme. MEASURE TIME LOST To evaluate absenteeism there are a number of different measures that can be used, each of which can gives information about the different aspects of absenteeism. Some of the factors are described as under: LOST TIME RATE Lost time rate measure  articulate the percentage of the total time available which has been lost due to absence: Total absence (hours or days) in the period  x 100   Possible total (hours or days) in the period   For instance, if the total absence of the employees in the period is 155 person-hours and the total time available is 1,950 person-hours, the lost time rate will be:   155 x 100 = 7.95%   1,950   This can also be calculated separately for the individual departments of different groups of employees to uncover particular absence problems within an organisation. FREQUENCY RATE The frequency rate method shows an average number of absences per employee, which is expressed as a percentage. This does not give any indication of the length or duration of each absence period, nor any indication of employees who take more than one spell of absence and it is calculated as under:   No of spells of absence in the period  x 100   No of employees   For example, if an organisation employed on average 110 workers in one month, and during this time there were a total of 24 spells of absence, the frequency rate will be:   24  x 100 = 21.82%   110   To find out the individual frequency rate, we have to count the number of workers who take at least one interval of absence in the period, rather than to total number of intervals of absence. BRADFORD FACTOR This method expresses the persistent short-term absence for individuals, by measuring the number of spells of absence, and is therefore a useful measure of the disruption caused by this type of absence. It is calculated using the formula:   S x S x D S = number of spells of absence in 52 weeks taken by an individual   D = number of days of absence in 52 weeks taken by that individual   For example:   10 one-day absences: 10 x 10 x 10 = 1,000   1 ten-day absence: 1 x 1 x 10 = 10   5 two-day absences: 5 x 5 x 10 = 250   2 five-day absences: 2 x 2 x 10 = 40   The trigger points will differ between organisations. The underlying causes will need to be identified for all unauthorised absence. ABSENTEEISM CONTROL POLICIES The companies should have clear policies in place which support their business objectives and culture and this is the first step to managing absenteeism efficiently. Under the current legislation employers are required to provide their staff with knowledge on any terms and conditions relating to inadequacy for work due to the sickness or injury, including any arrangement for sick pay. Effective absenteeism policies must spell out clearly employees rights and responsibilities when taking time off from work due to sickness or any other reason. These policies should include: A clear idea of what absence is, how it can be defined and how it might be measured. An indication of the scope and scale of absence in the UK and elsewhere by sector, region and industry type An account of the likely causes of absence and how they relate to individuals, jobs, organisations and wider factors. Consideration of the legal environment within which absence must be managed. Examination of the equal opportunities implications of absence management, which particular regard to the Employment Relations Act 1999. Discussion of the ways in which work might be made more flexible to suit the needs of both the employer and the employee. Consideration of how a strategy for managing absence might be developed. Examination of the range of tactics that an employer might employ for the management of absence. HOW TO MANAGE ABSENTEEISM Before we discuss how to manage absenteeism we look the types of absenteeism. There are many other reasons why people take time off from work. These can be categorised as under: Non permitted absence or continuous lateness Long-term sickness absence Short-term sickness absence (uncertificated, self-certificated, or covered by a doctors fit note which replaced the sick note from April 2010) Other authorised absences:  for example,  annual leave; maternity, paternity, adoption, or parental leave; time off for public or trade union duties, or to care for dependents; compassionate leave; educational leave. Other than these above categories of absenteeism there are two main types of absenteeism, know as short term absenteeism and long term absenteeism. We discuss in detail how to manage these two main types of absenteeism: MANAGING SHORT-TERM ABSENCE Temporary absence is also known as absence interventions. The most effective interventions in managing short term absence include the followings: A proactive absence management policy Return-to-work interviews Disciplinary procedures for unacceptable absence levels Involving trained line managers in absence management Providing sickness absence information to line managers Restricting sick pay Involving occupational health professionals The most common method which is currently being adopted by many organisations is return-to-work interviews which can help identify short-term absence problems at an early stage. These return-to-work interviews provide an opportunity to managers to start a dialogue with staff over underlying issues, which might be causing the absence.   Tim Holden, the Managing Director of  FLUID, draws on more than 10 years experience as an award-winning recruiter and trainer. FLUID works with organisations to enhance their attractiveness to both current and future employees. Holden suggests that: The use of disciplinary procedures for unacceptable absence may be used to make it clear to employees that unjustified absence will not be tolerated and that absence policies will be enforced.   According to CIPDs recent survey it has been revealed that, only 12% of organisations use attendance incentives or bonuses as a tool of absence management according to our latest absence survey. MANAGING LONG-TERM ABSENCE The current studies and researches on long term absence have shown that absence of  eight days or more justify about one third  of total time lost through absence and absence of four weeks or more accounts for more than 15%. Consequently it is very vital that organisations have an approved strategy in place to help their employees to get back to work after a continuous period of sickness or injury-related absence. The knowledge of potential disability discrimination claims is also critical these days.   LINE MANAGERS ROLE To control and reduce the causes of absenteeism, line managers have a substantial role to play, either directly or indirectly. How managers behave is very important because it has a significant effect on employee health and comfort. Many recent researches show that line managers are the type of employees most likely to be reported as bullies within organisations. Management style within an organisation is also one of the top causes of stress at work.  Ã‚  The role and responsibilities of the line manager in the management of absence should be clearly defined. However, these days the role of line managers is paramount. It is the line managers responsibility to manager his or her department or unit. Therefore it is his/her responsibility to see that these resources are used as effectively as possible. This means that levels of attendance should be good and absence kept to a minimum. The line managers should follow the companys approach to management style, organisation and allocation of work, as this will be a vital part of any strategy to control absence. In addition it is his/her responsibility to follow the company absence polices and procedures to staff. In any organisations the managers need good communications skills to encourage employees so that they can feel free to discuss any problems they may have at an early stage so that they can be given support or advice by the managers before matters escalate. According to all the recent studies and surveys it is stated that despite of all the importance of line manager/supervisor involvement, there are only 50% organisations are training their line managers to get the skills needed to do this effectively. The organisations should train their line managers to get the following skills to handle the absenteeism properly and they should have a good knowledge of: Their companys absence policies and procedures What is their role in the absence management programme How to act upon any advice given by the doctor to the employee. All the related legal and disciplinary aspects of absence including potential disability discrimination issues   How to maintain absence record-keeping and understanding facts and figures on absence The role of occupational health services The proactive measures to support staff health and wellbeing Operation (where applicable) of trigger points Development of return-to-work interview skills Development of counselling skills. In addition, the line manager will be one of the main influences on an individuals view of the company attitude to absence. It is therefore important that the actions and words of line manager support the companys position. It a difference attitude is being taken on the management of absence, whether more strictly or leniently, it will cause problems for the individual manager and for the organisation. Line managers must be able to rely on the support of senior management for decision they take in line with the companys policy, their responsibilities are as under: To effectively organize and allocate work; To use an appropriate management style; To ensure that all staff are adequately trained for their role; To communicate the absence policy and procedures to all subordinates; To apply policy and procedures in a consistent and fair manner; To deal with requests for prior approved absence; To keep accurate and up-to-date records of absences; To investigate reasons for unexplained absences; To carry out return to work interviews; To instigate disciplinary procedures, when required; To provide adequate feedback to senior management; To ensure adequate personal development and training to be able to meet these responsibilities effectively. To support staff health and wellbeing by taking proactive measures for occupational health involvement To be a part of the absence management programme By restricting sick pay To changes work patterns or environment To induct rehabilitation programme There are also four typical components in the recovery of absence and return-to-work process, which are discussed as under: An up-to-date contact with sick employees   The line manager should ensure that a regular contact is maintained using both sensitive and non-intrusive approaches with the employee. This approach must be agreed with the member of staff and management and, also where appropriate, with the union or employee representative. Workplace controls or adjustments   There can be some obstacles which may cause delay, interruption or difficulties to an employees return to work. A risk appraisal can analyse measures or adjustments to assist workers return and stay in work. For example: Allowing a steady or step-by-step return-to-work, for example,  promoting an employee from part-time job to full-time job over a period of weeks To change work arrangement or management style to reduce work pressure and to give the worker more control Modifying the employees working hours, for example allowing flexible working hours to accommodate his/her family demands Co-coordinating the employees mobility. The use of professional advice and treatment   These days there are many occupational health professionals in every country, they can be consulted because they can play a major role to evaluate the reason for absenteeism, and also can carry out employees health assessments, and can assist the managers in preparation for a return to work. Return-to-work planning The management should have a return to work plan agreed by the employee and the line manager, and any other staff which is likely to be affected and this plan needs to include: The goals of the plan, alternative working hours, or a alternative job role The time period of the plan Information about the new working arrangements The reviews that will need to be made to make sure the plan is put into practice The dates when the plan will be reviewed This can be helpful if the management appoint someone who can coordinate the return-to-work process. This also can include the colleagues of the absent worker who can inform him/her of the progress, so that everyone appreciate the situation, as well as easing the alterations back to work and maintaining working relationships. TACTICS FOR CONTROLLING ABSENTEEISM There are many tools that can be used as a part of a structured plan of absenteeism. We discuss some of the tools to control absenteeism. In practice, these tools will be used in isolation but more probably several will be used in combination. PRE-EMPLOYMENT SCREENING: All reasonable steps should be taken to ensure that the employed staff is likely to be good attenders. One of the best indicators of likely future attendance rates is past attendance rates as many employers believe that pre-employment screening is a vital tool in absence management. There are number of simple steps that an employer can take to reduce the risk of employing a poor attender: Ask for information about absence on the application. For example, How many days absence have you had over the last two years? Ask about absence on reference requests. Ensure that those invited for interview are made fully aware of the expectations of the job. This would include duties, hours of work, work environment, standards of performance and conduct. Avoid the temptation to oversell the job at interview as this will result in disappointment and disillusioned employees and they will be more likely to be absent. Use pre-employment medical examinations to identify any potential problems. Note that disablement is not a reason not to employ an applicant, and employers must take great care to observe the terms o