The Social Sciences

Assignment-[4] how the relationships between people and traffic are ordered. In this assignment I will try to compare and contrast two views of how the relationship between people and traffic is ordered. The relationship between people and traffic is then examined in chapter 7 of making social lives. I will be comparing and contrasting the differences and similarities between road traffic engineers Colin Buchanan; and Hans Monderman. Colin Buchanan was commissioned by the UK government in 1961 to start work on the report! Traffic in towns for the Ministry of transport [chapter 7 p. 27] the report was aimed to produce a new design for urban space in order to engineer the efficient distribution and access of a large numbers of vehicles† to a large number of buildings. Achieving a satisfactory standard in our environment for life in towns. [Chapter 7 P. 327] Buchanan had visions of more towns to be organised to the flow of traffic and more roads to be built. The Department of Tran sport reports between the Second World War and 1969 the Numbers of cars on the roads quadrupled: this meant that not only needed more roads needed to be built but also a new way for towns to live with cars. Chapter 7 p. 326 Silva 2009 Cited Ministry of transport 1963]. The future of choking road congestion was feared unless the rapid rise in demand for car travel was matched by an increased supply of roads. Buchanan's concept was built on the explicit principle of segregation, reading from chapter 7 Ordering social life the case of road traffic making social lives: sometimes the strict separation of vehicles and people: cars were afforded their own generously proportioned network and pedestrians were safely tucked away in residential blocks often terminating enquired cul-de-sacs. Silva, Cited Buchanan 2009 p. 329 chapter 7] the whole subject of traffic in towns†¦ Is capable of being put on a rational and quantitative basis. Guesswork and intuition can be largely eliminated: giv en the necessary information, many aspects or precisely culpable: and there is scope for techniques which will greatly ease the burden of decision between alternative courses of action. Now let’s examine another road traffic engineer and compare this to the Buchannan report. Hans Monderman a road traffic engineer from the Netherlands had different ideas on how to organise traffic and people. Mondermans theory was the removal of all traffic obstacles road signs: traffic lights: and use the spaces left for humans to share the space with motorists. In evidence in 1989 the councillors of Drachten voted to remove every single traffic light and abolish road signs and warning signs. [P. 334 Silva 2009 chapter 7] his concept was that when all traffic obstacles were removed, the space left was to be shared by drivers and pedestrians. His theory was to narrow the roads and also put features alongside them. He planted trees and flowers and also Fountains, this was to discourage drivers from speeding the psychology of it was that they would slow down while driving past these features. Drachten is the town of 43,000 people in the Netherlands Monderman shared space approach was known as the Drachten experiment. [Silva2009, cited councillor Koop kerkestra p. 334]. The head of traffic policy at the town hall of Drachten, â€Å"the lights were causing problems; people were for ever waiting to get across junctions. We also had more than 140 casualties a year. It was difficult to know what to do, and we certainly didn't want to ban cars as we loved cars here in Drachten. Fortunately I met traffic engineer who had an unconventional solution. [P. 334 chapter 7 Silva, 2009] cited Monderman]. If you treat drivers like zombies they will behave like zombies: explains Monderman in other words, motorists or taught to blindly follow instructions, they stop thinking for themselves, and accidents follow. The above are a few briefs on traffic engineers Hans Monderman and Colin Buchannan who were both tasked with very difficult assignments and both had completely different views on how to manage the traffic flow, although Buchannan was much earlier than Monderman in years, both had quite revolutionary ideas of their times. Trying to compere the similarities between Monderman and Buchanan is not an easy task to undertake, firstly they were both road traffic engineers which are important I guess, and they were both commissioned by governments even though Mondermans commission was through local government. They were both commissioned to create the use of better space and a way to ease the flow of traffic in towns. They both looked at traffic and humans and how each played a role in creating a design for traffic to move more easily. This was also due to the similarity in statistics of ever increasing car owners on the roads, and I suppose a reason to prevent accidents in the future. What are the differences in both these engineers’ â€Å"ideas† plans and concepts of how to manage road traffic between humans and cars? Firstly Buchanan segregated humans from road traffic and built towns on the edges of motorways. Towns were built such as Milton Keynes and many other places with never ending cul de sacs and housing estates which were hard to get to even using the sign posts as it all looked the same. This isolated the towns from the spacious road networks, resulting in later years ever more traffic lights: calming zones and such like. However Monderman wanted to share this space left behind after the removal of traffic lights and all road signs with pedestrian’s †cyclists† and car drivers. Arguments. Buchanan based is road hierarchy on segregating people in towns from traffic? Did this mean primary roads and street roads were placed before motorways? Which streets and roads were best placed to distribute the traffic flow, do Buchanan’s plans still work in today's modern society, and it seems ever more increasing traffic! We need ever more modern day thinking and new approaches. Buchanan based his road flows from towns: thus the use of the space with segregation from people means many town roads and street roads were cut off from the motorways. Was there enough space left for what we see today in the likes of bus lanes, cycle lanes, did Buchanan foresee this. If he did surely the roads he planned and then subsequently built would be a lot wider. Today we are left with limited amount of space! If you drive down a normal high Street in any town today: you will see that traffic is very crowded and congested, there will be a limited amount of space for cars and vans taxis etc. You will notice that the inside lanes are used specifically for public transport busses. I would certainly argue that the Buchanan report had many flaws using anecdotal evidence put before me. I say anecdotal as I have no evidence to look at as I have to use what is in front of me for this assignment. Now let me turn to Hans Monderman and his vision of the shared space approach. This is very interesting as he relies solely on interaction of the person or persons driving vehicles, with pedestrians: or cyclists. Since all the obstacles of traffic lights and even road kerbs have been removed, this leads all participants having to acknowledge each other and prejudge one another's next movement. This idea seems like what you see on the TV, in places such as India Pakistan and Asia, which all traffic is moving fast around town centre junctions, which seems quite chaotic to one's first instinct. They all in fact seem in a frightful hurry and one has no data to rely on? About how many accidents or crashes they may be in places like this. I don't quite know if this is the same as Hans’s Mondermans shared space theory, but that's all I've got to go on in my argument. What was it Monderman said concerning the use of traffic lights in town centres, with drivers having to obey the instructions given by a set of lights, if you treat people like zombies they will act like zombies [ Silva2009, cited Monderman p. 34] in that this idea is similar to the behavioural social scientist Foucault. Who when studying people and their behaviours: he wrote? People come to see themselves as engaged in â€Å"normal† ways of thinking and behaving through socialisation processes in the family, schools, workplace or public space. In turn, they can contrast themselves with the â€Å"deviant† or abnormal ‘people who lack self-control or self-discipline [and therefore behave b adly]. [P. 321, 2009]. This is very interesting as he is thinking the same as Monderman in the use of people and their control. Conclusion. Both Buchannan and Monderman were modern day thinkers of engineering and planning road traffic, both had relative success in their tasks and both used people and segregation from cars. Monderman with! Buchannan without! Both ideas are very interesting, although I think Buchannan’s is out-dated by now: but he played a major role in United Kingdom’s traffic engineering. Hans Mondermans idea is really fascinating though and I wonder â€Å"greatly† if it is working and how many other nations will take up this idea. References. Silva. Elizabeth, [2009] Making social lives. United Kingdom the Open University. Milton Keynes. Silva. Elizabeth, [2009] making social order, 7 3[1] pp. 326-328,United Kingdom the Open University. Milton Keynes Silva, Elizabeth, [2009] Making social order, Silva cited Buchanan p. 326 7, United Kingdom the Open University. Milton Keynes Silva, Elizabeth, [2009] making social order 7 Silva cited Koop Kerkestra-Monderman p. 334 Making social order. United kingdom the Open University Milton Keynes. The Open University cited Foucault, [2009] pp-319-322. 7, 2. 2. he social sciences and social order. United Kingdom, the Open University Milton Keynes. Self-reflection, although I have a fair way to go yet I am starting to grasp the basics of social science and how they work and order things, this assignment was my most focused yet and although it is frustrating not being able to find other sources for my work especially on the results of how Monderman and Buchannan’s theories have worked out since they started I think my work could be even better in the future. Word count 1696 including references and self-reflection.

Modern Management 5_ITC

Let’s look at the challenges of providing motivation, the managers at Bristol-Myers Face.   The company has several over-the-counter brands and cosmetic products and its sales throughout the World exceed $ 18 billion.   Jack Cooper is the frontline manager of the company and has adopted an effective internet strategy to market the company’s products.   He finds this strategy very difficult has it may be hard to motivate the staff members.   Internet strategy would mean implementing several projects simultaneously.   The managers have to allocate the adequate resources, set targets and control the budgets of implementation. Motivation of the staff is very difficult as the managers have to convince the staff that their internet strategy would be effective and successful.   Frequently, the staff members perceive that the internet strategy would fail.   In case of any adversity, the managers should be able to step in and create solutions so that the strategy would work.   Cooper also feels that the technical issues should be appropriately sorted out by the managers along with solving the human resources problems (especially with motivation). The behavior of the staff should be appropriately altered to enable proper development of the internet strategy.   Motivation levels of the staff members need to be high for creative and efficient outputs.   Studies have been seen that if the staff members are not properly motivated, the creative expressions and the efficiency would suffer.   Motivation should be considered as an instrument required as a resource to enable a strong digital strategy.   Five specific principles about motivation should be kept in mind.   These include:- 1.  Ã‚  Ã‚  Ã‚  Ã‚   If a need is felt by a person, behavior would be brought about to reduce the need. 2.  Ã‚  Ã‚  Ã‚  Ã‚   The person’s feeling of the value of the outcome of conducting a particular behavior and the felt chances that the behavior would be successful, helps to bring a desire to perform a particular behavior. 3.  Ã‚  Ã‚  Ã‚  Ã‚   The value of reward for generating a particular behavior depends on certain internal and external factors that create satisfaction when the behavior is demonstrated. 4.  Ã‚  Ã‚  Ã‚  Ã‚   Only if the individual understands that the task is possible and he/she has the skills and know-how to perform a particular activity, would he/she be effective in completing the activity successfully. 5.  Ã‚  Ã‚  Ã‚  Ã‚   When the reward is received, the fairness instituted in this process, helps to generate satisfaction. Feedback is a set of responses generated by one person to another so that the quality and effectiveness of the work (or output generated) could improve in the future.   It includes corrections, approvals, additions, positive remarks, negative remarks, etc.   It may be given by the manager, but can also be given by other individuals.   The feedback provided by the manager should be highly specific and relate to the particular situation it should be utilized in.   Feedback should enable a particular behavior and not on attacking a particular individual or his/her objectives.   Feedback should be administered sincerely and honestly, so that the staff member feels that he is being helped in difficulty. The individual receiving feedback should have trust in the person giving feedback.   The individual should give permission to the manager to give the feedback.   The individual receiving the feedback should be capable of utilizing the feedback or using it for improving his/her efficiency.   Feedback also includes giving out data and observations, and not only giving advice.   The feedback should be given out only in an appropriate situation.   The person being provided the feedback should understand each and every piece of data that is being communicated.   The manager should be able to demonstrate the manner in which the work has to be done effectively whist providing feedback.   It is preferable to communicate feedback on a regular basis, rather than irregular. References: Cresto, S. C. and Cresto, S. T. (2006). Chapter 5: Motivation, Modern Management, (10th ed), New Jersey: Upper Saddle River. Cresto, S. C. and Cresto, S. T. (2006). Chapter 17: Group, Teams and Corporate Culture, Modern Management, (10th ed), New Jersey: Upper Saddle River.

Will robots take your job

In a world of technological advancements we ask a simple question. Will robots take our Jobs? In my personal opinion I believe they will and sort of already have in a small way. Judging by the readings in the book we can certainly see many ways robots have already started to take over Jobs by replacing people with self-check kiosk, Tam's and pay at the pump self-service stations.As stated in the book the employer can cut jack cost by purchasing â€Å"humanoids† to do Jobs more proficiently than humans. So with that being said you can see how it's possible that with advances in technology robots will take our Jobs. Check your daily routines and see how fast and easy it is for you to effectively use some sort of robotic to simplify your life in the public setting. Let's go to the store and all we need is gas.Simply slide your debit card at the island pumps and then you pump and go. K we need some quick cash so to avoid waiting on a bank teller we stop by an ATM grab the cash an d go. Now its break time at work and you have to be back in a hurry, you have a few options here. Again you can insert money into a vending machine or go to a restaurant and use the express kiosk. Just when you thought you were done you got to stop by the grocery store and pick up something to cook for supper.These lines are looking pretty long and backed up because the store is very busy, so you opt to use the U-Scan. Looking back at this daily routine we can see how robots have already taken the place of certain human jobs. Don't get me wrong you can always go into these business's and have that interaction with the associate if you would like but, when most people are in a hurry they can use the slide your card and go method as I call it Just as effectively.Let's take an adventure to the employers' point of view when it comes to robots or â€Å"humanoids† taking Jobs. One of the biggest reasons they will consider this option instead of hiring someone is that the humanoids will be able to save them money. Costing around $10,000 dollars to purchase a humanoid the employer can save on average $5,080 a year to employ them versus an actually human, based on paying someone to come in and do the Job at a minimum wage rate.Another reason is that you can expect the humanoids to happily do the Job and do it so proficiently. Now only will they be able to do your Job but they will do it better. Cooking, cleaning, placing orders, building houses, driving cars and even flying planes are some of the jobs at risk. We certainly have the technology now to replace workers the only reason we haven't implemented robots into these position is because they don't have senses such as sight, hearing and ways of expressing emotion to the customer.Furthermore we can conclude that in the future robots will and such be expected to take our Jobs. You can say no this can't be possible, but look at how technology is ever changing. Just as computers have changed over time from fittin g one in an entire room to now we can wear them on our wrist and drop them into our pockets. The market for robots to take over will be the future. By 2050 they will be perfected to proficiently

Business Organistions Essay Example | Topics and Well Written Essays - 1500 words

Business Organistions - Essay Example At the end of the day, the savings that comes from establishing good leadership skills could result to increasing revenue generation on the part of the company. In general, there is simply no ground or rules behind choosing the best leadership style. To become an effective leader, a manager should be able to search for the type of leadership approach that works best for them. Often times, choosing the best leadership style depends on the manager’s personality, working environment and the members of the team. To avoid wasting time, money, and effort associated with the need to go through the consequences of mismanagement, this study will discuss and elaborate the different leadership techniques used in today’s business organization. In the process of discussing each type of leadership approach, situational examples will be provided to give the readers a better understanding of each leadership techniques that will be discussed in the study. Transformational leadership style is unique in the sense that this approach has four components known as: (1) charisma or idealized influence; (2) inspirational motivation; (3) intellectual stimulation; (4) and individual consideration. (Bass, 1998; Bass et al., 1996; Bass, 1985) Personal charisma is a significant characteristic of a good leader since it is a form of referrent power which could enable a manager to effectively attract his/her subordinates to seriously cooperate with the leader in order to make the organizational goal attainable. (Palmer et al., 2001; Posakoff & Schriesheim, 1985) Considering that transformational leaders are intellectually inclined, this type of leaders tend to go beyond what is happening around his environment since they have the ability to implement new ideas whenever necessary (Johannsen, 2004) aside from being flexible with organizational changes that may

The kurdish language Research Paper Example | Topics and Well Written Essays - 1250 words

The kurdish language - Research Paper Example However, the Kurdish language is independent since it has its distinct grammatical system, continuity, rich vocabulary and an independent historical development. The language is based on an ancient language known as Proto Kurdish or Median. Despite the diversity of the Kurdish language, its dialects are classified into three key dialects - Southern Kurdish dialects, Central Kurdish and Northern Kurdish dialects also known as Kurmanji or Badinadi. The Southern dialect is referred by some groups as Pahlawnik or Pehlewanni while the Central version is also known as Sorani. Additionally, there are two other core branches of the Kurdish language known as Hewrami or Gorani and Dimili or Zaza. Different sources cite different names for these groups of the Kurdish language. The two groups of the Kurdish language are then further subdivided into more groups of other different dialects. The Kurdish language classification is not standard as there are many other languages that have been connected to the Kurdish group of dialects such as the Lurri group, which according to certain linguistic sources, cites the Lurri group as being part of the Indo Iranic languages from the South West. However, even though Lurri/Luri is comprised of numerous Kurdish words, the link between the other Kurdish language and the Lurri group remains contentious. According to Boulden, there is no one form of classifying the groups of the Kurdish dialects since native linguistics have agreed that the dialects are founded on the way the dialect sounds when spoken in relation to another dialect. That is why for example, Sorani speakers call Gorans, who speak Gorani as Mecu Mecu and call the Badinadi speakers Ji Babu. The Gorans in turn call Sorani either Wawa or Kurkure. The Dimili dialect is referred to by the Badinani speakers as Zaza unlike the Dimili speakers who refer to it as (Dimili), which is mainly due to the use of the Z sounds in the pronunciation of the

What is life Assignment Example | Topics and Well Written Essays - 1250 words

What is life - Assignment Example It is the relationships that we maintain that makes us social beings. But it is the quality of the relationships that we build up in our life time that makes us worthy, be it family, friends or colleagues. In order to feel ourselves worthy of our lives, we need to achieve happiness. Happiness cannot be perceived by all those who are wealthy and honorable and are indulging in the pleasures of life. Instead, happiness can be achieved by only those who are equipped with all these 'external goods of life' and are highly virtuous in their deeds as well as their thoughts. I agree with Plato, the ancient Greek philosopher, who describes that life will be meaningful only when we are able to distinguish the Good, by the pursuit of knowledge. As per Platonic epistemology, the idea of Goodness is innate and it is buried deep in our souls. This goodness, which exists in us even before our birth, is recalled in to our memory through learning. Learning helps to reflect this goodness in our actions and behavior. I also agree with Plato and his apprentice Aristotle in that the goodness of some people may outweigh others. It is this uncovered knowledge of goodness that inspire us to question the conventional wisdom if it seems contradictory to morals and human existence as life is made meaningful by revealing the ultimate truth of life, which can be revealed only by observing, interpreting and questioning the existing facts. For Epicurus, a worthy life denotes that one is essentially 'good' in nature, self-sufficient and enjoys a happy and tranquil life. He will be free of pain and fear, which are the indications of evil. As in the view of Augustine, the goodness in men is an indication that they are of the substance of God. It hence also means that everything that exists is ‘good’ and to lose goodness or to sin indicates that a man becomes unworthy of life. I also agree to the view of Tolstoy who exclaimed that life is impossible without the knowledge of oneself a nd one's purpose. The ideal purpose of life, according to Tolstoy, is to love and to serve humanity as we are the particles of the 'eternal source' and our life becomes meaningful when we become successful in making tiny changes to happen for the sake of humanity. I however object to the pessimistic view of Sartre who proclaimed that life is meaningless and that it ceases to be of worth once the illusion of being eternal is lost. Human life is and should be a representation of moral and intellectual righteousness and the feeling of being worthy to live is the end result of achieving the virtuous desires of life. 2] Our sensory perceptions are too limited that we cannot perceive the knowledge related to those things or concepts that go beyond our sensory capacities. Our knowledge as well as the concepts of the world will be limited if we are to rely on the knowledge gathered by mere sensory perceptions. Human beings are valued and considered superior to other life forms by their shee r ability to construct, receive and evaluate new perceptions, concepts and representations in the brain which are above the limits of senses.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Gathering of knowledge refers to its learning from experience, which was defined by Aristotle as the unorganized product of sense perceptions and memory. Experiences derived by the use of senses provide us with knowledge. Sensory perceptions that consist of sensations, feelings etc. are also experiences and they provide us with some knowledge. Here, we can indeed say that sensory perceptions do provide us with awareness and knowledge. But, based on the above refinements, it will be inappropriate to state that knowledge derives solely by sensory perceptions. In the view of the ancient Greek philosopher Plato, knowledge derived from sensory perceptio

How Reading one Composition Affects the Reading of Another Essay

How Reading one Composition Affects the Reading of Another - Essay Example Jones argues vehemently on behalf of women and their health while Franke-Ruta not only disregards this aspect but mocks those who actively protest the manner in which women are treated and objectified through unattainable expectations, in the fashion industry. In Jone’s essay, she briefly explains that she herself worked in the fashion industry but had always felt strongly about ultra-thin women being the ideal portrayed. She found herself at a fashion show on one particular occasion amidst waif thin teenagers and quickly made the decision to discontinue her work as a fashion editor, â€Å"My decision to quit was partly precipitated by the failure of a campaign I started a year ago to encourage magazines, designers,  and advertisers to use models with more realistic, representative body images. Then I could not have anticipated the extraordinarily hostile reaction to my fairly innocuous suggestions from fellow editors and designers† (Jones, 2008). Jones had attended a summit on women’s issues and had the opportunity to hear from some of her magazine’s readers. These young readers of all shapes and sizes expressed how detrimental the ideals set forth in fashion magazines had adversely affected their lives. Jones is moved by the words of these young women as she so strongly feels that the fashion industry berates women, promotes unrealistic body types and essentially works against what women have been working toward for so long such as equality and the right to not be objectified. Reading Jone’s accounts from the fashion world as well as the opposition she faced by most of her collogues, when attempting a campaign to include more â€Å"normal† female body types as models instead of virtual skeletons as a norm, would invite anyone to feel compelled to rally alongside her. Following the reading of Jone’s piece with the article by Franke-Ruta entitled The Natural Body Myth, would possibly compel anyone not completely chauvinistic, to be repulsed by Franke-Ruta’s words, â€Å"Such a critique, which we hear over and over today, is based on a conceptual error. The beauty industry is not the problem; it is a part of the solution.

What existentialist artists attempt to communicate through their Essay

What existentialist artists attempt to communicate through their respective work - Essay Example After thinking about my own thoughts and reading Waiting for Godot and watching Garden State, I believe that existentialist artists are attempting to communicate the message of how people let others control their decisions instead of deciding for themselves what to do in the future. In Waiting for Godot, the story revolves around the life of Vladimir and Estragon who undergo strange experiences as they seek to wait for entity identified by the name Godot whose arrival is long awaited, but not forthcoming. Vladimir and Estragon are waiting for Godot to make the decisions for them; however, they lose track of time and self awareness of their lives. â€Å"Let’s go. We can’t. Why? We’re waiting for Godot†¦ What did we do yesterday,† (Beckett, 8-9). They are so dependent on Godot to make the decisions for them that they can’t even remember the events that happen yesterday in their lives. Through this scene, Samuel Beckett is trying to tell his readers that if they rely too much on others, then they will lose the precious memories they made throughout their life because they lost track of time of waiting for someone to forge their future. In addition, Samuel Beckett wants his readers to know how people have the strength to make their own decisions. For example, when Pozzo is trying to ask for help, Vladimir says, â€Å"Let us not waste our time in idle discourage! ... Let us make the most of it, before it is too late,† (Beckett, 90). Every individual has the choice to make an impact on other people’s daily lives. It is not up to others to make the decisions for us, but for us to. Beckett wants his reader there are many opportunities, such as saving someone, that we can take and make impact on history. Another example of individual decision making is when Vladimir realizes that Godot has not greeted them. The experiences of Vladimir and

The Battle for Fox Hill Research Paper Example | Topics and Well Written Essays - 2500 words

The Battle for Fox Hill - Research Paper Example The division was under the operational command of X Corps, commanded by Maj. Gen. Edward M Almond, USA. The 7th Regimental Combat Team (RCT), commanded by Col. Homer L. Litzenberg, had been ordered to move to Hamhung and relieve the 26th Republic of Korea (ROK) Regiment engaged with Chinese Communists in the north. While marching on the road towards the Changjin Reservoir, also referred by its Japanese name as Chosin Reservoir, the Korean regiment had encountered fierce resistance near Sudong on October 28. Meanwhile, the Chinese forces had also checked the advance of Gen. Walton H. Walker’s Eighth Army south of the border, pushing them back to the Chongchon River. However, United Nations forces had no credible information on the numbers of Chinese troops accumulated across Yalu River on the Manchurian border by that time (Appleman, 1-5; Santelli, 35-36; Simmons, 1-12). Interrogation of 16 Chinese prisoners revealed that 42nd CCF (Chinese Communist Forces) Army had deployed its 124th, 125th and 126th Divisions to check the advance of the 1st Marine Division. On the morning of November 02, the 7th RCT relieved the 26th ROK Regiment without encountering any significant resistance. The 1st (Lt. Col. Raymond C. Davis) and 2nd (Lt. Col. Randolph S. D. Lockwood) Battalions, 7th Marines, were leading the advance, while 3rd Battalion (Maj. Maurice E. Roach) was positioned in the rear. Over the next five days, the 7th RCT fought against determined resistance from the Chinese 124th Division, pushing it north over the Funchilin Pass to Hagaru-ri. On November 13, the RCT received orders to capture Hagaru-ri and advance 40 miles north to the southern tip of Chosin Reservoir. The RCT had reached its objective by November 15. However, Smith was quite concerned over the long narrow stretch of his division against uncertain enemy size and determination. He had expr essed his concerns in a personal letter to Cmdt. Marine Corps, Gen. Clifton B. Cates, stating, â€Å"I do not like the prospect of stringing out a Marine division along a single mountain road for 120 miles from Hamhung to the Manchurian border†¦I have little confidence in the tactical judgment of X Corps or the realism of their planning†. (Simmons, 13-35; BH, 36; Bevilacqua). On November 19-20. the Eighth Army captured the North Korean capital, Pyongyang. The 7th RCT had reached Yudam-ni by November 25. As the elements of 7the Infantry Division arrived at the eastern side of the Chosin Reservoir on November 25, the 5th RCT (Lt. Col. Raymond L. Murray) had began movement to Yudam-ni. According to the plans, the 5th RCT was to pass through the lines of 7th RCT and lead the attack to Mupyong-ni west of the reservoir on the next day. On November 26, three captured enemy soldiers had revealed the presence of 58th, 59th, and 60th CCF Divisions of 20th CCF Army around Yudam-ni. On the night of November 25, a massive attack by Chinese in the west had destroyed three ROK divisions on the Eighth Army’s right flank, repulsing its advance. Now, the Chinese prime objective was destruction of the 1st Marine Division in the east. (Bevilacqua; Appleman, 7-8; Simmons, 40-47). The American high command was under the impression that China will never enter the war, and the resistance was merely a small force of Chinese volunteers. On November 27, the 2nd Battalion, 5th Marines (Lt. Col. Harold S. Roise), launched the attack in the morning. The 7th Marines launched a secondary attack to the southwest. A temporary fall back of Chinese allowed the intermixed lead elements of the 5th and 7th Marines to make a 1 mile advance. Both regiments might have been combined under command of Assistant Division Commander, Brig. Gen. Craig, but he had departed for United States on emergency leave. Litzenberg had command authority as the senior officer.

Summery business Assignment Example | Topics and Well Written Essays - 250 words - 1

Summery business - Assignment Example The focus of attention can move from making better stuffs to investing in selling stuff better. The author elaborates this idea by stating that in the 90s most of the companies were trying to sell their products in new ways rather than detoxifying them. Haque shows how Detroit’s business model innovation of integrating into auto finance resulted in perverse incentives and he purports that â€Å"the costs of business model innovation exceed the benefits† in most cases and this can also result in financial crisis (Haque). The author concludes by stating that business model innovations should give primary emphasis in making insanely great stuff by detoxifying and dezombifying the products rather than seeking new ways to sell the same old products. Haque’s arguments deserve attention as one can find many companies who sell products of poor quality and aim at short term benefits. Similarly, there is possibility that the emerging of a new business model can sometimes a ffect the product adversely. Thus, Haque is advocating for a competent product innovation instead of a new business model innovation. However, I feel like disagreeing with Haque because one cannot separate product innovation from the business model as sound and competent business model innovation is a necessary prerequisite for the marketing of any products, however insanely great they are. Haque, Umair. â€Å"The Best Business Model†. Harvard Business Online (May 1, 2009). The McGraw-Hill Companies Inc. 26 October 2009.

Civil cases Essay Example | Topics and Well Written Essays - 1000 words

Civil cases - Essay Example There are various factors in consideration before a case is allocated; case complexity, parties involved, financial worth of the claim, oral evidence, significance of claim to other people, kind of remedy being sort, and views of other parties. Cases allocated to this track are worth  £10,000 or less (Freer, 2006). These are the straightforward cases which do not require a prehearing procedure like in the case of a normal trial. Small claims cases incur a small legal cost. Cases in small claims include accident claims, consumer disputes, ownership of goods disputes, and disputes between tenants and landlords. Some cases however are not included in this claim even though they are worth less than the stated amount. These include, personal injury claim whose value for loss and suffering is more than  £ 1,000, repair claims by tenants of more than  £ 1,000, and disputed allegation claims (Freer, 2006). Cases allocated to the small claims track have restrictions on recovery costs and evidence. Hearing is short and the concerned parties represent themselves. Fast claims cases are worth up to  £ 25,000 in value (Freer, 2006). They have certain conditions that make them allocated to this claim. It is a requirement that the cases should not last for than one day, and that parties should have expert representatives in two areas of the case. Normal cases to allocate to the fast track include; personal injuries with a value of up to  £25,000, personal injuries with claims of pain worth more than  £1,000, and repair claims by tenants worth more than  £1,000 (Freer, 2006). As the trial is restricted to one day, it does not allow opening speeches. The multi claims track involves cases which have a value exceeding the fast track limit or other cases that have less value but are termed to be complex or too important to be allocated to the fast track and small claims. In essence multi track cases have a value exceeding  £25,000 (Freer, 2006).

Styles in sculptures Essay Example for Free

Styles in sculptures Essay Romans and Greeks have created arts of antiquity. One of the major arts that they ever crafted are sculptures. They are pieces of art that hold diverse functions such as decoration of temples, celebration of the dead or well-known public figure, commemoration of victory and offer to the gods. Those sculptures carry a specific style in accordance to the period that they are made. The sculptures entitled Nike Adjusting Her Sandals and the Discus Thrower (Diskobolos), are two renowned sculptures that demonstrate richness and exceptional styles of Greek antiquity art. Nike Adjusting Her Sandals is a low relief statue carved during the 410-407 B. C by Praxiteles. It is taken from a portion and fragment of the Temple of Athena Nike Parapet (Scott). It delineates Nike, the goddess of victory, bending and stooping to fix a strap of her sandal. The artist reveals his enthusiasm in the discovery and exploration between the drapery and the female anatomy (Hope). The aforementioned stature demonstrates a relief kind of sculpture. It means that the subject has been drawn on a flat surface and further developed in order to achieve its physical form and appearance. It presents in varying degrees a two-dimensional background however, Praxiteles has managed to create a masterpiece where the figure is treated in a relief form but gives a three-dimensional effect on its spectators. Furthermore, the sculpture itself reveals the Greek Classical style of sculpture. It illustrates lively movement, freedom of expression and autonomy of mankind because it is the period when artists started to expand and go outside the formal aesthetic boundaries. They began to articulate human figures in a naturalistic manner (â€Å"Sculpture of the Greek Classical Period†). Nike Adjusting Her Sandal has clearly portrayed that form because the figure itself depicts Nike adjusting a strap of her sandal. It exemplifies freedom in expression because Praxiteles has chosen to create a subject that is exceptionally unfamiliar. He has decided to sculpt the very moment when Nike stoops down. Moreover, it gives an impression of movement within a space. On the other hand, the Discus Thrower (Diskobolos), a Roman version of the lost original Greek bronze sculpture, is created by Myron during the peak of the Classical period amidst 460-450 B. C. In the piece of art, a discus thrower is portrayed in a manner that is about to release his throw (â€Å"Discobolus†). The Discus Thrower is a round sculpture because the subject can be seen in any direction, in any angle, even from above, from below and from behind. It is also free-standing and is fully developed from all perspectives. It also characterizes a Classical style of sculpture primarily because of its subject and the manner that it is rendered. It represents a perfect athletic manifestation. Moreover, it reveals the contrapusto form of sculpture. The mentioned sculpture belongs in the Classical realm because the figure is carved in a realistic manner, portraying the action prior to the throw. Myron’s approach in his piece also illustrates freedom of articulation and boastful, vigorous and convincing movement. The thrower’s muscles and concentrated expression make a strong impression (â€Å"Marble Statue: Discus Thrower†) and lively effect on the spectator. Furthermore, the Discus Thrower is a powerful representation of the Greek sense of harmony and balance (Petronius). Myron divulges mastery of style. On the contrary, there are controversies with regards to the pose of the thrower. Consequently, it is said to delineate an unnatural pose to a human and is considered as an inefficient way to throw the discus. However, the inefficient posture is defended and considered to be because of the ancient Olympic sportsmen’s set of rotation of three quarters prior to the throw. The two sculptures namely Nike Adjusting Her Sandal and Discus Thrower are the same in style because both of them portray Classical sculpture. On the contrary, they are very much different because the two artists, Praxiteles and Myron, render their subjects differently which can be justified into several reasons. First, the types of sculpture that the two objects are presented. Nike Adjusting Her Sandal is a relief sculpture. In contrast, Discus Thrower is a round one. Second, their manifestations are not both natural, which means that the artists have not been loyal and devoted to nature. Nike Adjusting Her Sandal is rendered without a head. The only natural treatment with it is its intricate drapery. On the other hand, the Discus Thrower’s pose is considered to be unnatural. The natural element on it concentrates on the rendition of human figure—its physical features and characteristics. Nike Adjusting Her Sandal and Discus Thrower are primarily different because the former is created by a Greek and the latter is crafted by a Roman even though it is patterned from the original Greek sculpture. Moreover, the distinctions between them lie on their physical depictions even though they both demonstrate similar style. The Greek and Roman sculptures are powerful and strong illustrations of advanced artistic development of the period and of the continent. Nike Adjusting Her Sandal and Discus Thrower reveal the Classical style of sculpture and the two types of sculpture namely relief and round, during those times. Their respective artists present mastery in skills and styles. Praxiteles divulges his mastery in intricate and elaborate drapery. On the contrary, Myron expresses it on the contrapusto form of the figures. Works Cited â€Å"Discobolus. † 2009. Absolute Astronomy. 08 April 2009. http://www. absoluteastronomy. com/topics/Discobolus Hope, Kenneth. â€Å"Nike Adjusting Her Sandal, Temple of Athena Nike, Acropolis.16 May 2007. What Do I Know? 08 April 2009. http://idliketocallyourattentionto. blogspot. com/2007/05/nike-adjusting-her-sandal-temple-of. html â€Å"Marble Statue: Discus Thrower. † 2009. Alibaba. com. 08 April 2009. http://www. alibaba. com/product-gs/204358242/Marble_statue_Discus_Thrower_. html Petronius, Satyricon. n. d. Diskobolos. 08 April 2009. http://penelope. uchicago. edu/~grout/encyclopaedia_romana/miscellanea/museums/discobolus. html Scott, Zack â€Å"The Nike. † 4 December 1996. Visual Arts 11. 08 April 2009. http://orpheus. ucsd. edu/va11/nike. html.

Hrm is more important in current economic climate business essay

Hrm is more important in current economic climate business essay The main purpose of this essay is to examine how the existing or present economic situation which led to firms trying to beat each other in business has made the role of HRM significant in achieving business success. In evaluating this statement, Armstrong (2003) sees the main role of HRM in this present economic climate as being how to carefully devise a plan of action which will be used to achieve a goal, as well as the logical way through which business organisations can manage their employees through HRM so as to achieve business success. The author of this essay observed that in this current economic climate, countries such as the United States, United Kingdom etc. are recovering from depression and inflation which led to loss of so many jobs, and increased competition in the recruitment process, thereby making it possible for HRM functions to be more important in order to achieve business success (source: Survey of Global HR Challenges, 2005). While Pendleton (2011) argued that in the face of this current economic climate, if HRM functions are not properly implemented people will be losing good jobs with better pay due to downsizing in different organisations and start taking up jobs with lesser pay because economic climate will detect salary/pay to be received by employees. McKenna and Beech (2008) emphasise that these HRM functions include; recruitment which involves the proper advertisement of job so as to attract the proper/right applicants, then comes the selection of the best candidates among all the candidates that applied for the job, and proper training of the employee is said to add value to them and the work they do so as to bring about business organisation success and on the other hand, the employees will be rewarded accordingly for their contribution to the growth of the organisation. Armstrong (2003) further indicated that the main aim of HRM is to gain business success in an organisation through the people employed in that business organisation. Som (2008) implied that HRM functions will ensure that organisations attract, retain, motivate and also develop its human resources in accordance with the organisations demand. Ulrich and Brockbank (2005) argued that HRM plays an important role in seeing that every business organisation achieves success through the proper implementation of its functions, and by applying those functions with the necessary information technology system such as the internet. Wachira (2010) suggested that HR managers ought to apply new technologies that will enable them communicate easily with other managers in the organisation so as to reduce the cost incurred during recruitment and also select the proper candidate for a particular job. Though in some developing countries, organisations may not have the technical capability to handle this t ype of recruitment and selection process and this will negatively affect such organisations (Source: CIPD survey report, 2007). It is being argued that there are challenges encountered by HR managers in the day to day management of human resources in an organisation which may result from political, environmental, economic as well as social effects, and this is said to be because of the high level of responsibility bestowed on the HR manager in this current economic situation (source: Survey of global HR challenges, 2005). Jackson and Schuler (1995) sees these as external environmental pressures which can be positive or negative, such as tax exemptions and conducive business environment used to encourage local businesses and allow them to compete favourably in business with their counterpart from other countries so as to enable them retain their existing manpower/employees through their HRM functions or political instability/uprising which discourage foreign organisations/companies from investing in a country thereby creating unemployment, affecting business success and the countrys economic growth negatively. Brewster et al (2005) also argued that in most developed countries of the world such as United Kingdom, United states etc. HRM functions will definitely be affected by political, legal, and social environmental pressure/factors either positively or negatively. This is said to be due to the fact that every business organisation operates under the framework of the law in the environment where the business is located. For example, in Libya, international companies such as British Petroleum (BP) is being affected by political and social unrest in that country, this has affected the operation of so many other companies in Libya and on the other hand reduced business success and government revenue, while Japanese car manufacturing companies in United Kingdom are all doing well and achieving business success due to the favourable political, social and legal environment they established their organisation (source: BBC news, 22/02/2011). Som (2008) argued that the positive performance of an o rganisation in this current economic situation will depend mostly on HRM functions of staff selection, training/development and incentives/compensation. Beardwell and Holden (2001) observed that before now some changes took place in the economic situation of the United Kingdom (UK) in relation to how people are being employed to work, in compliment to what is obtainable in the United States (US). This is said to be caused by economic pressure existing at that period which resulted from increase in competition, recession, and emergence of new technology, which on the other hand created employment, increased employee training and development so as to enable them master the new technology, which will improve their skill and also enable the organisation achieve business success. Though Kinnie et al (2000) argued that the inability of HR managers to properly train its employees will lead to low productivity and low customer satisfaction which will also affect business success and employee relationship with the organisation negatively. Beardwell and Holden (2001) also emphasise that increased competition tried to change the old method of H R and this made it possible for organisations to develop a new method of employment that will be employer friendly/oriented. This policy helped in directing the method of recruitment and selection so as to employ the right people needed for the organisation to arrive at its business success. Although it is also observed that this method of employment will lead to unemployment because very few people with the required skills will be employed by the organisation. Kulkarni (2008) implied that increased competition and globalisation has made it possible for most organisations to adopt uninterrupted learning and training of its employees through the human resource management department. This is said to enable the organisation to satisfy its employees and customers needs and on the other hand achieve business success. Notwithstanding the continuous learning and training adopted by most organisations, Varma (2008) argued that some organisations now concentrate more on what to gain from an employee without considering how to add value to such employee through training and development. It is then emphasised that an organisations aim should be directed towards employee and customer satisfaction through purposeful HRM strategy implementation which will result to profit maximisation as well as business success for such organisation McKenna and beach (2008) emphasized that at the beginning of the economic recession of the 1980s which changed the role of trade unions resulting to little or no strike action, made it possible for organisations to be able to change their staff with ease. This is not only said to be caused by unemployment and recession but also from the introduction of some new laws that reduced the power of trade unions by controlling strike action, which is said to have affected business success negatively because employees will not be motivated to give their best. It is being argued by Deen and Giri (2008) that employees are the biggest assets of an organisation and should be encouraged and motivated through the organisations HRM activities/functions which can provide emotional support, training and development, financial rewards etc. that will make it possible for the employees to do their work with full commitment. This is argued to result to organisations business success because the employees will feel valued and being cared for, thereby contributing positively to the organisation. McKenna and Beech (2008) also noted that the weakness in the power of trade unions is said to signal the need for less elaborate process in collective bargaining and conflict management, which also resulted in a faster way of negotiating settlement of wages. In addition to the foregoing, organisations were better positioned to make changes in work practices which resulted into an increase in productivity as well as a decrease in the number of people employed. Changes in the practice of HR were observed because of the large pool of available labour. A good example is said to be the emphasis being switched from recruitment to selection, which led to the selection of the right people for the job so as to achieve business success which will on the other hand increase unemployment because not every applicant will be selected. It is being argued by McKenna and Beech (2008) that the reduced volume of negotiations which is based on collective bargaining between labour unions and human resource specialists, including the reduction in time committed to recruitment and selection, which helped to provide HRM with the opportunities to manage employee layoff programmes and enter into negotiations so as to bring about low wage settlements, and this is said not to favour employees because of the low wage they will be receiving and it will also discourage them from giving their best to the work they do. Goel (2008) emphasise that in this current economic situation, HRM will require a cybernetic scheme of information management so as to enable an organisation gather, store, examine and disseminate information that concerns the organisations human resource management functions of recruitment and selection so as to help the organisation manage employee redundancy and negotiation programmes. Though, Goel (2008) also argu ed that without a good human resource management information system, an organisation will find it difficult to access information about its employees both old and new, as well as those seeking to work for the organisation. It is then said that an organisation will choose a HRM information system that will satisfy its information management needs if such an organisation wants to achieve business success. Davi (2008) contend that increased competition has made the role of HRM to be faced with challenges of handling management modification, managing organisational culture, dealing with leadership training and growth, measuring the strength of HRM and employee environment, designing employee engagement, dismissal as well as compensation. And to take care of these challenges, Pinnington and Edwards (2000) advised that HR managers should try and discover the main problems, analyse it and provide solutions to it through the use of HRM and performance strategies. McKenna and Beech (2008) argued that in considering organisation of reasonable size, which implies a big organisation, it is possible to find a HRM function just as one would expect to see in a finance or marketing function where specialisation of duties exists and the management team tries as much as possible to achieve organisational goal/objective. While in the smaller organisation, it is said that the level of specialisation may not prevail because the HRM function is being performed by the manager who handles HRM matters. It is observed by the author that the big organisation where specialisation exists will tend to achieve more business success than the small organisation with no specialisation. Though, it is being argued by Bhattacharya (2008) that it will be improper for human resource department of any organisation whether big or small, to assure employees of retaining them in the organisation when such employees are being seen for example by the accounts department as a lia bility. Therefore, Pendleton (2011) emphasise that the HRM department should work hand-in-hand with other departments in the organisation so as to determine employees that can be classified as asset to the organisation and retain those employees because they will help the organisation in achieving business success. According to McKenna and Beech (2008) human resource planning process is concerned with the function of matching organisational demand for quantity and quality of employees with the available supply. This demand is said to be derived from the current and forecast level of company operations, while the supply side is said to consist of human resources that is available both internally and externally. Foot and Hook (2005) observed that an organisation unmistakeably needs to be sure that they have the right staff so as to attain the needed level of competitiveness. These staff are said to be employed by the organisation through their recruitment process by assessing their internal human resource supply. This is said to involve a process through which an organisation takes into account the number of its employees as well as their duties and responsibilities, including their skills so as to enable the organisation compete favourably in order to achieve business success. McKenna and Beech (2008) argued that the internal supply consists of the exiting workforce and its potential to contribute to business success, which has been a target for systematisation in recent years. While the external supply is said to reside in the population outside the organisation and it is influenced by demographic trends, developments in education as well as competitive forces in the labour market, and this is said to be observed within the European Union (EU) where competition is common because every organisation want to achieve business success. McKenna and Beech (2008) emphasise that prior to staff recruitment, job analysis is undertaken, and this is said to involve examining the work to be undertaken by a candidate which results in the preparation of a job description, which produces a specification about the attributes a suitable candidate will need so as to perform the job. McKenna and Beech (2008) also implied that a variety of techniques such as the application form, interviews, tests and assessment centres are all available in selecting the best candidates from a pool of applications. It is mentioned that a shortlist of applicants will be produced as a first step in the selection process which will then lead to training of the applicants, and it is concerned with establishing what type of training is required and to which applicant so as to add value to the candidates and also achieve business success as the candidates work for the organisation. It is further emphasised by Kulkarni (2008) that notwithstanding the bene fits of organisations recruitment, learning and training through HRM, employees are said to be faced with tension of accomplishing business goal/objective in this current economic climate than ever before. Also employees are said to be facing the problem of having to do more work as a result of the training given to them. Although, it is said that some organisations though their HRM can take care of these problems by conducting stress management seminars and training on how to cope with tension at the workplace (Pendleton, 2011). Armstrong (2003) explained that HRM functions will bring about an integrated approach towards the development of human resource strategies or plans which will enable an organisation to achieve its goals thereby leading to success in the organisations business, but when the strategy is not properly implemented the business may collapse. Organisation strategy according to Foot and Hook (2005) are said to function with those plans of action that an organisation makes so as to take care of future occurrences and these plans are targeted at answering the basic economic question of what to do as well as how to do it. Armstrong (2003) on the other hand sees strategic HRM function as an approach used in making decisions on the intentions and plans of the organisation as it concerns the employment relationship as well as the organisations recruitment, training, development, performance management, reward and employee relations strategies, policies and practices, which if not properly implemen ted will result in business failure. According to Nachimuthu (2008) increased competition in the face of the current economic climate has made it possible for organisations that share some business strategy in common to merger together and become one organisation so as to enable them achieve more business success. Nachimuthu (2008) further implied that HR plays a vital role when organisations want to go into merger and acquisition, and the HR function is said to involve retaining some of the existing employees that will be considered as asset to the organisation through the use of HRM strategies to carry out employee assessment that will select and integrate them into the new organisation. Foot and Hook (2005) also emphasise that in order to ensure success in the business of any organisation, HRM strategy must be incorporated in all other departments of an organisation such as finance department, sales department, marketing department etc. and they must work hand-in-hand with the human resource department in the aspect of recruitment, manpower development and training so as to achieve business success. Not only is HR functions beneficial during merger and acquisition, but also it is being argued by Nachimuthu (2008) that when two organisations or more merge together, HRM will be faced with the problem of organisations cultural integration, communication between employees, appraisal and selection of managers/leaders, keeping of valuable employees as well as how to carry out compensation and welfare program in the newly formed organisation. Though, it is emphasised by Pinnington and Edwards (2000) that these problems can be taken care of or solved through a well-planned and implemented HRM strategy which will involve selection of the right employees, performance, appraisal, development and rewards. Hutchinson and Purcell (2003) noted that strategic HRM is functional through focusing on actions that differentiate a business organisation from its competitors. While on the other hand, Armstrong (2003) said that it develops a declaration of purpose which defines the means to achieve ends, and it is concerned with the long term allocation of significant company resources as well as matching those resources and capabilities to the external environment. Strategy is therefore said to serve as a perspective on the way in which critical issues or success factors can be addressed, and this strategic decisions is aimed at making a major and long-term impact on the behaviour and success of the organisation (Armstrong, 2003). According to Armstrong (2003), when considering strategic HRM, it is said to be necessary to address the extent to which human resource strategic measures should take into account the interest of all the stakeholders in an organisation, employees in general, as well as the owners and management. Storeys (2007), argued that soft strategic HRM places more emphasize on how to manage people in terms of ensuring them employment security, training, development and work benefits etc. while Hard Strategic HRM on the other hand will consider the benefit to be derived by investing in human resources in the interest of the business achieving its business success. In this situation, a well-planned soft and hard strategic HRM will guarantee business success in the sense that organisational objectives/directions, its choice of employees and how they are managed will be considered (Legge, 2005). Armstrong (2003) also emphasise that the rationale for strategic HRM is the perceived advantage of having an agreed as well as understood basis for developing approaches to people in the longer term, and this will enable an organisation achieve competitive advantage by allowing such an organisation to utilize its opportunities. On the other hand, Hamel and Prahalad (1998) argued that a firm cannot achieve competitive advantage unless the firm develop its human resource by training them so that they can learn more work techniques which they will use in working for the firm so as to beat their competitors. It is also said that one of the clear benefits that will arise from competitive advantage as a result of effective management of people is that such an advantage is hard to imitate by an organisations competitors (Pendleton, 2011). Organisations strategies, policies and practices are said to be a unique blend of processes, procedures, personalities, styles, capabilities and organisational culture, which differentiates what the business organisation supplies to its customers from those supplied by its competitors and it is said to be achieved by having human resource strategies which ensures that the firm has higher quality people than its competitors (Armstrong, 2003). Organisations challenges can be handled by redefining HRM strategies so as to sustain competitive advantage on investment in human resources, by so doing HR managers must have the core competence to deal with changes in economic situations, social effects and technology which affects the organisation by being able to discover important issues affecting the organisation and providing solutions through development and training (Source: Survey of global HR challenges, 2005). It is being emphasised by Armstrong (2003) that the aim of a resource-based approach to HRM is to improve resource capability by achieving fit between resources and opportunities as well as obtaining added value from the effective deployment of resources. Cesyniene (2008) noted that recruitment process will definitely be challenging in some fields where there is existence of dearth skills in the labour market. Armstrong (2003) also observed that in line with the intellectual capital theory used to analyse HRM, the resource-based theory of HRM emphasise that investment in people adds to their value to the firm or organisation. Therefore the author understands that when an organisation invests in its employees by training them for example, they tend to add value to the organisation by working to achieve business success for that particular organisation. More so Boxall (2011) argued that it is by hiring and developing more talented staff and by extending their skills base that an organi sation will achieve success in its business. It has been observed that a resource-based strategy for HRM is therefore concerned with the enhancement of the intellectual capital of the firm/organisation, which implies that seeing a business firm in terms of what it is capable of doing may offer a more durable basis for strategy in HRM than considering the needs which the business seeks to satisfy (Armstrong, 2003). The author of this essay tends to emphasise that a business can achieve success if it has the strategic capabilities/or plans to compete favourably with others in the same line of business not minding the present economic situation. Cesyniene (2008) argued that the deficiency in the number of qualified workers as well as increase competition will make it possible for HR managers to change from Hard to Soft HRM which will put into consideration the needs of employees so as to sustain competitive advantage. While Kamoche (2000) explained that the basis of this resource capability approach to HR strategy will be the reco gnition of the available manpower in the organisation, which is claimed that it will develop and provide a single model for strategic HRM to function better. Although Jackson and Schuler (1995) also argued that in this situation, firms will try to gain competitive advantage by using human resources through development and training in order to add value to their employees so as to match the nature of the organisations relationships with their customers and employees. According to Armstrong (2003) the key feature of strategic HRM function is the concept of fit or integration, which is also known as matching model. Malik (2009) explained that this matching model helps to bring about strategic integration in an organisation, by combining HRM strategic functions and organisations strategy together and channelling them towards the same strategic direction in order to achieve business success when they are being implemented. Legge (2005) argued that organisation strategy and strategic HRM sometimes does not seem to be appropriate to each others context. A good example can be seen in the downsizing exercise undertaken by some organisations during the last economic meltdown or recession which is not in contrast with human resource management strategy and it discouraged employees thereby bringing about poor performance of such an organisation (Pendleton, 2011). Bowen and Ostroff (2004) argued that merely having good HRM policies is unlikely to be sufficient enough to motivate employees and derive organisational performance so as to achieve business success; hence there is the need to go beyond HRM content and consider HRM process. Fey (2000) suggested that organisations ought to concentrate on HRM patterns of employee development and training at all levels of its management and employees. McKenna and Beech (2008) implied that HRM functions must have the purpose of meeting organisational objectives which will lead to enhancing service provision to its customers, quality, profitability or efficiency of its services/goods. Though, Fey (2000) also argued that there is no relationship existing between HRM Practices and organisational performance in relation to employee training and development. Therefore in this current economic climate, Hutchinson and Purcell (2003) observed that increased competition has really made the HRM functions more important to the success of business than ever before. This is said to be because of the fact that HRM now covers the activities of recruitment and employment which calls for the proper selection of those to be employed, manpower planning involving management of the available work force, employee training and management development resulting to coaching, training and guidance which add value to employees so as to support them on taking more responsibilities, organisational planning and development that helps to achieve organisation effectiveness, wage and salary administration through management and monitoring reward in the organisation and also recognising employee contribution, health and safety benefits and services which helps to maintain work-life balance by building a good working relationship between the organisation and the emplo yee, union management relations and personnel research which may result to outsourcing so as to obtain service from an outside supplier either to train its employees or work for the organisation (Hutchinson and Purcell, 2003). By taking closer look at these HRM functions, Pinnington and Edwards (2000) stressed that there has been an increase on the functions given to the HR manager unlike before, and if these functions or responsibilities are well implemented by the HR manager, there will be a tendency in which the success of the business organisation will definitely be arrived at and the business organisation will grow in all ramification. But the author observed that in a situation where these functions are being neglected, business success may not be achieved and the business will suffer.

Enhancing Architecture Appreciation Through Spatial Perceptions Cultural Studies Essay

Enhancing Architecture Appreciation Through Spatial Perceptions Cultural Studies Essay Frank Lloyd Wright believed space was the essence of architecture. The reality of architecture is actually not in the solid elements that seem to make it, but rather the reality of a room was to be found in the space enclosed by the roof and walls, not in the roof and walls themselves. Spaces have intrinsic meanings that result from their spatial and visible forms and extrinsic meanings that evolved out from each of our different experiences with regards to each individuals own background and profession. We experience the spaces interior space in terms of their form, their structure, their aesthetics and how others and us relate to them. This constitutes the reality of our physical experience, but spaces not only have an existence in reality, they also have a metaphorical existence. They express meaning and give out certain messages about the space, just as the way we dress or furnish our homes gives people certain messages about us. They tell stories, for their forms and space plan ning give us hints about how they should be experienced or perceived. Space is meaningless without its inhabitants to experience it and to experience a space is the only gateway to understanding space. At certain periods architects have chosen to create exciting, complex spaces with curving, undulating walls. The period of the baroque and rococo in Europe was one such time when interiors were designed to entice and captivate the onlooker and draw them into a world of illusion created through painting, sculpture and the curving forms of architecture. Craftsman played the prominent role at that time when only good workmanship and complicated work pieces would amaze anyone. Now in this totally new era, right here in this century, wonders are different and expectations higher with meanings and philosophy equally deep but entirely unlike. The heightening desire and importance of communication among the space and the perceiver with the spatial experience created seem to become a dominating factor and a characteristic of spatial design in this new era. If architecture can be said to have a poetic meaning, we must recognise that what it says is not independent of what it is. (Alberto Pà ©rez-Gà ³mez, The Space of Architecture: Meaning as Presence and Representation, Questions of Perception: Phenomenology of Architecture, 2006) Architecture is not an experience that words can translate later. Like the poem itself, it is its space as presence which constitutes the meaning and the experience. This experience in turn differs for every individual. What one perceives is a result of interplays between past experiences, including ones culture and the interpretation of the perceived. Different aspects of the experiential spaces and the perceiver also ignite different spatial perceptions. Understanding the different experiential components, the philosophy of perception and how spatial perception affects and reflects people differently helps us to enhance our appreciation for architecture and to heighten our enjoyment of space. My aim in this paper is to explore this hypothesis and my exposition will be presented and discussed in the following thesis. Categories of different experiential components Spatial experience created is the most complex and diverse of all the components of architecture, for it involves how architecture engages all of our senses, how it shapes our perception and enjoyment or discomfort of our built environment. Understanding this is perhaps the area with which most people, architects and users alike, have difficulty. This is partly because it involves, at every turn, subjective responses which differ from individual to individual. Since the spatial experience we derive from architecture is generated by our perception of it, we must start by considering how the human eye and mind receive and interpret the visual data of architectural experience. How does the psychology of vision and sensory stimulation affect our perception of architecture? Perhaps the most fundamental concept is that the mind, particularly the human mind, is programmed to seek meaning and significance in all sensory information sent to it. The result is that the mind seeks to place all information fed to it into a meaningful pattern. The mind does not recognise that incoming data mean nothing. Even purely random visual or aural phenomena are given a preliminary interpretation by the mind on the basis of what evaluative information it already has stored away. Hence, what we perceive is based on what we already know- our knowledge. Our perception of space also differs from individual to individual, based on the persons psychology, mentality, phy sical state, background, memory, observation and the overall environment together with time Era and Culture. The spatial experience of architectural spaces evolves and becomes established by the experience it provides and we in turn read our experience into it. Experiential spaces evoke an empathetic reaction in us through these projected experiences and the strength of these reactions is determined by our culture, our beliefs and our expectations. We can relate so well to these spaces is because we have strong feelings about our environment and about what we like and dislike. We all have our preferences and prejudices regarding certain spaces as in anything else and our experiences in these spaces determine our attitude towards that space. People looking at pictures have a remarkable ability to enter a role which seems very foreign to them. This can be interpreted into how these experiential spaces play an important role in affecting our mood and behaviour. When we enter these emotive spaces, we are tuned in to the frequency of the space, going through all the emotional processes with it. Architects and designers manipulate space of many kinds: There is first the purely physical space. One cannot see let alone touch space! Yet something that is invisible and untouchable has to be there, just to keep objects apart. This can be easily computed and expressed as how many cubic feet or cubic meters. But there is also perceptual space, the space that can be perceived or seen. To understand this, an example will be in a building with walls of glass, this perceptual space may be extensive and impossible to quantify. Related to perceptual space is conceptual space, which can be defined as the mental map we carry around in our heads, the plan stored in our memory. Concepts that work well are those that users can grasp easily in their minds eye and in which they can perceive with a kind of inevitability. Such spaces can be said to have good conceptual space. The architect also shapes behavioural space, or the space we can actually move through and use. Architecture space is a powerful shaper of behaviour. Winston Churchill said We shape our buildings and afterwards our buildings shape us. One very good example to support this statement is the Houses of Parliament in Germany. When Parliament first begun to meet in the thirteenth century, it had been given the use of rooms in the palace and had later on moved into the palace chapel. A typical narrow and tall Gothic chapel with parallel rows of choir stalls on two sides of the aisle down the center. The members of Parliament sat in the stalls, dividing themselves into two distinctive groups, one the government in power and the other usually the opposition members. During Parliament meetings, members from both parties have to take the brave step of crossing the aisle to change political allegiance. In my opinion, this enforced behaviour has a negative impact on the overall operation of the government bodies as this form of meetings unintentionally made politicians from both sides to feel and sense hostility and unconsciously insinuated the perception of challenge. When the Houses of Parliament had to be rebuilt after a fire in 1834, the Gothic form was followed but Churchill argued that the rebuilding of the Parliament ought to be done with a fan of seats in a broad semicircle, as used in legislative chambers in the United States and France. To change the environment, to give it a different behavioural space, would change the very nature of parliamentary operation. The English had first shaped their architecture, and then that architecture had shaped English government and history. Through Churchills persuasion, the Houses of Parliament were rebuilt with the revised layout. Space can determine or suggest patterns of behaviour and perceptions by its very configuration. There is yet another way of determining spatial experience, and although it is not strictly architectural, architects and designers nevertheless must take it into account. This is personal space, the distance that members of the same species put between themselves. For most animals, this zone of comfort is genetically programmed. However humans have proved themselves to be extremely flexible in their determination of personal space; they seem not to have any programmed genetic spatial code. Instead, humans personal space is culturally determined and is fixed in childhood, so that enforced changes in personal distance later in life which they experience in different spaces may produce different perceptions and emotions. The Italians and the French prefer much more densely packed arrangements in their cafes, compared to the English. Even in the same culture, different sets of rules and factors determining experiences are adopted by men and women. Two unacquainted men will maintain a gr eater distance than two unacquainted women. If an architect or designer violates these unstated rules of personal space and places people in a space that is not catered to these needs, the result may prove to be an environment that is resisted by the users with negative perceptions and responses that follows. Philosophy of Perception Categories of different Perception Historically, the most important philosophical problem posed by perception is the question of how we can gain knowledge via Perception. The philosophy of perception concerns how mental processes the space and the spatial perception depends on how spaces are observed and interpreted by the perceiver. In order to grasp this, we need to understand the different categories of spatial perception. We can categorize perception into 4 categories: Just as one object can give rise to multiple percepts, so an object may fail to give rise to any percept at all. If the percept has no grounding in a persons past experience, the person may literally not perceive it. No perception occurs. Specifications are 1:1 mappings of some aspects of the world into a perceptual array; given such a mapping, no enrichment or experience is required and this perception is called direct perception. This is usually knowledge or information gained through education or other mediums like books, television programmes etc. Direct perception occurs when information from the environment received by our sense organs forms the basis of perceptual experience and these sensory inputs are converted into perceptions of desks and computers, flowers and buildings, cars and planes etc. Some argue that perceptual processes are not direct, but depend on the perceivers expectations and previous knowledge as well as the information available. This controversy is discussed with respect to James J. Gibson (1966) who investigated what information is actually presented to the perceptual systems. This theory of perception is a bottom-up theory and this bottom up processing is also known as data-driven processing or passive perception. Processing is carried out in one direction from the environment to the sensory inputs, with our brains carrying out more complex analysis of the inputs which affects our reaction or behaviour. Passive perception can be surmised as the following sequence of events as: Surrounding input (senses) processing (brain) output (reaction/behaviour) For Gibson: sensation is perception: what you see is what you get. However, this theory cannot explain why perceptions are sometimes inaccurate, example in illusions and perceptual errors like overestimation. Although still supported by main stream philosophers and psychologists, this theory is nowadays losing momentum as more and more people turn to believe in the next one Active Perception instead. The theory of active perception has emerged from extensive research, most notably the works of Richard L. Gregory (1970). This theory is increasingly gaining experimental support. Gregory argued that active perception is a constructivist (indirect) theory of perception which is a top-down theory. Top down processing refers to the use of contextual information in pattern recognition. One simple example to explain this: understanding difficult handwriting is easier when reading complete sentences than when reading single and isolated words. This is because the meanings of the surrounding words provide a context to aid understanding. For Gregory, perception involves making inferences about what we see and trying to make a best guess. Prior knowledge and past experience, he argued are crucial in perception. Thus, active perception can be surmised as a dynamic relationship between Description (in the brain) and the senses and the surrounding, all of which holds true to the linear concept of experience. What one perceives is a result of interplays between ones past experiences and knowledge (the brain) and the surrounding, including ones senses and the interpretation of the perceived space (surrounding). A lot of information reaches the eye, but much is lost by the time it reaches the brain. Therefore the brain has to guess what a person sees based on past experiences. According to Richard Gregory, we actively construct our perception of reality. Our perceptions of the world are hypotheses based on our past experiences and stored information. How Spatial Perception reflects Being The different ways in which we experience a painting, a sculpture, or a work of architecture reflects on each of our individual being. Our environments ( built environments ) are a reflection of ourselves. Architecture should express our aspirations and our sense of optimism about the future. Nothing can possibly show us better or clearer of our innermost self, BEING, other than the very own living space we create. It shows how we want things to be and what we really want in life- freedom, happiness, power, health, luck, love, etc which reveal our characteristics, attitude and most importantly our being. It is also used to express emotions and symbolise ideas that give out certain messages about the owner. What is happening above is actually personalising your own space. This has two meanings to it: One is to personalise it and the other is to personify it. The latter is the main point in this whole essay, the living space representing the person who created it with a hint of the creators being in every corner of the space. This is why we can relate better to our own houses (personal space) than the outside world. But all in all to personalise the space, you personify it and to personify it, what you are doing is simply personalising that living space of yours. This is crucial in understanding the spaces created, the reasons for creating these spaces and how others perceive these spaces (personifying it). This same conception is expressed in Greek columns by a slight outward curvature of profile, the entasis which gives an impression of straining muscles a surprising thing to find in a rigid and unresponsive pillar of stone. This is exactly what happens when we are personifying our own personal space. To personify a thing or the entire space so that it overflows with your being, so that it tastes, smells and feels like you, is so amazingly overpowering over a person who owns it personally. None other than the owner can feel the sense of belonging and comfort created in that amount of space. You own that space and it completely belongs to you, you can even see yourself in that space, you are the space and the space is you. Even civilized people more or less consciously treat lifeless things as though they were imbued with life. Designing one selfs own space to make sure it is unique and truly belongs to you depends very much on your background, interests and expertise. This will make it special and personalised to the person with regards to his or her living space. But nowadays architecture designs are restricted by so call Style and Taste Superficial Cosmetic Professor Colin Stansfield Smith. This problem shows not only how things should be built but also what should be built. Today, in our highly civilized society the houses which ordinary people are doomed to live in and gaze upon are on the whole without quality. This is also why some important buildings are Monuments; some are considered Architecture while others are simply termed buildings. In order to prevent this from happening, we need to have an understanding of the living space. Understanding Living Space does not only mean the way it looks or its construction and materials. Understanding architecture does not mean just the way they look but the creative process of how the building comes into existence and how space is utlized. ¹ We need to visit buildings, look at the processes whereby it came into being, the sense of form, space, light and shade, the size and shape of spaces, the relationship between spaces and how space is utilised. We are looking at the Interior Beings. You must observe how it was designed for a special purpose and how it was attuned to the entire concept and rhythm of a specific era. Architecture provides the physical framework for our lives, so it has a public role a social responsibility. But it is also where we live, work and play, so it has a private role. It has a material form, but it also represents our ideals and aspirations. Consciously or unconsciously everyone is affected by his or her environment. He experiences the house in its reality and in its virtuality, by means of thought and dreams. This can be further explained by using an example. When we look at a portrait of someone laughing or smiling we become cheerful ourselves. If on the other hand, the face is tragic, we feel sad. People looking at pictures have a remarkable ability to enter a role which seems very foreign to them. ¹ This can be interpreted into how architecture plays a vital role in affecting our mood and behaviour. Buildings have their own characteristics and emotions, some buildings are feminine and some are masculine, some buildings are joyous and some are solemn. When we enter these emotive spaces, we are tuned in to the frequency of the buildings, going through all the emotional processes with the architecture. We get to the point where we cannot describe our impressions of an object without treating it as a living thing with its own physiognomy. ¹ This is exceptionally true with architecture as such animation of a building makes it easier to experience its architecture rather than as the addition of many separate technological details. Instead of using professional jargons (architectural vocabulary) that most people do not understand or could not fully understand, causing misunderstanding and confusion when perceiving space, using metaphors to convey certain ideas is so much easier and understandable by people from all professions and social levels. That is one of the many reasons why people like to personify spaces literally. Architecture should be appreciated by everyone from everywhere, which is also another crucial criteria for good architecture as it has a social responsibility once it is erected on the ground. Spatial Perception in the context of ART Whether architecture makes an impression on the observer and what impression it makes, depends not only on the architecture itself but to great extent on the observers susceptibility, his mentality, his education and his entire environment. It also depends on the mood he is in at the moment he is experiencing the architecture. We all have our preferences and prejudices in architecture as in anything else and our experiences determine our attitude towards it. This can be interpreted in the same way like above. The same painting can affect us very differently at different times and that is why it is always so exciting to return to a piece of art work we have seen before to find out whether we still react to it in the same way. This proves that a single building or a specific space can affect us differently, gives us a different feeling each time we experience it again and again. What do you get when you put Art and Building together? Architecture. What do you get when you put Living Space and Architecture together? Living Sculpture. Architecture has been understood as the art of establishing place by bounding space. To distinguish between arts of space and arts of time, between formative and expressive arts, and therefore also between arts of presence and arts of absence. Painting, sculpture and architecture are included among the former, poetry and music among the latter. The most dominant similarity between art and architecture is Art should not be explained; it must be experienced. Architecture is not just simply looking at plans, elevations and sections, there is something more to it it must be experienced, just like art. No photograph, film or video can reproduce the sense of form, space, light and shade, solidity and weight that is gained from visiting buildings. It is not enough to see architecture; you must experience it. You must dwell in the rooms, feel how they close about you and observe how you are naturally led from one room to the other. The most dominant difference between art and architecture is An architect works with forms and mass just as the sculptor does, but his is a functional art. It solves practical problems. In other words, the former has a decisive factor to it: Utility. Indeed, one of the proofs of / criteria for good architecture is that it is being utilized and perceived as the architect or designer had planned, even after a long period of time. We stand before a picture; most sculptures invite us to change our position, perhaps even to walk around them; architecture not only invites us to change our position, but to enter and move around within it. Generalizing, we can say that body and body awareness become more important as we turn from painting to sculpture to architecture. Our experience of sculpture involves the body in a more obvious way than does painting; most sculpture invites us to explore it by moving past it. Robert Morris celebrates the observers relationship to sculpture; his works let observers recognize that they themselves are establishing relationships as they apprehend the object from various positions and under varying conditions of light and spatial context. In a more obvious way, architecture is experienced by the moving body: we approach a building, walk by or around it and perhaps enter it. Architecture is the art into which we walk; it is the art that envelops us. As noted, painters and sculptors af fect our senses and perception by creating changes in patterns, and in proportional relationships between shapes, through the manipulation of light and colour, but only architects shape the space in which we live and through which we move. Architecture Appreciation through Perception Architectural spaces are more than just a stage of our lives; they also reflect the society, the image of an era and most importantly the culture. Therefore the spatial experience provided has become an important factor in the communication of the architecture and the perceiver. The virtue of a successful architecture is based on the language of the experience provided rather than the form itself, which mediated between the perceiver and the space. A successful architecture is also capable of transmitting the philosophy and concepts that the space wants to convey and the experience the space provides is vital in terms of introducing the perceiver to the personality of the space. The spatial experience should be something to be enjoyed and shared by the majority of people. If it is shared more widely because more people understand it, take it seriously; chances are the space has being perceived and appreciated by the public and fulfilled its social responsibility. Enjoyment of space and form is a birthright. This enjoyment can be heightened in two basic ways: through the thoughtful design of buildings and related spaces and through the users development of awareness and perception of architecture. Architecture can be important to the enrichment of life. And after so many years, architects and designers are still learning how users interact with space and form and how skilfully designed space and form respond to human needs. Scenario : Two men attend a concert. One studied music. Has a trained ear. Spent years developing a high degree of music appreciation. Loves great works of great composers. This concert is heaven to him. To the other man, the concert is a bore. He has had little exposure to serious music. No real knowledge of music. Never learned to listen and does not even know that he has been deprived of the pleasure of fine music. He can hardly wait until the concert is overà ¢Ã¢â€š ¬Ã‚ ¦ During intermission, the same two people react very differently as they walk around and within the concert building experiencing its space and form. Now the music lover is bored. He knows almost nothing about buildings. He is visually illiterate. The other person, however, has spent years developing an appreciation of buildings. He has a trained eye. He derives pleasure from the quality of space and form of the great hall. He is stirred to maximum enjoyment. To him, architecture is visual music. The term architecture appreciation is used to promote the idea that architecture can be enjoyed, much as the performing or visual arts, physically through the senses. Architecture appreciation, like music appreciation or art appreciation is learned. In music, it is learning how to hear. In art, how to see. In the case of architecture, it is learning how to perceive. Enjoying buildings requires some knowledge and some practice in perceiving space and form. You need to know something about buildings, you need to hone your awareness and you need to know something about yourself too. How do you respond to space and form? Architecture is a personal, enjoyable, necessary experience. A person perceives and appreciates space and form from three distinctly different but interrelated attitudes: from the physical, from the emotional, and from the intellectual. The architecture experience evokes a response which fulfils physical, emotional, and intellectual needs, effecting an enjoyable interaction between the person and the building. Space perception is happening everywhere, anytime. Wherever people are, there are buildings. Where buildings are, there are spatial experience. Appreciation of the works of creative architects and designers demands creativity from our part. Through accumulated experience and knowledge we design our own appreciation and experience. Word Count 4948

Hybrid Cars Essay -- Gasoline Electric Hybrid Automobiles

Field Experience Report Hybrid Cars The world population is increasing at a massive rate and with the increase in population growth more space is needed for building houses, roads, schools, hospitals, etc. â€Å"The world's population will rise from 6.5 billion to 9.1 billion by 2050, according to a United Nations survey released Thursday. Much of the growth will take place in the least-developed countries, where a high rate of mortality is outweighed by an even higher rate of fertility. Their current collective population of 800 million is projected to swell to 1.7 billion in 2050.† (Wald) Human population growth can be seen as having a major impact on the environment as human activities are increasing, pollution is increasing and habitats of various living organisms are being destroyed. The worlds natural resources are being used at a much faster rate and it won’t be long before they are diminished. There is growing concerns from various groups and organizations on the impact to the environment and the living organisms and the amount pollutants produced by human activities. Global warming is one of the current environmental problems facing us today. Global warming is increase in the earth’s average temperature caused by greenhouse gases. Greenhouse gases include carbon dioxide, carbon monoxide, methane, nitrous oxide, and fluorocarbons. The greenhouse gasses trap the sun’s light within the earth’s atmosphere and causes an increase in the earth’s average temperature. Global warming causes the melting of glaciers and polar ice bergs leading to an increase in sea levels, severe floods and droughts Another current environmental problem is the depletion of the ozone layer. Ozone layer in the earth’s atmosphere has a high concen... ...trieved April 10, 2008, Web site: http://www.science.org.au/nova/004/004key.htm Fong, Lesley. Personal interview. 15 Mar 2008. Hybrid Cars Advantages and Disadvantages. Retrieved April 13, 2008, Web site: http://www.newcarpark.com/hybrid-cars/hybridcars-advantage-disadvantage.php Hybrid Electric and Fuel Cell vehicles. Retrieved April 12, 2008, from National Renewable Energy Laboratory Web site: http://www.nrel.gov/vehiclesandfuels/hev/ My Car. Retrieved April 12, 2008, from RACV Web site: http://www.racv.com.au /wps/wcm/connect/Internet/Primary/my+car/advice+%26+information/ motoring+%26+the+environment/impact+of+cars+on+the+environment Prius Toyota handbook Wald, Jonathan (2005, February 25). U.N.: Population to top 9 billion by 2050. Retrieved April 12, 2008, from CNN Web site: http://www.cnn.com/2005/US/02/24/ un.population/index.html