Alternative Power free essay sample

An outline of the responsibilities and research of the renewable energy source ESEP group. In addition to describing the roles and each member of the group, the proposal explains the urgency and significance of perfecting non fossil fuel energy sources. This research discusses the world?s current energy crisis. Fossil energy comprises the majority of the world?s energy source; however, these fuels pose threats to the environment and do not provide a renewable source of energy. Analysts predict that the world will run out of fossil fuels in forty to fifty years. Due to this impending crisis, experts research and attempt to determine renewable energy sources that meet the world?s growing energy needs while considering the technical, environmental, financial, and social impact of these alternatives. This report summarizes four of the most developed renewable energy options that could feasibly replace fossil fuels as a source of energy, including fuel cells, solar power, wind power, and hydroelectric power. We will write a custom essay sample on Alternative Power or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Fuel cells use substances such as methanol and oxygen to react and provide energy; however, obtaining a clean, reliable hydrogen source and lowering the cost must precede implementation. Solar power harnesses the sun?s thermal with photovoltaic cells to produce electricity; the paper focuses on concentrating solar technologies and the addition research required to employ this alternative fuel source. Wind power uses turbines situated in a field to capture the kinetic energy of the wind; as one of the most frequently used renewable energy resources, this solution may become feasible as prices decrease. Hydropower uses flowing water through a system of turbines and generators to produce vast amounts of clean energy, but its environmental impacts are serious and widespread. All of these renewable energy sources have advantages and disadvantages when it comes to producing energy on a large scale. Some of these factors include cost, efficiency, environmental factors, and political a nd social factors. The report recommends an increase in research for each of these fields, and concludes that these renewable energy sources will only develop if society as a whole accepts the financial burden that accompanies them. Overall, the financial burden of renewable resources does not compare to the devastating effects that continued fossil energy usage will leave on the environment. As the global energy crisis worsens, scientists and researchers internationally race to refine and implement renewable energy resources to provide societies basic power needs that do not depend upon the consumption of natural resources. Within the next century, if energy consumers continue to rely on resources such as coal, petroleum, and other fossil fuels at the current rate, society will deplete its fuel reserves, specifically petroleum, to the extent that alternate power sources become necessary to maintain current standards of living based on power sources. Environmentalists, scientists, and the general public target fossil fuel usage as the primary cause for the environments poor condition; renewable resources will offer an opportunity to prevent and possibly improve damage caused by pollution from power procurement. Globally, consumers are ill-prepared for our inevitable reliance upon renewable energy resources; moreover, developing countries in the process of electrifying their citizens will not have the means to progress in the same energy-technology development cycle and cannot base their tenuous energy dependence on a rapidly waning fuel source. In the absence of fossil fuels, people must rely on new forms of transportation and energy to power our increasingly technology-based society. Renewable resources, such as fuel cells, solar power, wind power, and hydro power offers an environmentally-savvy alternative to fossil fuels, yet many of these technologies require further research, refinement, and optimization before we can rely upon them as a substitute for fossil fuels in basic power needs (SolarPACES 1). The problem involves ensuring global preparedness when low energy reserves mandate the use of renewable energy resources through proper allocation of renewable energy technology, ethical support from the public and the government, financial flexibility, and environmental sustainability.

The Art of a Soliloquy Learning to Face Ones Personal Demons

Sonnet: Solitude Face solitude right in the evil eye;Advertising We will write a custom essay sample on The Art of a Soliloquy: Learning to Face One’s Personal Demons specifically for you for only $16.05 $11/page Learn More It stares at you and never says a word. It makes you cringe, regret, deny, defy – The more it lasts, the stronger it may hurt. But we did reconcile long ago; It takes me where I’d never dare to go. Sonnet Analysis The given sonnet follows the tradition of English sonnet writing. It has seven lines, the ABAB CCC rhyme scheme, and its meter can be defined as iambic pentameter, with five masculine rhymes. The poem consists of one quatrain and two rhymed lines. It is remarkable that in the Italian tradition, the structure of the poem would have been different, with a tercet instead of two lines at the end; the English tradition, however, presupposes that the tercet should be replaced by two lines.Advertising Look ing for essay on british literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More Speaking of the content of the sonnet, the specifics of the era must be mentioned. In the XXI century, being left long even for a moment is hardly possible – no matter where one goes, the beeping of a mobile phone or a voice mail notification will always let one know that there are millions of people around waiting for a conversation to start. Moreover, many people, in fact, are afraid of being left alone (Grant 1223). The idea that a lot of people fear solitude, however, begs the question whether being alone can actually have positive results on a person. In both modern and ancient literature, there are many examples of the lead characters having a great revelation when they finally find time to look into their soul; however, there are even more examples of the characters who go mad once taking a glance into the depth of their psychics. The choice of the r hyme, number of lines and structure as the means of expression was deliberate. To emphasize the significance of the phenomenon, as well as the effect that loneliness has on different people, it was required to use very short and concise phrases. Thus, the depressing atmosphere of solitude, which most people experience as they are left to face their own demons and lead an inner dialogue, has been created. The fact that the poem was split into a quatrain and two additional lines also contributes to conveying the poem innuendoes to the reader. While in the first part, angst comes into the foreground, along with anxiety, the second part of the sonnet displays a relatively calmer attitude towards the idea of being lonely. Thus, the meter of the sonnet allows for creating a psychological mini drama, in which the lead character undergoes a transformation from a psychologically troubled and far-stricken creature to its enlightened, though, perhaps, even more insane, new self. On the one han d, an inner dialog is admittedly a moment of truth. On the other hand, for a number of people, sweeping their fears and manias under the rug is the only way to stay sane and, therefore, revisiting these fears means making a huge step back in fighting them. Once reminded of, nightmares are most likely to return, which means that the moment of solitude has been drastic for the person in question. Allowing the reader to spot the duality of the nature of solitude, the given poem raises a number of questions regarding not only human nature in general, but also the nature of the reader’s self, therefore, making the reader figure out whether the reader should also try exploring the depth of his/her subconscious.Advertising We will write a custom essay sample on The Art of a Soliloquy: Learning to Face One’s Personal Demons specifically for you for only $16.05 $11/page Learn More Works Cited Grant, Arthur G. â€Å"No Loneliness of His Face.† Journal of General Internal Medicine 27.9 (2012), 1223–1224. Print. This essay on The Art of a Soliloquy: Learning to Face One’s Personal Demons was written and submitted by user Samuel Christian to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

marketing essay on Competitive Intelligence The WritePass Journal

Professional HR/marketing essay on Competitive Intelligence Introduction Professional HR/marketing essay on Competitive Intelligence IntroductionResearch Objectives and RationaleLiterature ReviewResearch MethodologyResearch TypeResearch ParadigmResearch ApproachResearch Nature Hypothetical QuestionResearch DesignResearch TechniquesSampling StrategyResearch TimeframeEthical IssuesConclusionReferencesRelated    Introduction This paper is set in order to demonstrate the research proposal on the subject of the role of line managers in reward in the context of human resource management. The main covered areas will include the presentation of research objectives and rationale, brief critical investigation of the recent studies and research methodology. The ethical issues are going to be demonstrated at the end of the research proposal. Research Objectives and Rationale Recent research demonstrates that the role of line managers in the implementation of reward programs is neglected in most of the cases. This, in turn, negatively affects the general process of reward program integration. For instance, a survey, which has been done on 1300 organizations in 80 countries, has demonstrated that only 30 % of these organizations have reported a successful implementation of reward program (Stark and McMullen, 2008). It has been further presented in the research that HR executives tend to design the reward programs whereas the line managers tend to integrate those. The research, however, fails to provide an in-depth perspective on the subject of the involvement of both line managers and HR executives (Armstrong and Bowen, 1998).   Therefore, it is important to provide the extensive perspective on the subject of the role of line managers in the implementation of rewarding programs. This will contribute to the academic body of research in the human resource subject area. Additionally, it will allow human resource management to identify the main problems with their reward strategies; thus altering the strategies in order to acquire a success in delivery of reward programs. As a result, given the concept of the study, the main research objectives are: To explore the concept of rewards and general role of HR representatives in it To investigate the level of line managers’ involvement in the rewarding process in the context of HR management To identify and explore the elements of the most successful and effective rewarding strategy Literature Review This section is designed in order to deliver a brief critical investigation of key theoretical concepts on the subject of line managers involvement in the development and implementation of reward programs. The main sub-themes will include identification and exploration of human resource function in the development of reward programs, investigation of performance management and identification of the most effective method of reward in the context of line managers’ involvement. Reward and Reward System The reward systems have been integrated within HRM only recently. These have been designed in order to provide the monetary value to those employees who have added value to the organization. This concept is directly interlinked with the development of career and increase in motivation (Thorpe and Homan, 2000). Secord, (2003, p. 403) states that reward management is associated with â€Å"designing, implementing, maintaining and communicating reward processes†. These processes, in turn, shape the level of monetary payment for value-adding activities, performed by employees. HR Role and Function in Reward In general, there is little evidence in HR’s delivery of the actual value to the company. Assessment on 54 organizations, located in the USA, has demonstrated that the majority of companies has not assessed HR department due to the lack of value, delivered by this sector (Ramlall, 2002). It has been further estimated that some companies do not have any specific rating system to measure the performance of HR department (Becker, Huselid, and Ulrich, 2001). One of the key functions of HR is related to the design of reward system. However, this function has been ignored in the recent studies. CIPD (2006) has done a survey in the organizations on the subject of the role of HR representatives in the reward systems. It has been estimated that front-line management plays a much more significant role in the integration of the reward systems, contrary to HR specialists. HR duties are associated with a large number of aspects that should be taken into consideration in order to successfully fulfil the job. This implies that the HRM system should be visible, authoritarian, legitimate and understandable (Bowen and Ostroff, 2004). If these factors are not presented in front of employees, the strength of HRM system, as perceived by employees, decreases. HR representatives are important in design of reward system and performance management. Armstrong and Bowen, (1998) outline the personal characteristics of HR executives and their experience, as the important factors that are projected in design of reward and performance management systems. However, there is little contact between HR executives and employees, which develop the obstacles to actual integration of reward systems and performance management. This implies that HR executives are not able to actually see the performance of employees in order to base the decisions (Armstrong and Bowen, 1998). This increases the significance of line managers in relation to this task. Role of Line Managers in Reward Systems The studies suggest that the role of line managers in fulfilment of some of the HR functions has been increased over the time. Along with the transferring of supervisory duties to line managers, their people management duties have been enhanced as well (Hales, 2005). In the light of current line managers’ role in people management, the HR function and role are ignored and diminished. The research suggests that line managers are not qualified enough in order to fulfil these types of duties, namely reward systems integration. However, they are trusted by their subordinates as a result of cooperative work together. This is contrasted by the gap, which is developed on the basis of lack of time, willingness and qualifications in order to actually perform HR-related duties (Becker, Huselid, and Ulrich, 2001). It has been further added that for line managers it is easier to implement reward systems and performance management, since there has been a direct link found between the leadership style and motivation development (CIPD, 2007). This implies that line managers are more knowledgeable about their employees’ traits and level of job’s quality. Furthermore, the line managers are able to influence employee motivation development (CIPD, 2007). Performance Management Performance management is regarded to be crucial in effective management of organizational culture. It aims at the evaluation of employee’s attitude and behavior in relation to the job; thus contributing to the increase of the overall significance of performance management practices, as perceived by employees (Hannah and Iverson, 2004). Other scholars suggest that it is a leadership function, which contributes to the efficiency of performance management (Uhl-Bien et al., 2000). This corresponds to the ability to see the supervisor’s willingness to provide feedback and explain the goals of the organization, as the main factor that contributes to the increase of employee morale and therefore the company’s overall productivity (Smewing, 2001). This suggests that the employees are seen to be taken care of, therefore are more prone to commit to the organization over the long term. HR specialists are the ones that design performance management programs whereas line managers tend to realize those programs. However, the majority of line managers do not have sufficient tools in order to maintain a qualitative performance management (CIPD in ONREC, 2004). Additionally, it has been estimated that the concept of performance management has changed over time. This suggests that initially, this concept was integrated in order to address the issues of pay and the ability to achieve certain organization’s objectives (CIPD in ONREC, 2004). Currently, this concept has evolved into the talent management and the ability to recruit and retain the best employees on the market. Additionally, performance management has evolved into shifting away from the dogma that financial pay may be the only motivating force behind the performance (Armstrong and Baron, 1998). Large attention in the motivation-related research has been attributed to the significance of intrinsic and extr insic motivation. Intrinsic motivation suggest that the employee is motivated by the force of self-motivation. Extrinsic motivation suggests that the employees are motivated by the external factors, like the increase of pay (Speckbacher, 2003). It is stated in the same source that it is a challenging task to channel the intrinsic motivation, however, performance management is shifting to the integration of this dogma. The intrinsic motivation suggests that the employee receives satisfaction from the achievement of certain objectives. Therefore, this motivation eliminates the need to provide additional financial benefits in order to increase employee’s productivity. Additionally, already increased employee morale reduces the need for further integration of the additional practices, aimed at the increase of one’s productivity (Speckbacher, 2003). Research Methodology This section aims at the presentation of the main research methodology and its elements. This section is based on the integration of â€Å"research onion† framework, which implies a shift from presentation of â€Å"research method† to the description of â€Å"primary data instrument† through a variety of stages (Saunders et al., 2009). Research Type Due to the scope and subject of research,mixed research methodology is applied. This methodology suggests that the study will be conducted whilst integrating the elements of quantitative and qualitative research methods (Saunders et al., 2009).   This method is regarded to be associated with a high degree of costs, which is suitable, given the scope of the research (Ellin Datta in Greene, 2007). Research Paradigm Research paradigm has been selected to be positivism and interpretivism. Positivism philosophy suggests that the researcher incorporates value- free, objective perspective on the subject of the study. This requires minimum integration of the values and opinions that have been acquired throughout the lifetime (Saunders et al., 2009). Interpretivism on the other hand allows interpretation of the collected information into the narrative format. This is especially applicable to the qualitative interviews. One of the possible disadvantages that may emerge as a result of positivism application, that the researcher may integrate some lifetime values within data collection and analysis processes (Frauendorf, 2006). This might become an obstacle, due to the lack of critical research skills. Research Approach The research approach is proposed to be deductive, in order to benefit from the development of theory on the basis of evaluation of the elements of the acquired data (Thyer, 2010). Deductive research approach exercises the shift from more expanded towards more detailed in line with the subject theory and elements (Thyer, 2010). In other words deductive reasoning employs top down approach, where the conclusions are drawn on the basis of acquired findings.   Since this subject is regarded to be multi-dimensional, the analysis of smaller details, associated with the role of line managers in development and integration of reward systems, would be beneficial. Research Nature The research is proposed to be of explanatory character. The main aim of this type of research is to explore the causal relationships between dependent and independent variables. The ultimate purpose of this research is to explain the situation and predict the events (McNabb, 2008). The main question in relation to the explanatory research is attributed to – â€Å" Why this event has happened?†. Therefore, the main question in relation to this research would be – â€Å"Why the role of line managers is so significant and/or so insignificant?†. Hypothetical Question Qualitative Research Question: What is the role of line managers in reward system planning and integration as projected in real life time activities? Quantiative Research Hypothesis: Line managers have a direct positive affect on reward system integration Line manager have a direct positive impact on performance management activities Research Design The research design is chosen to be a multiple case study (Yin, 1993). This implies that two case studies will be developed in order to investigate the role of line managers in the development and integration of reward systems. One case will include the line managers; whereas another case will include the employees. This will allow data collection will allow the acquisition of data on the subject of insight on this subject, from line managers and subordinates, which would contribute to the development of the full picture on the subject of study. Multiple case study is known to be associated with the triangulation of data and research methods (Yin, 1993). It has been estimated that case study strategy is well applied to qualitative and quantitative methods, which will result in the achievement of research objectives (Yin, 1993). Research Techniques Along with the integration of mixed research methodology, questionnaires and semi-structured interviews have been selected to be applied as part of the primary data instrument design. Questionnaires will be distributed among employees, namely floor employees in the selected commercial companies. Semi-structured interviews are going to be targeted at the line managers in order to deliver a follow up on the acquired findings, by questionnaires. This will allow demonstration of the perspective of line manager involvement in reward systems integration from both perspectives. Questionnaires are beneficial since these allow collection of the data from a large sample, which is a primary research objective in relation to the employees’ study group (Saunders et al., 2009). Due to the specifics of the study, the questionnaires are going to be distributed via e-mails, in order to enable quick rate of responses. This is also associated with low degree of costs due to the utilization of th e interactive platform for questionnaires distribution (Saunders et al., 2009). Interviews, in turn, aim at the acquisition of an in-depth perspective on the subject. As a result, once the primary data from questionnaires is collected, the line managers will provide clarification of the causal relationships between the perspectives of employees about their involvement and their actual fulfilment of duties. The interviews will be heldon site, in order to ensure comfortable settings during   the interview. This would allow access to the opinions and views that are hidden deep inside one’s psychology. There is a large risk of bias opinion emergence due to the depth of the interview process and involvement of qualitative opinions, views and behaviours (Saunders et al., 2009). Additionally, the lack of research skills might result in the possible shift from the main subject; thus the inability to acquire valuable findings that would correspond with the research objectives. Primary data quantitative analysis is proposed to be maintained on the basis of SPSS processes integration and narration. Sampling Strategy Sample is a group of individuals with specific characteristics that have been selected in order to represent the whole population (Saunders et al., 2009). This research will be based on the incorporation of probability sampling strategy. This strategy suggests that all the individuals within the population have equal chances to be selected for the study. The main segmentation variable will be based on the occupation of study respondents (Saunders et al., 2009). This implies that for questionnaires, the sample will consist of floor employees and for interviews the sample will consist of line managers. The sub-sampling strategy is selected to be a stratified   random sampling. This implies that all the employees are considered for participating in the study whilst being grouped with regard to their occupation (Saunders et al., 2009). This correlates well with the cross-sectional research design. The sample size is proposed to be 150 floor employees and 10 line managers in one commerc ial organization, which is geographically limited to the UK. Research Timeframe The cross-sectional timeframe has been chosen to be applied in this study. This implies that the research will be conducted over a short period of time, in contrast to the specifics of longitudinal timeframe. This would ensure relatively quick observation of study participants whilst conducting questionnaires and interviews (Jackson, 2008). This would allow investigation of a sample where the members possess different characteristics. Ethical Issues Due to the incorporation of direct human contact as part of the research design, there are some ethical issues to address. First of all, the study will be based on the integration of confidentiality-related policies. This suggests that all the material, which is acquired as part of primary data collection, will be stored confidentially in order to avoid sharing to any other 3rd party, unless otherwise stated by the primary data owner. In addition to this, the questionnaires and interviews are going to be supplied with the introductory letter. This introductory letter is designed in order to acknowledge the study participants with study’s purpose, aims, terms and conditions. By accepting the terms and conditions of the research, the study participant agrees to participate in the process of research conduct. Both questionnaires and interviews are designed in order to address the race relations and equality of rights. Any study participant will have the opportunity to withdraw from any stage of research conduct process, whereas their data will not be utilized for the purposes of research. The study participants will have a right to stay anonymous, unless otherwise stated. All the expenses, namely research, transportation, communication and stationary are manageable by the researcher. Draft Timetable       1 2 3 4 5 6 7 8 9 Literature Review                            Design of Primary Data Instrument                            Pilot Study and Data collection                            Data Analysis                            Analysis and Discussion Chapters Completion                            Draft review by supervisor                            Amendments and Final Review                         Conclusion This paper was designed in order to demonstrate the proposal for the research on the subject of line managers involvement in reward systems integration and performance management. It has been estimated as part of the literature review, that line manager role is significant in the integration of both of these processes. It is mainly associated with the fact that they are able to see and engage in the actual performance management; thus being able to produce objective results in relation to reward systems, contrary to the HR department. It has been further estimated that employees tend to develop both intrinsic and extrinsic motivations, where intrinsic motivation is much more significant in channeling in order to acquire the benefits in relation to the financial performance of the company. As a result, the main objectives of research is to explore the level of involvement of line managers in the reward systems. This is proposed to be done by the means of mixed research methodology int egration. The primary data collection instrument consists of interviews and questionnaires that are distributed among 10 line managers and 150 floor employees in the commercial organization in the UK. References Armstrong M, Baron A (1998). Performance Management: The new realities. Institute of Personnel Development: London. Becker, B., Huselid, M., and Ulrich, D. (2001). The HR Scorecard: Linking People, Strategy, and Performance. Boston: Harvard Business School Press Bowen, D.E.,   Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of â€Å"Strength† of the HRM system. Academy of Management Review, 29, 203-221 CIPD. (2006). Rewarding Work: Vital Role of Line Managers. Available from: cipd.co.uk/NR/rdonlyres/72035864-98CD-495A-8CB9-96989B96E73C/0/vitalrolmgrca.pdf (Accessed on 10/12/12) Hales, C. (2005). Rooted in supervision, branching into management: continuity and change in the role of first-line manager. Journal of Management Studies, 42: 3, 471–506. Hannah, D. and Iverson, R. (2004). Employment relationships in context: implications for policy and practice, in J. Coyle-Shapiro, L. Shore, S. Taylor and L. Tetrick (eds). The Employment Relationship: Examining Psychological and Contextual Perspectives. Oxford: Oxford University Press, pp. 332–350. Jackson S. (2008). Research Methods and Statistics: A Critical Thinking Approach. 3rd ed. Cengage: USA McNabb D. (2008). Research Methods in Public Administration and Nonprofit Management. 2nd ed., Sharpe: USA Ramlall, S. (2002). A Critical Review of the Role of Training Development in Increasing Performance. Journal of Compensation and   Benefits, 18, 5, 12-17 Saunders M., Lewis P. (2009). Research Methods for Business Students. 5th ed., Pearson Education: UK. Secord H. (2003). Implementing Best Practices in Human Resources Management. CCH: Canada Speckbacher, G. (2003). The Economics of Performance Management in Nonprofit Organizations. Nonprofit Management Leadership, 13, 3, 267-281. Stark M., MacMullen T. (2008). When considering effective reward-program implementation, too frequently the role of the line manager is neglected. WorldAtWork Journal, 2nd Quarter.   Thorpe R and Homan G. (2000). Strategic Reward Systems. London: Pearson Education Limited. Thyer B. (2010). The Handbook of Social Work Research Methods. 2nd ed., p 33, Sage Publications: UK ONREC. (2004). Line managers are key to good performance management. Available from: onrec.com/news/news-archive/line-managers-are-key-to-good-performance-management (Accessed on 10/12/12) Uhl-Bien, M., Graen, G. and Scandura, L. (2000). Indicators of leader–member exchange (LMX) for strategic human resource management systems. Research in Personnel and  Human Resources Management, 18: 137–185. Yin, R., (1994). Case study research: Design and methods. 2nd ed., CA: Sage Publishing.

The Ultimate 4 Step Guide to Changing Careers

The Ultimate 4 Step Guide to Changing Careers Choosing a career is a tough thing- and a lifelong process. You might pick a job early, just out of school or based on your interests as a 20-something. It would be great if that were a direct path to your retirement decades later, after years of building a fulfilling career from that initial decision. But not every career path is quite that straightforward. You might wake up after 10 years and think, â€Å"I really don’t want to be a widget coordinator anymore.† Or maybe you’ve been laid off, and realize that hmm, you weren’t all that happy in your career even before the fact. Whatever leads to that revelation, you should embrace it as an opportunity when it comes.  If you are thinking about making a career change, here are the 4 steps you can take to make it a reality: Step 1.   Figure out what do you really want to be doing.Step 2.   What does the roadmap look like?Step 3.   Updating Your ResumeStep 4.   Build (and then work) your network  I f you’re thinking about changing your career, you’re in in good company. There are very few hard stats on how many people do change careers midstream- the U.S. Bureau of Labor Statistics doesn’t keep data on career changers, mostly because the data is so unclear  and not really tracked anywhere- but we do know that some very famous people only achieved those heights only after they pulled the trigger on a career change.Did you know that:Walt Disney was originally a newspaper editor?Actor Harrison Ford was a carpenter before his first big movie role?Uber-chef Julia Child was a bureaucrat and spy for the U.S. government during World War II, before she mastered French cuisine?Actor Steve Buscemi was a New York City firefighter?Pope Francis was a chemical technician before joining the priesthood? One thing these people all have in common (aside from amazing success) is that they each made a career decision based on the difference between what they were doing, and what they wanted to do with their lives. This isn’t to say that everyone should drop a stable, bill-paying job in order to pursue that dream of opening a puppet theater. However, if you think that changing careers is the best next step for you and your goals, then there are ways to make the jump in a smart and practical way.Step 1: What do you want to be doing?The best thing you can do up front is to start thinking about what it is you really want to do. According to a Deloitte Shift Index survey in 2010 (which tracked workplace trends), a staggering 80% of respondents lacked passion at their jobs. That’s a lot of disengaged people, or people at risk of checking out. Still, it’s not enough to feel vaguely unhappy at your current job, or on your current path. You need a plan for finding what it is you would be passionate about doing as a career.80% of respondents lacked passion at their jobsIn the following Tedx Talk, career coach Scott Dinsmore offers some advic e on how to transition that dissatisfaction or malaise into real and lasting personal change. He recommends doing some soul searching on the following questions:What are your strengths? What are you good at doing? What would you do even if no one paid you?What are your values? Are you driven by people (family, friends)? Are you most concerned with success and achievement? How do those factor into your decision, and what is your â€Å"soul† made of?What are your experiences? What do you like, or dislike? What are you good at or bad at doing? What have your experiences told you about what you want, and what experiences inspire you? You have years of experiences, as well as successes and mistakes, which form a baseline of expectations. Together, these factors can be pulled together to help you figure out what you want those successes to look like in the future, and what kinds of jobs would help you get there.Step 2: What does the roadmap look like?Changing careers is a process. At an early point in said process, you can’t really predict the outcome. But you can definitely map out your expectations, and the likely steps it will take to get there.For example, take a look at this  career change roadmap:Step 3: Update your resume.This means updating your resume and your cover letter to align with your revised career goals. Many job hunters make the easy mistake of assuming that their same old resume will do, and that hiring managers will connect the dots on skills and experience. Don’t let that be you! Take the initiative to rebuild your resume for your soon-to-be new career. On your resume, you have a bit of an added challenge, compared to another candidate who has more industry experience, so you need to craft your resume 2.0 to reflect that reality.If you have a lot of skills that will be transferable from your old career to the new job(s) for which you’re applying:Your best bet is likely a combination resume, where you craft the stan dard linear list of your jobs, but kick off the resume with a bulleted list of qualifications/skills. The bullet points in the work history section should, of course, emphasize the skills you want to play up in the qualifications summary. You might want to get your resume evaluated by  a professional resume expert  as well. (For more on how to write a great qualifications summary, visit Resume Genius.)Here’s an example:Qualifications SummaryLeadership:Leading marketing teams of 5+ people.Creativity:Designing and implementing ROI strategies aimed at streamlining marketing campaigns.Communication:Presenting marketing proposals to clients. Combination resumes can be great for covering up gaps in experiences or long lags between jobs, but keep in mind that the lack of specific dates and other details might raise a red flag with hiring managers or interviewers. Be prepared to speak to those in the interview, as well as emphasize the transferrable skills you have.If you are bas ically starting over, and want to downplay your work history:Work on drafting a functional resume, where you group your skills into headers and bullets.Here’s an example:Marketing ExperienceCreated brand-awareness social media campaigns for a national car rental company.Improved engagement and conversion rates for 3 straight years.If you’re concerned that your career change narrative won’t overcome the relative lack of experience: Write a resume that covers the standard skills and work history, but write a detailed cover letter that explains a) your passion for the industry you’re trying to break into; b) why your experience travels well into this new arena; and c) your strong motivation to start over, or find a foothold at this particular company. Your resume will still need to stand on its own, but you want to make sure the hiring manager is clear that you know your experience may not be extensive, but you have the skills and passion necessary for this job.Step 4: Build (and then work) your network.The best new resume in the world may not mean much if you can’t get it in front of the right people. Online application engines and emailed resumes have their place (and will likely do so for a long time to come), but one of the most effective ways to get noticed is also one of the oldest and lowest-tech: word of mouth. If you know someone in a company who can recommend you for an open position, it’s like getting a gold star on your resume. It may not get you an automatic job offer, but having an insider vouch for you could very well increase the odds of getting your application a closer look. Plus, seeking out people in your target industry can help you get a better handle on the industry itself, letting you ask questions and get information that might not be as readily available from internet searches.And don’t discount your existing network: you never know who knows someone else, especially in this age of LinkedI n. Don’t be afraid to put it out there that you’re looking to make connections in a new area. Use your social networks (Facebook, LinkedIn, Twitter) to find new connections or experts to follow. However, make sure you’re discreet about it if you’re not ready to announce your career change plans to your current employer. (Maybe don’t post a status update that says, â€Å"Hate my job, want to know more about alpaca farming. Anyone know any local animal farmers I can talk to?†)If you truly don’t have any overlap between your current network and your new industry, start with some basic research. Look for groups online related to your target job, and â€Å"listen† in on message boards or email lists for a while. This can also let you know about industry events, job openings, or networking opportunities that you might not know about otherwise.Whether your new career is on par with the carpenter-to-Han Solo transition, well, that rema ins to be seen. But if you know that you’re ready to commit to a jump (or at least commit to the idea of jumping), there’s no point in waiting until the time is right. Because you know what? That time may never come if you don’t make it happen yourself. But you can set yourself up so that there’s a time that feels comfortable for making the transition.

Rubber Tire ( car ) Research Paper Example | Topics and Well Written Essays - 1000 words

Rubber Tire ( car ) - Research Paper Example The materials can be stretched severally to almost double its original size, and upon being released, it will return almost to its original length. Rubber can be produced from two basic raw materials, natural rubber or synthetic rubber. With the objective for improvement, in accordance with customer and regulatory requirements, how a car tire chemical composition is reported through the IMDS system. The introduction of IMDS brought about introduction of pseudo-substance basically for tire. Guidance document clarifies how the pseudo- substance should be used in the IMDS system in order to describe the chemical composition of tire. Production of car rubber is classified into two basics steps, production of rubber itself and processing into finished goods. In the first step of rubber production, it can be produced naturally by use of an agricultural crop or synthetic rubber made from petroleum products. Natural rubber is acquired from the rubber tree (Hevea brasiliensis) as latex. This is a runny, milky white liquid which is tapped from the bark of rubber tree. Latex is a colloidal dispersion of solid particles of the polymer polyisoprene in water. The molecules of this compound are loosely joined making long, tangled chains. These molecules of chain when pulled apart untangles easily but springs but together once released and this brings about the characteristic of rubber being elastic. Many tanks are used to collect latex, blending the yield of many trees. (Wiley) General Natural car rubber currently accounts for about 30% to 40% of the total elastomeric part in a car tire, but in the case for a truck is 60% to 80%. The procedure of recovering this natural rubber from latex involves a process called coagulation. This process is carried out by adding acid such as formic acid (HCOOH). Coagulation takes about 12 hours. The coagulum, which is now soft solid slabs, is then squeezed through a series of rolls which removes most of the

International Business Strategy Essay Example | Topics and Well Written Essays - 1750 words - 1

International Business Strategy - Essay Example Howard Schultz turned out to be the key success factors of the company. Such decision is discussed in this section. Product diversification to customer segment (Explanation Using Ansoff Model) Throughout the 90’s and the 00’s In order to target new customer segments Starbucks decided to go for product diversification. In 1994 Starbucks and PepsiCo entered in to a joint venture, which is now known as the North-American Coffee Partnership to sell product closely related to coffee in cans and bottles. Thus the Starbucks catered to a whole new customer segment. In 1998 the company allowed Kraft foods to become a licensed provider of the Starbucks ground coffees and whole bean across US. In this case Starbucks ensured product quality, while Kraft foods took care of promotion and distribution. In 2008 Starbucks struck a partnership with Apple iTunes and started providing pick of the week music card in the 7000 stores (Henry, 2008, p.131). The diversification strategy can be w ell explained by using the Ansoff Product grid matrix. The four key elements of the product matrix grid are market penetration, Market Development, Product Development and Diversification. Among these Starbucks went for diversification as the company launched new product in a new market. Here it may be added that although Starbucks provided new products, but the core product remained the same. Rather the company went for augmentation. This also meant that the company used concentric diversification instead of conglomerate diversification, because the company added new product s hat was similar in nature keeping the core product i.e. Coffee in mind. Store Expansion Strategy to achieve Market Expansion (Explanation Using Different Market Entry Modes and Strategic Actions) Even before becoming the President and CEO of the company Mr. Schultz had a vision to expand the business of the company. This was one of the key reasons for which Mr. Schultz bought the company. In the early 90†™s the company began the geographic market expansion strategy. The management of the company decided to work on a hub and spoke model to expand the market. In this case the major cities acted as a hub. It had specialist teams of professionals located in the hub. As a number of stores opened in the hub the company decided to open additional stores in the surrounding cities. The stores in the surrounding cities were monitored by the team of professional located in the hub cities. Due to such strategies very soon the company had a blanket of retail stores in the major as well as surrounding cities of the country (Wenderoth, 2009, p. 145). In the mid 90’s as a part of the expansion strategy the company got in to licensing agreements to cover those locations where the company may not able to have own outlets. The company entered into a licensing agreement with Marriot host international hotel operates in airport locations. Once the company had established a strong store network in United States the company decided to venture internationally. There were various options available in front of the company which

Kearlsey Case Study Essay Example for Free

Kearlsey Case Study Essay Tony Kearsley applies for a position as a firefighter with the City of St. Catharines and was accepted on condition that he were to pass a medical examination by a doctor specified by the city. However, during the medical exam the doctor discovered that Kearsley had an atrial fibrillation (an irregular heartbeat) and refused to pass him. Kearsley took it upon himself to consult a medical specialist who advised him that his condition would indeed not affect his ability to perform his job as a firefighter. Kearsley then filed a complaint against the city with the Ontario Human Rights Commission. At the Commissions Bored of Inquiry hearing, the doctor who had originally examined Kearsley testified that atrial fibrillation led to increased risk for stroke meaning his heart could fail to pump sufficient blood to his organs during the extreme conditions that come with firefighting. The Board of Inquiry called a medical expert in atrial fibrillation. The expert testified that the increased risk for stroke in someone of Kearsley’s age was inconsequential. The expert further testified that there was no increased risk for heart failure in someone like Kearsley because he was otherwise in good health. Meanwhile, after Kearsley got turned down by the St. Catharines fire department, Kearsley had become a firefighter in the City of Hamilton, achieving the rank of first-class firefighter in October 2001. 2. Why did the Board of Inquiry rule in Kearsley’s favour? The Board of Inquiry ruled in Kearsley’s favour because they came to the conclusion that Mr. Tony Kearsley had in fact suffered discrimination. The Board noted that it would have been the City of St. Catharines responsibility to seek an expert opinion when confronted with a medical condition such as that found in Kearsley. The Board also indicated that this was the procedure used in other municipalities. The City did not follow their responsibilities which led to Mr. Kearsley’s unfair treatment and discrimination based on disability. For these reasons, this is why I think the Board of Inquiry most definitely ruled in Kearsley’s favour. 3. Do you agree with the decision in this case? Why or why not? I strongly agree with the decision of the case. Tony Kearsley was without a doubt, discriminated based on disability which is illegal in Canada. I feel like the city of St. Catharines defiantly should have handled this matter in a more ordered and professional way, as it seems that none of the facts in favour of the city of St. Catharines truly added up. I feel like the city jumped to conclusions too quickly not taking into account that Tony Kearsley was still fully capable to fulfill all duties of a firefighter. They did not treat Mr. Kearsley as an equal after finding out he had a disability; this is an act of discrimination and this is illegal. The city of St. Catharines owes at the least these things to Mr. Tony Kearsley in return for their lack of knowledge towards him while doing their job. 4. In what ways in this case a question of human rights? This case is a question of human rights because it is strongly discriminating against disability in the workplace. The Ontario Human Rights Code provides in part: 5(1) Every person has a right to equal treatment with respect to employment without discrimination because of †¦ handicap. 10(1) â€Å"because of handicap† means for the reason that person has or had, or is believed to have or have had a) any degree of physical disability that is caused by illness. 17(1) a right of a person under this Act is not infringed for the reason only that the person is incapable of performing of fulfilling essential duties or requirements attending the exercise of the right because of handicap. It is obvious at once that a person with very bad eyesight is not discriminated against when refused a job as a truck driver nor a person with inadequate strength when refused a job as a police officer or firefighter. There is no doubt that St. Catharines considered that Mr. Kearsley had a physical disability, atrial fibrillation. The issue is whether St. Catharines was justified in concluding that because of this perceived disability; Mr. Kearsley was incapable of performing or fulfilling essential duties as a firefighter. It was later found out that Mr. Kearsley could indeed perform all duties as a firefighter, as he got hired by the City of Hamilton later that year. Therefore, Mr. Kearsley was discriminated against based on disability and this is without a doubt, a question of human rights.