Red BAron essays

Red BAron essays World War 1s leading fighter pilot for Germany was Manfred Freiherr von Richthofen. During his two years of fighting for Germany he shot down eighty enemy planes. Richthofen painted his plane bright red so everyone that saw him coming would be in fear of, THE RED KNIGHT, or better known as the RED BARON. Most of the planes the Richthofen shot down were British. Most of the people that Richthofen defeated burned to death after the bullets form his machine gun hit the gas tanks, as for the pilots who were able to eject before the plane went down or exploded Richthofen would fly by giving them a friendly wave or land to shake hands. IN 1918 Richthofen was 25 and the commander of Pursuit Squadron 1 of the German Air Force. The squadron that Richthofen was in charge of was nick named the Flying Circus. His squadron flew Fokkers. The squadron painted their planes in gaudy colors but no one was aloud to copy the all red design of the red barons plane. On the morning of April 21, 1918 Richthofen led two-dozen warplanes over the Somme river Valley of France. Richthofen was eager and hoping to gain air control so they could launch an offensive attack on the British forces below. As thy were chasing a few Australian photo reconnaissance planes they encountered some ROYAL AIR FORCE FIGHTERS. They commenced the air battle, which was quite a show for the men down in the ditches. Richthofen chose his one victim, which was LT. (Lieutenant) Wilfred May from Canada. Wilfred was a novice fighter pilot. He did not notice that he had Richthofen on his tail until he saw tracer bullets begin to arc past the stays on the wings. Wilfred looked behind him to see the big red plane chasing behind him with the machine guns spitting fire. Wilfred then took risky actions to avoid being hit and downed he pulled h ...

Essay on Attributions

Essay on Attributions Essay on Attributions Essay on AttributionsAttribution is a psychological term for a mechanism of explaining the behavior of another person. In particular, it may be attributing to social objects (individuals, groups, or social community) some characteristics that are not represented in the field of perception. The need for attribution is based on the fact that the information that a person can get through observation is insufficient for adequate interaction with the social environment and needs to be â€Å"filled-in†. Attribution is the main way of this â€Å"filling-in† the gaps in the directly perceived information (Myers, 2012). However, this process inevitably associates with fundamental attribution error, which consists in the tendency to explain acts behavior of other people though their personal traits (so-called â€Å"inner disposition†), and one’s own behavior through external circumstances (so-called â€Å"external disposition†) (Feenstra, 2013).Thus, a person is inclined to explain one’s successes bydisposition, and failuresby situation with just the opposite treatment to successes and failures of others. Thus, someone else’s delay is often attributedto poor punctuality or absent-mindedness, whereas one’s own delay is explained by, for example, traffic jams or having to stay late hours the day before. Such an error leads to serious problems, distorting a person’s self-perception, impeding the process of self-assessment, analysis and correction of one’s own behavior. Partly, the fundamental attribution error is the result of the fact that when we observe someone’s behavior we focus our attention on the person, and the situation becomes relatively invisible. When we act ourselves, our focus is on the situation: we react to it, and it becomes clearer. Locus of control also affects attribution error. For example, people with an internal locus of control are rather likely to attribute the results to internal factors and less prone to errors of attribution, and at the same time, they are also more likely to experience feelings of guilt for the events that are happening to them (Myers, 2012; Feenstra, 2013).

Anthropology Questions essay Example | Topics and Well Written Essays - 1500 words

Anthropology Questions - Essay Example In contrast, social authority is the capacity to command individuals. However, the two basic features of cultural authority, legitimacy, and competency must be attained collectively as one group (Joralemon 18) Whilst people may acquire confined reputation, a profession’s aggregate conveys significant trust warrant and authority. Legitimacy is attained by competent advance of national health. For example, health professionals can provide credible data, recommend and validate medical claims, and should be leaders and be honest always. Social authority is the most suitable in western Biomedicine since most of the communities are driven by superiority complex and a command can work well for them. Question 2 Cultural competence is referred to as a set of harmonious behaviors, policies, and attitudes that merge in an agency, among professionals, or system and enable that system, professions, or that agency to work efficiently in cross-cultural circumstances. Culture in this context is used with a reason that it applies the incorporated pattern of human behavior inclusive of communications, customs, values, thoughts, actions, and institutions of an ethnic, racial, social, or religious group. Competence is a word used here as it implies having the ability to function effectively (Bae 47). In terms of operations, Joralemon defines cultural competence as the combination and transformation of knowledge concerning groups of people and individuals into specific policies, standards, attitudes, and practices used in suitable cultural settings to improve on the quality of services, thus producing better results. Medical anthropologists apply the concept of cultural competence by incorporating dialogue at individual levels, since individuals are the ones who create and endorse culture, who encounter diseases and illness, and who can clarify the variation within what we comprehend as cultures. Dialogue recognizes that culture is not necessarily language, ethnicity, and co mmon tradition as existing discourse suggest, rather that these elements join with political and socioeconomic stratifications to affect individual experiences. Medical anthropologists assume that culture labels the entirety of an individual’s experience of illnesses and continues to show patients how important cultural competency is in giving the most effective and comprehensive medical care for all patients. However, the greatest challenge in their work is that, cultural competence is considered as a technical skill, which can be merely acquired or a matter that can be simply handled by a translator. This challenge is rooted from how medicine defines culture, which contrasts with its present use in anthropology. Culture is regularly made identical with nationality, language, and ethnicity. For example, cultural competence has do’s ad don’ts, which define how to take care of a patient from a specific ethnic background. In a medical setting, cultural competence is an important concept as it equalizes power dynamics in health care that lead to those with limited power, for example those in cultural, linguistic, ethnic, or economic minority to receive a lower quality care. It also helps health providers not to believe that they have a superior and correct value system. For example, some cultures believe that when death is talked about, it accelerates life loss, yet most western health care providers view this as a wrong belief

RESEARCH METHODS IN PSYCHOLOGY Essay Example | Topics and Well Written Essays - 750 words

RESEARCH METHODS IN PSYCHOLOGY - Essay Example rt will specifically involves the methodology behind establishing an experiment to examine how stress will be affected due to the mobile phone ring tones. This research proposal aims to identify whether stress level is affected differently based on mobile phone ring tones. The human study was conducted on how ring tones show effect on heart rate and skin conductance in humans. In this research hypothesis, the heart beat rate per minute plays significant role in integrity to stress level. This research study â€Å"Effect of mobile phone ring tones on stress level† is proposed to follow the quantitative research method. Quantitative research method is often used in psychological research to answer the cause-effect question in the research scope. Quantitative research involves the counting and measuring of events and performing the statistical analysis of a numerical data. The current study proposes to follow the experimental method as a means to prove the scientific hypothesis and found it valuable because the researcher is able to constrain or control the situation and various variables. The data collection is proposed mainly through primary data. In this method, collection of metrics derived on causes and coverage of step wise reactions can be observed in response to the ring tone is possible. In order to satisfactorily test this hypothesis, a significant sample group must be recruited to justify a reliable set of study results. The first step in this recruit ment involves narrowing the focus of the potential on same work. This research focuses on the specific change that takes place with introducing the different styles of ring tone – classic, pop, standard by investigator. In order to add reliability to this study, the statistical output is subjected to test of hypothesis. Having identified the necessity to observe the different mobile phone ring tones effect on human stress level, the actual study involves the examining the heart rate and skin conductance

Values and Planning Essay Example for Free

Values and Planning Essay In this first part of my assignment I will be explaining the different values and principles that are applied in care planning and how they will enable the provision of holistic support for service users. Providing direct care/ meeting and supporting the individuals needs Meeting the individual’s needs, making sure that they recognise and promote the rights of the individual and making sure that they have a right to make choices and engaging in having their needs met are all important in social care. Independence and the wellbeing of the individual using their services should be promoted by the professional so full potential is achieved. The professional should also take part in assessments to ensure the safety and protection of their client. When identifying the individual’s needs, it helps you to create a care plan for them so that their needs are met. A professional should pay them regular visits. On these visits they may identify that the environment that they are living in is not suitable for them. All the information collected would help them to make decisions on what arrangements need to be made to meet their needs. Promotion of choice Every individual should have the right to make their own choices and what they want to do. The choices could be things such as what activities they want to take part for that day. They could do this independently or with assistance if wanted. Promotion of rights In a health and social care environment, individuals all have the rights to choice, confidentiality and to also have their individuality acknowledged and respected. Some of the rights that they have are to be able to voice their opinions and for any form of communication received to be effective. Also to be able to practice their culture and religious beliefs. Policies and procedures of the organisation that is providing them with care should be available for access to all the individuals and if they feel that their needs are not being met they can make a complaint. Recognition of preferences It is important to find out and recognise vulnerable people’s preferences when providing them with care. When their preferences are stated then the support that they want to receive will be offered to them. When vulnerable people’s preferences are acknowledged, working with them becomes more effectively. Respect for religious and beliefs, moral beliefs, values and culture In health and social care sector there is a wide range of behaviours and beliefs that should be recognised and valued. Professionals and the people receiving the care all come from different backgrounds. By law all organisations in the health and social care sector have to respect and value every individual’s religion, beliefs and culture. They need to embrace diversity and demonstrate to their workers and patients. Confidentiality Everyone has the rights to privacy and privacy over their personal details. It is important to keep all information about individuals confidential. This is a legal requirement and also shows that they value and respect their patients who are receiving care from them. The only time when information can be passed on would be if there is an occasion when it has to be passed onto another agency. When doing this the individual must be informed that this information is being passed on. Fulfilling responsibilities Policies and procedures must be followed by every individual working in the health and social care sector.by following this, they will make sure that they are safeguarding that are in their care. They also have requirements that they have to meet, to protect the people within their care. P1 In this first part of my assignment I will be explaining the different values and principles that are applied in care planning and how they will enable the provision of holistic support for service users. Providing direct care/ meeting and supporting the individuals needs Meeting the individual’s needs, making sure that they recognise and promote the rights of the individual and making sure that they have a right to make choices and engaging in having their needs met are all important in social care. Independence and the wellbeing of the individual using their services should be promoted by the professional so full potential is achieved. The professional should also take part in assessments to ensure the safety and protection of their client. When identifying the individual’s needs, it helps you to create a care plan for them so that their needs are met. A professional should pay them regular visits. On these visits they may identify that the environment that they ar e living in is not suitable for them. All the information collected would help them to make decisions on what arrangements need to be made to meet their needs. Promotion of choice Every individual should have the right to make their own choices and what they want to do. The choices could be things such as what activities they want to take part for that day. They could do this independently or with assistance if wanted. Promotion of rights In a health and social care environment, individuals all have the rights to choice, confidentiality and to also have their individuality acknowledged and respected. Some of the rights that they have are to be able to voice their opinions and for any form of communication received to be effective. Also to be able to practice their culture and religious beliefs. Policies and procedures of the organisation that is providing them with care should be available for access to all the individuals and if they feel that their needs are not being met they can make a complaint. Recognition of preferences It is important to find out and recognise vulnerable people’s preferences when providing them with care. When their preferences are stated then the support that they want to receive will be offered to them. When vulnerable people’s preferences are acknowledged, working with them becomes more effectively. Respect for religious and beliefs, moral beliefs, values and culture In health and social care sector there is a wide range of behaviours and beliefs that should be recognised and valued. Professionals and the people receiving the care all come from different backgrounds. By law all organisations in the health and social care sector have to respect and value every individual’s religion, beliefs and culture. They need to embrace diversity and demonstrate to their workers and patients. Confidentiality Everyone has the rights to privacy and privacy over their personal details. It is important to keep all information about individuals confidential. This is a legal requirement and also shows that they value and respect their patients who are receiving care from them. The only time when information can be passed on would be if there is an occasion when it has to be passed onto another agency. When doing this the individual must be informed that this information is being passed on. Fulfilling responsibilities Policies and procedures must be followed by every individual working in the health and social care sector.by following this, they will make sure that they are safeguarding that are in their care. They also have requirements that they have to meet, to protect the people within their care.

Similes in The Big Sleep Essay -- sleep

Similes in The Big Sleep      Ã‚   In response to Raymond Chandler's The Big Sleep, I have just one question. Why all the similes? There isn't a single page in the novel that doesn't display this annoying literary device. Everything is "like this" or "like that." It never ends! Similar to decoding a secret message that isn't difficult to understand, but nevertheless tiring due to the overwhelming amount of messages, the novel is frustrating to read. The following analysis acknowledges Chandler's creativity in developing his main character, Philip Marlowe, with his usage of simile. However, the excessive style of the novel creates a dominating force that ultimately leaves the reader unfulfilled at the end.    Chandler goes into great detail describing the different characters--most notably, the women. There are many sections where the shrewd detective is quick to notice (and make analogous) certain physical features of the Sternwood daughters; not that I blame him. Early in the novel he observes Mrs. Regen's legs in the following manner. "They were visible to the knee and one of them well beyond...The calves were beautiful, the ankles long and slim and with enough melodic line for a tone poem" (17). I think that every guy reading this book perked up when reading of Vivian's legs. In this sexual sense, the similes work. Those long sentences would be much easier to read if there were more comparisons of Vivian's legs to a "melodic line for a tone poem".    Carmen Sternwood is described with profoundness but in a different (less sexual) sense than her sister is. Marlowe encounters her on many occasions and is thorough in describing her--from her first flirtations to her continuous irritations. In t... ...be something similar to, "It was raining again the next morning, a slanting gray rain like a swung curtain of crystal beads...I was as empty of life as a scarecrow's pockets" (159). There is only so much of that a human being can actually absorb.    And that is precisely why The Big Sleep is a novel that has a hard time coming off as a pleasant reading experience. If the reader has to sift through all the repetition of Marlowe's observations, then it subtracts from the novels overall themes, which I believe are the most captivating parts. Perhaps if it were a short story or if Chandler displayed mercy on our souls by using similes lightly, then the novel would produce a stronger effect.    Works Cited Chandler, Raymond. The Big Sleep. New York: Vintage Books, 1996. Kemp, William. The Writing Process: Chandler 202. January 14, 1999   

Blinds to Go Company Essay

Executive Summary: The case, based on the company Blinds to Go, emphasizes the importance of staffing in stores as they expand to meet their growth objectives. Being a manufacturer and retailer, with a unique sales model – 100% commission based and focus on customer service gave the company an advantage over its competitors. According to the senior management Quality of staff was paramount and hence their original compensation system motivated best performance and fostered a high energy, sales hungry culture at BTG. To attract more recruits for its expansion phase, the management changed the compensation system from full commission to salary on the recommendation of a newly hired vice president. Sales declined and the overall staff turnover increased. Seeing this the company brought back the old culture and experienced a sales turnaround. This shift also caused another huge turnover in stores. A large percentage of voluntary turnover occurred in the first four months. The higher turnover after eight months was partly due to termination because of sales performance. The biggest challenge the company now faced was understaffing. The need for additional staff was further aggravated due to its continued push for growth and the tight US and Canadian labour markets. Another concern to be addressed was that the company had planned for 80 per cent of its expansion in US where the employees preferred the fixed pay than the company’s commission based pay structure. During this period BTG had tried several recruiting methods with varying degrees of success. With an IPO in the pipeline and plans to add on average 50 stores per year for the next five years, it was critical for the company to come up with a staffing strategy with focus on Quality of the staff and low employee turnover. The Company: Blinds To Go (BTG) was a retail fabricator of window dressings. It was started by David Shiller in 1954 in the Cote-des-Neiges district in Montreal, Canada. From the mid 1970s, BTG focussed on the sale of blinds. It was able to create a production system that reduced the delivery time frame of custom blinds from six to eight weeks to 48 hours. The reduced delivery time led to overwhelming customer response and the business flourished. The firm, realising their unique advantage of being a manufacturer and retailer simultaneously, began expansion by opening stores throughout Canada and US. By June 2000, BTG operated 120 corporate owned stores in North America. BTG expected to add 50 stores per year for the next 5 years, 80 percent of which targeted to US expansion stores. BTG’s business philosophy was that quality of staff was cardinal than the store location, customer demographics or advertising. The firm established this by experimenting with a store that was locationally disadvantaged and had declining sales. BTG was able to triple the sales of the said store in one month by deploying their ‘A’ management team and trained staff there. The four staff roles in BTG stores were 1. Sales associate 2. Selling Supervisor 3. Assistant Store manager & 4. Store Manager. Sales associates were the junior most employees and their job was to follow a set plan to help walk in customers to make a purchase. Consistent sales performers among them were promoted to selling supervisors, who were assistant store managers in training, or assistant store managers. Assistant store Blinds to Go: Staffing a Retail Expansion Case Analysis SECTION E: Group #5 managers were in charge of the stores in the absence of store managers. The store manager was responsible for overall store operations. The BTG selling process involved a high level of customer interaction, which set a very high level of service expectation. Their emphasis on customer satisfaction and sale closure led to higher volume of orders relative to their retail competition Original Compensation of Retail Staff: The compensation structure at Blinds To Go incentives performance based on number of sales deal closed. The commission based structure fosters the high energy, sales hungry culture at BTG. This structure was believed to be a motivating factor to boost performance. High performers at BTG actually made more money than comparable retail outlet salesman. For Sales Associate the salary structure was a mix of fixed pay and variable pay with $3 – $5 comprising of fixed and 3% of sales as variable component. For Managers/Assistants the salary structure was $10,000 – $15,000/yr as fixed pay with 1.5% to 3% of overall sales as variable pay. Changes in Compensation Structure – 1996: As per the recommendations from a newly hired Vice President of store operations the compensation structure for the store staff was changed from being fully commission based to salaried. Under the new structure, the sales associated were paid Cdn $8 per hour as a fixed component. For the store managers a higher base salary component as compared to the commissions was set. The main focus of the move was to make the compensation more attractive to the prospective hires. Another change being brought was to limit the involvement of store managers in the sale process. All these changes had an adverse effect on the sales figures which showed a decrease of 10 to 30% from 1996 to 1997. The staff turnover increased to 40% from the earlier 15%. Even thought the new pay structure helped in recruiting more hires, it led to the hiring of lower calibre people. The existing good performers did not appreciate the changes, thus affecting their morale and hence their commitment to sales. To counter this adverse effect, the management introduced a variation of the commission based compensation plan in May 1998. The effect of the change could be seen in the 10 to 30% increase in store sales from the previous year. Still the BTG stores experienced a high employee turnover that year. It was probably because of the employees accustomed to fixed pay were leaving the organisation, being dissatisfied from the commission based structure. Analysis of the employee turnover reflected that the highest no of employees left the firm in the first 4 months from their hiring. Most of the new expansion plans were in US. But the people of US were uncomfortable with the 100% commission based pay structure. Thus there was a requirement in the change to the structure to adapt to the US market. Blinds to Go: Staffing a Retail Expansion Case Analysis SECTION E: Group #5 Channels of Recruitment To be able to attract and recruit people who had certain sales driven qualities, several channels of recruitment were harnessed to fill in the job positions. Since BTG was already understaffed and with massive growth plans (50 stores per year ) lined up, we need to analyse the various pros and cons of the channels of recruitment. Employee Referral: Current staffs refer friends and family to BTG which helped company attract candidates already briefed on the company’s ideology. This channel was very effective which is evident by its highest ratio of leads to hire. The success of the ER scheme was partially due to the fact that referrals generally continued employment excited by the opportunity that the friend or family member who is a BTG employee recounted. Though maximum hiring was effected through this channel yet this alone did not currently satisfy BTG’s hiring needs. Internet Sourcing: This is one of the non-store recruitment channels which BTG used in two ways. First, BTG solicited resumes at its blindstogo.com site. Second, DSM’s and recruiters actively searched online jobs sites like Monster.com to contact potential candidates. Currently 12 out of 143 recruits were through this channel. DSM Compensation Readjustment: DSM’s were mainly responsible for store source of recruitment mainly walk-ins and employee referrals. They had to hire 10 new sales associate every month. Their importance in recruitment process is highlighted by the fact that their salary was based on number of new staff selected rather than on sales targets. Currently 16 out of 143 sales associate were recruited through this channel in past two months. BTG Retail Recruiters: They were professional recruiters who were paid @20000/year with a bonus of $150 -$500 for each successful hire. They generate leads through cold calls, networking referrals, colleges, job fairs, Internet and employment centres. Though they had performed sub- optimally in terms of number of number of new recruits, their training had increased to enable to get in at least 4 new recruits per week. Newspaper Advertising: Newspaper channel generated the maximum number of leads but the senior management believed that this medium did not generate the quality of candidates that BTG needed. This channel attracted more of the people who did not meet the desired skills standard and core values expected by BTG in potential candidates. To be able to meet our desired staff requirements, we believe this channel needs to be harnessed to its full potential and complemented by necessary training to new recruits to enable them to meet company’s performance standards. Store Generated Leads: BTG believed in direct store walk-in mode of recruitment as well. It had put â€Å"help wanted† signs on its windows to attract potential candidates to meet its recruitment needs. But this policy was successful only in densely populated areas with high footfall. HR Strategy: Udofia, Vice Chairman BTG, is looking for a strategy that solves all the major issues currently faced by the company, which would include unstaffed stores, staffing for future expansion and high employee turnover. Following are the steps that could be taken by him to achieve its growth objectives: ï‚ · A Robust Training Module: As mentioned, the quality of staff is extremely important in the retailing business. The crunch in the labor market doesn’t give the company a flexibility to choose Blinds to Go: Staffing a Retail Expansion employees on a strict criterion. A training module would help BTG to relax the criterion and increase the number of selected employees by recruiting people who are trainable. In order to keep a check on the quality of the employees, the company can recruit the employees at a trainee level with a fixed pay. The training would be mostly on the Job led by experienced Store Managers. A review system would help these selected candidates to get promoted as Sales Associate. The initial pay as a trainee would be low. But the incentive to get promoted as Sales Associate would drive them to work and learn quickly. Currently we can see that there are large numbers of people who are attracted by the Newspaper Channel and Internet. But the problem is with this medium is that it didn’t generate quality employee. By a robust training module the company would be able to hire trainable people and give them opportunities on the basis of their performance. The Promotion Structure: A scheduled review and internal promotion structure could be followed which attracts the current employees and increases the retention rate. The review can be conducted on at 2 levels, Sales Performance and Soft skills. A feedback mechanism would help the employees to work on the areas they lag. The review can be scheduled every 8 months and every employee can be given an opportunity to get promoted. The internal promotion structure could be leveraged as a tool to advertise. This would attract people who currently don’t want to join at Sales Associate Level. The promotion structure would also help in filling up the vacancies of Supervisors and Managers. Pay Structure: The pay structure for Sales Associate could be revised in a manner as explained below: According to the current pay structure, a Sales Associate is paid $6-$8 per hour or 6% of sales, whichever higher. Clearly it can be seen that the Marginal and the Poor performers are the once who are enjoying the fixed compensation system. In order to motivate them, fixed + variable compensation could be followed for these below par performers. This structure would demotivate the top performers as there will be a reduction in their salaries. So it would not be the best idea to implement this structure for top performers. A benchmark of $10000/sale/week could be set. This would not only motivate them to perform but the company also would overcome the problem of social loafing. The structure is explained below: Marginal-Poor Performers ($10000-/sales/ week) $3 per hour + 3 % of sales Leadership Program: The highly experiences set of Store Managers could be given an option to join the leadership program. Under this program the Senior Employees would take up the responsibility of the training module and help the company attain the level of quality it requires in its workforce. Their compensation could be based on the rate of conversion of trainees to Sales Associate instead of Sales. Increased Stock Options to senior and experienced Store Managers would give them a feel of ownership in the firm which is what an employee needs after serving an organisation for years.