A Midsummer Night s Dream - 911 Words

Pranti Ahmed Blue 4 Brit Lit April 8 2015 A Midsummer Nights Dream Topic #1 Love is a timeless topic which Shakespeare explores in depth in â€Å"A Midsummer Night’s Dream â€Å". Shakespeare utilizes the format of a play within a play to communicate the complexities of love. Love is a force that characters cannot control. The play includes scenes of lovers searching for fulfillment in the arms of characters who are unavailable. The magic love potion wreaks havoc between actual lovers and it is clear just how negatively it is portrayed. The entire play revolves around the difficulties of maintaining love and how foolish and insecure the pursuit of love can make us. It also touches on the fickleness of love, that love can be†¦show more content†¦Through Athens I am thought as fair as she. But what of that? Demetrius thinks not so† (1.1.226-228). Demetrius’s obsession for Hermia makes Helena feel ugly and unwanted. By the time the love potion going around causes both Lysander and Demetrius to fall in love with her, Hel ena is so used to the hate-filled words and full of insecurity she feels they’re playing a trick on her. Before the love potion she couldn’t even compare to Hermia in Demetrius’s eyes. She couldn t bring herself to see why they would both be in love with her when she couldn t even get one of them to love her before. She’s spent so long comparing herself to Hermia and trying to be like her she forgets her own self worth. Demetrius’s love is a whole other negative portrayal of love. His love can mostly be seen as superficial. Up until meeting Hermia, Demetrius was betrothed to Helena and in love with her as well. â€Å" Demetrius, I ll avouch it to his head, Made love to Nedar s daughter, Helena, And won her soul; and she, sweet lady, dotes, Devoutly dotes, dotes in idolatry, Upon this spotted and inconstant man. â€Å"(1.1.2) The way Shakespeare portrays Demetrius’s love vs Helenas love shows the difference in love between men and women. This may not always be the cause, and definitely goes both ways, but in this particular play it is how it’s portrayed. Helena’s love for Demetrius is never ending with her willing to do anything for him. Demetrius on the other hand only loved her until

The Human Immune System Functions - 1165 Words

The Human Immune System Functions By Karen Acevedo Biology II |BIO1021 S02 Professor Kimberly Snead-McDaniel The Immune System and its Functions The human body is a very complex unit, did you know that our body works as a unit so that we can live each day healthy and energized. Well we are going to be talking about the human body and its immune system, and the importance of it. What we need to do to keep it working properly. What can cause things to go wrong and how to try and prevent them from happening? These things are all very important if we want to live a long and healthy life, with no interferences in the way we need to function. Did you know that our body can get many different allergies all depending on where we live? There are also places that have no knowledge or control over different viruses that we have gotten control of that you can bring back if not careful in your travels? These are things to think about, for example in the 1950s the United States came up with a vaccine that was able to take control of the contagious disease known as the measles. By the year 2000, it was i n complete control after the vaccination, but in years 2013 in North Carolina they found 23 people that had come down with the measles. This happened again in 2014, in Ohio there were 68 cases that happened in an Amish community. This happened because the people that were affected not only didn’t have the vaccination, but they had a family members or communityShow MoreRelatedThe Immune System Of The Human Body1257 Words   |  6 Pages Immune System Monica Salazar BIO1021 Dr. Kimberly Snead McDaniel South University Online We are examining the role the immune system plays within the general day to day operation of the human body. Further examination of the impaired immune system s profound negative impact on the whole body system, will also be delineated. 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Our immune system is important because it helps the body fight any foreign bacteria, viruses, and diseases by attacking it, which is why we must take care of it as much as possible by strengthening it. But this so called defense system can also cause problems such as attacking donated organs or blood from another individual, unless the organs or blood are carefully matched. It may also overreact to harmless invaders such as pollen grains, which

Effective Diversity Management and Equal Opportunity Practices

Question: Discuss about the Effective diversity management and equal opportunity practices? Answer: Introduction Workforce diversity and equality have become a primary concern for organisations today. Equality of opportunity and diversity are like two sides of the same coin which must go hand in hand to maintain a balanced equilibrium within the organisation(Bolen Kleiner, 1996). Both equality and diversity play very vital roles in determining the culture of an organisation and how people treat each other at work. Equality and Diversity are the two terms currently being used for Equal Opportunities(Burgin, 2010). It is a legal obligation that safeguards working professionals against all forms of discrimination at workplace. Employees can face workplace discrimination against factors such as, gender, age, sex, religion, caste, nationality, values, beliefs, culture, sexual orientation and physical or mental disability(Patrick Kumar, 2012). Diversity and equal opportunities at workplace are affected by a number of factors such as the maximum age gap between employees, sex ratio, cultural beliefs , values and culture of the organisation. Part One: Implementing diversity management strategy for addressing the under-representation of female managers to more senior positions Workforce diversity refers to the variety of differences between individuals in an organisation (Beinrauch, 2013). Workforce diversity is defined as an organisations planned and systematic commitment to recruiting, selecting, hiring, rewarding, retaining and promoting an heterogeneous mix of people. It refers to the co-existence of individuals from different demographic and socio-cultural backgrounds such as, age, sex, gender, race, culture, nationality, sexual orientation, education, lifestyle, language, economic status, physical appearance and physical or mental disability(Simons Rowland, 2011). Diversity in the workplace involves creating a workplace environment where employees belonging to different gender, sex, race, nationality, culture and disability can work together in harmony. Apart on various benefits associated with maintaining a diverse workforce, increase in organisational effectiveness and ability to attract the best personnel are the two primary advantages(Patrick K umar, 2012). Effective management of diversity requires development of an equitable work environment where no one is treated with advantage or disadvantage. Equal opportunity is a means that encourage and support workplace diversity and ensures that individual differences are respected and accepted to enhance overall effectiveness and efficiency of the organisation (Bagilhole, 2014). Equal opportunity is defined as the policy of treating people without any discrimination, primarily on the basis of age, sex or race. It is also referred to as the principles of non-discrimination that ensures opportunities in employment, education, resource distribution, benefits and advancements should be freely available to all individuals irrespective of the differences in their age, gender, sex, sexual orientation, race, religion, nationality, culture, education, lifestyle, economic status and physical or mental disability(Bagilhole, 2014). Principles of equal opportunity lays the foundation that people within any institution will be treat equally and will not face any form of discrimination or disadvantage by bias or prejudices. Discrimination on the basis of sex, that is whether the employee is a woman or man, is one of the most common forms of discrimination that occur within any organisation (Solotoff Kramer, 2014). From time in memorial women fall in that category of individuals who face serious discrimination at workplace. Sexual or gender discrimination is defined as the situation in which different individuals are treated differently in their employment specifically because they are a woman or a man(Cox Blake, 1991). Several examples of sex discrimination at work are known such as, discrimination during hiring, firing and promotions where women candidates with almost equal or even more qualifications as compared to their male subordinates are not given equal opportunities just because the client feels more comfortable interacting with a male employee or the organisation perceives a male employee to be more competent for the role. Wage gap between the pay of a woman and man is another very common for m of sex discrimination which prevails in almost all industrie(Henry Evans, 2007)s. It is also seen that the women employees of a company are not offered the same benefits and incentives as those offered to their male subordinates. Also it is a very common practice within organisations that women are poorly represented at leadership and management roles(Mattiske, 2012). Existence of such examples despite the presence of several acts and policies against sex discrimination creates a need for implementation of diversity management strategies that aim at increasing the potential female talent pool so that they are able to progress to leadership roles and other senior positions and make significant contribution towards the success of the organisation. The framework and processes that an HR manager needs to adopt when implementing a diversity management strategy for addressing the under-representation of female workers and managers within an organisation is shown in figure below: Framework for Implementing Diversity Management Startegy Fig.1. Source: Shena, et al.(2009) Recruitment and Selection: It is the first step towards the dvelopment of a talent pool within an organistaion(Armstrong, 2006). Recruitment and selection process should encourage and support sleection and hiring of more women employees for managerials and leadership roles. Focus of the recruitment and selection process should be on evaluating the candidates on the basis of their skills and expertise and not on the basis of their sex(Shena, et al., 2009). Recruiters and selectors should be aware of the companys non-discrimination policies and should perform their tasks accordingly. Training and Development: One of the major functions of HR in implemneting diversity management strategy is to provide high quality awareness diversity training to all employees of the organisation(Crawley, et al., 2013). It is important to spread the aware of hiring and promoting women employees to leadership and management roles. Performance Appraisals: Effective performance appraisal practices must be designed in a objective manner rather than being subjective(Crawley, et al., 2013). Appriasals done should be on the basis of performance, behaviour and contribution of employee towards organisational goals and not based on whether the employee is a woman or a man. Involvement of non-traditional managers and women managers can help developing fair and objective performance appriasal practices. Wages: Equality in pay not only contributes to effective diversity management but also leads to enhanced organisational performance(Bolen Kleiner, 1996). It is important to apply the principles of equal pay while developing a performance-based pay system to ensure no discrimination of wages are made based on sex difference of employees. Work-life Balance: Every professional irrespective of their sex strives to attain a work-life balance to live a good life(Nwagbara Akanji, 2012). However as compared to their male coordinates, female employees are more focused on attaining a work-life balance which can provide them an opportunity to perform both personal and professional responsibilities. A failure to maintain a balance between personal and professional responsibilities, often restrict women employees from achieving desired career goals(Nwagbara Akanji, 2012). To attract and retain women employees it is important to provide them enough flexibility such as short working hours, work from home options, maternity leaves etc. The above mentioned diversity management approaches can help HR managers in implementing diversity management strategy focus on increasing the potential female talent pool so that they can take up leadership and managerial roles within the organisation. Part two: Business Case for Equality and Diversity Effective diversity management is driven by the business case which recognises that economic and other decisions would be made in a better manner if organisations make maximum use of talent available in the labour pool rather than restricting their selection to only those who are in a powerful position or belong to a specific demographic and socio-cultural background (Bendl, et al., 2015). The business case for equality and diversity states that effective diversity management takes advantage of the growing cultural pluralism that has resulted from the growing workforce mobility, development of world markets, internationalisation of business and an increased awareness about individual differences. Enforced through legislation, equal opportunity starts externally as compared to diversity management which starts internally with the efforts of organisational members to create a fully inclusive organisational culture and an atmosphere of equality at work(Beinrauch, 2013). Thus, as per the business case of diversity and equality, the scope of diversity management is much wider(Burgin, 2010). Firstly, it aims at overcoming the segregations of labour market by addressing the issues of inequalities on the basis of individual differences such as, age, sex, race and class etc. Secondly, it aims at taking advantage of and valuing individual differences, specifically cultural pluralism, in a way that it provides individuals an opportunity to realise their full potential, which above all legal compliance-oriented equal opportunities(Bolen Kleiner, 1996). The business case for diversity and equality supports the involvement and increase in number of women in leadership and managerial roles as most consumer decisions are made by women. Being buyers most of the times women are most competent in understanding and identifying buyer decision making behaviour as compared to their male coordinates. Researches reveal that increasing the number of women in leadership and managerial r oles leads to organisational stability and development of a disciplines culture which in turn increases overall organisational efficiency and effectiveness(Bolen Kleiner, 1996). Women compared to men are more emotionally stable and assertive thus are more effective in people management roles. The business case for diversity has its own strengths and limitations such that this approach is effective in attracting buy-ins by senior decision makers and minimised resistance to change a top management level. However it emphasizes only on the bottom-line benefits of a diverse, inclusive workforce and often ignores the difficult issues of racism and discrimination while dealing with the easy ones. Effective diversity management required development of a equality based workplace environment which can be achieved by implementing equal opportunity practices such as Equality Act 2010, Equality Scheme and Positive Action provision(Bolen Kleiner, 1996). The Equality Act 2010 prohibits all forms of discriminations such as, direct discrimination, indirect discrimination, and discrimination by association and perception. It also safeguards employees from all forms of harassments, victimisation and disability discrimination at work place. The implementation of Equality Scheme provides an overarching framework for encouraging and promoting equality and diversity at workplace. Implementation of the Positive action provision under the Equality Act 2010 is a way of providing the disadvantaged and under-represented groups an opportunity to have same chances as others(Cox Blake, 1991). As per this new recruitment and promotion provision, employers have the right to choose the candidate belo nging to disadvantaged or under-represented group when deciding between two candidates who are equally qualified. Conclusion Effective diversity management and equal opportunity practices help organisations achieve a range of objectives such as enhancing flexibility, creativity, employee retention, employee attraction, and gaining a competitive advantage over rivals. It helps a heterogeneous group of employees, achieve greater creativity and innovation, thus outperforming homogeneous group of employees. Effective management of a diverse workforce required bringing about considerable changes in the mindset of employees and culture of the organisation. Effective communication, defining organisations vision, mission and values in a way that align with diversity management strategy, spreading awareness of benefits of maintaining a diverse workforce through diversity trainings and implementing diversity and equal opportunity policies and procedures are some of the key processes for effective diversity management that can facilitate change. Apart from these processes, top leadership commitment, sligning diversit y with organisations strategic plans, linking diversity to performance, accountability, measurement, recruitment and succession planning are some other HR best practices for effective workplace diversity and equality management. References Armstrong, M., (2006) A Handbook of Human Resource Management Practice. London: Kogan Page Publishers. Bagilhole, B., (2014) Understanding equal opportunities and diversity: The social differentiations and intersections of inequality. Bristol: Policy Press. Beinrauch, R., (2013) Diversity Management: A Source of Competitive Advantage?. Norderstedt: GRIN Verlag. Bendl, R., Henttonen, E. Mills, A. J., (2015) The Oxford Handbook of Diversity in Organizations. Oxford: Oxford University Press. Bolen, L. Kleiner, B. H., (1996) Managing Diversity in the Workplace. Cross Cultural Management: An International Journal, 3(4), pp. 3-8. Burgin, M., (2010) Theory of Information: Fundamentality, Diversity and Unification. Singapore: World Scientific. Cox, T. H. Blake, S., (1991) Managing Cultural Diversity: Implications for Organizational Competitiveness. The Executive, 5(3), pp. 45-56. Crawley, E., Swailes, S. Walsh, D., (2013) Introduction to International Human Resource Managemen. Oxford: Oxford University Press. Henry, O. Evans, A. J., (2007) Critical review of literature on workforce diversity. African Journal of Business Management, 1(1), pp. 72-76. Mattiske, C., (2012) Understanding and Managing Diversity. Seattle: AudioInk. Nwagbara, U. Akanji, B. O., (2012) The Impact of Work-Life Balance on the Commitment and Motivation of Nigerian Women Employees. International Journal of Academic Research in Business and Social Sciences, 2(3), pp. 38-47. Patrick, H. A. Kumar, V. R., (2012) Managing Workplace Diversity Issues and Challenges. [Online] Available at: https://sgo.sagepub.com/content/2/2/2158244012444615 [Accessed 2016]. Shena, J., Chanda, A., DNetto, B. Monga, M., (2009) Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), pp. 235-251. Simons, S. M. Rowland, K. N., (2011) Diversity and its Impact on Organizational Performance: The Influence of Diversity Constructions on Expectations and Outcomes. Journal of Technology Management and Innovation, 6(3), pp. 172-183. Solotoff, L. Kramer, H. S., (2014) Sex Discrimination and Sexual Harassment in the Work Place. New York: Law Journal Press.