Dickens Views on Victorian Englands Class System

Great Expectations, a novel written by Charles Dickens during the Victorian era. This novel was set in early Victorian England at a time when great social changes were taking place. During the late eighteenth and nineteenth century, the Industrial Revolution had transformed the social landscape, allowing industrialists and manufacturers to accumulate huge fortunes that would otherwise have been inaccessible. Aside from the political and economic change which occurred, a profound social change took place. The populace seeking to better their lives, sought after employment in newly-formed industries. During this era, the society was categorized into three classes: upper, middle, and lower class and this system was the called the social class†¦show more content†¦His feelings about Joes arrival were: Not with pleasure... I had the sharpest sensitiveness as to his being seen by Drummle. (Dickens 203) He was afraid that Drummle will look down on him because of Joes lower class. N ot only does Pip treat Joe differently, Joe also treats Pip differently because of their difference in social class. He begins to call Pip sir which bothered him because sir was the title given to people of higher class. Joe leaves and explains his early leaving, Pip, dear old chap, life is made of ever so many partings welded together, as I may say, and one mans a blacksmith, and ones a whitesmith, and ones a goldsmith, and ones a coppersmith. Divisions among such must come... (Dickens 223) He creates this metaphor than he is a common blacksmith and Pip is a goldsmith. So, this is another example of how Dickens criticizes the social class system. Other characters that were also judged by their social class were Magwitch and Compeyson. They were both on trial for the same crime but Compeyson got off easier compared to Magwitch because of his higher social class. The ending of the trial was solely based upon social class system. Throughout the novel, Dickens explores the class system of Victorian England, ranging from the criminal Magwitch, to the poor peasants Joe and Biddy,Show MoreRelatedFighting Society: Charles Dickens 1937 Words   |  8 Pagestime these advances seemed to improve many aspects of daily life, Charles Dickens only saw the negative effects that this new way of life imposed upon unsuspecting families. As a victim of the Industrial Revolution, which left many of the working class, including his own family, in a horrible state of living, Dickens grew up in a wretched environment brought on by an advancing society. His early life led to his ambitions of escaping the poverty that gripped his family. His talent for writing proved

Employee Satisfaction at John Deere Harvester Works free essay sample

Having strong values that have stood the test of time allow for a workforce that can feel proud and satisfied to call John Deere their employer. Although the workforce is referred to as a team now instead of a family, the strong culture and values remain intact. To fulfill the needs of their employees, John Deere performs an Employee Satisfaction survey every two years. These surveys are reviewed by Human Resources to find out what is most important to employees, favorable and unfavorable. The results are then discussed with area managers. Deere is showing commitment to continuous improvement of employee morale by involving executive level individuals in the communication of employees’ opinions of how John Deere is working for them. Through these surveys, the company can also identify which employee’s needs are not being met, and which employee groups could benefit by training and further education. Training employees makes them better suited for their current job, as well as the jobs they hope to hold in the future with Deere. Training employees shows confidence in their ability to achieve more, and provide the company with valuable skills. John Deere has proven itself as an honest and ethical company. Employees are treated with enough respect that they have assurance knowing that if their job is in danger, they will know about it. Showing great confidence in its workforce, Deere has actually allowed certain ailing divisions the chance to pull themselves out of danger of extinction. Using an anonymous hotline to report ethical breaches keeps the employees feeling satisfied they will not have to put up with ethical behavior from co-workers, nor be asked to perform unethical tasks by supervisors. Overall, John Deere was started with a vision, and the vision has remained intact through a century and a half of wars, economic struggles, and rapid technological improvements. By sticking to superior culture and ethical guidelines, John Deere will continue to be an employer of choice. Literature Review John Deere has always prided itself in hiring and keeping loyal, dedicated employees on the wage and salaried work forces. Over 54 percent of the wage workforce at John Deere Harvester Works in East Moline, Illinois has been with the company between 25 and 30 years (Workforce Data, 2008). According to the CPA Journal (2004, 74, 6. p. 17(1)), â€Å"a tough job market and bumpy economy have made Americans more loyal and devoted to their employers. † John Deere, however, has had more than half of their employees at this factory already prove their loyalty and dedication before the tough job market emerged, by not changing jobs. These loyal employees that Deere has been able to hold onto exemplify why they are one of the best choices for employment opportunities for the workforce over 50 (Kiplinger’s Retirement Report, 2006). While other companies are focused on bringing in the newest and brightest talent, Deere can boast having some of the most loyal and experienced professionals. Keeping experienced generations in the workforce allows Deere to utilize their experience in order to provide mentor-type relationships with newer employees and show them the values associated with the John Deere name. Tenured employees show the rest of the company that loyalty is something to be celebrated, and Deere does a great job continuing to keep their employees satisfied. When thinking of employee satisfaction, the values of the corporate culture are well aligned with what the employees believe themselves, as responses from the 2007 company-wide employee survey show. Because of these instilled values, employees show that they will remain loyal to John Deere. In the past, John Deere employees were referred to as â€Å"family. † This term has gone away over time and the current CEO prefers that employees be referred to as â€Å"a team,† which is one way to describe an employee group. Bob Lane, chairman and CEO of Deere says: â€Å"The firm is actually a complement to family †¦ while family members who don’t pull their weight may not be welcome at the Thanksgiving dinner table, they remain members of the family, but if you’re not pulling your weight here, I’m sorry, you’re not part of the team. † (Pomeroy, 2007). In saying this, Lane has made his feelings clear that he appreciates his workforce, but he will not tolerate individuals not pulling their weight on a project. Other employees feel a sense of satisfaction from this, knowing that they have the benefit of the leadership team pulling for the development of each employee and team. By referring to employees as team members, Lane demands closeness and stability in his workforce, but he also realizes that it is important to keep work and family separate; this practice is known as work / life management. John Deere helps employees draw the line that allows for the distinction by providing benefits, social networking, and flextime. These programs allow individuals at Deere to plan for personal and professional lives coincidentally. John Deere made his first polished-steel, self-scouring plow in 1837, and after various manufacturing successes, business trials, and patent awards, Deere Company was formed in 1852. From the beginning, John Deere instilled four core values that remain prominent in the values of the business today: integrity, quality, commitment, and innovation. These values have led the employees of John Deere through times of success and abundance and times of turmoil and cutbacks. These values have not only applied to the manufacturing processes at John Deere, these values also apply to the workforce development and quality of life that is known as a John Deere career. Employee development and employee satisfaction ranks highly among management, leadership, and executives and is measured on different levels. John Deere encourages employees to work in an environment where they can expand their skills and knowledge of the product and the business. To maintain employee satisfaction, John Deere focuses on providing the resources and opportunities to challenge employees in their structure based on work specifications, routine, and organization design. Employees can enhance their talent and creativity by utilizing outside resources and technology. Employees are diverse, and they are encouraged to work together in these diverse teams to develop global teamwork strategies. John Deere employees can use their individual differences within the global community for the benefit of many. This allows employees’ attitudes and behaviors to be shaped around global culture and inclusive of teamwork. In addition, with a cultural approach and group diversity, social networking will increase. John Deere encourages collaboration and shared goals focused around people and their abilities (Deere Company, 1996-2008). John Deere’s success is built around professional development, cultural diversity, and training. John Deere provides world-class training and development opportunities, and their employees can advance their careers as fast and as far as their ambition, skills, and competencies allow. Multiple career paths enable Deere employees to explore their many talents and maximize career satisfaction (Deere Company, 1996-2008). At the global level, management creates functional teams based on the company goals and stakeholders needs. Analysis Every two years, John Deere implements a Corporate-wide employee survey. The results of this survey are reviewed at the executive level and at the unit level to measure employee satisfaction for both wage and salary employees. Factories that manufacture John Deere equipment employ both wage and salaried employees. Most John Deere wage employees’ interests are represented by labor unions such as United Auto Workers (UAW), Iron Workers (IW), etc. Wage employees mainly represent the production workforce. However, many wage employees work on Non-Traditional Assignments (NTA). NTA’s are more like salaried positions; they are typically in an office and require knowledge and skills related to computer use. These are typically jobs that salaried employees hold. Salaried employees, then, hold typical office roles: supervisors, managers, engineers, etc. Harvester Works, the factory that will be highlighted later in this paper, is represented by 1,700 wage employees (UAW contracted employees) and 600 salaried employees. In many cases, John Deere management can identify the needs of employee by using surveys and evaluations. It is also important for Human Resource Departments (HRM) to identify employees’ needs and wants in the workplace, so they can effectively communicate with the area management. HRM can implement a specific training and education program for each employee’s job description and needs. By using a content task analysis, managers can execute training programs that are cost efficient and practical for organization needs. Budgets will have to be created for training and eveloping programs in order to plan and forecast for organization operation needs. Operational-activity analysis can be used to input or output variables that management uses to determine unit volume and measurable of employee services (Longest, Rakish, Darr, 2003, pg. 205). Once funding is determined, management can plan accordingly and assess needs for training and certifications. Employee satisfaction s hould be based on stability and structure, which is why management determines who really needs training and who really does not. One way to do this is to use performance appraisal and job descriptions. A performance appraisal helps identify productivity, quality, and service with each employee and helps managers interact and communicate effectively. This allows the employee to feel confident in the manager’s decisions and creates an environment for open communication between different stages of careers. Understanding the Employee’s Point of View The most recent John Deere employee survey was conducted in early 2007. In order to gauge what has changed in the minds of employees since their responses were revealed, another survey was conducted in July 2008. The surveys conducted in 2008 were sent to both wage and salary employees, and the employees were asked questions about their dedication to John Deere, their feelings on John Deere culture, the understanding of their benefits package, the importance of new employee integration, and their opinions on the competitiveness of their pay. Of the 406 wage employee surveys that were mailed, 127 (or 31 percent) were returned for analysis. Similarly, of the 326 salaried employee surveys that were mailed, 104 (or 31 percent) were also returned. The surveys were mailed to wage employees via company mail and returned the same way, as most wage employees work in production on the shop floor and do not have access to e-mail on a regular basis. The information returned in paper format was then loaded into the survey website for ease of analysis. The salaried employees were mailed a link to the survey website and were asked to click a link to fill out their surveys. These two surveys both focused on people hired new to John Deere Harvester Works between January 1, 2007 and January 23, 2008. These new-hire surveys were done between these times because these were employees who were unable to participate in the 2007 corporate-wide employee survey The 2007 employee survey at John Deere found the following feelings from employees: the 2007 employee survey had a completion rate of 72 percent; over 40 percent more returns then the 2008 survey. Fifty-seven percent of those returning the 2007 survey reported that their overall engagement with John Deere is favorable. In terms of compensation and benefits, employees felt 42 and 53 percent favorable, respectively. The overall highest score on the survey reflected 63 percent favorable feelings about the ethics that are employed at John Deere. The 2008 survey performed for the purpose of assessing increases in these scores in employee engagement showed interesting results in terms of people’s favorability with their benefits and pay. According to the survey performed in July of this year, employee favorability with benefits and pay increased to 63 percent. What this shows is that in a short amount of time, Harvester Works has successfully increased the amount of employees that are satisfied with benefits and pay. Harvester Works has worked with corporate human resources to develop a plan for increasing these numbers. One reason for the increase in satisfaction is an employee workshop that was organized by Harvester Works and facilitated by Fidelity, the 401k provider for John Deere worldwide. These workshops allowed experienced employees to ask questions about retirement and also allowed new employees to ask questions about getting into their new 401k programs. In addition, human resources worked with the communications department at Harvester Works and developed a Survey Focus Group to address the needs and feelings of the workforce. A few specific concerns on the initial 2007 survey were related to issues in the parking lot at the factory. These issues were also addressed by the focus group but of course, were not related to benefits or pay. In addition, it was determined in the survey that people were slightly confused about their bonus structure and payout. Harvester Works is in the process of implementing a manager â€Å"talk sheet† that can be covered by managers when they have new employees begin work in their departments. Focus group members are currently working with management to address frequently asked questions and are working with the communications department to facilitate the rollout. All of these actions were in direct request of the 2007 and 2008 surveys and directly relay the importance that John Deere Harvester Works and John Deere corporate put on the satisfaction of their employees. Global Implications on the John Deere Business Operating with the highest business ethics while maintaining employee satisfaction is no easy task, and it requires vigilance on the part of John Deere leadership. John Deere maintains a compliance hotline for reporting possible violations of company ethics policies, and employees who suspect or have knowledge of unethical or improper actions are encouraged to report these concerns, either personally or anonymously. The hotline, available 24 hours a day, is backed up with anonymous e-mail and a postal address as alternative means for confidential reporting, if one chooses (Deere Company, 2007a). This gives employees the satisfaction of knowing that there is support from the executive level when it comes to doing business in an ethical and moral manner. In addition, John Deere’s Office of Corporate Compliance helps â€Å"ensure consistency and compliance in a global business environment of increasing complexity of laws, regulations, and cultural practices,† (Deere Company, 2007a, p 8). This office of compliance conducts continuous training, delivers communications, and promotes the sharing of best practices throughout John Deere’s various operations to ensure compliance with laws and regulations. The office also provides employee access to global policies and offers guidance on complex, and sometimes confusing, business and cultural situations. All of these methods promote not only ethical decision-making processes, but also a culture of ethical behavior in which all employees make the right decision. It is this promotion of ethical culture that leads to the global understanding of the nature and dynamics promoted at John Deere and a main reason why they intend to keep employees satisfied in the working environment. The global community population is growing and with its growth comes the aligned growth of global corporations, which requires a whole different level of creating satisfaction among employees of different cultures. In addition, the global marketplace is becoming more prosperous, which has been driven by increased income for families in poorer countries (Deere Company, 2007b, pg. 3). In the global marketplace, corporations must seek to be responsible to their shareholders and customers, but in different ways that a corporation functioning solely in the United States would be. Performing on the global scale means a corporation has to strive to conduct business in a way that safeguards not only the shareholder, but employees, customers, community neighbors and the environment, as well. Many companies would view global business performance as a necessary part of its pursuit of sustainable growth in any industry (Deere Company, 2007a). A commonality that all corporations share is the value of making a profit, and leadership knows that they have to work towards the common goal and get others to follow in order to achieve success in the field. However, achieving financial goals means different things to different cultures, and actions are held to different levels of accountability depending on culture. While embracing commonalities of employees and their dedication to John Deere, the corporation must also embrace differences. In addition to commonalities, it is important for the leadership of an organization to bring expertise, business skills, and strategic global perspective that enables the corporation to grow while maintaining its values and the values that employees hold. (Deere Company, 2007a). Along these same lines, it should be expected that employees in a global company would have extensive diversity sensitivity training to be sure they are aligned with the business conduct guidelines of the global organization. All of the company’s businesses and its reported results are affected by, among many other things, general economic conditions in, and the political and social stability of, the global markets in which the company operates (Deere Company, 2007b). These conditions must be taken into account heavily in order for the global corporation to be successful. Languages of contracts, payment of employees, prices of commodities, political unrest, social unrest, climate conditions: these are all factors that each and every global business has to understand and be equipped to deal with. Recommendations for Management Employees and management should have skills and training available to them to perform the job and duties efficiently and effectively. Management and all administrative divisions in the John Deere organization should exemplify broad-based expertise in handling conflicts, ethics, design, evaluation, and implementation of training programs. John Deere management should set the standards and keep organization morale high, by providing employee training programs, rewards, certifications, and development courses to maintain employee satisfaction. John Deere should also strive to continue to be an honest employer and build trust with each employee. Honesty and Involvement With the fast paced world and all of the bad news about the housing market and rising gas prices, it may be difficult for an employer to be completely honest with their employees. At John Deere, CEO Bob Lane believes in leveling with his employees. If there is bad news to come, he wants it to come early, even if it involves letting people go. He thinks that each individual has worth and need to be treated with dignity (Pomeroy, 2007). Not only is this concept honest, it makes communication less of a problem. Employees can focus more on their tasks at hand instead of worrying about losing their position. They know that if there is a threat of their job being cut, they would have heard about it; there is no need to fear the grapevine. Not dealing with this fear and anxiety should allow for greater employee satisfaction. Involving employees in some decision-making events can also lead to great employee satisfaction. Even though Deere is a very successful company, they found that they were facing having to close a number of factories and reduce product lines. Even though Lane believed they had a great company, great products, and a great dealer network, they had just an okay business (Pomeroy, 2007). Instead of making the decisions on his own, Lane pushed a lot of the responsibility back on the employees themselves. He encouraged them to pull the workforce together to make the business itself great. Giving employees the chance to work with their team to bring the company back to being competitive shows a great deal of respect for subordinates. This respect allows the employees to feel much pride and should really motivate very innovative thinking. Being part of the solution will benefit both individual employees as well as the company stockholders. If a team of employees can bring a business section back to being productive, they will also earn the respect of fellow employees, who would otherwise be out of a job. Gratefulness and awe from peers can really inspire and satisfy employees. Deere should continue to motivate employees by allowing for their constant involvement in the â€Å"real† problems. Telecommuting One way that employee satisfaction can be encouraged is to allow employees more freedom to take their jobs into their own hands, and decide for themselves when and where they will get their work tasks done. Allowing employees this much freedom will show that the company has the utmost respect and trust for certain employees. By introducing the concept of telecommuting, employee satisfaction can reach new levels. It is a very risky idea with managers feeling like their employees will do nothing but goof off and home and be very unproductive, but the benefits can be astounding. The benefits to the environment can actually be quantified. One news correspondent calculated that he could save 80 minutes a day in commuting time as well as a gallon of fuel a day, which would save the planet 2. tons of carbon dioxide each year (Global Agenda, 2008). If everyone telecommutes instead of driving to work, oil imports would drop over a quarter, and carbon emissions would fall by 67 metric tons a year, and everyone would get the equivalent of an extra 25 working days of vacation per year (Global Agenda, 2008). In the news recently, it seems like the environment has become a very important issue, both ethically and politically. Keeping the earth healthy for as long as possible is a good goal for a large corporation to focus on. The other benefit of telecommuting is making the employees’ lives more enjoyable. More work can be accomplished if the employees are experiencing fewer interruptions by constant phone calls and other co-workers. The stress of other co-workers and bosses should also be diminished, because there will be less time spent with them. The quicker the work gets done, the more free time an employee will have to focus on their personal life, the more satisfied they will be. With the increasing popularity of dual income families, telecommuting will be much more appreciated. Each parent can work around the other’s schedule to make the family happy and successful. Along with the family aspect, the financial aspect also needs to be thought about. By not paying for the gas, employees can save a significant amount of money, which can be spent on more important things, like food. Conclusion Since 1852, the values of John Deere have remained rooted: integrity, quality, commitment, and innovation. These values have not only applied to the manufacturing processes at John Deere, these values also apply to the workforce development and quality of life that is known as a John Deere areer. Employee development and employee satisfaction clearly ranks highly among management, leadership, and executives and is measured on different levels. John Deere encourages employees to work in an environment where they can expand their skills and knowledge of the product and the business. To maintain employee satisfaction, John Deere focuses on providing the resources and o pportunities to challenge employees in their structure based on work specifications, routine, and organization design. Employees can enhance their talent and creativity by utilizing outside resources and technology. Employees are diverse, and they are encouraged to use work together in these diverse teams to develop global teamwork strategies. John Deere employees can use their individual differences within the global community for the benefit of many. This allows employees’ attitudes and behaviors to be shaped around global culture and inclusive of teamwork. At the global level, management creates functional teams based on the company goals and stakeholders needs and from recent survey results, the reader can see that John Deere and its factory environments go above and beyond to achieve employee satisfaction.

Should developing countries be exempted from WTO rules Essay Example Essay Example

Should developing countries be exempted from WTO rules? Essay Example Paper Should developing countries be exempted from WTO rules Essay Introduction There are many sound supportive arguments for the view that developing nations have to be exempt from WTO rules. This essay will look into these in detail, while also presenting the rationale behind opposing viewpoints. Foremost among the arguments supporting exemption is the historical disadvantage suffered by developing countries. For example, most of the countries whose economies are in transition today are erstwhile colonies of European imperialist states. As a result of exploitation and usurpation of resources during the process of imperialism, these nations were left highly indebted and economically weak. Hence, there is a strong case to be made for WTO rules exemption from a post-colonial reparation perspective. Alongside several emerging economies, many other countries that presently fall under the Heavily Indebted Poor Countries (HIPC) category are former colonies for European imperialism (Cappelen, 2007). Moreover, the prevailing political chaos in most of these countries i s partly due to the abrupt transition of power from the imperialists to the local elite – a transition that did not make provisions for the establishment of democratic institutions and processes. Already, the implementation of the HIPC Initiative, which was conceived and proposed by the World Bank and its agencies, is one of the methods through which some developing nations are exempted from paying their debt. But countries such as India, China, Russia, Brazil, among others, which do not qualify for the HIPC program, are presently made to compete with advanced economies of North America and Europe, which is a little unfair, given that the they too have a claim for post-colonial reparations (Mcclough, 2006). The process of economic globalization and attendant free trade practices promoted by WTO has become ubiquitous in the new neo-liberal world order of the last few decades. However, all too often, the flaws inherent in this system have caused distress to sections of populati on in the developing world. Moreover, free trade â€Å"means that countries that do not enjoy a comparative advantage have to move resources to more productive sectors or activities, which is usually a painful process. The benefits of liberalized trade are equally distributed among all consumers, but categories of producers suffering from cheap imports may oblige the state to intervene. So many governments are tempted during recessions to slow the adoption of open trading policies in order to secure national independence. Where production is essential for national defence, it may be supported directly through procurement practices rather than indirectly by protection. In other sectors of the economy, tariffs and contingents are still powerful instruments of the state when the national interest requires the survival of inefficiently operating firms or sectors.† (Jilberto Mommen, 1996) Should developing countries be exempted from WTO rules? Essay Body Paragraphs Since business corporations are the facade of the process of globalization, the free trade rules are seldom concerning sovereign nations alone. In reality, the free trade practices promoted by WTO are driven by powerful business interests. Often, the power and influence of transnational corporations transcends and transgress the sovereignty of nations and the constitutional rights of local populations. The loopholes of international business law allow these Multinational Corporations (MNCs) to go scot-free and evade accountability toward the citizens of the countries in which they operate in. While the activities of MNCs in developing countries can either be bolster up the Gross Domestic Product of the country, recent evidence suggests that the effects on living standards minimal to none for a majority of the population. The primary criticism levelled against existing WTO rules is that it perpetuates lack of accountability and irresponsibility on part the practitioners of the neo-lib eral agenda (Narlikar, 2003). While global financiers and speculators can accurately evaluate the values of tangible assets, more often than not the measure of intangible consequences of a business corporation’s operations are not accounted. In other words, certain ‘externalities’ such as pollution of water sources, global warming, internal displacement of people are not accounted for, which makes prevailing WTO rules quite unfair (Colares, 2009). Hence there is a strong case for exempting developing countries from select WTO rules on these grounds. The WTO and the United Nations have always argued that an international free trade system without specific exemptions to any country is a sound policy. These institutions state that developing countries have to adopt WTO rules as they exist in order to meet the Millennium Development Goals (MDGs) set for 2015. In this regard, â€Å"international trade is recognized as a powerful instrument to stimulate economic progr ess and alleviate poverty. Trade contributes to eradicating extreme hunger and poverty (MDG 1), by reducing by half the proportion of people suffering from hunger and those living on less than one dollar a day, and to developing a global partnership for development (MDG 8), which includes addressing the least developed countries’ needs, by reducing trade barriers, improving debt relief and increasing official development assistance from developed countries†. (Cordoba Bouhey, 2008) Despite this rhetoric from WTO and the UN, the ground realities happen to be quite different. For example, globalization has led to the practice of exploitation of cheap labour in developing countries. A highly publicized recent case is the operations of sportswear maker Nike in countries such as Indonesia and Philippines. Documentary filmmakers have recorded the inhuman working conditions offered to labourers in Nike plants in these countries. Moreover, these workers were never offered medic al insurance or prescribed minimum wages. As a consequence of this negative publicity, many consumers in the West have refused to consume products that were manufactured through exploitation of labour in developing nations. While the condition in manufacturing hubs of Taiwan, Thailand and China are not as harsh as in Indonesia and Philippines, they only barely adhere to international human rights standards (Colares, 2009). So, while global capitalism is further developing the length and breadth of its reach, it benefits certain sections of people while disadvantaging others. While each country has its own set of labour laws that specify the minimum wage and acceptable working conditions and duration of work, it is common knowledge that these laws are easily circumvented. Given that several developing nations do not have robust law enforcement mechanisms and robust democratic institutions to carry out the mandate of the people, there is a case to be made for broadening the scope of o rganizations such as WTO, World Bank and the IMF. For example, in Southeast Asian nations of Indonesia, Thailand; Asian nations of Bangladesh, India and Pakistan, and several East European countries such as Belarus, Georgia, and Croatia and to a lesser extent in China, the levels of corruption have increased since the opening up of their economies (Narlikar, 2003). The misuse of public power for private gain is growing into epidemic proportions in developing nations. As of now the WTO is a purely economic institution, restricting itself to facilitating cross-national trade and money flow. If it takes upon itself the responsibility of social justice as well, then the results of neo-liberal globalization would be much different in the developing world. The implication being that along with exempting developing nations from certain WTO rules, a valid claim is to be made for broadening the existing rules as well (Frieden, 2003). It is a reflection of the unfairness of existing WTO and W orld Bank policies that there have been instances of protest and demonstration against policies made in these institutions. The issue of globalization and the resultant injustices to the developing world, such as exploitation of labour and degradation of environment, has outraged intellectuals and community leaders in these nations. This movement for an equitable and just economic system is termed in the mainstream media as â€Å"anti-globalization† movement. But this is a subtle ploy to undermine the movement, as those involved in it refer to it as the â€Å"social justice† movement. Generally, the issue of globalization has divided the world into two opposing camps (Siddiqi, 2006). Government institutions and business corporations from developed countries are predominantly in support of it and they also happen to possess most of the wealth and power. The majority of those opposing it are from the developing world, including the continents of South America, South Asia and Africa. Events such as the World Social Forum are conceived and conducted in the developing world and purport to serve as alternatives to the policies initiated by the World Economic Forum and its allied institutions such as the WTO. It is no coincidence that the WEF takes place in Davos in Switzerland, a country that is a banking haven for the rich. The World Social Forum events that are conducted with periodic intervals are proving to be a great success in invoking the spirit of resistance in the impoverished people of the world. WSF events in Porto Allegre in Brazil and Mumbai in India have seen large participation from people all developing nations. Intellectuals such as Vandana Shiva and Arundhati Roy (both from India) and the poet Marcos (from Mexico) are at the forefront of the movement for social justice. These developments show the inherent drawbacks in the policy framework adopted by the WTO towards developing nations (Siddiqi, 2006). Unless it recognizes this and ado pts a more equitable policy framework – one that caters to the needs of all people including the poor – the relevance and legitimacy of WTO would remain dubious. We will write a custom essay sample on Should developing countries be exempted from WTO rules? 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DROPPING OF ATOMIC BOMBS essays

DROPPING OF ATOMIC BOMBS essays President Truman faced a hugely difficult decision when he had to make the choice of whether or not to drop two atomic bombs over Japan. After much thought and consideration on his part, he came to the conclusion that the bombs would be dropped. Hiroshima and Nagasaki were the chosen places, two residential and productive areas of Japan where several innocent civilians lived. Although that may have seemed like the only way to end the war quickly, there could have been another less destructive, rational, and morally right way to do so than dropping the two atomic bombs over those areas. The question shouldnt be Did President Truman make the right decision in having the two atomic bombs dropped? because that is something only he can find the correct answer to. So instead, the question should be: Can the dropping of the two atomic bombs, including the destruction of large productive areas and over a hundred thousand innocent lives of civilians be justified? Warfare alone is difficult to justify, even when both sides have a fair chance and opportunity to protect them-selves, because of moral issues. However, the atomic bomb doesnt even give the victims a chance for protection or even recovery after its been used. It would be one thing to drop the bombs over life-less land where no people and productivity were to just scare the Japanese as a warning, but thats not what was done. Instead the bombs destroyed an innumerable amount of things in Japan, most of which were innocent civilians who didnt even have anything to do with the war other than being part of the enemy country. No matter how much of an enemy a country is, it does not give the opposing country the right to do to them the destruction that an atomic bomb can do. Just because American lives were at risk in the war also, does not make it all right for them to kill over a hundred ...

International Human Resources, Human Resources System of Apple(Mac) Co Essay

International Human Resources, Human Resources System of Apple(Mac) Co - Essay Example At last the conclusion has articulated the findings about the human resource management system in Apple. American culture put emphasis on the individual initiatives and achievements (Communicaid, American Culture – Key Concepts and Values). Self independence and confidence are highly recognised and appreciated in the working places where most of the businesses are carried out autonomously. The position of a person in The USA society is mostly influenced by his or her own achievement rather than his or her age or social status. So in advertisement for job vacancies, the USA companies can attract more qualified people by simply putting emphasis on their individual growth and remunerations. The people in USA are mostly task centred and they prefer communication to be the exchange of facts, specific information and individual opinions. So to attract more people it is better to give some quantitative figures regarding growth, remuneration for the respective position. Apart from that, it would be great if the company can put its economical and financial state in quantitative and specific qualitative data. This transparent communication would be helpful for the potential candidates to fetch the required data for the company; and hence the proper communication with the prospective employees would help to attract, recruit and select the candidates. In United States the organisations need to communicate with a clear and transparent note, so that they raise enough trust in the prospective human resource pool. Some times these direct and straight forward communications are inappropriately interpreted by the people coming from different other regions and who are not much accusto med to this kind of explicit communication (Communicaid, American Culture – Key Concepts and Values). The American business culture is based on the concept of equal opportunity for

Child Obesity Essay Example | Topics and Well Written Essays - 250 words

Child Obesity - Essay Example It is clear that, children not only consume a lot of snacks but also fail to do the necessary exercise. They probably spend their free time watching television, hence become vulnerable to obesity (Berger & Luckmann, 2006). There other cultural and social factors that contributes to the child obesity; some societies believe that children are not safe while playing or walking to school. They tend to compromise their children from exercising, hence contribute to obesity (Brian, 2006). Child obesity has some serious consequences to the life of the affected child as well as the society at large. It can lead to health complication due to excessive weight and postural imbalance. It also affects the psycho-social functioning and the well-being of the affected children, especially in school or social places (Cole, 2001). In other words, the social life of the child will be affected in one way or another. Weight management in children can be a good control of childhood obesity. This can be done by providing appropriate meals and enough physical exercise for the children. ephysical exercise will enhance more expenditure of calories than consumption (Dewey, 2001). In addition to that, the best known strategies should be implemented in order to overcome the problem of obesity in children.

History of the Japanese Samurai

History of the Japanese Samurai The Samurai: Warrior and Ruler of Ancient Japan Few countries have a warrior tradition as long and exciting as Japan. It is a tradition found in the Samurai, the loyal and self-sacrificing knight of ancient Japan. The Samurai is a valiant warrior who can both appreciate the beauty of nature in that of a rose blossom but will also kill or die for his master in an instant. This well-rounded warrior was the ruling class of Japan for almost seven hundred years. He fought for control of his country and to keep Japan free from outside influences. (Turnbull 1) This aristocratic warrior class arose during the 12th century wars between the Taira and Minamoto clans and was consolidated in the Tokugawa period. Samurai were privileged to wear two swords, and at one time had the right to cut down any commoner who offended them. They cultivated the martial virtues, indifference to pain or death, and unfailing loyalty to their overlords. Samurai were the dominant group in Japan. Under the Tokugawa shogunate, the samurai were removed from direct control of the villages, moved into the domain castle towns, and given government stipends. They were encouraged to take up bureaucratic posts. The Hagakure, has been dubbed the book of the samurai. It was written after a century of peace around 1716. It came to be the guide of samurai ethics until the end of the feudal period. Its short passages reflect and outline the qualities that make a samurai. Yamamoto Tsunetomo expresses in the hagakure the framework and mindset of being a samurai. â€Å"Although it stands to reason that a samurai should be mindful of the Way of the samurai, it would seem that we are all negligent. Consequently, if someone were to ask, ‘what is the true meaning of the Way of the Samurai?’ the person who should be able to answer promptly is rare. This is because it has not been established in one’s mind beforehand. From this, one’s unmindfulness of the Way can be known. Negligence is an extreme thing.† (Wilson, 17) â€Å"The Way of the Samurai is found in death. When it comes to either/or, there is only the quick choice of death. It is not particularly difficult. Be determined and advance. To say that dying without reaching one’s aim is to die a dog’s death is the frivolous way of sophisticates. When pressed with the choice of life or death, it is not necessary to gain one’s aim. We all want to live. And in large part we make our logic according to what we like. But not having attained our aim and continuing to live is cowardice. This is a thin dangerous line. To die without gaining one’s aim is a dog’s death and fanaticism. There is no shame to this. This is the substance of the Way of the Samurai. If by setting one’s heart right every morning and evening, one is able to live as though his body were already dead, he gains freedom in the Way. His whole life will be without blame, and he will succeed in his calling. (Wilson, 17) The samurai had extreme religious ideals. One samurai in particular, Tsunetomo, he began to despair of ever gaining a position as a retainer, and her began to visit a man who was to have no small influence on his life. This was the Zen Buddhist priest Tannen (? – 1680), a man of unbending integrity and will, who had resigned his post as head priest at the major Nabeshima temple as a protest against the death sentence of another priest, and when recalled, refused to return. Zen Buddhism and the samurai had been closely related since the thirteenth century in Japan, when the Hojo regents had discovered that its vitality and rejection of life as an object of special craving had much to offer the warrior. Tannen had his own ideas concerning the relationship of Zen and the warriors. â€Å"He declares that religious matters are for old men, and if young samurai learn about Buddhism it will only bring them disaster, for they will begin to look at the world from two sets of values ra ther than one.† (Wilson, 13) The warriors of early Japan bore only a passing resemblance to the later samurai. Weaponry and armor were of a distinctly Chinese flavor, and the earliest warriors carried shields, a device evidently out of vogue even before the Heian period. Some of our knowledge of the weapons and protection the early Japanese warrior carried comes from artifacts excavated from the tombs constructed in the 4th and 5th centuries to house departed royalty. Another, just as valuable resource are the haniwa, which were clay statues evidently used as grave markers. A good number of these haniwa depict warriors, and these provide us some insight into the nature of ‘home-grown’ Japanese armor of the time. The horse was imported to Japan sometime in the 4th or 5th century, and quickly became a valuable commodity. Also brought over from the continent were Keiko, or suits of lamellar scaled armor. This type, which is traditionally associated with horsemen, provided the foundation from which the classic patterns of samurai armor construction would build. Just as important is the samurai’s weaponry is the code of ethics by which they lived by which is known as the code of Bushido. This term refers to the moral code principals that developed among the samurai class of Japan, on a basis of national tradition influenced by Zen and Confucianism. The first use of the term apparently occurred during the civil war period of the 16th century; its precise content varied historically as samurai standards evolved. Its one unchanging ideal was martial spirit, including athletic and military skills as well as fearless facing of the enemy in battle. Frugal living, kindness and honesty were also highly regarded. Like Confucianism, Bushido required filial piety; but, originating in the feudal system, it also held that supreme honor was to serve one’s lord unto death. If these obligations conflicted, the samurai was bound by loyalty to his lord despite the suffering he might cause to his parents. The final rationalization of Bushido thought occurred during the Tokugawa period, when Yamaga Soko equated the samurai with the Confucian â€Å"superior man† and taught that his essential function was to exemplify virtue to the lower classes. Without disregarding the basic Confucian virtue, benevolence, Soko emphasized the second virtue, righteousness, which he interpreted as â€Å"obligation† or â€Å"duty†. This strict code of honor, affecting matters of life and death, demanded conscious choice and so fostered individual initiative while yet reasserting the obligations of loyalty and filial piety. Obedience to authority was stressed, but duty came first even if it entailed violation of statue law. In such an instance, the true samurai would prove his sincerity and expiate his crime against the government by subsequently taking his own life. By mid-19th century, Bushido standards had become the general ideal, and the legal abolition of the samurai class in 1871 made Bushido even more the property of the entire nation. In the public education system, with the emperor replacing the feudal lord as the object of loyalty and sacrifice, Bushido became the foundation of ethical training. As such, it contributed both to the arise of Japanese nationalism and to the strengthening of wartime civilian morale up to 1945. The term â€Å"Samurai† means those who serve. These mystical knights served many functions in Japanese society. During time of war, they were the masters of the battlefield. In peace they were the administrators and the aristocrats. As statesmen, soldiers, and businessmen, former samurai took the lead in building modern Japan. The Japanese warrior, known as the samurai, has played a significant role in Japans history and culture throughout the centuries. Their ancestors can be traced back to as far as can be remembered. Some stories have become mysterious legends handed down over the centuries. In this report you will learn who the samurai were, their origins as we know them, how they lived and fought and their evolution to today. It will be clear why the samurai stand out as one of the most famous group of warriors of all times. Looking back in time, the first Japanese battles recorded are in the first few centuries AD. At this time Japanese warriors went across the sea to Korea to help one kingdom battling two rival kingdoms. Four hundred men set out and fought on foot carrying their bows, spears and swords. They were quickly beaten by warriors attacking on horseback. They probably had never seen an attack like that before, with horses being ridden. Even though there were horses in Japan they had not been used for riding or fighting, but to help in carrying and pulling goods. In the next century, however, there is evidence that horses were being ridden and used in warfare by warriors who would later be called samurai (History Channel). The term samurai was first used in the 10th century and means â€Å"those who serve†. In the beginning it stood for men who guarded the capital for the Emperor, some where used as tax collectors. Later the word grew to include any military man who served a powerful landlord, almost like a police force for that time. They would go around the countryside on horseback collecting taxes from the peasants, often this was in the form of rice. This money helped the Emperor pay for his lavish life style. The word, samurai, quickly spread and was respected (and maybe feared a little) for the men it represented. The noblemen depended on the strength of the samurai. Since their power and wealth was directly related to how much land they owned, the noblemen kept small armies of samurai to protect their property from thieves and invaders. Eventually many noble families joined together to form clans that became more powerful than the emperor, who was the traditional head of the Japanese government (How Samurai Work 11). In the 12th century the two most powerful clans were the Minomoto and the Taira. The two came to battle in 1160 with the Taira winning. Twenty years later in 1180 those Minomotos who had escaped death (they were children during the first attack) led a new attack that turned into a war that lasted five years and was called the Gempei War. The Minamotos won, and the emperor made Minamoto Yoritomo shogun, the head of the military. Yoritomo however wanted more and took all power away from the emperor and made himself dictator. At this time the samurai gained power, through land given to them by the new shogun. Their rise in status was beginning. The battles that were fought during The Gempei War were very important in the history of the samurai. They set a new and honorable standard for all samurai to live by. These standards would last throughout the existence of the samurai warrior. The Gempei War provided a role model for Japanese samurai’s courageous and noble behavior (Turnbull 14). Almost all the important characteristics attributed the samurai culture came out of the Gempei war; â€Å"Archery, hand-to-hand fighting, undying loyalty to one’s lord and the tremendous tradition of ritual suicide all have key passages and proof texts in the tales of the Gempi War†(Turnbull 15). The samurai had an unwritten code of honor called the bushido. Bushido means â€Å"way of the warrior† (History of the Samurai 3). This provided them with a code to help show them how to live and conduct themselves at home and in battle. One of the most important duties of the samurai was their loyalty to their lord. The samurai would defend their lord until the death. Revenge was also central in the samurai’s life and if someone had killed their master or attacked their master’s honor revenge must be gotten. The same vengeance was given if they themselves or their family were disrespected or defeated. Not just anyone could become a samurai warrior. You had to be the child of a samurai, being born into this class was a privilege. The samurai were not all rich, in fact their wealth was judged on the amount of Koku (which is the amount of rice that the fields produced). Other things like the size of the samurai’s house were based upon the wealth and rank of the samurai. There were also strict traditions to be followed for a young samurai. When a samurai was born, he would be given a small sword charm to wear on his belt. When the boy is five he gets his first haircut and begins to learn martial arts. At age seven he receives his first wide trousers called hakama. When the young samurai is fifteen he goes through a ceremony called gembuku where the boy becomes a man. He then receives his adult name, his adult haircut, and his first real sword and armor. Most boys would be taught combat skills by their father and eventually as he got older he would be taught by a local sensei. Those boys from wealthier families were expected to be educated men and may be sent to an academy where they would study literature and the arts along with martial arts. The training of the samurai for battle was intensive. There was more than just physical training involved. Strong mental concentration and focus were necessary to channel their energies before battle. The samurai warrior would spend endless hours practicing a set of complex battle movements called kata. â€Å"This practice started slowly at first increasing speed, until they became effortless and perfect. The movements were based on strategies of attack, defense, and counterattack† (Gaskin Hawkins 73). However, the only way these young samurais would ever gain experience is to take part in actual battle. So the sons of the samurai would follow their fathers into battle to test their newly learned fighting techniques. The samurai were also known for having a psychic awareness of the world around them in addition to their great skill. This is something practiced from an early age as well. An example of this keen awareness is seen in the story of three brothers told by their father. The father decided to test the ability of his three sons. He placed a vase on top a door so that it would fall when someone entered. The youngest son entered the room and he cut the vase in half with his sword before it hit the ground. The father’s response was, â€Å"This son has a long way to go.† Then he called for his middle son, this son caught the vase right above his head. This time his father’s response was that, â€Å"he is strong and improving but still has much to learn.† Finally, the oldest was called into the room, when he reaches for the door he immediately feels the weight of the vase. He slides the door open a crack and catches the vase and walks in. His father replies, â€Å" This son is doing well.† (Gaskin Hawkins 75). Their goal for perfections and their training and dedication were endless. The samurai is famous for his sword and it is one his most prized possessions. There are two main swords, one called the katana and the other the wakizashi. The wakizashi is worn on his belt at all times and a shorter blade of the two that was used in battle. The katana is the longer curved sword that was the samurai’s main weapon. The sword is given to a samurai at birth and placed next to that samurai when he dies. The samurai would take the sword everywhere he went, even to bed. It was treated with great respect and most would have been passed down from generation to generation. The process for making each sword from iron and steel is long and tedious requiring many steps and much patience. When finished a decorative handle would be added. The sword makers were respected and treated with almost reverence for the job they performed. â€Å"Like an artist the master sword maker would often sign his work (Gaskins Hawkins 10). This sword would be the difference between life an d death for many samurai. The 1500s began as time known as the Period of Warring States. This term was borrowed from the Chinese even though Japan was battling between families and clans, and not states. The leader of the clan called himself an ashigaru. which means great names. Only the strongest clan could survive these battles and the daimyo would do anything to win. The powerful daimyos had large armies made up of foot soldiers called ashigaru. During this time there was also a big change in how the samurai fought. In addition to using the traditional bows they were introduced to guns for the first time. First the guns came from European traders and were made in China, but it didn’t take long for the Japanese to start manufacturing their own weapons. (Turnbull 19). The samurai’s armor was one of the most elaborate and unique creations of their time. Today they are seen as works of art. Their armor was made from lamellar armor which took small metal plates and fastened them together and covered with a lacquer to make them waterproof. The outside of the armor was very colorful and sewn and covered with silk and leather designs. There were two types of armor, one called yori, which was heavier and used for riding on horseback. The other was called do-maru this was lighter and more practical for the foot soldiers. Both allowed for the samurai to have flexibility to move able to use their weapons and move in battle. This armor covered the entire body from samurai’s helmet to his chest protector and panels protecting his hips, arms and legs. One interesting fact is the about the kote. It is an armored sleeve only worn on the left arm so that the right arm would be free for the samurai to shoot his bow. Even when the bow was no longer us ed for battles this type of armor was seen as honoring a sense of tradition (How Samurai Work 5). The samurai’s helmet was also very important. It provided heavy duty protection to the head and neck. They also wore an â€Å"iron face mask, which might represent demons, ghosts, or barbarians† (Gaskin Hawkins 71) to help intimidate the enemy. An older warrior might want to use the face of a younger warrior so no one would know his age. The heavy duty neck covering helped in battles, and also helped prevent beheadings. Another example of samurai pride and courage is the ritual of burning incense in his helmet before battle. This was done so if he was defeated and beheaded he would leave behind a pleasant scent. Another example of their legendary bravery was in 1281 when Genghis Khan (leader of the Mongols out of Asia) attempted to invade Japan. But, because of the brave samurai and a well timed storm called a kamikaze, they were destroyed along with their ships. The word kamikaze means â€Å"winds of the gods†, but after that day it took on another meaning to include, destroying an enemy. Even in 1945 the term kamikaze pilot was used for the Japanese pilots that attacked the American fleet at Pearl Harbor. This victory against the Mongols was another added to the list of samurai’s brave and notable victories (Gaskin Hawkins 28). To the samurai, their pride went hand in hand with their honor and heritage. One example of this is when one samurai would challenge another to battle. It was tradition at this time for each samurai to speak publicly the names of all his ancestors, along with their accomplishments in battle ( some stories became embellished over time). This showed the deep pride and respect they held for his ancestors. (Turnbull 47). By the 14th century a samurai’s lineage had gotten quite long and just reciting your ancestors was difficult. The family pedigree was so important it was written down to be kept safe at all cost. An example of this devotion is when a samurai’s house caught fire and one samurai volunteered to go in and get the family tree that was written on a banner. â€Å"After the fire they found the samurai laying dead on his stomach, when they turned him over they found he had cut his stomach open and put the family tree inside to protect it from the flames† (Tur nbull 53). This is another example of their devotion to their family and to duty. The ancestors of the samurai were very much involved in the present life of the samurai. Every year during the Bon Festival they would be welcomed back through religious ceremonies. These ceremonies showed a deep appreciation felt toward their ancestors. They felt great gratitude for who they were, this included their name and their status. There were even rituals held before battles to bring the ancestors to help (Turnbull 48). The death of the samurai was treated with the same respect and honor as was his life. Seppuku is the word used for suicide by cutting open the stomach (also known as hari kiri). Seppuku was performed with a dagger. To the samurai warrior seppuku was something to be honored and respected. It could also bring back honor to him and his family if he had been beaten in battle or disgraced. This took incredible bravely and was extremely painful. Often a friend of the samurai’s would to end his pain by cutting off his head. (History Channel). This could also be something planned out ahead of time or done quickly during battle. Nitta Yoshisada is one of the most famous stories of a samurai’s death in 1336. Going into battle one day he was worried, the battle was difficult and he had to lead his men through rice fields. Yoshida went charging in, despite a heavy attack of soldiers and arrows. His horse was hit and fell down pinning him underneath. He had no time or way to reach his stomach to perform seppuku so they say he cut off his own head. This is just one of many extreme acts of seppuku over the many years of the samurai. As clans all over Japan dispersed there became a large amount of samurai without a master these samurai were called ronin. These ronin were different from most samurai because they were not loyal to any lord. Many of them became personal body guards for farm owners, and some became senseis, and others took the time to master the technique of the sword. As time has passed the so did the importance of the samurai warrior. There were no more battles to be fought and peace was among the country. This with Japan becoming a more industrialized nation. After years of isolationism and their declining economy Japan was finally forced to open trade with western countries including the United States. This caused a split in Japan between the conventional samurai ideals and those who wanted to bring in the new ways of the west. In 1876 the emperor decided that there would be no wearing swords unless you were part of the imperial armed forces. This was another symbol of the samurai‘s power no longer needed. Over time the samurai could no longer support themselves and returned to farming or working in cites. The role of the samurai warrior was finished. The Japanese samurais have been extremely influential figures throughout Japan’s history. Their influence has been seen is all aspects of Japanese life from the education of young boys in body and mind, to governing of the Emperors, to the study of the martial arts. Their code of honor and loyalty are traditions that all Japanese respect and try to live up to even today. The self sacrifice of ones own life for a common cause was even seen in World War II when Japanese pilots deliberately crashed their planes into United States ships anchored at Pearl Harbor. This was a devastating attack and can show the horror caused by revenge and their belief in sacrifice and honor. They were even called kamikaze pilots after the famous samurai battle of long ago. The influence of the samurai continues to be seen in Japan today in a positive way with the stories and legends of heroic samurai and the bushido as their guide. Works Cited Gaskin, Carol. and Hawkins, Vince. The Ways of the Samurai. New York: Byron Preiss Visual Publications, 2003 â€Å"History of the Samurai.† http://home.online.no/~p-loeand/samurai/hist-eng.htm â€Å"How Samurai Work.† http://science.howstuffworks.com/samurai.htm The History Channel: The Samurai. Videocassette. AE Television Networks, 2003. 100 min. Turnbull, Stephen. Samurai, The World of the Warrior. Oxford: Osprey Publishing, 2003