Saturday, August 31, 2019

Discuss symbolism and its effectiveness in the Iliad Essay

Symbolism plays a crucial role in The Iliad. Take for instance when Achilles already knows why Apollo is angry, but decides the fact should be stated by someone other than himself. He knows that Agamemnon will become angry once the truth is revealed. I believe that in this instance he is trying to keep his rage in check by avoiding a direct confrontation with Agamemnon so although the symbolism of anger is present it is kept under wraps. Calchas also fears for his life because he also knows Agamemnon’s fury is unyielding at times. However, with a great deal of encouragement from Achilles, Calchas â€Å"spoke out, bravely: ‘Beware-The god’s enraged because Agamemnon spurned his priest'† (106). When the truth is exposed, Agamemnon becomes extremely angry and he and Achilles argue. The argument becomes so heated that Achilles is tempted to kill Agamemnon. Achilles questions himself, â€Å"Should he draw the long sharp sword slung at his hip, thrust through the ranks and kill Agamemnon now†Ã¢â‚¬â€œor check his rage and beat his fury down†Ã¢â‚¬  (108). Here, Hera has Athena intervene to keep Achilles from killing Agamemnon, which shows how the gods control Achilles’ destiny. The argument between Achilles and Agamemnon clearly shows that the two men have different opinions about the power of the gods, what is holy or unholy, and what is proper treatment of other men. These differences are one source of Achilles’ rages likewise the issues pertaining to power and gods are being symbolised. Achilles is also angry at having to fight another man’s battle. The Trojan War is being fought because Paris stole Helen, Agamemnon’s sister-in-law. In his argument with Agamemnon, Achilles points out â€Å"It wasn’t Trojan spearmen who brought me here to fight. The Trojans never did me damage, not in the least† (107). Achilles’ rage heightens in the argument and he declares â€Å"No, you colossal, shameless–we all followed you, to please you, to fight for you, to win your honor back from the Trojans—Menelaus and you, you dog-face! † (108). Achilles is also angry because even though he and many other soldiers are there risking their lives for Agamemnon and Menelaus, Agamemnon is sly enough to avoid personal injury. Achilles says to Agamemnon, â€Å"Never once did you arm with the troops and go to battle or risk an ambush packed with Achaea’s picked men–you lack the courage, you can see death coming† (109). The Trojan War is being fought for personal reasons. Achilles’ rage at this point stems from the injustice that he is risking his life for someone else’s cause and also for the fact that Agamemnon is a coward. The argument between Achilles and Agamemnon has deep-seeded roots of jealousy, another and symbol emotion that stirs anger. Agamemnon knows that Achilles has the respect of the soldiers and the gods; therefore, Agamemnon is always striving to prove his superiority and powerfulness to Achilles. Agamemnon agrees to give Chryseis back to the priest, but then takes Brisies from Achilles. Achilles allows Agamemnon’s men to take Brisies without a fight in order to maintain the respect of the gods; however, after Brisies is taken, Achilles becomes so enraged and heartbroken that he reaffirms his declaration not to fight anymore. Achilles declares that Agamemnon is to blame for the doom of the Achaean army â€Å"if the day should come when the armies need me to save their ranks from ignominious, stark defeat† (112). Jealousy, then, can be viewed as another source of Achilles’ rage. The issues being symbolised here are emotional and touching. Achilles is heartbroken and calls on his mother, the goddess Thetis. She is sorrowful when she hears Achilles’ prayers and weeping. Achilles knows that he is going live a short life and now feels that his life has no honor. He feels that the gods have forsaken him by allowing Agamemnon to humiliate him. Achilles wants his mother to collect on an old debt from Zeus. Thetis is saddened by Achilles’ heartbreak and confirms his destiny, â€Å"‘Doomed to a short life, you have so little time. And not only short, now, but filled with heartbreak too'† (114). She leaves Achilles to go ask Zeus to let the Trojan army win as long as Achilles is not fighting. Achilles is â€Å"left alone, his heart inflamed for the sashed and lovely girl they’d wrenched from him against his will† (115). Achilles’ lost love and broken heart are another source of his rage. The effect is symbolism is tangible. Rage is being symbolised through love and the impact leads to a broken heart. Achilles’ heart remains rigid against Agamemnon even when three of his dearest friends come and ask him to fight again. Phoenix, Ajax, and Odysseus plead with Achilles to join the battle again, but he refuses. The three make the argument that even if Achilles is angry with Agamemnon, he should still come back to the fighting to help his friends whose lives will be lost if he does not. Achilles’ dearest friend, Patroclus, decides to take Achilles’ armor and join the fighting. Patroclus is wounded in battle and then is killed when â€Å"Hector waiting, watching the great-hearted Patroclus trying to stagger free, came rushing into him right across the lines and rammed his spearshaft home. † (159). It is Patroclus’ death that brings Achilles back to the war. Now his rage is aroused by his desire to obtain revenge against the Trojan army and, more specifically, Hector. Achilles’ armor is lost because Hector and the Trojans take it from Patroclus’ dead body. This action inspires Achilles to seek Thetis’ help again. She has Hephaestus make new armor for Achilles. The new armor is magnificent. It is â€Å"a great and massive shield, blazoning well-wrought emblems all across its surface† (173). Thetis and other gods encourage Achilles to fight now. Apollo taunts Achilles while Hector holds fast outside the city gates. It is King Priam who first sees Achilles coming and is filled with fear for Hector. Achilles appears â€Å"blazing like the star that rears at harvest, flaming up in its brilliance far outshining the countless stars in the night sky (177). Hector is filled with fear as Achilles approaches the city. Achilles then chases Hector around the city three times. It is divine intervention by Athena that causes Hector to finally stop and face Achilles. Zeus decides who will die in the fight as he â€Å"held out his sacred golden scales: in them he placed two fates of death that lays men low† (181). The scales are tipped in Achilles’ favor and Hector looses his life. It is very clear that the gods control Achilles’ destiny and influence the factors that create his rage. Why is Achilles enraged? His rage is a personal choice. He decides to confront Agamemnon. He decides to withdraw from the war. He decides to join the war after Patroclus’ death. However, the gods do their parts in making sure that his destiny is carried out. Thetis has new armor made for him and encourages him to fight. Apollo taunts him. Athena intervenes, first to make sure he does not kill Agamemnon and then later to make sure that he does kill Hector. Zeus weighs his fate. Rage is the spawn of many emotions. Injustice, jealousy, un-holiness, revenge, and heartbreak are emotions that sparked Achilles’ rage. Homer’s tale, the Iliad, shows how Achilles’ rage is his destiny. Symbolism is very effective throughout the novel. It is linked to emotions, love and rage. Works Cited Homer. â€Å"The Iliad. † The Norton Anthology World Masterpieces. Ed. Sarah Lawall. 7th ed. Vol. 1. W. W. Norton & Company. New York, London, 1999. 104-209. Spark Notes the Iliad by Homer Spark Notes edition January 10, 2002 The Norton Anthology of Western Literature, Volume 1 by Sarah Lawall Norton; 8 edition August 15, 2005 Making Literature Matter: An Anthology for Readers and Writers by John Schilb Bedford/St. Martin’; 3 edition October 25, 2005.

Friday, August 30, 2019

Investigating Castle Mall management Essay

The castle mall is a shopping centre located in the centre of Norwich. It is owned by the insurance company Friends Provident. Friends provident employ a whole managerial team who run the centre. This is called Castle Mall Management. This is what I will be investigating in my project. E1 Public and Private Limited Companies (PLC) Castle mall management Ltd is a private limited company (ltd). A private company is a business with limited liability whose shares are not available to the public. A Public limited company (PLC) is a business with limited liability whose shares are not available to the public. PLC’s are required by law to publish their accounts. This means that they are available for scrutiny, not only by the owners (shareholders), potential investors, and bankers, but also, by competitors. The Memorandum of Association must state clearly that the business is a public company and it must be registered as such. The term ‘plc’ must appear after its name. The differences between the two, private and public limited companies are; > A public company can raise capital from the general public, while a private company is prohibited from doing so. > The minimum capital requirement of a public company is à ¯Ã‚ ¿Ã‚ ½50,000. There is no minimum for a private company. > Public companies must publish far more detailed accounts than private companies. Advantages 1) The shareholders have limited liability. 2) It is easy to raise capital by issuing more shares. 3) It is much easier to raise finance because the banks are much more willing to lend money to a large, well established, as they see it as much less of a rise. 4) This all makes it easier for the PLC to grow and expand. 5) The shareholders will appoint specialists to manage and runt the company for them. Disadvantages 1) Setting up a public limited company is expensive. There is a lot of administration work involved and at least à ¯Ã‚ ¿Ã‚ ½50 000 has to be raised before a PLC can be set up. 2) The PLC has to issue much more information about itself and this again is very expensive to produce. It has to prepare and annul report as well as Annual Accounts and these have to be printed and sent to all the shareholders. They also available to the general public and competitors to see. 3) The extent to which any one individual, or group, can maintain control of an organisation is severely limited by the sale of its shares on the stock exchange. A family may find their influence on a business diminished when a listing is obtained. In turn, this means that publicly quoted companies are always vulnerable to take over bid. This may affect the decisions taken by directors. For example, they may be more inclined to cut back on staffing during a recession, whereas a private firm would want to hold on to experienced staff for when the economy starts to recover. E6 Communications There has to be communication between each member of staff for the company to function properly. I will now look at how this can be done within the company. Uses of communication > To contact each other > To make deals > To give instructions > To give or receive information > To exchange ideas > To announce plans or strategies > To compare actual results against a plan > To lay down rules and procedures > Job descriptions, organisation charts or manuals Direction of communication Formal Informal Vertical Vertical * Downwards Between peers, friends or -From superior to subordinate. Colleagues. * Upwards Could be given as – From subordinate to superior emotional support. Or to organise a function Horizontal or lateral or party. > People of the same rank, (In the same section Or in different sectors) Diagonal Interdepartmental communication by people of different ranks. Methods of communication A) Face to face communications > Formal meeting > Word of mouth > Interviews > Informal contact B) Oral communication > The telephone > Public address system C) Written communication > Letters, external mail systems > Memorandum, internal mail system > Reports > Forms > Notice board > News letters, bulletins, house journals > Organisation manual, handbook, leaflet D) Visual communication > Charts > Films, PowerPoint Presentation E7/A3 Quality Control * Quality is one of the ingredients in the purchasing decision of consumers, who demand ever-increasing levels of quality * Any firms that ignore the quality aspect of both inputs and outputs risk losing market share to those firms who make it a priority. â€Å"Quality is defined by the Customer† W E Deming (American Quality Guru) Quality Defined * It is difficult to provide a single definition for quality as it means different things to different groups of people. Certainly the perception of the customer is a key element. Here are some of the minimum requirements for customer satisfaction: * Fitness For Purpose The product can do what is it meant to do. This is a useful definition as it can be applied to a wide variety of products, including cheap products such as disposable pens. * Meeting the minimum standards prescribed by acts of parliaments â€Å"Health and Safety†, â€Å"Weights and Measures† and â€Å"Trade Description† Legislation provides a legal framework for minimum standards across a wide range of goods. * Meeting trade association standards Some industries have self regulating bodies that guarantee their members’ work, e.g. the national house building council. In final analysis it is the customers’ perceptions of quality that really matter, firms must strive to convince the market that their product/service is the best value for money. Quality Control Systems In the past, Quality Control in the UK meant ‘inspecting’ the product after production has taken place. In other words it was a faultfinding exercise. Today quality control it is all about ‘building in’ quality at each stage of production. Such a ‘preventative’ approach reduces the high costs of rejects and re-working. The Japanese perfected this is known as: Total Quality Management (TQM) Basic features of TQM are: * The establishment of culture of quality among all employees * The recognition of quality chains where each stage of production is treated as a separate customer to be valued and looked after * The use of Quality Circles * Empowerment of workforce * The emphasis on after-sales service as well as quality manufacture. TQM is not a management tool but a Philosophy. Requiring a complete mind shift on behalf of the entire company (Managers and employees) Quality Initiatives In recent years these have been many initiatives introduced to assist firms to achieve Assurance.Quality Quality Assurance Refers to all of the activities that ensure the satisfactory delivery of goods and services to end customer. Quality Assurance refers to all of the activities that ensure the satisfactory delivery of goods and services to the end customer. Key factors include: * The quality of inputs such as raw materials and components * The quality of the design process so that the products meet customer requirements whilst still being economic to manufacture * To appropriate skill level of the workforce and its commitment to quality assurance * The quality control methods used in the production process * The quality of advice at the purchasing point and after-sales service The Main Initiatives Have Included: TQM A philosophy of quality QUALITY CIRCLES An informal discussion group drawn from all parts and levels of the business that meets regularly to discuss quality problems KAIZEN An approach to advocates continuos improved in small steps rather than a competitive overhaul of the production system. BENCHMARKING Identifying the best practice of the leading firms and using that as a yard stick with which to measure one’s own performance ISO 9000 An international quality certification procedure ZERO DEFECTS A philosophy that encourages all employees to strive for the ultimate goal of a ‘perfect product’ TRAINING Where management has recognised that for quality to be assured a ‘quality culture’ must be implemented at each stage of the process; it is imperative therefore to train all employees to have the requisite skills, both for their direct tasks and for quality monitoring Quality can be achieved in diverse ways but the ultimate goal is to satisfy the customer, which of course is a constantly moving objective. The thing is that Castle Mall Management does not sell anything. This can be a problem when trying to implement quality control. To overcome this they have to vet the stores they have in the centre and make sure that they use quality control. This would help castle mall management reach their objectives especially the main objective to make a profit. As Castle Mall management do not sell anything they cant run certain procedures. This means that the design and production side is out of their hands, but is it? If they want to be really sure of what they are getting into they can agree with the firm or business to have an input into what they are selling. For example, they could check the production side of a chocolate shop making sure that their production line is of a high standard and that they are not breaking any laws. Another thing they could check, although not directly liked with quality is where the product is made. If a product is made in a small 3rd world country with the st aff getting paid for example 50p a day they might disagree with this and not allow the shop to trade in their centre. I believe that one of their objectives should be to help the customer in buying a quality product. The use of quality control to add value. * Adding value – For landlord * Increase foot fall * Increase spending * Operate a profitable environment City * Investment in the city * Precence Population * Provides jobs * Provide social outlets * Sponsorships * Castle Mall is the only underground shopping centre in Western Europe. This makes it a landmark E2/E3/C1 The objectives of Castle Mall Management Objectives: A statement of what an organisation wants to achieve Objectives are a statement of what an organisation wants to achieve through its operation. A firm’s formal objective is given in its memorandum of association, and larger firms may publicly state their general philosophy and values in a list of objectives. For most PLC’s profit is only one goal among others. Objectives provide criteria for decision-making. Most firms harden these general objectives into more dynamic aims, which are intended to drive the organisation forwards in the chosen direction. Mission statements are focused declarations of intent, designed to energise staff at all levels to work in common cause. In practice the overall objectives of a large firm need translating into terms that have meaning for each operation or function. This may mean that one objective is particularly highlighted. 1) The Main objective is to make a profit. They have to make a profit in order to ensure that the investors i.e. Friends Provident get return on their investment. This is the main objective of most businesses; they set out to make money. If they do not then they are considered a failure. 2) To provide a Safe and secure environment for their customers. In order to make a profit people have to come in to the centre. If possible customers feel that the centre is secure and they will be safe then they may visit and return for all their needs. If they consider the centre and car parks not to be safe then they will not visit as they feel that they or their property is not safe. 3) To increase footfall per year. The footfall is the amount of people that visit the centre in a measured time. The more people that come in the more chance of them buying items and the Castle Mall making a profit. Even if a non-customer walks through the centre everyday on the way to work then they may see a shop or an item in a window, which they may come back and buy it when they want it. 4) To increase amounts of visits per person. This is not the same as footfall as footfall is the amount of people who visit the mall, whereas the 4th objective is to increase how many times one person visits in a measured period. Again more visits means potentially more profit. 5) To increase visits from within a large catch-ment area. Trying to gain custom from shops in a large catch-ment area. This means trying to get potential customers from other places of Norfolk up to a 1-hour drive away. 6) For customers to stay longer when they get there. The longer the customer stays the more money they are likely to spend. Also with plenty of food restaurants in the mall if people are there a long time then they may get hungry and buy food. This will help increase profit. The overall objective all the objectives lead to is to Make a profit. E4 The Functional areas of Castle Mall management Ltd The main functional areas of Castle Mall Management Ltd are; * Marketing * Accounts * Administration * Security * Human resources * Food Court * Customer service Each area has its own responsibilities and objectives. Next I will explain each areas responsibility; * Marketing > Public Relations > Advertising -Briefing the creative/media buying agencies -Approving copy and schedules -Ensuring targets and deadlines are met > Web Site > Christmas Decorations > Promotions -Events -Displays -Activities > Research > Sponsorship > Buying – -Maintaining stock levels -Existing literature -Briefing in new requirements -Checking prints quality -Distribution > Health and Safety checks on displays * Accounts The accounts section of Castle Mall Management Ltd looks after the money side of the company. This can involve checking and counting all the money side of the centre. This can range from making sure people have paid their rent and how much they should have paid to counting the money that is put into the car park pay machines. This is a very important side of the company as without them they would not get any money in and staff would not get paid etc. * Administration Admin look after the paperwork side of the company. This can involve writing to perspective clients and customers with information about the centre. Also it can involve internal communication helping the company run. Without the admin department the company could not run, this is because they basically sort everything out. If a letter needs to be sent, a contract needs to be singed or a delivery needs to be taken admin are there, if they cannot sort it out then they can contact a someone who can. * Security The security department is a very important in the Castle Mall. Weather you see them or not they are always there. There are a team of highly trained security staff patrolling the Mall 24/7. This offers a visual presence for the customers, making them feel safe and secure. What the customers don’t see is the main control room where the operation is run from. Here they control over 50 cameras. Some of these are visual to the customer, some a hidden ‘Matchbox’ cameras which can be hidden basically anywhere. The CCTV system is very important in the mall, if a situation is spotted then the security guards can be contacted by radio and told any information they need to sort it. The security staffs also are called into action when there is a fire alarm. When this happens the mall is evacuated and the fire service is called, when they arrive it’s the security guards job to show them to the area where the alarm is. When the all clear is given it is the guardsâ€⠄¢ job to let everybody back into the mall. From shoplifters to lost customers the security guards are helping the mall function properly. * Human Resources The human resources department is in charge of the employment side of the company. This can involve placing adverts in the paper for a new position, looking at the application forms. Deciding on candidates and then interviewing them. They would then have to decide on a new employee with their experience and knowledge. * Food Court The food court has a different sort of agreement with Castle Mall Management, they are directly accountable to Castle Mall Management Ltd as there targets are set by them. If they are struggling to meet this Deadlines Castle Mall Management will intervene and try and sort the problem. As they have this relationship the profits they make are shared with Castle Mall Management. This is a pre-arranged agreement, which was sorted when the mall opened. As the food court is a large part of the mall and is closely linked with Castle Mall Management they have their own manager within Castle Mall Management. It is their job to make sure that the food court are meeting their targets and are running with no problems. * Customer Service The customer service desk and team have a large area to cover. They basically look after the customers of the mall. Here are some of the areas they cover. > Information services for the mall and local area. > Security > Car parking – Disabled parking and access > Disability service – Shopmobility > Information leaflets > Public relations – informing public about evens > Baby changing facilities > Good signage and directions > First aid > Directory leaflets Also the customer service desk is also the first place to make a complaint. It depends on the nature of the complaint as to how it is dealt with. However, all that make a complaint will get a letter of some kind of response from the centre manager. All complaints are dealt with as soon as possible. If necessary clients/customers will be invited backs and helped. One example is when a fire alarm went off and a mother with a toddler with a pushchair had to carry the pushchair down flights of stairs because she had taken the wrong turning. She aired her concerns to CMM Ltd who invited her back to show her that there was an access/ exit especially for disabled/pushchair access. This alleviated her concerns and she is more than likely to return to the shopping centre because her concerns were dealt with efficiently and effectively. Complaints cam be made either through the information desk or by post. Customer fills in form They will then be sent to the management suite where the corresponding manager will deal with it. Investigation carried out And acted upon E5/C2/A1/A2 Organisational structures When you look at the structure of Castle Mall Management it looks, as it is hierarchical (See additional page 1). This is not 100% true, when I asked Erik Kirk the manager of Castle Mall management Ltd he described them as having elements of all structures and cultures. Organisational structures can be described as flat, hierarchical or matrix shaped. Where decision-making is decentralised, the structure tends to be flat. This means that managers and the staff are given wide ranging responsibilities in deciding what to buy, what prices to charge and which staff to employ etc. An organisational structure where decision-making is decentralised it can be described as flat because it does not have many layers. A disadvantage of this type of organisation is that decision-making can be slow. For example any decision that is made this way can take a long time. However, the decision-makers have the advantage of being close to the others day to day activities. In other words there is not along line of communication between the decision-maker and the work to be done. The most extreme version of this is the sole trader who does all the work and carries out all the decisions of the business. Some organisations have in recent years cut out layers in the middle management with the aim of improving communication and decision-making. It can be called de-layering this has had the effect of widening the span of control of the managers who are left. This means that managers can become overwhelmed by the information coming to them and the quality of decision-making suffers. The managers start to loose control over practices and procedures. Narrow Span of control Wide Span of control An alternate way to run the business is to centralise operations. This approach takes decision-making power away from junior staff. This resulting structure is described as hierarchical. Senior staff makes all-important decisions. Below is an organisational chart showing a centralised structure it has several layers of command and is pyramid shaped, i.e. wide at the bottom and narrow at the top. Most large businesses are organised in a hierarchical structure. The senior managers are responsible for taking decisions affecting the whole, or large parts of the businesses whilst shop floor workers mainly carry out decisions made by others. Manager Senior supervisor Senior supervisor Junior Supervisor Junior Supervisor Junior Supervisor Junior Supervisor Shop Floor Workers Shop Floor Workers The Key advantage of a hierarchy is that it allows strong leadership and centralised decision making. It ensures that the organisation has a consistent policy, approach or activity. A problem with hierarchy is that the line of communication between ‘top’ and ‘bottom’ might be quite long. There are layers of people who to receive and pass on information and at each stage the Information can be reinterpreted or misinterpreted. One way of avoiding this problem is to delegate decision-making. This means that people within the organisation are given the authority to make decisions themselves rather tan wait for instructions from the top. Advantages and Disadvantages of centralisation Advantages * Bulk buying reduces costs * Fewer staff are required in the whole operation. * The scope for specialisation increases * Producers such as ordering and purchasing can be standardised * Planning and control tends to be more effective * Decisions are made for the good of the company rather than the branch * Leadership is likely to be stronger and more consistent Disadvantages * Middle managers may be less motivated because they have less responsibility * Local needs are less likely to be met * There is less flexibility * There may be more administration * Communications between different sections might be poor * The burdens of management is more concentrated to the centre More example of Structures Location Allied Breweries Ltd Calsberg/ Allied Breweries Allied Tetley UK Netherlands Breweries Trading World-wide Product Allied Lyons PLC Spirits Retailing Brewing Food + Manufacturing Wholesaling Some organisations have structures that cannot be described as flat or hierarchical. They use tears that cut across traditional departmental boundaries. Sometimes the tears are permanent, in other cases the are brought together for a specific purpose. Project tears are increasingly being used by businesses to develop new products. Such tears have MATRIX STRUCTURES. In that the have members drawn from several departments. One example of a project team is the one ‘Rover’ used to develop the ‘600’ series. From the start of the project, stylists, manufacturing, production engineers, production line operates and suppliers all worked together. All team members had the authority to act without consistent referral to senior management. Stylists Engineers Team Leaders Production line Operates Suppliers How does the organisational structure affect its performance The organisational structure of Castle Mall Management (or as they call it the ‘Family Tree’) has a hierarchical shape. This means that there is one main centre manager. The centre manager Eric Kirk then goes directly to a deputy centre manager. They then lead directly to four other managers of separate divisions. The marketing, food court, security and administration manager all then head a team in that department except the marketing manager who has no team and works closely to the deputy and main manager. The structure shows that the centre manager has direct input to the four division managers. I believe that having a structure of this sort will be successful. This is because everyone has a link with everybody else. If there is a problem then there is always someone there to sort it. Also as the main manager has close links with most of the staff under him so if he makes a request they may not mind carrying it out. I think that the structure helps Castle Mall Management meet and exceed its objectives because they work well as a team. This is because everyone is linked with everyone and there is always someone to help you out if need be. You see how important they find these as they call there structure the â€Å"Family Tree†. This can help with all objectives, especially the objective, to make it a safe and secure place for the customers to shop. If the employees believe they are doing a important job and feel wanted as a part of a team then they may put more effort. This means that they may make the extra little bit of effort to clean a spillage etc. The management culture The management culture of a business is how the people very high on the hierarchy act to the lower down employees and their associates. It depends on how managers act, if they tell people what to do or if they leave it up to them to make their own decisions. A good model to show this is the leadership continuum. Autocratic style Participative style Free-Rain Style Consultative Consensus Democratic Autocratic style An autocratic leader maintains most of the authority by issuing orders and telling what to do without consulting them. To the autocrat, the basis for leadership is formal authority. Autocratic leaders may have a few favourite subordinates but they usually regard close interpersonal relationships with group members as superfluous. The autocratic style of leader is generally in disfavour in modern organisations. Participative style A participate leader is one who shares decision-making authority to the group. Participative leadership occupies enough space on the continuum to warrant dividing it into three subtypes: Consultative, Consensual and democratic. A Consultative leader solicits opinions from the group before making a decision, yet does not feel obliged to accept the groups thinking. A standard way to practice consultative leadership would be call a group a group meeting to discuss an issue before making a decision. A Consensual leader encourages group discussion about an issue and then makes a decision that reflects the general agreement of group members. Consensual leaders thus turn over more authority to the group than consultative leaders do. The consensus leadership style results in long delays in decision making because every party involved provides input. Free-rain style or laissez-faire style A Laissez – Faire or Free Rain leader turns over almost all authority to the group members and does as little leading as possible. Given a situation in which the work to be done by each employee is clearly defined, weather it is sorting coupons or cutting gears with laser beam, such leaders maintain a ‘hands-off’ policy. They make few attempts to increase productivity or to coach their employees. At times the free-rain leader is a abdicator who cares very little for productivity goals or developing subordinates. Erik Kirk of Castle Mall management is certainly not like this as he has very high targets and standards. As with any leadership style, there are some situations in which an autocratic style is appropriate. One example is a high-accident work area where the employees are not particularly knowledgeable about the potential risks. Many autocratic leaders have been successful as high-level leaders in the private and public sectors. One good example of this is taken from â€Å"Management and organisation† by DuBrin, Ireland and Williams. Jack Traimiel, the controversial executive who has occupied key positions at both Commodore and Atari. A co-worker of Tramiels said, â€Å"Commodore was the house that jack built, and when he left the company, so did the spirit, the aggressiveness and the drive. Decision making also went by the wayside† Castle Mall Management are democratic and laissez-faire at times but are autocratic at times of: * New Employees New employees may not know about certain parts of the business so if they make decisions however small they could make curtail mistakes, which could cost money or customers. Also if they are not taught they may never learn a certain technique and carry on using the wrong way forever. * Health and safety Health and safety is very important as it involves the welfare of workers and customers. If they want to meet their objective of proving a safe and secure place for people to shop they will have to be very strict on this subject. This means that precise decisions need to be made which are in lines with all guidelines set by the governments of the world. * Security Is very important, again if they want to meet their objectives they will have to be very strict and precise on security matters. This may involve making decisions based on laws and keeping information form other employees lower down the hierarchy. Erik Kirk and his associates like to have a team of workers who are loyal and work hard. He also likes to make them feel part of something, a team. He has an ‘open door’ attitude when it comes to this. He likes to feel that if there is a problem it can be sorted. No matter how small the problem is he feels that he can help providing answers and privacy. On paper the structure appears hierarchical but it does have elements of a flat structure. Overall the culture is: * Philanthropist in attitude * Good work ethics * Relaxed * Productive * Efficient * Good and open communication channels * Clear objectives * Safe and secure working environment E6 The use of ICT in communications Castle Mall management would be severally impaired without ICT. The main use of ICT is communication. There are many areas of communication featuring ICT, these are: * E-mail Internal External * Web site * Alarm System (2 way communication) * Reports * Telephone (external + between departments) * CCTV + Mini cameras E-mail Castle Mall Management uses E-mail to communicate between department, level and centre. E-mail is a very good way of communication as it is virtually instant. Also you can send designs, graphics and programs as attachment files. This is very helpful as it saves in paper costs and also cannot be lost as with paper. Castle Mall Management uses E-mail to communicate with each other no-matter where they are in the building or country. For example a admin worker could e-mail his supervisor to alert them of a problem or just to book holiday. Another example is Erik Kirk the main centre manager E-mailing another manager of another centre alerting them of a security problem. Web site Castle Mall Management help run the castle-mall.co.uk web site. Some Castle Mall Management staff has been trained to update and redesign the web site. The web site can be used to make customers aware of events and new promotions. It can also give customers information about what shops are in the mall and what services are available. Alarm systems The alarm system in the mall has a communication system built in so if there is an emergency most people in the mall can contact each other through the alarm system to find out what’s happening. It can also pinpoint where a person is so if they are in danger then they can quickly be located and helped. Reports Reports are written by all sections of management so that other people in other positions know what is happening, why and when. They are written about special events to inform people what is happening and how successful something was. Also reports are written once a week, month and a major one written each year. These reports are read by managers and then sent to Friends Provident or FisPam. To let them know how they are getting on. If there is a problem with the reports then friends provident will try and suggest ways to rectify it.

Thursday, August 29, 2019

Bib 6 Essay Example | Topics and Well Written Essays - 500 words

Bib 6 - Essay Example According to the Acts, the Holy Spirit directed the Antioch Church to send out a missionary team, comprising of Barnabas and Paul (Act 13: 1-3) for the purpose of preaching the Gospel to the Jewish community and the Gentiles. It was around the 48AD that Paul and Barnabas led a commission from Antioch, Seleucia and travelled to the island of Cypress (Calmet 1832, p731). The group made various stops along the way in villages and settlements to preach the Gospel. As indicated in the map (Fig 1), the team made the way through Salomis and travelled through the area of Paphos. It was here that they met the Jewish sorcerer and false prophet with the name of Bar-Jesus. He was actually an attendant to the Governor Sergius Paulus. Paulus was an intelligent logical man and was interested in seeking the truth. When he summoned for Barnabas and Saul, Elymas the sorcerer intercepted and tried to steer Paulus away from them. Paul, with the power of the Holy Spirit, unveiled the truth about Elymas’s deceit and lies and stated that he would turn blind because of them. Paulus, hence, converted to Christianity. From Paphos and Cypress, the mission continued onwards to Perga in Pamphylia. This is where John left them to head for Jerusalem. Preaching and spreading the message of God, the mission travelled to the city of Antioch of Pisidia, and covered the towns of Iconium, Lystra, and Derbe, further East (Acts 13:13-14:20). In Iconium, Paul went to the Jewish synagogue to an assembly of Jews and Gentiles and was so articulate in speech that a great many of the listeners converted; however, the Jews were specifically hostile and the evangelical strategy to preach in synagogues proved to be more cumbersome. Along the way, Paul and Barnabas faced life threats and stoning, were confused as the human form of God and had to persistently explain

Wednesday, August 28, 2019

Censorship and Shock Jocks Essay Example | Topics and Well Written Essays - 1000 words

Censorship and Shock Jocks - Essay Example Howard Stern has said, "It is pretty shocking that governmental interference into our rights and free speech takes place in the U.S., ... It's hard to reconcile this with the 'land of the free' and the 'home of the brave.' "2 Apparently many times callers have tried to get Howard Stern's show censored by the FCC. According to the FCC, "[callers who complain] stating only that the objectionable programming 'discussed sex' or had a 'disgusting discussion of sex' is not sufficient. Moreover, the FCC must know the context when analyzing whether specific, isolated words or images are obscene, indecent, or profane."3 Many times, Howard Stern has had people on his show who are on the fringes of society, including porn stars, hookers, wrestling personalities, politicians, and all kinds of people from various sectors of the American landscape. He prides himself on his show being one of the most controversial there is. Howard Stern's language has apparently not only been a bane to the FCC in the past, but also in the present. The FCC has long challenged many of Howard Stern's statements as being profane or obscene or indecent in nature. Truly, these kinds of shows are not meant to offend intentionally-or, perhaps they are. But the basic point of these kinds of shows is that they force people to think and reevaluate their concepts and notions of right and wrong. Radio persIn that regard, Howard Stern continues to push the envelope as a shock jock. He continually makes comments that are rude, crass, and otherwise disgusting-all in the name of entertainment. Howard Stern does this mainly to entertain-and shock-his listeners. He is known for saying outrageous things. Howard Stern flies in the face of modern radio broadcasting. His foul mouth, his daring attitude, and not-so-subtle displays of affection on his show have shocked and offended many, perhaps. However, what makes Howard Stern appealing as an artist is the very fact that he does shock his listeners. If it weren't for that added touch, he wouldn't be as special as other radio personalities. Radio personalities such as Howard Stern should not be censored because their

Tuesday, August 27, 2019

The Brand Strategy of Gucci Dissertation Example | Topics and Well Written Essays - 9750 words

The Brand Strategy of Gucci - Dissertation Example The Gucci spirit, which is essentially a passion for a vibrant lifestyle, is kept alive by succeeding generations of creative designers, the more remarkable of whom was the American Tom Ford, noted for his strategic use of sex in design and advertising and currently, the Italian Frida Giannini, who understands best the wants and needs of a Gucci woman. This study includes an analysis of sex as communication and marketing strategy. Gucci, during the time of Tom Ford, communicated in an aesthetically effective manner that Gucci was selling a lifestyle, particularly sexual freedom among women. This is different from promiscuity. Gucci endorsed living a sexually fulfilling life, being in control of feminine sexuality and sexual relationships from a feminist point of view— as conceptualised and executed by Ford’s ad designs. This study also looks into the consumer behavior and the psychology of luxury. The buyers of luxury items are the youth in America and Japan— mostly single career woman staying with their parents; and the older people in Europe. The concluding part evaluates the study’s strength and weakness, as well as mentions details of a proposed topic for future research. Gucci is a brand name synonymous with finely crafted leather bags and shoes; Italian brand of quality, exclusivity, prestige, and luxury. This study seeks to explore how Gucci succeeded as a brand and evolved to iconic status. This study includes a comprehensive literature review of branding as a marketing strategy, and then a discussion of what is branding, and the social equity of Gucci branding. The focus of the research is the branding strategy of Gucci. In order to understand such strategy, the history of the Gucci business empire is traced back to Italy in 1921, when Guccio Gucci first designed a luggage line for high-end hotel guests.

Monday, August 26, 2019

Ethics of the Sale of Body Parts Essay Example | Topics and Well Written Essays - 1750 words - 3

Ethics of the Sale of Body Parts - Essay Example Becoming an organ donor is very simple as it is a choice offered when registering to vote, getting or renewing a driver’s license or ID card or placing this in your living will in most states. Laws pertaining to organ donation have been created in order to make the process one which does not discriminate and one which is available to all patients meeting specific health criteria rather than socio-economic status, ethnicity, or gender. Current Laws and Policy Regarding Organ Donation Unfortunately the supply of available organ us far from meeting current demands. It is estimated that over 90,000 people are on waiting lists and many have sought new and creative initiatives in order to increase the supply of organs (Georgetown Edu,2012). This field is still one of the most regulated fields in medical care. While there are federal laws there are also state laws which may be more specific or defined in policy. Those facilities who perform transplants are members or the Organ Procur ement Organization and as such have standards and policy which must be followed. Facilities which participate are considered a ‘host’ and are responsible for properly identifying, maintain and evaluating donors (HRSA, 2012). Authorization must be obtained and the organ must be properly handled to ensure it remains viable. In evaluating potential donors death must be pronounced and the donor's medical history must be screened for factors that would affect the function of the organ. There are very specific screening procedures for each organ or tissue which rules out many potential donors. Host facilities must participate in the sharing of the waiting list of candidates for the organ transplant. Referrals must come from specialty units and those placed on the waiting list are screened and rated with a priority. In order to prevent preferential treatment organs which are procured from transplant must be handled by a facility other than the one where the organ is to be rece ived. Those who are non-citizens of the United States may also be referred for the organ transplant. Policy prevents discrimination and in these cases, adherence to the policy preventing discrimination is to be followed. All potential donors a panel of tests are administered which include information such as electrolytes, serological testing, hepatitis screening, chest x-rays and numerous more. Each organ or tissue has more specified and specialized screening processes. Kidney donations must meet a defined matrix which includes factors such as age and creatinine. A history of hypertension will be evaluated and the cause of death must also be considered carefully. Blood types must match when transplanting kidneys and those with a zero-antigen match are usually selected first from the pool of candidates as they are less likely to experience total organ rejection. Information such as this is shared within Unit which is a compilation of all donors on the waiting list. Kidneys are one of the most transplanted organs with high success rates (HRSA-2, 2012). Kidneys are shared first to the most suitable local matches; if there are none then regions are defined which are next allocated the kidney; if a recipient is not found with the region a match is sought nationally. Liver transplant patients are scored with a different system weighs their mortality risk against the medical urgency of their condition. Candidates are assigned a status with points given for factors such as creatinine, bilirubin, age, stage of liver failure, renal failure, and Glasgow coma.

Sunday, August 25, 2019

BUSINESS REPORT Research Paper Example | Topics and Well Written Essays - 2500 words

BUSINESS REPORT - Research Paper Example The final recommendation is thereafter included in the conclusion. Wells Fargo and Company has its headquarters at 420 Montgomery Street, San Francisco, California. The firm’s forerunner was founded in 1852 in New York City by Henry Wells and William Fargo. It was originally conceived as a â€Å"banking and express services† company, it eventually began offering services in the West where miners, farmers and ranchers, had begun to migrate. In 1888, began offering â€Å"Ocean to Ocrean Services,† consisting of banking and express services to target the needs of pioneers in the Gold Rush. Even during its early beginnings in the 1850s, Wells Fargo already served and employed African Americans, Latinos, and women (today, about two-thirds of the banks employees are female, among whom are some of the Company’s top ranking executives. Through the years the bank has grown in tandem with American History. As of 31 December 2010, the company had 9,000 banking stores located all in 39 U.S. states and the District of Columbia. The firm is one of the major publicly listed companies under the Industry Center classification Money Center Banks. It is a diversified financial holding company that extends, through its different subsidiaries, banking services for retail, commercial, and corporate clientele mostly in the United States. It is strategically segmented into three areas: Community Banking, Wholesale Banking, and Wealth, Brokerage and Retirement. The firm operates in a highly competitive industry which is prone to shocks and presently undergoing adjustment to meet tighter regulatory standards under Basel III. In the United States, the passage of the Dodd-Frank [Wall Street Reform and Consumer Protection] Act promises to impose more stringent controls to avoid a repetition of the previous financial crisis. In the following tables are

Saturday, August 24, 2019

Financial Institutions Research Paper Example | Topics and Well Written Essays - 1000 words

Financial Institutions - Research Paper Example After reviewing the trend in banking branches, it is determined that there is a huge increase in bank branches then in 1934. Bank branches were very almost nonexistent in the 1930’s and increased as time went on. The increase in branches has shown a steady decrease in institutions. These increases and decreases show an overall increase in facilities. It seems that the public has more access to banking facilities then in 1934. There were 14,146 offices available in 1934 and in 2009 there are over 90,159. The trend shown for banking statistics shows that consolidating is a growing and continuing trend. This can be proven true since, almost every street in modern day America is home to a branch location. Some financial institutions house as many as 50 different financial institutions. This is good in a way that individuals can choose which financial institution to bank with. Despite the regulations that protect banks from failure, some do fail. Go to www2.fdic.gov/hsob/. Select t he tab labeled â€Å"Bank and Thrift Failures†. How many bank failures occurred in the USA during the most recent calendar year? What were the total assets held by the banks that failed? How many banks failed in 1937? In 2010 name the top three states where bank failures occurred. 2. ... The difference in bank loss assets differ by millions of dollars. This is proof that there is more money available and out in the American economy compared to the 1930’s. In 2010 there were also many bank failures. The top three states that produced bank failures were Florida, Georgia and Illinois. This was determined by totaling the number of failures in each state. Of the states listed, the most failures were in the given states. Whilst looking at the bank failure data choose one bank in Washington State and provide a two page synopsis of the bank condition (asset size, equity, derivatives book etc) at the time of failure. Also, conduct a media (newspaper/trade journal search) of any news regarding the failed bank you are researching. Did the board of directors consent to the closing? Name the date when Order for Taking Possession took place. Provide the name of the bidder that assumed the deposits of the bank. Was it necessary for the FDIC to create an interim bank to handl e deposits for customers? 3. After reviewing bank failures, it is important to examine which banks failed and why the banks failed. The FDIC helps regulate certain banking aspects to try and prevent failure but sometimes it is out of the FDIC’s hands and nothing can be done. There could be many reasons as to why a bank would fail. Banks fail for many different reasons like a poor economy and improper management. Sometimes it has nothing to do with the bank and its employees but rather the amount of loans out. When a bank has many loans out and the borrowers are unable to pay, the banks take a loss. A bank that has failed in 2010 is the North County Bank. The bank is located in Arlington, in the state of Washington. This

Strategy Implementation Essay Example | Topics and Well Written Essays - 1500 words

Strategy Implementation - Essay Example This paper compares and contrasts the roles for strategy implementation, identifies the resources required for its implementation and assesses what measures and timescales can be used to achieve this strategy implementation for British Airways. Strategy Direction Defining and determining strategic direction involve specifying the images, structures and characters that the firm thinks to develop over time. As Hitt, Ireland and Hoskisson (2008, p. 350) pointed, strategic direction is normally framed within the contexts of the conditions like opportunities and threats that strategic leaders expect their organization to face in its near future. Daft (2009, p. 58) has also put forward almost similar view that strategy direction is a process that typically begins with the assessment of opportunities and threats in the external environment, including change, uncertainty, resources available etc. Matha, Boehm and Silverman (2008, p. 47) found that strategy direction is based on how employees hear about the strategy and how they do involve in it. A firm with long-term strategic direction probably will have to consider two basic elements, they are core ideology and an envisioned future. The first one is to motivate its people through the organization al culture and company’s heritage, and the second one encourages them to draw out of their expectations of accomplishments (Hitt, Ireland and Hoskisson 2008, p. 350). As depicted in the figure above, managing a firm’s resource portfolio, maintaining organizational culture and emphasizing ethical practices are highly critical factors affecting determining of the strategic direction. Roles and Responsibilities of strategy implementation Strategy implementation is connected with creating a portfolio of the strategic programs and secondly it involves attracting, allocating and managing all the necessary resources to deliver these strategic programs. Strategy implementation represents a specific pattern of decisions and actions that are intended to carry out a particular plan in an organization. When it comes to the case of British Airways, the company is widely known for effective corporate strategies like technology and business innovation, customer-enabled business strat egy or customer focus (Egger and Buhalis, 2008, p. 272), supreme customer services, service orientation etc. At British Airways, once the strategy has been determined, the management team responsible for the strategy implementation must translate the strategy program in to appropriate tactical plans, processes, programs and budgets. Operating plans and programs for each function are to be developed in this stage. In implementing the strategy of customer focus or innovation, the management of the British Airways prepares a plan including timetables, milestones and details of the organization’s risk management as well (Atkin and Brooks, 2009, p. 22). As compared to this, the strategy implementation in Virgin Atlantic is mainly influenced by the strategic vision of its top management and quality and entrepreneurial drive of the management teams (Aaker and Joachimsthaler, 2000, p. 34). The strategy implementation in Virgin Atlantic is thus closely linked to the top managementâ₠¬â„¢s vision and it takes those steps that the management instructs. A strategy is planned and developed mainly

Friday, August 23, 2019

Research Methods Proposal Example | Topics and Well Written Essays - 2000 words

Methods - Research Proposal Example It finally identifies an ideal model for the presentation of this data to various stakeholders to ensure that they give their economic and social support for the regeneration of Dundee’s Central Waterfront area to a world-class city. The research ends with the description of deliverables that must be presented by Dundee’s Central Waterfront to various stakeholder groups. Keywords: Dundee City, Dundee Central Waterfront, Investors, Stakeholders, Competitive City Introduction Dundee City is embarking on a project to expand Dundee’s city centre down to the Central Waterfront Area (Dundee Waterfront Vision). The Dundee Waterfront area encompasses four main sections of the city of Dundee located near they Tay Riverside (Dundee Waterfront Business Current Project)This project is to create a new iron grid system reminiscent to the connections made by the Romans in the city over 1,500 years ago. It also seeks to improve numerous facilities in the city and also go further to regenerate various elements of the city to place it in the category of other competitive European and Global cities (Dundee City Official Website). The project started in 2001 and is expected to end in the year 2031. Currently, there is the need for investors to sink capital into the various projects to create the background for future development of the city. Also, there is the need to attract and promote the city positively before its stakeholders, particularly present and future residents. Research Objectives McMillan & Weyers (2010) states that every academically recognised research project must have a set of clearly defined objectives that the research will be based upon. The purpose of this research are to: 1. Create the definitive platform for the critical analysis of stakeholders to the Central Waterfront Area development project at this present point in time. 2. Identify optimum uses of sites for investors, settlers and stakeholders 3. The description of the data collec tion methods to be used for the collection of preliminary data for the project 4. The identification of investor and other stakeholder presentation model Literature Review Bryman, (2008) states that for an academic research work to have the relevant credibility and acceptability in the world of academia, there is the need for the researchers to review analyse and present groundbreaking definitions, models and system through secondary literature. First of all, the literature review of this research will be based on the elements and features of a competitive city. From preliminary analysis, the paper should focus on the sector approach, institutional approach and conditions for settlement defined by Sako & Murie, (2010) to lay out the potential and optimum land use type that the presentations to stakeholders must dwell upon. The sector approach involves the zoning of city centres being regenerated optimally between creative industries and knowledge intense industries. The creative ind ustries include arts, media, entertainment, creative business services, publishing, advertising and designing. This will ensure that the city will be promoted in other places where consumers will use these patents that are produced in the city in question. Knowledge

Thursday, August 22, 2019

Modernism Art Essay Example for Free

Modernism Art Essay As some critics contended, postmodernism represents a break with the modernist notion that architecture should be technologically rational, austere and functional, discuss the ways in which one postmodern architect has developed strategies which overcome these tendencies. Juxtaposition is seen between the characteristics of early 20th century modern architecture and the artistic endeavours of postmodernism that followed. To represent the ‘Less is More’ (R.Venturi, 1966, pg16) notion the modernist tendencies had adopted, Robert Venturi built a ‘Ghost Structure’ to imply architecture had no longer become an art form and was merely just a ‘spectator’ (Architecturerevived, 2011) in society. This essay will discuss ways in which the architect Robert Venturi adopts methods to overcome these tendencies that architecture has lost meaning and ways in which he attempts to remove himself with any links with the ‘post-modernist’ movement that he is viewed in having. Modern Architects saw their role as ‘reformers,’ (R.Venturi, 1966, pg16) and tended to break with tradition and start anew. Considering it was a new revolutionary movement they tended to ignore potential problems and focused on the new modern advancements available. A modernist tendency was to build individually however Venturi claimed that a ‘building derives meaning from its context’ (Out Of the Ordinary, 2002) and evidently each individual location requires a different form of architectural style to represent this. In Venturis book ‘Complexity and Contradiction’ he quotes ‘familiar things seen in unfamiliar context become perceptually new as well as old’ (R.Venturi, 1966, pg43) here he perhaps means in order for art to become worthy of aesthetic appreciation the viewer needs to see it in a different context. For example, Tracy Emin’s unmade bed was placed in an art gallery and was more acceptable and appreciated as ‘art’ rather than being viewed in its original, everyday context. Venturi was focused on the reason behind and the visual perception of architecture, he believed that in applying a ‘medley of styles’ (S.V.Moos, 1987, pg32) opposed to an ‘either/or ‘(R.Venturi, 1966, pg16) mind-set would offer a varied combination of architectural styles. Thus enabling to a successful response to the multitude of tastes society desired, as he was well aware that there were an  array of underlying problems of everyday life. Problems that modernist architects tended to ignore due to their concern of the solution not corresponding with what they believed to be their perfect design. Venturi disregards modernist tendencies as he favours a more eclectic style rather than the ‘less is more’ (R.Venturi, 1966, pg16) approach modernism supports. Venturi aims to ensure his buildings have ties with historical architecture thus to draw meaning and value. This was to evoke a sense of familiarity whilst still staying in context with a more modern environment. Venturi believed in using his knowledge from what he had learned and new had worked in the past, so sought to apply these techniques to his designs. An example of this is Venturi’s State Mosque of Iraq; (Ref 1) finished in 1982. Here Venturi sought to draw from numerous styles and periods, specifically, Art Nouveau. The purpose of incorporating so many previous instances was to provide meaning and depth to architecture once more. Venturi was inspired by the work of Edwin Lutyen’s Capital Buildings in New Delhi as Lutyen had successfully managed to integrate historical themes to look postmodern however with an underlying modernist culture. Post-modernist architects questioned the modernist tendency that form depends on function. Walter Gropius quoted ‘aesthetic image and monumentality of a design are more important than functionalism.’ (Architecturerevived, 2011) However the context of the building was all the more important. Venturi championed this and consequently revived the tendency to ‘change things around’ (Architecturerevived, 2011) to develop and discover a more motivating form. He believed that the simplicity of modernist designs were so minimal that they therefore could easily be manipulated to communicate historic and ornamental tendencies of the past whilst taking advantage of the modern advancements in technology and construction all the while considering the users requirements. An example of this is the Vanna Venturi House, (Ref 2) completed in 1961 which has multiple references to past periods and styles. Firstly the street faà §ade denotes Michelangelo’s Porta Pia in Rome, Alessondra Vittoria’s Villa  Barabo at Maser and finally the Nymphaeum at Palladio. Venturi quotes to ‘recognising the complexities and contradictions’ (S.V.Moos, 1987, pg244) in which this building instils, nevertheless was an ideal way to overcome his statement that ‘less is a bore.’ (R.Venturi, 1966, pg17) Additionally Venturi’s love of distortion over ‘straightforward’ and ‘ambiguous’ over ‘articulation’ (R.Venturi, 1966, pg16) notion is a prime example of how he overcame the modernist tendency of clean, designed and hence forth the exclusion of design traits. Venturi was similarly intrigued by the parallel of how design in the past related to the hierarchy of upper and lower classes of his today and whether or not the aesthetics of said classes could be outlined into categories that reflected the social divisions. More precisely he connected classical modern architecture with that of ancient upper classes such as ruins of palaces and the contrast of how they were erected differently from that of how Venturi describes as ‘ordinary’ peoples buildings. (Learning from Las Vegas, 1972) Everything appears to be in relation to, form, space and social responsibility also implying modern architecture seems to have forgotten the art of steganography in which was not only significantly spanning across four centuries from the 15th to the 19th century but was also how architects learnt to progress, appreciate and respect the aesthetic awareness of form. This can be related back to the Renaissance in which the development of form has been linked to the visual for centuries. Venturi wanted to instil ‘new perceptions of old functions’ (Architecturerevived, 2011). He sought to draw from the past and carefully extract relevant features and characteristics and with the buildings context in the forefront of his mind, apply them. An illustration of is how he exhibited historical examples from Baroque and Egyptian architecture to symbolise frames and overwhelm small window openings. He symbolically implied unconventional messages or problems he thought society needed to address, an  example of this being The Guild House, completed in 1963, (Ref 3) Philadelphia. It displays a system of layers with artistic meaning,  organisation and a well thought out design process which represents the importance of historical and architectural discourse. By instilling a gold-plated TV Ariel on top of the building signified what Venturi described as the ‘relevant revolution of today.’ (Architecturerevived, 2011) It communicated the underlying idea that the importance of architecture could potentially be forgotten with the advancement of TV and media. Venturi was concerned that the development of these new technologies were influential on art, ‘a machine for living while practical, is emotionless,’ (Molly Jacques, 2009) and that all reference to historical architecture could be perceived as irrelevant or even worse, lost in the progressing society he found himself in. Therefore the TV Ariel became demonstrative of this, a representation based on the theme of classical architecture. It was also said to represent the buildings inhabitants, by simply stereotyping the occupants, believing they watch too much TV, and alas the symbolic connotation of classical statues in cathedrals. Modern architects had pragmatic views. They believed technological advances allowed for the disregard of all historical periods and movements. Led by the new approach of ‘machines for living’ (The Arts – Le Corbusier, Dominic Gallagher) as Le Corbusier cited, inevitably led to the demise of decorative and aesthetics in favour for more organised and geometrical buildings, in addition to this there was a new enthusiasm for building vertically. Venturi believed that the introduction of this technologically motivated notion advertently simplified architecture so much so it had seen a departure from the ‘experience of life.’ (R.Venturi, 1966, pg17) Consequently becoming focused on what characterised as Realism. Venturi studied people in their everyday life and routines, purposely so as not to exclude designing for social problems and consequently to design for the truth. A somewhat stark contrast to the modernist notion of designing for simplification or t he ‘Less is More’ (R.Venturi, 1966, pg16) idea, as stated by Miles Van De Rohe. This evidently left many social questions unanswered or as Paul Rudolf, a prominent modernist architect quoted ‘all problems can never be solved.’ (R.Venturi, 1966, pg16) Furthermore the development of new materials and constructional technological advances allowed for modernist architects to design freely with focus on spatial forms and  geometric proportions. Miles Van De Rohes Pavilion’s illustrate this as they lacked any sort of reference to the past as his desire and purpose was to exploit new technologies to the fullest and have no recognized relation to the past whatsoever. Venturi opposed this as he looked to past historical architecture for inspiration and saw relevance in previous movements and styles. This allowed him to design with meaning and by combing new methods of construction and technology allowed him to develop and erect innovative buildings that reflected historical traits whilst still fitting into a modern society. A further modernist view was that architecture was about a blend on technology and art, and to inevitably reform some sort of style they believed had become lost in tradition. They admired the emerging new developments, especially in transportation and new materials becoming available. They tried to instil this new, sleek, streamlined look in their buildings. It was almost as if they wanted to draw a line under the past and render a new concept of design to follow with the new advances that were being made in other fields. Nonetheless Venturi held on to his belief that architecture hadn’t become so much as lost but instead had been forgotten. Stating that ‘conventional elements’ (R.Venturi, 1966, pg43) could be applied using the advanced methods the modernists championed, and that some sort of balance could be achieved. It suggests a complete rejection of the past is not relevant in order to move forward in not only a social aspect but also to cater for what appeared to be, a demand for a new architectural style. Venturi was positive in regards to the new materials and construction methods now available and did not deny that they were not beneficial to society in his today and stating ‘conventional elements’ (R.Venturi, 1966, pg43) constructed in ‘unconventional ways’ (R.Venturi, 1966, pg43) supports this. As does his design for the Vanna Venturi House, (Ref 2) constructed in 1961 in which an array of modernist materials were used, such as steel. Yet he chose to mix both development in techniques and materials with historical features to create a design that was visually, functionally and constructed successfully in design. Venturi became interested in the Las Vegas Strip (Ref 4) leading him to write the book ‘learning from Las Vegas’ published in 1972. He came to the conclusion that the city had been built to accommodate for the  technologically savvy society. The architectural advertisement method Vegas seemed to have adopted had all been carefully angled to appeal to the people now driving down the strip. This was an original concept in which to appeal to an audience not necessarily on foot. The architecture almost becomes an advertisement in itself and the landscape inadvertently develops into its notorious messy, chaotic and fast paced form, which also reflected the traits the city and people in it had undertook. The architecture became a direct contrast to the modernist tendencies as the strip ‘serves culture rather than dictates it.’ (Architecturerevived, 2011) this was perhaps as Vegas was competitive and needed to directly interact with its audience in order to entice them. Venturi was inspired to take aspects of how Las Vegas had so forcefully removed the constraints of which had seemed to be put upon architecture and apply it, however in a not so embellished manner. Venturi states how The Guild House (Ref 3) was built with these intentions as well as having a ‘vernacular’ (Perkowitz, 2002) idea in mind. He went on to exploit every available inch of building space obtainable, by building up six-stories high. An attribute in fact of the modernist conception, however Venturi came to this design conclusion to enable the inhabitants to interact more conveniently with the outside. This was said to be purposely done so as not to break up the prevailing aesthetics of the street, nonetheless still managed to introduce another dimension to it. A fragmented outline of the Southern faà §ade directly contrasts with the smooth surface of the North. This intentionally done so as the building was built for the elderly so rather than isolate, the distorted faà §ade in fact drew the outside in, to allow for maximum interaction in a visual nature. Venturi attempts to imply a Baroque Palazzo style upon the Guild House (Ref 3) by the introduction of white tiles on the lower and upper levels of the building. Which was believed to have ‘symbolic’ and ‘representational’ (S.V.Moos, 1987, pg25) components that merge as a whole which in avertedly was to reflect the architectural connotation of the structure. It was understood that the Guild House (Ref 3) was built on a system of layers. Layers of artistic meaning and organisation, each one symbolising the importance of the  historical and architectural discourse. This is reinforced by Venturi testifying ‘knowledge instead of learning’ (R.Venturi, 1966, pg12) supports the fact he draws upon what was effective in the past and relates it to his own compositions. He breaks up the historical foundations and is driven and instils a sense of the past throughout his designs. The modernist notion of designing for what the architect believed society wanted rather than needed impacted primarily upon the poorer societies. Hence forth Venturi was particularly careful when building The Guild House perhaps to show designing with the context and user in mind can be achieved successfully without social problems having to be ignored or forgotten, again a tendency modern architecture seemed to adopt in fear of losing aesthetic value. Venturi sought to prove you could have both. In reflection it can be said that Venturi is extremely knowledgeable and has an in-depth understanding and appreciation for historical architecture in which he feel shouldn’t be forgotten but instead should be admired and inspire future movements. Despite modernism striping what Venturi believed was the ‘art’ from architecture he fought to overcome these tendencies are drew upon relevant historic features and characterisations and applied them liberally to his design, in accordance to their context. Nevertheless he understood that designing for the user was significant and not to exclude social problems. He undertook the modernist concept of advanced ways to construct and recognised and understood the developing society, yet he chose not to ignore historic references and applied them in a system of layers within his designs to accommodate for the advanced civilization whilst electing to apply asceticism for both a functional and visual experience. As some critics contended, postmodernism represents a break with the modernist notion that architecture should be technologically rational, austere and functional, discuss the ways in which one postmodern architect has developed strategies which overcome these tendencies. Juxtaposition is seen between the characteristics of early 20th century modern architecture and the artistic endeavours of postmodernism that followed. To represent the ‘Less is More’ (R.Venturi, 1966, pg16) notion  the modernist tendencies had adopted, Robert Venturi built a ‘Ghost Structure’ to imply architecture had no longer become an art form and was merely just a ‘spectator’ (Architecturerevived, 2011) in society. This essay will discuss ways in which the architect Robert Venturi adopts methods to overcome these tendencies that architecture has lost meaning and ways in which he attempts to remove himself with any links with the ‘post-modernist’ movement that he is viewed in having. Modern Architects saw their role as ‘reformers,’ (R.Venturi, 1966, pg16) and tended to break with tradition and start anew. Considering it was a new revolutionary movement they tended to ignore potential problems and focused on the new modern advancements available. A modernist tendency was to build individually however Venturi claimed that a ‘building derives meaning from its context’ (Out Of the Ordinary, 2002) and evidently each individual location requires a different form of architectural style to represent this. In Venturis book ‘Complexity and Contradiction’ he quotes ‘familiar things seen in unfamiliar context become perceptually new as well as old’ (R.Venturi, 1966, pg43) here he perhaps means in order for art to become worthy of aesthetic appreciation the viewer needs to see it in a different context. For example, Tracy Emin’s unmade bed was placed in an art gallery and was more acceptable and appreciated as ‘art’ rather than being viewed in its original, everyday context. Venturi was focused on the reason behind and the visual perception of architecture, he believed that in applying a ‘medley of styles’ (S.V.Moos, 1987, pg32) opposed to an ‘either/or ‘(R.Venturi, 1966, pg16) mind-set would offer a varied combination of architectural styles. Thus enabling to a successful response to the multitude of tastes society desired, as he was well aware that there were an array of underlying problems of everyday life. Problems that modernist architects tended to ignore due to their concern of the solution not corresponding with what they believed to be their perfect design. Venturi disregards modernist tendencies as he favours a more eclectic style rather than the ‘less is more’ (R.Venturi, 1966, pg16) approach modernism supports. Venturi aims to ensure his buildings have ties with historical architecture thus to draw meaning and value. This was to evoke a sense of  familiarity whilst still staying in context with a more modern environment. Venturi believed in using his knowledge from what he had learned and new had worked in the past, so sought to apply these techniques to his designs. An example of this is Venturi’s State Mosque of Iraq; (Ref 1) finished in 1982. Here Venturi sought to draw from numerous styles and periods, specifically, Art Nouveau. The purpose of incorporating so many previous instances was to provide meaning and depth to architecture once more. Venturi was inspired by the work of Edwin Lutyen’s Capital Buildings in New Delhi as Lutyen had successfully managed to integrate historical themes to look postmodern however with an underlying modernist culture. Post-modernist architects questioned the modernist tendency that form depends on function. Walter Gropius quoted ‘aesthetic image and monumentality of a design are more important than functionalism.’ (Architecturerevived, 2011) However the context of the building was all the more important. Venturi championed this and consequently revived the tendency to ‘change things around’ (Architecturerevived, 2011) to develop and discover a more motivating form. He believed that the simplicity of modernist designs were so minimal that they therefore could easily be manipulated to communicate historic and ornamental tendencies of the past whilst taking advantage of the modern advancements in technology and construction all the while considering the users requirements. An example of this is the Vanna Venturi House, (Ref 2) completed in 1961 which has multiple references to past periods and styles. Firstly the street faà §ade denotes Michelangelo’s Porta Pia in Rome, Alessondra Vittoria’s Villa Barabo at Maser and finally the Nymphaeum at Palladio. Venturi quotes to ‘recognising the complexities and  contradictions’ (S.V.Moos, 1987, pg244) in which this building instils, nevertheless was an ideal way to overcome his statement that ‘less is a bore.’ (R.Venturi, 1966, pg17) Additionally Venturi’s love of distortion over ‘straightforward’ and ‘ambiguous’ over ‘articulation’ (R.Venturi, 1966, pg16) notion is a prime example of how he overcame the modernist tendency of  clean, designed and hence forth the exclusion of design traits. Venturi was similarly intrigued by the parallel of how design in the past related to the hierarchy of upper and lower classes of his t oday and whether or not the aesthetics of said classes could be outlined into categories that reflected the social divisions. More precisely he connected classical modern architecture with that of ancient upper classes such as ruins of palaces and the contrast of how they were erected differently from that of how Venturi describes as ‘ordinary’ peoples buildings. (Learning from Las Vegas, 1972) Everything appears to be in relation to, form, space and social responsibility also implying modern architecture seems to have forgotten the art of steganography in which was not only significantly spanning across four centuries from the 15th to the 19th century but was also how architects learnt to progress, appreciate and respect the aesthetic awareness of form. This can be related back to the Renaissance in which the development of form has been linked to the visual for centuries. Venturi wanted to instil ‘new perceptions of old functions’ (Architecturerevived, 2011). He sought to draw from the past and carefully extract relevant features and characteristics and with the buildings context in the forefront of his mind, apply them. An illustration of is how he exhibited historical examples from Baroque and Egyptian architecture to symbolise frames and overwhelm small window openings. He symbolically implied unconventional messages or problems he thought society needed to address, an  example of this being The Guild House, completed in 1963, (Ref 3) Philadelphia. It displays a system of layers with artistic meaning, organisation and a well thought out design process which represents the importance of historical and architectural discourse. By instilling a gold-plated TV Ariel on top of the building signified what Venturi described as the ‘relevant revolution of today.’ (Architecturerevived, 2011) It communicated the underlying idea that the importance of architecture could potentially be forgotten with the advancement of TV and media. Venturi was concerned that the development of these new technologies were influential on art, ‘a machine for living while practical, is emotionless,’ (Molly Jacques,  2009) and that all reference to historical architecture could be perceived as irrelevant or even worse, lost in the progressing society he found himself in. Therefore the TV Ariel became demonstrative of this, a representation based on the theme of classical architecture. It was also said to represent the buildings inhabitants, by simply stereotyping the occupants, believing they watch too much TV, and alas the symbolic connotation of classical statues in cathedrals. Modern architects had pragmatic views. They believed technological advances allowed for the disregard of all historical periods and movements. Led by the new approach of ‘machines for living’ (The Arts – Le Corbusier, Dominic Gallagher) as Le Corbusier cited, inevitably led to the demise of decorative and aesthetics in favour for more organised and geometrical buildings, in addition to this there was a new enthusiasm for building vertically. Venturi believed that the introduction of this technologically motivated notion advertently simplified architecture so much so it had seen a departure from the ‘experience of life.’ (R.Venturi, 1966, pg17) Consequently becoming focused on what characterised as Realism. Venturi studied people in their everyday life and routines, purposely so as not to exclude designing for social problems and consequently to design for the truth. A somewhat stark contrast to the modernist notion of designing for simplification or t he ‘Less is More’ (R.Venturi, 1966, pg16) idea, as stated by Miles Van De Rohe. This evidently left many social questions unanswered or as Paul Rudolf, a prominent modernist architect quoted ‘all problems can never be solved.’ (R.Venturi, 1966, pg16) Furthermore the development of new materials and constructional technological advances allowed for modernist architects to design freely with focus on spatial forms and geometric proportions. Miles Van De Rohes Pavilion’s illustrate this as they lacked any sort of reference to the past as his desire and purpose was to exploit new technologies to the fullest and have no recognized relation to the past whatsoever. Venturi opposed this as he looked to past historical architecture for inspiration and saw relevance in previous movements and styles. This allowed him to design with meaning and by combing new methods of construction and technology allowed him to develop and erect innovative buildings that reflected historical traits whilst still fitting into a  modern society. A further modernist view was that architecture was about a blend on technology and art, and to inevitably reform some sort of style they believed had become lost in tradition. They admired the emerging new developments, especially in transportation and new materials becoming available. They tried to instil this new, sleek, streamlined look in their buildings. It was almost as if they wanted to draw a line under the past and render a new concept of design to follow with the new advances that were being made in other fields. Nonetheless Venturi held on to his belief that architecture hadn’t become so much as lost but instead had been forgotten. Stating that ‘conventional elements’ (R.Venturi, 1966, pg43) could be applied using the advanced methods the modernists championed, and that some sort of balance could be achieved. It suggests a complete rejection of the past is not relevant in order to move forward in not only a social aspect but also to cater for what appeared to be, a demand for a new architectural style. Venturi was positive in regards to the new materials and construction methods now available and did not deny that they were not beneficial to society in his today and stating ‘conventional elements’ (R.Venturi, 1966, pg43) constructed in ‘unconventional ways’ (R.Venturi, 1966, pg43) supports this. As does his design for the Vanna Venturi House, (Ref 2) constructed in 1961 in which an array of modernist materials were used, such as steel. Yet he chose to mix both development in techniques and materials with historical features to create a design that was visually, functionally and constructed successfully in design. Venturi became interested in the Las Vegas Strip (Ref 4) leading him to write the book ‘learning from Las Vegas’ published in 1972. He came to the conclusion that the city had been built to accommodate for the technologically savvy society. The architectural advertisement method Vegas seemed to have  adopted had all been carefully angled to appeal to the people now driving down the strip. This was an original concept in which to appeal to an audience not necessarily on foot. The architecture almost becomes an advertisement in itself and the landscape inadvertently develops into its notorious messy, chaotic and fast paced form, which also reflected the  traits the city and people in it had undertook. The architecture became a direct contrast to the modernist tendencies as the strip ‘serves culture rather than dictates it.’ (Architecturerevived, 2011) this was perhaps as Vegas was competitive and needed to directly interact with its audience in order to entice them. Venturi was inspired to take aspects of how Las Vegas had so forcefully removed the constraints of which had seemed to be put upon architecture and apply it, however in a not so embellished manner. Venturi states how The Guild House (Ref 3) was built with these intentions as well as having a ‘vernacular’ (Perkowitz, 2002) idea in mind. He went on to exploit every available inch of building space obtainable, by building up six-stories high. An attribute in fact of the modernist conception, however Venturi came to this design conclusion to enable the inhabitants to interact more conveniently with the outside. This was said to be purposely done so as not to break up the prevailing aesthetics of the street, nonetheless still managed to introduce another dimension to it. A fragmented outline of the Southern faà §ade directly contrasts with the smooth surface of the North. This intentionally done so as the building was built for the elderly so rather than isolate, the distorted faà §ade in fact drew the outside in, to allow for maximum interaction in a visual nature. Venturi attempts to imply a Baroque Palazzo style upon the Guild House (Ref 3) by the introduction of white tiles on the lower and upper levels of the building. Which was believed to have ‘symbolic’ and ‘representational’ (S.V.Moos, 1987, pg25) components that merge as a whole which in avertedly was to reflect the architectural connotation of the structure. It was understood that the Guild House (Ref 3) was built on a system of layers. Layers of artistic meaning and organisation, each one symbolising the importance of the historical and architectural discourse. This is reinforced by Venturi testifying ‘knowledge instead of learning’ (R.Venturi, 1966, pg12) supports the fact he draws upon what was effective in the past and relates it to his own compositions. He breaks up the historical foundations and is driven and instils a sense of the past throughout his designs. The modernist notion of designing for what the architect believed society wanted rather than needed impacted primarily upon the poorer societies. Hence forth Venturi was particularly careful when building The Guild House perhaps to show designing  with the context and user in mind can be achieved successfully without social problems having to be ignored or forgotten, again a tendency modern architecture seemed to adopt in fear of losing aesthetic value. Venturi sought to prove you could have both. In reflection it can be said that Venturi is extremely knowledgeable and has an in-depth understanding and appreciation for historical architecture in which he feel shouldn’t be forgotten but instead should be admired and inspire future movements. Despite modernism striping what Venturi believed was the ‘art’ from architecture he fought to overcome these tendencies are drew upon relevant historic features and characterisations and applied them liberally to his design, in accordance to their context. Nevertheless he understood that designing for the user was significant and not to exclude social problems. He undertook the modernist concept of advanced ways to construct and recognised and understood the developing society, yet he chose not to ignore historic references and applied them in a system of layers within his designs to accommodate for the advanced civilization whilst electing to apply asceticism for both a functional and visual experience.

Wednesday, August 21, 2019

Developing Equality And Safety In The Workplace

Developing Equality And Safety In The Workplace Agenda Item A:Â  Occupational Safety And Health; Advancing Physical And Psychological Conditions Of The Work Environments Working in a safe and healthy environment is among the fundamental human rights of all working people in the World. In this regard, occupational safety and health issues, protection strategies as well as national and international events are of vital importance for employees, enterprises, societies and economies. Occupational Safety and Health is directly related to human life. Thus, it is highly important to prevent work-related hazards and creating safe workplace for the international community. In a working place where comprehensive protective and preventive strategies have been developed, number of work related accident and occupational diseases will decreases. Therefore, aim should be minimize unintended hazards. These workplace hazards can be named as followings; Physical and mechanical hazards, Biological and chemical hazards, Psychosocial hazards. Especially workers who work on the fields of construction, agriculture, service and Mining and oil gas extraction sector, have much tendencies to encounter with these hazards International Organizations such as InternatÄÂ ±onal Labour Organization, World Health Organizations and United Nations etc. have been working to advance the conditions of work environments by forcing conventions and acts. Since it’s establishment ILO has attached specific importance to the issue of OHS and regarded it as one of the building stones in achieving social justice. The ILO has so far adopted a series of conventions and recommendations in order to eliminate risks and hazards in working life and in this context, to protect both workers and enterprises. The most relevant ILO Conventions regarding OHS are No.155 on OSH, No.161 on Occupational Health Services, No 81 on Labour Inspection and No.187 on the Promotional Framework for Occupational Safety and Health. The ILO Constitution sets principles that workers should be protected from sickness, disease and injury arising from their employment. Yet for millions of workers, the reality is very different. Some two mil lion people die every year from work-related accidents and diseases. An estimated 160 million people suffer from work-related diseases, and there are an estimated 270 million fatal and non-fatal work-related accidents per year. According to latest ILO data every year 337 million people fall victim to work accidents. El Salvador’s economy was predominantly agricultural until industry rapidly expanded in the 1960s and ’70s. Despite its traditional concentration on agriculture, after that era state industrialized quickly and although it’s the smallest country in Central America geographically, El Salvador had the third largest economy in the region. This sudden change caught state unbalanced about workers’ protection so that Occupational Health and Safety measurements hadn’t been taken so far properly. Because of the fact that a large part of the population was engaged in hazardous activities such as agriculture, deaths and injuries took a particularly heavy toll. With Mauricio Funesgovernment, El Salvador made some legislative arrangements in order to meet the needs of labour market. Existence and persistence of the balance in working life and well beings of workers at work depend on supporting decent work and increasing registered employment. The Ministry of Labour and Social Prevision in cooperation with related ministries and representatives of workforce played the key role in improving occupational health and safety in the country. To determine the prevalence and nature of occupational injuries among workers in Latin America, as well as to identify factors that predict these work-related injuries, El Salvador participated in a joint program with other Latin America states. With this concept, II Hemispheric Workshop on Occupational Health and Safety was initiated by the Ministry of Labor and Social Prevision of El Salvador. It was co-organized by the Department of Social Development and Employment of the Organization of American States (OAS), the Pan-American Health Organization (PAHO), the International Labor Organization (ILO) and FUNDACERSSO, and it was funded by the Labor Program of Human Resources and Skills Development Canada. Yet, children workers are still the main problem on the field of OHS. Between 5,000 and 30,000 Salvadoran children, some as young as 8 years old, are working in El Salvadors sugarcane plantations where injuries, particularly severe cuts and gashes, are common, according to theHuman R ights Watch (HRW) report even tough Salvadoran law indicated that 18 is the minimum age for dangerous work. For a long time ensuring widespread awareness on OSH has been the main objective for El Salvador. El Salvadoran government puts a great efforts to decrease work-related injuries and causalities. Programs, to achieve this idea, have been developed very recently and some of them are still ongoing. According to us, advancing multidimensional conditions of workplaces would be accelerated by way of supporting efforts on these issues at national and international platforms by sharing practices via international programs and events. Agenda Item B:Â  Elimination of Discrimination in Workplaces Discrimination is a negative judgment toward a persons gender, age, religion, race, nationality, sexual preference or height and is a huge problem that can be found worldwide inside and outside of the workplace. On account of the fact that a large number of governments passes laws that make discrimination illegal, employers must follow these laws when hiring employees and employees must act in these law’s framework. But even with rules in place, many people still fall victim to discrimination at workplaces. There have been numerous legislative movements to ban discrimination’s every shape. One of the most important act was Civil Rights of Act 1964 which outlawed and prohibited discrimination by covered employers on the basis of race, color, religion, sex or national. International organizations such as International Labour Organization and United Nations have been setting their agendas by considering discrimination, especially discrimination in workplaces. While everyone is a potential victim; women, LGBT’s, ethnic minorities, migrants, persons with disabilities constitute majority of discrimination victims in workplaces. As a supporter of this argument, Human Development Report in 2011 revealed that 52 percent of non-Hispanic whites expressed anti Hispanic attitudes towards their co-workers in U.S. Gaining independence from Spain in 1821, El Salvador’s more recent history has been marked by a bitter civil war in the 1980s which left more than 75,000 people dead and 500,000 displaced. The country was then hit by a series of natural disasters in the 1990s and 2000s, which left more than a million people homeless. These occurrences made the state impotent and unstabilized. Thus, Salvadoran authorities have not adopted the findings and recommendations made by UN and ILO bodies in the field of discrimination in workplaces between those years properly. But after 2000 to present, El Salvador has shown an incredible improvement to ban all forms of discrimination, especially during presidency of Carlos Mauricio Funes Cartagena. As a first step on this area on August 19, 1981, El Salvador ratified the Convention on the Elimination of all Forms of Discrimination against Women (CEDAW), which defines discrimination and establishes an agenda for national action to end such discrimination. In 1996, prior to the Committees review of El Salvadors compliance with CEDAW, the government of El Salvador established the Institute for Development of Women. The Institute seeks to ensure that action plans created by the government to protect women are implemented effectively. Yet these amendments were not enough. Althoughwomen inEl Salvadorenjoy equal protection under the law, they were often at a disadvantage relative to their male counterpart according to Convention on the Elimination of All Forms of Discrimination against Women in 2001.Also as indicated in Human Development Report the femalelabor force participation ratein El Salvador was 45.9 percent, compared to the male rate of 76.7 percent. Lesbian, gay, bisexual, and transgender (LGBT)persons inEl Salvadorhad been facing legal challenges in workplaces. No national law does exist to prohibit discrimination on the basis of sexual orientation, although the law prohibited discrimination on the basis of HIV/AIDS status, in practice, discrimination was widespread. All in all, there was discrimination against women, persons with disabilities, lesbian, gay, bisexual, and transgender persons, and indigenous people at workplace and there weren’t adequate provisions or codes to eliminate discrimination. When calendars showed 2001, El Salvadoran President and his government started to take steps to foresee any legal or constitutional challenges to resolve the problems highlighted in a UN general assemblyreporton discrimination at workplaces. Also ensured those rights would strengthen the constitution of El Salvador. The Secretariat for Social Inclusion, created in June 2009 by President Funes, who named the first lady Vanda Pignato as secretary, made efforts to overcome traditional bias in all these areas. The constitution provided for the right of workers. In 2009 the government amended the constitution to grant legal status to public worker unions. The law established sentences of one to three years in prison to person who discriminate in the workplace. There were no government programs dedicated to combating discrimination but now The Vida Digna (Life with Dignity) program has been adopted to El Salvador to fight against discrimination based on HIV. Also on the basis of sexual ori entation, in practice discrimination was widespread, especially against transgender persons. In January the new administration approved the legal registration application filed in August 2009 by the gay rights NGO Entre Amigos. This is the first NGO focused on sexual minorities registered by the government whose primary declared work was other than the prevention of HIV/AIDS. Although it’s considerable headway, El Salvador will not be satisfied with this arrangements and for sure, sanctions and regulations will improve gradually to reach international criteria. As clearly seen discrimination in workplaces is widespread in many countries. In our opinion, such systematic human rights violations can only be deterred by the humanly will of governments, employers and employees in taking resolute action against people who discriminate at all levels.