The Truth of All Truths Essay Example for Free

The Truth of All Truths Essay Suppressing is suffering but suffering is better than admitting Suffering is better than hurting Suppressing is better. People are the worst LIARS, not simply because of not telling the truth but liars for being completely ignorant of the real thing or two about what one truly feels, what one truly wants Liars for putting up an act of being perfectly fine when in truth, one is really messed up Liars for making others feel certain warmth Liars for secretly thinking bad for a thing Liars for hiding what the inner persona is shouting Look at the bigger picture of life. Try to note the people who are living apart from their REAL selves. â€Å"I don’t want that†; but deep inside, that’s what they really long for. â€Å"I’m not mad†; but in truth, they’re really firing up. â€Å"It’s a joke†; but it’s the truth. â€Å"I don’t like you†; but deep inside, their hearts are breaking apart. â€Å"I’m okay†; but the reality is different. The truth is a word commonly associated with facts but the truth is hard to fathom, hard to interpret and hard to admit. You know what is the real truth governing the twists and turns of truths? It is the fact that person has the tendency to deny things because it’s the heart which tells each and everyone to stop and gather up, suppress. Not accepting things is a primary hindrance. Have you ever been into a situation when you want something so badly but then ended up not getting it? Have you ever been afraid of going prank with someone you treasure? Have you ever made something to get noticed? People, in one way or another, have undergone all of this, whether unconsciously or not, and reacted differently. However, what most people are doing is clinging onto something even if they know that it can’t be anymore. There will come a time when they may say they have already moved on; but, unconsciously, there really are wounds in their heart which bother them every time and the common mistake is denying this fact. People tend to move on without accepting their real limits and denying everything that their heart feels. The ultimatum of it all is that most people are afraid of hurting themselves- afraid of rejection, afraid to let it all out, afraid of negative reactions Why is there a need for that? The truth will set you free! Don’t make up an excuse because you’re having a lie with the most important factors in your life- you and your heart. The greatest truth to be realized is to know yourself, your own feelings and emotions. Wake up, people! Take it slow Live with it!

Key Issues Influencing Localization Commerce Essay

Key Issues Influencing Localization Commerce Essay The speed at which international business takes place has increased substantially and international managers need to react more quickly to economic, strategic and organizational imperatives than in the past as it is more costly to make mistakes today. The cost of reversing a decision due to the speed of international business makes making such mistakes extremely costly as while firms fix problems, competitors surge ahead. Standardization of MNCs is usually defined as standardization of subsidiaries towards following in line with HQ practices. Successful chains such as Mc Donalds have standardized products and management practices across the world and at the same time allowing for a local adaptation to the practices to suit local needs. Most MNCs commonly localize their marketing, promotion and distribution practices even though they have a global advertising strategy. Integration/responsiveness debate cannot be resolved by declaring one position more important that the other (Bartlet t Goshal). To be truly successful in the globalized world, MNC are required to balance between the two. Multinational companies must decide whether to manage their subsidiaries based on local culture or to make them all in line with the global standardization and decide which route is more effective and efficient for them. MNCs have considerable advantages compared to local based companies as they have previous experience from home countries and managerial knowledge and spread best practices around the world (Martin Beaumont, 1998). Host countries however pose several new factors that managers must consider to counterbalance the effect of standardization (Quintanilla and Ferner, 2003). Changes in the strategic orientation of MNCs as reflected in increased levels of interdependencies between organizational (sub-) units will thus rely on IHRM to help achieve this balance. HR management is considered to be the most sensitive to local context (Gooderham et al. 1999). Pressures to adopt global strategies require higher level of global intergration of key HRM -processes. Many MNCs have moved towards more deeply integrating these HRM practices but face resistance due to local culture, legislation and tradition (Lindohlm et al. 1999). Different approaches to HRM in MNCs are closely related to international strategies of the firm (Downling et a. 1999; Scullion 1999). For example, companies with an ethnocentric approach grant little power to their foreign subsidiaries and key positions are fulfilled with PNC nationals, i.e expatriates. For example, Aeons key staff in Malaysia are fulfilled by Japanese expatriates. On the other hand companies with polycentric approaches allow major decisions to be made by local employees and key positions are held by local staff. This leads to more localized solutions in the HRM. Regiocentric and geocentric approaches are simi lar where key positions and solutions are decided by staff of the same region or location. The key issue is the extent to which MNCs should take their global integration (standardization) versus local responsiveness. International management is complicated due to the dimensions involved and the difficult issues of strategy formulation and implementation. Multinational managers however need to identify the opportunities hidden in the complexities of such international situations. This paper will be divided into two parts, the first examines the key issues that influence the degree of localization. Secondly, the paper examines global strategies towards increasing global standardization of HRM while balancing localization so as not to compromise local responsiveness. In both parts, the paper will go examine the role HRM plays towards achieving standardization and localization. Thirdly, it will examine situations of when best to move towards localization rather than standardization and vice versa. 2.0 Key issues influencing localization Distinct local culture and motivation for local employees may not be similar to that of the home country making it difficult to apply similar incentives and expect the same outcome. Hofstede described national culture as the collective mental programming which distinguishes one nation from another. The issue is how much influence cultural differences would bring to the workplace. Different approaches towards collectivism and individualistic cultures, according to Hofstedes will create a number of negotiation points for managers to consider. Some cultures are individualistic where working as an individual is more appreciates whereas some are collectivist. Human resource management has aspects that are legally and culturally determined by the host country but is still responsible for the strategy and implementation plan (Stone, 2008). It therefore must determine what sort of strategy would work in the host country. For example, in Hong Kong as a measure of reducing staff turnover, HRM offered a $1000 increment towards a dental plan, as a result the companys turnover reduced by 4% (Medland, 2004). While such a proposition may not work across other countries, it indicates that managers need to be aware of the different motivations in different countries and why pay and work conditions should not be standardized in MNCs. Research needs to be done to identify motivations similar to the dental work scheme in Hong Kong. There are three different perspectives for understanding diversity: the cultural perspective, the institutional perspective and the network perspective (Evans et al. 2002). In the cultural perspective, individuals are cultured through a socialization process where they instill values and beliefs with which he uses to interpret the world also known as mental programming (Hofstede 1985). It is therefore inappropriate to take management practices developed in one culture and apply them on another and expect the same results (Hofstede, 1985). Cultural differences need to be taken into account, as some of these practices may not be well received in the new subsidiary. Members of that subsidiary may view these kind of practices as unusual and it may not be well received and lead to unexpected consequences hindering a subsidiarys performance. From the cultural perspective extensive global standardization of HRM-practices, will not be an easy fit between organizational practices and the loca l culture. However, the cultural perspective does not take into account the ability of people from different cultures adapting to foreign practices (Evans et al. 2002). The institutional perspective takes a broader view of the national context where it identifies that the key to understanding business in a foreign country lies in the correlations between financial, education, legal, economic, and political systems (Evans et al. 2002). The extents to which MNCs are able to implement their global standards are closely tied to the nature of these institutions. For example, the relative strength or weakness of these institutions in exerting influence on the ability of an MNC to import its own approaches to HRM. This is often the case when MNCs try to put expatriates in key positions leaving local staff in the more menial positions. Often these institutions will exert influence and move towards forcing MNCs to train or employ staff to fill such positions. The network perspective indicates that MNCs are not only influenced by the social norms and cultures of their home country but also by industry standards (Evans et al. 2002). This influences the amount of standardization able to be implemented by MNCs or forces them to provide such standardization. The cultural and institutional perspective help identify the localization needs within the HRM-function; the network perspective identifies the role of interorganizational networks in defining the nature of industries and organizational practices. Key reasons for a localization approach within HRM include issues such as being responsive to the local authorities and institutions. Keeping up with public opinion by providing benefits to the local populace such as job opportunities and providing a higher level of organizational commitment among locals are also prime reasons for localization of HRM practices (Evans et al 2002). However, there are often problems with this as finding suitable candidates with the necessary skills may prove difficult. For example in China, a major problem is the lack of suitable candidates given a shortage of finding mid-level and top-level leadership. http://www.bizresearchpapers.com/17[1].Plessis.pdf 3.0 Global strategies toward increasing global standardization A major issue that international managers face is forces that require both local responsiveness and global integration of subsidiaries with the overall structure of an MNE. MNEs must find ways to combine their firm-specific capabilities with local knowledge to create the best value proposition to suit the local culture and its needs. Some subsidiaries have created a layer where they have been isolated from the overall structure of an MNE that it is unlikely to cooperate and share knowledge with other units of the MNE. This is particularly the case where subsidiaries have competed with each other for resources from headquarters which promote inter-unit rivalry (Fairclough and Boussebaa, 2010). MNes need to make use of the strengths of its internal network set up across its subsidiaries. Managers have to incentivize compatibility among internal agents and incentivize coordination between its internal agents. The challenge for international managers is to foster a sense of coopetition b etween these subsidiaries and designing control structure to implement to foster this relationship. If designed incorrectly, these structures have the potential to create a conflict of interest in the subsidiary, causing it to focus its resources to its own benefit rather than that of its parent company (Clark and Geppert, 2010). To create value, parties or units cannot act in isolation. They have to recognize their interdependence (LAdo, Boyd Hanlon, 1997). Within a multinational enterprise, inter unit coopetition occurs where cooperation and competition occur simultaneously as subsidiaries are enticed or enforced to collaborate but encounter conflicts arising from competing for the limited resources offered by the parent. Even within the same parent umbrella, subsidiaries rarely share similar interest in all aspects as a result of rivalrous pressures from heightened local responsiveness and national adaptation particularly for MNEs emphasizing on multidomestic strategies. Therefo re, managers need to create a flow of the sharing of knowledge and cooperation so that subsidiaries can leverage on the distinct core competencies of other subsidiaries. Interest in a standardization approach has been increasing due to the globalization. Global integration has become more popular and is becoming a necessity in a number of markets to stay competitive where decentralized strategies were more popular previously (Evans et al. 2002). Using a global strategy approach has several drawbacks; the main weakness is the weakness in the firms ability to respond to the changes in the market (Evans et al. 2002). Creating harmony between global strategy and national response is inevitable (Hammerly, 1992). There has to be balance between standardization versus the localization as fully localizing a subsidiary does not make full use of the core competencies and skills that an MNC should leverage on to separate itself from the local competition. A critical method of doing so is to determine what belongs to the core of the organization and what does not. This will enable firms to integrate global activities appropriately and also adapt local activities efficiently. This core should be replicated throughout the firms subsidiaries worldwide. Global standardization does not mean the synchronizing all areas of a firms business, but may be limited to a certain product, function or value chain segment. Therefore, while adopting a global strategy, MNCs still have the option of changing particular areas within the operations so that they do not disrupt the culture of the organization while still being able to keep their core competencies. Giving power to the subsidiary also helps the MNC keep the standardization of the key sectors of the business while allowing subsidiaries to make decisions that need local adaptation. For example, looking at KFC in China, it can be observed that the power to make changes by the subsidiary has allowed them to take a considerable lead in comparison with its competitors. They allowed an adaptation to the market for its menu to better suit the local tastes, however they maintained the core elements of the b usiness which is the supply chain and the business model. The development of international HRM can be divided into a four-phase organizational life cycle (Adler and Ghadar, XXXX).The central idea is that firms should find the best fit between their environment, strategy and human resource policies. The following summarizes some of the suggested links between the phases of internationalization and HRM. Phase Description Domestic Foreign markets served by exporting unchanged products. No real international HRM International Products developed to fit local needs. Expatriates fill general management and important posts in subsidiaries. Locals occupy roles which need understanding of local conditions. Multinational Worldwide coordination used to achieve economies of scale. Selection focuses on best person for international management roles. Aim is to develop a management corps who shares organizational values to help achieve integration. Management development is the spearhead of International HRM. Global High quality at minimal cost through global integration and local responsiveness This analysis shows the flow of how an MNE develops its understanding of international HRM, the focus of HRM shifts from the management of expatriates to the development of international management. This highlights the role in which HRM plays in developing individuals within the company so they build up a bank of knowledge from exposing these individuals to trips to overseas subsidiaries (Kamoche, 1997). This indicates the role of HRM in developing individuals so that they are able to experience different work cultures and be able to adapt. Having experienced these work cultures of different subsidiaries prepares the expatriates for culture shock and being able to work in different work cultures. This allows them to better facilitate standardization as they would understand the practices that would be best accepted in that particular culture after being exposed to it. 4.0 Levels of standardization vs localization In order to be globally competitive, MNCs must make the decision of when to best make changes to the subsidiaries in terms of the level of standardization and localization. The following points will discuss the issue. Companies must ensure that they focus on the core competencies and replicate these core competencies across its subsidiaries as they are key to separating themselves from their competitors. Without this unique trait, there will be little to differentiate themselves from their competitors and may be detrimental to the success of the company. In this highly competitive market, it allows competitors the opportunity to gain market share. Therefore, when core competencies are being considered, MNCs need to use standardization. This makes full use of the very core strengths that identify a company as a leader within an industry. However, the term core competencies should be used selectively and consider that not everything within a company should not be considered a core comp etencies. Whenever core competencies are not involved and when subsidiaries have a need to adapt to specific local cultures or institutional circumstances in order to be successful in the particular field, then MNCs should consider allowing firms to conduct localization. There are several schools of thought that propose several strategies towards the degree to which MNCs should standardize or localize. Some alternatives are provided to balance between the extremes of fully localizing the company or standardizing it. (1) The adaptation strategy where a basic strategy is is adapted to meet market forces and needs but never to the degree of a localized strategy. This means that the marketing mix is only changed to a certain extent and adjusted to the local situation when needed (Hovell Walters, 1972) (2) Sub global strategy where clustering foreign markets into groups which are more or less similar and standardizing them according to region (Hovell Walters). (3) Worldwide segmentation strategy where customer segments exist worldwide and can be offered a standardized product (Fatt, 1967) An example of this would be Coca Cola and Apples worldwide segment. (4) Combination and mixed strategies where global companies can offer both worldwide strategies and local strategies to benefit from both (Hovell Walters, 1972). Another opinion posed by Quelch Hoff is that firms are able to standardize global strategy up to a certain degree and upon which they adapt marketing strategies to suit local differences (Quelch Hoff, 1986). This is more visible when viewed from a marketing strategies basic components of the 6ps: product, price, place, promotion, power and people (Kotler, 1986). Each marketing component can have its own standardization and at the same time still be tailored to suit local needs. For example, in terms of price, having a standardized product across all subsidiaries but altering price to suit the local markets price points is a common practice within MNCs such as PG. Companies like Unilever, Nestle, Proctor and Gamble follow a mixed approach. They have standardized offerings in terms of their brands, but they blend and adapt their 4Ps to suit the needs of the local culture. Their offerings are generally standardized but t he implementation strategy local (http://nptel.iitm.ac.in/courses/110105029/pdf%20sahany/module%207l-36.pdf). Penrose, E. 1959. The Theory of the Growth of the Firm. New York: Oxford University Press BBC. (2010). BBC Persian. Retrieved 10 3, 2010, from http://www.bbc.co.uk/persian/iran/2010/09/100928_l38_iran_majles_ahmadinejad.shtml Unilever. (2010). Introduction to Unilever. Retrieved 2010, from Unilever: http://www.unilever.com/aboutus/introductiontounilever/?WT.GNAV=Introduction_to_Unilever Hofstede, G. (1980) Cultures Consequences: International Differences in Work-related Values. Beverly Hills, CA: Sage.

Why Britain Able To Win Battle Of Britain History Essay

Why Britain Able To Win Battle Of Britain History Essay In the summer of 1940, the RAF stood alone against the might of the Luftwaffe for aerial supremacy over Britain. Britain was able to win the battle of Britain due to a number of factors; however, the most important reason is that of the error made by Hitler on the 7th of September to change the targets of the Luftwaffe away from aerial bases and to towns and cities. This alone, did not result in the success of Britain in the Battle, other important long term factors such as Britain being an island and RADAR brought considerable triumph as well. Britain was an island, this meant that the Blitzkrieg tactic that enabled Germany to plough through Belgium and France, which relied on close coordination between ground troops and the air force, had to be altered. Germany could no longer use its ground and air forces as one unit of destruction. Britain also had a world renowned Navy, this allowed supplies from the USA and other countries to be protected and imported in to enable Britain to keep up the continual aerial defence of Britain as under the supervision of the Minister of Aircraft Production, Lord Beaverbrook, resupply and maintenance became a national priority. Britain also had the home advantage this meant that pilots could bail out of their planes then rejoin their company again so less pilots needed to be trained, however, German pilots were taken as prisoners of war. All of these long term factors gave Britain the upper hand before the Battle had even started. Though the Luftwaffe had nearly double the amount of aircraft as the British, however, there were plenty of indications that the Luftwaffe might face problems in controlling the skies over Britain. Firstly, the Luftwaffe had limited range and was operating from bases some way from Dunkirk, as they underestimated how bigger obstacle the channel was, making the German bombers very vulnerable to the most modern RAF fighters, such as the Spitfire which was an easy match for the ME109, the German bombers escorts, as it was faster and a lot more manoeuvrable so won more dogfights. The German Bombers, therefore were left extremely vulnerable, if their escorts got caught up in dogfights they became easy targets, the junkers also carried a limited supply of bombs so did not cause as much damage as the Germans would of hoped for. The Germans also underestimated the strength of the RAF on the ground, the RAF had a well-organised and extensive air defence system. The British were far from undere stimating their opponents, in fact the overestimated them, the invention of RADAR enabled RAF pilots to get into the air quickly and intercept bombers before they had their chance to drop their loads. This was vital in reducing the damage of the Luftwaffe on Britain and more importantly the morale of the British people to continue the defence of their homeland. However, I think the most important reason, was that British tactics were also far greater thought out then Germanys. Air Marshall Dowding proved to be very masterful in command, he had resisted demands by Churchill to send his fighter reserve to France, holding it back for the defence of the UK, and refused to commit it in large numbers to defending sea convoys. Both decisions were subsequently proved to have been good ones. On the other hand Reichsmarschall Hermann GÃ ¶ering, head of the Luftwaffe, ordered his force to draw the RAF into battle by attacking coastal convoys and bombing radar stations along the south coast, installations of the British aircraft industry, and RAF airfields. The dilution of this effort in retaliation for the bombing of Berlin, was the principal reason why the Luftwaffe eventually lost the battle, as it allowed the RAF to recover when it was near collapse. (600 WORDS) 2) STUDY SOURCE A. DO YOU AGREE WITH THIS INTERPRATATION OD DUNKIRK? USE THE SOURCE AND KNOWLEDGE FROM YOUR STUDIES TO EXPLAIN YOUR ANSWER. Source A is a painting by Sir Charles Cunning depicting the evacuation of Dunkirk. The source is accurate in showing the bigger naval vessels waiting out to see, as they could not get as close to the beach, which was why the smaller boats to ferry to the soldiers were used, as shown in the painting. The painting shows the soldiers waiting in lines to be rescued and maintain discipline as bombs are falling down, this is inaccurate as many soldier fled to safety behind bunkers and even buried themselves in the sand to avoid the onslaught of the aerial assault. The loss life at Dunkirk is also not shown as at Dunkirk over 40% of the French army was lost with over 80% of its equipment so this source is a rather sanitised view. However, the source gives us the impression that large numbers of soldiers were evacuated from he beaches this is accurate as over 330,000 soldiers were evacuated by boat from Dunkirk as the source shows. Sir Charles Cundall was the official government war artist this limits the usefulness of the source as he would have been paid to show the evacuation as a success to it would heighten the morale back at home by glorifying the part the British played, this leads to an element of bias. The source could definitely not have been painted the picture whilst the evacuation was in progress, so the picture would have been created from eye witness accounts this means it could lack some accuracy. I partially agree with the impression source A gives but it can only be taken as an impression and not as fact. This is the due to the provenance, which comprimises the validity of the source as it was painted for the purpose of propaganda, because of this, the painting may of been glorified to keep up the morale of the British public. Subsequently, I do agree that the source is accurate to a historian wanting to know what the government wanted the public to believe about the evacuation of Dunkirk. (300 WORDS) 3) DUNKIRK WAS A GREAT DELIVERENCE AND A GREAT DISASTER. (AJP TAYLOR). IS THERE SUFFICIENT EVINDENCE IN SOURCES A TO G TO SUPPORT THIS INTERPRETATION? USE THE SOURCES AND YOUR KNOWLEDGE FROM YOUR STUDIES TO EXPLAIN YOUR ANSWER. Sources A-E are all primary sources produced at the time of the evacuation. Sources B and C are photos which means they can be construed to be accurate, however, they do not give the whole story of the evacuation as they are only a picture of one moment, in one area of the beach, so can be misinterpreted. Historians have created sources F and G, in order to produce a balanced view of Dunkirk to educate the reader, the balanced view is lacking in some sources. Source A is a contemporary painting of the events of Dunkirk, therefore, cannot be assumed to be reliable as a painting is only the artists individual impression of events. Consequently, due to the painting being commissioned by the British government, the source is biased and will include spin which suited the political environment of the time. This is why Dunkirk is shown to be a great deliverance as the BEF is prevailing against the onslaught of the German aerial attacks. Source D is also very similar, it puts a very positive spin on the evacuation. Anthony Eden, the war minister, says even though the British Expeditionary Force had lost a lot of men and equipment they have gained immeasurably in experience of warfare and self-confidence. This spirit is the vital weapon of the army. Even though the British lost more men and equipment, Eden, continues to tell the public that the BEF have come out on top and that Dunkirk has the lead to the guarantee of final victory; deliverance. T he source is unreliable as Eden could not have said that Dunkirk was a disaster as then the public would become disheartened and may stop helping in the war effort. Source B is a photograph of a section of Beach with soldiers in regimented lines, soldiers seemingly un-panicked, maintaining discipline showing Dunkirk asdeliverance. However, this source is only of one small section of beach when there were no German aircraft attacking; when they did, soldiers would often take flight to the sand dunes for cover in fright. This desperation is exhibited in Source C showing a soldier who is shooting at planes in the sky in vein with a rifle, showing Dunkirk as a disaster as the BEF were ill-equipped to defend themselves, however, the fact that the BEF are shooting at a plane with a rifle shows great determination and bravery; deliverance. Both Sources, have been produced for propaganda purposes, to keep morale at home by showing the BEF as determined (Source C) and disciplined (source B) this affects the reliability of sources, they only provide a snapshot of events in that one place at that one exact time. Source E is from a British newspaper, the source is accurate in some ways, telling us that tens of thousands safely home already and An armada of ships all sizes, all shapes were used for crossing the channel. However, it gives a very one sided view as it is full of honour and pride and describes the British expeditionary force as unbeatable but does not mention how many people and equipment was lost. As the source is from a newspaper you may expect it to be accurate as a newspaper is meant to inform the reader, however, censorship may have played its part in the report in order to keep the morale of the public high. This source is still quite useful because it gives a lot of information, which is accurate, but is still not adequate enough to agree with the interpretation of Dunkirk found in the quote. Sources F and G give very balanced views of the Evacuation of Dunkirk. Source F was written by A.J.P Taylor; in this source he gives evidence to support his interpretation that Dunkirk was a great deliverance and a great disaster. He gives both positive and negative aspects if the evacuation, he states that the operation succeeded beyond all expectations and that almost the entire B.E.F were saved, the deliverance, however, it also tells us that the BEF lost virtually all its equipment and many other things like planes and boats were destroyed, the disaster. He uses facts the back these up so the source is accurate. Source G also gives positive and negative aspects of the evacuation. Richard Holmes says that the evacuation would be a miracle, and talks about the anticipation of defeat but he also talks about the great determination troops and sailors had, he talks to eye witnesses to back up his view and gives a very reliable and accurate description of the events. Both source were p roduced after the evacuation, this means they would have no political motive and were produced to educate the reader/viewer so therefore are likely to be reliable and accurate. Both sources view Dunkirk as a disaster and deliverance and use key facts to back this up. Therefore the interpretation of AJP Taylor is accurate using these two sources. Due to the provenance of sources A-E no valid conclusions can be drawn from them so we are not able to use them to prove AJP Taylors interpretation, however, they are still useful for telling us ,for example, what the government wanted the public to believe about the evacuation. Source A-G give much more balanced views of Dunkirk giving us both positive and negative views, subsequently, I am able to agree qwith AJP interpretation.

How to Create a Bug :: Viruses Computers Technology Essays

How to Create a Bug ATTR newbie on items for sale ? hair item nebie status is lost ? with client 3.0, does a .sleep then walks, and it generates hair tiles, did a .set flags 4 to freeze him and he insta-died.   Ã‚  Ã‚  Ã‚  Ã‚  then when i ressed him he kept his death shroud. port 3593 for the accounts ? no sparring for a long time before goin to war is frustrating but can be handled but resignin towns and loggin off need changes. 1 resigning - a person can resign a town while you are attacking him then call the guards on you or what happened to me last night i killed a guy i let him live after than he resigned his town few minutes later he walked close by me and my char auto attacked him i got guardwhacked(can we say insane?) 2 often when you start killing someone in town they will log off making their char disappear(whats the point to war if they just log off to be safe?) ps guys that make a wad of bears THEN join a town and attack you needs fixed also means if you are gonna be safe you need to take out the bears of everyone around you incase they do join the town thats a fast way to make people mad for no reason  Ã‚  Ã‚  Ã‚  Ã‚   if you double click your axe, and then on a tree it says something like   Ã‚  Ã‚  Ã‚  Ã‚  'try chopping a tree' after numerous trys all over the globe,   Ã‚  Ã‚  Ã‚  Ã‚  I found that if you chop at a tree with your daggar (make some kindling! WHOOHOOO!)   Ã‚  Ã‚  Ã‚  Ã‚  you can then chop the tree with your axe, afterwards. Hope this helps anybody else   Ã‚  Ã‚  Ã‚  Ã‚  who's having trouble with this! @INPVAL for a simple value input ! console - turn Off logging, you cant turn it on 3) Provocation still :) 4) A function's for skill menus to got a dialog spider webs people get stuck in dont time out, they are stuck forever started .ACCOUNT ADDMAIL name email when taking too much alcohol all your stats goto 0, and you need to kill yourself to get them back. Any keyword to turn that off in the ini? TEST - saving house region tags house 4270 skill to gump ? wack = fail speelll for npc;'s keyword to route skill creat to gumps MAKEITEM replication for shafts? jail return point = TAG.JAILRETURN log out while sleeping. There's also some problem with healing animals with bandages (veterinary). When you start healing them it keeps on healing at a quick rate, as if you were holding down "last object / last target" macro button

Specialists Create Market Efficiency :: essays papers

Specialists Create Market Efficiency The NYSE should not abolish specialists. Both the NYSE and NASDAQ, however, need to realize that their relative trading volumes will continue to deteriorate as ECN's become more and more popular. The need for secondary and third markets will be diminished, however they still offer liquidity, so in some shape or form they will always be fashionable to certain types of investors. The current system established within NYSE is very old and outdated. For any single trade, a number of players must be involved. First, an investor places a buy or sell order to a broker. The brokerage firm then contacts its commission broker, who is actually on the floor, to consummate the order. In this rigid and time consuming system, the specialist plays a major part in any trade. Any buying or selling in a particular stock takes place at the specialists post. A computer monitor shows all bid and ask prices for a stock in addition to the number of shares they are willing to buy or sell at the given bid ask price. Basically, Specialists execute the trades of other brokers, but they can also buy or sell shares for their own portfolios. When no other broker can be found to take the other end of a trade, the specialist must take the end of the trade where no one else can be found to do so. This is done to create liquidity, and is one of the biggest benefits to this system. Also, t his type of trading creates an auction market, where buyers and sellers are together in one location, and the best buy or sell orders win trades. They also act as a dealer when they have to execute a trade when there isn't a buyer or seller available using their own inventory. Again, this is meant to facilitate liquidity. NYSE stocks, until recently, couldn't trade certain NYSE stocks outside of a formal stock exchange, however the NYSE has since abolished this rule. This has created a small trading volume of NYSE stocks over ECN's. The current system on NASDAQ and most other OTC's incorporates dealers, who offer bid and ask prices to brokers who execute trades based on a listing of the current quotes from dealers. Although this is a very liquid market, dealers typically take a spread from the bid/ask price in exchange for the risk that they incur for holding the security.

Adapting materials

Adoption Concerns with whole course books. Adaptation Concerns the parts that make up that whole. A process of matching To maximize the appropriate of teaching materials In context. Evaluation for adapting materials An exercise to help to develop insights into different views of language and learning into the principle of materials design.Process of adaptation -Internal factors (what the material offers) Content Organization consistency Choice of topics Skills covered Proficiency level Grading of exercise External factors (what we have) Learner characteristics Physical environment Resources Class size Reasons for adapting Aim to make the materials more communicative and authentic Aspects of language use Skills Classroom organization Supplementary materials Principles and procedures -Adding, including expanding (qualitative) and extending (quantitative) Materials are supplemented by putting more into them.Extensions of an existing aspect of content and bringing a qualitative and quant itative change. Expanding adds methodology by moving outside It and impotent. Deleting or omitting Reducing the length of materials as subtracting from it. Small scale-over part of an exercise Large scale-whole unit of a course book Modifying An internal change in the approach or focus of an exercise.Rewriting modify linguistic content and make it more communicative relate activities more closely to learners' own backgrounds and interests introduce models of authentic language set more purposeful tasks Restructuring classroom management design interactive exercise based on number of students and size of class Simplifying One type of modification, a ‘rewriting' activity.Simplify instructions and explanation of exercises and activities and as well as layout of activities To make it becomes easier to be understood Simplification of content and the ways in which that content is presented This technique is mostly use for to reading passages to change various sentence-bound elements to match text more closely to the proficiency level of a particular group of learners. – One can simplify according to Sentence structure. Sentence length is reduced Complex sentence is rewritten as a number of simpler ones.Lexical content Number of new vocabulary items is controlled. Grammatical structures Passives are converted to actives. Reordering Adjusting the sequence of presentation within a unit. Taking units in a different sequence from that originally intended. Separating items of content from each other Regrouping them and putting them together Conclusion work more relevant to the learners. Reference McCullough, J. & Shaw, C. (2003). Materials and methods in LET. (2nd De. ). Australia: Backfill Publishing.

Discuss Theories of Communication

P2: Discuss theories of communication. Part A The communication cycle is a commonly used theory of communication. It was first developed by Charles Berner in 1965; it was then modified by Michael Argyle, who was a social psychologist, in 1972. The concept of a ‘communication cycle’ makes it clear that, in order to have effective communication, it must be a two way process. As well as transferring messages to others in a definite, clear way, health care professionals must be able to respond to the verbal feedback as well as the non-verbal feedback.So, effective communication has to involve effort from both participators (both the sender as well as the receiver) in the communication. The communication cycle has six stages. Stage one is when ideas occur, this makes us think and assess the situation that we are in before we start to communicate. We need to think about what we are trying to say, and how to say this in a clear, effective way. Stage two is when the message is c oded and here we have to be aware of the different methods that we can use to send our message.We should try and consider the most effective communication method depending on the situation and the person with whom we will be communicating. Stage three is when the message gets sent. We need to make sure that we have chosen the most effective method of communication, and that we have used this communication method in the most correct way. We should not try and rush the message being sent because that could cause misunderstanding between the two people who are communicating. Stage four is whenever the message gets perceived by the receiver.The service user has to make sense of the message given to them. As health care professionals, we should be aware of the potential difficulties and be aware of how to take steps in order to lessen these difficulties. Stage five is when the message gets decoded. The service user tries to make meaning of what you have just communicated to them. Here, w e have to clarify and check out how much of the information is being understood. This clarification should be carried out on a continual basis, not just at the end of the conversation.Finally, stage six is whenever the message gets understood, and then the receiver of the message then becomes the sender of the new message in the form of feedback. You must allow plenty of time for feedback, remembering that it will be both verbal and nonverbal; this involves listening with your eyes, ears and body language. Part B Mrs Hedges is a resident in a nursing home. Recently, her hearing has declined and she now relies on a hearing aid to enable communication. Three weeks ago, Mrs Hedge’s granddaughter was involved in an accident and since been in hospital.Her family have been reluctant to tell Mrs Hedges of her granddaughter’s condition as they do not want to upset her. Mrs Hedges was used to seeing her granddaughter on a regular basis; she often popped in on her own to spend t ime with her granny. Mrs Hedges has started to worry about her granddaughter and the family have asked that you help them break the news. . â€Å"A relationship without communication will definitely fail. If you attempt to have a relationship without communication, both people involved in the relationship will have different goals and objectives. ANGEL, G, 2010. Title [The importance of the communication cycle]. [16. 10. 12]. Available from World Wide Web : <http://www. helium. com/items/1746915-communication-cycle> The importance of the communication cycle cannot and should not be underestimated. Below, I am going to discuss why I think it is important to follow the communication cycle and why it is important for effective communication. The sender should be aware that the person with whom they will be communicating is hard of hearing, and are wearing a hearing aid.The dispatcher of the communication should be able to select the most effective form of communication in order to communicate the message at hand. The sender must think about how to communicate the message in a sensitive way that the receiver will understand. The communicator should be on the same level as the receiver of the communication; this allows the receiver (Mrs Hedges) to read facial expression and, if possible, lip read. Being on the same level as the receiver of the communication, also allows them to focus and listen more efficiently.The speaker must thoroughly think through what he or she is going to say, and the method in which they want to say it. They must evaluate and decide whether to use verbal or nonverbal communication, or a mix of the two. If they have chosen verbal communication, they must figure out a way to communicate in a non-patronising way that will still be as effective. If nonverbal communication is chosen, the correct method of nonverbal communication should be chosen. Effective communication must happen in order to meet Mrs Hedges’ needs, to help her fe el re assured, safe and secure.In this particular case, I think that a mixture of both verbal and nonverbal communication is requisite. Using speech along with caring and reassuring touch will be effective in making Mrs Hedges feel cared for and safe. The communicator should speak in a normal fashion that Mrs Hedges will not find condescending, but that you speak in a slightly slower pace than usual; this makes your speech clearer. Communicate the message to Mrs Hedges at a time when she is least likely to be tired, as when you are tired, your hearing is decreased anyway.Verbal communication is so important, especially when delivering such a delicate message, so make sure to use simple, short sentences, and make sure that MRs Hedges has understood, you could do this by asking questions such as ‘are you following me? ’ or ‘Do you have any questions, Mrs Hedges? ’. If she hasn’t understood the message, refrain from repeating the same sentence over agai n, instead the sender of the message should try re-phrasing the sentence. Nonverbally, facial expression and hand movements, body language and touch are vital.If Mrs Hedges gets upset, it is important that the communicator re assures her by caring gestures, such as gentle, friendly touch, the carer could put their hand on Mrs Hedge’s shoulder, to comfort her. The carer must be able to communicate effectively to Mrs Hedges so that Mrs Hedges fully understands the message. This is also important as it is useful to know how to effectively communicate so that Mrs Hedges’ needs are met and that she feels safe, secure and re-assured. This will also help her feel valued, and her self-esteem will be boosted by default as the communication is 100% effective.Part C Another theory of communication is Tuckman’s theory of group development. First developed by Bruce Tuckman in 1965, it is one of the more well-known group/team development theories and has been the basis of man y other ideas since its birth. Tuckman’s theory focuses on the way that a team tackles a task from the initial formation of the team right the way through to the completion of the given project. Tuckman’s theory is relevant in particular to team building challenges as each individual phase can affect the completion of the task at hand.Basically, Tuckman's model explains that, as the team develops maturity and ability, the relationships within the team get more established, and the leader changes his or her leadership style, according to the developmental stage of the group. In this group development cycle, there are four main stages although later on, Tuckman added a fifth stage to the cycle (although this is not used by everybody). The first stage, forming, is the stage where the group is put together for the first time, and where all the group members meet one another for the first time, so naturally, this is the most awkward stage of the developmental cycle.The grou p is thought to be at the â€Å"honeymoon stage†- the group members are all naturally shy, and are all aware of their feelings and the feelings of others. In this stage, there is a high dependence on the leader by most of the team members, for guidance and direction. There is little agreement between team members on the aims and purposes of the team, other than what is given by the team leader. Individual roles and responsibilities of team members are somewhat unclear.The leader should be prepared as the team members will have a lot of questions to ask, and the leader will have to be confident so that the team members can feel confident too, and also they will have a sense of security. The second stage, storming, is the stage where the most conflict occurs. The team will begin to gain comfort with one another, and so the team will start to address the task suggesting possible ideas, and different ideas may compete for the favour of the group, and if this is badly managed, it can result in being very destructive for the team.This phase is described as the ‘make or break’ moments for the team, as in the team relationships will either me made or broken. In this stage, it is essential that the team has a strong facilitative leadership in this phase. There is a stronger clarity of purpose, but plenty of uncertainties persist. Cliques and factions form and there might be power struggles within the group. The third stage, Norming, is where the team begins to ‘find their feet’ a bit more.The norming phase is a gradual move towards harmonious team-working. The team becomes more united and begins to agree on rules, purposes, values and aims on which they all agree to operate. In an ideal world, teams will begin to trust themselves more and each member will begin to value the contribution of other team members. In this phase, you will find that the team leader is able to take a step back as individual members become more comfortable with each other and so take on greater responsibility.A potential risk during the norming stage is that the team will become complacent and will lose their creative edge or the motivation that brought them to the team in the first place. The group on a whole is able to make larger decisions, and smaller decisions get delegated to individual team members, adding to the harmony of the group. Outside of the ‘team environment’ the team members may engage in social activities together. The fourth stage, performing, is when the team members are working at their optimum level as a united body.The group can be described as being in ‘flow’ – all of the team members are contributing equally to the team and as a result of this; the team is making excellent progress. When I think of a good team working together as one, I think of the metaphor of a human body; every part of the human body is required for the body to work properly and at optimum level, and this is the same as a team working together. In this stage of group development, each group member can help the other members out by giving them advice, instruction and constructive criticism where necessary.Teams that are performing at optimum level are identified by high independence levels and motivation is evident as well as each team member being highly competent and knowledgeable in the aims they want to achieve, and the main ideas of their team project. Decision making within the team is done as one entity and each team member has a high level of respect for each individual team member. †¦PART D†¦ (TO BE DONE NEXT WEEK) http://www. teambuilding. co. uk/Forming_Storming_Norming_Performing. html http://www. businessballs. com/tuckmanformingstormingnormingperforming. htm Discuss Theories of Communication P2: Discuss theories of communication. Part A The communication cycle is a commonly used theory of communication. It was first developed by Charles Berner in 1965; it was then modified by Michael Argyle, who was a social psychologist, in 1972. The concept of a ‘communication cycle’ makes it clear that, in order to have effective communication, it must be a two way process. As well as transferring messages to others in a definite, clear way, health care professionals must be able to respond to the verbal feedback as well as the non-verbal feedback.So, effective communication has to involve effort from both participators (both the sender as well as the receiver) in the communication. The communication cycle has six stages. Stage one is when ideas occur, this makes us think and assess the situation that we are in before we start to communicate. We need to think about what we are trying to say, and how to say this in a clear, effective way. Stage two is when the message is c oded and here we have to be aware of the different methods that we can use to send our message.We should try and consider the most effective communication method depending on the situation and the person with whom we will be communicating. Stage three is when the message gets sent. We need to make sure that we have chosen the most effective method of communication, and that we have used this communication method in the most correct way. We should not try and rush the message being sent because that could cause misunderstanding between the two people who are communicating. Stage four is whenever the message gets perceived by the receiver.The service user has to make sense of the message given to them. As health care professionals, we should be aware of the potential difficulties and be aware of how to take steps in order to lessen these difficulties. Stage five is when the message gets decoded. The service user tries to make meaning of what you have just communicated to them. Here, w e have to clarify and check out how much of the information is being understood. This clarification should be carried out on a continual basis, not just at the end of the conversation.Finally, stage six is whenever the message gets understood, and then the receiver of the message then becomes the sender of the new message in the form of feedback. You must allow plenty of time for feedback, remembering that it will be both verbal and nonverbal; this involves listening with your eyes, ears and body language. Part B Mrs Hedges is a resident in a nursing home. Recently, her hearing has declined and she now relies on a hearing aid to enable communication. Three weeks ago, Mrs Hedge’s granddaughter was involved in an accident and since been in hospital.Her family have been reluctant to tell Mrs Hedges of her granddaughter’s condition as they do not want to upset her. Mrs Hedges was used to seeing her granddaughter on a regular basis; she often popped in on her own to spend t ime with her granny. Mrs Hedges has started to worry about her granddaughter and the family have asked that you help them break the news. . â€Å"A relationship without communication will definitely fail. If you attempt to have a relationship without communication, both people involved in the relationship will have different goals and objectives. ANGEL, G, 2010. Title [The importance of the communication cycle]. [16. 10. 12]. Available from World Wide Web : <http://www. helium. com/items/1746915-communication-cycle> The importance of the communication cycle cannot and should not be underestimated. Below, I am going to discuss why I think it is important to follow the communication cycle and why it is important for effective communication. The sender should be aware that the person with whom they will be communicating is hard of hearing, and are wearing a hearing aid.The dispatcher of the communication should be able to select the most effective form of communication in order to communicate the message at hand. The sender must think about how to communicate the message in a sensitive way that the receiver will understand. The communicator should be on the same level as the receiver of the communication; this allows the receiver (Mrs Hedges) to read facial expression and, if possible, lip read. Being on the same level as the receiver of the communication, also allows them to focus and listen more efficiently.The speaker must thoroughly think through what he or she is going to say, and the method in which they want to say it. They must evaluate and decide whether to use verbal or nonverbal communication, or a mix of the two. If they have chosen verbal communication, they must figure out a way to communicate in a non-patronising way that will still be as effective. If nonverbal communication is chosen, the correct method of nonverbal communication should be chosen. Effective communication must happen in order to meet Mrs Hedges’ needs, to help her fe el re assured, safe and secure.In this particular case, I think that a mixture of both verbal and nonverbal communication is requisite. Using speech along with caring and reassuring touch will be effective in making Mrs Hedges feel cared for and safe. The communicator should speak in a normal fashion that Mrs Hedges will not find condescending, but that you speak in a slightly slower pace than usual; this makes your speech clearer. Communicate the message to Mrs Hedges at a time when she is least likely to be tired, as when you are tired, your hearing is decreased anyway.Verbal communication is so important, especially when delivering such a delicate message, so make sure to use simple, short sentences, and make sure that MRs Hedges has understood, you could do this by asking questions such as ‘are you following me? ’ or ‘Do you have any questions, Mrs Hedges? ’. If she hasn’t understood the message, refrain from repeating the same sentence over agai n, instead the sender of the message should try re-phrasing the sentence. Nonverbally, facial expression and hand movements, body language and touch are vital.If Mrs Hedges gets upset, it is important that the communicator re assures her by caring gestures, such as gentle, friendly touch, the carer could put their hand on Mrs Hedge’s shoulder, to comfort her. The carer must be able to communicate effectively to Mrs Hedges so that Mrs Hedges fully understands the message. This is also important as it is useful to know how to effectively communicate so that Mrs Hedges’ needs are met and that she feels safe, secure and re-assured. This will also help her feel valued, and her self-esteem will be boosted by default as the communication is 100% effective.Part C Another theory of communication is Tuckman’s theory of group development. First developed by Bruce Tuckman in 1965, it is one of the more well-known group/team development theories and has been the basis of man y other ideas since its birth. Tuckman’s theory focuses on the way that a team tackles a task from the initial formation of the team right the way through to the completion of the given project. Tuckman’s theory is relevant in particular to team building challenges as each individual phase can affect the completion of the task at hand.Basically, Tuckman's model explains that, as the team develops maturity and ability, the relationships within the team get more established, and the leader changes his or her leadership style, according to the developmental stage of the group. In this group development cycle, there are four main stages although later on, Tuckman added a fifth stage to the cycle (although this is not used by everybody). The first stage, forming, is the stage where the group is put together for the first time, and where all the group members meet one another for the first time, so naturally, this is the most awkward stage of the developmental cycle.The grou p is thought to be at the â€Å"honeymoon stage†- the group members are all naturally shy, and are all aware of their feelings and the feelings of others. In this stage, there is a high dependence on the leader by most of the team members, for guidance and direction. There is little agreement between team members on the aims and purposes of the team, other than what is given by the team leader. Individual roles and responsibilities of team members are somewhat unclear.The leader should be prepared as the team members will have a lot of questions to ask, and the leader will have to be confident so that the team members can feel confident too, and also they will have a sense of security. The second stage, storming, is the stage where the most conflict occurs. The team will begin to gain comfort with one another, and so the team will start to address the task suggesting possible ideas, and different ideas may compete for the favour of the group, and if this is badly managed, it can result in being very destructive for the team.This phase is described as the ‘make or break’ moments for the team, as in the team relationships will either me made or broken. In this stage, it is essential that the team has a strong facilitative leadership in this phase. There is a stronger clarity of purpose, but plenty of uncertainties persist. Cliques and factions form and there might be power struggles within the group. The third stage, Norming, is where the team begins to ‘find their feet’ a bit more.The norming phase is a gradual move towards harmonious team-working. The team becomes more united and begins to agree on rules, purposes, values and aims on which they all agree to operate. In an ideal world, teams will begin to trust themselves more and each member will begin to value the contribution of other team members. In this phase, you will find that the team leader is able to take a step back as individual members become more comfortable with each other and so take on greater responsibility.A potential risk during the norming stage is that the team will become complacent and will lose their creative edge or the motivation that brought them to the team in the first place. The group on a whole is able to make larger decisions, and smaller decisions get delegated to individual team members, adding to the harmony of the group. Outside of the ‘team environment’ the team members may engage in social activities together. The fourth stage, performing, is when the team members are working at their optimum level as a united body.The group can be described as being in ‘flow’ – all of the team members are contributing equally to the team and as a result of this; the team is making excellent progress. When I think of a good team working together as one, I think of the metaphor of a human body; every part of the human body is required for the body to work properly and at optimum level, and this is the same as a team working together. In this stage of group development, each group member can help the other members out by giving them advice, instruction and constructive criticism where necessary.Teams that are performing at optimum level are identified by high independence levels and motivation is evident as well as each team member being highly competent and knowledgeable in the aims they want to achieve, and the main ideas of their team project. Decision making within the team is done as one entity and each team member has a high level of respect for each individual team member. †¦PART D†¦ (TO BE DONE NEXT WEEK) http://www. teambuilding. co. uk/Forming_Storming_Norming_Performing. html http://www. businessballs. com/tuckmanformingstormingnormingperforming. htm