American Indians Today Essay Example for Free

American Indians Today Essay The Native Americans were the primary citizens of America long before white men set on foot in the area. When the Europeans conquered the American soil, an estimated 10 million Indians composed the Population of America. It is situated at the north of the country, present-day Mexico. According to history scholars, the Native Americans were believed to settle in the country approximately 20,000 to 30,000 years ago. (nativeamericans) The Native Americans were able to get into the country through the land-bridge situated from the northeastern Siberia into Alaska. The primary Indian cultures in North America is classified into Sandia, discovered in 15000 BC, Clovis in 12000 BC and Folsom in 8000 BC. The identification of the Native Americans should not be misguidedly understood as the Indians of Asia since the term was coined by Christopher Columbus when he mistakenly believe the Native Americans as part of the islands of America as part of the Indies in Asia. (nativeamericans) When the Europeans arrived in the country, the Native Americans welcomed them graciously and considered it a marvel to see white men. Considering also the technologies the European brought, the Native Americans were impressed with their conquering guests. However, as the Europeans started to degrade the forests inhabited by the Native Americans, the Native Americans realized the real intention of the Europeans that has consequently disturbed the balance in their nature. Aside from the natural resources employed by the European conquerors, even the Native Americans were seen as a commodity for manpower and labor. (Berkhofers) The Native Americans began to attribute the Europeans into soulless creatures that were in their territory to destruct their natural environment. Not only did the Europeans abuse the environment, they also brought diseases that were infectious to the Native Americans. This eventually led to several uprising of the Native Indians. (Berkhofers)The Europeans were accustomed to conquests, so the Native Americans responded against the Indian Wars and the Indian Removal Act which enabled the Europeans to have ownership of the country. It was a great disadvantage for the Native Americans because of their number, lack of weapons and unwillingness to cooperate even at their own expense. In a final blow against the Native Americans, U. S cavalrymen massacred Indian warriors, women and children in 1890. (Native America: Portrait of the People; Thomas) For many years, many have believed that the Native Americans are extinct cultures. That is why many American Indians are advocating their right to be known as a culture which fought hard and survived whatever they have experienced in their own native land. Many American Indians are still trying to establish their own identity in a country that has become to be white men populated.

Role Of Semantics In Communication English Language Essay

Role Of Semantics In Communication English Language Essay The word semantics means the study of meaning. It typically focuses on the relation between the signifers, such as words, phrases, signs and symbols, and what they stand for. Linguistic semantics is defined as the study of meanings that humans use language in expression. Other types of semantics include the semantics of programming languages, formal logics, and semiotics.The word semantic itself denotes a range of ideas, from the fashionable to the highly technological. It is frequently used in ordinary language to denote a problem of understanding that comes down to word collection or connotation. This problem of understanding has been the subject matter of many formal investigations, over a long period of time, most especially in the field of formal semantics. In linguistics, it is the study of interpretation of signs or symbols as used by agents or communities within particular situation and contexts. Within this observation, sounds, facial terminology, body language, phonemics ha ve semantic (significant) content, and each has several branches of study. For instance in written language, such things as paragraph structure and punctuation have semantic content; in other form of languages, there is other semantic content .As mentioned above. the official study of semantics intersects with many other fields of inquiry, including lexicology, syntax, pragmatics, etymology etc though semantics is a well-defined field in its own context, but is often with artificial properties. In language philosophy, semantics and reference are related fields. Further related fields include philology, communication, and semiotics. With the interrelationship between them the formal study of semantics is therefore multifarious in nature. Semantic is in contrast with syntax, the study of the combinatory of units of a language (with no reference to their meaning). In the scientific vocabulary semantics is also known as semasiology. Introduction One of the major reasons for agent abstraction importance in engineering purposes is that it allows necessary complication and disability of todays computer systems to be dealt with better than before. Also the most conventional perspective of agents that intelligent software components, acting on an erratic environment. The typical solution to this problem is to employ a black-box approach, e.g., describing the agent behavior solely by means of its inputs and outputs. Modeling agent behavior within MAS introduces taxing issues, since both the agent internal behavior and interactive behavior are concerned. This is the problem that is addressed by formal semantics of agent communication languages (ACL) (Kone, Shimazu, and Nakajima 2000).This relationship between an agent abstract structural design and the specification of ACL semantics can be highlighted by considering the case of current semantics for ACLs such as, FIPA ACL (FIPA 2000) and KQML (ARPA Knowledge Sharing Initiative 1993; Labrou and Finin1997a; Labrou and Finin 1997b), which relate agent communications to agent mental state (Sadek 1992). For instance, in FIPA ACL, each communicative act specification is equipped by a feasibility precondition (FP).that must hold for the sender, and a rational effect that the sender may suppose to occur on the receiver, even though such an effect is not actually mandatory for the receiver, so as to preserve its autonomy. Both these specification, as well as the actual message content, are given in terms of a quantified, multi-modal logic with modal operators for beliefs (B), desires (C), uncertain beliefs (U), and intentions (I), called Semantic Language (SL) (FIPA 2000), which has its root from the work on the BDI framework. Despite FIPA not mandating any actual architecture for agents, FIPA ACL Semantics perfectly assumes that the agent behavior can be interpreted in terms of a BDI-like architecture,1 which can be pictorially represented. The agent internal machinery should be clearly aware of any communicative act sent or received by the agent (Act). It should be noted that since rational effect are not obligatory for the agent, their logics are not conceptually part of the represented portion of the agent. Instead, details about rational eà ¢Ã¢â‚¬Å¡Ã‚ ¬ ects can be used by an agent internal machinery to assume the effect on the receiver of the acts it sends, whereas details about the feasibility preconditions can be used to infer the mental state of the sender. Decoupling Specification from Implementation Almost all the known semantics for ACLs are based on the concept of agent mental state, which may result in sending a communicative act, and how the reception of a communicative act may affect the receiver mental state or at least, which are the effects on the receiver that the sender may suppose to occur. In spite, these semantics do not mandate any specific architecture for agents, and are meant to be applicable in general fashion; they implicitly promote the concept of mental state as a notion in the specification of ACLs. This is likely to provide a good support for the cooperation of agents built over BDI frameworks. In fact, these specifications may drive the design of agent protocols (Bergenti, Botelho, Rimassa, and Somacher (2002), may help designing agent planners exploiting the notions of feasibility preconditions and rational effects to understand the effect to communications (Bergenti and Poggi 2001), may provide support to the verification of conformance of an agent implementation with respect to a specification, even though, at this time, this problem has yet to be faced (Wooldridge 1998).On the other hand, serious limits in the workability and applicability become apparent when the ACL specification has to support cooperation among agents built over different architectures. In practice, in those cases where the agent wraps a physical resource, a legacy system, an information system, and so on, it is unclear what is the benefit of supposing its behavior can be understood. Viroli and Omicini (2001).For instance, it is unclear how do feasibility preconditions apply in these cases, and what is the benefit of supposing that some rational effect may occur. Also, this kind of specification is useless to the end of designing the agent wrapper, and makes the problem of proving conformance even more complex. As far as an ACL is concern to help standardizing age nt cooperation, it is clear that the agent abstract architecture implicitly assumed by the ACL. Semantics should be as much abstract and implementation-decoupled as required in order to provide for a widely applicable specification tool. To this end, this easy consider the abstract architecture for agents derived from the ontology developed in Viroli, Moro, and Omicini (2001), which captures the very notion of observation in computer systems. By this framework, agents are represented as observable sources of information, providing their unique individual viewpoint over the world and making it available to other agents. Here the roles of semantic in communication could be explained succinctly by examine the following sequences of communication conversation with the use of semantic set. There are certain number of magnitude of semantic in term of space in this case is four: the normative positions of the speaker and hearer before and after the utterance. Therefore, if d = 4, the number of possible communicative acts is 22352! (Computation of this figure may not be necessary in this context). Consistency is to be anticipated in a domain in which, assumption that agents can observe a common scene and ground their utterances in it, is simply irrational .The focus of that consistency needs to be squarely upon how communication can be described, rather than up library of communication primitives. The aim is to provide agents with a system by which they can tune a language with great accuracy to the needs at hand, and the ability to do this outweighs the potential pitfalls of any particular language. Const ruction process, such as Support Vector Machine (SVM) is thus well suited to domains in which agents might reasonably be expected not to suggest a huge number of different primitives. Primitives were to be submitted for consideration. This would bring down the complexity dramatically (it would no longer be necessary to work on the power set of the points in semantic space), but at the cost of requiringlonger sequences of primitives in from it is one of the advantages of the approach. To explain the function of SVM, three agents could be considered, each of them wishes to introduce communicative acts such as commands, permissive, and co missive acts into a shared communication language. Each act specifies (or partially specifies) transitions of the speaker and hearer acts are represented Lindahl (1997).Here with a set of transitions for the speaker and an equivalent set for the hearer. For instance, an act may state that, before the act, the speaker, i is permitted to remain passive toward the propositional content of the act and after the act, i is committed to remain passive. In other words, i is, before the act, in any of the Lindahl states 1, 2, or 4 and after the act in the state 6. Thus, the set of transitions for the speaker is: {(1, 6), (2, 6), (4, 6)}. For the hearer j, before the act, j is permitted to bring about p and after the act, j is committed to bring about p. In other words, j is, before the act in any of the states 1, 2, or 3 and after the act i n state 5. Thus, the set of transitions for the hearer is: {(1, 5), (2, 5), (3, 5)}. This particular communicative act results in the hearer being obliged to bring about p and the speaker being obliged to remain passive toward p: the hearer must bring about p and the speaker cannot interfere. The initial state of the semantic fixing between these three agents is that agents 1, 2, and3 are interested in the following sets of communicative acts being included in the language: Agent 1. This agent wishes to introduce two actions into the language. 1. a, A command that commits the hearer to bring about p such that the hearer is not a priori forbidden from doing so. Speaker: {} Hearer: {(1, 5), (2, 5), (3, 5)} 1.b An act that commits the speaker to bring about p such that the agent is a priori forbidden from doing so. Speaker: {(1, 5), (2, 5), (3, 5)} Hearer: {} Agent 2. This agent wishes to introduce two actions into the language. 2. a An act that permits the hearer to bring about p such that the agent is a priori committed to remain passive. Speaker: {} Hearer: {(6, 2)} 2.b An act that commits the hearer to remain passive toward p such that the agent is a priori permitted to doing so or remaining passive. Speaker: {} Hearer: {(2, 6)} Agent 3. This agent wishes to introduce two actions into the language: 3. a, A command that commits the hearer to bring about p and the speaker cannot Interfere. Speaker: {(1, 6), (2, 6), (4, 6)} Hearer: {(1, 5), (2, 5), (3, 5)} 3. b A put-option act. Speaker: {(2, 6)} Hearer: {(6, 2)} SVM then proceeds in the following way: Round 0. Agent 1 broadcasts initiate (1, 2, and 3) (1-2-3 is the casting vote sequence). The language, L is initialized. Each communicative act specification refers to the changes in normative position of the agents that will take on the roles of speaker and hearer when the act is used during communication. This could be seen in this conversation between three agents Round 1. Agent 1 has the casting vote. Agent 1 broadcasts suggestion (1.a); agent 2 broadcasts suggestion (2.a); and agent 3 broadcasts suggestion (3.a). There is a tie. However, rather than using its casting vote to compel the inclusion of 1.a, agent 1 decides to endorse agent 3s suggestion. Agent 1 broadcasts suggestion (3.a), and so this act is included in L. Round 2. Agent 2 has the casting vote. Agent 1 broadcasts suggestion (1.b); agent 2 broadcasts suggestion (2.a); and agent 3 broadcasts suggestion (3.b). There is a, tie, and so the agent with the casting vote, agent 2, broadcasts suggestion (2.a). 2.a is included in L. Round 3. Agent 3 has the casting vote. Agent 1 broadcasts suggestion (1.b);agent 2 broadcasts suggestion(2.b); and agent 3 broadcasts suggestion(3.b). There is tie, Although 2.a and 2.b use the same transitions as 3.b, 3.b is being introduced for a different purpose-for the trading of options-and so agent 3 uses the casting vote to broadcast suggestion (3.b). 3.b is included in L. Round 4. Agent 1 has the casting vote. Agent 1 broadcasts suggestion (1.b); agent 2 broadcasts suggestion (2.b); and agent 3 broadcasts suggestion (null). There is a tie, and so agent 1 uses the casting vote and broadcasts suggestion(1.b). 1. b is Included in L. Round 5. Agent 2 has the casting vote. Agent 1 broadcasts suggestion (null); agent 2 broadcasts suggestion (2.b); and agent 3 broadcasts suggestion (null). 2.b has the only vote, and so this is included in L. Round 6. Agent 3 has the casting vote. Agent 1 broadcasts suggestion (null); agent 2 broadcasts suggestion (null); and agent 3 broadcasts suggestion (null). SVM terminates. L = {3.a, 2.a, 3.b, 1.b, 2.b}. Here, suppose that agent 2 is responsible for access to an information source. The two acts introduced by these agents, 2.a and 2.b, allow it to permit and forbid access. Although agent 3 is not in control of this information source.. Agent 2, the manager agent is interested in issuing commands and allowing agents to commit to activities, hence its interest in 1.a and 1.b. It does, however, accept the inclusion of 3.a rather than 1.a-it accepts that it should not interfere with agents to whom it has given commands. This simple example explains sorts of communicative actions that can be included in a common language and how the simple voting mechanism may be used to construct such a language. This language can be seen as a subset of a more complete language for managing the activities of agents within an organization. Indeed there all kinds of slight distinctions, but these distinctions have real operational value, which can be exploited by the agents themselves. Finally, the work of Steels and Kaplan (1999) tackles the problem of language acquisition by an axes .Thus focus on a specific semantic space, having axes of color and position. The individual primitives discussed have either specific values on one or more axes (red, blue and on the edge), or have ranges of values on one or more axes (toward the center, close to the left and toward the top). This easy advocated a new approach to agent communication languages. Rather than viewing the specification as an off-line, design-time process, it is clearer now that open multi-agent systems should be a dynamic, run-time process.. Thus, agents can use their knowledge of the dialog type, their communication objectives, and their social relationships with one another to tailor the communication language to their prevailing circumstances hence the role of semantic cannot be underrated in communication.

Relationship Between Organizational Culture And Strategic Management Commerce Essay

Relationship Between Organizational Culture And Strategic Management Commerce Essay The vision driven strategy, strategy driven culture. Enterprises must set a goals, and then achieve it. Goals has to be supported by strategic, implementation of the strategy requires the support of the faith. Therefore, there is very close relation between organizational culture and strategy. The mainly in the following aspects: First, excellent corporate culture is an important condition for the formulation of corporate strategy and is able to highlight the characteristics of the enterprises, the formation of the common values of the corporate members, and the corporate culture has a distinct personality, help companies develop different the strategy of defeating the enemy. Second, the corporate culture is an important means of implementation of the corporate strategy. After corporate strategy development, it requires all members of the active and effective implementation, is the corporate culture oriented, constraint, cohesion, motivation and radiation effect, stimulate the enthusiasm of employees, unified corporate members will jointly strive to achieve the enterprises goals. The Third is that corporate culture and corporate strategy must adapt to each other, mutual coordination and strategy development, corporate culture should change with the new formulation of strategy, however, to change corporate culture is very difficult once the organizational culture is formed, Therefore, from the point of view of the implementation of the strategy, the corporate culture to the implementation of the corporate strategy, will restrict, that the corporate culture has greater rigidity and a certain continuity, enhanced gradually in the process of enterprise development. The implementation of the corporate strategy. enterprises in major changes must be considered with the basic nature and status of the relationship, because the basic nature and status of the enterprise is to determine the basis of the corporate culture, at the same time to play existing corporate personnel role in ensuring the implementation of change in the original culture conditions. senior corporat e managers to focus on to be considered compatible with the original enterprise culture change, do not break the code of conduct, then the companies have formed. In summary, the analysis of the enterprises in strategic management, corporate culture should be given enough attention only corporate culture and strategic role to play in order to enable enterprises to better development.( Jing, L. 2007) Definition of strategic management Strategic management is the manangement of an organizations overall purpose, to ensure that the needs and enablers of the present are balanced with those of the future From the view of the future development of enterprises, strategic as a plan, and from the view of the course of development in the past, the strategy as a Pattern. If you look at the industrial level, the strategic performance as a Position, look at the enterprise level. Strategy as a Perspective. ( Peter F ¼Ã… ½Drucker) i.e: Through analysis, forecasting, planning, control, and other means to achieve the full advantage of the enterprise, financial, and material resources, in order to achieve optimal management, improve economic efficiency purposes. ( Chris .J2008) The meaning of strategic management for a company and why is important. Due to strategic management makes the grow and development into a changing environment, the f management job use by the future trend as their basic of making decision, so it makes the manager of enterprise to focus on research of operating environment, properly determine the development direction of a company and to select suitable operation area or marketing area, therefore able to catch the chance for outside environment, and enhance the adaptability of the business activities of the external environment, and thus to achieve the best combination of the two. i.e: Wal-Marts annual sales exceeded $ 40 billion, one of the worlds large-scale retail enterprises. Their successful is most depend on their business strategic: One-stop shopping (1)Free Parking: Shenzhen Sams business area more than 12,000 square meters, nearly 400 free parking spaces, while another business area of à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹over 17.8 thousand square meters Wal-Mart shopping plaza also has about 150 parking spaces. (2) The store employs professionals to customers free advice about computers, cameras, video recorders and their associated supplies, to help reduce the risks of blindly buy. Charity Wal-Mart in order to provide more benefits to customers, while trying to reduce the cost of advertising, for promotional creative a lot of thought, and strive to get the best effect with minimum capital investment. Cover Wal-Mart brand management strategy, select a variety of retail forms for the different grades of the target consumers. It is because of Wal-Marts all-round attack, seize the high-and low-end market, so Wal-Mart replaced Sears has swept throughout the United States, to become the first in the retail brand. Its own brand Wal-Mart has been active in the Chinese market development and promotion of Wal-Marts own brand, launched a high quality and price cheaper own brand merchandise, covering food, household goods, clothing, footwear and other flagship category.(Soderquist, D. 2005) Definition of organizational culture: The organizational culture is the sum of the enterprises in the construction and development of material civilization and spiritual civilization. Including the organization and management of both hardware and software, explicit cultural and implicit cultural Organizational culture is formed by the organization in the long-term survival and development of organization-specific, and the sum of the target value is the organization most members follow the highest standards, the basic beliefs and behavior norms in the organization reflects Specifically: organizational culture is the general term for organizations of all members of the commonly accepted valuesà ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹, codes of conduct, team spirit, way of thinking, work style, psychological expectations and feelings of belonging sense of community. About the concept of corporate culture, there are many different understanding and expression: (1) The corporate culture is gradually formed in the working groups of the specification. (2) The corporate culture is the values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹espoused as a business major. (3) Corporate culture is the purpose of the guide enterprises to develop the policy of employees and customers. (4) The corporate culture is sought in the enterprise competition for survival principle, the new employees to the enterprise hired must master the inner rules. (5) The corporate culture is a way to convey the feeling or atmosphere within the object layout, as well as corporate members dealing with customers or other external members. (6) corporate culture is the traditional atmosphere of a company culture, it means that the company values, such as aggressive, defensive or flexible these values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹constitute of company employees vitality, opinions and behavior norms. Managers personally, these norms and instill in employees from generation to generation. (7) corporate culture is a business formed some kind of cultural stereotypes and historical tradition, a common value criteria, ethics and life information, unified the various internal forces in a common guiding ideology and under the operating philosophy, brought together to a common direction. (8) The corporate culture is a mix of economic significance and cultural significance, refers to the formation of values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹in the corporate world, the code of conduct in the crowd and community cultural influences. It does not refer to the cultivation of knowledge, but rather refers to the attitude of the people of knowledge; than profit, but profit mental; than interpersonal relationships, but interpersonal life skills embodied in human philosophy. The corporate culture is a penetration in the activities of all the things, it virtues. (9) The corporate culture is the basic information of the business organization, the basic values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹and the basic view of the internal and external environment, is a code of conduct to abide by all the members of the enterprise and beliefs, value system and guiding the people engaged in the work of philosophical concepts. (10) corporate culture, production and operation and management activities with the spirit of the enterprise features to create wealth and physical form in certain social and historical conditions. It includes cultural attitudes, values, entrepreneurship, ethics, code of conduct, history, tradition, enterprise system, cultural environment, enterprise products, etc.. Values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹are the core of the corporate culture. i.e: 1. American scholar John Kotter and James Heskett, corporate culture refers to the various departments in an enterprise, or at least those business executives who have corporate values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹and operating practices. Refers to the various departments of the enterprise segment, or located in different geographical environment departments have the kind of common cultural phenomenon.( John P. Kotter,James L.1992.) 2. Tres Deere and Alan Kennedy believes that corporate culture values, heroes, customs, ceremonies, cultural networks, enterprise environment. 3. William Ouchi, the corporate culture is aggressive, defensive, flexibility that determine the values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹of the activities, views and behavior patterns. The role of organizational culture The corporate culture is a new theory of modern enterprise management, enterprises really want to step into the market, to embark on a rapid development, better efficiency, and continuously improve the overall quality, must popularize and strengthen the building of enterprise culture. 1. Integration role Traditional scientific method or scientific management functions bound to live the behavior of employees, but can not win the hearts of the staff. Strong organizational culture, but it can stimulate the enthusiasm of the staff, the employees are committed to working power. A cohesive organizational culture, organizational values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹deeply rooted among the employees to the organization as their own home, and are willing to contribute their strength in order to organize a common goal, so that staff and organizational integration. Organizational culture fundamentally change the old valuable concept of employees, establish new values, to meet the needs of the organization normal practice activities. Once the tissue culture to promote values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹and code of conduct to be accepted and recognized, the members will make behavior choices meet the organizational requirements, you will feel guilty if the violation of organizational norms, disturbed or. Remorse, will automatically correct their behavior. In this sense, organizational culture has a strong integration. 2. Improve performance Management guru Peter Drucker (Peter F.Drucker) said: the nature of the enterprise, that decided the most important principle of the nature of the business, economic performance. If the organizational culture does not impact on firm performance, then it highlights not see its importance, we know indeed play a positive role in tissue culture in the organization of internal integration, but whether it is possible to improve the economic efficiency of enterprises? The answer is yes. 3. Improve the organizational role Cultural heritage organization formed in a continuous process of development through numerous radiation, feedback, and strengthen, we will constantly updated as practice development and optimization, and promote organizational culture from one height to another highly forward. In other words, the organizational culture continue to deepen and perfect once formed a virtuous circle, will continue to promote the organizations own rise development, in turn, the organization will promote progress and improve the organizational culture of the rich, perfect and sublimation. Successful organizations and enterprises facts indicate that the prosperity of the organization is always inseparable from the self-improvement of the organizational culture. 4. Shaping products Organizational culture as a human creation, it is the best form of expression is the companys products. When the companys products are infiltrating the tissue culture, the vitality of its products will not be compared to any other enterprise. Organizational culture is a very important role in shaping the enterprise product, product design, production and sales enterprises in accordance with the organizational culture, only in line with the corporate culture products to on a firm foothold in the market. Enterprise products, in turn, selling, consumers will further understand the organizational culture, which is a mutual promotion and development of the relationship. i.e.: After the study, the Cà ´te and Hess Cà ´te (1992) that: (1) organizational culture has a major role on the long-term results of operations; (2) the organizational culture of the next 10 years is likely to be the key factors that determine the success of enterprise; (3) organizational culture negative role on the a good corporate long-term operating results are not uncommon, these organizational culture is easy to propagate extension, even if that brings together a lot of common sense, knowledge of a high degree of talent; (4) Although the organizational culture is not easy to change, but they can translate into organizational culture that is conducive to the growth of the business performance. Why is important Organizational culture is important for an enterprise as the function of organizational culture . Specifically, following six main function: (1) Oriented functions, corporate culture can play a guiding role on the value orientation of the organization as a whole, and each member of the Organization of behavior in line with the goals established by the organization. Organizational culture is just a soft bound by the shared values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹of the organization to the penetration of personal values, enables organizations to automatically generate a set of self-regulatory mechanism to guide the behavior and activities of the organization in an adaptive culture. (2) constraint functions, the role of the enterprise organizational culture constraints and specifications of each employees ideological, psychological and behavior. Constraints of organizational culture is not system-hard constraints, but a soft constraint, this soft constraints equal to diffuse organization organizational culture, groups, code of conduct and ethics. (3) The cohesion function, when one set of values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹is co-sanctioned by the organizations staff, it will become a kind of adhesive to unite its members from all aspects, resulting in a tremendous solidarity and cohesion. The main reason for the success is organization, cohesion employees have a common goal and vision together, encourage enterprises to continue to move forward and development. (4) Excitation function, the corporate culture has members from the heart to produce a high emotional and strenuously enterprising spirit of the effects, it can maximize their staffs enthusiasm and pioneering spirit. The emphasis on people-centered corporate culture management methods. Its incentive is not an external impetus, but an inner guidance, it is not a passive to meet the psychological needs of the people to realize their own values, but through the shaping of the organizational culture, so that each employee from the heart dedication to organization combatant. (5) Radiation function, corporate culture, once formed a fixed pattern, it will not only play a role within the organization, the impact on the organizations staff, but will also have an impact on the community through a variety of channels. Organizations the cultural radiation to the social channels, but mainly can be divided into two categories Various forms of publicity and personal contacts. On the one hand, the spread of the culture of organizations to establish the organizations image in the public help; On the other hand, the corporate culture has a great influence on the development of social culture. (6) Brand function Enterprise brand image in the minds of the public, is a hardware based products and services and a corporate culture based software as consisting of complex. Excellent corporate culture, enhance the brand image will play a huge role. Excellent unique corporate culture can produce huge brand. i.e.:(1) Such as Microsoft, Ford, GE, Coca-Cola, their unique corporate culture in its brand building process has played a significant role. The brand value is the accumulation of time, but also the accumulation of corporate culture. (2) Wal-Mart is a great emphasis on brand protection company, Wal-Mart Stores Inc. in July 2011 to submit applications to the World Intellectual Property Forum, said the disputed domain OurWalmart dot com with its logo Walmart, that infringe on their rights and interests, the request for arbitration back to the domain name. It is understood that the OurWalmart dot com domain name is accessible, the site is a Wal-Mart employee reaction to issues related to platform, salary, working hours and other issues can be seen from this platform, the website seeks the voices of an employee to provide services solutions, is a The non-profit organization. Conclusion: The organizational culture is the pillar to carry out the strategic, it means the guide line, business idea, and the work style that including the values of people, personal culture, custom, management policy and the company image of a enterprise. People is kind of social animals, as same as wolfs, wolfs will never hunting alone, they are always action by a group as a company, the culture makes them act together, therefore they are able to carry out their strategy to hunting, and due to this, the hunting get easier. The so-called organizational culture, common values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹held by the people as a corporate body, action, and ways of thinking. The business philosophy is the core of the corporate culture, It shows the value of the enterprise, but also provide the basis of the strategic objectives, and also includes a mode of operation, the basic norms of behavior. In other words, the business philosophy of the fundamental values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹of the work of the business people. Such values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹are the foundation of the corporate culture, created by companies, the guiding ideology of the major operators in the decision. Therefore, it must lay a deep imprint on the formulation of corporate strategy. The strategy is deciding the development of the most fundamental long-term goals and short-term purpose of planning, but also includes the necessary means to achieve these goals and objectives are to be taken, and how the allocation of resources of all kinds to make decisions. Corporate culture support the corporate strategy, enterprise strategy can be implemented smoothly, largely depends on the content of the strategic behavior and corporate members, the way of thinking fit. No matter how wonderful the corporate strategy, if you do not adapt to cultural basis, it will not have a very good performance. I am engaged in the operation, over six years of experience and deep feelings about the importance of the business philosophy of an enterprise exists for what it? What is the purpose of operating? Operating in what ways? These issues must to have a really basic concepts. The foundation of the business is the right philosophy. Only do solid foundation, people, technology and capital be possible to really play the role of a variety of resources make it easier to make an impact. Matsushita said: With a clear business philosophy, my own, compared with the former, there is a firm belief that For a long time, my business is strong. Employees listened to my lectures are very touched they deeply impressed by their mission and their responsibilities, everyone for the enterprise. masters of our enterprises have grown up at an alarming rate. said by Konosuke Matsushita. (Matsushita ,K. 2002)

A Biomechanical Analysis of the Roundhouse Kick :: essays research papers

Anatomical Analysis Tae Kwon Do is a Korean, unarmed martial art and is best known for its kicks (Park, 2001). The roundhouse kick is a turning kick and happens to be the most commonly used kick during competition (Lee, 1996). For this reason, the roundhouse kick will be analyzed in reference to sparring competition.   Ã‚  Ã‚  Ã‚  Ã‚  The roundhouse kick, a multiplanar skill, starts with the kicking leg traveling in an arc towards the front with the knee in a chambered position (Pearson, 1997). The knee is extended in a snapping movement, striking the opponent with the top of the foot. One’s goal would be to make front torso contact with the kick, while avoiding leaving one’s self open to a counter strike.   Ã‚  Ã‚  Ã‚  Ã‚  The movements that comprise the roundhouse kick begin with a fighting stance: both feet on the ground, toes pointing straight ahead, back foot turned outside up to 22 degrees, front foot approximately 1.5 the distance of one step from the back foot, both feet approximately one length of one foot apart, extension of both legs, slight rotation of the torso in the direction of the back leg, fists held in front of the chest, flexion at the shoulders by about 45 degrees, flexion at the elbow by about 60 degrees, and flexion of the fingers.   Ã‚  Ã‚  Ã‚  Ã‚  One initiates the preparatory phase of the roundhouse kick from the fighting stance: rotation of the torso in the direction of the front leg, flexion and abduction at the hip, flexion at the knee of the back leg which brings the knee to the torso and maintains a minimal relative angle at the knee to the thigh, plantar flexion of the foot, and lateral flexion of the spine toward the ground away from the kicking leg (Table 1).   Ã‚  Ã‚  Ã‚  Ã‚  The fighter is then ready to initiate the movement phase: extension at the knee with a relative angle to the thigh of about 180 degrees, lateral rotation of the grounded foot between 90 and 120 degrees, and additional lateral flexion of the spine.   Ã‚  Ã‚  Ã‚  Ã‚  After attempting to make contact with the opponent, the fighter immediately follows up with the recovery phase: flexion at the knee, lateral flexion of the spine opposite the aforementioned direction, during a slight rotation of the torso, extension of the hip, and dorsiflexion of the foot. This brings the fighter back into the fighting stance with the opposite leg in the front and is now ready to perform the next strike or counterstrike.

Factors Contributing to Poverty Essay -- Essays on Poverty

Factors Contributing to Poverty There are many factors that aid the prevalence of poverty. Firstly, it is difficult to assess these causes because the word ‘poverty’ can be very subjective and difficult to define. In attempting to define what poverty is, one would suggest having a lack of income and resources not consistent with the requirements of the poverty line. Three factors that play major roles as causes of poverty would be having a lack of education, systemic discrimination, and inequities based on a capitalist system. This paper will look at ways in which these causes can be combated and at the same time evaluated in regards to it’s positive and negative aspects. Education has long been a problem in society, because the lack of this essential tool of survival doesn’t allow for growth of any sort. It is a known fact that the risk of poverty usually decreases as people get more schooling. Poor education can be either a cause of poverty or an effect. Young people who drop out of school may be poor because they lack the required skills needed to get good jobs, therefore adding to a system that forces them to only be able to live in low-income, economically starving areas. Moreover, education is a basic requirement in order to climb a hierarchy of income in our society, so uneducated people are forced to become content with their surroundings. Systemic discrimination can be said to be a form of institutional injustice that depends on this quiet oppression in order to maintain a history of past dominance. There are many types of barriers that are not openly blatant and are in place so that minorities don’t get the opportunity to overcome these obstacles. As a result, many minorities including women cannot overcome ranks in the workforce and are left with the lower paying jobs. Furthermore, legislation in the Canadian government helps provide a structure for these proceedings, for example laws that were passed as a result of affirmative action programs might be said to be unjust and unconstitutional. Canada operates under a capitalist system so it should really be no wonder as to why poverty really exists in this country. It is necessary to have poverty in order to support capitalism. Failure in our system would result in poverty and therefore this sadly, becomes an incentive to become exceedingly wealthy and rich... ...es. Poverty is a term that can be viewed from many different aspects when attempting to define this opinionated word. This is a major problem in Canada, and it is evident everytime you travel down-town and actually see poverty within just feet of the premier’s office. Even though the actual word may be difficult to define, there are endless causes of it. It doesn’t make sense that we condemn other forms of government that are base on equality and fair opportunity when our own system is based on ‘survival of the fittest’. In essence, it is really based on survival of who can control the most amount of resources first and maintain it. Regardless of our ineptitude to define this word, we do know that lack of education, systemic discrimination, and inequities based on a capitalist system will cause it. I personally believe that absolute poverty can never be solved regardless of what system one might live in. It is because of our form of government that politicians are afraid to implement policies that might not be fully developed when it’s time to call another election. We should battle poverty regardless of how it may effect the deficit in the short-term.

Use of Pathos in an Ad Commercial :: Pathos Advertisment Essays

Use of Pathos in an Ad Commercial The images which are used for advertisements, newspapers, or magazines usually include the significant purposes and ideas. Then, in many cases, they are described by ethos, pathos, and logos which are used frequently to catch viewers’ attentions. Even if the ads do not have concrete strategies and clear opinions, those ads may not be able to persuade the viewers. In other words, the excellent ads could use one of three persuasions. The following advertisement is the good example of embedded pathos in the advertisement. The advertisement of the Office of National Drug Control Policy strongly persuades the reader not to dabble with marijuana. In the image, the close-up of a crooked bicycle wheel sits on an asphalt road. At first glance, maybe the reader does not recognize what the image explains the reader and what is about. However, the viewer figures that there is a sad story in the ad. The viewer reads the story of this wheel on the upper right hand corner of the picture. Then the viewer understands that this advertisement is about marijuana. In this advertisement, Pathos, which is used for emotional appeal, is embedded efficiently. Also, it is the best choice for this anti-drug ad and more suitable than ethos or logos because appealing to person’s character or logic do not work so much for the marijuana addicts. That is why this image successfully persuades people who disregard the risks of marijuana. First, the ad tells the story of an accident which was caused by a person who smoked weed. It says, â€Å"You smoked weed. You got behind the wheel. And you hit a six-year-old girl on her bike. Weed can make you do stupid things like that.† Like this, the sentences help us to understand and to imagine about this picture. In this quotation, marijuana is described as informal word â€Å"weed.† Sometimes, to use a casual word is more persuasive than a formal word. The affinity for â€Å"weed† expresses that everyone could be involved in the accidents because of marijuana addicts. As a result, the readers keep away from marijuana. This story and the close-up wheel appeal to the reader’s emotion how about terrible marijuana is. In these sentences, not only pathos but also ethos which appeals to a person’s character or personality is embedded. By using second person discourse, the ad persuades especially current smokers to quit right away and at the same time discourages readers from smoking weed and reads directly toward each viewer.

Research Proposal Essay

Overview This dissertation aids in identifying the fundamental, extrinsic aspects influencing the dynamics of employee turnover and how it affects the surrounding atmosphere including internal and external behaviour of an organization. Employee turnover is one of the much talked challenges faced by employers which hinders an organization’s sustainable growth and generates negative synergy among other employees. This review can assist in analyzing strategy for retention and reduction of employee turnover in both public and private sector organizations. Organizations invest immensely in recruiting and developing their employees as it relates to continuous success of the organisation. Hence employee turnover is a potential loss for any firm. HR managers try to prevent the employee turnover by implementing effective retention strategies. Employee turnover is a common issue in Indian IT sector, though the trend has been reduced for the interim due to the recession. This dissertation helps in suggesting productive retention strategy in the organizations; and make recommendations to management of the organizations on how to effectively retain employees and reduce turnover. This review focuses on labor cost being a quintessential factor in the employee turnover process. In order to minimize the costs associated with the turnover, firms are implementing various strategies. Considering the fluctuation in direct and indirect costs of labour turnover, therefore, management does incessant studies to recognize the reasons why people leave organizations so that appropriate action can be undertaken by the management. Providing competitive salaries and other benefits, empowerment, providing stock options, flexible work hours are few of such strategies adopted by the firms to retain their staff. But how significant are these strategies to the employees? (James and Mathew: 2012. 79,page 1) Bussin (2002) asserts that constant training and development of emplo yees’ skills can actually aids employee early turnover rather than strengthening their retention. Providing employees with the latest training and development opportunities enhances the employee skills leading to escalating their chances of mobility. (Samuel and Chipunza; 2009) Our discussion proceeds in following steps. First, we investigate the aspect of money being the main motivator of employee turnover or could there be other motives. Next we identify the role of management to achieve a self- actualised employee and understand the factors that lead to this phenomenon.The final section of this dissertation discusses the results of the study and the conclusion. One of the main challenges to Emiratisation in the private sector is related to adapting the legal framework to accommodate national jobseekers’ needs. While they are well protected and privileged in the public sector, Emiratis find themselves vulnerable in private sector jobs. This is mainly due to a stricter legal framework that is mainly designed for the transient expatriate workforce in the private sector. A simple comparison between the contents of the Labour Law No. 8 of 1980 (and its amendments), which governs the employment relationship in the private sector and the employment legislations in the government sector reveal vast differences in favour of citizens who work in the public sector, as opposed to those working in the private sector. In general, employment legislation in the government sector stipulates in detail various rights and obligations of workers, while much of the employment relationship in the private sector is left to be determined through contractual agreements between employers and employees. Also, residence permits tend to tie expatriates to one specific employer, tipping the balance in labour turnover unfavourably against citizens, who are not tied in this way (Mellahi and Wood, 2002). A study by Abdalla et al. (2010) examining the determinants of employment and wage levels in the UAE found evidence to support the notion of a dual labour market that is segmented by sectors (public versus private) and nationality of workers (citizens versus expatriates). The experience of UAE citizens, who until recently had easy access to public sector jobs with wages inconsistent with the market value of their human capital, makes their expectations regarding wages and working conditions unrealistically high. This makes them unattractive to profit-oriented employers in the private sector. As a result, GCC citizens often prefer to wait for a government job rather than take a private sector job, even if they are aware that the wait might last many years (Shaban et al., 1995) Another 23 per cent of the respondents indicated they would take a private sector job as a temporary measure to earn a salary until finding employment in the public sector. In total, half of the interviewees indicated that they see no future career for themselves in the private sector at all. These answers were consistent across all three groups of interviewees. Respondents were very clear about the factors that make them prefer one sector over the other. For those who prefer the public sector, the main factors were job security (39.5 per cent), salary levels (31.5 per cent), and advancement opportunities (30 per cent). Other significant, but less frequently cited reasons to prefer the public sector, were more vacations (10 per cent) and relatively less working hours (8.3 per cent). When asked what a private sector organisation would need to do to make her apply for a job, a female graduate in our sample answered: â€Å"I don’t want to sign my death paper. The salary, the wor king hours and the contractual conditions I would sign would equal that.† It is interesting to note that while a small number of respondents (15 per cent) indicated that they would prefer to work in the private sector, many (38 per cent) said that good career opportunities exist in the private sector. Those who prefer the private over the public sector cited advancement opportunities (44 per cent) and finding a job consistent with one’s specialisation (33 per cent) as the reason for their preference. However, these attributes were not sufficient to attract many Emiratis to pursue employment in the private sector due to several structural barriers reflected in inferior salary levels and employment conditions in the private sector compared to the public sector. In addition to the basic preference for public sector employment, it was also clear that this preference is supported by a strong sense of entitlement to such jobs and the salary levels coming with it, as one male student puts it: â€Å"We are a rich country – Thank God – and the government pays well because it can afford to do so. It is our right as nationals to have jobs that pay well.† This sense of entitlement (Al Gergawi, 2008) is deeply rooted in the existing social contract, changes to which Forstenlechner and Rutledge (2010) argue need to be communicated urgently if citizens are no longer able to be employed in the public sector at current levels. When asked about factors affecting their decision to accept a job offer from an employer, respondents gave the highest rating to employee rights (48.3 per cent) and job security (45 per cent). These were followed by working conditions and availability of advancement opportunities. Table I further shows that Emiratis in general are unwilling to take risks with regard to their job and career choices. Job security and protection of employee rights are their top priority, followed by working hours and advancement opportunities. Despite the importance of salary and benefits, these were not on the top of the list as shown in Table I. Salary: Salary expectations Our findings support the contention that one of the major barriers to Emiratisation in the private sector is the high reservation wage required by Emirati job seekers. When asked what minimum monthly net salary they would work for, 38 per cent indicated that they would accept 6,000-10,000 dirhams[1]. However, 32 per cent had a reservation wage of 10,000-15,000 and a further 12 per cent said they require 15,000-20,000. The remaining 18 per cent said their required salary would be above 20,000. However, when asked what they think they should get paid, respondents’ answers were higher than their individual reservation wage. In this case only one female respondent said she considered a monthly salary of 6,000-10,000 fair. 37 per cent of respondents said they should get 10,000-15,000, 20 per cent indicated that they should get 15,000-20,000 and 8 per cent said fair pay would be 20,000-25,000 monthly. The remaining 30 per cent, however, considered a fair wage to be upwards of 25,000 monthly, with 10 per cent actually expecting a monthly net salary between 35,000 and 50,000[2]. These expectations are clearly driven by public sector (welfare) wages, as one male student explained: Salary expectations Our findings indicate that young Emirati jobseekers on average have a higher expected salary than their – already relatively high – individual reservation wage. This points to several somewhat troubling conclusions: . The average reservation wage for young Emirati job seekers is high compared to the expatriates they are competing against in both sectors, confirming previous research (Bremmer, 2004; Godwin, 2006; Mellahi, 2007). . The perceived fair pay for young Emirati job seekers is higher than their reservation wage, which means they are likely to experience pay dissatisfaction even when they accept job offers in the generally lower paying private sector. . The perceived fair pay and the reservation wage required by the majority of Emirati job seekers interviewed in this study is comparable to the going rates in the public sector for national employees of similar calibre. This clearly indicates the need to consider the potential impact of pay policies in the public sector on Emiratisation efforts and policies, as they effectively hinder private sector employment. We see the roots of such expectations in the structure of the labour market, where public and private sector are governed by different considerations and different rules and regulations. Therefore, one of the key hindrances remains the salary difference between the public and the private sector. As it is unrealistic that public sector pay will be lowered, as recommended by the IMF (2004), and just as unrealistic to expect the private sector to match public sector salaries and benefits in the context of the UAE, we therefore support a recommendation made by Abdalla et al. (2010) to revise the wage-setting mechanism in the public sector. They suggest to separate the total public sector wage into two parts: pay related to market considerations and productivity of workers (efficiency wage); and (2) a portion motivated by the desire to improve the standards of living and wealth distribution for citizens (welfare). They assume that, in the UAE, only part of the wage paid to national workers in the public sector is related to the value of their human capital or their work performance, while the other part is a transfer payment to raise the standards of living for citizens. Separating the two components has two advantages: (1) it sends the right signal to national workers about the realistic value of their human capital; and (2) it helps to remove the distortion of labour market mechanisms in setting wages according to market forces. Mechanisms to extend the welfare component of pay to those citizens working in the private sector will need to be implemented. Subsidizing wages of citizens in the private sector to bridge the gap between the efficiency and welfare components of pay might be a reasonable alternative. Funding of these subsidies can be secured through fees imposed on employers who recruit foreign workers. Selective application of such fees on employers depending on number of foreigners recruited and affordability to pay might be needed to ensure fairness and avoid excessive burdens on certain employers. As mentioned previously, salary is, of course, not the only aspect where expectations are driven by the public sector. The same is true for days off work, as one male student puts it: â€Å"All I am asking for is normal vacations†, with â€Å"normal† in this case meaning those vacations the public sector offers. Recommendations for further research Further research is needed to clarify the perspective of private sector employers on localisation, for example the perceived threshold of tolerable legislative changes and their perception and intention of compliance. Also, research is needed to analyse the potential effects of employment laws and regulations on the effectiveness of workforce localisation policy and the legislative changes that might be needed to enhance its outcomes. Further quantitative, large-scale testing of some of the conclusions regarding the attitude of jobseekers would also be beneficial to further investigate the perceptions of jobseekers, possibly by delivering a survey to a large number of students enrolled in the higher education system. Understanding the process of employee turnover has been interpreted differently by various researchers depending on the controlling factors of the socio-cultural environment. This is because different factors have been found useful when it comes to interpreting employee turnover, and these have been used to model turnover in a range of different organizational and occupational settings. They include: job satisfaction (Hom and Kinicki, 2001); labour market variables (Kirschenbaum and Mano-Negrin, 1999); various forms of commitment (see Meyer, 2001 for a review); equity (Aquino et al., 1997); psychological contract (Morrison and Robinson, 1997); and many others (see Morrell et al. (2001a) for a review). S. Wren (1980) also suggested that to reduce employee turnover the company should keep employees informed on company matters, encourage employee innovation and setting clear communication channels between top management and lower employees. Also Inge, Peter , Arnold and Jan (2003), sugg ested that work motivation is related to emotional exhaustion which in turn induces employee turnover rate in their longitudinal study. Considering the prolonging economic downturn, the primary stimulating factor impacting employee turnover has been money, as consequently it affects both employees and their respective organizations. However, organizations try to implement other strategies to keep employee turnover to a minimum level by rewarding their employees with better incentives and bonuses. Research has portrayed that even when people’s main motivation for work is not money, if they are offered a higher salary by other organizations, they would not be hesitant to leave their current job, thus leading to high employee turnover. In response, researchers have recently turned their attention towards employee work motivation as predictors for employee turnover (Richer et al., 2002), as motivational sources have been found to influence employee turnover beyond job satisfaction and organizational commitment (e.g. Mitchell et al., 2001). In fact, some authors proclaim that the primary aim of incentives is to enhance better motivation by satisfying an individual employee’s needs indirectly through means of pay and bonuses (Anthony and Govindarajan, 2007; Kunz and Pfaff, 2002). Some UAE scholars pointed out that â€Å"Motivation is an important subject area for researchers and practitioners all over the world. ( Abubakr M and Nawal , p 86)† It is an ongoing universal argument if money is the main motivation causing high employee turnover within an organization. Therefore, this literature review is based on theory testing evidenced by past studies on staff turnover and retention, not supported by theory building. All these theories consolidated as one forecasts potential costs of organizations in diversifying pay, mainly through two kinds of de-motivating factors: first, individuals that don’t earn as much as they feel their work deserves may perceive that they are less-well valued than their higher-paid counterparts; and second, higher-paid individuals may perceive that they are more valuable than they actually are (Kohn, 1998; Carr, 2004). In reference to (Abdulla j., Djebarni R. and Mellahi K, 2011, p138) employees in the UAE put a strong emphasis on salary and incentives especially for non-UAE nationals because of their impact on living standards and importance in providing a sense of security where perceived job security is very low. Furthermore, the high importance of salaries and incentives could be due to the high cost of living in Dubai compared to other Middle Eastern emirates. Having reviewing the EU countries such as Greece, extrinsic rewards such as pay give better outcome in the organizations and their governments actually want to convince private sectors on the importance of intrinsic rewards where workers are motivated to work without expecting a reward and love what they do. (Manolopoulos D., 2008) Crucial factors like employee involvement and the process of performance rewarding impacts the degree to which employees are included in decision-making processes. Are they occasionally asked for input or feedback? Or are they authorized and challenged to make a difference? Obviously, the greater an employee’s level of involvement in the decision-making process, the greater the sense of ownership for the outcomes of such decisions, which, in turn, assures employees that he/she is a part of the organization as a whole. (Dell’Agnese, 2001; Mintzberg, 1994a,b,c, 2001a,b; Pfeffer, 2001a,b; Piggott, 1997). One of the effective ways of reducing staff turnover is making more effective use of existing staff resources and in attempting to put together a pay package which attracts and retains staff, through rewarding them fairly for their performance (A. Baines, (1991) pp. 8 – 10). According to one source (Curtis S. and Dennis W. 2001, p.59), the cost of replacing an employee is higher than recruiting a new staff. This is because of accumulated cost of the loss of skills, knowledge, experience and the investment in training. There is also the disruption to the work and staff, when a new employee is recruited, there are barriers like new challenges of adopting to the culture of the organization, personality conflicts, time taken to familiarize with the job description etc. Also, many other administrative cost associate with the employee turnover process like agency fees for recruitment firms, wasted time in exit interview process and administrative process of recruitment being time consuming and expensive etc. As further discussed by (Curtis S. and Dennis W., 2001, p.61-62), to get employees committed quickly, they should feel emotionally attached to the organization and feel that resigning would be a personal sacrifice for them where they would have an obligation and responsibility to stay. One of the interesting fast track employee commitment mentioned is offering flexible hours. Organizations should have improved retention schemes through flexible working options implementing other family-friendly policies like baby-sitting facilities, special consideration for new mothers and expecting mothers etc. Other initiatives might include workshops aimed at achieving a better work-life balance, access to a range of domestic services, extended maternity leaves, paid vacation breaks and extended parental leave. Since, the UAE is a family oriented culture, majority of employees would appreciate having easygoing strategies in their work place which allows them to have a work-life balanced with fami ly life. A worker lacking motivation is a problem waiting to happen. That’s why companies need to be able to ensure that their workers are fully motivated to do their jobs. If this isn’t the case then all that knowledge that they may possess isn’t fully utilized as a result of them not putting in 100percent (Maria C. Osteraker, 1999, pp. 73 – 77). Money as the sole motivation for work or production isn’t exactly the right solution. As portrayed within the proposal it is an important aspect, but should not be classified as highly crucial, since it is evident that other factors are arising. Taking into consideration that employees may transfer to other companies for a higher rise in money, however the effect is only temporary as behavioral aspects is also taken into account. Therefore it’s a balance of both. As Carolyn Wiley put it, Motivation is not a fixed trait; it is a combination of various aspects. (Wiley C., 1997, pp. 263 – 280). Going by this article (Industrial and Commercial Training, 1975, pp. 508 – 508). It details that it was Herzberg in the 1960’s who determined that money was not the sole motivator. It also goes on to state how the issue of money could be mixed. Both negative and positive, a worker will not accept a job that pays less simply because the all-round package was better. However he/she may accept a similar paying job if other aspects were improved. In other words they are looking for the right balance between the two. The dissertation is crucial because it shows the organizations the reasons behind employee turnover; it explains why it is happening in an organization. The main purpose of this dissertation was examining the impact of the retention on employee turnover; high employee turnover leads to collision on the competence and continuation within the organization. It is seen that many organizations features these kinds of issues with the labor turnover because it can lead to loss of the organizations, time consuming of the management and stress in the workforce plans. The study portrays that; pay can be one of the main motives for staff turnovers, also culture of the organizations and the job satisfactions. These three factors lead to labor turnover within the organization. Employee would stay in the organization if retention strategies are available like training sessions, good work timings, and employee’s proposal. Welfare benefits can be assigned as one of the main motives; as penetration after employee retirement and insurances. And other factors like personal and job satisfaction. (Employee Retention Strategies: IT Industry, Leena James and Lissy Mathew, July-Sept2011), (the impact of career motivation and polychronicity on job satisfaction and turnover intention among hotel industry employees, Jichul Jang, B.S, August 2008) This paper can be applied to the UAE. This is because almost half of the UAE population made up of expatriates. As a result the workplace is incredibly varied. So the question is why these people come from far and wide just to seek employment. Is it money or just a better work environment? Judging by the influx of new foreigners each year it is most likely a combination of the two. Humans are different in their own way so one person’s needs may differ from another, however if there’s one thing that’s been proven it is that money cannot be the only factor when selecting a job as then no-one really benefits. References 1. Alan D. Smith, William T. Rupp, (2003),†Knowledge workers: exploring the link among performance rating, pay and motivational aspects†, Journal of Knowledge Management, Vol. 7 Iss: 1 pp. 107 – 124 2. Carolyn Stringer, Jeni Didham, Paul Theivananthampillai, (2011),†Motivation, pay satisfaction, and job satisfaction of front-line employees†, Qualitative Research in Accounting & Management, Vol. 8 Iss: 2 pp. 161 – 179 3. Anders Dysvik, BaÌŠrd Kuvaas, (2010),†Exploring the relative and combined influence of mastery-approach goals and work intrinsic motivation on employee turnover intention†, Personnel Review, Vol. 39 Iss: 5 pp. 622 – 638 4. Kevin M. Morrell, John Loan-Clarke, Adrian J. Wilkinson, (2004),†Organisational change and employee turnover†, Personnel Review, Vol. 33 Iss: 2 pp. 161 – 173 5. Abubakr M. Sulaiman and Nawal Al-Sabri (2009), Surviving through the global downtown; employee motivation and performance in healthcare industries, the open business journal. Vol. 2 Iss: 2 pp. 86 – 94 6. Stuart C. Carr, Matthew R. Hodgson, Duncan H. Vent, Ian P. Purcell, (2005),†Pay diversity across work teams: doubly de-motivating influences?†, Journal of Managerial Psychology, Vol. 20 Iss: 5 pp. 417 7. Susan Curtis, and Dennis Wright (2001), â€Å"Retaining Employees – The Fast Track to Commitment†, Management Research News, Vol 24 p.59-61 8. Jassem Abdulla, Ramdane Djebarni, Kamel Mellahi, (2011),†Determinants of job satisfaction in the UAE: A case study of the Dubai police†, Personnel Review, Vol. 40 Iss: 1 pp. 126 – 146 9. Golnaz Sadri, Brian Lees, (2001) â€Å"Developing corporate culture as a competitive advantage†, Journal of Management Development, Vol. 20 Iss: 10, pp.853 – 859 10. Dimitris Manolopoulos, (2008),†An evaluation of employee motivation in the extended public sector in Greece†, Employee Relations, Vol. 30 Iss: 1 pp. 63 – 85 11. Maria C. Osteraker, (1999),†Measuring motivation in a learning organization†, Journal of Workplace Learning, Vol. 11 Iss: 2 pp. 73 – 77 12. Industrial and Commercial Training, (1975),†Money as a motivator†, , Vol. 7 Iss: 12 pp. 508 – 508 13. Stephen Flynn, (2011),†Can you directly motivate employees? Exploding the myth†, Development and Learning in Organizations, Vol. 25 Iss: 1 pp. 11 – 15 14. A. Baines, (1991),†Appraisal-based Pay†, Work Study, Vol. 40 Iss: 2 pp. 8 – 10 15. S. Wren (1980), â€Å"Motivation is the key to reducing turnover† ,ABA Banking journal. Vol.72 Iss:9 pp.28 16. Houkes, Inge; Janssen, Peter P. M.; de Jonge, Jan; Bakker, Arnold B. (Dec 2003), â€Å"Specific determinants of intrinsic work motivation emotional exhaustion and turnover intention: A multi sample longitudinal study†, Journal of Occupational & Organizational Psychology, Vol. 76 Issue 4, p427-450. 24p. 17. Carolyn Wiley, (1997),†What motivates employees according to over 40 years of motivation surveys†, International Journal of Manpower, Vol. 18 Iss: 3 pp. 263 – 280 18. SCMS Journal of Indian Management July-September 2012, Employee Retention Strategies: IT Industry Leena James and Lissy Mathew 19. The impact of career motivation and polychonicity in job satisafaction and turnover intention among hotel industry employees, Jichul Jang, B.S., August 2008) 20. (Employee retention and turnover: Using motivational variables as a panacea; African Journal of Business Management Vol.3 (8), pp. 410-415, September, 2009 DOI: 10.5897/AJBM09.125 ISSN 1993-8233,2009; Michael O. Samuel* and Crispen Chipunza) Mohammed A. Al-Waqfi and Ingo Forstenlechner, The case of young citizens in an oil-rich Arabian Gulf economy. Of private sector fear and prejudice Vol. 41 No. 5, 2012 pp. 609-629