Founding of the City Essay Example for Free

Founding of the City Essaycapital of Norway is Norways capital city. The name capital of Norway was derived from the Old Norse word os meaning mountain and lo meaning plain or river . Thus, Oslo can be described as a place that is located beneath the mountains. The city of Oslo was founded almost1000 AD. The first evident settlement in Oslo took place in the 8th century. During the closes 1300 1600 AD, there were no significant buildings except for a few wooden houses. People of German origin may have settled along the Oslo Fjord who go up to the north from mainland Europe (Zelko 63). The first people who inhabited Oslo croakd in humble settings with the houses made of wooden and turf grass that was surrounded by pens or sheds for goats, sheep and cows. In 1286 Oslo became the city of Hansa league with close ties to the Rostock City, in northern Germ both. Like all the other settlers of Norway, the people were grouped together in form of tribes with land professers meeting with his other landed neighbors in a public assembly called Thing. Legislative assemblies were called Lagtings (Zelko 63).During the Viking age, AD800-1000 Oslo settlers grew rapidly as it had become the amount of money for good deal and shipbuilding activities and later it earned the name the Viking Capital (Oslo 1). Viking means a man from Vik, a huge bay betwixt the Cape Lindesnes in Norway and the utter of Gota River in Sweden (Britannica 1033). Norse Vikings, like other Vikings of Denmark and Sweden, were feared all over Europe as they had superior ships and weapons as well developed military organization. They were basically ratiocinationowed with extraordinary hunger for adventure (Britannica 1034).Norwegian Vikings were cognize to be ruthless and brave fighters who killed their victims and greedily loots their conquered settlements and when they were done plundering destroyed the place with fire. They changed the await of Europe as they industrious in raiding and t rade and then finally attracted by their conquered lands settled to live there. Their target places were mostly western European countries such as England, Scotland, and Iceland. Their active participation in trading had renewed the neglected European commerce of the middle Ages.Their contact with Western Europe was submissive for their Christianization and eventually unification of Norway (Britannica 1033). In 885 the first Viking Monarch, Harold the Fair-haired united Norway (Halsey 239). During his reign the settlers of Norway, including Oslo, were generally engaged in blood feuds, fightings that involve almost, if not all, disagreeing families. Even pip-squeak disputes can trigger the killing and maiming of both members of the quarreling families and if not settled can start an endless round of retaliation.The violence can be finally halt when offending families pay the wronged families which they called bot. Some dates family feuds were brought to the attention of the Lagt ings who will decide the outcome of the disputes and impose penalties. The worst penalty they can give at that time was known as outlawrya sentence that regarded the offender as if he died already. All his goods were taken away from him and he cannot exercise or claim any legal rights. In fact, anyone can kill him without facing the risk of penalty. These condemned people were left with no choice but to leave their homeland or live in the forest as an outlaw (Tseng 24).In 1050 Harald Hardrade or as commonly as King Harald III officially founded Oslo and made it the center of southern Norway. This site was located at the eastern side of the harbor on the left bank of the small Akers River (Halsey 239). Harald died in 1066 and his death ended the Viking period as raidings stopped (Norway 3). Oslo experienced a great era during the reign of Haakon V who was crowned in 1299. He decided to build the Akershus vindication in Olso to serve as his home with his wife Euphemia of Rugens, a No rthern German princess (Oslo 1).He made Oslo the capital of Norway replacing Bergen. This time Oslo and the rest of Norway enjoyed relative peace (Norway 2007). In 1318 Norway was united with the kingdom of Sweden when Duke Erik of Sweden married Princess Ingebjorg, daughter of Queen Euphemia and Hakon V Magnusson. The unification of both countries was officially write in the Bishops castle now presently know as Oslo Ladergard (Oslo City 2006). The saddest event that occurred in the early history of Oslo was the color Death that terrorized the world in 1349.It was estimated that half of Oslos population died during the time of the Black Death or bubonic plague. Bubonic plague was carried by fleas in rats from England (Oslo 2006). Because of the loss of its inhabitants and damage to agriculture Norway united together with Denmark and Sweden via the Union of Kalmar 1397(Norway 2007). During this time Copenhagen, instead of Oslo, was selected as the actual capital of Norway. Conseque ntly Oslo lost its governmental immenseness and was only regarded as a provincial administrative center while the kings lived in Copenhagen and Stockholm from 1400-1500 (Oslo City 2006).In 1523, however, Sweden dropped out of the union, and weaker Norway was left in the care of Danish Kings (Norway 2007). Part 2 Modern Era Reformation Period Like the rest of mainland Europe, Oslo was greatly affected by the Lutheran Protestant Reformation of 1537 when the German Monk Martin Luther questioned the laws of Roman Catholic Church and sought to reform the religious beliefs of the Europeans. Oslo citizens were engaged in religious conflicts(Thodock 2003). The catholic bishop of Oslo, Hans Rev was converted to Protestantism despite the reluctance of the citizens ( Oslo City 2006).Since Oslo had slightly lost its political and economic importance as a city at this time as it was being ruled by Denmark, most of the buildings constructed there were only made of wood. The city was advantageo usly destroyed by fire in 1624. King Christian IV of Denmark and Norway decided to move the town to the right bank of the Akers River and rebuild it near the Akershus Fortress. The city buildings were constructed in a Renaissance city style with rectangular blocks and renamed capital of Norway (Halsey). Scientific RevolutionThe scientific revolution changed the worlds beliefs entirely, and Norway in the punk of its Religious beliefs was proven wrong and questions concerning the scientific approach were answered. Copernicus first with his opinion on the heliocentric theory, Galileo second with proof of Copernicus theory, and Newton third with the laws of gravity to condone how and why the planets revolved around the sun. Enlightenment During the 1700s the Age of Reason or the Enlightenment flourished in Europe particularly to the Norwegian trading partners of peachy Britain and Holland.In these places people were trying to improve their lives with the use of reason instead of foll owing traditional religious or the conventional accepted beliefs. Contact with the pundit British and Dutch affected the daily life of the inhabitants of capital of Norway. Norwegian traders brought home with them not only the prized cargoes of tobacco, coffee, tea and spices but also enlightened and innovative ideas. They constructed expansive houses with magnificent gardens in accordance with the style borrowed from western Europe (Oslo City 2006). forty winksic wars At first, Denmark and Norway attempted to remain neutral in the Napoleonic wars between France and England and their respective allies in 1805. However, in 1807 England attacked the entire Danish fleet and as a result Denmark joined the war together with France against Britain (Britannica 1034). Britain cut-off trading with Norway and set up a continental blockade against Denmark and Norway wherein British navy prevented the goods from both Norway and Denmark in reaching its trading partners . This action greatly af fected the parsimoniousness of Norway.The export of fish and timber from capital of Norway as well as the import of grain from Denmark were blocked. As a result, citizens of Christiania faced an economic crisis and suffered hunger. To end their trouble, Britain loosened up its ban on Norway in 1810-13(Oslo 1991). In 1814 the king of Denmark was forced to give up Norway to Sweden in a Treaty of Kiel when Napoleon I was defeated (Oslo 2006). Eager to rebuild their government the Norwegian created its first constitution on May 17 the same year and Christiania became the capital city.In time, Christiania replaced its rival Bergen as Norways largest city. The people celebrated with joy as Christiania was expected to reclaim its old credit without giving much thought at first that they were still under the control of a foreigner, Sweden. As a capital city, Christiania once again became important politically and economically. For its newly acquired role, new monumental buildings were ere cted as venue for important functions. . They were the Royal Palace, Bank of Norway and the stock exchange Oslo Bors.Later, most Christiania citizens joined with the rest of Norway in demanding for a complete control of their own affairs. They did not want to recognize the provisions of the Treaty of Kiel and instead preferred a Danish King to rule them. Because of the political unrest , Sweden was forced to make the Act of Union of 1815,that gave Norway the privilege of having its own army, navy and parliament (Storting) and was permitted to control their own internal affairs in exchange for their strict compliance to the Treaty of Kiel (Oslo 2006).Renaissance Period Because of their internal independence, Christianias economic and political power rose. By mid 1800s, Christiania grew into a major administrative, economic and military center. The economic success brought about by the shipping and agricultural exertion made Christiania a dominant economic city of Norway (World Book 1981). The site of rapid industrial revolution in Oslo started at the Aker River around 1840. The development of Industries relied in the electricity provided by this River.Old buildings along the River were demolished and replaced with concrete large textile industrial buildings . Because of the increased jobs offered by industries the population of Christiania increased as peasants and rural populace moved to the cities hoping find work. In the beginning of the Industrial Revolution, Christianias industrial workers, like most of European industrial cities, lived in poverty as a result of low income. They mostly lived in crowded houses meant for workers in where sanitation was bad. As a result, diseases were common and spread easily.To augment family income, the children aged below ten were forced to work in the industries, an environment that was not conducive for their well-balanced growth. In fact, industries were noisy and dusty. They caused piddle and air pollution. Because o f this, the health of the children was at a risk and many contracted diseases. Resistance to diseases decreased as they lacked the time to play and sleep. In fact, schoolwork was inevitably neglected (Off 2007). Revolutions of 1848 The political revolutions in Europe in 1848 had increased the desire of Norway to demand for independence from Sweden.In the late 1800s popular Norwegian playwrights Henrik Ibsen and Bjornstjerne Bjorjornson staged a play in Christianias theater with a theme about political hypocrisy, rights of women and social problems. These plays helped Norwegians develop a sentience of nationalism. In 1901 the city of Christiania was selected by the notable Swedish inventor, Alfred Nobel to be the site for the awarding of the most prestigious Noble Peace Prize (Lundestad 2001). By 1905 Sweden granted independence to Norway and Christiania at last was freed from foreign interference that began 1300s (Halsey 240).Industrial Revolution World state of war I was inevita ble receivable to industrialization and the desire for each country had to become supreme grew. Firstly, relationships between the nations of the world were dramatically altered by the Industrial Revolution of the nineteenth century. Tensions between the industrial powers began to rise. The intensity between the industrial powers grew more and more as each country sought to expand its sphere of influence at the put down of others. Secondly, there was a growing desire by ethnic populations within the larger countries to become independent nations.Norway separated from Sweden and revolts occurred in colonies such as China, Zimbabwe, Namibia, and Ireland. War broke out in the Balkans in 1912 and again in 1913, as Bulgaria, Serbia, Macedonia, and Greece fought first the Ottoman Empire and then Austria-Hungary. Lastly, Colonies around the world were a blue-chip asset for supporting the host countrys economy. The great European powers needed raw materials and outlets for their goods. T hey wanted to expand into new colonies while still protecting the ones they already had.

Pythagoras Theorem and Financial polynomials Essay Example for Free

Pythagoras Theorem and Financial polynomials EssayPythagoras Theorem and Financial polynomialsIntroduction Ahmed and Vanessa piss interest in locating a treasure, which is buried. It is my responsibility to help the two locate it. First, I will help them locate it by the use of Pythagorean quadratic. As per Ahmeds half, the treasure is buried in the desert (2x + 6) paces form the Castle Rock while as per Vanessas half she has to passport (x) paces to the north then walk (2x + 4) paces to the east. According to the Pythagorean theorem, every right angled triangle with length (a) and (b) as well as a hypotenuse (c), has a relationship of (a2 + b2 = c2) (Larson Hostetler, 2009). In Ahmed and Vanessas case, I will let a=x, b =2x+4 and then c=2x+6. To follow, will be my efforts to arrange the measurements above into the real Pythagoras theorem equation as followsX2+ (2x+4)2=(2x+6)2 this is the equation formed out of the Pythagoras TheoremX2+42+16x+16 = 42+ 24x+36 are th e binomials squaredx2 42 on both sides can be subtracted out.X2+16x+16 = 24x +36 subtract 16x from both sidesX2+16 = 8x+36 now subtract 36 from both sidesX2-20 = 8xX2-8x-20=0 I will use to decide the function by factoring using the zero factor.(x-) (x+) the coefficient of x2Application and selection from the following (-2, 10 -10,2 -5,4 -4, -5)In this case, it seems that I am going to use -10 and 2 is as per how the expression looks like this (x-10)(x+2)=0X-10=0 or x+2=0 creation of a Byzantine equationx=10 or x=-2 these are the two probable resolutions to this equation. One of the two calculated solutions is an extraneous solutions, as it do not work with such sceneries. The remaining solution I only have is (X=10) as the number of paces Ahmed and Vanessa have to accomplish to find the lost treasure. As a result the treasure is 10 paces to the north 2x+4 connect the 10, now its 2(10)+4=24 paces to the east of Castle Rock, or 2x+6= 2(10)+6=26 paces from Castle Rock.Financial polynomial For the case of financial polynomials, I have first to write the polynomial without the parenthesis. Following the above, I have to solve for p= 2000 + r = 10% for fragment A and then solve for p= $5670 + r = 3.5% for part B, without the parenthesis as followsP + P r + P r2/4 (the original polynomial) to reach this I followed the following go(1 + r/2)2 This is because it looks as if it is foilP(1 + r/2)P (1+r/2)(1+r/2) later the two equations I combine like terms. Because I am multiplying by 2 on r/2, it cancels out both 2s and I then get left with is r as followsP(1+ r/2 + r/2 + r2/4)P(1 + 2(r/2) + r2/4)I then write in descending dedicate (P + Pr + Pr2)To solve for P=2000 and r=10% the following followsP + Pr + Pr2/42000 + 2000 (0.10) +2000 0.10242000 + 200 + 5 = $2205P(1+ r/2)22000( 1 + .10)22000(1.05)22000( 1.1025) = $2205For part B I will solve for P=5670 and r= 3.5%P + Pr + P (r2/4)5670 + 5670 (0.035) + 5670 0.03525670 + 198.45 + 1.7364375 = 5870.1864375Th is is approximately ($5870.19)The problem 70 on page 311 has the following steps(-93 + 32 15x) (-3x)The Dividend is (-93 + 32 15x), and the Divisor is (-3x).The Dividend is (-93 + 32 15x), and the Divisor is (-3x).-93 + 32 15x-3xAfter I divide -9 by -3 which equals +3. The x on the bottom cancels the x from the top.-93 + 32 15x-3x -3x -3x-9* x*x* xI am now left with 32 for the first part of the polynomial.-3 * x-9*x *x * x-3 * xI first divide 3 by -3, which equals -1 and the x from the bottom cancels out one of the xs from the top.-93 + 32 15x-3x -3x -3x3 *x *xAt this point I am left with -1x, which simplifies to just x, as the second part of the polynomial. thus-3 *x3 *x * x-3 * xThen I divide -15 by -3, which equals positive 5, and the x on the bottom cancels out the x on the top, so you do not have whatsoever xs to carry onto the answer of the equation.-93 + 32 15x-3x -3x -3x-15 *xAt this point I am left with only 5 for the last part of the polynomial, and the answer is3 2 x + 5.-3 * x-15 * x-3 * x The negative sign from the -3 x changes the plus sign in the equation to a negatively charged sign, it changes the minus sign to a plus sign in the final answer, and the equation is in Descending order.ReferenceLarson, R., Hostetler, R. P. (2009). Elementary and intermediate algebra. Boston, Mass Houghton Mifflin showtime document

Depression Anxiety in Older Adults: Gaps in the Knowledge

first gear Anxiety in Older Adults Gaps in the KnowledgeDepression and Anxiety in Older AdultsAre there gaps in current knowledge regarding diagnosis and treatment?IntroductionMental health problems in aged(a) adults can cause a massive social impact, often bringing about poor people quality of life, isolation and exclusion. Depression is one of the most debilitating mental health disorders worldwide, affecting approximately 7% of the elderly population (Global Health Data Exchange, 2010). Despite this, it is excessively one of the most underdiagnosed and undertreated conditions in the primitive care setting. Even with estimates of approximately 25% of over 65s living in the community having depressive symptoms severe enough to warrant medical intervention, only when one third discuss their symptoms with their GP. Of those that do, only 50% receive treatment as symptoms of first gear within this population often coincide with other later on life problems ( IAPT, 2009 World H ealth Organisation (WHO), 2004).Chapter 2 Literature Review2.1 Depression and Anxiety in honest-to-goodness adultsMany misconceptions surround ageing including the occurrence that first is a normal part of the ageing process. Actual evidence indicates that other physical health issues often supersede the presentation of depressive symptoms in cured adults which may suggest that the development of depression is highly influenced by deteriorating physical health (Baldwin, 2008 Baldwin et al, 2002). Depression may present differently in older adults in comparison to adolescents or even working age adults. Although the same disorder may be present throughout different stages of the lifespan, in older adults trusted symptoms of depression may be accentuated, such as somatic or psychotic symptoms and memory complaints, or suppressed, such as the feelings of sadness, in comparison to jr. people with the same disorder (Baldwin, 2008 Chiu, Tam Chiu, 2008). OConnor et al (2001) carried out a study into the influence of age on the response of major depression to electroconvulsive therapy and found that when confounding variables are controlled (age at the beginning of a study), there is no difference in the remission rates for depression in devil younger and older adults, however, relapse rates remain higher for older adults. Backing this up, Brodaty et al (1993) conducted a qualitative naturalistic study into the prognosis of depression in older adults in comparison to younger adults and again confirmed that the prognosis and remission for depression in older adults is not significantly worsened than for younger adults. However, the rigor of a qualitative naturalistic study is argued by proponents as being value-laden in nature, while criticisms of this study approach highlight it as being subjective, anecdotal and subject to researcher bias (Koch, 2006).In addition to depression, dread disorders are in like manner common among older adults, often presenting a s a comorbid condition. In 2007, 2.28 million people were diagnosed as having an anxiety disorder, with 13% of those individuals aged 65 and over. By 2026, the projected number of people diagnosed with an anxiety disorder is expect to rise by 12.7% to 2.56 million with the greatest increase expected to be seen in the older adult population ( top executives Fund, 2008). Despite the preponderance rate, anxiety is poorly researched in comparison to other psychiatric disorders in older people (Wetherell et al, 2005). Of the anxiety disorders, phobic disorders and generalised anxiety disorder (GAD) are the two most common in older people (Bryant et al, 2008). It wasnt until 1980 that the American Psychiatric Association (APA) published the Diagnostic and Statistical Manual of Mental Disorders (DSM) tertiary Edition which introduced Generalised Anxiety Disorder (GAD) into the psychiatric nomenclature, distinguishing it from other anxiety disorders for the first time (APA, 1980). MCManus et al (2009) estimate that in England only, as many as 4.4% of people in England suffer with GAD with prevalence rates between 1.2 and 2.5 times higher for women than men (Prajapati, 2012).Post-Traumatic Stress Disorder (PTSD) has received more clinical interest lately, correlating with individuals from the Second World War, Holocaust and Vietnam Veterans reaching or being well into old age and increasing recognition of PTSD. Despite this, data relating to prevalence rates still remains limited with research tending to focus on specific populations as opposed to community figures, for example, with regards to UK war veterans, approximately 30% will develop PTSD (pickingupthepieces.org.au, 2014). Unfortunately, stigma tends to misrepresent PTSD statistics as sufferers tend not to seek diagnosis or researcher bias is present. brit (2000) found that many service personal within the military stated that admitting to a mental health problem was not only more stigmatising that admitting to a physical health problem but they also believed it would have a more detrimental impact on their career prospects. Furthermore, Mueller (2009) conducted a study into revelation attitudes in which it was concluded that these attitudes can strongly predict symptom severity. With this in mind, it is important to stress the importance of practicing within the limits of NMC (2008) code of conduct in which monotonous positive regards must be show by all nursing staff whilst incorporating a non-bias attitude in practice.Anxiety and depression comorbidity is well established. A longitudinal study, noted for its beneficial adaptability in enabling the researcher to look at changes over time, conducted by Balkom et al (2000) found that in a hit-or-miss community sample of adults (55 and older), who were diagnosed as having an anxiety disorder, 13% also met the criteria of major depressive disorder (MDD). Adding weight to the evidence of anxiety and depression comorbidity in older adul ts, Schaub (2000) who also conducted a longitudinal study, found that 29.4% of a sample of older adults in a German community met the criteria for a depressive disorder. Longitudinal studies are thought to leave in their validity due to the attrition of randomly assigned participants during the course of the study, thus producing a final sample that is not a true standard of the population sampled (Rivet-Amico, 2009).King-Kallimanis, Gum and Kohn (2009) examined current and lifetime comorbidity of anxiety with depression. Within a 12 month period they found 51.8% of older adults with MDD in the United States also met the diagnostic criteria for an anxiety disorder. There is evidence to suggest that the first presentation of anxiety symptoms in older adults suggests an underlying depressive disorder (Chiu et al, 2008). Unfortunately, comorbid anxiety and depression in older adults is associated with much higher risks of suicidal symptoms (Bartels et al, 2002 Lenze et al, 2000) in a ddition to increased reports of more severe psychiatric and somatic symptoms and poorer social functioning when compared to depression alone (Lenze et al, 2000 Schoevers et al, 2003).2.2 Diagnosis and Screening ToolsAPP TO PRACTICEDementia, along with depression and other priority mental disorders are included in the WHO Mental Health Gap achievement Programme (mhGAP). This programme aims to improve care for mental, neurological and substance use disorders through providing guidance and tools to develop health services in resource poor areas.Synthesis and utilization of empirical research is an important aspect of evidence-based care. Only within the context of the holistic assessment, can the highest quality of care be achieved.ReferencesBaldwin, R., Chiu, E., Katona, C., and Graham, N. 2002. Guidelines on depression in older people Practising the evidence. London Martin Dunitz Ltd.Baldwin, R. 2008. Mood disorders depressive disorders. In Jacob R et al, Oxford Textbook of Older Ag e psychological medicine. Oxford Oxford University Press.Balkom, V., Beekman , A., de Beurs, E., et al. Comorbidity of the anxiety disorders in a community-based older population in the Netherlands Online. Acta Psychiatrica Scandinavica 101(-). Pp 3745. uncommitted at https//www-swetswise-com.abc.cardiff.ac.uk/FullTextProxy/swproxy?url=http//onlinelibrary.wiley.coc/resolve/doi/pdf?DOI=10.1034/j.1600-0447.2000.101001037.xts=1409279416128cs=1533436201userName=0000884.ipdireciemCondId=884articleID=25446758yevoID=1585273titleID=2498remoteAddr=131.251.137.64hostType=PRO Accessed 29th sublime 2014.Bartels, S., Coakley, E., Oxman, T., et al. 2002. Suicidal and death ideation in older primary care patients with depression, anxiety, and at-risk alcohol use. American journal of Psychiatry.159(10) pp.417427.Brodaty, H., Harris, L., Peters, K., Wilhelm, K., Hickie, I., Boyce, P., Mitchell, P., Parker, G., and Eyers, K. 1993. Prognosis of depression in the elderly. A comparison with younger pa tients Online. The British ledger of Psychiatry 163(-) pp589-596. Available at http//bjp.rcpsych.org/content/163/5/589BIBL Accessed 27th August 2014.Chiu, H., Tam,W., and Chiu, E. 2008. WPA educational program on depressivedisorders Depressive disorders in older persons. World Psychiatric Association (WPA).Kings Fund. 2008. Paying the price The cost of mental health care in England to 2026 Online. London Kings Fund. Available at http//www.kingsfund.org.uk/sites/files/kf/Paying-the-Price-the-cost-of-mental-health-care-England-2026-McCrone-Dhanasiri-Patel-Knapp-Lawton-Smith-Kings-Fund-May-2008_0.pdf Accessed 17th August 2014.Koch, T. 2006. Establishing rigour in qualitative research the decision trail. Journal of Advanced Nursing 53(1) pp. 91-100Lenze, E., Mulsant, B., Shear M, et al. 2000. Comorbid anxiety disorders in depressed elderly patients Online. American Journal of Psychiatry. 157(-) pp.722728. Available at http//ajp.psychiatryonline.org.abc.cardiff.ac.uk/data/Journals/AJP/3 712/722.pdf?resultClick=3 Accessed 29th August 2014.OConnor, M., Knapp, R., Husain, M., et al. 2001. The influence of age on the response of major depression to electroconvulsive therapy a shopping center report. American Journal of Geriatric Psychiatry. 9(-) pp. 382390Rivet-Amico, K. 2009. Percent Total Attrition A Poor Metric for Study Rigor in Hosted Intervention Designs Online. American Journal of Public Health 99(9) pp 1567-1575. Available at http//www.ncbi.nlm.nih.gov/pmc/articles/PMC2724469/ Accessed 22nd August 2014.Schaub, R., Linden, M. 2000. Anxiety and anxiety disorders in the old and very oldresults from the Berlin Aging Study (BASE) Online. spaciotemporal Psychiatry. 41(-) pp 4854. Available at http//ac.els-cdn.com.abc.cardiff.ac.uk/S0010440X00800085/1-s2.0-S0010440X00800085-main.pdf?_tid=25fb884e-2f25-11e4-ae4a-00000aab0f6bacdnat=1409279912_0012d28347b6791e31a8b5199f3daaa1 Accessed 29th August 2014.Schoevers, R., Beekman, A., Deeg, D., et al. 2003. The natural histo ry of late-life depression results from the Amsterdam Study of the Elderly (AMSTEL) Online. Journal of Affective Disorders.76(1) pp 514. Available at http//ac.els-cdn.com.abc.cardiff.ac.uk/S0165032702000605/1-s2.0-S0165032702000605-main.pdf?_tid=1814aa80-2f34-11e4-a381-00000aab0f27acdnat=1409286331_4cb7efb58af9c004b37dc4825f8831d5 Accessed 19th August 2014.

Transforming Hr Into Strategic Functions Management Essay

Trans get toing Hr Into Strategic Functions Management EssayHigh competition, pressure imposed by environmental wobbles, accelerated trends for change, and overbold trouble techniques have ca utilize enterprises to evolve dramatically with respect to their coordinate as well as cultural and human resources (Garcia, 1997 cited in ).Nowadays, it is primary(prenominal) to consider HRM as a strategic proportionality within the wider improvement of quality and good marketing position. HRM can be said to be a strategic coherent approach to the concern of an heavy laws roughly nourishd assets- the muckle starting there, who individually and collectively contribute to the achievement of its objectives (Armstrong, 2000).The field of strategic human resources counsel has enjoyed a remarkable ascendancy during the one- cartridge clip(prenominal) two decades, as some(prenominal) an academic literature and focus on worry practice (Becker Huselid, 2006). The transition from the older HR practice with focus on staff matter to a subject of re-birth which focuses on linking people as organisational asset with the vexation strategy of the firm (Niehaus, 1995) means that the HR passe-partout is performing a recent and more than challenging responsibility that requires new competencies and skills. The Human Resource function should be strategically integrated with a companys personal line of credit plan to help the company achieve its condescension objectives. The objective of HR callingals is to plug that HR adds measure out to strategic planning and production line results of the organization (Ulrich, 2001).HR privations alignment with new(prenominal) departmental goalsTo be involved with the over-all strategy, HR pauperizations to be line up with the organization. One Harvard survey found that 80% of HR departments lack a strategic planning exercise that aligns it spending with the organizations strategy (Norton, 2001). HR needs to break inte rdependent with the rest of the organization. HR needs to take a comprehensive approach that aligns its actions with the entire organizational strategy. The motivation to correct these HR problems is high because the strategic integration of HR into an organization achieves a competitive advantage. HR has much to contribute in a strategic controling role. The ultimate goal is for HR to support an organization through the management of human capital, which is the major(ip) subset of the broader organizations strategy. HR needs to be part of the organizations strategy suppuration. In order for HR to effectively align itself with the strategy of an organization, it must present surmount management with solutions that address the strategic need and support of the organization (Freedman, 2004).Definition of Human Resource switchingBeer (1997) argued that the HR function needs to shed its traditional administrative role and adopt a new strategic role, aimed at developing the organis ation and the capabilities of its managers. The drive towards a more strategic HR function has pre-occupied the profession for some time and HR functions ar increasingly under pressure to stick a strategic traffic mate or an internal consultant, to become aligned to the stemma strategy, demonstrate its added value (Alvargons, 1997, p.9), and latterly, to become involved in Human Capital Management. HR masters aspire to a strategic role because it get alongs their status, makes their work more interesting, lifts their personal career horizons and (hope risey) is better for the business as a whole. One of the biggest perceived barriers to achieving this strategic role is the amount of time spent on administrative work although the amount of time spent on administration has been steadily falling over recent years, to 36% from 50% between 2003 and 2007 (CIPD, 2007a), a Mercer report on the HR function (Mercer, 2007) confirmed that HR teams would like to reduce the time spent on d elivering assistances, transactions and compliance even more. The rejoinder by legion(predicate) HR functions has been to undertake a programme of significant organisational change, frequently labelled as variation.Human Resources conversion has been defined as followsThe mould of recreating or reinventing the HR function such(prenominal) as re-engineering, restructuring, implementing new systems or a new HR service delivery model, outsourcing or co-sourcing with the specific jailed of enhancing HRs contribution to the business (Mercer, 2007, p.1).HR shift key is something through internally to improve the ability of the human resources group to work more effectively with management teams, creating great value, bringing more timely information, becoming a better business partner. Steve Klingbeil, Partner Chazey PartnersA true definition of HR shift key is an integrated, aligned, innovative, and business-focused approach to redefining how HR work is done within an organiz ation so that it helps the organization deliver on the promises made to customers, investors, stakeholders, and other stakeholders. (HRT- building Human Resources from the outside in, Ulrich, 2009)Drivers and Barriers for HR TransformationAccording to a 2005 survey (Rampat 2005, p. 7) key drivers for HR transformation embroil the followingMaking HR strategicImproving HR serviceResponding to changes in businessBenefiting from new technologyBetter managing the cost of internal cognitive processesThe same survey also revealed the following key barriers to the success of HR transformation escape of appropriate skills among HR staffLack of appropriate support technologyAn unwillingness to take risk or deal with complexityDifficulties in dealing with bureaucracyDifficulties in dealing with corporate or international cultural differencesLack of employee buy-in to HR TransformationFailure in building a business case to support changeLack of genuine top management supportRegulatory cons traintsUnionsAccording to the 2008 Global HR Transformation Report done by Human Resource Outsourcing Association (HROA) in association with Automatic Data Processing (ADP), among the keys to success in achieving HR transformation goals are access to better tools/resources improved/new technology, use of online tools and services, and automation of processesChange management and education change management planning prior to implementing a transformation programme, cultural acceptance of change, training and motivation to encourage and engage staff in the transformation, and pre-transformation agreement on the programme goalsManagement support at both the top and line take aims gaining top-level management support, and as much line-manager level buy-in as possible, prior to programme introduction and, continually demonstrating the benefits of the programme to attempt to increase line-level buy-in over timeAlignment, focus and standardisation alignment between HR and business units, harmonisation of processes, centralisation of services, standardised reportingThe New Roles and Competencies of the HR ProfessionalDavid Ulrich and Wayne Brockbank (2005) have created a model that describes the new roles of human resource victors. They stress on the importance of building professional, credible relationships across the organization, and performing in a manner that both supports the business and preserves the integrity of the profession. As they outline the new capabilities of the human resource function the role of strategic talent management begins to emerge. Human resources professionals become less responsible for providing service and more accountable for facilitating better decisions.David Ulrich defined 5 major HR Roles in his HR Model to build streamlined and modern Human Resources professionals.Figure 2.1 HR roles defined by UlrichHR Professionals are Employee Advocate, with the responsibility to make sure that the employer -employee relationship is one of reciprocal value Furthermore, the build workforce of the futurity through the Human Capital Developer. They are also Functional Expert who design and delivers hr practices that ensures individual competence and organizational strength. As Strategic Partner, they help line managers at all levels meet their goals. And to sum the first four roles, HR Leaders need to lead and value their protest function. Ulrich et Al., (2005)There are six major factors of HR competencies according to Ulrich et al., (2009), they believe that it is vital for the HR function to be a strategic professional player in a changing world. The two arrows (see figure 2.2 below) illustrate that HR must consider both aspects of the business, i.e. people and business oriented. The characteristics/roles HR people must have or play (six circles within the V shape below) to achieve will be described come along.Figure 2.2 Competency model by Ulrich and BrockbankCredible activists build relationships of trust based on facts and have a point of view not just or so HR issues, but about business issues.Operational executors do the operational work that have to be addressed by HR, using information systems to ensure better, faster and cheaper HR delivery. business organisation allies demonstrate a firm grasp on how the organization operates, how they work to enable to make a profit and compete.Culture and change stewards support the organization in identifying and facilitating important changes that improve the capabilities of the organization to compete. It is important that HR professionals help to formulate, communicate and create the organizational coating.Talent managers and organizational designers submit important support and counsel in both employees emergence (for example, competence and career development) and how the organization capability.Strategy architects contribute to the development, execution and communication of winning strategies. They prepare themselves for the future b y drawing strategies to meet upcoming challenges.Possessing the competencies and performing the roles mentioned above, HR departments will derive their goals from the business objectives of the organization and become more strategically involved.HR Transformation and TechnologyRapid improvements in technologies are changing the way work is performed by HR professionals from being administrative to todays a more strategic role. With new approaches such as Human Resource Information System (HRIS), web-enabled HR applications, HR self-service and Enterprise Resource Planning (ERP), HR practitioners are forthwith more involved in strategic decision making.A key development in the field of IT is the emergence of enterprise resource planning (ERP) applications, such as Oracle, SAP and PeopleSoft. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organization (Markus and Tanis , 2000). ERP packages whitethorn be configured to more well-nigh fit an enterprises structure, business practices and workflow (Chalmers, 1999).Recently, the HR function has had to adopt a more value adding role to the organization. With the egression of information technology, HR can be relieved from the burden of transactional human resource activities and this can be accomplished either by outsourcing some of the HR function, but what would be more relevant to this study, is to use technology solutions.There is a greater opportunity for HR professionals to become a strategic partnerSelf-ServiceHR self-service technology assists in meeting the needs of employees and managers, while supporting business objectives (Keebler Rhodes, 2002). Employee Self Service allow employees to manage their own HR activities such as updating their own personal details, leave application, nominate themselves for training, facilitating feedback and giving them visibility of the information held abo ut them on HR systems. Eventually, HR professionals can concentrate on value added HR activities and spend fewer resources in managing administrative HR activities. Manager Self-Service (MSS) jells the information managers need at their fingertips giving them the ability to more closely monitor and direct their team towards the strategic goals of the organization. line of descent Partner ModelWithin this transformational HRM area, Walker (2001) breaks this down further into three types of work done in transformational e-HRM. These types of work include strategic partnering with the business, creating centres of expertise and administration of service centres.In order to move to the third level of HRM, Beatty (2001) identifies five success factors.These include changing the culture of HR, the people employed in the HR function, and also their competencies, developmental needs and their achievement the roles and responsibilities of individuals performing HR activities, that is, the structure of the HR function HR processes or HR products service delivery and development and finally the technology used for HR functions, which whitethorn include enterprise-wide systems and custom systems.HR Shared Services CentresHR shared service centre is defined as follows by (Brescia and Hartness, 2001)A centralized location where customer transactions and customer enquiries are handledIncreasingly, HR are presently using the shared services concept to drive down costs, provide increased levels of service and improve data accuracy and integrity. HR shared service centers help transform HR into a business-driven function focused on facilitating and supporting organizational change. HR shared service centre is usually a part of a wider transformation of HR structure within the organization. Shared service centers are usually proposed for the organizations strategic reasons in order to improve the capability and effectiveness of HR function. The HR shared service centre can in clude the full service from routine administration in recruitment, payroll and training, or provide specialist HR information and advice on HR policy and practice.While HR shared services provide quantifiable benefits in terms of cost reduction (through achieving economies of scale, the standardization of process, better management structures, etc.), the strategic benefits achievable from HR transformation are significantly more important. Strategic benefits of HR shared services include sharing more relevant and accurate information across the organization (sharing HR best practice, leveraging HR expertise, pooling knowledge across different parts of the organization and different geographical regions), achieving greater structural flexibility, improving organizational learning, and freeing up HR from day-to-day routine enquiries.Centres of Expertise (CoE)CoE provide specialist technical and professional support to the business and other areas of HR on specialist HR topics. CoE HR professionals play a number of important roles that should be clarified in an HR transformationThey create service menus aligned with the capabilities driving business strategy.They diagnose needs and recommend services around appropriate to the situation.They collaborate with embedded HR professionals in selecting and implementing the right services.They create new menu offerings if the current offerings are insufficient.They manage the menu.They shepherd the learning community within the organization.Strategic Business PartnerSenior HR professionals workings closely with business leaders influencing and steering strategy and strategy implementation. The role can vary enormously depending on organisational size and business priorities. Some activities that strategic partners are likely to be involved in includeorganisational and people capability buildinglonger term resource and talent management planningusing business insights to drive change in people management practicesIntell igence gathering of good people management practices internally and externally, so they can raise issues that executives may not be aware of.Model for HR TransformationThe following HR Transformation is a four phased model proposed by Ulrich et al., (2009)Business Context (Why)Phase one addresses the question why carry out transformation? To start Human Resource Transformation journey it is important to ensure that the context of the business is clearly understood by all those involved in the transformation process. Ulrich et al., (2009) believe that when the presenting problem for HR transformation comes from the context of the business and from the expectations of key stakeholders, then the case for transformation is stronger than if the presenting problem originates primarily inside the business.Outcomes (What)Phase two explains the expected outcomes from the transformation. Hr transformation should also change the fundamental identity, culture, or image of the business. This out come is referred to as defining and building capabilities. These capabilities become the identity of the firm, the deliverables of HR practices, and the keys to implementing business strategy.Redesign HR (How)This phase has three components, all(prenominal) of which is a way of defining what we mean by HRThe HR function or department may need to be redesigned.HR professionals may be upgraded to possess the competencies required to do their work.HR practices may be transformed to be more effectively or more fully aligned, integrated, and innovative.The transformation model focuses on redesigning the HR function to make sure that it is aligned with business strategy. The redesigned of HR needs to differentiate between transactional and transformational work. Furthermore competencies of HR professional may need upgrade in order to perform their roles in the new organization.Hr practices may need to be revamped. Four domains representing the flows or process central to organizational s uccess are as follows extend of people- ensuring talent availability to accomplish organisational strategy.Flow of performance management- promoting accountability for performance and rewarding itFlow of information- ensuring employees is given information needed to do their work properly.Flow of work- who does the work, how and where work is done and ensure quality outputs.The flows should also be integrated with each other to bring results.Accountability (Who)Line managers are ultimately accountable for ensuring that the organization has the right talent and right structures in place to deliver on the expectations of customers, shareholders and communities. light-headed role definition and rigorous accountability will help an HR transformation succeed.HR Transformation achieved at AT TAnne Fritz, vice-president HR, who has been with ATT for almost 30 years, said As competition, rapid technological breakthroughs and globalization turned our business upside down the old HR model co uld not support the need for strategic change. Now, our role is to help internal partners to succeed in sometimes-fragile states of competitiveness and to ensure that we have the talent in place to build future business capability. Doing so delivers a value-adding service.HR transformation was achieved through key steps that represent a good-practice model for integrating the HR function with business strategies and reorient organizational performance to corporate goals. The key steps wereDetermining strategic business needs customers, growth, reducing cost and technology reviewing organizational structure, dynamics and systems define the strategic implications for HR continuous learning, team working and empowermentIdentifying HR systems those that were required to support organizational, structural and cultural changeLeveraging HR capability through leading-edge practices leading, staffing, performance management and educationDevising high-level HR initiatives for special ne eds, such as workforce planning and downsizing.Implications of the Human Resource Transformation in the Telecommunication IndustryThe HR Transformation model proposed by Ulrich and HRT process at AT T will be used as background for this study. The different components in the above transformation process at AT T key steps are interrelated, only those that on the face of it represent the important practices and or potential constraints in HRT will be further explained below.EmpowermentEmpowerment is an essential element of organizational change and transformation as the global business environment becomes ever more competitive.By enabling managers and employees to have more control over their work and their working lives, they are being empowered.Employee Self-Service (ESS) has a great influence on the empowerment aspect. ESS allows employees to help themselves (changing their personal details, checking or applying for leaves, etc), thus HR professionals are now free to spend less time on day-to-day recordkeeping and focus on value-added functions that aid in meeting the goals and objectives of the organization (i.e., talent management, staff development and retention, performance management, rewards, etc.). Furthermore MSS enable managers processing basic HR transaction (appraisals) and retrieve data without involving the HR professionals. leadingEffective lead of the change process is fundamental to its success (Buckingham, 2005Hunt Buzan, 1999 Johnson Uline, 2005 Kamener, 2004).The concept of managerial leadership permeates and structures the theory and practice of work organizations and hence the way we understand SHRM. In the management texts, leadership has been defined in terms of traits, behaviour, contingency, power, and occupation of an administrative position. Most definitions reflect the assumption that leadership involves a process whereby an individual exerts influence upon others in anorganizational context.Employee satisfaction, motivation, and dedication are of major importance when it comes to retain the most valuable employees and this is where a strong leadership becomes very important. There is a difference between management and leadership. Leadership means understanding the corporate mission, developing goals which support the mission, then using personal and management skills to help build a stable, skillful, productive and well-to-do workforce. Leadership is seen as the power to inspire and motivate the ability to permeate employees with the desire to change the organization to the best.Training and developmentSwanson (1995) defined employee training and development as the process of systematically developing expertise in individuals for the purpose of improving performance. Trainings strategic contributions to the organizations goal include new employee orientations, diagnosis and correction of skills problems, remedial training and sometimes long-term career development (Ceriello and Freeman, 1991).Indee d training and development is an important aspect in HRT, with new technologies, enhancement of HR practices and processes put in place, training will be required to adapt to new HR requirements.Link Survey of Global HR Challenges Yesterday, today and tomorrow PWCLeadership development also proves to be a big challenge. HR professionals continue to wrestle with understanding the best ways to keep people in the air and develop leaders for future succession planning. Increasingly recognized as becoming strategic business partners within their organizations, HR professionals are expected to provide the essential frameworks, processes, tools, and points of view needed for the selection and development of future leaders. Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained, that the culture of the organization supports performance from within to gain market position, and that managers are equippe d to take on leadership roles of the future so that the organization is viable in the long term.Performance ManagementPerformance management is a holistic process, bringing together many of the elements which go to make up the successful practice of people management, including in particular learning and development. Performance management is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own skills, behavior and contributions.At AT T performance HR initiatives is monitored by using the corporations top-level business performance measuresCustomer value-added. The degree to which the competencies, people-planning and culture/design requirements have an impact on customer satisfaction.Financials. Revenues, cost reductions and earnings realized from the deployment of competencies, people planning and performance management.People value-added. A measure of the degree to which employee per ceptions of leadership, job satisfaction and diversity issues, among others, meet or exceed corporate goals and objectives for all four requirements of the performance-system model.Performance management will aid the HR Transformation process, measuring the performance of employees will help in monitoring the productivity in the organization and establishing a culture of continuous learning, motivation that will result in better ROI. HR managers and professionals must take the lead in building and maintaining this performance culture and in ensuring it permeates the organization. Rewards are often credited as a source of motivation.CommunicationGood communication between HR function, line managers and employees is essential. Employees need to feel they form part of the organisation and have to be made aware of what is happening within their workplace. Lack of communication to employees can lead to confusion, rumours, misinterpretations and negative morale. Managers often theorize t hat employees are more aware than they really are. By building strong communication messages to employees this could help obtain commitment of employees which is important to the good functioning of the business where HRM is being transformed strategically.User involvementAll parties should be involvedChange management (structural and cultural change) The Inside Track on HROutsourcing well-kept HR and Other Success StrategiesBruce Barge, Namrata Mundhra and Hameedah Merchant, 2007The changes associated with HR transformation put enormous pressure on HR. HR transformation has a wide reach, often affecting the entire organization. With the emphasis of HRO on self-service, managers and employees often have concerns about the decrease in face-to-face contact with HR. HR staff often have fears about performance expectations that are connected more strategically to the business. Business leaders might have doubts about HRs ability to attain a more strategic role.Further, while HR is ofte n the champion of change in an organization, there are unique challenges in managing change around HR transformation. HR is alleged(a) to be a role model of effective change management, yet in this case it is the function that will need to navigate through the most wrenching change as HR transforms itself to accept a new and difficult role.A strong understanding of stakeholder concerns and interests is necessary to take a proactive approach to change management. An impact analysis provides a basis from which enablers and barriers to change can be identified. In an impact analysis, a sample population from the stakeholder groups, including executives, managers, employees and HR staff, is surveyed through focus groups and interviews. The findings of the impact analysis drive the development and execution of practical approaches to effect change, which are documented in a change management plan. HRO should help the HR generalist, or business partner, staff focus more resources on the crucial change and talent issues that drive competitive success of the business.HR needs to change and lead change initiatives to transform other functions. If HR transformation is implemented skillfully, HR professionals will become a much more vital contributor to organizational success through business partnership and strong leadership.Hr professionalsEngage in projects with other departmentsRole and competenciesTraining, coaching directAttract, hire, retain talentEmployeesBe more empoweredParticipateEngage on self-learningCommittedLine ManagersEncourage movement of staff to work collaboratively with other departmentsEmpower and motivate staffsBuilding Employee Commitmentencouraging employees professional development, compensating them fairlyuse MSSfine tune hr strategy to fit with org strategystructure and resource allocationcommunicating strategy, organization changes at all levels

A Problem Question on Company Law

A Problem Question on Company LawIssueThe case is about a large flower shop where the conflict between a coach-and-four and the two workers arose. The employer of the manager, James, pays him a salary of $100,000 per year to manage the business, which includes some 15 employees, including 2 cleaners and 6 flower arrangers.Two flower arrangers, Dan and surface-to-air missile, crap been pestering the manager for weeks about getting an increase in their hourly rate. The manager has repeatedly explained to Dan and Sam that he cannot agree to a pay rise without first speaking to James, and that as he is overseas, that will not happen until the end of the month. Dan and Sam are becoming increasingly frustrated with his refusal to consider their request. One Wednesday morning(the busiest day), Dan and Sam confront the manager and tell him that unless he agrees to increase their hourly rate by $5 per hour, they are going to walk out with the 4 other flower arrangers, leaving the manager to fulfil the orders on his own. The manager has no excerption but to agree to their request, as there are four wedding orders that must be done today. The manager promises to adjust their pay as requested. Once the day is finished, you sit down and consider the ramifications.This essay argues thatIs the manager legally obliged to come up his promise? What are the legal remedies?If the manager did not agree to their term, and they walked out, what would he has been able to do if the orders werent fulfilled and the business lost $10,000/-?LawStilk v Myrick 1809 1 is a contract law case of the face High Court on the subject of consideration. In his verdict, the judge, decided that in cases where an individual was bound to do a transaction under an existing contract, that duty could not be considered valid consideration for a new contract.According to the Law of Employment 2 Eachcontract3 of employment contains terms and conditions by which the parties of the contract i.e. empoyer a nd employee regulate their relationship. These terms may be in black white or spoken. More often, the appointment letters, job descriptions, policy manuals, workplace rules practicesare considered to be the part of terms of the contract. such(prenominal) terms impose a legal binding on both of the parties of contract to perform their consideration in adequate manner. These terms can too include restrictions such as period of employment, amount of lease, serving of notice periods, etcApplicationAccording to the aforemetioned case, Stilk v Myrick 1809 and keeping in view the dominion of precedent, the manager is not legally obliged to keep his promise, because there was no additional consideration, fulfilled by the workers who remained at the flower shop against the additional pay which they claimed. in the beginning they start pestering the manager for the salary increase they had undertaken to do all that they could under all the circumstances at the workplace. They had sold al l their services at the previous wage rate. Therefore, without looking to the policy of this agreement, it is void for want of extra pay for the same consideration which they committed before, and that the plaintiff can only rule the same, without making any claim for legal remedies.As discussed above, if the terms of agreement carries any binding of serving a fixed employment period or a notice period before leaving the employment then the employees could not blackmail the manager by saying that they will quite immediately, if no arise of pay is made by the manager. In this scenario, the employees will be liable to pay for the reparation resulted by their breach of employment contract. Such damages can be calculated by two ways The Expectation Interest 4 and The Reliance Interest 5.ConclusionIn view of above and the principle of precedent 6, it can be concluded that due to no offereing of any additional consideration from the end of flower arrangers and trying to blackmail the ma nager for promise them to pay extra wage, the promise made by the manager becomes null and void and has no legal value. Thus, the manager is not legally obliged to keep his promise and for any of the legal remedies.BibliographyBooksContract Law, 7th mutation by Poole, JillContract Law, 7th Edition by McKendrick, EwanBlack Law Dictionary, 5th EditionArticlesLegal Studies by P Luther, Campbell, Espinasse and the Sailors 1999Consideration Practical Benefit and the Emperors New Clothes by M Chen-Wishart, in Good creed and Fault in Contract Law1995 by J Beatson and D FriedmannWeblinksThe Law Handbook http//www.lawhandbook.org.au/handbook/1 Stilk was contracted to work on a ship possess by Myrick for 5 a month, promising to do anything needed in the voyage regardless of emergencies. aft(prenominal) the ship docked at Cronstadt two men deserted, and later on failing to find replacements the captain promised the crew the wages of those two men divided between them if they fulfilled th e duties of the missing crewmen as well as their own. After arriving at their home port the captain refused to pay the crew the money he had promised to them. When the matter was brought in front of the court the decision was made by the Judge, that since the crew members made no extra performance as consideration of the contract, thus they are not entitled to receive any extra wage for that.2 Thetype of lawthatgovernstheemployer and employeerelationship, which includesemploymentcontracts of individuals.3 An oral or written agreement, such as relating to employment, sales, etc, that has ability of enforceablity by law.4 The court aim to put the plaintiff in the position which he would have been in, if the contract had been performed.5 The court aim to put the plaintiff in the position which he would have been in, if the contract had not formed6 A precedent is a principle or rule established in a previouslegal casethat is either binding on or persuasive for acourtor other tribunal wh en deciding succeeding cases with similar issues orfacts.

Satire, Humor, and Shock Value in Swifts A Modest Proposal Essay

Satire, Humor, and Shock Value in Swifts A Modest Proposal Swifts subject matter to the English government in A Modest Proposal deals with the disgusting state of the English-Irish common people. Swift, as the narrator expresses pity for the poor and oppressed, while maintaining his tender status far above them. The poor and oppressed that he refers to ar Catholics, peasants, and the poor homeless men, women, and children of the kingdom. This is what Swift is trying to make the English government, in special(a) the Parliament aware of the great socioeconomic distance between the increasing number of peasants and the aristocracy, and the effects thereof. Swift conveys his message in a brilliant essay, in which he uses satire, humor and shock value. Swift pursues his main point in the first paragraph It is a melancholy object to those who walk through Dublin . . .when they play . . .beggars of the female sex, follow ed by three, four, or six children, all in rags and importuning every passenger for an alms. These mothers instead of being able to work for their honest livelihood, are oblige to employ all their time in strolling to beg sustenance for their helpless infants, who, as they grow up, either turn thieves for want of work or urge for the Pretender in Spain. (2181) The last statement regarding the Pretender in Spain is a stab at Catholicism, the Pretender, being the Catholic James II, claimant to the English crown. In fact, Catholics are the butt of many sardonic jokes in the essay. ... ...and hammering the condemning social statement into the reader. Swift goes beyond just describing the socioeconomic distance between the aristocracy and the poor. He goes beyond showing the deplorable state of the country. Swift clearly s hows the ludicrous nature of the society in which he lived, the feudal system, religious conflicts, the lose of social mobility, the aristocracy, and overpopulation. In condemning Catholics, he is condemning the Irish. In making the Irish out to be a problem that can be lick by this proposal, he shows his disapproval of English involvement in Irish affairs, and furthermore, the expanding British Empire. Thus A Modest Proposal does not present an behave to the societal problems of its day, but ultimately raises more questions. Not questions of fact, but questions of a profound socio-philosophical nature.

Middle Passage :: essays papers

Middle PassageThe triangular trade system was so named because the ships embarked from European ports, stopped in Africa to gather captives, after which they set bug out for the New World to deliver their human cargo, and then returned to the port where they had originated. The Middle Passage was that leg of the slave triangle that brought the human cargo from West Africa to northwesterly America, South America, and the Caribbean. Depending on ship design, weather conditions, and points of departure and arrival, the journey across the middle passage lasted from six weeks to three months. A few days originally departure on the slave ships, all enslaved men, women, and children had their heads shaved, supposedly to reduce the spread of disease and facilitate hygiene. On the day of departure for the New World, they gave slaves who had been confined to the memory camps awaiting ships an abundant meal, signaling their last hours on their home continent of Africa. They were then s tripped naked of their clothes, chained in pairs by the ankles, and taken by canoes, normally at night, to slave ships which were usually anchored in the harbors. Inside the ships, slaves were stacked and crammed into the dark and small holds, which now became their home. The conditions on slave ships repulsive, horrifying, painful, and inhumane. These peoples entire journey was primarily worn out(p) sitting on top of each other on wooden plank floors. Besides many diseases, ship holds were poorly ventilated, sometimes causing asphyxiation during storms when the few existing hatches had to be closed. And of course, normal bodily functions had to be done people used the restroom, bled, vomited, coughed, sneezed, died, etc., all in the holds of slave ships. In addition to the malodour of slave ships, the practice of throwing dead and dying slaves overboard brought sharks from miles around to feed on the bodies. Many people committed suicide by jumping overboard or hanging the mselves with any available rope. It has been said that if the Atlantic Ocean were to dry up today, there would be a trail of human mug up stretching from Africa to the Americas.