What are the Reasons Behind Challenging Behaviour in residential care situations Essay Example for Free

What are the Reasons Behind Challenging Behaviour in residential care situations Essay Residential Care is local authority and privately owned residences within which Looked After Children (LACs) aged thirteen to eighteen reside. Challenging behaviour is a term defined as two main types: disruptive or externalised behaviours which may include some of the following: aggressive behaviour such as fighting, disobedience, tantrums, destruction of property, bullying and attention-seeking; non-disrupting or internalised behaviours including depression and anxiety. Symptoms of the latter include tension, inferiority complexes, unhappiness, feelings of worthlessness, timidity, social isolation and hypersensitivity (Hayden et al. 1999). Within my research I will be focusing upon externalised behaviours, specifically tantrums which are defined as episodes of extreme anger and frustration characterised by crying, screaming, shouting and violent body motions, including throwing things (Encyclopaedia of Children’s Health [online] 2011). My interest in this area stems from placement experience when two young men I worked with were reading an article Breaking the law in and inside in Who Cares Magazine (2010), a publication they receive every month. Within the publication was a letter from a young man of a similar age to them (15-16) and he said he behaved badly because people expected him to and he felt that if people expected him to he might as well live up to this reputation. The young men I worked with agreed with this, which made me think about the reasons behind some of the behaviour they exhibit on a regular basis. Within my placement in residential care the most common form of challenging behaviour I witnessed was tantrums. I feel it is important both for the young person and staff to understand the reasons behind the behaviour; for the young person they will better understand themselves and for staff they will be able to help the child more if they understand the behaviour more and the reasons behind it. Upon examining this concept closer I looked on the Who Cares website to gain more insight and discovered ‘John’s blog’ and a particular entry from October 2010: ‘I wasn’t prepared for the Panorama programme ‘Kids in Care’ The blur quickly fixed itself in the eyes of ‘Connor’, an angry fourteen year old in care. In the short clip, no doubt shown to jack up audience numbers, Connor is shown attacking his social worker’s car and leaving its window smeared with blood (at least I think it was blood). His rage caught me off guard, not out of shock, but more from a forgotten familiarity. I remember that rage and then I remember the vacuum. The hole in my childhood that screamed out to be filled. I often reached for rage. ..’ (John’s Blog, 2010). This research proposal begins with a review of literature around LACs and behaviour and identifies findings and any gaps in the current research. Examining other literature helps to identify any ethical issues or areas of difficulty others have found and able to overcome or avoid these in this proposal. Literature review The research uncovered in order to shape the proposal is dated from 1998 which is thirteen years old the most up to date research I found was from 2010. I will examine this literature in a thematic order. These themes will be used to inform the design of the planned interviews and help me to from questions around particular topics. Life as a looked after child Many of the research projects consider what it is like for the young people to be a Looked After Child (Baldry and Kemmis, 1998; Minty, 1999; Rutter, 2000; Rutter et al. 2000; Munro et al. 2005; McCarthy et al. 2003; Vinnerljung et al. 2006; Clausen and Kristofersen 2008). This was done by looking at daily life, being looked after, contact with family and friends, social workers, planning and reviews, education, and information and knowledge of what is available in the community. Garrett’s (1999) article highlights that those children who are perceived to be at risk of offending or to be threats to the community are also products of the ‘care’ system. Further to this, in The Guardian (1993) a comment that Kenneth Clarke made when he was Home Secretary regarded offending children and young people when he stated that they are ‘persistent nasty little juveniles’. One of the questions I would like to understand from my research is: what is the impact of these type of labels on LACs? Action and Assessment Records Several of the articles examine the use of Action and Assessment Records (AARs) from two different perspectives Garrett (1999) was concerned that the AARs are oppressive and contain powerful sub-texts; for example, what is an ‘appropriate’ youth lifestyle and the effects of this on the LACs? Kufeldt et al. (2003) looked at the children’s health, education, identity, family and social relationships and self-care skills. They felt the use of AARs would help their practice and improve outcomes for LACs. This is a contrasting viewpoint; the expectation seems to be that LACs need to fit into a particular box; it further highlights the concept of labels. Davies and Harrà © (1990) also look at identity: ‘ who one is is always an open question with a shifting answer’ I feel this fits LACs very well and other researchers have stated that having a social identity is important and LACs often do not have a confident grasp of what their identity is and this can have a detrimental effect upon them (Biehal et al. 1995; Ridge and Miller, 2000; Rutter,2000). This research intends to engage with young people in order to find answers to these questions. Families Research by Biehal et al. (1995) found that the birth family remains very important to LACs. Ridge and Miller (2000) did in-depth interviews to explore the importance of social relationships for LACs and what the impact of the care system is on keeping and maintaining these relationships. Rutter (2000) states LACs usually come from families where the parents exhibit diverse psychopathology and multiple parenting problems. Therefore, when working with families and LACs it is important to remember the impact the care system has on LACs maintaining social relationships and what impact families may have had on children prior to coming into the care system. This identifies another area for investigation in this project. Social Exclusion A number of the researchers look at social exclusion that LACs may experience. Ridge and Miller’s (2000) core finding is that LACs lack strong family ties and, due to living in care, experience a high degree of social difference. Their study focused in particular on emotional aspects of social exclusion. McCarthy et al.’s (2003) research assessed the level of social impairment and distress experienced by LACs with behavioural disorders whereas Minty (1999) examines empirical findings of behaviour to assess the extent to which LACs experience emotional, social, behavioural and educational problems. Rutter (2010) comments on Minty’s work: ‘Two implications are immediately evident. First when considering the elevated rate of emotional/behavioural difficulties.it will be necessary to ask whether these derive from the risk factors external to the experience of care or the care experience itself.’ (Rutter, 2010, p.686). Behavioural Problems Behavioural problems seem to be a recurring theme within the above research findings and are the focus of some of them (McCarthy et al. 2003; Munro et al. 2005; Hayden, 2010). Coward (1997) in an article in The Guardian argues that the assumption that when children are left to their own devices they will naturally drift towards offending behaviour. The present research proposes to discover how these assumptions and labels have become prevalent in the present time. Offending Behaviour Hayden and Gough (2010) discuss the introduction of restorative justice in residential settings and the impact this has in counteracting offending behaviour and thereby the above assumptions and labelling. In particular with regard to residential care Munro et al. (2005) state that several of the children interviewed in residential care experienced a culture of delinquent behaviour, bullying, low staff morale and also a lack of empathy displayed by the staff. McCarthy et al. (2003) looked into behavioural problems but only the impact on how this affects the LACs; it does not look at reasons behind challenging behaviour a gap I wish to examine. Improving Outcomes Two studies look into improving the outcomes for LACs and the idea of misconceptions of LACs ((Kufeldt et al. 2003; Hare and Bullock, 2005). These researchers firstly examined how children are looked at within legislation; they do highlight that there have been lots of improvements since the Children Act 1989 but my own interest indicates that this may not be good enough. These researchers further advise cautions in attempting research with LACs, stating that LACs are an ‘administrative sample because they are defined by law’. There is consideration of the difference between ‘movie shot’ samples and ‘snapshot’ samples of participants in that most studies with LACs focus mainly on those who have long-term fixed placements or those that move around frequently. Following this the above study examines retrospective and prospective samples; it examines the rates within which LACs end up in offending institutions to explain the flaws in these types of studies. Many LAC studies rely on retrospective evidence; the major problem with this approach is that it exaggerates links between the past and the present. However, the prospective study hopes to avoid a biased link with leaving care and offending. In my study I want to remove myself from viewing variable factors of a LAC’s experience as fixed such as: they will all come from feckless, neglectful families. Hare and Bullock (2006) warn of the danger of syllogisms which arise when characterising this group of children ‘all a is b, but all b is not a’. Their example is the relationship between children presenting challenging behaviour and placement in residential care. It is also important to remember that it is not only LACs who experience poor outcomes but they are more visible and they highlight the wider problems experienced by all deprived children. With all these considerations in mind Hare and Bullock (2006) used a snapshot sample of three hundred and fifty one LACs which then produced four groups of children with common needs: 1) adolescents who need help to improve their behaviour; 2) children who need protection from risk of neglect in families; 3) children in need of nurture and protection from families with serious health problems; 4) children whose needs arise from a specific problem. They state at the very end that the research does identify a risk to LACs but that it may not lead to improved outcomes or dispel misconceptions of them it may reinforce negative stereotypes. This is possibility that I am aware of and hope to avoid in my own research.

Locke vs. Rousseau Essay Example for Free

Locke vs. Rousseau Essay ?According to Rousseau, the original condition of mankind was a peaceful and quixotic time in which people lived solitary, uncomplicated lives. This differs from Lockes concept of the state of nature in that, his natural condition of mankind was a state liberty in which one was able to conduct ones life as they saw fit. Like Rousseaus, it was a time of peace between the people, but Lockes was not necessarily a solitary life. ?The state of nature for Locke was a state wherein there were no civil authorities or governments to punish people for transgressions against laws, but was not a state without morality. It was pre-political, but was not pre-moral. In it, persons were assumed to be equal to one another, and therefore equally capable of realizing and being obliged by the law of nature. (The law of nature being one internal, which commanded that no one should harm another as concerning their life, health, liberty, or possessions [p. 4]). In Lockes pre-contract condition, one was not at absolute liberty to do whatever one chose to do; they were inherently bound by the law of nature. ?Rousseaus state of nature had no private property. Private property was something which arose from the stages leading up to the need for authority. Where Locke saw property as something which was naturally protected in the state of nature, Rousseau conceived of property ? the result of greed, competition and vanity- as humanities reason for abandoning such a time and entering into the contract. ?For Rousseau, the few needs of the people in the pre-contract condition were easily satisfied by nature. Because of the abundance of nature and the small size of the population, competition was non-existent, and persons rarely even saw one another, much less had reason for conflict or fear. ?Moreover, for Rousseau, the simple and morally pure persons in the pre-contract condition were naturally endowed with the capacity for pity, and therefore were not inclined to bring harm to one another. There were no inherent ? laws forbidding transgressions on another; it was an internal aptitude for pity. It was the division of labor (once families and communities had developed and leisure time had resulted) that led to value and property, whereas Locke saw property as something that was existent in the natural condition.

Impact Of Culture On Human Resource Management Management Essay

Impact Of Culture On Human Resource Management Management Essay The global anarchy has witnessed the growing importance of Human Resource Management in both business and public life. The stormy business climate brought in the wake of liberalization, globalization, changing technologies, development in knowledge and advances in information technology is offering managers a complex and challenging situation (Davis, 1995). So researchers are looking into Human Resource Management (HRM) practices on a comparative basis comes across a major question. This question has to do with the extent at which societal culture influences the way firms manage their personnel and the way HRM practices are developed and implemented within firms across various countries in the world. Globalization has shifted the attention of both researchers and practitioners to the way that organizational practices, and especially HRM, are differentiated across various countries as per their cultural context. In the literature one can find several comparative HRM studies concluding , in their majority, that national culture is a conclusive factor in shaping HRM (Heijltjes et al., 1996; Sparrow et al., 1994). In studying about Multi National Companies (MNCs) in 12 countries, Sparrow et al. (1994) found differences in the HRM practices that are perceived to be a source of competitive advantage across the countries. Of all the factors affecting Human Resource Management (HRM) perhaps none is more effective than the national culture and the most popular model for comparison at the level of national culture is that of Hofstede (1980, 1991), which has been the base of numerous research studies in the area of management in general. Hofstede (1980, 1991) argued that American management theories represent their own cultural environment. So, it can be said d that American management cannot be detached from American culture. In the meantime, Laurent (1986:92) viewed that every culture has developed through its own history, some specific and unique insight into the managing of organization and their human resources. Every culture has also developed specific and unique blind spots in the art of managing and organizing (Singh, 2009). Aycan et al (2000) described that due to the increasing demands of the globalized and liberalized business environment, both researchers and practitioners have started paying more attention to the study of culture as an explanatory variable. The researchers have also come to realize that the uncritical adaptation of HRM practices and techniques evolved in the context of Western cultural values may not be effective in other socio-cultural environments. By using Hofstedes framework of national culture, the objective of research is to examine the impact of national culture on HRM practice by applying the Hofstedes (1980) cultural dimensions of collectivism/individualism, power distance, uncertainty avoidance, and femininity/masculinity theory. Background of the study: In the new global economy, HRM has become a vital issue for the effectiveness of organizations. In accordance with the existing studies, the shift to globalization required from corporations to achieve focused performance by all means. This shift emphasized the necessity for businesses to fully utilize their human resources engaging suitable practices and strategies (Schuler and Jackson, 2005). The presence of supportive cultural factors is essential for the efficiency and success of the HRM result. It seems obvious that the ways western organizations cope with HRM practices are different from the ways Middle Eastern organizations with their different cultural and institutional situations cope with these issues (Westerduin, 2010). Because Arabic countries have different values and attitudes than the developed countries, which may determine and shape specific managerial approaches in human resource as cited by cultural research perspective. As Mendonca and Kanungo (1996) determined th at one of most important cultural dimensions, which is different in western and eastern cultures and is exclusively important in shaping their HRM strategies, is the assumption about human resource capability. This restlessness to adopt western HRM tools could results lack of suitable practice in the Arabian context (Binjabi, 2011). Saudi Arabia is the most traditional country in the Arab world; it is also the largest member of the six Gulf Co-operation Council (GCC) states and has the largest known oil reserves in the world estimated at around 25% of the proved reserves (Mellahi, 2006). Taking into account its strategic geo-political position and energy resources, Saudi Arabia is a major player in the stability of the regional and global economy. Saudi Arabia during the era of King Abdullah since 2005 has also introduced numerous laws and policies such as privatization and foreign investment laws to stimulate competition. He also in a smart step to diversify the economy and create more jobs for Saudis in the privet sector and attract the local and foreign investments has launched giant projects with hundreds of billions dollars. To achieve these development goals, Saudi Arabia has a major investment in human resources management in order to raise its average skill level (Mellahi, 2007). Developing the HRM syste m in a very conservative tribal society, there would be as a natural result numerous Saudi cultural impacts on the HRM system (Albugamy, 2010). The present research will reside on HRM practices in the context of Saudi Arabia. Furthermore, the influence of the cultural factors on HRM practices in this country will be examined for its wider implications. Rationale behind choice of setting: Saudi Arabia is chosen as the setting for this study since it is a typical example of a developing economy in Arab with the most conventional and historic cultural environment. According to U.S.-Saudi Arabian Business Council (2008-09), the construction sector in Saudi Arabia is the largest and fastest growing market in the Gulf region. This sector is the most developed, organized, and diverse also in terms of Human Resource Management (HRM) practices in the country. Ongoing construction projects in the Gulf are valued at $1.9 trillion, and one-quarter of the developments are located in Saudi Arabia. The sector has both foreign and local organizations that bring out the different HRM practices employed by various organizations. Identification of the Problem: It is attempted through this research to create a better description of the effect of culture on HRM practices in Saudi Arabia as we know culturally Arab countries are completely different from other countries. At this moment there is some literature available on the research subject, but not much research on this subject conducted until this moment in the context of Arab countries which present an overview of the current status and trends of HRM in Middle East. It could emerge that the knowledge of HRM in Arab culture that these organizations use at this moment is outdated, or that these organization should be aware of the direction in which the differences between HRM in Western countries and HRM in Middle Eastern countries are evolving. Also, there are problems in the image that people in the Western world have of the Arab world. Negative images in the media of the Middle East prevent these people of obtaining a correct view of all aspects of the Arab culture and values. The curre nt research is an attempt to contribute in order to find out the truth. Also by the help of this research compatibility of HRM practices chosen and implemented by organizations would be checked with the respect of the Arab world (in particular, in the Saudi context with a focus on the construction sector). Aim and Objectives: The aim of this study is to examine the effect of Saudi Arabian national culture on the Human Resource Management (HRM) practices within the organizations and how the cultural elements play a key role in that issue. To this end, HRM practices are viewed in terms of Reduction of status distinctions, Employment security, Performance appraisal and Selective hiring whereas National culture is viewed in terms of Power distance, Uncertainty avoidance, Individualism/Collectivism and Feminity/ Masculinity. On the basis of the stated research aim, the following objectives are formulated: O1:- To investigate the relationship between the national culture and HRM practices. O2: To identify the effect of the cultural attributes on HRM practices. Significance of the study: It is expected that the current study will make a considerable novel contribution to the academic research in the field of organizational Human Resource Management (HRM). To be more specific, it will assess the role of cultural determinants in the Saudi Arabian context, which was not given enough attention in the previous studies. The significance of the study is that it will lead to the better explanation of HRM lessons in an international environment. On practical basis, the findings that will be drawn from the current study could serve as a guide in transferring HRM policies within the construction sector of Middle East. It also offers insights into what type of HRM practices are more likely to positively influence the organizational performance. It will also add value by suggesting the need for modified HRM practices to fit the Saudi Arabian as well as the international context. Literature Review Human Resource Management (HRM) and Culture: The impact of national culture on a variety of Human Resource (HR) practices has become one of the most important topics in management research (Chen et al., 2006; Gahan and Abeysekera, 2009). From the perspective of institutional theory (Scott et al., 2003; Westney, 2005) it is suggested that HR practices are affected by differences in national culture and that HR practices will be largely dependent on managers abilities to understand and balance different cultural values and practices (Wang et al., 2008). The contingency or external fit perspective emphasizes the fit between national culture and HR practices, implying that specific HR policies are affected by national culture. According to Alcazar et al. (2008), the theories on Human Resource Management (HRM) have focused on universalistic perspectives for number of years. Researchers have put great efforts in finding a single human resources theory that is applicable in every situation, in every organization, every culture, and every country worldwide, therefore a best practices model. During these expansions it became more and more clear that this universalistic theory was nonà ¢Ã¢â€š ¬Ã‚ existent, and that the solution to the universalistic HRM model should be sought in a contextual, contingent theory which takes into account a wide range of factors that influence the fitness of an HRM model in the given setting. By regarded it, the researchers admitted that a single outline for HRM practices does not exist. The further globalization of businesses meant that the approach HRM takes to her tasks differs from several years ago. HRM departments need to take more factors in consideration than before, inclu ding cultural differences, different labor laws in different countries and different views on labor of the employees (Westerduin, 2010). So research (Sonja and Phillips, 2004) assumes that managers in todays multicultural global business community often encounter cultural differences, which can hinder with management practices in organizations. Leat and El-kot, (2007) have emphasized the effect of national culture, a concept that includes traditions, values, beliefs, attitudes and behavior which influence HRM practices. Laurent (1986) proposed that HRM methods in any country are a reflection of the national culture of that country (Albugamy, 2010). Triandis (1972) and Schein (1992) defined culture in terms of shared ways of thinking, feeling, and reacting; shared socially constructed environments and commonly experienced events including the history, language, and religion of their members (Pellegrini Scandura, 2006). National culture is also defined as the ideas, set of beliefs and norms followed by the people of a certain country; the countrys history, religion and traditions make up for the national culture (Majee d et al., 2010). In comparing cultures of different countries, cross-cultural researchers have focused their attentions on an examination of a set of cultural value dimensions developed by Hofstede. These dimensions are based on a large sample of employees from 40 countries from the large multinational IBM, whom he studied from 1960s, 70s and 80s. According to Gannon Newman, (2002), after investigates, examines, and compares more than 50 countries; he is regarded as the authority in culture differences and how culture differences influence management strategies. He said: in global economic integration of the world, the strategies of all companies in the world are focused on how to meet the largest market to most customers by products and services; while the study of different cultures and values, is the key to success of such strategies (Jing, 2010). Leading value systems of different countries can be ordered along Hofstedes set of cultural value dimensions (Hofstede, 1980; Hofstede Bond, 1988). Peoples Dominant value systems have been crystallized in the institutions these people have built together: their family structures, religious organizations, educational structures, associations, systems of government, work organizations, law and regulations, literature, settlement arrangements, and buildings. All of these reflect common beliefs that derive from the mutual culture. Whereas the value systems affect human thinking, feeling, action, and the behavior of organizations and institutions in predictable ways, the value dimensions reflect basic problems that any society has to cope with but for which solutions differ from country to country (Hofstede, 1983). Current study (Gelfand, 2000) concludes that managers in organizations are recognizing that it is impossible to maintain bias views while doing business across different cultures. Cultural knowledge and a global focus are crucial to survive, and to thrive, within todays business environment. However, the same literature does not give a global focus that is accordant with the global reality of business. Discussion and empirical assessment of culture and HRM practices (Aycan, et al, 2000) has been focused on specific developed countries and developing countries have been given little attention (Nyambegera et al, 2000) which is the gap in the existing academic knowledge. Variables of the study For the purpose of this study the study variables have been grouped into two categories, namely cultural variables that include sub variables as defined by Hofstede, 2001, and organization variables that include HR practices as defined by Gong et al., 2009. Cultural variables: The first category of variables includes the societal culture as defined by Hofstede (2001). Power Distance: Power distance is the degree to which individuals agree that power should be dispersed unequally in the society (Hofstede, 2001). Hofstedes Power Distance Index tells how much one countrys less powerful people accept and respect the unequal power distributed. The inequality of the society is followed by peoples earlier different life experiences such as value and norms. Some cultures present the Power Distance obviously, some present inconspicuously (Jing, 2010). High power distance cultures tend to view inequality as normal or natural. In such cultures, lower-status people are addressed by their first names, while for higher-status people different prefixes are added before their first names (Pellegrini and Scandura, 2006). In low power distance cultures lower-status people are more likely to believe that they should have voice in decision processes (Alves et al., 2006), and will be less motivated if this is withdrawn. Power distance has significant implication for management styles and practices (Emmerik et al., 2008). In low power distance cultures there is a preference for leadership styles that promote flexibility, innovation, job mobility, and general skills, rather than the specialized skills that are preferred in high power distance cultures (Dickson et al., 2003). Power distance plays a role in employees willingness to accept supervisory direction, and on their emphasis on gaining support from those in positions of authority (Taleghani, 2010). People in high power distance cultures accept more guidance from superiors, and this extra attention makes high-status employees more enthusiastic about work. In lower power distance cultures wage differentials between men and women are smaller (Hofstede, 2001). Uncertainty Avoidance: Hofstede (2001) defines uncertainty avoidance denotes to the extent to which individuals feel threatened by and try to avoid vague and uncertain situations. Uncertainty about the future is a basic fact of human life, extreme uncertainty creates unbearable anxiety, and human society has created ways to avoid the uncertainty, for example by the mean of technology, which helps us defend ourselves against uncertainty caused by nature and laws, which help us against the actions of others, religions, which help us accept the uncertainties we cannot protect ourselves against. Different societies have different ways to adapt to uncertainty, how tolerant for the uncertain anxiety a single society has is talking about the Uncertainty Avoidance Index. The high Uncertainty Avoidance society has more worries about the future and anything uncertain, and therefore more ways to defend against those anxieties; and the low Uncertainty Avoidance society has fewer fears about the uncertainties, and therefore such society doesnt care so much about the rules (Jing, 2010). Dikson claims that in societies high on UA, career stability, formal rules and the development of expertise tend to be valued, whereas in low UA cultures, more flexibility in roles and jobs, an emphasis on general rather than specialized skills and more job mobility is more typical. People in uncertainty avoiding cultures are also more expressive, and driven by inner nervous energy. People in uncertainty accepting cultures may be more tolerant of different opinions and relatively unstructured situation s. In the work environment, uncertainty avoidance may lead individuals to try to avoid ambiguous situations and look for precise alternatives. Within such a cultural context, there will be many established formal rules or informal norms controlling the rights and duties of employees (Chang et al., 2007). Individualism/Collectivism: Hofstede (2001) defines individualism against its opposite, collectivism, as the degree to which the society encourages and rewards collective action (Pellegrini Scandura, 2006). The culture inclined to be individualistic is more focused on ones own desires and values, and serves their own interests by relying on individual exertion; the relations between people are regarded less important than oneself. On the other hand, compared with individualism, the culture inclined to be collective is more focused on a combination of strong social organizations, which is divided into inside the group and outside the group. People cared for by members inside the group, and pay back by their loyalty; they love their group like themselves, and they can sacrifice their own likings for the group (Jing, 2010). In collectivist societies, supervisors rely on loyalty of staff, reliability and harmonized group relationship with others while people in individualism culture people enjoy personal particula rs and successes in order to define themselves. The dimension of individualism and collectivism has received the most attention in cross-cultural organizational research (Triandis, 1994). It has been shown to have major implication for the motivational as well as employment practices. For example, in more individualistic societies HR practices tend to differentiate between employees based on their individual performance. These societies also use differentiation in the reward system (Beer and Katz, 2003). At the same time, employees from collectivistic countries prefer reward systems that are non-competitive in nature (Chiang and Birtch, 2005). Employees from more individualistic cultures tend to be more driven by improving themselves and their own positions in life, and are also characterized by feeling comfortable in competitive environments (Probst et al., 1999), whereas employees from more collectivistic countries tend to be more motivated by the success of the group as a whole. More individualistic cultures will tend to emphasize HR practices that stress individual rewards management (e.g. offering individual bonuses and perks, promoting on performance) more than in collectivistic cultures. Masculinity/Femininity: Hofstede (2001) refers to masculinity/femininity, as the distribution of roles between the genders. It is also referred to as assertiveness (House et al., 1999), which emphases on competition, success, aggressive social relationships, and limited emotional involvement with others. His research showed that womens values differ less among societies than mens values; and mens values from one country to another contain a dimension from very assertive and competitive and maximally different from womens values on the one side, to modest and caring and similar to womens values on the other. Hofstede (1998) stated that in high masculine societies, men are supposed to be firm, tough, and focusing on material success; woman are supposed to be more modest, affectionate, and concerned with the quality of life. A man has the obligation to earn money for his family; he should work hard to be successful in society, the harder he works, the more respect he gets from his family and society. Therefore , competition in a masculinity society is very fierce and people pay attention to the work performance very much, they believe life is for work. In high femininity society, both man and woman are supposed to be concerned with the quality of life. A woman has the obligation to take care of the house work, such as cooking, cleaning, and the children, so that her husband can go out and earn money without any worries (Jing, 2010). Research showed that the distribution of gender roles has major implications for HR practices and for career strategies as well as career opportunities of women. Hofstede (2001) described that masculine and feminine cultures create different leader hero types. The heroic manager in masculine cultures is decisive and aggressive. In feminine cultures, the hero is less visible, seeks consensus, and is intuitive and cooperative rather than tough and decisive. At work, in more feminine societies more weight is attached to subjective, intuition-oriented conditions such as care, nurturing and relationships (Alves et al., 2006). At the same time, in more masculine societies people ascribe greater value on monet ary rewards, while in turn more feminine societies place greater importance on non-financial rewards (Chiang and Birtch, 2005). Saudi Arabian culture in Hofstede cultural perspective: Studies of the culture in Saudi Arabia have specified that it is fairly homogenous, like most Middle Eastern nations (Idrees, 2007). Analyzing and comparing Saudi cultural orientations based upon a typology developed by Geert Hofstede show that on the above mentioned cultural dimensions Saudi Arabia presents a unique culture. Saudi Arabias power distance ranking of 80 is revealing of a high level of inequality of power and wealth within the society. This ranking advocates that the population has an expectation and acceptance that leaders will separate themselves from the group and this condition is not essentially undermined upon the population, but rather accepted by the society as their cultural heritage. Idris (2007) indicated the high power distance in Saudi Arabia is evident in the Saudis strong preference for managerial positions due to the belief that labor jobs are dishonorable and considered by many to be a cause of embarrassment. Saudi Arabias high power distance also impacts decision making. Bhuian (1998) described that, generally, Saudi managers make decisions autocratically and paternalistically to subordinates who are considered as having strong dependence needs (Cassell Blake, 2011). Saudi Arabias uncertainty avoidance ranking of 68 shows the societys low level of tolerance for uncertainty. Saudi Arabias ranking suggests that new projects will be carefully analyzed to assure that whatever risk they represent is thoroughly understood and addressed. In order for change to take hold, the idea needs to be perceived as good for the group and be accepted by the group. Due to Saudi Arabias uncertainty avoidance ranking, there is a conception that Saudis prefer government intervention in business practices. Bhuian, 1998 mentioned that within organizations, the ranking is evident in the fact that Saudi managers are generally not tolerant of deviation of the generally inflexible company rules (Cassell Blake, 2011). Saudi Arabias individualism ranking of 38 interprets into a Collectivist society as compared to Individualist culture and is revealed in a close long-term commitment to the member group, that being a family, extended family, or extended relationships. Alanazi and Rodrigues in 2003 also described the Saudi culture as collectivistic with strict  devotion  to the teachings of Islam, which governs the  social behavior  and provides a strong cultural fabric that covers the whole nation. Essentially, business is affected by the collective thinking of the Saudis, which dictates that relationships trump business dealings (Idris, 2007). Saudi Arabia scores 52 on the dimension of masculinity/femininity, thus Saudi Arabia has a more feministic culture. So, in Saudi Arabia people maintain good relationships with each other. Saudi Arabias ranking also impacts hiring and firing practices. Research has found that terminations for poor performance rarely happen because the desire for relationships results in long life employment (Idris, 2007). Historically, the society has been characterized as valuing behavior displaying kindness, selflessness, and generosity; deference to those above in the hierarchy of the family; freedom from reliance on others and mastery over ones emotions; and a willingness to support other family members and accept responsibility for their errors as well (Cassell Blake, 2011). HR Management Practices in Saudi Arabia: HR professionals in Saudi Arabia view HR as a core strategy for improving organizational performance (Ramlall et al., 2012). Pillai et al., (1999) explained management practices in the Islamic world (of which Saudi Arabia is a major part) as influenced by tribal traditions where the manager is expected to act as a father figure. This means favoring the continuity of the family concept over improved organizational effectiveness and competitiveness. Their study showed that this reliance on the  father-figure  relationship means that leaders and managers in the Middle East face difficulties convincing the employees to be part of the solution to management problems. According to Yavas (1997), a prevailing organizational structure in which the manager makes all the decisions repels positive change. According to Bhuian et al., (2001) the people of the kingdom need to be guided and told what to do and actually prefer government involvements in business practices (Idris, 2007).  Beer e t al., (1985) specified, Since, Saudi Arabias collective culture values group work, the pay-for-performance system that recognizes individuals is destabilized when management tries to  moderate  it by writing comforting statements on the appraisal forms to compensate for low salary increases for poor performers. The prevailing culture is  in favor of  life employment, so managers are restrained from  purging  poor performers and substituting them with high performers. Unless the difference in compensation of the high performers and low performers is great, companies risk discouraging the high performers whereas motivating the low performers to remain unproductive (Idris, 2007). Organizational Variables: The second category of variables includes the HRM practices that reflect cultural dimensions in which they were developed. HR practices that are likely to be sensitive to cultural influences are followings (Gong et al., 2009); Employment security: Employment security can be characterized as maintenance-oriented HRM because they defend employees well-being. Employment security may encourage employees to stay in their job. In the literature, employment security usually refers to protection against unfair or unjustified dismissals. According to ILO (1995) employment security means that workers have protection against arbitrary and short notice dismissal from employment, as well as having long-term contracts of employment and having employment relations that avoid casualization. Evidently this definition covers only one category of the labor market wage and salary workers. It is they who are employed by some legal entity, and are at risk of being dismissed by that legal entity, and can have a stable or unstable employment relation with their employer (Dasgupta, 2001). In an era of downsizing and rightsizing, employment security can confer yet another advantage, in that it boosts people to take a longer-term perspective on their jobs and organizational performance. Employment security policies will also lead to more cautious hiring, because the firm knows it cannot simply let people go quickly if it has overestimated its labor demand. Slenderer staffing can actually make the work force more productive, with less people doing extra work. Additionally, employment security maintained over time helps to build trust and belief between people and their employer, which can lead to better spirit in the company (Pfeffer, 1998). Reduction of Status Distinctions: The basic premise of high-performance management systems is that organizations perform at a higher level when they are able to tap the ideas, abilities, skills, and struggle of all of their people. One way in which they do this is by organizing people in work teams, a topic already briefly covered here. But neither individuals nor teams will feel comfortable or stimulated to contribute their minds as well as their physical energy to the organization if it has sent signals that they are not both valuable and valued. In order to help make all organizational members feel important and devoted to improving organizational operations, so, most high-commitment management systems attempt to reduce the status distinctions that separate individuals and groups and cause some to feel less valued. This is accomplished in two ways: symbolically, through the use of language and labels, physical space, and dress, and practically, in the reduction of the organizations degree of wage disparity. Status differences are reduced and a sense of common fate established by limiting the difference in compensation between senior management and other employees. The reduction of status differences inspires open communication, essential in an organization in which learning and adaptation are encouraged. Status differences are reduced and a sense of common fate developed by limiting the difference in compensation between senior management and other employees (Pfeffer, 1998). Conclusively reduced status distinctions include dress, language, of ¬Ã‚ ce arrangements, wage differences and behaviors across levels (Ahmad Schroeder, 2003). Selective hiring: Selective hiring is aimed at developing an organizations talent pool. Organizations serious about gaining profits through pe

Pro-Anorexia Websites Essay -- Eating Disorders Pro-ana Internet

Pro-Anorexia Websites Cyberspace, something that was once considered a fad, has developed into a tool that allows people struggling with anorexia to potentially find a sanctuary from the regulatory systems in popular culture that are applied to women’s bodies. Cyberspace provides an alternative space for women with eating disorders or body issues. The space created by cyberspace is potentially safer for women to meet because it allows anonymity while simultaneously being part of a community that the built environment is unable to provide. The components that make up pro-anorexia websites are usually considered abnormal, repugnant, or deviant within popular culture, because popular culture does not accept the way anorexics interpret images of the body. This popular view of people with anorexia does not allow anorexics to function as an accepted part of public space or popular culture. The paradox of pro-anorexia websites serving as a sanctuary space for anorexics is that cyberspace is a public space. Since the pro-anorexia websites are public they not only serve as a sanctuary for women, but also act as a metaphor for the anorexic body. The anorexic body is a site of struggle and resistance, which is also true for the pro-anorexia website which is constantly threatened with being shut down because it is in opposition of the popular view of the body. In this paper, I explore the type of space that pro-anorexia websites create through the analysis of the components that most of these websites contain, such as, a warning page, definitions of eating disorders, discussion boards, ana doctrines, and â€Å"thinspiration† galleries. Pro-anorexia, also known as pro-ana, websites are a genre of websites ... ...s into the anorexic psyche and body. The websites are sites of contradictions, much like the anorexic psyche and body. They allow non-sufferers a new perspective on eating disorders, but also reveal some of the mixed messages presented everyday in popular culture. Works Cited â€Å"Ambrosia Refusal.† Home page. 06 December 2003. . â€Å"Ana’s Journal.† Home page. 08 December 2003. . â€Å"An Ana World.† Home page. 06 December 2003. . â€Å"The Anorexic Files.† Home page. 06 December 2003. . â€Å"House-of-Sins.† Home page. 06 December 2003. . â€Å"Rain Baby.† Home page. 06 December 2003. .

Antisthenes Concept of Paideia :: Philosophy Philosophical Essays

Antisthenes' Concept of Paideia ABSTRACT: Antisthenes of Athens was an older student of Socrates who had previously studied under the Sophists. His philosophical legacy also influenced Cynic and early Stoic thought. Consequently, he has left us an interesting theory of paideia (reading, writing, and the arts) followed by an even more brief one in divine paideia, the latter consisting of learning how to grasp the tenets of reason in order to complete virtue. Once properly grasped, the pupil will never lose it since it is embedded in the heart with true belief. However, there is a danger of being confused by human learning, which may delay or obviate completing divine paideia. Nonetheless, with the help of a teacher who gives a personal example, like Socrates or the mythical Centaur Chiron, the pupil has a chance of reaching his or her goal. Through a series of myths, Antisthenes gives us the foundations of his logical and ethical theory together. Reasoning is both a way to grasp virtue and also to fortify it. Althou gh he would have chaffed under a modern university educational system, we may learn from him to value concise philosophical studies as a necessary adjunct to basic lessons in liberal arts. Antisthenes of Athens (445-360 B.C.) is remembered for being one of Socrates' older pupils. (1) In fact, he was old enough to have first studied under the sophists, before he met Socrates. (2) He thus stands straddling three important periods in the history of Greek philosophy. As a 5th century philosopher, he copied the rhetoric of Gorgias in his famous Ajax and Odysseus speeches and like the sophists, believed that virtue was teachable; surviving into the 4th century, he was taken seriously by Plato and Aristotle, composing essays in which he propounded an individual logical theory of his own; (3) and as precursor of Hellenistic Cynicism, he composed dialogues, teaching new ethical and social norms that resurfaced after his death in the teaching of Diogenes of Sinope and the Stoa. (4) In this paper, I would like to examine some aspects of Antisthenes' educational theory and his concept of paideia. In at least one of his lost Hercules dialogues, Antisthenes seems to have described Hercules' visit to the Centaur Chiron and subsequently to the Titan Prometheus. (5) Both these episodes ascribe to Hercules a different type of paideia. The first episode is often connected with a the mythological theme of Chiron's school, where the just Centaur was said to have taught heroes and demi-gods various branches of paideia:

The Relationship Between Richard II and The Myrroure for Magistrates Es

The Relationship Between Richard II and The Myrroure for Magistrates The relationship between Richard II and The Myrroure for Magistrates is considered here predominantly in the context of the differences between the two texts.[1] The function of each text is discussed initially, the didactic purpose of the Myrroure contrasted with the function of Shakespeare’s play as, primarily, theatrical entertainment. The conflicting accounts of certain events from Richard’s reign are looked at subsequently and the manner in which they reflect the different function of the texts. Finally, consideration is given to the different way in which the Myrroure and Richard II each reflect upon the theme of kingship through their portrayal of Richard’s reign. In relation to each of these points of discussion, it is argued that Richard II delivers a more complex, multi-dimensional portrayal of character, events and themes than the Myrroure. The Myrroure is imbued with moral didacticism and Richard II’s reign is employed to encourage rulers to govern virtuously and lawfully. Rulers must abide by ‘right’ and ‘lawe’ (l. 32), observe ‘faythful counsayle’ (ll. 35) and beware ‘false Flatterers’ (l. 33). Richard, however, is portrayed as a king who ‘ruled all by lust’ (l.31), ‘passing not a straw’ (l. 35) to those who sought to counsel him. He himself recounts how ‘I set my mind to feede, to spoyle’ (l. 37) and ‘my realme I polde’ (l.41), as a result of which he was ‘brought to care’ (l. 30). The form of the poem reinforces its didactic function. The use of a single voice results in a largely one-dimensional portrayal of Richard, no allowance made fo... ... Johnson (eds.), A Shakespeare Reader: Sources and Criticism, Macmillan Press Ltd., London: 2000, pp.7-9. Throughout this discussion the extract is referred to as ‘the Myrroure’. [2] ‘Telling’ refers to the technique of having a narrator telling what happens while ‘showing’ permits the reader to see the character act and speak. For a discussion of these two terms, applied in the context of Jane Austen’s Pride and Prejudice, see Pam Norris, ‘Reading Pride and Prejudice’, in Dennis Walder, The Realist Novel, Routledge, London: 1995, pp. 33-34. [3] See Margaret Healy, ‘Richard II’ in Kiernan Ryan (ed.), Shakespeare: Texts and Contexts, Macmillan Press Ltd., Basingstoke: 2000, p. 50. [4] Ibid., p. 53. [5] See Katherin Eisman Maus, ‘Richard II’ in The Norton Shakespeare, p. 948. [6] Ibid., p.943.

12 Steps to Recovery Essay

Addiction of any substance is an extremely difficult thing to accept. When we finally realize that We have a problem it is up us to admit it. Once we have accepted that we are addicted we have made the first and most important step to recovery. We learn that once recovery is what we want in our lives there are steps to take these steps is to mean we are ready to completely give yourself to a higher power. This higher power can be anything or anyone we want it to be, whether it be God or someone we can really trust and depend on. There are 12 steps to recovery that will help us stay clean and help us be successful in staying in recovery. This we call the â€Å"12 Step Program. † The first step to recovery is we admit we’re powerless over our addiction and our lives have become unmanageable. This means admitting weeven have an addiction problem. By saying your life has become unmanageable states that we don‘t want to continue living your life the way have been during your addiction. Our addiction has taken over our life, and admitting that we’re an addict helps us take responsibility for our actions instead of blaming others as we did before. The second step is we have come to believe that a power greater than ourselves could restore us to sanity as we knew it. See more:  The Story of an Hour Literary Analysis Essay For most of us our higher power is god. We would give everything to our higher power and ask him for forgiveness. We then would recite the Serenity Prayer to help us. The Serenity Prayer is â€Å"God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference! † This is a very powerful prayer as I feel today. The third step is that we’ve made the decision to turn our will and our lives over to the care of God as we understand and know him. We allow him to guide us through the recovery process we are going through. He lets us know that we are not alone in this, and we will never be alone again as long as we have him in our lives. The fourth step is making a searching and fearless moral inventory of ourselves. We look inside ourselves to find out what our morals are and to figure out what we believe in. We figure out what we stand for and learn what we think is right and wrong in life. In this step you must become brutally honest with yourself knowing that there’s nothing we can do to change the past. This does not mean you are a bad person but that you have made some bad decisions in our lives, that we as human beings are not perfect. The fifth step is when we have admitted to God, ourselves, and another human being the exact natures of our wrongs we have done during our addiction. Completing this step gets the monkey off your back pursay. More than most people the addict lead a double life. This means we are only showing what we want people to see. Not being honest and showing our true colors. We still continued to lie and expected to be able to stay clean. Through this step we learned that this is not possible in order to stay clean and live a honest life through recovery. Those of us that belong to religious sanctuaries can confide in the proper person of that faith . Others that are not religious may find someone they can confide in such as a doctor or therapist. Someone that we can trust to keep what has been said in confidence. We cannot disclose anything to our family because we are not allowed to say things to them that will make them unhappy. We cannot save our own skins by making someone else unhappy. By doing so our fears come closer and we begin to realize that our life is opening up and showing what our life was really about . This is the scariest thing we will do. And the hardest step to complete out of all 12 of them. The sixth step is when we ask God to remove these defects of character. Which in turn means we surrender our whole self to God? When we are ready, we say to him something like this: â€Å"My Creator, I am now willing that you should have all of me, good and bad. I pray that you now remove from me every single defect of character which stands in the way of my usefulness to you and my fellows. Grant me strength, as I go out from here, to do your bidding. Amen† The seventh step we become willing to ask God to help us to remove all of our shortcomings. This is not a long step and like I said previously it’s not one of the hardest steps to do during recovery.