Splice (2009 Movie) Essay Example | Topics and Well Written Essays - 500 words

Splice (2009 Movie) - Essay Example The horror does not necessarily lie in the fact that Dren is a terrifying monster, but that the human scientists continue to push boundaries in every sense of the word. As an audience member, I could hardly withstand the moment that Elsa and Clive decide to ignore the funding corporation’s rules and splicing human DNA with animal DNA due to the fact that the action created a red flag. It is not a secret that the controversial discussion about scientists and their work in respect to moral issues has been brought up. In this case, the decision of the scientists to disobey the law and morality for personal gain (becoming the first scientists to leap ahead in DNA discovery) is predictably going to go wrong. Why? There is a lesson to be learned when humans mess with nature: nature messes back. The act of playing God always ends badly in the fictional world. Not only was the fact that their experiment got out of control predictable, the initial bonding between Clive and Elsa to Dren was as well. At first it was somewhat easy to relate to Elsa and Clive’s relationship with Dren. The beginning stages show Dren as a peaceful, delicate creature that is entirely innocent in nature. Who wants to destroy that? Even despite the scientists’ inability to think beyond their impulse of creating Dren. The frustrating notion stems from Elsa and Clive’s lack of responsibility from the very get-go.

Novel by Haruki Murakami Essay Example for Free

Novel by Haruki Murakami Essay The short story â€Å"On Seeing the 100% Perfect Girl One Beautiful April Morning† by Haruki Murakami connects with the reader through the idea that you can encounter true love by chance. Unfortunately, that chance can get away from you without any real action from yourself. The story is set in Tokyo in 1981 on what is described as a beautiful April morning. It sounds like a regular day, what made it beautiful for the main character was that he saw the girl that was 100% perfect girl for him. The methods of fiction help us better understand and connect to stories. The narration is done in the first and third person points of view. The first person point of view inserts the reader into the situation, making the story very personal. The third person narrative gives a different, larger perspective on the story and gives us more of an insight into the concept of chance. From a characterization stand point the main character is portrayed as a regular person and really only encounters a regular girl but in his eyes, she is really more like a girl from another world. There is one other person in the story but only provides a little bit of dialogue and is not developed at all. The third person narrative develops the two different main characters in ways first person does not. The overall tone of the story is somber. The idea of once having your true love so close then letting â€Å"fate† run its course only to never feel the same way again is depressing As a whole, this story connects the reader to an event that many have probably encountered in their life; seeing the perfect person, just for a second but not taking action. We go on with our lives and think nothing of it but this story delves a bit deeper into a possible scenario connecting the two people. In the end however, the characters still lose each other.

Change Management Proposal For Parkway Nursing Care Management Essay

Change Management Proposal For Parkway Nursing Care Management Essay Park way nursing is also a business and, like every other business, it needs good management to keep it running smoothly. .The occupation, medical and health services manager encompasses all individuals who plan, direct, coordinate, and supervise the delivery of healthcare. Medical and health services managers include specialists and generalists. Specialists are in charge of specific clinical departments or services, while generalists manage or help to manage an entire facility or system. The structure and financing of healthcare is changing rapidly. Future medical and health services managers must be prepared to deal with evolving integrated healthcare delivery systems, technological innovations, an increasingly complex regulatory environment, restructuring of work, and an increased focus on preventive care. They will be called upon to improve efficiency in healthcare facilities and the quality of the healthcare provided. Increasingly, medical and health services managers will work in organizations in which they must optimize efficiency of a variety of interrelated services. The healthcare professions all involve life and death situations. In these situations, quality is crucial and quantity is irrelevant, Health care is continually changing in the way health care professionals like individual practitioners and clinical managers organize and deliver care to the patients. For this reason, health care knowledge must continuously grow and expand to keep health care approaches relevant, current and appropriate. Without new knowledge, health care professionals cannot improve techniques for therapies and even management. 2 Survey Results: Survey results suggesting that No of patients going up but the staff members quantity are still the same. The staff member having plenty of problems like injuries, incidents, absences. Lots of this problem indicates that AI is not good for the company. Hospital nurse staffing is a matter of major concern because of the effects it can have on patient safety and quality of care, members are worried because management only focuses on expand the business, but they couldnt able to balance the ratio between staff member and patients. If the management doesnt able to manage staff properly then the problem comes. The concern is certain things cant calculate like caring of the patients, feelings, help, and relationship etc. The management should be develops service unit goals; identifies, plans, and coordinates new programs; reviews policy and procedure manuals to assure that they are current; provides expert nursing consultation to staff, patients and public; monitors and evaluates patient c are for ethical, legal, and safe conduct; ensures proper and safe functioning of unit equipment and promotes individual and environmental safety; resolves patient care problems and provides direct patient care. The Nurse Manager makes final decisions regarding operations of work unit and defers to an administrative superior regarding policy decisions with broad impact or agency-wide scope. Problems Identification: Parkway having sufficient problem with staffing injuries, patients satisfaction, communication, absences, incidents with patients, many staff are dissatisfied with their jobs, shifting problem, stressà ¢Ã¢â€š ¬Ã‚ ¦etc the most common problem are followsà ¢Ã¢â€š ¬Ã‚ ¦ Staffing Parkway focuses on filling the beds. Quality and service drop Staff and patients injuries Communication No of patients are increases but no extra staff. No Increment no bonus. Physical Demand Need to recruit strong new staff who can lift the patients easily Female nurses troubling to lift male patients Able to push the Beds, gurneys, and wheelchairs Communicate face to face with individuals Read, write, speak and understand the English language Documentation: (Electronic) Government requirement Staff has to learn new things A medical record should accurately reflect Electronic health records systems can also provide additional functionality, such as interactive alerts to clinicians, interactive flow sheets, and tailored order sets, all of which cant be done be done with paper-based systems. Training Focus on filling beds: Shortages of staff but no of patients increase Management always need big business Not enough motivation Not enough staff Change Management Strategy: Any nature of business employees is a most important assets; this is why they created the Human Resource department. Its purpose is to manage, train and look after the workers of the business. It is also their responsibility to implement health and safety legislation at work and look after the employees. There are many roles that this department manages; these ultimately help the business to achieve its objectives. These include: Manpower planning. Recruitment and selection. Induction and training. Promotion and transfers Appraisal and termination of employment Rewards and conditions of employment. Working conditions. Career development and welfare. Wage bargaining and disputes. An effective and efficient business manages their employees or human resources well. The better this is done, the more the workers will be happier, better motivated, more productive and more responsive. Forms of resistance Leadership must come from the top level. Not enough staff against increase patient staff has to work long hours. Focus in the profit never increase staff position can worse. Documentation (Electronic) old staff using manual, if you go for new electronic system the old staff do not want to use new system. Patient staff injuries Absents . Resistance in Parkway People feel unsecure with their job. People not willing to take on additional responsibilities Lack of communication with management. Nurses not willing to let go of the bond that they have developed with the patients. Overcoming the resistances Improve the working environment. Train new people (if recruit new staff) and current staff too. Implement documentation (electronic) Communicate with the current employee thats if they start new training is good for them once they know job is safe for them resistance ratio will come down. Try to reduce injury to patients as well as staff. Motivation Implementation : Our methods use several basic principles. You are always the leader we only facilitate. When facilitating, demonstrating and teaching we use examples from our personal experience. If an exercise or workshop is needed you do not perform theoretical exercises. You will use actual live situations in your own organization. Here are some of the exercises that can be used in Leadership Implementation: Survey: You identify the areas which will get affected by change in the implementation in the first step. We conduct a survey that will reveal to you the size of challenge you face in implementation. It includes essential information for successful implementation: identification of positive/negative attitudes that will help or hinder critical tasks to make it happen, milestones that must be met and much other data for a successful plan. Breakthrough: This exercise focuses you on the one or two key elements that block the implementation. Once identified, we help you break through the blocks so that the implementation proceeds smoothly and quickly Start Event: This facilitated event is designed to communicate your message and the essential steps for a successful implementation. The audience is all the people that will implement or be affected by the process. The feeling of commitment out of this event is profound and without parallel in conventional training. Strategy Event: Strategy for implementation is required at many different levels. There is the overall master strategy. There are also mini-strategies within it. The most important are the many mini-strategies that departments, work-groups and individuals must use to adapt from their current state to the new process. The techniques used in this event make sure that they are comprehensive, pertinent to the master strategy, and truly implementable. Change Event: Most people are familiar with the Change Curve that describes the inevitable emotional reactions people experience before they finally accept and embrace a change. But how to straighten it? Or how to compress it? Whatever analogy you use, the techniques used here help people move through the Change Curve as quickly as possible. This accelerates the benefit of the implementation Communication Plan: A well executed communication plan is critical to the success of a new project. These techniques help you identify what must be communicated, how, the audience and the best methods. Executive Coaching: One of our central competencies is Executive Coaching. It covers CEOs and all other executive levels. What sets our method apart is its focus on rapid results. Senior executives do not have time for multiple-year codependent therapy-like coaching relationships. The market environment rewards or punishes quarterly. Our method is attuned to this requirement for speed. The above examples are illustrative of some of our Leadership Implementation services. They can be used singly, such as Executive Coaching, or in combination for a full-fledged implementation of a new process, project, program or corporate culture change. Our Facilitators are experienced, trained and sensitive to the dynamics of group meetings. Their participation in your implementation will help you achieve optimum results fast. Implement your project by contacting us at the phone, e-mail or address below. Creating a leadership strategy: Strategic leadership provides the vision, direction, the purpose for growth, and context for the success of the corporation. It also initiates outside-the-box thinking to generate future growth. Strategic leadership is not about micromanaging business strategies. Rather, it provides the umbrella under which businesses devise appropriate strategies and create value. Review the business strategy Leaders play a critical role during change implementation, the period from the announcement of change through the installation of the change. During this middle period the organization is the most unstable, characterized by confusion, fear, loss of direction, reduced productivity, and lack of clarity about direction and mandate. It can be a period of emotionalism, with employees grieving for what is lost, and initially unable to look to the future. In addition to forecast and amiability, the characteristics that leader must have are ability to recognize employees talents, the know-how to make teams work and an open mind. Leadership does vary to some extent as per the positions i.e. it may be slight different for manager and different for a union leader but the basic qualities of leadership does not change. 1. Good communication skill Communication is the key to be a great leader. The reason for this is simple: if he possesses the other nine leadership qualities but if he fails to communicate well, he will never be great leader. What he can do is communicate with others in the organization about what IT can do to move the company forward. In other words, good communication is the key for developing good business relationships. If he cant establish a good business working communicate how IT can add long-term value to the company. The modern leaders must therefore be equipped with good communication skill and use new ways to do effective communication. 2. Honesty The most valuable asset of a leader is honesty. He must be honest with both his employees and the management committee. Another part of his features is integrity. Once a leader compromises his or her integrity, it is lost. That is perhaps the reason integrity is considered the most admirable trait. The leaders therefore must keep it above all else. 3. Visionary outlook Leadership qualities are different for different position. For a CIO he must be thinking for stabilizing the current business and always looking for future scope of expansion. He has to be able to look beyond where we are today, know where the business is going, and be able to use that vision to move the company forward. Being able to do this is a rare skill indeed. 4. Selectingagoodteam A good CIO although he possesses sound technical skills he assures that the team he selects is efficient enough to back up any skill he lacks. Choosing the best people for such team is a skill. A CIO after all is a human being and does not have answer for everything. But by working together he creates an atmosphere of mutual trust and respect; the team then always find the best solution. 5. Action speaks louder than words Managers must be able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they come know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly. However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfill the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked. 6. Ability to motivate people around a good leader must always keep motivating his team mates for good work and should maintain healthy environment. He must give first priority to safety of workers and see that they are not exploited by superiors. 7. Consistency Leadership effectiveness is impossible without consistency. Every leader has an approach that is unique to them. Dont change your personal style radically after all; it got you in a leadership position. Modify the rough spots but take care not to confound your staff by displaying inconsistency. Your expectations, though subject to modification based on ever-changing business needs, should remain as constant as possible. The business world is confusing enough without you adding unwelcome surprises into the mix. Keep things simple and consistent. 8. Ability to stand against critics as the success rate increases your critics multiply and become louder. Come to peace with the fact that you will always have a camp of people who critique every decision you make. They are generally the ones who are excellent problem-identifiers rather than problem-solvers. Develop your skills of repelling such critics so that they do not diminish your confidence or enthusiasm. It takes focus and confidence not to be adversely affected by criticism. Strong leaders learn the art of listening to critics, but ultimately making decisions for the good of the department, not to simply please the critics. Identify the driver of strategy Management should introduce different types of elements. Focuses on customer. More opportunity Improvement Assess current leadership situation compare to the desired future In current leadership situation in Park way asking following quotations What leadership skills and perspectives are critical for success now and in the future? How strong are current leaders in these critical skills and perspectives? How aligned is todays leadership strength with what will be the most important skill and perspectives in the future? Desire future in Parkwayà ¢Ã¢â€š ¬Ã‚ ¦ Change of environment Strong leadership Solution for staff Communication Recruitment and training Security Growth Recommended leadership style There are many kind of leadership style à ¢Ã¢â€š ¬Ã‚ ¦.some are as follows Autocratic leadership Bureaucratic leadership Charismatic leadership Democratic leadership or participative leadership Laissez-faire leadership People-oriented leadership or relations-oriented leadership Servant leadership Task-Oriented leadership Transactional leadership Transformational leadership For Parkway recommended leadership style should be Charismatic leadership because Parkway having a serious problem with communicationà ¢Ã¢â€š ¬Ã‚ ¦ Charismatic leadership style can seem similar to transformational leadership, because these leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward. However, charismatic leaders can tend to believe more in themselves than in their teams, and this creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In the eyes of the followers, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader. Leader behaviors of Home Directors Behavioral theories focus on how leaders behaveà ¢Ã¢â€š ¬Ã‚ ¦.. Common Behaviors are: (1) Creating a leadership platform; (2) Becoming the principal-learner and principal-teacher about leadership (3) Affirming and teaching the powerful roles of organizational beliefs, vision, and Mission. (4) Leading and modeling reciprocity of accountability (5) Building collegiality around problems of practice (6) Emulating the actions of successful coaches (7) Developing the cultural understanding and affirmation that leadership and growth bring discomfort. (8) Developing a sense of professionalism throughout the organization consistent with professionalism as demonstrated in and expected of other learned professions. Leadership behavior of supervisor: THE SUPERVISORS ROLE Supervisors have a general legal duty to take every precaution reasonable in the circumstances to protect workers. In addition, they have the following specific duties outlined in the Act and regulations. Supervisors must be familiar with the provisions of the Occupational Health and Safety. Supervisors must be knowledgeable about potential or actual health and safety hazards in the workplace and advice workers about these hazards. Supervisors must ensure that equipment; materials and protective devices required by regulation are provided to workers and maintained in good condition. Supervisors must ensure that workers follow workplace procedures and use protective equipment required by the University or by any applicable regulations. Supervisors must provide information, instruction and supervision to a worker to protect the health or safety of the worker. Supervisors must ensure that subordinate supervisors have or acquire knowledge of the Supervisors must ensure that an up-to-date inventory is maintained of all designated substances, hazardous materials and hazardous physical agents present in the workplace. Supervisors must ensure that all hazardous materials present in the workplace are identified and labeled. Supervisors must ensure that material safety data sheets are readily available for all hazardous materials present in the workplace. Supervisors must ensure that workers exposed to a hazardous material or hazardous physical agent receive and participate in prescribed instruction and training. Supervisors must ensure hazardous materials present in the workplace are disposed of in the manner prescribed by University procedures and applicable regulations. In the case of a workplace injury, supervisors must ensure that prompt medical attention is provided and must report the circumstances of the injury to the Office of Environmental Health and Safety within 24 hours. Job Stress in Parkway: Workplace stress is the harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker. arly Warning Signs that coping with workplace stress is becoming difficult for an employee are Headache, Upset stomach, Sleep problems, Irritability and short temper, Difficulty in concentrating, Job dissatisfaction, Low morale, etc Source of Stress Job stress comes in many different forms and affects your body in various ways. Minor sources of stress may include equipment that wont work or phones that wont quit ringing. Major stress comes from having too much work, not having enough work, doing work that is unfulfilling, fearing a job layoff, or not getting along with your boss. Usually it is the major sources of stress that lead to burnout, causing people to become unhappy and less productive in their work. Job stress can affect your health and home life as well. Low levels of stress may not be noticeable; slightly higher levels can be positive and challenge you to act in creative and resourceful ways; and high levels can be harmful, contributing to chronic disease. According to the NIOSH (National Institute for Occupational Safety and Health), these are job conditions that may lead to stressà ¢Ã¢â€š ¬Ã‚ ¦.. The design of tasks. Heavy workload, infrequent rest breaks, long work hours and shift work; hectic and routine tasks that have little inherent meaning, do not utilize workers skills, and provide little sense of control. Management style. Lack of participation by workers in decision-making, poor communication in the organization and lack of family-friendly policies. Interpersonal relationships. Poor social environment and lack of support or help from coworkers or supervisors. Work roles. Conflicting or uncertain job expectations, too much responsibility, too many hats to wear. Career concerns. Job insecurity and lack of opportunity for growth, advancement, or promotion; rapid changes for which workers are unprepared. Environmental conditions. Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems. Action Require: Control: This factor is the most closely related to job stress. Studies show that workers who believe that they have a great deal of responsibility but little control or decision-making power in their jobs are at increased risk for cardiovascular disease and other stress-related illnesses. Increased responsibilities. Giving on additional responsibilities to the staff job can be stressful. This can be worse if your staff have too much work to do and they are unable to say no to new tasks or projects. Competence. Are your staffs concerned about their ability to perform well? Are they challenged enough, but not too much? Do your staff feel secure in their job? Job insecurity is a major source of stress for many people. Clarity. Feeling uncertain about what their duties are, how they may be changing, or what your departments or organizations goals are can lead to stress. Communication. Workplace tension often results from poor communication, which in turn increases job stress. An inability to express your concerns, frustrations, or other emotions can also lead to increased stress. Support. Feeling unsupported by to your staff may make it harder to resolve other problems at work that are causing them stress. Significance. If your staff dont find their job meaningful or take pride in it, they may find it stressful. Stress Management plan- Emotional stress usually occurs in situations people consider difficult or challenging. Different people consider different situations to be stressful. Physical stress refers to a physical reaction of the body to various triggers. The pain experienced after surgery is an example of physical stress. Physical stress often leads to emotional stress, and emotional stress often occurs as physical stress (e.g., stomach cramps). About to reduce stress of staff Parkway should follow à ¢Ã¢â€š ¬Ã‚ ¦. Improve environment Organize get to gather for staff Celebration Laughter Time management Some form of physical exercise Sharing and connecting with your support network on a regular basis Attention to good diet and healthy nutrition Regular time set aside on a daily basis to unwind relax A repertoire of leisure activities Regular sleep and rest Some employers assume that stressful working conditions are a necessary evil-that companies must turn up the pressure on workers and set aside health concerns to remain productive and profitable in todays economy. But research findings challenge this belief. Studies show that stressful working conditions are actually associated with increased absenteeism, tardiness, and intentions by workers to quit their jobs-all of which have negative effects on the bottom line. Conclusion: A nurse is someone who basically takes care of the people. They are in charge of the welfare of their patients who are recovering from sickness and disease. They work with a health team which specializes on this matter. They are usually tasked to work with a doctor to ensure the proper medication and care is given to their patients. Since nurses are a part of the medical team, they too can work in the research field. They can contribute to the existing knowledge about nursing. Of course, nursing is also a science and nurses just do not do what the doctor tells them to do. Research s something which should be done continuously, so working in the research field is always in demand. Nurses are the workhorses of any hospital or health care facility. They are the ones who care for the patient taking vital signs, recording symptoms, giving medicine, bathing and comforting, moving the patient from place to place, and making sure the patient is getting everything that is needed to help them get well. Some nurses can prescribe certain medications, just like doctors. Nowadays, you are more likely to receive medical care from a nurse than from a doctor, since nearly all doctors offices have nurse practitioners who can do almost anything the doctor would do. Implicit rationing of nursing care is an important newly identified organizational variable reflecting processes in acute care nursing and appears to be directly linked to patient outcomes. Rationing offers promise as a measure of the impacts of staffing and the quality of the nurse practice environment on patient outcomes. As an indicator of the understudied processes of care affected by organizational conditions in hospitals, measures of rationing could assist in building theory in this area of outcomes research. Rationing levels, analyzed alongside other data, may help health systems and hospitals determine the minimum staffing and skill mix levels necessary to achieve desired patient outcomes and inform administrative decisions and policy.

Rates of Reaction - The concentration of hydrochloric acid and the rate of reaction with sodium theosulphate :: GCSE Chemistry Coursework Investigation

Rates of Reaction - The concentration of hydrochloric acid and the rate of reaction with sodium theosulphate Introduction During a chemical reaction, particles collide with each other. This collision causes certain bonds to break and new ones to be formed. A certain amount of energy is needed to allow a reaction to take place. This is called the activation energy; it’s the minimum quantity of energy that is required. There are certain factors that can affect the rate of reaction. These are surface area, temperature, concentration and catalysts. The surface area is a very big factor in the rate of reaction. Reactions only occur on the surface, because this is where the collisions will occur. If a solid is broken into smaller pieces, the surface area is increased. This leaves more area where the reaction can take place, thus increasing the rate. If the reactant is in the form of one large solid, the reaction will take longer, therefore decreasing the rate. The temperature is also a major factor. When the temperature increases, the particles consequently heat up. This causes the kinetic energy in them to increase, therefore they move around faster. This means that the rate in which they collide with one another will increase. By increasing the concentration of something, more particles are introduced in the same volume. This would mean that the likelihood of collisions will increase. This would increase the rate of reaction. On the opposite angle, the lower the concentration, the less chance of collisions. Therefore the rate of reaction will decrease. Catalysts can be found in the form of transition metals. These speed up the rate of reaction. However, the catalysts themselves are not used up. Aim Our aim is to see how the change in concentration of hydrochloric acid might affect the rate at which it reacts with sodium theosulphate. Prediction When sodium theosulphate and hydrochloric acid react together, many products are created. Na2 S2 O3 (aq) + 2HCl (aq) Ã   2NaCl (aq) +H2O (l) + SO2 (aq) +S (s) The equation above shows all the products of the reaction between hydrochloric acid and sodium theosulphate. The products are sodium chloride (aqueous solution), water (liquid), sulphur dioxide (aqueous solution) and sulphur (solid). The sulphur, being a solid, turns to liquid cloudy and opaque. A certain amount of sodium is needed to turn the solution cloudy enough to be opaque. Increasing the concentration of a liquid increases the amount of particles; therefore there will be more successful collisions. Because of this, more sulphur will be produced. Overall, the higher the concentration, the more sulphur will be produced. Therefore, the liquid will become opaque quicker. I predict that my graph will look like this (below) when I plot the Rates of Reaction - The concentration of hydrochloric acid and the rate of reaction with sodium theosulphate :: GCSE Chemistry Coursework Investigation Rates of Reaction - The concentration of hydrochloric acid and the rate of reaction with sodium theosulphate Introduction During a chemical reaction, particles collide with each other. This collision causes certain bonds to break and new ones to be formed. A certain amount of energy is needed to allow a reaction to take place. This is called the activation energy; it’s the minimum quantity of energy that is required. There are certain factors that can affect the rate of reaction. These are surface area, temperature, concentration and catalysts. The surface area is a very big factor in the rate of reaction. Reactions only occur on the surface, because this is where the collisions will occur. If a solid is broken into smaller pieces, the surface area is increased. This leaves more area where the reaction can take place, thus increasing the rate. If the reactant is in the form of one large solid, the reaction will take longer, therefore decreasing the rate. The temperature is also a major factor. When the temperature increases, the particles consequently heat up. This causes the kinetic energy in them to increase, therefore they move around faster. This means that the rate in which they collide with one another will increase. By increasing the concentration of something, more particles are introduced in the same volume. This would mean that the likelihood of collisions will increase. This would increase the rate of reaction. On the opposite angle, the lower the concentration, the less chance of collisions. Therefore the rate of reaction will decrease. Catalysts can be found in the form of transition metals. These speed up the rate of reaction. However, the catalysts themselves are not used up. Aim Our aim is to see how the change in concentration of hydrochloric acid might affect the rate at which it reacts with sodium theosulphate. Prediction When sodium theosulphate and hydrochloric acid react together, many products are created. Na2 S2 O3 (aq) + 2HCl (aq) Ã   2NaCl (aq) +H2O (l) + SO2 (aq) +S (s) The equation above shows all the products of the reaction between hydrochloric acid and sodium theosulphate. The products are sodium chloride (aqueous solution), water (liquid), sulphur dioxide (aqueous solution) and sulphur (solid). The sulphur, being a solid, turns to liquid cloudy and opaque. A certain amount of sodium is needed to turn the solution cloudy enough to be opaque. Increasing the concentration of a liquid increases the amount of particles; therefore there will be more successful collisions. Because of this, more sulphur will be produced. Overall, the higher the concentration, the more sulphur will be produced. Therefore, the liquid will become opaque quicker. I predict that my graph will look like this (below) when I plot the

A report on cultural audit of Mott Macdonald Group Limited

A study on cultural audit of com/aaimagestore/essays/1762371.001.jpg"/> Presented by: Presented to: Date:Contentss 1.Organizational civilization defined 1.1.Cultural Audit and its importance 2.Methodology for cultural Audit 3.Findings 3.1.Weak apprehension of organisational strategic aims 3.2.Evaluations non used at policy doing degree 4.Conclusion 5.Recommendation 6.Appendices 6.1.Vision & A ; Mission 6.2.Strategic planning & A ; rating 6.3.Community engagement 6.4.Marketing 6.5.Financial planning, Monitoring & A ; coverage 6.6.Governance 6.7.Management 6.8.Human resources1. Organizational civilization definedOrganizational civilization plays a critical function in determining behaviour in organisations, there is little agreement on what organisational civilization really is, ne'er mind how it affects behavior and whether it is something leaders can alter. Without recognizing a proper definition for organisational civilization, links to other elements of concern with organisational civilization can non be understood. There is no unambiguous compact on the definition of organisational civilization but it is normally interpreted as â€Å"the manner we do things around here† ( Lilley, 2014 ) . Professor Gerry Johnson, writer of the cultural web, refers to organisational civilization as â€Å"the taken for-granted premises and behaviours that make sense of people’s organisational context and hence contributes to how groups of people respond and act in relation to issues they face† . He goes on to state that, as a consequence, civilization has of import influences on the development and alteration of organisational scheme. In other words, civilization binds scheme to outcomes British anthropologist Edward Tyler ( Tharp, 2012 ) is widely credited with the first ( 1871 ) â€Å"modern† definition of civilization: â€Å"that complex whole which includes cognition, belief, humanistic disciplines, ethical motives, jurisprudence, usage, and any other capablenesss and wonts acquired by adult male as a member of society. Similarly, in May 1, 2013, Michael Watkins ( Watkins, 2013 ) , Co-founder of Genesis advisors, started a treatment on LinkedIn raising a inquiry to specify organisational civilization. More than 300 responses were received including varied position and sentiments on organisational civilization. After reexamining the responses, Watkins concluded that organisational civilizations are dynamic. They shift, incrementally and invariably, in response to external and internal alterations. So, seeking to measure organisational civilization is complicated by the world that you are seeking to hit a traveling mark. But it besides opens the possibility that civilization alteration can be managed as a uninterrupted procedure instead than through large displacements ( frequently in response to crises ) . Finally, a definition by Edgar Schein ( Tharp, 2013 ) of MIT’s Sloan School of Management though general but seems appropriate that organisational civilization is â€Å"a form of shared basic premises that the group learned as it solved its jobs of external version and internal integrating, that has worked good plenty to be considered valid and, hence, to be taught to new members as the right manner to comprehend, believe, and experience in relation to those jobs†1.1. Cultural Audit and its importanceCultural audit can be explained as independent scrutiny of overall values and beliefs on which an organisation is runing. A civilization audit helps find the civilization that presently exists within a company. An effectual workplace civilization audit determines the overall working environment, identifies the unwritten norms and regulations regulating employee interactions and workplace patterns, high spots possible barriers to effectual work patterns and communicating and makes recommendations for turn toing jobs identified. Not merely willit aid retain top performing artists, it provides a design of what attributes to look for in appliers. Culture Audit has become of import after recent dirts in different corporate sector companies. On June 2014, Chartered institute of internal hearers published a study â€Å"Culture and function of internal audit† , in the executive sum-up of the study, Roy Lilley, wellness author and observer mentioned the organisational civilization as affair of public concern. He mentioned the hapless organisational civilization as the root cause of dirts in wellness, fiscal and nutrient sectors among others which have been at a great cost to persons, organisations and states every bit good. He stressed that Board and internal audit would necessitate to concentrate on the hazards that civilization nowadayss.2. Methodology for cultural AuditThe supreme method for carry oning a civilization audit is the desquamation of an executive squad and organisational development research worker. This theoretical account was presented by Mark R. Testa and Lori J. Sipe from San Diego State University, San Diego, USA in their article published in unfastened diary of leading ( Testa, 2013 ) . The singularity of the proposed theoretical account is the ability to associate theory and pattern in a really experiential manner. While the executive squad can prosecute in much of the informations aggregation, the research worker can steer their attempts, minimise prejudice and guarantee the generated consequences are valid. A five-step theoretical account was developed for execution of the civilization audit with this executive team-researcher tandem in head. These stairss include:Designation of the organization’s vision, mission, values, and strategic ends ;A brief narrative on the coveted civilization ;Choice of the audit squad ;Data aggregation ;Interpretation and coverageQuestionnaire was used for understanding the civilization of MottMacdonald group. Questions were prepared as per the guidelines provided by the Mass cultural council ( Council, 2012 ) for appraisal of organisational civilization. Following major cultural countries of MottMacdonald were identified and reviewed as portion of cultural audit.Mission and visionStrategic planning & A ; ratingCommunity engagementPublic dealingssSellingFiscal planning, monitoring and coverageAdministrationManagementHuman Resources3. FindingssBased on the consequences of study, few deficits were observed in organisational civilization of MottMacdonald Group Limited. However, these observations are non of the serious nature which can adversely impact the image and good will of the group but these demands to be considered carefully by the direction of MottMacdonald group. Detailed study questionnaire along with aggregative responses have been given in appendices 6.1 to 6.8 below. The observations which need direction attending are as below ;3.1. Weak apprehension of organisational strategic aimsAlthough, the staff at higher degree places was good cognizant of the organisational aims and ends, but our study revealed that these ends and aims were non clearly communicated to staff at lower degree, resultantly, input taken by these staff in puting strategic aim would non be much beneficial for both the employees and MottMacdonald group.3.2. Evaluations non used at policy doing degreeIt was observed that ratings for effectual planning have been conducted by the MottMacdonald group but these were non used when doing policies. A reappraisal of few policies of the group and consequences of the study conducted by the cultural audit squad revealed the fact that rating consequences were non used in policy and scheme devising.4. DecisionBased on the consequences of study and reappraisal of policies and fiscal statements of MottMacdonald group limited, the overall organisational civilization of the group is rated asâ€Å"GOOD with Risk degree at LOW† However, the direction needs to clearly reexamine the consequences of the study conducted by cultural audit squad in order to input the responses of employees to be used for scheme devising and planning intents.5. RecommendationCultural audit squad urge the direction to reexamine the preparation policies and a clear system of communicating should be introduced in such a manner that employees at lowest degree should understand the aim and ends of the group. Employees at each degree of hierarchy are of import for the organisation and they are the primary trade name embassador of the group hence, they must clearly be known the ends and aims of the group.6. Appendixs6.1. Vision & A ; MissionQuestionStrongly holdAgreeDisagreeStrongly differMission statement is clear, concise and best shows the ground for being of MottMacdonaldvVision statement is so persuasive that it clearly depicts the dreams of MottMacdonald yet to be accomplishedvA proper system is in topographic point to track a chievements with regard to mission and visionvAll the staff including top direction are really clear about mission and vision of MottMacdonaldvDirectors and Board members are good able to show mission and vision of the groupv6.2. Strategic planning & A ; ratingQuestionStrongly holdAgreeDisagreeStrongly differA chiseled strategic program tied to mission and vision is in topographic pointvA formal strategic program is being prepared after regular intervals affecting both board and staffvA formal system of reappraisal is in topographic point for strategic program is in topographic point to get by the changing fortunesvStrategic ends and aims are set in a manner that they are accomplishable and mensurable with clip framesvA SWOT analysis is being on a regular basis conducted to see the bing place of MottMacdonaldvIt is ensured that short term operational programs are linked with strategic program and aims and MottMacdonaldvStrategic ends and aims are understood throughout the organ isation.vA system of regular rating is in topographic point for every operation and planvEvaluations are being used in every phase and type of planningvA system dwelling of appropriate quantitative and qualitative informations aggregation techniques like observation, interviews, written studies, focal point group etc. , is in topographic point to mensurate impact of plansv6.3. Community engagementQuestionStrongly holdAgreeDisagreeStrongly differMottMacdonalds clearly understands the impact of different stakeholders’ perceptual experiences and experiences along with any barriers they encounter and this is used for planning intentsvSchemes are in topographic point to actuate current participants’ to increase the degree of engagement and chances are provided to take more involved function in the MottMacdonaldvMotivating schemes and programs exists to pull farther people to take part in scheme devisingvSchemes are made to make perspective audience including multi-cultural audiences, immature blood and seniorsvPotential and prospective mark audience have been identifies maintaining in position the current resources and other restrictionsvResources have been prioritized based on demands and diverseness of audiencevIt is clear and understood committedness to include all degree of audience in the communityvMottMacdonald is holding a scheme to organize partnership at all degrees to increase engagement in its plansvSurveies, focal point groups and interviews and other rating tools are being used to acquire input from mark communityvA program is in topographic point to get by with all the barriers including cultural, economic, chance and tome restraints and to take the barriers for mark audiencesvChanging demographics and concentrate demands of audiences are being considered on a regular basis and scheme shapers are good informed about the changing demandsv6.4. SellingQuestionStrongly holdAgreeDisagreeStrongly differA well drafted and written one-year selli ng program is in topographic point which has been made in audience with other sectionsvA database has been maintained to track ex-clients, prospective clients and forms of client purchasingvActual gross revenues are being monitored and compared with the selling events and tendenciesvDatabase of mailing and contact list is updated on a regular basisvMottMacdonald is good cognizant of its current strategic place in the market and place and tendencies of full marketvSelling stuffs are good drafted, good designed and aim oriented to specific mark audiencevSelling stuffs are produced for specific audience maintaining in position their cultural normsvWeb site and electronic mailing lists are efficaciously used as selling toolsvA suited sum has been budgeted for sellingvMarketing section is good staffed and appropriate mix of qualified and experient staff is in posted in itvMarketing staff is motivated and a clear coordination and good working relationships exist within themvShort and long term income ends are being set and monitored on a regular basis and progress towards accomplishment is being measured continuouslyvSpecific demands of mark audiences are being targeted to acquire lucifer of demands with the servicesv6.5. Financial planning, Monitoring & A ; coverageQuestionStrongly holdAgreeDisagreeStrongly differAppropriate accounting policies as per the by and large accepted accounting rules are being used while describingvFiscal statements including Statement of fiscal place and income statement are on a regular basis preparedvAnnual operating budget is prepared including all expected grosss and expected disbursals aligned with the schemesvAppropriate accounting package is used for clerking and fiscal coveragevPeriodic reappraisal of income and disbursals is being conducted in the signifier of monthly or quarterly fiscal statements and mid-course accommodationsvCash flows place is being monitored and maintained aligned with the projection of hard currencyvA ll hard currency histories are reconciled monthly.vHistories receivable are being monitored and a system of effectual and timely recovery is in topographic pointvAuthority wise fiscal bounds have been assigned at each and every degree and signers are clear about their boundsvInternal controls and conformity policies are good drafted and documented and communicated at each and every degreevInventory direction system is good equipped to get by with the menace of larceny and abuse of stock listvApplicable Torahs and ordinances are being adhered when fixing paysheet of employeesvEmployees are employed maintaining in position all the relevant Torahs and regulating rules and record maintaining is maintained as per the local and international record maintaining guidelinesvAll the statutory demands of filing of statutory returns, tax write-off from rewards and all applicable revenue enhancements are being adhered as per the applicable jurisprudencevFiscal statements are being prepared by ce rtified and qualified professional comptrollers and are being reviewed by an independent hearer topic to the demands of local jurisprudencevOrg. reviews capital demands and establishes capital precedences yearly at leastvAppropriate insurance coverage is available for all the possible hazards and other controls are available for extenuation of those hazardsv6.6. AdministrationQuestionStrongly holdAgreeDisagreeStrongly differFunctions of board and executive managers are clearly defined and executive managers are being delegated the overall direction and supervising of the companyvLocal applicable Torahs and rules are being adhered in carry oning board and stockholders run intoing along with continuance of director’s offices and elections, re-election, expiration and surrendervBoard has formed commissions and sub-committees with clearly defined duties and governmentsvNewly fall ining board member are given a thorough orientation sing operations, organisation and duties of the m anagersvAttendance regulations for board meeting every bit adheres as per the applicable ordinancesvAppropriate accomplishments and making exists within the BoardvNominations in the board should guarantee appropriate mix and diverseness in signifier of civilization, gender, making and ethnicityvBoard is good cognizant of community and altering demands of the targeted community.vBoard members attend organization’s plans and eventsvBoard members use their other professional links to drive concern towards MottMacdonaldvBoard have appropriate cognition of industry in which MottMacdonald operatesvBoard sets the marks and ends for executive managers and direction squad and help them to accomplish that endsvAll board members give a meaningful fiscal part to the organisation yearlyv6.7. ManagementQuestionStrongly holdAgreeDisagreeStrongly differAttainable and accomplishable competitory ends are being set for the directorsvStaff is being provided with uninterrupted support and prepara tion by the directorsvAppropriate degree of managerial accomplishments exist for the directors and preparations are imparted to them as portion of occupationvBusiness is conducted by the directors in clear and concise affairvDirectors work good as a squadvHigh degree direction works in such a manner that they have become a function theoretical account for their subsidiariesvHigh winner staff is being awarded by the direction and hapless public presentation are good addressed by the directorsvA proper communicating and effectual coordination exists between the staffv6.8. Human resourcesQuestionStrongly holdAgreeDisagreeStrongly differPolices have been formulated for enlisting of employees and all procedures are good defined for the enlisting of best endowmentvHiring procedure is designed in such a manner that it attracts the major parts of the communityvHuman resources are managed by the well qualified persons who are clear about their dutiesvHuman resources policy is in topographic point which covers all the facets of human resources in best suited modevBest suited preparation program is in topographic point for staff and voluntaries every bit goodvStaff is clearly cognizant of what benefits and allowances are available to themvClear occupation descriptions of every staff member is available, updated and communicated to relevant staff and voluntaryvReporting lines are clear and defined and each employee is good cognizant of his coverage seniorvEmployee public presentations are being reviewed and documented after periodic intervals and at least yearlyvCompensation to employees are being paid in conformity with the applicable ordinances and benefits are paid as per the jurisprudencevLocal Torahs about minimal compensation are being adhered in the payments of all staffvVolunteers are being extremely appreciated and be appreciated in a respectful mode for their committednesssvEmployees are being extremely appreciated and considered in sequence planning for higher degree placesv

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Equity History Essay Example for Free

Equity History Essay Equity was used to refer to the laws that were followed in the English judicial system which supplemented the strict rules that were used on top of the already existing common laws to pass judgments. The conflicts between law and equity can be traced back to the time when England was ruled by kings. At the start of the 14th century, the courts of law in England could only pass sentences to certain cases and disregarded others that according to the system ‘were not suitable’. On top of this, law officials changed the court procedures of listening to claims. Since the legal claims were based on set restrictions, it made the judicial process unfair to the individuals who were denied justice. Remedies however, could be got when petitions were drafted for the king to consider with the hope that he would have mercy on them. The Court of Chancery The Court of Chancery was one court in England and Wales that followed the Equity system. It was formed under the Lord Chancellors jurisdiction who administered cases on behalf of the King; therefore, he served as the judge. During this period, the rules of equity had become more acceptable in solving cases and that is why they were incorporated in the Court of Chancery. In these courts, decisions were made following stare decisis and since they were based on equity, they did not rely on the law doctrines. These courts however, were not trusted with most people to pass correct rulings because of its inconsistency. The courts concentrated on what the defendants had done and what they were supposed to do so as to be right with the law other than what the plaintiff might have wanted. Therefore it was upon the courts to pass the decision that would make the defendant put matters right. Equity therefore, lightened the strict laws. The jurisdiction of the courts of equity is different from law courts because the methods used to distinguish from what is right and what is wrong are differentiated into two such that what is used in the Courts of Law are legal and were enforced using the common laws while those in the Equity based courts were equitable. The Courts of Equity are based on mercy and justice therefore have helped the poor people to fight for their rights especially in certain suits where they are unable to file suits such that a counsel will be assigned to them by the courts and they can get certain favors such as they are exempted from paying ordinary fees. Differences in Common Law and Equity The difference between the common law and equity ranges from the way they deal with solutions and alternatives used in solving legal matters. In Equity, there is no jury as it is the duty of the judge to decide if a person is guilty or not guilty. Another distinction between law and equity is that there are differences in the rules are used to pass decisions. In law, decisions made will be based upon the documented legal guidelines while in equity, general guidelines are followed that will ensure that the sentence passed is fair and just. Equity therefore has no fixed rules as sentences can be passed by using doctrines that were used in prior similar cases. But as time progressed, the equity laws changed rapidly to become more rigid hence becoming a system that was used in the English courts.

Globalisation and the Concept of Global Citizenship

Globalisation and the Concept of Global Citizenship â€Å"As globalisation promotes a free-flow of people, ideas and products across national boundaries, individuals will be more identified as global citizens and less prone to xenophobic attitudes.† Discuss. While globalisation promotes a free-flow of people, ideas, and products across national boundaries, it provides opportunities to individuals to become global citizens. However, while this essay will argue that this has made them less prone to xenophobic attitudes, globalisation has also had other impacts which may have only provoked xenophobic attitudes. This essay will examine the impact which globalisation has had on individuals in the workplace, focusing on how Multinational Corporations have increased the need for globally mobile employees, therefore increasing their cultural intelligence along the way. The essay will also explore employees working within global organisations who are not globally mobile, and the impact which globalisation has had on them. The importance of cultural intelligence will also be discussed alongside the growing focus of scholars on cosmopolitan or global citizens, and finally, the essay will examine xenophobia and the impact which globalisation has had upon xenophobic views. Globalisation is the introduction and growth of products, people, information, and money across borders and is an important impact on the shape of national identities and relationships (Ariely, 2011).   Arnett (2002) argues that globalisation is not just a historical process but is also a change in mind-set of citizens around the world and has positively and sometimes negatively redefined national identity and culture. In effect, globalisation defines the world in which we live, and has changed the way in which citizens identify themselves (Ariely, 2011 & Arnett, 2002). However, some researchers have argued that in the process globalisation has undermined national cultures and identity – creating what is moving towards a single identity for all global citizens (Smith, 2007 & Held, McGrew & Perraton, 1999). Effectively, globalisation has been guided by â€Å"economic forces† (Sideri, 1997. Pg.38) with the actions and growth of Multinational Corporations (MNC’s) furthering globalisation (Buckley & Ghauri, 2004). With MNC’s comes the need for the retention and transfer of knowledge between operating units and countries (Elenkov & Manev, 2009). Expatriates (Expats) are used by MNC’s for three main reasons; to fill positions where no suitable candidate exists in the host country, as an opportunity to develop the expatriate’s skills, and most importantly; to transfer important knowledge and corporate culture from home to host countries (Collings et al, 2007). Within MNC’s expats will work with people of many different nationalities, and globalisation is only expediting the mobility required of expatriates, therefore, the number of cultures in which expatriates are working in and becoming accustomed to is increasing (Lee, 2014). Lee (2014) argues that this is exposure to new cultures has increased the number of people which identify as learned bi-culturals, and who feel accustomed to 2 or more cultures after experiencing the identity negotiation process. The knowledge and understanding of different cultures that being bi-cultural brings allows these individuals to adapt quickly and become more adept to different situations (Hong et al, 2000 & Lee, 2014). While individuals will generally undergo an identity negotiation process when entering employment with a new organisation, international experience adds to this further (Lee, 2014). Sanchez et al (2000) explain that during the adjustment process to working within a different culture, an individual may become more attached to their home unit, or alternatively, become more attached to their host unit. This acculturation is essentially a process leading to cultural changes within the individual after interacting with members of different cultures (Lee, 2014), and can be portrayed in a number of strategies by the individual when operating in different cultures. This impacts their identification and adaptation with their home and host country and can lead to positive outcomes – however, two of the outcomes of acculturation can be marginalisation or separation, where an individual does not identify with the host country (Lee, 2014 & Berry, 2005). Another theory of culture acquisition is the identity negotiation process, where when individuals encounter a new culture question their values and beliefs leading to a renegotiation of their own identity through experimentation and reflection (Lee, 2014). While expats seem to have the most experience with operating within different cultures, globalisation has meant that even individuals working within their home country can experience different cultures too (Lee, 2014). Lee (2014) argues that individuals working in organisations undergoing international mergers and acquisitions, as well as those with international subsidiaries can develop an understanding of different cultures. Experience of work within different international contexts may lead individuals to develop a greater understanding of their own as well as different ways of undertaking work (Lee, 2014). It is important to note however, that an individual who is globally mobile may not automatically expose themselves to the culture of the country in which they are working. As mentioned previously, outcomes of acculturation such as marginalisation or separation can mean that the expatriate exhibits low attachment to the society in which they are working. It could therefore be argued that both expatriation and working within a culturally diverse and international organisation could develop an individual’s global identity. Gupta and Govindarajan (2002) explain that a global identity is the awareness of different cultures and the openness to the integration of these cultures to create a competitive advantage. Lee (2018) argues that this competence and adaptability is gained through 3 steps; the understanding of the individuals own culture and cultural lens, acquiring knowledge of other cultures, and improving one’s cultural intelligence. The exposure to different cultures through international assignments and working within a global organisation can assist with the gaining of knowledge of different norms and values (Crowne, 2008). This exposure to different cultures needn’t just be through work either, Crowne (2008) argues that globalisation has allowed for exposure to different cultures through travel, study, and media such as television and film. While some of these methods may have a greater impact, they are all important to the development of an understanding of different cultures. Crowne (2008) argues that any exposure to different cultures is directly associated with an individual’s cultural intelligence, yet some methods of exposure such as expatriation, international education and travel have a greater impact. Cultural intelligence is defined as an individual’s ability to effectively adapt to new cultures and has been found to have a positive impact on integration into multicultural teams (Earley, 2002). Furthermore, employees with higher cultural intelligence are able to adjust more easily to new cultures and show greater performance within multicultural teams and tasks (Templer et al, 2006). Cultural intelligence is born through 4 main dimensions; Cognitive – gaining the knowledge of values and norms of different cultures, Motivational – the commitment to acquiring new knowledge and learn, Behavioural – the ability to adapt to new cultural situations, and Metacognitive – the ability to monitor one’s self, and to adjust based on new experiences (Lee, 2018 & Ang et al, 2007). The importance of cultural intelligence cannot be underestimated, as it assists individuals with seeing past the stereotypes and perhaps xenophobic views of other cultures (Lee, 2018). Furthermore, it stops an individual from casting judgement until all of the facts are known and available (Triandis, 2006 & Elenkov & Manev, 2009). Interestingly, cultural intelligence is directly linked to cross-cultural competence, which reduces the pressure that may be associated with handling difficult decisions in culturally different environments and can increases effectiveness (Elenkov & Manev, 2009). Of course, the cultural intelligence of the majority of individuals will increase through international assignments and working within a global organisation. Elenkov & Manev (2009) further this argument and explain that cultural intelligence is vital for managers within organisations. The GLOBE project found that the leadership styles favoured or expected from country to country vary depending on the cultural variables found in that context (Dorfman et al, 2002), and it can be seen that the cultural intelligence and adaptability of managers and individuals is vital to their performance and effectiveness in different cultures (Elenkov & Manev, 2009). It can therefore be argued that the greater the cultural intelligence of an individual, the more understanding, aware and open they should be to different cultures and therefore less prone to xenophobic attitudes (Lee, 2014). The emerging concept of cosmopolitan global citizens is one still in debate. In its early conception, cosmopolitanism was seen to be an outlook which transcended national boundaries and complemented cultural intelligence (Woodward et al, 2008). The concept has now been developed to incorporate institutional, political, and cultural dimensions (Woodward et al, 2008). From a cultural perspective, most researchers have agreed that cosmopolitanism can be seen as an openness to different cultures as well as the values and beliefs that they may hold. Woodward et al (2008) argue that while an individual does not need to be globally mobile to hold cosmopolitan values, the cultural exposure that expatriates experience may assist them with gaining the attitudes and values associated with cosmopolitanism (Lee, 2014). Furthermore, cosmopolitan citizens are seen to be more engaged with others that identify as cosmopolitan citizens and hold similar worldviews (Lee, 2014). The concept therefore of a cosmopolitan is that of an individual who defines themselves less as part of a single national or cultural identity, and more as a global citizen – who should be less prone to xenophobic attitudes (Lee, 2014). This is supported by Ariely (2017) who showed that identifying as a cosmopolitan reduces xenophobic attitudes, a relationship which is moderated by the level of globalisation in the individuals home country, with those exhibiting higher levels of globalisation demonstrating a stronger negative relation between cosmopolitanism and xenophobic attitudes. The dictionary definition of xenophobia is the fear or hatred of strangers or foreigners, it is usually thought that the term overlaps with racism, however, xenophobic behaviour is based on the idea that an individual is different due to being a member of a different nation or social group (UNESCO, 2018). Ariely (2011) argues that the idea of xenophobia can be based on social identity theory which defines social identity as the differences between social groups with members feeling more strongly associated to the group in which they belong. Xenophobic views are therefore the result of social groups – such as nations and culture, being different from one another (Ariely, 2011). Interestingly, the results of globalisation such as the development of cosmopolitan citizens, bi-culturals and individuals showing a strong cultural intelligence seems to show that globalisation is causing to move towards a more homogenous global citizen identity, instead of heterogeneous national identities (Ariely, 2011). Such â€Å"superordinate† identities could reduce or eliminate differences between national identities, and therefore reduce xenophobic views. It is also important to recognise that some research has shown globalisation to have the opposite effect, heightening nationalistic identities and in turn perhaps causing xenophobic views against those seen with a different social or national identity (Ariely, 2011). Interestingly, Ariely (2011) found that in certain countries, while globalisation may decrease xenophobic attitudes in some people, it can increase them in others. While this study was actually based on xenophobic views against immigrants it paints an interesting picture that globalisation can have many different impacts on different people within the same country, and that context is incredibly important (Ariely, 2011). There are also negative aspects to consider such as the accelerated flows of terrorism, which have only promoted xenophobic attitudes due to the placing of blame on the lack of national borders – which globalisation has had a hand in reducing (Heine & Thakur, 2011). This essay explored the impact which globalisation has had upon individuals around the world. Whether a cosmopolitan citizen, learned or born bi-cultural, or an individual that has developed a strong cultural intelligence, the ability to adapt and understand other cultures seems to reduce the ownership of xenophobic attitudes. The essay found that as individuals gain a greater cultural intelligence, or identify as cosmopolitan or global citizens, they tend to identify less with their national culture/identity and identify more with a global identity. Using social identity theory from Ariely (2011), it can therefore be argued that while xenophobia is usually based on the differences between social, cultural, or national groups – the fact that more people are identifying as global citizens is reducing the differences between these groups around the world, and therefore reducing xenophobic attitudes. References Ang, S., Van Dyne, L., Koh, C., Ng, K., Templer, K., Tay, C. and Chandrasekar, N. (2007). Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance. Management and Organization Review, 3(03), pp.335-371. Ariely, G. (2011). Globalization, immigration and national identity: How the level of globalization affects the relations between nationalism, constructive patriotism and attitudes toward immigrants? Group Processes & Intergroup Relations, 15(4), pp.539-557. Ariely, G. (2016). Global identification, xenophobia and globalisation: A cross-national exploration. International Journal of Psychology, 52, pp.87-96. Arnett, J. (2002). The psychology of globalization. American Psychologist, 57(10), pp.774-783. Berry, J. (2005). Acculturation: Living successfully in two cultures. International Journal of Intercultural Relations, 29(6), pp.697-712. Buckley, P. and Ghauri, P. (2004). Globalisation, economic geography and the strategy of multinational enterprises. Journal of International Business Studies, 35(2), pp.81-98. Collings, D., Scullion, H. and Morley, M. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), pp.198-213. Crowne, K. (2008). What leads to cultural intelligence? Business Horizons, 51(5), pp.391-399. Dorfman, P. House, R., Javidan, M., and Hanges, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, 37(1), pp.3-10. Earley, P. (2002). Redefining interactions across cultures and organizations: Moving forward with cultural intelligence. Research in Organizational Behavior, 24, pp.271-299. Elenkov, D. and Manev, I. (2009). Senior expatriate leaderships effects on innovation and the role of cultural intelligence. Journal of World Business, 44(4), pp.357-369. Gupta, A. and Govindarajan, V. (2002). Cultivating a global mindset. Academy of Management Executive, 16(1), pp.116-126. Heine, J. and Thakur, R. (2018). The dark side of globalisation. [online] Available at: https://www.cigionline.org/articles/dark-side-globalisation. Held, D. and McGrew, A. (1999). Global Transformations. Cambridge: Polity. Hong, Y., Morris, M., Chiu, C. and Benet-Martà ­nez, V. (2000). Multicultural minds: A dynamic constructivist approach to culture and cognition. American Psychologist, 55(7), pp.709-720. Lee, H-J., (2018). Global Leadership and Cultural Intelligence. Lee, H-J., (2014) Global leadership practices: a cross-cultural management perspective, London: Palgrave Macmillan Sanchez, J., Spector, P. and Cooper, C. (2000). Adapting to a boundaryless world: A developmental expatriate model. Academy of Management Perspectives, 14(2), pp.96-106. Sideri, S. (1997). Globalisation and regional integration. The European Journal of Development Research, 9(1), pp.38-82. Smith, A. D. (2007). Nationalism in decline? In M. Young, E. Zuelow & A. Strum (Eds.), Nationalism in a global era (pp. 17–32). New York, NY: Routledge. Templer, K., Tay, C. and Chandrasekar, N. (2006). Motivational Cultural Intelligence, Realistic Job Preview, Realistic Living Conditions Preview, and Cross-Cultural Adjustment. Group & Organization Management, 31(1), pp.154-173. Triandis, H. (2006). Cultural Intelligence in Organizations. Group & Organization Management, 31(1), pp.20-26. UNESCO (2018). Xenophobia | United Nations Educational, Scientific and Cultural Organization. [online] Available at: http://www.unesco.org/new/en/social-and-human-sciences/themes/international-migration/glossary/xenophobia/. Woodward, I., Skrbis, Z. and Bean, C. (2008). Attitudes towards globalization and cosmopolitanism: cultural diversity, personal consumption and the national economy. The British Journal of Sociology, 59(2), pp.207-226. Globalisation and the Concept of Global Citizenship Globalisation and the Concept of Global Citizenship â€Å"As globalisation promotes a free-flow of people, ideas and products across national boundaries, individuals will be more identified as global citizens and less prone to xenophobic attitudes.† Discuss. While globalisation promotes a free-flow of people, ideas, and products across national boundaries, it provides opportunities to individuals to become global citizens. However, while this essay will argue that this has made them less prone to xenophobic attitudes, globalisation has also had other impacts which may have only provoked xenophobic attitudes. This essay will examine the impact which globalisation has had on individuals in the workplace, focusing on how Multinational Corporations have increased the need for globally mobile employees, therefore increasing their cultural intelligence along the way. The essay will also explore employees working within global organisations who are not globally mobile, and the impact which globalisation has had on them. The importance of cultural intelligence will also be discussed alongside the growing focus of scholars on cosmopolitan or global citizens, and finally, the essay will examine xenophobia and the impact which globalisation has had upon xenophobic views. Globalisation is the introduction and growth of products, people, information, and money across borders and is an important impact on the shape of national identities and relationships (Ariely, 2011).   Arnett (2002) argues that globalisation is not just a historical process but is also a change in mind-set of citizens around the world and has positively and sometimes negatively redefined national identity and culture. In effect, globalisation defines the world in which we live, and has changed the way in which citizens identify themselves (Ariely, 2011 & Arnett, 2002). However, some researchers have argued that in the process globalisation has undermined national cultures and identity – creating what is moving towards a single identity for all global citizens (Smith, 2007 & Held, McGrew & Perraton, 1999). Effectively, globalisation has been guided by â€Å"economic forces† (Sideri, 1997. Pg.38) with the actions and growth of Multinational Corporations (MNC’s) furthering globalisation (Buckley & Ghauri, 2004). With MNC’s comes the need for the retention and transfer of knowledge between operating units and countries (Elenkov & Manev, 2009). Expatriates (Expats) are used by MNC’s for three main reasons; to fill positions where no suitable candidate exists in the host country, as an opportunity to develop the expatriate’s skills, and most importantly; to transfer important knowledge and corporate culture from home to host countries (Collings et al, 2007). Within MNC’s expats will work with people of many different nationalities, and globalisation is only expediting the mobility required of expatriates, therefore, the number of cultures in which expatriates are working in and becoming accustomed to is increasing (Lee, 2014). Lee (2014) argues that this is exposure to new cultures has increased the number of people which identify as learned bi-culturals, and who feel accustomed to 2 or more cultures after experiencing the identity negotiation process. The knowledge and understanding of different cultures that being bi-cultural brings allows these individuals to adapt quickly and become more adept to different situations (Hong et al, 2000 & Lee, 2014). While individuals will generally undergo an identity negotiation process when entering employment with a new organisation, international experience adds to this further (Lee, 2014). Sanchez et al (2000) explain that during the adjustment process to working within a different culture, an individual may become more attached to their home unit, or alternatively, become more attached to their host unit. This acculturation is essentially a process leading to cultural changes within the individual after interacting with members of different cultures (Lee, 2014), and can be portrayed in a number of strategies by the individual when operating in different cultures. This impacts their identification and adaptation with their home and host country and can lead to positive outcomes – however, two of the outcomes of acculturation can be marginalisation or separation, where an individual does not identify with the host country (Lee, 2014 & Berry, 2005). Another theory of culture acquisition is the identity negotiation process, where when individuals encounter a new culture question their values and beliefs leading to a renegotiation of their own identity through experimentation and reflection (Lee, 2014). While expats seem to have the most experience with operating within different cultures, globalisation has meant that even individuals working within their home country can experience different cultures too (Lee, 2014). Lee (2014) argues that individuals working in organisations undergoing international mergers and acquisitions, as well as those with international subsidiaries can develop an understanding of different cultures. Experience of work within different international contexts may lead individuals to develop a greater understanding of their own as well as different ways of undertaking work (Lee, 2014). It is important to note however, that an individual who is globally mobile may not automatically expose themselves to the culture of the country in which they are working. As mentioned previously, outcomes of acculturation such as marginalisation or separation can mean that the expatriate exhibits low attachment to the society in which they are working. It could therefore be argued that both expatriation and working within a culturally diverse and international organisation could develop an individual’s global identity. Gupta and Govindarajan (2002) explain that a global identity is the awareness of different cultures and the openness to the integration of these cultures to create a competitive advantage. Lee (2018) argues that this competence and adaptability is gained through 3 steps; the understanding of the individuals own culture and cultural lens, acquiring knowledge of other cultures, and improving one’s cultural intelligence. The exposure to different cultures through international assignments and working within a global organisation can assist with the gaining of knowledge of different norms and values (Crowne, 2008). This exposure to different cultures needn’t just be through work either, Crowne (2008) argues that globalisation has allowed for exposure to different cultures through travel, study, and media such as television and film. While some of these methods may have a greater impact, they are all important to the development of an understanding of different cultures. Crowne (2008) argues that any exposure to different cultures is directly associated with an individual’s cultural intelligence, yet some methods of exposure such as expatriation, international education and travel have a greater impact. Cultural intelligence is defined as an individual’s ability to effectively adapt to new cultures and has been found to have a positive impact on integration into multicultural teams (Earley, 2002). Furthermore, employees with higher cultural intelligence are able to adjust more easily to new cultures and show greater performance within multicultural teams and tasks (Templer et al, 2006). Cultural intelligence is born through 4 main dimensions; Cognitive – gaining the knowledge of values and norms of different cultures, Motivational – the commitment to acquiring new knowledge and learn, Behavioural – the ability to adapt to new cultural situations, and Metacognitive – the ability to monitor one’s self, and to adjust based on new experiences (Lee, 2018 & Ang et al, 2007). The importance of cultural intelligence cannot be underestimated, as it assists individuals with seeing past the stereotypes and perhaps xenophobic views of other cultures (Lee, 2018). Furthermore, it stops an individual from casting judgement until all of the facts are known and available (Triandis, 2006 & Elenkov & Manev, 2009). Interestingly, cultural intelligence is directly linked to cross-cultural competence, which reduces the pressure that may be associated with handling difficult decisions in culturally different environments and can increases effectiveness (Elenkov & Manev, 2009). Of course, the cultural intelligence of the majority of individuals will increase through international assignments and working within a global organisation. Elenkov & Manev (2009) further this argument and explain that cultural intelligence is vital for managers within organisations. The GLOBE project found that the leadership styles favoured or expected from country to country vary depending on the cultural variables found in that context (Dorfman et al, 2002), and it can be seen that the cultural intelligence and adaptability of managers and individuals is vital to their performance and effectiveness in different cultures (Elenkov & Manev, 2009). It can therefore be argued that the greater the cultural intelligence of an individual, the more understanding, aware and open they should be to different cultures and therefore less prone to xenophobic attitudes (Lee, 2014). The emerging concept of cosmopolitan global citizens is one still in debate. In its early conception, cosmopolitanism was seen to be an outlook which transcended national boundaries and complemented cultural intelligence (Woodward et al, 2008). The concept has now been developed to incorporate institutional, political, and cultural dimensions (Woodward et al, 2008). From a cultural perspective, most researchers have agreed that cosmopolitanism can be seen as an openness to different cultures as well as the values and beliefs that they may hold. Woodward et al (2008) argue that while an individual does not need to be globally mobile to hold cosmopolitan values, the cultural exposure that expatriates experience may assist them with gaining the attitudes and values associated with cosmopolitanism (Lee, 2014). Furthermore, cosmopolitan citizens are seen to be more engaged with others that identify as cosmopolitan citizens and hold similar worldviews (Lee, 2014). The concept therefore of a cosmopolitan is that of an individual who defines themselves less as part of a single national or cultural identity, and more as a global citizen – who should be less prone to xenophobic attitudes (Lee, 2014). This is supported by Ariely (2017) who showed that identifying as a cosmopolitan reduces xenophobic attitudes, a relationship which is moderated by the level of globalisation in the individuals home country, with those exhibiting higher levels of globalisation demonstrating a stronger negative relation between cosmopolitanism and xenophobic attitudes. The dictionary definition of xenophobia is the fear or hatred of strangers or foreigners, it is usually thought that the term overlaps with racism, however, xenophobic behaviour is based on the idea that an individual is different due to being a member of a different nation or social group (UNESCO, 2018). Ariely (2011) argues that the idea of xenophobia can be based on social identity theory which defines social identity as the differences between social groups with members feeling more strongly associated to the group in which they belong. Xenophobic views are therefore the result of social groups – such as nations and culture, being different from one another (Ariely, 2011). Interestingly, the results of globalisation such as the development of cosmopolitan citizens, bi-culturals and individuals showing a strong cultural intelligence seems to show that globalisation is causing to move towards a more homogenous global citizen identity, instead of heterogeneous national identities (Ariely, 2011). Such â€Å"superordinate† identities could reduce or eliminate differences between national identities, and therefore reduce xenophobic views. It is also important to recognise that some research has shown globalisation to have the opposite effect, heightening nationalistic identities and in turn perhaps causing xenophobic views against those seen with a different social or national identity (Ariely, 2011). Interestingly, Ariely (2011) found that in certain countries, while globalisation may decrease xenophobic attitudes in some people, it can increase them in others. While this study was actually based on xenophobic views against immigrants it paints an interesting picture that globalisation can have many different impacts on different people within the same country, and that context is incredibly important (Ariely, 2011). There are also negative aspects to consider such as the accelerated flows of terrorism, which have only promoted xenophobic attitudes due to the placing of blame on the lack of national borders – which globalisation has had a hand in reducing (Heine & Thakur, 2011). This essay explored the impact which globalisation has had upon individuals around the world. Whether a cosmopolitan citizen, learned or born bi-cultural, or an individual that has developed a strong cultural intelligence, the ability to adapt and understand other cultures seems to reduce the ownership of xenophobic attitudes. The essay found that as individuals gain a greater cultural intelligence, or identify as cosmopolitan or global citizens, they tend to identify less with their national culture/identity and identify more with a global identity. Using social identity theory from Ariely (2011), it can therefore be argued that while xenophobia is usually based on the differences between social, cultural, or national groups – the fact that more people are identifying as global citizens is reducing the differences between these groups around the world, and therefore reducing xenophobic attitudes. References Ang, S., Van Dyne, L., Koh, C., Ng, K., Templer, K., Tay, C. and Chandrasekar, N. (2007). Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance. Management and Organization Review, 3(03), pp.335-371. Ariely, G. (2011). Globalization, immigration and national identity: How the level of globalization affects the relations between nationalism, constructive patriotism and attitudes toward immigrants? Group Processes & Intergroup Relations, 15(4), pp.539-557. Ariely, G. (2016). Global identification, xenophobia and globalisation: A cross-national exploration. International Journal of Psychology, 52, pp.87-96. Arnett, J. (2002). The psychology of globalization. American Psychologist, 57(10), pp.774-783. Berry, J. (2005). Acculturation: Living successfully in two cultures. International Journal of Intercultural Relations, 29(6), pp.697-712. Buckley, P. and Ghauri, P. (2004). Globalisation, economic geography and the strategy of multinational enterprises. Journal of International Business Studies, 35(2), pp.81-98. Collings, D., Scullion, H. and Morley, M. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), pp.198-213. Crowne, K. (2008). What leads to cultural intelligence? Business Horizons, 51(5), pp.391-399. Dorfman, P. House, R., Javidan, M., and Hanges, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, 37(1), pp.3-10. Earley, P. (2002). Redefining interactions across cultures and organizations: Moving forward with cultural intelligence. Research in Organizational Behavior, 24, pp.271-299. Elenkov, D. and Manev, I. (2009). Senior expatriate leaderships effects on innovation and the role of cultural intelligence. Journal of World Business, 44(4), pp.357-369. Gupta, A. and Govindarajan, V. (2002). Cultivating a global mindset. Academy of Management Executive, 16(1), pp.116-126. Heine, J. and Thakur, R. (2018). The dark side of globalisation. [online] Available at: https://www.cigionline.org/articles/dark-side-globalisation. Held, D. and McGrew, A. (1999). Global Transformations. Cambridge: Polity. Hong, Y., Morris, M., Chiu, C. and Benet-Martà ­nez, V. (2000). Multicultural minds: A dynamic constructivist approach to culture and cognition. American Psychologist, 55(7), pp.709-720. Lee, H-J., (2018). Global Leadership and Cultural Intelligence. Lee, H-J., (2014) Global leadership practices: a cross-cultural management perspective, London: Palgrave Macmillan Sanchez, J., Spector, P. and Cooper, C. (2000). Adapting to a boundaryless world: A developmental expatriate model. Academy of Management Perspectives, 14(2), pp.96-106. Sideri, S. (1997). Globalisation and regional integration. The European Journal of Development Research, 9(1), pp.38-82. Smith, A. D. (2007). Nationalism in decline? In M. Young, E. Zuelow & A. Strum (Eds.), Nationalism in a global era (pp. 17–32). New York, NY: Routledge. Templer, K., Tay, C. and Chandrasekar, N. (2006). Motivational Cultural Intelligence, Realistic Job Preview, Realistic Living Conditions Preview, and Cross-Cultural Adjustment. Group & Organization Management, 31(1), pp.154-173. Triandis, H. (2006). Cultural Intelligence in Organizations. Group & Organization Management, 31(1), pp.20-26. UNESCO (2018). Xenophobia | United Nations Educational, Scientific and Cultural Organization. [online] Available at: http://www.unesco.org/new/en/social-and-human-sciences/themes/international-migration/glossary/xenophobia/. Woodward, I., Skrbis, Z. and Bean, C. (2008). Attitudes towards globalization and cosmopolitanism: cultural diversity, personal consumption and the national economy. The British Journal of Sociology, 59(2), pp.207-226.