An Overview of Fossils and Dinosaurs by State

An Overview of Fossils and Dinosaurs by State Do you know the official state dinosaur and fossil for the state you live in? State fossils or state dinosaurs have been named by 42 of the 50 states. Maryland, Missouri, Oklahoma and Wyoming have named one of each, while Kansas has named both an official marine and flying fossil. Three states Georgia, Oregon and Vermont have fossils of non-extinct species.  There is also the informally named but formally designated Capitalsaurus of Washington, D.C.   The state fossils make a much more consistent list than the state rocks, state minerals and state gemstones. Most are distinct creatures identified by species. On the other hand, some of the dinosaurs are honored as state fossils rather than state dinosaurs.   Dinosaurs and Fossils by State The Adoption Date lists the date that these were adopted as state symbols. The link usually goes to the best existing material from the respective state government or educational institution.  You can look up each of the geologic age terms in  the geologic time scale.   State Scientific Name Common Name (age) Adoption Date Alabama Basilosaurus cetoides Whale (Eocene) 1984 Alaska Mammuthus primigenius Mammoth (Pleistocene) 1986 Arizona Araucarioxylon arizonicum Petrified Wood (Triassic) 1988 California Smilodon californicus Saber-toothed cat (Quaternary) 1973 Colorado Stegosaurus Stegosaurus (Cretaceous) 1982 Connecticut Eubrontes giganteus Dinosaur Track (Jurassic) 1991 Deleware Belemnitalla americana Belemnite (Cretaceous) 1996 Georgia Shark tooth (Cenozoic) 1976 Idaho Equus simplicidens Hagerman horse (Pliocene) 1988 Illinois Tullimonstrum gregarium Tully Monster (Carboniferous) 1989 Kansas PteranodonTylosaurus Pterosaur (Cretaceous) Mosasaur (Cretaceous) 20142014 Kentucky Brachiopod (Paleozoic) 1986 Louisiana Palmoxylon Petrified Palm wood (Cretaceous) 1976 Maine Pertica quadrifaria Fern-like plant (Devonian) 1985 Maryland Astrodon johnstoni Ecphora gardnerae Sauropod dinosaur (Cretaceous)Gastropod (Miocene) 19981994 Massachusetts Dinosaur tracks (Triassic) 1980 Michigan Mammut americanum Mastadon (Pleistocene) 2002 Mississippi Basilosaurus cetoides Zygorhiza kochii Whale (Eocene)Whale (Eocene) 19811981 Missouri Delocrinus missouriensis Hypsibema missouriense Crinoid (Carboniferous) Duck-billed dinosaur (Cretaceous) 19892004 Montana Maiasaura peeblesorum Duck-billed dinosaur (Cretaceous) 1985 Nebraska Archidiskodon imperator Mammoth (Pleistocene) 1967 Nevada Shonisaurus popularis Ichthyosaur (Triassic) 1977 New Jersey Hadrosaurus foulkii Duck-billed dinosaur (Cretaceous) 1991 New Mexico Coelophysis bauri Dinosaur (Triassic) 1981 New York Eurypterus remipes Sea scorpion (Silurian) 1984 North Carolina Carcharodon megalodon Megalodon (Cenozoic) 2013 North Dakota Teredo Petrified Wood (Cretaceous and Tertiary) 1967 Ohio Isotelus Trilobite (Ordovician) 1985 Oklahoma Saurophaganax maximusAcrocanthosaurus atokensis Theropod dinosaur (Jurassic) Theropod dinosaur (Cretaceous) 20002006 Oregon Metasequoia Dawn redwood (Cenozoic) 2005 Pennsylvania Phacops rana Trilobite (Devonian) 1988 South Carolina Mammuthus columbi Mammoth (Pleistocene) 2014 South Dakota Triceratops (Dinosaur) 1988 Tennessee Pterotrigonia thoracica Bivalve (Cretaceous) 1998 Texas Sauropod (Cretaceous) 2009 Utah Allosaurus Theropod dinosaur (Jurassic) 1988 Vermont Delphinapterus leucas Beluga whale (Pleistocene) 1993 Virginia Chesapecten jeffersonius Scallop (Neogene) 1993 Washington Mammuthus columbi Mammoth (Pleistocene) 1998 West Virginia Megalonyx jeffersoni Giant ground sloth (Pleistocene) 2008 Wisconsin Calymene celebra Trilobite (Paleozoic) 1985 Wyoming KnightiaTriceratops Fish (Paleogene) (Cretaceous) 19871994 Edited by Brooks Mitchell

Effects of Advertising Essay

Effects of Advertising Essay Free Online Research Papers Advertising promotes more than mere products in our popular culture. Because images used in advertising are often idealized, they eventually set the standard which we, in turn, feel we must live up to. Advertisements serve to show us what the ideal image is, and further tell us how to obtain it. Advertisers essentially have the power to promote positive images or negative images. Unfortunately, most of the roles portrayed by women tend to fit the latter description. The irony lies therein since it is these negative images which have been most successful in selling products. It is easy to understand the appeal which these ads hold for men, as they place women in an inferior role; one characterized by helplessness, fragility, and vulnerability. Certainly one can not deny that visual images serve to create the ideal female beauty within the material realm of consumer culture. The problem is that if one strays from this ideal, theres the risk of not being accepted by men. Advertisers, by setting ideas, not only sell their products but in fact reaffirm traditional gender roles in mainstream America. Women portrayed in sexual ads are depicted as objects and commodities, to be consumed by men for visual pleasure and by women for self-definition. Any depiction of a woman in scant clothing ultimately makes her look vulnerable and powerless, especially when placed next to a physically stronger man. Studies show that advertisements will concentrate primarily on a womans body parts rather than her facial expressions. Also, it was proven that over 50% of commercials portraying women contained at least one camera shot focusing on her chest. Men enjoy these images, and sadly, women tend to try to embody them, regardless of the extent to which they degrade themselves. Perhaps one of the most recent, successful, and controversial ad campaigns of the nineties is that of Calvin Klein. Ironically, in contrast to the normal, objectifying advertisements that deface women altogether, Klein focuses on his models expressions. However, these expressions are similar to those of a scared child. The naked female model, in turn, looks even more vulnerable than when she was faceless. Here, in this ad, Kate Moss is depicted as an innocent scared child. Her fingers touch her lips as if she is not permitted to speak, while her eyes look as if they are bruised. Moss breast is exposed in this image, but instead of appearing voluptuous, Moss appears to be almost prepubescent. She stares vacantly and helplessly into the camera. Again, women see these images as attractive to men and subsequently feel the need to embody them. Unfortunately, the body of Kate Moss is an unrealistic and unattainable ideal for most women. This distorted ideal body image is one of the leading causes of the recent rise of anorexia in young girls. The waif woman image is causing extreme low self-esteem for women in the nineties. The advertisement proves effective because normal women can never, and will never look like Kate Moss. All the hollow attempts will only bring more attention to these marketing strategies, and ultimately more business for Calvin Klein. It is difficult to pinpoint the cause for Kleins overwhelming success despite the nature of his advertisements. Before Calvin Kleins waif image developed, it was thought that concentration on a womans voluptuous physical features was what intrigued men. But this idea of Moss as a helpless child, with no real feminine curves at all, reiterates the argument that the male attraction to certain ads lies in the sexual power it gives them. Women please men in their nudity, their purity, and their body size. Women can never be happy with themselves until their representation in advertising become more reflective of reality. But if the ads become more realistic, then the advertisements arent able to sell their self-help images. Essentially the world of morals and advertising, if the two can logically coexist, form a constant vicious cycle. Research Papers on Effects of Advertising EssayAdvertising EssayJean-Jaques Rousseau EmileImpact of Breast CancerThe Colour PurplePlastic Surgery EssayThe Equal Rights AmendmentSexuality at Different Life Stages EssayFalse AdvertisingThe Fifth HorsemanA Molestation Epidemic Essay

Music research paper Example | Topics and Well Written Essays - 1250 words - 1

Music - Research Paper Example As of yet, K Pop musicians have held a plethora of successful concerts internationally in major cities such as Chicago, New York, Paris, London, and Barcelona. With their unique style and multiple talents, two K Pop stars including Psy and the Rain have swept international audiences with their hit music and performances in films. The famous K Pop singer, Psy shot to popularity in 2012 when his single Gangnam Style went hit with over one billion views on YouTube within a few weeks of its release. His single went viral over YouTube reaching millions of international fans with approximately two billion views as of yet (Gruger, n.pag. (a)). Subsequently, his signature dance move to the lyric â€Å"Oppa Gangnam Style† became so popular that sports players, politicians such as Mitt Romney (Perera, n.pag.), and TV hosts could not get away from maneuvering to the renditions of Gangnam Style. The song made new records of worldwide popularity and engagement with international audiences which even earned Psy’s lyric, ‘Oppa Gangnam Style’, an entry in The Yale Book of Quotations as being one of the most famous quotes of the year 2012. Psy’s music video was a huge success all over the world. With its dancy music, hilarious yet interesting dance moves, funny lyrics, and catchy video, the single made it to the top of the charts as a dominant musical entry. The immense popularity of the song and its video reached worldwide audiences taking Psy to new heights of fame and recognition. Another popular K Pop star, Rain is an actor, singer, producer, and model. The Rain is also known as the ‘King of K Pop’ due to his popular music and his influence outside South Korea. The Rain starred in a 2009 movie called Ninja Assassin where he performed a physical role of the assassin belonging to the Ozunu ninja clan. For his role in the movie Ninja Assassin, the Rain even won an MTV Movie

Recruit staff in own area of responsibility Essay

Recruit staff in own area of responsibility - Essay Example My company recognizes the significance of recruiting right people in order to ensure prompt growth and achievement of goals. The company selects and recruits those candidates who can fit well within the values of the company. The range of positions for which human resource would be recruited is sales consultants, team leaders, duty managers, sales managers and also operational coordinators. There are different goals associated with the recruitment of different profiles, all leading towards a common objective. The sales consultant would be recruited with the objective of handling the core sales activities of products and services and also for managing the daily operations of the stores, while the team leaders would be handling a team of sales consultants and monitor their performance and motivate them (Thornton, 2008). The duty managers will be positioned at the locations like airports so that the stores at the airports can be operated because people travelling to different countries are in need of foreign exchange and obviously are the major customers for the company. The position of sales manager in which I am presently working need to monitor the turnover and revenue targets of the company, control expenses, need to handle managerial operations for a number of stores in specific region. The operation coordinators assist the sales managers and take care of operational excellence and administrative skills. All these employees work in close union with one another in order to run the department of sales in a successful manner because the marketing department has several other positions, which are responsible for handling other core marketing functions (Legge, 1995). 1.2 Gaps between current and required human resources to meet objectives The business model of foreign exchange companies are not designed on the framework of information technology (IT) platforms, which enable them to transfer information and documents faster through electronic form. Since the establ ishment, my company has been dealing with documents in physical form for safety, but with the advent and enormous usage of plastic money and dematerialization of not only securities but documents, my company is also venturing heavily towards it. It has been found that expansion on this new IT enable structure has become easier and cost effective. Up till now the sales force in our company were efficient in selling but had least knowledge in handling sales through electronic medium. However, now we will recruit individuals for sales department who have an average or more than average knowledge in online sales, electronic-documentation, etc. In order to eliminate this present gap, human resource would be recruited (Storey, 2001). The motive is not to recruit staff for the entire department because recruitment cost is higher than training cost for the old employees. Few experts at every level would be recruited, so that an on job training can be conducted. Every team will be consisting of few new as well as old employees, so that a learning environment prevails and the new employees adapt themselves to the work culture faster and the old employees learn to work in the technology integrated infrastructure. This will assist in reducing the gap that is prevailing currently (Cascio, 2003). 1.3 Options for human resource requirements to meet objectiv

PTLLS- Preparing to teach in the lifelong learning sector Essay

PTLLS- Preparing to teach in the lifelong learning sector - Essay Example The limiting factor with this method is that the learners will rebel to the imposed rules. This willlead tochange in behavior (Gravells, 2010; 63) and the teacher will find it hard to implement the rules. The second more liberal way allows learnersto form discussion groups and come up with their own set of rules. As Clauss- Ehlers (2006; 136) states, learners will be more likely to follow the rules, since they are the ones who created them. Conversely, these rules may be too lenient and leave out important aspects, in addition to taking up more time on the lesson plan. In the third method, the teacher comes up with the rules, shares them with the learners, and the latter make valuable contributions to the rules. This negotiation method ensures that learners feel a sense of ownership and belonging, and are, therefore, more likely to adhere to the rules (Avis, Fisher, & Thompson, 2010; 138). Personally, I would employ the third method in my classroom. I set the rules, and then we discuss with the learners and make necessary amendments.This would ensure proper class management and sufficient learner

Human resource management and Employee Voice

Human resource management and Employee Voice Employee Voice Ensures Effective Performance Introduction Talking from the perspective of Human Resource Management (HRM), Employee Voice (EV) signifies the involvement of employees in organizational decision making. EV is an offshoot of the Participative Management Model which aims at achieving corporate goals through management-employee harmony. The chief ingredients of EV are Employee Participation and Employee Involvement. From the works of many management scholars it has been observed that though EV is a growing management concept, it has to go a long way before being universally accepted as a management practice. According to a research report, very few managers consider EV from the viewpoint of collective representation, though many are of the opinion that it contributes towards organisational performance (CIPD, 2001 P. 19). The concept is based on collective decision making by management and employees. Though its very difficult to implement this idea in a bureaucratic structure, a participative management can very well adopt it provided it is open to the idea of sharing decision making status with subordinates. In the course of this report I will try to justify the premise whether Employee Voice is a prerequisite to ensure effective performance of employees as well as that of organisations. Definition of Employee Voice Though it doesnt have any formal definition, Employee Voice has been explained in different ways by various scholars. While some of them have opined that it is a collection of employee activities that intend to forcefully modify the management policies and practices, others have suggested that it is a voluntary expression of employees ideas that aim at influencing organisational activities (Greenberg Edwards, 2009 P. 25-26). As has been conceptualised by some managers, EV may be defined as enhanced employee communications that facilitates exchange of opinions and ideas and upward problem-solving through collective representation and commitment (CIPD, 2001 P. 20). Purposes of Employee Voice The general purposes that Employee Voice serves in an organisation are as the following:  § Expression of employee dissatisfaction. This helps in solving problems with the management and also helps in maintain good relations.  § Collective expression helps in providing management with countervailing power.  § Employees contribute to the decision making process thereby make their requirements clear to the management.  § Mutual harmony is harnessed through EV. This in turn secures viability of the employees as well as the organisation (Armstrong, 2006 P. 808). From the purposes mentioned above, it is clear that EV contributes towards the overall growth of the organisation and also helps in enhancing its development in terms of work environment, quality and, above all, productivity. Owing to these facts, EV should be patronised by the management and it should also be ensured that employees feel free to voluntarily express their ideas and expectations on a regular basis. The management should also take measures to put the information generated from EV to the best use of the organisation in order to develop it on a regular basis. Classification of Employee Voice Employee Voice has immense corporate significance from the perspective of Industrial Democracy (ID) (Hyman Mason, 1995 P. 1-2). Generally, EV stems into two organizational phenomena Employee Participation (EP) and Employee Involvement (EI). Employee Participation Employee Participation can be conceptualised as the management initiatives which attract the employees to participate voluntarily in organisational activities through various awards and rewards. EP is manifested in the following ways: Employee Ownership Through various schemes, employees can hold shares of the organization and thus enjoy the usual rights of a shareholder (Lee, 1991 P. 2-5). This enhances the mutual responsibilities of both the organization and employees. On account of being shareholders, employees perform optimally towards greater scales of organisational success as that would reflect in their individual value as well. â€Å"ESOPs in the U.S. and U.K. are frequently cited as having a triad of objectives: to broaden the ownership base, stimulate investment and improve performance† (Lee, 1991 P. 4). Profit Sharing This is generally done in the form of payment of bonus in proportion to the organizations annual profit. This is a form of employee incentive which intends to enhance employees commitment (Lee, 1991 P. 5-6). Employee Involvement As the name suggests, the objective of Employee Involvement is to involve employees to a greater extent in the administrative activities of the organization. This helps in empowering the employees and also enlightens them to understand the corporate policies and activities in a better light. EI facilitates the psychological divide between employer and employees and endows the latter with some degree of decision making capacity. It has two major benefits firstly, through empowerment and decentralization the management is relieved of some portion of its administrative responsibilities and secondly, on being empowered the employees responsibility for organizational success increases and so does their accountability and commitment. EI also helps in uplifting employee morale and job satisfaction. Thus it enhances performance (Schafer Economic Policy Institute, 1996 P. 126-128). Workers Participation in Decision Making This is a self explanatory method of Employee Involvement in which a decentralised and participative management seeks employees contribution towards organizational decision making. It increases transparency and also enables both the employer and employees to identify and respect their mutual expectations. The objectives of EI are manifested through Quality Circles, Production Teams, Employee Directorship and Workers Council (Lee, 1991 P. 7). Employees Perception of Voice Employees generally feel threatened by a common notion that the management uses them as mere resources without any concern for their personal enrichment. They are also driven by the fear of losing their jobs. It is irrespective of the size and nature of the organisation, that employees are worried about job security and career development. EV gives the employees a common platform for uniting and conveying their views. Hence, employees primarily perceive EV as a mode of expression which helps them in sending across their message to the management. Managements View towards Employee Voice Though Employee Voice has been conceptualised through the works of various management authors, it is yet to gain global importance. The success of EV depends to a great extent on the management style (Dundon Rollinson, 2004 P. 57). Managements openness towards accepting EV as a developmental tool is crucial in shaping its outcomes. If and only if management encourages employees to voice their opinions and fosters a feeling of interdependence, the employees can express their ideas. The managers should also utilize the voice mechanisms in order to making their decision making easier. It is apparent that unless a proper participative management model is implemented in an organization, it is difficult for the managers to fully appreciate the importance of EV. It can come into being only when a company works towards achieving industrial democracy (Boxall, Boxall, Purcell Wright, 2007 P. 231-233). United We Stand, Divided We Fall This is the fundamental paradigm behind Employee Voice. The management should brace itself to decentralise power and control and should take employees ideas into serious consideration because the latters contribution toward organisational throughput is immense. Owing to fact that employees are invaluable resources, it is just to empower them so that they may provide the management with finer ingredients to enhance performance. It has been largely suggested that healthy labour relations plays an important role in shaping organisational productivity (Pfeffer, 1998 P. 228). Participative management has been proven to be the healthiest of management styles owing to the fact that it though employee empowerment, it enhances the speed of communication and thus other organisational processes are also enhanced proportionally. Employee Voice and Organizational Performance Generally, lack of proper communication leads to organisational conflicts. Employee Voice helps in bettering employer-employee relationship through information flow. It has been observed that though different measures of Employee Participation and Employee Involvement are necessary for organisational performance, management employee interrelationship plays an equally important role in enhancing job satisfaction and hence in enhancing organisational productivity (Brown Heywood, 2002 P. 103). In the context of EV, we may also analyse the psychological contracts that are involved with employment. Management employee interrelationships are largely based upon exchange of services and compensation. This often leads the employees psyche to be uncooperative with the managements growth strategies. The situation can be made favourable through a synergistic relationship that will exist in a wider â€Å"zone of negotiability† (Anderson, Ones, Sinangil Viswesvaran, 2002 P. 133-136). Though EV ensures better performance, the management must take proper initiatives in order to make it a sustainable trend. We should appreciate EV as a collective manifestation of good management practices, industrial democracy and employee unity. The management should introduce self management training modules for the employees. Training and education helps in developing the value system and perceptions of individuals. The voice of developed employees will be in sync with that of the management in issues related to organisational development and profitability, or at least they wont feel alienated and exploited during such discussions (Smither London, 2009 P. 377-379). Since 1980s, employee relationships have undergone a lot of change in the U.K. mostly there have been emphasis on non-union employee representation (NER) and partnership. These have also been developments whereby the management has to inform the employees in regular intervals matters pertaining to organizational performance as well as strategic planning (Gollan, 2005 P. 238-239). It is worth noting that high performance comes with high levels of commitment. The same concept also applies to employees. Highly motivated and committed employees tend to identify with the organisation and hence perform optimally. It goes beyond saying that enhanced commitment is a result of employee satisfaction. Thus, a goal oriented organisation should continually try to empower its employees through various ways patronising EV being one of them (Beer, 2009 P.276). Another study shows that unionised employees show lesser trends of attrition. EV imparts a sense of collective security to the employees and thus management faces lesser problems regarding their retention (Barrett Mayson, 2008 P. 468). Again, thinking more practically, we find that in general productivity and performance are not the primary interests of employee unions. They are more concerned about compensation and benefits, employees rights, etc. According to Kelley and Harrison, increased productivity is a by product of unions and is different from their central goals (Kaufman, Kleiner Industrial Relations Research Association, 1993 P. 191). Various works in the recent decades have suggested ways to reduce employee anxieties such as job security, which can be adopted by the management. Restrictions on downsizing the employee base may enhance employee loyalty which in turn will have positive effects on job satisfaction and performance (Cooke, 2003 P. 76). Apart from being provided with alternative arrangements such as flexible working hours, job sharing and telecommuting, employees should also form an integral part of the performance appraisal system. A successful performance appraisal system should be participative and transparent (Nelson, 2007 P. 173-174). Irrespective of the organisational size and the state of unionisation, employees tend to deliver their best when they have a proper knowledge about their duties and rights and also have an opportunity to address their views to the management. As management structures are becoming increasingly flatter, it is important for each employee to have a comprehensive knowledge as to how to be sel sufficient at work (Gennard Judge, 2005 P. 185). As a matter of fact, when management employee interrelationship operates at a high level thereby strengthening the process of communication, the organisation will be able to solve nearly all its internal issues without any third part involvement. This enhances the integrity of the organisation (Schafer Economic Policy Institute, 1996 P. 127). Communication can be successful only when EV is patronised. Communication is largely a managerial function and responsibility. The managers should ensure that information flows both in the upward as well as downward directions and also through collective channels. Staff communication policy should be formulated and improvised as per requirements (Brewster, Hegewisch, Price, Waterhouse Co. Cranfield School of Management, 1994 P. 163-165). Another way to enhance EV is through harmonisation whereby differences in status are reduced. This encourages employees to freely express their ideas (Marchington, Wilkinson, Sargeant CIPD, 2002 P. 187). This measure calls for the flattening of management structure and also requires counselling across hierarchies to make the change acceptable. As it is being greatly clear that successful EV is an outcome of well coordinated communication, it is important to minimise the common barriers to communication and to develop a general climate that advocates as well as facilitates communication across hierarchies (Roodman Roodman, 1973 P. 57). EV endows employees with the right to control their career. This is a basic human need which needs to be satisfied in order to ensure commitment to work. At the same time it also reduces the supervisory responsibilities of the management and allows them more time for strategising (Pendleton, 2001 P. 108-113). This is reflected in the words of the Production Director, Weaveco, â€Å"it probably started by preaching to our employees, then we started talking to them but then the next thing is to start listening, and I think the listening is more through the DITs where they get involved in solving problems† (Stuart Martinez-Lucio, 2005 P. 33). Participation is further enhanced though employees representation in the Board of Directors. This consolidates the stand of the employees as an inseparable element in organisational success. Apart from this the corporate policy should support individual self determination, codetermination and collective bargaining for employees to voice their ideas and necessities. There should be a symbiotic association between the management and employees to work towards a common goal (Wilkinson, Gollan Marchington, 2010, P. 487 496). Employee participation in any organisational activity tends to increase with their personal involvement. With an increase in involvement the employees naturally perform optimally thereby proving that EV is of immense importance in enhancing organisational performance and productivity (Kirkman, Lowe Young, 1999 P. 42). According to a research by the U.S. General Accounting Office Employee Ownership, together with Employee Participation in organisational decision making, can improve the overall performance of the organisation (Harris, National Research Council (U.S.), Committee on Human Factors, National Research Council (U.S.) Panel on Organizational Linkages, 1994 P. 83). Thus it is justified that employees being key elements in the organisational processes should be taken into serious consideration from the perspective of management decision making for the betterment of organisational practices. This helps in widening the spectrum of decisional alternatives and facilitates the process through the collective approach. Management employee harmonisation also helps in bringing the two entities closer and the mutual understanding thus achieved, helps in identifying common goals. Negative Impact of Employee Voice Unabated EV, if not monitored carefully may lead to an upsurge of collective emotions and employees try to devise outrageous mechanisms to vent out the same. To avoid such eruptions, the management should by empathetic in listening to the employees on a regular basis and also allow room for collective bargaining in order to arrive at moderated conclusions wherever possible. Otherwise, EV may take to hostility against the organisation and disrupt its operations through non cooperative activities such as strikes, etc. Conclusion In the course of the report we have found that EV plays an important role in shaping the organisational processes and enhancing the overall efficiency, performance and productivity. It is a tool which can best be used by a participative management model wherein it is the aim of the management to empower the employees through providing certain degree of autonomy in terms of decision making. Thus EV also reduces the managements decision making burden. In flattened organisations it is highly necessary that individual employees have voice. This is necessary because it helps the employees to express their dissatisfactions too the management. Any corrective response by the management acts as a grievance management tool, increases employee job satisfaction, enhances their morale and commitment and thereby helps in enhancing organisational performance. Through the enhanced flow of information, administrative and process related activities become faster. It also enhances overall coordination among departments and across hierarchies. References Anderson, N., Ones, S. D., Sinangil, K. H. Viswesvaran, C. 2002. Handbook of Industrial, Work Organizational Psychology: Organizational Psychology. 2nd ed. SAGE. Armstrong, M. 2006. A Handbook of Human Resource Management Practice. 10th ed. Kogan Page Publishers. Barrett, R. Mayson, S. 2008. International Handbook of Entrepreneurship and HRM. Edward Elgar Publishing. Beer, M. 2009. High Commitment High Performance: How to Build a Resilient Organization for Sustained Advantage. John Wiley and Sons. Boxall, F. P., Boxall, P., Purcell, J. Wright, M. P. 2007. The Oxford Handbook of Human Resource Management. Oxford University Press. Brewster, C., Hegewisch, A., Price, Waterhouse Co. Cranfield School of Management. 1994. Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey. Routledge. Brown, M. Heywood, S. J. 2002. Paying for Performance: An International Comparison. M. E. Sharpe. CIPD. 2001. Management Choice and Employee Voice. CIPD Publishing. Cooke, N. W. 2003. Multinational Companies and Global Human Resource Strategies. Greenwood Publishing Group. Dundon, T. Rollinson, D. 2004. Employment Relations in Non Union Firms. Routledge. Gennard, J. Judge. G. 2005. Employee Relations. 4th ed. CIPD Publishing. Gollan, J. P. 2005. Voice and Non-Union Workplace. 27th vol. 3rd issue. Emerald Group Publishing. Greenberg, J. Edwards, S. M. 2009. Voice and Silence in Organizations. Emerald Group Publishing. Harris, H. D., National Research Council (U.S.), Committee on Human Factors, National Research Council (U.S.) Panel on Organizational Linkages. 1994. Organizational Linkages: Understanding the Productivity Paradox. National Academies Press. Hyman, J. Mason, B. 1995. Managing Employee Involving and Participation. SAGE. Kaufman,E. B., Kleiner,M. M. Industrial Relations Research Association. 1993. Employee Representation: Alternatives and Future Directions. Cornell University Press. Kirkman, L. B., Lowe, B. K. Young, P. D. 1999. High-performance Work Organizations: Definitions, Practices, and an Annotated Bibliography. Center for Creative Leadership. Lee, W. B. 1991. Should Employee Participation be Part of Privatization? World Bank Publications. Marchington, M., Wilkinson, A., Sargeant, M. CIPD. 2002. People Management and Development: Human Resource Management at Work. 2nd ed. CIPD Publishing. Nelson, B. 2007. The Management Bible. Wiley India. Pendleton, A. 2001. Employee Ownership, Participation and Governance: A Study of ESOPs in the UK. Routledge. Pfeffer, J. 1998. The Human Equation: Building Profits by Putting People First. Harvard Business Press. Roodman, H. Roodman, Z. 1973. Management by Communication. Taylor Francis. Schafer, T. Economic Policy Institute. 1996. Reclaiming Prosperity: A Blueprint for Progressive Economic Reform. M. E. Sharpe. Smither, W. J. London, M. 2009. Performance Management: Putting Research into Practice. John Wiley and Sons. Stuart, M. Martinez-Lucio, M. 2005. Partnership and Modernisation in Employment Relations. Routledge. Wilkinson, A., Gollan, J. P. Marchington, M. 2010. The Oxford Handbook of Participation in Organizations. Oxford University Press. Bibliography Armstrong, M. Stephens, T. 2005. A Handbook of Employee Reward Management and Practice. Kogan Page Publishers. Beaumont, B. P., Hunter, C. L. CIPD. 2003. Information and Consultation: From Compliance to Performance. CIPD Publishing. Bennett, T. J. Kaufman, E. B. 2002. The Future of Private Sector Unionism in the United States. 7th ed. M. E. Sharpe. Gospel, H. Pendleton, A. 2006. Corporate Governance and Labour Management: An International Comparison. Oxford University Press. Marshall, F. R. Marshall, R. F. 2000. Back to Shared Prosperity: The Growing inequality of Wealth and Income in America. M. E. Sharpe. Nicotera, M. A. 1995. Conflict and Organizations: Communicative Processes. SUNY Press. Winstanley, D. Woodall, J. 2000. Ethical Issues in Contemporary Human Resource Management. Palgrave Macmillan. Wunnava, V. P. 2004. The Changing Role of Unions: New Forms of Representation. M. E. Sharpe.

Abolish or Reform? :: essays research papers

Throughout the world, students are encouraged to attend high school and continue their education. However, many students find it worthless and become uninspired. They blame the faculty, school policies, and fellow students, when they should be blaming themselves. Unchallenging course work is most likely a sign that the student isn’t taking a hard enough course. During my high school experience, students had the opportunity to take college courses through our high school. This gave the more advanced students a chance to practice the same routine as â€Å"normal† students, but still challenge and educate themselves. Abolishing high school would not solve any problems in our educational system. There are many ways to improve upon our school system; however, we need to start at the beginning. In an essay by Harley Tong, high school is portrayed as â€Å"a waste of time and a struggle to remain interested in schoolwork.† He continues to describe his own experiences and how they led him to begin his college career two years earlier than most students. He complains of the way that he was physically and verbally abused by other students, which is the case in many high schools. High school is not only a cognitive learning environment; it is also a social learning environment. Students learn how to communicate with fellow pupils, teachers and administrators. They find out how to come independent from their parents and how to prepare for the rest of their lives. I believe that Harley Tong was simply too advanced for his surroundings. He most likely found the other students immature and didn’t fit in with them. In his case, he found a solution to attend a community college instead of his high school, which I commend him for. Many students in his situation would simp ly drop out, and that is not the answer. George F. Will’s â€Å"College President’s Plan: Abolish High School† conveys ideas that had never crossed my mind. He states, â€Å"For various reasons, some rooted in American history and others reflecting recent developments, education has become, for the moment, the most salient social concern and therefore the most potent political issue.† Will introduces Leon Botstein, who doesn’t actually option to abolish high school, just to change the structure of our schools in general. Botstein says that high school was created for 15- to 18-year-olds who were still children. In today’s society, those children are now young adults who are physiologically and psychologically more advanced.