Saturday, May 9, 2020

Brief Article Teaches You the Ins and Outs of Thesis Writer and What You Should Do Today

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Wednesday, May 6, 2020

Characteristics of the Romantic Music Period Free Essays

string(44) " increasing length during the Romantic era\." It is arguable that some Romantic music made greater demands upon its listeners than did music of previous historical periods. What were those demands? Why did these changes come about? And what strategies can you formulate for listening to this music today? In consideration of the musical changes present in the Romantic era, this essay will contend that these changes are very much related to the wider social and technological changes in society around that time. Thus, it is important to identify the broad time period encompassed by this era. We will write a custom essay sample on Characteristics of the Romantic Music Period or any similar topic only for you Order Now The definition of Romanticism in The New Grove Dictionary of Music and Musicians is: â€Å"A movement or, more commonly, period of cultural history. When understood as a period, Romanticism is usually identified with either the first half or the whole of the 19th century. The term is used with reference primarily to the arts, but it can also embrace philosophy, socio-political history and, more widely, the ‘spirit’ of the era. † [i] Consequently, this essay views that Romantic music encompasses the whole of the nineteenth century and will consider some of the key changes which occurred around that time period. It has been argued that these changes have resulted in music which makes greater demands upon its listeners and this essay will highlight these demands and how they were influenced by those social and technological changes of that time, concluding with strategies for listening to this music today. Some of the music which can be used to illustrate these changes are specific works by Beethoven, a composer, who is viewed as a major influence on the music of the nineteenth century. This can be evidenced by the Grove article on Romanticism, which deems it to be widely accepted that Beethoven â€Å"inaugurated a ‘Romantic era’†[ii]. The demands of Romantic music are characterised by several key changes. These changes can be summarised as follows: an increased intensity, both technical and musical; a greater use of radical contrasts in the music and a significant increase in the length of musical compositions. The increased intensity of Romantic music can be demonstrated by an analysis of the Diploma syllabus of the ABRSM[iii]. This syllabus provides an â€Å"authoritative assessment framework† [iv] for technical and musical ability and one can see that the vast preponderance of its pieces fall into the Romantic category. Furthermore, as one progresses through the levels of syllabus, the â€Å"repertoire becomes more demanding† [v] and the volume of Romantic pieces increases steadily. A major factor in this change is the related technological advancements of that time period which resulted in the upgrading of a number of musical instruments to more advanced forms. This can be illustrated with reference to the specific example of the piano, an instrument refined considerably during the Romantic period. Key changes incorporate the introduction of modern style pedals, greater string diameters and tensions, an extended number of octaves, the double escapement action and the cast iron frame[vi] [vii]. Thus, the instrument of the nineteenth century is far superior to its eighteenth century counterpart. The resultant musical changes include a greater quantity of octaves available and a greater range of power and dynamics made available to the composer. This had the obvious corollary of composers producing pieces with greater use of radical dynamic contrasts. According to Winter[viii], Romantic composers used their new piano to great effect: The single most important development in the sound of the Romantic piano was doubtless the new emphasis on the sustaining (or damper) pedal. † These key changes of distinctive contrasts and increased intensity were aided by the accompanying social change in music around the Romantic period, which can be characterised by the rise of the virtuoso. Franz Liszt, the legendary pianist, dazzled audiences across Europe, garnering rave reviews wherever he travelled, considered by The New Grove Dictionary of Music and Musicians to be â€Å"the greatest piano virtuoso of his time† [ix]. The improved piano was critical to his displays of technical prowess. Without it he would not have been able to play pieces as demanding on the instrument. The â€Å"hitherto unimagined difficulty† [x] of his Vingt-quatres grandes etudes pour le piano[xi], was considered too much by the composer, he revised the Etudes and later published his Etudes d’execution transcendante[xii], – the latter still ferociously difficult but surpassed in that respect by the former. Given that a key feature of Liszt’s playing style and compositions was technical skill, one could argue Liszt could not have been the performer, or composer, he was, in the preceding century. Nicolo Paganini was another virtuoso of the highest calibre – a violinist[xiii]. He, too, gave fantastic performances to rapturous crowds in numerous countries. William Ayrton, editor of The Harmonicon, remarked that: â€Å"[H]is powers of execution are little less than marvelous, and such as we could only have believed on the evidence of our own senses; they imply a strong natural propensity for music, with an industry, a perseverance, a devotedness and also a skill in inventing means, without any parallel in the history of his instrument. † [xiv] Paganini, similar to Liszt, composed works for his instrument, which were considered some of the hardest in its repertoire[xv] – pushing the boundaries of the Romantic violin to previously unseen heights. An excellent way for a virtuoso to show off their talents is a concerto. The concerto provided a perfect vehicle to showcase the new technically advanced instruments and the music that could be performed on them[xvi]. One characteristic of Romantic concertos is their length. Indeed, this increased length is another key aspect of Romantic music as a whole. To take one concrete example of this, Vladimir Askenazy’s interpretations of Beethoven’s piano concertos[xvii] are significantly greater in length than his interpretations of Mozart’s concertos[xviii]. Further illustration of this is the opening movements of Beethoven’s piano concertos numbers 4 and 5, which both last longer than a number of Mozart’s concertos in their entirety and are longer, by far, than any of Mozart’s first movements. Similarly, other forms of musical composition demonstrated increasing length during the Romantic era. You read "Characteristics of the Romantic Music Period" in category "Papers" Beethoven’s Piano Sonata number 29 ,‘Hammerklavier’, being a case in point, according to Marston[xix], the extremely long solo piece was â€Å"most likely the longest ever written at that time†. The Hammerklavier sonata is also a perfect example of the other previously stated Romantic characteristics. The use of pianississimo and fortissimo a bar apart in the final section of the first movement is but one example of the radical contrasts present in the piece as a whole[xx]. Another hallmark of Romantic music is present in this piece: extreme technical difficulty – Andras Schiff declared Hammerklavier â€Å"virtually unplayable† [xxi]. This increase in length was also evident in the Romantic symphony. One striking example being Beethoven’s Symphony number three, ‘Eroica’, first published in 1804 [xxii], at the very dawn of musical Romanticism – its opening movement â€Å"dwarf[s] any comparable previous movement† [xxiii]. According to Bonds[xxiv], Eroica is the start, for Beethoven at least, of music displaying profound Romantic characteristics: â€Å"Particularly from the ‘Eroica’ onwards, Beethoven was seen to have explored a variety of ways in which instrumental music could evoke images and ideas transcending the world of sound. Overall, these properties of Romanticism were influenced by the social changes of the nineteenth century. These changes meant that composers of the Romantic era had greater freedom than ever before. Unlike their counterparts in previous historical periods, they no longer had to be almost entirely dependent on the church or the state or weal thy, upper-class patrons[xxv] [xxvi]. As highlighted previously, musicians could support themselves by giving public concerts, â€Å"Paganini earned so much money in one year that he could have bought 300 kilos of gold. [xxvii] [xxviii] As we can see in this example from Grove, the orchestra of the Romantic age was distinctly different from its predecessors in that it was not for the personal amusement of royalty or a symbol of status: â€Å"During most of the 18th century orchestras had been an accompaniment to and an expression of aristocratic court culture; in the 19th century the orchestra became a central institution of public musical life. † [xxix] Given the demands illustrated through these changes, several strategies are suggested. One possible strategy would be to learn a piece. As reading music is a necessary precursor to this, it would be a required and fruitful use of one’s time to learn to do so if the skill has not already been learnt. Learning to play a piece of music would be the ideal realisation of this strategy. However, this is not always possible and would be impractical for a piece with a large number of parts – a symphony, for example. Nevertheless, one can study and appreciate the technical or musical difficulty involved in a piece without being able to master it. Once able, listening to a piece of music whilst consulting the score is also a useful tool for following a piece and picking out specific parts. This is especially true of any orchestral piece. Another related strategy would be to try and put oneself in the shoes of a listener of the Romantic era. Listening to recordings performed on period instruments would be an ideal method of doing this. Also, learning more about the people of the period and what it would have been like for a nineteenth century person to listen to a certain work for the first time would be a further way to pursue this strategy. To learn, and appreciate, any other art forms linked with a piece of music is another strategy for listening to Romantic music – for example, Beethoven’s Symphony number 9. Beethoven based the final movement on the poem ‘Ode to Joy’ by Friedrich Schiller[xxx] – the movement is scored for orchestra, four vocal soloists and a choir – who sing the words of the poem. The case can be made that, to fully appreciate this work, one must appreciate the poem on which it is based. Additionally, understanding of the language the words are in – German – would take this strategy even urther. Separating a piece of music into parts is another strategy for listening to Romantic music. For example, a symphony or sonata can be listened to as individual movements, easier to absorb than, perhaps, thirty minutes or an hour’s worth of music. Exploring huge compositions or collections at one time is not the correct strategy, the sheer volume of n otes can be daunting and there is a danger that listening to too much music dulls one to the finer points of that music, it simply becomes noise. The distinct movements many composers put in their music should be utilised when first discovering a work, only once more understanding is cultivated should one attempt to listen to an entire concerto, sonata or symphony. Conclusively, it has been shown that Romantic music made greater demands upon its listeners than did music of previous historical periods. These demands were: increased technical and musical intensity; the use of bold, vivid contrasts and a considerably augmented duration of musical compositions. These changes came about due to technological advancements of the period, less reliance on patronage and the ‘musician’ became a respected and viable profession in the nineteenth century. There are many strategies which can be devised for listening to Romantic music, in the present day. These are: learning how to read and play music; to put oneself in the shoes of a listener of the time period; to study any art forms which are linked to a piece of Romantic music and dividing a composition into more easily manageable sections. These strategies will further aid the listener in appreciating and understanding Romantic music. ———————- [i] Jim Samson, â€Å"Romanticism†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] [ii] Jim Samson, â€Å"Romanticism†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (1. History of usage) [iii] ABRSM, â€Å"Music Performance Diploma Syllabu s from 2005†, [Accessed 2 December 2009] [iv] Ibid. [v] Ibid. [vi] Philip R. Belt, Maribel Meisel/Gert Hecher, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (5. The Viennese piano from 1800. ) [vii] Michael Cole, â€Å"Pianoforte†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (6. England and France, 1800–60. ) [viii] Robert Winter, â€Å"Pianoforte†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (2. Romantic period) [ix] Alan Walker, et al. , â€Å"Liszt, Franz†, Grove Music Online. Oxford Music Online, , [Accessed 2 December 2009] [x] Howard Ferguson and Kenneth L. Hamilton, â€Å"Study†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] [xi] Franz Liszt, Vingt-quatres grandes etudes pour le piano, 1839, Vienna: Haslinger [xii] Franz Liszt, Etudes d’execution transcendante, 1852, Leipzig: Breitkopf Hartel xiii] Edward Neill, â€Å"Paganini, Nicolo†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] [xiv] Edward Neill, â€Å"Paganini, Nicolo†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (7. France and Great Britain, 1831–4, and last years, 1835–40. ) [xv] Ibid. [xvi] Arnold, Denis and Timothy Rhys Jones, â€Å"conc erto†, The Oxford Companion to Music Oxford Music Online, [Accessed 2 December 2009] [xvii] Ludwig van Beethoven, Beethoven: The Piano Concertos, Vladimir Ashkenazy, Chicago Symphony Orchestra, cond. by Georg Solti, (Decca, 1995) xviii] Wolfgang Amadeus Mozart, Mozart: The Piano Concertos, Vladimir Ashkenazy, Philharmonia Orchestra, cond. by Vladimir Ashkenazy, (Decca, 1995) [xix] Nicholas Marston, â€Å"Approaching the Sketches for Beethoven’s ‘Hammerklavier’ Sonata†, Journal of the American Musicological Society, Vol. 44, No. 3 (Autumn, 1991), p. 404-450, University of California Press on behalf of the American Musicological Society, p. 404 [xx] Ludwig van Beethoven, Piano Sonata no. 29 ‘Hammerklavier’, 1891, Stuttgart: J. G. Cotta Final three bars of first movement – â€Å"Allegro† [pic] [xxi] Andras Schiff, Lecture on Piano Sonata no. 9 ‘Hammerklavier’ by Ludwig van Beethoven, Wigmore Hall, May 2006, Publis hed by The Guardian, [Accessed 2 December 2009] [xxii] â€Å"‘Eroica’ Symphony†, The Oxford Dictionary of Music, 2nd ed. rev. Ed. Michael Kennedy. Oxford Music Online, [Accessed 2 December 2009] [xxiii] Mark Evan Bonds, â€Å"Symphony†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (II. 19th century, 2. Beethoven) [xxiv] Ibid. [xxv] Joseph Dyer, â€Å"Roman Catholic church music†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (V. The 19th century, 1. Catholic church music and the Romantic aesthetic. [xxvi] Joseph Dyer, â€Å"Roman Catholic church music†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (IV. The 18th century) [xxvii] John Spitzer and Neal Zaslaw, â€Å"Orchestra†, Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (7. The Romantic orchestra (1815–1900). ) [xxviii] Edward Neill, â€Å"Paganini, Nicolo†,Grove Music Online. Oxford Music Online, [Accessed 2 December 2009] (8. Playing style. ) [xxix] John Spitzer and Neal Zaslaw, loc. cit. [xxx] Ludwig van Beethoven, Symphony no. 9, ca. 1925, Leipzig: Ernst Eulenburg How to cite Characteristics of the Romantic Music Period, Papers

Tuesday, April 28, 2020

The Features of Strategic Human Resource Management

Introduction During the recent years, the traditional discussion of the human resource management (HRM) policies was changed with the accentuation of the strategic human resource management (SHRM) as the way to overcome the possible challenges and to respond to the contemporary trends of the developed global business.Advertising We will write a custom essay sample on The Features of Strategic Human Resource Management specifically for you for only $16.05 $11/page Learn More The researchers and economists state that the orientation to the strategic human resource management is advantageous, and it contributes to the company’s progress within the industry. However, it is important to focus on the differences between the traditional human resource management and strategic human resource management as the more innovative approach. According to Davidson, HR professionals should â€Å"bring their specialist HR functions more closely into alignment with corporate objectives and strategies† (Davidson as cited in Stone 2011, p. 36). This idea reflects the main function of SHRM which is to implement and use HR practices and policies effectively in order to achieve the definite organizational goals. Thus, the aim of the paper is to discuss the particular features of SHRM in relation to such concepts as the correlation between HR and strategic goals, sustainability, competitive advantage, corporate planning and performance which reflect the definite aspects of the company’s progress. To discuss all the mentioned aspects, it is important to concentrate on the specifics of SHRM, on the methods to make the shift from HRM to SHRM, on the role of HR in the company’s development, and on the possible barriers to complete the task. The Particular Features of Strategic Human Resource Management (SHRM) in Comparison with Human Resource Management (HRM) Today, the accents in the business world are made on the globalization pro cesses and a number of integration strategies. From this point, the concept of strategic HRM is more appropriate to be used to compete effectively within any industry. It is not enough to discuss human resources independently within the company, and SHRM is oriented to integrating HR policies and to the realization of the definite organizational goals with the help of HR. The concept of SHRM was developed because of the necessity to respond to the changes in the approaches to the organizational performance and evaluation of HR.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It was found that the short-term goals and actions used for HRM were ineffective to correlate with the determined company’s goals which could be discussed as more general in character (Brandenburg, Haas Byrom 2006). That is why, the long-term strategic goals were accentuated with references to the developed HRM policies. Thus, many HR practices and policies can be effectively used to contribute to the organizational performance and the general effectiveness of the work when they are discussed in relation to the company’s strategies and goals (Lado 2000). The development and implementation of SHRM policies and practices within the firm depends on some factors. It is necessary to use the possibilities of HR such as knowledge and skills appropriately, for the company’s further progress and for completing the organizational objectives. From this perspective, HR management systems can contribute much to the organization’s development and form the company’s competitive advantage. The competitive advantage of using human resources effectively is in managing the costs and these resources appropriately and in gaining more benefits from integrating the human resources and the developed strategic policies within the company. Brandenburg, Haas, and Byrom pay attention to th e fact that the competitive advantage can be achieved only â€Å"with effective systems of human resource management practices† (Brandenburg, Haas, Byrom 2006, p. 89) . Thus, the HR management is important to achieve the definite level of the corporate performance according to the developed business strategy. That is why, human resources can be discussed as the only way to implement the definite firm’s competitive strategy effectively (Brandenburg, Haas, Byrom 2006, p. 89). It is possible to explain Davidson’s statement with references to the main idea of SHRM. Thus, HR professionals are not independent in their activities, and it is more advantageous for the organization when HR professionals also focus on the larger perspective. In this situation, their vision can be discussed as a strategic one.Advertising We will write a custom essay sample on The Features of Strategic Human Resource Management specifically for you for only $16.05 $11/page Learn More HR professionals should play the significant role in developing and implementing definite strategies to complete the company’s goals. HR strategies should not be focused only on completing the narrow goals fixed within the department (Brewster 1999, p. 46). According to Becton and Schraeder, â€Å"the importance of the need for a ‘fit’ between HR strategy and the overall business strategy cannot be over emphasized† (Becton Schraeder 2009, p. 14). The traditional functions of HR professionals should be rethought from the point of their strategic importance. Thus, the principles of SHRM are based on the fact that such functions as the employees’ recruitment, selection, and training should be determined by the company’s strategic goals. All the HR programs and practices used in the company can be discussed as more effective when they are correlated with the larger strategic plans of the whole organization. SHRM can be c onsidered by many HR professionals as a challenging approach because the main accents are made on the results of the activities and certain practices. If HRM policies traditionally work within the definite department, SHRM policies are developed to combine the efforts of the representatives of several departments within the firm in order to present the definite positive results as the outcomes of the strategic planning and strategic approach to the work organization (Kazmi Ahmad 2001). Becton and Schraeder state that â€Å"HR must place more emphasis on results and work to understand how internal decisions and actions affect the bottom line† (Becton Schraeder 2009, p. 15). In this case, the orientation of HR professionals and the staff to the completion of the definite tasks and strategic goals is more important for the company than the accentuation of the process itself. The Shift from HRM to SHRM To start the implementation of the principle of SHRM within the company, it is important to determine such significant factors as the orientation to the human resources with references to their skills, knowledge, and commitment; the necessity of new approaches to monitoring and managing the work of the human resources; the integration of HRM practices and policies with the company’s strategies which were worked out in relation to the definite strategy (Karami, Analoui Cusworth, 2004, p. 52).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Moreover, there are three stages according to which it is possible to transform the traditional HRM approach into the contemporary SHRM approach. Krishnan and Singh concentrate on such stages as the formulation of the business HR strategy in relation to the vertical fit; the implementation of the definite strategy according to the company’s objectives and principles; the evaluation of the results in relation to the horizontal fit (Krishnan Singh 2011). It is important to determine the company’s mission and goal in relation to the definite strategy at the early stage because these facts can be discussed as basic ones to develop the further plan of actions for the company to follow. Furthermore, the stage of formulating the business strategy with references to the human resources is the period when the environmental analysis is important, and it can be discussed as the necessary one to continue the development of this or that strategy (Farazmand 2004). The last task at this stage is the formulation of the strategy for its further implementation. It is significant to determine all the steps in the strategy’s development and pay attention to the expected and desired outcomes at these stages. The next stage is the implementation. Many HR professionals can experience some difficulties at this stage because their competence is challenged with the necessity to adapt and transform the traditional HRM practices, programs, and policies to implement the definite new strategy which was developed in association with the other departments (Budhwar 2000). Nevertheless, it is possible to speak about the effectiveness of this or that strategy only after its evaluation. The activity of the employees should be evaluated from the point of its effectiveness for completing the determined goals and objectives. As a result, the new role of the HR manager is to monitor the activities of the employees in relation to their appropriateness to the completion of some b usiness objectives. To integrate HRM practices into the plan of the strategic development of the firm, it is important to combine the efforts of the HR professionals oriented to the development of HRM with the efforts of the representatives of the other firm’s department. The selection and training processes and practices realized by the HR managers should be correlated with the decisions in relation to the firm’s strategy and possible outcomes (Brewster 1999). From this point, the activity of HR professionals should be more diverse to respond to the requirements of the modern global tendencies, and HRM should be integrated into the company’s strategic development. Kazmi and Ahmad pay attention to the fact that â€Å"SHRM is a planning process and the resulting plan must be a long-term plan† (Kazmi Ahmad 2001, p. 139). That is why, the company’s human resources should be involved in the planning process to achieve the definite goal with the help o f the certain strategy chosen by the specialists. Nevertheless, the process of transforming the HRM into the effective SHRM is rather complicated. In spite of the fact the HR professionals can successfully perform and manage the work of the staff, the goals and perspectives which are provided by the HR professionals can differ significantly from the objectives determined by the specialists in relation to the developing strategies. That is why, the combination of HRM and strategic management depends on the assessment of the general role of the company’s human resources in the strategic planning (Becton Schraeder 2009). The main advantage of SHRM is the possibility to combine the efforts of the company’s human resources and strategic managers in order to accomplish the definite goal. The Role of Human Resources in the Company’s Development Each employee within the company has definite duties and fixed responsibilities. The task of the HR manager is to help employ ees complete their tasks effectively and perform according to the company’s standards. The task of the HR professional who works using the SHRM methods is to improve the work of human resources and to be oriented to the company’s strategic goals. The employees should work as a team to complete the task and achieve the goal (Brandenburg, Haas Byrom 2006). SHRM is based on the idea of the organizational learning when the employees work in a team to combine their efforts and to present the definite positive results which are significant in the context of the company’s strategic plan. Thus, SHRM is oriented to the collective work and on the abilities performed by each individual (Budhwar 2000). HR managers should focus on recruiting and training the skilled employees to respond to the company’s needs in relation to the human resources. Thus, such concepts as the work-life balance and employees’ performance are discussed from the other perspective, and it is the HR managers’ task to create the necessary conditions for the employees to lessen the turnover and increase the productivity and performance of the staff (Teo et al. 2008). However, the effective completion of the strategic goals is impossible without referencing to the traditional HR practices of reward and recognition in order to motivate and stimulate the employees. SHRM depends on the provision of the effective performance of human resources for developing the ideas and strategies. That is why, SHRM is also based on such HR practices as the selection and training which are used to increase the employees’ potential and develop their skills and abilities orienting to the employees’ motives and to the organization’s values (Karami, Analoui Cusworth 2004). From this point, the combination of the traditional HR practices with the new goals can be used as the method to contribute to the improvement of the human resources’ performance. As a result, the role of human resources in contributing to the achievement of the definite business goals is more obvious with references to SHRM. Kazmi and Ahmad state that the â€Å"concept ‘our people make the difference’ is the outcome of that theme† (Kazmi Ahmad 2001, p. 138). Thus, those employees who are effectively selected, trained, and motivated can contribute much to the company’s development, and the realization of the definite strategy depends on the cooperation of the team members (Lado 2000). That is why, HR professionals are responsible for using more innovative approaches to organizing the work of employees and contributing to their productivity and high performance. It is necessary to concentrate on the role of the organizational performance as one of the outcomes of using the principles of SHRM. HR professionals can provide the effective organizational performance when it is connected with the methods of the organizational theory and cultu re. Basing on the developed and accentuated organizational culture, it is possible to stimulate and motivate the employees and lead them to the organizational success and positive outcomes (Karami, Analoui Cusworth 2004). When the organizational culture is strong the new approaches which are related to SHRM are implemented quicker and can result in many positive outcomes (Teo et al. 2008, p. 686). Nevertheless, it is the HR professionals’ task to contribute to strengthening the organizational culture and achieving the corporate goals. The Possible Barriers to Implement SHRM HR departments and professionals traditionally focus on stimulating and reinforcing their employees to contribute to their good performance. SHRM is based on involving human resources and HR professionals in resolving the strategic questions directly, guaranteeing the larger perspective for actions. It is important for HR professionals to monitor the employees’ activities from the point of their re levance to the definite strategy in order to provide the competitive advantage (Krishnan Singh 2011). The problem is in the fact that it is rather difficult for HR professionals to rethink their major function and orient to the cooperation with the departments which work to develop the company’s strategy. The main task of the HR professional is to overcome the first barrier and state the necessity to stimulate the firm’s human resources in order to achieve the determined and fixed business objectives. It is important to pay attention to the fact that it is a new approach to discuss HR not only as the developed operational system but also as the necessary component to work out the definite strategy. HR professionals should cope with the mentioned barrier in their activity when the impact of the human resources on the decision-making process and the general planning is not discussed. According to the traditional HRM scheme, HR professionals pay much attention to the adm inistration issues and monitoring without references to the strategic planning (Kazmi Ahmad 2001). This approach can be considered as the significant barrier to realize the principles of SHRM within the company because of the lack of the HR professionals’ readiness to transform the traditional system into the new one which is more effective. Being challenged by the necessity to respond to the large perspective and strategic goals, HR professionals can experience many problems with implementing the principles of SHRM within the company. However, following the three stages of the new system’s implementation, it is important to pay much attention to the evaluation stage. HR professionals’ task is to identify the best practices and programs which were used. It is necessary to concentrate on the programs which were effective to inter-relate the activities of the human resources and different departments to accomplish the strategic goals (Farazmand 2004). It is impor tant to note that the review of HR performance in relation to completing the SHRM plan is significant in order to determine the strengths and weaknesses of the used methods and techniques. Conclusion Many researchers agree that traditional approaches to HRM do not work in the modern competitive business environment. That is why, it is important to transform the traditional methods and use the SHRM principles in order to integrate the possibilities and potentials of human resources and the company’s strategies to achieve the definite strategic goal. HR professionals should analyze the corporate tasks and goals from the large perspective and correlate the human resources’ skills and abilities with the company’s goals. This approach can be discussed as more advantageous because SHRM is oriented to the effective planning which leads to the success and positive results. Human resources and HRM should not be discussed as independent approaches because of the ineffecti veness of this method. The processes of integration are more appropriate in the context of the global competition. Thus, the integration of human resources and corporate strategies and goals in relation to SHRM methods is not only popular business tendency but also it is the effective approach. Reference List Becton, B Schraeder, M 2009, â€Å"Strategic Human Resource Management: Are we there yet?† Journal for Quality Participation, vol. 31 no. 4, pp. 11-18. Brandenburg, S, Haas, C Byrom, K 2006, â€Å"Strategic management of Human Resources in construction†, Journal of Management in Engineering, vol. 22 no. 2, pp. 89-96. Brewster, C 1999, â€Å"Strategic Human Resource Management: the value of different paradigms†, Management International Review, vol. 39 no. 3, pp. 45-64. Budhwar, P 2000, â€Å"Evaluating levels of strategic integration and devolvement of human resource management†, Personnel Review, vol. 29 no. 2, pp. 141-161. Farazmand, A 2004, â⠂¬Å"Innovation in Strategic Human Resource Management: Building capacity in the age of globalization†, Public Organization Review, vol. 4 no. 1, pp. 3-24. Karami, A, Analoui, F Cusworth, J 2004, â€Å"Strategic Human Resource Management and resource-based approach: The evidence from the British manufacturing Industry†, Management Research News, vol.27 no. 6, pp. 50-68. Kazmi, A Ahmad, F 2001, â€Å"Differening approaches to Strategic Human Resource Management†, Journal of Management Research, vol. 1 no. 3, pp. 133-140. Krishnan, S Singh, M 2011, â€Å"Strategic Human Resource Management: a three-stage process model and its influencing factors†, South Asian Journal of Management, vol. 18 no. 1, pp. 60-70. Lado, A 2000, â€Å"Strategic Human Resource Management†, The Academy of Management Review, vol. 25 no. 3, pp. 677-679. Stone, R 2011, Human Resource Management, John Wiley Sons, UK. Teo, S, Lakhani, B, Brown, D Malmi, T 2008, â€Å"Strategic human resource management and knowledge workers: A case study of professional service firms†, Management Research News, vol.31 no. 9, pp. 683-696. This essay on The Features of Strategic Human Resource Management was written and submitted by user Colten Holt to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Friday, March 20, 2020

When Family Isnt Supportive

When Family Isnt Supportive I received a heart-breaking Facebook message from a 15-year-old young man who asked me how to get his writing accepted. When I explained about polishing his words, agents, publishers, indie and the like, he replied: For me, I come from an unsupportive family that doesnt take writing as a talent or a valuable art. How can I practice in such conditions? My husband supports me unconditionally, often following me to my appearances. One son out of town reads my work and  gives honest feedback. My sister-in-law in Iowa reads every book within days of release. Other than that, nobody else in my family has read my novels much, and definitely havent read any articles, blogs or other items Ive published. While I thank my lucky stars for the three people I have, I know how that stings when family doesnt care. I told the young man this: At your age, its a matter of being well-read first and foremost, then attempting to write stories from what youve absorbed via those good authors. They are your family right now. You are young. You will be an adult in good time and be able to do what you wish, when you like, but in the meantime, read with a writers eye, seeing what makes for a grand story, great character, and snappy dialogue. Write as you can. And know that successful authors everywhere are in your corner. When family doesnt believe in your writing, you do the following: 1) Join a writers group. Use it like a support group. 2) Read with a writers eye. Nobody puts down reading. 3) Write when you can: lunches, night, early mornings, outside, riding in the car, or while everyone else is watching TV. 4) Relate your interest in writing to your family members interest in something else. I once used my teenagers interest in playing hockey. Ask them how much time and money they invest in their sports, hunting, cars, video games, etc. 5) Carve out time and call it yours. It doesnt have to be called writing time, but you use it as such. Just make sure you capitalize on it and write instead of doing other non-productive things. 6) Refuse to feel guilty about a beloved hob 7) Display how much writing makes you whole . . . and happier. If you act grumpy, you accentuate their opinion. 8) Ask them when theyll give up reading, watching television, going to movies, listening to music, playing online games, because a writer allowed all of those entertainment opportunities to happen. 9) When someone asks when youll do something other than that writing stuff, tell them you adore what you do. Eighty percent of the world hates their job, and you arent one of them.

Tuesday, March 3, 2020

How to Use the French Expression Cest la Vie

How to Use the French Expression Cest la Vie The very old, very common French idiomatic expression Cest la vie,  pronounced  say la vee, has been around the world and back as a mainstay in dozens of cultures. In France, its still used in the same sense as always, as a sort of restrained, slightly fatalistic lamentation that this is how life is and theres not much you can do about it. It seems natural that this expression is often said with a shrug of the shoulders and a bemused, but furrowed brow. In English, it is translated as Thats life, and Such is life.  A vulgar slang equivalent in English would be Sh happens. Non-French Speakers Prefer the French Original The French Cest la vie, surprisingly,  is preferred in non-French cultures, and Cest la vie is used far more in English than in French. But  unlike many expressions  that English speakers have borrowed from French, the meaning is the same in both languages. Cest la vie,  even in English,  is a sad, Chaplin-esque acknowledgment  that something less than ideal must be accepted because thats just the way life is. Here is an exchange highlighting the fatalism inherent in this expression: Il a perdu son boulot et sa maison le mà ªme jour, tu te rends compte  ?   He lost his job and his home the same day. Can you imagine?Cest la vie !  Ã‚   Cest la vie! / Thats life! Variations on the Theme, Some Good, Some Not Cest la guerre Thats war. Cest la vie, cest la guerre, cest la pomme de terre. Thats life, thats war, thats the potato. (Only English speakers use this strange saying.) In French, Cest la vie can also be used non-fatalistically. As such,  the emphasis is on the  presentative cest introducing la vie and the idea that were talking about something thats essential to life or a particular way of life, as in:Leau, cest la vie.   Water is life. Cest la vie de famille qui me manque.   Its family life that I miss. Vivre dans le besoin, cest la vie dartiste.   Living in poverty is the life of an artist. Related Expressions Cest la vie de chà ¢teau (pourvu que à §a dure).   This is the good  life. Live it up (while it lasts). Cest la belle vie ! This is the life! La vie est dure ! Life is hard! Cest la bonne. Its the right one. Cest la  Bà ©rà ©zina. Its bitter defeat / a lost cause. La vie en rose Life through rose-colored glasses La  vie  nest  pas en rose. Life is not so beautiful. Cest  la  zone ! Its a pit here! Cest la vie, mon pauvre vieux  ! Thats life, my friend! Alternate Versions of Cest la Vie Bref, cest la vie ! Anyway, thats life! Cest  la  vie.  / Cest  comme cela. /  La  vie  est  ainsi faite. Life is life. Cest  la  vie.  / On ny peut rien. / Cest  comme à §a.   Ã‚  Thats the way the ball bounces. / Thats the way the cookie crumbles Examples of Usage Je sais que cest frustrant, mais  cest la vie.​   I know it is frustrating, but thats life.   C’est la vie, c’est de la comà ©die et c’est aussi du cinà ©ma.  Ã‚  Thats life, thats comedy, and thats  cinema, too. Alors il ny a rien faire. Cest la vie! Theres nothing to be done then. Cest la vie!

Sunday, February 16, 2020

BHS 400 STRESS MANAGEMENT (Module 5 SLP) Essay Example | Topics and Well Written Essays - 2500 words

BHS 400 STRESS MANAGEMENT (Module 5 SLP) - Essay Example Good psychological adjustment to the situation and realization of inner capabilities would help to develop stress resistance. The diverse approaches of effective coping and stress management can be broadly classified into three Categories: Cognitive (Thought) Or Re-Framing Strategies and Emotion-Based Strategies (Feeling) are palliative tactics which are conceptualized to control emotional disturbances and distress. Action-Based Strategies falls under the Instrumental or problem focused approaches. Action-Based Strategies are directed towards changing stressed environment or adapt oneself to the situation to avoid the stress effectively (Koslowsky, Kluger, & Reich, 1995, p. 129, 130). The person starts blaming himself/herself for the negative consequence. The illogical thinking includes catastrophizing (exaggeration of harmful effect), personalizing (holding responsible for negative outcome), all-or-nothing thinking (feeling of losing always), overgeneralizing (fixing oneself to unpleasant endless pattern), and mental filtering (ignoring good part). (Tuller, Jan 22, 2002). Cognitive strategy is basically dealing with alteration of a thought process. Person is made to rethink the perception about the situation that made him upset. Basic assumptions about certain event is strategically changed or reframed to reduce negative outcome of the event. This might involve restructuring of words to change their meanings about worrisome event. The bothersome unnecessary thoughts are displaced by good and pleasing thoughts. This optimistic interpretation would help to sound and feel more pleasant about the same situation. The stressed individual should edit the situation by d eleting the undesirable aspects in mental process, and make the condition more favorable (Pargman, 2006, p. 145). Reducing of thought errors is a difficult,

Sunday, February 2, 2020

MENU COMPARISON ASSIGNMENT Essay Example | Topics and Well Written Essays - 250 words

MENU COMPARISON ASSIGNMENT - Essay Example The food items that may be conventionally prepared are seafood, entrà ©e foods, salads, soup, vegetarian meals, pasta, pizzas, sandwiches, and specialties. The food items that may be convenience are appetizers and risottos because they are mostly ordered as per the customers’ requests as additional accompaniments to the main course meals. The Villa Blanca Restaurant is a tad more expensive than the Quartino Restaurant. For instance, the cheapest salad at Villa Blanca is the char-grilled chicken salad at 15 dollars while the most expensive salad at Quartino is the Tuscan kale salad at only 9 dollars. The purchasing system of chicken is 4.5 dollars per pound at the store, which is more expensive than kale at 2 dollars at the groceries in market value, which creates the cost difference. Similarly, the most expensive pasta meal at Quartino is the linguine with clams at 12.50 dollars. The ingredients include clams with pinot grigio wine, red chili, and extra virgin olive oil, with red or white sauce. The most costly pasta meal at Villa Blanca is the penne and tiger prawns at 24 dollars. The ingredients are tiger prawns with peppery tomatoes, basil, garlic, and ground red pepper. The linguine costs 24 dollars per 12-ounce packet and clams cost 5.99 dollars per pound, while the penne costs 12 dollars per 16-ounce packet and tiger prawns costs 14 dollars per 500g packet, hence the differing contribution margins of prices from the two