Bonds and Interest Rates Essay Example | Topics and Well Written Essays - 500 words

Bonds and Interest Rates - Essay Example When interest rates go up compared to the coupon rate, bond prices would fall in the market and when interest rates fall, bond prices would go up.   Bond price and interest rates have an inverse relationship. When interest rates go up compared to the coupon rate, bond prices would fall in the market and when interest rates fall, bond prices would go up.   2. The calculations involved with pricing a bond and a stock a) A bond is priced by converting the future cash flows from the coupon rate and the maturity payment to their present value. The discount rate for calculating the present value is the investor’s required yield.  The formula is shown below. An Excel worksheet has PV calculation as a built-in macro.  Bond Price =    C / (1+r)) + C / (1+r) 2 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦   C / (1+r) n    + M / (1+r) nWhere,    ‘C’ is the Coupon rate                          Ã¢â‚¬Ëœn’ are the number of payments         à ‚                 Ã¢â‚¬Ëœr’ is investor’s required yield  Ã‚                        M is the maturity value of the bond   Ã‚     b) The price of a stock is determined using the Dividend Discount Model where the future dividends to be paid out by the company are discounted to a present value. An assumption often made is that there would be a growth in the rate of payment of dividends as the company grows in the future.

Great Expectations Paper Essay Example for Free

Great Expectations Paper Essay When an individual loves someone else, it is difficult to let the person go or accept his/her return, because of the poor decision that one person made to leave his/her loved one. However, since the person already left, is it worth the pain and agony in the end to accept that person into the hurt individual’s life once again? In his Victorian Literature novel, Charles Dickens satirizes the Victorian Era multiple times within Great Expectations. For example, in the 1800’s the masculine class were the regulators of the family and weren’t aggravated by women, but in this novel the females obtain the upper position, like how Mrs. Joe overpowers Orlick. Charles Dickens named the novel Great Expectations, because its means that an individual is positive that something significant will occur with no warning if the individual wants it bad enough, but in English Victorian society, achieving expectations meant that someone was destined to collect vast sums of riches and success. Throughout Pips three stages in the novel Great Expectations, Charles Dickens utilizes the character of Joe, who out of compassion and sympathy demonstrates that suffering is a sacrifice one is willing to endure for the love of another individual, and how this idea changes what Pip’s views, personality, and values are at the end of his high expectations. During Pip’s first stage of expectations, Joe explicates that he suffers greatly because of Orlick, Mrs. Joe and Pip, but only wishes to steer Pip in the right direction and to have given enough ‘love’ to change Pip’s views and expectations. First, Orlick takes Joe by surprise when he starts to get angry and jealous of Pip and tells him â€Å"No favoring in this shop. Be a man!(15.65), but because Joe wants no trouble he lets him have the day off which makes Mrs. Joe terribly angry. Additionally, when Orlick offends Mrs. Joe, Joe defends her even though she was mad at him, because he loves her and is willing to suffer through Orlicks harsh words. Pip’s troublesome behavior at the table is brought to attention when Joe states, â€Å"You and me is always friends, and Id be the last to tell upon you, any timeBut such as a most uncommon bolt as that!†(2.8) Pip’s actions got Joe in trouble while he was trying to help Pip, because the helpfu l advice made Joe ignore Mrs. Joe and which made him have to face consequences such as being â€Å"pounced on† and â€Å"knocked [in] his head for a little while against the wall behind him† (2.8). Also, it expresses how Joe dealt with Mrs. Joe’s and Pip’s spiteful behavior all because he cared for them and was compassionate to all people. Pip’s behavior shows readers that as a child he didn’t have any expectations but eventually set the bar higher which was not what Joe truly wanted to happen. This helps readers understand how having sympathy and a good heart doesn’t always payoff at first, but latter lets people become the best of friends in the long run, like Pip and Joe. While sitting by the warm fire at night Joe explains to Pip that â€Å"When [he] got acquainted with his sister, it were the talk how she was bringing him up by hand†¦. [And] how small and flabby and mean he was†¦Ã¢â‚¬  and how he â€Å"†¦would have formed the most contemptible opinion of himself self!† (7.38) which makes Pip start to cry because he felt ashamed by how he acted, but grateful that Mrs. Joe and Joe stayed with him. At that time Pip, a commoner, didn’t care about anyone and just wanted to do what he wanted, although it made him look bad and unkind. In the long run Pip’s disobedient attitude and Joe’s loving heart was worth it because he and Joe became best friends which was held together by a strong bond of love. Lastly, Joe was affectionate and loving towards Pip even when Pip was cruel to him which shows readers the sacrifice Joe endured with Pip. The forfeit Pip watched Joe go through changed him because it made him want to do something more and become someone higher who wont have to deal with pain and sacrifice. In conclusion, Pip starts to change into the gentleman he wants to become while Joe is still remaining at is side, longing for his ‘old chap’. During Pip’s second stage of his expectations Joe sacrificed his dignity and friendship for Pip, because he felt sympathy towards him which makes readers wonder if Joe gave Pip enough ‘love’ to not make him leave his dear friend, Joe, and change his personality. To, begin, Joes love is tested and questionable when he tells Pip, â€Å"But if you think as Money can make compensation to me for the loss of the little child†¦and ever the best of friends!(18.116). Pip is shocked by how much he means to Joe, but still but doesn’t see how much Joe really loves him. Pip deserts Joe â€Å"whom he was so ready to leave and so unthankful to†(18.115), and thinks to himself â€Å"I’ll see you again†Ã¢â‚¬ ¦and â€Å"I’ll feel the loving tremble of your hand upon my arm, as solemnly this day as if it had been the rustle of an angels wing! †¦ â€Å"(18.115), which proves that Pip has not realized that this decision makes Joe sacrific e and suffer all the more. Furthermore, Joe had to scornfully respect his decision to leave and become a gentleman and bear the loneliness while he was away, but still loved him and waited for when Pip realized he should go back to Joe. Moreover, Pip changes his view on his future when Joe explains that â€Å"Divisions among such must come, and must be met as they come†¦ You and me is not two figures to be together in London; nor anywhere else but where is private, and beknown, and understood among friends.†(27.246) Likewise, when Joe is in London with Mr. Wopsle he wants to put pity on Pip and explain to him that they are different people in separate worlds and he wants to show Pip how it hurts when people leave their loved ones. Joe thinks he has sacrificed enough and wants Pip to come back, but now Joe realizes that they are separate people with different expectations. Additionally, Pip and Joe are still great friends; however their breaking relationship hurts Pip and makes him want to restart his life and be with Joe, but he still stays a gentleman. All in all, Joe leaving Pip just as Pip did to him, once again creates Pip to think differently and regret some of his decisions in the past. Throughout Pip’s final stage of expectations, Joe’s compassionate attitude is expected to make Pip change his values and stop Joe from suffering, but makes Joe ponder if he gave Pip enough sympathy to make him come back to him. Firstly, after Pip’s benefactor, Magwitch, dies Pip starts to become ill and also gets arrested because of his debt. While sitting back at his house Pip starts to realize that he always has someone there for him, Joe, and expresses his regret by saying â€Å"O Joe, you break my heart! Look angry at me, Joe. Strike me, Joe. Tell me of my ingratitude. Dont be so good to me!†(57.388). This statement said by Pip when Joe is by his side, expresses the point that even though Pip did wrong, Joe will always be there to comfort him and make him feel better, and that Pip thinks he should not be treated good by Joe at this point. Furthermore, Pip now understands, â€Å"There was no change whatever in Joe. Exactly what he had been in my eyes then, he was in my eyes still; just as simply faithful, and as simply right†(57.389), which proves that the compassion from other individuals do change peoples values and outlooks on all things in life and expectations. Likewise, Pip appreciates that Joe was faithful to him even though endures suffering because of his high expectations and dire choice to be a gentleman. Moreover, since Pip â€Å"†¦soon began to understand that the cause of it was in [him], and that the fault of it was all [his].†(58.395), he started to feel for his dear friend Joe, again as he once did and wanted to have never of met his benefactor that lead him to leave Joe. This connects to the main point because it finalizes how love is stronger then the pain someone causes another person and how it can shape an individual in different ways. Additionally, when the shameful Pip says, â€Å"Dont tell him, Joe, that I was thankless; dont tell him, Biddy, that I was ungenerous and unjust; only tell him that I honored you both, because you were both so good and true, and that†¦ I said it would be natural to him to grow up a much better man than I did.(59.404), it shows Joe and Biddy how much Pip is truly sorry for the choice he made and, reluctantly, they responded with, God knows as I forgive you, if I have anythink to forgive!(59.404). All in all, Joe’s compassionate and sympathetic heart pays of and lets him forfeit no more, which proves the point that suffering is a sacrifice one is willing to endure for the love of another individual even if the other person doesn’t see the good you are doing until the end. In conclusion, all of the suffering and sacrifice Joe endures, because of much love and compassion he has for others in Great Expectations did prove to make his ‘dear old chap’ Pip reconsider his views, personality and values towards life and his own expectations. The significance in this novel is that sacrificing yourself out of sympathy is a step anyone should be willing to take to have an even stronger bond within the relationship. The idea of sacrifice and suffering for another individual is in the real word, like how a mama bear feeds her cubs before herself, because she cares for them, and just like how Joe suffers and hates being away from ‘his cub’ Pip. All in all, without sacrifice and suffering people won’t have as much compassion for each other and would not endure the pain if they didn’t truly care for them.

Analysis of Human Resource Responsibilities

Analysis of Human Resource Responsibilities INTRODUCTION The title of the project is ‘Analysis of HR practices followed by ONGC with reference to TRAINING, PERFORMANCE APPRAISAL and SAP-HR MODULE . The internship encompasses understanding the unique HR practices employed by the organisation in PSU to enrich and sustain the culture of integrity, belongingness, teamwork, accountability and innovation, and enhance employee competencies continuously. The purpose of this project to be given is to understand the practical working and effectiveness of the core HR responsibilities with special concentration on: Training Performance Appraisal SAP-HR Module The scope of this study is to comprehend and adopt the practical working environment of an organisation. Here, a link has to be formed between the academic study and the actual in-world implementations of the knowledge. Its important to realize the effect of proper training on employees, transparency in the appraisal process and up to date technological support in the HR stream. For the above study, data is collected from various primary as well as secondary sources. Basic and general information is gathered from the library which comprises of various HR journals and magazines (names are mentioned in references). Interviews are taken of the employees and questionnaires are prepared and surveys are done. Various inputs are provided by the Company Guide during formal and informal meetings. Overview of TRAINING Training employees do have a significant role in modern business era. As an HR manager, the responsibility is to utilize the HR resources optimally and develop the skills of the employees so that they can contribute to the growth of the organization as well as to their personal growth. It leads to improved organization culture. Therefore, its important to understand: What different kinds of trainings / workshops are conducted by the organization? What are the criteria of nominations? How nominations are done? How many training sessions have to be conducted in a year? (Training Calendar) What the employees think about the training sessions? Training objective tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives, Trainer Trainee Designer Evaluator Trainer -The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training. Trainee -The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of thetraining program in trainees mind that actually helps in gaining attention.Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore,training objectiveshelps in increasing the probability that the participants will be successful in training. Designer -The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will designthat will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry.Therefore, without any guidance, the training may not be designed appropriately. Evaluator -It becomes easy for thetraining evaluatorto measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants. Systematic model training consists of five phases. The training should achieve the purpose of helping employee to perform their work to required standards. The steps are as follows: Analyze and identify the trainingneeds i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents. Develop, this phase requires listing the activities in thetraining programthat will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals objectives. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices. Overview of PERFORMANCE APPRAISAL A very important function of the human resources department for any organization, are conducted to gauge the net worth of all its employees. Appraisal methods benefit the organization immensely. The aim of appraisals is to improve the present performance of the employees and draw on the future potential. The HR department undertakes this processes usually annually in which they procure, analyze and document facts about the performances of the employees of the organization. This provides employees and managers with opportunities to discuss areas in which employees excel and those in which employees need improvement. Performance appraisal in ONGC is conducted annually also known as E-PAR. All organizations practice performance appraisal in one form or another to achieve certain objectives. These objectives may vary from organization to organization or even within the same organization from time to time. It has been found that there are two primary objectives behind the use of this meth odology. One is to use it as an evaluation system and second, to use it as a feedback system. The aim of the evaluation system is to identify the performance gap. This means that it helps determine the gap between the actual performance of the employee and that required or desired by the organization. The aim of the feedback system is to inform the employee about the quality of his work or performance. This is an interactive process by which the employee can also speak about his problems to his superior. An effective performance appraisal system should emphasis individual objectives, organizational objectives and also mutual objectives. From the viewpoint of individual objective the performance appraisal should talk about What task the individual is expected to do? How well the individual has done the task? How can his performance be further improved? His reward for doing well. From the organizational view point a performance appraisal should generate manpower information, improve efficiency and effectiveness serve as a mechanism of control and provide a rational compensation structure. In short the appraisal system establishes and upholds the principle of accountability in the absence of which organization failure is the only possible outcome. Overview of SAP-HR Module SYSTEMS, APPLICATIONS AND PRODUCTS IN DATA PROCESSING- SAP. It is an enterprise resources planning Software Company based in Germany.It integrates all the functional units of an organization into a unified one.It deals with various activities done in the human resource department of an organization, such as, Personnel administration, personnel development, training and event management, payroll etc. SAP- HR Module distinguishes between task, job, position, and person. It provides access to all HR data and transactions in one location. Advanced SAP HR features are time management, payroll, travel management, training and development. Advantages of implementing SAP HR Module : Saves time and money, and improves information for decision making and Planning. Greater automation ensures greater accuracy. Improved reporting capability. Improved employee history data. Better budgeting, compensation adjustment. MAIN TEXT The information extracted from the primary and secondary sources of data pertaining to training, appraisal, and SAP HR module are as below: TRAINING ONGC accords top- most priority in the development of Human Resource through quality training, qualification up gradation programs and accreditation programs. ONGC also has the expertise to conduct customized training programs for its partners. In ONGC, there are following training institutes which are engaged in meeting, training and development needs of the vast human resource of the organization by designing and organizing training programs focused on organizational needs. ONGC has five training institutes of its own all across the country, viz. ONGC Academy, Dehradun Institute of Petroleum Safety Health and Environment Management, Goa School of Maintenance Practices, Vadodara Institute of Drilling Technology, Dehradun Institute of Oil and Gas Production Technology, Mumbai The training Institutes of ONGC are committed to : Impart best in class training programs across the entire industry. Continuously evolve training programs based on feedback from the participants. Provide training solutions to the corporation and partners, both from Indian and foreign, covering entire spectrum of operations. Providing best in class infrastructural facilities for the training programs. Focusing training programs on the emerging business opportunities of the corporation. ONGC measures its training in MANDAYS i.e. 01 man * 3days of training = 3 MANDAYS 10 men * 3 days of training = 30 MANDAYS Minimum target of 1400 MANDAYS are set per year. Training provided by ONGC is broadly divided into Three categories: Safety Technical Interpersonal skills During the internship study of various trainings programs are done in order to understand the objectives and deliverables. 1. SMP (Senior Management Programme) Program overview objectives: Since ONGC is extending its operations to various parts of the world, it is imperative that ONGC executives are exposed to International perspective and develop a mindset of global managers. Keeping this in view a comprehensive program has been specially designed for E-5 level Executives of ONGC. The program aims at: Understanding global perspective and developing a mindset of managing at international level. Build Customer Centric Work Culture Inculcating a mindset of Transformational leadership Evolving a culture of innovation and creativity ONGC Academy is in collaboration with MDI , Gurgaon for SMP 2. AMP (Advanced Management Programme) Program overview objectives: Designed for senior executives of ONGC to achieve the following objectives: Develop awareness and appreciation of the emerging business environment and its implications for the future of ONGC Help the participants to recognize the requisite mindset to make ONGC, a world-class organization Develop insights into the organizational processes that drive excellence Expose the participants to the best in business practices. ONGC Academy is in collaboration with IIM, lucknow . ONGC also provides Overseas Learning Sessions which includes visit to EP Industries and Executives meet in European / Western countries for exposure to best in Business Class Practices. E6and above level executives are eligible for AMP. For choosing the candidates for training / workshop sessions, nominations are done. Circulars are rotated to the Head of each department and they recommend the names of those employees which they think are appropriate to undergo the training. The institute plans and conducts training programs professional areas which involve holistic approach of management in effective accomplishment of various integrated tasks. 3. Executive Excellence through SMET, HOLSYM and Yoga Techniques Program objectives and Overview: The multi- dimensional etiological factors for stress need a multidimensional solution at physical, mental, emotional and intellectual levels. Yoga provides this holistic solution. Self Management of Excessive Tensions is the basic concept for designing this program for executives. The program aims at: Help participants understand the nature and sources of stress in individuals and in organisations, and enable them to understand the relationship of Stress to Managerial Effectiveness. Familiarise the participants with the techniques dealing with individual stress and Organisational stress and give them an opportunity to practice some techniques of Stress Management. Its a 5- days program conducted in Swami Vivekananda Yoga Anusandhana Samsthana , Bengaluru. 4. Global Managers Program objectives and Overview: Todays business environment has created many challenges where managers need to think globally as the world is transforming into a ‘Global Village. The program is designed: To provide professionals with a proactive approach to deal with cultural diversity in todays multi- cultural environment. To understand the domestic Business ethics, values and practices and as well as best global practices. To prepare the participants for the challenges ahead in the highly competitive global environment. ONGC is in collaboration with IIM, Bengaluru for this 5- days progam. 5. Self Development Program for Women Employees Program objectives and Overview: The effectiveness of women employees depends upon the ability to manage multiple roles. The program has been especially designed to focus on the demands of these multiple roles and skills set required for effective performance. The program caters to up needs of women professions facing the challenges of work family balance. The objectives of the program are: To develop basic values of life to make them effective at home and work place. To be able to identify individual goals and align those with organization goals. To increase personal motivation to do the best possible in the most effective way. To appraise the participants on various issues involved in personal growth and effectiveness. To increase personal motivation to do best possible in the most effective way. To make participants aware of their strength and areas of potential development 6. Train- The- Trainer Course Program objectives and Overview: The program focuses on the Adult Learning Process, is built around the â€Å"Three Wheels of Mastery† Expertise, Planning and Presenting, Engaging and Facilitating, which are essential for Internal Faculty members/ Black Belts for motivating others to apply Six Sigma on the job and for enhancing and accelerating their learning process. ONGC provides many discipline specific programs for is employees. Some Exploration Programs: Petroleum Risk and Decision Analysis Latest trends and Development in Estimation of Oil and Gas Reserves Workshop on Basin Evaluation and Modelling Techniques in Deep Water Depositional Systems Some Production Programs: Developments in Stimulation techniques and Candidate Well selection Advances in Water Control Technology Advances in Natural Gas Engineering Reservoir Engineering for Production Operations Some Engineering Programs: Welding and Inspection CAD for Mechanical and Process Logistics Management Flow Measurement and Instrumental Practice PERFORMANCE APPRAISAL Performance appraisal report is an index of an employees work performance over a given period of time. It is crucial for his or her career growth as it indicates the strengths, weaknesses, training needs, nature of job being performed and problems faced in work situation. The objectives of the performance appraisal system at ONGC are: To set norms and targets of work performance, as well as, to monitor the work progress of employees. To facilitate placement of employees in accordance with their suitability for different types of assignments. To provide an objective basis for determination of merit, efficiency and suitability for the purpose of promotion. To identify areas requiring exposure for training and development. The performance appraisal system seeks to evaluate: The work performance of an employee on the present job in relation to the expected levels of performance, both qualitative and quantitative. The extent of development achieved by the employee during the period under review. Evaluation of behavioural attributes, attitudes and abilities. Evaluation of potentials for assuming higher responsibility. Appraisal is done in three stages. First, KPIs/ KRAs are to be declared in March(beginning of appraisal year) then midterm evaluation is done which is compulsory in October and finally in March evaluation on performance of the employees is done. Employees get certain percentage of PAT based on their grades or marks of the appraisal. Earlier Appraisal was done on paper. Forms were distributed to the employees wherein they used to fill in the KPIs and then submit it. This system reported delay in recording appraisal reports. Low priority is accorded to recording appraisal reports as there was no visible accountability for delays. Inadequate time and attention was given to the process and last minute rush efforts were experienced. But now ONGC follows e-PAR which has distinct advantages: Streamlining of PAR process Uniform application of Company Policy Reduced Cycle- time and adherence to time schedules Enhanced data security and confidentiality Authenticity and audit trail of transactions Availability of on-line information System driven control and monitoring mechanism Performance based rewards and incentives for future The appraisal process constitute of one appraise and appraiser. Appraisee is the employee who fills the PAR form and submits it. Appraiser decides the KRAs/ KPIs with the employee then mid- term review is done. This is the duty of Reporting Officer. Then it is forwarded to the Reviewing Officer, who reviews it and then forward for co- review (in special cases) otherwise directly to the Moderating Officer. He sends it to Accepting Officer who accepts and forwards it to central PAR Section in Dehradun. (Refer Annexure 2) Circular of Roll out of e- PAR It suggested KPIs is issued first wherein dates are declared for joint setting of KPIs by Appraisee Appraiser. Commitment is made by the HRD group that a suggested list of KPIs applicable to different functional areas would be made available accordingly. HRD constituted a multidisciplinary committee comprising HR planners, corporate HRG and corporate PAR. This committee held detailed deliberations and consulted senior executives of different functional areas across the organization and come out with an exhaustive list of suggested KPIs. All Assessors and assesses may use the table during the process of setting KPIs. PAR DISCLOSURE, APPEAL AND COUNSELLING (A).Disclosure of PAR: The following information on PAR assessment would be shared with the employee on completion of PAR Final grades and marks given by the accepting Officer. Adverse comments (if any) Specific advice to be communicated for improvement (if any) Communication: The communication should be within 15 days of completion of PAR and in the form of system generated message in case of e-PAR. (B). Appeal and Review : Appeal may be preferred by aggrieved employees against assessed PARs as well as having adverse remarks/entry. Aggrieved employee may appeal once per assessment year directly to the Appellate Authority, through local PAR officer, instead of submitting through proper channel. The local PAR officer shall keep record and forward the same to concerned Appellate Authority, with intimation to Corporate PAR office. Appellate Authority (AA) : The designated Appellate Authority based on the reporting hierarchy have been defined in Annexure 3 and 4. While the hierarchy in the route has been defined in the table, Appellate authority must be minimum one rank higher than the Accepting Authority in any case. Each Appellate Authority shall constitute Appeal Review Committee (ARC) under him/ her comprising of representative of functional areas, with 3 members in each committee. In case Appellate Authority is at the level of GM or L- II, the members should not be below the level of E6 and for all other Appellate Authorities, members should not be below the level of E7. The meeting of the ARC shall be convened by each Appellate Authority once in a year preferably in the month of September/October, as the closing month of PAR process is generally August. The ARC may seek PAR record from respective location PAR Officer/ Corporate Officer, as the case may be. The Committee may also obtain views/recommendations of the concerned authorities involve in the assessment of the PAR, for which appeal is preferred, if needed. Based on the recommend ation of the respective ARC, the Appellate Authority shall finally decide on appeal. In case of Appellate Authority comprises of two directors, they may jointly decide on the appeal. If Appellate Authority considers and find reasonable grounds for revision of PAR grade on appeal made by aggrieved employee, such revision shall only be one step higher or lower to that of original grades for all categories. Any revision beyond one level or below will be decided by one level higher than the appellate authority, highest appellate authority being EC. For this proper justification /recommendation have to be given by the Appellate Authority. The decision of the Appellate Authority shall be conveyed to the Corporate PAR office / location PAR office, as the case may be, who in turn shall communicate to the employee in the Performa at Annexure5.The decision of the Appellate Authority shall be binding forever. No further appeal shall be entertained for the same assessment year. Each Appellate A uthority shall forward a status report on the disposal of Appeal to the Corporate PAR office for onward submission to the Director (HR). (C). Counselling: It has been decided in the 353rd EC Meeting to provide counselling to the employees with B, C, D grades and those cases having recommendations for counselling in the PAR. Scope of Counselling Group: The Counselling may be continued as an integral part of PAR process for widening employees development opportunities. The Counselling Group shall not review the final grading of the appraisee, assigned to him/ her by Accepting/ Moderation Authority. The Counsellors during the interviews of the employee shall ascertain the reasons, system constraints and the behavioural dimensions of the employees and efforts shall be made to develop self awareness for correcting personality traits. The Counselling Group shall send a report on each case to the office of Chief HRD. The Counselling Groups are to be assisted by the Corporate PAR officer at the counselling locations. The formation of Counselling Committees is depicted in Annexure 6. SAP- HR MODULE Scope of SAP- HR Module: 1) Personnel Administration Module (Including Establishment and Loans) Personnel Administration Module takes care of employee master data. Various PA processes have been built in this module. This module includes the loans and advances processes also. 2)Time Management Module Time Management Module takes care of Employees Leaves etc related processes. The Time Management component offers support in performing all human resources processes involving the planning, recording, and valuation of employees work performed and absence times. 3) Payroll Payroll module takes care of personnel claims, month end payroll run and pay slip generation. Form 16, Form 24 and all statutory statements related to personal income tax is also taken care by the payroll module. The System calculates the gross and net pay, which comprises the individual payments and deductions that are calculated during a payroll period, and are received by an employee. These payments and deductions are included in the calculation of the remuneration using different wage types. 4) Organisation Management Module: This module defines Organisational Hierarchy, positions, Head of sections etc and also deals with assigning employees to various departments / sections etc through proper positions. 5) SAMPARC:(ESS MODULE) SAMPARC stands for (System for Automated Management of Personnel Activities, Reimbursements and Claims) the employee self service portal of ONGC. Using ESS reports an employee can view his career details, leave details, training booking details etc using an ESS User Id. He can also write a mail to his personnel administrator if he detects any error in data recorded in the system. Getting started with SAP: On your PC, find the SAP Logon pad icon. The icon style varies deepening on the SAP version installed in your PC. To open Logon Window: Double click on the Toolbar â€Å"SAP Logon† on above Screen. Following Logon window shall open on your screen: This window lists all available servers to which you can Login with your user ID. Double click on the desired server name or click on the line and then click on ‘Log On. After a brief delay, following window shall open on your screen : To open the SAP Easy Access window : Enter your client number (It will always show 500 by default). Enter your SAP User ID. Enter your SAP User Password. Please remember that the Password is case sensitive. Press Enter on your Keyboard. SAP Easy AccessWindow Elements The SAP Easy Access user menu is the user-specific point of entry into the SAP System. A typical user menu (here, in the R/3 System) is shown below : The user menu contains those items such as transactions ,workflows, reports etc. you need to perform your daily tasks. If your system administrator has defined a user menu, it appears when you log on to the system. Various elements of the SAP Easy Access Window are shown above. Navigating in the SAP Screen You can expand and collapse menus in the workplace menu by choosing the dropdown arrows to the left of the menu items, as in the example below : To open an application in the workplace menu : Type the transaction code in the command box / field and then press Enter, or Navigate to the transaction node in the tree and Double-click its node in the tree, or Click on node and then press Enter Company Code: The company code is an organizational unit within financial accounting (FI). Personnel Area This field defines the location of the employee, e.g., ABAD (Ahmedabad), BRDA (Baroda), etc. Personnel Sub-area This field defines the duty assigned to the employee, e.g., OFDT (Office Duty), FLDT (Field Duty), OSDT (Offshore Duty), etc. Employee Group This field defines the employment status of the employee, e.g., Active, Retiree, Deputation-in etc. Employee Subgroup This field defines the Grade of the employee, e.g., E1, E2, E3, etc. Personnel Number This field defines the CPF Number of the employee. Pay roll Area: A payroll accounting area (often abbreviated to payroll area) is an organizational unit containing all of the employees for whom the payroll runs at the same time. The payroll accounting runs for payroll accounting areas. Each payroll accounting area determines the specific dates for which the payroll runs, the earliest payroll period for which retroactive accounting is possible, retroactive accounting recognition, and the periods for which the payroll runs. Organization Unit This field defines the Department / Section within the Organizational structure in which the employee is working, e.g., ICE, IRS, Drilling, etc. Position This field defines the post, which the employee is occupying within the organizational structure, e.g., Manager PA, Location Manager AMD Cementing, etc. Infotype: In SAP information is stored in info types. An Infotype can have further subtypes. Click here to view the list of Infotype being used in ONGC. Sr No. Transaction Codes Transaction Description 1 SBWP Mail Inbox 2 PA20 Display HR Master Data 3 PA30 Maintain HR Master Data 4 PA40 Personnel Actions 5 ZPT60 HR TIME : Time Evaluation 6 PP01 Maintain Object

Billy Liar :: Drama

How I Would Play Billy Page 36, Act 2, Lines â€Å"†¦Rita, will you listen for one minute!†¦ No, listen to what I’m telling you!† Until Page 39, Lines â€Å"He can’t wash himself, never mind the pots.† The reason I chose Billy to discuss how I would play his role in the play is not only I was him in the short scene presented to the class, but he has more to him than meets the eye. There are so many things which distinguish Billy character, and make him unique. Billy is proposed to three different girls, he starts tells small fibs to make his life sound more interesting, but gradually people realise that he is lying and he makes up more lies to get himself out of trouble. Eventually his life seems to be based on lies. In the scene I have chosen it begins with Billy on the phone with the domineering Rita. He seems to be over powered by her frequent and poignant questions not to mention her intolerant attitude. In this case I would play Billy with a sense of awareness about him, as if he didn’t want anyone to hear what he was saying. By that I mean a softer voice, and he would keep looking over his shoulder to check no one was there listening. Towards the end of the phone call however I would make sure Billy would be getting worked up because Rita was saying that she would be going round there to collect the ring and she wouldn’t take no for an answer. Billy would raise his voice slightly, and he would be gritting his teeth trying to hold his anger in. Eventually Rita hangs up on him and he slams the phone down releasing his anger from the phone call. In the phone call I would have Billy pausing a lot, making it sound like Rita would be interrupting him. Also I would have him say the line â€Å"Of course it’s all right...† with a very soft and gentle tone, trying to calm her down, and convince her that nothing has happened to her precious ring. On top of that this is the first case that you see Billy lying, in this particular scene I have chosen. The ring is certainly not at the jewellers, it is sitting on Barbara’s finger. During the phone call I would have Billy walking back and fourth about four steps at a time. This should represent that a lot is going on in his head and that he is nervous. I would have him waving his left hand around, as if he is making everything up on the spot, his right hand

Mexican Immigrants in the United States Essay

Abstract Choosing to focus on the Mexican Immigrant in the United States workplace will help to develop an understanding of how organizational decisions insure the acceptance and inclusion of the group with those of the organization’s in-group creating a unified work environment. Chao and Willaby (2007) theorized that everyone had their own vision of how the world works and acting upon it based on what they have perceived as being true; sometimes the visions of others are difficult to understand or accept, which can cause strife and alienation in the workplace. According to Adu-Febiri (2006) the responsibility of transformational leadership is to raise employee awareness; thus, beginning the journey for an all-inclusive and unified work environment. Mei and Russ (2007) identified that management’s objective should be to help organizational employees to establish a foundation of developing the core and cultural competencies that are critical to developing effective methods for advocating change and cultural blending. The results of this essay and the completion of employee interviews will help to heighten areas of self-actualization and ethnic and linguistic competencies of the author and all cultural groups she will be accountable. Mexican Immigrants in the United States Workplace Introduction Chao and Willaby (2007) advised that everyone had their own vision of how the world works and that everyone performs according to their perception of the right way to live as a part of that world. Greenwood (2007) contends there are differing perceptions of how the world operates creates complex challenges when working to blend differing beliefs toward a unified environment. The following literature review focuses on raising the level of diversity consciousness as it relates to Mexican immigrants in the workplace. Deaux, Reid, Martin, and Bikmen (2006) identified that the Hispanic sociohistorical perspective provided significant information reflecting an independent group that is dedicated to their families and struggling to survive in an environment that often resents them being in the workplace. Parrado and Kandel (2010) contend the Hispanic group is one of the fastest growing minority groups that has magnified the supply of low-skilled workers. The author also identified the group’s struggle with linguistic challenges as being what prevented many from achieving educational needs, which exacerbates the group’s equality in the workplace. Trends in Workplace Diversity Globalization, technology, and increased mobile ability have created diverse ethnic and linguistic challenges felt around the globe. Greenwood (2008) contended that some of the Hispanic group chose to move to the United States in pursuit of a higher quality of life; others made their decisions based on a lower cost of living and others came only to make an income that could be sent back to their homeland to take care of family left behind. Whatever the reason for the influx challenges to achieving unity in the workplace begin at the onset and will become more complex in nature as the number of ethnic and linguistic minorities continue to grow. The qualitative study performed by deCastro, Fujishiro, Sweitzer, and Oliva, (2006) theorized the negative workplace experiences of minority groups were inclusive of linguistic barriers, poor and unsafe working conditions, illegal methods of pay, work related injuries, and, finally, a consistent loss of jobs. Adu-Febiri (2006) theorized that workplace environments require the creation of opportunities for inclusion of all associated with the organization that matriculates all toward a true multicultural identity. Impact of Global Economy deCastro, et al (2006) provided that the impacts of a global economy are far reaching and have served to change the very fabric of cultural beliefs and community structures. The authors explain that many of the in-migrants see the expanding economies as a new and promising dimension of prosperity; while many of the native group believes it to be the portent of doom. For better and worse, everyone will have to learn about and from one another. Rizvi (2009) theorized the impact of a global economy as being realized in everyday activities such as processes at work, cultural interrelationships, capital, information exchanges, food and goods, and ideas. The global economy changed the dynamics of doing business with the enhancement of technology, communication, politics, and immigration. Adu-Febiri’s (2006) contentions of the global environment included the potential for cultural erosion due to a lack of human factor competency. As employment globalization grows so do the challenges for maintaining ethnic cultural norms in a manner that creates workplace inclusion. Chao and Willaby (2007) echoed Adu-Febiri’s thoughts when they asserted the globalization has created the challenge of the hiring of immigrants around the world; the authors maintain, â€Å"†¦has no geographic, political, or cultural bounds† (Chao and Willaby, p. 32, 2007). The authors further identified challenges of minority ethnic and linguistic groups have been to hold onto their cultural and linguistic makeup: Globalization has encouraged many to dress the way the other dresses and eat what the other eats, the result being a cultural homogenization process and the subtle emotions of ethnic cultural shame within groups. Chao and Willaby (2007) explained that reducing and ultimately eliminating the impact of cultural homogenization, the overt and more subtle forms of discrimination, ethnic and linguistic bias requires the expansion of diversity consciousness in the form of implicit cognitive awareness of management and employees. Discrimination Practices Carr-Ruffino (2005) explained that challenges to ensuring discrimination does not exist in the workplace requires a thorough understanding of the context it occurs, which requires high levels of self-awareness and a significant understanding of all ethnic groups in the workplace. Findler, Wind, and Mor Barak (2007) asserted that the ever growing challenge of diversity has worked to create demands that organizations determine and implement methods for effectively coping with workforce diversity. A number of theoretical viewpoints and studies identify common threads that include perceptions of inclusion or exclusion, fairness, social and organizational commitment, job satisfaction, and the overall sense of well-being. Another study performed by Krings and Olivares (2007) questioned the impact of ethnicity, job type, bias, and the commitment to interview discrimination practices from the employer perspective. The study resolved there was a higher potential for bias and discriminatory practices when there was a lack of diversity consciousness. Echautegui-de- Jesus, et al (2006) explained that working alongside an ethnic and gender group the native group perceives as being different from themselves creates challenges arising from imbalanced group powers. The Rubini, Moscatelli, Albarello, and Palmonari (2006) study compared the discriminatory effects of group power and social identification as it relates to linguistic discrimination. The study found higher levels of discriminatory practices were present when in-group participants responded in more positive way to other in-group members than they did with those considered the outside group. Another study completed by Echautegui-de-Jesus, Hughes, Johnston, and Hyun (2006) examined the effects of the employee’s psychological sense of well-being and job satisfaction as it relates to employee performance. Echautegui-de- Jesus, et al (2006) identified that minority groups often perceive themselves as being threatened with the loss of their interpretation of the world; the result being the loss of ability to achieve a sense of belonging, which brings into focus Robinson’s (2008) contention that identifying discriminatory practices often relies on perceptions of contentions of discrimination of the receiver. The need for higher levels of understanding diversity and the relationship between achieving a sense of well-being will be critical to the Hispanic group’s continued growth as a part of a global world. The studies and theoretical viewpoints reviewed provided a deeper insight to potential discriminatory practices arising from the diversification of the workplace. Ruane (2010) elucidated that as globalized employment continues to evolve and grow, talent pools will increase in a way that greatly enhances an organization’s ability to do business anywhere in the world. Taking advantage of the globalized potential requires management and employees raise the bar on diversity consciousness to create a sense of well-being for everyone in the workplace environment. Accommodating Diversity Ruane (2010) identified the need for accommodating diversity in the workplace and that it required training, strategies, and methods for managing diversity that created equality and a sense of well-being for everyone involved with working environment. A critical step toward identifying the level and expanding needs of diversity consciousness requires the identification of attitudes and implemented plans that will maintain and increase the common ground between all related to the workplace. The study performed by Greenwood (2008) stipulated the more a workplace environment diversifies the more difficult it would become for employees to maintain the sense of being a part of a unified work environment, which necessitates high levels of commitment to diversity practices on a consistent basis. Ruane (2010) theorized the importance of willingly and openly creating opportunities of inclusion begins with creating opportunity for shared diversity experiences that will increase diversity consciousness over time. The Nielsen and Fehmidah study (2009) identified the relationship between transformational leadership and the employees’ sense of well-being. Understanding that creating an effective diversity oriented work environment will help to ensure workers’ job satisfaction, inclusiveness, and sense of well-being continues to grow is not difficult; however, establishing strong leadership that is committed to ensuring prior underrepresented groups, such as the Mexican group requires strong diversity skill sets. Nielson and Munir’s (2009) article argued that the multifaceted workforce environment of the United States requires transformational management, laws ensuring equitable equality, and strong diversity training practices: Practices that encompass the perceived challenges of a Hispanic workforce. Most can agree the only way to manage diversity is to plan for it. Effects of Cultures in the Workplace Greenwood (2008) rationalized the world’s workplace environment is consistently changing and with each change comes different cultures, religions, sexual orientations, and ethnic groups; the objective is to welcome and support each group equally so as to create a new unified environment. Robinson (2008) provided that efforts to blend diverse cultures can have both negative and positive effects on operations, interrelationships, productivity, and the future growth of the company. Understanding differences between groups is a critical first step toward understanding how to make diverse cultures work together. The interviewing of three separate organizations helped to provide a better understanding of how both negative and positive effects of differing cultures can affect organizational outcomes. Greenwood (2008) explicated that cultural diversity affected each member of a work group; he also identified that challenges arising from linguistic barriers, differing work ethics, communication misunderstandings, and group power imbalances represented major trials to diversity. de Castro, Fujishiro, Sweitzer, and Oliva (2006) explained that diversity challenges require the commitment of management to ensure the positive effects outweigh the potential negative effects. Each of the three organizations interviewed believed strongly that it is only by creating flexible and inclusive work environments that organizations can reap the benefits of diversity in the workplace. Organizations that have planned for diversity understand that the right employee and management diversity planning and training will open the tap for contributions resulting from the perceptions of a multicultural workforce that is focused on one objective; the health and growth of the organization and the communities being served (Gabe Hooper, Personal Communication, January 20, 2011). Employer Attitudes The three organizations interviewed for the review work in the service delivery areas of healthcare. Each organization is focused on providing care and services to the communities under their care. The three interviewees chosen for the project presented diversity attitudes that were similar in their perceptions of cultural diversity. Each offered a definition of diversity that relates to being anything and everything associated with human life inclusive of the way an individual thinks, feels, dresses, communicates, and behaves. Each considered the value of diversity consciousness as being a critical component to the continued success of the organizations. However, each of the interviewees offered differing perspectives for overcoming culture challenges and the elimination of bias and discriminatory perceptions of all concerned. Some of the differences in perspectives are due to a noted lack of diversity within the organization; some of the differences are due to a lack of prior experience dealing with multicultural groups within the workplace. Appalachian Community Services (ACS) of western North Carolina offers strict protocols for agency professionals and support staff to ensure agency service delivery eliminates the potential for bias, prejudicial and any other discriminatory practices. Gabe Hooper the Program Manager for ACS was open to allowing a review and discussion of agency published agency policies as it relates to diversity initiatives of the organization. The agency policy offers stipulations inclusive of 1) a working environment that promotes dignity and respect, 2) the commitment to diversity and equality, good management practices that make sense, 3) the commitment to monitor and review on an annual basis, and 4) promises to address all forms of misconduct as defined in the organization’s code of ethics manual. After reviewing the agency standards for diversity management Mr. Hooper was asked why the agency did not seem to have a diverse base of employees within the agency. Mr. Hooper explained that ACS was largely a non-profit organization requiring high levels of professional credentialing to even be employed with the agency and that eliminated a number of the minority populace. Another reason provided was the fact the organization was based in rural environment, which does not lend well to the procuring and retaining of high quality and diverse professionals. Mr. Hooper stated, â€Å"The organization holds what comes their way and whether or not it balances diversity initiatives is secondary† (Gabe Hooper, Program Manager, Personal Communication, January 20, 2011). ACS professionals participate with one another and with their communities to create a strong sense of inclusion and well-being; the agency participates and supports community group histories and cultural celebrations. Hooper identified that everything experienced represents a new knowledge and it is brought into the work environment. ACS requires ongoing and consistent training for diversity related challenges that are becoming a part of the changing landscape; however, the organization has been unsuccessful with attracting minority groups to the organization. ACS has and enforces strong diversity protocols that are designed to ensure clients of the agency are not subjected to any forms of bias, prejudicial, or any other discriminatory practices and these same protocols are intended to serve the organization as the workplace culture evolves (Gabe Hooper, Program Manager, Personal Communication, January 20, 2011). Harris Regional Hospital offered by far the most culturally diverse workforce reviewed and diversity was represented at all levels of the organization. Janet Millsaps, Vice President of Human Resources explained the hospital’s objective for being ‘the place to work’ in western North Carolina. To fulfill the hospital’s objective requires the valuing, utilizing, and recognizing the unique potential of everyone working for the hospital. Millsaps explained that every new employee, no matter the position or department, is required to attend diversity-training sessions prior to stepping into their assigned positions and to attend annual seminars as they are presented. Finally, all employees must read and sign an agreement to uphold the organization’s code of ethics, which includes a number of diversity professional conduct requirements. The objective of the hospital is to achieve a 90 percent consumer success rating from each employee that serves that consumer. Diversity consciousness represents the biggest challenge to the hospital and it is taken very seriously. All employees are encouraged to share in community celebrations whether from the perspective of the resident Cherokee, Mexican immigrants, or any other group; employees are expected to share and respect each other’s cultural beliefs as well. Harris Regional takes a great deal of pride in their commitment to all staff members and encourages each one to share and promote ideas and concepts that will serve to unite the hospital with the communities it serves (Janet Millsaps, VP, Personal Communication, February 01, 2011). The third and final interview performed was conducted with the Hospice House Foundation of WNC, Inc. Michele Alderson, President defines the objective of the Hospice House as being to provide the right care, at the right time, in the right place, for the right patient, and on their terms. Alderson explains the development of a diversity-sensitive organization as being a part of the groundwork that is critical to being an accepted help facility in any community. Mrs. Alderson believes overcoming diversity challenges in western North Carolina represents a tougher obstacle than in other areas of the country. The diversity of her workforce is currently limited to three or four multicultural subgroups inclusive of Cherokee, Mexican, African American, and Caucasian groups that outnumber the other organizational groups. Hospice House encourages all of their employees to learn from one another and the clients they serve. Alderson also explained there is no official diversity training program in place to raise the organization’s diversity consciousness; however, the organization does have formal written codes of ethics that include organizational directives for ensuring equal treatment and respect for all employees of Hospice. Contribution of Policies and Procedures Each of the three organizations interviewed offered formal written policies and procedures’ for guiding their respective organizations toward a balanced multicultural environment. ACS enforces their guidelines, encourages their employees to collaborate with the communities being served, and provides continuing diversity education; however, the organization’s management has been unsuccessful with creating opportunities for hiring multicultural staff and professionals due to the rural environment being served. The Hospice House Foundation of WNC has formal policies put into place but those policies do not seem to function as a part of the organization’s processes, nor was there a lot of organizational diversity noted at the time of the interview. The organization does not offer ongoing diversity training to their employees or professional staff members; however, the organization is supportive of community event attendance. Finally, Hospice House does not have any initiatives for creating a balanced multicultural workforce, which would make the environment more difficult for the smaller subgroups as the environment changes. Again, Harris Regional Hospital was the most thorough and impressive organization interviewed as it relates to diversity sensitivity. The hospital’s commitment to diversity and individual needs is readily evident. The hospital’s staff is encouraged to not only acknowledge and respect the needs of one another they are provided critical training to accomplish organizational objectives. All staff is encouraged to share knowledge and to create opportunities for inclusion that brings with it a strong sense of well-being; the employees spoken with confirmed they liked working with the hospital. Real-Life Practices and Recommended Practices Each of the organizations interviewed reflected a level of understanding for the needs of diverse employee populations and the needs of multicultural communities. Each of the professionals interviewed understood the relationship between work place environments and employee satisfaction. Each of the interviewees expressed their organizations had the commitment levels necessary to ensuring employee inclusion and the elimination of power group struggles. Adu-Febiri (2006) revealed that creating shared experiences and maintaining the balance of unity in the workplace as being a significant component to achieving a well-blended work environment. Not one of the organizations has a plan that will help workers overcome linguistic barriers. Rizvi (2009) identified one of the more critical needs of minority groups were programs and training modules designed to help with eliminating linguistic barriers in the work environment. Harris Regional was the only organization that believes they were up to the challenge of globalization and the evolving impacts of ethnicity. ACS and Hospice House of WNC have put the right policies and procedures in place but have not created the initiatives to attract minority groups to the workplace, which also infers the organizational leadership is not in a position to offer transformational skills that would unify all employees (Ruane, 2010). Harris Regional has already experienced challenges arising from perceptions of discrimination and worked to resolve struggles relating to power groups. ACS and Hospice House are relying on the formal policies that were put in place at the time they opened operations, which means the leadership has not had the opportunity to see if what was established works in real-life practice. Robinson (2008) contended that without having experienced diversity the potential for implied segregation will be high as the organizations expand and new groups come seeking employment; both organizations agreed this would be a potential event with their organizations. Harris Regional has been afforded the opportunity to actively recruit multicultural groups; the other two organizations claim they have not had applicants apply for available positions and both agreed they had not pursued any recruiting initiatives. Harris Regional Hospital reflects transformational leadership and they are committed to high levels of minority representation, subgroup retention, staff skill development, and the inclusion of everyone as a unified group, which is in line with the thoughts presented in an article published by Dreachslin (2007). ACS and Hospice Home of WNC have only begun the journey toward achieving objectives of diversity consciousness but both organizations are committed to learning and welcoming the new workplace trends. Myths and Stereotypes of the Mexican Group. Nielson and Munir (2009) recognized that the opening of dialogue in the workplace that addresses cultural myths and stereotyping challenges can be difficult and complex as many do not even realize their part in promulgating myths and stereotyping. Much research inclusive of Nielson and Munir (2009) identify that cultural myths and stereotyping have been a part of the world likely since the beginnings of the human race and that myth and stereotyping is alive and well in the United States. People believe and then attribute that belief by applying it generally. An individual that bites into a bad apple offers the potential for creating myths that all apples are bad rather than taking the time to sort through each one. The Mexican group has not been an exception to stereotyping and myths. Aaracho and Spodek (2007) identified that many have perceived the Mexican American father as being cold, distant and the authoritarian, which often translates into an unwillingness to be an active participant with a community or even with their own children. The stereotype of being a cold, distant, and unforgiving individual can give way to stereotyping that all the male portion of the group is interested in what they might gain in the workplace environment rather than what they can give. The authors, Aaracho and Spodek (2007) also identified that women of the Mexican group are portrayed as being quiet, submissive, and dedicated to their husbands, which creates even further myths and stereotyping as it relates to the potential of the Mexican women’s abilities in the workplace environment. Mulholland (2007) identified challenges arising from the myth that the entire Mexican group was uneducated and thereby, qualified for only the most rudimentary jobs, which represented the jobs no one else wanted. Krings and Olivares (2007) noted there were higher levels of stereotyping when Mexican applicants applied for positions that required linguistic skills. Language, accents, and body language represents the foundation of all cultures and it represents self-identification. Bernstein’s (2007) thoughts provided that Mexican Americans have been made to feel their communication style is incorrect and somehow lacking; the group has been stereotyped by others believing the differences in language integrity means the group is less intelligent. Schwartz, Domenech, Field, Santiago-Rivera, and Arredondo (2010) identified the challenges of minority professionals entering the workforce without sufficient linguistic competency as having attributed to stereotyping and myths of cultural groups. Bernstein (2007) revealed that many of the in-groups were quick to point out the Mexican groups were in the United States to earn monies, send them home to be put toward economic security needs in Mexico, and returning themselves when enough had been earned. Introducing these types of myths and stereotypes creates challenges to the group in the workplace because it gives momentum to even more harmful forms of stereotyping; a minority group entering the workplace environment where myth and stereotyping is present and unchecked will be all but forced to suffer the consequences of belief systems they had nothing to do with creating. Effects of Stereotyping and Cultural Myths The effects of stereotyping and cultural myths can cripple the working environment. McDonald (2010) described the stereotyping and cultural myth challenges to minority groups as being representative of a cycle. First, the stereotypes and myths begin with the unknown and this is often followed by competition between groups; most often, the competition is in the perspective of an in-group rather than the minority group. The next step occurs as conflicts between groups arise and this is followed even deeper rooted and malignant stereotyping and myths. McDonald (2010) contended people learn and apply attributes to what they perceive and this represents only one of less dangerous effects of stereotyping and myth. The Mexican American populace struggles with becoming a part of the mainstream environment, whether in the workplace or at home. Aberson and Gaffney (2009) revealed that the struggles of minority groups can find its root in the forced isolation caused by stereotyping and cultural myths they feel has been made their self-image. The articles presented by Mulholland (2007) and Wolfe, Cohen, Kirchner, Montoya, and Insko (2009) agree that the effects of stereotyping do not stop with the Mexican American adults it is funneled down through children via their parents, which infers the damaging effects continue through the generations of Mexican American group. Bernstein (2007) pronounced that failing to address and education all cultural groups within the workplace will result in deeply seeded divisions between the workforce; between group competition that will cause anger and frustration for all involved, and it will continue growing and expanding until the minority group has been squeezed out of the environment entirely. Exposing and Discrediting Myths and Stereotypes. Carr-Ruffino (2005) provided that exposing and discrediting cultural myths and stereotyping require that everyone be listening and hearing one another. MacDonald (2010) identified that people achieved their understanding by believing their perceptions and that it influenced the way they think and behave thereafter. Individuals helped to realize how important it is to recognize the beginnings and nuances of cultural myths and stereotyping are more likely to change attitudes and behaviors in a way that compliments the whole rather than individual groups. Wolf, et al (2009) provided that a critical step to creating a unified workplace environment required tools and methods that will help everyone to learn to critically interpret different cultures, uncover embedded ideologies, and learn to become socially responsible employees and citizens. Schwartz, et al (2010) articulated the critical need for getting everyone to question the deeper meanings of all cultural groups within the workplace will enhance knowledge that will provide the potential for critical thought; thus, bringing awareness of individual beliefs and value systems that can be blended with others. Sarach and Spodek (2007) revealed the need for organizations to create shared experiences between groups supports acculturation and assimilation processes that are critical to creating a unified environment dedicated not only to the good of the organization but to the good of one another. Transformational leadership is also critical to safeguarding initiatives to expose and discrediting myths and stereotyping. Schwartz, et al (2010) identified that leadership that is positioned to help overcome cultural linguistic challenges such as the Mexican American that can speak English but cannot write it is able to overcome it without being subjected to the stereotyping that hinders self-esteem will help level the playing field between groups. Creating multicultural teams in a workshop that is designated as support groups is another method of bringing differing groups together to achieve a truer and more just understanding of one another. The objective of bringing everyone together in a workshop should be to make certain no one is alienated; it is also not about identifying the one committing a wrong he or she does not even realize as being done or said. The workshop is a great environment for working together to grow cultural awareness, agree on methods and strategies for overcoming the challenges, and unify to eliminate the harmful effects of cultural myths and stereotyping. A workshop is for getting to know one another, learning about differences, and asking questions about perceptions received. Debunking cultural myths and stereotyping requires a long-term commitment from the leadership and all employees of the organization to one another and it begins with implemented learning strategies. Conclusion As previously identified globalization and new technologies have created opportunities for connecting differing cultural groups from all over the world; the Mexican immigrant is no exception. Aberson and Gaffney (2009) identified the Mexican cultural group as being one of the fastest growing cultural groups in the United States. The authors also identified the group is being consistently challenged by some that wish the group to maintain a social stratification level that is far below that of an in-group in the workplace. Chao and Willaby (2007) provided that bringing unknown cultural groups into the work environment can serve to alienate those of the minority groups from those of the in-group; some of the exhibited behaviors have included everything from forced segregation to critically malignant forms of discrimination that can contribute to group elimination. Mei and Russ (2007) identified that the establishment and upholding of organizational policies that have been designed to protect immigran

A Confederacy of Dunces as a Criticism of Higher Education

Whether in an effort to become more educated and to obtain more lucrative jobs or due to the need for better education in an increasingly technological job market, the United States has seen a rising trend in the percentage of individuals who choose to attend college and graduate school. Not only has the number of individuals seeking higher education increased, but criticism of higher education has increased as well. Common criticism has included the idea of colleges and universities being more concerned with financial aspects than with their students, as well as the idea of students using higher education not to become more educated individuals, but to increase their chances of earning higher wages after college or graduate school. A Confederacy of Dunces' satirical focus on education and learning provides examples of these and other criticisms of higher education. More specifically, the characters of the story show the reader the educated are not always the ones who fare the best in terms of their emotional well-being and their ability to function in society. In looking at the characters in the novel there seems to be an inverse relationship in terms of the amount of education a character has received in comparison to that character's ability to function normally in society (to not cause others distress, to contribute physically and mentally, etc. ) For example, Ignatius has the greatest amount of education and proves himself the most socially backwards, followed by Myrna, then by Mrs. Levy, an overconfident psychologist with no more than community college experience. Also, the reader is shown that the most educated characters are also the most satirized and laughable characters in the story. Two obvious characters, the characters of Ignatius Reilly and Myrna Minkoff, illustrate some of the possible detrimental effects of higher education. Although it is difficult to comment on Myrna, evidence is provided throughout the novel that portrays Ignatius as a much more sociable and pleasant individual before his days at college. For both of these characters education has distorted their view of society in such a way that it makes them miserable to be part of such an â€Å"abominable and debauched† society. Ignatius complains throughout the novel about other's lack of intelligence and their supposedly â€Å"distorted† view of society. Not only has Ignatius and Myrna's view of society been affected by higher education, but their ability to function socially in society has been affected as well. Neither character is able to maintain a long lasting relationship with others than themselves. Also, Ignatius has difficulty finding employment and has even greater difficulty keeping any job which he obtains. Myrna herself would undoubtedly face similar difficulty if she did not receive substantial funding from her father. Finally, Myrna's view on sex, one that clashes with the social norm, and her propensity to discuss this subject almost gets her raped by a university janitor. Another character who is highly involved in academia, Professor Talc, helps to illustrate the criticism of college being a business for those who run it and by those who work for it. Professor Talc himself admits that he does not know or teach much at all-that his lectures are vague, that he is only popular because of his humor, and that he is not qualified to teach college level Social Studies. Talc's disinterest in educating his students supports the idea that many professors view their work only as a secure job with substantial benefits. Another example of Professor Talc illustrating criticism of higher education comes in the episode of his meeting with a female student. While Talc originally believes that the student set up the meeting either because of her interest in his class or because of her interest in him, the actual motive of the student is only to find out the grade of her most recent project. This episode represents the common criticism of higher education simply providing a means to an end. While the primary goal of a college education was at one time to become a more educated individual, this goal has shifted to receiving good grades, obtaining a good job, making a lot of money, etc. In the author's final attempt to satirize, and therefore criticize, higher education, Professor Talc, the novel's symbol of higher education itself, ends the story being mocked and ridiculed by both teachers and students. In comparing the less-educated characters of the story, the reader is shown that although these characters may not be the most materially well-off or have the greatest intellectual capacity, they do finish the story as the most emotionally, and in some cases financially, stable characters of the story. Also, although they are not formally educated, these characters are able to function well in everyday, practical situations. One such uneducated character who finishes the novel better off than many of the educated characters is Ignatius' mother. By the end of the story, Mrs. Reilly is free of Ignatius, who oppresses her social interests and forces her to cook and clean, and has a chance at marrying Claude Robichaux, a well-off and apparently sympathetic man. Mrs. Reilly has little education and therefore seems to expect and desire little. Unlike those who desire a good job and a good income simply because they attended college, Mrs. Reilly is satisfied by more simple pleasures: the company of friends, dancing, bowling etc. Her simple pleasures illustrate the ideal of the Zen road to affluence-if you do not desire a lot, it takes very little to be happy. In comparing this to higher education, again many of those individuals who attend college and/or graduate school do expect and desire more: a more lucrative job, more socially affluent friends, a wealthier, more attractive spouse. Higher education may also perpetuate the need to be competitive-the need to work increasingly hard in order to get ahead. Evidence of this idea can be found in the fact that an increasing percentage of the population attend college and/or graduate school than in years past. No longer is a high school education sufficient to secure a well-paying job. Both Darlene and Jones also prove to be less educated characters who end the story in better emotional and financial situations than many of those characters who have received some type of higher education. Both Darlene and Jones finish the story with better, more secure employment as well as newfound happiness. Darlene, who is portrayed in the novel as somewhat flaky, demonstrates the idea that â€Å"ignorance is bliss†. As a result of her lack of intelligence, Darlene expects very little, and her highest goal is only to be a well-paid exotic dancer. After reaching this goal at the close of the novel, Darlene's exuberance again shows that if one does not have a lot, it will not take much to become content. Although also appearing uneducated, Jones proves to have a great deal of common sense that allows him to function in society. In this way Jones provides the reader with evidence that knowledge gained through higher education is not the only type of knowledge one needs in order to be successful and achieve goals. In comparing Ignatius with Jones the reader notices this difference between â€Å"book smarts† and â€Å"street smarts† and their use in functioning in society. Using his common sense, an intelligence that Ignatius clearly lacks, Jones can tell when whites are scared of him, and is also able to figure out Lana Lee's scam, using it to maintain job security and eventually to get a more desirable job. In an apparent attempt to both satirize and criticize higher education, John Kennedy Toole creates characters in A Confederacy of Dunces who offer proof that the business of higher education perpetuates competition and the desire to achieve more than others. This increased competition in turn causes both stress and an increased likelihood of falling short of set goals, both eventually leading to unhappiness. Also, as seen in the character Ignatius, the intelligence gained as a result of college or graduate school may cause the educated to look down upon and even to dislike the members of society with average or below average intelligence. The author further mocks education by leaving each character in a particular position at the end of the novel. While the uneducated characters tend to end up better off, the educated characters generally prove unhappy by the end of the story.