Should I Earn a Sales Management Degree

Just about every business sells something, whether it is business-to-business sales or business-to-consumer sales. Sales management involves overseeing the sales operations for an organization. This may include supervising a team, designing sales campaigns, and completing other tasks crucial for profitability. What Is a Sales Management Degree? A sales management degree is an academic degree awarded to students who have completed a college, university, or business school program with a focus on sales or sales management. The three most common management degrees that can be earned from a college, university, or business school include: Associates Degree in Sales Management - An associates degree program with a specialization in sales management consists of general education courses coupled with a sales management education. Some associates programs combine sales with a marketing focus, allowing students to pick up skills in both areas. Most associates programs take two years to complete. You can find two-year programs with a focus on sales or sales management at community colleges, four-year universities, and online schools.Bachelors Degree in Sales Management - A bachelors degree program with a focus on sales management also combines general education courses with training in sales management. The average bachelors degree program takes four years to complete, though accelerated programs may be available from certain schools.Masters Degree in Sales Management - A masters degree or MBA degree program in sales management combines general business and management courses with courses in sales, marketing, leadership, an d sales management. A traditional masters degree program takes two years to complete. However, one-year programs are becoming increasingly popular in the U.S. and abroad. Do I Need a Degree to Work in Sales Management? A degree is not always required for positions in sales management. Some individuals begin their careers as sales representatives and work their way up to a management position. However, a bachelors degree is the most common path to a career as a sales manager. Some management positions require a masters degree. An advanced degree often makes individuals more marketable and employable. Students who have already earned a masters degree could go on to earn a Doctorate Degree in Sales Management. This degree is best suited for individuals who would like to work in sales research or teach sales at the post-secondary level. What Can I Do With a Sales Management Degree? Most students who earn a sales management degree go on to work as sales managers. The daily responsibilities of a sales manager can vary depending on the size of an organization and the managers position in the organization. Duties commonly include overseeing members of a sale team, projecting sales, developing sales goals, directing sales efforts, resolving customer and sales team complaints, determining sales rates, and coordinating sales training.Sales managers can work in a variety of industries. Almost every organization places heavy importance on sales. Companies need qualified personnel to direct sales efforts and teams on a daily basis. According to the Bureau of Labor Statistics, job opportunities in the coming years will be most plentiful in business-to-business sales. However, overall employment opportunities are expected to increase slightly faster than average.It should be noted that this profession can be very competitive. You will face competition when looking for a jo b and after being hired. Sales numbers fall under close scrutiny. Your sales teams will be expected to perform accordingly, and your numbers will determine whether or not you are a successful manager. Sales management jobs can be stressful and may even require long hours or overtime. However, these positions can be satisfying, not to mention very lucrative. Professional Associations for Current and Aspiring Sales Managers Joining a professional association is a good way to get a foothold in the field of sales management. Professional associations offer the opportunity to learn more about the field through education and training opportunities. As a member of a professional association, you also have the opportunity to exchange information and network with active members of this business field. Networking is important in business and can help you find a mentor or even a future employer.   Here are two professional associations that are related to sales and sales management: Sales Management Association - The Sales Management Association is a global association focused on sales operations and leadership. The organizations website offers a variety training tools, event listings, networking opportunities, and career resources for sales professionals.NASP - The National Association of Sales Professionals (NASP) provides a community for career-minded sales leaders. Site visitors can learn more about sales certification, sales careers, sales training and education, and much more.

The Legacy of Queen Victorias Children Essay - 750 Words

Queen Victoria Prince Albert were born May 24, 1819 and August 26, 1819. Prince Albert was Queen Victoria’s husband. Albert was devoted to helping his wife serve as monarch and over time he became an essential aid to the queen that advised her on political and diplomatic affairs. Their marriage was very happy and they loved each other and being together. They were portrayed as an ideal family. Albert tragically died in 1861, at the age of 42. For many years after his death Victoria lived in isolation, and eventually appeared more in public, but continued to wear black, mourning his death for the rest of her life. Queen Victoria died many years later on January 22, 1901. Victoria Adelaide Mary Louise, Princess Royal was their first†¦show more content†¦Alfred Ernest Albert was born on August 6, 1844. He had a successful career in the Navy, rising eventually to be Admiral of the Fleet. Alfred married Grand Duchess Marie Alexandrovna of Russia and they had six children. When his uncle Ernst died, he became Duke of Saxe-Coburg and Gotha. He lived his last years unhappily missing life at sea and increasing marital difficulties along with the death of his only son. He died July 30, 1900. Helena Augusta Victoria was born on May 25, 1846. She married Prince Christian of Schleswig-Holstein having a relatively happy marriage until Christian’s death is 1917. She had six children, two who died in infancy. Her four surviving children were her two sons Prince Christian Victor of Schleswig-Holstein, Albert, Duke of Schleswig-Holstein, her two daughters Princess Helena Victoria of Schleswig-Holstein, and Princess Marie Louise of Schleswig-Holstein. She died on 9 June 1923. Louise Caroline Alberta was born on March 18, 1848. She married John Campbell, Lord Lorne and later 9th Duke of Argyll. She was the first female sculptor to have a statue erected in a public place. Louise’s marriage to John Campbell was not always a happy alliance and it has been suggested that he had homosexual leanings. Louise was unable to have children and was the only one of Victoria and Albert’s children to not become a parent. She died on December 3, 1939 and was cremated. ArthurShow MoreRelatedThe Last Reigning Monarch Of Hawaii1165 Words   |  5 Pagesannexation of Hawaii into the United States. Her name was Queen Liliuokalani. She came to power in Hawaii during a time when white planters ran the economy in the main islands. She fought many things such as the Bayonet Constitution and was even imprisoned for part of her life. She was educated musically and wrote several songs, including Aloha Oe. She worked to better the Hawaiian Islands in many ways, including working on school for Hawaii’s youth. Queen Liliuokalani was an important figure during the annexationRead MoreHawaii s First And Last Queen1501 Words   |  7 PagesHawaii’s First and Last Queen The last reigning monarch of Hawaii did everything in her power to oppose the annexation of Hawaii into the United States without the use of violent protests. Her name was Queen Liliuokalani. She came to power in Hawaii during a time when white planters ran the economy on the main islands. She succeeded her brother, the great Hawaiian king, King Kalakaua, who also happened to her her beloved brother. She took a stand for many things such as the Bayonet ConstitutionRead MoreHow English Literature Affects the Monarchy2997 Words   |  12 Pages Throughout his years of reign, he married six women including: Catherine of Aragon, Anne Boleyn, Jane Seymour, Anne of Cleves, Catherine Howard, and Catherine Parr. 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Molecular Biology Paper Free Essays

Lab Report #1 Introduction A cell’s plasma membrane is known to be selectively permeable. This implies that the membrane is selective on what substances can pass in and out of the cell. There are two methods of transport that occur through the plasma membrane. We will write a custom essay sample on Molecular Biology Paper or any similar topic only for you Order Now One method of transport is called active process which uses ATP energy to transport substances through the membrane. The other method is called passive process which does not require the use of ATP energy. During passive processes, molecules are transported through the membrane by differences in concentration or pressure between the inside and outside of the cell. Two important types of passive process are diffusion and filtration. Every cell in the human body uses diffusion as an important transport process through its selectively permeable membrane. During diffusion, molecules that are small enough to pass through a membrane’s pores or molecules that can dissolve in the lipid section of a membrane move from an area of higher concentration to an area of lower concentration. The kinetic energy that all molecules possess is the motivating force in diffusion. Facilitated diffusion occurs when molecules are too large to pass through a membrane or are lipid insoluble. In this process, carrier protein molecules located in the membrane combine with solutes and transport them down the concentration gradient. Filtration is another type of passive process and, unlike diffusion; this is not a selective process. The pressure gradient on each side of the membrane as well as the membrane pore size depends on the amount of solutes and fluids in the filtrate. During filtration, water and solute molecules pass through a membrane from an area of higher hydrostatic pressure to an area of lower hydrostatic pressure. This means that water and solutes would pass through a selectively permeable membrane along the pressure gradient. To gain a better understanding of a cell’s selectively permeable membrane and the passive processes of simple diffusion, facilitated diffusion, and filtration, three experiments were conducted. Materials and Methods Activity 1: Simulating Dialysis (Simple Diffusion) Materials: ? two glass beakers ? four dialysis membranes: 20 (MWCO), 50 (MWCO), 100 (MWCO), and 200 (MWCO) ? membrane holder ? membrane barrier ? four solutes: NaCl, Urea, Albumin, and Glucose solution dispenser ? deionized water ? timer ? beaker flush This experiment was conducted first by placing the 20 (MWCO) dialysis membrane into the membrane holder. The membrane holder joined the two glass beakers; one on the left side and one on the right side. Then, 9. 00 mM of NaCl concentration was dispensed into the left beaker. Deionized water was dispensed in the right beaker. When the timer was started, t he barrier that surrounded the membrane holder was lowered to allow the contents of each beaker to come in contact with the membrane. After the 60 minutes of compressed time elapsed, results were read and recorded. Finally, each beaker was then flushed for preparation of the next experiment run. These exact steps were followed using each dialysis membrane size (20, 50, 100, and 200) as well as with each solute (NaCl, Urea, Albumin, and Glucose). There were a total of sixteen runs in this experiment. Activity 2: Simulating Facilitated Diffusion Materials: ? two glass beakers ? membrane builder ? membrane holder ? glucose concentration ? solution dispenser ? deionized water ? timer beaker flush In this experiment, the first step was to adjust the glucose carrier to 500 in order to correctly build the membrane. Next, a membrane was built in the membrane builder by inserting 500 glucose carrier proteins into it. Then, the newly built membrane was placed into the membrane holder that joined the two glass beakers. The two glass beakers were joined on the left and right sides of the membrane holder. After that, 2. 00 mM o f glucose concentration was dispensed into the left beaker. The right beaker was filled with deionized water. The barrier around the membrane holder dropped when the timer was started. After 60 minutes of compressed time elapsed, the results were read and recorded. Finally, both glass beakers were flushed to prepare for the next experimental runs. The above mentioned steps were repeated by increasing the glucose concentration to 8. 00. Both the 2. 00 mM and the 8. 00 mM glucose concentration solution were tested using membranes built with 500, 700, and 900 glucose carrier proteins. There were a total of six experimental runs. Activity 4: Simulating Filtration Materials: ? two glass beakers membrane holder ? 4 dialysis membranes: 20 (MWCO), 50 (MWCO), 100 (MWCO), and 200 (MWCO) ? 4 solutions: Na+Cl? , Urea, glucose, and powdered charcoal ? solution dispenser ? pressure unit ? timer ? filtration rate indicator ? membrane residue analysis analyzer ? beaker flush In the final experiment, the two glass beakers were placed one on top of the other with the membrane holder between them. The pressure unit that rested on the top beaker was used for forcing the solution from the top beaker through the selected membrane and into the bottom beaker. The bottom beaker contained nothing; however, the filtration rate indicator was attached to it from one side. The experiment began by placing the 20 (MWCO) dialysis membrane into the membrane holder. Then, 5. 00 mg/ml of each of the following solutions: Na+Cl? , Urea, glucose, and powdered charcoal were dispensed into the top beaker. The pressure unit was adjusted to 50 mmHg of pressure. The timer was set to 60 minutes of compressed time and when the timer started, the membrane holder retracted. The solution then flowed through the membrane and into the beaker underneath. When the timer stopped, the membrane was then placed in the membrane residue analysis analyzer. The results were read and recorded and the beakers were flushed for the next experimental runs. All the above steps were repeated using the 50 (MWCO), 100 (MWCO), and 200 (MWCO) membranes. Results Table 1: Activity 1: Simulating Dialysis (Simple Diffusion) Key: Solutes that were able to diffuse into the right beaker are indicated by a â€Å"+†. Solutes that were not able to diffuse into the right beaker are indicated by a â€Å"-â€Å". Membrane (MWCO) Solute (9. 0 mM) |(Pore Size) |NaCl |Urea |Albumin |Glucose | |20 |– |– |– |– | |50 |+ |– |– |– | |100 |+ |– |– |– | |200 |+ |– |– |+ | Graph 1: Activity 2: Simulating Facilitated Diffusion Glucose Transport Rate (mM/min) [pic] Table 2 and 3: Activity 4: Simulating Filtration Table #2: Solute Residue Presence in the Membrane Key: If solute residue wa s present on the membrane, it is indicated by a â€Å"+†. If solute residue was not present on the membrane, it is indicated by a â€Å"–â€Å". Membrane (MWCO) |Solute |20 |50 |100 |200 | |NaCl |+ |+ |+ |+ | |Urea |+ |+ |+ |+ | |Glucose |+ |+ |+ |+ | |Powdered Charcoal |+ |+ |+ |+ | Table 3: Filtration Rate and Amount of Solute Detected in Filtrate Membrane (MWCO) |Solute |20 |50 |100 |200 | |Filtration Rate (ml/min) | | | | | | |1 |2. |5 |10 | |NaCl in filtrate (mg/ml) | | | | | | |0 |4. 81 |4. 81 |4. 81 | |Urea in filtrate (mg/ml) | | | | | | |0 |0 |4. 74 |4. 74 | |Glucose in filtrate | | | | | |(mg/ml) |0 |0 |0 |4. 9 | |Powdered Charcoal (mg/ml) | | | | | | |0 |0 |0 |0 | Discussion The first lab experiment, Simulating Dialysis (Simple Diffusion), demonstrated how only certain molecules pass through a selectively permeable membrane down its concentration gradient. The four membranes utilized in this experiment consisted of each one being different in pore size (MWCO). The smallest pore-sized membrane was 20 (MWCO), and the largest was 200 (MWCO). The solutes that were tested in this experiment were NaCl, Urea, Albumin, and Glucose. The first solute tested, NaCl, showed that with a 20 (MWCO) membrane, no diffusion occurred into the right beaker. (Table 1) The NaCl molecules were evidently too large to pass through the 20 (MWCO) membrane because its pores were too small. Membranes 50, 100, and 200 (MWCO) did allow the NaCl to pass through. (Table 1) One of the reasons this occurred is because the pores in the above mentioned membranes were large enough to permit the passage of the NaCl molecules. The other reason diffusion occurred is because the NaCl molecules moved down its concentration gradient and into the beaker filled with deionized water. For all three membranes, equilibrium was reached in ten minutes at an average diffusion rate of 0. 0150 mM/min. As for the solute Urea, the experiment conducted showed that no diffusion occurred with all four membranes. (Table 1) Urea should have passed through membranes 100 (MWCO) and 200 (MWCO) for the reasons that its molecules are small enough and Urea is also soluble. This experiment showed that none of the Albumin molecules diffused through any of the four membranes tested. (Table 1) This is because the Albumin molecules were too large to pass through the pores of all four membranes. The final solute tested in this experiment, Glucose, showed that the molecules only diffused through the 200 (MWCO) membrane. (Table 1) Equilibrium was reached in thirty-seven minutes at an average diffusion rate of 0. 0040 mM/min. The Glucose molecules were too large to diffuse through the 20 (MWCO), 50 (MWCO), and 100 (MWCO) membranes. The second experiment, Simulating Facilitated Diffusion, explained how carrier protein molecules in the membrane effectively transported molecules that are too large or are insoluble to diffuse through the membrane. The carrier proteins in this experiment were glucose carriers and the solution was a 2. 00 (mM) and an 8. 00 (mM) glucose concentration. The 2. 00 (mM) glucose concentration was tested first with the 500 glucose carrier protein membrane then the 700 and 900 glucose carrier protein membranes. The glucose transport rate for the membrane with 500 glucose carrier proteins was 0. 0008 (mM/min). Graph 1) The membrane with 700 glucose carrier proteins showed a rate of 0. 0010 (mM/min) and the 900 glucose carrier proteins membrane had a rate of 0. 0012 (mM/min). (Graph 1) The 8. 00 (mM) glucose concentration also showed and increase in glucose transport rate with membranes that contained more glucose carrier proteins. The membrane with 500 glucose carrier proteins showed a rate of 0. 0023 (mM/min). (Graph 1) Membranes that had 700 and 900 glucose carrier proteins showed a rate of 0. 0031 and 0. 0038 (mM/min). (Graph 1) These results show that with an increase in amount of glucose carrier proteins in the membranes, transport of the glucose molecules in the concentration is more effective. A higher concentration of glucose (8. 00 mM) also increases the rate of glucose transport in a membrane with the same amount of glucose carrier proteins as a lower glucose concentration (2. 00). The final experiment, Simulating Filtration, four different solutes were forced through four membranes that contained separate pore sizes by the use of hydrostatic pressure. After each experimental run was conducted, the membrane analyses showed that residue from all four solutes were detected on each membrane. (Table 2) This indicates that some solutes did not filter through the membrane. The filtration rate (ml/min) increased as membranes with larger pores were utilized. This happened because the solute molecules were able to transport through a particular membrane at a faster rate being that the membranes’ pores were larger. The filtrate in the bottom beaker was analyzed and no solutes were detected with the 20 (MWCO) membrane. (Table 3) With the 50 (MWCO) membrane, only NaCl was detected in the filtrate at 4. 81 (mg/ml). (Table 3) The 100 (MWCO) membrane showed to have NaCl at 4. 81 (mg/ml) and Urea at 4. 74 (mg/ml) present in the filtrate. (Table 3) Glucose and powdered charcoal were not present. The last membrane with pore size 200 (MWCO), had the solutes NaCl at 4. 81 (mg/ml), Urea at 4. 74 (mg/ml), and Glucose at 4. 39 (mg/ml) detected in the filtrate. (Table 3) Powdered charcoal was not detected in this filtrate. Table 3) The molecules in powdered charcoal were too large to pass through any of the membranes tested. The 20 (MWCO) membrane pores were too small to allow any solute molecules to pass through. The membranes that contained lar ger pores allowed the solutes with larger pores pass through. The amounts (mg/ml) of the same solute detected in the filtrate were the same for each membrane. (Table 3) This is because the pressure that was released into the top beaker remained at 50 (mmHg) for all experiment runs. References Marieb, Elaine N. , Mitchell, Susan J. (2008). Exercise 5B. Human Anatomy Physiology Laboratory Manual Ninth Edition (pp. PEx-5 – PEx-13). San Francisco, California: Pearson Benjamin Cummings. How to cite Molecular Biology Paper, Papers

Pressure On Organizations for Leaders - MyAssignmenthelp.com

Question: Discuss about thePressure On Organizations for Leaders. Answer: Introduction In this era of globalization, organizations have expanded beyond their domestic regions. As the organizations expand, leaders and managers have to handle various pressures. These pressures could be both internal and external in nature. The internal pressures are associated with employees and internal stakeholders (Cai Yang, 2014). The external pressures are associated with customers, investors, or external stakeholders. One of the important internal pressures for managers and organizations to manage is workplace diversity. Today, the large organizations like Google, Toyota, etc. have employees from different cultural backgrounds (Reidenbach Robin, 2013_. It is not easy for managers to have a culture where employees from different backgrounds can work together without any conflict. The objective of this paper is to identify and explain in detail two pressures on organizations and managers in the current business environment and how managers can alleviate these pressures. Analysis In the contemporary business environment, organizations operate in a highly competitive market where the employees are compelled to withstand an immense pressure while working towards the achievement of companys objectives of providing a high quality, high contract service for our clients and to improve its focus on innovation. It would be correct to say that professional life is challenging for both employees and employers. Therefore, it is important that organizations should create a culture where all the stakeholders can work together for improved organizational productivity. The existence of internal and external pressures creates problems for employees and as a result there can be a dip in the organizational motivation and productivity. The two pressures on organizations and managers in the current business environment can be discussed as: Pressure to Manage Diverse Workforce Today, organizations would have the employees from different cultural backgrounds. It is obvious that the employees from different organizational background would have different ways of thinking. Therefore, it can be said that the focus on diversity should be the first priority for organizations. In an organizational setting, leaders and managers would have to manage various kind of diversity. For organizations operating in multicultural environment, the diversity management could mean diversity in terms of case, religion or culture. The diversity management is a pressure for organizations and leaders because people from different backgrounds have different expectations and the organizations find it difficult to manage the expectations of people from different backgrounds with the common set of standards. Employee Retention within the Organizations One of the common issues for organizations is to manage employee retention. In the current environment, there is a shortage of manpower. The skilled employees are always in shortage. Today, the bargaining power of employees has increased. Employees would easily switch the job when they get the better opportunity. Therefore, it is important that the organizations should provide a platform where employees remain motivated to work for the same organization. It is a pressure for managers and leaders to ensure that employees remain motivated and committed to work in the same organization. The employee retention is a pressure for organizations as employee retention is directly linked with the productivity of employees. The competition has increased in the industry and as a result the organizations are ready to give high perks and salary to employees. Ways to Alleviate the Pressures It is important that organizations should create a culture where managers and leaders can overcome these challenges. The diversity challenge can be avoided with an integrated workforce at workplace. This objective is difficult to achieve but can be achieved with an integrated workforce. This can be done if the focus of managers is to improve the bonding among various stakeholders (Dion, 2012). Workplace celebration makes work bonding and create team sprite. Celebration helps to make personal connection between employees, which helps them, better for next project. Workplace celebration also increases the employees moral frequently. Due to high moral improvement our employee probably work productively. The workplace celebration provides a break from routine work environment. That increases confidence level of employee. The stress factor in the workplace can distress the employees and as the employees are the main workforces of a company it might affect the organizational performance. S ometimes the management can handle this kind of stress by organizing a party in the workplace. This will help employees to decrease stress and increase productivity (Belas Bartos, 2014). The workplace celebration can improve the communication between the management and the employees. Small celebration in the workplace also motivates an employee by nurturing a bond and mutual relationship within the organization. Performance Based Reward System to Alleviate Pressures Praising accomplishments is vital piece of building and keeping up a successful, confident and innovative group of employees (Knutsen Brock, 2014). Hiring and Recruiting drain a lot of the funds we make but giving them proper benefits and keeping them is still more cost effective than hiring and training a new one. The recognition of the work our employees contribute would promise us better performance in the future. Conclusion The above paper discusses the pressures on organizations and managers in the current business environment and how managers can alleviate these pressures. With the above discussion it can be said that organizations should have a close-knit culture in place. Organizations that focus too much on the targets and deadlines for the projects without proper celebrations for the achievements usually end up with a negative impact both on the firm and the individual. People tend to unify when exposed to good times such as office parties and celebrations which makes sure that they will work in harmony to get to the common goal together as a team stronger than the last time. References Belas, J., Bartos, P., Habnik, J. and Novk, P., 2014. Significant attributes of the business environment in small and meduim-sized enterprises.Economics Sociology,7(3), p.22. Cai, S. and Yang, Z., 2014. On the relationship between business environment and competitive priorities: The role of performance frontiers.International Journal of Production Economics,151, pp.131-145. Dion, M., 2012. Are ethical theories relevant for ethical leadership?.Leadership Organization Development Journal,33(1), pp.4-24. Knutsen, W., Brock, K. (2014). Introductory essay: From a closed system to an open system: A parallel critical review of the intellectual trajectories of publicness and nonprofitness.Voluntas: International Journal Of Voluntary Nonprofit Organizations, 25(5), 1113-1131 Reidenbach, R.E. and Robin, D.P., 2013. Some Initial Steps Toward Improving the Measurement of Ethical Evaluations of Marketing Activities. InCitation Classics from the Journal of Business Ethics(pp. 315-328). Springer Netherlands.

Gatsby Essay Research Paper Was Gatsby Stupid free essay sample

Gatsby Essay, Research Paper Was Gatsby Stupid for Prosecuting Daisy? Gatsby was stupid for prosecuting Daisy for many grounds, foremost of all ; in their short history together Daisy had already turned him down, they had non seen each other in five old ages, and Gatsby was merely traveling on the premise that Daisy still loved him. Gatsby had held onto his dream of being with Daisy until the terminal when his life was taken. He built everything he had on this one end to be re-united with her and it brought him to the high point in his life and so to the terminal where he had no Daisy and showed how hapless his life was when merely Nick and a few others showed up to his funeral. Gatsby got caught in his dream and made his money in a fly-by-night manner go forthing him few friends and even more associations who knew they could non acquire involved in his decease. We will write a custom essay sample on Gatsby Essay Research Paper Was Gatsby Stupid or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page When Gatsby foremost met Daisy he was hapless and had merely enlisted in the service. He lied to her, stating that he had a batch of money when he evidently didn? T. Then he went off to war and she waited. When he had his opportunity to come place he decided to remain in England and travel to college. From there Daisy sent him a missive stating that it was over, that she had found person else who had money and she could fall back on. This crushed him, and made him come back to the U.S. even though it was excessively late and Daisy married Tom. He spent the following few old ages constructing his luck and seeking for Daisy, his whole life was based around her and a little hope that he could win her dorsum. His life was consumed by this dream and merely cut him off from everyone else in the universe. When Gatsby had found out Daisy found person else in brotherhood with the fact that they had non seen each other in five old ages and besides had non made any cont act at all he should hold realized it was over. Daisy had a hubby and as girl and a new love in her life. He was stupid to believe Daisy would go forth Tom after she had been married to him for a few old ages and still love him as good. Daisy? s love for Gatsby may hold been strong for a piece but after waiting for him for so long she broke off and turned to the following best thing that she could happen. Daisy besides knew that Tom was good respected and had a batch of money so he would be able to take attention of her the manner she was used to. Gatsby had no warrant of that and Daisy knew it. Gatsby had no thought if Daisy loved him or non and was merely trusting she still had feelings for him. As shortly he and Daisy did get down up once more and they started taking more hazards Gatsby likely got excited and lost site of world. In the hotel on that hot fatal twenty-four hours every bit shortly as Daisy was in inquiry of her love to Tom he should hold backed out and left. But he didn? T he was still keeping on to that last hope she would fall for him and ended up in a hit and run. He made the error of allowing Daisy thrust and so running. He felt he would take the incrimination for a miss who did non love him and ended up paying with his life. For these grounds Gatsby was stupid for prosecuting Daisy when anyone else would cognize that he had no opportunity at a renewed love with person they had been off from for so long. The love of being linked through matrimony and the presence of a girl would be difficult to interrupt. Daisy didn? T know whom she wanted to be with and could non state that she did non love Tom when confronted. Gatsby? s ruin came after the minute in the hotel, and he was stupid to go on this crush. If Gatsby had non been so blind he would hold lived longer and possibly lived longer.

Ironic Famous Last Words

Ironic Famous Last Words Whether realized at the time they are said or only in hindsight, nearly everyone will express a word, phrase or sentence that proves the last thing he or she ever says while alive. Sometimes profound, sometimes every day, here you will find a select collection of the last words spoken by various people that appear ironic in hindsight. Note: The following quotations are organized alphabetically by the individuals last name followed by the year in which he or she died. R. Budd Dwyer (1987) Dont, dont, dont, this will hurt someone. Embroiled in a bribery scandal, Pennsylvania Treasurer Dwyer decided to commit suicide rather than resign publicly. After addressing reporters gathered at a press conference the day before a Pennsylvania court was scheduled to issue Dwyers sentence for his earlier bribery conviction, the state treasurer cut short his prepared remarks and produced a .357 caliber handgun to the astonishment of attendees. As people tried to defuse the situation and take the gun from him, Dwyer warned reporters not to approach as he placed the gun in his mouth and pulled  the trigger. Stephen Irwin (2006) Dont worry, they usually dont swim backwards. While filming a documentary near Australias Great Barrier Reef, The Crocodile Hunter encountered a stingray that defensively used its tail spine to ward off Irwin, piercing his chest. Despite the efforts of his production and boat crews to save his life, Irwin died from cardiac arrest and  excessive loss of blood. Terry Alan Kath (1978) Dont worry†¦ its not loaded. The founding member of the rock group Chicago thought the .38 caliber revolver he pointed to his head was unloaded. John F. Kennedy (1963) No, you certainly cant. Jacqueline Kennedy testified on June 5, 1964, that these were President Kennedys last words- or something to this effect- in response to the statement by Nellie Connally, the wife of Texas Governor John Connally. He remarked just before an assassins bullet struck the president: You certainly cant say that the people of Dallas havent given you a nice welcome. Vic Morrow (1982) Ive got to be crazy to do this shot. I shouldve asked for a double. During the filming of a scene for Twilight Zone: The Movie, the planned pyrotechnic explosions damaged the tail rotor of a helicopter that was part of the sequence, causing the pilot to lose control of the craft. The helicopters main rotor decapitated Morrow and a seven-year-old actor he carried in his arms and crushed a second child actor when it crashed. Charged with involuntary manslaughter, a jury ultimately acquitted the films director, John Landis, of the charges. Hector Hugh Munro, aka Saki (1916) Put that bloody cigarette out! Serving in the British Army during World War I, Saki (the pen name of British author Munro) uttered his last words on a French battlefield. A German sniper saw the lit cigarette or overheard Sakis order and shot the 43-year-old. (Incidentally, there is an interesting death-related superstition revolving around soldiers lighting cigarettes on a battlefield called Three on a Match.) Lawrence Oates (1912) I am just going outside and may be some time. Suffering from the effects of scurvy and frostbite, and fearing his maladies placed the rest of his companions at risk as they attempted to reach the South Pole for the first time in history, Oates uttered these final words according to expedition leader Robert Falcon Scotts journal. After his comrades refused his first attempt to sacrifice himself for their safety, Oates said these words as he left the groups shelter during a blizzard. Unfortunately, his heroic sacrifice did not save his companions, who died from exposure a little more than a week later. Taylor Sauer (2012) I can’t discuss this now. Driving and facebooking is not safe! Haha. While driving from Utah State University to her parents home in Idaho in January 2012, 18-year-old Sauer reportedly sent a text message every 90 seconds while behind the wheel during the four-hour trip. After sending the last message (above), her car slammed into the back of a truck at an estimated 80 miles per hour. John Sedgwick (1864) Im ashamed of you, dodging that way. They couldnt hit an elephant at this distance. The highest-ranking Union officer to die during the American Civil War, Major General Sedgwick chastised the men in his command for reacting to Confederate sharpshooter fire while placing artillery in preparation for (what is now known as) the Battle of Spotsylvania Courthouse in Virginia moments before a snipers bullet ended his life. Sources:Driving and facebooking is not safe! Haha: Chilling last text sent by teenage driver seconds before she died in 80mph horror crash, March 6, 2012. Daily Mail. Retrieved March 2, 2014. dailymail.co.uk/news/article-2110646/Driving-facebooking-safe-Haha-Parents-daughters-text-predicted-fatal-mistake-seeking-change-driving-laws.html

Modern innovation applications (Sony) Coursework

Modern innovation applications (Sony) - Coursework Example It is by means of new combinations of existing factors of production, embodied in new combinations of existing factors of production, embodied in new plants and, typically, new firms producing either new commodities, or by a new, i.e. as yet untried, method, or for a new market, or by buying means of production in a new market. What we, unscientifically, call economic progress means essentially putting productive resources to uses hitherto untried in practice, and withdrawing them from the uses they have served so far. This is what we call 'innovation.".Innovation is a premise prevailing in modern business with different concepts and labels. Now innovation is not only changing the appearance of things, its some thing deep inside the products, organizations and markets.This comparative study is aimed at reflecting innovation portfolio of modern business by discovering different facets of modern business including product management, implementing it as corporate philosophy and exercisi ng the whole process in different geographical markets differently.Business world has evolved from the phase where breaking the mould philosophy was the extreme success of innovation. Innovativeness is boundary less and all business empires try to battle their product, marketing, and market place issues in their own way, i.e., their innovative ways.This report covers the whole discussion and research is in different parts of the text content. Step by step coverage goes in a logical manner i.e., innovation defined, modern philosophy of innovation, and different perspectives of innovation in business world with various variables. Next part of report is grouped in three portions; seemingly separate three parts but discussing the oneness of innovation in three ways for one Business Empire. These three steps are Product innovation, Organization innovation and Geographical or market place innovation. Product selected is Walkman, company is Sony and geographical place is USA. In short the report covers innovative spheres applied by one company in developing product, in organization and it marketing the same product in a different market place. Report, though reflects various innovative approaches, and reviews the whole process from 'Open Innovation' concept. "The creative act is not an act of creation in the sense of the Old Testament. It does not create something out of nothing; it uncovers, selects, re-shuffles, combines, synthesizes already existing facts, ideas, faculties, skills. The more familiar the parts, the more striking the new whole. Man's knowledge of the changes of the tides and the phases of the moon is as old as his observation that apples fall to earth in the ripeness of time. Yet the combination of these and other equally familiar data in Newton's theory of gravity changed mankind's outlook on the world". (Koestler - 1964): Task 1: Case Example: Product, Process or Strategic Innovation: Case Example: In March 2007, Sony extended the Video Walkman brand by launching its first digital, flash-based video Walkman, the NW-A800. Walkman is a very popular Sony brand used to market its portable audio players, and is synonymously used to refer to the original Walkman portable personal stereo player and as a generic term for similar devices from other manufacturers. The original Walkman introduced a change in music listening habits, allowing people to carry their own choice of music with them. The original Walkman was released in 1979 as the Walkman in Japan and Soundabout abroad. The device was created by audio division engineer Nobutoshi Kihara for Sony co-chairman Morita, who wanted to be able to listen to operas during his frequent transpacific plane trips. (Hormby) Morita hated the Walkman name so much that he asked it to be changed. But he was told by junior executives that a promotion campaign had

Ethics and social responsibility and its affect on organization Essay

Ethics and social responsibility and its affect on organization - Essay Example Ethics and social responsibility and its affect on organization A Business enterprise is portrayed as an entity doing business to make a profit and forms an integral part of the community, society and market. The social responsibilities of a business are to improve performance, make profits and fulfilling the expectation of its stakeholders. Responsible business addresses the issue on ethics and social responsibility which is faced almost every day in the economy. Programs on business ethics provides the business with management and leadership practices helps in complying with the rule and regulation, minimizing the risk and bring value to the stakeholders (ITA, n.d, p.31). Thus the purpose of the report is to state the benefits of adopting the ethical and social responsibility practices in businesses. The main idea behind the report is to analyze the claim that by practicing ethical and social responsibility in business leads to increase in efficiency in the work place. Practice of ethics leads to good reputation of the company and the effect that ethical and social responsibilities have on the relationship with employees, customers and investors. The scenario talks about being ethical in business and practicing the habit of social responsibilities. The audience constitute of the CEO of the company, the HR, marketing manager, operation manager and also the employees. This is because the field of business ethics has changed as firms had recognized the benefits of conducting ethical conduct. Ethics contributes to firm’s commitment towards its employee, customer’s satisfaction and also towards the investors. It is necessary to practice ethics as most of the organization today aims to create a core competency against its competitors by way of practicing ethics and social responsibility. Organization with unethical practices are usually not looked a strong business organization and investors and customers often hesitate to invest in such organizations. Therefore organization with ethical value often tends to stay ahead from the unethical firms. Even employees would deliver high performance when they work in a good cor porate culture which ultimately leads to the success of the firm. Body Present the Information gathered Ethics and social responsibilities help the organization to increase efficiency. Managers always try to make the best use of the resources in order to increase the level at which organization perform. Pressure to increase performance is often regarded as healthy as it allows managers to question the way organization works and thus bring changes by practicing social responsibilities and ethicality (Jones, 2009, p.39). Business ethics and social responsibility can affect the reputation of the company. Practice of ethics can help in building reputation among employee, the customers, stakeholders and the general public (Ferrell, Fraedrich & Ferrell, 2008, p.25). Business ethics

Strategic management Essay Example | Topics and Well Written Essays - 3000 words - 18

Strategic management - Essay Example This tool has proved to be effective for both business and non-business organizations. This paper aims at evaluating the concept of the Triple Bottom Lineand discussing whether this tool is of importance to businesses. When taking a first look at triple bottom line as a tool for measuring sustainability someone might have the opinion that it is a very naà ¯ve notion. However, this is not always the case when people get a complete understanding of how triple bottom line works and how it is used in measuring sustainability in various contexts (Milne & Gray 2013, p. 25). Triple bottom line has proved to be an effective method for measuring business sustainability and have been used by organizations with varying structure, strategies, and cultures. A business organization that uses triple bottom line as a tool for measuring their sustainability will obviously take into consideration the effect that their activities might have on the people that they are either directly or indirectly involved with. In this way they always have to make sure that all their stakeholders have a good opinion about them. Getting to know this is very important because stakeholders are the people who keep companies in business. Having unhappy stakeholders will definitely affect a business organization’s financial performance (Cohen, Smith & Mitchell 2008, p. 115). Therefore, before a firm focuses much on their financial performance they should make are that their stakeholders are comfortable with the way things are being done in the organization. Despite the fact that the concept of people bottom-line might be attractive, it should be noted that there is always a challenge when it comes to making decisions on how far a business organization should go in terms of making their stakeholders comfortable. It is also not easy when deciding which of the stakeholders should be included in this list and how far a company should go with

The Concept Of Work Life Balance

The Concept Of Work Life Balance Abstract The concept of work-life balance has now become centre of attention for almost all companies, political institutions, research institutions, families, individuals and trade unions at both national and international level. Work life balance is an important topic in human resource management that means to combine work and life in a way, that both are achievable. Work life balance is generally related to role overload, time management, time pressure, job satisfaction, job stress, organizational commitment, life satisfaction, turnover, welfare, social security, working time, flexibility, family, fertility, (un)employment, migration, consumption, demographic changes, leisure time and so on. In this paper, work means paid work i.e. a person earns money by providing his/her services to the organization. Both work family balance and work life balance is same thing. Moreover, work life conflict and work family conflict are used interchangeably. We will discuss some relevant definitions, its i mportance in organization and in life of individual, antecedents and consequences of work life conflict, factors which help in creating work life balance, advantages of work life balance, cost of implementing its policies, some findings from literature, our recommendations and implications and in the end conclusion. From our literature we try to find some quantitative data about condition of work life balance in different countries but we were not able to get it. This paper is done mostly on qualitative data we get from different and renowned journal articles written by different prominent authors. Introduction Theres no such thing as work-life balance. There are work-life choices, and you make them, and they have consequences, stated by Jack Welsh, former General Electrics CEO and all-round business guru (Khallash Kruse, 2012, p. 682). The two most important domains of an individuals life are work and family and their interface has become centre of attention in the past two decades for researchers in the field of human resource management world-wide. The changing social structures arising out of dual career couples, single parent families, globalization, changes in the demands and patterns of work, an increasing number of parents with children care responsibilities, increasing number of women workforce and ageing parents all have contributed to escalating research in the area of work life balance. There is a need to integrate and balance family and career requirements otherwise work life balance is in jeopardy as a person is unable to perform his roles due to tiredness from work or family responsibilities hamper concentration at work (McCarthy et al., 2010; Valk Srinivasan, 2011). Work life conflict is opposite of work life balance, that can be either related to strain-based or time-based conflicts between work and life. There are two conflicting areas: (1) how work impacts on family life i.e. work-to-family conflict and (2) how family life impacts on work i.e. family-to-work conflict. But the net impact is same and that is Work life imbalance or conflict. Work-life balance is not primarily a womens issue as the principles equally apply to men (Pichler, 2008; Crompton Lyonette, 2006). This concept highly aims to encourage employees to adopt flexible working arrangements that can help them to achieve balance between their professional and private life. History of Work-Life Balance In 1986, the term Work-Life Balance was first identified, but its usage in everyday language was still sporadic for a certain number of years. Although, interestingly work-life programs existed in early years such as 1930, but people did not recognize them. Before the Second World War, the W.K. Kellogg Company created some flexible work hour shifts for their employees who replaced the traditional daily working hours, and the new shift resulted in increased employee efficiency and morale. In 1977, Rosabeth Moss Kanter, for the first time in his influential book, Work and Family in the United States: A Critical Review and Agenda for Research and Policy, raised the issue of Work-Life Balance and brought it to the forefront of organizations and research. This concept forces organizations to follow work-family friendly environment. Therefore, in the 1980s and 1990s, some organizations began to offer work-life programs who aimed to promote balance work-life. The first waves of these progra ms were mainly to support women with children (Brough et al., 2008). Now-a-days, many work-life programs have been introduced which are less gender specific and identify other obligations as well as those of family. Definitions of Work-Life Balance Now-a-days, the concept of Work-Life Balance is not new; because of its importance it has been discussed extensively. It has been conceptualized as an individuals orientation across various life roles and inter roles phenomenon. Different scholars have given different views on how they perceive the concept of WLB. Some of the important definitions are: (1) Kofodimos has defined it as a satisfying, healthy and productive life that includes work, play and love, that integrates a range of life activities with attention to self and to personal and spiritual development, and that expresses a persons unique wishes, interests, and values (Valk Srinivasan, 2011, p. 40). (2) Kirchmeyer has viewed Work-Life Balance as achieving satisfying experiences in all life domains, and to do so require personal resources such as energy, time, and commitment to be well distributed across domains (Greenhaus et al., 2003, p. 512). (3) Clark views work life balance as satisfaction and good functioning at wo rk and at home with a minimum of role conflict (Greenhaus et al., 2003, p. 512). (4) Work life balance is the term used to describe the organizational initiatives aimed at enhancing employee experience of work and non-work domains (Darcy et al., 2012, p. 112). (5) Work life balance is experienced when demands from the domain of work are compatible with demands from other domains, e.g. family (Pichler, 2008, p. 3). These definitions share number of common elements for example; all highlights the balance between work and non-work domains and equality of inputs and outcomes. On the other hand, work life conflict is a form of inter role conflict in which the demands of work and family roles are incompatible in some respect so that participation in one role is more difficult because of participation in the other role (Voydanoff, 2004, p. 399). In short, work life conflict is conflict between work and family responsibilities. Significance of Work-Life Balance Literature has shown that concept of Work-Life Balance is worth for discussion as it aims to create a balanced work-life. Work life balance is becoming an important issue as people deals with shrinking workplace and time pressure. Many studies have highlighted that work-life initiatives offer a win-win situation to both employees and employers and affect business progress and performance in many ways as improving work life balance practices increase productivity, employee well-being, reduces costs, lead to improve retention and recruitment and better motivation and morale for employees (Maxwell, 2005). Various theories have revealed that work life balance policies try to minimize stress and add to a healthier and safer work environment. Work life balance has been associated with greater employee commitment, job satisfaction and organizational citizenship behavior and its policies are beneficial for individuals, their families, physical health, mental health, relationships, creativity , organizations, and society (Brough et al., 2008 Grzywacz Carlson, 2007). Employees expect their employers to recognize that in addition to job they also have a life that includes their family, friends and social gathering. Studies have shown that a workforce that is out of balance faces stress and dissatisfaction which reduces family and work engagement. Work life balance issues are one of the main reasons which forces workers to quit their jobs. Therefore, work life balance is an important and increasingly hot topic because its about improving peoples quality of life and aims to widen access to career opportunities and paid employment. Firm size is also the next best predictor of the presence of work life balance policies; because its size affects the extent and type of work life balance policies a firm can offer. Large companies are more likely to offer longer and paid parental leave and flexible working hours (Beauregard Henry, 2009; Kucharova, 2009). In short, firms have re cognized that creating a balanced work and family life of employees is the only solution of all problems. Now, senior management has become more proactive about their employees health and they are introducing and implementing work life strategies. Measurement There is no as such one measurement tool for work life balance in literature. But most widely used tool is questionnaire and surveys. Most companies do questionnaires and survey to their employees to find out how balanced is their work and life is. One such questionnaire is discussed here. Employee has to select one option and each option is assigned different point. Options were based on a 5-point rating scale that ranged from never to always. Questions are: I have come home from work too tired to do the chores which need to be done? It has been difficult for me to fulfill my family responsibility because of the amount of time I spend on my job? I have arrived at work too tired to function well because of the household work I had done? I have found it difficult to concentrate at work because of my family responsibilities? Keep worrying about work problems when you are not working? Feel too tired after work to enjoy the things you would like to do at home? Find that your job prevents you from giving the time you want to your partner or family? Find that your partner or family gets fed up with the pressure of your job? If employee faces these problems quite often it means he/she is facing work life conflict (Pichler, 2008). Higher scores indicate imbalance rather than balance of work and life. (Other surveys and questionnaires are mentioned in appendix). Antecedents Which Cause Imbalance Work-Life In many researches both men and women has reported that they face difficulties in keeping a balance between family and work life, therefore, their lives suffer because of this imbalance. One of the main reasons for this difficulty is lack of support and help from their better half or spouse. In addition to this, work life (im)balance highly depends upon on job role, project-based job and nature of industry. For example, project-based work with unpredictable work pressure and requirement to deliver project consistently with predetermined time, often requires extensive travel disturb family relations. Additional working hours and working outside normal hours at expense of home and family time with high work intensity and pressure may result in bad health, stress, anxiety, fatigue and adverse/unpleasant psycho-physiological consequences that can have dreadful affect on quality of family and work life. Some researches has indicated that despite of an overall decline in weekly working hou rs across Europe over the last decade, the increased stress level, insecurities and competition at work-place are considered to be additional factors which are relevant in creating disruption of balance in life (Valk Srinivasan, 2011; Pichler, 2008). Literature has also highlighted that fact that highest level of stress occurs when job demands are high whereas work life balance practices and policies are low. There are also some barriers which restrict organizations to implement work life balance policies that are job requirements, commitment and loyalty, cultural values, and change (Chiang et al., 2010). According to Voydanoff (2004), work demands expected to be highly associated with work-to-family conflicts which are of two types i.e. time based and strain based. Long paid working hours restrict an individuals time that can be spent with friends and family. This lack of time may create difficulties for employees in maintaining family relationship and performing family orientated task or duties. Sometimes, strain-based demands (job insecurity or concern over losing a job) threaten the economic well-being that is necessary to quality of life and stability. The stress related with job insecurity decreases interpersonal availability and restricts effective participation in family life. Sometimes, family responsibilities also restricts person to perform his/her work duties effectively but researches have been more focused on work to family conflict rather than family to work conflict. Consequences Conflict between family and work has real and worth discussing consequences which extensively affects quality of life and career success for both women and men. Stressfulness, lower productivity, low employee morale, decreased job satisfaction, absenteeism and sickness are some common consequences which are caused by work life conflict. The consequences for women may comprise serious career choices and constraints, limited career advancement opportunity and success in their work role and need to choose between an active satisfying career or marriage and children. Most of the men face tradeoff between career and personal values when they tries to find out ways to make dual career families work that often requires them to hold family roles that are far different and open. Other serious consequences of imbalance work-life are alcohol-drug abuse, negative physical and mental health effects, poorer outcomes for dependants and other household members, a lesser work contribution, a diminuti on of social citizenship and community participation, depression, financial and marital problems, distrust, tardiness, cheating and violence in workplace, task avoidance, embezzlement, organizational sabotage, compulsive eating disorder and burnout (Voydanoff, 2004; Pocock, 2005). Because of these serious consequences organization faces with the prospect of losing talented men and women who because of imbalance between work and life become unable to cope with dual family and work demands. That is why; organizations reconsider personnel policies and expectations. Factors Which Help in Creating Work Life Balance The role of social/family support and supervisor/co-worker support has consistently emerged in literature as an important factor that influences work family balance in a positive manner. Social support includes support from an employees parents, siblings, spouse or partner, children, friends and extended family. Of particular importance is support from the spouse who contributes in a variety of areas including moral, domestic and childcare support, earnings and personal financial management, home and family responsibilities, career management and interpersonal support. Family support also includes the exchange of support among relatives. The personal social support can be further conceptualized as emotional and instrumental support, thus suggesting that it positively influences the individuals functioning at work. The role of workplace support, i.e., the support received from supervisors and co-workers is another critical element of work family balance. Organizational and supervisor understanding of family duties are positively related to satisfaction with the balance between work and family life. Workplace support via an organizational approach involves the implementation of family friendly policies, which are associated with integrating work and family responsibilities and achieving a healthy work and family balance. Organizations offer a wide range of work family benefits and programs to their employees (these are discussed in appendix). Through research it is found that flexible work arrangements allow individuals to maintain a balanced life. There is also importance of supportive supervisors, peers and colleagues in managing their work family balance. Literature recognizes that all of the above mentioned variables have a greater impact on women. An emerging category appeared to achieve work life balance that is self-management or reinvention: reconsidering not only the kind of work one wants to do but also the kind of person one wants to be and the sacrifi ces one is prepared to make to grow into that new self (Valk Srinivasan, 2011; Wayne et al., 2007; Voydanoff, 2004). Communication about work life programs to employees and providing proper resources and rewards to them also contribute towards work life balance. Advantages of Balanced Work and Life Researchers are now focusing on how family and work can benefit each other and this concept is known as work life facilitation. This facilitation may take place when gain from one domain can be transferred to and improving the functioning in the other domain. Work life balance can serve as a guide for organizations to address family work balance issues by redesigning the HR practices and policies for facilitating family work balance. This will help further help in enabling workers to be more committed to the organization, perform better work, and contribute to growth of economy and positive impact for society as whole (Valk Srinivasan, 2011). Work-Life programs promotes improve productivity and employee commitment, lower rate of turnover, thus result in fewer employee relation challenges and reduced likelihood of unethical business practices. Moreover, implementation of work life balance policies can result in less loss of knowledge workers to competitors, reduced staff turnover, lo wer training and recruitment costs, reduced absenteeism, improved quality of workers, reduction in work stress, reduced use of sick leave, high self-esteem, confidence and loyalty, better performance and high morale and satisfaction. Some vital benefits that employer gains from work life balance includes employees feel valuable and work harder, maximized available labor, more loyal and motivated workforce, less stressful workplace, high employee involvement, organizational effectiveness and positive employee attitude and behavior (Beauregard Henry, 2009). Work life promotes happiness and better relations among employees and employers. Costs of Implementing Work Life Balance Policies The cost of implementing work life balance policies is another vital issue which organizations take into account. These costs include direct cost e.g. parental leave payments, childcare subsidies, cost of extra space associated with increased facilities like breastfeeding rooms or childcare facilities, providing equipment to telecommuters and indirect costs such as temporarily filing absentees post and reduction in productivity from temporary disruptions (Darcy et al., 2012; Brough et al., 2008). It has also highlighted that managers role plays a critical role in policy development and implementation. Poor managers/supervisors skills and behaviors in work life balance practice can lead to increase costs (Maxwell, 2005). According to Roberts (2008) a reduction in worked hours is perhaps the most obvious route for employees to improve their work life balance despite the connected costs in terms of income, career and status. Managerial Implications/Recommendations Based on feedback from family and co-worker a person can evaluate whether he/she fulfilling both family and work responsibilities (Grzywacz Carlson, 2007). Work life balance support and practices promotes a mean by which workers may alter their work hours and condition in a way which can reduce stress. When employees enjoy high degree of freedom and flexibility, sense of job control will increase, thus alleviating job stress (Chiang et al., 2010). Work life balance practices can have positive impact on employees and competition at firm level. These are some suggestions to promote work-life policies and program: (1) Use questionnaires to find out what workers feel about work life balance. (2) Review HR strategy and see if they support companys mission. (3) Develop work-life reward programs by using non-cash incentives associated with business objective. (4) Align HR strategy (e.g. employer of choice) with work-life initiatives (McCarthy et al., 2010). Work-life initiatives also creat e positive employer branding, promote organizational citizenship; endorse being an employer of choice and support diversity programs. To start work-life programs, managers should consider these key areas: employee retention, absenteeism, employee time save, increase productivity and motivation and decrease stress related illness and health care costs. However, the entire work-life programs cannot be told firmly by only quantitative measurements. HR professionals must consider four significant questions: (1) do supervisors and managers aware of the impact work life balance and its policies has on their employees, (2) does a firm culture and environment truly support work-life benefits, (3) does the companys management philosophy sincerely promotes work-life benefits, (4) are workers aware of and do they recognize companys work-life policies and programs. If a company is already in practice of offering work-life benefits, then the next step for it would be to re-communicate and repack age them so employees can see how such benefits may find them ways to reduce or manage work-family conflict. Moreover, creating a HR strategy that clearly comply with companys mission will exhibit that how committed the company is to its employees needs. Organizations may need to adopt more modified work life balance programs, initiatives and have the courage to go beyond from a one size fits all approach (Darcy et al., 2012; McCarthy et al., 2010). In other words, Companies may need to re-think work life balance more specifically and need to pay more attention on it. Work life balance programs are not reduced hours, flexible delivery, but it is about assisting people to match their behavior to their values (Reiter, 2007). According to Grawitch et al., (2010) its not about balance, its about resource allocation (in appendix, it is discussed in more detail). Companies should tailor its HR and work life balance policies according to the need of the employees and should implement it ef fectively to get desired results. Discussion Findings From the literature we found that younger employees and employees in professional and managerial positions account higher levels of work life conflict. Singles are generally more balanced than people whose partner is in paid work. Long working hours, high levels of job insecurity, a lack of power in deciding when to start or finish work and demanding jobs result in higher imbalance in work and life. Women with children also report high level of work life conflict (Pichler, 2008). But it was revealed by Emslie Hunt (2009) that there is no clear relationship between work life balance and gender. It is definitely clear that women is considered to do the home related work, on other hand men is also supposed to fulfill family responsibilities. There is also no clear relationship between work life conflict and age of employees children, but there is some evidence about those employees whose children are below three faces more work life imbalance. A one size fits all approach used for the development of work life balance programs is costly and ineffective to meet the needs of different type of employees. Job involvement was negatively related to work life balance whereas, perceived managerial support was positively related to work life balance (Darcy et al., 2012). It was found by Kucharova (2009) that there is no clear relationship between work life balance and economic condition of the different countries. It was found that sometimes flexible working and working from home increase work life conflict and part time work and job sharing also sometimes increase work pressure. There was no clear relationship found between flexible working arrangements and working conditions such as pay, promotion opportunities and employee commitment (Russell et al., 2009; Moore, 2006). Through study of Reiter (2007) it was clear that organizational development field is struggling with the apparent lack of success of work life balance programs in many organizations and this is caused by lack of investment by companies and government in work life balance initiatives. Furthermore, to gain real value from investment in work life balance, organizations need to recognize it as a complex issue and apply much more holistic solutions than has usually been the case. Conclusion In conclusion, we like to say that people who combine all aspects of their life in a balanced manner should therefore be the most satisfied and happiest one. In short, work life balance is part of the general well-being. The higher work-life imbalance, the lower are life satisfaction, happiness, subjective health and emotional well-being. Work life balance programs have the potential to extensively reduce absenteeism, improve employee morale and keep hold of organizational knowledge, particularly during hard economic times. In such a marketplace where there is increasing globalization and companies aspire to reduce costs, it depends upon human resource expert to comprehend the serious issues of work life balance and become of winner work life programs. It will cost some money, but in the long run, the company will benefit from this. If properly introduced and implemented then work life balance programs can be win-win situation for employee, family and organization. Flexible working a rrangements are important but it should be catered according to employees needs, resources, time and demands to get more improved results. Work life balance is associated with quality of life and is not only a moral issue it is productivity and economic issue, a workplace issue and a social issue, and needs to be addressed as such. We can also measure by using some other questions and that are, how successful do you feel in balancing your paid work and family life? Are you satisfied or dissatisfied with the balance between your job or main activity and family and home life? I am satisfied with the balance I have achieved between my work and life? I am able to balance the demands of my work and the demands of my family? I experience a high level of work-family balance? I am satisfied with the balance I have achieved between my work life and my family life? How successful do you feel in balancing your paid work and family life? Are you satisfied or dissatisfied with the balance between your job or main activity and family and home life? Responses were based on a 5-point rating scale that ranged from strongly disagree to strongly agree. (Allen Kiburz, 2011; Kucharova, 2009; Reiter, 2007). Factors Which Help in Creating Work Life Balance Organizations offer a wide range of work family benefits and programs to their employees such as job sharing, staggered hours, compressed working hours, telecommuting, job protected parental leave, part-time return to work options, shift swapping, flextime, resource and referral services, unpaid family leave, dependent care assistance, shorter standard work weeks, improvement in job conditions, breaks from work, work for home, on-site childcare, support groups for working parents, sports facilities, day-care facilities, laundry facilities, and canteen facilities (Valk Srinivasan, 2011; Wayne et al., 2007; Voydanoff, 2004). Its not about Balance, Its about Resource Allocation Literature has re-conceptualizes the frame work of WLB. Previous researches have given more emphasized on the ways in which work and non-work life affect each other, but now new studies has introduced the concept of Personal Resource Allocation (PRA) framework which considers that all life demands forces an individual to make choices about where, when, how to allocate personal resources across the life domains. This Framework has four main central components which include personal resources, demands, resources allocation strategies and the individual outcomes. It suggests that effective work-life balance is an effective personal resource allocation across all life pursuits. It allows researchers to move beyond the old assumption of WLB, in which work life is considered bad and family life considered as good, to person-environment interactions that brings positive individual outcomes. According to PRA framework, individuals bring their personal resources to their daily lives, and beca use they come across repeated demands (anything that competes for personal resources) on their resources so, these demand forces them to make choices where to allocate these resources. Once the resources are allocated, then individuals are left with fewer resources to meet additional demands (Figure1, in appendix shows the PRA framework). Therefore, positive outcomes can only be achieved if (a) perceives that they have necessary resources to respond to their demands of life, (b) when they believe that they have adequate control to allocate their resource according their preferences, (c) when they feel satisfied with the way they have managed their resources (Grawitch et al., 2010). This Framework has presented the rethinking concept of WLB interface by de-emphasizing the negative role that work plays in life and emphasizing a resource allocation strategy. This theory incorporates person-environment interactions that bring positive outcomes, instead of, simply those that decrease or increase outcomes.

A Sunday Night Tradition Essay -- Essays Papers

A Sunday Night Tradition Sunday nights are a special time around my house back at home in Wheaton, Illinois. They are a time when my family all gets together and has dinner as a group. It is a time when we all get to talk and share our stories of how our weeks went, what is to come in the following week, and other various topics. This whole Sunday night ritual always takes place in our dining room. The dining room is attached to our kitchen; it is a small room, just large enough to fit our large oak dining room table. Around the table sits six large, old, creaky chairs. Week after week, year after year, we are always in the same formation around that table. My father sits at the head of the table, it is a position that illustrates respect and is furthest away from the kitchen, perhaps saying he wants nothing to do with the cooking and cleaning up duties. He is always first to sit down and the last to leave the table, because he enjoys his time with the family so much he wants to make it as long as possible. My mother sits on the opposite end of the table, the closest seat to the kitchen, which makes perfect sense because she is always the last person to be seated and is constantly getting up to get something from the kitchen. On the other side of the table sits my little nine-year old brother, he sits next to my dad because he is always in his shadow, he looks up to him and imitates nearly everything he does. He sits next to the furthest from the kitchen bec...

Ethics †Terms to know Essay

Worldview–The way the world is seen & made sense of; framework of individual understanding. e.g. Deism – God abandoned creation Nihilism – Reality has no value; traditional values unfounded Existentialism – Life has no meaning but what we give it Eastern Pantheism – Polytheism, i.e. Hinduism Naturalism – Secular humanism / modernism; God is irrelevant–nothing exists but natural world New Age Pantheism – All is one; no distinction between plants, people; all are God Judeo-Christianity – There is only one God who created universe; God is involved w/ creation Post Modernism – God is dead; truth is a social construct; relativism prevails Ethics–The explicit, philosophical reflection on moral beliefs and practices. (The difference between ethics and morality is similar to the difference between musicology and music. Ethics is a conscious stepping back and reflecting on morality, just as musicology is a conscious reflection on music). Descriptive Ethics–Stating actual moral beliefs. Normative Ethics–Study of what is really right or wrong. Metaethics–Study about field of Ethics. Metaethics Theories Objectivism–There are correct and incorrect answers. Subjectivism–There are no correct or incorrect answers. Absolutism–All moral rules hold without exception–there is only one truth; opposite of relativism, contrasts with consequentialism. Rights–Justified claims upon other(s) for actions or non-actions. Negative Obligation (Right)–An obligation to refrain from something or entitlements to do something without interference from other people. See also autonomy. Positive Obligation (Right)–An obligation to perform / provide, etc., or entitlements that obligate others to do something positive to assist you. In rem–Universal rights (obligations fall on all moral agents). In personam–Restricted rights (obligations fall on selected individuals). General Obligations–moral requirements of all moral beings. Role-related Obligations–moral requirements of specific roles, e.g. MD, priest, etc. Strong Paternalism–Forced acts of beneficence on person able to decide. Weak Paternalism–Forced acts of beneficence on person unable to decide. Negative Paternalism–Refraining from doing something to/for someone. 4 Main Ethical Principles / Values Nonmaleficence–Do no harm; (Primum non nocere – first, do no harm); a negative right. Beneficence–Do good; promoting the welfare of others; actively avoiding harm; a positive right. Autonomy–Non-interference with other’s choices and freedom to make choices / self determination. Justice / Social Justice–Equal treatment for all. Ethical Systems Theories (*Related concepts) *Consequentialism–The end justifies the means; the rightness or wrongness of any action depends on its consequences. *Utilitarianism (act)–To act in a beneficial way based strictly on the good consequences for the most people; case-by-case analysis of each act. *Utilitarianism (rule)– To act in a beneficial way (with good consequences for the most people) based on moral rules; categorical imperative? Deontologism–It’s not whether you win or lose, it’s how you play the game; some actions are right or wrong regardless of their consequences; contrasts with consequentialism. Relativism–it all depends–all points of view are equally valid. Also: When in Rome, do as the Romans do (cultural relativism). Beauty is in the eye of the beholder (personal relativism). *Doctrine of Double Effect–intention is everything; concerns only intended means or ends, not actual means or ends even if predictable (i.e. chemo side-F/Xs). Patient Relationship Models Engineering Model–Just the facts, ma’am; healthcare professionals as scientists presenting facts–patients make decisions based on these facts. Paternalistic Model–Do what I say; decisions are made by healthcare professionals. Contractual Model–Let’s make a deal; healthcare professionals give information–assist patients in decision-making by making recommendations. Confidentiality–Not divulging information which another has revealed on condition of secrecy; patient’s right to privacy (of information). Deontological Argument for the Obligation of Confidentiality–Respecting confidentiality respects patient autonomy. Consequentialistic Argument for the Obligation of Confidentiality–Respecting confidentiality protects and promotes well-being of patients. 3 Accepted Exceptions for Divulging a Patient Confidence–Patient not competent, required by law, protect public interest. Truth Telling (Veracity)–Obligation to tell the truth. Consequentialistic Case for Telling and Withholding the Truth–Do what will most benefit/least harm patient; truth-telling / withholding truth context dependent. 3 (actually 4) Possible Exceptions to the Truth-Telling Rule–Family request, patient request, for the good of others (less so now), avoiding disastrous consequences (extreme cases). 5 Elements of Informed Consent–Competence, information disclosure, understanding, voluntariness, and authorization.

Thanksgiving Day Origins and Its Traditions

Thanksgiving Day Origins and Its Traditions How Thanksgiving Traditions Got Started? Modern Thanksgiving Day traditions do differ a lot from the times of the first unofficial and official observations of that holiday. Lets see how Thanksgiving Day appeared, where such family rituals as football and parades watching, cooking, eating and begging turkey pardon come from and how they were rooted in the American culture. Origin of Thanksgiving Day While 1621 is considered to be the year of first Thanksgiving Day festivities celebrated by local Indians and Pilgrims, who arrived at Plymouth Rock at that time, there are also other observable versions of its origin connected with celebrations in 1598 by Juan de Onate and his fellow travelers (Texas) and celebrations in 1565 by Pedro Menendes de Aviles and his troops (Florida). Official Annual Observation Though origins of Thanksgiving Day are rooted in XVI century, the holiday became an official fixed annual event only in 1863. President Lincoln declared the holiday as a national one setting the ultimate Thursday of November as a date for its celebration. Turkey or Venison? That Is the Question! Everyone associates Thanksgiving Day with a roasted turkey as a traditional to-serve-meal on the occasion of the holiday. However, did you know that, in reality, the meat of venison was the main course on the tables of Pilgrims during the huge three-day feast devoted to the abundant harvest? Despite wild turkeys were on the territory of Plymouth Rock exactly deer, ducks and goose were preferred on the pilgrims menu. Pardoning the Thanksgiving Turkey According to the White House Historical Association, turkeys, which were sent to American presidents as gifts since the 1870s, has become a national symbol of a good cheer. It is claimed that the establishment of the tradition of pardoning a turkey on Thanksgiving Day goes back to the times of President Truman, though, the official formalities of pardoning the Thanksgiving Turkey were laid dawn by George H. W. Bush in 1989. The Tradition of Macys Parade This one belongs to the list of recent traditions, which started to be observed in 1924. The large-scale Macys Parade was organized by the department store chain called Macy and was one of the biggest parades ever. Since that time it is annually held in New York City and brings joy to millions of families with its live performances. Thanksgiving Football Tradition The tradition of playing/watching football on Thanksgiving Day is as essential as eating turkey. First games on that holiday were played between Yale and Princeton Universities in 1876. The tradition was maintained with the development of professional football and nowadays football is an integral part of Thanksgiving celebrations. Dont know how to spend Thanksgiving Day? Simply follow the formed traditions and have fun.

World War II Turning Points in the Pacific

World War II Turning Points in the Pacific Following the attack on Pearl Harbor and other Allied possessions around the Pacific, Japan swiftly moved to expand its empire. In Malaya, Japanese forces under General Tomoyuki Yamashita executed a lightning campaign down the peninsula, forcing superior British forces to retreat to Singapore. Landing on the island on February 8, 1942, Japanese troops compelled General Arthur Percival to surrender six days later. With the fall of Singapore, 80,000 British and Indian troops were captured, joining the 50,000 taken earlier in the campaign (Map). In the Netherlands East Indies, Allied naval forces attempted make a stand at the Battle of the Java Sea on February 27. In the main battle and in actions over the next two days, the Allies lost five cruisers and five destroyers, effectively ending their naval presence in the region. Following the victory, Japanese forces occupied the islands, seizing their rich supplies of oil and rubber (Map). Invasion of the Philippines To the north, on the island of Luzon in the Philippines, the Japanese, who had landed in December 1941, drove US and Filipino forces, under General Douglas MacArthur, back to the Bataan Peninsula and captured Manila. In early January, the Japanese began attacking the Allied line across Bataan. Though stubbornly defending the peninsula and inflicting heavy casualties, US and Filipino forces were slowly pushed back and supplies and ammunition began to dwindle (Map). Battle of Bataan With the US position in the Pacific crumbling, President Franklin Roosevelt ordered MacArthur to leave his headquarters on the fortress island of Corregidor and relocate to Australia. Departing on March 12, MacArthur turned over command of the Philippines to General Jonathan Wainwright. Arriving in Australia, MacArthur made a famous radio broadcast to the people of the Philippines in which he promised I Shall Return. On April 3, the Japanese launched a major offensive against the Allied lines on Bataan. Trapped and with his lines shattered, Major General Edward P. King surrendered his remaining 75,000 men to the Japanese on April 9. These prisoners endured the Bataan Death March which saw approximately 20,000 die (or in some cases escape) en route to POW camps elsewhere on Luzon. Fall of the Philippines With Bataan secure, the Japanese commander, Lieutenant General Masaharu Homma, focused his attention on the remaining US forces on Corregidor. A small fortress island in Manila Bay, Corregidor served as the Allied headquarters in the Philippines. Japanese troops landed on the island on the night of May 5/6 and met fierce resistance. Establishing a beachhead, they were quickly reinforced and pushed the American defenders back. Later that day Wainwright asked Homma for terms and by May 8 the surrender of the Philippines was complete. Though a defeat, the valiant defense of Bataan and Corregidor bought valuable time for Allied forces in the Pacific to regroup. Bombers from Shangri-La In an effort to boost public morale, Roosevelt authorized a daring raid on the home islands of Japan. Conceived by Lieutenant Colonel James Doolittle and Navy Captain Francis Low, the plan called for the raiders to fly B-25 Mitchell medium bombers from the aircraft carrier USS Hornet (CV-8), bomb their targets, and then continue on to friendly bases in China. Unfortunately on April 18, 1942, Hornet was sighted by a Japanese picket boat, forcing Doolittle to launch 170 miles from the intended take-off point. As a result, the planes lacked the fuel to reach their bases in China, forcing the crews to bail out or crash their aircraft. While the damage inflicted was minimal, the raid achieved the desired morale boost. Also, it stunned the Japanese, who had believed the home islands to be invulnerable to attack. As a result, several fighter units were recalled for defensive use, preventing them from fighting at the front. When asked where the bombers took off from, Roosevelt stated that They came from our secret base at Shangri-La. The Battle of the Coral Sea With the Philippines secured, the Japanese sought to complete their conquest of New Guinea by capturing Port Moresby. In doing so they hoped to bring the US Pacific Fleets aircraft carriers into battle so that they could be destroyed. Alerted to the impending threat by decoded Japanese radio intercepts, the Commander-in-Chief of the US Pacific Fleet, Admiral Chester Nimitz, dispatched the carriers USS Yorktown (CV-5) and USS Lexington (CV-2) to the Coral Sea to intercept the invasion force. Led by Rear Admiral Frank J. Fletcher, this force was soon to encounter Admiral Takeo Takagis covering force consisting of the carriers Shokaku and Zuikaku, as well as the light carrier Shoho (Map). On May 4, Yorktown launched three strikes against the Japanese seaplane base at Tulagi, crippling its reconnaissance capabilities and sinking a destroyer. Two days later, land-based B-17 bombers spotted and unsuccessfully attacked the Japanese invasion fleet. Later that day, both carrier forces began actively searching for each other. On May 7, both fleets launched all of their aircraft, and succeeded in finding and attacking secondary units of the enemy. The Japanese heavily damaged the oiler Neosho and sunk the destroyer USS Sims. American aircraft located and sunk Shoho. Fighting resumed on May 8, with both fleets launching massive strikes against the other. Dropping out of the sky, US pilots hit Shokaku with three bombs, setting it on fire and putting it out of action. Meanwhile, the Japanese attacked Lexington, hitting it with bombs and torpedoes. Though stricken, Lexingtons crew had the ship stabilized until fire reached an aviation fuel storage area causing a massive explosion. The ship was soon abandoned and sunk to prevent capture. Yorktown was also damaged in the attack. With Shoho sunk and Shokaku badly damaged, Takagi decided to retreat, ending the threat of invasion. A strategic victory for the Allies, the Battle of the Coral Sea was the first naval battle fought entirely with aircraft. Yamamotos Plan Following the Battle of Coral Sea, the commander of the Japanese Combined Fleet, Admiral Isoroku Yamamoto, devised a plan to draw the remaining ships of the US Pacific Fleet into a battle where they could be destroyed. To do this, he planned to invade the island of Midway, 1,300 miles northwest of Hawaii. Critical to Pearl Harbors defense, Yamamoto knew the Americans would send their remaining carriers to protect the island. Believing the US to only have two carriers operational, he sailed with four, plus a large fleet of battleships and cruisers. Through the efforts of US Navy cryptanalysts, who had broken the Japanese JN-25 naval code, Nimitz was aware of the Japanese plan and dispatched the carriers USS Enterprise (CV-6) and USS Hornet, under Rear Admiral Raymond Spruance, as well as the hastily repaired Yorktown, under Fletcher, to the waters north of Midway to intercept the Japanese. The Tide Turns: The Battle of Midway At 4:30 AM on June 4, the commander of the Japanese carrier force, Admiral Chuichi Nagumo, launched a series of strikes against Midway Island. Overwhelming the islands small air force, the Japanese pounded the American base. While returning to the carriers, Nagumos pilots recommended a second strike on the island. This prompted Nagumo to order his reserve aircraft, which had been armed with torpedoes, to be rearmed with bombs. As this process was underway, one of his scout planes reported locating the US carriers. Hearing this, Nagumo reversed his rearmament command in order to attack the ships. As the torpedoes were being put back on Nagumos aircraft, American planes appeared over his fleet. Using reports from their own scout planes, Fletcher and Spruance began launching aircraft around 7:00 AM. The first squadrons to reach the Japanese were the TBD Devastator torpedo bombers from Hornet and Enterprise. Attacking at low level, they did not score a hit and suffered heavy casualties. Though unsuccessful, the torpedo planes pulled down the Japanese fighter cover, which cleared the way for the American SBD Dauntless dive bombers. Striking at 10:22, they scored multiple hits, sinking the carriers Akagi, Soryu, and Kaga. In response, the remaining Japanese carrier, Hiryu, launched a counterstrike that twice disabled Yorktown. That afternoon, US dive bombers returned and sunk Hiryu to seal the victory. His carriers lost, Yamamoto abandoned the operation. Disabled, Yorktown was taken under tow, but was sunk by the submarine I-168 en route to Pearl Harbor. To the Solomons With the Japanese thrust in the central Pacific blocked, the Allies devised a plan to prevent the enemy from occupying the southern Solomon Islands and using them as bases for attacking Allied supply lines to Australia. To accomplish this goal, it was decided to land on the small islands of Tulagi, Gavutu, and Tamambogo, as well as on Guadalcanal where the Japanese were building an airfield. Securing these islands would also be the first step towards isolating the main Japanese base at Rabaul on New Britain. The task of securing the islands largely fell to the 1st Marine Division led by Major General Alexander A. Vandegrift. The Marines would be supported at sea by a task force centered on the carrier USS Saratoga (CV-3), led by Fletcher, and an amphibious transport force commanded by Rear Admiral Richmond K. Turner. Landing at Guadalcanal On August 7, the Marines landed on all four islands. They met fierce resistance on Tulagi, Gavutu, and Tamambogo, but were able to overwhelm the 886 defenders who fought to the last man. On Guadalcanal, the landings went largely unopposed with 11,000 Marines coming ashore. Pressing inland, they secured the airfield the next day, renaming it Henderson Field. On August 7 and 8, Japanese aircraft from Rabaul attacked the landing operations (Map). These attacks were beaten off by aircraft from Saratoga. Due to low fuel and concerned about further loss of aircraft, Fletcher decided to withdraw his task force on the night of the 8th. With his air cover removed, Turner had no choice but follow, despite the fact that less than half of the Marines equipment and supplies had been landed. That night the situation worsened when Japanese surface forces defeated and sank four Allied (3 US, 1 Australian) cruisers at the Battle of Savo Island. The Fight for Guadalcanal After consolidating their position, the Marines completed Henderson Field and established a defensive perimeter around their beachhead. On August 20, the first aircraft arrived flying in from the escort carrier USS Long Island. Dubbed the Cactus Air Force, the aircraft at Henderson would prove vital in the coming campaign. In Rabaul, Lieutenant General Harukichi Hyakutake was tasked with retaking the island from the Americans and Japanese ground forces were routed to Guadalcanal, with Major General Kiyotake Kawaguchi taking command at the front. Soon the Japanese were launching probing attacks against the Marines lines. With the Japanese bringing reinforcements to the area, the two fleets met at the Battle of the Eastern Solomons on August 24-25. An American victory, the Japanese lost the light carrier Ryujo and were unable to bring their transports to Guadalcanal. On Guadalcanal, Vandegrifts Marines worked on strengthening their defenses and benefited from the arrival of additional supplies. Overhead, the aircraft of the Cactus Air Force flew daily to defend the field from Japanese bombers. Prevented from bringing transports to Guadalcanal, the Japanese began delivering troops at night using destroyers. Dubbed the Tokyo Express, this approach worked, but deprived the soldiers of all their heavy equipment. Beginning on September 7, the Japanese began attacking the Marines position in earnest. Ravaged by disease and hunger, the Marines heroically repulsed every Japanese assault. Fighting Continues Reinforced in mid-September, Vandegrift expanded and completed his defenses. Over the next several weeks, the Japanese and Marines battled back and forth, with neither side gaining an advantage. On the night of October 11/12, US ships under, Rear Admiral Norman Scott defeated the Japanese in the Battle of Cape Esperance, sinking a cruiser and three destroyers. The fighting covered the landing of US Army troops on the island and prevented reinforcements from reaching the Japanese. Two nights later, the Japanese dispatched a squadron centered on the battleships Kongo and Haruna, to cover transports heading to Guadalcanal and to bombard Henderson Field. Opening fire at 1:33 AM, the battleships struck the airfield for nearly an hour and half, destroying 48 aircraft and killing 41. On the 15th, the Cactus Air Force attacked the Japanese convoy as it unloaded, sinking three cargo ships. Guadalcanal Secured Beginning on October 23, Kawaguchi launched a major offensive against Henderson Field from the south. Two nights later, they nearly broke through Marines line, but were repulsed by Allied reserves. As the fighting was raging around Henderson Field, the fleets collided at the Battle of Santa Cruz on October 25-27. Though a tactical victory for the Japanese, having sunk Hornet, they suffered high losses among their air crews and were forced to retreat. The tide on Guadalcanal finally turned in the Allies favor following the naval Battle of Guadalcanal on November 12-15. In a series of aerial and naval engagements, US forces sank two battleships, a cruiser, three destroyers, and eleven transports in exchange for two cruisers and seven destroyers. The battle gave the Allies naval superiority in the waters around Guadalcanal, allowing for massive reinforcements to land and the beginning of offensive operations. In December, the battered 1st Marine Division was withdrawn and replaced by XIV Corps. Attacking the Japanese on January 10, 1943, XIV Corps forced the enemy to evacuate the island by February 8. The six month campaign to take the island was one of the longest of the Pacific war and was the first step in pushing back the Japanese.