Ability Job Fit

Ability Job Fit What is more likely to lead to high work performance a fit between ability-job or between personality-organisation? Introduction The aim of this assignment is to construct an argument to support the proposition, that Performance-Organization fit is more important over Ability-Job fit, for higher job performance. Scope and Definitions The scope of the assessment covers only the area of high work performance related to ability-job and personality-organization, using proven research and theoretical information from a wide range of articles and journals that are relatively current and authentic. Accordingly, both theory and empirical research, drawn from thorough literature review are used to analyse, substantiate and conclude Personality-Organization shall to lead to higher work performance In this paper, Work performance is broadly viewed as Contextual performance behaviour, counter productive work behaviour, inter personal facilitation and task performance. Background Information Globalization and its effects have led organizations into unchartered territories. As institutions valiantly try to thrive in an ever demanding atmosphere, the identification of critical resources is paramount to any organization. The single most important factor that is significant to any organization is its human capital. The success or failure of an organization can be largely attributed to its human resources. Thus making it directly related to their work performance. The senior executives of most organizations view people and workforce related issues as a critical competitive differentiator and one of their top agenda items. This sentiment is evident in the survey conducted by Accenture in their 2006 Edition of the Accenture High-Performance Workforce Study, in which attracting and retaining skilled staff and developing talented leaders were cited by the executives as critical factors in achieving high performance (Accenture Consulting, 2006). High Work Performance In an organizational context high work performance is defined as an employee (or group of employees) at any level or functions that is focused on the right priorities and understand that they are accountable for delivering strong results. They are energized, engaged and perfectly positioned to give their best by exceeding or far exceeding their Key Performance Indicators (KPIs). Ability Job Fit Ability-job fit can be defined as the fit between the abilities of a person and the demands of a job, or the desires of a person and the attributes of a job (Sekiguchi, 2004). Personality Organization Fit Personality-Organization is defined as the compatibility between a person and the organization, emphasizing the extent to which a person and the organization share similar fundamental characteristics and/or meet each others needs (Kristof, 1996). Ability Job Fit for High Performance According to the literature on practical job previews, correct and practical job information enables applicants to review the degree of similarity between their knowledge, skills and abilities (KSAs) and the job necessities. Applicants who identify a match between the job requirements and their KSAs are likely to stay in selection and accept the job offer. The basic assumption of the theory is that applicants personal assessments play an important part in initial attraction, to remain in the selection procedure and finally in job acceptance decision. Research also supports that subjective fit is the better predictor of hiring outcomes and applicant attitudes than the objective fit (Carless, 2005). Ability-Job fit assessment If you are a job seeker, you might not be considering the importance of ability job-fit, but this fit is critical. As research suggests, without it, you become among the estimated 75 percent of the workforce who are dissatisfied with their jobs (Coppola, Carini, 2006). The ability job-fit model demonstrates that work performance, personal satisfaction and outcomes are enhanced when the employee and work environment are in perfect synch. Synchronization is a process that includes not just education and experience, but many dimensions of individuals abilities: ability to learn, mental hard-wiring, personality archetypes, leadership dynamics and physical abilities (Coppola, Carini, 2006). Job Characteristic Belief Dimensions A primary classification in the job characteristics is Hackman and Oldhams (1980) Job Characteristics Model, which includes five job characteristics: Autonomy Skill variety Task feedback Task identity Task significance Empirical findings on Job Characteristic Belief Research on the model has also found that a multiplicative or additive index of the five job characteristics reflecting job complication is a better analyst of the models psychological findings than an individual job characteristic (Fried Ferris, 1987). Thus, for the purpose of conciseness, a single complexity job characteristic feature was developed for the current research, involving the degree to which a job is complicated, challenging, and involves diverse tasks (Ehrhart, 2006). Further, research finds that the five dimensions, in the Job Characteristics Model (JCM) predominantly relates to an individuals experience of the job, regardless of other factions such as subordinates, co-workers, supervisors, or customers. Accordingly, the level and nature of interpersonal interaction required by customer service jobs is not represented in the JCM (Ehrhart, 2006). Antecedents and outcomes of Ability-Job fit The review of the ability-job fit literature by Edwards (1991) recognized job satisfaction, low job stress, motivation, performance, attendance and retention as outcomes that are positively affected by ability-job fit. When ability-job fit is assessed as the match between what an employee wants and receives from performing job, it is linked to enhance job-satisfaction, integration, and organizational commitment, as well as reduced intentions to resign. Additional benefits for task performance have been established when the meaning of ability-job fit is expanded to include the match between abilities and their job demands. Research by Sekiguchi in 2004, also demonstrates that structured and validated measures for determining ability-job fit have led to efficient selection of employees leading to high performance compared to unstructured techniques (Sekiguchi, 2004). Personality Organization Fit for High Performance Person-environment (P-E) fit propose that positive responses occur when there is a high level of compatibility between individuals and their environment. Research also emphasizes this proposition that individuals adapt easily to jobs that match appropriately with their career personality traits (Spokane, 1985; Tinsley, 2000). P-E fit is seen as a general and wider term, and covers detailed concepts of fit. In the high work performance domain, one common form of fit has been identified as person-organization fit (P-O fit). Further, empirical data suggests that Personality-Organisation fit is the key attribute in maintaining flexibility and dedicated workforce that is essential to a highly competitive organizational environment (Bowen, Ledford and Nathan, 1991; Kristoff, 1996). The Person-Organization fit is distinguished into two types: Supplementary fit Complementary fit Supplementary fit is defined as when a person has similar characteristics to other individuals (Ivancevich, Konopaske Matteson, 2008). Complementary fit is defined as when the individual and the situation suit each others needs (Ivancevich, Konopaske Matteson, 2008). In analysing the P-O fit and related affects on high work performance, the personality domain should be taken into account and evaluated. The main personality domains of interests in the P-O fit are the following: Big Five personality dimensions Locus of Control Self-efficacy Big Five Personality Dimensions In accordance with psychologists, the five big personality dimensions identified in humans are: Extroversion Emotional stability Agreeableness Conscientiousness Openness to experience Extroversion is a trait that indicates a persons outgoing, sociable behaviour. Research suggests that people with high extroversion thrive in sales and managerial positions as they enjoy interacting and conversing with fellow colleagues and peers Their performance excels in training programs and tends to contain superior levels of overall job contentment (Judge, Heller Mount, 2002). Emotional Stability is the ability to be calm, serene, relaxed and secure. Low emotional stability can result in job dissatisfaction and underperformance due to job-related stress (Judge Ilies, August 2002). Agreeableness is the tendency to be considerate, forgiving, tolerant, trusting and soft-hearted. In the organizational domain this is classified as someone who gets along with others and who possess a cooperative attitude. Agreeableness is a trait for a team player who can develop and maintain good interpersonal relationships and team cohesion (Neuman Wright, June 1999, pp. 379-389). This trait is paramount for high performing teams, specifically in the occupations within areas of customer service, sales, auditing, nursing, teaching and social work. Conscientiousness is to be dependable, organized, thorough, responsible and disciplined. Individuals displaying such traits have a tendency to work hard and enjoy achievements, which research has deemed to be important for job performance (Ivancevich, Konopaske Matteson, 2008, page 75). Further, individuals in this group exhibit higher levels of motivation, job satisfaction and other important forms such as retention, attendance and less counterproductive behaviour which are imperative for job performance (Judge Ilies, August 2002).. Openness to experience tends to reflect the extent to which a person is broad-minded, creative, intelligent, inquisitive and willing to take risks. These characteristics are advantageous in occupations where innovation and change is continuous (Ivancevich, Konopaske Matteson, 2008, page 75). Empirical Findings on Big Five Personality Barrick Mount in 1991 conducted research to indentify the relationship between selected job performance criterias and Big Five personality dimensions within five occupational groups. The job performance criterias were: Personnel data Training proficiency Job proficiency Meta-analysis findings of different occupational groups (professionals, skilled/semi-skilled labour, managers, police and sales) across Big five personality dimensions are presented in Table 1 appendix1 (Barrick Mount, 1991, p.12). The results confirmed that for all the occupational groupings Conscientiousness was the valid predictor. The 5 occupational groups shows consistency across other personality dimensions (Barrick M.R Mount M.K, 1991, pp.12-13) In terms of Emotional Stability (ES) very little evidence was found. The correlations for ES were lower compared to conscientiousness, but ES for professionals was in fact in the opposite direction. Agreeableness and Extraversion were theorized as valid predictors for sales representatives and managers. This theory was found support for Extraversion in both occupations. However, very less support was found for Agreeableness, for sales and for managers. Rest of the true score correlations with respect to other dimensions were quite low (Barrick M.R Mount M.K, 1991, pp.14) Table 2 in Appendix1 shows that Conscientiousness as a credible tool for all three criterion types and the results for Conscientiousness are consistent. Extraversion and Openness to Experience (OE) were significant predictors of training proficiency criterion. Most of the other remaining correlations were comparatively small for all three criterion types (Barrick M.R Mount M.K, 1991, p.14) Van Scotter and Motowidlo (cited in Murphy, Cleaveland Beaty, 2001, p. 127) examined correlations between task performance and personality measures scores, and also the two dimensions of contextual performance: Job dedication such as self-disciplined behaviours like working hard, following rules and taking initiative to solve a problem Interpersonal facilitation (cooperative behaviours which helped co-workers in finishing their tasks) These researchers found that Agreeableness, Extroversion, Conscientiousness, and Positive Affectivity were significantly related to inter personal facilitation and only Conscientiousness was related significantly to task performance (Murphy, Cleaveland and Beaty, 2001, pp.127) The relationship between job context, job content sources of stress and selected behavioural and attitudinal outcomes, absenteeism and perceived performance, were empirically examined, while controlling for differences in personality, occupation and organizational culture. The research was conducted with twelve hundred hospital workers using an occupational stress questionnaire and attendance records. It was found that job content stress was found to reduce absenteeism but not to influence perceived performance, while job context stress increased absenteeism and reduced perceived performance (Arsenault, 1983, p.227) The outcome of the research attributed personality to have significant effect on performance but not on absenteeism, but occupation influenced absenteeism but not performance; while organizational culture contributed to the explanation of both absenteeism and performance (Arsenault, 1983, p.227). Smithikrai in 2008 conducted a study on Counter Productive Work Behaviour (CWB) and the extent to which the strength of situations moderates the relations between personality traits (Smithikrai, 2008, p.253). The study set the following as the CWBs: Absenteeism Production deviance Workplace aggression Theft Sabotage or fraud The Research found that conscientiousness is the strongest predictor of CWB (Hough, 1992; Salgado, 2002; Dalal, 2005; Sackett et al., 2006(cited in Smithikrai, 2008, p.253)). The results also indicated that, in a weak situation only, conscientiousness has a stronger, negative relation to CWB when agreeableness is low than when agreeableness is high (Smithikrai, 2008, p.261). Locus of control Locus of control refers to the extent a person believes that specific outcomes are caused by their actions. If someone feels that they are in control of the outcomes, then they have an internal locus of control and the opposite be interpreted as external locus of control (Salazar, Hubbard Salazar, 2002). Empirical Findings on Locus of Control Daileys (1980) study, conducted with 281 scientists, tackled the association between locus of control and task difficulty, task variability and job performance. The research indicated that individuals with an internal locus of control exhibited greater satisfaction, motivation and had an elevated level of involvement in their jobs leading to high performance. Research with a group of accountants performed in Taiwan, also suggests that accountants personality, as measured by locus of control, plays an essential function in predicting the intensity of job performance (Jui-Chen Chen, Colin Silverthorne, 2008). Self-efficacy (SE) SE is essential for successful job performance and must not be underestimated as simply the belief that ones capability and competence may even determine an individuals attempt at completing a particular task. SE affects a persons choice, behaviour, motivation, perseverance, and facilitative thought patterns. Low SE can result in incapacitating effects such as stress and depression, and thus should be handled with care for high job performance (Christopher, 1999). Empirical Findings on Self-efficacy Research was conducted amongst 118 employees in an Australian financial services firm Christopher, 1999). In the study, self-efficacy was found to mediate the association between the amount of prescribed training and superior ratings of improved performance among individuals in jobs where self-confidence was perceived to be crucial for positive outcome, but not among individuals in any positions where it was considered irrelevant (Christopher, 1999). Research confirms the significance of self-regulatory mechanisms in performance achievements and motivational processes (Locke Latham, 1990; Kanfer, 1990; Bandura, 1997; Carver Scheier, 1985). Meta-analytic investigations and performance outcomes in a variety of contexts have been clearly established when self-efficacy is associated (Bandura, 1997) and meta-analytic investigations (Stajkovic Luthans, 1998a). A positive connection between self-efficacy and work-related performance is found by researchers in areas such as computer-related tasks (Harrison, Rainer, Hochwarter, Thompson, 1997), academic research productivity (Taylor, Locke, Lee, Gist, 1984), managerial decision-making (Wood Bandura, 1989a), career choice (Lent, Brown, Larkin, 1987) organizational change (Judge, Thorensen, Pucik, Welbourne, 1999) and coping with career-related stressful events (Stumpf, Brief, Hartman, 1987). The Importance of P-O Fit over Ability-Job Fit Although studies of Ability Job Fit and Personality-Organization (P-O) Fit have been extensive and increasing, researchers have increasingly put more emphasis on P-O Fit. Kristof (1996) contends that there has been a growing interest in P-O Fit during the recent years by both scholars and managers. Bowen et al (1991) (cited in Sekiguchi, 2004) explains that P-O fit is the key to maintaining the flexible and committed work force that is necessary in a competitive business environment and a tight labour market. Kristof, (1996) contends that P-O fit occurs when an organization satisfies an employees needs desires and preferences. The P-O fit argues that employee/persons leave jobs that are not compatible with their personalities. However, it has been argued that the ability job fit model emphasizes the performances of employees, but their satisfaction and thus the outcomes are enhanced when the employees and their work environment are in perfect synchronization (Coppola Carini, 2006). Also, according to Coppola and Carini (2006), individuals past experience and educational skills would not produce any tangible performance outcomes as they try to match their skills with a new job. Sekiguchi, (2004) contends that employees and organization attract each other based on their similarities. This was confirmed by empirical evidence that an elevated level Personality-Organization fit is linked to a number of positive results. Vancouver Schmitt, 1991, Brets Judge, 1994, Chatman, 1991, Boxx et al; 1991, Downey et al; 1975, OReilly et al, 1991, Postner; et al; 1985, Tziner, 1987(cited in Sekiguchi, 2004) explains that empirical evidence discovered that Person Organization Fit was correlated to a number of positive performance outcomes. Cable and Judge, (1996) explains that people select organizations that fulfil needs that has been seen a process that resulted in P-O fit. Chatman, 1989, 1991, Judge, 1993, OReilly et al., 1991, Meglino, et al., 1989 (cited in Cable Judge, 1996, p. 297) further explains that employees are fully committed towards their organization when they share the values of their organizations and in turn they achieve maximum job satisfaction resulting in high performance. Conclusions Theory and research on Ability-Job Fit and Personality-Organisation fit involved a variety of levels of study with respect to high job performance. The analyses were conducted using various job abilities and personality traits in multiple conceptualizations leading to job performance. The P-O is the important attribute to an employees adaptability in an organization providing the essential impetus to higher work performance. This basically means that recruitment of persons possessing the right personality would result in far better job performance when the person and the organization are aligned together. Based on the theoretical and empirical research on personality-organisation fit and ability-job fit, its extensively proven that personality-job fit carries more importance than the ability-job fit. References Accenture Consulting 2006, High Performance Work Study 2006, Research Report, p. 5, retrieved 2 April 2010, . Arsenault, A 1983, The role of personality, occupation and organization in understanding the relationship between job stress, performance and absenteeism, vol. 1983, issue 3, p. 227 Barrick, MR Mount, MK 1991, The Big Five Personality Dimensions and Job Performance: A Meta-Analysis, vol. 44, issue 1, pp. 1-26. Bandura, A 1997, Self-efficacy: The exercise of control, New York: Freeman. Beaty, JC Jr, Cleveland, JN Murphy, KR 2001, The Relation Between Personality and Contextual Performance in Strong Versus Weak Situations, vol. 14, issueÂÂ  2, pp. 125-148. Cable, D Judge, T 1996, Person-Organization Fit, Job Choice Decisions, and Organizational Entry, Organizational Behaviour and human resource processes, vol. 67, no. 3, pp. 294-295. Carless, S 2005, Person-Job Fit versus Person-Organization Fit as predicators of organizational attraction and job acceptance intensions: A longitudinal study, Journal of Occupational and Organizational Psychology, Vol. 78, pp. 411-429. Carver, CS Scheier, MF 1985, A control-systems approach to the self-regulation of action, In Kuhl, J Beckmann, J (Eds.), Action control: From cognition to behaviour, New York: Springer, pp. 237-266. Christopher, O 1999, The impact of self-efficacy on the effectiveness of employee training, Journal of Workplace Learning, Year: 1999, vol. 11, issue 4, pp. 119 122. Coppola, N Carini, G 2006, Ability Job-Fit Self Assessment: Employment Considerations for Job Seekers, Healthcare Executives, vol. 21 issue 2, pp. 60-63. Dailey, R 1980, Relationship between locus of control, task characteristics, and work attitudes, Psychological reports, 47, pp. 855-861. Edwards, JR 1991, Person-job fit: A conceptual integration, literature review, and methodological critique, International review of industrial and organisational psychology, vol. 6, pp. 283-357. Ehrhart, K 2006, Job characteristics belief and personality as antecedents of subjective person-job fit, Journal of Business and Psychology, Vol. 21, no. 2. Fried, Y Ferris, GR 1987, The validity of the job characteristics model: A review and Meta-analysis, Performance Psychology, Vol. 40, pp. 287-322. Gist, ME Mitchell, TR 1992, Self-efficacy: A theoretical analysis of its determinants and malleability, Academy of Management Review, 17, pp. 183-211. Harrison, AW, Rainer, RK, Hochwarter, WA Thompson, K R 1997, Testing the self-efficacy-performance linkage of social-cognitive theory The Journal of Social Psychology, Vol. 137, pp. 79-87. Salazar, J, Hubbard, S Salazar, L 2002; Locus of control and Its Influence on Hotel Managers Job Satisfaction, Journal of Human Resources in Hospitality Tourism, Vol. l (2) 2002, retrieved 2 April 2010, http://www/haworthpressinc.com/store/product. asp?sku=J 17 1, 2002. Judge, TA, Locke, EA Durham, CC 1997, The dispositional causes of job satisfaction: A core evaluations approach, In Staw BM, Cummings LL, (Eds.), Research in organizational behaviour, vol. 19, pp. 151-188. Judge, TA Llies, R 2002, Relationship of Personality to Performance Motivation: A Meta-Analytic Review, Journal of Applied Psychology, Vol. 87, no.4, pp. 797-807. Judge, TA, Daniel, H Mount, MK 2002, Five-Factors of Model Personality and Job Satisfaction: A Meta Analysis, Journal of Applied Psychology, Vol. 87, no.3, pp. 530-541. Chen, J Silverthorne, C 2008, The impact of locus of control on job stress, job performance and job satisfaction in Taiwan, Leadership Organization Development Journal, Vol. 29, issue 7, pp. 572-582. Kanfer, R 1990, Motivation theory and industrial and organizational psychology, In Dunnette, MD Hough LM, (Eds.), Handbook of industrial and organizational psychology, vol. 1, Palo Alto: Consulting Psychologists Press, pp. 75-170. Kristof, A 1996, Person-Organization Fit: An integrative review of its conceptualizations, measurements, and implications, Personnel Psychology, pp.1-2. Lent, RW, Brown, SD Larkin, KC 1987, Comparison of three theoretically derived variables in predicting career and academic behaviour, Self-efficacy, interest congruence, and consequence thinking, Journal of Counselling Psychology, Vol. 34, pp. 293-298. Locke, EA Latham, GP 1990, A theory of goal setting and task performance, Englewood Cliffs, NJ: Prentice Hall. Neuman, GA Wright, J 1999, Team Effectiveness; Beyond Skills and Cognitive Ability, Journal of Applied Psychology, Vol. 84, no.3, pp. 379-389. Sekiguchi, T 2004, Person-Organization Fit and Person Job Fit in employee Selection: A review of the Literature, Osaka Keidai Ronshu, vol.54, no. 6, p, 182. Smithikra, C 2008, Moderating effect of situational strength on the relationship between personality traits and counterproductive work behaviour, Vol 11, issue 4, pp. 253-263 Stajkovic, AD Luthans, F 1998a, Self-efficacy and work-related performance: A meta-analysis, Psychological Bulletin, 124, pp. 240-261. Stumpf, SA, Brief, AP Hartman, K. 1987, Self-efficacy expectations and coping with career-related events, Journal of Vocational Behaviour, Vol. 31, pp. 91-108. Taylor, MS, Locke, EA, Lee, C Gist, ME 1984, Type A: behaviour and faculty research productivity, What are the mechanisms? Organizational Behaviour and Human Decision Processes, 34, pp. 402-418. Van Scotter, JR Motowidlo, SJ 1996, Interpersonal facilitation and job dedication as separate facets of contextual performance, Journal of Applied Psychology, Vol. 81, pp. 525-531. Wood, R Bandura, A 1989a, Impact of conceptions of ability on self-regulatory mechanisms and complex decision-making, Journal of Personality and Social Psychology, Vol 56, pp. 407-415.

Sex, Drugs, Disasters, and the Extinction of Dinosaurs by Stephen Jay G

â€Å"Sex, Drugs, Disasters, and the Extinction of Dinosaurs† is written by Stephen Jay Gould, professor of geology and zoology at Harvard. This essay is one of more than a hundred articles on evolution, zoology, and paleontology published by Gould in national magazines and journals. It tells about scientific proposals for the extinction of dinosaurs – a confusing but an exciting problem that humanity tries to solve. By analyzing and describing each of the claims for the reptiles’ demise – sex, drugs, and disasters – Gould differentiates bad science from good science and explains what makes some theories silly speculations, while the other, a testable hypothesis. Any hypothesis, Gould says, begins with the collection of facts. In this early stage of a theory development bad science leads nowhere, since it contains either little or contradicting evidence. On the other hand, Gould suggests, testable proposals are accepted temporarily, furthermore, new collected facts confirm a hypothesis. That is how good science works. It is self-correcting and self-developing with the flow of time: new information improves a good theory and makes it more precise. Finally, good hypotheses create logical relations to other subjects and contribute to their expansion. The disaster theory, Gould claims, is an example of good science. It has testable evidence and has an impact on studies in other fields of science, it develops further and explains why the extinction of dinosaurs occurred simultaneously with other events. This theory suggests that a large comet hit the Earth sixty five million years ago, causing the cloud of dust to rise into the sky and to block sunlight. As a result, world temperatures went down significantly, the ice age bega... ...r optimum temperatures, hot climate caused the dinosaurs to heat up beyond their optimum. However, the heat didn’t kill them, but sterilized the males, because their testes functioned at certain temperatures. Gould argues that this theory is untestable, and the experiments with the influence of extreme temperatures on modern alligators do not necessarily explain the extinction of dinosaurs. Furthermore, many questions are not answered because of the absence of evidence. Gould states that this theory is another example of bad science. Sex, drugs, and disasters are both popular topics that grab public attention and scientific theories of the extinction of dinosaurs. While sex and drug hypotheses represent silly speculations, the disaster claim is good science: it provides testable evidence, has an impact on other scientific fields, and generates continuous research.

The Great Work of Thomas Jefferson :: Politics Political Essays

The Great Work of Thomas Jefferson Thomas Jefferson was at the center of American history for more than half a century. He was a man of many talents, he was the author of the Declaration of Independence, and he was the third President of the United States. Thomas Jefferson had many talents. One of his talents was that he was an architectural engineer. With this talent he helped design many things like the city of Washington D.C., the University of Virginia, and his home called Monticello. He designed the rotunda for the University of Virginia library in 1821 (Greene 37). Another talent that he had was that he was a really good writer. Only Abraham Lincoln was equal in writing talents as Jefferson. It was said of Jefferson that he "could put words together and fashion them into a powerful weapon," (Greene 10). He also was a great educator. Jefferson would study fifteen hours every day when he was young, because learning was important to him, (Greene 11). He wanted people to have a chance to learn. So he started the University of Virginia. He planned the buildings and chose the teachers. He was known as the father of the University of Virginia, (Greene 40). He was one of the leading scientists of his day in America. He tried new ways of planting crops and raising animals, (Greene 37). He was one of the first farmers to grow tomatoes in the United States, (Greene 25). One of his other talents was that he was a creative inventor. He invented a machine that could write two copies of a letter at the same time. He invented a tiny elevator called a "dumbwaiter" to carry things up to his dining room from the basement. Jefferson also invented storm windows, a chair that turned, and much more, (Patterson 25). Jefferson was chairman of the committee to write the Declaration of Independence. He was asked by the other four members of the committee to write the first draft of the Declaration. When he wrote the Declaration of Independence, he wrote it with common words and phrases so all could understand the plain truth of his statements. He did not consult a book or pamphlet when writing it. Everything came straight from his mind and heart, (Patterson 36). He made many changes to the Declaration before he was happy with what he wrote. He was known throughout the colonies as a great writer on political issues.

Themes In Once And Future King Essay -- essays research papers

T. H. White's The Once and Future King is one of the most complete and unique portrayals of the immortal legend of King Arthur. Though it has been in print for less than half a century, it has already been declared a classic by many, and is often referred to as the "bible" of Arthurian legend. White recreates the epic saga of King Arthur, from his childhood education and experiences until his very death, in a truly insightful and new way. This is not, however, the first complete novel of Arthur's life. In the fifteenth century, Sir Thomas Malory wrote Morte d'Arthur, the first complete tale of Arthur's life. Since then, a countless number of books have been written on the subject, yet none can compare to The Once and Future King. It has easily become the most popular of all the Arthurian novels as it is loved by both children and adults. Though similar in many ways to other works of the same subject, such as Malory's, White gives new details, meanings, and insightful modern ization to the story, giving it an earthy quality, which the reader can identify with. White's rendering of the Arthurian legend differs from the traditional versions in that he includes contemporary knowledge and concepts, adds new stories and characters to the legend, and provides new perspectives by probing deeper into the existing tales. Anachronism It is the contemporary tone in The Once and Future King, which gives the novel its present-day feeling. This helps the reader to relate to the story, rather than placing it in strictly within the context of the Arthurian period. For example, early in the novel Eton College is referred to, which White then points out "was not founded until 1440," but the place was nevertheless "of the same sort"(4). Another example of anachronism can be found during a discussion between Merlyn and Wart, when Merlyn exclaims "Castor and Pollux blow me to Bermuda!" (86). During the days of Arthur, Bermuda was an unknown place, and would not be discovered until the fifteenth century. Though these references have no true significance to the plot of the story, White uses anachronism as a device to aid the reader in association with the context. And, as in other of White's novels, "the author's presence is apparent" (Fries 260), giving the feeling of an oral storytell ing. These "almost too frequent histori... ... often" (28). This depiction of Merlyn shows his amusing and funny personality, which White exposes throughout the novel. The frequent use of comedy gives White's novel a unique twist which cannot be found in the traditional versions of the story. When T. H. White decided to write The Once and Future King, he realized that his task would be an ambitious one. He faced the challenge of telling a tale which has been present for centuries, in a new way which would make it of interest to readers. His recreation of the Arthurian legend more than lives up to that challenge. The addition of new themes, anachronism, characters such as King Pellinore, and new adventures gives the novel a unique flair without straying too far from the traditional legend. The deeper interpretations of the characters and events in the story provide for a truth and authenticity not to be found in similar works, and the sense of humor gives White's novel an individual touch. T. H. White's The Once and Future King is one of the best retellings of the Arthurian legend, and his additions to the tale create an invigorating and entertaining combination, ranking it among the most popular and best read of all.

Free Trade Agreement and Its Affect on Canadian Business Essay

Free Trade Agreement and Its Affect on Canadian Business With the coming of the Free Trade Agreement (FTA) there have been very serious implications for Canadian business and for that matter, Canada as a whole. Many aspects of the previous economic climate have changed such as the reduction or eliminatation of tariffs and the restrictions on subsidies to name only a few. There has been much heated debate on the pros and cons of this deal: whether Canada will prosper or become the 51st. American state. This paper will not take this approach to the issue of whether or not it is a wise agreement, but will look at what business can do to better itself with the existing FTA. If Canadian business is to survive and prosper in this radically changed North American and Global atmosphere of easier trading, then it must adapt. Some of the main areas that will have to be addressed is the need for more productive and efficient operations, a new focus by business on the new trading reality, and a change in policies by Government to enable Canada to function better with the FTA. The FTA stands to alter Canadian business which has grown rather relaxed and inefficient behind walls of tarrifs. While these may have initially spurred industry, they have after time encouraged complacency. With these rapidly disappearing walls, business will have to become "lean and mean" in order to compete in a very competitive global market. Looking at the present state of affairs our status in research and development (R&D), labour costs and expansion, there is much that must be done. Compared to the other industrialized western nations we lag far behind in nearly all areas. Take for example R&D. In 1990 Canada spe... ... Cameron, Duncan. The Free Trade Papers. James Lorimor & Company, Publishers, Toronto, 1986 The Canada and US FTA (Complete Doccument), External affairs Canada, Ottawa Laxer, James. Leap of Faith: Free Rade and the Future of Canada. Hurtig Publishers, Edmonton, 1986 The Case Against the Critics of Free Trade. John Miora. Finanical Post, Feb. 8, 1986 Brave New World. Marc Tait. Maclean's, Jan. 9, 1989 Firms going continental. Jennifer Sachsa. Globe and Mail, June 12, 1990 Roundtable: The Canada-US FTA. Fred Swift. Globe and Mail. August 12, 1988 End Notes 1 Firms going continental. Jennifer Sachsa. Globe and Mail, June 12, 1990 2 Brave New World. Marc Tait. Maclean's, Jan. 9, 1989 3 Firms going continental. Jenniger Sachsa. Globe and Mail, June 12, 1990 4 Roundtable: The Canada-US FTA. Fred Swift. Globe and Mail. August 12, 1988

Brookshire Grocery Company :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Brookshire Grocery Company, known for its commitment to excellent customer service, was established in 1938. The company began with one store in downtown Tyler, Texas under the name Brookshire Brothers. Soon after, the company changed its name to Brookshire Grocery Company and expanded to four stores in Tyler and Longview, Texas, which included the first air-conditioned store in East Texas (brookshires.com). Over the years, the Brookshire Grocery Company chain has grown to more than 150 stores throughout Texas, Louisiana, Arkansas and, most recently, Mississippi.   Ã‚  Ã‚  Ã‚  Ã‚  The firm began to open â€Å"warehouse-style stores under the trade name Super 1 Foods and 1 ’superstore’ under the trade name Brookshire’s Supercenter† in the 1980’s offering people other ways to save money (tsha.utexas.edu). Brookshire Grocery Company is also currently operating grocery store in Plano, Texas under the name Ole Foods to try to appeal to the Hispanic population in the community. The company’s manufacturing facilities include a bakery plant, dairy plant, ice cream plant, ice plant and water plant near Tyler, Texas (Brookshire Briefs).   Ã‚  Ã‚  Ã‚  Ã‚  Brookshire’s offers a variety of specialty departments in many of its stores. Among these are bakeries, pharmacies delicatessens, floral departments, in-store film processing departments, and video rentals (tsha.utexas.edu). â€Å"In 1977, Brookshire’s established the World of Wildlife and Country Store Museum in the corporate complex† featuring activities for children (tsha.utexas.edu).   Ã‚  Ã‚  Ã‚  Ã‚  Due to recent acquisitions, employment in the company has exceeded 12,000 employees (Brookshire Briefs). Brookshire’s has placed a heavy emphasis on replacing, expanding, and modernizing stores where needed in order to meet customer demands and better serve them. The firm has recently â€Å"purchased and opened 17 former Winn-Dixie stores in North-central, Texas and four former Albertsons stores in the Jackson, Mississippi area† (Tribune Business News).   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Brookshire Grocery Company also introduced a low-carbohydrate, low-sugar frozen dessert called LeCarb in 2001 proving the firm to contribute to creativity and innovation as well as providing options to health-conscious consumers. By May of 2002, the product was distributed nationwide as the first product available of its kind (Tribune Business News).   Ã‚  Ã‚  Ã‚  Ã‚  The grocery market is highly competitive. Brookshire’s has found that superior customer service is the key to success. Consumers who are familiar with the Brookshire’s personnel know that they will be greeted with a friendly smile and helpful attitude. Employee meetings and up-beat newsletters from the corporate office are excellent ways of reminding the employees of the significance of making customer satisfaction the most important part of their jobs.

MBA Admissions Essays - Look Out World! :: MBA College Admissions Essays

MBA Admissions Essays - Look Out World! Â   Write a candid description of yourself, stressing those personal qualities, assets, and liabilities that you feel will influence your study for an MBA. Describe what you consider to be your most important professional and / or academic achievement to date. Â   If one were to ask my friends to describe me they would describe me as a very pleasant, diverse, active and intelligent woman. I think one of my most distinguishing characteristics is the diversity of experiences I possess. I am a science student with a flair for the arts. I am a woman with technical aptitude and an interest in management. I also have a passion for traveling and understanding different cultures of the world. All these elements have given me a very broad outlook, with varying degrees of knowledge in a range of topics. I strongly believe that although some are not related directly, all these qualities will influence my graduate work. Â   My Engineering degree has given a strong foundation to my analytical skills since civil design involves a lot of long, complex and intricate calculations and the application of basic math skills. Over the past four years, I have been working part-time with my family firm, SnMTech Systems. I am also the co-founder and active member with FOE - Friends of the Environment. I have assisted in the installation of Enterprise-wide Resource Planning (ERP) System at Blotech, a major Engineering Company. More than what I have studied in school and college, it has been these experiences that have shaped the person that I am today. Â   Â   I believe that this unique blend of experiences has made me a woman with an original point of view. This blend has given me a broader perspective to and a good understanding of life and a goal to aim for. Among other things, I have this diversity of experience to offer Utah University. My most substantial accomplishment has been the success of the software upgradation project that I managed at SnMTech Systems Pvt. Ltd., New Delhi, where I have been working as a part time Associate Intern - Management Information Systems since 1994. Â   Â   During the first two years of my work at SnMTech, I had an opportunity to observe and work with the existing system being used. Some of the software packages being used were outdated versions.