Klemens Von Metternich

KLEMENS VON METTERNICH Statesman; born at Coblenz, 15 May, 1773; died at Vienna, 11 June, 1859; son of Count Georg, Austrian envoy of the Court of Vienna at Coblenz, and Maria Beatrix, nee Countess von Kageneck. He studied philosophy at the University of Strasburg, and law and diplomacy at Mainz. A journey to England completed his education. Metternich began his public career in 1801 as Austrian ambassador to the Court of Dresden. Though he had for several years prepared himself for a diplomatic career, he was especially fortunate in being immediately appointed to so prominent a position.Only two years later he was made ambassador to Berlin. The emperor considered it very important to have a minister at Berlin who could gain the favour of the Court and the principal Prussian statesmen, and who knew how to combine â€Å"great powers of observation with a moderate and agreeable manner†. Metternich had already proved that he possessed these qualities. Napoleon was then emperor wi th the new empire at the zenith of its power. The Emperor Francis needed his ablest ambassador at Napoleon's Court, and in May, 1806, he sent Metternich to Paris.Metternich found himself in the difficult position of representing Austria in the face of the overweening threats and ambitious plans of Napoleon at the height of his power. He did so with dignity and firmness, as his report of his important audience with Napoleon on 15 August, 1808, shows. The year 1809 is marked by the great war between Austria and France. The German States were called upon to join her, but only the Tyrol responded. On 13 May Vienna was besieged by the French, but eight days later Napoleon was defeated by the Archduke Charles at Aspern.Metternich, treated as a prisoner of state by Napoleon, was finally released in July in exchange for members of the French embassy. After the battle of Wagram Austria's position was hopeless. Its army was cut off from Hungary and compelled to retreat to Moravia and Bohemia. A great statesman was needed to save the situation. On 4 August the Emperor Francis appointed Metternich as minister of state to confer with Napoleon, and on 8 October, minister of the imperial house and of foreign affairs.By the treaty of Schonbrunn (14 October), Austria was greatly reduced in size, and reached the greatest depths of its humiliation. But the moment of its degradation saw the beginning of its rise. The two-headed eagle soared to the loftiest heights, and it was Metternich who gave it the strength for its flight. For nearly forty years he directed Austria's policy. His first concern was to establish tolerable relations with the French Emperor. Napoleon desired by means of a new marriage to ally himself with one of the old European dynasties in the hope to raise himself and to provide an heir for the imperial throne.He obtained a divorce from Josephine Beauharnais, and through the mediation of Metternich married Maria Louise, daughter of the Emperor Frances of Austri a. Though at present it seems to become more and more probable that Napoleon's union with Josephine was a valid marriage, nevertheless it is certain that when Napoleon wedded Maria Louise (11 March, 1810) the Court of Vienna and the Papal Curia were absolutely convinced of the unlawfulness of Napoleon's first alliance. Napoleon's connexion with the imperial family of Austria had no influence on politics.Fate led the French Emperor, after ruining so many others, to ruin himself. At Schonbrunn he pronounced the temporal sovereignty of the Roman See to be at an end, and in reply to the pope's excommunication he remarked: â€Å"This will not cause the arms to drop from the hands of my grenadiers. † Although he imprisoned the pope, in the Russian campaign on the Beresina the arms did drop from the frozen hands of his grenadiers. As the crisis approached the decision lay with Austria. From a quarter past eleven in the morning until half past eight in the evening Metternich was clos eted with Napoleon (Dresden, 26 June, 1813). Our conference consisted of the strangest farrago of heterogeneous subjects, characterized now by extreme friendliness, now by the most violent outbursts of fury†. Napoleon raged, threatened, and leaped up like a chafed lion. Metternich remained calm. Napoleon let his hat, which he was holding under his arm, drop to the floor. Metternich did not stoop to pick it up. The emperor also tried persuasion. â€Å"Your sovereigns†, he said, â€Å"who were born to their thrones cannot comprehend the feelings that move me.To them it is nothing to return to their capitals defeated. But I am a soldier. I need honour and glory. I cannot reappear among my people devoid of prestige. I must remain great, admired, covered with glory. † For that reason, he said, he could not accept the proposed conditions of peace. Metternich replied, â€Å"But when will this condition of things cease, in which defeat and victory are alike reasons for continuing these dismal wars? If victorious, you insist upon the fruits of your victory; if defeated, you are determined to rise again. Napoleon made various offers for Austria's neutrality, but Metternich declined all bargaining, and Napoleon's oft-repeated threat, â€Å"We shall meet in Vienna†, was his farewell to Metternich. Metternich gave the signal for war, and Schwarzenberg led the decisive battle of Leipzig. The Emperor Francis raised his â€Å"beloved Count Metternich† to the rank of Austrian prince. â€Å"Your able efforts in conducting the department with which I entrusted you in difficult times are now, at a moment highly decisive in the world's destiny, happily crowned with success. Metternich reached the height of his power and renown at the Congress of Vienna (1814-1815). No idea can be had of the difficulty of the problems that were to be solved. The very first conference of the representatives of the powers previously allied against France (Austria, Prussia, Russia, and England), held on 19 September, 1814, at Metternich's villa on the Rennweg, ended in a discord over the Polish question. It constantly required all of Metternich's most brilliant qualities to preserve harmony. One of his favourite means was to provide festivities of all sorts.They have often been criticized as if they had been the object of the congress, and not a means to attain its ends. Metternich succeeded finally in bridging over every difficulty. The Emperor Francis expressed his satisfaction with Metternich's services in securing peace and order in Europe, and especially in restoring to Austria its ancient pre-eminence. The rearrangement of German and Italian affairs gave but little satisfaction to either side, but henceforth Metternich was the leading statesman of Europe.For the settlement of questions still pending and other difficulties that arose, the following congresses were held: Aix-la-Chapelle, 1818; Karlsbad (a conference of ministers), 1819; Vi enna, 1820; Troppau, 1820; Laibach, 1821; and Verona, 1822. The Congress of Aix-la-Chapelle, at which the monarchs of Austria, Prussia, and Russia were personally present, devoted its attention to the adjustment of the relations of the powers to France, though Metternich also emphasized the dangers arising from demagogic agitation, and expressed his suspicions that its focus was in Germany.When, not long after, the Russian councillor, Kotzebue, was assassinated by the student, Sand, Metternich in twenty-four conferences of German ministers at Karlsbad took measures to put an end to the political troubles in Germany. All publications of less than twenty folios were to be subject to censorship; government officers were to be placed at the universities to supervise them; in the several states the constitutions providing for diets in accordance with ancient usage were to be retained; representative constitutions were to be suppressed.Despite England's and Russia's resistance, Metternich at the two succeeding congresses successfully carried his proposition to intervene in behalf of the Italian states, which were threatened and hard pressed by the revolution. This measure brought upon Austria the hatred of the Italian people. Finally Austria and Russia split on the question of freeing Greece from the Turkish yoke, Austria showing herself to be a decided friend of the Turks. The result was a blow to Metternich's policy. He had dropped from the high-water mark of his influence.Thereafter Russia's influence increased. Since the death of Prince Kaunitz (1794) the position of house, court, and state chancellor had been vacant, but in 1821 Metternich was invested with that office. â€Å"Your deserts have been increased by the uninterrupted zeal, the ability and fearlessness with which, especially in the last two years, you devoted yourself to the preservation of general order and the triumph of law over the disorderly doings of disturbers of the peace in the states at ho me and abroad. Under the Emperor Ferdinand I after 1835, the direction of affairs, after the emperor himself, was in the hands of a council consisting of the Archduke Ludwig (uncle of the emperor), the state chancellor Metternich, and the court chancellor Kolowrat. Metternich's influence over Austria's internal affairs was less than is generally supposed. Count Hartig, who was well informed, declares (Geschichte der Revolution, p. 19): â€Å"In matters of internal administration the prince was seldom heard, and was purposely kept away from them. † In this department after 1826, it was the minister Count Kolowrat whose influence was decisive.Many envied Metternich his pre-eminence. The aristocracy always saw the foreigner in him, and others looked with resentment upon the preference shown foreigners in the state chancery (Friedrich Gentz, Adam Muller, Friedrich Schlegel, Jarke). Grillparzer, director of archives in the Hofkammer, expressed himself very harshly on that point in 1839, though it must be noted that Grillparzer had been highly incensed. In all these matters Kolowrat had the advantage of Metternich. He was even considered capable of granting, or, at least, of preparing a constitution, and was thought to be inclined to do so.As time passed â€Å"the Metternich system† came to be held more and more responsible for everything unpleasant, and its author to be hated and attacked. His own acts show the injustice done the prince in this regard. To quote from his â€Å"Political Testament†: â€Å"To me the word freedom has not the value of a starting-point, but of an actual goal to be striven for. The word order designates the starting-point. It is only on order that freedom can be based. Without order as a foundation the cry for freedom is nothing more than the endeavour of some party or other for an end it has in view.When actually carried out in practice, that cry for freedom will inevitably express itself in tyranny. At all times an d in all situations I was a man of order, yet my endeavour was always for true and not for pretended liberty. † These words are the key to the understanding and appreciation of Metternich's actions. Two more passages characteristic of the great statesman's temper of mind may be cited: â€Å"Admirers of the press honour it with the title, ‘representative of public opinion', though everything written in the papers is nothing but the expression of those who write.Will the value of being the expression of public opinion ever be attributed to the publications of a Government, even of a Republican Government? Surely not! Yet every obscure journalist claims this value for his own products. What a confusion of ideas! † No less just and important a remark is the following on state religion: â€Å"The downfall of empires always directly depends upon the spread of unbelief. For this very reason religious belief, the first of virtues, is the strongest power.It alone curbs at tack and makes resistance irresistible. Religion cannot decline in a nation without causing that nation's strength also to decline, and the fall of states does not proceed in arithmetical progression according to the law of falling bodies, but rapidly leads to destruction. † When on 13 March, 1848, the storm of the revolution raged in Vienna, the state chancellor, who preferred to sacrifice himself rather than others, immediately resigned his position. He went to England, Brussels, and Schloss Johannisberg.From the last place he returned to Vienna in 1851, and eight years later died in his palace on the Rennweg at the age of eighty-six. In Europe Napoleon, Metternich, and Bismarck set their stamp upon the nineteenth century. All three of them lived to see their own fall. Metternich remained the longest in the leading position of â€Å"coachman of Europe†. Nothing better characterizes the great statesman than what he repeatedly said, proud and aristocratic as always, to Baron A. von Hubner a few weeks before his death: â€Å"I was a rock of order† (un rocher d'ordre).Metternich married three times: in 1795 Maria Eleonora, granddaughter of Princess Kaunitz, by whom he had seven children; in 1827 Maria Antonia, Baroness von Leykam, by whom he had a son, Richard Klemens; and in 1831 Countess Melanie Zichy, by whom he had three children. What was the Metternich system? The Metternich system depended upon political and religious censorship, espionage, and the suppression of revolutionary and nationalist movements. His name became anathema to liberals, and the revolutions of 1848 (which forced him to seek refuge in England) were in part directed at his repressive system.Metternich returned to Austria in 1851. Prince metternich set out many different small fires of liberalising revolutions. The system depended upon political and religious censorship, and the suppression of revolutionary and nationalist movements.. This became held for everything un pleasant. Concert of Europe 1815: In the aftermath of Napoleon's defeat, the great powers of Europe came together to define the new political order. For fifteen years, the plans devised at the Congress of Vienna (1814-1815) succeeded in reinstating and maintaining Europe's monarchies, while suppressing the ambitions of liberals, nationalists, and workers.However, in 1830 and again in 1848 the aspirations of these groups exploded in revolutionary action. All of these would-be revolutions were eventually put down, but the message that an expansion of the political sphere was coming could not be denied. In fact, nationalism drove much of the political change in the two decades following the revolts of 1848. Austria-Hungary was reorganized to give special status to large minority groups. The states of Italy were brought together in a unified country in 1861.And finally, the German states were unifed under Prussian leadership in 1871. The unification of Italy and Germany were part of a l arger pattern. Throughout Europe, the power of the state increased at the same time as more and more people were brought into the political process. Between 1848 and 1914, France became a republic again, Britain moved closer to democracy, serfdom was abolished in Russia, and Spain and Portugal moved towards modernization of their governments. By 1914, almost all European men had the right to vote.

The Host Chapter 58: Finished

I was so tightly wound that I shrieked in terror; I was so terrified that my shriek was only a breathless little squeal. â€Å"Sorry!† Jared's arm went around my shoulders, comforting. â€Å"I'm sorry. I didn't mean to scare you.† â€Å"What are you doing here?† I demanded, still breathless. â€Å"Following you. I've been following you all night.† â€Å"Well, stop it now.† There was a hesitation in the dark, and his arm didn't move. I shrugged out from under it, but he caught my wrist. His grip was firm; I wouldn't be able to shake free easily. â€Å"You're going to see Doc?† he asked, and there was no confusion in the question. It was obvious that he wasn't talking about a social visit. â€Å"Of course I am.† I hissed the words so that he wouldn't hear the panic in my voice. â€Å"What else can I do after today? It's not going to get any better. And this isn't Jeb's decision to make.† â€Å"I know. I'm on your side.† It made me angry that these words still had the power to hurt me, to bring tears stinging into my eyes. I tried to hold on to the thought of Ian-he was the anchor, as Kyle somehow had been for Sunny-but it was hard with Jared's hand touching me, with the smell of him in my nose. Like trying to make out the song of one violin when the entire percussion section was bashing away†¦ â€Å"Then let me go, Jared. Go away. I want to be alone.† The words came out fierce and fast and hard. It was easy to hear that they weren't lies. â€Å"I should come with you.† â€Å"You'll have Melanie back soon enough,† I snapped. â€Å"I'm only asking for a few minutes, Jared. Give me that much.† Another pause; his hand didn't loosen. â€Å"Wanda, I would come to be with you.† The tears spilled over. I was grateful for the darkness. â€Å"It wouldn't feel that way,† I whispered. â€Å"So there's no point.† Of course Jared could not be allowed to be there. Only Doc could be trusted. Only he had promised me. And I wasn't leaving this planet. I wasn't going to go live as a Dolphin or a Flower, always grieving for the loves I'd left behind me, all dead by the time I opened my eyes again-if I even had eyes. This was my planet, and they wouldn't make me leave. I would stay in the dirt, in the dark grotto with my friends. A human grave for the human I had become. â€Å"But Wanda, I†¦ There's so much that I need to say to you.† â€Å"I don't want your gratitude, Jared. Trust me on that.† â€Å"What do you want?† he whispered, his voice strained and choked. â€Å"I would give you anything.† â€Å"Take care of my family. Don't let the others kill them.† â€Å"Of course I'll take care of them.† He dismissed my request brusquely. â€Å"I meant you. What can I give you?† â€Å"I can't take anything with me, Jared.† â€Å"Not even a memory, Wanda? What do you want?† I brushed the tears away with my free hand, but others took their place too quickly for it to matter. No, I couldn't take even a memory. â€Å"What can I give you, Wanda?† he insisted. I took a deep breath and tried to keep my voice steady. â€Å"Give me a lie, Jared. Tell me you want me to stay.† There was no hesitation this time. His arms wound around me in the dark, held me securely against his chest. He pressed his lips against my forehead, and I felt his breath move my hair when he spoke. Melanie was holding her breath in my head. She was trying to bury herself again, trying to give me my freedom for these last minutes. Maybe she was afraid to listen to these lies. She wouldn't want this memory when I was gone. â€Å"Stay here, Wanda. With us. With me. I don't want you to go. Please. I can't imagine having you gone. I can't see that. I don't know how to†¦ how to†¦Ã¢â‚¬  His voice broke. He was a very good liar. And he must have been very, very sure of me to say those things. I rested against him for a moment, but I could feel the time pulling me away. Time was up. Time was up. â€Å"Thank you,† I whispered, and I tried to extricate myself. His arms tightened. â€Å"I'm not done.† Our faces were only inches apart. He closed the distance, and even here, on the edge of my last breath on this planet, I couldn't help responding. Gasoline and an open flame-we exploded again. It wasn't the same, though. I could feel that. This was for me. It was my name that he gasped when he held this body-and he thought of it as my body, thought of it as me. I could feel the difference. For one moment, it was just us, just Wanderer and Jared, both of us burning. No one had ever lied better than Jared lied with his body in my last minutes, and for that I was grateful. I couldn't take it with me, because I wasn't going anywhere, but it eased some of the pain of leaving. I could believe the lie. I could believe that he would miss me so much that it might even mar some of his joy. I shouldn't want that, but it felt good to believe it anyway. I couldn't ignore the time, the seconds ticking like a countdown. Even on fire, I could feel them dragging at me, sucking me down the dark corridor. Taking me away from all this heat and feeling. I managed to pull my lips away from his. We panted in the dark, our breath warm on each other's faces. â€Å"Thank you,† I said again. â€Å"Wait†¦Ã¢â‚¬  â€Å"I can't. I can't†¦ bear any more. Okay?† â€Å"Okay,† he whispered. â€Å"I just want one more thing. Let me do this alone. Please?† â€Å"If†¦ if you're sure that's what you want†¦Ã¢â‚¬  He trailed off, unsure. â€Å"It's what I need, Jared.† â€Å"Then I'll stay here,† he said hoarsely. â€Å"I'll send Doc to get you when it's over.† His arms were still locked around me. â€Å"You know that Ian is going to try to kill me for letting you do this? Maybe I should let him. And Jamie. He'll never forgive either of us.† â€Å"I can't think about them right now. Please. Let me go.† Slowly, with a palpable reluctance that warmed some of the cold emptiness in the center of my body, Jared let his arms slide away. â€Å"I love you, Wanda.† I sighed. â€Å"Thanks, Jared. You know how much I love you. With my whole heart.† Heart and soul. Not the same thing, in my case. I'd been divided too long. It was time to make something whole again, make a whole person. Even if that excluded me. The ticking seconds pulled me toward the end. It was cold when he no longer held me. It got colder every step I took away from him. Just my imagination, of course. It was still summer here. It would always be summer here for me. â€Å"What happens here when it rains, Jared?† I whispered. â€Å"Where do people sleep?† It took him a moment to answer, and I could hear tears in his voice. â€Å"We†¦Ã¢â‚¬  He swallowed. â€Å"We all move into the game room. Everyone sleeps in there together.† I nodded to myself. I wondered what the atmosphere would be like. Awkward, with all the conflicting personalities? Or was it fun? A change? Like a slumber party? â€Å"Why?† he whispered. â€Å"I just wanted to†¦ imagine. How it will be.† Life and love would go on. Even though it would happen without me, the idea brought me joy. â€Å"Goodbye, Jared. Mel says she'll see you soon.† Liar. â€Å"Wait†¦ Wanda†¦Ã¢â‚¬  I hurried down the tunnel, hurried away from any chance that he might, with his grateful lies, convince me not to go. There was only silence behind me. His pain did not hurt me the way Ian's had. For Jared, pain would be over soon. Joy was only minutes away. The happy ending. The southern tunnel felt only a few yards long. I could see the bright lantern burning ahead, and I knew Doc was waiting for me. I walked into the room that had always frightened me with my shoulders squared. Doc had everything prepared. In the dimmest corner, I could see two cots pushed together, Kyle snoring with his arm around Jodi's motionless form. His other arm was still curled around Sunny's tank. She would have liked that. I wished there was some way to tell her. â€Å"Hey, Doc,† I whispered. He looked up from the table where he was setting out the medicine. There were already tears streaming down his face. And suddenly, I was brave. My heart slowed to an even pace. My breath deepened and relaxed. The hardest parts were over. I had done this before. Many times. I had closed my eyes and gone away. Always knowing new eyes would open again, but still. This was familiar. Nothing to fear. I went to the cot and hopped up so that I was sitting on it. I reached for the No Pain with steady hands and screwed the lid off. I put the little tissue square on my tongue, let it dissolve. There was no change. I wasn't in any pain this time. No physical pain. â€Å"Tell me something, Doc. What's your real name?† I wanted to answer all the little puzzles before the end. Doc sniffed and wiped the back of his hand under his eyes. â€Å"Eustace. It's a family name, and my parents were cruel people.† I laughed once. Then I sighed. â€Å"Jared's waiting, back by the big cave. I promised him you'd tell him when it was over. Just wait until I-until I†¦ stop moving, okay? It will be too late for him to do anything about my decision then.† â€Å"I don't want to do this, Wanda.† â€Å"I know. Thanks for that, Doc. But I'm holding you to your promise.† â€Å"Please?† â€Å"No. You gave me your word. I did my part, didn't I?† â€Å"You did.† â€Å"Then do yours. Let me stay with Walt and Wes.† His thin face worked as he tried to keep back a sob. â€Å"Will you be†¦ in pain?† â€Å"No, Doc,† I lied. â€Å"I won't feel anything.† I waited for the euphoria to come, for the No Pain to set everything glowing the way it had the last time. I still didn't feel any difference. It must not have been the No Pain after all-it had just been being loved. I sighed again. I stretched out on the cot, on my stomach, and turned my face toward him. â€Å"Put me under, Doc.† The bottle opened. I heard him shake it onto the cloth in his hand. â€Å"You are the noblest, purest creature I've ever met. The universe will be a darker place without you,† he whispered. These were his words over my grave, my epitaph, and I was glad that I got to hear them. Thank you, Wanda. My sister. I will never forget you. Be happy, Mel. Enjoy it all. Appreciate it for me. I will, she promised. Bye, we thought together. Doc's hand pressed the cloth gently over my face. I breathed in deeply, ignoring the thick, uncomfortable scent. As I took another breath, I saw the three stars again. They were not calling to me; they were letting me go, leaving me to the black universe I had wandered for so many lifetimes. I drifted into the black, and it got brighter and brighter. It wasn't black at all-it was blue. Warm, vibrant, brilliant blue†¦ I floated into it with no fear at all.

Film as Mirror in Hitchcock’s Vertigo Essay

Alfred Hitchcock’s Vertigo is a master’s class in subtle and effective filmmaking – its noirish tale of obsession and loss is considered one of his best works. This is due in no small part to the directors’ use of the various elements of film as a mirror. Hitchcock intends to create a sense of repetition and a cyclical nature to the life of the characters in the film; following Scottie (James Stewart) through his descent and ascent into madness deals significantly with themes of duality and obsession. Furthermore, the use of film as a mirror onto ourselves is made very clear in the audience’s relation to Scottie throughout Vertigo. In this paper, three instances of the film as mirror will be detailed in Vertigo, as well as how they inform the concept of film as mirror through their existence and varying properties. Metz describes film as a mirror in that â€Å"the cinema involves us in the imaginary: it drums up all perception, but to switch it immediately over into its own absence, which is nonetheless the only signifier present† (p. 250). The audience, like a child, sees themselves as an other; by identifying itself with its ‘other’ other, it can separate itself from that subject and look at the mirror objectively. In the case of Vertigo, the ‘other’ is Scottie, and look at his visage on the screen as a mirror unto itself. Thus, we can project our own feelings and insecurities onto Scottie, which helps us relate to his desperation and madness. The first scene in Vertigo that demonstrates film’s ability to hold a mirror to the individual watching it, and elicit the emotions of the character in the audience, is the first scene of the film itself. The very first shot of the film is a pair of hands desperately grasping a ladder rung in extreme close up. This connects the audience from the beginning with the desperation and fear that comes from hanging from a great height. This pulls back to reveal a shot of a cityscape, focused on the top rungs of a ladder leading to the roof of a building, as we follow the resolute climb and pursuit of a criminal by Scottie and his partner. This shot establishes the faces of the characters and establishes the stakes; the criminal is panicked, and Scottie and his partner are determined and aggressive. The next shot in this scene s a wide shot of the rooftop where the chase is occurring; the blurry, obscured background indicates great distance, and the dull blue lighting indicates dusk. Combine that with the heights at which this chase is happening, and the scene carries the same unease that is placed in the audience during this scene. The real moment of ‘film as mirror’ occurs when Scottie misses a jump and grips onto a storm drain for dear life. The point of view shot used to demonstrate Scottie’s acrophobia is the key to creating the effect of the mirror in the scene, and is one of the most famous recurring shots in the film. As a point of view shot, Scottie’s eyes become our eyes, and what he sees is reflected back at us. In this case, it is the dangerous and intimidating view of the hard, concrete ground dozens of feet below him. In order to punctuate the terror of this moment, and the fear that Scottie (and the audience) feels, Hitchcock accompanies this static shot with a simultaneous zoom in and track out. This is a camera trick used to disorient the viewer and create unease; with the threat of death from falling fully established, the film becomes our mirror to our own fear of heights. While it is exaggerated in Scottie, the film touches on our own sense of fear at this moment. The second scene in Vertigo that elicits the film as mirror conceit the most is the first scene at Ernie’s Restaurant, the one which kicks off the plot thread of Scottie following Madeleine. At first, the camera moves towards a door consisting of bright red glass; the door is a barrier, containing something forbidden. Despite this, the camera (like us) is dying to know what is inside, as Scottie wants to find and pursue Madeleine. We next fade directly to a shot of Scottie, who is clearly scanning the restaurant for her. His eyes search, and so the camera follows his search, panning around the restaurant. This movement is slow and elegant, allowing us a full view of everyone. Soon, like Scottie’s eyes presumably do, the camera fixates on a woman dressed in green, slowly moving toward her. Cutting back to Scottie, we see his eye is fixed on her as well. All of this work Hitchcock places in the scene serves to show us our own sense of voyeurism, as reflected by Scottie’s own snooping and obsession over Madeleine. Through our connection to Scottie, the camera becomes an extension of him; his search becomes our search, and we see our own search for the woman at the heart of this investigation reflected in Scottie. The smoothness of the camera movement indicates the confidence that Scottie feels in his professionalism; this mirror reflects Scottie’s subconscious desire to demonstrate his certainty and calm in the face of pressure, which matches our own. The third scene in Vertigo to elicit the film as mirror conceit is the scene that depicts Scottie’s guilt-induced nightmare after Madeleine’s apparent suicide. After an establishing shot of the city, which reminds the audience of the opening scene of the film, we settle on a close-up shot of Scottie’s face. Tossing and turning in bed, the shot is long and unflinching, remaining on his face for a long time. This gives the audience time to get accustomed to the series of flashing colors that wash over him, and to put ourselves in his place. This brings us deeper into identifying with Scottie’s guilt and curiosity-induced fever dream, which continues the varying flashes of multicolored light, as well as images of animated falling papers and leaves. After nebulous, confused walking toward a freshly dug grave, the audience is treated to a bizarre sequence where Scottie’s disembodied head falls down a tunnel, wind blowing in his hair while the colors continue to flash. Cutting in and out, Scottie’s head falls closer and closer to the audience, closing the gap between audience and character with the screen as the meeting point. By holding this deep connection with Scottie’s face the whole time, his confusion reflects ours; the surreal nature of the whole scene is just as perplexing to Scottie as it is to us. With this in mind, Scottie joins us in wondering about what is going to happen next in the events of the film, becoming the audience incarnate, reflected on the screen. Film as a mirror is showcased deeply through the character of Scottie; just as he watches Madeleine, we are watching him. Just as Scottie believes that Judy looks like Madeleine, we believe they look the same as well. Furthermore, Scottie wants Judy to become Madeleine, the woman he loved; this desire is mirrored in us. The use of mise-en-scene and a strong performance by James Stewart helps us put ourselves in Scottie’s place, and allows us to experience his paranoia, guilt, and fear of heights, among other things. Hitchcock uses all the tools in his film cabinet to help the audience identify and relate to the characters and the events within it, and allows us to identify with Scottie on a psychological level. Hitchcock’s use of surreal imagery and presentational camera tricks bring us into Scottie’s mind and see our own guilt, fear and confusion reflected within. Hitchcock’s Vertigo uses elements of mise-en-scene, cinematography, editing and acting, amongst other film techniques, to reflect the protagonist’s personality and inherent flaws onto the audience. He makes the audience viscerally feel the disorientation and fear of heights, and thus makes Scottie a reflection of the audience’s anxieties throughout the film. This makes the film succeed all the more in creating suspense and anticipation; we become the investigators and acrophobes because Scottie is the ‘other’ reflected back at us.

Hum M3 sha Essay Example | Topics and Well Written Essays - 250 words

Hum M3 sha - Essay Example According to Branden, values shape individual behavior and are responsible for the social make-up of an individual (34). In addition, they represent the beliefs of what is considered morally correct or upright. Values distinguish between what is good or bad. Values are not in-born, they are learned from peers. Such a learning process explains how human beings acquire values. Animals do not learn, but their actions are shaped by nature and the environment. Values are a significant part of how human beings view emotions. Branden convincingly argue that values are responsible for individual’s self-esteem (40). In addition, self-esteem controls one’s ego, hence shaping thoughts and feelings. An average score of 1.0 in the dominant values indicates a modest perception of power across a broad range of values. On the other hand, a higher score (34) is achieved by assessing cognitive empathy. Such a score is an indication of understanding the thoughts, feelings, and situation of others. The score on cognitive empathy is supported by an almost similar score (32) on emotional empathy to indicate the sensitivity of other peoples’ thoughts, situation, and feelings. The dispositional mood scale indicates a strong personality in that, positive attributes achieve a high score whereas negative attributes achieve a low score (Positive energy 4.5, relaxation 4.4, negative arousal 1.5, and tiredness

Consumer Products Safety Lawyer Case Study Example | Topics and Well Written Essays - 500 words

Consumer Products Safety Lawyer - Case Study Example Now let me introduce myself, my name is Mr. XYZ and I am a consumer products safety lawyer. You must be surprised after listening to these facts however these facts are true and it is now our duty to become united to stop people from being burnt. Any company or business that is operating in our society should aim to help us and offer things that are beneficial rather than harming the society and people living in the society. If any organization, regardless of how much reputation it has, does not care about the society then it should not be allowed to operate unless it starts caring about people living in the society. We all know McDonald's is one of the top fast food restaurants in the world, and we all go to McDonald's and because we have been their customers, McDonald's has become such a renowned brand in the world. What if from tomorrow we stop using the products sold by McDonald's? Don’t you think McDonald's should think about the people rather than selling hotter coffee to differentiate itself from competitors? It has been medically proven that if coffee or tea is taken at 54Â °C then it will burn the skin just within two seconds (England and Wales High Court (Queens Bench Division) Decisions, 2002). Although McDonald’s has already paid hefty fines on several occasions for selling hot coffee still it has continued selling coffee at 82Â °C to 88Â °C. So, McDonald’s has to offer coffees at a lower temperature and for this cause, you should and you have to come with me and together we will have a class action suit against McDonald's so that McDonald’s starts offering coffee at a lower temperature. It would be great if together we can eliminate the cause of people being burnt, so come with me and we will make this happen and save people.

Film theory, Third Cinema, First Cinema Essay Example | Topics and Well Written Essays - 750 words

Film theory, Third Cinema, First Cinema - Essay Example The film contained many symbolisms, which, according to Loomba are necessary in imagining nationhood and building nations (215). In the film, the British were depicted as the savior, keeping Africans from destruction and keeping the colonies from descending in chaos and savagery. The scenes of chaos, savagery and the wilderness of Africa, for instance, all supported the rationalization of Britain's imperialism. The narrative also sought to rewrite many African emblems and history in order to suit what Stam and Shohat called the colonialist norms. The rewriting of Bosambo from a tribal leader and good friend to a good servant in the film is a case in point. It reinforced the notion that blacks are incapable of self-determination. Gender bias was also present. The filmmaker insinuated that the deeply parochial Commissioner Sanders, who considered women as a distraction in his mission, was the ideal character to effectively lead the imperialist agenda in Africa. In Indochine, the imperi alist tone is less pronounced. Its biases were more subtle, perhaps owing to the period it was made. Racist discourses are not overt or contained in the actual language: the roles and visual language insinuated them instead. For instance, while the protagonist – the Frenchwoman Eliane – was strong, independent and capable, such commendable gender treatment was not true in her Indochinese counterparts. It reinforced the suggestion of inferiority. This is also true n the contrast between the visual representation of the French and Indochinese societies as punctuated in sweeping cinematography wherein one basks in a scene of grandeur and the other in desolation. It showed the Eurocentrism, which imply that an being or becoming European is the only way to begin the onward march to reason or an elevation towards better values (Stam and Shohat, 15-16). 2. It is important to highlight first that the Third Cinema differentiates itself from the Hollywood (First Cinema) and the European films (Second Cinema). It focuses on a political position, particularly those about independence, decolonization and imperialism as opposed to cinema as a capitalist product or as an art (Alea, 112-113). The Battle of Algiers is an important example of this tradition. In the depiction of the Algerian struggle for independence from France, three important characteristics of Third Cinema were prominent. First there was the use of cinematic devices to present truth instead of fiction. For instance, there were no embellishments with regards to presenting the story. Although the film was sympathetic to the revolutionaries it also included the atrocities that they committed. There were also no heroes to romanticize. The film gave importance to the contribution of the ordinary people in the success of the revolution. In one scene, there were Arab women dressed in European clothes in a mission to plant bombs. Secondly, the filmmaker presented the film in such a way that created a s ocial experience. As it depicted a social upheaval, the emphasis was given on the masses and their actions. For example, the actions of the main players in the film were often composed in populous places like the Casbah and Algiers. Then, instead of using popular actors, the filmmaker did not hire stars (with the exception of Jean Martin) or professional actors

I don't have any topic, you have to choose the topic and write it Essay

I don't have any topic, you have to choose the topic and write it please - Essay Example Many students are feeling lots of prospects from their family and school to achieve the best position and marks. Students are afraid by feeling pessimistic during exams, such condition draw them into the exam stress and then nervous breakdown. Exam stress is a genuine problem for many students. The signs of stress can be exposed in various ways.  Ã‚  Common signs of exam stress include Nausea, headaches, continuous sleepiness, violence, depression, excess drinking, eating or smoking and some time chest pains also (Crystal).  The exam seasons always bearing lots of stress clouds for the students which frightens them every time. Mainly the exam stress acquired by the students, who are anxious of not being able to revise entire syllabus earlier than the exam time and worried to get good result in the exams. Many research studies have done by various scientist and institutions each year to identified the ratio of nervous breakdown among children. According to the children’s commissioner, half of 8 to 17 year aged students are anxious about their educational performances (Loveys). Freshly a study from the University and College Counsellors Association came which developed a worrying conclusion that the psychological fitness of students has considered to be inferior to the general population.  Ã‚  The research revealed that, â€Å"30% to 50% of students experience shifting phases of anxiety and depression.† Manchester University  estimated the result of a survey that 53% of students had anxiety at a pathological level.  Ã‚  Exam stress thought to be the main cause which linked with the today’s fashion, moved towards perfectionism culture (Crystal). Dr Maggie Atkinson said that the youngsters acquired great pressure to attained good marks and exam ranks by their ambitious parents as well as schools (Loveys). Vicki Abeles commented on the issue of educational stress that today’s educational system is not generating independent thinkers which will

Interpersonal conflict between stakeholders Essay

Interpersonal conflict between stakeholders - Essay Example Three per cent of nurses reported verbal threats (Whitworth, 2008). Distress was experienced by 66%. Females were the main perpetrators. Conflict had been described as a social behavior between individuals who attempted to gain something both could not have (Moss, 2002). Nursing conflicts had been termed as role conflict (Cooper, 2003), burnout (Poncet, 2007), horizontal violence (Abu Alrub, 2004) and intergenerational conflict (Swearingen & Liberman, 2004).Reflection and the impact on work practices and stakeholders  Conflict constituted most of the management problems in nursing. The hospital environment or primary care or community centers worked well and efficiently partially due to the efficacy of conflict management. The variety of people with diverse â€Å"perceptions, personalities and behaviors† could ignite a problem at any moment (Sikes, 2010). The common goals were what brought them together. Barriers were inevitable but efforts to prevent conflicts needed to com e from the right quarters. The idea was not to totally prevent the conflict but to manage it well so that a creative style with classic decision-making produced improved outcomes. Cohesion of the group was ensured through the efficient management of conflict. Too much conflict was conducive to frequent sparring and a decrease in performance; group cohesion suffered in the long run. Conflicts could arise between any of the stakeholders in a health environment: between nurses, nurses and doctors, nurses and patients.... Nursing conflicts had been termed as role conflict (Cooper, 2003), burnout (Poncet, 2007), horizontal violence (Abu Alrub, 2004) and intergenerational conflict (Swearingen & Liberman, 2004). Reflection and the impact on work practices and stakeholders Conflict constituted most of the management problems in nursing. The hospital environment or primary care or community centers worked well and efficiently partially due to the efficacy of conflict management. The variety of people with diverse â€Å"perceptions, personalities and behaviors† could ignite a problem at any moment (Sikes, 2010). The common goals were what brought them together. Barriers were inevitable but efforts to prevent conflicts needed to come from the right quarters. The idea was not to totally prevent the conflict but to manage it well so that a creative style with classic decision-making produced improved outcomes. Cohesion of the group was ensured through the efficient management of conflict. Too much confl ict was conducive to frequent sparring and a decrease in performance; group cohesion suffered in the long run. Conflicts could arise between any of the stakeholders in a health environment: between nurses, nurses and doctors, nurses and patients, nurses and the patients’ families, doctors and patients’ families, nurse manager and staff nurses, staff of different categories and between policy makers and the hospital industry. The nursing profession needed to handle conflicts with confidence and evoke the best results. The resolution of the conflict The nurse manager had to use her skills of communication and interpersonal skills to identify the main problem of the conflict by

Business of Entertaiment Essay Example | Topics and Well Written Essays - 1500 words

Business of Entertaiment - Essay Example Equity has experience and a long history of espousing the performers' causes. Its contribution to the film industry is noteworthy, especially considering the tremendous availability of manpower in the industry where jobs and openings are sought after by ambitious, glamour-hungry young adults. However, in recent times, Equity seems to be flourishing in the United States while floundering in the United Kingdom. Although Equity in Britain continues to paint a rosy picture about its activities, it is silent on the issue of the future of the British film industry. It has not provided any statistics about its role in the rise or turnaround of the film industry in any part of the world. The British film industry is going through a critical phase with the number of films produced dropping over the past several years from the turn of the century. Uncertainty in tax legislations for relief is largely being blamed for the downturn. Competition from Hollywood is another factor held responsible for the debacle. In such uncertain situation, it is too much to expect Equity to come to the aid of its members holding jobs and contracts in the British film industry. Even if Equity makes an attempt it will be only a token measure aimed at assuaging the members. For the industry to make a come back, the collective will of the whole enterprise must focus on win-win situation for everyone. The stars are satisfied with compensation, the employees with their wages, and the promoter with his unit's performance. 4. The Demand Curve for Actors The demand for actors is constantly changing. It depends on the number of hits scored during a year. The British film industry has been lagging for external and internal reasons. The main external reason has been uncertainty about tax relief, and the internal one has been failure of the film industry to produce box office hits and competition from Hollywood. It is also the inability of British film industry to capitalize on technological innovations through personalities and programs that has actors of all hues in a tight corner. The media's exclusive coverage of Britney Spear's frailties and foibles and similar negative presentation of performing artists seems to have evoked some kind of revulsion for the film fraternity in the public eye. The cine celebrities cannot be devoid of human frailties and foibles.The media's role is to blame to some extent for the dismal state of affairs of the British film industry. Even if a Britney Spears has to be featured in the paper every other day, there is the responsibility to ensure a fair deal both for the unfortunate

Moral and Ethical Dilemma in the ase of Spaulding v Zimmerman Case Study

Moral and Ethical Dilemma in the ase of Spaulding v Zimmerman - Case Study Example The Law Council of Australia has established rules for model conduct of lawyers, however, these tend to revolve around a client-centered approach which is inimical to the practice of law in an ethical manner, rather it tends to be centered around better earning and protecting the client at any cost. Such a client-centered approach makes lawyers amoral and indifferent to maintain ethical standards or morality in the practice of law, thereby engaging in role-differentiated behavior that ignores moral considerations in the case of clients, which would be relevant and applicable in the lawyer’s own life.  Wasserstrom argues that while such an approach may be useful in criminal cases in ensuring that all clients get a fair chance in court, irrespective of the lawyer’s personal convictions in that relevant area, it is not applicable on a wider basis to all cases. Positivist philosophy also separates law and morals, so that a lawyer is not necessarily required to make a mora l decision, rather he/she is expected to ensure that the client’s best interests are served as far as possible within the framework of the law. In the instant case of Spaulding v Zimmerman, the issue that arises is the need to disclose potentially damaging information mandated from an ethical standpoint. Lawyers are to work in the best interests of their clients, yet they are also considered officers of the Court who must serve the cause of fairness, equity and justice. A lawyer has a paramount duty to the Court to pursue the course of justice, which shapes the kind of society that we live in. Allowing individuals to escape with wrongdoing is not in the interests of justice or fairness to all men. Therefore, in the instant case, the professional responsibility of the lawyer would have mandated the disclosure of knowledge that could be inimical to the Plaintiff in the long run, especially since the Defendants were morally in the wrong, to have caused bodily harm to the Plainti ff.

Canton City School District Term Paper Example | Topics and Well Written Essays - 2000 words

Canton City School District - Term Paper Example It is also possible that some or all of the group members could have poor communication skills; thus making the efficiency of the team poor. Canton City School District runs many public school institutions that serve a large number of students in the U.S. The schools range from elementary, middle, to high schools. The schools have different administrations that work to provide the children who enroll in them with quality education. In a study conducted recently, it was established that the group of institutions have been performing below their expected standards due to several reasons. These reasons include role conflicts among the administration groups, poor communication, lack of cohesiveness in groups with diverse members, and excessive conflicts in the groups. This paper will discuss how each of the identified problems could impact a group’s productivity. Role conflicts within groups Role conflicts in groups are common phenomena. While some roles may be well spelt out in t erms of the competence level required, some could be handled by all the members of the selected groups. Normally, people like to take up the roles that are less physically and mentally demanding while they are working on a group project. This becomes a great challenge when the members of a given group refuse to take up on some of the tasks that they are assigned. In some groups, the leaders may choose to assign the challenging tasks to specific people. Picking on team members may be a manifestation of rivalry at work, which has adverse effects on the performance of the human assets (Gaunt, 2011). There are many negative results that emanate from role conflicts within a group. First, the competence level that employees apply while working on conflicted tasks is rarely high enough to give the required results. When some of the members feel like they have been treated unfairly in the allocation of group tasks, they get demoralized to give their best performance (Gaunt, 2011). Second, w hen a group disagrees about the roles in the group, the organization of the group becomes dysfunctional. Most groups disagree about the leadership roles. Everyone in a group may be striving to assume leadership so that they can have the authority and power to boss the rest of the group. In other cases, there may be parties in the group who do not approve of some leaders. This breaks down the cooperation factor that is required in a group. Group conflicts slow down the rate at which the team works on the designated assignment. The members spend more time arguing things out rather than working on the relevant activities. The competence level of the members is also significantly lowered since they lack a motivating factor within the group. This eventually translates to poor performance or total failure in the delegated duties. Members of the conflicting group create rivalry and enmity among themselves and this cripples their ability to articulate ideas. Role conflicts within a group ha ve caused many organizations to fail in the realization of the major stakeholder’s objectives (Gaunt, 2011). Communication problems Communication is a vital aspect of any group work. The members of the group need to have good communication skills so that they can effectively forward their ideas to the rest of the members. Whenever there is a communication breakdown within a group, the members are not able to effectively cooperate when handling the

Male Character Essay Example for Free

Male Character Essay Masculine roles have effective power in recent movies. In the chapter, the author who is Kenneth Mackinnon talks about ‘masculinity in movies’ by variety ways. He not only considers about the different kinds of movie genres, individual movies and those male movie stars in general, but also introduces the hard body and soft body contrastively for audience. Moreover, Mackinnon mentions about the disadvantages of masculinity in the films and provides three recent illustrations in 2000 to answer the questions of masculinity clearly. The evidence which author selected is widespread but all come from the main idea of masculinity such as technological advances, the homoeroticism and heterosexuals, the feminism and masculinity and even the culture and history about masculinity in movies. At the beginning of the chapter, Mackinnon introduces the different genres about masculinity in movies by using lots of examples. There are variety of movie types such as action genres, bond movies, westerns, war films, slasher movies, sports movies and something else. One of the most important types is action movie. As Mackinnon said, action movie is †a version of heroism was promoted in these movies that depended on visual evidence of physical strength and might. †(P294) For this reason, the publishers pay much money to superstars in order to get the extraordinary effects in action films. For example, Sylvester Stallone in ‘make rampage’ movie. Similarly, bond movie, as an action series, depicted a new type of masculinity, which found in †Gentleman Chivalry† from 1962 to the present. The kind of movie continues to execute the heroism, which is popular among audience. For instance, the famous identities of 007 are James Bond and his ‘bond girl’. However, there is too much â€Å"technological excess† and special effects in recent years. That’s captured audience’s attention negatively. The author has also stated the westerns, which are â€Å"the supreme genre for the depiction of traditional, laconic, dominating masculinity. † (P297)The protagonists are usually cowboys in Hollywood film. The consequence of those boys usually be alone. Moreover, western movie allows violence, homosociality and â€Å"evasion of domestication†. The author’s opinion of masculinity in sports movies is that they provide a kind of lifestyle, which is a pure physical machismo for audience. In other words, it is â€Å"a highly stylized version of traditional masculinity†(P300) people have chance to watch a â€Å"natural† masculinity in sports movie. (i. e. Field of Dreams). Another genre has been mentioned is comedy. It’s a different side of masculinity. Comedy always shows audience the irony of traditional masculinity, especially in vulnerable side. They focused more on conflicts from fatherhood rather than motherhood. In order to understand the masculinity movie deeply, the author selected a few individual movies such as Born on the Fourth of July, Dead Ringers, The Crying Game and The Full Monty. The protagonist of Born on the Fourth of July is Don Kunz who acts as a â€Å"heroic masculine ideal† in the movie. He thinks winning is the most important thing. â€Å"to win, others must be losers†(p304)make him full of physical strength. He is a typical figure of masculine in movie. Male stars are also an important factor for masculinity movie, because female audience, even some of male audience will follow the movie stars. In the chapter, Mackinnon introduce male stars such as Warren Beatty, Clint Eastwood and Charles Bronson.

Patient Satisfaction in Chamber Setting

Patient Satisfaction in Chamber Setting Patient Satisfaction in Chamber Setting in Bangladesh measured by Patient-Doctor Relationship Questionnaire (PDRQ-9 Bangla) Abstract Background: Assessment of patient satisfaction is crucial but there is significant lagging in this sector. Patient satisfaction is an important indicator of health care quality as well as a predictor of treatment adherence. The Good patient-doctor relationship is considered as an integral part of the patient satisfaction. In Bangladesh, this domain is yet to be explored in a large scale. Aim: It was aimed to look into the patient satisfaction level in chamber setting in Bangladesh measured using the patient-doctor relationship questionnaire (PDRQ-9 Bangla). Methods: PDRQ-9 is a short yet excellent tool for assessing the patient-doctor relationship. The data collection was done in private chamber setting by the PDRQ-9 and analyzed. Results: Though the result was not completely in line with the existing literature, the PDRQ-9 was found to a useful and brief measurement tool in the context of the patient-doctor relationship. Conclusion: Large-scale research in this particular aspect of patient satisfaction in future may provide a more succinct result. Keywords: PDRQ-9 Bangla, Patient Satisfaction, Chamber Practice, Doctor-Patient, Bangladesh. Introduction Being as old as the civilization the field of medicine is evolving rapidly [1] but there is a significant lagging in the assessment of patient satisfaction which is considered as equally important as other health measures and a significant indicator of efficiency of health care delivery [2]. As stated by Lender et al. patient satisfaction may be defined as positive evaluations of distinct dimensions of health care [3]. A parallel interaction is present in between patient satisfaction, continuity of care, accessibility of treatment and physician, as patient prefer the availability and accessibility of the same physician. The measurement of patient satisfaction is thus useful is assessing the quality of care and also subsequent health-related behaviors and adherence to treatment, at the same time knowing the patient priorities would facilitate the improvement of patient experience [4,5]. Thus patient satisfaction might be considered as an indicator of institutional performance as well as patient`s wish to become more compliance and recommendation for others, which are all related to the socio-demographic condition, the health status of community and more over Patient-Doctor Relationship [6,7,8]. Patient-Doctor Relationship, a dynamic, vital yet complex interpersonal relationship which has been put under the microscope for quite a long over the century and this mutual relationship is intermingled with the idea of patient satisfaction, compliance with treatment and eventually driving the treatment outcome [9]. Over the time the concept of patient-doctor relationship has evolved a lot and currently, patient-centeredness is the most preferred by the patients hence the health care provider focuses of patient autonomy and more emphasis over patient satisfaction [10, 11, 12]. Despite being widely advocated, the practicality of patient-centered model is yet under consideration on the basis of time constraint in consultation as the physician has to perform the daunting task of providing comprehensive, coordinated yet satisfactory to the patient and above all make sure the accessibility of the care [13, 14]. Whether being psychiatric or non-psychiatric patient it is reported that succ essful and both way, a perfect relationship between patient and physician is crucial for the adherence and better outcome of treatment [15]. For assessing the patient-doctor relationship, a brief, concise yet having excellent psychometric characteristics scale has been developed and validated known as the 9-item patient -doctor relationship questionnaire (PDRQ-9) [14,15,16, 17,18] which essentially evaluates the therapeutic aspect of the patient-doctor relationship based on the perspective of the patient in the primary health care setting [14,15]. PDRQ-9 gives the opportunity to quantify the communication, level of satisfaction and availability in dealing with the physician in regard to patient`s point of view [18]. Initially validated by Van der Feltz-Cornelis et al. this is to be reported that there is internal consistency among the items of the scale [17] and later was to validated by multiple researchers [14,15,16,18]. Bangladesh, a developing country having about 160 million people and achieving the health-related goal of MDG but lacking significantly in regard to conceptual similarity in health services between physician and patients, hence there exists violence against the doctor and lack of compliance with treatment and eventually patient satisfaction [1,9,19-20]. But unfortunately, there is little to be found in terms of literature regarding the patient satisfaction and patient-doctor relationship. So the authors aimed to look into the patient satisfaction level in public hospital and private chamber setting in Bangladesh measured using the patient-doctor relationship questionnaire (PDRQ-9 Bangla). Methods Setting: The data collection procedure was carried out in 3 different hospitals by 3 different physicians. Instrument: The Bangla version of 9 item based Patient-Doctor Relationship Questionnaire (PDRQ-9) was used as the tool for questioning patients which have 5 points Likert-type scale from 1: not at all appropriate, to 5: totally appropriate. Design and Subject: The study was carried out in the outpatient department of Dhaka Medical College and some private chambers in the city of Dhaka over the period of January 2016 to December 2016 from 214 patients with the Bangla version of Patient-Doctor Relationship Questionnaire (PDRQ-9) with purposive sampling. The filling out of the questionnaire was totally voluntary and completed by the participant themselves and assistance weas provided to respondents who were not able to understand any question. Patients who were willing to participate and able to understand Bangla were included in the study and patients who were not willing were excluded. After proper collection of data, the analysis was done by SPSS 16 and Microsoft Excel 2010. Data Collection Method: Self-reporting PDRQ-9 Bangla questionnaire and providing assistance when the patient could not understand the questionnaire. Results Table 1 [VM1] Demographic Variables Age Completed years Percent Gender Gender Percent 14-25 29.3 Male 40.2 26-35 26.9 Female 59.8 36-45 20.7 Religion Religion Percent 46-55 10.7 Islam 93 56-65 11.7 Sanatan 7 Mean  ± SD (Range) 37 ± 9.92 Marital Situation Status Percent Residence Area Percent Unmarried 19.9 Urbane 57.8 Married 78.7 Suburban 14.3 Widow 0.5 Village 28 Divorced 0.5 Educational Qualification Status Percent Occupation Status Percent Below SSC 40.9 Student 32.2 SSC 16.2 Service Holder 16.4 HSC 18.8 Business 7.5 Graduation/ Equivalents 12.3 Housewife 23.8 Post graduation 11.7 Others 7.9 Monthly Family Income Taka Percent Family Family Type Percent 1.73 Nuclear 52.8 5000-10000 10.98 Joint Family 45.8 10000-15000 15.03 15000-20000 12.14 20000-25000 13.29 25000-30000 24.28 >30000 21.97 Demographic Picture of the Respondents. In this study, authors considered age, gender, religion, residence, educational qualification, monthly income, marital status, occupation and family type as demographic variables. Age of the respondents was found Mean  ± SD (Range): 37 ± 9.92 (14-65) years; 40.2 % respondents were male and 59.8% female; 57.8% resided in urban area where as 14.3% in suburb and 28 % in village; 78.7% were married and 19.9% were unmarried; 52.8% belonged to nuclear family and 45.8% were from joint family (Table 1). Table 2: Level of satisfaction in regards to item wise responses (n=214) Statistics Q-1 Q- 2 Q- 3 Q- 4 Q-5 Q- 6 Q- 7 Q- 8 Q-9 Mean 4.29 4.35 4.50 4.17 4.44 4.23 4.31 4.28 3.86 Median 5 5 5 4 4 4.5 5 5 4 Mode 5 5 5 5 5 5 5 5 5 Std. Deviation 0.99 0.99 0.85 0.97 3.53 0.91 1.02 1.06 1.17 Minimum 1 1 1 1 1 1 1 1 1 Maximum 5 5 5 5 5 5 5 5 5 The level of satisfaction among the Respondents. Among the 9-items of the PDRQ-9, there was a general trend of the mean being about 4.17 to 4.50. The lowest mean was found in the 9th question I find my physician easily accessible which was 3.86. I trust my physician the 3rd item had the highest mean of 4.50. The Standard deviation for the items was around 0.99 to 3.53. 5th question My physician is dedicated to help me had the highest standard deviation of 3.53 (Table 2). Table 3: Distribution of responses of PDRQ-9 Bangla items not at all appropriate somewhat appropriate appropriate mostly appropriate totally appropriate Total Item F (%) F (%) F (%) F (%) F (%) F (%) Q 1 4 (1.87) 11 (5.14) 26 (12.15) 51 (23.83) 122 (57.01) 214 (100) Q 2 2 (.93) 16 (7.48) 20 (9.35) 43 (20.09) 133 (62.15) 214 (100) Q 3 3 (1.40) 3 (1.40) 24 (11.21) 37 (17.29) 147 (68.69) 214 (100) Q 4 4 (1.87) 10 (4.76) 30 (14.02) 71 (33.18) 99 (46.26) 214 (100) Q 5 2 (.93) 15 (7.01) 22 (10.28) 71 (33.18) 103 (48.13) 214 (100) Q 6 2 (.93) 6 (2.80) 40 (18.69) 59 (27.57) 107 (50) 214 (100) Q 7 3 (1.40) 17 (7.96) 19 (8.88) 47 (21.96) 128 (59.81) 214 (100) Q 8 6 (2.80) 14 (6.54) 20 (9.35) 49 (22.90) 125 (58.41) 214 (100) Q 9 8 (3.74) 19 (8.88) 58 (27.10) 39 (18.22) 90 (42.06) 214 (100) Distribution of responses. Among all the 9 items and 5 responses, there was an overall tendency of answering the 5th option totally appropriate by the respondents as evident by the frequency ranging from 42.06% to 68.69% which were the highest for all the 9-items. Not at all appropriate had the lowest frequency ranging around 0.93% to 3.74%. Other three options had all most equal distribution though a greater tendency for the mostly appropriate was observed (Table 3). Discussion Patient-Doctor Relationship is a strong indicator of patient satisfaction as well as the predictor of treatment adherence and quality of health care. Patient satisfaction, on the other hand, depends largely on the availability of care and caregiver. Patient-Doctor Relationship Questionnaire-9 (PDRQ-9) is a brief and excellent tool for assessing the quality of patient-doctor relationship on the regards of patient`s experience and therefore a useful instrument for measuring patient satisfaction. Originally developed by Van Der Feltz-Cornelis et al. in 2004 it was based on Helping Alliance Questionnaire of Luborsky (HAQ), a scale that measures the therapeutic alliance in psychotherapy [17]. Later, numerous attempts were taken to validate PDRQ-9 in different languages. In Ad ´an et al. validated the Spanish version and Mergen et al. in 2012 validated the Turkish version, in 2014 Zenger et al. validated the German version of PDRQ-9 and in 2016 Arafat validated the Bangla version wh ich was the tool for this particular study [16, 17, 18, 21, 22]. On demographic basis Age of the respondents was found Mean  ± SD (Range): 37 ± 9.92 (14-65) years which was close enough to the Bangla validation study where Age of the respondents was found as mean  ± SD (range): 35.6  ± 10.71 and also with Nigerian version where mean age was 40.12 but not consistent with the German validation where Mean age was 50.58 for men and 50.87 for women and also in this particular study 52.8% respondents belonged to nuclear family and 45.8% were from joint family which also aligned with the Bangla validation study where 52% had nuclear family and 48% belonged to joint family environment [16, 18]. 40.2 % respondents were male and 59.8% female which was not in line with the Bangla version where 62% were male and 38% were female but was close to the Nigerian validation where male sex frequency was 47.6% and the female was 52.4%[15, 18].The origin of the respondents which in this study was 57.8% from an urban area where as 14.3% from suburb and 28 % from the village, but in the Bangla Validation version 64% lived in town, 16% in mini town, and 20% in the village [18]. On the 9-items the Mean was found 4.29, 4.35, 4.50, 4.17, 4.44, 4.23, 4.31, 4.28 and 3.86 respectively which were not consistence with either the original Dutch or later validated Spanish, Turkish, Nigerian or Bangla version [15,17, 18, 22] but the German Validation study showed means of the 9-items which were almost similar to this study[16]. It was seemed to be found that the respondents chose to answer mostly appropriate in this particular study. However, as observed by Arafat SMY most of the people in Bangladesh has the perception that, the role of the physicians here are motivated by financial gain only and thus not fully justified which often lead to violence against doctor as well as the health services providers which do not completely fit with the result of this particular study [9]. Also, the doctor leads a hectic life in this country and the overwhelming number of patients per physician also make it difficult to provide quality and patient-centered care [1]. The overall result of the study might not reflect the picture on basis of the currently available literature in this context. Limitations of the Study The majority of the data was collected from private chamber setting which might have been the cause of a result not in line with the other articles. Moreover, in some respondents assistance was provided to fill out the questionnaire. Conclusion The result from the analysis indicated a better level of satisfaction among the patients which was not quite in line with the premeditated concept of the authors as it did not fall in line with the available data. Despite this fact, the Bangla validated the version of PDRQ-9 was found as a very helpful as an instrument for assessing the relationship between patient and doctor in a very short time and both in public and private health care facility. As the scale bears only patients perspective it was very proficient for measuring patient satisfaction. In a developing country like Bangladesh, future large-scale studies to substantiate the findings of this particular study and further evaluate the patient satisfaction on the basis of patient-doctor relationship may provide a clearer picture. References 1. Andalib A, Arafat SMY. Practicing Pattern of Physicians in Bangladesh. International Journal of Perceptions in Public Health. 2016;1(1):9-13. 2. Linda .MS P, editor. PATIENT SATISFACTION SURVEYS FOR CRITICAL ACCESS HOSPITALS. First ed. 1607 West Jefferson Street Boise, Idaho 82702: 2001. 3. Linder-Pelz S. Toward a theory of patient satisfaction. Social Science Medicine. 1982 Jan;16(5):577-82. 4. Raivio R, Jà ¤Ãƒ ¤skelà ¤inen J, Holmberg-Marttila D, Mattila KJ. Decreasing trends in patient satisfaction, accessibility and continuity of care in Finnish primary health care a 14-year follow-up questionnaire study. BMC Family Practice. 2014 May 15;15(1). 5. Paddison CAM, Abel GA, Roland MO, Elliott MN, Lyratzopoulos G, Campbell JL. Drivers of overall satisfaction with primary care: Evidence from the English general practice patient survey. Health Expectations. 2013 May 30;18(5):1081-92. 6. Konà © Pà ©foyo AJ, Wodchis WP. Organizational performance impacting patient satisfaction in Ontario hospitals: A multilevel analysis. BMC Research Notes. 2013;6(1):509. 7. Jackson JL, Chamberlin J, Kroenke K. Predictors of patient satisfaction. Social Science Medicine. 2001 Feb;52(4):609-20. 8. Rahmqvist M, Bara A. Patient characteristics and quality dimensions related to patient satisfaction. International Journal for Quality in Health Care. 2010 Feb 3;22(2):86-92. 9. Arafat SMY. Doctor Patient Relationship: an Untouched Issue in Bangladesh. International Journal of Psychiatry. 2016 Jul 16;1(1):2. 10. Kaba R, Sooriakumaran P. The evolution of the doctor-patient relationship. International Journal of Surgery. 2007 Feb;5(1):57-65. 11. Ridd M, Shaw A, Lewis G, Salisbury C. The patient-doctor relationship: A synthesis of the qualitative literature on patients perspectives. British Journal of General Practice. 2009 Apr 1;59(561):116-33. 12. Bensing JM, Tromp F, van Dulmen S, van den Brink-Muinen A, Verheul W, Schellevis FG. Shifts in doctor-patient communication between 1986 and 2002: A study of videotaped general practice consultations with hypertension patients. BMC Family Practice. 2006 Oct 25;7(1). 13. Little P, Everitt H, Williamson I, Warner G, Moore M, Gould C, Ferrier K, Payne S. Observational study of effect of patient centredness and positive approach on outcomes of general practice consultations. BMJ. 2001 Oct 20;323(7318):908-11. 14. Porcerelli JH, Murdoch W, Morris P, Fowler S. The Patient-Doctor relationship questionnaire (PDRQ-9) in primary care: A validity study. Journal of Clinical Psychology in Medical Settings. 2014 Aug 9;21(3):291-6. 15. Aloba O, Esan O, Alimi T. Psychometric qualities of the 9 item patient doctor relationship questionnaire in stable Nigerian patients with schizophrenia. Journal of Behavioral Health. 2015;4(4):112. 16. Zenger M, Schaefert R, van der Feltz-Cornelis C, Brà ¤hler E, Hà ¤user W. Validation of the patient-doctor-relationship questionnaire (PDRQ-9) in a representative cross-sectional German Population survey. PLoS ONE. 2014 Mar 17;9(3):e91964. 17. Van der Feltz-Cornelis CM, Van Oppen P, Van Marwijk HWJ, De Beurs E, Van Dyck R. A patient-doctor relationship questionnaire (PDRQ-9) in primary care: Development and psychometric evaluation. General Hospital Psychiatry. 2004 Mar;26(2):115-20. 18. Arafat SMY. Psychometric validation of the Bangla version of the patient-doctor relationship questionnaire. Psychiatry Journal. 2016;2016:4. 19. Uddin MS, Ahmed MSR, Arafat SMY. Does mind exist in physicians mind? A brief phone survey in Bangladesh. International Journal of Neurorehabilitation. 2016;03(06):234 20. Arafat SMY, Uddin MS, Chowdhury EZ, Huq N, Chouudhury SR, Chowdhury MHR. Demography and Diagnosis of Patients Received Emergency Medical Service from Two Private Psychiatric Hospital in Dhaka City. Int J Neurorehabilitation. 2016;3(6):240. 21. Mergen H, Van der Feltz-Cornelis CM, KaraoÄÅ ¸lu N, Ongel K. Validity of the Turkish patient-doctor relationship questionnaire (PDRQ-Turkish) in comparison with the Europe instrument in a family medicine center. Healthmed. 2012 Feb;6(5):1763-70. 22. J. C. Mingote A, B. Moreno J, R. Rodrà ­guez C, M. Gà ¡lvez H, P. Ruiz L. Psychometric validation of the Spanish version of the Patient-Doctor Relationship Questionnaire (PDRQ). Actas Esp Psiquiatr. 2009;37(2):94-100. [VM1]Please enter the title of the Table 1. Also tables should be below the mentioned text. Copy the text of table 1 before the table. It goes for every table subsequently.

Human Resources Management And Persistent Approaches Commerce Essay

Human Resources Management And Persistent Approaches Commerce Essay Human resource management has become a persistent and prominent approach to the management of employment in an extensive range of market economies. In concern of management theorists and for many managers, HRM is the imperative to the survival and success of organisations in the twenty first century. According to Peter Drucker (1993), defines one single, simple idea: that people their skills, knowledge and creativity- are the key resource for economic and organisational success i.e. the knowledge- based economy. Despite the popularity of the term HRM, there is still no universally agreed definition of its meaning. According to Watson (2002:369) suggests that a rather messy situation currently exists whereby the term HRM is used in a confusing variety of ways. In its broadest sense HRM can be defined as a generic term to describe any approach to managing people; whereas Boxall and Purcell (2003:1) described HRM as all those activities associated with the management of employment relationships in the firm. Though, HRM comprises a new approach to managing people that is extensively different to more conventional practices. Even there are number of perspectives which make HRM distinctive. However Storey (1995:5) defines HRM as a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an array of cultural, structural and personnel techniques. Whereas related to strategic nature o f HRM, Buchanan and Huczynski (2004:679) approaches HRM as a managerial prospective, which argues the need to establish an integrated series of personnel policies to support organisational strategy. Two main modification of HRM were acknowledged early in scholastic discussions of HRM: According to (Guest, 1987; storey, 1992) Hard HRM with an emphasis on the Strategies of cost minimisation (e.g. low wages, minimal training, close supervision), Quantitative aspects of managing human resource as an economic factor in production (e.g. in lean production- downsizing, work intensification). Soft HRM approaches aimed at enhancing the Commitment, Communication, Motivation, Quality, Leadership and flexibility of employees. Strategic HRM:- A strategic approach to Human Resource management has great appeal, According to Johnson and scholes (1997); describe strategic HRM in concern of business and management as the direction and scope of an organisational over the longer term, which ideally matches its resources to its changing environment, and in particular to its markets, customers and clients to meet stakeholders expectations. Strategic decisions in management are likely to be concerned with: Enduring direction of the organisation Extent of the organisations deeds Identical organisations deeds to its environment (i.e. PESTLE) Identical organisational deeds to its resources The Harvard model of HRM:- Source: Beer et al (1984; p.16 Map of the HRM territory) Long term consequences Individual well -being Organizational Effectiveness Social well- being HRM Policy choices Employee influences Human resource flow Reward systems Work systems HR Outcomes Commitment Competence Congruence Cost effectiveness Situational factors Workforce characteristics Business strategy and conditions Management philosophy Labour market Unions Task technology Laws and societal values Laws and Ideal types of Human Resource Management:- Characteristics Human resource management Strategic nature Dealing with day to day issues; but proactive in nature and integrated with other management functions. A deliberately long-term strategic view of Human resources Psychological Contract Based on seeking willing commitment of the employee Job design Typically team-based Organisational structure Flexible with core of key employees surrounded by peripheral cells High degree of outsourcing Remuneration Market based Individual and/or team performance Pay for contribution Recruitment Sophisticated recruitment for all employees Strong internal labour market for core employees. Greater reliance on external labour market for non-core Training/development Transformed into a learning and development philosophy transcending job related training. Strong emphasis on management and leadership development A learning organisation culture Employee relations perspective Individualistic; high trust Organisations of the function Largely integrated into line management for day to day HR issues Specialist HR group to advise and create HR policy Welfare role No explicit welfare role Criteria for success of the function Control of HR costs, maximum utilisation of HRM over long term Source: adapted and developed from Guest (1987) Recession:- Organisations have been focus to enormous stress over the past few years, with foremost principal structural changes in industry sometimes obscured behind the short or long-term issues of recession which in other words can be described as the circumstances of the economy turn down; a extensive cut in the GDP, Employment and Trade (Business). In numerous ways, recessions are a motivating natural experiment to examine. According to Paul Geroski Paul Gregg (1997) describes recession involve a major reduction in demand sustained over a substantial period of time, it affect some organisation far more than others and they are exogenous to the actions of individual organisations. The reduction in demand is most important and sustained means that those organisations that are deficiently affected by a recession are expected to be rethinking the essential premises of their competitive strategy. The evaluation between the strategy and composition of organisations who are exceedingly harshly affected by a recession with those less harshly affected endow with indication on what composes a few organisations more susceptible to surprises them others, and on the toughness of diverse strategy choices and diverse organisational constitution to changes in market conditions. As a consequences recession also throw at least some useful luminosity on how organisations counter to unpredicted changes in demand. Additionally the effects of recessionary demand surprises are unavoidably reassigned reverse to labour markets. Current scenario of Recession:- According to Mike Schraeder and David J. Hoover (2010) the global economy has experienced massive confront in the previous two years as businesses have struggled with apparently insoluble financial crises which disclose a shocking compilation of industries that have closed a business, economize, or occupied in other strategic indispensable in the expedition for survival. Providentially, there is a number of substantiation that the influence of the global crises possibly will be deteriorating. Moreover, organization and their leaders are now faced with the harsh certainty of demanding to recuperate from the shock of these crises, whereas concurrently creating divisions that are proficient for competing effectively in a decrepit global environment. Cost-effective aspect Peak to through so far Real GDP decrease 3.7% real decline from December 2007 until June 2009 totalling $500 billion Personal Income individual wages declined by $339 billion from mid-2008 to the 1st Qtr of 2009 Investment Fixed investment has declined by $543 billion, or 24%, since December 2007 Unemployment There are  8.1 million less people employed today than in 2007 Industrial Production Has fallen 12% since 2007 Bankruptcies National bankruptcies have risen from 800,000 in 2007 to 1.4 million in 2009, a 75% increase Trade Exports and imports declined by 22% and 31%, respectively, between July 2008 and June 2009 Currency The USD has fallen 17% in the last year versus a basket of world currencies Bank Failures 140  banks   failed in 2009, with  700 banks in danger of failing, according to the FDIC Source: Economic Recession, Depression, or Systematic breakdown (Economics/ Recession 2008-2010) by James Quinn, (March 4th, 2010) available from Internet URL http://www.marketoracle.co.uk/Article17665.html http://www.marketoracle.co.uk/images/2010/Mar/recession-4-1.jpg Source: Economic Recession, Depression, or Systematic breakdown (Economics/ Recession 2008-2010) by James Quinn, (March 4th, 2010) available from Internet URL http://www.marketoracle.co.uk/Article17665.html http://www.marketoracle.co.uk/images/2010/Mar/recession-4-2.jpg Source: Economic Recession, Depression, or Systematic breakdown (Economics/ Recession 2008-2010) by James Quinn, (March 4th, 2010) available from Internet URL http://www.marketoracle.co.uk/Article17665.html Impacts of recession on top of global/ domestic organizations:- As per given data in graphs of above mentioned, the major area to focus in concern of HRM is unemployment, during ending phase of 2007 employer were recruiting employees without forecasting the demand of prospective which results into redundancies/ unemployment, job insecurity, demotivation, stress , depression, reduced flexible working hours and increase in responsibilities on working employee in the organisations also. Whereas James Quinn (2010) describes a depression is categorized by irregular enhance in unemployment, a decrease in the accessibility of credit, extract productivity and venture, frequent liquidation, condensed sum of business and exchange, as well as extremely explosive comparative currency price variation, mostly depreciation. Price devaluation, economic crisis, and the stock market/ bank collapse are also universal fundamentals of a depression. According to Sally Walters (2009); International national Downsize/ recession related issues: Business environment Business closures Redundancies Modification in terms and conditions of employment Cash flow complications Deficiency of credit Reduction in the value of authentic Consolidation Condensed margins Public overheads Recover costs and competences Recruitment Employee revenue Recruitment complications Aged employees Skill development Understanding future complications when economy start to rise Facing difficulty to invest in skill development Training Compact training obligation Emphasize the specific needs of business Lack of apprentices in young employees in concern of employment prospects HRM Strategic perspective in concern of recession (issues):- According to David Hussey (2002), during recession there are no simple solutions and, success will depend, as always, on the soundness of the strategic decisions taken by top management, and ability of the organisation to implement those strategies. This would push the Human resource phase of the business to the forefront, even without the additional difficulties of sustained revolutionize and the demands. HRM, which is already very proficient in many organisations, requires to be obsessed by the business requirements of the organisation, but without losing prospect of the decisive value and significance of people in making strategies turn out to be reality. While attempt to come out from the recession, companies perspective in concern of HRM; (issues which has been taken by companies/ organisations to survive in time of recession) Redundancy/ Job cuts Cost retrenchment and downsizing Hiring freezes Modification in terms and conditions of employment Laying off temporary/ part time employees Condensed training dedication Freezes in previously planned Pay, Incentives and Bonus policies Enhance the use of premature retirement Restructure Reduction in employee hours Affecting employees offshore Employee revenue HR department should obtain into depiction barely the liable effectiveness of their deeds but also their apparent impact on employee commitment. HRM activities in relation to HRM outcomes and performance (under perspective of recession):- Issues Impacts Solutions Positive Implications Negative Implications Redundancy Cost retrenchment and downsizing, Demotivation Stress Depression Rejoin the employee in state of increase in demand, Contract based employee Employee might perform well compare to previous performance Fluctuation in employee working hours Employee might not have commitment and loyality towards organisation or might lose trust Less work commitment, Insecurity in aspects of full time employees Reduce pay, incentives and change in bonus policies Freeze on promotions Low motivation Low motivation Less employee engagement and commitment, trust Offering rewards by increasing pay/ incentive/ bonus Performance appraisal for highly skilled employee and core employee of the organisation to keep them in trust and motivated It might have significant affect on employee performance Motivation Dedication towards work Employee engagement and commitment It might only motivate few employee in organisation, as money is always solution of short term situations, Appraisals are sometime demotivated expensive Might also affect on cost cutting strategy of organisation Reduction in training commitment Decline in leadership and learning development, Poor performance Provide continuous improvement training programs Development in knowledge Skill enhancement Expensive might not be effective for all employees Issues Impacts Solutions Positive Implications Negative Implications Relocate/Redeploy transfer of employee (domestic as well as globally depend upon organisation Low morale, insecurity in concern of job, Cultural dispute Provide social network, Provide comfortable zone by management , Provide facilities and benefits Depend upon individual behaviour of employee; it might goes well as employee will get exposure and it might help to learn different cultural/ countrywide organisation strategies and guiding principle Expensive but sometime it is not possible in real world to do so. Depend upon employee individual personality to have capability to cope up with different culture Laying off part time/ temporary working Workload, Less employee engagement towards work and commitment Provide a more flexible alternative to full time employee, Cover temporary peaks in demand Cost effective To protect the job security of core employees To cover for holidays and sickness absence Might not be effective for all industry expertise Depend upon contextualities of the situation HRM strategic planning and sustainable implementation for current market conditions prospect economy crisis:- Indicates in accomplishment plan Description Strategic planning Strategic personnel forecast Link employees scheduling with business strategy by establishing demand and supply circumstances by employment category Productivity controlling Launch a innovative efficiency metric such as worth additional per individual to administer productivity programs Work force adaptation Employees flexibility Exploit working-time implements like generation work accounts, vacation programs, and engagement with unions Employees reduction Amend employees size to the new economic environment with respect to job category forecasts Human resources Cost management Optimize workforce cost programs by converting cash inducements to noncash ones Persistent recruiting of key workforce Employ top applicants for assignment- decisive jobs HR and performance improvements Restructuring the HR organisations Measures all HR actions to certify superiority throughout bunching procedure optimization, and ascendancy process Performance management Support performance process to the new environment by discarding interim observations and implementing enduring philosophy Sustainable implementations Employee Engagement Focus on such values as honesty and trust and start an initiative to bring discipline and motivation into balance Leadership Competences Coach leaders to evolution from intensification to crisis with workshops, communication process, and support from top management Modify management Establish best-in-class support by illuminating accountabilities, enforcing transparency, and soliciting employee feedback Internal and external communication Organize a comprehensible communication strategy and methods that target decisive stakeholders Source: Rainer Strack , Pieter Haen et al. (March 2009) Creating people in advantage in times of crisis; how to address HR challenges in the recession. Boston consulting group; European association for people management For visionary companies who wants to develop state-of-the art nation development in the existing environment:- In todays impulsive environment, the HR department is frequently dragged in numerous directions. According to Rainer Strack), Pieter Haen et al. for illustration, specialist recruiters who usually focus on hiring may need to take on other HR tasks, such as managing the introduction of shortened working hours. Strategic personnel forecast: predict future scarcity to reorganize capabilities Performance management: shift from diminutive to extensive term approaches Employee engagement: attention on motivation and accountabilities Leadership competences: endow leaders for turbulent conditions Modify management: espouse a methodical, cascading approach Internal and external communication: talk the walk Strategic planning:- Strategic personnel forecast: predict future scarcity to reorganize capabilities Generally organisations do not fully comprehend how downsize will influence their demands for individuals and how layoffs will influence their prospect. Even if the economy prolongs to depreciate, the majority of companies will still features lack in precise jobs. To overcome from this Rainer Strack), Pieter Haen et al. suggests that companies have to evaluate their employees by generating job categories with comparable expertise requirements. While in dispensation these companies will capable to categorize probable scarcity in skills as well as pockets of competence where retraining opportunities exist. Once companies will recognize their requirements for job category, companies might discover smarter and longer term preference about their employees. productivity controlling: progress from input to output On the whole HR departments do a high-quality job of determining headcount, human resources costs and relative inputs. Work force adaptation:- Employee flexibility: generate reversible circumstances Companies expecting to recuperate from the current downsize should attempt to establishment headcounts method with built in flexibility; moderately than layoff employees particularly in those marketplace where employees diminution are expensive and time intense. Employees reduction: be suspicious to engrave in the accurate places Companies whose businesses are in extensive decline require, thinking the steps that are additional enduring, like laying-off full time employees. Companies have to identify the core employees who should be engaged. Human resources cost management: produce inventive reimbursement model Whereas companies may espouse a flexible or restructure strategy, the action might be in several ways like relating to wages, deferring bonuses etc. Persistent recruiting of key workforce: promote talent In this consumers marketplace, elegant corporations are discerning fortitude key employees from competitors or the marketplace. HR and performance improvements:- Restructuring the HR organisations: be lean HR department requires being highly effective and efficient in scenario of downturn, otherwise it will affect on trustworthiness while HR will endeavour to lead individuals proposal elsewhere in company. Performance management: shift from diminutive to extensive term approaches Presently Companies have a major chance to standardize their performance management and incentive methods to extensive term business objectives that might expand new significance, such as growth and sustainable business traditions Sustainable implementation:- Employee engagement: attention on motivation and accountabilities Employees are most essential and effective assets of company when they are motivated while working in well-organized system. In downsize, it is tough to achieve balance between motivation and well organized system due to unavailability of promotion and high wages. Leadership competences: endow leaders for turbulent conditions Leadership is motivating the corporation to modify its commencement of superlative performance. In time of crisis organizations are arranging training for their mangers to coach them how to lead in tough times. Modify management: espouse a methodical, cascading approach Companies requires clear agenda and sustained and meticulous program management. HRM needs to create schedules, metrics and clear accountabilities to mobilize the establishment. Internal and external communication: talk the walk In organisation working environment; one to one communication, an open door policy and active listening skills all are significant. Conclusion:- Though it is complicated for HR to recognize techniques and HR practice that promotes a environment of modernization in support of the organisation objectives. Present scenario of downturn has immense impact and creates challenges for all departments, production units and workforce within organisation. HRM top management is itself in crucial situation; they have to rethink about their previous strategies before recession and compare it to the present scenario of crisis, then need to implement in concern of present situation. There is enormous requirement of critically analysing the strategies and necessitate to structure the new strategies undertaking consideration of employees supply and demand, maintaining employee engagement, developing forefront for leaders to assist for survival in crisis for companies and employees in tough time and restructuring the organisation and HR as per obligation of businesses. Work force might respond to the complicated situation like downsize positive ly if their leaders are truthful, straight and compassionate about the complications and generate enthusiasm about the prospects. Recommendations for Managing Human Resource Management in downsize/recession in addition to foremost prospective:- In present scenario of global as well as domestic organisations, many of countries are coming out of recession, not fully because there are still uncertainties how stable the global market is however nobody has firm scenario when will the next recession occur, since still companies are trying to cope up with economy crisis in few aspects. According to Rainer Strack , Pieter Haen et al. (2009) the first casualty of a downturn is people; the employees, on whom the fortunes of a company rest. Companies do whatever they can to get costs under control, and they often act swiftly by cutting employee hours, imposing a hiring freeze, and taking other steps that affect their employees. In perspective of HRM; there are hazards for corporations that engrave their employees too swiftly. While individuals may emerge to be in immense contribute today, the demographic wave will soon twist. Whereas Rainer Strack , Pieter Haen et al. (2009) elaborate further their point by saying the talent pool is poised to shrink, as the baby boom generation retreats into retirement and as younger and similar generations enter their prime working years. Look for ways for cost effectiveness without laying off work force Reallocate employees wherever probable Keep on fostering and emergent employee talent/ capabilities All decisions must have taken under consideration of suspicious personnel planning Ensure that company pursue the legislative dismissal course of action to the correspondence if company necessitate doing redundancies. Let remaining employees know that they are valued, essential and essence of company. References:- Beer, M., Spector, B.,Lawerce, P.R., Mills, D. And Walton, R.E. (1984), p.16; Managing Human Assets, New York: Free Press Boxall, P. and Purcell, J. (2003), p.1; Strategy and Human Resources Management, Houndmills:Palgrave Macmillan Buchanan, D. and Huczynski, A. (2004), p.679; Oraganizational Behaviour, 5th edn. Harlow:FT/Prentice Hall Drucker, P. (1993), Post Capitalist Society, Oxford: Butterworth-Heinemann. Geroski, P. A. Gregg, P. (1997), p. 2-3; Coping with Recession: UK Company Performance in adversity, United Kingdom: Cambridge University press (eBook resource : available from internet URL: http://books.google.co.uk/books?hl=enlr=id=neo3ZneOXp8Coi=fndpg=PP16dq=business+coping+strategies+to+avoid+the+effects+of+recessionots=TEB2ESH_5asig=zaVSjowL5UBTTSpZa0FhWzeUp1w#v=onepageq=f=false Guest, D. (1987), Human Resource Management and Industrial Relations, Journal of management studies, 24, 5: 503-521 Hussey, D. (2002), p.5; Business Driven HRM, New York: Wiley Sons ltd. Jhonson, G. and Scholes, K. (1997), Exploring Corporate Strategy, London: Prentice Hall Quinn, J. (2010), Economic Recession, Depression, or Systematic Breakdown, E- Resource Article published on Mar, 4th 2010 available from internet URL: http://www.marketoracle.co.uk/Article17665.html Rainer, S. Haen, P. et al. (2009), Creating People Advantage in Time of Crisis: How to address HR challenges in the recession, Journal of Mangerial psychology, Publisher: Emerald Group Publishing Limited, E-Resource available from Emerald. Schraedar, M. and Hoover, D. (2010), vol.24, 2: p.11-13, Enhancing Organisational Recovery in Tough Times: a pragmatic perspective, Development and Learning in Organisations, Publisher: Emerald Group Publishing Limited, E-Resource available from Emerald; http://www.emeraldinsight.com/Insight/viewPDF.jsp?contentType=ArticleFilename=html/Output/Published/EmeraldFullTextArticle/Pdf/0810240203.pdf Storey, J. (1992), Developments in the Management of Human Resources: An Analytical Review, London: Blackwell Storey, J. (1995), p.5; Human Resources Management: A Critical Text, London: Routledge Walters, S. (2009), p.5-8; The Impact of the Economic Downturn on business and skills in England, Journal of Social Economics, Publisher: Emerald Group Publishing Limited, E-Resource available from Emerald. Watson, T. (2002), p.369; Organising and Managing Work, Harlow: FT/Prentice Hall