Misunderstanding Men And Women Essays - Gender, Biology, Identity

Misunderstanding Men and Women Since the beginning of biological time, males and females have had noticeable and unnoticeable differences. These differences have caused conflicts, which have endured time and are still a part of our modern everyday lives. However, the discord has become more defined than what is characterized as a woman and a man. In order to attempt accordance between the sexes, it is essential that we educated ourselves in the true meanings of men, women, masculinity, femininity and the power aspects involved. Before going into detail on the many differences between being a man and a woman, one must carefully examine the proper definitions of masculinity and femininity. These terms are common "falsely understood" words that no one has taken the time to define yet everyone uses on a daily basis. All human beings are classified by their biological and psychological sex. A biological man is a person born with the male genitalia, as a biological woman is a person born with the female genitalia. A biological male person along with a biological female person are needed to reach the goal of biological sexuality: procreation. On the other hand, a psychologically male person is a person that believes he or she is a male and vice versa for a psychologically female person. Psychological sexuality is about the personality traits that distinguish many men and women. For example, women are often more intuitive than men. Men often are better at spatial relationships than women. These two are needed for t he psychological sexuality goal: making a love relationship. Femininity can be defined by such feminine traits as being soft, nurturing, intuitive, accepting and empathetic. Being stoic, analytical and public are traits generally associated with masculinity. Hence, from the previous definitions we can say that a "man" is a psychologically masculine person. He can be either biologically feminine or masculine. A "woman" is a psychologically feminine person. She can be either biologically masculine or feminine. A greatly noticeable difference between men and women is the power aspects of masculinity and femininity. Men seem most comfortable in situations where the power structure and its laws are clear to them. Competition is another trait of the masculine personality. He competes in order to gain control since, according to him, the strongest and most dominant person leads and makes all the important decisions. When working in groups with other men, he believes that the absence of rules will lead to the most aggressive person, rather than the best leader, gaining control of the group. When working with other women, however, he usually wants to know whether a biological female wants to be treated like a man or like a woman. A power aspect of the feminine power style or femininity is cooperation. When a woman cooperates she is submitting to the will of the other person in the expectation that the other person will take her needs and wants into consideration. When women cooperate with each other they are submitting to the combined will of the two people in the relationship (which includes her, of course, so she has a say in the decision-making process.) During group work, women have consensus decision-making. Each person takes responsibility for making sure that everything is shared equally. Women are capable of working well together without rules or establishing a hierarchy. When working with men, a woman's femininity works against her, because the business world operates by masculine principles: competition constrained by rules. Through the years, science has developed models for the relationships between men and women, more specifically, the power and love aspects of relationships. Men and women in love relationships have complementary power traits that are a large part of what attracts women to men and men to women. Love relationships bring out the power aspects of a man's masculinity and a woman's femininity. A woman wants her man to take responsibility for her and he can best show his love for her by accepting this responsibility. Likewise, a man wants to take responsibility for his woman and she demonstrates her love by giving him this responsibility. The first relationship model is known to psychologists as the modern model. It encapsulates the idea of power sharing. Since the 1970s the politically correct arrangement

Definition and Examples of Antanaclasis (Word Play)

Definition and Examples of Antanaclasis (Word Play) Definition Antanaclasis is a rhetorical term for a  type of verbal play in which one word is used in two contrasting (and often comic) senses- a type of  homonymic pun. Also known as the rebound. Antanaclasis  appears often in aphorisms, such as If we dont hang together, we shall surely hang separately. See Examples and Observations  below. Also see: AntistasisAsteismusDiacopeJanus WordLogologyParonomasiaPloceTraductioWord PlayWords at Play: An Introduction to Recreational Linguistics EtymologyFrom the Greek, reflection, bending, breaking against Examples and Observations And theres bars on the corners and bars on the heart.(Tim McGraw, Where The Green Grass Grows)People on the go . . . go for Coke.(advertisement for Coca Cola)If you arent fired with enthusiasm, you will be fired with enthusiasm.(Vince Lombardi) Viola: Save thee, friend, and thy music! Dost thou live by thy tabour?Clown: No, sir, I live by the church.Viola: Art thou a churchman?Clown: No such matter, sir: I do live by the church; for I do live at my house, and my house doth stand by the church.(William Shakespeare, Twelfth Night, Act 3, Scene 1)For every woman growing anxious about thinning hair, there are thousands growing it back.(advertisement for Rogaine)At first glance, Shirley Polykoffs sloganIf Ive only one life, let me live it as a blonde!seems like merely another example of a superficial and irritating rhetorical trope (antanaclasis) that now happens to be fashionable among advertising copy writers.(Tom Wolfe, The Me Decade and the Third Great Awakening) Death, tho I see him not, is nearAnd grudges me my eightieth year.Now I would give him all these lastFor one that fifty have run past.Ah! He strikes all things, all alike,But bargains: those he will not strike.(Walter Savage Landor, Age) Antanaclasis in Hip HopRarely is it that a single rhetorical form can essentially define the poetics of not just one MC but of an entire clique. Such is the case with the Diplomats and the figurative trope of antanaclasis. Antanaclasis is when a single word is repeated multiple times, but each time with a different meaning. For the Diplomats, the popularity of it likely began with Camron, the leading member of Dipset, who started his career rapping alongside Mase. Consider the following lines off one of his mix-tape releases: I flip China White,/my dishes white china/from China. Playing with just two words, he renders them in several distinct permutations. China white is a particular variety of heroin. White china is a generic term for dishware, and he then goes on to specify that his dishware actually is from China. What might sound like nonsense or repetition for the sake of sound alone soon reveals itself as a rhetorical figure in action.(Adam Bradley, Book of Rhymes: The Poetics of Hip Hop. BasicCivitas, 2009) From Antanaclasis to AposiopesisHem! again said the thrifty Roland, with a slight inflection of the beetle brows. It may be next to nothing, Maamsisterjust as a butchers shop may be next to Northumberland House, but there is a vast deal between nothing and that next neighbour you have given it.This speech was so like one of my fathersso naive an imitation of that subtle reasoners use of the rhetorical figure called Antanaclasis (or repetition of the same words in a different sense), that I laughed and my mother smiled. But she smiled reverently, not thinking of the Antanaclasis, as, laying her hand on Rolands arm, she replied in the yet more formidable figure of speech called Epiphonema (or exclamation), Yet, with all your economy, you would have had usTut! cried my uncle, parrying the Epiphonema with a masterly Aposiopesis (or breaking off), tut! if you had done what I wished, I should have had more pleasure for my money!My poor mothers rhetorical armoury supplied no weapon to meet that artful Aposiopesis, so she dropped the rhetoric altogether, and went on with that unadorned eloquence natural to her, as to other great financial reformers.(Edward Bulwer Lytton, The Caxtons: A Family Picture, 1849) Serious Word PlayThe modern sensibility prefers the mechanics of a rhetorical effect to be hidden from view; anything which smacks of contrivance or artifice, any construction which leaves the scaffolding in place, is regarded with some suspicion. . . . In other words, the more obvious the pun to the reader (regardless of what feats of ingenuity went into its fabrication), the less pleasure there is to be derived from it. This is perhaps why antanaclasis, the figure in which a word occurs and is then repeated in a different sense, has never been rehabilitated . . .; the repetition flags the effects, and it shades from being clever into being clever-clever. This hasnt always been the case. In the Renaissance, obviousness was no impediment to joy: quite the opposite, in fact.(Sophie Read, Puns: Serious Wordplay. Renaissance Figures of Speech, ed. by Sylvia Adamson et al,. Cambridge University Press, 2008) Pronunciation: an-tan-ACK-la-sis

Make Colored Easter Eggs Using Natural Dyes

Make Colored Easter Eggs Using Natural Dyes Its fun and easy to use foods and flowers to make your own natural Easter egg dyes. The two main ways to use your own dyes are to add dyes to the eggs when boiling them or to dye the eggs after they have been hard-boiled. Its a lot faster to boil the dyes and eggs together, but you will use several pans if you want to make multiple colors. Dyeing the eggs after they have been cooked takes as many dishes and more time, but may be more practical (after all, most stoves only have four burners!). Try both fresh and frozen produce. Canned produce will produce much paler colors. Boiling the colors with vinegar will result in deeper colors. Some materials need to be boiled to impart their color (name followed by boiled in the table). Some of the fruits, vegetables, and spices can be used cold. To use a cold material, cover the boiled eggs with water, add dyeing materials, a teaspoon or less of vinegar, and let the eggs remain in the refrigerator until the desired color is achieved. In most cases, the longer you leave Easter eggs in the dye, the more deeply colored they will become. Here is the preferred method for using natural dyes: Place the eggs in a single layer in a pan. Add water until the eggs are covered.Add approximately one teaspoon of vinegar.Add the natural dye. Use more dye material for more eggs or for a more intense color.Bring water to a boil.Reduce heat and simmer for 15 minutes.If you are pleased with the color, remove the eggs from the liquid.If you want more intensely colored eggs, temporarily remove the eggs from the liquid. Strain the dye through a coffee filter (unless you want speckled eggs). Cover the eggs with the filtered dye and let them remain in the refrigerator overnight.Naturally-colored eggs will not be glossy, but if you want a shiny appearance you can rub a bit of cooking oil onto the eggs once they are dry. You can use fresh and frozen berries as paints, too. Simply crush the berries against dry boiled eggs. Try coloring on the eggs with crayons or wax pencils before boiling and dyeing them. Happy Easter! Natural Easter Egg Dyes Color Ingredients Lavender Small Quantity of Purple Grape JuiceViolet Blossoms plus 2 tsp Lemon JuiceRed Zinger Tea Violet Blue Violet BlossomsSmall Quantity of Red Onions Skins (boiled)Hibiscus TeaRed Wine Blue Canned BlueberriesRed Cabbage Leaves (boiled)Purple Grape JuiceButterfly Pea Flowers or Tea Green Spinach Leaves (boiled)Liquid Chlorophyll Greenish Yellow Yellow Delicious Apple Peels (boiled) Yellow Orange or Lemon Peels (boiled)Carrot Tops (boiled)Celery Seed (boiled)Ground Cumin (boiled)Ground Turmeric (boiled)Chamomile TeaGreen Tea Golden Brown Dill Seeds Brown Strong CoffeeInstant CoffeeBlack Walnut Shells (boiled)Black Tea Orange Yellow Onion Skins (boiled)Cooked CarrotsChili PowderPaprika Pink BeetsCranberries or JuiceRaspberriesRed Grape JuiceJuice from Pickled Beets Red Lots of Red Onions Skins (boiled)Canned Cherries with JuicePomegranate JuiceRaspberries

How Can Management Accounting Techniques Assisst the Management of a Essay

How Can Management Accounting Techniques Assisst the Management of a Real Life Company - Essay Example Arcadia Group Limited is UK's largest privately owned clothing retailer that operates approximately 2,500 outlets. These outlets offer street’s best known fashion brands to different market segments (Arcadia Group Limited, n.d.). TopShop is mainly engaged in selling of women clothing and accessories. The company is also focusing on on-line selling of the products. This retail chain offers clothes mainly for young females. Other fashion products like shoes, accessories, make-up and gift items are also available in these outlets. TopShop was launched in 1964 to cater the growing demand for fashionable clothes among females in UK. From then onwards it turned out as a style symbol that caters the imagination of fashion icon people in UK’s retail industry. Within UK the retail chain has over 300 outlets and around 100 outlets are operating in international territories. Considering its success in the target market it is quite difficult to accept that this brand once had its b eginning in the basement of Peter Robinson department store. It took almost a decade for the brand to emerge out as a stand alone retailer. Back in 1994, TopShop got an opportunity to acquire its own identity. At that time 90,000 sq ft area was acquired at London Oxford Circus to open a unique outlet solely for TopShop. This outlet gave an identity to the retail brand; till date this outlet is world’s largest fashion store that attracts more than 200,000 shoppers per week. The brand image of the company is enough to attract international designers. The retail has a history of collaboration with some well known international designers like Celia Birtwell and Kate Moss that gave an extra edge to the brand name of TopShop. With... This paper stresses that a retail outlet sells large amount of finishes products that require regular updating of data. The sale to stock ratio is low because large portion of working capital remain engaged in inventory. As the business cycle is short in length, hence cash-flow balance is quite critical. The suppliers are always in hurry for their payments whereas the customers prefer to make delay. This report makes a conclusion that a retail outlet can confirm poor management if it encounter over crowded cash counter during festive session, the invoice process take time and customers has to wait long and inaccurate data in the invoice such as mistake in weight, item or amount. These are the signal of inadequate availability of information that can be rectified with help of management accounting system. The author says that with help of management cost accounting tools, company can generate ample reports that provide in-depth information about performance of different departments. Among these tools, activity based management is the one that has gained high popularity. Activity based management can be segregated in two distinct section; the first one is activity based costing where cost incurred at different point in the operational process is identified and then allocated to specific activity centre. The second section deals with strategic decision were management take decision about re-engineering of the activity. There are other techniques of management accounting such as cost volume profit analysis where the management calculate contribution ration that reflects profitability of the business.

Humanity and Global Warming Essay Example | Topics and Well Written Essays - 750 words

Humanity and Global Warming - Essay Example Evidence indicates humanity's direct impact on this trend in the latter half of this century, according to the 2001 report by the Intergovernmental Panel on Climate Change, who base this claim on meteorological and oceanographic models. When these models - which are projected from geologic evidence of the Earth's natural history of climate change - are compared with the reality of today's climate, the difference bears a direct correlation to human output of carbon dioxide. The fossil fuels humans burn through transportation, household heating, and as a power source in general emit carbon dioxide, which in turn accumulate in the upper atmosphere and serve as a blanket by retaining solar heat. Atmospheric carbon dioxide levels are currently at their highest peak in the last 650,000 years (Fitzpatrick). This blanketing action is commonly referred to as the "Greenhouse effect" and is a naturally occurring phenomenon. Solar energy creates both the weather and climate, as well as warming the surface. The planet in turn reflects this heat back into outer space. The collection of water vapor, carbon dioxide, and other gases in the atmosphere act like window panes on a green house, allowing the energy to enter, but then retaining a significant portion of the energy which allows the planet to remain at a comfortable average of 60F. The natural emission of greenhouse gases by humans has historically been counterbalanced by plant respiration and organic decomposition at a ratio of 10:1. Since the industrial revolution, however, human output of carbon dioxide, methane, and nitrous oxide have all grown exponentially. Compounding the problem of rising greenhouse gases, increased farming production, mining, industrial pollution, and landfills have resulted in massive deforestation, thereby sign ificantly decreasing the method by which carbon dioxide is converted back into oxygen ("Climate"). Scientists have suspected a connection between human activity and global warming since the early 1920's, yet little conclusive evidence has been observable until the 1970's, when people grew concerned that the drought in the African Sahel was slowly being encroached by the Sahara. In 1975, Jule Charney (a climate modeler) proposed that the Sahel land, which had been largely cleared of vegetation for various reasons, now contained a large amount of exposed clay, which reflected a greater amount of heat, thereby effecting the wind and rain patterns of the region. By 1988, scientists had gathered enough evidence to confirm that cleared land not only warms more than forested land, but the rise in temperature makes it all the more difficult for vegetation to return. Human activity can therefore effect the climate through small changes to an environment's balance, which sets off a progression of effects that alter the environment completely (Weart, "Biosphere"). Today, there are numerous signs of global warming: warming ocean water is altering wind patterns (which combined with the evidence of cleared land warming results in massive droughts), since the melting polar ice masses shift precipitation further away from traditional regions ("Current Science"). Natural weather disasters have increased in

High Turnover Rate Of Expatriate Managers Management Essay

High Turnover Rate Of Expatriate Managers Management Essay The West Indies Yacht Club Resort (WIYCR), headquartered in Chicago, is located on the British Virgin Islands (BVI). BVI is part of the Virgin Islands archipelago with the population of approximately twenty thousand. The majority of the population (83%) is of African descent, with the remainder being of Amerindian, East Indian, and Middle Eastern descent, or white expatriates. Although it has been operating successfully, the West Indies Yacht Club Resort has some alarming problems that have recently become apparent and have seriously affected the operational and organizational aspects of the resort. The main concerns of the organization can be summarized as follows High turnover rate of expatriate managers; Low motivation of the local employees; Rising tension between expatriates and local staff; Rising number of guest complaints; The purpose of this report is to identify the causes of the problems highlighted above as well as provide the most suitable and feasible solutions to improve the current situation in WIYCR. For the purpose of the study critical review of the academic research has been conducted to define the two colliding cultures and to understand the needs of the local staff as well as help US managers to employ the most effective management style. In addition to that, thorough onsite investigation, observations and set of interviews have been conducted, findings of which have been outlined in the below report. Research When it comes to business, it is crucial for a multinational organisation to be able to successfully deal with cross-cultural differences, turning them into strengths, not weaknesses. The existence of expatriate managers is quite common in multinational companies. It is also believed their managerial skills are directly linked to the success of the business and also to the success of cultural adaptation of the organization. According to Schneider and Barsoux cultural adjustment should create opportunities for an organization rather than a threat, and it helps leaders develop intellectually, emotionally and ethically. The qualities that make a good expatriate manager have been often discussed. As per The Chartered Institute of Personnel and Development the key competencies that they feel a good expatriate manager should exhibit include Technical competence, previous achievements in home country, language skills, motivation, stress resistance, independence, and goal orientated personality and good communication skills. They also believe that a manager thriving in one culture is not inevitably going to be successful in another. Moreover, it is vital for a multicultural organization to employ good leaders. However, the leadership styles differ greatly among cultures. Mendenhall et al (1995) claim that in order for an expatriate manager to effectively motivate and lead people from different cultural background they must try to fit in with the social norms of that culture, while also standing out as a leader. In order to identify and understand the main differences between the US and BVI and be able to provide guidance on how to effectively manage people for both cultures, the following two diagnostic models have been reviewed: Hofstede s Model of National Culture; 7d Cultural Dimension Model. In general, people in BVI are more relaxed that in the US and they value quality time with friends and family. They also have very strong power distance which means that people are required to obey and show extreme respect for people based on organizational hierarchy. According to the Hofstede the management style in such societies is mostly authoritarian and vigorous due to the fact that many employees tend to avoid work. The fact that the local staff is paid on the hourly basis and gets a pay raise each year without a proper performance review, gives further incentive to work less. In addition to that, the Caribbean people also experience the lack of proper education, resulting in very high uncertainty avoidance. They also find it difficult to cope with uncertain situations and try to stay away from any conflict that might lead to having to make independent decisions. By contrast, the American culture manifests low uncertainty avoidance. It has been proven that effective leadership systems in countries with high uncertainty avoidance tend to involve providing employees with very clear instructions. Therefore, if they do not have defined objectives for a day, employees choose to avoid work to minimize the stress of uncertainty. According to Hofstede the link between individual and society also plays a significant role in defining a particular culture. There are two main streams individualism and collectivism. As far as the Caribbean culture is concerned, it shows much more tendency towards collectivism as people are viewed mainly in terms of the group they belong to. Unlike in the US, the individualism is very low in BVI, resulting in people not interested in personal achievements and career progression, and they favour work in groups. In those cultures time spent with family and friends is highly cherished and cannot be compensated by financial benefits. The American approach is quite the opposite. According to Hofstedes theory, cultures also differ in terms of expectations as regards to the role of men and women in a society. Therefore high masculinity cultures clearly define the gender roles men are usually more self-confident and dominant and they are more career-oriented. In the case of the Caribbean culture, the gender roles are not clearly divided, in fact there is a high equality among men and women and their performance. Additionally, in order to understand a particular culture, one should also consider whether people have a long term or short orientation. For example, in the US people are more short term oriented which means they expect immediate results and paybacks. By contrast, the Caribbean culture shows greater tendency towards long term orientation, where people are not anxious to see immediate results, compensations or promotions but put emphasis on the role of security and social obligations. In order to analyze those two cultures even deeper and explain how people relate to each other, the 7d Cultural Dimension Model has been employed. First of all, in terms of universalism versus particularism approach, the US is believed to favour universalism, where the most effective management style is based on set of rules and commonly accepted moral principles. On the other hand, the Caribbean people treat each interaction in a different way and pass the subsequent judgments. They are also very affective, which results in expressing their emotions freely whereas in the US people are expected to be conservative in that respect. In addition to that, the Caribbean people believe that they have to establish a personal relationship with the prospect business partner before entering into any business relations. With regards to WIYCR, the local employees say that We have so many managers from US and they dont stay here very long. Many of them think they can just come here and well instan tly be their friends. Since it takes time to build personal relations, there should be a commitment from both sides. Lastly, it is crucial to distinguish between the internal and external control. In the US people believe that they are in charge of their own lives, whereas the Caribbeans put more trust in Gods fate. Those differences have a great impact on the attitudes people show towards different values and norms. For instance, Americans believe they can achieve anything they like if they put enough effort into it. Therefore, the American culture emphasizes and supports personal achievement and continuous improvement. By contrast, Caribbean people believe that their fate has been predetermined. Therefore, they do not try to change something in their lives or put more effort intro achieving something. Findings and analysis To start with, it should be noted that the local government regulations in relation to the labour market in BVI has had a great impact on the overall structure and performance of WIYCR. The government restrictions considerably differ from those the US expatriate managers are familiar with. Generally speaking, in the US the job is given to the best possible candidate, while in BVI it is offered to the most enthusiastic candidate. The local work permit limitations result in trained and qualified managers from the US not being able to find employment in BVI. Another obvious difference between those two labour markets is the process in which employees can be laid off. As tourism is one of the few sustainable industries on the island, employees are granted job security despite their qualifications and willingness to work. By contrast, the number of jobs available in the American hospitality industry is rather limited. The employment opportunities in BVI are almost unlimited in that respec t, which means the local staff can freely leave or change a post if they wish. Unlike in the BVI, the US have extensive hospitality management educational programs and relevant work placement schemes. Therefore, the locals do not have the opportunity to gain the necessary education in the hospitality field resulting in their lack of enthusiasm in relation to taking on management positions. As far as the management team of WIYCR is concerned, the main company departments are located miles away from the actual resort, and all strategic decisional are made offshore. As the top mangers pay visits to the resort only few times a year, and never during peak season, they cannot fully understand the culture diversity and employee needs, let alone the issues which can directly impact the overall operation of the resort. This gap has already resulted in various communication issues. In one particular instance, the Chicago office had over-booked the resort by nearly 20% despite the opposition from the Rooms Division Managers. Therefore, during the peak season the number of guests was much higher than the physical capacity of the resort, affecting the service and staff morale. In the light of the previously identified problems, the study have been concluded with the following findings: Turnover in expatriate management This problem is partly due to the lack of essential international experience, cross cultural communication and sensitivity training on the expatriates side. Additionally, the strict local government regulations create challenges for the management to effectively run the resort. Since the understanding of local culture is limited among the expatriate managers, the management styles they employ are often ineffective. For instance, the behind-the-scene approach so popular in the US is much less effective in managing the Caribbean staff that showing support and participation. As a result of the cultural gap and lack of apparent results, the expatriate managers often feel discouraged since they cannot motivate the local staff to work effectively. Thus, the expatriates often loose their enthusiasm to work in the resort within a short period of time. Lack of motivation in local employees This issue is related to the over-protection from the government labour policy guaranteeing the jobs and salary for the local staff. Moreover, BVI locals are nourishing-oriented they cherish friendships between co-workers and family life. Thus, solely financial reward system is not effective at all. Instead, according to Maslows Needs Hierarchy Theory and The Four Drive Theory belongingness should be developed as well as drive to bond in order to boost their working spirit. It is also crucial for the locals to create personal relationships with their colleagues and direct supervisors, which is combined into their working relationship. Therefore, behind the scene managers do not encourage loyalty or respect from the local employees. Finally, locals know that they are paid on hourly basis and will get a raise each year without a review and regardless of their job performance. Tension between expatriates and local workers This is caused by the cultural difference. In the case of WIYCR, the expatriates are goal-oriented, they emphasize individualism, adopt easily to low power distance, low uncertainty avoidance and competitive environment whereas the local staff put emphasis on collectivism, adapting to high power distance, high uncertainty avoidance and nourishment orientation. The difference leads to misunderstandings on both sides creating unnecessary conflicts and tensions. Additionally, as mentioned previously, the labour laws of BVI increase job protection for locals, posing significant challenges to operations of the resort that suffers from insufficient capacity during peak season and overstaffing during the rest of the year. As it has been already proven the ideal management styles of US and BVI are significantly different. The former prefer laissez-fair or behind the scenes style while the latter prefer a hands-on and more instructive style. Since there are merely a few hands-on managers in WIYCR who strive hard to integrate into the local culture and gain respect, the frequent misunderstandings and lack of cooperation lead to unnecessary tensions in the resort. Moreover, unclear job descriptions and expectations also contribute to the increased tensions. Having lower education levels, the locals require clear and detailed role descriptions while the US expatriates consider brief guidelines sufficient in order to get the job done. Increase in guest complaints This issue is directly related to the above mentioned problems. Internal weaknesses combined with ineffective operating of the resort (e.g. insufficient staff in peak seasons, overbooking) result in the diminished level of service provided to the guests. The low motivation of local employees and the fact that there are currently less reluctant to take on more responsibilities affects the level of the customer service the guests expect. Solutions Based on the above findings it is believed that the optimal solution in the case of WIYCR is to change the organizational mindset to create more globally conscious management that will be able to benefit from the cultural diversity of the organization. The obvious advantage of this alternative is the fact it will promote cultural harmony, leading to increased work efficiency. Be changing the corporate culture to embrace diversity, the company will utilize the strengths of both cultures which in return allows the resort to retain the leading position in the market. As far as the downsides are concerned, the existing team may initially resist change resulting in cultural differences being even more challenging to harmonize. In the short term however, as the Christmas season is about to begin, the company should focus on trust building and improving team working. In the long run, attention should be placed on improving the communication and relationship between the resort and the headquarters in order to increase the overall efficiency of the organization. The first step is to improve the current situation in WIYCR is to have an authority figure present in the resort at all times in order to motivate employees. By having an evident, participating leader people will be motivated to work harder and focus on achieving the companys goals as well as seeking assistance with solving any problems that may occur. Secondly, managers should assign daily tasks and set goals for their employees as collectivists are not willing to set their own targets. This form of leadership is believed to be effective way of managing the local staff due to the high power distance of their culture. It is highly recommended that the implementation of this plan begin immediately since it is a vital part of the overall cultural adaptation process. The second area of development is to improve internal communication, gradually building trust between managers and local staff. In order to do that, the existing managers should undergo cultural training, so they become aware of the cultural differences they deal with be able do handle the situation more effectively. Cross-cultural training will significantly improve the communication between locals and expatriates. It is believed that it could be of a great benefit to the organization if the staff and management team attend both formal meetings to discuss progress and improvements and informal gatherings to improve relationships. The main reason behind it is that the local employees will hopefully increase their involvement and work efficiency as they are highly motivated by social activities. It has also become apparent that the communication between the resort and headquarters needs to be improved to prevent further tensions and deterioration of the customer service. The situation in this case can be improved by having frequent performance reports, as well as resort peak period bookings reviewed by the onsite managers. Additionally, quarterly meetings should be organized as well as visits from the top management to oversee the operation and become actively involved in the resorts day-to-day activities. In the long run, part of the booking duties could be delegated from the headquarters to the resort to improve efficiency and staff involvement. It is also recommended that the above solutions are considered as an on-going process starting with increased interactions among the employees, managers and head office. The third area of improvement related to building team working skills. It is vital for the business to have motivated and enthusiastic employees that work efficiently towards the common goal s of the organization. Since there is a high illiteracy rate among the local staff, precise instructions and demonstration are recommended. Moreover, in order to improve efficiency among the local staff, re-training using a hands-on approach should be considered. Additionally, future recruitment practices with regards to the local employees should be linked to the relevant skill set and attitude of the right candidate. Moreover, the selection of expatriates for managing positions should be based on previous cross-cultural experience and the relevant characteristics. Finally, job rotation should be taken into consideration to further encourage employees to interact with each other and increase job satisfaction and motivation. The fourth area of development relates to the implementation of effective performance measures. Both financial incentives as well as added collective rewards based on group performance should be considered. There should be frequent performance reviews held during group meetings, emphasizing win-win approach among management, employees and customers. The purpose of this approach is to satisfy needs of both cultures that help inspire employees to work efficiently increasing the organizations performance. These changes will involve continuous adjustment and improvements. Short term recommendations Organize an informal gathering prior to the peak season to boost employee morale Liaison with the local bar, popular with both the expatriates and local employees, should be considered and every opportunity such as birthday or festival parties should not be missed. It is also recommended that the resort provide food and drink incentives for employees. This action can help to build up friendship and team spirit between the expatriates and the local people. It will also create an excellent opportunity for both sides to discuss different opinions, express ones beliefs and subsequently reduce the tension between them. Additionally, it will help the expatriate managers to adapt to the local environment better in order to achieve their best management styles and satisfy their drive to acquire in order to have a lower turnover rate. Such informal gatherings are believed to be the first step to overcome cultural barriers and reduce tension between the parties. Informal parties should also provide a perfect opportunity for relationships to be established, and friendships and bonds to be made. It is also highly recommended that the local employees are encouraged to bring their family and friends, which is seen as a crucial part of their culture. In that way both the local employees and expatriate managers will have a brief, but better understanding for each others culture, which may result in mutual respect at least for the forthcoming holiday peak season.. Creating informational leaflets Those leaflets should be distributed among guests upon arrival, in which local culture is explained and embraced. This will help to change customer perceptions and persuade guests to relax and enjoy the slightly slower pace of islands time. This is a short term solution that can be altered into a longer term marketing campaign. Formal meetings (Instruction days) The main aim of these meetings should be to identify difficulties that both sides encounter on a day to day basis in the resort. It is recommended that the meetings are held regularly focusing on giving clear instructions to reduce uncertainties by providing clear indications in terms of work requirements, goals, future plans. In addition to that, demonstrations can be done by managers to increase their awareness of the daily tasks involved in running of the resort. It will also give the managerial team the opportunity to get to know the work of their subordinates and show their willingness to cooperate. Moreover, the local staff should be encouraged to ask questions, which in return help to provide cleared indication for future plans to be implemented and should guarantee higher motivation from the local community. Training programs For locals, the training workshops should focus on three areas: foreign culture, language and hospitality. Those initiatives should help the local people to understand the other culture and break the language barrier, as well as provide guidance on how to treat the customers in appropriate ways, thus helping to reduce the guest complaints. For expatriates, the training workshops should emphasize both BVI culture and management skills. They should be able to explore and appreciate the local culture, and communicate with the local staff in an effective ways by adapting their management styles to the local requirements. Long term recommendations Establish a WIYCR management training program This program should provide an opportunity for enthusiastic locals to receive the necessary training and education in order to be able to understand the industry and operational aspects of the resort. It will help to find a balance between local and expatriate management and staff. Additionally, this should promote motivation and involvement among local people and increase their willingness to take on extra responsibilities. Request frequent visits from the offsite top management team It is recommended that during these visits both the employees and managers should be encouraged to have an open dialogue in efforts to improve communication. Establish a social interaction committee The purpose of this should be to create more informal interactions between the local employees and the expatriate managers. This is especially recommended during off-peak season. This will not only improve internal communication, but also provide conditions for cultural understanding. In addition, non-financial incentives such as providing free food and drinks if customer complaints go down 10% in a particular week. Conclusion To sum up, all problems rooted from the large cultural gap. The remedial measures listed above aim at facilitating mutual communication and thus establishing better understanding and trust to deal with the cultural clash. Managers and local staff are important assets which help to run the resort smoothly. Any disputes and conflicts make unnecessary loss to the resort. Therefore, creating harmonious environment is essential before coming to various solutions.

Personal Protective Equipment and Good Personal Hygiene

Unit ICO1 The principles of infection prevention and control Outcome 1 Understand roles and responsibilities in the prevention and control of infections The learner can: 1. explain employees’ roles and responsibilities in relation to the prevention and control of infection 2. explain employers’ responsibilities in relation to the prevention and control infection. Outcome 2 Understand legislation and policies relating to prevention and control of infections The learner can: 1. utline current legislation and regulatory body standards which are relevant to the prevention and control of infection 2. describe local and organisational policies relevant to the prevention and control of infection. Outcome 3 Understand systems and procedures relating to the prevention and control of infections The learner can: 1. describe procedures and systems relevant to the prevention and control of infection 2. explain the potential impact of an outbreak of infection on the individual and th e organisation.Outcome 4 Understand the importance of risk assessment in relation to the prevention and control of infections The learner can: 1. define the term risk 2. outline potential risks of infection within the workplace 3. describe the process of carrying out a risk assessment 4. explain the importance of carrying out a risk assessment. Outcome 5 Understand the importance of using Personal Protective Equipment (PPE) in the prevention and control of infections The learner can: 4. tate current relevant regulations and legislation relating to PPE 5. describe employees’ responsibilities regarding the use of PPE 6. describe employers’ responsibilities regarding the use of PPE 7. describe the correct practice in the application and removal of PPE 8. describe the correct procedure for disposal of used PPE. Outcome 6 Understand the importance of good personal hygiene in the prevention and control of infections The learner can: 1. describe the key principles of good per sonal hygiene