The Kitchen Was A Mess Essays - , Term Papers

Sean Perkins 1/23/19 Austin "The Kitchen Was A Mess" Slowly my eyes opened like mini garage doors. My pupils slid over to the side of my bed and gazed at my Galaxy S7 Edge. I saw the abbreviation Sat. and dozed back off into sleep, upset that I had forgotten to turn off my alarm for school during the week. Just as I was returning to a comforting sigh of rest my mind jolted me awake! It was as if fingernails were being drug across a chalkboard, such an excruciating sound for an alarm clock (it's the only thing annoying enough to wake me up, though). Turning it off, I puzzled over what could have possessed me to set an alarm for a wonderful sleeping in' Saturday morning? Then my eyes widened "Oh no no no nooo!" Rushing to get dressed I could still smell the popcorn, mint chocolate chip ice cream and pepperoni pizza from the night before. Such indulgence was the like for me when left alone to fend for myself without the guidance of my parents. And similarly looking like the yellow brick road in the Wizard of Oz, I followed slices of pizza crusts, an empty popcorn bag and candy wrappers that led me to the final room of mass destruction, the kitchen! Traipsing through the battlefield of potato chips and half eaten snack food, my eyes caught the time. Yikes! My parents were returning from a relaxing few days away and the one thing they left for me to do is to have the kitchen as clean as they left it. Opps. Anxiety crept into my throat, "Oh shit!" I only had 30 minutes to clean up this jumble of chaos. Into turbo mode I went through the area focusing on throwing items into the trash, rinsing dishes and putting them in the dishwasher, sweeping/mopping the floor. I received a text from my Mom saying they were 10 mins out and as I gazed over my awesome work I realized I had time to jump back into bed and catch up with my dreams of white sandy beaches.

Allowances Available to Members of US Congress

Allowances Available to Members of US Congress If they choose to accept them, all members of the United States Congress are given various allowances intended to cover personal expenses related carrying out their duties. The allowances are provided in addition to the members’ salaries, benefits and allowed outside income. The salary for most senators, representatives, delegates, and the resident commissioner from Puerto Rico is $174,000. The Speaker of the House receives a salary of $223,500. The president pro tempore of the Senate and the majority and minority leaders in the House and Senate receive $193,400. The pay of members of Congress has long been a subject of debate, confusion, and misinformation. Members are paid a salary only during the terms for which they are elected. They do not, as has been widely claimed in social media, receive â€Å"their full salaries for life.† In addition, members do not get additional pay for service on committees, and they are not eligible for housing or per diem allowances for expenses incurred in Washington, DC. Lastly, neither the members of Congress nor their families are exempt from having to pay off their student loans. The salaries of members of Congress have not changed since 2009. Article I, Section 6, of the U.S. Constitution, authorizes compensation for members of Congress â€Å"ascertained by law, and paid out of the Treasury of the United States.† Adjustments are governed by the Ethics Reform Act of 1989 and the 27th Amendment to the Constitution. According to the Congressional Research Service (CRS) report,  Congressional Salaries and Allowances, the allowances are provided to cover official office expenses, including staff, mail, travel between a Members district or state and Washington, D.C., and other goods and services. Outside Earned Income Representatives and senators are allowed to accept up to 15% of their base salary in permitted â€Å"outside earned income.† Since 2016, the limit on outside income has been $27,495. Since 1991, representatives and senators have been prohibited from accepting honoraria- payment for professional services that are usually rendered free of charge. In the House of Representatives The Members Representational Allowance (MRA) In the  House of Representatives, the Members Representational Allowance (MRA) is made available to help members defray expenses resulting from three specific components of their representational duties: the personal expenses component, the office expenses component, and the mailing expenses component. Use of the MRA allowance is subject to a number of restrictions. For example, members may not use MRA funds to pay or help pay any personal or campaign-related expenses. Members are also prohibited (unless authorized by the House Ethics Committee) from using campaign funds or committee funds to pay for expenses related to official congressional duties; maintaining an unofficial office account; accepting funds or assistance from a private source for an official activity; or using personal funds to pay for franked mail. In addition, each member is responsible for paying any expenses that are in excess of the authorized MRA level or that are not reimbursable under regulations of the Committee on House Administration. Each member receives the same amount of MRA funds for personal expenses. Allowances for office expenses vary from member to member based on the distance between the members home district and Washington, D.C., and the average rent for office space in the members home district. Allowances for mailing vary based on the number of residential mailing addresses in the members home district as reported by the  U.S. Census Bureau. The House sets the funding levels for the MRA annually as part of the  federal budget process. According to the CRS report, the House-passed fiscal year 2017 legislative branch appropriations bill set this funding at $562.6 million. In 2016, each member’s MRA increased by 1% from the 2015 level, and the  MRAs range from $1,207,510 to $1,383,709, with an average of $1,268,520. Most of each members annual MRA allowance is used to pay their office personnel. In 2016, for example, the office personnel allowance for each member was $944,671. Each member is allowed to use their MRA to employ up to  18 full-time, permanent employees. Some primary responsibilities of the congressional staffs in both the House and Senate include analysis and preparation of proposed legislation, legal research, government policy analysis, scheduling, constituent correspondence, and  speech writing. All members are required to provide a quarterly report detailing exactly how they spent their MRA allowances. All House MRA expenditures are reported in the quarterly  Statement of Disbursements of the House. In the Senate The Senators Official Personnel and Office Expense Account In the  U.S. Senate, the Senators Official Personnel and Office Expense Account (SOPOEA) is made up three separate allowances: the administrative and clerical assistance allowance, the legislative assistance allowance, and the official office expense allowance. All senators receive the same amount for the legislative assistance allowance. The size of the administrative and clerical assistance allowance and the office expense allowance vary based on the population of the state the senators represent, the distance between their Washington, D.C.  office  and their home states, and limits authorized by the Senate Committee on Rules and Administration. The combined total of the three SOPOEA allowances can be used at the discretion of each Senator to pay for any type of official expenses they incur,  including travel, office personnel or office supplies. However, expenses for mailing are currently limited to $50,000 per fiscal year. The size of the SOPOEA allowances is adjusted and authorized within the Contingent Expenses of the Senate account in the annual legislative branch  appropriations bills  enacted as part of the annual federal budget process. The allowance is provided for the fiscal year. The preliminary list of SOPOEA levels contained in the Senate report accompanying the fiscal year 2017 legislative branch appropriations bill shows a range of $3,043,454 to $4,815,203. The average allowance is $3,306,570. Senators are prohibited from using any portion of their SOPOEA allowance for any personal or political purposes, including campaigning. Payment of any amount spent in excess of a senators SOPOEA allowance must be paid by the senator. Unlike in the House, the size of senators administrative and clerical assistance staff is not specified. Instead, senators are free to structure their staffs as they choose, as long as they do not spend more than provided to them in the administrative and clerical assistance component of their SOPOEA allowance. By law, all SOPOEA expenditures of each senator are published in the  Semiannual Report of the Secretary of the Senate,

Marketing case write up Essay Example | Topics and Well Written Essays - 500 words

Marketing case write up - Essay Example McGraw intends to retain Oscar Mayer’s (OM) reputation within Kraft Foods as the fastest growing profit maker, and hopefully achieve a +4% volume growth and +15% profit growth for the coming year. His division has two business lines: the traditional OM meat-based products line and the recently acquired/fast growing Louis Rich (LR) turkey-based products line. He has to tailor his strategy which would balance the interests of both lines and yet, achieve his targets. Strengths: OM products enjoyed customer confidence for nearly 100 years, and contribute a massive 82% or $110 MM of the total profits. Acquisition of LR and investment in its line of white meat products has proven to be a strategically wise decision, as shown by the strong volume growth of its products. Weaknesses: There is a significant shift in consumer preference towards less fat/salt food products, i.e., the LR line, while OM line has been giving the maximum profits; its prices are out of tune with the market. Investment costs for acquisitions and/or A&P to buttress LR business will further depress OM business and depress short-term profits; competition from unbranded products will add to the pressure on pricing and bottom line. LR products are susceptible to copying. In terms of convenience, taste, price and customer satisfaction factors, there is a greater negative bias on OM products. OM’s frozen product ‘stuff n burger’ has not been an outstanding success. Opportunities: LR product line business is showing promise of further growth, albeit at the expense of OM product line. LR can add further range to its existing products through in-house R&D efforts that are already underway. Or, it can acquire one or more mid-size firms dealing in white meat products to complement present facilities and products. Threats: Consumers are shifting to healthier and more convenient foods, directly impacting OM range. LR range of products is easy to copy and competition from branded as well

Public Defense v. Private Defense Research Paper

Public Defense v. Private Defense - Research Paper Example (Hoffman,2004) The main hurdle in respect of a public defender is the fact that since there would be a huge load of cases, the time spent on individual cases would be lesser. Further, contrary to the private defense there would lesser access to important tools, like private investigators. Even though, this can be curtailed by the funding of the public defender’s office. (Hoffman,2004) Clearly, in respect of the private defender there would significant time as well as resources to spend on a client; since the client would be willing to pay the private defender would be willing to pay for the same. (McDonald, 1983) Another important element which needs to be taken into account is the fact that the amount which would be received by a public defender would be significantly lesser than that paid to the private defense. It is important to point out that it is generally said that such a difference in pay would not affect the quality of service, however, it is important to note that i f the lesser time being given to each client, plus the resources that are available to a public defense are taken in their collectivity, it would mean that there would be an adverse effect on the case which is inevitable. There are public defenders that are more than willing and considerate to take into account the fact that the client is unable to pay and therefore provide him effective services. Another problem in respect of a public defender is the fact that cases cannot be rejected by them and so if a case qualifies it cannot be refused unless there is a good legal reason to it, one of them being conflict of interest. On the contrary private attorney do not have to assign a reason for refusing the case and can do so even if he decides on the basis of chances of success. (Harmon, 2002) It is important to point out to the fact that the monetary element is also to be taken into account in respect of public and private defense. (Hoffman,2004) There have been various surveys which ha ve been conducted in order to evaluate which one is better. On the basis of an evaluation private lawyers have been found to be handling more serious cases that is, cases concerning severe crimes. (Beattie, 1935) The general phenomenon in respect of the pros and cons is the fact that the general act of the people is to secure money and get legal representation if the concerned offence is a serious one and/or the conviction is on the higher side. (McDonald, 1983) As far as a minor offence is concerned the general pros and cons are not taken into account, contrary to when a person who is facing a long prison sentence, who would prefer the time that is given by private defense and therefore arrange for the money. (Hoffman,2004) Another important element of lack of resources is the fact that the public attorney due to the lack of time cannot put adequate amount of research as well as detailed study which can be evaluated and analysed upon by the private defense. (Beattie, 1935) However, an important edge that can be cited to have been attained by general public defense is that of the experience and the repetitive amount of cases in which the general notion and the legal principles remain the same whereby most of the contentions that are to be raised by the defense can be easily prepared for and be presented and the practical experience can be seen as well as cited in respect of the same by the

What Are the Benefits of Workplace Diversity?

What Are the Benefits of Workplace Diversity? As the whole world market changed into globalization, the diversity management becomes a major issue to manage. So diversity management plays an important role in the successful running of the operation in an organization. Basically the diversity term refers to the difference in the peoples value which makes them unique. These differences includes their gender, race, religion, culture, physical or cognitive ability, national origin, age or family structure. Diversity is defined as an aggregate team-level construct that represents differences among members of an interdependent work group with respect to a specific personal attribute. (Joshi, A., Roh, H.(2009)) In a diverse environment people can benefit and learn more from others ideas. Many organizations found that recognition of these differences as prerequisites for high performance and continuous improvement, and this could lead towards the effectiveness and creativity of the organization. So these companies always encourage a culture that supports and inspires personal growth both within the workplace and beyond. Mentoring, training, career mobility, and work-life balance programs are just a little of the initiatives that bring to life the forward-thinking approach. On the other hand there might be some drawback of the diverse environments like having much disorganization between different groups could cause lack of productivity and promote few well-built relationships. Diversity Management: Diversity Management is the key issue especially for HR department of an organization because if they run it very well they can increase the profitability of the organization or the vice versa. Actually differences between people persuade about how they feel or behave on an action. And of course these differences also influence the way people work. If the organization takes these differences into account, it helps them to make optimal use of all capacities or capabilities in their employees, and thus have an optimistic influence on both the quality and amount of work that gets done. This is the utmost aim of Diversity Management. In the text book, Beyond Race and Gender, R. Roosevelt Thomas defines managing diversity as a comprehensive managerial process for developing an environment that works for all employees. A successful strategic diversity plan also directs to increased profits and lowered operating cost. In an organization, we have to be aware and sensitive to the differences among employees. What can be unpleasant to one group may be fine for another. For example, showing the base of shoes is not a massive deal in the United States. However, in other countries its an unlikable gesture. If youre aware of that, you might not want to offend someone by allowing the bottom of your shoes to show while in his presence. Thats a minor example, but when these kinds of offends occurs at larger, may caused significant problems. Productivity can also be suffered, people could get hurt and a toxic work atmosphere may result. A process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organizations strategic goals and objectives. (U.S. Department of Veterans Affairs, Office of Diversity and Inclusion) How diversity management program runs in an organization through HR department could be well explained through below diagram Europe has an increasingly diverse working population, with people of many different backgrounds playing a greater role in the European labour market. This diversity reflects not only population changes due to immigration and mobility between regions and EU member states, but also an increasing recognition of the problems and issues facing a range of marginalised groups in the labour force, such as women, people with disabilities and older workers. International Journal of Human Resource Management, Feb2009, Vol. 20 Issue 2, p235-251, 17p, 1 Diagram Diagram; found on p245 At conclusion Diversity management means recognizing that people are different and using that difference to enhance the profitability and/or effectiveness of your organization. The successful management diversity allows organizations to: Attract and retain talent Increase productivity by reducing the hours wasted on dealing with internal disputes Develop a competitive edge. Encourage creative thinking by valuing the diversity within teams. What Are the Benefits of Workplace Diversity? By Neal Litherland, eHow Contributor .I want to do this! Whats This? .. Ever since John Kennedy was the president of the United States, the concept of workplace discrimination, and the flip side of that coin which is workplace diversity, has been a common issue. However, workplace diversity offers many positives for employers and employees. .Perspectives Having a mix of cultures, ethnicities and ages in the workplace can bring a variety of points of view to any project. As such, problems can be thought out and viewed from fresh eyes. Tolerance Working with people who come from different backgrounds and walks of life enhances the personal tolerance levels of every individual employee. Fairness A more diverse workplace is viewed, from an outside perspective, as being more open to accepting qualified applicants. Often an employer is seen as color blind, hiring purely on the merit of its employees. Skill Set When a workplace has a number of different demographics it gives the company a much broader skill set to draw upon, including cultural understanding and foreign language. Legal Protection One of the clearest, though not as often quoted, benefits of a diverse workplace is that it is less likely that an employer will be the subject of discrimination claims. Building the Case Since the early 1990s evidence has been mounting to suggest that there are numerous benefits associated with the adoption of sound diversity management programmes by employers. You will need to understand the benefits for adopting such an approach, if and when you decide to start building the case for implementing a diversity management programme within your organisation. Over the last number of years, a variety of researchers have detailed the benefits of adopting a diversity management approach such as: Improved performance/productivity (Agocs and Burr, 1996; Richard, 2000) Increased creativity/flexibility (Cox and Blake, 1991; Robinson and Dechant, 1997) Higher quality problem-solving (Cox and Blake, 1991; Hubbard, 1999) Improved understanding/penetration of markets (Cox and Blake, 1991; Robinson and Dechant, 1997) Increased staff morale and job satisfaction (Agocs and Burr, 1996) Improvements in staff retention/less absenteeism (Agocs and Burr, 1996; Robinson and Dechant, 1997) Less law suits (Robinson and Dechant, 1997) Human Resource associations have also identified benefits of diversity management. According to the Society for Human Resource Management, the following are five key factors that make diversity initiatives important to businesses: Diversity initiatives can: Improve the quality of your organisations workforce and can be a catalyst for a better return on your investment in human capital. Capitalize on new markets since customer bases are becoming more diverse. Attract the best and the brightest employees to a company. Increase creativity. Increase flexibility, ensuring survival. Source:  http://www.shrm.org/diversity/businesscase.asp In 2000 and 2001, Mi.st [ Diversity Consulting conducted a survey of business leaders throughout Europe and found that the four benefits of diversity most often mentioned were: Improved team effectiveness and cooperation (interpersonal) Increased productivity (individual) Improved customer intimacy (consumers and markets) Broader access to labour markets (recruitment) Results from this survey were analysed and all the benefits of Diversity and Diversity Management were summarised in the following table: Results Externally Internally Consumers/Markets Increased market share Ease of entry into new markets Improved customer intimacy Individual Increased productivity Improved morale and commitment Shareholders Enhanced rating Improved attractiveness Interpersonal Improved team effectiveness and cooperation Easier integration of new staff Labour markets Broader access to labour markets Improved employer image Organisational More openness to change Enhanced effectiveness of complex organization Community Improved public image Source: Michael Stubor (2002): Corporate Best Practice: What some European Organizations are Doing Well to Manage Culture and Diversity. In G. Simmons (Ed.), Eurodiversity: A Business Guide to Managing Difference, Butterworth-Heinemann, London Alongside the benefits outlined above there are other background forces that drive the adoption of a diversity management approach by employers. Two common forces are described below: Labour Force Supply Issues The composition of the labour force in the EU is changing on an ongoing basis. Two of the most important changes in recent years are: The ageing of the workforce The enlargement of the EU giving rise to a larger presence of ethnic minorities As a result, employers need to be able to successfully accommodate a more diverse range of employees.   Costs of Discrimination Cases Although, anti-discrimination legislation has now been introduced in a number of European countries, employees are still facing prejudices that circulate in the workplace. This gives rise to employees taking discrimination cases against their employer, which can be damaging for the employer in terms of negative public opinion and high costs. An effective diversity management approach should give rise to an environment that benefits all employees, where they feel valued and empowered and are enabled to reach their full potential. In such a positive environment it is highly unlikely that an employee would bring a discrimination case against their employer. Footnote: References   Agocs C. and Burr C. (1996):  Employment equity, affirmative action and managing diversity: assessing the differences, International Journal of manpower, Vol. 17, No. 4, pp30-45. Cox T. and Blake S. (1991);  Managing Cultural Diversity: implications for organizational competitivenes  s, Academy of Management Executive, Vol. 5, No. 3, pp45-56. Hubbard E. (1999):  Diversity and the Bottom Line: Facts, Figures and Financials, Diversity Factor, Vol. 7, No. 4, pp29-33. Richard O. (2000):  Racial diversity, business strategy, and firm performance: A resource-based view,  Academy of Management Journal, Vol. 43, pp164-177. Robinson G. and Dechant K. (1997):  Building a Business Case for Diversity, Academy of management Executive, Vol. 11, No. 3, pp21-31. Implementing Diversity Management A major aim of this website is to support the development and implementation of diversity management programmes in the workplace. This is achieved in two main ways: Providing general information to users about diversity management issues, policy and practice   this is achieved through the main areas of website which provide information on: What is diversity management Building the case Policy and legislation Diversity management themes Case studies Awards Links to useful websites   Providing support to the process of design and implementation of diversity management in enterprises   this is achieved through two main applications:   The diversity management toolkit The e-learning course on diversity management If you wish to implement a diversity management programme, the diversity management toolkit provides support in two main ways: It describes a  5 stage process  of how to implement a diversity management programme in your workplace It provides  tool support  for each of the activities you must undertake when implementing a diversity management programme in your workplace The e-learning course on diversity management is designed to raise awareness of diversity management amongst the participants in a diversity management programme. A major task in implementing diversity management is to ensure that all employees affected by the programme are fully aware of diversity issues and the approach which is being taken to them. The e-learning course is designed to inform employees of the basic issues and approaches to diversity management and to justify the need for an active diversity management policy in your organisation. Madison Co. à ¢Ã¢â€š ¬Ã‚ ¢Fortune Small Business Magazine recently had an article about a small company in Connecticut, Madison Co., that had an employee go through a major change. Over the course of time, one of its supervisors, Ann Ferraiolo had altered her look, and, then one day, came to work after an operation and was now Tony, a male. As a manufacturing company, the company president, Steve Schickler, understood what could happen. Instead, he decided to intercede early to make things more comfortable for his supervisor, and let other employees know the company position. He and his human resources director made sure every employee knew to treat Ferraiolo with respect, both before and after the operation. They decided to support the supervisors sex change, and the company has never missed a beat. Xerox Mentoring Programs à ¢Ã¢â€š ¬Ã‚ ¢Xerox was ranked No. 35 in 2009 by DiversityInc. It was one of the first international organizations to publicly make diversity a center of their mission back in the 1970s. This led to many mentoring and fast-track programs, and now minorities make up around 20 percent of its management staff, women make up nearly one-third, and black women, a group Xerox has worked with the most, recognizing their disadvantage in many organizations, makes up 20 percent of that group. This is a case where a subgroup of an already disadvantaged group might need to be addressed more thoroughly when looking at diversity issues overall. Why the Toolkit is important It is best to view the development and implementation of diversity management policy in your organisation as a project. This means that it should be treated in the same way as you would any other project. You will need to build support for the project, analyse the needs and opportunities, develop your own solutions and then implement and monitor the project as it progresses. This implies the need for effective project management tools and techniques. The DiManT toolkit provides you with a set of information, methods and techniques, which have been specifically designed to ease the process of implementing a diversity management project. The way that you use the toolkit is up to you. You may pick and choose only what is relevant for your purposes. You will find a search facility to help you locate the tools that you need. However, if you want to begin the process of diversity management programme implementation from the beginning, you are advised to use the follow the process outlined in the toolkit. There you will find a complete guide to the activities you should undertake. The process is described in terms of a set of phases of activities, each of which has specific aims and each of which is supported by a number of tools. Click on the diagram for more information. Policy and Legislation There is an increasing amount of policy and legislation initiatives in relation to diversity management at both EU and national levels. In this section you will find short descriptions of and reference to the main legislative and policy actions at both of these levels. Initiatives in the area of equality, disability, employment, ageing, gender and others are relevant here. They provide the backdrop for the development of diversity management programmes at workplace level. EU Legislation National Legislation Themes Age Disability Ethnicity and Race Gender Religion Case Studies This section provides a set of real life case studies of a range of diversity management issues. Two types of cases are presented: Company case studies Legal case studies The legal case studies section gives brief overviews of a range of legal cases which relate to diversity management. In the main, they relate to court judgements taken under antidiscrimination, disability and employment law, and they illustrate the ways in which violations of these laws are treated. The company case studies present a best practice view of how a range of organizations have developed and implemented diversity management programmes. They provide insight into what are the elements of good practice and into how diversity management programmes evolve in practice. Diversity management has become one of the primary challenges for HRM as organizations become diversity worldwide. (Benshchop, 2001: 1166; DNetto Sohal, 1999: 530) Resistance to  diversity programs may not only come from the majority but also minority groups. Diversity planners may be failing to include or consider the majority groups in their strategies and this is one of the reasons of backlash and discrimination. (Frase-Blunt, 2003: 138) Ireland Degraded Employee Wins Case Mr Gabriele Piazza had claimed that the Clarion Hotel had directly discriminated against him due to the fact that he was gay. He said he was harassed in relation to his conditions of employment, in particular on three occasions. He said that there had been a number of incidents when reference was made to his sexual orientation in a degrading manner. The incidents had happened in front of various staff members who had found the situation funny, however he had not, he said. Mr Piazza said that in one incident, it came to his attention that emails from his manager were being sent to the human resources manager. He found the mails personally offensive and degrading. In one, he was referred to as just a bloody woman and a spoilt child. When he challenged the HR manager about the emails, she ripped them up dismissively in front of him. In another incident, an employee made a comment of a sexual nature which Mr Piazza found offensive and degrading. He asked the person in question to stop making the comments, however the level of harassment increased. Mr Piazza insisted that in the six months of his employment, he received no help or assistance from his manager or any member of the hotels management team. Following an investigation by the Equality Tribunal, Mr Piazza was found to have been discriminated against by the hotel on the grounds of his sexual orientation. He was awarded à ¢Ã¢â‚¬Å¡Ã‚ ¬10,000 compensation for harassment, distress and a breach of his rights under the Employment Equality Act, 1998. The hotel was also ordered to provide an equality training seminar to all staff, including management, within three months. Source: http://www.irishhealth.com/?level=4id=6159 Council Employee Wins Race Case A council housing department worker has been awarded more than  £44,000 after winning a racial discrimination case. Surveyor Lakhbir Rihal complained four years ago that less-qualified white colleagues were promoted over him at the London Borough of Ealing. The council lost an employment tribunal case but appealed to the Court of Appeal, which upheld the decision. The tribunal found a glass ceiling prevented ethnic minority staff from securing senior management roles. Paul Kenny, a senior official of the GMB union, which supported Mr Rihal, said: The leader of the council should do the decent thing and resign. Because the council failed to act, they have cost Ealing ratepayers hundreds of thousands of pounds. The union said it wanted the Commission for Racial Equality (CRE) to conduct an investigation into race relations in the councils housing department. Ealing Councils interim head of legal services, Chris Hughes, described the Court of Appeals decision as disappointing. He said: We pursued this case because we believed the original employment tribunal had erred in law in its decision. The council remains committed to equal opportunities for all its staff, a fact which is reflected in the current statistics of black and ethnic minority staff in the housing department. At present 38% of senior staff working in the housing department are black or ethnic minority, which clearly reflects the population trends in the borough as a whole, a fact which was not before the Court of Appeal. Culture of White Elitism Tom Dent, director of Housing and Environmental Health, added: The background to this case is now over four years old. Since then we have been improving our services in housing and were encouraged by last years external auditors report which found that we were compliant with the Commission for Racial Equalitys code of practice in the rented housing sector in both service delivery and employment. But Lord Justice Sedley said the lack of ethnic minority managers suggested a clear possibility there was a culture of white elitism in the upper echelon of the housing department. Mr Rihal, who has worked for Ealing Council for 12 years, told BBC London: I would like the council to take notice of these things and to at least give a fair chance to Sikh people like myself who are highly qualified. He still works for the council and is applying for promotion. Source: BBC NEWS http://news.bbc.co.uk/go/pr/fr/-/1/hi/england/london/3771403.stm Business Case for Diversity and Equality Todays business environment is changing. The average age of the workforce is rising steadily and women now make up nearly half the workforce in the UK, double the numbers of 25 years ago. Projections show that in less than ten years time there will be two million more jobs in the economy 80% of which will be filled by women. McJobs for all the Family 05-02-2005 McDonalds is pioneering a scheme that allows employees to share their job with family members. The Family Contract allows husbands, wives, grandparents and children over 16 to job-share and swap shifts without notifying management. The concept of diversity not only values and respects individuals, but recognises that everyone has different needs. Under the contract, which is the first of its kind in Britain, each worker clocks on and is paid separately through his or her own bank account. It is being tried in six cities around Britain. Co-habiting partners and same-sex partners can apply and, if it proves successful, McDonalds said it would expand it to include friends and extended family such as cousins. David Fairhurst, the head of McDonalds UK human resources operation, said: A lot of our staff wanted more flexibility. Many are youngsters at college who have very different term hours and holiday hours. Many older staff have children, with all the demands that entails; many look after relatives. So we decided to offer them the flexibility in a family context. McDonalds, which has 67,000 staff in 1,250 British restaurants, said flexible working reduced the number of sick days. It said the scheme was supported by the Department of Trade and Industry. The first family to sign up for a Family Contract were Rita Cross, 42, and her two daughters Laura, 18, and Natalie, 16, in Cardiff. Laura said the main advantage of the arrangement was its flexibility. We get up in the morning and decide which of us really wants to go to work, she said. Mrs Cross said it helped the whole family. We get a better work and life balance. Id love my husband to join up too, so that we can all plan our work and family life as one unit. BIBILIOGRAPHY Mor Barak, Michalle E. : Managing diversity: towards a globally inclusive workplace 2nd edition ( Sage Publication ) page 140. International Journal of Human Resource Management, Feb2009, Vol. 20 Issue 2, p235-251, 17p, 1 Diagram Diagram; found on p245 U.S. Department of Veterans Affairs, Office of Diversity and Inclusion. (n.d.). Diversity management. In Glossary. Retrieved May 8, 2009, from http://www.diversity.hr.va.gov/glossary.htm http://www.irishhealth.com/?level=4id=6159

How Can We Be Sure That What We Are Taught About Jesus Is True And Not :: essays research papers

There are several ways in which we can be assured that what we are taught about Jesus is true and not just made up. These are called our faith sources. These sources, like the Bible and other sources of information about Jesus have accounts of Jesus’ life. The most important part of these faith sources is the Christian Scriptures. Although the Christian Scriptures are one of the most valuable tools we have to learn about Jesus there are also the Gospels, and also other non-biblical, and non-Christian accounts of Jesus’ life that we can consider when trying to answer the question How can we be sure that what we are taught about Jesus is true and not just made up? The Christian Scriptures is the entire Christian Bible. It is composed of both the Hebrew Scriptures and the Christian Testament. The Hebrew Scriptures (Old Testament) is composed of several books all containing stories about Jesus, and the Christian Testament (New Testament) which contains the stories of Jesus and the earliest Christian Communities. Although these stories cannot confidently prove to us that they are true there are several distinct similarities, which are contained in nearly all of the books. These similarities are so frequent that their constant occurrence seems more than coincidence. Although these similarities occur often in the books of the Hebrew Scriptures, there are four short books included in the Christian Testament, which we must rely on to understand Jesus’ ministry and life. The Gospels of Matthew, Mark, Luke, and John are the origin of nearly everything the Christian Church teaches about Jesus. The Gospels, in turn, serve as the scale or test of truth and authenticity of everything the church teaches about Jesus. It is said that the Gospels are the link between Jesus of Nazareth and the people of every age throughout history who have claimed to be his followers. Although the Gospels teach us about Jesus’ life they may not provide concrete evidence that what they speak of is true there are several other sources. Several non-biblical and non-Christian sources are available to help bear out the fact that Jesus actually did exist as a historical person. These sources are of an array of backgrounds: Josephus, a Jewish historian; Tacitus, a Roman writer; Pliny the Younger, a Roman writer; and Suetonius, also a Roman writer, all spoke of Jesus of Nazareth in their records.

Development of india Essay

Why India is still a Developing Nation and not a Developed Nation This resource will provide necessary information on why India is still a developing nation and not a developed nation even though there are lots of options provided by the government for the development criteria. India is one of the fastest developing countries in the world. But you can see the fact that the speed of the development is not as good when compared to the other countries that are already developed and that are much superior to India. There are many reasons behind the lack in the development criteria of India. Most of the people realize that India is very slow in development but they don’t focus on what to be done in order to make India a developed country. There are many issues in our country that are preventing India from becoming the developed nation. This resource will provide information on the issues that are preventing India to be the developed country. The reasons are as follows India holds the second rank in the population . There are many things to be taken into consideration because of the population issues. If a country is highly populated it is sure that the development of the country will also be very slow. There will be a lot of necessity for the resources to be shared among the people of the country . The major fact is that there should be resources available for the same to be distributed among the people. If the population of the country is brought into the proper control it can be said that there are lots of possibilities to make our country one of the developed countries.