Edna St. Vincent Millays Sonnet I, Being Born a Woman and Distressed E

Edna St. Vincent Millay's Sonnet "I, Being Born a Woman and Distressed" Edna St. Vincent Millay’s sonnet, â€Å"I, Being Born a Woman and Distressed,† serves as an excellent example of a multi-faceted piece. From one angle, it is simply a Petrarchan sonnet, written with a slight variation on rhyme scheme – but that variation, taken deeper, reveals new layers of meaning. Added to Millay’s choice of meter and end-stop, along with a background of Millay’s person, this sonnet seems not so â€Å"simple† after all. Millay, though she married in 1923, was known to have extramarital affairs, purportedly with both women and men. (wikipedia.com) In the context of this particular sonnet, such seems revealing indeed – for it seems the speaker of the sonnet is involved in some sort of affair. Or perhaps Millay’s sonnet is addressed to her husband, for it was published in 1923; however, that seems unlikely, since the sonnet frames a rejection of her lover. More likely, I see it as a final ‘goodbye’ to her lover before marriage, for she â€Å"find[s] this frenzy insufficient reason† to continue seeing him (or her). Though Millay had an â€Å"open† marriage – that is, she and her husband consented to each other’s affairs – she likely did not want to begin her marriage with two lovers. The 1920s was a booming period, and Millay fit in perfectly with her independent demeanor. Women had gotten the right to vote in 1920, and this, I think, furthered Millay’s interest in independence, and perhaps caused her to think about the â€Å"traditional† roles of women. The typical image of a ‘damsel in distress’ fit her poorly; hers was a more forthright existence. On the outside, however, she was a woman, and was thus restrained by her own appearance – much ... ...er skills. This reflects in her poetry; particularly â€Å"I, Being Born a Woman and Distressed.† Millay took an established form, and ‘altered’ it to fit her meaning – even taking its original purpose into consideration – to create an ironic sonnet that broke with the norm. After an analysis of both the technical and social features of this sonnet, its hidden meanings and subtle emotion become readily apparent. Works Cited: The Norton Anthology of Poetry, Fifth Edition. Margaret Ferguson, Mary Jo Salter, & Jon Stallworthy. Copyright 2005, W.W. Norton & Company, Inc. â€Å"Edna St. Vincent Millay.† Wikipedia. 21 October 2005. Non-profit Wikimedia Foundation. 31 October 2005. Gale, Robert L. â€Å"Edna St. Vincent Millay’s Life.† Modern American Poetry. Accessed: 31 October 2005. (This source was used solely to confirm the information on Wikipedia.)

Organisational Change Case Study

Introduction This essay will explore a case study of Origin Energy to illustrate an organisation that has undergone a change. The organisational culture before and after the change will be described, management styles within the organisation will be analysed, the relationship between motivation and performance will also be explored and finally the change management strategies used by the organisation will be discussed as well. Each of these sections will be explored to support the hypothesis that culture is an integral part of an organisation.Before the individual sections are discussed however, the essay will look at the background of Origin Energy. Background Origin Energy is a leading energy provider within the Asia-Pacific region. It is involved in finding new sources of energy, producing and retailing it. After the de-merger of Origin Energy from Boral in 2000 it officially became an energy company. It began as a gas company that later ventured into the electricity industry as w ell. Origin Energy has made many investments and undertaken many acquisitions of various businesses in both industries to ensure its place on the market.The environment that Origin Energy trades on is ever changing due the deregulation of the energy market in Australia (Waddell, Cummings & Worley, 2007). Therefore, certain measures have been undertaken by Origin Energy to increase the efficiency of its work and provide better service to its customers. Origin Energy did not have the resources in the founding years of their business to manage the credit and billing sections of their business and therefore it outsourced these functions to a financial business named Wipro.After many years of this function being performed by Wipro and the constant expansion of Origin Energy it was decided in 2007 that to increase the proficiency of Origin Energy’s billing and credit processes the teams that were performing this function at Wipro were provided with the opportunity to be transitione d across to work internally for Origin Energy. Organisational Culture Culture is said to be the representation of social discourses such as belief systems, attitudes, values, behaviour and norms that distinguish a society Wood et al. , 2010). This definition on culture is closely matched to the definition of culture as the accumulation of human traditions and customs and that culture is a social construction (Berry & Sam, 2006). Culture exists on a nationalistic level, however it also exists within organisations (Wood et al. , 2010). Organisational culture can often be derived from the national culture’s shared discourse (Wood et al. , 2010). It is also possible because organisations are sub-systems of a society (Wood et al. 2010). Although organisations share similarities to the host culture each organisation has their own individual culture (Select Knowledge, 2001). Organisational culture can be defined similarly to the definition of culture provided previously in that it i s the shared discourses of the people belonging to it (Bartol, 2008). It is through the process of interacting with others that a person learns culture and cultural discourses are transmitted (Schein, 1987).Organisational culture is reflected by the shared assumptions held in the organisation as well as in its rituals, policies, systems, and procedures which influence the assumed desired behaviours that the organisation believes is part of their culture (Bartol, 2008). The culture of an organisation can be explained by using Hofstede’s (1997) dimensions of values, which for the purpose of this essay will only include power distance and masculinity versus femininity.In diagnosing Origin Energy’s existing culture within its billing team after their transition from Wipro, it has been suggested that firstly the culture before the transition was completed should be compared to the current culture so that the current culture can be more clearly identified (Waddell, Cummings & Worley, 2007). The first dimension power distance describes the level at which power is distributed throughout the organisation, meaning that an organisation might have levels of power for its employees or not (Hofstede, 1997).In terms of this relating to Origin Energy’s billing teams before their transition from Wipro is that their experience with Origin Energy has let them be less subject to a power hierarchy than they were at Wipro where the structure of power is more rigid (Origin Energy, 2010). Origin uses a more collaborative approach to making decisions in that the managers communicate with and value input and feedback from their employees (Origin Energy, 2010). Also employees have autonomy is handling complex issues, although the managers hold a position of power in aking the final decision and are involved in the maintenance of procedures and behaviours (Origin Energy, 2010). This was not their experience at Wipro where they had less autonomy, as they were boss-sub ordinate and this means that they needed their manager’s approval to make decisions on issues (Waddell, Cummings & Worley, 2007). In the other dimension used to illustrate the culture before and after the billing teams were contracted to Origin is masculinity versus femininity (Hofstede, 1997).Masculinity refers to the emphasis on competition and assertiveness in an organisation and there is more attention placed on success (Hofstede, 1997). In regards to the billing team they have experienced a stronger sense of this strive for success with Origin Energy than they did with Wipro as the energy market that Origin Energy trades on is more competitive than the finance industry in light of the deregulation of gas and electricity which was mentioned previously (Origin Energy, 2010; Waddell, Cummings & Worley, 2007). Femininity refers to the emphasis on relationships and the quality of life (Hofstede, 1997).The billing team have experienced higher value on the quality of life and t he fostering of relationships with Origin Energy as they were more openly communicated to by their managers at Origin Energy as it has a more collaborative approach to involving staff participation in organisational processes than they had at Wipro where they experienced a more authoritarian approach to decision making from their managers and this is evident by the use of fortnightly meetings conducted by Origin Energy’s managers (Origin Energy, 2010).Origin also offers more flexible start and finish times for employees as long as their hours are properly completed where Wipro was more rigid about their working times (Origin Energy, 2010). Throughout this comparison of culture various leadership styles have briefly been mentioned, as they are part of organisational culture and help to facilitate it (Hoffman, 2005). Management and Leadership Styles Two leadership theories can be used to explain how Origin Energy has fostered this culture and explain their approach in managing their newly contracted billing team.These two theories include House’s Path-Goal Leadership Theory and the Transactional Leadership Theory. House’s Path-Goal Theory gives insight into the reason for the identified culture of Origin Energy as it factors in that leaders affect the motivation of employees to accomplish tasks to receive rewards and the leader’s style will influence the performance and satisfaction of their employees (Shriberg & Shriberg, 2006). The theory states that a leader is responsible to motivate employees to achieve goals and the level of motivation of the employees is dependant of the clarification of expectations (Lussier & Achua, 2010).It can be used to identify and explain different leadership styles (Shriberg & Shriberg, 2006). As mentioned previously Origin Energy takes a more collaborative approach in the process of decision-making and is less power distant (Hofstede, 1997) with its employees than Wipro. According to House’s Pat h-Goal Theory, Origin’s managers use a participative leadership style as the managers consult with and account for employee’s suggestions before a decision is made and provide employee with an understanding of the circumstances surrounding the decision (Landy & Conte, 2007).Another theory that demonstrates Origin Energy’s approach to leadership is the Transactional Leadership Theory. Transactional Leadership Theory involves the agreed expectations between managers and employees that are exchanged daily between the two parties to ascertain routine tasks on performance are completed successfully (Wood et al. , 2010). According to this theory leaders are more task driven and make employees more compliant in striving to achieve organisational goals (Martin, Cashel, Wagstaff & Breunig, 2006).Importance is placed on employees’ contribution and responsibility regarding the organisation (Kakabadse, Bank & Vinnicombe, 2004). The transactional leadership perspectiv e states that leaders will be involved with their employees when the employees require direction (Martin et al. , 2006). The focus is on the self-purpose of the employees and therefore the manager has little involvement with the employees (Kakabadse, Bank & Vinnicombe, 2004). This is evident in the organisational culture of Origin Energy as the billing teams’ employees have autonomy in their roles as discussed previously (Origin Energy, 2010).Like House’s Path-Goal Theory there are elements to leadership styles in Transactional Leadership Theory (Wood et al. , 2010). Transactional Leadership Theory may state that managers have little involvement with their employees however the theory applies to task-orientated leaders that are able to facilitate the achievement of goals (Martin et al. , 2006). The leadership styles of this theory reflect that and the style used by Origin Energy’s managers is the active management by exception approach (Wood et al. , 2010). This means concentration is placed on the correction of irregularities and mistakes of the employees’ activities (Wood et al. 2010). This is the case for Origin Energy as mentioned earlier the managers allow employees autonomy in their roles, although they are responsible for maintaining expected norms and standards of the organisation and therefore can correct any deviation from the organisations procedures and standards of behaviour (Wood et al. , 2010). Leaders have an impact on the motivation of their employees and motivation is also influenced by organisational culture, which in turn has an influence on performance (Bartol, 2008). Motivation and Performance Theories of motivation can be used to describe the relationship between performance and motivation.Maslow’s Hierarchy of Needs is one of the theories that can be used to demonstrate this. In this theory Maslow identified five basic human needs (Maslow & Stephens, 2000). Namely these needs Maslow identified, in orde r from the most fundamental, are physiological, safety, belongingness, esteem and self-actualisation (Pattanayak, 2005). Physiological needs refer to the basic needs of eating, having shelter and wearing clothes (Hodgetts & Hegar, 2008). As Origin Energy has contracted the billing team from Wipro they aid employees in satisfying this need. Safety needs involve security and stability (Wood et al. 2010). Origin Energy’s managers openly communicates with their staff to ensure they are made aware of change and understand the reasons for it which allows the employees to feel more secure in their positions within the organisation (Wood et al. , 2010). Third is the need for affiliation and acceptance, which comes from a desire to belong, and as previously discussed Origin Energy’s culture is feminine (Hofstede, 1997) in the sense that the organisation fosters relationships between its staff and this can be seen through the use of their fortnightly meetings.The esteem need rel ates to self-esteem, respect, achievement and recognition of performance (Hodgetts & Hegar, 2008). Origin Energy aids employees to satisfy this needs by allowing their participation in organisational processes. The highest need on the hierarchy is self-actualisation and this need is about realising one’s own potential as well as the growth and development desired to fulfill that potential (Agarwal, 1982). Origin Energy allows their employees autonomy in their roles, training to be successful in them and there are opportunities for advancement (Origin Energy, 2010).Another Theory that helps to describe the relationship of motivation and performance is Herzberg Motivation-Hygiene Theory. Herzberg’s theory is based on the assumption that there are factors that add to employees’ satisfaction and dissatisfaction (Daft, 2005). Hygiene factors relate to factors in context to the job such as organisational policies; supervision, salaries, communication and the condition s at work (Borkowski, 2010). Motivation factors are associated to factors related to job content (Montana & Charnov, 2000).Motivators directly influence individuals’ attitudes and performance at work (Waiguchu, Tiagha & Mwaura, 1999) and consist of having recognition, achievement, responsibility, advancement and the work itself (Borkowski, 2010). When motivators are present they affect the satisfaction of the job for employees and in turn creates high motivation, which leads to job enrichment (Daft, 2005). Job enrichment relates to the use of hygiene and motivators within the job roles (Sapru, 2006). Participative management is a product of this theory (Sapru, 2006).As Origin Energy is seen to use participative management, incorporate the motivators and provides the hygiene factors specified by Herzberg into their roles to lessen job dissatisfaction, they have increased the performance of the billing teams and this is evident in their productivity and behaviour since they wer e contracted to work for Origin Energy (Origin Energy, 2010). The successful performance of the billing teams and their adaption to Origin Energy’s culture can also be attributed to the implementation of effective change management strategies.Change Management Strategies Organisations are affected by the changes that occur not only in their internal environment but also from the external one in which they exist (Wood et al. , 2010). Therefore, from this awareness organisations are required to respond to change (Anderson & Anderson, 2010). The reasons for change are crucial to understand as they provide the context for the change to occur in (Anderson & Anderson, 2007). As mentioned reviously Origin Energy contracted the billing teams from Wipro in an attempt to improve operational efficiency to meet ongoing customer requirements (Origin Energy, 2010). Origin went about implementing certain strategies to successfully implement this change. Firstly, Origin Energy analysed the c urrent and future states of their business regarding the issue, which is essential to begin and prepare for the process of organisational change (Origin Energy, 2010; Anderson & Anderson, 2010).Secondly, Origin Energy and Wipro planned for the change in attempt to create communication with all stakeholders as well as evaluate and pre-empt the risk involved and ensure that there was an operational way for the change to occur, which according to Oakland and Tanner (2007) is a measure for successful change management (Origin Energy, 2010). Origin Energy implemented the change by understanding communication was the key for the success of the transition (Anderson & Anderson, 2010; Origin Energy, 2010).The managers of Origin Energy and the ones moving over from Wipro were engaged regularly by briefing meetings to inform them of the processes being undertaken to confirm the change flowed down and directed their teams, which is an effective way to implement change (Oakland & Tanner, 2007; O rigin Energy, 2010). Another change management strategy used by Origin Energy was the training of each team as they moved them over in stages (Origin Energy, 2010). This was performed by Origin Energy to align the billing teams with Origin Energy’s culture and processes (Oakland & Tanner, 2007).Origin Energy’s evaluation of the change indicated the objective of increasing the proficiency of its credit and billing function was achieved (Origin Energy, 2010. ) Conclusion Earlier in the essay the background of Origin Energy was described. A definition of organisational culture as well as Origin Energy’s culture before and after it underwent the change was discussed. It explored the management and leadership styles within the organisation, the relationship between motivation and performance and the change management strategies utilized by Origin Energy.Each of these sections was analysed to support the hypothesis that culture is an integral part of an organisation a nd this was proven through each discussion as culture influenced the process of Origin contracting the billing teams to work internally for it. References Agarwal, R. D. (1982). Organization and management. New Delhi, India: Tata McGraw-Hill. Anderson D. , & Anderson, L. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership (2nd ed. ). San Francisco, CA: Pfeiffer. Bartol, K. (2008). Management: a Pacific Rim focus (5th ed. . NSW, Australia: McGraw-Hill. Berry, J. , & Sam, D. (2006). The Cambridge handbook of acculturation psychology. Cambridge, UK: Cambridge University Press. Borkowski, N. (2010). Organizational behavior in health care (2nd ed. ). Sudbury, MA: Jones and Bartlett Publishers. Daft, R. (2005). The leadership experience (4th ed. ). OH, USA: Thompson Higher Education. Hodgetts, R. , & Hegar, K. (2008). Modern human relations at work (10th ed. ). OH, USA: Thompson Higher Education. Hoffman, S. (2005). How do motivation a nd leadership affect the corporate culture of multinational firms?.Germany: GRIN Verlag. Hofstede, G. (1997). Cultures and organisations: Software of the mind, intercultural co-operation and its importance for survival. New York: McGraw Hill. Kakbadse, A. , Bank, J. , & Vinnicombe, S. (2004). Working in organizations. Burlington, VT: Gower Publishing Limited. Landy, F. , & Conte, M. (2007). Work in the 21st century: An introduction to industrial and organizational psychology (2nd ed. ). Carlton, Victoria: Blackwell Publishing. Lussier, R. , & Achua, C. (2010). Leadership: Theory, application, & skill development (4th ed. . OH, USA: Cengage Learning. Martin, B. , Cashel, C. , Wagstaff, M. , & Breunig, M. (2006). Outdoor leadership: Theory and practice. Maslow, A. , & Stephens, C. (2000). The Maslow business reader. New York, USA: John Wiley and Sons, Inc. Montana, P. , & Charnov, B. (2000). Management (3rd ed. ). New York, USA: Barron’s Educational Series, Inc. Oakland,J. S. , & Tanner, S. (2007). Successful change management. Total Quality Management, 18(1-2),1-19. Origin Energy. (2010, November 12). Source. Retrieved November 16, 2010, from http://source. riginenergy. com. au Pattanayak, B. (2005). Human resources management (3rd ed. ). New Delhi, India: Prentice-Hall of India Private Limited. Sapru, R. K. (2006). Administrative theories and management thought. New Delhi, India: Prentice-Hall of India Private Limited. Schein, E. (1987). Organisational culture and leadership. San Fransisco, CA: Jossey-Bass. Select Knowledge. (2001). Succeeding in the modern organizational culture. Retrieved from Google Books database. Shriberg A. , & Shriberg, D. (2006). Practicing leadership: Principles and applications.United States of America: John Wiley & Sons, Inc. Waddell, D. , Cummings, T. , & Worley, C. (2007). Organisation development and change: Asia Pacific (3rd ed. ). South Melbourne, Victoria: Thompson. Waiguchu, J. , Tiagha, E. , & Mwaura, M. (1999). Manag ement of organisations in Africa: A handbook and reference. USA: Quorom Books. Wood, J. , Zeffane, R. , Fromholtz, M. , Wiesner, R. , Creed, A. , Schermerhorn, J. , Hunt. , & Osborn, R. (2010). Organisational behaviour: Core concepts and applications (2ND ed. ). New York, USA: John Wiley & sons, Inc.

Significance Of Matriarchal Societies A Woman s Honor...

Sumiya Monaf Professor Badalato ENG1100C December 13, 2015 Significance of Matriarchal Societies in Tales A woman’s honor and reputation differs from culture to culture. In many cultures, women are expected to only bear children and become housewives. Some women are only allowed to work in certain fields that might only be permissible for what â€Å"women† would be capable enough to handle. Women until this day earn just 78 cents for every dollar a man earns. What must this go to prevail? One can only say that even today in our own modern society, we see clashes between the province of different sexes and tension between gender equality. Our social systems are divided into two norms, Matriarchal and Patriarchal. A matriarch is defined as a woman who is the central figure for her family, group, and or political administration. The term for males is the patriarch, a male who dominates his family, group, and his descendants. Both societies are reciprocal to one another; however, due to cultural belief the matriarchal society still falls under the shell that women are â⠂¬Å"soft† and â€Å"need support† from no one other than a male authoritative figure. In this paper, I will claim how many tales exemplify women to be these inferior characters who are abided into such gender bias stereotypes. Issues such as oppression, sexism, misogyny, and rape are all aspects that objectify the female society, which allows for misconceptionsShow MoreRelatedEssay about Exploring Women’s Role in the Bible2400 Words   |  10 PagesThe stories about women in the bible illustrate the importance of their role and contribution to society. Women were slaves, concubines, and child bearers; they were also wives, matriarchs, and prophets. Although, some women had less important titles than others each served a purpose. Even if the Bible does not explain God’s relationship with women as with Moses and other prophets, it illustrates the love and dedication women had for Him. The scriptures describe brave, nurturing, and God fearingRe ad MoreRastafarian79520 Words   |  319 Pagesin Africa and rejects the European values that have oppressed a society. But prior to the advent of popular culture and especially the music recording business in the late twentieth century, its apparatus of cultural formation was controlled fully by the elite who, to a large extent, ran the educational apparatus and the economic system. But much of the country was beginning to question in earnest the structure of colonial society by the early 1930s. The emergence of Rasta during that period corresponds

The History of TV Dinners and Inventor Gerry Thomas

Gerry Thomas, a salesman with the Swanson food company, claims credit for inventing the Swanson TV Dinner in 1954. Swanson TV Dinners fulfilled two post-war trends: the lure of time-saving modern appliancesthe fascination with a growing innovation, the television Swanson TV dinners were the first commercially successful frozen meal. More than 10 million TV dinners were sold during the first year of Swansons national distribution. For $.98 per dinner, customers were able to choose among Salisbury steak, meatloaf, fried chicken, or turkey, served with potatoes and bright green peas; special desserts were added later.  The food groups in a TV dinner were displayed neatly in a divided metal tray and heated up in a conventional oven.   Goodbye TV Dinner, Hello Microwave Swanson removed the name TV Dinner, from the packaging in the 1960s.  The Campbell Soup Company replaced the aluminum trays of Swanson frozen TV dinners with plastic, microwave-safe trays in 1986. Today frozen dinners are offered by a variety of brands, including Stouffers, Marie Callenders, and Healthy Choice. Going Down in History In 1987 the original  TV Dinner tray was placed in the  Smithsonian Institution  to commemorate the trays impact on American culture, sealing TV Dinners place in American cultural history. Celebrity figures from Howdy Doody to President Eisenhower touted the dinners.  In 1999, Swanson received a star on the Hollywood Walk of Fame. Pinnacle Foods Corporation, the current owners of Swanson products since 2001, recently celebrated fifty years of TV Dinners, and Swanson TV Dinners still remain in the public conscience as the dinner phenomenon of the 50s that grew up with television.

Analysis Of Eric Weiners Geography Of Bliss - 1643 Words

Eric Weiner, the author of Geography of Bliss, Euromail and Amerimail, and Man seeks good, is an american author and former foreign correspondent. His works are typically non-fiction, as it usually pertains to his life. In his stories, he shows his search for happiness and why it is necessary to find out what happiness means to others. In his book Man Seeks God, he explains his experience with his exploration of what religion and faiths had on his life. This search was inspired by a health scare. While he was in the hospital a nurse asked if he Have you found your God yet?. Geography of Bliss gives his definition of what makes people happy or what makes them thrive in a positive manner in various environments. He travelled to many†¦show more content†¦I wasnt expecting to enjoy Iceland in the middle of January, but I did. They have that â€Å"enjoyment of misery† in Iceland—maybe if youre a grump, Iceland is kindred spirits. Theyre happy, but not frothy, smil ey-face happy. Its a melancholic happiness. I was sorry to leave.† When he got tired of the happy countries, he went to the least happy countries, like Moldova. Moldova is characterized statistically as one of the least happy countries. He thought that this would help him invertly understand and define happiness for himself. Weiner used science and statistics to figure out what made people happy. He questioned if the wealth of the country had anything to do with the happiness of its people or if the state of the environment has any heavy contribution to the people’s feeling toward the country. He used different mindsets and possible questions from others to create his own inferences. â€Å" [If you believe that money can buy happiness, then surely the residents of Qatar must be happy. The Persian Gulf nation is the wealthiest in the world† He learned different forms of happiness from places like Thailand. Showing that you don’t necessarily have to go to th riving place to find hope or faith. â€Å"Thai attitude of mai pen lai, which translates roughly to â€Å"just let it go.† Or the object lessons from Moldova, which boil down to dont be Moldovan if you can help it, but if you happen to be Moldovan, dont be subsumed by this envyShow MoreRelatedZiyin 1 1 Essay1327 Words   |  6 Pagesï » ¿Ziyin Li English 1A Paul Glanting October 10, 2014 The rhetoric in Geography of Bliss In Geography of Bliss, Eric Weiner is setting on finding the worlds happiest country. He uses a beguiling mixture of travel, psychology, science, and humor to investigate where happiness is. Rhetoric has enjoyed many definitions, accommodated differing purposes, and varied widely in what it included. The traditional definition of rhetoric, first proposed by Aristotle, was the art of observing in any given caseRead MoreImpact of Cross-Cultural Differences on Different Perceptions of Happiness1358 Words   |  5 PagesIn The Geography of Bliss, Eric Weiner presents cross-cultural differences (and similarities) in perceptions and experiences of happiness. A careful analysis of Weiners findings, which are rooted in research, shows that there are universal patterns and trends beyond individual and cultural differences. Happiness entails understanding the curious combination of internal and external factors; environmental triggers and the human psychological response to those triggers. Bu ddhist societies like thoseRead MoreEssay on How to Achieve Happiness2099 Words   |  9 Pagestopic comes 3 factors, traditions, memories, and the little things. Traditions are defined by Merriam-Webster dictionary as â€Å"the handing down of information, beliefs, or customs from one generation to another.† This relates closely to history. In Weiner’s search for the happiest places in the world he finds out that Qatar has no real history. He states â€Å" †¦ an important ingredient in the good life, the happy life, is connecting to something larger that ourselves, recognizing that we are not mere blips

Summary Vaccine and Young Girls Free Essays

Rosario Y. Lopez Mrs. Walker ENG. We will write a custom essay sample on Summary: Vaccine and Young Girls or any similar topic only for you Order Now 1301 November 02, 2012 Summary #1: HPV Vaccine Texas Tyranny Mike Adams essay, â€Å"HPV Vaccine Texas Tyranny†, demonstrates that the order made by Rick Perry, bypassing all the legislatures, to mandate the vaccination of young girls with the HPV vaccine sold by Merck, one of his contributors in his campaign, is absolutely worthless and an outright fraud. (445-447) Adams assumes that reality of all this situation is the push of profits. Adams starts to support his argument by exposing the question â€Å"why don’t pledge to give all their vaccines free of charge? (446) and he answered it with the phrase â€Å"This is all about money, not public health. †(Adams 446) What is actually happening in Texas is the beginning a form of medical tyranny, declares Adams. If people let Texas get away of this problem, more states will follow it and Merck will convince other governors to do the same actions and calling it â€Å"public health†. (446) Also, Adams suggest us fight this tyranny by exposing it; and there is a lot of ways to do it, such as, posting the cartoon in our web sites, making t-shirts, linking the article with others friends, etc. He wants us to take action of the young girls care. Adams debate is not only about the vaccine and the medical tyranny: it is about our health freedom to a medical system. He defends his thinking with the studies of others industries. Adams explained us that the cervical cancer is prevented in a hundred other ways. â€Å"It is really just a grand moneymaking scheme that exploits the bodies of young girls, marked to look like compassionate health care†, (447) concludes Adams. Males, Mike. †HPV Vaccine Texas Tyranny. † Perspectives on Contemporary Issues: Readings Across the Disciplines. 2006. 6e. Ed. Katherine Anne Ackley. Boston: Wadsworth/ Cengage Learning, 2012. 446-448. Print. How to cite Summary: Vaccine and Young Girls, Essay examples

Push And Pull Factors In Nepalese Labour Mirgration

Question: Discuss about the Push and Pull Factors in Nepalese Labour Mirgration. Answer: Push and Pull factors are two very crucial concepts of labour migration. Push factors are those factors that force the labours to move voluntarily. There are many cases where the labours are forced. Some of the major reasons for push factor are drought, famine, conflict, extreme religious activities and others. On the other hand, the factors of the country that attracts the labours to stay are called the pull factors. The push and pull factors regarding the Nepali labours are discussed below. Push And Pull Factors In Nepalese Labour Mirgration Most people across the world know that the FIFA World Cup of 2022 is going to take place in Qatar. For a country like Qatar, this is going to be a huge achievement to organize a mega-event like FIFA Football World Cup. Qatar does not yet have sufficient infrastructure to host a football world cup, so the country is taking preparations to build necessary infrastructure and systems for managing the successful organization of the mega event. Preparations are now in full wing however, the great improvements come at a fatal price (Dorsey, 2014). Labourers are being brought to Qatar for a variety of purposes, but in particular to build necessary infrastructure like stadiums, training grounds, and hotels. The Qatar Government should arrange all the necessary arrangements for these workers, like their daily needs, their wages, their safety measures and others. However, in reality, the situation is a lot different from the expected condition: Qatar does not want skilled labours, it just wants people who will work for wages to build the stadia (Pattisson 2013). Nepalese and other labours being brought to Qatar are not well treated. They are not paid properly, do not receive all the facilities, and their passport are held so that they do not go back to their nations before the completion of the work. The focus of this study is to analyze and evaluate various aspects of the Nepalese Labour Migration to Qatar, which is building the infrastructure for the 2022 Qatar FIFA World Cup. Qatar has the highest percentage of migrant workers in the world. Among the total workforce in Qatar, more than 90% of workers are migrants; among all these migrant workers, 40% are Nepalese workers (reference). In order to meet its construction targets, Qatar will recruit up to 1.5 million more labours for the purpose of building stadiums, grounds, roads, airports, hotels and associated tourism infrastructure. It has been estimated that Qatar is going to spend $100 billion on various infrastructure projects for the successful completion of 2022 FIFA World Cup (Crocombe 2014). In this regard, the International Labour Organization (ILO) has a significant role to play. The main role of ILO is to set minimum standards in different aspects of labour migration. Some of the states follow those standards; and some of them do not follow. There are some major objectives of ILO like to ensure minimum wages for the workers, to provide them better working conditions and others. In case of Qatar, the ILO has advocated for effective rules and regulations to ensure the wages, health, safety and better working condition of Nepalese and other migrant workers. However, it can be seen that the various recruitment agencies of Qatar do not adhere to these rules and regulations. While the ILO encourages compliance with its standards, the Nepalese Embassy in Qatar has the task of ensuring the fair treatment of Nepalese workers. There are however several instances when Nepalese workers came to the embassy with their complaints and the embassy took no action (dohanews.co 2017). Th is shows the ineffectiveness of the Nepal embassy in Qatar (ilo.org 2017). There are instances where the government of Qatar has embarrassed the official of Nepalese Embassy in order to make sure there is no disruption to the flow of labour coming from Nepal. In the year of 2013, 191 Nepalese labours died in Qatar; and in the year 2012, 169 Nepalese labours died in Qatar as per the information of Nepal Government. However, from diplomatic sources, it was known that the Qatary government harassed the officers of the embassy to keep these deaths as secret (ituc-csi.org 2016). The main aim of this chapter is to analyze the different kinds of government rules and regulations regarding the labour migration from Nepal. A short history of Nepalese labour migration is useful as background to the current trends. Trans-Himalayan links between Nepal, India, China and Tibet is the origin of modern labour migration from Nepal. In the time span of 1700s to 1800s, Nepal had a healthy business relation with countries to its North and South. People from Nepal used to go to the Tibet and other areas for the purpose of employment. At that time span of 1700s to 1800s, there were more Nepali in Tibet more than the Tibetan (when?). Those Nepalese includes both men and women and they used to go there for various job purposes. Push and pull factors are two of the most important components of migration. Pull factors in migrant employment are those that attract the human resources by offering them opportunities. On the other hand, push factors in migrant employment are those that force people to migrate from one place to another to get better opportunities. This push and pull theory is applicable in the case of labour migration from Nepal to Qatar. There are certain specific factors in Nepal that responsible for push and pull in migration of labours from Nepal. One of such factor is the decrease in income of the Nepalese due to rainfall shocks. It is the fact that Nepal is a country that vastly depends on agriculture (De Bel-Air 2014) and it can be said that the income of the Nepalese have been dropped drastically by the decrease in rainfall. The deviation in rainfall over two decades has become a major push factor for the Nepalese. The deviation in rainfall affects the income of the households of Nepal. It has been seen over the years that there is an unexpected drop for rainfall in Nepal. As the rainfall is correlated with agriculture, the opportunity of income from agriculture has become less. This is the reason they become interested in going abroad for higher income. This is a major push factor of Nepal. The decrease in income of the Nepalese leads to poverty that is considered as another push reason for labour migration. Due to poverty, people of Nepal want to move to the places where they can get better income opportunities. Unemployment is thus another push factor for labour migration in Nepal. Due to the poor employment prospects in Nepal, the young Nepalese become interested in the job opportunities in the foreign countries. Another major push factors in this regard is the Maoist insurgence (Roper and Barria 2014). Due to the ban on the activities of the Maoists, they have carried out their activities in the remote hilly areas of Nepal. This party is forcing the people of Nepal to join their party and to carry on the activities of the party. This is the reason; the Nepalese want to go to foreign countries to save their lives and to get better employment opportunities. The birth of Maoist was in the year of 1996 when The Communist Party of Nepal started Peoples War in order to destroy constitutional monarchy and to establish Peoples Republic. From that onwards, the Maoist activity was increased in Nepal. The philosophy of the Maoists is to adopt revolutionary methods on order to achieve peoples demand. The Maoists strongly follow the philosophy of Mao Zedong who believed that political power grows out of the barrel of a gun. Apart from this, there are some activities all over the world from where the Maoi sts take inspiration; they are the Revolutionary Internationalist Movement, the left wing guerrilla movement of Peru that is the Sendero Luminoso and from radical communist parties all over the world. There are some specific reasons for the banning of Maoist activities. First, the Maoist activities are unlawful. Most of the activities of the Maoists are against the government. This is one of the major reasons for that lead to the ban of Maoists activities. In addition, they use weapons to show their protest. This is another crucial reason for the ban of Maoist activities. Another important factor that is pushing the people of Nepal to go for better job opportunities is the recent earthquake that hit Nepal on April 25, 2015. Due to this earthquake, Nepal has faced severe economic losses from a decline in tourism revenue (reliefweb.int 2017). The agricultural and tourism industry of the country were vastly affected by this earthquake. It can be said that the economic condition of Nepal was destructed. This earthquake almost killed one-third population of Nepal. In addition, the rebuilding cost is going to be almost $5 billion. This cost has made the Nepal economy slower. Due to no getting any job opportunities, the people of Nepal is going abroad tom earn money (Whitney and Agrawal 2016). The earthquake has created fear in the minds of tourists; and this reason contributes to the decrease in the number of tourists in Nepal. This aspect is hampering the revenue of Nepal that comes from tourism. Hence, it can be seen that there are many reasons that affecting the job and business opportunity of Nepal. At the same time, Qatar is providing good job opportunity along with good pay structure for the Nepalese. Hence, the Nepalese are attracted towards Qatar. Apart from these push factors there are some domestic factors that forces the Nepalese to stay in Nepal, with tourism the major one in this case (Gardner, Pessoa and Harkness 2014). An important pull factor is the worldwide demand of labours. It has been seen that there are specific countries having a high demand of labours like Qatar, Saudi Arabia, Oman and others. Low population is a reason of this, as they cannot meet the demand of labours for various purposes. This reason attracts the Nepalese to get job in foreign countries for high earning. Some major pull factors are attracting the Nepalese towards Qatar. First, the Nepalese can get the opportunity to earn more by working in Qatar. Hence, getting high income is the major pull factor of Qatar that is attracting the Nepalese to Qatar. Another important pull factor of Qatar is the qualification. Qatar does not want highly qualified labours from Nepal; they just need workers for various job purposes like construction and others. This is an important reason that attracts Nepalese towards Qatar as the less qualified labours can apply for jobs in Qatar. Another pull factor in respect of Qatar is the amount of money they are offering to the migrant workers of Nepal. It is a fact that the money value is high in Qatar than Nepal. The value of one Qatari Riyal is equals to 29.2787 Nepalese rupees (exchangerates.org.uk 2017). On the other hand, the huge demand of workers in Qatar is attracting the people of Nepal in Qatar. This is a major pull factor in the point of view of Qatar (ituc-csi.org 2017). Hence, it can be understood the Nepali labours can earn huge amount of money that they can use to make their life better; like they can buy properties for them, they can build home for them, they can start their own business, or even they can invest in agriculture and others. The government of Nepal has many rules and regulations regarding the migration of its labours. It has been seen that the largest portion of the Nepalese migrant labour force travels to the United Arab Emirates, mostly to Qatar (Gardner et al. 2013). The rules and regulations governing labour migration from Nepal as a whole and in regards to Qatar are discussed below. Nepal has three government agencies and one subsidiary center to devise the rules and regulations affecting labour migration. Nepals previous Ministry of Labour transportation and Migration (MLTM) formed all the rules, regulations and policies regarding labour migration. The responsibility of implementing all these rules and regulations rest with the Department of Foreign Employment (DoFE). The monitoring of all aspects of labour migration is the responsibility of the Foreign Employment Promotion Board (FEPB). The Migration Resource Center (MRC) is meant to provide assistance to migrant workers at the time of any kind of emergency. As per the rules and regulations of the government of Nepal, its workers can travel to 108 countries to work. Among these Nepal has bilateral agreements with Qatar, Bahrain, UAE, Japan and South Korea (reference). A main policy guides the various aspects of labour migration in Nepal is the Foreign Employment Act 2007. The Foreign Employment Act 2007 outlines which agencies are responsible for the development and implementation of various kinds of policies and regulations in Nepal. One of the aims of this policy is that it provides licenses to the labour recruitment agencies that operate in Nepal (Pessoa, Harkness and Gardner 2014). As per the Foreign Employment Act 2007, there are some basic rules and regulations in operation. This rule suggests that a welfare fund must be created through contributions of the migrant labours. For this purpose, each worker needs to contribute NPR 1000 ($13 AUD) for the making of this fund. A Foreign Employment Promotion Board (FEPB) must also be created. As per the policies, a minimum wage must be paid to all workers, along with pre-departure training and a development program for the migrant labours. This program is meant to be free for women. As per the various rules and regulations, penalties exist for any kind of cheating or fraud in recruiting foreign employment. In the case of recruiting for foreign employment without a license, a penalty of NPR 300,000 to NPR 500,000 can be imposed, in addition to imprisonment of up to three years (Ghimire and Upreti 2012). These policies and regulations specify some countries for the purpose of foreign employment. On the other hand, as per the Foreign Employment Act 2007, there must be some rules and regulations regarding the safety of the workers. As per the rules and regulations, there must be a fair contract between the workers and the foreign employers. There must be approval before passports and visas are issued. Most importantly, they recruiters must use the Nepal airport in order to send the employees to foreign (Brusl 2012). In recent years, some new developments in the rules and regulations concerning labour migration in Nepal have taken place. In May 2012, the government of Nepal is working with the receiving countries in order to set a minimum amount of wages for the Nepali labours in some specific countries like Saudi Arabia, Malaysia, UAE and Qatar. In April 2012, the Nepal government has appointed many employees in their various government bodies of labour migration. These are the main rules and regulations regarding the labour migration in Nepal. However, it can be seen that there are some major loopholes in these rules and regulation. India has been excluded from Nepals Foreign Employment Act 2007 (Sapkota 2013). In addition, domestic women workers have also been excluded from this act. There are several cases where the foreign employers seized or deposited the passports of the employees so that they cannot come back to Nepal before the completion of the work. There are also no procedures for get ting employment receipts. Migrant workers sometimes have to pay high service charges, and some foreign employers do not allow the migrant workers to come back to Nepal after the completion of employment agreement. Essentially the government of Nepal does not properly manage the welfare of these migrant employees. These are the major loopholes in the migrant employment policies of Nepal (Ratha, Yi and Yousefi 2015). An agreement was signed between Nepal and Qatar on 21 April 2005 for sending migrant labours to Qatar. The aim of the agreement was to strengthen the relationship between these two countries by supplying Nepali workers to Qatar for employment. As per the agreement, the Nepal government will supply migrant employees to Qatar and this process will be based on all kinds of legal activities (Tuladhar, Sapkota and Adhikari 2014). As per the demand of the policy, all the terms and conditions of this employment process will be mentioned in the employment agreement. On a more precise note, the basic condition of employment along with the rights and obligations of both the parties need to be written in the agreement in three languages: Nepali, Arabic and English (Paoletti et al. 2014). It was also mentioned in that agreement that the contract will expire after the completion of the employment period. There are to be four copies of the employment agreement and each party related with the emplo yment will obtain one copy. The responsibility of the authentication of the employment agreement will lie on the hands of Qatars Ministry of Civil Service Affairs and Housing and the Nepali Embassy in Doha. As per the remittance agreement among these two nations, the Nepali workers can remit their money to their families in Nepal (Kern and Mller-Bker 2015). In the case of settlement of disputes, if any kind of disturbance or dispute arises in the employment process or employment agreement, Qatars Ministry of Civil Service Affairs and Housing and the Nepali Embassy in Doha are to resolve the matter. If the matter is not solved, the judicial authority of Qatar is to resolve the issue. Another important aspect of this agreement is the process of monitoring. As per the rules and regulation, Qatars Ministry of Civil Service Affairs and Housing will be responsible for the purpose of monitoring and implementation various rules and regulation (Shrestha, M., 2016). In case of the agreement period, as per the rules and regulation, the employer must notify the employee about the expiry of the employment agreement at least before 30 days. 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