Performance management systems linked to reward

Table of Contents Executive Summary Introduction Performance management system Motivation Total reward system Summary and Conclusion Reference List Executive Summary This report covers the fundamentals of performance management, and explains what all the managers and supervisors should know concerning the concept of performance management. In addition, the report creates special emphasis on the importance of employee motivation to performance.Advertising We will write a custom report sample on Performance management systems linked to reward specifically for you for only $16.05 $11/page Learn More In explaining the different concepts, the report uses relevant literature and specific theories, which help the reader to understand the information clearly. Further, the report aims to help the Brook and Kent Company limited in proper implementation of their performance management so as to help improve the quantity and quality of work that the employees pro duce. Introduction Most organisation do not really comprehend what performance management really means. Therefore, these organisations are usually dismayed at why sometimes the employees may be working hard, and are satisfied with their jobs but still the outcomes from the work of the employees do not reflect the input that the managers and supervisors expect. This usually makes the managers and supervisors to wonder what they may be doing wrong in helping to increase the productivity of the workers. In most of these situations, the managers or supervisors have usually gotten the concept of performance management all wrong, hence this is portrayed in the outcomes of the work done by the employees. Performance management can be explained in simple terms as the activities which an employer or the organisation may take to ensure that the goals which are set are consistently achieved and in an efficient and effective method. The performance management can be used to evaluate the perform ance of employees, a department within the organisation or the performance of the whole organisation in general. Generally, performance management tries to bring out the best out of the employees’ ability, to enable the organisation achieve good returns. For instance, some organisations use reward based performance management to reward the employees who are perceived to have high performance. Rewarding is a form of recognition for the employees contribution towards the attainment of the main objectives within the business. This report will attempt to evaluate the main concepts of the performance management, which should be applied to organizations to ensure the effectiveness of their performance management systems.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The paper will also cover the assumptions which different organisations make in implementing their performance management systems, which ultimately lead to the inefficiency of the performance management systems in ensuring better performance of the employees and therefore better returns for the company. Moreover, the findings of this report will be based on the problems that Brooks Kent Company limited, a small construction SME, faces. Performance management system For many organisations, the performance management system is first implemented through the creation of an effective business strategy, i.e. strategic planning. The business strategy determines where the business would like to be after a specific period of time. Normally, the period may be six months, one year or even ten years. In addition, the business strategy should have a close relationship with the main objective of the business, as well as pay close attention to the means of performance appraisal in recognition of outstanding achievement by the employees of the company (Verweire and Berghe, 2004, p 93). The performance appraisal may t ake different forms; Brook and Kent opted for the reward based appraisal. However, the appraisals may also be used in other forms which are not reward-based. The reward based appraisals of Brook Kent takes the form of promotions, salary increase and the issue of bonuses to outstanding work by the employees. This helps in improving the motivation of the workers as their effort is recognised by the management of the company. In the research, the following systems were reviewed, to explain the reward based management organisation of the Brook Kent and how the theories may be used to solve some of the problems existing at the company and improve productivity. Therefore, the main purpose which makes an organisation to implement a performance management system is to ensure that: The employees do the work which the organisation requires them to do. Normally, the performance management system specifies the specific work which the employees supposed to do (anon. 2007 p 1). The employees k now the amount of work that the organisation requires them to do and the quality of the work which they should produce. This therefore guides the employee by putting specific targets which the employee is supposed to meet to satisfy the organisation (anon, 2007, p 1). The performance management system also ensures that the employees’ output is monitored closely and the information on their ongoing performance communicated to them. This makes the employees to make the necessary correction on their quantity or quality of work to ensure that they achieve the set performance in the set period of time (anon, 2007, p 1). The performance management system also ensures that exemplary work is rewarded, based on the performance management system that the organisation is using. The performance management system also ensures that necessary measures are taken on an employee who fails to meet the set performance standards (anon, 2007, p 1). Both these measures ensure that the organisation achieves its strategic objectives as set out. The main components of a performance management system include: Communicating the performance expectations which the organisation requires its employees to achieve; Maintaining and monitoring the ongoing performance of the employees of the organisation; and Conducting regular performance appraisal (Anon, 2007 p 2). During the initial stages of the implementation of the performance management system, the organisation should come up with effective strategies which fit with the main objectives of the business. In normal circumstances, the application of the organization strategies should be implemented using the appropriate performance management system. How the organisation implements the strategies in the performance management system ensures whether the strategies will be effectively met. After the planning stage, the organization should effectively communicate the strategies to the employees and ensure that they are embedded in the o rganisational culture of the company concerned. This ensures that the employees will continuously strive to achieve the set performance standards as they relate with the standards. This is usually the most important component of a performance management system.Advertising We will write a custom report sample on Performance management systems linked to reward specifically for you for only $16.05 $11/page Learn More If the organisation fails to effectively communicate the performance management system to the employees, there is a very high possibility that the performance standards in the organisation will not be achieved. This is because the employees may not associate with the set standards and may be on the perception that the performance management system does not benefit them (Taticchi, 2010, p 245). For an effective and efficient performance management system, the organisation must continuously maintain, monitor and analyse the performance managemen t standards. The organisation must use data which is reliable, and have an effective method of interpreting the data. This helps the organization to determine the progress of the employees with regard to the performance management standards which have been put for them. The organisation should also communicate its findings to the employees so that they may take the necessary measures. The organisation should have effective means of appraising exemplary performance of its employees. This helps in motivating the workers who have performed better and also help in motivating the other workers to also perform better as they are guaranteed efficient appraisal methods. However, if the organisation fails to plan and implement the performance appraisal effectively, it may lead to reduced performance of the employees. This may happen if only a few people are rewarded and there are many other people expecting to be rewarded. This makes those people who were not rewarded to get demotivated (Rao and Rao 2004 p 13). Motivation Motivation of employees is a very vital aspect, which all managers usually consider. Employee motivation can be defined as the set of forces, which guide a person to continuously strive to achieve a certain goal. Generally, the origin of the forces may either be internal or external. Employee motivation enables the individual to find pleasure in the process of achieving the goals set by the company to continuously endeavour to improve on the outcomes of his activities. Therefore, motivated employees will perform better as they find pleasure in their activities and therefore put more effort in implementation of the activities.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Different organisations implement performance management systems so as to help improve the quality and quantity of output that the employees produce. The organisations aim to do this by improving the motivation of the employees in different ways to enable them to achieve the required performance standards. To achieve this, the performance management system has several methods of employee appraisal, which help in motivating the employees to perform better as the organisation would recognise their outstanding contribution to the organisational goals. The performance management systems not only determine the appraisal methods, but it also determines what actions will be taken on the employees for failure to reach their performances. Performance management usually determines the rewards which the employees will get due to the achievement of their performances. Normally, the rewards may be in the form of promotions, bonuses, salary increases or recognition. This helps in motivating the e mployees to achieve the rewards. However, the performance management is also used to determine what measures will be taken to an employee who fails to achieve his expected performance. The measures taken may range from demotions, forfeited bonuses and allowances to loss of the job. This, according to Jeremy Bentham’s â€Å"the carrot and the stick motivation theory† helps in motivating the employees to achieve their performances. According to Bentham, all individuals are motivated by the urge to avoid pain and find pleasure in the activities they take. Bentham stated that â€Å"a worker will work only if the reward is big enough or the punishment is sufficiently unpleasant† (Cited in Shah and Shah, 2010). Bentham was of the view that if you want a donkey to move you either have to dangle a carrot in front of it or whack it with a stick from behind hence the name, â€Å"the carrot and the stick† (Shah and Shah 2010). In the context of employee motivation i n relation to performance management, pay rise, promotion, bonus or recognition are the â€Å"carrot† which aid in motivating the worker. More often, the employee will strive to achieve his/her performance so as to get the rewards. On the other hand, demotions, forfeited bonuses and allowances, and loss of the job are the â€Å"stick† which motivates the employee to work and achieve his/her performance, in a way of avoiding such ‘stick’. The relationship between motivation and performance management can also be explained by the Victor Vroom’s valence x expectation motivation theory. Vroom states that â€Å"an employee is motivated to perform better if he/she believes that the better performance will lead to better performance appraisal and that this shall result into the realisation of personal goal in form of some reward† ( shah and shah, 2010, part 8). In our context, the performance management outlines the various appraisal methods which m ay be given to the employees in case he/she attains his/her performance. According to Vroom, the employee is not motivated by the actions taken against him/her for failure to reach the set performance. However, the employee gets motivation from the perceived rewards which he/ she may get due to attainment of his/her performance. There are usually different appraisal methods which are used by different organisations to help in motivating their employees. However, a recent form of performance appraisal which is mostly used by different organisation is the total reward method of appraisal. Total reward system It is widely agreed by different scholars that people do not work just to get paid; the reasons that make people work are far much more than the pay, which the organisation may offer to the employees. Therefore, for an organisation to be able to effectively motivate the employees they must not just use the payment, but must also understand and take measures to ensure that the empl oyees needs are met, which in turn leads to motivation. Different theories have been proposed to explain the source of motivation of the employees, some of which have already been discussed above. Therefore, to achieve motivation, the organisation needs to use the total reward system to acquire motivation of its workforce. However, careful observation of the motivation theories shows that employees are mainly motivated due the fulfilment of their needs, both material and immaterial. This is usually the basis of the total reward system. Total reward is defined by Worldatwork, the association which deals with total reward in the US, as all the tools which an employer may use to attract, motivate and retain employees and anything which the employee recognises to be valuable according to the employment relationship (Armstrong, 2002, p 8). The total reward system therefore, has many components, both financial (material) and non-financial (immaterial). Different scholars have proposed dif ferent constituents of the total reward performance management appraisal method. However, even though the general components are different, most of the components are similar to those proposed by Worldatwork. The main components of the total reward system according to Worldatwork (2005) are: pay, benefits, and learning and development (Jiang et al, 2009, p 4). Pay refers to all the forms of recognition which have monitory value attached to them. It includes base salary, bonus allowances and any other form of recognition which has financial payment attached to it. This payment helps in attracting highly qualified personnel to the organisation and also in retaining them. The benefits include retirement benefits, healthcare benefits, savings and time, which the employee may be given to spend as he wishes. The benefits which are given to the employees are mainly meant to protect their future and reduce uncertainty. Moreover, reduction in the uncertainty of the employee helps in increas ing his motivation to the work as he is assured of his future needs being met by his employer (Armstrong, 2002, p 9). Learning and development facilitates career growth and knowledge improvement in employees. Normally, learning and development may take the form of career development and training. This usually helps in retaining the employee into the organisation as the activity satisfies the personal development needs of the individual. Moreover, learning and development is not necessarily a financial gain to the employee; it just helps to improve the employee satisfaction by and helping to quench his thirst of knowledge. Summary and Conclusion The above report has explicitly explained the performance management systems. The understanding of the performance management system will enable Brook and Kent to take the appropriate measures to help in improving the employee motivation. The main problem, which Brook and Kent faces, is the fact that their appraisal methods are not effective. In addition, managers do not appraise exemplary performance at the required time, and delay in appraising the achievement makes the employees feel demotivated as their contribution to the organisation is not recognised. Moreover, some of the employees feel that they deserve to be rewarded yet fail to get the rewards, as it takes long to reward exemplary work. Brook and Kent should therefore implement a performance management system which regularly recognises exemplary work. The organisation should also implement a total reward performance management appraisal system which will cater for all the needs of the employees not only material but also immaterial. Implementation of the recommendations and a clear understanding of the performance management systems will enable Books and Kent Company limited to have high quantity and quality returns after the implementation of the performance management system. Reference List Armstrong, M., 2002. Employee Reward. London: CIPD Publishing. Web. Anon. 2007. Performance management. North Carolina State personnel manual Web. Jiang, Z. et al. 2009. Total reward strategy: a human resources management strategy going with the trends of the time. International journal of business management, vol. Web. Rao, T. V. and Rao, T. V., 2004. Performance management and appraisal systems: HR tools for global competitiveness. New Delhi: SAGE. Web. Shah, K. and Shah, P. J., 2010. Theories of motivation. Lay networks. Web. Taticchi, P., 2010. Business Performance Measurement and Management: New Contexts, Themes and Challenges, Berlin, Springer. Web. Verweire, K and Berghe, L., 2004. Integrated performance management: a guide to strategy implementation. New Delhi: SAGE. Web. This report on Performance management systems linked to reward was written and submitted by user Bruno Dean to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

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They seek out continuous learning opportunities and some go as far as acquiring certification. Assessment skills and diversity education are key elements of culture change. However, the leaderships support of the change cannot be understated. Effective communication is very crucial in implementing a diversity programme. Brownells 2003 article identifies three skills which help to develop effective communication in diverse organizational environments. These skills include self-monitoring, empathy, and strategic decision-making. Self-monitoring refers to the communicators awareness of how his or her behavior affects another person, empathy enables the receiver to go beyond the literal meaning of a message and strategic decision-ma king implies that the sources, channels and substance of the messages conveyed, are mindfully selected, Adam (2007). The key to implementing a diversity approach is increasing individual awareness of and sensitivity to differences of race, gender, social class, sexual orientation, physical ability, and age Page (2007). There are several ways to go about creating the multicultural organization that performs extremely well. For example, Cox mentions language training as a way to promote a multicultural organization. Language training is important for companies hiring foreign nationals. This type of training helps to communicate to employees that languages, other than English, are highly valued. In addition equal opportunity seminars, focus groups, bias-reduction training, research, and task forces are methods that organizations have found useful in reducing culture-group bias and discrimination Fine (1980). While diversity in the workplace brings about many benefits to an organization, it can also lead to many challenges. It is the responsibility of managers within organizations to use diversity as an influential resource in order to enhance organizational effectiveness. Walck (1995) defines managing diversity in the workplace as negotiating interaction across culturally diverse groups, and contriving to get along in an environment characterized by cultural diversity. There are many challenges faced by culturally diverse workplaces, and a major challenge is miscommunication within an organization. In an article by Brownell (2003), she explains that meanings of messages can never be completely shared because no two individuals experience events in exactly the same way. Even when native and non-native speakers are exposed to the same messages, they may interpret the information differently. Cultural bias which includes both prejudice and discrimination is an additional factor which challenges culturally diverse work environments. Prejudice refers to negative attitudes toward an organization member based on his or her culture group identity, and discrimination refers to observable adverse behavior for the same reason, Fine (1980). Another challenge faced by diverse organizational environments is assimilation. According to Fine (1980) assimilation into the dominant organizational culture is a strategy that has had serious negative consequences for individuals in organizations and the organizations themselves. Those who assimilate are denied the ability to express their genuine selves in the workplace; they are forced to repress significant parts of their lives within a social context that frames a large part of their daily encounters with other people. People who spend significant amounts of energy coping with an alien environment have less energy left to do their jobs. Assimilation does not just create a situation in which people who are different are likely to fail; it also decreases the productivity of organizations Page (2007). Other organizational theorists have suggested reasons that work-teams highly diverse in work-relevant characteristics can be difficult to motivate and manage. Pages (2007) mathematical modeling research of team work supports this view. He demonstrated that heterogeneous teams consistently out-performed homogeneous teams on a variety of tasks. He also points out that diversity in teamwork is not so simple in the messy real world. Too often the cultural differences create problems. The goal is to manage diversity to take full advantage of it. Figure 2 below shows how organizations can move from where most are at present to a situation in which diversity successfully enters the mainstream. Figure 2: CIPD (2009). In order for diversity efforts to succeed, organizations must hold everyone; (individual, interpersonal, group and organizational) accountable through a proactive, progressive that is both prospective and retrospective, (Thiederman, 2002). Diverse organizations will be successful as long as there is a sufficient amount of communication within them. Because people from different cultures perceive messages in different ways, communication is vital to the performance of an organization. Miscommunication within a diverse workplace will lead to a great deal of challenges. In addition for diversity management to be successful it should engage with all business processes and stakeholders and not limited to the Human resource function.   Finally for any diversity programme to be successful after its introduction it needs to go beyond legislation compliance (following rules) to ever attempt to treat people the same and avoid discrimination. Never the less, to be inclusive and equal to all, organizations may need to respond differently to individuals or groups. Therefore, a commitment to equality in addition to recognition of diversity means that different can be equal. REFERENCING Brownell, J., 2003. Developing Receiver-Centered Communication in Diverse Organizations. Listening Professional, 2(1), pp.5-25. Business Link. 2009. Widen your choice of employees to improve competitiveness. [Online] Available at: http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCESitemId=1074421939 [Assessed 27 November 2009]. CIPD. 2009. Managing diversity in practice: supporting business goals. [Online] Available at: http://www.cipd.co.uk/subjects/dvsequl/general/_mngdvprsmy.htm [Assessed 5 December 2009]. Diversity Training University International. 2004. What is the diversity training profession? [Online] Available at: http://www.dtui.com/qapg1.html [Assessed 20 November 2009]. Faculty Development. 2008. What is equality and diversity? [Online] Available at: http://www.faculty.londondeanery.ac.uk/e-learning/diversity-equal-opportunities-and-human-rights/what-is-equality-and-diversity [Accessed 29 September 2009]. Fine, M.G., 1980. Cultural Diversity in the Workplace: The State of the Field. Journal of Business Communication, 33(4), pp.485-502. Heathfield, S.A., 2009. What Is Human Resource Management? [Online] Available at: http://humanresources.about.com/od/glossaryh/f/hr_management.htm [Accessed 14 October 2009]. Johnstone, S., 2002. IRS Managing Diversity in the workplace. 1st ed. London: LexisNexis. Kirton, G. Green, A., 2005. The Dynamics of Managing Diversity: A Critical Approach. 1st ed. London: Butterworth-Heinemann. Kirton, G. Greene, A., 2000. The dynamics of managing diversity: a critical approach. Butterworth Heinemann: Oxford. Lorbiecki, A. Jack, G., 2000. Critical Turns in the Evolution of Diversity Management: British Journal of Management, 11, pp.18-31. Page, S., 2007. The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton: Princeton University Press. Available at: http://press.princeton.edu/titles/8353.html [Assessed 1 December 2009].   Price, A. HRM Guide Network. 2007. Organizational HRM. [Online] Available at: http://www.hrmguide.net/hrm/chap4/ch4-links.html [Accessed 14 October 2009]. RBC. 2009. What is Diversity Inclusion? [Online] Available at: http://www.rbc.com/diversity/what-is-diversity.html [Assessed 15 November 2009]. Richards, W., 2001. Evaluating Equal Opportunities Initiatives. Oxford: Butterworth-Heinemann. Springerlink. 2009. Competencies and employer engagement. [Online] (Updated 5 February 2008) Available at: http://www.springerlink.com/content/24612303714832jm/ [Assessed 30 November 2009]. Thiederman, S., 2002. Why Diversity Counts -The Business Case. [Online] Available at: http://www.multiculturaladvantage.com/recruit/metrics [Assessed 10 November 2009]. University College Marjon Plymouth. 2009. What is Diversity? [Online] Available at: http://www.marjon.ac.uk/aboutmarjon/diversity/whatisdiversity/ [Accessed 29 September 2009]. Walck, C.L., 1995. Editors introduction: Diverse approaches to managing diversity. Journal of Applied Behavioral Science, 31, pp.119-123.

Analysis of The World Bank Group Essay -- Business Management Banking

Analysis of The World Bank Group   Ã‚  Ã‚  Ã‚  Ã‚  Over the past generation, more progress has been made in reducing poverty and raising living standards than during any other period in history. In developing countries, life expectances have increased from 55 to 64 years, Income per person has doubled and Infant Mortality has been reduced by 50 percent.   Ã‚  Ã‚  Ã‚  Ã‚  Despite the successes, massive development challenges remain. Three billion people live on less than 2 dollars a day and 1.3 billion live on less than one dollar a day. Over 40,000 people die each day from preventable disease. 130 million never have the opportunity to go to school and 1.3 billion do not have clean drinking water. By allowing poverty to increase in developing countries this can adversely affect wealthier nations as markets and investments opportunities shrink, the environment is damaged and people migrate in search of work and income.   Ã‚  Ã‚  Ã‚  Ã‚  The World Bank is helping countries to strengthen and sustain the fundamental conditions they need to attract and retain private investment. With World Bank support financial and nonfinancial governments are reforming their overall economies and strengthening banking systems. They are investing in human resources, infrastructure, and environment protection which enhances the attractiveness and productivity of private investment. The World Bank Group The World Bank Group comprises five organizations: the International Bank for Reconstruction and Development (IBRD), the International Development Association (IDA), the International Finance Corporation (IFC), the Multilateral Investment Guarantee Agency (MIGA), and the International Centre for the Settlement of Investment Disputes (ICSID). The term World Bank refers to only IBRD and IDA.The World Bank is the largest provider of development assistance to developing countries and countries in transition, committing about $20 billion in new loans each year. Its main focus is to help people in developing countries raise their standards of living through finance for agriculture, schools, health programs, transportation and other essential needs. The International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA) are the private sector affiliates of the World Bank Group. IFC supports private enterprise in the developing world through loan and equity financing. MIGA facilit... ...levant to its objectives and sponsors a number of publications. These include multi-volume collections of Investment Laws and of Investment Treaties, which are periodically updated by ICSID staff. Since April 1986, the Centre has published a semi-annual law journal entitled ICSID Review--Foreign Investment Law Journal. A New Bank for 2000 As we move into the new millennium, the Bank has embarked on a strategic compact with its clients and shareholders to improve the quality of its assistance, by:  · Helping the poorest countries reduce their debt burden so they can fund development initiatives instead of interest payments  · Helping fight corruption that undermines economic growth  · Helping developing countries to adopt modern communication technologies and skills so they can be more competitive  · Strengthening and reforming banking systems and financial sectors that would help avoid future crises such as those in Mexico in 1994-95 and East Asia in 1997-98  · Meeting the future food needs of a growing population and paying more attention to agricultural and rural development  · Ensuring development is consistent with the social and cultural needs of beneficiaries

Ezekiel’s Prophecy of the Temple Essay

Ezekiel 40-48 Introduction The Temple   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The prophesy of the temple ought to be interpreted literally and not figuratively. This is because it was given at a time when Ezekiel was still in captivity. Since Ezekiel was in captivity while stating this prophecy, this time was literal and not figurative. Similarly, Ezekiel’s apocalyptic prophecies tend to have close similarities with prophecies found in the revelations, which is another suggestion that the prophecy is more literal than figurative. In Ezekiel 40-42, Ezekiel describes a temple that is to be constructed and would be used for worshiping for not only the Israelites but also the entire world. Since the temple being described has never been constructed, it becomes evident that the prophecy is yet to be fulfilled.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In early chapters of Ezekiel 40, the prophet talks of being taken to Jerusalem in a vision. It is in this vision that he is shown a new temple. The reason why the prophecy is more literal than figurative is because most prophecies are liberal. For instance, the same way God showed Ezekiel a real temple, a similar temple was shown to David, which was later on to be built by Solomon in Jerusalem when he was king. Hence, in my opinion, the temple that God showed Ezekiel will also be built in Jerusalem.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The other reason why Ezekiel’s prophecy was more literal than figurative is due to the details covered in the chapters. Measurements of the temple walls as well as courtyards and gateways make the vision appear more literal. Although this vision is yet to be fulfilled, the book  of revelations states that there will be no temple constructed in the New Jerusalem since it is God and the lamb that will represent the temple. Due to this revelation, it is evident that the prophecy is literal since no temple will be constructed. Animal Sacrifices   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In Ezekiel 44-46, Ezekiel talks of sacrifices that will be offered in the new temple. This prophecy is also literal since it is difficult to believe that sacrifices will come into existence again in the future. In my opinion, this prophecy is literal since instead of sacrifices, the vision depicts memorial sacrifices similar to those that occurred during the first coming of Jesus Christ such as the last supper. During the last supper, Jesus asked his disciples to use bread and wine in his commemoration. This implied that God prefers this form of commemoration rather than the regular sacrifice.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In my opinion, the sacrifice visualized in the temple by Ezekiel is more literal than symbolic since it represents the presence of Jesus rather than the literal animal sacrifice. Through this, it is evident that the temple visualized by Ezekiel will be fulfilled by Jesus’ second coming. In Ezekiel 45-46, he talks of a prince who will carry out his roles with justice and righteousness. For instance, when it comes to tax, this prince will ensure that he takes only what one can afford, this is in relation to one’s financial ability. Due to this revelation, it becomes evident that the prophecy ought to be understood as literal and not figurative. References La Sor, William Sanford, David Allan Hubbard, Frederic William Bush, and Leslie C. Allen. Old Testament Survey: The Message, Form and Background of the Old Testament. Grand Rapids, Mich: W.B. Eerdmans, 1996. Price, Randall. â€Å"Ezekiel’s Prophecy of the Temple.† World of the Bible. n.d. Available at http://www.worldofthebible.com/Bible%20Studies/Ezekiel%27s%20Prophecy%20of%20the%20Temple.pdf â€Å"Reflections on the First Testament.† 2009. Available at http://garyeyates.blogspot.com/2009/12/temple-in-new-testament html. Source document

Shen Kua Essays - Technical Writers, Ethnographers, Free Essays

Shen Kua Essays - Technical Writers, Ethnographers, Free Essays Shen Kua Astronomy 201 Astronomer, Shen Kua Shen Kua was born in China in the year 1026. Shen Kua was born to Shen Chou and his wife Hsa. His family had an unbroken tradition of being civil servants. Thus his father was a local administrator of many posts from Szechwan in the west to the international port of Amoy. At Sixteen years old Shen Kua left his home to travel with his father from post to post. While traveling with his father, Shen Kua learned the responsibilities of a local administrator. These responsibilities include a broad range of technical and managerial problems in public works, finance, improvement of agriculture, and maintenance of waterways. In 1051 his father died and after a two year mourning period Shen Kua received his first appointment as a local administrator at the age of twenty two. Soon after his appointment he showed his skill in ability to plan by designing and overseeing a drainage and embankment system that reclaimed some hundred thousand acres of swampland for agriculture. A few years later he passed the national examinations and was assigned a post in Yangchow. While in Yangchow he impressed the Governor Chang Ch'u so much that he recommended that Shen be appointed to the department of Financial Administration. It was about this time that he began to study astronomy. His first works as an astronomer came when he set down clear explanations concerning the sphericity of the sun and the moon as proved by lunar phases, of eclipse limits and the retrogradation of the lunar nodes. These explanations gave the ability to visualize motions in space Which in the past was only best implicit in numerical procedures of traditional astronomy and seldomly discussed in technical writing. Because of this work Shen was given an additional appointed as director of the Astronomical Bureau. His first project as director was a major calendar reform. This reform started with a series of daily observations of the stars that lasted over five years. While these observations where being performed Shen realized the need for a major redesign of major astronomical instruments. The most significant change that Shen made was to the gnomon. The gnomon was still being used to measure the noon shadow and fix the solstices. Shen redesigned the armillary sphere that is used to make angular measurements, and the clepsydra which determines the time that observations are made. He improved the armillary sphere by improving the diameter of the naked eye sighting tube. Shen noticed that the polestar could no longer be seen in the sighting tube at night. He slowly widened the tube by using the plots of the polestar three times a night for three months to adjust the aim. His new calibration revealed that the tube was slightly three degrees off. The clepsydra also had calibration problems as well, in the past day and night were separately divided by hours. Shen realized that day and night hours were different from season to season. The time was read from float rods in an overflow-tank. Shen saw these problems and proposed a new design for these float tanks. Shen also made his mark in his discussions of solar, lunar, and eclipse phenomena. This by far was the most extraordinary of his cosmological hypothesis that accounts for variations in planetary motions that include retrogradation. Shen noted that the greatest planetary anamoloy happened near stationary points. He proposed a model that suggested that the planet moved in the shape of a willow leaf attached to one side of a periphery circle. The way the planets changed thier direction of motion in respect to the stars was explained by the travel from one point of the leaf to the other. This served the same purpose as the epicycle served in Europe Shen's writings were in part considered to be the highest achievement in traditional Chinese mathematical astronomy. After his impeachment from office at the age of fifty-one Shen moved to a small piece of land in the country. It was there that Shen completed three books and an atlas of China. One of these books was called Brush Talks From The Dream Brook. This book includes some of Shen Kua's most elaborate ideas on such things

Gallium Facts (Atomic Number 31 or Ga)

Gallium Facts (Atomic Number 31 or Ga) Gallium is a bright blue-silver metal with a melting point low enough you can melt a chunk in your hand. Here are interesting facts about this element. Gallium  Basic Facts Atomic Number: 31 Symbol: Ga Atomic Weight: 69.732 Discovery: Paul-Emile Lecoq de Boisbaudran 1875 (France) Electron Configuration: [Ar] 4s2 3d10 4p1 Word Origin: Latin Gallia, France and gallus, a Latin translation of Lecoq, a cock (name of its discoverer was Lecoq de Boisbaudran) Properties: Gallium has a melting point of 29.78 °C, boiling point of 2403 °C, specific gravity of 5.904 (29.6 °C), specific gravity of 6.095 (29.8 °C, liguid), with a valence of 2 or 3. Gallium has one of the longest liquid temperature ranges of any metal, with a low vapor pressure even at high temperatures. The element has a strong tendency to supercool below its freezing point. Seeding is sometimes necessary to initiate solidification. Pure gallium metal has a silvery appearance. It exhibits a conchoidal fracture that it similar to a glass fracture in appearance. Gallium expands 3.1% on solidifying, so it should not be stored in a metal or glass container that can break upon its solidification. Gallium wets glass and porcelain, forming a brilliant mirror finish on glass. Highly pure gallium is only slowly attacked by mineral acids. Gallium is associated with a relatively low toxicity, but should be handled with care until more health data has been accumulated. Uses: Since it is a liquid near room temperature, gallium is used for high-temperature thermometers. Gallium is used to dope semiconductors and for producing solid-state devices. Gallium arsenide is used to convert electricity into coherent light. Magnesium gallate with divalent impurities (e.g., Mn2) is used to make commercial ultraviolet-activated powder phosphors. Sources: Gallium may be found as a trace element in sphalerite, diaspore, bauxite, coal, and germanite. Flue dusts from burning coal may contain as much as 1.5% gallium. The free metal may be obtained by electrolysis of its hydroxide in a KOH solution. Element Classification:Basic Metal Gallium Physical Data Density (g/cc): 5.91 Melting Point (K): 302.93 Boiling Point (K): 2676 Appearance: soft, blue-white metal Isotopes: There are 27 known isotopes of gallium ranging from Ga-60 to Ga-86. There are two stable isotopes: Ga-69 (60.108% abundance) and Ga-71 (39.892% abundance). Atomic Radius (pm): 141 Atomic Volume (cc/mol): 11.8 Covalent Radius (pm): 126 Ionic Radius: 62 (3e) 81 (1e) Specific Heat (20 °C J/g mol): 0.372 Fusion Heat (kJ/mol): 5.59 Evaporation Heat (kJ/mol): 270.3 Debye Temperature (K): 240.00 Pauling Negativity Number: 1.81 First Ionizing Energy (kJ/mol): 578.7 Oxidation States: 3 Lattice Structure: Orthorhombic Lattice Constant (Ã…): 4.510 CAS Registry Number: 7440-55-3 Gallium Trivia: Galliums discover, Paul-Emile Lecoq de Boisbaudran named the element after his home country France. The Latin word gallus means both Gaul which is an older name for France. It was believed he also named the element after himself because gallus also means rooster (or Le Coq in French). Lecoq later denied he named gallium after himself.The discovery of gallium filled a spot predicted by Mendeleevs periodic table. Gallium took the place of the placeholder element eka-aluminum.Gallium was first identified using spectroscopy by its distinct pair of violet spectral lines.Galliums melting point (302.93 K) is low enough to melt the metal in the palm of your hand.Gallium is the element with the highest range of temperatures for its liquid phase. The difference between galliums melting and boiling point is 2373  °C.Gallium is one of five elements with a melting point near room temperature. The other four are mercury, cesium, rubidium and francium.Gallium expands as it freezes like water. Gallium does not exist free in nature.Gallium is obtained as a byproduct in the production of zinc and aluminum.Most gallium produced today is used in electronics.Gallium nitride semiconductors are used the blue diode lasers of Blu-rayâ„ ¢ players.Gallium arsenide is used to produce ultra-brite blue LEDs.Liquid gallium is known for its ability to wet glass, porcelain and skin. Gallium forms a very reflective surface on glass making an excellent mirror.An amalgam of gallium, indium, tin is used in medical thermometers in place of the more traditional and toxic mercury thermometers.Gallium Beating Heart is one of the fun and easy chemistry demonstrations for chemistry students. Gallium Fast Facts Element Name: GalliumElement Symbol: GaAtomic Number: 31Group: Group 13 (Boron Group)Period: Period 4Appearance: Silver-blue metalDiscovery:  Lecoq de Boisbaudran (1875) Sources de Boisbaudran, Lecoq (1835–1965). Caractà ¨res chimiques et spectroscopiques dun nouveau mà ©tal, le gallium, dà ©couvert dans une blende de la mine de Pierrefitte, vallà ©e dArgelà ¨s (Pyrà ©nà ©es). Comptes rendus. 81: 493.Weast, Robert (1984). CRC, Handbook of Chemistry and Physics. Boca Raton, Florida: Chemical Rubber Company Publishing. pp. E110. ISBN 0-8493-0464-4.

MGT 302 MOD 2 CA Essay Example | Topics and Well Written Essays - 750 words

MGT 302 MOD 2 CA - Essay Example Based on the various explanations that the author has provided for each of these successful women, one common aspect among all of these ladies is that each of them uses either one of the five forms of power as explained by French and Raven (Changing Minds). Here in order to effectively compare each of these successful ladies, the paper will detail their style and method adopted individually. This will provide a complete overview of each of their styles and will also provide a clear comparison of the styles adopted by each of them. Individual Analysis: Here each individual will be analysed individually. This will help give a clear idea of the style used by the individual and will help gain a clearer difference among all the ladies. Sharon Patrick clearly uses the Coercive power as her mode of gaining real power in her work place. This she uses to gain the power and to also gain an upper hand when compared to her male counterparts. Sharon has shown the strength and confidence that she has and has used this power to her benefit (Muoio). Linda Chavez-Thompson as well uses her coercive power to deal with her work place. Considering her role this is an ideal power to use to keep in complete control in the work place. It is however essential to note here that her style is apt for her job. Linda Chavez-Thompson however does have a mixed role of coercive as well as expert power. She shows here expertise and used this to move up to the current position. Jessica Bibliowicz on the other hand, unlike the other ladies uses the reward power as her tool to gain the real power within the company (Brooks). This she believes is the best method to get the work done and is her secret to success. Janice Gjertsen uses a combination of the legitimate and referent power. Her ideas are clear and unlike the others she focuses on being herself to best extent and to keep up the characteristics of a true women rather than trying to be someone else all together. Katherine D'Urso unlike all t he above mentioned ladies focuses on the legitimate power. She is clear with her goals and does not believe in asking for help, but in doing things in the right manner from the beginning (Muoio). She follows rules and ensures that all the work in line with law. Michelle Bernard is a person who uses legitimate and referent power. She has had her goals and an aim set down firm and is clear in her mind of what she aims at achieving. Her style of leadership is more transactional in nature. Harriet Rubin follows the style of referent power. This proves to be effective as she works in an industry which is led by men. She clearly adopts a transformational style for herself and tries to blend herself to the market as that is the only sure shot manner of being a part of the industry and gaining a strong position in the company (Muoio). Kathryn Gould is among the few who follows a different approach at the work place. She has adopted a charismatic leadership. She uses her natural charisma to reach out to the people and to get work completed. Her style of leadership is clearly very different from the rest. Sara Levinson has shown a very different form of leadership. She uses a participative leadership style and is focused on developing a strong team with the involvement of all. For instance here in this case of what type of leadership she uses, she consulted here team (Mullins). This is clearly a participative leadership style. Kathy Kane-Zweber uses a coercive form of leadership for her work

Reflective research Essay Example | Topics and Well Written Essays - 2000 words

Reflective research - Essay Example Various models of reflection had been postulated for the benefit of nursing. Nurses attained professionalism by the concept of reflections. They analyzed past occurrences and experiences and learnt from them. Reflection may be defined as â€Å"the ability to reflect into past experiences for the purpose of continuous learning† (Schon, 1983). The reflective processes assisted systematic problem-solving in a stepwise manner. Reflective nursing was a learning on-the-job where nurses were able to learn from past incidences apart from the theoretical knowledge. Experience was insufficient to provide a learning process. The experience had to be combined with reflection to bring out subtle details to enhance the learning process (Boud et al in Horn and Freed, 2008). Journaling had been advocated for closing the gap between theory and practice (Horn and Freed, 2008) Writing down notes after a particular experience or daily reflections helped a nurse develop the critical thinking proce ss. Nursing students could consider the experience with each client as unique and record the experience in the journal. Metacognition had been recognized as another method to modify the learning experience (Horn and Freed, 2008). ... Gibbs’ model of reflection (1988), John’s model of reflection (1994) and Kolb’s learning cycle (1984) were different learning models for nursing. The following is Gibbs cycle. Figure 1 Gibbs Model of Reflection Description What happened? Action Plan Feelings If it arose again, What were you what would you do? thinking and feeling? Conclusion Evaluation What else could you What was good and have done? and bad about the experience? Analysis What sense can you make of the situation Gibbs’ model helped nurses learn from reflections. The description of what had happened provided the details of the day’s incident. The emotions that accompanied the incident expanded the circumstances under which it occurred and how one responded. Positive or negative emotions could have accompanied the incident. The evaluation of the incident contained the reason for it happening. This could further be analysed to infer how that event should have turned out had you been an experienced nurse and acted in another manner Analysis enabled one to argue how the outcome could have been improved and made different. This led to the conclusion. Using this conclusion the nurse could plan the action for the next time such an incident was repeated. With that she could make an imprint in her mind which she could use later. When the new incident happened, it would similarly help her through the steps of the Gibb’s cycle and produce more learning. A novice nurse who used this cycle for her learning process could reach competency very early in her life as a nurse. The incident which stimulated the research The memory of Mrs. Lopez, a 69 year old grandmother, recovering in the rehabilitation ward and who had a fall still upsets me. It was a terrible and avoidable