Truth is bitter but better Essay Example for Free

Truth is bitter but better Essay Truth is the only weapon which can make a person win a battle. It is a pen that can write anything without anyones terror; it is a game in which who follows its one golden rule can never lose it; it is a tree that never loses its leaves; it is a river that cannot get filthy and dry in any season. Overall it can create heaven or else if not followed properly can ruin the whole world. It is said that to hide one lie we have to speak hundred more lies and thats true. A lie spoken intentionally means we need to speak several more lies to cover up that lie. And then also the truth comes out itself automatically. Everything has two sides, positive as well as negative. A coin has positive side of triumph and negative side of disaster also. If a person wins then he may also lose someday. If happiness is there then sadness is obvious. If a tree bear leaves then it also shed them. If one can stand then one can also fall. Taken as a whole, one can get to face anything in this whole world. Gandhiji said: Lying is the mother of violence. And it is true. In our daily life, as an instance, we meet our relatives and if they hide anything from us by telling anything which is not true and later we come to know then we turn violent and more aggressive. It leads to disrespect to the person. Truth was the only mother, father, son, daughter of the most widely known leader of the world- Gandhiji. He believed in truthfulness and he promoted its principle. And also it was obvious that for this single reason he was known worldwide. With this extraordinary weapon, he threw out the brutal and atrocious Britishers out of our country. He believed in the principle of Satyagraha which proved to be the most influential and imperative movement of the period. Gandhiji said:- I have nothing new to teach the world. Truth and non- violence are as old as the hills. And this is true as truth and lie are not the new concepts that the world has. It is as old as even more then hills and mountains. No one can teach the world the art of speaking truth and plus of the lies. They come out from within our heart. According to me, Nelson Mandela can also undertaken as a person who followed truth and won the whole world the price of peace, equality and oneness. He being a black became the president of ANC (African National Congress) and  also he won the Nobel Prize for his greatest achievement. He promoted equality among all the people on his principle that everyone is equal in the eyes of God. He was true in his outline as everyone is equal and equality in itself is also a truth. Also an example from our daily life, we are becoming more scientific these days but there are many people who still believe in superstitions. There are many misleading people who in the name of God hypnotize people in such a way that neither anyone comes to know about such thing nor the hypnotized is able to tell. But this is a bitter truth that those who follow anyone blindly have to face problems later in life. Even the person doing such illegal and superfluous acts are always caught and they can’t make fool of people for long. A recent example is of the person who was called as guruji in Punjab- Sarasa. He was popularly known all around the world. He had separated salokas which had very less verses praising God and more of praising himself. But the problem was that whatever he was doing was wrong, whatever he was saying was lie, whatever acts he was committing were illegal! And surprisingly a member from his own crew told the media that something was wrong going on at his place. Shockingly he used not to allow any of his disciple to talk to anyone because if they would do so then by chance if anyone else would hear it, then his acts would be held naked in the world and now this has happened, his popularity is decreasing also he is being disliked by the people now. This has not been the case in the present world but also during satyug (according to Hindu mythology) when Lord Rama were existing. He killed Ravana and placed truth over evil. He was cruel and so he did not win this battle of truth and evilness in spite of being so knowledgeable. This shows that truth wins and lies or evil faces disaster and fails. But this is a fact that this yug is kalyug and in this yug is lies or evilness is given the same importance as it is given to truth. They are considered one and the same. For example in the case of Jessica Lal, it was first being kept aside and with false statements it was tried to conclude. False statements and evil methods were adopted to sole this matter quickly and quietly. But unfortunately this could not happen. Truth may be kept behind for years and years but one day itself it would come up and the liar will have to face problem for his mistake. At last I would like to conclude that whatever be the case whether this or that we must not leave the path of truthfulness as this is the only way that would  lead us to place which is as beautiful as heaven and the other way would lead us to a place like hell. It depends on us which way we opt. Finally by analysis of the history and of the present world we come to know that we cannot hide truth for long and cannot follow fakeness for long. Thus, truths always triumph! Satya Meva Jayati! As we say that slow and steady wins the race we can say that Truthful and honest wins the race.

Challenges Of The Hr Specialist Management Essay

Challenges Of The Hr Specialist Management Essay As a HR specialist, what are the challenges you may face and what HR intervention mechanisms would you consider using in an attempt to drive individual and organisational performance in a multinational company? Critically evaluate this question by utilising the appropriate academic literatures. This thesis proposed the challenges of the HR specialist when there engage in attempt of increasing the individual and organisational performances in Multinational Companies through developing a set of coherent HRM best practices, especially relating to employee recruitment and selection, performance management and staff retention. Since the organizations are multinational number of concerns are arises such as dealing cultural issues with the organizational goals as well as individual goals. Furthermore organizational behaviors and tools such as engagement, motivation and empowerment are basically highlighted; without those it is merely a dream to achieving the business goals. Basically Multinational companies are aiming profits and there for individual and organisational performance are very vital for their existence. HR has been organized in a different ways over the years. Some functions have emphasized delivery by location or by business structure. In these models an integrated HR team has serviced managers and employees at specific location or with in specific businesses units, with some more strategic or complex tasks reserved for the corporate centre. The degree to which these different arms of HR were centralized or co-located and the question of whether they were managed by the business unit varied. Within the HR teams, depending up on their size their might have been specialization by work area (especially for industrial relations in the 1960s and 1970s) or by employee grade or group (responsibility, say, divided between those looking after clerical staff from those covering production) The advancement of personal management starts around end of the 19th century, when welfare officers came in to being. This creation was a reaction to the harshness of industrial conditions, coupled with pr essure arising from the extention of the franchise, the influence of the trade unions and the labour movement and the campaigning of enlightened employers, often quakers, for what was called industrial betterment. (CIPD Research Role of HR) Personal Management(PM) is mainly concerned with obtaining, organizing and motivating the human resources required by the corporation (ARMSTRONG, Michael, 1977) PM includes a range of activities which deals with the workforce other than the resources and also more administrative in nature. HRM deals with soft issues rather than administrative tasks of personnel management and explain a wide vision of how management would like the resources to organise to the success of the organization. Becker and Gerhart (1996) and Wright,Dunford and Snell (2001) have concluded that although the traditional view as HR acost to be minimised (Becker Gerart,1996:779)is being challenged by the rise of strategic HRM, the conventional view is still prevalent in the professional domain. Wright, Dunford and Snell(2001)expand on this by stating that the HR function hasconsistently faced a battle in justifying its position in organisations (Wright,Dunford Snell 2001:701) and during times of economic hardship, the HR function is usually the first function to feel the full effect of organisational streamlining and cost cutting efforts. There are various models exists to explain the peoples role in an organization. The business oriented approach to people management described by Storey (1989) as Hard HRM emerged as a method of responding to and supporting the enterprise culture of the 1980s. Hard HRM and Soft HRM are two contrasting styles that helps to tackle workforce in an organization. Hard HRM mainly focused on achieving organisational goals while Soft HRM deals with more insightful functions like Human Resource Education, Leadership Development, Organization Culture, Relationship building while the achieving organisational goals. More recently the importance of involving and developing people which is characteristic of current approchches to personal management has been emphasized by the resource based theory of the firm formulated by Barney(1991). This explains that competitive advantage is achieved if a firm can obtain and develop human resources which enable it to learn faster and apply its learning more effectively than its competitors. An approach based on this concept will aim to improve resource capability(Kamoche,1996)achieving strategic fit between resources and opportunities and obtaining added value from the effective deployment of these resources.(The name has changed but has the game remained same, Armstrong) Ulrich described how HR practitioners employ in a set of roles defined along two axes: strategy versus operations and process versus people. The four key roles that become known from these two dimensions are Strategic partner, Administrative Expert, Employee Champion, Change agent. Strategic Partners help to successfully accomplish business strategy and meet customer needs. Administrative Experts continuously improve organisational efficiency by reengineering the HR function and other work process. Employee Champions maximize employee commitment and capability while Change Agent delivers organisational transformation and culture change. (CIPD Resarch Of HR, 2007) There have been considerable tensions around the conceptualizations of roles and how the work of Ulrich and others has been interpreted. According to Ashton and Lambert (2005),while Ulrichs original four roles have been influential, whether and how they are put in to practice varies. (The changing HR functions) There are some organizations where HR is seen as a central, corporate function with little advancement to business units. Some other organizations position themselves in the opposite direction, with a very small corporate centre and all the activity distributed to business units. The question of best structure is how the function best organizes itself between the pulls of centralization and the pushes of decentralization.(The changing HR functions) The HR assumptions and HR practices observed in high performing firms are the key elements to the formation of the Best Practice theory. Employment security, selective hiring, self managed teams, high pay contingent on company performance, extensive training, reduction of status difference, and sharing information are the key element of the theory. However less concern about the organisational goals and culture are given as draw backs for the theory. According to the best fit theory a firms that follows a cost leadership strategy designs narrow jobs and provides little job security, whereas a company pursuing a differentiation strategy emphasizes training and development. In other words this argues that all SHRM activities must be consistent with each other and linked to the strategic objectives of the business. Selective hiring of new employees are greatly support to achieve both individual and organisational performance. Recruitment and selection is more or less subjective in its nature, with the objectives of any given business at the forefront of process. To select the best fit there is no specific way. It is clear that combining techniques greatly increases accuracy. The combination of intelligence test or work sampling leads to a substantial improvement in validity (Shmidt and Hunter(1998)). Comprehensive recruitment and selection policy will be enable an organization to become competitive with in the market and also, with right people in the right place at the right time, will lead to a high performing culture with in the organization while adding extra value to the organisation. The main focus of Employee Recruitment is to generate a pool of appropriate candidates for the selection process. This to be carried out in cost effective way and while remain in lawfull. Organizations can de cide whether to select externally or internally. Internal recruitment may not always be beneficial. Ex: no one suitable or stagnation. Best way is to recruit both internally and externally (Torrington, Hall Taylor, 2008). But many organisations prefer to look to recruit internally first especially when this represents a promotion (Newall Shackleton, 2000) To select the best fit there is no specific way. It is clear that combining techniques greatly increases accuracy , the combination of intelligence tests with structured interview, integrity test or work sampling leads to a substantial improvement in validity (Schmidt Hunter (1998).) At the interview stage attitude based competencies should give more priority in order to select the best candidate. In addition during the recruiting and selection process psychological contract between employer and the employee is distinct and specify. According to the report Engaging for Success: enhancing performance through employee engagement,engaged employees have a sence of personal attachment to their work and organization; they are motivated and able to give of their best to help it succeed and from that flows a series of tangible benefits for organization and individual alike'(Macleod Clarke 2009:7) HRM uses various technologies to direct employees behavior towards objectives and tasks that deliver approved organisational performance. Many organizations try to frame these levers with an overall performance management system, and attach incentives and rewards to achievements of objectives and targets within this. In recent years PM has become massively popular. The basic idea was to fix behavior to targets and attach financial rewards. Howe ever performance related pay was not always introduced for the best reason; there was a preoccupation with defining measures to which individual rewards could be attached and the connection with performance was often tenuous (IPM/IMS, 1992) For many line managers PM is still means no more than the appraisal process and it seen as time consuming, bureaucratic, paper driven and top down with little reference to organisational performance and goals.(Egan,1995) Despite significant efforts to present performance management as a systemic process and to raise managers sights (eg.Armstrong,1994;Hartle, 1995) many fundamental problems remain. A PMS may, indeed, support employee development, but this is often undermined by number of problems, among the most important which are, The link between individual behavior and business objectives, Defining and aligning objectives, Motivation theory and managers own assumptions and beliefs, Performance management as a management process, The impact on the employment relationship etc.. A analysis of above issues highlights fundamental questions about performance linkages and how rewards are attached to these and how the motivation to control unnecessarily and inappropriately vitiates the design of rewards and incentives.(Human Resource Management Journal, vol 10-No-3) In addition people performance is vitiated by the obsession with control and therefore is liable to undermine, rather than contribute to, performance. It should only be done within a context of strict attention to corporate business objectives and limited number of specific improvement goals. Engagement is a crucial organisational tool that can generate both individual and organisational performance and can be defined as a set of positive attitudes and behaviors enabling high job performance of kind which are in tune with the organization mission'(Storey, Wright Ulrich 2008) Recent research concluded that there are 3 broad groups of employees. Engaged (loyal, productive, would recommend their organization to friends) , Non-engaged (productive but not bonded, tempted by job vacancies, instrumental, focus on hours JDs), Disengaged (physically present but psychologically absent, negative, uncooperative, hostile, uninvolved) (Buckingham (2001) What a waste PM October) We can perhaps distinguish between two types of employee turnover: Functional vs Dysfunctional turnover functional turnover serves to promoted ideas and methods and can thus renew a stagnating organisation (Carrell et al, 1995, 177). According to Hom and Griffeth (1995), functional turnover is more common than dysfunctional: In addition, high turnover is often less troubling in relatively low skill occupations; especially customer-service related ones (fast-food restaurants, telesales, etc). Kearns (1994) suggests this is because organisations want to harness short-term enthusiasm. Thus, empl oyee turnover may not be a bad thing, however, there is likely to be a point beyond which it is unhealthy. Taylor (2008) suggests this is a rate of 5-10%. The more valuable the employee to the organisation, the more damaging the resignation especially if he/she chooses to work for a competitor Indirect concerns/costs include:-Productivity losses,Impaired quality of service,Lost business opportunities, An increased administrative burden,Employee demoralisation Direct costs include: Recruitment costs (advertising, admin, etc),Induction/training costs,Other admin costs associated with new hires,Overtime/ cost of temporary workers,Reduced productivity during induction Taylor (2008)-The employee turnover decisi Evaluate existing job, Experience job dissatisfaction, Think of quitting, Evaluate expected utility of search for new job and cost of quitting, Decide to search for alternatives, Search for alternatives, Evaluate alternatives, Compare best alternative with present job, Decide whether to stay or quit, Quit on process Mobley(1977), ten stage model. There are ways to investigate why employees leave from the organisation.,Exit interviews (89%)Anon. exit questionnaires (28%),Word of mouth (25%),Extrapolate from staff attitude surveys (23%),Exit interviews external consultant used (2%),Surveys of ex-employees (rare) (CIPD survey 2009) Following ways are considered as most effective way to address staff retention.Realistic job previews, Job e nrichment, Workspace characteristics (environment), Induction practices, Leader-member exchange, Employee selection, Reward practices, Demographic diversity,Managing inter-role conflict (Hom Griffeth, 1995) Multinational Corporation has its facilities and other assets in at least one country other than its home country. Such companies have offices and factories in different countries and usually have a centralized head office. Nearly all dominant multinationals are American, Japanese, or Western European such as Nike, Coca-cola, Wal- Mart, AOL, Toshiba, Honda and BMW. MNCs may take any of four forms: a decentralized that has a strong home-country presence; a global and centralized corporation that can acquire a cost advantage through centralized production; an international company that builds on the parent companys technology or research and development; or a transnational enterprise that combines all three of these approaches. In the modern world the capabilities and the knowledge incorporated in an organisations human resources are the key to performance. So on both the cost and benefit sides of the equation, HRM is crucial to the survival, performance and success of the enterprise. For MNCs, the additional complications of dealing with multicultural assumptions about the way people should be managed and differing institutional constraints become important contributors to the chances of that success. A culture is a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings and to some degree, their overt behavior. Culture manifests itself at three levels. The level of deep tacit assumptions that are the essence of the culture, the level of espoused values that often reflect what a group wishes ideally to be and the way it wants to present it self publicly and the day to day behavior that represents a complex compromise among the espoused value, the deeper assumptions, and the immediate requirements of the situation. (1996)(Sloan Management Review/fall 1996) Geert Hofstedes theory of cultural dimensions describes the effects of a societys culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis. The theory has been widely used in several fields as a paradigm for research, particularly in cross-cultural psychology, international management, and cross-cultural communication. The original theory proposed four dimensions along which cultural values could be analyzed: individualism-collectivism; uncertainty avoidance; power distance (strength of social hierarchy) and masculinity-femininity. (task orientation versus person-orientation) With compared to UK Asian countries characterized by high power distance and week uncertainty avoidance. The HRM approach in Asia generally accepted as being humanists rather than materialistic. Therefore MNCs in Asia focus much concentration on personal growth and development of employees. In return for an organization creating opportunities, employees reciprocate with increased commitment and lower levels of absenteeism and turn over. (Ayree, Chen and Budhwar,2004) In European context highly focus on Individualism and masculine with low power distance and week uncertainty avoidance Hofstede,1980). Performance Appraisal Systems (PAS) basically aimed towards being achieving individual-level targets for employees and preparing cutting edges to identifying performance ratings for rewards. Individualism is more common in western cultures unlike Asian culture is more parental. Therefore western HR practice may be not measured the required standards in Asian MNC employees performance if it not ideally matched for the cultural and organisational targets. However some argues that the world is becoming more globalised, all aspects of business and HRM are becoming more alike which indicate the convergence divergence debate. In conclusion there is evidence to suggest that including the practice out line within this thesis organisational behaviours and tools can used to drive organisational and individual performance in Multinational companies. It is essential to have suitable recruitment and selection process, Performance Appraisal System and Staff Retention plan to ensure the right people, In the right place, at the right time with right attitude. Training and development is also vital to improve HR performance. In addition HR Specialists role will be more specific when these techniques applying in to multi cultural environments where people perceptions and behavioral patterns are different from each other.

The Power of Fear in Shakespeares Macbeth :: GCSE English Literature Coursework

Macbeth     Ã‚  The Tremendous Power of Fear Fear motivates us to do many things, whether they are right or wrong.   In the play Macbeth, fear was the main motivation that influenced the outcome of the play. This can be proved by the subsequent murders after Duncan's. Why were these committed? Macbeth was scared of being caught and having to pay for the wrongs he had done.   Also, look at Lady Macbeth. The constant washing of her hands, sleepwalking, and other behavior like this is done out of fear. It resembles her husband fear of being caught.   The final piece of proof is Macbeth's actions. They were all due to fear, not only of being caught but of the witches' prophecies. He was scared of them coming true and tried to stop them from happening.   This whole play was inspired by fear and what it can do to a person.   Ã‚  Ã‚  Ã‚   A good first example of this principle can be illustrated by the subsequent murders that Macbeth committed after he killed Duncan. Macbeth had just killed the King of Scotland and blamed it on his son.   It worked, and he became King. However, he remembered the witches' prophecies.   They claimed that Macbeth would be King, but it would be Banquo's children that would follow after him.   This made Macbeth very angry, and he risked everything to become King. Unfortunately, his family would never wear the crown after his death.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Only for them; and mine eternal jewel   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Given to the common enemy of man,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To make them kings, the seeds of Banquo kings!   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   [Act III, S I, L 72-75]   Ã‚  Ã‚  Ã‚  Ã‚   Here, Macbeth realizes that if something is not done to Banquo, his sons will become Kings.   Macbeth can not have this. He had already worried that his soul will go to hell for what he had done. His fear become evident in this scene also, "But to be safely thus: our fears in Banquo Stick deep;" [Act III, S I, L 53-54] Macbeth has Banquo murdered,   And Banquo’s son Fleance manages to escape from the attack.   Next, Macduff refuses to accept Macbeth as king and flees to England to join Malcom. The witches tell him to beware of Macduff, which angers Macbeth and drives him to kill Macduff's family. The fear of losing the impending battle with England makes Macbeth begin doing anything that will give him an edge in the final battle. The Power of Fear in Shakespeare's Macbeth :: GCSE English Literature Coursework Macbeth     Ã‚  The Tremendous Power of Fear Fear motivates us to do many things, whether they are right or wrong.   In the play Macbeth, fear was the main motivation that influenced the outcome of the play. This can be proved by the subsequent murders after Duncan's. Why were these committed? Macbeth was scared of being caught and having to pay for the wrongs he had done.   Also, look at Lady Macbeth. The constant washing of her hands, sleepwalking, and other behavior like this is done out of fear. It resembles her husband fear of being caught.   The final piece of proof is Macbeth's actions. They were all due to fear, not only of being caught but of the witches' prophecies. He was scared of them coming true and tried to stop them from happening.   This whole play was inspired by fear and what it can do to a person.   Ã‚  Ã‚  Ã‚   A good first example of this principle can be illustrated by the subsequent murders that Macbeth committed after he killed Duncan. Macbeth had just killed the King of Scotland and blamed it on his son.   It worked, and he became King. However, he remembered the witches' prophecies.   They claimed that Macbeth would be King, but it would be Banquo's children that would follow after him.   This made Macbeth very angry, and he risked everything to become King. Unfortunately, his family would never wear the crown after his death.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Only for them; and mine eternal jewel   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Given to the common enemy of man,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To make them kings, the seeds of Banquo kings!   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   [Act III, S I, L 72-75]   Ã‚  Ã‚  Ã‚  Ã‚   Here, Macbeth realizes that if something is not done to Banquo, his sons will become Kings.   Macbeth can not have this. He had already worried that his soul will go to hell for what he had done. His fear become evident in this scene also, "But to be safely thus: our fears in Banquo Stick deep;" [Act III, S I, L 53-54] Macbeth has Banquo murdered,   And Banquo’s son Fleance manages to escape from the attack.   Next, Macduff refuses to accept Macbeth as king and flees to England to join Malcom. The witches tell him to beware of Macduff, which angers Macbeth and drives him to kill Macduff's family. The fear of losing the impending battle with England makes Macbeth begin doing anything that will give him an edge in the final battle.

Functionalist and Marxist Approaches to Education and Economy Essay

Functionalist and Marxist Approaches to Education and Economy Functionalist and Marxist perspectives differ considerably in the way they view the relationship between education and the economy. Both perspectives agree that the educational system provides society with certain functions, but they disagree about the purpose of these functions and more importantly who benefits from them. Functionalists see the educational system as providing a positive educational experience, which benefits the children and society. Whereas, Marxists claim that the system oppresses and harms people, and that it only benefits the powerful. Functionalists believe mass formal education is an essential part of industrial society, and that the expansion of industrial economies brings a corresponding expansion in the educational system. They also see the introduction of mass education in Britain during 1870, as a response to the increasing demand of industry, for a literate and numerate workforce. Many Functionalists, such as Durkheim, claim that education performs two central functions, which relate to social cohesion and the division of labor. Durkheim (1961 'Moral Education') argued that education transmits the norms and values of society to the next generation. It therefore reproduces social solidarity, which according to functionalism, is needed in order for society to exist. Durkheim offered an explanation of how social solidarity is reproduced by the educational system. He said that school creates a miniature model of society, where the child interacts and cooperates with other pupils whilst following a set of fixed rules. In this way, the ch... ...basic level, on some sort of conspiracy between employers and teachers. To conclude, the Functionalist perspective views education as a vital part of society, which turns pupils into model citizens and has a positive impact on the economy and society as a whole. Education also produces a diverse workforce, in a way that is fair to everyone, and it compliments the requirements of the economy perfectly. The Marxist perspective views education as a part of society that is vital for the ruling class, because it reproduces the unequal distribution of wealth and power, by turning working class pupils into conformist workers. It therefore sees education as an ideological tool, used by the upper classes to exploit the working classes. Ref: Haralambos and Holburn (2000) Sociology: Themes and Perspectives (fifth edition)

For the Love of Art Essay -- Artist Paintings Essays

For the Love of Art What is art? Would music, paintings, movies, dance, and speech all be considered art? What type, style or quality is required for these to be deemed art? These are wonderful questions. Many have tried to define for themselves and others what the correct answers are. The questions are wonderful, because, I believe they have no correct answers. I find the questions enlightening because there is no right or wrong. This is freeing. If one can’t be proven right, then how can one be proven wrong? The picture of the Virgin Mary on a ham sandwich that sold on Ebay, it that art? I don’t think the price or medium should be a factor. Van Gogh sold not one painting in his life time, yet only the wealthiest people in the world today could afford his work that has sold for millions at auction. I believe Van Gogh to be a great artist, not Hormel. Could we say art is in the eye of the beholder? A four year old that â€Å"paints† abstracts has taken the art world by storm, an elephant that paints with his trunk, a computer generated interactive music machine, ok. The eye of the beholder. The prerequisite for art to be considered art is on the receiving side. I think it a human quality to admire or be affected by art. Like the tree that falls in the forest, is a painting art if nobody sees it? In an article written by Elaine Thornburgh and Jack Logan, they discuss the quality that all great art has, the ability to transcend time and place. I have my own feelings about what should be considered art, and it is just that, my feeling. Art moves, inspires, disgusts, disturbs or touches us in some way. It may change us, it may not. There is one thing that would discount what I consider art. If I am indi... ...nstruments, they all have an affect. Music has the ability to strike chords inside our soul. I hear Chopin I am physically altered. How does that happen? How can an organization of notes affect a human being in such a way? I am waiting for the study to come out. The one that explains exactly why these emotions are driven up from classical music and other artistic forms. The one that reduces my experience to synapses. The one that explains the tone quality and particular note arrangement in relation to brain waves and reaction times. The combination of strings and horns or color and line that trigger a specific reaction. I am waiting for the scientific study so I can seek it out and make sure that I don’t read any part of it. I like being moved, inspired, disgusted, disturbed and touched by art. I love the mystery of it all.. It makes me feel alive.

Cmi Level 7 Unit 7006

1. Identify the current strategic aims and objectives 2. Undertake an evaluation of the component parts of a strategic plan 3. Analyze the factors affecting the strategic plan The history of Harley-Davidson began in 1903, in a 10†² x 15†² shed located in the Davidson family's Milwaukee backyard. The Davidson brothers – William D. , Walter, and Arthur – and William S. Harley crafted their first motorcycle using the best tools they had available – mostly their hands and their ingenuity. Since that time Harley-Davidson has learned many lessons on how to operate a business.We are focused on providing our customers with not just a quality product, but also an overall experience. Our mission statement is as follows: honesty, integrity and personal growth in all of our dealings with stakeholders. Our values are the rules by which we operate. At Harley-Davidson, we are equally committed to a corporate vision that mandates how we run our business. Within this vi sion we emphasize the relationships that we deem crucial to our success, including our relationships with customers and suppliers. Our vision states: HARLEY-DAVIDSON, INC.IS AN ACTION-ORIENTED, INTERNATIONAL COMPANY, A LEADER IN ITS COMMITMENT TO CONTINUOUSLY IMPROVE OUR MUTUALLY BENEFICIAL RELATIONSHIPS WITH STAKEHOLDERS (CUSTOMERS, SUPPLIERS, EMPLOYEES, SHAREHOLDERS, GOVERNMENT, AND SOCIETY). HARLEY-DAVIDSON BELIEVES THE KEY TO SUCCESS IS TO BALANCE STAKEHOLDERSi INTERESTS THROUGH THE EMPOWERMENT OF ALL EMPLOYEES TO FOCUS ON VALUEADDED ACTIVITIES. Doing Business With Harley-Davidson Our vision is our corporate conscience and it helps us to eliminate short term thinking, such as â€Å"cashing in† on the intense demand for our motorcycles by giving quantity precedence over quality to save a few dollars per unit.It also encourages every employee in our organization to be acutely aware of his or her role in satisfying our stakeholders. Harley-Davidson has become the world leade r in the super-heavyweight (850cc+) motorcycle market because of our unwavering commitment to continuously improve upon the superior quality of our products. This quality commitment is built on the satisfaction of each and every customer, internal and external, including everyone from our production line employees to our end users.This belief is captured within our quality policy statement: HARLEY-DAVIDSON IS COMMITTED TO CONTINUOUS IMPROVEMENT TO REDUCE WASTE, DEFECTS AND VARIABILITY IN EVERYTHING WE DO, WHILE STRIVING TO MEET / EXCEED CUSTOMERS' EXPECTATIONS. It is the goal of Harley-Davidson to satisfy our customers by not only meeting, but also exceeding their expectations and by giving them superior value for their money. We can accomplish this only if you, as a Harley-Davidson supplier, embrace our company's values and commitment to quality to the extent that we do.Our hope is that you will see reward in satisfying our customers, which are also your customers. Please remember you are not simply selling your products to Harley-Davidson, you are selling them to our customers. 1. Apply a range of strategic analysis tools to audit progress towards strategic aims and objectives 2. Review and assess the expectations of all stakeholders and their influence upon the organizational strategy 3. Analyze, interpret and produce a structured evaluation of organizational strategic positionHarley Davidson has always been known for its differentiated products that have continuously stood out from the norm. This has a lot to do with strategies Harley uses to promote its products and services. Some of the key strategies used throughout 2013 were the promotion of its 110th Anniversary Special Edition Motorcycles and the worldwide Open Road Tour used to advertise their current production line. The stunning 2013 model 110th Anniversary Harley-Davidson motorcycles, which feature rich new paint schemes and special 110th Anniversary identification has been an instant success.Eve ry 2003 motorcycle in the line-up has been designated a 110th Anniversary model. The company has extended the model year to 14 months to give even more customers the opportunity to own a piece of Harley-Davidson history. The Anniversary celebrations began back in late 2011 as the Open Road Tour made its way to Atlanta, Baltimore, Los Angeles, Toronto and Dallas/Fort Worth. The festivities then traveled overseas to Sydney, Tokyo, Barcelona and Hamburg. Billed as the world’s largest rolling birthday party, the Open Road Tour brought the Harley-Davidson experience full throttle to riders and enthusiasts around the world.Receiving worldwide exposure at minimal advertising costs, the Open Road Tour has been a complete success, thus allowing Harley’s unique and differentiated products to be seen up close around the world. Additionally, Harley-Davidson established the Harley Owners Group (HOG) in 1983 in response to a growing desire by Harley riders for an organized way to sh are their passion and show their pride. By 1985, 49 local chapters had sprouted around the 12 country, with a total membership of 60,000.Now in 2013, the promotion of the 110th Anniversary has allowed the membership to include over 1200 chapters and close to 800,000 members. HOG has played a major role in the success of the 110Th Anniversary celebration. This one of a kind, unique strategy which started 20 years ago by Harley and its members, has grown tremendously and will continue to play an important role in the future success of the company. Strategies such as these implemented by internal management and carried out by dedicated customers and members are one of the most precious assets a company can ever dream of.That is the Harley way!! Furthermore, the key strategies relating to the distribution channels have allowed Harley-Davidson the world-wide exposure needed to market its product with tremendous success and demand that has always seemed to exceed supply. To date, there ar e more than 1300 independent dealers worldwide. Over 630 are within the United States alone. Recognizing that to grow sales will take more than just an increase in capacity, the company’s aim has been to add 20-30 dealers per year to grow the dealer network, with an increase of roughly 5-10 domestically and the balance internationally.In addition to its dedicated dealer network, the company also uses smaller, occasionally temporary retail outlets in high-traffic areas, such as airports, to sell accessory products like apparel, collectibles, and licensed products. This gives Harley the additional exposure needed without having to spend millions on other forms of advertising. In order to effectively analyze Harley Davidson, we wanted to present a breakdown of the different price ranges offered based on the current list of the five classes of heavyweight motorcycles produced under the Harley Davidson name. BusinessHarley-Davidson, Inc. was incorporated in 1981, at which time it purchased the Harley-Davidson ® motorcycle business from AMF Incorporated in a management buyout. In 1986, Harley-Davidson, Inc. became publicly held. Unless the context otherwise requires, all references to the â€Å"Company† include Harley-Davidson, Inc. and all of its subsidiaries. The Company operates in two segments: the Motorcycles ; Related Products (Motorcycles) segment and the Financial Services (Financial Services) segment. The Company's reportable segments are strategic business units that offer different products and services.They are managed separately based on the fundamental differences in their operations. The Motorcycles segment designs, manufactures and sells at wholesale heavyweight (engine displacement of 651+cc) Harley-Davidson motorcycles as well as a line of motorcycle parts, accessories, general merchandise and related services. The Company's products are sold to retail customers through a network of independent dealers. The Company conducts business on a global basis, with sales in North America, Europe/Middle East/Africa (EMEA), AsiaPacific and Latin America.In 2009, the Company decided to exit its former Buell product line and ceased production of Buell motorcycles. The sale of remaining Buell motorcycle inventory to independent dealers and/or distributors was substantially completed during 2010. The majority of independent dealers continue to provide ongoing service and replacement parts to Buell owners. In 2010, the Company completed the sale of MV Agusta (MV). The results of MV have been presented as a discontinued operation for all periods. The Motorcycles segment discussion that follows is specific to the Harley-Davidson brand unless otherwise specifically noted.The Financial Services segment consists of Harley-Davidson Financial Services (HDFS). HDFS provides wholesale and retail financing and provides insurance and insurance-related programs primarily to Harley-Davidson dealers and their retail customers. HDFS conduct s business principally in the United States and Canada. Harley-Davidson, Inc. , SWOT Analysis * Overview Harley-Davidson, Inc. (Harley-Davidson) designs, manufactures, and sells heavyweight motorcycles. The company markets, its products in North America, Europe, Asia/Pacific and Latin America.The company’s strong brand image, coupled with its wide range of products, helps it to be a front-runner in the industry. However, dependence on the domestic market and product issues are a few areas of concern to the company. Nonetheless, expansion in global markets, especially Asian markets, and launch of new models could ensure a strong future for the company. New emission standards for two wheelers and the prevailing competition could negatively impact the company’s growth. Harley-Davidson, Inc. SWOT Analysis| Strengths| Weakness| Strong Brand ImageBroad Product and Service PortfolioFocused Research and Development Activities| Product Recalls/IssuesDependence on the Domestic M arket| Opportunities| Treats| Global ExpansionNew Product LaunchesRestructuring Plans| New Emission Standards for Two WheelersProcurement of Raw MaterialsCompetitive Landscape| * Strengths Strong Brand Image Harley-Davidson owns one of the strongest brands in the world, which helps it attract and retain a loyal customer base.The company established a strong brand image with its motorcycles achieving iconic status and being ranked among the world’s most valuable brands. Harley-Davidson has been continuously ranked among the top 100 global brands in the world. The company holds 55. 7% share in the US heavyweight market; and is ranked No. 1 or No. 2 in the heavyweight motorcycle market share in nine countries across Europe. Harley-Davidson’s motorcycles are known for their traditional styling, design simplicity, durability and quality.The company achieved industry recognition for its high quality, best design, robust performance and unflinching customer confidence, loyalt y and trust of its products and services. The Harley-Davidson brand has significantly contributed to the success of the company by building strong market recognition and a loyal customer base. Broad Product and Service Portfolio Harley-Davidson offers a broad array of products and services through its two business segments, namely, the Motorcycles ; Related Products segment and the Financial Services segment.The company offers a variety of products in the motorcycle segment to cater to the various needs of its customer base. Harley-Davidson designs, manufactures and sells heavyweight touring, custom and performance motorcycles, besides a line of motorcycle parts, accessories, general merchandise and related services. Harley-Davidson is well known for its unique motorcycles. Its subsidiary, Harley-Davidson Motor Company (HDMC), manufactures five families of motorcycles, namely, Touring, Dyna, Softail, Sportster and V-Rod.These models are distinguished by their frame, engine, suspensi on, and other characteristics. The company shipped 233,117 motorcycles in the fiscal year ended December 2011, comprising 39. 5% Touring motorcycle units, 39. 2% Custom motorcycle units, and 21. 3% Sportster motorcycle units. Through Harley-Davidson Financial Services (HDFS), the company offers a package of wholesale and retail financial services for its products, providing it a competitive edge in the motorcycles business in the US and Canada regions. HDFS financed 51% and 30. 4% of the new Harley-Davidson otorcycles retailed by independent dealers in the US and Canada respectively in 2011. HDFS provides wholesale financial services to Harley-Davidson motorcycle dealers, including floor plan and open account financing of motorcycles and motorcycle parts and accessories. These specific services provide a competitive edge to the company in capturing a higher market share and enhancing its bottom line. Focused Research and Development Activities Harley-Davidson has a strong research a nd development unit that facilitates innovation and attracts industry attention.Its Product Development Center (PDC) undertakes the development of new and better quality products. The company spent $145. 4m, $136. 2m, $143. 1m and $163. 5m in the fiscal years ended December 2011, 2010, 2009 and 2008 respectively on research and development activities. Harley-Davidson’s continuous focus on R;D helped the company in launching innovative products such as Softail motorcycles with 1584 cc engine with new features such as new hand controls, a larger odometer, and an anti-lock braking system option.Continuous research and development activity enables the company to maintain a leading position in custom and touring motorcycle market and develop products for the performance segment. Focused R;D activities enable the company to offer innovative products and improve its operational performance. * Weaknesses Product Recalls/Issues Product recalls/issues not only affects the companyâ€⠄¢s current revenue, but could also affect its long-term performance by reducing customer confidence.In February 2012, Harley-Davidson launched a repair service campaign to fix faulty brakes in about 1,228 units of 12 models, including the Road King and the Electra Glide Ultra Classic. In October 2011, the company initiated a world-wide recall affecting over 308,000 units of its Touring, CVO Touring and Trike motorbikes. The company made this recall owing to a potentially dangerous glitch with their braking systems, where in the problem with a switch on the bikes could cause the brake lights to stop working, or may even cause the rear brakes to fail.Such recalls would hamper Harley-Davidson’s brand image and have a significant impact on its product sales. Dependence on the Domestic Market Harley-Davidson focuses predominantly on the US and generates a major part of its revenue from that market, which could increase its business risk. For the fiscal year ended December 2011, t he company’s Motorcycles business reported revenue of $4. 67 billion comprising 67. 7% revenue generated from the US, 16. 8% from Europe, 4. 9% from Japan, 3. 3% from Canada, 3% from Australia and 4. 3% from Other foreign countries.In 2011, its Financial Services business reported revenue of $649. 44m comprising 95. 3% from the US, 0. 7% from Europe and 4% from Canada. Such geographical concentration makes Harley-Davidson vulnerable to the risks of economic downturn in any single market. * Opportunities Global Expansion Harley-Davidson has huge opportunities for growth in the overseas market. In October 2011, the company opened a new permanent Latin America headquarters in Miami, Florida, the US. Through this new headquarters, the company can expands its focus on customers in Latin America.In the fiscal year ended December 2011, retail sales of Harley-Davidson motorcycles from the international markets witnesses a rise of 6. 1%. The rising demand in Europe, Asia, Australia, L atin America and Africa offers huge potential for the company. In 2011, Harley-Davidson completed its second CKD (complete knock down) assembly plant in India to further strengthen its operations in the Asia-Pacific region. In 2010, the company opened a 1,000 square meter showroom in Beirut. This is the first and only showroom in the Levant which includes six-station service facilities with staff trained by the company.In a bid to garner a higher market shares in these regions, the company already refined its business and marketing strategies that are attuned to local customer preferences. Focus on international expansion would help the company enhance its business aggressively and reap greater benefits. New Product Launches Harley-Davidson could benefit from its new product launches. The company intends to explore new methods to enhance its value by introducing new products, which provide an edge over other players in the market.In February 2012, Harley-Davidson launched two new mo torcycle models, namely, the Seventy-Two and the Softail Slim, further strengthening its heavyweight custom offerings. In July 2011, the company offered its customers an H-D1, a comprehensive set of customization tools. In January 2011, the company introduced new Softail motorcycles with 1584 cc engine and through its Touring motorcycles line, the company introduced Electra Glide Classic, Road King, Road King Classic, Ultra Classic Electra Glide and Electra Glide Ultra Limited touring bikes.The company’s 2010 models include nine new domestic models of heavyweight motorcycles. New model launches could help the company sustain its leadership position in the highly competitive automotive industry. Restructuring Plans Effective 2009 – 2010, Harley-Davidson announced a series of restructuring measures, which focused on reducing administrative costs, eliminating excess capacity and exiting non-core business operations.In 2009, as a part of the restructuring plan, the company consolidated engine and transmission plants, closed a distribution facility, discontinued the domestic transportation fleet, consolidated vehicle test facilities, and exited the Buell product line. In September 2010, the company’s unionized employees in Wisconsin ratified three separate new seven-year labor agreements, which take effect in April 2012 when the current contracts expire. The new contracts would allow flexibility and increased production efficiency.Harley-Davidson also repurchased expensive debt worth $300m and is expected to save $45m annually for three years. In December 2011, the company announced plans to cease its operations at New Castalloy, its Australian subsidiary producer of cast motorcycle wheels and wheel hubs; and source those components through other existing suppliers. This move was made in line with its overall strategy to develop world-class manufacturing capability throughout the company by restructuring and consolidating operations for greater competitiveness, efficiency and flexibility.Such restructuring initiatives by Harley-Davidson are expected to improve its operational performance in the long-run. * Threats New Emission Standards for Two Wheelers Harley-Davidson could face increased challenges in its two wheeler business due to the stringent emission standards. According to Dealernews. com, motorcycle industry stakeholders in Europe announced plans to increase EURO 3 emission standards to more stringent EURO 5 standards by 2015. Association des Constructeurs Europeens de Motorcycles (ACEM) is likely to introduce EURO 3 standard for mopeds and Euro 4 standard for motorcycles by 2012.It also proposed the introduction of more stringent emission test cycle, and EURO 5 standard for motorcycles by 2015. Such implementations might require the company to redesign its vehicles, which could result in increased operating costs. Failure to comply with the standards could result in penalties and affect its profit margins. Procu rement of Raw Materials Harley-Davidson relies on suppliers to obtain raw materials and provide components for use in manufacturing its motorcycles. It depends on a single supplier for certain of its raw materials.Such a situation makes the company’s business dependent on the ability of the supplier to deliver the ordered raw materials in time. The rising input costs could also have a major impact on the operational costs of Harley-Davidson. Increasing pressure of the costs of commodities leads to capacity constraints, lower production and financial distress to raw material suppliers. In case of a delay in receiving the raw materials, product delivery to its customers could also get delayed, which impacts its business and customer relations.Competitive Landscape Harley-Davidson manufactures motorcycles in the US, Canada, Europe, and Asia. Many of the company’s competitors have more diversified businesses and they may compete in the automotive market or all segments of the motorcycle market. Its motorcycle retail prices are generally higher than that of its competitors. If price becomes a crucial factor for consumers in the heavyweight motorcycle market, Harley-Davidson would be at a competitive disadvantage.Moreover, its financial services operations face stiff competition from various banks, insurance companies and other financial institutions that may have access to additional sources of capital at more competitive rates and terms, particularly for borrowers in higher credit tiers. The company’s failure to address and respond to these competitive pressures worldwide would have a material adverse effect on its market share. 1. Identify and develop a range of alternative strategic options to meet strategic aims and objectives 2. Determine and justify the strategic option that meets the revised strategic position

Discuss the different types of love Essay

In Act 3, Shakespeare portraits love in different characters’ point of views, also showing the different ways love can be expressed in. Orlando and Silvius both express their love openly, not fear of embarrassments. Touchstone’s love is very realistic; Phoebe’s way of express is very childish; and Rosalind’s words are very self-contradicting. Touchstone’s point of view of a â€Å"wife† is a tool that can be replaced or thrown away at any time. Just from the excuse he gave from not having a proper wedding â€Å"for he is not like to marry me well and, not being well married, it will be a good excuse for me hereafter to leave my wife†, it can show that he doesn’t really value this marriage and is already thinking about divorcing before they are even married. Also from the reason he gave about the marriage is just â€Å"by so much is a horn more precious than to want†, we can tell how he sees Audrey as a person. Audrey in Touchstone’s eyes can be seen as an object or just a releasing of sexual needs, he is not respecting her in any point. As a professional jester, people usually imagine them as very nai ve and stupid, but in a contrast to Orlando from a noble family, he acts more mature and is more realistic. By using big difference in status, Shakespeare shows that the way of thinking is actually not affected by the status and job of that person. Different from Orlando, Silvius pursues Phoebe day and night, and begs that she would accept him, while Orlando is just expressing his love without even the courage to go see Rosalind face to face. But the love between Silvius and Phoebe is one sided. We can tell this after Silvius said she is like â€Å"the common executioner, whose heart th’accustom’d sight of death makes hard† begging her to go easy on him, but just in return receives Phoebe’s mocking. She mocks him about his hyperbolic language and says â€Å"now show the wound mine eye hath made in thee†. During the whole scene, she only said Silivius’s name once, showing that she does not even spare him a glance. Not only is their love one sided, Phoebe acts really irritated and is very cruel with the words she chose to use. Like â€Å"if mine eyes can wound, now let them kill thee†, suggests that she would rather kill him than to give him a little of her love. Although she says cruel things, but she never kicked Silvius or physically hurt him. She also never said anything like â€Å"stay away†, I think is because she likes to feeling of being â€Å"popular†, and the amount of attention Silvius is giving her. I think she mistook that every man is like Silvius, only crying for her love, and falling before her knees, that’s why she acts like a queen. This shows that Phoebe actually has very little contacts with people outside even the others in the forest. Phoebe actually is very inexperienced with love. Although she didn’t say openly, but saying â€Å"I had rather hear you chide than this man woo† to a man which she has just saw reveals her affections. Shakespeare here uses dramatic irony, because Phoebe doesn’t know that Ganymede is actually a women in disguised. And denying her own love is just like the actions of a child towards his or her first love, so I think she is very inexperienced in love. The love Orlando holds for Rosalind is very inconsiderate. As Rosalind says, he â€Å"haunts the forest that abuses out young plants with carving ‘Rosalind’ on their bards; hangs odes upon hawthorns and elegies on brambles; all, forsooth, defying the name of Rosalind†. He doesn’t care how much trouble he is causing to the forest and other people that lives in the forest, just for the sake of his â€Å"quotidian of love†. He didn’t care about Rosalind’s feelings whose name is written by him all over the forest, which makes her widely known, just for the sake of his â€Å"love†. Orlando is very childish, naive, and venire. He wants the whole world to believe that he is in love with Rosalind, even the â€Å"Ganymede† for which he has only seen. He said, â€Å"fair youth, I would I could make thee believe I love† and â€Å"I swear to thee, youth, by the white hand of Rosalind, I am that unfortunate he†. From his urgent tone, we can tell that how much a stranger’s word weighs on his heart, in order for him to swear. â€Å"White† using to describe a person’s skin can mean that he or she is ill, but I think Orlando mean no harm, but this is just the word he can find to describe Rosalind. So, again, we can see the big difference in education between Rosalind and Orlando. He said the verses above right after Rosalind (now as Ganymede) said he doesn’t look like he is in love, so he reacted greatly from just a stranger’s words. Just from one side of the story, without questioning the truth, Orlando accepted the â€Å"help† of a stranger, without even knowing that person. If it was a trap, Orlando would be dead by now, so he is very nai ve. As a woman, Rosalind loves Orlando by heart. By the way she questions Celia about Orlando, â€Å"answer me in one word† shows that Rosalind is very urgent about everything that is about Orlando. Although she loves him, she doesn’t show it very much, denying the â€Å"love rule† in Shakespeare’s plays, which when characters fall in love hard and fast, they would be desperate and reacts greatly. Rosalind’s love is very self-contradicting. She says â€Å"love is merely a madness† when she also, is madly in love. She says as if she was very experienced with love, but actually she doesn’t hold much experience than Orlando does. These contradictions only happen when she is dress as a man, showing the difference in gender can bring much difference in the way of talking and gestures. Rosalind is a very ironic character. She comments on love from two different points of views when she is having two different identities. She uses her identities to her greatest benefits, but in return receives a self-contradictory image about love. It is because in Shakespeare’s period, all actors were men. Imagine a man playing a woman who plays a man in order to win a man’s love, the neat borders of gender becomes hopelessly muddled. I think Rosalind’s â€Å"Ganymede† identity is use to show that men is actually not much better than women, because the things men can do, women can also do if they want. Shakespeare displays love in many different angles, showing to the audience that love cannot be too realistic like Touchstone, but cannot be too imaginative like Orlando; love is a poison that can bring suffer like Silvius and Phoebe, but can also bring sweetness. The love in â€Å"As You Like It† is far to unrealistic that they are not likely to happen, but this is just a hyperbolic play, suggesting that it might occur in another form. Like Rosalind’s identities, love need to strike a balance; otherwise they would create problems for others and themselves.