Infosys and Corporate Social Responsibility in India Essays

Infosys and Corporate Social Responsibility in India Essays Infosys and Corporate Social Responsibility in India Essay Infosys and Corporate Social Responsibility in India Essay Corporate Social Responsibility (CSR) is characterized as a businesss approach to support positive effect through its exercises on the earth, buyers, representatives, networks and all other individual from the open who might be viewed as its partners. [8] Investigation The Infosys Foundation The Infosys Foundation was built up in the year 1996 with the objective of serving the under-special segments of the general public The center territories of the establishment are: Learning and instruction in 2007, the establishment left on the Library for Every Rural School program to get individuals to give books in Karnataka, Andhra Pradesh, Orissa, and Kerala. It has since set up 35,000 school libraries, the biggest rustic training program in India. Medicinal services Since its origin in 1996, the establishment has built emergency clinic wards, gave meds and propelled clinical gear to clinics, and sorted out wellbeing camps in remote zones, all so as to get the under-special access to present day clinical practices. Expressions Culture The Infosys Foundation continues and jam a few works of art that are special to our nation and structure a piece of our legacy. Throughout the years it has supported workmanship and music appears by country specialists, supported narratives on Indian culture and distributed books that outline the foundations of craftsmanship in Karnataka. Social Rehabilitation and Rural Uplift The establishment works for the government assistance of down and out ladies and youngsters and furthermore helps towards creating provincial India by giving training and professional aptitudes. It has assembled halfway houses where instruction is organized and composed instructional hubs for penniless ladies in and around Karnataka. Evaluation There are various perceptions to be produced using the abovementioned. Right off the bat, Infosys supposedly is occupied with different, detached government assistance exercises. Despite the fact that commendable, this may not be the best arrangement to embrace towards CSR in light of the fact that a considerable lot of these have almost no pertinence to its center business capacity. In this manner, quite possibly it might drop them later on if parts of the exercises begin to conflict with their ordinary business working. This will harm the whole reason of supportability that the organization advances about its CSR. The amazingly nearby nature of these exercises (most are situated in and around Karnataka) show that Infosys is maybe attempting to assemble a decent relationship at home where it needs to address however many issues as could be expected under the circumstances. In any case, scaling up of these exercises will be the genuine trial of its CSR rehearses in light of the fact that being a worldwide organization it can't bear to confine its government assistance exercises to just a single locale. This may bring up issues about their genuineness as their endeavors might be interpreted as just attempting to mollify the specialists at home and perhaps get benefits over its opposition. In the following segment we will see that in issues wherein it has mastery, Infosys has just extended its exercises to the worldwide level. Feasible Social Change Infosys makes the pleased case of impacting reasonable social change through its shifted improvement activities. [1] coming up next are a portion of these activities: Instruction and Intellectual Capability Its a well known fact that India is building distraught with Indian Engineering Institutions producing more than 500,000 science and designing alumni consistently. Notwithstanding, even as opponent IT organizations and a large group of different selection representatives strive with Infosys over the enlistment of the new, cheap designing ability, there is little that these corporates have done to help in the acknowledgment and compensation of top Indian research. This involves squeezing concern in light of the fact that in addition to the fact that this hampers the scholarly capital of our nation comparable to rivalry from abroad (Even China has a greater number of PhDs per capita than India) however it advances an absence of methodical discovering that at last outcomes in making a ton of these alumni unfit for sure fire mechanical business. It is here that Infosys has indeed separated itself from the opposition by embraced adventures that advance science and designing training as mo re than just a methods for finding a vocation. The Infosys Science Foundation (ISF) was define up with the objective of accomplishing the abovementioned. It was set up by a portion of the companys author individuals in February 2009 with the plan to lift the eminence of logical research in India and motivate youthful Indians to pick a work in logical research. The ISF praises remarkable commitments and accomplishments by Indians in different floods of science with the Infosys Prize in five classes: scientific sciences, physical sciences, designing and PC sciences, life sciences and sociologies. The honor is given to Indian researchers underneath the age of 50. The Foundation is financed by a measure of Rs. 215,000,000 contributed by the individuals from the Infosys Board and a yearly award from Infosys Tech. Ltd. The yearly honor in every class adds up to Rs. 5,000,000. The significance of this honor is featured by the names of its past champs and their accomplishments, for example a year ago the honor for Life Sciences went to Dr. Chetan Chitnis for having found the primary suitable intestinal sickness immunization and the honor for Engineering Sciences went to Prof. Ashutosh Sharma for his applications in vitality stockpiling. Along comparable lines is the ACM Infosys Foundation Award in Computer Sciences, set up in August 2007 and conveying a money grant of USD 150,000 gave by the Infosys Foundation Endowment. It means to remunerate teachers and analysts whose work in programming frameworks encourage developments that address existing difficulties in the area. Appraisal Dissimilar to various Indian organizations whose training related government assistance exercises center basically around issues of essential/fundamental instruction, Infosys activities are one of a kind in that they are related solely with the space of higher specialized training, a portion wherein it is apparently the most regarded organization in the nation. This permits it to make ideal collaboration between its regular business exercises and its interests in the above activities on the grounds that not at all like a great deal of different organizations who get into CSR without getting their work done and thus get blamed for doing it for ulterior intentions, Infosys commitment with the field of specialized training is a characteristic augmentation of its strategic approaches. Its methodology toward this path should likewise be commended. While Narayana Murty has been blamed in the past for preferring remote colleges when it came to giving awards, his choice of having Infosys set up the above honors is a gift from heaven for the examination foundation in India in light of the fact that however awards might be redirected by offices without the danger of responsibility, granting people for their greatness is progressively successful as it gives a more prominent consolation to others to follow from their point of view. Be that as it may, Infosys has not totally disregarded the essential and auxiliary instruction divisions either. It has quite recently moved toward it in an alternate manner but got awards no different. An a valid example is the Akshaya Patra Foundation, which was established in 2000 and has three senior Infosys individuals separated from various Infosys volunteers who move in the direction of giving free late morning dinners to schoolchildren. The establishments capacities in organization with state and focal governments and right now serves over 1.3 million understudies in 7699 schools across India. Its effect is anything but difficult to evaluate from outsider acknowledgments: it was granted an International Fellowship by the US Congressional Hunger Center, it got the 2008 CNBC India Business Leader of the Year Award and it even made it to the MBA educational plan as a contextual analysis at the Harvard School of Business in 2007. So also, Infosys BPOs chip away at Project Genesis, under which it attempts to improve the composed and spoken correspondence abilities notwithstanding the systematic aptitudes of understudies in Tier 2 and 3 towns of the nation so they become employable, was granted as the best CSR activity at the eighth National Outsourcing Association (NOA) Awards 2011, in London. It was particularly praised for ensuring that no cost was brought about by the taking part academicians in the program. Network Development Not at all like the instruction plots previously referenced, network improvement activities don't from the start appear the best fit with the companys existing exercises. Be that as it may, Infosys has done a lot of work in this area as well and keeping in mind that the greater part of it has been in the region of its workplaces, there are ventures like the Flood Relief Project for the survivors of northern Karnataka in which the organization has taken an interest effectively. Just a year ago the main period of their drive to develop 2250 houses across 18 towns was finished and along these lines these houses were given over to the townspeople. Evaluation This part of Infosys CSR endeavors can likewise be condemned for not coordinating with the center business capacities of the association. The inquiry to be posed is whether Infosys could have made a superior showing as basically a help advisor (an area wherein it as of now has aptitude) to an outsider association and have the last handle the genuine on-ground formative work. Likewise, about all of Infosys formative work has come in the area of Karnataka. The adaptability of this work can be raised doubt about much like on account of the Infosys Foundation. Regionalized formative work can generally bring up issues about its earnestness, for example regardless of whether they are essentially intends to pacify the nearby open/specialists. Infosys Eco Group Plans and Implementation Infosys has been c

Come to AXO Lip Sync!

Come to AXO Lip Sync! Do you want to relive your favorite pop culture moment? Do you enjoy watching your lab partner/roommate/secret crush/pset buddy/TA reveal hidden talents? Do you long for opportunities to support a good cause while being entertained? If you answered yes to any or all of the questions above, buy a ticket to AXO Lip Sync! WHEN: Saturday April 29th, 8PM (Doors open at 7:30) WHERE: Johnson COST: $6 in advance, $7 at door WHY: To support the Cambridge YWCA, and because Lip Sync-ing is awesome All proceeds from the event will be donated to the Cambridge YWCA. The YWCA of Cambridge has grown to become the largest residential facility for women in the city. We provide temporary and permanent housing for displaced women, homeless women and children, women with HIV/AIDS, battered women, and women recovering from substance abuse. Because our goal for all these women is that they are able to live fruitful lives outside the YWCA, we encourage them to participate in job training and educational programs.

The American Dream In The New Colossus - 716 Words

Travel back to June 17, 1885. It is a summer New York day, and the statue of liberty has just arrived on American grounds. The lady herself was a gift from the French to the United States as a sign of friendship. However, on the bottom of the statue, there is a plaque with a poem. This poem is known as â€Å"The New Colossus,† By Emma Lazarus. â€Å"The New Colossus† set a foundation for what the United States morals were built on. One might argue if Americans should still abide to this poem. Though it has been roughly 130 years since the statue landed on the New York shores, Americans should still follow the poem’s example today. We should continue to follow the words stated at the base of the Statue of Liberty because it is an example of American†¦show more content†¦There are also many shops and businesses that have been brought to use through immigration. Numerous immigrant have left their touch on America, that some might even say we take for grante d the teeming amount of cultural influences America has. This country’s foundation is built on America opening its arms to people around the world. â€Å"From her beacon-hand, glows a world-wide welcome, her mild eyes command,† (The New Colossal), As stated in paragraph 1, â€Å"The New Colossus† was written roughly 130 years ago. For 130 years, America has been striving to meet the expectations of â€Å"The New Colossal.† Though there have been many complications and obstacles that come year to year, this country will ultimately continue better the way it welcomes immigrants. When you look at a timeline, you can see that many civilizations around the world are hundreds and even thousands of years older than America. In the words of Anna Lee, â€Å"America is having an identity crisis.† This country is so new and fresh. Similarly, like a young teenager, we don’t know who we are meant to be. However, if we keep with our roots, we will realize that their is no reason to change what we have. Continuously, Americans have been attempting to live up to the legacy of â€Å"The New Colossal. Unlike other countries, America is unique and divergent from the rest. Changing the ideals of American society now i s pointless, as it would leave the country and it’sShow MoreRelatedPuerto Rican Obituary By Pedro Pietri1185 Words   |  5 PagesRican Obituary† by Pedro Pietri, the author takes his readers on a journey of the oppressive life of a Puerto Rican immigrant. He describes a vicious cycle of stagnancy in which immigrants work endlessly without reward. Hopeful every day that the American dream they once imagined would come to fruition, but instead they are continually faced with trials and turmoil on every hand. 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She drove herself hard; it was important to her to succeed. When she began to doubt herself and the world around her she became mentally ill. Sylvia Plath was born in Boston, Massachusetts onRead MoreEssay on Social Stratification and The Importance of Class1042 Words   |  5 PagesLife, liberty and the pursuit of happiness. This is a phrase that all Americans are familiar with, for it outlines our American values and sets up our declaration of independence. Many Americans consider themselves part of a nation of opportunity for all, regardless of race, gender or nationality, yet hardly do we ever choose to question whether or not this is actually true. As Americans there are certain values that we hold very dear, for example freedom, equality and opportunity. These are theRead MoreThe American Dream : The Greatest Country On Earth Essay1627 Words   |  7 PagesNational Convention. 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Ari no mama de - The Japanese version of Let It Go

The movie Frozen is titled as ã‚ ¢Ã£Æ'Šã  ¨Ã©â€º ªÃ£  ®Ã¥ ¥ ³Ã§Å½â€¹ (Anna and the Snow Queen) for the Japanese market, and it has become the third best-selling film of all time in Japan since its March 14 premiere. Japan’s highest-grossing film is currently Hayao Miyazaki’s animated classic â€Å"Spirited Away,† and â€Å"Titanic,† earns second place. The song Let It Go won the Academy Award for Best Original Song. Besides the original English version, it is dubbed into another 42 languages and dialects worldwide. Here is the Japanese version of Let It Go which translates into Ari no mama de (As I am). Romaji Translation Ari no mama de Furihajimeta yuki wa ashiato keshite Masshirona sekai ni hitori no watashi Kaze ga kokoro ni sasayakuno Konomama ja dame dandato Tomadoi kizutsuki darenimo uchiakezuni Nayandeta soremo mou Yameyou Arino mama no sugata o miseru noyo Arino mama no jibun ni naruno Nanimo kowakunai Kazeyo fuke Sukoshimo samuku nai wa Nayandeta koto ga uso mitai de Datte mou jiyuu yo nandemo dekiru Dokomade yareruka jibun o tameshitai no Sou yo kawaru no yo Watashi Arino mama de sora e kaze ni notte Arino mama de tobidashite miru no Nido to namida wa nagasanai wa Tsumetaku daichi o tsutsumi komi Takaku maiagaru omoi egaite Hanasaku koori no kesshou no you ni Kagayaite itai mou kimeta no Kore de ii no jibun o suki ni natte Kore de ii no jibun o shinjite Hikari abinagara arukidasou Sukoshi mo samuku nai wa Japanese Version 㠁‚り㠁 ®Ã£  ¾Ã£  ¾Ã£  § é™ Ã£â€šÅ Ã¥ §â€¹Ã£â€š Ã£ Å¸Ã©â€º ªÃ£  ¯Ã¨ ¶ ³Ã£ â€šÃ£  ¨Ã¦ ¶Ë†Ã£ â€"㠁 ¦ çÅ"Ÿã  £Ã§â„¢ ½Ã£  ªÃ¤ ¸â€"ç•Å'㠁 «Ã¤ ¸â‚¬Ã¤ º ºÃ£  ®Ã§ §  é ¢ ¨Ã£ Å'Ã¥ ¿Æ'㠁 «Ã£ â€¢Ã£ â€¢Ã£â€šâ€žÃ£  Ã£  ® 㠁“㠁 ®Ã£  ¾Ã£  ¾Ã£ ËœÃ£â€šÆ'ãÆ'ۋÆ' ¡Ã£   Ã£â€šâ€œÃ£   Ã£  ¨ æˆ ¸Ã¦Æ'‘㠁„å‚ ·Ã£  ¤Ã£  Ã¨ ª °Ã£  «Ã£â€šâ€šÃ¦â€°â€œÃ£  ¡Ã¦ËœÅ½Ã£ â€˜Ã£ Å¡Ã£  « æ‚ ©Ã£â€šâ€œÃ£  §Ã£ Å¸Ã£  Ã£â€šÅ'もも㠁† ã‚„ã‚ Ã£â€šË†Ã£ â€  㠁‚り㠁 ®Ã£  ¾Ã£  ¾Ã£  ®Ã¥ § ¿Ã¨ ¦â€¹Ã£ â€ºÃ£â€šâ€¹Ã£  ®Ã£â€šË† 㠁‚り㠁 ®Ã£  ¾Ã£  ¾Ã£  ®Ã¨â€¡ ªÃ¥Ë†â€ Ã£  «Ã£  ªÃ£â€šâ€¹Ã£  ® ä ½â€¢Ã£â€šâ€šÃ¦â‚¬â€"㠁 Ã£  ªÃ£ â€ž é ¢ ¨Ã£â€šË†Ã¥  ¹Ã£ â€˜ Ã¥ °â€˜Ã£ â€"ã‚‚å ¯â€™Ã£  Ã£  ªÃ£ â€žÃ£â€š  æ‚ ©Ã£â€šâ€œÃ£  §Ã£ Å¸Ã£ â€œÃ£  ¨Ã£ Å'嘘㠁 ¿Ã£ Å¸Ã£ â€žÃ£  § 㠁  Ã£  £Ã£  ¦Ã£â€šâ€šÃ£ â€ Ã¨â€¡ ªÃ§â€ ±Ã£â€šË†Ã£  ªÃ£â€šâ€œÃ£  §Ã£â€šâ€šÃ£  §Ã£  Ã£â€šâ€¹ 㠁 ©Ã£ â€œÃ£  ¾Ã£  §Ã£â€šâ€žÃ£â€šÅ'る㠁‹è‡ ªÃ¥Ë†â€ Ã£â€šâ€™Ã¨ © ¦Ã£ â€"㠁Ÿã â€žÃ£  ® 㠁 Ã£ â€ Ã£â€šË†Ã¥ ¤â€°Ã£â€š Ã£â€šâ€¹Ã£  ®Ã£â€šË† ç §  㠁‚り㠁 ®Ã£  ¾Ã£  ¾Ã£  §Ã§ © ºÃ£  ¸Ã© ¢ ¨Ã£  «Ã¤ ¹â€"㠁 £Ã£  ¦ 㠁‚り㠁 ®Ã£  ¾Ã£  ¾Ã£  §Ã© £â€ºÃ£  ³Ã¥â€¡ ºÃ£ â€"㠁 ¦Ã£  ¿Ã£â€šâ€¹Ã£  ® ä ºÅ'Ã¥ º ¦Ã£  ¨Ã¦ ¶â„¢Ã£  ¯Ã¦ µ Ã£ â€¢Ã£  ªÃ£ â€žÃ£â€š  å† ·Ã£ Å¸Ã£  Ã¥ ¤ §Ã¥Å" °Ã£â€šâ€™Ã¥Å'…㠁 ¿Ã¨ ¾ ¼Ã£  ¿ é «ËœÃ£  Ã¨Ë†Å¾Ã£ â€žÃ¤ ¸Å Ã£ Å'ã‚‹æ€ Ã£ â€žÃ¦  Ã£ â€žÃ£  ¦ èŠ ±Ã¥â€™ ²Ã£  Ã¦ ° ·Ã£  ®Ã§ µ Ã¦â„¢ ¶Ã£  ®Ã£â€šË†Ã£ â€ Ã£  « è ¼ Ã£ â€žÃ£  ¦Ã£ â€žÃ£ Å¸Ã£ â€žÃ£â‚¬â€šÃ£â€šâ€šÃ£ â€ Ã¦ ± ºÃ£â€š Ã£ Å¸Ã£  ® 㠁“ã‚Å'㠁 §Ã£ â€žÃ£ â€žÃ£  ®Ã¨â€¡ ªÃ¥Ë†â€ Ã£â€šâ€™Ã¥ ¥ ½Ã£  Ã£  «Ã£  ªÃ£  £Ã£  ¦ 㠁“ã‚Å'㠁 §Ã£ â€žÃ£ â€žÃ£  ®Ã¨â€¡ ªÃ¥Ë†â€ Ã¤ ¿ ¡Ã£ ËœÃ£  ¦ 光〠Ã¦ µ ´Ã£  ³Ã£  ªÃ£ Å'ら㠁‚る㠁 Ã£   Ã£  Ã£ â€  Ã¥ °â€˜Ã£ â€"ã‚‚å ¯â€™Ã£  Ã£  ªÃ£ â€ž Vocabulary arinomama 㠁‚り㠁 ®Ã£  ¾Ã£  ¾ --- unvarnished, undisguisedfurihajimeru é™ Ã£â€šÅ Ã¥ §â€¹Ã£â€š Ã£â€šâ€¹ --- to start fallingyuki é› ª --- snowashiato è ¶ ³Ã¨ · ¡ --- footprintkesu æ ¶Ë†Ã£ â„¢ --- to erasemasshiro çÅ"Ÿã  £Ã§â„¢ ½ --- pure whitesekai ä ¸â€"ç•Å' --- worldhitori 㠁 ²Ã£  ¨Ã£â€šÅ  --- alonewatashi ç §  --- Ikaze é ¢ ¨ --- windkokoro Ã¥ ¿Æ' --- heartsasayku 㠁•ã â€¢Ã£â€šâ€žÃ£   --- to whisperkonomama 㠁“㠁 ®Ã£  ¾Ã£  ¾--- as they aredame 㠁  Ã£â€š  --- no goodtomadou æˆ ¸Ã¦Æ'‘㠁† --- to be at a losskizutsuku å‚ ·Ã£  ¤Ã£   --- to hurtdarenimo è ª °Ã£  «Ã£â€šâ€š --- nobodyuchiakeru 打㠁 ¡Ã¦ËœÅ½Ã£ â€˜Ã£â€šâ€¹ --- to confess; to confidenayamu æ‚ ©Ã£â€šâ‚¬ --- to be worried; to be distressedyameru ã‚„ã‚ Ã£â€šâ€¹ --- to stopsugata Ã¥ § ¿ --- appearancemiseru è ¦â€¹Ã£ â€ºÃ£â€šâ€¹ --- to showjibun è‡ ªÃ¥Ë†â€  --- oneselfnanimo ä ½â€¢Ã£â€šâ€š --- nothingkowakunai æ€â€"㠁 Ã£  ªÃ£ â€ž --- not to scarefuku Ã¥  ¹Ã£   --- to blowuso 嘘 --- liejiyuu è‡ ªÃ§â€ ±--- freedomnandemo 㠁 ªÃ£â€šâ€œÃ£  §Ã£â€šâ€š --- anythingdekiru 㠁 §Ã£  Ã£â€šâ€¹ --- canyareru ã‚„ã‚Å'ã‚‹ --- to be able totamesu è © ¦Ã£ â„¢ --- to trykawaru Ã¥ ¤â€°Ã£â€š Ã£â€šâ€¹ --- to changesora ç © º --- skynoru ä ¹â€"ã‚‹ --- to carrytobidasu é £â€ºÃ£  ³Ã¥â€¡ ºÃ£ â„¢ --- to spring outnidoto ä ºÅ'Ã¥ º ¦Ã£  ¨ --- never againnamida æ ¶â„¢ --- tearnagasu æ µ Ã£ â„¢ --- to shedtsumetaku å† ·Ã£ Å¸Ã£   --- colddaichi Ã¥  °Ã¥Å" ° --- plateautsutsumu Ã¥Å'…ã‚€ --- to wraptakaku é «ËœÃ£   --- highmaiagaru 舞㠁„ä ¸Å Ã£ Å'ã‚‹ --- to soaromoi æ€ Ã£ â€ž--- thoughtegaku æ  Ã£   --- to picture to oneselfhana èŠ ± --- flowersaku å’ ²Ã£   --- to bloomkoori æ ° · --- icekesshou ç µ Ã¦â„¢ ¶ --- crystalkagayaku è ¼ Ã£   --- to shinekimeru æ ± ºÃ£â€š Ã£â€šâ€¹ --- to decidesuki Ã¥ ¥ ½Ã£   --- to likeshinjiru ä ¿ ¡Ã£ ËœÃ£â€šâ€¹ --- to believehikari å…‰ --- lightabiru æ µ ´Ã£  ³Ã£â€šâ€¹ --- to baskaruku æ ­ ©Ã£   --- to walksamukunai Ã¥ ¯â€™Ã£  Ã£  ªÃ£ â€ž --- not cold   Grammar (1) Prefix ma Ma çÅ"Ÿ is a prefix to emphasize the noun that comes after ma. makk çÅ"Ÿã  £Ã¨ µ ¤ --- bright redmasshiro çÅ"Ÿã  £Ã§â„¢ ½ --- pure whitemanatsu çÅ"Ÿå ¤  --- the middle of summermassaki çÅ"Ÿã  £Ã¥â€¦Ë† --- at the very firstmassao çÅ"Ÿã  £Ã© â€™ --- deep bluemakkuro çÅ"Ÿã  £Ã© »â€™ --- black as inkmakkura çÅ"Ÿã  £Ã¦Å¡â€" --- pitch-darkmapputatsu çÅ"Ÿã  £Ã¤ ºÅ'㠁 ¤ --- right in two (2) Adjectives Kowai (scared) and samui (cold) are adjectives. There are two types of adjectives in Japanese: i-adjectives and na-adjectives. I-adjectives all end in ~ i, though they never end in ~ ei (e.g. kirei is not an i-adjective.) Kowakunai and samukunai are negative form of kowai and samui. Click this link to learn more about Japanese adjectives. (3) Personal Pronouns â€Å"Watashi† is formal and the most commonly used pronoun. Japanese pronoun usage is quite different from that of English. There are a variety of pronouns used in Japanese depending on the gender of the speaker or the style of speech. Learning how to use Japanese personal pronouns is important, but more important is to understand how not to use them. When the meaning can be understood from the context, the Japanese prefer not to use personal pronouns. Click this link to learn more about personal pronouns.

The Head vs. the Heart Free Essays

The Head Vs.. The Heart The sounds of tools and chains clink and Jingle not too far off Slaves are in the fenced off field picking the soft cotton from the dry earth. We will write a custom essay sample on The Head vs. the Heart or any similar topic only for you Order Now The dust coming from the path that leads from the big, white house to the field gets picked up in gusts of wind making them squint their eyes. The owners of the house are chatting and laughing on their dusty porch sipping on their tea while their children play tag and hide-and-go-seek with each other on the grass below. The sun Is beating down on them with Intermittent periods of shade from the passing clouds blocking the suns harsh rays. To the left, there Lies the Millponds river. The water calmly passes by. Carrying branches and logs that slowly drift down the river passing quacking ducks swimming to keep from the heat. Hanging over the cool, dark water are willow trees that one could lie under peacefully in the shade. It is quiet there and is the perfect place to unwind and forget all the worries of the day. This mixed setting is something that is easily seen in Mark Twain’s book, The Adventures of Huckleberry Finn. Huckleberry Finn does not need d quiet place Eke that to get to thinking about his day, his upcoming decisions, his past choices, and his life In general. He constantly thinks about what Is right and what Is wrong, but In his society, there are often conflicting answers, the things his head tells him to do, which Is what society tells him, and the things that his heart tells him, the Ramirez 2 things that he believes to be right. Mark Twain satires d society that forces d child to go to hell† In order to do what Is morally right. Husks caretakers wanted Heck to be well educated, go to church, and learn about the bell_ Ironically, he never found anything interesting. When the Widow Douglas tried to â€Å"learned [Ã'›_him] about Moses and the Bulrushes and [†¦ He] was in a sweat to find out all about him,† he found out â€Å"that Moses had been a considerable long time, so then [†¦ He] didn’t care no more about him because [†¦ He] don’t take no stock in dead people† (cal). Heck wanted to learn about religion, but he could never bring himself too it because of his lack of Interest. He also did not believe In It because Miss Watson told him that whatever he prayed for, he would get. â€Å"But It warrant so. [†¦ Hell tried It. [†¦ Hell tried for the hooks three or four runes, but somehow [†¦ Hell couldn’t make It work† (chi). Heck viewed the slaves In a different light. He did not Just see them as objects to be owned and sold. He knew he could not do whatever he pleased with them because to him, unlike the majority of socio’, they were actual people with feelings and emotions. When Jim ran way from Miss Watson, even though Heck knew him to be â€Å"most ruined for a servant, because he got stuck up on account of having seen the devil and been rode by witches† (chi en still gave him a chance and treated m as t en were anyone else to go along with him on his adventures. He believes what he is told until he finds that it actually is not the case. Even though the rest of society wanted him to and would have turned Jim in, Husks kind heart told him that the people were wrong and to do what he thought was morally right. Authority was also a challenge for young Huckleberry. He disobeys his father which is a young boys largest role model as well as authority figure. Pap tells him to â€Å"look here–mind Ramirez 3 how [†¦ Heck] talks to [†¦ Him]; [†¦ He is] a-standing about all [†¦ He] can stand now– so don’t game no sass† (chi) because Heck wan not giving his father the respect that he deserved. When Heck ran away, he knew he was going against his father’s wishes, but did not care that he was going against authority because he was following what his heart was telling him to do. Throughout the book, Heck knows what is right and hat is wrong according to the world he lives in, but according to him, â€Å"What’s the use you learning to do right, when it’s troublesome to do right and anti no trouble to do wrong, and the wages is Just the same? † (chic). It was difficult in that time period to distinguish the difference between true right and wrong, but Heck broke the standard and questioned what he knew in order to do what he found to be the truly right way. Works Cited Twain, Mark. The Adventures of Huckleberry Finn. De. Thomas Nash. New York: Penguin, Ltd. , 1985. Print How to cite The Head vs. the Heart, Papers

Creative Story Concusion Essay Example For Students

Creative Story: Concusion Essay Creative Story: ConcusionEnglish 10 Nate Pike Period. 9// 96 Ding , Ding, Ding. School had just ended. My butt had been just freedfrom the oppression of that chair for the rest of my life. Never again was Iplanning to sit down in Mr. Dicksons room again. But that was the least of myconcerns. Because, today I couldnt wait to get riding on the Bike trails. Thesewere old paths of a railroad track that had jumps built on them. By the time Igot out to the bikeracks and met my friends, we were exhilerated. To the biketrails? I asked. to the bike trails they replied. We had been going to the bike trailsfor weeks now. Every day we came back for another thrill. So, with haste we spedaway from school. Our first stop was my house. going to the bike trails , MomI said while grabbing a box of little debbie snacks. O.K., be home for supper she said. This was in code it meant be homeat five. Well who cares on to the second stop, Dons Deli. I went in and grabbed the usual. A pink lemonade Snapple and one ofthose huge pixie sticks. I got to the counter. The usual the cashier saidYup I said realizing that this recognition was a product of the lastfew weeks. That will be two dollars she said. But that was needless because I hadalready left the money and was half way out the door. I mounted my bike and rodethe steed while sucking down as much sugar as possible. We finally arrived atthe bike trails. We then Infiltrated the left over food that we bought fromDons Deli. We were all on a sugar high, its now time to ride. We did the usual. Had jump contests, fix jumps, and practiced new tricks. I had a good day, myjumps were perfect. And we would soon would move on to the hardest jump. Thebig double. This jump was about three and a half to four feet high. And aproximately eleven feet long. Not only that, if you messed up their was a ditchin the middle. I jumped it at least ten times, missing trees on the landingevery time. And because of this we decided to move it over. This process only used about an hour of precious jumping time. We had madethe jump better than ever. I tried the jump first of course. We couldnt havemade it any better. It was about five now. The day was ending so we decided itwas time to time laps around the track. The usual lap was about thirty seconds. But I was thinking about changing that. So I left the starting position andpedaled as hard and as fast as I could. The first jump was in sight, the bigdouble. I jumped , but I was too high and going so far that I went over thelanding. But the shock to my knees didnt bother me because I was used to it. Ithen rode the corner on the top edge. From experience, I knew that this getsyou more speed . Then the little double, and another large jump were easy. Irode in to the finish. Whats my time. I asked knowing that I had beaten therecord. Oh we kinda screwed it up. Just go again. One of my friends said. So Iswiftly set off. Not knowing that this time something would go terribly wrong. Iremember jumping the big double and in mid air I looked to the side. My friendwas giving me a thumbs up. .uce290c50b766de630934eaa2e912f698 , .uce290c50b766de630934eaa2e912f698 .postImageUrl , .uce290c50b766de630934eaa2e912f698 .centered-text-area { min-height: 80px; position: relative; } .uce290c50b766de630934eaa2e912f698 , .uce290c50b766de630934eaa2e912f698:hover , .uce290c50b766de630934eaa2e912f698:visited , .uce290c50b766de630934eaa2e912f698:active { border:0!important; } .uce290c50b766de630934eaa2e912f698 .clearfix:after { content: ""; display: table; clear: both; } .uce290c50b766de630934eaa2e912f698 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uce290c50b766de630934eaa2e912f698:active , .uce290c50b766de630934eaa2e912f698:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uce290c50b766de630934eaa2e912f698 .centered-text-area { width: 100%; position: relative ; } .uce290c50b766de630934eaa2e912f698 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uce290c50b766de630934eaa2e912f698 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uce290c50b766de630934eaa2e912f698 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uce290c50b766de630934eaa2e912f698:hover .ctaButton { background-color: #34495E!important; } .uce290c50b766de630934eaa2e912f698 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uce290c50b766de630934eaa2e912f698 .uce290c50b766de630934eaa2e912f698-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uce290c50b766de630934eaa2e912f698:after { content: ""; display: block; clear: both; } READ: Ancient Art Of Parenthood EssayI then remember having sort of a dream. I was riding down the street withpeople I dont know, on bikes jiggling like Jell-O. The wheels were bendingand reshaping. And the frames swung side to side. Smack! Consciences hit me like a Mack truck. I couldnt see , where am I,howd I get here, I needed answers. What happened I asked. I heard voicesbut my mind was in to much shock to translate it. Where am I I asked hopingfor better luck. But still the people spoke in a foreign language. Whathappened I repeated starting to over load my own brain. Nate wash your face. A chorus sang . But why

Orgs 2000 Term Notes Essay Example

Orgs 2000 Term Notes Essay WEEK 1 The organization has set of features shared by modern large scale organizations called bureaucracy (Max Weber note, very strategic design-y) o Features include: 0 1 . Clearly delineated positions and Jobs with required qualifications 0 2. Formal hierarchy of positions line of authority setting out power/limitations (chain of command) 0 3. Formal rules and standard operating procedures 0 4. Training, career paths, reward systems (aka advancement) Macro/Micro analysis o Macro organization and external organizational environment o Micro groups eams and interpersonal relations o Organizations are complex systems and what happens on one level affects another 0 Unanticipated consequences of changes! 3 lenses o Strategic design 0 View of the organization: input-throughput-output system 0 Key concepts: activities, interdependence, resources (esp. nformation) 0 Key processes: grouping, linking, and aligning 0 View of the environment: resource base (source of inputs), competitive market 0 Role of the leader: organizational architect, strategist 0 Stimuli for change: lack of internal alignment, lack of fit between organization environment Obstacles to change: inadequate information (they dont get it), inadequate analysis (the case isnt convincing) o Political system 0 View of the organization: an arena for conflict 0 Key concepts: power influence, interests 0 Key processes: conflict, negotiation, coalition building, networking 0 View of the environment: external stakeholders 0 Role of the leader: forging coalitions, identifying and leveraging interests, negotiating 0 Stimuli for change: shifts in dominant coalition, in power of stakeholders 0 Obstacles to change: entrenched interests (they wont buy in because hey stand to lose) o Cultural perspective 0 View of the organization: a social construct what we think it is 0 Key concepts: identity, symbols, values, basic assumptions 0 Key processes: meaning and interpretation, legitimating 0 View of environment: social and cultural network 0 Role of the leader: articulating vision, symbolizing the culture, understanding and leveraging the culture 0 Stimuli for change: challenges to basic assumptions, contending interpretations Impediments to change: dominant culture, established mindsets (they cant see it) Levels of analysis o Individual o Group o Organization Applications o Teams o Gender and Diversity Ince ntives and Motivation Change and CSR WEEK 2 STRATEGIC DESIGN Strategic design systems deliberately constructed to achieve certain strategic goals o Efficiency (accomplishing strategic goals with least resources)+ effectiveness (goals accomplished to standards) emphasized o Assumption: organization has a strategy for creating value (value proposition/ distinctive competitive advantage) establishes what activities will lead to success o Key strategic question: which activities should be inside the boundaries of the organization and which outside? We will write a custom essay sample on Orgs 2000 Term Notes specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Orgs 2000 Term Notes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Orgs 2000 Term Notes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Key elements o Information processing and enhancing system o Task basic element smallest unit of activities needed to be done to achieve overall strategic goals 0 Vary in complexity, routinization and interdependence o Task interdependence 0 Sequential interdependence one task completed and then handed off to next stage 0 Harder to manage than pooled, easier than reciprocal 0 Pooled interdependence tasks undertaken at same time and tlnal result put together 0 Easiest to manage 0 Reciprocal interdependence tasks conducted in repeated interaction with each other 0 Hardest to manage Organizational design choices begin with strategic grouping differentiation of clusters of activities, positions, and individuals into work units o Then they must go through linking ensure that resources and information flows efficiently and effectively between activities/groups o Lastly must use alignment mechanisms (incentive systems, information systems, etc. to ensure people have the resources AND incentives to carry out tasks assigned to them Strategic grouping gathering tasks, functions, disciplines and separating from others o Assumption: coordination and communication are easier within unit han across units o Basic criteria 0 Activity (function) 0 Product/technology (business division/unit) 0 Market/customer (geography/customer segment) o Grouping by expertise/function bringing together individuals who share similar functions, disciplines, skills, and work processes Three strengths 0 1. Development of deep functional expertise and a high degree of specialization 2. Economies of Scope easy to transfer resources across activities within functions 0 3. Allows for creations of separate alignment systems each tailored to every functions needs/strengths Four weaknesses 1 . Backward flows of information can be difficult due to sequential interdependence between functions (e. g. from marketing to eng) -> therefore not responsive to changes in consumers 0 2. As specialization increases, individuals develop narrower perspectives 0 3. Difficult to assess costs 0 4. Tendency to expand levels of management over time this can inhibit efficient and effective info flows 0 Frequently adopted by new businesses maintained over time by organizations that have a single major business or share similar technologies across similar markets Grouping by Output/Product organizes on basis of service/product rovided Two strengths 0 1 . Transparency of performance costs/profits are clear of each function (business) 0 2. Clear strategic focus each business division head is responsible for profitability/growth of a complete chain 0 Four weaknesses 0 1 . Difficulty of sharing resources lead to duplication of activities across business units 0 2. New business creation difficult business units focus on expanding their own business instead of finding new opportunities OR competing across units 0 3. Functional specialists are spread can lose touch with innovation in own fields 0 4. Distributing activities across different units can lead to missed learning opportunities in core functions 0 Structure associated with strategies that emphasize efficiency, where info on cost/ profitability is crucial Grouping by Market gathers together people who perform different activities/tasks and produce different outputs but serve same customers/market 0 1 . Capacity for deep customer knowledge and close relationships 0 2. Tailor products/services to different needs 0 Three weaknesses 0 1. Duplication of activities/resources 0 2. Erosion of deep technical expertise 0 3. Missed opportunities for synergies and learning 0 For strategies that are customer-focused (customers with different needs and tastes). Often in service industries Matrix organization picks two strategic grouping dimensions and gives them equal weight in org structure each manager of each operating unit reports to two bosses one for each dimension ren balancing two equally important grouping dimensions 0 Four weaknesses from complexity 0 1. Confusion 0 2. Higher costs 0 3. Delays in decision making 0 3. Heightened potential for conflict Front/back structure divided into two parts. Front end faces customer and organized by market developing and producing products. Back end is organized by product business units that include technology dev, production, logistics Two Strengths 1 . Close integration of tech development and production (back end) 2. Building deep customer knowledge and close relationships (front end) Three weaknesses 1 . Fragmentation of technical expertise (back end) 2. Poor integration between market needs and tech development 3. Ensuring adequate integration/synergy between the front and back ends can be difficult o Modular/Network structures self organizing network. The subunits come together and cooperate to deliver a specific product or service. New development. Not much info in reading o Line activities in the direct chain providing products/ services to customer o Staff support activities (so finance, legal, HR, PR, IT) Linking designing structures and processes to connect and coordinate organizational units and subunits whose tasks are interdependent but have been separated by strategic grouping decisions o Intensity of linking mechanisms is influenced by level of interdependence (pooled, sequential, reciprocal the task interdependence earlier) Dotted line relationships lower ranking person is formally responsible for supplying all relevant information to higher ranked person but that they have no formal authority over them beyond the information flow (easy fix for lack of horizontal information flow) o Liaison roles assigning responsibility for coordination across groups to individuals 0 These people are conduits for info and expertise 0 Primarily information-focused role 0 Not a full-time responsibility but combined with other act ivities o Integrator roles coordinate activities and decision processes 0 More of a general management role Have carrots and stic ks to help their role o Permanent cross-unit groups formal mandate for representatives of different task/work groups to pool expertise and coordinate efforts to a certain product/client/ market/problem. Often combined with other activities (not full-time assignment) o Temporary cross-unit groups like permanent groups, but project is the grouping dimension. Disband after the project. Heads of project teams play an integrator role o IT Systems enhance support for linking and coordinating mechanisms and even can be seen as own linking mechanisms Co-location putting people and subunits that need to exchange information in the same location o Challenge in designing linking mechanisms determining which add value and which do not Alignment ensuring the units and individuals assigned certain tasks and activities by grouping and linking have the resources and motivation to carry them out A common failure of organizational redesign efforts is a lack of organizational congruence misaligned supporting systems and processes o Performance measurement systems system to indicate whether or not a design is effective based on its performance. Need to be designed so that they do not pull groups in incompatible directions that undercut linking o Rewards and incentives useful tool for changing behaviour. 0 Criteria for general principles: 0 Incentives should link performance to pay and directly link performance to specific standards and objectives 0 Rewards should relate directly to the nature of performance required at each level of the organization. Rewards should be directly linked to objectives that are within the groups or individuals power to control 0 Incentive plans should match measurement periods for rewards to relevant erformance plans 0 One view individuals oriented to material rewards 0 Prone to free ride off others can be unproductive without negative sanctions 0 Other view most individuals want to do a good Job 0 Main challenge is to design reward system that doesnt misalign rewards with requirements of orgs strategic intent perverse incentives o Resource allocation assessing adequacy of resource to carry out assigned tasks very difficult to implement o HR Development -Allocating resources of people as well as developing (training) and creating them (hiring) Strategic organizational design process Disruption of flow of business re design efforts take up time and attention of managers and tie up organizational resources 0 Information is not processed adequately employees do not recognize the value of different kinds of info, how to interpret it, how to add value, or how to pass it on o Risk to LT relationships with customers/suppliers they do not know who to talk to in the organization because of changing positions o Stress loss ot continui ty, departure ot key people = damages core competencies ot company. People worry about Job loss o Good design process (Nadler/Tushman) 0 1. Those that emerge from consideration of widest possible range 0 2. Design process involves people who understand the organization 0 3. Developed with implementation in mind 0 4. Making people responsible for making the change work feel as if were part of shaping the change o Stimulus for change 0 Response to growth more products, broader range of customers, etc. 0 Internal problems lack of coordination, excessive conflict, unclear roles, poor work flows, etc. Environmental changes (most frequent) from external business environment Organization seen as throughout-put takes inputs from environment, adds value hrough internal processes, and distributes to users outside the organization 0 Input- set environment 0 Output-set market 0 Shifts in the environment can change the design organization must fit the environmental pressures Understanding an organization 0 1. Know its strategy what is the organization trying to accomplish? How does it differentiate itself? What does it do better than others? 0 2. Map its design 0 What is the grouping structure? 0 How are the units created by the structure linked? 0 Are the basic systems aligned with each other? Do they positively reinforce each other? Does the organization design fit the demands of its environment and of its strategy? Strategic organizational design process 0 1. Generate design criteria 0 2. Generate grouping alternatives 0 3. Evaluate grouping alternati ves 0 4. Identify coordination requirements 0 5. Generate structural linking mechanisms 0 6. Evaluate structural linking mechanisms 0 7. Conduct impact analysis 0 8. Refine and eliminate designs 0 9. Identify issues for operational design and alignment 0 10. Identify issues for implementation Political system sees organization as a social system constructed as an arena for ompetition and conflict among individuals, groups, and other organizations whose interests and goals differ o Roots of conflict lie in different interests, disagreements requiring action, including negotiation, coalition building, exercise of power and influence o Asks Whos defining the problem? What gives them the power to define it? Whos advocating my solution and why? How can I get an outcome that serves the interests of me and my group? o Decisions must be political have to have buy in of those with power to implement/block them Interests what people want and whats at stake for hem o Assumption: people act rationally to serve their own interests (economic man) o Collective interests those shared by others belonging to same group o Groups: 0 Formal structure 0 Demographic groups 0 Division of labour 0 Location 0 Professional/occupational category o Stakeholder perspective identifies groups that have a share stake (i. e. set of collective interests) 0 1 . Analyzing what interests are and what priority they have for individuals and collective actors 0 Multiple interests at same time LT/ST, competing, autonomy/ cooperation 0 Collectives also have multiple interests Therefore, the way decisions are made, they depend mostly on how key decision makers see and assign weight to their interests 0 These interests are also dynamic they change 0 Can be latent do not realize they exist until an event happens 0 To carry out an action, one must understand what interests will be affected by it Power ability to affect behaviour of other people 0 1 . Influence someone does not have formal authority but has ability to persuade others. Legitimate 0 2. Authority legitimate and decreed upon by organizational hierarchy/formal positions 0 3. Coercion domination not considered very legitimate. Breeds resentment. Basically punishing someone o Sources of power: 0 Personal characteristics charisma gift of grace. Emotional connection between leader and followers. Unstable, requires constant proofs, difficult to transfer 0 Energy 0 Focus 0 Sensitivity to others and ability to understand how they see interests 0 Flexibility 0 Ability to tolerate conflict 0 Submerging ones ego and getting along 0 Willingness to engage in conflict to further ones actions is a source of power Scarce or valued expertise 0 Past performance/track record People believe can cultivate future relationships with high fliers 0 Formal position 0 Provides guide to resource allocation, info flows, evaluation of employee performance, task assignments, conflict resolution 0 Proximity of subunit to head of organization greater the power 0 Informal network position 0 Size of network and position in network is crucial 0 Centrality how many links you are between powerful individuals within a network 0 Network clusters are better and more efficient than redundant interconnected, tightly knit networks 0 Network position is a great source of influence for 2 reasons 0 1. Info advanta ge in can confer 0 2. Potential for coalitions 0 Holes in an organizational network where there is no direct link between subunits that could benefit from being linked structural holes o Someone who bridges these wholes has power because he has disproportionate say since he has contact with both 0 Many social networks: task-related networks, friendship networks, advice networks o How to identify where power resides in an organization: 0 Reputation ask people who has power in the org 0 Representational indicators which groups interests are over repped Observation of consequences which groups benefit most from resource allocation 0 Symbols of power o Sources of power: Personal characteristics, scare valued expertise, track record/ contribution to org. performance, formal position in org. hierarchy, informal network position Using political lens to take action: 0 1. Map interests and power 0 1 . Supporters whose cooperation do you need 0 2. Blockers whose opposition could hold you up 0 3. Potential stakeholders who will be affected 0 4. Existing coalitions who are the friends/allies of potential supports/blockers and what are their collective interests This provides guidance on a) how to convince key stakeholders that your initiative serves them, and b) how to tailor your initiative so that incorporates key stakeholders 0 2. Getting buy-in getting people to commit to action 0 Escalation of commitment people are more likely to commit to something that they have already invested resources into 0 Publically made less likely to back in 0 More resources = more commitment 0 Giving stakeholders chance to provide feedback they have some effect on the group 0 Risk: having potential supporter back out 0 3. Finding allies building coalition illusion of influence feeling that Set of allies who act together to support certain policies/activities 0 Long-term can be a general coalition to provide reciprocal support for each others interests 0 Dominant coalition upper management acting together in their interests 0 Idea of reciprocity mostly 4. Building a network 0 Built on reciprocity (l do for you, you do for me), and trust. Have values, i. e. urrencies: 0 Rewards-related 0 Task-related 0 Relationship-related 0 Status-related 0 Key to establish trust to overcome initial barrier and begin with reciprocity Mainta ining relationships are a crucial time sink may take up to 80% of managers ime 0 Choose type of network to maintain 5. Building negotiation skills WEEK 4 CULTURAL PERSPECTIVE Cultural perspective focuses on social and personal identities carried by people. Cultural understandings are collectively shaped and rooted in the past o Limitations of managers, structural authority, influence, and rationality best describe human behaviour o Emphasis that people must learn these things to be fully functioning members of org Schiens model of culture: o Pyramid going from top to bottom: 0 1 . Artifacts/behaviours (symbols) what you observe 0 2. Espoused values what you are told (normative)