Asian Fall essays

Asian Fall essays A large economic downturn in East Asia threatens to end its nearly 30-year run of high growth rates. The crisis has caused Asian currencies to fall 50-60%, stock markets to decline 40%, banks to close, and property values to drop. The crisis was brought on by currency devaluations, bad banking practices high foreign debt, loose government regulation, and corruption. Due to East Asias large impact on the world economy, the panic in Thailand, Indonesia, Korea, and other Asian countries has prompted other Countries to worry about the affect on their own economies and offer aid to the financially troubled nations (The Great Wave). The East Asian crisis has affected almost all of the Asian Nations, but the three hardest hit countries are Thailand, Indonesia, and South Korea. The panic began in Thailand in May of 1997 when speculators, worried about Thailands slowing economy, excessive debt, and political instability devalued the Baht (Thailand currency) as they fled for market-driven currencies like the American dollar. Indonesias economy soon fell soon after when the rupiah hit a record low against the U.S. dollar. Indonesia is plagued by more than $70 billion worth of bad debts and a corrupt and inefficient government. Thailand and Indonesia also suffer from being overbuilt during real estate booms that they were the result of huge influxes of cash by optimistic foreign investors. South Korea faltered under the weight of its huge foreign debt, decreasing exports, and weakening currency (Asian Fall). Other major countries touched by the crisis are Japan, China, Malaysia, and the Philippines. Japans economy is burdened by $300 billion in bad bank loans and a recession. Chinese banks may carry bad bank loans of up to $1 trillion. The banks lend 66% of Chinas investment capital to state-run industries that only produce 12% of Chinas industrial output. Malaysia and the ...

18 Steps That Will Help You Quit a Job That You Hate

18 Steps That Will Help You Quit a Job That You Hate Is your job awful? Or just profoundly unfulfilling, and not challenging or helping you to grow in the most important ways for your career? If you know you’re not really where you need to be but you’re plagued by the what ifs, consider taking these 18 steps to see whether it might be scarier to stay at your job than working up the courage to quit and moving on to another opportunity. 1.  Think long and hard about your life and your choices.Are you living the life you want, or used to dream of? Or are you letting your shots be called by what is expected of you, or what you perceive you should be doing? Take a step back and see where you stand. Are you working towards great things? Or are you mired in mediocrity? If you’re not living the life you desire, and you find yourself being passive in your choices, start taking active steps to change that. Live by design, not by default.2. Fear the â€Å"if only† more than the â€Å"what if.†As scary as it is to start over (at any point in your career), isn’t it scarier to think of yourself regretting having stayed put several years down the line? Regret rarely shows up until it’s too late. Try to fear failure less than dissatisfaction when your chances at another chance dry up.3. Think, What’s the worst that can happen?†Imagine the absolute worst case scenario. All your gravest what-ifs. What does that look like? Clearly define what your biggest fears coming true might look like. Then ask yourself, â€Å"So what?† Is it livable? Workable? Even, perhaps, preferable to your current situation?4. Trust your gut.If there’s a nagging little voice in you telling you to quit and go after something better? Chances are you’re right. Listen to yourself and act deliberately to affect the change you crave. Think of it as your inner GPS.5. Trust what you love.Have the confidence to know that you’ll be better off- and much happier- if you’ re doing what you love. Even if you’re doing something you just like more. If you can’t get to your dream job in one leap from your current one, try a stepping stone. Anything is better than stagnation, particularly when you aren’t happy where you are. Think of all the time and energy you’re putting into what you don’t love. Imagine how much better you could be and feel!6. Make decisions based on happiness.Studies actually suggest that happiness fuels success and good performance- rather than the other way around. Build a life and career around what makes you happy and the rest should follow, crazy as it sounds.7. Set a  good example for others.Visualize your little sister or your best friend’s kid in your shoes. Now imagine them copying your choices and your solutions. Does this make you cringe? Inspire future mentees by pursuing what you really want and need most out of life.8. Live in the current moment.It’s important to keep an eye on the future. But it’s just as important to stay grounded in reality. Be realistic about what you can and can’t accomplish from where you are right now. What can you actually do now? Start there.9. Don’t despair.You are not alone. What you feel is totally normal and human and a lot of people out there are going through the same exact thing. Take comfort in that fact.10. Get clear on your purpose.You want a change, but why? Get clear on why you are unhappy, why you are leaving, why you’re taking the risk. As long as you stay on message, you’ll stay focused and can trust that you’re moving in the right direction.11. Get to know your own gifts.We all have our own unique talents and strengths. Let your passions lead you to understand yours and then lead with that. Trust yourself and show the world what you have to offer.12. Build a web of support.Find people who support, inspire, and motivate you. Who think like you do and are open to the s ort of life you want to lead. Build a network of these people, both business and personal, in person and online.13. Realize you might have to take a risk to make a gain.A small risk now, or a small sacrifice even, can pay large dividends down the road. Bet on yourself and figure out how to be a winner when the chips are down.14. Aim to please†¦ yourself.Imagine yourself on your deathbed. Are you proud of current you? Try living in such a way that would put a smile on the face of your past selves. Make sure you end up fulfilled and content with what you’ve chosen.15. Remember timing can be everything.But that doesn’t mean you have to wait for the perfect conditions for a change or a leap of faith. Perfect conditions will never appear. You’ll never be 100% prepared to make a major switch. Align as many stars as you can, but remember that sometimes you have to accept that things may never be perfect. Neither can you. Do what you can in the moment that presents itself.16. Trust the path.You may not be able to see where all this leads, but if you’re following your gut and staying true to your purpose (and reality), you can trust that it will take you where you need to go. Focus only on the next step.17. Get comfy with uncomfortable.Change is scary and uncomfortable. New is hard and daunting. Make being uncomfortable your new comfortable. Make this part of your journey.18. Have faith, not fear.Both faith and fear are kinds of uncertainty. Focus on what you do want, rather than what you don’t. And take active steps to make that happen. Don’t just sit back and worry that it won’t be possible.You never have any guarantees of how anything will turn out. But if you listen to yourself and make mindful choices in your life, you won’t go too far wrong.

How does the book "Mindsight" explain the happiness one can Coursework

How does the book "Mindsight" explain the happiness one can acquire that is listed in the book "Happiness Hypothesis" - Coursework Example There is value first in exploring Aristotle’s ideas on happiness, and the relationship between the emotions and happiness. It is important to note that in reference to Aristotle’s idea of happiness, or what can be summed up in the word eudaimonia, the notion of happiness is not necessarily linked to passing emotions at any given time, but is more associated with the achievement of virtue, a direction or an overarching purpose or sense of meaning to one’s life that can be only gleaned with finality at the end of a life, as a culmination and as an endpoint to be reached (Burton). This happiness is also tied to what Aristotle terms as the mean, or that middle ground between extremes, the achievement of which can be construed as a standard for evaluating the happy or unhappy life. The achievement of the mean is tied to the successful cultivation of virtue, and this life lived in virtue, over a span of a lifetime, is what constitutes happiness. There is moreover the f ormulation in Aristotle of happiness not as something that is useful for another end, but is something that can be considered as the final and ultimate good, a good in itself, and the end of all of human activities. Therefore, happiness is somewhat also tied to a sense of things being alright, of a positive feeling in a way, that is the real end of all human strivings, from gathering and eating food, to earning money, traveling, establishing a family, taking care of one’s body to be healthy. In this latter formulation there is the sense of the emotions having some value as a kind of inner compass that can guide one and act as a kind of thermostat or inner compass leading towards the achievement of that state of happiness that Aristotle discussed extensively in the Nicomachean ethics. There is a sense of happiness in Aristotle of being an activity, a kind of striving, with the emotions signalling whether the direction of one’s life and the results of the striving are pl easant or

Globalization Management Assignment Example | Topics and Well Written Essays - 1000 words

Globalization Management - Assignment Example The strategies built would be product driven instead of being controlled by customer behavior and response patterns. The article, therefore, seeks to find out if success in the international market must involve development of global products. The key aspects discussed in the paper revolve around the competitive strategy created by global standardization of products. While it sounds like a good idea, the global standardization may be faced by several constraints. In one example, the globalization is hampered by differences in preference, government constraints, transport costs, tariffs and barriers to entry as well as preference of local firms. It is also quite obvious that global standardization becomes effective in a narrow range of products. The strategy may work mainly in marketing of luxury products or products whose penetration rate is similar (Wit & Meyer, 2010). This can only gain application in the developed countries where the needs of the consumers appear uniform in contras t to the developing countries. It is unfortunate that the global standardization is based on assumptions. By assuming that the needs of the customers are homogenous, planners may indulge in deriving wrong conclusions. If needs of the world were homogenous, it would be possible to satisfy the world needs. All countries would thrive at the same level of development since trade would be made easier. This is, however, not the case. The needs of the developing countries vary to a great extent to those of people in the developed counties. This would also imply all goods remain substitutable and hence reduce customer choice. Already, researchers refute the theory on homogeneity on the grounds of different lifestyles and value segments. In the United States alone, nine different value segments appear conspicuous. The assumption that customers are willing to sacrifice certain product aspects in favor of low prices lacks evidence. The trend is contrary. The assumption, that the key strategy d riving global standardization is product technology; which creates economies of scale, fails to take root. It neglects the influence brought about by automation in flexible factories, which allows them to enjoy the same economies of scale, at low outputs. The assumption also fails to take into account that the final price of a product is not determined solely by its cost of production. The assumption also neglects the ideal that competitive strategy should not be wholly product-driven. It should take into account other aspects such as advertisement and promotion. The article is elaborate on exposing the various constraints that impede global standardization. The constraints do not result only from the external environment but also emanate from the internal structure of the organization seeking expansion. It is fascinating to note that the countries advocating globalization on one hand impede it on the other through trade restriction agreements. An example is the existence of the Eur opean steel and Swiss chocolate cartels. It is difficult to comprehend how the global perspective contrasts with the global standardization. The emphasis on standardization leads a reader to believe that the development of global brands is part of a global perspective. Briefing reading 2: strategy from the inside out: building capability-creating organization The article outlines some significant disadvantages associated with following suit of what competitors are doing. This could expose a company to losses since local

Dog Saves Life Essay Example for Free

Dog Saves Life Essay I was very enthusiastic for my world adventure race and wanted to get in shape, therefore I decided to head out for a run. I took my dog, Tazz along who was my constant companion and was very energetic and playful. Moreover, the route I took was very rough and unstable, despite that I carried on with my run in the remote canyon. During my training run, fortuitously I slipped and plunged 60 feet on to the solid rock smashing my pelvis into pieces. I was dreadfully injured but still alive; it was an abominable pain and my next reaction was to get out of here, despite my broken pelvis I tried standing up but I failed. My legs couldn’t support my body and I was unable to walk, besides that I was separated from my dog which aggravated the situation. I was stranded alone in the barren wilderness and I was facing my worst nightmare. Furthermore, I started dragging myself inch by inch which was causing enormous pain and then suddenly my dog appeared and came to my rescue; I was no longer alone and that gave me a comfort. Since he came to me I knew there was a route out and so I followed him, over and above I was planning to get back to my truck however, the pain was augmenting. As the night arrived it was freezing cold and I struggled doing sit-ups to keep my body warm and prevent hypothermia; I was fighting for my life. I just had my dog that cuddled up next to me. The next morning I tried again to drag myself but I was unable to move any further because I had interior bleeding and I was in a critical situation. It was getting difficult to breathe as well as I was losing vision. Moreover, because of the appalling pain I started crying as well as losing hope that anyone would find me and then Tazz came over to me and saw my tears. I could see that he was also upset. Eventually my family members informed the police that I was not receiving the phone calls, therefore a search team mobilized and a local detective knew about my place where I often train, they came searching for me and found my truck. At that point I was dying and so I said to tazz that I’m hurt and he needs to find help; he turned around and took off which was very depressing because then I had to face death alone. Furthermore, tazz was seen by the search team as he found the way out of the canyon. Tazz ran towards them and starting barking thus, one of the officers followed him and eventually found me. I was thankful to God as my ordeal was over. They gave me water and the feeling of having gulps of water actually go down the throat was incredible. I was glad to be alive.

Mental Retardation in American Society Essay -- Mental Retardation Dis

Mental Retardation in American Society Mental retardation is a very serious illness, and most of the American population is ignorant regarding the subject. Approximately 3 percent of people in the U.S. are considered mentally retarded. With a percentage like this, the ignorance on the subject is bizarre. The nation has adopted slang terms such as â€Å"retard†, to insult others. Using this term is a way to call someone stupid. But there is a lot that people do not understand about mental disabilities. The study of the illness is actually a very complex topic. There are many parts that build up the subject. The definition of mental retardation is: significantly sub-average general intellectual functioning, existing concurrently with deficits in adaptive behavior and manifested during the developmental period, that adversely affects a child's educational performance. Mental retardation is a term used when someone has limitations in their mental functioning. They also are limited in skills such as communicating, self-care, and social skills. These limitations cause a child to learn and develop slower than an ordinary individual. Children with mental retardation may take longer when learning to speak, walk, and take care of their personal needs such as dressing or eating. They are likely to have trouble learning in school. They will learn, but it will take them longer. There are usually things they cannot learn. There are many causes of mental retardation. They include; genetic conditions, pregnancy troubles, birth difficulties, and health problems. In some cases irregular genes inherited from the parents can cause mental retardation. Mental retardation can be the cause of baby not developing properly when in the womb. This could be the effect of the mother consuming alcohol or drugs during pregnancy. At birth, if a newborn does not receive enough oxygen, the result could be mental retardation. Many health problems are the basis for mental retardation. Numerous illnesses cause mental retardation. Also malnutrition and insufficient medical care are grounds for mental retardation. If a child is not receiving ample nutrition then negative effects will result. In addition, if an adolescent does not receive proper medicine, they could in result, develop a mental illness. Despite popular belief, mental retardation is not a disease. It is also not a men... ...s. People with mental retardation are highly misunderstood, but that is beginning to change more and more each year. People are starting to realize that people with mental disabilities aren’t stupid, and that they can learn and understand new concepts. People with mental retardation are fully capable of entering the work force and contribute to society. Individuals with mental retardation are still ostracized to some degree but it has become less and less over time. Soon people will become even more understanding of the mental disabilities that people contain, and hopefully most of the ignorance will vanish. Works Cited Brooks, Penelope H., Sperber, Richard, and McCauley, Charley. Learning and Cognition in the Mentally Retarded (1984): 56-230. Farber, Bernard. Mental Retardation: Its Social Context and Social Consequences (1968): 123-158 Zigler, Edward, and Balla, David. Mental Retardation, the Developmental-Difference Controversy (1982): 47-63. The Medem Network: Connecting Physicians and Patients Online. 3 Dec. 2004 Department of Mental Retardation. 3 Dec. 2004. National Institute of Child Health and Human Development. 3 Dec. 2004

Evidence Collection Policy Essay

1.What are the main concerns when collecting evidence? That you are thorough, collect everything, do it in the proper and official manner, and that you do not tamper with or alter anything. 2.What precautions are necessary to preserve evidence state? Usually what is done is all of the evidence is duplicated several times and any processes involved with the investigation are done with the duplicates to ensure that the actual evidence isn’t altered in any way. 3.How do you ensure evidence remains in its initial state? It is duplicated and then stored in climate controlled conditions. 4.What information and procedures are necessary to ensure evidence is admissible in court? Whoever conducts the investigation does so in a previously mandated, official, and legally recognized manner. Information Systems Security Incident Response Policy I. Title A. Name: Information Systems Security Incident Response Policy B. Number: : 20070103-secincidentresp C. Author(s): David Millar (ISC Information Security) and Lauren Steinfeld (Chief Privacy Officer) D. Status: Approved E. Date Proposed: 2005-10-24 F. Date Revised: G. Date Approved: 2007-01-03 H. Effective Date: 2007-01-16 II. Authority and Responsibility Information Systems and Computing is responsible for the operation of Penn’s data networks (PennNet) as well as the establishment of information security policies, guidelines, and standards. The Office of Audit, Compliance and  Privacy has authority to develop and oversee policies and procedures regarding the privacy of personal information. These offices therefore have the authority and responsibility to specify security incident response requirements to protect those networks as well as University data contained on those networks. III. Executive Summary This policy defines the response to computer security incidents. IV. Purpose This policy defines the steps that personnel must use to ensure that security incidents are identified, contained, investigated, and remedied. It also provides a process for documentation, appropriate reporting internally and externally, and communication so that organizational learning occurs. Finally, it establishes responsibility and accountability for all steps in the process of addressing computer security incidents. V. Risk of Non-compliance Without an effective incident response process, corrective action may be delayed and harmful effects unnecessarily exacerbated. Further, proper communication allows the University key learning opportunities to improve the security of data and networks. Individuals who fail to comply are subject to sanctions as appropriate under Penn policies. VI. Definitions Confidential University Data includes: * Sensitive Personally Identifiable Information–Information relating to an individual that reasonably identifies the individual and, if compromised, could cause significant harm to that individual or to Penn. Examples may include, but are not limited to: Social Security numbers, credit card numbers, bank account information, student grades or disciplinary information, salary or employee performance information, donations, patient health information, information Penn has promised to keep confidential, and account passwords or encryption keys used to protect access to Confidential University Data. * Proprietary Information–Data, information, or intellectual property in which the University has an exclusive legal interest or ownership right, which, if compromised could cause significant harm to Penn. Examples may include, but are not limited to, business planning, financial information, trade secret, copyrighted material, and  software or comparable material from a third party when the University has agreed to keep such information confidential. * Any other data the disclosure of which could cause significant harm to Penn or its constituents. Security Incident. There are two types of Security Incidents: Computer Security Incidents and Confidential Data Security Incidents. * A Computer Security Incident is any event that threatens the confidentiality, integrity, or availability of University systems, applications, data, or networks. University systems include, but are not limited to: servers, desktops, laptops, workstations, PDAs, network servers/processors, or any other electronic data storage or transmission device. * A Confidential Data Security Incident is a subset of Computer Security Incidents that specifically threatens the security or privacy of Confidential University Data. User. A Penn user is any faculty, staff, consultant, contractor, student, or agent of any of the above. VII. Scope This policy applies to all Users. It applies to any computing devices owned or leased by the University of Pennsylvania that experience a Computer Security Incident. It also applies to any computing device regardless of ownership, which either is used to store Confidential University Data, or which, if lost, stolen, or compromised, and based on its privileged access, could lead to the unauthorized disclosure of Confidential University Data. Examples of systems in scope include, but are not limited to, a User’s personally owned home computer that is used to store Confidential University Data, or that contains passwords that would give access to Confidential University Data. This policy does not cover incidents involving the University of Pennsylvania Health System (UPHS) information systems, which has a separate incident response policy. ISC Information Security will coordinate with UPHS as appropriate when UPHS computing devices, data, or personnel are involved. VIII. Statement of Policy A. Overview of Penn’s Incident Response Program All Computer Security Incidents must be reported to ISC Information Security promptly. See Section B below. All Confidential Data Security Incidents must: a. Generate the creation of an Immediate Response Team, as designated by the  Information Security Officer (ISO), on a per incident basis. See Section C below. b. Follow appropriate Incident Handling procedures. See Sections C and D below. iii. ISC Information Security, under the direction of the Vice President for Information Systems and Computing (VP-ISC) is responsible for logging, investigating, and reporting on security incidents. See Sections D and E below. B. Identifying and Reporting Computer Security Incidents i. Users and Local Support Providers (LSPs). In the event that a User or an LSP detects a suspected or confirmed Computer Security Incident, the User must report it to his or her Local Security Officer or IT Director for issues including but not limited to viruses, worms, local attacks, denial of service attacks, or possible disclosure of Confidential University Data. ii. Local IT Management. Local IT Management must notify ISC Information Security of all Computer Security Incidents, except for categories of incidents that ISC Information Security may designate in Appendix I of this policy. iii. ISC Information Security. ISC Information Security shall notify appropriate systems administrators and other personnel of all emergency and attack incidents, as well as all suspicious activity incidents when it believes that an administrator’s system is at risk. The system’s administrators will then work with ISC Information Security to properly address the incident and minimize the risk of future occurrences. C. Immediate Response Team i. Purpose. The purpose of each Immediate Response Team is to supplement Penn’s information security infrastructure and minimize the threat of damage resulting from Computer Security Incidents. ii. Per Incident Basis. An Immediate Response Team shall be created for Confidential Data Security Incidents. iii. Membership. Membership on the Immediate Response Team shall be as designated by the ISO. In most cases, members shall include a representative from ISC Information Security and from the affected School or Center’s technical and management staff. iv. Responsibilities. Responsibilities of the Immediate Response Team are to assess the incident and follow incident handling procedures, appropriate to the incident as determined by the ISO. v. Confidentiality. Immediate Response Team members will share information about security incidents beyond the Immediate  Response Team only on a need-to-know basis, and only after consultation with all other team members. D. Incident Handling. For incidents requiring the formation of an Immediate Response Team, the following is a list of response priorities that should be reviewed and followed as recommended by the ISO. The most important items are listed first: i. Safety and Human Issues. If an information system involved in an incident affects human life and safety, responding to any incident involving any life-critical or safety-related system is the most important priority. ii. Address Urgent Concerns. Schools and Centers may have urgent concerns about the availability or integrity of critical systems or data that must be addressed promptly. ISC Information Security shall be available for consultation in such cases. iii. Establish Scope of Incident. The Immediate Response Team shall promptly work to establish the scope of the incident and to identify the extent of systems and data affected. If it appears that personally identifiable information may have been compromised, the Immediate Response Team shall immediately inform the VP-ISC and the Chief Privacy Officer (CPO). iv. Containment. Once life-critical and safety issues have been resolved, the Immediate Response Team shall identify and implement actions to be taken to reduce the potential for the spread of an incident or its consequences across additional systems and networks. Such steps may include requiring that the system be disconnected from the network. v. Develop Plan for Preservation of Evidence. The Immediate Response Team shall develop a plan promptly upon learning about an incident for identifying and implementing appropriate steps to preserve evidence, consistent with needs to restore availability. Preservation plans may include preserving relevant logs and screen captures. The affected system may not be rebuilt until the Immediate Response Team determines that appropriate evidence has been preserved. Preservation will be addressed as quickly as possible to restore availability that is critical to maintain business operations. vi. Investigate the Incident. The Immediate Response Team shall investigate the causes of the incident and future preventative actions. During the investigation phase, members of the incident response team will attempt to determine exactly what happened during the incident, especially the vulnerability that made the incident possible. In short, investigators will attempt to answer the following questions: Who? What? Where? When? How? vii. Incident-Specific Risk  Mitigation. The Immediate Response Team shall identify and recommend strategies to mitigate risk of harm arising from the incident, including but not limited to reducing, segregating, or better protecting personal, proprietary, or mission critical data. viii. Restore Availability. Once the above steps have been taken, and upon authorization by the Immediate Response Team, the availability of affected devices or networks may be restored. ix. Penn-Wide Learning. The Immediate Response Team shall develop and arrange for implementation of a communications plan to spread learning from the security incident throughout Penn to individuals best able to reduce risk of recurrence of such incident. E. Senior Response Team (SRT). If the ISO or CPO in their judgment believe that the incident reasonably may cause significant harm to the subjects of the data or to Penn, each may recommend to the VP-ISC or Associate Vice President for Audit, Compliance and Privacy (AVP-OACP) that a Senior Response Team be established. The Senior Response Team shall be comprised of senior-level officials as designated by the VP-ISC or AVP-OACP. The Senior Response Team shall: i. Establish whether additional executive management should be briefed and the plan for such briefing. ii. Determine, with final approval by the General Counsel, whether Penn shall make best efforts to notify individuals whose personal identifiable information may have been at risk. In making this determination, the following factors shall be considered: a. legal duty to notify b. length of compromise c. human involvement d. sensitivity of data e. existence of evidence that data was accessed and acquired f. concerns about personnel with access to the data g. existence of evidence that machine was compromised for reasons other than accessing and acquiring data h. additional factors recommended for consideration by members of the Immediate Response Team or the Senior Response Team. iii. Review and approve any external communication regarding the incident. F. Documentation i. Log of security incidents. ISC Information Security shall maintain a log  of all reportable security incidents recording the date, School or Center affected, whether or not the affected machine was registered as a critical host, the type of Confidential University Data affected (if any), number of subjects (if applicable), and a summary of the reason for the intrusion, and the corrective measure taken. ii. Critical Incident Report. ISC Information Security shall issue a Critical Incident Report for every reportable security incident affecting machines qualifying as Critical Hosts, or other priority incidents in the judgment of ISC Information Security describing in detail the circumstances that led to the incident, and a plan to eliminate the risk. iii. Annual Summary Report. ISC Information Security shall provide annually for the VP-ISC and AVP-OACP a report providing statistics and summary-level information about all significant incidents reported, and providing recommendation s and plans to mitigate known risks. IX. Best Practices A. Preserving Evidence: It is essential to consult Penn Information Security when handling Computer Security Incidents. However, if Information Security is not available for emergency consultation, the following practices are recommended: i. Generally, if it is necessary to copy computer data to preserve evidence for an incident, it is a good idea to use bit-wise file-system copy utilities that will produce an exact image, (e.g.UNIX dd) rather than to use file level utilities which can alter some file meta-data. ii. When making forensic backups, always take a cryptographic hash (such as an SHA-1 hash) of both the original object and of the copied object to verify the authenticity of the copy. Consult your System Administrator if you have questions. iii. Assigning members to an Immediate Response Team: In cases where an incident involves an investigation into misconduct, the School or Center should consider carefully whom to assign to the Immediate Response Team. For example, one may not wish to assign an IT professional who works closely with the individual(s) being investigated. X. Compliance A. Verification: ISC Information Security and the Office of Audit, Compliance and Privacy will verify any known computing security incidents as having been reported and documented as defined by this policy. B. Notification: Violations of this policy will be reported by ISC Security  and the Office of Audit, Compliance and Privacy to the Senior Management of the Business Unit affected. C. Remedy: The incident will be recorded by ISC Information Security and any required action to mitigate the harmful affects of the attack will be initiated in cooperation with the Business Unit Security Officer/Liaison. D. Financial Implications: The owner of the system shall bear the costs associated with ensuring compliance with this policy. E. Responsibility: Responsibility for compliance with this policy lies with the system administrator, system owner, and Business Unit’s Senior Manager. F. Time Frame: All incidents involving critical hosts systems and networks must be reported immediately. All other incidents should be reported within one business day of determining something has occurred. G. Enforcement: Compliance with this policy will be enforced by disconnecting any machines that may compromise the University network, or other machines with Confidential University Data. Workforce members not adhering to the policy may be subject to sanctions as defined by University policies. H. Appeals: Appeals are decided by the Vice President for Information Systems and Computing. XI. References 1. PennNet Computer Security Policy at www.net.isc.upenn.edu/policy/approved/20040524-hostsecurity.html 2. Critical PennNet Host Security Policy at www.net.isc.upenn.edu/policy/approved/20000530-hostsecurity.html 3. Policy on Computer Disconnection from PennNet at www.upenn.edu/computing/policy/disconnect.html 4. Adherence to University Policy at www.hr.upenn.edu/policy/policies/001.asp 5. Policy on Security of Electronic Protected Health Information (ePHI) at www.upenn.edu/computing/security/policy/ePHI_Policy.html Appendix I The following category of incidents need not be reported to Penn Information Security: * Unsuccessful network scans

The Challenges Facing The Cultural Diversity

These yearss cultural diverseness plays a important function in a company. The standards know aparting these groups include race, geographic footing, civilisation, gender, age, functional or educational background, physical and cognitive competency, linguistic communication, life styles, beliefs, cultural background, economic class, tenancy with the organisation and sexual penchant. As a MNC works in a planetary market it must be ready to observe all possible alterations in the planetary environment and it has to be able to pass on and accommodate the individuality of the company to them. For illustration in India adult females ‘s will non work for dark so they have to pull off clip for their convenience. The company ca n't offer quality merchandises or services to the clients if it does n't understand and take in history the impact that the civilization has in all the procedures. Workers normally think that their behaviour has n't got any influence on the concluding merchandise or service, but to be effectual, every portion must hold a clear vision of the company and a clear mission on it. The societal, political and enterprise construction depends on everyone in the company, so the internal country and the human resources, one of the most of import countries of a company, must be developed with the remainder of the company to accomplish their ends. The misinterpretation and ignoring of different civilizations, linguistic communication and historical background lead to catastrophes in the field of puting up transnational concern. To avoid this, a general cognition of another state ‘s civilization and history is indispensable. So general cultural cognition, if coupled with bias and prejudgement, is an obstruction to effectual planetary direction. 2.1 Communication and linguistic communication barriers One chief challenge under civilization is linguistic communication barriers. Communication is necessary for direction. Yet communicating relies upon a common linguistic communication, a status that does non be in many planetary concern state of affairss and that is when the jobs start. The most marked mark of the linguistic communication barrier at work can be found in the relationship between a transnational parent company and its web of planetary subordinates. Several factors contribute to the trouble of accomplishing and prolonging effectual communications and a productive, collaborative relationship. Even if an employee is comparatively competent in the linguistic communication of the other party, loss of rhetorical accomplishments is ever present as the usage of wit, symbolism, sensitiveness, dialogue, persuasion and motive requires a really high degree of eloquence. 2.2 Attitudes towards Appointments and Deadlines In America, Americans were give rigorous obeisance to clip committednesss and it was a basic rule of professionalism and polite behaviour. Because everything tends to be purely scheduled, delaies in one assignment or deadline can hold a serious rippling consequence on a coworker or client ‘s other work committednesss. But for illustration: The more flexible and open-ended attack to clip of Indian and Sri Lankan concerns civilization can make tensenesss and inauspicious feelings on American opposite numbers3. MNC Workforce DiversityMultinational Companies ( MNC ) had to confront a figure of new challenges in their day-to-day concern over the past twosome of old ages. Globalization changed assorted things for planetary participants. In general MNC construction shows a focal point on their chief resources and sections like finance, engineering, selling, gross revenues and production, because they want to hold a big figure of clients and to gain net income. A immense challenge MNC have to pull off is their workforce diverseness. The milepost research by Hofstede with 116,000 recruits of IBM, a elephantine MNC in 50 states and 3 parts recognized four cultural values in the workplace: Individualism-collectivism, Power difference, Uncertainty turning away and masculinity-femininity. For illustration: the United States was the greatest and Guatemala was lowest in individuality. Malaysia was the highest and Austria was the lowest in the power distance values. Greece was the highest and Singapore was the lowest in the uncertainness turning away values. Japan was the highest and Sweden was the lowest in the maleness values. There have been important sum of intercultural and cross-cultural surveies with these cultural values, and some surveies demonstrated the relationship between communicating manners with some of these values. Because of this diverseness one of the cardinal success factors of MNC is the enlisting and choice of human resources who offer valuable singularity. These persons are organizing the values and beliefs of a concern. There are two cardinal challenges within planetary HRM specifically constructing planetary corporate civilizations and developing planetary leaders that have to be mastered in order to pull off diverseness and be successful in the planetary concern milieus.Pull offing diverseness in MNC during HRMTo pull off workforce diverseness in MNC it ‘s a challenge for the human resource direction to put up a planetary corporate civilization. To acknowledge with the corporate civilization of the company is the most important thing for the work force. That is why constructing a planetary corporate civilization is one of the most of import challenges for Multinational Companies. Employee behaviour is perchance the most critical challenge that transnational organisations have to cover with. In Multinational Companies there is a immense potency of struggles, because of its diverse personalities. As a consequence of this anxiousnesss will originate among employees. Persons try to accommodate their behaviours to suit the demands of a peculiar environment. In order to accommodate to the environment, persons sacrifice their individualisms to suit in with their new co-ops. Persons become incorporated into the civilization of an organisation when they are successfully understood into the workplace. Successful cultural version reduces members ‘ anxiousness, function struggle, and purposes to go forth. Additionally, successful version increases organisational duty, occupation satisfaction, assurance, and occupation acquaintance every bit good as successful socialization and constitution of relationship.4. Challenges of Working across Culture4.1Stereotyping They are normally deceits and inaccuracies fixed in false conjectures and faulty analysis. Normally this rating is seen in a negative position. The challenges to organisations are to admit differences in positive footings. Power battles and can be the consequence of pigeonholing in organisations. For illustration, puting adult females, who stereotypically have had lower position than work forces in society ; in senior direction places create position incongruence in the heads of many of the people. This can root complexnesss in the leader/subordinate relationship and can root power differences in a concern. This is done in such a manner that affiliates of minority groups may happen it difficult to utilize influence over determination procedures in the organisation. 4.2 Ethnocentrism Ethnocentrism consequences when directors identify the differences in civilizations – but have a leaning to believe that their civilization and their manner of making things is the right manner, their manner of making things is the lone manner and the best manner. Any difference from their civilization or from their manner of making things is seen as â€Å" deformation † or as a â€Å" error † or as â€Å" Incorrect manner † . Most people have the leaning to prosecute ethnocentrism. Americans, Nipponese, Chinese, Germans, Gallic, Scandinavians, and Russians are more prone to ethnocentrism than other civilizations – when compared to other Asians, Latin Americans, British, Australians, Africans and Indians. 4.3Informal Integration Informal groups play a important function in any concern. They influence both the success of the concern and the calling success of persons. Entire quality programs depend to a great extent on employee part and informal webs can greatly impact this procedure. Informal groups are influenced by factors such as common linguistic communication, perceived societal similarity, and ethnocentrism. These corporate webs are critical for communicating in organisations. It has been found that race has a major consequence on corporate networking. This is non amazing as you would anticipate people to hold a penchant for interaction with members of one ‘s ain civilization group, particularly in an informal context. 4.4 Parochial Attitude Parochial attitude refers to a individual ‘s incapableness to see cultural diverseness. This is precisely the contrary of ethnocentrism. Directors who are sent overseas often fitting people who are besides dressed in suits and talk their linguistic communication – this prompts them to ignore all other cultural differences and do them experience that all others are â€Å" merely like us † . In today ‘s concern Earth, most people are disposed to dress likewise – in suits or other expressions and speak in English, but this does non bespeak that all people have the same civilization – but people frequently merely see the surface and believe that the other individual portions the same cultural values. Directors from US/UK frequently tend to expose a strong parochial attitude – chiefly because the people with whom they relate on regular footing can talk English and are dressed likewise in suits or western frocks..

First 15 minutes of Gladiator Essay Example

First 15 minutes of Gladiator Essay Example First 15 minutes of Gladiator Paper First 15 minutes of Gladiator Paper Themes The theme of the movie is introduced right from the beginning when the universal studio logo appears. It is turned into a sepia colour with the music very sad, to separate this movie from any comedy, horror and etc movie. Within the text at the beginning of the movie we as the audience understand that this is a historical movie based on true facts due to the fact that it says true facts about the Roman Empire in the 181AD. The music plays a big role in explaining to us the theme; it is a very sad music, showing sorrow within the film, this gives an idea of a tragic movie to the audience. : Language The language is expressed in English in both text and in oral in the first fifteen minutes of the movie. At the beginning the title is shown in large old Roman fonts followed by texts explaining the current situation on the roman empire (this is also in Roman font but much smaller) in 181AD to put the audience in the right state of mind on what the movie is going to be about and the genre of the movie. Within the text it explains many different aspects of the Roman Empire, mainly superiority a of the Romans but yet on the other hand it says a quarter of the worlds population lived and died under the roman rule therefore this brings the thought of death and cruelty to the audience. At the end of the text the audience is aware that something is going to happen to the Roman Empire because it mentions at the end that the Empire was at its rise. Then at the beginning of the first scene there is only one word which is written in text which is Germania to let the audience know where this scene is situated, on the other hand they could have just wrote Germany whereas Germania is a very roman word therefore it adds to the roman feeling and taste in the movie. Music The music is created by Hans Zimmer, it is very downhearted and melancholy all throughout the movie, it has a touch of Arabic tune in it, to add to the sad tune. It is more like dream music with winds at the background, but on the other hand for the war we have the very martial trumpet and drum song showing strength and power in the army. In this scene the music is a reflection o0n the actions in the movie, for example at the beginning the strings only start to play when the name gladiator appears, and another example is that the trumpets and rums get lauder as the camera goes further away from the scene. Target Audience This scene is based on a fighting scene but on the other hand it ahs an emotional touch to it through the music, therefore boys like wars and girls like emotional movies. On the other hand we have strong men fighting which is also in the interest of girls but we have to keep in mind that the language and the scene used is very much complex for a person under the age of 11/12 because not enough background information is there in the childs brain about the Roman Empire. So we get to the point that this movie is set for everybody above the age of about 13/14, it is an interest of everyone, and on the other hand tragic movies are in the interest of everyone as well specially for the old, due to the fact that many famous play writers such as Shakespeare wrote tragic plays. Camera The camera plays a very important role, because it is the eyes of the audience, in has many close ups and long shots in this scene. At the beginning it makes the audiences concentrate on maximums hand which the director wants to show to the audience that the person with that hand is devoted to his family but the fact that the camera is having a close up on the wedding ring, the camera also shows a wide view of the war which the director here wants to show the audience how organized and strong the Romans were, therefore the camera is probably paling one of the biggest roles in the movie due to the fact that the camera is the audiences eyes. Character The main character used in this story is shown in the first scene as a strong and loved general. And yet the audience know that this man is A GENERAL WHO BECOMES A SLAVE, THE SLAVE WHO BECOMES A GLADIATOR, THE GLADIATOR WHO DEFIED AN EMPIRE because it has been told before the movie starts. Therefore we know that this movie is a stereotype character movie because one mans takes revenge and suffers and struggles a lot in the movie, but yet he becomes a very strong influence in the Roman Empire. The characters are shown very distinctively, for example a bad character such as Comadus is shown pale with evil face, Marcus Aeurileus is shown as an old wise man with white beard. Sound Effect In this scene most things are shown in sound effects, such as the sound of the children playing, to show his devotion to the family, the sound of hissing of the winds hitting our ears showing the coldness and winter, the sound of the horses and the catapults being bulled gives the audience the feeling of an ancient war. Symbolism In this movie symbols were very much involved. Symbols such as robins to show winter, bad people wear black dirty and good people wear bright and clean , a ring is shown to show devotion to family, flowers are always shown to show emotions, in the wars the catapults were shown to show the technology of the roman empire and Comadus is shown with a baby face which symbolizes a child, not an emperor. Many different symbols have been used in this movie to give hints or ideas to the audience on what happens in the movie or what is happening in the movie.

Therizinosaurs - The Weirdest Dinosaurs

Therizinosaurs - The Weirdest Dinosaurs Therizinosaurs reaping lizardswere some of the strangest dinosaurs ever to roam the earth during the Cretaceous period. Technically part of the theropod familythe bipedal, carnivorous dinosaurs also represented by raptors, tyrannosaurs and dino-birdstherizinosaurs were endowed by evolution with an unusually goofy appearance, including feathers, pot bellies, gangly limbs, and extremely long, scythe-like claws on their long front hands. Even more bizarrely, theres ample evidence that these dinosaurs pursued a herbivorous (or at least omnivorous) diet, a sharp contrast to their strictly meat-eating theropod cousins. (See a gallery of therizinosaur pictures and profiles.) Adding to their mystery, only a few genera of therizinosaurs have been identified, most of them hailing from eastern and central Asia (Nothronychus was the first therizinosaur to be discovered on the North American continent, followed soon after by Falcarius). The most famous genusand the one that gave this family of dinosaurs its nameis Therizinosaurus, which was discovered in Mongolia a few years after World War II. In the absence of other remains, which were only discovered years later, the joint Soviet/Mongolian excavation team that unearthed the partial fossil of this dinosaur barely knew what to make of its three-foot-long claws, wondering if theyd stumbled on some kind of ancient killer turtle! (Some earlier texts reference therizinosaurs as segnosaurs, after the equally mysterious genus Segnosaurus, but this is no longer the case.) Therizinosaur Evolution Part of what makes therizinosaurs so baffling to scientists is that they cant comfortably be assigned to any existing dinosaur family, although theropods are certainly the closest fit. To judge by some clear anatomical similarities, it was once thought that these dinosaurs were closely related to prosauropods, the sometimes bipedal, sometimes quadrupedal herbivores that were distantly ancestral to the sauropods of the late Jurassic period. That all changed with the discovery of the middle Cretaceous Alxasaurus, a primitive therizinosaur equipped with some distinctly theropod-like characteristics, which helped put the evolutionary relationships of the entire breed in sharper focus. The consensus now is that therizinosaurs evolved in their unusual direction from an earlier, more primitive branch of the theropod family. From a biologists perspective, the oddest thing about therizinosaurs wasnt their appearance, but their diet. Theres a convincing case to be made that these dinosaurs a) used their long front claws to slice and dice copious amounts of vegetation (since these appendanges were too ungainly to slash fellow dinosaurs), and b) harbored an extensive network of intestines in their prominent pot bellies, an adaptation that would only have been needed in order to digest tough plant matter. The inescapable conclusion is that therizinosaurs (distant relatives of the prototypically carnivorous Tyrannosaurus Rex) were largely herbivorous, in much the same way that prosauropods (distant relatives of the protopically plant-eating Brachiosaurus) probably supplemented their diets with meat. A stunning recent discovery in Mongolia, in 2011, has shed some much-needed light on the social behavior of therizinosaurs. An expedition to the Gobi Desert identified the remains of no less than 75 therizinosaur eggs (genus undetermined), in 17 separate clutches of a few eggs apiece, some of which had apparently hatched before being fossilized. What this means is that the therizinosaurs of central Asia were social, herding animals, and may have provided their hatchlings with at least a couple of years of parental care before abandoning them in the wild.

Globalization and HRM Strategies Assignment Example | Topics and Well Written Essays - 1000 words

Globalization and HRM Strategies - Assignment Example It is a family-owned business, and the Walton family controls the corporation, having a stake of 48% in it. In 1972, Wal-Mart was incepted by Sam Walton; however, the incorporation was done on October 31, 1969. The public trading of its stocks was initiated in 1972 on the NYSE (New York Stock Exchange). Its headquarters is positioned in Bentonville, Arkansas. Within the US, it is the leading grocery retailer as more than 50% of its revenues are earned from this division. Sam’s Club retail warehouses are also owned and operated in North America under the ownership and control of Wal-Mart. Wal-Mart operates approximately 4,300 stores within the U. S. and around 8,500 in rest of the world, particularly 15 countries with 55 different trade names. Within the US, it operates with the trade name â€Å"Wal-Mart†, including Puerto Rico and 50 states while in the UK, it operates with the trade name of Asda; in Mexico, it is Walmex; in Japan, it is named as Seiyu and as Best Price in India. It has entirely owned operations in Canada, Argentina, and Brazil. Wal-Mart’s investments apart from North America have shown varied results as it operated successfully in the South America, China and the UK, whereas in South Korea and Germany, its venture wasn’t successful. Operating divisions Wal-mart has organized its operations into three distinct divisions, namely, Wal-mart International, Wal-Mart U.S. and Sam’s Club. ... o international territories by an assurance that it might accomplish competitive advantage overseas by the application of its amalgamation of human resources, technology and logistics with its fantastic relationship with multinational suppliers of consumer goods. However, few sources show that one of the main problems experienced by Wal-Mart is with its HRM, as sex intolerance is the most debating topic in the U. S. as well as in its international ground (Rock, 2001). Impact of Cultures on Wal-Mart’s HRM The leading barrier faced by Wal-Mart is while trying to expand in global market is the resistance at the local level. It is infrequently acknowledged by community groups when it opposes campaign to manufacture new stores. The main causes are not only the protections imposed for local business but also the cultural differences as Wal-Mart moves its own culture wherever it enters. Thus, the Wal-Mart HRM requires to be trained to aspire that culture. An example can be seen as th e difficulty observed by the introduction of Sam’s Club in Brazil. So in order to fit into that culture, Wal Mart had to alter its strategies. One concern also faced by Wal-Mart’s HR is that it operates in varied locations with managers unable to speak the local language and the quality of employment is also varied in its diverse markets. Sexual discrimination is also a leading controversial topic for Wal-Mart. It is observed that the proportion of women employees in Wal-Mart has been declined from 76% to 64% since 1996 (Rock, 2001). Impact of labor markets on Wal-Mart’s HRM 150 to 350 people are employed by a characteristic Wal-Mart store while 500 employed by a supercenter. Most of the work offered is part-time. The best proof on overall alteration in local employment consequential from

Theory and Practice of Health Surveillance in the Workplace Coursework

Theory and Practice of Health Surveillance in the Workplace - Coursework Example of Theory and Practice of Health Surveillance in the Workplace Introduction The delight of many people in finding employment is to work and operate in a safe workplace environment that also gives assurance of good health. However, evidence from modern workplace environments will confirm that there exist numerous health and safety issues at workplace (Lewis and Thornbory, 2010). The presence of these varied health and safety issues cannot guarantee workers and all other persons involved meaningful occupation environment hence it is always important to ensure the identified issues are dealt with. In an attempt to ensure there is promotion of adequate health and safety of individuals in the workplace, risk assessment has become one way of identifying the pertinent problems and issues compounding the workplace (Lewis and Thornbory 2010). The essence of risk assessment is to identify the risks present and subsequently create a safe system in the workplace. What should be known is that, in most cases health, safety risks present in the working environment are not seen or felt, and therefore, demonstrable signs may be absent. As a result, the effects may remain hidden only to surface after a particular period. The evolution of health surveillance in the workplace has been gradual but impacting and it is from this interest that effort will be made to conduct evidence-based analysis of health surveillance practice in the workplace. The focus of the paper will center on; discussion and exploration of nature and purpose of workforce surveillance, legal requirements for conducting health surveillance, types of health surveillance and also evidence-based analysis of health surveillance to particular occupational exposure. Throughout this, the role of occupational health in responding to abnormal findings will be evaluated and how well they can be communicated to employees and managers, and discussion on the quality assurance systems and processes used for surveillance will be assessed. Health Surveillance in the Workplace Profound changes are taking place at the workplace in many countries and industries and the nature of changes can be evidenced in the increasing change in work, work environments, and employment patterns (Lilley and Feyer, 2010). All these aspects are seen to be shaped and influenced by the increasing political, economic, technological, and social change that characterizes the modern societies (Lilley and Feyer 2010). Emergence of these new profiles of hazards is negatively impacting the health and safety of workers, a concern that calls for appropriate actions of mitigation. The overall measure has been a call, sometimes a legal call for employers to initiate programs and measures that should promote the health and safety of its employees. Both international and national bodies have been formulated as guidance frameworks that propagate for enhancement of a health and safer working environment for workers. International Labor Organiz ation (ILO) has in place, Occupational Safety and Health Convection number 155 and the Occupational Health Service Convection number 161, in which employers in both convections are required to ensure health and safety needs of workers are promoted (Stellman and International Labour Office 1998). In this way, employers through appropriate programs are supposed to promote the health