The Power of Heart of Darkness and A Passage to India Essays -- Compar

The Power of Heart of Darkness and A Passage to India      Ã‚  Ã‚   John A. McClure writes in Kipling and Conrad that "as the twentieth century opened, the artists and intellectuals of the age increasingly came to believe that imperial rule, if inevitable in the short run, was an inglorious enterprise that deformed both those who ruled and those who submitted" (153). Joseph Conrad and E. M. Forster were among these artists and each expressed their misgivings about the "inglorious enterprise" and its "deforming" effects in Heart of Darkness and A Passage to India respectively. I will attempt to analyze some of these effects among a range of British characters in both novels in terms of the connections between ideologically motivated cultural assumptions, personal attitudes and behavior, and psychological crisis.    Vladimir Lenin describes imperialism in his work Imperialism: The Highest Stage of Capitalism as the "product of highly developed industrial capitalism. It consists in the striving of every industrial capitalist nation to bring under its control or to annex larger and larger areas of...territory, irrespective of what nations inhabit those regions" (155). When the industrial nation allows its citizens to settle in the conquered territory the area is then a colony and the settlers are colonizers whereas the people native to the area are the colonized. The fundamental motive of imperialism and colonialism is economic: profits are large because investment in the conquered area is nil and native labor is cheap, and this situation is maintained by depriving the colonized peoples of political and economic rights. However, as James Kavanagh points out in his essay "Ideology," such a "social situation e... ...ish Empire, everone is affected, everyone is guilty and no one can afford the luxury of an unexamined life.       Bibliography Conrad, Joseph. Heart of Darkness. New York: Signet Classic, 1983. Forster, E. M. A Passage to India. New York: Harcourt, Brace, & World, Inc., 1952. Kavanagh, James T. "Ideology." Critical Terms for Literary Study. Eds. Frank Lentricchia and Thomas McLaughlin. Chicago: University of Chicago Press, 1990. Kiernan, V. G. The Lords of Human Kind. Boston: Little, Brown and Company, 1969. McClure, John A. Kipling and Conrad. Cambridge, MA: Harvard Meltzer, Francoise. "Unconscious." Critical Terms for Literary Study. Eds. Frank Lentricchia and Thomas McLaughlin. Chicago: University of Chicago Press, 1990. Memmi, Albert. The Colonizer and the Colonized. New York: The Orion Press, Inc., 1965.   

Memorandum Mandatory Use of Turkish Language Essay

This Memorandum aims to provide brief information on (i) provisions and restrictions imposed by the Law on Mandatory Use of Turkish Language by Economic Enterprises numbered 805 and dated 10 April 1926 (the â€Å"Law No. 805†) on Turkish and foreign enterprises; (ii) consequences of non-compliance with the Law No. 805; and (iii) application of the good faith principle in the light of the precedents of the Turkish Supreme Court of Appeals (the â€Å"Court of Appeals†). A. SCOPE OF THE LAW NO. 805 The Law No. 805 is applicable to all Turkish and foreign enterprises with respect to transactions listed in Articles 1 and 2 of the Law No. 805; however, application of the Law No. 805 differs depending on the nationality of the enterprise. 1. TurkÄ ±sh EnterprÄ ±ses In accordance with Article 1 of the Law No. 805, â€Å"Any type of companies and enterprises which have Turkish nationality shall use Turkish language in all kinds of transactions, agreements, correspondences, accounts and books within Turkey†. According to Article 1 of the Law No.805, each company and enterprise a the Turkish nationality is obliged to keep any kind of transaction, records and books and execute all agreements and make all communications with each other in Turkish language within the territory of Turkey. Accordingly, the only exclusion for the obligation of the use of Turkish language in transactions and communications of Turkish companies and enterprises is the case where such transactions and communications are executed/performed outside the territory of Turkey. In that respect, it is clear that an agreement to be executed between two or more Turkish companies should be prepared and signed in Turkish language, or if it is preferred to be executed in a foreign language, to be accompanied with a Turkish version which shall prevail in the event of discrepancy. There are several court decisions in this respect. In one of its judgments, the Court of Appeals has upheld that the parties, in the text of the agreement may refer to non-Turkish (international) terms and/ or clauses, only if (i) these terms cannot be replaced by a counterpart in Turkish; and (ii) the parties are obliged to include such terms in the agreement. However, it has also underlined by the Court of Appeals that this rule is valid only for terms and expressions either with no counterpart in Turkish or which cannot be written in Turkish. Similarly, in a later decision, the Court of Appeals has ruled that if the parties are both Turkish then all agreements must be executed in Turkish; although international terms and expressions may be incorporated into a Turkish agreement as a special condition. In this decision, the Court of Appeals has not accepted the usage of a maturity clause which was drafted in English language in an agreement executed in Turkish language since such maturity clause could easily be drafted in Turkish language as well. 2. ForeÄ ±gn enterprÄ ±ses In accordance with Article 2 of the Law No. 805, â€Å"This obligation applies to foreign companies and enterprises only in their communications, transactions and relations with the Turkish institutions and persons and for the documents, books and records which must be submitted to governmental offices and government officers.† Pursuant to Turkish legislation, a foreign enterprise is a duly incorporated legal entity that has its registered office outside of Turkey. For foreign enterprises, as stated above, the requirement of Turkish language usage is limited only to (i) transactions, correspondences and communications with persons and legal entities subject to Turkish laws; and (ii) documents, books and records which will be presented to Turkish authorities. In contrast with Article 1 of Law No. 805, Article 2 of the Law No. 805 has a narrower a scope of obligation to use Turkish language. The wording â€Å"agreement† is willingly not stated in Article 2 on purpose. In other words, the Law No. 805 does not specifically refer to â€Å"agreements† under the provision concerning foreign entities. This omission indicates that the Law No. 805 allows the execution of an agreement between a foreign entity and a Turkish entity in a foreign language. There are several court decisions with respect to Article 2 of the Law No. 805. In a decision by the 11th Circuit of the Court of Appeals, the Court of Appeals has upheld that all accounts and books have to be in Turkish language, when submitted to the relevant Turkish authorities. Otherwise, they do not have any validity before Turkish courts. The Court of Appeals has come to a similar conclusion summarizing that Turkish enterprises may enter into agreements with foreign enterprises in any language since Article 2 of the Law No. 805 specifically lists instances where foreign enterprises are prohibited from using a foreign language and this list does not include agreements. Accordingly, the Court of Appeals has concluded that agreements may be executed in any foreign language, where one of the parties is a foreign enterprise and the other is Turkish. According to this decision, an agreement executed in a foreign language between a foreign company and a Turkish company is valid and binding on the parties pursuant to and under Turkish laws. However, under Article 4 of the Law No.805, the parties are compelled to use Turkish language in all correspondences with respect to the agreement, although the agreement is allowed to be drafted in a foreign language. B. CONSEQUENCES OF NON-COMPLIANCE WITH THE LAW NO. 805 Pursuant to Article 7 of the Law No. 805, any party violating the related provisions is imposed to a judicial fine of at least 100 days. The Turkish Penal Code numbered 5237 has regulated the judicial fine provisions and accordingly the judicial fine for one day shall be determined between TL 20 – TL 100 depending on (i) severity of violation; (ii) specific and economic conditions of persons; and (iii) discretion of judges. C. GOOD FAITH PRINCIPLE Pursuant to Article 2 of the Turkish Civil Code, raising a good faith claim is possible regarding the conflicts in an agreement. While deciding on the validity of the good faith claims, the determination shall be made on a case-to-case basis. In terms of disputes regarding non-compliance with the Law No. 805, there is not a definite provision for the application of the good faith principle and we have not come across any judgment of the Court of Appeals regarding the good faith claims has raised with respect to the application of the Law No. 805. However, with respect to the general provisions regarding the good faith claims, by analogy, the following solution may apply to conflicts on the mandatory use of Turkish language in agreements. In the event that the parties have carried out their performances to the fullest extent, considering that the agreement is valid, the agreement, itself, should be considered valid, as well. The Court of Appeals, in one of its judgments, has stated that if parties have carried out their obligations under a contract for a long time, it would be a violation of the good faith principles to claim that the related contract is invalid. Similarly, the Assembly of Civil Chambers of the Court of Appeals has ruled in a former decision that the right to raise a good faith claim is restricted when the party raising the claim is acting against the good faith principle. Although the aforementioned judgment does not directly refer to a dispute under the Law No. 805, the following conclusion could be drawn: when one or both of the parties is awaring (or shall be aware) of the mandatory use of Turkish language requirement and the aware party (or parties) disregards this rule on purpose, they should not be able to rely on a good faith claim regarding the language of the agreement.

Problem Solving and Decision Making Essay

Background I work for a company called npower and we are an energy supplier in the UK. Specifically, I work within the Blended Services department and we deal with various types of inbound contact from our customers such as email, letters and telephone calls. I manage a team of 15 people advisors and their role is to effectively deal with customer enquiries that come in via the different methods of contact. Due to the large volumes of correspondence that we have come in, it’s not always practical to respond to customers via a written response and we therefore ask the advisors to call as many customers as possible and resolve their enquiries by phone, this allows the advisors not only deal with the customer’s original enquiry but to also answer any subsequent questions that may arise when they are presented with the answer we give them. Description of the problem When advisors call a customer there are regulations around data protection and also keeping customer contact details up to date that we must adhere to, we refer to these regulations as compliance. This is a very black and white subject, we must be compliant in all we do 100% of the time. The problem that has come to light that in our department, is that our advisors are not 100% compliant 100% of the time. They will fully cover data protection and request up to date contact information on some calls but not others. This presents a problem for the department and me as a manager as well as the advisors in question as these inconsistencies can lead to varying degrees of disciplinary action for the advisors and the company. The impact of this for the advisors is that it can lead to disciplinary action such as informal warnings, up to more formal action such as written warnings and even loss of their job. In extreme cases offending advisors can even face personal fines. As a manager, I then have to consider the potential knock on effects of such action which can include loss of advisor confidence, a reduction in staff morale, and opportunity for progression may be reduced or taken away and all of these in turn may affect an advisors attendance. For me as a manager the concerns are that these actions could affect my time as I am required to carry out investigations in to each case of non-compliance. This is turn could leave other members of my team to feel neglected as my time becomes consumed with investigations and carrying out disciplinary action. Potentially, this could lead to a general loss of morale within my team as a whole and go on to impact their performance. This issue also affects our customers as if we are seen to be breaking such important regulations as data protection, and then this could cause an increase in complaints, damage our customer’s confidence in us as a company, lead to a decrease in customer loyalty and ultimately the loss of their business. From a company point of view the impacts are possibly the greatest. Just a few potential knock on effects from non-compliance are loss of customers, brand damage, legal consequences including large fines and potentially losing out license to trade. Disciplinary action can lead to loss of staff and this brings further impacts such as the time and cost of recruiting and training new staff and all of these could eventually impact our ability to provide a desired service to our customers. Analysis of the problem In trying to identify options to solve the problem of advisors inconsistently adhering to compliance regulations, I first looked at gathering as much information as I could in to how much it was affecting my department and if there were any contributing factors to the problem. I liaised with our quality analysts. The QA team had recently marked a sample of the calls we make within the department and informed me that in the month of September they sampled four calls from each team within the department. This was made up of one inbound call (calls where the customer calls npower) and one outbound call (calls where we call the customer) for two advisors on each team. There are 18 teams so this is 36 advisors that were sampled and scored. The results showed that of the advisors monitored only 69% were fully compliant. This is cause for concern then as the target is 100%. Following on from this, I needed to do further investigation. My time, however, is very valuable and for me to take on such an investigation alone is not feasible. I discussed the problem with my manager and we came up with an idea to help us follow up the results from the QA Teams quality checks. Within our own operations group (5 Teams) we asked each manager to mark two calls for each of their advisor focussing solely on whether or not the advisors were following compliance regulations that we must adhere to. In the first week of October, each manager carried out the quality checks for their teams. The results showed that we were 50% compliant as an operations group. Following these results each manager went out to the advisors that were not following the compliance regulations and gave them a training session as well as an informal warning that this kind of action was not acceptable and that compliance must be adhered to at all times. The managers including myself then left the advisors for a couple of weeks and then went back and completed the same quality checks once more. The second time around we noticed an improvement as we scored 70%. However, we were and still are a long way short of our ultimate goal. Following on from this, I devised what I saw to be a simple yet effective questionnaire that would be completed by a sample group of advisors. The purpose of the questionnaire was to establish possible reasons why the advisors failed to be consistent in regards to meeting compliance when speaking to customers on the telephone. I looked to address such matters as how confident they were that they were personally 100% complaint 100% of the time, were they aware of the tools that npower provide to assist them in being complaint, what barriers they have encountered that make it difficult to be compliant and what do they feel would ensure that they were 100% compliant 100% of the time going forward. The results of the questionnaire showed that the advisors knew what was required of them to be compliant and that they recognised the implications of not being compliant. It also showed that all of the advisors were aware of the various support tools that npower provides them to help with compliance though not all of them used them. This suggests then that the problem of being inconsistent in regards to compliance may be down to advisor attitude or focus but at this point I wanted to avoid making assumptions. With all of this information, I used a simple fishbone to drill down for possible reasons for these inconsistencies. I looked at the following headings and then added the possible reasons: Confidence (lack of) * Inconsistent message * Unclear on what’s expected * Cannot deal with conflict (from customers) * DPA doesn’t feel natural (in call structure) * Situations outside of the norm (3rd party calling on behalf of the customer) Knowledge (lack of) * No or little training (new to business) * Lack of communication (not advised of possible changes) * Inconsistent message (unsure what is correct) Skill * Unsure how to resolve conflict * Not certain how to incorporate data protection in to their call structure * Not able to control a call (allows a customer to drive a conversation, potentially skipping past vital areas for not wanting to interrupt) Attitude/Behaviour * Doesn’t understand potential consequences * Doesn’t like change * Refuses to comply After considering all of the above the potential solutions to my problem could be creating a guide that points out to advisors what they must do to be fully compliant but that isn’t rigid in its delivery so that the advisors can make it their own. Ensuring that the guide and its use is trained out in a clear manner that makes sure there are no questions unanswered. Providing the advisors with additional training to enable them to capably and confidently deal with situations of conflict i.e. if a customer refuses to go through data protection. Finally, making sure that the consequences of non-compliance for both advisors and the company are clearly communicated. Resolution of the problem I went to manager with my findings and stated what I wanted to achieve. I needed the goal to realistic and to be measurable. Remembering that QA Team reported the department to be 69% compliant for the month of September my goal statement was this: * To decrease the compliance fail rate in our department by 15% during the month of November based upon 36 evaluations. In making this statement, I ensured that if would be a fair reflection since it would match the original investigation completed by the QA Team. It’s SMART, because I have a specific goal that can be measured against previous findings. It’s both achievable and realistic as all managers will make numerous quality checks throughout the month and I’m trying to achieve the ultimate goal of 100% compliance but instead make a small but reasonable step towards it and finally, it’s time bound as all steps will be put in place and measured throughout November. Once the goal had been set, my manager and I held a brain storming session to look at possible options to resolve the problem. Further to those I mentioned earlier, we came up with these additional ideas: * Speech Analytics * Scripts for data protection * A specific inbound call team * A specific outbound call team * Feedback, coaching and evaluations * An inbound and outbound call decision making tree * Brief to include what’s expected and what the consequences are for non-compliance * Compliance champs * Compliance tick sheet After we had come up with these various options I went away and decided which would be the best course of action. To help me decide I used a simple Pro’s and Con’s method. I put each of the above options in to a table and then listed what the advantages and disadvantages were. Below, I have just briefly outlined some of the key points for each one. Speech analytics Pros * It saves time (it’s all automated, listening to and identifying key words and phrases in conversations) so managers don’t have to do manual checks. * A large sample is gathered (it pulls data from all recorded calls) therefore the reflection is very accurate. * Reports can easily be pulled, since all data is compiled and exported in excel spread sheet format. Cons * It’s not an immediate solution. Speech analytics for npower is in early testing stages and it’s unlikely to be available for at least another year. * Cost – It’s very expensive to implement and so even to run in a small test environment is currently unlikely. Scripts for data protection Pros * It would clearly set out what needs to be said (no grey area) * Advisors would have something to reference at all times * Can easily be updated when changes occur * Managers could easily cover this in a coaching session Cons * Advisors may not feel it comes across as natural * Advisors may forget to keep it on their desk each day * It would need to be updated with each new change (potentially old ones could be in circulation) * Repeat contact customers would have to go through the exact same process each time and may feel it comes across as robotic Specific inbound/outbound call teams Pros * Advisors would deal with only one call type (one set of compliance regulations, more specialised, less chance of failure) * Becoming specialised may increase confidence Cons * It may not be feasible to have a enough specialised teams to deal with the workload * We would lose multi-skilled advisors, impacting our ability to deal with other work volumes * Specialised teams leave us vulnerable to outside influences such as absence. Compliance Champs Pros * Position of responsibility for trusted advisors * Someone on hand to reference in uncertain situations Cons * Those not chosen may feel disappointed * The cost of taking advisors away from completing work may not be feasible in such a busy time * Having to wait for a ‘Champ’ may impact customer wait times and thus service * Takes ownership and responsibility away from the advisors Compliance Checklist Pros * Advisors already use something similar, so it would be familiar * Advisors could clearly track what they have and haven’t asked * Peace of mind as it states clearly what they must ask * Natural, as it states what they must ask but doesn’t tell them how to do it * Cheap and easy to implement * Easy to amend when changes occur * Advisors can easily keep it with them either paper based or electronically * Puts the responsibility on the advisor * Best use can be coached around Cons * Must be altered with each change (old ones could be left in circulation) * Puts the responsibility on the advisors (must be trusted to use it) After evaluating the options and the pros and cons to each. I decided to go with a compliance checklist. Once I had decided on what I believed to be the best solution I asked myself two important questions, in various decision making models these are also known as Acid Tests 1&2. Acid Test 1 – If I implement all of my plans for action will my problems be overcome? In considering the answer I thought back to areas that I had identified earlier that linked into the problem of inconsistent compliance. To recap these were things such as: * Advisors were unsure what they should be asking. * They lacked confidence that they were saying all the right things. * They could often miss important information if interrupted by a customer before the compliance checks were complete. * The solution needed to be simple and easy to implement, so that it was clear and simple to train out. The majority of my advisors already use a checklist of sorts to capture the work they complete and how they contacted the customer, by adding compliance prompts to this it creates a visual aid for the advisors reminding them of what they need to ask and it remains in a setting that they find familiar. Also, because the advisors are able to tick off the various requirements as they go along it makes it very clear what must be asked and it’s less likely that they’ll miss things out if they are interrupted as they can simply go back along the list and pick up where they left off. It’s also likely to come across as more natural when the advisors are talking to them customers as well as again it only prompts them with what they need to ask rather than telling them how to say it. Finally, it’s relatively cheap to implement, it isn’t very time consuming to put in place and it’s something that can be done immediately. A copy of the checklist is attached (Appendix A) Acid test 2 – If I get rid of all my problems will I achieve my objectives? Again, the answer should be yes. My solution will give advisors something black and white, that’s clear and easy to understand and familiar to them in their day to day role. This should in turn give them the added confidence when talking to customer’s on the phone. There is, however, a human element. This is that the solution once trained out and implemented, relies upon the advisor taking some ownership and making sure that use it every day even if they feel confident that they are fully compliant. Because this is a personal choice there is no plan that I can implement that will solve this. However, as a company we do have measures already in place to manage this. If an advisor is proven to have the skills and the knowledge to be fully compliant and yet for whatever reason chooses not to, then I or any other manager would need to ensure that this is managed in the proper fashion. Implementation and communication of the solution As previously stated the advisor already usage a data capture sheet in their day to day jobs. I have taken that and added some simple yet clear checklist boxes that prompt the advisors on what they need to be asking when speaking to customers on the telephone. I will start off with a trial in my operations group and then if the desired results are proven then I will discuss with my manager a plan to roll it out to the whole department. I’ll start by holding a small group meeting with my fellow team managers, briefly describing the problem that I’ve been looking in to. I’ll present my solution and tell them how I would like it to be used. The managers including me can then go out to our own teams and deliver the message in a brief team meeting. The compliance checklist will be distributed via email to the managers and advisors alike. This way the advisors can choose to print it off and fill it in manually or they can simply fill in in on their PC’S. This also means that they will always be able to access a copy even if they have to move desks as it will be saved to their email. Following this, I would plan to follow up with some side by side observations. This would be to ensure that the advisors are using the checklist as intended and it also gives me the chance to answer any questions that they may have as well as offer advice and praise where they are doing things well and hopefully begin to build that confidence in their ability back up. As far as monitoring and reviewing of the situation, this should be quite straight forward. I know what the problem is and I have identified a list of causes. I also know clearly what I expect to achieve from the solution. I perform at least one quality check on each of my advisors each week, so these will prove useful when monitoring progress in this area and the results should be clear to see. These quality checks are always given to the advisors as feedback and trends from multiple quality checks are used to build useful coaching sessions. The feedback that I receive from the advisors at this point should also allow me to monitor if they are using my solution as expected and how confident they feel with it. As a department, we also receive daily, weekly and monthly reports. These will enable me to view the progress of the other teams in my operations group to see if they are showing the results that are expected. I will raise the matter for discussion in the weekly operations group meeting and this will allow me to receive feedback from my fellow managers and get their thoughts on what is and potentially isn’t going well. Finally, the QA Team will perform another quality check across a random sample of the department. This will perhaps be the ultimate mark of whether or not my solution has been successful. If so, then there should be a significant increase in the percentage of advisors that pass compliance.

Resolving Conflict

As the team in the scenario is experiencing process conflict, there are two options for intervention that could alleviate the conflict. Team redesign is the first option, and conflict process coaching is the second. As the team is on a very strict deadline, which is rapidly approaching, conflict process coaching would be the most practical form of intervention. The conflict between the members of the team is caused primarily due to a lack of trust. Sheila and Jeremy do not trust Judy because they believe she lied to her and Judy does not trust them to do the job because of their lack of experience in the training programs.The lack of trust combined with a deadline that none of the team members believe they can meet has created a stressful environment. Conflict process coaching, as defined by Thompson (2011), â€Å"may include trust-building exercises† (p. 193). â€Å"It’s important to establish comfortable, group-sanctioned ways to express the inevitable anger, tension , and frustration that arise in a team endeavor and to positively redirect that energy to build trust and cohesion† (Ross, 2006). Building trust to ensure the cohesiveness of the team will redirect their energy and focus to meeting the deadline.In order for this team to be successful, they have to be cohesive and efficient. In order to accomplish this the team members must work cooperatively, trust each other and understand the common goal. The team members all have their areas of expertise that can contribute to team success, but if they do not trust each other, then the conflict will preclude the team from meeting their deadline. Through conflict process coaching, the team can quickly move past their conflict and become efficient and successful. Resolving Conflict As the team in the scenario is experiencing process conflict, there are two options for intervention that could alleviate the conflict. Team redesign is the first option, and conflict process coaching is the second. As the team is on a very strict deadline, which is rapidly approaching, conflict process coaching would be the most practical form of intervention. The conflict between the members of the team is caused primarily due to a lack of trust. Sheila and Jeremy do not trust Judy because they believe she lied to her and Judy does not trust them to do the job because of their lack of experience in the training programs.The lack of trust combined with a deadline that none of the team members believe they can meet has created a stressful environment. Conflict process coaching, as defined by Thompson (2011), â€Å"may include trust-building exercises† (p. 193). â€Å"It’s important to establish comfortable, group-sanctioned ways to express the inevitable anger, tension , and frustration that arise in a team endeavor and to positively redirect that energy to build trust and cohesion† (Ross, 2006). Building trust to ensure the cohesiveness of the team will redirect their energy and focus to meeting the deadline.In order for this team to be successful, they have to be cohesive and efficient. In order to accomplish this the team members must work cooperatively, trust each other and understand the common goal. The team members all have their areas of expertise that can contribute to team success, but if they do not trust each other, then the conflict will preclude the team from meeting their deadline. Through conflict process coaching, the team can quickly move past their conflict and become efficient and successful.

The Hybrid of 35mm Film and Digital Video Thesis

The Hybrid of 35mm Film and Digital Video - Thesis Example Over time, the video from film cameras evolved from black and white into colour and now looms around extinction in the face of digital video and digital cameras. Attempts are being made in order to revitalize the decaying film camera industry such as with the introduction of the LomoKino camera that supports film video creation using a crank. The current paper will attempt to look at an effort to create a TVR commercial to popularise such cameras using video footage obtained from film cameras as well as digital cameras. Introduction The twentieth century can be seen as a time of revolution for the human race. A number of significant developments took place following the Industrial Revolution that has redefined the manner in which human beings exist and look at things. Communication is one of the key aspects that have changed altogether from the pre Industrial Revolution period to today. The printing press was a key change that introduced more and more people to printed messages and a llowed greater communication between people. In a similar manner, the invention of photography took the world by surprise. First, photography allowed people to transmit simple black and white images to convey messages. In the next step, these images were combined together to produce moving images that stunned audiences across the world. ... On the other hand, photographed images did not require any prerequisites to understand them. Naturally, photography became more and more popular with time when compared to printed texts. This major change was catalysed by the creation of moving images in the form of the earliest films. Placing moving images together allowed for easier and simpler transmission of ideas. Images became an instrument for propaganda from the very start given their effectiveness at delivering their message. Audiences around the globe were mesmerised with moving images although sound had yet not been introduced. It comes as no surprise that by the start of the twentieth century, governments around the world were utilising cinemas and moving pictures for propaganda value. By this point in time, technological advances had allowed photographers to capture images in colour. The century old tradition of photography had developed a number of different industrial standards to allow for more standardised photograph y. One of these developments depended on the use of three different colour filters namely red, green and blue in order to capture and later reproduce images. Another major development dating from this period was the development of the 35mm film that became synonymous with photography around the world. The iconic 35mm film became the symbol of the photography world such that a photographer operating anywhere around the world had access to this film. Early on this size for photographic films was adopted by Thomas Edison in liaison with Blair Camera Company from New York (Dickson, 1933). Both companies agreed to slice photographic film to a standard size of 35mm or 1.375 inches for each frame. Moreover, each frame had

Interview Essay Example | Topics and Well Written Essays - 1000 words - 2

Interview - Essay Example The organization is committed to promote and reward safe behavior. In addition, the management of the organizations tries to educate all the employees in healthy and safety procedures. How do you manage health and safety of the employees within the workplace? Accidents and workplace hazards are always preventable. The organization works hard to improve the workplace safety performance to provide hazard free workplace environment to all the employees. The organization continuously gives priority to the good health and safety of the employees. Coca Cola Enterprise constantly monitors health and safety performance in order to ensure effective improvement. In addition, effective risk and hazard management process helps the organization to eliminate the possibilities and impact of several calamities and hazards. What are the initiatives that have been taken by the organization? The manufacturing and distribution sites of Coca Cola Enterprise avail several efficient representatives regardi ng the health and safety aspect of the employees. They management representative used to discuss about several aspects of occupational health and safety aspect in a committee or a meeting. It helps the representatives to organize and monitor effective OSHA programs. Each and every employee of the organization is treated in similar way. The organization has reduced lost time injury frequency significantly through these processes. How do you monitor workplace health and safety performance? It is true that health and safety performance is one of the major business indicators of Coca Cola Enterprise. The management of the organization generally reviews the performance of both corporate and site level. The safety manager of the organization provides the results to the senior management team on half-yearly basis. All of the manufacturing and distribution sites of Coca Cola Enterprise try to meet the safety and health management standards of both Coca Cola System and Coca Cola Enterprise. Moreover, these sites avail inclusive emergency response procedures. The organization already avails written codes of procedures, review processes and practice in order to ensure the compliance with the policies and regulatory requirement of the organization. In addition, all of the manufacturing and distribution sites of Coca Cola Enterprise have been certificated to the OHSAS 18001. What is the vision of Coca Cola Great Britain about health and safety in workplace? Coca Cola is one of the leading organizations in Britain. The organization always provides high priority to good health and safety of the employees. It is decided by the management that the organization will provide a 90 days of induction plan about health and safety policy to the new employees. Reflection and Learning It is clear from the above interview process that Coca Cola Enterprise in Great Britain gives superior priority to the health and safety aspects of the employees. Several leading organizations around the globe are trying to implement unique strategies to achieve potential competitive advantages. It is true that employees are the strongest assets of an organization. Therefore, majority of the leading global organizations try to retain their effective and potential employees. Potential and skilled employees are considered as the major business growth driver. However, Coca Cola Enterprise always tries to retain their effective employees by ensuring safe and healthy workplace environment. The federal government of US developed occupational health and

Globalization of Outsourcing Trends Essay Example | Topics and Well Written Essays - 750 words

Globalization of Outsourcing Trends - Essay Example But the shape of outsourcing is completely changing, now organizations no longer outsource tasks to organizations located within their nations and are only outsourcing their jobs to other nations to achieve the benefits of decline in cost of labor which eventually adds up to decrease in the cost of production. This paper will focus on the historical, current and future trends of outsourcing. History The activity of outsourcing started taking place during the 1980s. According to the assertions of United Nations, the activity of outsourcing started during the period of 1962, when huge companies that used to operate globally were involved in the act of outsourcing certain amount of their jobs, later the activity was given the name of outsourcing during the period of 1989 (UN 81). During the middle periods of the era of the 1990s, companies realized that outsourcing will assist them in attaining cost efficiency. Due to this realization, companies started outsourcing those jobs and tasks that were necessary to them but were not directly related to the essential parts of the business. They used to outsource tasks such as accounting jobs, data management jobs and jobs related to the security sector. Other entities started forming up that that used to provide services such as human resource management and organization maintenance. By the period of 2000, jobs started being shifted from within the boundaries of a nation to other nations and this act was named as offshoring. There is a slight difference in the operations of outsourcing and offshoring, in the case of outsourcing jobs are delegated to providers of different services, in the case of offshoring, entities are formed that are controlled by businesses located in other countries (Chadee 414). Current Trends The activity of outsourcing is conducted by several businesses that operate in the 21st century. Due to increase in the number of outsourced tasks, job creation of developing nations started increasing. After the world experienced the new millennium, managerial positions as well as engineering jobs even started being outsourced. This led to the creation of workforce that got involved in the task of producing reports on weekly basis and continued to increase the importance of outsourcing activities. Services such as customer assistance, support for technical and jobs that are desk based even started to be outsourced. Several organizations throughout the world outsource tasks to fulfill several purposes and attain several benefits and the main purpose was to eliminate or decrease various costs of running an organization (LOHR, 2013). Businesses that outsource even enjoy the benefit of focusing on its core activities and participate in more creative activities. Those entities that obtain outsourced jobs enjoy the benefits of experiencing skills and technology that did not exist in their own nation due to lack of capital and time issues. Outsourcing has proven to be assistive to both the dev eloped and the developing nations, but this activity even has another side of the coin which is negatively impacting nations and entities. Issues such as a nation and an entity’