Keine Lazarovitch Essay Example

Keine Lazarovitch Essay Irving Layton was expounded on his mom, Kline, in all likelihood as a tribute after she passed on In 1959. The surprising yet astounding thing about this sonnet Is during the initial four passages the state of mind is dull, practically underhanded like, and savage, as he discusses developing old and demise, For her mouth was not water however a revile, (section 2). We can see that the speaker, her child, is a fair and expressive man. The enthusiastic impacts of these four passages makes us question why Irving would try to compose a tribute for his mom on the off chance that he just states perusers things about her, it likewise causes the peruser to accept maybe his mom was a troubled hopeless lady who just reviled Gods animals. The last section of the sonnet leaves the peruser with a delightful feeling of harmony, where he essentially says that in spite of the fact that his mom expressed her real thoughts and was firm on her convictions, and however the things did may have now and then been a disturbance, she was his mom. The things she did made her the individual she was. Her attributes were the things that made her genuine. Despite the fact that commendations are typically spoken with a delicate tone, and discuss all the extraordinary things the individual did, actually o one is great, and the imperfections that individuals have make them what their identity is. The creators intention was to show his genuine affection for his mom. He adored her since she was, actually, so savage and blunt, which is the reason the idea of this sonnet is so significant. We will compose a custom paper test on Keine Lazarovitch explicitly for you for just $16.38 $13.9/page Request now We will compose a custom article test on Keine Lazarovitch explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom article test on Keine Lazarovitch explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer The symbolism is exceptionally ground-breaking as should be obvious the image of his perished moms head on the virus pad, her white watermarking hair in the cheeks hollows, (section 1). This quickly outlines his mom in the coffin at her burial service. Additionally, we can see the conspicuous look of the mother when he discusses her golden fathers that she wore upon her bosom so brilliantly. (section 4). These unmistakable visual attributes likewise show Layton recognition and consideration towards his mom. Despite the fact that this sonnet does exclude a uniform rhyme plot, we notice the final expression of each line (aside from the last line of each section) has a similar closure. For instance, in the primary section the principal line closes with the word pad, the subsequent line closes with the word hollows and the third line, the word how. Despite the fact that these words don't really rhyme, they make associations with one another through sound. Additionally, there are numerous scholarly gadgets in the sonnet that help underscore the symbolism and sound. For instance, in the main passage, the similar sounding word usage of white watermarking hair truly gets the perusers consideration and makes a more prominent visual picture. Another model would be In the third section when he says Till advocating Death inclined down and took them for his form. This line speaks to developing old and passing as an explanation behind the loss of her rich, dark eyebrows. However, demise can't truly lean down and take eyebrows, for that is just a human characteristic, along these lines making tons Ellen a Tort AT personalization.

Supernatural in Hamlet free essay sample

Supernaturalism is an indication of scholarly interest. Innovation has denied such interest with mechanical investigation. Be that as it may, while it tends to be maintained a strategic distance from phylogenetically, it can't be evaded ontogenetically. With current theater, this part of folklore and the treatment of the extraordinary components, bear an immediate tendency towards legislative issues. In any case, this inclination to maintain political thoughts isn't present day yet infiltrates profound into the antiquated world. Shakespeare’s catastrophes are lead plays of every single such constitution. His treatment of supernaturalism, regardless of whether in Julius Caesar or Hamlet, has both the political and individual components. â€Å"Far from being a medieval poet†, watches Wyndham Lewis in The Lion and the Fox,1 â€Å"the Shakespeare that ‘Troilus and Cressida’, ‘The Tempest’, or even ‘Cariolanus’ shows us is substantially more a bolshevik (utilizing this little word prevalently) than a figure of preservationist sentiment. † As a screenwriter, Shakespeare will undoubtedly give diversion to his crowd. In any case, in Hamlet, his scorn for simple amusement gets obvious in one of Hamlet’s renowned discoursed: HAMLET. Be not very manageable not one or the other, yet let your own caution be your guide. Suit the activity to the word, the word to the activity, with this uncommon recognition: that you o’erstep not the humility of nature. For anything so exaggerated is from the pur-posture of playing, whose end, both at the first and now, was and is to hold as ‘twere the mirror up to nature, to show temperance her own element, disdain her own picture, and the very age and body of the time his structure and weight. Presently this exaggerated, or come late off, however it make the unskilful chuckle, can't yet cause the wise to lament; rebuke of the which one should in your recompense o’erweigh an entire performance center of others (3. 2. 16-28). This, is the thing that absolutely, occurs in Hamlet: a play inside the play is arranged, a broad distraction, which would uncover the genuine idea of the ruler and would be a charge against the spoiled province of Denmark. This being set up, that a cover works through the subject of the play, where nothing is the thing that it gives off an impression of being, we would attempt to investigate the treatment and nature of the ‘supernatural’ components in the First Act of the assume and the job it plays. The extraordinary components in Hamlet have become a dangerous boomerang from the perspective of creations and filmmaking. The hazard is significantly more emotional than specialized. 2 The Ghost scene in the play is nearly at the slope of being ‘comic’. â€Å"Ghost music† ghostly, absurd sounds, joined by regular howls of people, creatures, of wind and tempest ? some of the time sounding so abruptly it shocks the watchers with caution, regularly proclaims the Ghost’s appearance. â€Å"Stertorous breathing† went to Skinner’s Ghost. A muted drum went with Wilson Barrett’s. Barrault’s outlined, slow-movement phantom, Goldsby watched, â€Å"was helped by a muted drum beat which filled the performance center with the throb of the human heart† and a â€Å"high recurrence supported pitch as can be heard on short-wave radio. † Olivier, in his film, likewise utilized the heartbeat, and his odd apparition music was â€Å"painstakingly exacerbated †¦ from superimposed accounts of fifty ladies yelling, fifty men moaning, and twelve musician scratching their bows over the strings on a solitary shrieking note. † Olivier needed a sound â€Å"like the top of damnation being opened. † Later theaters, playing Hamlet to crowds progressively doubtful of the extraordinary, have explored different avenues regarding strategies for improving both the riddle and the danger of the spooky figure. Most basically it has been rendered undetectable: is never found in any of its scenes by the theater crowd, however just by watchers who make its frightful picture with their words and faces. It is surely a troublesome ploy for an on-screen character to fill the role of something non-existent or powerful. We can't in any way, shape or form recognize what the primary creation of 1603 had, regardless of whether they utilized the limit of deus ex machina, yet the insignificant appearance of the apparition on the Elizabethan stage was a banquet for the crowd. In itself the Ghost is an impressive a foreboding figure ? the Elizabethans had never observed a performance center one like it. Conceivably Barnardo’s pointing finger selected the Ghost in the Globe, ready in a â€Å"above† as though suspended in air. In a Swedish arranging in 1942, an apparition appeared to glide over the dividers: â€Å"for the first run through on a Stockholm stage the specialists have prevailing with regards to making him a phantom. † (Dagens Nyheter) The idea of time, in the play, and its monstrosities adjusts itself through both the physical and the mental measurements. The stage is set for something vile and is pushed in corresponding to the quick pleasantry. Two intense veteran officers, and an astute, incredulous researcher, in the harsh chilly, vacantly horrified and hypnotized, in fact truly distill’d to jam by an appearance from the dead. In any case, the Ghost is a sign of the recommended extraordinary in the play. The entire arch of the play appears to be available to such visits from the super-earthly universes. In the event that the minor word ‘natural’ is taken in the feeling of ordinariness or the general code of conduct, it resists that definition. â€Å"The Ghost will†, watches Marvin Rosenberg in THE MASKS OF HAMLET , â€Å"have a name: fantasy. For whatever length of time that it is quiet, vague, signaling questionably, it remains obscurely and hazardously unbelievable. A picture of death in the midst of life. †3 But over and over, the political, and legendary nature of the Ghost and Hamlet’s assumed frenzy has been determined as far as degree and equalization of the alternate extremes. In any case, the feeling of political symbolism must not supersede the individual. Marcellus had let him know of the lord like apparition. The Ghost conveys an edgy individual need, as well, Hamlet being the outlet. It shows up as a sign of national as well as grandiose distress, where the entryways of the Earth and Hell are carried eye to eye yet puzzled in two by scholarly interests. The once-incredulous Horatio, frequented by this horrible entropy of room time, with unrestricted refinement, resorts to Plutarchian fantasy natural to Elizabethans. The once extraordinary Rome, was struck by strange signs, a little ere the mightiest Julius fell? The graves stood uninhabited, and the sheeted dead Did squeak a gibber in the Roman roads; As stars with trains of fire and dews of blood, Disasters in the sun; and the damp star ? (1. 1. 118-121) Horatio makes to the moon ? Upon whose impact Neptune’s realm stands, Was wiped out nearly to Judgment day with obscure (1. 1. 122-123). The word debilitated characterizes this vile development further into examination: a universe managed by a Rex Tyrannous ? what's more, this is the thing that occurs in Denmark ? What's more, even the like precurse of fear’d occasions, As harbingers going before still the destinies And preamble to the sign going ahead, Have paradise and earth together showed Unto our climatures and compatriots (1. 1. 124 - 128). Without a moment's delay, the play is in suspended activity ? two equal powers of cognizance: the Ghost on one side and Horatio with Marcellus and Barnardo on the other ? nearly rub their back in the quest for correspondence. Horatio asks it a few inquiries. Be that as it may, exactly right now of disclosure, with a fine exaggerated wind, the cockerel crows and the Ghost vanish. This withdrawal isn't bizarre, yet repeats the tale of the anointed one. The Sphinx’ enigma must be replied by Oedipus, Excalibur must be recovered by ruler Arthur (King Arthur and the Knights of The Round Table), and Horatio places it moving through his discourse that makes us look forward into Scene 2: Split we our watch up, and by my recommendation Let us grant what we have seen today around evening time Unto youthful Hamlet; for upon my life This soul moronic to us, will address him (1. 1. 173-176). Be that as it may, before we look further, we should think about the idea of this Ghost. It is, surely, not a Holy Ghost. It is considerably more close to home than fanciful. Apparitions, in the Elizabethan occasions, were not any more motiveless; they had a significant social task to carry out. It shows up with a reason. To the Elizabethans they were instruments of retribution or prescience. The otherworldly was just conjured at where characteristic cures demonstrated deficient. This insufficiency is the dirt of Hamlet. All through the play, in exchanges or in monologues, Hamlet harps upon similar strings of deficiency. The Ghost’s defensive layer is representative of the way that a unimportant appearance is ‘inadequate’. It requests a spot in Hamlet’s memory: Adieu, goodbye, farewell. Recollect me. (1. 5. 91). Is it not convincing enough? There is a moment question, regardless of whether its darker reason influences the internal identity of Hamlet, which would spring to look for equity with chivalrous gallantry. Inevitably, it doesn’t. Shakespeare is cognizant that it is no more the age of the knights. The Wittenberg researcher in Hamlet reasons activity. Gallantry, in this Elizabethan world, is supplanted by strategy. Our Ghost shows up, not with the fury of Caesar’s soul, yet with a sad face resonating the loss of significant worth from human life. Albeit medieval and sixteenth-century treatises on the extraordinary show a confidence in the capacity of the two holy messengers and evil presences to walk the earth and to collective with humans, heavenly visits are scarcely referenced and everything is the matter of devils. Vengeance me, it cries. It contends that Hamlet would demonstrate dull on the off chance that he would not mix in vindicating him. Denmark is mishandled in light of the fact that it has been deceived about â€Å"my death† (my italics). Whatever Hamlet’s convictions and conduct in regard to the Ghost as he closes his first gathering with, everything must be squared with the Prince’s feelings after the mousetrap scene: â�

Syphilis Essays (828 words) - Syphilis, , Term Papers

Syphilis Syphilis is an explicitly transmitted illness brought about by the winding microorganisms called Treponema pallidum. Syphilis comprises of three fundamental stages, essential stage, auxiliary stage, and idle stage. The dormant stage may prompt a last stage called the tertiary stage. There are numerous fixes to syphilis, and it is basically killed from the present society. There are a couple of approaches to get the ailment, which can all be forestalled. The essential phase of syphilis is described by a little injury, called a chancre, which takes after a pimple, rankle or open sore. This happens whenever between nine days and three months after contamination. Liquid from the chancre is very irresistible, yet typically easy. Typically it shows up on the private parts or close to where the microorganisms entered the body. It regularly stows away and numerous individuals never understand that it is there. On ladies, the sore can be discovered covered up in the vagina or the folds of the labia. On men, it for the most part stows away in the folds of the prepuce, under the scrotum, or close to the base of the penis. Men more frequently than ladies will likewise have swollen lymph hubs in the crotch. At this stage, the chancre is irresistible. It will mend with or without treatment, however the microbes will remain and start to spread if untreated. In the optional stage, happening around a month and a half later, a summed up rash shows up. It can keep going for quite a long time or months, maybe as long as a year. Effortless ulcers create in the mouth. A great many people find raised zones around the private parts or butt. The microbes can be handily spread through mucous fixes on the raised regions, which are called condylomalata. Influenza like indications begin to happen, and can travel every which way for a considerable length of time. These side effects may incorporate a rash (over whole body or just on palms of hands and bottoms of feet), a sore in the mouth, swollen and agonizing joints, hurting bones, and a mellow fever or cerebral pain. These indications for the most part vanish in 3 to 12 weeks. A few people even experience male pattern baldness during the auxiliary phase of syphilis. The illness at that point enters an idle stage where no outward signs or manifestations happen, notwithstanding, the microscopic organisms are dynamic inside your body, duplicating and assaulting inner organs. The inert stage can last from 20 to 30 years. At the point when second stage manifestations totally vanish, the sickness is not, at this point irresistible. Now, the standard of thirds comes into play. Among the all out number of inactive syphilis cases, 33% will leave all alone, 33% will balance out, and 33% of the cases will advance to the following and last stage. At the point when the last stage, tertiary syphilis, occurs, it could be deadly. It might deliver hard knobs, called gummas, in the tissues under the skin, the mucous films, and the inner organs. The bones are additionally influenced, just as the liver, kidney, and other instinctive organs. Contamination of the heart also, significant veins represents the greater part of the syphilis related passings. A unique sort of syphilis, which happens in about 15 percent of the tertiary cases, is called neurosyphilis. It causes need of solid coordination, loss of urinary control, and degeneration of the reflexes. It additionally may cause pregnancy issues, including unsuccessful labor, stillbirth, or to the introduction of a kid with intrinsic syphilis. Contaminated youngsters frequently have ordinary signs, for example, high temple, saddlenose, and peg-formed teeth. Syphilis can be determined and rewarded to have relative straightforwardness. Along these lines, the previous a quarter century or so have seen a stamped decrease in the quantity of tertiary stage instances of syphilis and of passings because of the sickness. Syphilis is for the most part rewarded by an infusion of penicillin, or by a fourteen day routine of antibiotic medication. Two follow-up blood tests fourteen days aside from the underlying test and fourteen days separated from one another are expected to guarantee the treatment was compelling. The initial three phases of syphilis are totally reparable, and even in the last stage syphilis can be halted. With the present clinical innovation to analyze and treat syphilis, there is no reason for anybody in the U.S. to endure the last phase of syphilis. Options in contrast to penicillin are vital on the grounds that numerous individuals are adversely affected by penicillin and in certain individuals it isn't viable in rewarding syphilis. Early identification of syphilis handicaps the sickness totally. In pregnant ladies, early recognition of the contamination can decrease the odds of the

12 Angry Men by Henry Fonda and Reginald Rose Essays

12 Angry Men by Henry Fonda and Reginald Rose Essays 12 Angry Men by Henry Fonda and Reginald Rose Essay 12 Angry Men by Henry Fonda and Reginald Rose Essay Article Topic: 12 Angry Men 12 Angry Men In 12 Angry Men by Henry Fonda and Reginald Rose a youngster accused of the homicide of his dad, is in the hands of twelve men all with totally differing sees. Subsequent to hearing, the case the members of the jury go into conversations. Eleven of the twelve men are persuaded that the kid killed his dad. Notwithstanding, Juror #8, Davis (Henry Fonda). Doesn’t essentially accept the kid is blameworthy, rather needs to investigate the proof and talk about the preliminary further. Davis, was the most significant hearer in Twelve Angry Men for various reasons. First is that when the various members of the jury casted a ballot blameworthy without considering their choices, Juror #8 proposed that they talk about it for a tad before making a hasty judgment. When inquired as to whether he suspected the kid was liable or not liable, he stated, â€Å"I don’t know. † This shows he hadn’t chose one way or the other. When inquired as to why he casted a ballot along these lines, he answered, â€Å"It’s difficult for me to lift my hand and send a kid off to kick the bucket without discussing it first. This shows he needed to talk things over with different attendants before he settles on a choice. In any event, when a portion of different attendants kicked frantic and off contending with him, he remained formed and attempted to work things out in a normal estate. Later on he stated, â€Å"I simply need to talk for some time. † This is progressively evidence that he needed to talk about the issue. Also Juror #8 re-e stablished scenes from the evening of the homicide so as to demonstrate his focuses. The third explanation is that he persuaded Juror #9 to change his vote to not blameworthy. This was an essential advance since it added question and uncertainty to different legal hearers and made it worthy to adjust their perspectives too. This was significant in such a case that nobody adjusted their perspective in the subsequent vote, Juror #8 said he would change his vote to not blameworthy. Be that as it may, Juror #9 changed his vote giving Juror #8 more opportunity to discuss the case. Member of the jury #9 stated, â€Å"He bet for help and I offered it to him. I need to hear more. † By persuading one individual to change their vote, it constrained everyone to tune in to more contentions, and perhaps change their deduction looking into the issue. The third explanation Juror #8 was the most significant member of the jury is that he re-instituted scenes from the evening of the homicide so as to demonstrate his focuses. The first run through Juror #8 re-established a scene was the point at which he demonstrates that the elderly person couldn't have strolled from his room to the corridor in fifteen seconds. He did this by estimating how far his room was from he lobby, and afterward strolling it himself. It took him thirty-one seconds, making it unthinkable for the elderly person to have made it in fifteen. By doing this re-establishment, he changed the brains of a few different attendants. With the focuses I have given, Juror #8 is the most significant member of the jury. In addition to the fact that he did what he felt was the correct activity, however he likewise may have spared a boy’s life. Thus Juror #8 is the most significant attendant in Twelve Angry Men. Legal hearer # 3, a supposed savage man who had at one point in the film conceded he would pull the change himself to end the young men life. It was never uncovered why #3 feels so energetic about killing the kid. Various reasons can impact a jurys choice, for example, individual bias and enthusiastic make-up of individual legal hearers, individual life history, for example, home life and condition. Numerous components can change a juror’s choice. Member of the jury #8 attempts to persuade #3 how the kid isn't liable past sensible uncertainty however #3 doesn't tune in and would prefer to see the kid kick the bucket. â€Å"For this child, definitely Id pull the switch†. This shows how depressed Juror #3 is. He is a developed man living in an acculturated network and might want to see a kid who he doesn't know pass on by his own hands. Due to Juror # 8, the others should now go over the entire case again to audit the realities. Member of the jury #3, who is persuaded that the kid is liable, and is aligned with Juror #4, who is in the end persuaded by #8 appearing of how the two declarations given by the more seasoned lady and elderly person are lies, expressing that the elderly person who had a stroke the earlier year and strolled with a limp, couldn't have seen the kid running down the steps quieting that it were incomprehensible for the man to get from one room, a few doors down and to the hooked entryway in sufficient opportunity to see the kid. The lady who wore glasses clamed to be sleeping incapable to rest when she saw the kid murder his dad, however she wore glasses and when in bed is ridiculous to be wearing them while attempting to rest. The two articulations with sensible uncertainty. The way which the dad was wounded being another, the kid was an accomplished blade warrior and the manner in which the dad was cut didn't relate with the route somebody with involvement in knifes particularly a switch cutting edge would finish the demonstration. #4 sees reality in that #8 has brought to consideration and still votes liable.

The Leadership Member Exchange Theory

The Leadership Member Exchange Theory There are distinctive initiative hypotheses that have been proposed. A portion of these are the initiative part trade hypothesis, transformational administration hypothesis, way objective hypothesis and situational approach hypothesis. In this paper the over four hypotheses will be concentrated in looking to enable the understudies to have a more profound understanding into the administration styles and where they are best applied. Administration part trade hypothesis Otherwise called LMX or vertical dyad linkage hypothesis it tries to portray how pioneers in bunches can keep up their situation by having inferred trade concurrences with their subordinates. Through the exceptional relationship with the pioneer the in-bunch individuals approach significant levels of obligation, are powerful in dynamic and are additionally ready to get to assets. In any case, the individuals from in-bunch pay for this benefit by buckling down, being resolved to task goals and furthermore share progressively authoritative obligations. Moreover, these individuals are additionally expected to show unwaveringness and duty to their pioneer. Then again, the individuals from out-bunch have little obligation, have little impact in dynamic and think that its difficult to get to the assets. The LMX procedure as per House (1971) has three phases and starts when one joins the gathering. The first is the job taking where the part joins the groups and the pioneer looks at their abilities. It is then that the pioneer concludes whether to give this part a chance or not. Knox and Inkster (1968) contend that during this stage it gets significant for the pioneer and the part to set out an establishment on rules of commitment. The inferred understanding takes pace in the second stage where the casual course of action happens between the pioneer and the part. The job is made for this part, which likewise accompanies benefits. Consequently this part should pay by being devoted and being steadfast. Linville, Fischer and Salovey (1989) see that at this stage trust building is essential. In that capacity if the pioneer feels deceived the person is probably going to downgrade the part to the out-gathering. This stage likewise includes different factors, for example, connections and the comparability with the pioneer. A part who has comparability is probably going to have positive connections as per this hypothesis. Additionally, for the situation where the pioneer and the part are of same sex this relationship is likewise prone to be sure as this casual course of action is frequently based on regard. Increasingly finished, this relationship is probably going to be influenced by culture and race. As indicated by Lippman (1982) the third procedure in LMX hypothesis is routinization. It is in this stage a ceaseless social trade between the two gatherings is built up. This relationship is based on trust and there is an inclination to discover an individual from senior groups having comparability with their pioneer. Maas, Ceccarelli and Rudin (1996) include that the individuals are sensible, touchy, sympathetic and can follow the possibility of their pioneer. On the opposite the individuals from the out-bunch have inverse qualities. Specifically, they are probably going to be forceful, wry and egocentric. Lippman (1982) depicts the in-bunch individuals as having more certainty, progressively included, informative and being increasingly reliable. Also, these individuals go past their proper set of working responsibilities and as such the pioneer responds by extending their job. The individuals from the external gathering are less perfect with the pioneer and simply report to work, complete the duties given and return home. Ainslie (1974) is of the feeling that under this hypothesis the individual from the in-bunch is increasingly gainful inferable from this social trade with their pioneer. Without a doubt, under LMX there is probably going to be less specialists turnover, progressively positive execution, increasingly positive execution assessments, more advancements, more noteworthy investment and backing for the pioneers vision and positive employment disposition (Ainslie, 1975). This hypothesis has quality as the individuals who contribute more can appreciate a bigger number of advantages than new individuals from the out-gathering. It distinguishes the dyadic relationship and underlines the significance of successful pioneer part trades. In any case, the pioneers should be cautious on whom they permit in the in-gathering and should just bed one on the work execution in particular. This ought not be founded on race, ethnicity, sex or religion. The pundits of this think that its unreasonable as the individuals are dealt with inconsistent. Transformational authority As per this hypothesis transformational authority is a procedure that changes individuals. It involves managing the feelings, values, norms, morals and long haul objectives. The adherents thought processes and needs are fulfilled by having a visionary authority. The two gatherings are bound together in a changes procedure. As indicated by Bass (1990) the pioneers change the devotees through: Making them mindful of the significance and the estimation of the undertaking. Causing the adherents to comprehend the significance of concentrating on the authoritative objectives as opposed to singular intrigue Actuating their high-request needs In his contention Bass (1990) finds that mystique is vital as it assists with conjuring positive and forceful feelings. Furthermore, it additionally makes the adherents relate to the pioneers. Charm is characterized as a character trademark and gives the holder superhuman forces. It is just controlled by a couple and is regularly respected to have divine starting point. The essayist further contends that real transformational administration depends on romanticized impact, scholarly incitement, uplifting incitement and individualized thought (Ainsworth, 1963). The admired impact portrays the pioneers who have solid good examples attributes. The supporters are glad to recognize and copy these pioneers. Through persuasive inspiration the pioneers impart their exclusive standards to their devotees. They devotees become roused and turn into a piece of the associations objective and vision. Then again, through the idea of scholarly incitement the adherents are made to be increasingly inven tive and imaginative (Graen Cashman, 1975). This is accomplished by the pioneer giving them the correct stage where they challenge their own convictions and qualities. The supporters are likewise ready to scrutinize the estimations of their pioneer. By singular thought the pioneers give an empowering atmosphere wherein they tune in and address the individual concerns raised by their devotees (Granovetter, 1973). This likewise dependent on the three good angles which incorporate The ethical character of the pioneer The moral qualities in the pioneers vision. This may either be acknowledged or dismissed by the supporters. The degree of the profound quality of social moral procedures that the adherents and the pioneer use. In any case, Burn (1978) takes a gander at transformational initiative as an ability where the pioneers and supporters are occupied with the shared procedure of inspiring, spurring others and lifting up the ethical quality. This hypothesis expect that a pioneer who has a high good position is probably going to pull in an after. It could likewise be contended that the pioneers bid to the higher goals and qualities which the adherents are exceptionally joined to. The devotees have a mutual foundation on social qualities and this urges them to team up instead of each after their individual advantages. It could be contended that pioneers who advance this authority conjure inspiration and ingrain feeling of character and importance to the laborers. As indicated by an examination by Bennis and Nanus the pioneers had an away from of things to come of their foundations (Ainsorth, 1978). Moreover, they were social engineers and persuaded the laborers by building trust. This is conceivable through making an understood position and remaining by it. As Bailey (1985) puts it the pioneers utilize inventive arrangement of self through positive self respect. As indicated by North House (2007) the hypothesis has been very much inquired about since 1970s and offers comparable thought with the desires for the general public. In addition, this hypothesis regards initiative as a procedure which happens between the pioneers and the devotees. A major accentuation is likewise is put on the adherents needs vales and ethics. The cons of this hypothesis are that the pioneer appears to deal with their own and doesn't permit contribution from the devotees. It is likewise elitist and undemocratic and isn't probably going to work where the dynamic should be a mutual duty. The four builds; moving inspiration, individualized thought, romanticized impact and scholarly incitement are difficult to gauge. These builds are likewise like one another and is difficult to have out their effect. A poll perfect for this hypothesis Not in any manner once in while once in a while Fairly Often Frequently 0 1 2 3 4 Admired impact (qualities) I go past personal circumstance to benefit the gathering ___ Romanticized impact (practices) I consider the good and moral results of choices ____ Uplifting inspiration I talk hopefully about the future ____ Scholarly incitement I reevaluate basic suppositions to address whether they are fitting ____ Individualized thought I help other people to build up their qualities ____ Situational authority The pioneer need not depend on value-based and transformational strategies just and the best reason for activity that pioneer needs to take relies upon situational factors. A portion of the components prone to influence the situational choices incorporate inspiration and the capacity of devotees. Yukl (1989) recognizes six factors. The subordinate exertion is worried about the inspiration and the exertion put. The subordinate capacity and lucidity is worried about adherents understanding their job and how to do it. The association of work is significant and takes a gander at how the work is organized and furthermore the usage of assets. The other variable is the participation and the cohesiveness of the gathering. The availabilit

Waiting is the Hardest Part COLUMBIA UNIVERSITY - SIPA Admissions Blog

Waiting is the Hardest Part COLUMBIA UNIVERSITY - SIPA Admissions Blog I do not think that Tom Petty has a graduate degree, however the chorus to his song The Waiting is appropriate this time of year.   The chorus leads off with The waiting is the hardest part.   I know that waiting to hear of an admission decision can be hard.   We receive lots of phone calls and emails each day with people eager for more information. Hundreds of files are still in process and we are working as quickly as we are able.   About half of our decisions have been sent which means we still have a way to go.   As referenced in an entry last week, when a decision has been rendered an email will be sent to the email account you listed when you applied on the online site.   We appeciate your inquires, however we cannot give exact information on when a decision will be rendered. Hang in there if you have yet hear.

Religious and State Laws on the concept of Zani - 1925 Words

Religious and State Laws on the concept of Zani (Essay Sample) Content: ÂThe Impact of Customary law, Religious law and State law on the concept of "Zinaà ¢Ã¢â€š ¬Ã‚ .Name:Institution:The Impact of Customary law, Religious law and State law on the concept of "Zinaà ¢Ã¢â€š ¬Ã‚ .The term à ¢Ã¢â€š ¬Ã‹Å"Zinà ¢Ã¢â€š ¬a is Arabic for describing illegal acts of sexual intercourse, between a man and a woman who are not partners in marriage. It is viewed in Islam as an infringement to the marriage union. The concept bears strict penalties for offenders within the Islam society whereby guilty married women stand to be stoned to death. Similar legislation is evident in other societies outside Islam (Cite: Abou-bakr, O. 2003. Teaching the Words of the Prophet: Women Instructors of the Hadith (Fourteen and Fifteenth Centuries). Hawwa: Journal of women of the Middle East and the Islamic World. 1(3). P306-328) . In Native American societies for example, server and strict penalties existed for wives guilty of the crime of adultery. Such penalt ies were carried out by the husbands of the guilty wives in these societies wherein the guilty were inflicted with unsympathetic physical punishment on their bodies that served the purpose of enabling the husband to ensure such actions would not be repeated again in future. (cite Schoolcraft,ÂHistorical and Statistical Information Respecting the History, Condition and Prospects of the Indian Tribes of the United States, I, 236; V, 683, 684, 686;ÂH.H. Bancroft,ÂThe Native Races of the Pacific States of North America, I, 514; ÂABA aug Journal 1969, p.738). The Manu people of ancient India on the other hand had laws which stated that "though destitute of virtue or seeking pleasure elsewhere, or devoid of good qualities, yet a husband must be constantly worshiped as a god by a faithful wifeà ¢Ã¢â€š ¬ if a wife, proud of the greatness of her relatives or [her own] excellence, violates the duty which she owes to her lord, the king shall cause her to be devoured by dogs in a place frequented by many." (cite Laws of Manu, V, 154; VIII, 371). Conversely, Christianity considers act of adultery to be a form of immorality in equal portion for both men and women. Even so, laws in England (a Christian country) instances involving married women with men apart from their husbands posed as a serious crime at personal and societal level. Chief Justice Lord John Holt of England indicated in 1707 that a man involving himself with another manà ¢Ã¢â€š ¬s wife conducted "the highest invasion of property" making the aggrieved man to bear provocation of the highest form.OverviewAccording to traditional Islamic law, sex outside marriage is considered a crime against society. Such crimes are referred to as "zina", by definition, the term implies an amalgamation of all acts of sexual involvement between a given man and woman who are not a partner in holy matrimony (Cite: Abou El Fadl, K. 2001. Speaking in Godà ¢Ã¢â€š ¬s Name: Islamic Law, Authority and Women. Oxford. O neworld)..Acts of "zina" are punished in a same manner for both men and women; the sentence involves a hundred lashes for unmarried people and stoning to death for married offenders, even though occurrences of such punishments are infrequent in historical records of Islamic societies.A Review of how customary law, religious law and state law relate to the concept of Zina.(Cite: Al-Ashmawi, M.S. 2004. Usul al-sharia (The Principles of Sharia). 5th ed. Beirut: Al-hintasar as-Arabi.)Customary lawMost customary laws of Islam promote stern action against the concept of Zina. In truth, laws of Zina bear a religious background that has been in existence since ancient times, prohibitions of adultery and fornication in part draw a lot from traditional cultural practices. However, in light of recent legal trends in documentation, they are termed by different sections of people as having a predominant discriminatory nature underneath the concept of adultery. Apart from Islam, the Jewish laws o f à ¢Ã¢â€š ¬Ã‹Å"Mosesà ¢Ã¢â€š ¬ describe adultery as sexual relations between a man and a married woman and not a woman and a married man. More so, penalty for Zina tends to be directed more to the woman involved and not the male partner (cite "And the man that committed adultery with another man's wife, even he that committed adultery with his neighborà ¢Ã¢â€š ¬s wife, the adulterer and the adulteress shall surely be put to death." (Lev. 20:10).). Such matters of interpretation have also been brought to light in past and current times for exhaustive discussionsThere has been a battle of conflict between international human rights law and customary laws, which are still held as paramount in the minds of people in many stern Muslim societies and countries. The customary laws are still regarded as part of religious discourse. This poses a huge challenge for the adoption of international laws by these communities whose context is dictated by the customary and traditional figh- in wh ich legal rulings are influenced by customary practices and particular codes of human behavior. Even so, the dedicated Muslim communities seem to have an upper hand as far as the future of the practice of law in their respective societies is concerned, mostly because the Zina laws are categorized as Hudud (Godly), a potentially all-sufficient ground for argument against reforms contrary to Islam in its true form. In addition, an in depth look reveals that the more pressure put on Islam communities to adopt Western reforms, the more the Islamist rally for the return to Sharià ¢Ã¢â€š ¬ a laws. (cite: Dembour, M.B 2001.Following the movement of a pendulum: Between Universalism and Relativism. In Cowan, J., Dembour, M.B.,., Wilson, R. (Ed). Culture and Rights: Anthropological Perspectives. Cambridge University Press. P56-79.)It is no doubt that women organizations and other support social groups remain concerned such that they constantly fight against and criticize most customary laws of Zina advocating for change of the laws perceived as discriminatory against womenA major element of controversy that exists in Islamic customary law involves the revival of Qisas laws. These allow members of the society to partake in à ¢Ã¢â€š ¬Ã‹Å"Crimes of honorà ¢Ã¢â€š ¬, which include but are not limited to deliberate killing of a female family member who has engaged in illicit sexual misconduct while the slayer gets away with only a few years imprisonment at most. (cite: Welchman, L. 2007. Honor and violence against Women in Modern Sharà ¢Ã¢â€š ¬ia Discourse. Hawwa: Journal of Women in the Middle East and the Islamic World 5(2-3).p.165-247.State lawin many African and Asian countries where Islamic law finds relevance, statutes in state law that determine and define criminal liability with a clearly stated penal code do not include clauses of customary law in cases of Zina. In fact, for most African countries, the legal systems do not allow for prosecution and punishment fo r sexual religious offenses by law aside from provisions of state law or other existing acts in force as part of laws of the land. However, provisions entrenched in law to allow for execution of Sharià ¢Ã¢â€š ¬ a penal codes are executed fully and both the prosecution and defense sides in a case draw hugely from Islamic provisions of customary law. In such an instance, the prosecution side is required to first to prove that the accused are or is indeed a Muslim. The prosecution is then required to go ahead and prove that the accused is or is guilty of partaking in illicit sexual activities with concrete evidence to support the case. If proven guilty, the accused face charges of Zina or adultery according to provisions of the Sharià ¢Ã¢â€š ¬ a laws, which state the crime of Zina as "whoever, being a man or woman fully responsible, has sexual intercourse through the genital of a person over whom she has no sexual rights and in circumstances in which no doubt exist as to the illegal ity of the act, is guilty of the offence of Zina" (insert subscript to indicate Katsina State Sharià ¢Ã¢â€š ¬ a Penal Code law 2 of 2001- Nigeria country). (Cite: Menski, Werner 2006. Comparative Law in a Global Context: The Legal Systems of Asia and Africa. Cambridge University Press.)The 20th century witnessed the emergence of modern and somehow liberal legal systems in all nations around the world that bore a contemporary viewpoint. even Islamic societies shifted focus to a more personal level aside from the traditional communal or societal approach.(cite: Abu ayd, N.H. 2001. The Quranic Concept of justice, Polylog: Forum for International Philosophy. Available online at http://them.polylog.org/3/fan-en.html )The Zina laws became obsolete in practice but the renaissance of Islam with a political backing in late 20th century resulted in the opposite; the laws were revived once again in different extents varying from community to community but bearing significance in most of them with characteristics of violence against women and girls.Countries like Pakistan, Nigeria, Iran and most recently Syria have been hit the hardest with this recent emphasis on Zina laws that sternly criminalize illicit sexual activity among members of specified Muslim societies within these countries.Activists and independent social groups are working to implore the governments of affected countries to do away with the laws that allegedly infringe greatly on rights of women and girls.State laws have surpassed the concept of Zina in instances of the Islamic described Qisas or retribution. This describe a scenario whereby a person offends another by bodily harm or murder; even if crimes of sexual nature were conducted in the process, the jurisdiction falls under state laws and not the customary sani laws. Such offenses fall under the category of private matters that do not encompass the involvement of the larger society. Under this arrangement or leg...

Religion, Religion And Mythology - 800 Words

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S Second World War the Continuation of the First World War

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Coast Guard Academy Acceptance Rate, SAT/ACT Scores, GPA

The United States Coast Guard Academy is a federal service academy with an acceptance rate of 19%. The USCGA is highly selective, and the application process is different from many other schools. Applicants must meet eligibility requirements including U.S. citizenship, age, and marital status. Other components of the Coast Guard Academy application include a medical exam, a fitness assessment, and if requested by the admissions committee, a personal interview. Unlike other military service academies, applicants to the U.S. Coast Guard Academy are not required to obtain a nomination from a member of Congress. Interested students who meet eligibility requirements should schedule a visit to the USCGA and contact an admissions officer. Considering applying to the U.S. Coast Guard Academy? Here are the admissions statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, the U.S. Coast Guard Academy had an acceptance rate of 19%. This means that for every 100 students who applied, 19 students were admitted, making Coast Guards admissions process highly selective. Admissions Statistics (2017-18) Number of Applicants 2,045 Percent Admitted 19% Percent Admitted Who Enrolled (Yield) 71% SAT Scores and Requirements The United States Coast Guard Academy requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 77% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 615 700 Math 630 720 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of the Coast Guard Academys admitted students fall within the top 20% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to the U.S. Coast Guard Academy scored between 615 and 700, while 25% scored below 615 and 25% scored above 700. On the math section, 50% of admitted students scored between 630 and 720, while 25% scored below 630 and 25% scored above 720. Applicants with a composite SAT score of 1420 or higher will have particularly competitive chances at the U.S. Coast Guard Academy. Requirements The SAT writing section is optional for applicants to the Coast Guard Academy. Note that USCGA participates in the scorechoice program, which means that the admissions office will consider your highest score from each individual section across all SAT test dates. ACT Scores and Requirements The United States Coast Guard Academy requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 55% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 25 33 Math 26 30 Composite 25 32 This admissions data tells us that most of Coast Guards admitted students fall within the top 22% nationally on the ACT. The middle 50% of students admitted to the U.S. Coast Guard Academy received a composite ACT score between 25 and 32, while 25% scored above 32 and 25% scored below 25. Requirements The U.S. Coast Guard Academy does not require the ACT writing section. Unlike many universities, USCGA superscores ACT results; your highest subscores from multiple ACT sittings will be considered. GPA The U.S. Coast Guard Academy does not provide specific data about admitted students high school GPAs; however, the admissions office indicates that most successful applicants have average GPAs of 3.5 and above. Self-Reported GPA/SAT/ACT Graph United States Coast Guard Academy Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to the United States Coast Guard Academy. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances The United States Coast Guard Academy is a highly selective university with a low acceptance rate and high average SAT/ACT scores. However, USCGA has a  holistic admissions  process involving other factors beyond your grades and test scores. A strong application essay and glowing letters of recommendation can strengthen your application, as can demonstration of leadership potential, meaningful extracurricular involvement, and athletic ability. The U.S. Coast Guard Academy looks at the  rigor of your high school courses in addition to your grades. In the graph above, the blue and green dots represent accepted students. You can see that the majority of successful applicants had high school grades in the A range, combined SAT scores of 1200 or higher (ERWM), and ACT composite scores of 26 or better. Tuition Costs and Benefits The U.S. Coast Guard Academy pays 100% of the tuition, room and board, and medical and dental care for Coast Guard Academy cadets. This is in return for five years of active-duty service upon graduation. First-year cadet pay is $1,087 monthly (as of 2019) before deductions for uniforms, textbooks, a personal computer, and other incidentals. Cost-reducing perks include regular active-duty benefits such as access to military commissaries and exchanges, commercial transportation, and lodging discounts. Coast Guard cadets can also fly (space available) in military aircraft around the world. If You Like Coast Guard Academy, You May Also Like These Schools Virginia Military Institute,  West Point,  the  Air Force Academy, and  The Citadel  are all potential options for those considering a college affiliated with a branch of the U.S. military. All admissions data has been sourced from the National Center for Education Statistics and the United States Coast Guard Academy Undergraduate Admissions Office.

Logistics Activities of Order Management and Customer Service Term Paper

Essays on Logistics Activities of Order Management and Customer Service Term Paper The paper "Logistics Activities of Order Management and Customer Service" is a brilliant example of coursework on management. Retailing, believed to be one of the largest sectors in the global economy, is experiencing a transition in Australia not being an exception. Traditional retailers have always tried to redefine themselves through the introduction of value-added services such as home delivery and credit. The growth in retailing has however been restricted basically to the urban market in Australia. The reasons for these are that the modern retailer in the urban market is yet to feel the saturation effect thus viewing other markets with less seriousness. Also, despite its cost-effectiveness, modern retailing trends have come to be closely associated with lifestyle. The retailers would have to identify with different lifestyles so as to appeal to all classes of society. This can thus lead to one assuming that the retailing revolution is emerging as per the economic revolution of society (Minis et al. 2010).Retailers, once seen as â€Å"downstream resellers of products†, are mostly seen as intermediaries in the manufacturers’ distribution channels, whose role is to only ensure a smooth flow of goods and services between the suppliers and the consumers. Today, retailers are indeed no longer seen as an appendix of the consumer’s supply chain but rather comprise of an independent market mainly looked up to by a large group of consumers for whom they buy (McKinnon 1989). They not only provide a readily identifiable location for consumers to make their transactions when acquiring goods and services but also provide support services of various kinds to the consumers. In fact, retailing is a significantly important economic activity that links production and consumption while affecting most of the population. According to the Financial Times (2006), retailing has been identified as the world’s eight-biggest sector of the economy (Jones, Nicolas, Carla 2007).Over the last decade, consumer awareness has increased regarding the price and quality of the products and/or services they expect. This is due to the increased literacy of Australian consumers and exposure to other developed nations through the current technological advancements. These days, consumers are more interested and are keen on the quality of the products and services they expect from the market. They have even become more and more vocal about it. It is due to this awareness that consumers always seek to identify more reliable sources for purchases. The consumers also seek to purchase their products and services from those places where their feedbacks are more valued (Sands 2008).  In order to earn customer loyalty, retailers mainly focus on providing their customers with the best quality products and services with value and innovation. Retailers thus need to be aware of the key retail trends influencing the market in recent times and in the future.

Case Study and Implementing Diversity Policies Free Essays

Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Christina Evans, Judith Glover, Yvonne Guerrier and Cornelia Wilson School of Business and Social Sciences Roehampton University 80 Roehampton Lane London SW15 5SL Tel: +44 (0)20 8392 3000 www. roehampton. ac. We will write a custom essay sample on Case Study and Implementing Diversity Policies or any similar topic only for you Order Now uk For correspondence about this report please email mailto: c. vans@roehampton. ac. uk September 2007  © The Royal Academy of Engineering ISBN: 1-903496-37-3 Content Foreword Acknowledgements List of figures Executive summary 1. Introduction 1. 1 Why the need for a set of Guiding Principles for embedding diversity in the ITEC sector 1. 2 How the Guiding Principles have been derived 1. 3 Summary of the Guiding Principles 1. 4 Schema of the Guiding Principles Suggestions on how organisations might use these Guiding Principles Guiding Principles 3. 1 Vision and leadership 3. 2 Well-defined business case 3. Company wide policies to mainstream diversity 3. 4 Education, training and knowledge building 3. 5 Supportive work practices and organisational culture 3. 6 Open and transparent recruitment and career development practices 3. 7 Partnering with external bodies 3. 8 Targeted outreach and widening the recruitment net 3. 9 Management of suppliers 3. 10 Monitor, improve and celebrate s uccess 3. 11 Matrix of key supporting organisational case studies Conclusions Resources to help with your diversity journey Notes 3 4 5 6 9 9 10 11 12 14 2. 3. 15 15 20 23 29 36 40 45 49 53 56 60 62 63 66 . 5. 6. Appendices I. List of acronyms 68 2 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Foreword I am delighted to welcome this new report – Implementing Diversity Policies: Guiding Principles – funded by The Royal Academy of Engineering and produced in partnership with Equalitec. Equalitec, funded in part by the European Social Fund, under the Equal Programme, is a broad-ranging partnership of organisations committed to promoting and supporting women’s advancement in Information Technology, Electronics and Computing (ITEC). ITEC is a key driver of change in the global knowledge economy and a key contributor to the productivity and competitiveness of the European economy. But growth is being affected in some areas by a shortage of skilled ITEC workers. To meet the continuing growth in ITEC we need to encourage more individuals with diverse backgrounds and skills, particularly women, to consider a career in ITEC and ITEC related businesses. It is now well recognised that there are many business and social benefits from encouraging greater diversity within the workplace. Yet women are currently under-represented in the ITEC sector, especially in more senior roles. This report provides some practical guidelines on how to build an organisational culture where women and others from diverse backgrounds with business critical ITEC skills are encouraged to participate and reach their full potential. It contains many examples of good practice drawn from a range of ITEC employers. I would encourage you to use this report with a range of people in your organisation to help stimulate debate and change polices and practices to encourage greater diversity. Dr Rosalie Zobel Director Directorate G/Components and Systems Information Society and Media Directorate General European Commission The Royal Academy of Engineering 3 Acknowledgements The authors would like to thank the many organisations and individuals that have made this report possible. In particular we would like to thank The Royal Academy of Engineering for sponsoring the project; Professor Wendy Hall, CBE FREng, Senior Vice President of The Royal Academy of Engineering, for chairing each of the Equalitec Diversity Forums; Dr Elizabeth Pollitzer, Director, Equalitec, for the initial inspiration for this report, as well as her continuing support, and all of the Equalitec partners and other participating organisations that have contributed to the ideas and case examples contained within this report. A list of Equalitec partners and contributing organisations can be found on the back cover of this report. 4 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles List of figures Figure 1 Summary of the Guiding Principles Figure 2 Schema of the Guiding Principles Figure 3 Diversity – Balanced Business Scorecard Figure 4 Development options to help managers manage a flexible workforce Figure 5 Recruitment strategies to assist entry and re-entry of women into ITEC Figure 6 Equalitec Career Model (reproduced with permission from Portia Ltd) Figure 7 REC – Diversity Pledge for Recruiters (reproduced with permission from REC) Figure 8 Intellect’s Women in IT Forum Survey – ‘Perceptions of Equal Pay’ (reproduced with permission from Intellect) 11 12 20 31 40 41 54 57 The Royal Academy of Engineering 5 Executive summary This report draws together key learning from earlier Equalitec Diversity Forums and reports, as well as other research on implementing diversity, in the form of ten Guiding Principles that can be applied in organisations that want to build a more diverse workforce. It is intended to act as a practical guide for managers and diversity practitioners in Information Technology, Electronics and Computing (ITEC) businesses, and other organisations. ITEC is now a major driver of change in many businesses, particularly in the service sector. But a shortage of skilled workers is making it difficult for some firms to compete successfully in the global economy. Despite this skills shortage, fewer than one in five ITEC professionals and managers are women and the number of women employed in ITEC is declining in most industrialised countries. With organisations chasing fewer and fewer skilled workers, there is a strong business case for increasing the proportion of women in ITEC. Within the UK it has been estimated that removing barriers to women’s employment and increasing their labour market participation could be worth between ? 5 billion and ? 23 billion. This is equivalent to 1. 3 – 2. 0% of Gross Domestic Product (GDP), according to the Women and Work Commission’s report – Shaping a Fairer Future [1]. Yet many ITEC companies find it difficult to attract and retain women. One reason may be that IT continues to have a macho male image that can put women off. In addition many women and young gir ls are not aware of the diverse roles on offer in the ITEC sector and so do not see a match between their career aspirations and what is on offer. Building a diverse workforce is not easy. It requires on-going commitment from senior leaders to bring about cultural change, underpinned by investment to develop a cohesive set of employment policies and practices. Furthermore, a concern raised at the November 2006 Equalitec Diversity Forum [2] is that the growing trend of global sourcing in IT is affecting the diversity and inclusion agenda in the UK. Where organisations can easily ‘buy in’ labour from other countries there is less of a business imperative to invest in growing its own workforce. So why does this matter? Is diversity, particularly gender diversity, more difficult to achieve in the ITEC sector? Wider research suggests that women in Science, Engineering and Technology workplaces face difficulties over and above those experienced by women in other occupations, as these workplaces have traditionally been male dominated [3]. Industry commentators also acknowledge that the sector does create additional pressures for employees something that can make it more difficult for women and others with caring responsibilities. First, there is often a need to deliver projects to specific deadlines, involving working long hours. Second, individuals need to spend significant amounts of time keeping abreast of the latest developments in the field and maintaining their skill levels; for women with caring responsibilities this can be especially problematic as updating of skills is costly and time consuming. Many women working in ITEC are concerned that maternity leave and career breaks accelerate skills obsolescence. Although funding is allocated to training graduates (new entrants) this is generally not the case for women returners [4]. In addition women, and indeed men, who choose to work part-time often find their commitment questioned. 6 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Whilst the equality duties (race, disability and gender) have created a ‘burning platform for change’ in public sector organisations, this same burning platform does not currently apply to private sector companies. But changes in the public sector tendering process, to ensure compliance with the general duties, are beginning to influence practice in private sector companies who bid for public sector contracts; this change forms a key component of the business case for some private sector companies as this set of Guiding Principles shows. Equalitec, originally supported by funding from the Department of Trade and Industry (DTI), and latterly the European Social Fund (ESF), was established to promote and support women’s employment in ITEC. Over the six years that Equalitec has been running it has worked with over 50 organisations to help build and disseminate good practice for employing and retaining women in ITEC. The Guiding Principles covered within this report, and listed below, are supported with many examples of good practice drawn from a range of ITEC employers. Many of these employers are working in partnership with Equalitec. Adopting the good practices contained within this report will help build workplaces that benefit all workers, not just women. Guiding Principles for embedding diversity in ITEC and other related businesses 1 Vision and leadership 2 Well defined business case 3 Company wide policies to mainstream diversity 4 Education, training and knowledge building 5 Supportive work practices and organisational culture 6 Transparent recruitment and career development practices 7 Partnering with external bodies 8 Targeted outreach and widening the recruitment net 9 Management of suppliers 10 Monitor, improve and share success Recommendations for taking these Guiding Principles forward Business leaders  ¦ Use this Guiding Principles report creatively to help raise debates and develop policies and practices in your own organisation. Some initial suggestions on how to do this can be found later on in the report. A key policy to review is your career and succession planning, making these more open and transparent. This will help address the needs of individuals at different life-stages and with different needs and aspirations , thus encouraging them to join your organisation. Revisit data monitoring policies and practices to find ways of enabling greater availability and transparency of data. Where firms are reticent about making specific data public they could perhaps share techniques of data gathering. This would help the measurement of progress both within and between organisations and help establish industry-wide benchmarks, against which broader change could be measured, particularly in relation to the gender pay gap.  ¦ The Royal Academy of Engineering 7  ¦ Consider partnering with a range of educational and professional bodies to ensure that the skills needed to work in the sector meet changing employers’ needs. One possible way of achieving this is to work in partnership with HE institutions, professional bodies, and other employers, to create an ITEC Academy, something similar to the Power Academy recently established to address the shortage of skilled power engineers. This would help continue the excellent work started by Equalitec. Equalitec partners have found the Equalitec brand, underpinned by the European Social Fund and support from the DTI, has created a legitimacy for the various activities that they are engaged in to bring about change. Without a similar body going forward there is a concern that change will not happen at the pace that is needed. Central government and other policy makers  ¦ Provide more resources for educational institutions as well as the careers service to promote the diverse career opportunities available within ITEC.  ¦ Review policies to help women returners, especially occupational returners (i. e. returners to the industry after an extended career break), who are an under-utilised pool of talent. A key policy area for change is education, where there is an opportunity to develop conversion courses for people with a degree in a discipline other than computer science, enabling them to take up an ITEC role. This would not only help women returners, but other people who may want to move into ITEC at a later stage in their career. e-skills UK: work more closely with businesses to develop skills frameworks and progression pathways for ITEC professionals working in different business sectors.  ¦ Professional bodies  ¦ Work closely with educational partners to change the general perception of the ITEC sector and encourage more people to seek employment in the sector. Encourage and assist ITEC employers to introduce and develop good employment development practices. This could be achieved by gathering data on the gender balance among members, promoting cultural change, and brokering learning networks. Develop the range and accessibility of professional development programmes, qual ifications and networks, that address the development needs of women on maternity leave, as well as men and women who want to take a career break. Apply these Guiding Principles within their own professions and organisations.  ¦  ¦ 8 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. Introduction 1. 1 Why the need for a set of diversity guiding principles for ITEC organisations? In today’s global knowledge economy the innovative use of ITEC technologies is fundamental to business survival in an ever complex and competitive business world. The ITEC sector continues to be a growth sector. Ten percent of the GDP in the UK comes from the ITEC sector, according to Intellect, the Trade Association for the UK high-tech industry. Furthermore 34% of the worldwide GDP comes from the ICT market according to the Public Technology Association [5]. With this amount of investment and growth in ITEC it is not surprising that the demand for skilled ITEC workers is outstripping supply. This is the case in all businesses, not just amongst the major ITEC producers. Despite this increasing demand, the number of women employed in ITEC roles remains much lower than women’s participation in the workforce more generally and is declining in most industrialised countries. In the UK fewer than one in five ITEC professionals and managers are female and this figure is even lower in IT strategy and software development roles [11]. With 40% of business requirements being for skills at advanced levels, the gender imbalance in the IT workforce creates a continuing challenge for businesses according to Karen Price, CEO, e-skills [6]. What these figures indicate is evidence of horizontal and vertical segregation [8] in a sector that was optimistically viewed in the 1960s and 1970s as a golden era for women’s employment. As a relatively new sector it was anticipated that some of the traditional barriers experienced by women in the workplace would be removed, and that women would be able to participate on a more equal basis with men. Sadly the reality has not matched this optimism. A concern voiced at one Equalitec Diversity Forum is that the growing trend of global outsourcing in IT is affecting the diversity and inclusion agenda [2] . Where organisations can easily ‘buy in’ labour from other countries, there is less of an imperative for firms to invest in developing its own workforce. However having IT systems developed and serviced by third parties does have skills implications for organisations’ internal workforce. In practical terms this means a growing need for IT literate staff who understand the business and know how to use IT to drive the business forward [7]. With organisations struggling to attract and retain skilled knowledge workers, it does not make business sense to under-utilise diverse pools of talent, including women. Speaking at the November 2006 Equalitec Diversity Forum, Meg Munn MP, Parliamentary Under Secretary of State (Women and Equality) endorsed this view: â€Å"If the UK is to further develop and sustain a flexible, highly skilled workforce – one that is able to cope with the twin challenges of globalisation and rapid demographic change – then we have to ensure that all our talented people are involved. † The Royal Academy of Engineering 9 Yet the reasons for the lack of participation of women in ITEC roles are complex. Sector image, as well as organisational culture, has a role to play here. ITEC work is still perceived as a place for ‘geeks’ and ‘anoraks’, working long hours and with little interaction with others. However as other Equalitec publications have shown this image does not reflect the reality of ITEC work, or the diversity of employment opportunities [8]. The changing nature of ITEC work, particularly as offshoring and outsourcing has become more commonplace, has led to an increased demand for ‘hybrid’ workers. These are workers who can demonstrate both technical and behavioural skills, such as team working, communication, relationship management, flexibility and innovation, and project management. Behavioural skills are viewed as those that women are able to contribute, drawing on these from their multiple roles inside and outside the workplace. But if businesses want to capitalise on these behavioural skills they need to find more creative ways of attracting and retaining women. 1. 2 How these Guiding Principles have been derived Working with a diversity agenda is challenging. There is no single simple solution. Organisations have to ensure a common understanding of diversity and the link with Equal Opportunities (EO). Whereas EO is concerned with difference at the social group level, diversity management is focused on individuals, with organisations striving to recruit and retain individuals with diverse backgrounds and experiences [9]. In addition, the diversity agenda is heavily contextualised: economic, political, legal and social forces each impact on business priorities and internal organisational practices. Despite these broader forces there do seem to be a number of key practices that organisations can focus on if they want to mainstream diversity. Developing an organisational culture that is supportive of diversity and where women are encouraged to reach their full potential is not easy. The nature of some ITEC roles can make it difficult for women, and others with caring responsibilities, to combine their work and family lives. Yet as other Equalitec projects have identified, some organisations are actively trying to change their culture so that people from diverse backgrounds, and with diverse talents, feel included. These Guiding Principles draw together some of the good practices developed in a range of private and public sector organisations. They have been derived from categories drawn from various sources: Equalitec Diversity Forum reports; the DTI and Equalitec sponsored report – Successful Recruitment Strategies and Practices; Times Top 50 ‘Workforce Diversity’ index; BCS Women in IT awards; Aurora’s ‘Where Women Want to Work’ awards; US National Academy of Engineering – Diversity in Engineering report, as well as the National School of Government’s Diversity Excellence model and the Civil Service diversity performance indicators. The supporting case examples are drawn largely from Equalitec publications. They have been tested out with Equalitec partners, and other organisations closely involved with Equalitec’s work, to ensure that they cover the key areas that ITEC and other organisations need to focus on to build a diverse workforce. 10 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. 3 Summary of the Guiding Principles From the background sources outlined above we have identified 10 Guiding Principles. These are shown in Figure 1. 1 Vision and leadership: senior leaders demonstrate an on-going commitment to mainstreaming diversity by ensuring that the relevant policies, practices, metrics and action plans are in place. Ongoing commitment is also demonstrated through frequent and consistent communication, internally and externally, about the organisation’s achievements against its published action plans. Well defined business case: the diversity agenda forms an integral part of the strategic business planning agenda – not something that is a ‘nice to have’, perhaps especially for private sector firms that are bidding for contracts within the public sector. In the public sector the ’effectiveness argument’ i. e. ensuring the diversity of the workforce matches the diversity of service users, is perhaps more of a key driver. Company wide policies to mainstream diversity: overall diversity policy is supported by changes to other organisational policies e. g. recruitment, reward, flexible working and work-life-balance, performance management, career management and retention policies. Education, training and knowledge building: on-going commitment to education and training for all employees in order to change behaviours and develop organisational practices. Supportive work practices and organisational culture: a workplace that is open and welcoming of people from diverse backgrounds and which can demonstrate good examples of implementing different forms of flexible work arrangements. Transparent recruitment and career development practices: commitment to changing the recruitment and promotion practices so that women and others from diverse backgrounds are able to develop satisfying careers. Partnering with external bodies: relationships are developed with a range of partnering institutions to advance the diversity agenda, using this as a way of further developing internal knowledge and capabilities. Targeted outreach and widening of the recruitment net: resources (time, energy and money) are invested in developing awareness of the changing nature and opportunities within the ITEC sector and encouraging young girls and women of all ages to develop a career in ITEC. Management of suppliers: current and future suppliers understand the organisation’s diversity agenda and the organisation ensures that suppliers adapt their practices appropriately. Monitor, improve and celebrate success: demonstrates a commitment to gathering quantitative and qualitative data to monitor progress on the diversity journey, using this as a way of further refining policies and procedures. 2 3 4 5 6 7 8 9 10 Figure 1: Summary of the Guiding Principles The Royal Academy of Engineering 11 1. Schema of the Guiding Principles Mainstreaming diversity is not a simple linear process. There are a number of inter-related areas that require working on simultaneously. The schema in Figure 2 is intended to illu strate the dynamic relationship amongst the Guiding Principles defined earlier. Depending on the organisational context, change may be initiated from any one of these areas at a given point in time. In some organisations, for example, data on female attrition rates, or lack of diversity in the recruitment pipeline, may act as a catalyst for change. In others a change in leadership, such as the appointment of a new CEO, may act as the catalyst. At different times in the business life cycle organisations may eed to focus on developing policies and practices that have more of an internal focus and at other times they may need to work on policies and practices that have more of an external focus. Vision leadership Well-defined business case Company wide policies to mainstream diversity Internal focus External focus Education, training knowledge building Supportive work practices/ culture Open and transparent recruitment career development practices Partnering with external bodies Tar ge ted ou treach widening the recruitment net Management of suppliers Monitor, improve and celebrate success Figure 2: Schema of the Guiding Principles 12 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles What is clear from the background research carried out to produce this report is that implementing polices and practices to mainstream diversity is not easy, given the complexities that we are dealing with. Other reports on diversity have likened this to the complexities of the software engineering process itself, highlighted in the book The Mythical Man Month by Fred Brookes, formally of IBM: â€Å"There is no silver bullet, no magic potion that can fix things. Things only get fixed if you take the problem personally, and you want to make a difference. It is that simple. If you care enough about it to put your money where your mouth is, and you put somebody in a eadership position to do something about it, you can make a difference. † [10] It is not surprising therefore to find leadership at the top of these Guiding Principles. The Royal Academy of Engineering 13 2. Suggestions on how organisations might use these Guiding Principles One of the key aims of Equalitec is to shar e and disseminate good practice in the employment and progression of women in ITEC. This report draws together much of the good practice gathered through Equalitec projects. Whilst many organisations have made great progress on increasing the representation of women in ITEC roles, most would agree that they still have more to do. It is hoped that this set of guiding principles will support change in organisations, thus helping to stem the current decline in the number of women in ITEC. Some suggested ways that organisations could use this report include:  ¦ Using this report in your diversity training programmes for line managers, helping to raise awareness of the issues and stimulate debate for change. The questions at the end of each section would provide a start point. Recognising that successful change involves a top-down and bottom-up approach, consider using specific sections of the report with different employee groups/forums to help stimulate a dialogue about change. You could perhaps start with the section ‘Monitor, improve and celebrate success’ with a group of senior managers. This could prompt a review of the diversity data that are currently available, as well as where the gaps are. Using the section on ‘Supportive work practices and organisational culture’ with different employee groups could generate further ideas for change. Making the report available to all staff as part of your e-learning resources. This could help those aspiring to leadership roles broaden their awareness of the diversity agenda. Using the report as a basis for reviewing existing policies and practices.  ¦  ¦  ¦ 14 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. Guiding principles â€Å"having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. † 3. Vision and leadership Effective leadership is crucial in all culture change programmes and developing an organisational culture that embraces diversity is no exception. When testing out these guiding prin ciples with experienced managers there was general consensus that vision and leadership needs to be the number one guiding principle. It needs to be number one for a very simple reason – having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. Without this, as many Equalitec partners will testify, diversity does not happen. So what type of leadership is required?  ¦ Leaders with a personal commitment to diversity Effective management of diversity requires ongoing commitment from the CEO and other senior leaders. This commitment can be demonstrated in many ways: setting a clear vision for diversity, linked to the business case; making sure that others understand the business case in the context of their organisations; modelling the behaviours needed to build a diverse workforce; making sure that the appropriate structure and polices are in place, as well as ensuring that all employees are aware of their responsibilities and where they fit into the diversity agenda: â€Å"Chuck Prince, who is our chairman, aims to make sure that we are not only the largest financial services organisation but also that we are the most respected. All of us, as employees, have to attest to our shared responsibilities. Those are our responsibilities to the organisations, the franchise through to our clients and also to each other, to make sure we recognise and respect diversity – which includes gender diversity. † Sharon Pagram, Recruitment Manager, Europe Middle East and Asia (EMEA), Citi [2]. Many organisations have introduced Diversity Councils as one of their supporting structures. These can help build insights and knowledge to support the change agenda. A case example of this from Symantec appears at the end of this sub-section.  ¦ Leaders who demonstrate ‘mindset flexibility’ A key skill referred to time and time again is that of ‘mindset flexibility’, particularly amongst those in leadership roles: â€Å"I think there is something about having men with the right attitude. I don’t know quite how you articulate this, but it is to do with having a diversity of thinking and approach in the senior executive team. Having men who are different from each other and function well in a flexible remote culture. Men who encourage interaction at all levels and really believe that difference is a good thing. I really do believe that if you have a culture which encourages bright, creative individual men to stay at senior levels, women will benefit too. † Rebecca George, Partner, Deloitte [11]. Mindset flexibility is seen as being important to help rethink jobs and how best to resource these: The Royal Academy of Engineering 15 What you are looking for [when recruiting] is a set of outcomes and you try to be more flexible about the people who might be able to provide those outcomes for you. You’re much less prescriptive about the inputs. † Steve Palmer, London Borough of Hillingdon [12]. It is also important when considering flexible work opt ions to ensure that all options are considered: â€Å"We have just gone through a reorganisation at Citigroup Technology Infrastructure (CTI) and we now have two very senior members who are direct reports to the head of EMEA for CTI †¦ One of these will be working remotely, using flexi-working as well as other means. She will be working from Scotland whilst playing a major role in the CTI organisation. She is working flexi-hours and she is working remotely and that has enabled her to take on a position of the size that she has. † Sharon Pagram, Recruitment Manager, EMEA, Citi [2]. HR and diversity practitioners in particular need to demonstrate effective leadership by challenging line managers who are reluctant to try out different flexible work options.  ¦ Leaders who listen to and communicate openly with their staff Open and honest communication is crucial if employees from diverse backgrounds, and with diverse needs, are to feel fully included: â€Å"I believe that communication is very important †¦ ensuring that there are adequate team briefings, newsletters, bulletins and staff gatherings. There are one-to-one meetings, for example for all staff. I think that this mix ensures that there is the opportunity to accommodate individuals and that those for example who are on flexible working, or those who are part-time are kept fully informed and up-to-date just as much as the staff who are there full-time. † Angela Clements, Head of ICT and Business Development, West Dunbartonshire Council [2]. As the Microsoft example below indicates, senior leaders can send out a powerful message if they are personally involved in finding out what women are looking for in the industry: â€Å"Simon Brown is the general manager for Developer and Partner Evangelism and he is looking to attract more females into technical evangelist roles. He has been helping by investing time and thinking about what it is that women want in the industry, and what they want at Microsoft at different levels. † Helen Duguid, Partner to Microsoft EMEA [2]. It is just as important for female leaders to listen to the needs of their junior female colleagues, rather than make assumptions that they all have the same needs: â€Å"†¦ so many of the women who are at the top, they don’t have families, or else they might have had them, but it’s been with a totally supportive background, or they haven’t needed to be the carer in the family †¦ but you wouldn’t necessarily get from somebody at the top who didn’t have that empathy, let’s hear about you and what’s it like for you? You don’t get enough of that. † [13]. 16 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles  ¦ Leaders who act as role models and who champion change The importance of senior leaders acting as role models during organisational change is well documented. But as so much change involves top down and bottom up thinking it is important that organisations mobilise and nurture leaders at all levels to support the change journey. An innovative practice identified from a non-ITEC sector organisation, but one that could be adapted, is illustrated in the case example below. Case: Recruiting internal diversity champions at Wigan Leigh College [14] The college has 23,000 students located across six different sites. The college recognised that although it had achieved the disability element of the diversity agenda it needed to do more on the other strands. To support its philosophy of inclusion, the college introduced a leadership and management programme to help change behaviours amongst its senior managers. This programme highlighted a need to do more to create a genuine culture of inclusion across the whole of the college. Following an equality and diversity ‘health check’ the college went on to recruit internal equality and diversity champions to help promote their diversity agenda. The role was open to individuals at all levels and in different areas: management, administration and academic staff. All applicants went through a structured selection process. The rationale for such a rigorous process was to ensure that those selected could act as role models, as well as have the skills to help deliver the organisation’s diversity learning programme. Staff recruited into the Diversity Champion roles, were then given additional training to ensure that they were able to perform effectively in their new role. Having a diversity of role models could help junior staff feel a greater sense of belonging, as well as develop a sense of where they might aspire to: â€Å"I like the idea of people from throughout the organisation at all levels, who are happy to be kind of champion †¦not just the high-flyers. If you have people where you are, or the next level up, where you are aspiring to be, its doable and you can relate. † [13].  ¦ Leaders who are willing and able to change Developing an organisational culture that is committed to diversity requires leaders who are willing and able to change. A key point made by Terry Marsh, from the Women into Science, Engineering and Construction (WISE) Campaign: â€Å"We talk a good deal about changing culture but actually the culture that we have to change is one that does not cope with change in many cases. You do not have to change the culture but you have to change people’s ability to want to change, or their ability to cope with change †¦ We therefore have to look at whether there is a culture, in certain companies and certain sectors, that cannot cope with change at all. † [2].  ¦ Leaders who reinforce the diversity message Given that change takes time, leaders need to find different ways of promoting and praising those who are helping the organisation achieve its diversity goals: The Royal Academy of Engineering 17 â€Å"One of the practices that we have in place is that whenever a requisition is posted in our system the hiring manager receives a letter, signed personally by our senior VP for the EMEA region, talking about why a diverse workforce is important to the future of HP, for innovation, again referencing the business case. It reminds them that we have hiring goals and encourages them to work with the recruiter for a diverse source pool. † Lisa Kepinski, Diversity Inclusion Director, HP [13]. Case: Supporting structures to mainstream diversity in Symantec Symantec Corporation is the fourth-largest independent software company in the world. It is the world leader in IT security, providing security and storage products solutions and services, to virtually the entire Fortune 1000 companies. One of Symantec’s best known products is the Norton consumer security solutions. The organisation employs just over 18,000 employees in 40 countries. Deborah Davis, Vice President, Enterprise Support Services, EMEA and India, explained how commitment to diversity within Symantec comes from the top. The group president, Tom Kendra, is the global leader and executive sponsor of the diversity and inclusion initiative within the organisation and Chief Technology Officer, Mark Bregman, is the executive sponsor of the organisation’s global women’s initiative. The organisation has established five goals for increasing the representation of women: a) increase the percentage of women in leadership positions to reflect the overall female demographic and management hierarchy; b) increase the percentage of women at the high end of the technical track in engineering; c) increase the number of women in sales; d) increase the number of women across all of our technical fields, not just software development areas; and e) build a work environment that supports and encourages women in their career aspirations. As well as executive commitment to ensure that goals and metrics are in place, the organisation has created a number of structures to sustain its diversity and inclusion initiative, as shown below. Supporting Structure Global Structure Global Diversity Inclusion Steering Committee †¢ Executive D Steering Committee meets quarterly †¢ 16 Diversity Inclusion Councils established †¢ D Office – – – – Glob al Diversity Inclusion Office 16 Diversity Inclusion Councils – – 18 SWAN Champions – – Act as a link between SWAN and Executive Leadership Seek support for SWAN recommendations Identify, share and implement best practices Build Symantec brand as an employer of choice for women Identify external women’s organizations and build long term partnerships Establish Metrics and Reporting Build collateral to support activity of SWAN Champions Conduct quarterly conference calls with SWAN Champions 1 18 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles There is an overall Diversity and Inclusion Steering Committee as well as a network of 16 Diversity and Inclusion Councils, a figure that is expanding across the globe. In addition the organisation has a Symantec Women’s Action Network (SWAN). SWAN champions attend external women’s conferences and organisations, acting as a spokespeople for the company, and build the Symantec brand as the employer of choice for women. There is also a dedicated diversity and inclusion office that acts as a link between the SWAN networks, the Councils and the executive leadership, to ensure that information and knowledge from the various fora and groups are shared. Source: Equalitec Diversity Forum, June 2007 [13]. Points to discuss in your organisation  ¦  ¦  ¦  ¦ Do staff believe that the leadership is really committed to the diversity agenda? What do they believe that they are committed to? How is this monitored, communicated and acted upon? How diverse are the role models in your organisation? How is personal commitment to the diversity agenda monitored in your organisation? Is it something that current and aspiring leaders need to demonstrate in order to gain promotion? How is ‘mindset flexibility’ developed in your organisation? The Royal Academy of Engineering 19 3. 2 Well-defined business case There are several drivers for implementing diversity policies and practices: ethical and social justice, regulatory, economic, and business case. In private sector companies it is the business case argument that provides the main driver for change. There are many dimensions to this. It can help organisations tap into new markets, as well as appeal to a broader customer base. In an increasingly diverse society the importance of the demographics of the workforce mirroring that of clients and customers is also a powerful business case argument. Access to wider pools of labour can be a powerful argument particularly where critical talent is in short supply, as in the case of ITEC. Increasingly organisations are adopting a balanced scorecard approach to the business case for diversity, as indicated in Figure 3. †¢ Enhanced understanding of new and emerging markets Marketplace †¢ ‘Mirroring of clients’ – Customers Winning new business †¢ Products and services that meet the needs of diverse customer base demographics of client base reflected in the workforce †¢ Better understanding of needs of diverse customers †¢ Access to wider customer base †¢ Leveraging diversity of suppliers and o ther partnerships †¢ Enhanced reputation and profile amongst clients and other stakeholders Workplace Access to wider pools of talent †¢ †¢ Better staff retention – lower recruitment costs Productivity/effectiveness Enhanced creativity, innovation and problem solving †¢ †¢ Enhanced employer image/reputation †¢ Richer business processes †¢ Greater organisational flexibility and responsiveness to change Employer of choice †¢ Inclusive work environment where all employees are fully †¢ Better utilisation of diverse/scarce engaged and performing talents optimally Figure 3: Diversity – Balanced Business Scorecard Although it is important for those working in change agent roles to have a broader awareness of the business benefits of diversity, it is crucial that they are able to focus on the key business benefit for their organisation, as this is what gets the attention of the senior leadership team: â€Å"For us in Pfizer, the di versity business case rests on the values of creativity and innovation because we want to bring new medicines to patients. † Trish Lawrence, Diversity Initiatives Manager, Pfizer PGRD [15]. 20 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles The Value Proposition Profitability and Business Success Invention and High Performance The Business Advantage Creativity and Productivity Diversity and Inclusion 14 August 2007 Having got the attention of senior leaders, those working in change agent roles also need to find ways of communicating the business case in a form that line managers identify with: â€Å"One of the things we have learned is that to get the attention of line managers, we need to make the business case much more explicit. In our early efforts, we had a business case but we did not publicise the financial implications enough. † [16]. One way of doing this is to link cost/benefit data directly to line managers’ budgets: â€Å"If it’s someone you know, who was a good employee, who wants to come back and they need ? 2,000 of training, but you’re not paying for an agency to recruit them, it’s a no-brainer from a business case viewpoint. † [23]. A continuing challenge for those working in diversity roles is being able to make direct linkages between diversity policies and enhanced operating performance and bottom line results. As Stephen Alford, HR Manager at Fujitsu Services, pointed out at the first Equalitec Diversity Forum [15] this problem arises as often a range of policy interventions are needed to address a specific diversity issue. The following case study from Fujitsu Services provides further guidance on how diversity champions can build a sound business case for diversity. Case: Building the Business Case at Fujitsu Services Fujitsu Services design, build and operate IT systems and services for customers in the financial services, telecom, retail, utilities and government markets. It employs 21,000 people worldwide. Around 12,000 of those are located in the UK working for a wide range of Public and Private sector organisations. At the 2006 Diversity Forum Stephen Alford, HR Manager, pointed out that one of the key arguments he uses to get senior business leaders to focus on diversity is to link back to the goal of ‘winning new business’. As an IT services company a key business driver is winning new contracts, something that as Stephen explained is now influenced by the changing legislation especially when tendering for public sector contracts. The Race Relations Act 2001, Disability Discrimination Act 2005 and the Equality Act 2006 mean that public sector organisations have a statutory duty to The Royal Academy of Engineering 21 promote equality in these three areas in their own organisation. In addition they have a responsibility to audit their suppliers to ensure that they too have equality schemes in place. Some of the arguments that Stephen draws on to convince managers about diversity include: Legal drivers – focusing on the pre-tender bid situation where questions are asked about whether there have been any cases taken against the organisation and whether any have been lost. In particular pointing out how the discrimination legislation which underpins equal opportunities is uncapped and how claims can hit the bottom line significantly if the organisation gets it wrong. Raising the profile of Fujitsu – using the strapline – ‘Why focus on diversity inclusion? ’ – to point out how as an organisation Fujitsu wants to be employer of choice in the IT service sector and partner of choice for winning business. As an organisation they are now monitoring their workforce more closely, so that they have the facts to be able to manage the business more effectively. Recruiting and retaining the best talent – pointing out how with changing demographics you may not always be able to recruit the talent from the same place as you have always recruited from. In addition women, and those from ethnic minorities, are more likely to join an organisation where there are role models and where they feel that they can get on. Having attracted the best talent then the organisation needs to focus on retention. Losing key talent is expensive. At Fujitsu Services mothers returning to work after maternity leave return on 120% of their salary until their child is 15 months old. The more senior the women then the more this costs the organisation, but as Marjan Kuyken, Practice Manager, Programme and Project Manager points out â€Å"†¦ with that seniority comes more knowledge of the organisation and more expensive skills†. Clearly these are knowledge and skills that the organisation would not want to lose. Limitations of a lack of diversity on performance – diversity practitioners need to be able to provide a number of case examples to show how other organisations have made productivity gains from building a more diverse workforce, as well as examples of where things can go when there is a lack of diversity in the decision-making teams. Sources: Equalitec Diversity Forum, May 2006 [17]; Effective Recruitment Strategies and Practices Report [12]. Questions to stimulate debate in your organisation:  ¦  ¦  ¦  ¦ Do you have key data to support your business case? Are they in a format that line managers can easily understand? Do you have a range of case examples, internal and external, that you can use to support the business case? How do you communicate the business case for diversity in your organisation? Do line managers have easy access to the data on changing demographics so that they can make informed recruitment and retention decisions? 22 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. 3 Company wide policies to mainstream diversity Building an organisational culture that supports diversity and inclusion is not easy. As Juliet Webster, Involvement and Participation Association (IPA), points out organisations need to go beyond value statements and develop a coherent set of policies to ensure that they attract, develop and retain employees from diverse backgrounds: â€Å"The most ‘women-friendly’ ITEC organisations are, not surprisingly, those which have clear, coherent and thoroughgoing equality and diversity frameworks encompassing their employment policies and practices. These frameworks underpin and support a variety of practical initiatives which help organisations to attract, promote and retain women †¦ some of the strongest examples of good equality practice are not always labelled as such, but what distinguishes them is a coherence of approach to staff development and progression and the express inclusion of all employee groups. † [8]. Many organisations, large and small, have realised the importance of planning for diversity from the outset when developing their policies and practices, especially when the company is growing, or plans to grow in size: â€Å"If you find yourself with 15 engineers, none of whom are women, you’re suddenly in a bad position for trying to hire your first woman. As you build up from zero, you’ve actually got to be especially careful in the early days. There is something about thinking early on, when we’re working in a field that is by its nature male heavy, to think carefully about those early hires. † Doug Fraley, Head of People Programmes for EMEA, Google [12]. So what key policies and practices should organisations focus on? †¢ Recruitment and selection The Effective Recruitment Strategies and Practices research [12] highlighted how the ITEC sector has developed a reputation for informal ‘grapevine’ recruitment, where job openings are tran smitted via established networks. Employee referral schemes, which have become increasingly popular with organisations, operate on a similar principle of tapping into employees’ existing networks. However there is a concern that practices like these can make it more difficult for women, especially returners, to gain entry into ITEC organisations. Where organisations want to attract a more diverse workforce it is important that they use a number of recruitment methods to signpost their vacancies and employment opportunities – we say more about this in the section on ‘Targeted outreach and widening the recruitment net’. Selection methods should also be clear and consistent, as we explain in the section on ‘Open and transparent recruitment and career development practices’. †¢ Induction In some organisations, such as Fujitsu Services, the induction process is used to ensure that all new staff are aware of the organisation’s position on diversity and the actions that the organisation is taking to build a diverse and inclusive work environment. Performance management Wider research suggests that a key policy that needs to be revised in organisations committed to diversity is performance management. According The Royal Academy of Engineering 23 †¢ to the Corporate Leadership Council, organisations that are the most successful in building a diverse workforce are those that have developed their performance management systems so that managers in particular are held accountable for achieving the organisation’s diversity objectives. In the US, some organisations link Executive bonuses to the achievement of diversity goals [18]. In other organisations performance ratings are based on the ’How’ as well as the ‘What’ and a specific case example of this occurs at the end of this subsection. A range of tools can be used to gather feedback on whether management behaviours support organisations’ diversity goals: 360 degree feedback, peer review, and employee attitude surveys [19]. However, ORC, a US based consultancy suggest that organisations should be cautious about linking diversity goals to managerial performance, as it might distort behaviours. An additional strategy could be to publicise a list of managers that have met the goals for increasing the diversity of their unit [20]. †¢ Flexible working and work-life-balance policies Wider research suggests that offering flexible work arrangements, including high quality part-time work, is part of the ‘new business case’ argument [9]. Flexible work arrangements can help women sustain their career through the child rearing phase. The benefit to organisations is better retention of skilled female employees, thus lowering overall recruitment costs. Whilst a policy on flexible working is important, as it signals the organisation’s intent, making flexible working work in practice is more problematic. This requires line managers who are committed to the principle, as well as having the necessary skills to manage flexible working. This point will be covered in more detail under ‘Supportive work practices and climate’ later in this subsection. †¢ Pay and reward The government’s survey on earnings (Annual Survey of Hours and Earnings (ASHE) 2006) shows that women’s mean full-time hourly pay in computing and related jobs is 79. 6% of men’s [12]. Thus there is gender pay gap in the sector of just over 20%. This is larger pay gap than the overall UK one [20]. The main reason for the greater pay gap in ITEC is the tendency for women to be concentrated in lower paid jobs. If organisations want to attract more women to work in the sector then the gender pay gap needs to be addressed through the use of equal pay audits and job evaluation schemes. Intellect’s annual survey – ‘Perceptions of Equal Pay May 2006’ [22] – identified that only a small number of firms had carried out an equal pay audit. Yet as the survey also showed; perceptions of unequal pay can affect recruitment. †¢ Talent management and succession planning Having attracted more women into the organisation it is important that they then have every opportunity to progress. Several organisations seem to be developing their succession planning policies to ensure greater diversity amongst their leadership population. A good example of this is shown in the IBM case study at the end of this section. Michael Chivers, Vice President, Human Resources for Sales and Marketing at Sony Ericsson spoke of the importance of organisations moving away from the 24 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles ‘rear view mirror’ approach to succession planning [11]. By this he meant that instead of appointing leaders that are clones of the current leadership there is a need to think more about the leadership qualities that will take the organisation to where it wants to be in the future. Ensuring that women are given early responsibility in their career so that they build up their reputation and visibility was raised as a good strategy by several participating Equalitec organisations. This is something that will be discussed in more detail in the section on ‘Open and transparent recruitment and career development’. †¢ Restructuring and downsizing As part of the background research for this report we had several illuminating conversations with HR managers about what happens to diversity when organisations are restructuring or downsizing. Some interesting perspectives emerged. One was that where organisations have made significant investment in their diversity policies and practice they need to make sure that all of that good work is preserved in the new structure. A further perspective was that restructuring could create opportunities to bring in people with different experience because that is what the business needs. In addition to the key policies discussed above there are many other policies that may need revising, or developing, to build a diverse and inclusive workplace, as the following case from HP indicates. Case: HP Policies and Practices Supporting Diversity and Inclusion Within HP there are three main areas of focus for diversity: attracting diverse talent, promoting and developing diverse talent, and retention of diverse talent. The term ‘diverse talent’ is used within HP as it is broad and allencompassing. The organisation also has a number of policies and practices to support its diversity and inclusion strategy. These include: Non-discrimination policy Electronic job posting Diversity Hiring Goals VP’s message to hiring managers Harassment-free work environment Degree education program Domestic partner benefits Employee resource groups Development opportunities Open door policy Employee Assistance Programme (EAP) Open communication Management by objective Work-Life-Policies and Resources Common Thread’ diversity newsletter A key policy lever is the ‘Diversity Hiring Goals’, which reflects the philosophy that having a metric in place gives di versity a business grounding and helps the business get to where it wants to get to – a rich, gender diverse workforce -faster. As Lisa Kepinski, Diversity and Inclusion Director, EMEA Region points out â€Å"Having a metric creates a focus for the The Royal Academy of Engineering 25 business and it encourages a partnership between the business and HR, as it is the business that sets the metric, not HR. † A practice that reinforces the ‘Diversity Hiring Goals’ policy is the – ‘VP’s message to hiring managers’. Each time a new recruit is taken on the hiring manager receives a personal letter from the senior VP for the EMEA region, pointing out why a diverse workforce is important to the future of HP, thus reinforcing the business case. Lisa acknowledges that organisations need to watch out for the impact that metrics might have on the focus of their work – â€Å"If you only have metrics in place for hiring and ignore promotion, development and retention, then you could have the revolving door syndrome. † Source: Equalitec Diversity Forum, June 2007 [13] Organisations that have effective monitoring in place should use these data to develop new policies, as well as refine existing policies (see section on ‘Monitor, Improve and celebrate success’ later in this section). Policies need to be initiated with the use of statistics, but they also need statistics so that monitoring and evaluation, reconstitution and re-evaluation can happen. Finally, policies need to reflect the legislation in the country in which they are being introduced. The legislation makes it easier to introduce family-friendly polices. With an increasingly mobile workforce, opportunities for sharing different policies for attracting and retaining women in ITEC in different country contexts is something that would be most valuable. But again without appropriate data, policies can be meaningless or at worst pointless; this relates as much to individual companies as to countries. Case: Managing the female talent pipeline at IBM IBM is a global company that invents, develops and manufactures information technologies, including computer systems, software, storage systems and microelectronics. These technologies are used to provide professional solutions, services and consulting for businesses worldwide. It employs around 160,000 technical professionals, worldwide. Diversity is critically important to the business: having a diverse workforce is crucial for developing diverse products and services. The organisation has developed its employment policies and practices to ensure that it attracts and retains people from diverse backgrounds, including female employees. As part of the Effective Recruitment Strategies and Practices research [23], Wendy Papworth, Gender Programme Manager, EMEA Workforce Diversity, outlined some of the practices to develop, progress and retain women. â€Å"We run regular pay audits, as part of our salary rounds. We always look very closely at the gender element of the pay rounds, to make sure there’s fairness and it’s a level playing field. But we do run specific exercises where if there’s something that maybe suggests we should have a look at it, then we do. And we dig quite deep down into the data, and, you know, on pay for graduates, when I last looked at it about two years ago, there was no discrepancy. And there are so many factors involved in the determination of pay, so it was quite a lengthy exercise, but it was really positive. 26 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles So, a couple of things we do. We have women’s leadership councils in each country, looking very closely at pipeline and progression. We’ve worked with the HR teams in each country to specifically identify the creme de la creme of the female talent, and actively manage those women to make the next step change. That could be a move outside their business, or promotion. The women’s leadership council can assist by profiling role models, by getting women more actively involved in mentoring or networking and engaged in education programmes. We also look at our attrition rates in terms of propensity to leave, so if there’s a particular part of our structure where we’re seeing a higher increase of women likely to leave, say, for example, in the UK compared to that same position in the structure in another country, or overall in Europe, we conduct round tables with that part of the structure, and the band just below as well. It’s very important that we know how the women in the level below see, their future opportunities. So we conduct focus groups and round tables to get a feel for what will keep you with IBM. We keep an eye on where the key pressure points in our pipeline for women are.